2012 Job Skills Program
July 1, 2011 – June 30, 2012
Report to the Legislature
December 2012
State Board for Community and Technical Colleges
Workforce Education Department
1300 Quince St SE; P.O. Box 42495
Olympia, WA 98504-2495
306-704-4400
www.sbctc.edu
Table of Contents
Preface ................................................................................................................................ 1
Executive Summary .......................................................................................................... 2-5
Program Overview ........................................................................................................... 5-7
About the Job Skills Program .................................................................................. 5
Up Skill / Back Fill .................................................................................................... 5
Economic Development........................................................................................... 5
Job Skills Priorities ................................................................................................... 6
Shared Investments ................................................................................................. 6
Transferable Skills ................................................................................................... 7
Workforce Training Customer Advisory Committee ............................................... 7
Serving Multiple Stakeholders ................................................................................ 7
2011-2012 Job Skills Projects at a Glance ........................................................................... 8
2011-2012 Distribution of Grants
by Educational Sector.............................................................................................. 9
by Region................................................................................................................. 9
by Employer Size ..................................................................................................... 9
by Industry............................................................................................................... 9
2011-2012 Individual Project Descriptions and Outcomes .......................................... 10-27
2012-2013 Job Skills Projects at a Glance ......................................................................... 28
i
PREFACE
Job Skills Program Legislation
The Washington State Legislature finds that it is in the public interest of the state to encourage and
facilitate the formation of cooperative relationships between business and industry and educational
institutions which provide for the development and expansion of skills training and education
consistent with employment needs.
Since 1983 the Job Skills Program (JSP) has funded customized training designed to meet the needs of
business and industry and to provide or retain gainful employment opportunities for new hires and
incumbent workers.
Purpose of This Report
This Job Skills Program report is submitted by the State Board for Community and Technical Colleges
(SBCTC) to the Washington State Legislature in fulfillment of 2011-13 2ESHB 1087 Sec. 605(2) which
reads in part:
The state board [SBCTC] shall make an annual report by
January 1st of each year to the governor and to the
appropriate policy and fiscal committees of the legislature
regarding implementation of this section, listing the scope
of grant awards, the distribution of funds by educational
sector and region of the state, and the results of the
partnerships supported by these funds.
Program Funding
The Job Skills Program (JSP) was funded at $2,725,000 from the state general fund for FY 2012 and FY
2013 of the biennium, for a total of $5.5 million.
$2,725,000 of the general fund--state appropriation for
fiscal year 2012 and $2,725,000 of the general fund--state
appropriation for fiscal year 2013 are provided solely for
administration and customized training contracts through the
job skills program.
1
EXECUTIVE SUMMARY
2011-12 has been a year of sustainable, but
slow economic recovery. While
“Lean manufacturing has become a nearly
unemployment is still high, Washington
required practice for manufacturing companies in
employers are struggling to find qualified
the US, and in order for ControlTek to remain
workers to fill positions in manufacturing,
competitive, our employees must possess at least a
health care, and other industries. Pressure to
minimum level of Lean manufacturing skills. We
believe the Job Skills grant enables us to remain
compete nationally and globally dictates that
competitive on a regional and International Level”
businesses increase efficiencies, cut out waste,
ControlTek
and deliver quality products on tight
Vancouver, WA
schedules. These priorities are reflected in the
way businesses utilized Job Skills Program
funds in 2011-12. Many employers sought training to upgrade their employees’ technical skills in order
to avoid dislocation, others focused on building better functioning teams and improving
communication within organizations, but Lean manufacturing training remained the strongest trend of
the year.
Manufacturing Skills for Global Competitiveness
Nineteen of the 33 projects engaged
I used Lean Six Sigma skills to streamline the flow of
employees in a variety of contemporary
anticoagulated patients being discharged from the
manufacturing principles including Lean,
hospital and being seen by the Coag Clinic. The time was
value stream mapping, continuous process
reduced from 14 days to 2.5 days, improving patient
improvement, Six Sigma principles, and more.
safety and satisfaction.
Originally developed for the manufacturing
Director, Care Services
environment, aiming to reduce waste while
PeaceHealth
preserving value, Lean principles have been
adopted by other industries. In 2011-12, manufacturers, hospitals, retailers, and a funeral services
provider utilized JSP funds to streamline processes, reduce costs, and increase value for their
customers.
Industry Certifications
This year Job Skills Program funded
certification training in both ISO
9001/AS 9000 and Six Sigma.
Because certification-related training
can be expensive for a single
company, the creation of a cohort of
trainees from several companies
helps maximize the benefit of the
state’s investment. Two JSP projects
served 12 companies in 2011-12.
This program has pushed our goal from a 5 year target into
current reality as we finalize our work to be certified. There is
no doubt from our ISO team and all the employees at Cascade
Engine Center that we will be a more effective operation and
better value for our customers with this certification […] in
place.
Tim Hess
President
Cascade Engine Center
2
Employing People with Disabilities in High-Skills Jobs
People with disabilities commonly experience higher levels of unemployment, but the gap was
especially intensified during the recent recession. Skills, Inc., a major aerospace supply chain
manufacturer, makes job creation for people with disabilities their social mission. As the aerospace
industry experiences rapid growth, Skills, Inc. expects to keep up with the demand by streamlining
production and hiring new employees. Intending to train 86 employees in Lean manufacturing and
other process improvement techniques, Skills, Inc. exceeded its goals and trained 336 employees.
Following the success of the 2011-12 JSP, such as reduced turnover rates, 75% reduction in number of
work orders with scrapped parts, and 12% increase in the number of orders processed per month, the
company continues with another training project in 2012-13.
New Plant Opening
Bennu Glass, a new glass bottle manufacturer, brought close to 100 new family wage jobs to Cowlitz
County. When a state-of-the-art facility moves into a region previously unfamiliar with the industry,
the lack of properly trained employees is to
be expected. Bennu Glass teamed up with
We have worked closely with Lower Columbia College
Lower Columbia College to address their
over the past year in planning the plant startup and
unique training needs and utilized JSP funds
designing training. We have also done all of our hiring
to get the new employees ready for
through WorkSource in Kelso. Both groups have provided
production. Trainees acquired skills in glass
immense support to us in our efforts to start up this new
technology, furnace operations, and other
manufacturing facility.
topics that enabled Bennu Glass to provide
Trish Garringer
quality service and products to another
Director of Administration and Finance
state industry – small to mid-size vintners,
Bennu Glass LLC
who prefer to buy domestic products when
they can. The company is capitalizing on its relationship with Lower Columbia College to launch
another Job Skills training project in 2012-13.
Addressing Skill Shortage through Sustainable Training Options
Despite the high unemployment rate,
companies frequently experience
Managers and supervisors report that they are seeing
difficulties finding employees with skill
increased communication and leadership skills in training
sets that match their needs. Job Skills
participants. The number of people trained has allowed
Program gives colleges and businesses an
this knowledge to reach nearly every leader in production,
opportunity to design and deliver training
with the rest slated to attend the e-learning classes. The
that is customized to fit those specific
e-learning version of the training will become the
requirements. When SEH America
cornerstone of SEH ongoing training, with everyone in a
leadership role required to complete the training on an
announced their expansion in Vancouver,
annual basis.
WA, they turned to Clark College to
Natalie Pacholl
address the shortage of employees with
Training
Program
Specialist
proper combination of technical and soft
SEH
America
skills, and sought training in project
management and leadership. Following the needs assessment, Clark College developed a unique
training program for SEH that combined live classroom learning with eLearning modules. The format
3
of the delivery allowed SEH to engage in the ongoing training efforts with current and new employees,
and lessen their need to hire candidates from outside of Clark County.
Project results
Each Job Skills project identified desired outcomes and provided information on those outcomes after
the completion of training. Outcomes are unique to each project, quite varied, and often the complete
results of training are not fully realized until well after the reporting period. Details on individual
projects can be found in Section 5.
Program Data
The grid below provides comparative data for the past three years. While most of the funds go
towards retraining incumbent employees, a positive trend of training new hires emerged in 2010-11
and continued in 2011-12.
Comparison of Final FY 2010, 2011 and 2012
2009-2010
2010-2011
2011-2012
Final
Final
Final
Total Requests Made:
$3,132,976
$3,149,555
$1,935,152
Total Awards Made:
$2,810,397*
$2,759,900*
$1,734,711
Total Number of Projects:
44
34
33
Total Number of Companies:
73
71
42
Total Awards Spent:
$2,593,697
$2,388,600
$1,675,777
Total Private Investment (Match):
$4,723,727
$3,591,048
$2,442,876
Number of Trainees:
4,873
3043
2667
Retrained Workers:
2,499
2225
2085
New Hires:
63
75
135
Skills Upgrades:
2,311
743
447
State Investment per Trainee:
$532.25
$784.95
$628.34
Private Investment (Match) per Trainee:
$969.37
$1,180.10
$915.96
Total Investment per Trainee:
$1,502.63
$1,965.05
$1,544.30
*Awards exceed $2,725,000 when unspent funds are re-awarded to other projects.
Last two years saw a reduction in the amount of project funding awards. Several internal and external
factors contributed to the decline:
 Colleges experienced additional budget cuts at the same time as student enrollments grew
dramatically. Many colleges decreased their business and industry outreach to concentrate
their efforts on better serving the increased number of students on their campuses.
 Affected by the recession, many Washington businesses scaled back their staff. As the
economy began to recover in 2011-12, companies were trying to maintain their market shares
and were not able to pull employees from production for training purposes. Training had to be
postponed in order to concentrate on staying competitive while cutting expenses and keeping
up with the demand.
4
 Of the businesses that participated in JSP training, most requested a lower funding level than in
previous years, focusing on small-scale projects.
As the enrollment growth slows, and economy rebounds, applications for JSP funding are expected to
increase.
PROGRAM OVERVIEW
About the Job Skills Program
Attracting, developing and maintaining a skilled workforce is a challenge faced by many employers in
Washington’s targeted industry clusters. Washington’s Job Skills Program (JSP) serves to develop the
skills of new or existing workers, retain and grow living wage jobs, and help companies improve their
competitiveness to strengthen Washington’s economy.
Up Skill / Back Fill
Even companies that make conscious efforts to “grow their own” often find it difficult to adequately
fund the needed training. Consequently, openings for experienced workers with specific skills may go
unfilled, while entry-level workers may
have trouble finding work. JSP can help
Because of the JSP Grant, I was able to offer managers and
companies to up-skill their existing
supervisors in my organization leadership training that allows
workers with the intention of promoting
them to grow in their position. Additionally, I was able to
them and then backfilling their vacated
offer the training to future leaders in the organization, to help
positions. Retention and advancement
us prepare future leaders for their next role. This program
of existing workers is thus enhanced—
exceeded my expectations.
Edi Dirkes
including the potential for increased
Human Resources Manager
wages—and openings are made
Labinal, Inc.
available for entry level workers.
Economic Development
As an economic development tool, JSP provides support to communities in need of workforce training
and development. Washington often finds itself in competition with other states when an out-of-state
firm is selecting a new site. The Job
Skills Program can be used to help a
The […] Job Skills Grant allowed us to train three employees in
new firm hit the deck running with a
Black Belt training, and has already improved our efficiencies
well-trained workforce. Economic
and processes. The more efficient we are the more competitive
and workforce development offices
we are and the more we will grow. We have constant
often include JSP in the incentive
competition from overseas and this has helped us become more
competitive allowing our manufacturing business to grow and
package created to attract new
remain in the United States.
employers with good-paying jobs.
Nicole Bauer
Vice President
Mid-Mountain Materials, Inc.
Job Skills also works in a slowly
growing economy by providing
needed resources to businesses
seeking to prevent layoffs. For those employees at risk for losing their jobs due to technological or
5
economic changes, employee training can make the difference between remaining with the company
and being let go. Job Skills provides short-term training generally customized to meet a business’s
specific needs. Training is typically delivered at the work site while employees are on paid time.
Several 2011-12 projects helped prevent employee layoffs or made hiring new employees possible
because of the training provided by the Jobs Skills Program.
Job Skills Priorities
Industry clusters are supported by the Job Skills Program whenever possible, and awards are spread to
all corners of the state including rural areas.
Job Skills resources are also concentrated:
 where there is a shortage of skilled labor to meet businesses’ needs;
 where upgrading employee skills is necessary to avoid layoffs;
 where training incumbent workers for advancement creates new vacancies;
 where new businesses or industry clusters need a skilled labor pool; and
 in economically disadvantaged communities with high unemployment.
Shared Investments
As a dollar-for-dollar matching grant
program, at least 50% of training expenses
are covered by the business and are made
through cash and/or in-kind payments. So
by design, Job Skills projects are jointly
funded with a grant award plus a matching
private investment. Lasting working
relationships develop between the business
and the educational institution as both
parties engage in the development of a
training plan jointly and bring resources and
commitments to the table.
Investing in our employees is never a mistake.
Our
workplace communication classes have helped our
employees gain confidence, get promoted, and has
opened them up to think out of the box. We have
been inundated by new ideas, employees feel invested
in our success, and turn-over within these ranks is
virtually nil.
Ryan Lundy
Production Manager
Sonosite, Inc.
In FY 2012, employers provided the equivalent of $1.41 in match (cash and in-kind) for every $1.00
spent in Job Skills grant funding. At the forefront of in-kind matches are the wages paid to employees
while they are in training. In economic terms,
wages represent opportunity costs to
In a self-empowered work environment, team skills are these
the employer, who must either forego the
just as important to success as technical skills. We hire
productive contributions of those employees
great people into our business and rely on them to be
while they train or hire substitutes to maintain
functional members of our high performance teams.
production during training activities. Other inThe Job Skills grant provided us with a great
kind employer contributions include materials,
opportunity to further the development of these team
training supplies, management and supervisor
skills in our employees.
Don Pilger
time spent coordinating and participating in
Plant Manager
training, and specialized equipment and
Steelscape, Inc.
supplies contributed for training.
6
Transferable Skills
Job Skills trainees benefit personally by developing skills that will serve them in their current jobs as well
as assist them with upward mobility. In almost all cases the skills trained through JSP are transferable or
transportable to future employers.
Workforce Training Customer Advisory Committee
The State Board for Community and Technical Colleges (SBCTC) utilizes the Workforce Training
Customer Advisory Committee made up of representatives from business, labor, and public and private
educational institutions to guide program decisions. A Job Skills sub-committee meets monthly via
conference call to review, provide input, and recommend applications for Job Skills grants. A
representative of the Department of Commerce also participates in grant reviews.
Serving Multiple Stakeholders
The Job Skills Program serves a variety of
stakeholders. Partnerships in this respect
are a win-win for all, benefiting the
trainees, the business, the supporting
industries, the educational community,
and the state’s economy.
The opportunity to work with a new company is not
only a challenge, but a chance to establish a partnership
that will continue long after the grant project is
completed. When future training needs arise at Bennu,
they will look to LCC because of the partnership forged
during this project.
Lynell Amundson
Lower Columbia College
7
2011–2012 Job Skills Projects at a Glance
College
1
2
3
4
5
6
7
Bellingham TC
Big Bend CC
Clark College
Clark College
Green River CC
Green River CC
Green River CC
8
Green River CC
9
10
11
Green River CC
Green River CC
Green River CC
12
Green River CC
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
Green River CC
Green River CC
Green River CC
Green River CC
Lake Washington IT
Lake Washington IT
Lower Columbia C
Lower Columbia C
Lower Columbia C
North Seattle CC
Peninsula College
Pierce College
Pierce College
Shoreline CC
Skagit Valley C
South Puget Sound CC
South Puget Sound CC
Tacoma CC
Wenatchee Valley C
Yakima Valley CC
Yakima Valley CC
Business
Award
Moles Family Services
Lamb Weston/BSW
ControlTek
SEH America
Aerospace Manufacturing
Campbell’s Stockpot Soup
Cascade Gasket & Manufacturing
ISO Consortium: Cascade Engine
Center, HEATCON Composite
Systems, Pacific Metallurgical,
Precision Machine Works, RAM
Technologies
Labinal, Inc.
Primus International
Recreational Equipment, Inc. (REI)
Six Sigma Consortium: Alstom
Grid, BE Aerospace, Davis Wire,
Mid-Mountain Materials,
Spacelabs Healthcare, Toray
Composites, Triumph Structures
Skills Inc.
TECT Aerospace
Toray Composites, Inc.
Valley General Hospital
Aseptico, Inc.
Sonosite, Inc.
Bennu Glass LLC
PeaceHealth Medical Group
Steelscape, Inc.
Vaupell Northwest
First Federal Savings and Loan
Allpak Trojan #1
Allpak Trojan #2
Pacific Aluminum
Hexcel, Corporation
Cardinal TG
Providence Health Systems
Hartung Glass Industries
Souriau PA&E
GE Aviation
Tree Top Inc.
Totals:
Match
# of Co’s Trainees
$23,070
$59,112
$10,300
$67,550
$62,300
$41,100
$80,849
$23,184
$60,000
$27,435
$89,496
$105,169
$97,198
$84,590
1
1
1
1
1
1
1
23
80
8
129
98
84
123
$71,900
$79,595
5
44
$60,000
$51,500
$83,400
$129,784
$62,756
$192,063
1
1
1
87
82
54
$101,000
$136,444
7
24
$60,700
$42,900
$23,400
$57,400
$64,400
$13,000
$74,349
$53,000
$43,400
$138,000
$4,700
$16,000
$49,230
$24,166
$16,200
$31,000
$179,900
$35,485
$54,000
$24,900
$16,500
$72,466
$83,098
$30,611
$88,672
$79,070
$16,578
$84,549
$83,900
$103,904
$144,110
$7,549
$27,782
$71,768
$24,166
$17,022
$18,622
$179,352
$37,568
$92,153
$68,653
$23,569
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
336
51
22
29
63
14
43
15
201
141
15
82
195
69
117
38
184
22
61
77
56
$1,734,711
$2,442,876
42
2667
↑
C = College, CC = Community College, TC = Technical College, IT = Institute of Technology
8
2011-2012 Distribution of Grants
Distribution by Educational Sector
Job Skills grants may be awarded to eligible post-secondary institutions, which include community and
technical colleges, public and non-profit universities and regional colleges/universities, and licensed
private career schools and colleges located in Washington. In 2011-12, all JSP applications were made
through community and technical colleges.
Distribution by Region (2011-2012)
Region
Number of
JSP Projects
in Region
Percent of
JSP
Projects in
Region
Number of
JSP
Trainees
by Region
Percent of
JSP
Trainees in
Region
19
58%
1,620
60%
$1,076,730
62%
10
4
33
30%
12%
100%
773
274
2,667
30%
10%
100%
$503,469
$154,512
$1,734,711
29%
9%
100%
Puget Sound
(King, Pierce & Snohomish)
Balance of State – West
Balance of State – East
Total
JSP Funds
Awarded by
Region
Percent of
JSP Funds
Awarded by
Region
Distribution by Employer Size (2011-2012)
Employer Size by
Number of
Employees in
Washington
Number
Percent
Companies Companies
Served
Served
Small (1-50)
Medium (51-250)
Large (251+)
Total
5
13
24
42
Percent of
Washington
Employers of
Same Size
12%
31%
57%
100%
1
96%
3%
1%
100%
Percent of
Number
of JSP
Trainees
Percent of
JSP
Trainees
58
686
1,923
2,667
2%
26%
72%
100%
Washington
Workforce
JSP Funding
Employed in
2
Same Size
40%
$80,590
26%
$473,302
34% $1,180,822
100% $1,734,711
Distribution of Companies by Industry (2011-2012)*
Manufacturing
33 companies - 76 % of grant funding
Aerospace
14 companies
Other Manufacturing
8 companies
Hospitals & Medical Services
3 companies
High Tech
1 company
Retail/Wholesale
3 companies
Glass Manufacturing
3 companies
Medical Equipment
4 companies
All Other Industries
9 companies
24 % of grant funding
Food Production and Processing
3 companies
Other
3 companies
* 33 JSP projects included 42 separate companies, including two JSP consortia projects that trained employees from 12
companies.
1
Source: Washington Employment Security Department
9
2011–2012 Individual Project Descriptions and Outcomes
Thirty-three projects were completed between July 1, 2011 and June 30, 2012, training 2,650
employees in a wide range of topics and skills. Following are brief descriptions of each project along
with the number of trainees, state and business investments, and select outcomes taken from the
projects’ final reports. Projects are listed in alphabetical order first by college and second by business
name.
Bellingham Technical College
Mole’s Family Services
January 2012 – June 2012
Trainees: 23
New Hires 0
Retraining 23
Upgrade 0
Facing competition from discount disposition
services companies, Mole’s Family Funeral
sought training and application of Lean
principles, strategies, and tools to identify
and reduce waste in work processes to add
value for their customers.
Whatcom County
Grant:
$24,000
Spent:
$23,070
Match:
$23,184
The things we learned had an immediate positive impact on
our work environment and the quality of service we provide.
It also provided us with the skills and tools to continue
making improvements long after the training is over.
Improvements that will help us meet our customer’s needs
and remain competitive in a rapidly changing market.
Brian Flowers
Cemeterian
Mole’s Family Services
Outcomes:
 Actual wastes were identified and
reduced.
 Quality of services has increased.
 Reduction of waste allowed the business to maintain prices at a level competitive with discount funeral
services.
Big Bend Community College
Lamb Weston / BSW
August 2011 – June 2012
Trainees: 80
New Hires 17
Retraining 63
Upgrade 0
A potato processing facility, Lamb Weston
provides jobs for 320 employees in a
region of the state experiencing high
unemployment. The company was
struggling with high attrition rates and
below-industry-standard of productivity
due to the lack of structured training on
production and supervision skills. Lamb
Weston sought assistance with
Grant County
Grant:
$59,112
Spent:
$59,112
Match:
$60,000
The Job Skills Grant allowed us to develop a plan and strategize
for future successes in our facility. It assisted in organizing and
delivering on-the-job training and materials needed to be
successful and ready for the challenge of our new line.
Pete Ortega
Continuous Improvement Specialist
Lamb Weston/BSW
10
establishing sustainable training programs for the facility (Train-the-Trainer and Kaizen Continuous Improvement
courses).
Outcomes:
 Training materials were produced for equipment operators and were utilized immediately to manage new
equipment failures.
 Reached the established FY goal of reducing the rate of accidents to 4.8 from 5.6.
Clark College
ControlTek
April 2012 – June 2012
Trainees: 8
New Hires 0
Retraining 0
Upgrade 8
ControlTek, a leading electronic
manufacturing firm, has experienced
pressure from customers for a reduction in
prices and product lead times. To stay
competitive in the global market, the
company is moving forward with a mandate
for company-wide training in Lean
manufacturing techniques.
Clark County
Grant:
$10,300
Spent:
$10,307
Match:
$27,435
ControlTek’s supervisors have benefited personally
from the Job Skills grant by increasing their job
knowledge in the manufacturing process. [The training]
received will stay with them whether at ControlTek or
another manufacturer. In other words, these skills can
be taken with them wherever they go.
ControlTek
Outcomes:
 8 upper-level managers completed the training and intend to conduct company-wide training for all 140
employees.
Clark College
SEH America
March 2012 – June 2012
Trainees: 129
New Hires 0
Retraining 0
Upgrade 129
SEH America manufactures silicon wafers for
the semiconductor industry and is one of the
leading high tech companies in Washington.
Training in supervisory skills and project
management was necessary in order to
provide advancement opportunities for
current employees and reduce the need to
seek qualified candidates from outside of
Clark County.
Clark County
Grant:
$67,550
Spent:
$66,700
Match:
$89,496
Actually used most of the suggestions in the courses.
Some really helpful advice provided
Team Lead,
SEH America
Great instruction, very professional, course content
excellent. Very relevant to work issues. Provided some
excellent tools to deal with work issues
Team Lead,
SEH America
11
Outcomes:
 Project managers reported having a better grasp of the project planning steps.
 Project planning is being better utilized to catch mistakes before they occur.
 A sustainable leadership training system has been developed and is now required of all team leads, shift
coordinators, and supervisors.
Green River Community College
Aerospace Manufacturing Technologies (AMT)
November 2011 – June 2012
Trainees: 98
New Hires 0
Retraining 98
Upgrade 0
AMT is a top competitor in aerospace
machining and assembly. Lean training aims to
increase AMT’s capability and help the company
in regard to its competitiveness and viability
within the aerospace industry, and thus
promote growth in the regional aerospace
cluster.
King County
Grant:
$62,300
Spent:
$62,300
Match: $105,169
I found the training to be both informative and value
added. The 6 Sigma process is definitely something
that AMT can benefit from. Looking forward to setting
up more training to support the complete 6 Sigma
Green Belt certification.
David Luprypa
Quality Assurance Manager
Aerospace Manufacturing Technologies
Outcomes:
 AMT is now using the college for
recruitment, which resulted in hires of two new graduates.
 Efficiency of several processes significantly reduced production time.
 Several employees were inspired to enroll in the academic programs at the college to continue their
education.
Green River Community College
Campbell’s StockPot Soup
August 2011 – June 2012
Trainees: 65
New Hires 0
Retraining 84
Upgrade 0
StockPot, a Campbell’s Soup subsidiary,
makes high-quality fresh-refrigirated
soups, sauces, chilies, and marinades for
the foodservice industry. The company
estimates that 25% of their current
workforce lacks training to meet the
demands of the business. As the
company implements high performance
work systems, training will prevent
worker dislocation.
King County
Grant:
$41,100
Spent:
$41,100
Match:
$97,198
Our workforce is strengthened when employees improve
existing skills and gain knowledge with new skills and training.
A greater understanding of the process enables them to work
in different areas and really understand how their role impacts
the entire business.
Susan Horner
Administrative Coordinator
Campbell’s Stockpot Soup
12
Training in Lean manufacturing, process improvement, root cause analysis, and basic electronics and
troubleshooting, were designed to prepare employees to perform, communicate, and collaborate effectively to
achieve organizational goals and retain jobs.
Outcomes:
 Training prepared employees for promotional opportunities.
 Training reduced operating costs through increased productivity and less re-work.
Green River Community College
Cascade Gasket & Manufacturing Co. Inc.
July 2011 – June 2012
Trainees: 123
New Hires 0
Retraining 113
Upgrade 10
Cascade Gasket manufactures parts for
use in the aerospace industry. Training
efforts were related to recent contract
requirements for tight delivery
deadlines, and the need for effective
skills transfer mehodology,
necessitated by the company’s recent
hiring of new employees.
King County
Grant: $108,600
Spent:
$80,849
Match:
$84,590
I found the Lean training to be very beneficial as I was able to
get a better understanding of our processes and all the steps
involved in making our parts. I was amazed to see how many
non-value added steps were involved in the manufacturing
process before we changed the process to a linear flow. All of
the employees from production to Senior Management
worked as a single team which is the main contributing factor
of the success of the workshops.
Jill Thrift
Human Resources
Cascade Gasket
Outcomes:
 More than 10 promotions
occurred within 6-12 months
from original date of hire.
 Five of the promotions were for newly formed Cell Lead positions.
 Turnover rate was reduced by 5%, exceeding the goal of a 2% reduction.
 Median wage increased to $15.70/hr (from $14.53/hr).
 Sales per employee increased to $122k (from $100k), overall sales grew by $4 million.
 On-time delivery ranges from 99.72 to 100% due to the implementation of standard work and
leadership training modules.
 Workforce head count increased by 36 employees (35% growth).
Green River Community College
ISO Consortium: Cascade Engine Center, HEATCON® Composite Systems,
Pacific Metallurgical, Precision Machine Works, RAM Technologies
August 2011 – June 2012
Trainees: 44
New Hires 0
Retraining 44
Upgrade 0
King County
Grant:
$71,900
Spent:
$71,900
Match:
$79,595
13
Five manufacturing companies joined to
receive ISO9001/AS9000 training.
This project was designed to mitigate the
shortage of skilled labor to meet job
demands.
HEATCON’s participation in the ISO Consortium
strongly contributed to our organization’s capability to
easily achieve our AS 9100 Rev C certification.
Caryn Casterline
Quality Assurance Manager
HEATCON® Composite Systems
Outcomes:
 All trainees have a thorough
understanding of how to implement the ISO system.
 A number of processes were implemented that have been integral in building transparent operations
systems.
Green River Community College
King County
Grant: $60,000
Spent: $60,000
Match: $129,784
Labinal, Inc.
August 2011 – June 2012
Trainees: 87
New Hires 0
Retraining 87
Upgrade 0
Labinal, Inc. is a world leader in electrical
wiring solutions for the global aerospace
and defense market, encompassing
engineering, manufacturing, and installation
services. In order to promote from within,
Labinal engaged staff in leadership,
supervision, project management, and team
management training.
[The] training sessions gave me a better understanding
and knowledge to be able to perform in my business
environment. I learned subjects such as effective
communication, active listening, powerful presentations,
writing skills, etc. that I know apply every day in my job. I
look forward to any future training opportunities as
these are a win-win situation for both employee and
employer.
Wire Install Designer 2
Labinal, Inc.
Outcomes:
 27 new employees were hired.
 43 employees were promoted.
 Salaries for promoted employees increased by 25.2%.
 New business contracts were secured.
Green River Community College
Primus International
March 2012 – June 2012
Trainees: 82
New Hires 0
Retraining 82
Upgrade 0
King County
Grant:
$51,500
Spent:
$51,500
Match:
$62,756
Primus International is a Tier 2 aerospace supplier of manufactured components consisting of machined and
composite parts. With three sites in Washington State, the Primus business plan is to expand exponentially in
the aerospace market through organic growth and acquisition. To achieve its growth strategies, Primus needed
14
to update and expand its management’s
leadership, knowledge, and skills to
support the complex demands of the
expanding business.
The training was much needed and went beyond our
expectations. The impact was so strong that managers are
still talking about it, months later.
Nan Mitzel
Outcomes:
HR Director
 Achieved 2% cost reduction for Q1
Primus International
and Q2.
 Productivity increased from 78% to 81%.
 Reduced turnover from 19.9% to 11%.
 Enhanced use of community college system; several employees are taking additional classes.
Green River Community College
King County
Grant:
$83,400
Spent:
$83,400
Match: $192,063
Recreational Equipment, Inc. (REI)
August 2011 – June 2012
Trainees: 54
New Hires 0
Retraining 54
Upgrade 0
REI, an outdoor gear retailer, was ranked as the 8th
of 100 Best Companies to Work For by Fortune
Magazine. Headquartered in Kent, WA, REI
employs over 2,500 people nationwide. To
compete with online retailers, increase the ability
to process more volume, and keep jobs in
Washington, Lean, leadership, and supply chain
training were provided for the employees at the
distribution center in Sumner, WA.
The Lean training will go a long way. We now have a
great set of tools to improve our distribution center
productivity for years to come.
Patrick Wellnitz
Process Improvement Manager
REI
Outcomes:
 4 analysts were promoted to Senior Analysts.
 Participant average wage increased by 3.5%.

Increased same-day order shipping from 61% to 96%, exceeding the goal by 16%.
Green River Community College
Six Sigma Consortium: Alstom Grid, BE Aerospace,
Davis Wire, Mid-Mountain Materials, Spacelabs Healthcare,
Toray Composites, Triumph Structures
July 2011 – June 2012
Trainees: 24
New Hires 0
Retraining 0
Upgrade 24
King County
Grant: $101,000
Spent: $100,995
Match: $136,444
Seven organizations formed a training consortium in order to receive Six Sigma process improvement training.
15
Outcomes:
 Companies are meeting the target




This Job Skills grant allowed our organization to provide Six
of increasing employment from
Sigma Black Belt training for three employees at a critical time
2,716 among all, to 2,799 by late
for our company. The dual market forces of increasing price
2012.
competition and dynamic growth opportunities that exist
Employees are being recognized
today require us to find ways to develop and deliver products
for their new knowledge and work
more efficiently, with less waste, and with shorter lead time.
performance and are much better
By providing this training, our Continuous Improvement staff
positioned for promotions.
will be better equipped to address the challenges of our
One of the projects resulted in a
current market.
lead time reduction from 61 to 14
Bill Hallett
days.
Director, Quality & Industrial Excellence
Green River Community College is
Alstom Grid
now a recognized training provider
for all of the companies in the consortium.
Orders and sales have increased for select companies in the past year.
Green River Community College
King County
Grant:
$60,700
Spent:
$60,700
Match:
$72,466
Skills Inc.
July 2011 – June 2012
Trainees: 336
New Hires 0
Retraining 311
Upgrade 25
Skills, Inc. is an aerospace manufacturing
company, supporting Boeing, Airbus,
Gulfstream, and others. The company ‘s
social mission of training and employing
people with disabilities is uniquely
structured to provide opportunities for
those who may experience barriers to
employment. The company will be
experiencing rapid growth over the next
two years and must grow its capacity to
support planned order increases from
Boeing.
The JSP grant provided funding for the kick-off of Lean
manufacturing training initiatives at Skills Inc. Several
hundred employees have upgraded their knowledge and skills
in this important subject area. Skills Inc. is now widely
applying the techniques of Lean manufacturing to its many
production and administrative processes. The end result is a
more competitive organization with engaged employees and
happy customers!
Todd Dunnington
CEO
Skills, Inc.
Outcomes:
 99 new employees were hired, exceeding their goal by 79.
 Turnover rate decreased by 3.4%.
 75% reduction in the number of work orders with scrapped parts.
 Average number of work orders per months increased by 12%.
 There was a 13.6% decrease in the number of defects.
16
Green River Community College
King County
Grant:
$42,900
Spent:
$42,900
Match:
$83,098
TECT Aerospace
October 2011 – June 2012
Trainees: 51
New Hires 0
Retraining 51
Upgrade 0
TECT Aerospace produces structural
components and assemblies for wings,
fuselages, interiors, landing gear, and doors
for commercial, business, general aviation,
and military aircraft.
TECT needs to be able to meet the
demands of the growth of the aerospace
cluster by addressing the shortage of
skilled labor through internal training in
Statistics, Six Sigma, and Project
Management, among others.
The funding that TECT Aerospace has received from the Job
Skills Program, coupled with the support and assistance
provided by Everett Community College has had a significant
positive impact on our business. This training has provided
new tools to our team members to apply to the challenges of
today’s marketplace. This investment in our team members
will be invaluable in retaining and recruiting the talent that
we need to grow.
Tom Winkelmann
Vice President & General Manager – Northwest Operations
TECT Aerospace
Outcomes:
 Reached the goal of increasing retention by 5%.
 Retained jobs and avoided dislocation of incumbent aerospace workers.
 Increased headcount by 10 employees.
Green River Community College
Toray Composites, Inc.
January 2012 – June 2012
Trainees: 22
New Hires 0
Retraining 22
Upgrade 0
Toray is a leading producer of high quality
advanced composite prepreg materials serving
the needs of recreational, aircraft, and
industrial markets. In addition to production,
Toray’s facilities include a state-of the-art
Technical Center charged with research and
development of new carbon composite
applications.
King County
Grant:
$23,400
Spent:
$23,400
Match:
$30,611
This project helped us add additional skill sets in Lean
that are being applied already in our company. We are
excited to get started on a Lean journey and look
forward to more training opportunities.
Jeff Durham
Manager
Toray Composites
The aerospace industry is fiercely competitive and the need to reduce costs is paramount to the successful
execution of the company’s business plan. Training in Lean concepts added to incumbent employees’ skill
sets, and reduced costs by eliminating waste from the value stream.
17
Outcomes:
 All trainees learned valuable new skills to transfer to the job.
 Scrap/rework is projected to be reduced by 5%.
Green River Community College
Valley General Hospital
August 2011 – June 2012
Trainees: 29
New Hires 0
Retraining 0
Upgrade 29
King County
Grant:
$57,400
Spent:
$50,972
Match:
$88,692
Valley General is an accredited, full-service
This training provided supervision and leadership
district hospital located in Monroe, Washington,
training and some basic ECG Rhythms, 12-lead
since 1960. The hospital district includes 100,000
Interpretation, and Lab Interpretation training that
people in central and eastern Snohomish County,
significantly helped our staff in a critical time.
and provides primary care for community
members. This project came at a key time for the
Joan Catlettt
hospital as it works to re-establish itself in the
Human Resources
competitive health care market. As Valley
Valley General Hospital
General sought to enhance health care services
for district residents, it looked to provide employee trainng with transferable skills interchangeable among
vaious jobs in the health care field.
Outcomes:
 Turnover rate decreased by 3.6%.
 Three employees were promoted and received wage increases.
 The project contributed to the enhancement of health care services in the Monroe area and to the
vitality of the health care industry cluster in general.
Lake Washington Institute of Technology
Aseptico, Inc
August 2011 – June 2012
Trainees: 63
New Hires 0
Retraining 63
Upgrade 0
Aseptico, Inc. is a family-owned and managed
business that supplies the US Armed Forces,
foreign military establishments, public health,
and the private sector with portable dental
equipment. Previous Lean implementation and a
$600,000 investment in technology
improvements necessitated that employees
have proficiency in Microsoft Office Suite and
business communication. Additionally, in a
King County
Grant:
$64,400
Spent:
$64,400
Match:
$79,070
Going into Kaizen, I was hesitant because it was
taking away a large amount of time from my busy
schedule, but this experience brought such a positive
change to the production process. It improved the
work process and the flow of implementation.
Production Manager
Aseptico, Inc.
18
continued effort to improve efficiencies, Aseptico engaged in six Kaizen events.
Outcomes:
 100% of employees who use computers used the software effectively.
 Delivery time was reduced from 12 weeks down to 3 weeks, thus making the company more flexible and
competitive.
 Reductions in time and spending were recognized in each of the Kaizen processes.
Lake Washington Institute of Technology
SonoSite, Inc.
September 2011 – June 2012
Trainees: 14
New Hires 0
Retraining 13
Upgrade 1
SonoSite manufactures ultrasound probes,
systems, and accessories. Upwards of 80% of the
company’s staff speak English as their second
language. Many of these individuals show great
promise and long-term potential but often
struggle with basic communication skills. This
course was developed to help them with basic
communication and to reinforce SonoSite’s desire
to continuously improve both on the line and at a
personal level.
King County
Grant:
$13,000
Spent:
$12,050
Match:
$16,578
Now I talk and ask questions at company meetings. I
understand the engineers when they say something
about work. The ESL workplace class helped me a lot.
Assembler
Sonosite, Inc.
The workplace ESL class helped me a lot. For example,
I can read and understand my job instructions and I
can communicate with my co-workers
Assembler
Sonosite, Inc.
Outcomes:
 The students increased their vocabulary, and their writing and speaking skills improved. Writing samples
indicated a two-level progression.
 100% of the students submitted proposals to improve the efficiency of the Kaizen work process.
 2 participants trained for new positions and are now training others.
 One participant was promoted.
Lower Columbia College
Bennu Glass LLC
January 2012 – June 2012
Trainees: 43
New Hires 43
Retraining 0
Upgrade 0
Cowlitz County
Grant: $125,000
Spent:
$74,349
Match:
$84,549
Bennu Glass is a state-of-the-art glass container manufacturing facility located in Kalama, WA. Training in
container/bottle making, behavioral safety principles, and basic troubleshooting was necessary to get 43 new
hires ready for production.
19
Outcomes:
 43 individuals were hired during the
grant period, including 12 military
veterans
 22 employees were cross-trained
 The project encouraged further
cooperation between the business,
Lower Columbia College, Cowlitz
Economic Development Council,
WorkSource, and Southwest
Washington Workforce
Development Council
Lower Columbia College
PeaceHealth St. John Medical Center
July 2011 – June 2012
Trainees: 15
New Hires 0
Retraining 0
Upgrade 15
PeaceHealth St. John provides all aspects of
health care and medical services to LongviewKelso and surrounding communities.
Employees participated in Lean Six Sigma (LSS)
for health care training, specifically designed to
address the environment and needs of a
medical facility
We have worked closely with Lower Columbia College
over the past year in planning the plant startup and
designing training. We have also done all of our hiring
through WorkSource in Kelso. Both groups have provided
immense support to us in our efforts to start up this new
manufacturing facility.
Trish Garringer
Director of Administration and Finance
Bennu Glass LLC
Cowlitz County
Grant:
$53,000
Spent:
$50,534
Match:
$83,900
The Lower Columbia College/St. John Medical Center
partnership was enhanced through this valuable
educational opportunity. The PeaceHealth employees
who attended the LSS training have and will continue
to add value to the organization through their
continued process improvement project work.
Heather Schoonover
Regional Director of Learning & Development
PeaceHealth
Outcomes:
 Participants have utilized their new
skills to enhance hardwire process improvement initiatives.
 Participants were able to heighten their value to the PeaceHealth organization as it transitions from
manual data extraction to electronic data extraction and their positions change from data processors to
process improvement facilitators.
Lower Columbia College
Steelscape, Inc.
August 2011 – June 2012
Trainees: 201
New Hires 35
Retraining 166
Upgrade 0
Cowlitz County
Grant:
$43,400
Spent:
$40,538
Match: $103,904
Steelscape is one of Cowlitz County’s strongest and most competitive wage employers with entry level wages at
$14.50 an hour. Lower Columbia College has a long-term relationship with Steelscape, and this project
20
presented the opportunity to enhance that
relationship. Employees participated in
teambuilding, communication, and
leaderhsip skills classes.
Our [] partnership with Lower Columbia College and
Vigilant brought us some of the best team building
sessions we have experienced in years. Getting 200
employees through training in a 24/7 operation can be
challenging but this training was well worth the effort!
Don Pilger
Plant Manager
Steelscape, Inc.
Outcomes:
 Improved team skills, increased
performance, and removal of
obstacles that restrict team
performance have all been noted.
 6 employees continued their training in Management and Leadership at Lower Columbia College.
 10 employees enrolled in additional Project Management training.
North Seattle Community College
Vaupell Northwest
January 2012 – June 2012
Trainees: 141
New Hires 0
Retraining 141
Upgrade 0
King County
Grant: $138,000
Spent: $120,247
Match: $144,110
Vaupell is the market leader in aircraft interior
subassemblies for commercial aerospace
Because of the 6,000 hours of training, Vaupell was
applications. The company is also a leading
able to produce $11 million in annual sales, hire 48
producer of airframe components for aircraft
new employees, and invest over $1 million in
and rotorcraft utilizing plastics and composite
equipment, information technology systems and
technologies: injection molding, rapid
related Lean manufacturing events […] On a scale of 1prototyping, etc. In addition, Vaupell
10, with 1 being completely dissatisfied and 10 being
manufactures highly engineered components
completely satisfied, this training was a 10.
for medical and commercial markets. At
Keith Zeiler
present, Boeing is Vaupell’s largest client.
General Manager
Training in Lean principles and Plant Layout was
Vaupell Northwest
required to meet three of Vaupell’s most urgent
needs: relocation to Everett, transitioning to Lean Lines, and re-designing the shop floor in Ballard.
Outcomes:
 The total number of employees grew by 48 during the grant period.
 124 employees were cross-trained.
 Overtime costs decreased by 37% and labor costs decreased by 6%.
 On-time delivery improved by 28%.
 New plant is open in Everett.
 Vaupell has improved its competitiveness and is now considered a 2nd and 3rd tier supplier to Boeing.
Peninsula College
First Federal Savings and Loan
January 2012 – June 2012
Trainees: 15
Clallam County
Grant:
$4,700
Spent:
$4,046
Match:
$7,549
21
New Hires 0
Retraining 15
Upgrade 0
Peninsula College developed and delivered
customized supervisory training (Basic
Supervision Series) to a cadre of incumbent
employees at First Federal Savings and
Loan. The Basic Superision Series is
designed to provide the core skills
necessary for new supervisors. It covers
leadership, coaching skills, handling difficult
employees, time management, ethics,
communication, and managing generational
differences.
Like other small companies in this predominately rural
area, we are challenged to find resources for training
our employees. We must constantly find ways to “do
more with less.” Partnering with our local college helps
us with the content and expertise, and the Job Skills
grant provided the essential financial support. We
would not have been able to offer such a comprehensive
series for our supervisors without that support.
Diane Harrison
Vice President, Employee Training and Development
First Federal Savings and Loan
Outcomes:
 Reports to mid-level management indicate satisfaction with the training and an identified increase in
knowledge, skills, and abilities.
Pierce College
Allpak Trojan #1
November 2011 – June 2012
Trainees: 82
New Hires 2
Retraining 77
Upgrade 3
Allpak Trojan manufactures print, packaging,
and display products. Training in Shop Math,
Time Management, Business Writing, and
Train-the-Trainer addressed the needs
identified through exit interviews, employee
surveys, needs assessments and focus groups.
Pierce County
Grant:
$16,000
Spent:
$15,895
Match:
$27,782
The Train the Trainer was a standout program for the
employees from my area. There were a couple of
employees that are very timid and shy and it gave
them some skills to speak in front of a group. Now I
am recommending them for even more leadership type
training.
John Erickson
Production Supervisor
Allpak Trojan
Outcomes:
 Shop Math helped the company focus
on more accurate inventory counts,
machine operation calculations, waste
tracking, and customer shipments.
 Training opened possibilities for promotion for those who previously lacked tools to prioritize, delegate,
and effectively use technology.
 Better writing skills enhanced credibility both internally as well as externally with Allpak customers.
Pierce College
Allpak Trojan #2
December 2011 – June 2012
Pierce County
Grant:
$47,000
Spent:
$49,230
22
Trainees: 195
New Hires 0
Retraining 195
Upgrade 0
Match:
The second Job Skills project for Allpak, provider
of print, packaging, and display products, focused
on Lean manufacturing and ISO Auditor training.
$71,768
The ISO 14001 training was very beneficial to our
organization because it incorporated the ISO audit
and different compliance agencies too.
Outcomes:
Cullen Kunkel
 ISO auditing programs expanded the base
Safety and Environment Coordinator
of internal auditing knowledge and skills.
Allpak Trojan
 Staff members are now qualified to
navigate the legal requirements and
perform internal compliance audits, eliminating the need to pay an outside firm.
 Seven auditors are cross-trained in internal quality auditing.
 Structured approach to standard work methods training and problem solving aided in effectively
deploying standard work, reduced training time, and improved employee relations.
Shoreline Community College
King County
Grant:
$80,534
Spent:
$24,166
Match:
$24,166
Pacific Aluminum
August 2011 – June 2012
Trainees: 69
New Hires 0
Retraining 0
Upgrade 69
Pacific Aluminum offers a variety of
architectural aluminum glazing
systems for commercial and high-end
residential markets. The project
included an upgrading of technical
skills in contract negotiations,
engineering drawing and both an
introductin to Lean manufacturing
principles and the implementation of
these principles in the production
environment.
This Job Skills grant did provide certain benefits to the company
and its labor force. These included:



Providing a refresher of CAD skills to the engineering and
engineering support staff.
Providing instruction on certain aspects of effective
contract negotiation skills and strategies.
Providing a comprehensive overview of Lean
manufacturing principles as they apply to an industrial
plant like Pacific Aluminum.
Fred Baruch
CEO
Pacific Aluminum
Outcomes:
 8 new employees hired.
 Wages increased by 5% across
the board.
 Shipping and packaging methods improved and lead time reduction occurred.
 On-time deliveries greatly improved.
 Overtime was virtually eliminated, reducing costs.
23
Skagit Valley College
Skagit County
Grant:
$16,200
Spent:
$16,200
Match:
$17,022
Hexcel, Corporation
April 2012 – June 2012
Trainees: 117
New Hires 0
Retraining 117
Upgrade 0
Hexcel Corporation’s Burlington plant
manufactures engineered core components
from metallic and non-metallic honeycomb.
Key applications for products are commercial
and defense aircraft, helicopters, and aeroengines, as well as industrial parts. The
training focused on solidifying the company
culture through reinforcing teamwork and
leadership principles.
This training reinforced our basic principles of how we
want employees to interact with one another to resolve
issues and embark on new challenges. Teamwork is
critical to our success in this plant and teaching people
how to interact effectively with each other on a daily basis
is key to fostering that team environment.
Hexcel Corporation
Outcomes:
 All employees who participated in the training have articulated a new technique that they will take back
to the workplace.
 Skagit Valley College and Hexcel Corporation have established a working relationship and plan future
work together.
South Puget Sound Community College
Cardinal TG
July 2011 – June 2012
Trainees: 38
New Hires 0
Retraining 38
Upgrade 0
Cardinal produces tempered glass
for use in photovoltaic modules
(solar panels) and provides
energy-efficient glass for
residential windows and doors.
Training was provided to
production teams and supervisors
on new equipment, specific to
Cardinal’s process to temper
glass. Root cause analysis was
provided to management and
production team leaders.
Thurston County
Grant:
$31,000
Spent:
$18,567
Match:
$18,622
The Job Skills Grant has helped our plant in providing training to
our folks on how to perform a root cause analysis in all parts of
their jobs. Before this training, the surface was just getting
scratched on what the actual “root” of the problem was. After
this training was held, we saw a change in the investigations that
were being performed. They were more in depth and really told
us that this training assisted us.
Tracy Stowell
Human Resource Manager
Cardinal TG
24
Outcomes:
 The root cause analysis training helped to look at their work systematically and learn how to
communicate as a team.
 Training on new equipment will allow Cardinal to expand to the markets that were previously out of
reach.
South Puget Sound Community College
Providence Health Systems
July 2011 – June 2012
Trainees: 184
New Hires 5
Retraining 179
Upgrade 0
Providence St. Peter is a 390-bed, not-forprofit regional teaching hospital that
offers comprehensive medical, surgical,
and behavioral health services.
Providence Centralia is a 107 bed, not-forprofit, community-based hospital.
This is the third year of the Job Skills
Program funding for Providence, focused
on the development of supervisory staff.
Many of Providence’s supervisors are
technically skilled personnel that have
never received any supervisory or
manager training.
Thurston County
Grant: $179,900
Spent: $170,389
Match: $179,352
The ProvLeadership Development program has been well
received by the participants. This program allowed Providence to
offer focused classes on leadership skills held over an extended
period of time. It is not uncommon for members of management
to be promoted because they are well respected experts in their
clinical or functional area of expertise. They become part of
management but have little skill leading people. With budget
constraints, it is difficult to dedicate funds for leadership classes
yet there is long term benefit by ensuring managers are highly
skilled in addressing staff issues and dealing with
communications effectively [...] This program helped us develop
stronger leaders which is an invaluable asset for our organization.
Susan Meenk
Outcomes:
Human Resources
 All participants reported a net
Providence Health Systems
gain in overall competencies.
 Training helped employees find support and to better equip them to manage crises.
Tacoma Community College
Hartung Glass Industries
July 2011 – June 2012
Trainees: 22
New Hires 0
Retraining 21
Upgrade 1
Pierce County
Grant:
$35,485
Spent:
$35,485
Match:
$37,568
Tacoma Community College partnered with Hartung Glass Industries to develop a customized training
curriculum that combined personnel management, finance, continuous process improvement, and supply chain
and inventory management.
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Outcomes:
 Headcount increased by thirteen
new employees.
 All trainees are well prepared for
promotion, with one already
promoted.
 The current time to promote new
supervisors and managers was
reduced to one month, compared to
three months previously.
 100% of trainees reported an
increased confidence level of
participation for supervisory and
management positions.
Wenatchee Valley College
Souriau PA&E
July 2011 – June 2012
Trainees: 61
New Hires 33
Retraining 28
Upgrade 0
Souriau PA&E , Inc. is an integrated
manufacturing company, specializing in
technically demanding ceramic and metal
components and assemblies for global
leaders in defense, space, medical, and
commercial industries. The company
sought Lean training to optimize plant
space, shorten production timelines,
increase efficiencies, and reduce waste.
Outcomes:
 33 new employees were hired.
 Retention rates increased by 8%.
 Wages increased by 6%.
Yakima Valley Community College
GE Aviation
October 2011 – June 2012
Trainees: 77
New Hires 0
Retraining 0
Upgrade 77
The Job Skills Program has been the pinnacle of training at
Hartung Glass Industries. The knowledge based training was
fantastic but the real benefit were the capstone presentations.
It allowed the Senior Management group to engage the
employees and gain a greater appreciation of their full
capabilities. The capstone presentations are now discussed at
monthly senior management meetings to track their progress.
Kevin Anderson
Human Resources Manager
Hartung Glass Industries
Chelan County
Grant:
$54,000
Spent:
$49,119
Match:
$92,153
Through the Job Skills training program, PA&E has
made significant improvements in reducing cycle time
to meet our customer demands. Over the course of
the past year approximately 75 employees have
received the training. This training will improve the
possibility of advancement through promotions for
these employees during our annual reviews in
November.
Shaun McGuire
Director of Engineering
PA&E
Yakima County
Grant:
$24,900
Spent:
$24,867
Match:
$68,653
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GE Aviation designs, manufactures, and tests hydraulic actuation systems. Training in Team Builidng and
Buisness Principles was delivered
Outcomes:


Team building and business training helped improve communication and cooperation leading to
higher efficiency.
YVCC and GE Aviation have enhanced their partnership and will continue working to develop
new training opportunities for the benefit of the community.
Yakima Valley Community College
Tree Top
May 2012 – June 2012
Trainees: 56
New Hires 0
Retraining 0
Upgrade 56
Tree Top is a grower-owned coopertive
that produces juices and other fruit-based
products.
Outcomes:
 Internal teams have begun the
identification, reduction, and
elimination of waste.
 Employees have begun
developing tools to facilitate
organizational Lean
transformation.
Yakima County
Grant:
$16,500
Spent:
$16,490
Match:
$23,569
Introducing and implementing Lean manufacturing and its
concepts has been beneficial to our company to help make
us much more competitive. Implementing these concepts
into our largest facility in Selah would be a very lengthy and
time consuming process across our 200+ employees.
Utilizing the grant funds enables us to implement these
concepts in a much more timely and efficient manner.
Jason Simpson
Plant Manager-Selah
Tree Top
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2012–2013 Job Skills Projects at a Glance
Next Year’s Report
As one of the state’s few tools to address incumbent worker training, the Job Skills Program remains in strong
demand. By December 2012, 15 projects listed below were awarded funding for FY 2013.
JSP
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
College
North Seattle CC
Yakima Valley CC
Clover Park TC
Clover Park TC
Lower Columbia
Pierce C
Pierce C
Tacoma CC
Lake Washington IT
Green River CC
Green River CC
Clark College
Grays Harbor
South Seattle CC
Green River CC
Green River CC
Grant
Amount
Business
Vaupell
Tree Top
Craft Brew Alliance
General Plastics
Bennu Glass
Red Dot
PnJ Machining
Carlile
Jamco
Skills, Inc.
Consortium # 1
ControlTek
Cosmo Specialty Fiber
Pacifica Marine
Labinal, Inc.
TECT Aerospace
Totals:
$132,477
$60,600
$12,000
$26,800
$115,000
$64,800
31,000
$18,960
$66,977
$73,900
$53,000
$58,153
$90,239
$40,565
$63,500
$44,300
$952,271
Projected
Match
# of
Co’s
1
1
1
1
1
1
1
1
1
1
6
1
1
1
1
1
22
Trainees
100
96
75
20
94
90
19
20
123
120
18
128
87
30
63
102
1,107
C = College
CC = Community College
TC = Technical College
IEL = Institute for Extended Learning
IT = Institute of Technology
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