Jason Piatt

Jason
Piatt
President,
Praestar Technology Corp.
46 28 4

Jason Piatt is cofounder and president of Praestar Technology Corp.  Prior to founding Praestar Technology, Jason held various tactical and executive positions in engineering, sales and marketing, and program management with a leading power transmission component manufacturer.  He has served as a member of the faculty at Penn State University and has taught at Pennsylvania College of Technology in electrical and mechanical engineering technology, mathematics, and physics.

Jason earned a Bachelor of Science in electrical engineering with minors in mathematics and physics from Bucknell University. He also earned a Master of Science in electrical engineering from Bucknell and an MBA with honors from Mount Saint Mary's University.  Jason earned an executive certificate in technology, operations, and value chain management from the Sloan School at The Massachusetts Institute of Technology (MIT).  Jason completed his Six Sigma Black Belt training at the University of Michigan as well as additional graduate education at the Wharton School - University of Pennsylvania.

Jason and the Praestar Consulting team have assisted numerous manufacturers in the areas of lean manufacturing, Six Sigma, sales and marketing management, and strategy formation.

Jason has received numerous awards and recognition including senior membership in the Institute for Electrical and Electronics Engineers (IEEE) and membership in Sigma Xi Research Society.  He is a monthly columnist for IndustryWeek.com and has been referenced as an authority on manufacturing competitiveness by the Wall Street Journal Radio Network and other leading publications.

Articles
3 Keys to Improved Communication in Your Plant 2
With strategic, targeted communication, managers can improve operational execution of strategy within the organization.
5 Steps to Improving Profitability of High-Mix/Low-Volume Production
High-mix manufacturers can make their processes so robust that they seem like low-variation processes and thus yield the optimization opportunities of high-volume production.
Strategy
4 Steps to Ensure Proper Strategy Execution
The only way to adequately distinguish between a failed strategy and failed execution of a successful strategy is to first rule out improper execution.
priority list
How to Prioritize the Steps in Your Lean Journey 2
To overcome the organizational paralysis that comes from overanalyzing lean projects, manufacturers can benefit from faster implementation of solutions that are “good” rather than “perfect” with a commitment to leverage iterative development more frequently in their processes.
stairs
Five Steps to Improved Manufacturing Quality 1
There is no better cost to eliminate than the cost of poor quality.
railraoid track journey
5 Keys to Guarantee a Successful Launch to Your Lean Journey
Lean investments can yield significant production and profitability gains if done properly. However, it is not uncommon for these initiatives to fail because of one or several key factors in management preparation for the lean journey.
Developing a Vision for Your Operations: 7 Steps to See Where You’re Headed 1
The vision for your organization should be aggressive, yet attainable. Your organization will never be greater than the vision you create.
stepping stones
Cost Deployment: 7 Steps to Better Process Understanding and World Class Manufacturing
In order to increase visibility, better cost management granularity must be obtained. To this end, cost deployment is utilized in order to better understand the costs attributed to various aspects of the manufacturing process.
Quantifying Lean Benefits: 5 Steps to Better Process-Cost Understanding
A financial activity analysis is a powerful adjunct to the technical analysis of lean. It answers the question: How much are we saving if we make changes?
Transition-ready Management: Three Keys to Robust Organizational Strength
A sustainable manufacturing organization must not only be best-in-class, but also robust. By protecting against the loss of key staff, the organization can achieve both goals.
stepping stones
Shift Your Organization Process Mindset in 3 Simple Steps 1
By becoming aware of the results of process variation or dereliction, manufacturing teams will better understand the need for process adherence.
football
Shop Floor Super Bowl: Five Fixes to Do Right Now!
Walk through your shop and give your performance initiatives a boost.
Operational Consolidation -- Three Factors to Consider 6
Look first for best-in-class support-of-mission organizations in the target geographies.
Five Steps to Making Performance Improvement Stick 2
It's incredibly important to create an environment where the changes remain and performance-improvement investments yield returns.
Operations Strategy Checkup: 5 Key Questions to Ask for Maximum Business Performance
The answers are essential to aligning strategy, tactics, and customer-focused outcomes.
Comments
How to Prioritize the Steps in Your Lean Journey
October 28, 2014

Barts, Thanks for the comment! I couldn't agree more with regard to importance of training for an effective workforce (not JUST for Lean work). I commented on training in a...

Operational Consolidation -- Three Factors to Consider
January 3, 2014

David - Thank you for the excellent comment! The trend toward Support-of-Mission (SoM) Ecosystems is so pronounced that corporations seeking to move operations to Low-Cost-...

Four Pitfalls to Achieving Operational Excellence
June 5, 2013

OldTosan - thank you very much for the comment! The Rogue Rock Star isn't the "innovator" or change-leader...this is someone who, despite a defined process, does it "their...

Four Trends Driving the Resurgence in American-based Manufacturing
April 29, 2013

Blueneck - thanks for the comments. Your reasons for reshoring are great.

To your question about reshoring statistics, unfortunately governmental data is slow to...

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