The Southeast Colorado E3 Partnership (SEC3P) is boosting economic vitality, education, and employment in the twelve-county Southeast Colorado region through an industry cluster economic development program funded by the Department of Labor. CAMT partnered with the Pikes Peak Workforce Center, the Colorado Springs Manufacturing Task Force and the Colorado Rural Development Council to gather representatives from throughout the region, identify regional needs and goals to bring opportunity for growth to industries in that region.

The Partnership has contracted with ICF International to develop a five-phase strategy to achieve a "next generation economy" for the Southeast Colorado region. A "next generation economy" is one that 1) thinks regionally; 2) focuses on clusters; 3) creates advantages to grow clusters; and 4) collaborates to create cross-business and industry opportunities. The five-phase strategy includes conducting an industry cluster analysis, providing a framework to convene the businesses comprising the identified industry clusters, guiding regional businesses in creating business plans emphasizing regional and collaborative goals, and launching implementation mechanisms.

The program is well under way, with the identified clusters in the Southeast region--Advanced Manufacturing and Fabricated Material, Next Generation Agriculture and Renewable Energy, BioTechnology and BioMedical Devices, Aerospace Microelectronics and Defense, Information and Communication Solutions, Professional Business and Social Services, Fire, Insurance and Customer Services, and Experiences and Tourism-having met to collaboratively identify issues and opportunities throughout the summer and fall. The next round of meetings is scheduled for the week of November 5th. For more information on the Southeast Colorado E3 Partnership, contact Jo Ann Miabella Galvan.

"CAMT's training had an effect on our facility's continuous improvement efforts analogous to placing a fuel enhancer in a car. We had the gas, but with the extra additive provided from CAMT's training, it gave us the additional boost we required to get to the next level of performance." -Brian Jansen, Manufacturing Manager

Frito-Lay Denver, a subsidiary of PepsiCo, is a large distributor of a variety of snack foods including Lay's Potato Chips, Doritos, Tostitos, and Fritos. The Denver facility has been in existence for thirty years and currently employs 329 team members. To secure the future of Denver Operations, the facility must meet or exceed regional goals set forth by Frito-Lay, Inc. Therefore, Frito-Lay Denver's inherent culture is dedicated to reducing operational costs while still providing platinum service and quality to its customers.

Frito-Lay Denver partnered with CAMT to embark on an intensive training program focusing on implementing lean manufacturing practices and techniques to meet their organizational goals and to add onto their continuous improvement goals. Frito- Lay Denver committed 151 of their team members to a cumulative of 8,699 hours of lean manufacturing training. They embraced the 5S Workplace Organization, Value Stream Mapping, Visual Workplace, Set-Up Reduction, and Standardized Work. The implementation of lean principles offered Frito-Lay Denver a structured framework to build upon, reinforce, and standardize existing continuous improvement practices at the facility.

The Denver Facility opened its doors over thirty years ago without lean practices, but began to utilize 5S Workplace Organization to modernize their workplace and streamline processes. The 5S philosophy focuses on simplifying the work environment, reducing waste, and improving quality and safety through five steps: Sort, Shine, Set in Order, Standardize and Share, and Sustain. Thus, 5S Workplace Organizational practices have brought Frito- Lay Denver's manufacturing practices to a superior level of performance. Furthermore, the continuum of lean training provides Frito-Lay Denver with numerous tools that enable them to add layers, onto an already solid foundation of continuous improvement efforts, allowing them to react quickly to any changes in the manufacturing process. This recipe for success is enabling the facility to dramatically reduce cost and push for a renewed level of competitiveness.

On September 25, 2007, Governor Bill Ritter announced a comprehensive economic development package for a more competitive Colorado in the 21st Century. Major elements of the package include:

• Simplify corporate income taxes by eliminating the complicated multiple factors that business must use to calculate taxes and establish a simple single- sales factor.
• Cut taxes for 30,400 businesses by raising the Business Personal Property Tax exemption threshold from $2,500 to $7,000.
• Eliminate the so-called "fly-away" sales tax. Colorado is one of only a few states that charges a "fly- away" sales tax on planes manufactured in Colorado even if they are housed in another state.
• Make it easier for businesses to qualify for job- creation incentives, especially rural small businesses.

The components of the package will be introduced during the upcoming legislative session. "These proposals will give businesses more tools to succeed - from a reduced tax burden to less red tape. This package is good for our economy, good for our small businesses and good for our communities," Governor Ritter said during the announcement ceremony at the Anschutz Medical Campus at Fitzsimons.