2015 Advanced Manufacturing Marketplace Business Intelligence Research and Sector Strategy Approach Services: Report on Advanced Manufacturing Talent Development Problem Solving Session MAF Center for Advanced Manufacturing Excellence, Inc. 2/26/2015 SUMMARY Advanced Manufacturing Talent Development Solutions: Problem Solving Session June 3, 2015 The MAF Center for Advanced Manufacturing Excellence Leadership Council and other interested manufacturers and parties convened on June 3, 2015 in Orlando, FL to hear an overview of the Advanced Manufacturing Marketplace Business Intelligence Project, status of activities, and the goals of the project from Al Stimac, Leadership Council Chairman and Duane DeFreese, CareerSource Florida Board Member. Gert Garman, Collaborative Design Center, Valencia College was the facilitator. Participants began by acquainting themselves with each other at their tables and then were asked to answer eleven questions as a group. After that exercise was completed, the group considered the topics that had come up and picked the “hot” topics for more discussion. Herein are the results of the information gathered. Manufacturing companies represented: Decimal Engineering, Inc. Exactech, Inc. Ferrera Tooling Fort Walton Machining GHSP Hoerbiger Corporation of America Knights Armament Metal Essence Energizer Personal Care Mitsubishi Hitachi Power Systems Monin, Inc. Pinova Holdings QTM, Inc. The Smart Companies Thomas Hayden, DBE Trademark Metal Recycling Vistakon – Johnson & Johnson Regional manufacturing associations represented: Advanced Manufacturing Council of Gainesville Bay Area Manufacturers Association 1 Capital Regional Manufacturers Association First Coast Manufacturers Association Manufacturers Association of Central Florida Manufacturing and Supply Chain Alliance Mid-Florida Regional Manufacturers Association Northwest Florida Manufacturers Council South Florida Manufacturers Association Southwest Regional Manufacturers Association Upper Tampa Bay Manufacturers Association VMA Others: Crowe Horwath CareerSource Florida CareerSource Brevard AECOM MAF Center for Advanced Manufacturing Excellence Manufacturers Association of Florida This problem solving session addressed the following first year goals: Hold two statewide face to face problem solving workshops for the Leadership Council to address advanced manufacturing current and future skill and talent needs Engage manufacturers in sharing their perplexing problems so that Florida can develop strategies, action items and impact policies to address them Engage resource partners in the discussion in order to develop more comprehensive solutions that may feasibly be implemented Enhance communication among manufacturers, their representatives and resource providers, to meet the needs of the advanced manufacturing community Provide CareerSource Florida with business intelligence to assist with their mission It focused on broad based questions with which the industry is wrestling, bottlenecks in education and training systems, finding qualified workers, and the hot topics chosen by the problem solving group. The first round of questions for each table in the group was: How do you find talent now? At what level? (Entry, mid-skills, experienced) What works in sourcing talent? What does not work? Do you use the CareerSource Florida network to source talent or find training grant assistance? Why or why not? Do you have unfilled positions now? Why? What knowledge transfer issues are transformational? Which are critical? What global competitiveness issues are transformational? Which are critical? Is Florida’s education system providing what you need (secondary/postsecondary/university)? Which entity does it best and why? How are you looking inside your company at your own employees to further develop existing talent? How do manufacturers accelerate technology transfer? How do manufacturers capture tribal knowledge? Are industry recognized credentials important? If so, which ones? 2 Following these table discussions, the group assembled a short list of topics for further discussion, decided which were the hottest topics and went back to their discussion groups to elaborate on the “hot” topics. The hot topics were: To grow your company you need to export or export more. What are your barriers and how could you be helped with that? How might technology acceleration be moved to change the bottom line? How do you capture tribal knowledge? What are the career ladders in your company? What would an ideal progression look like? What assistance do you need? How might educational institutions be engaged at all levels to make a difference for your company? Below is a summary of the responses to the first set of questions. The raw data may be found in the Appendix. PROBLEM SOLVING SESSION QUESTIONS and GROUP ANSWERS How do you find talent now? At what level (entry? mid-skills? experience?) In short, manufacturers are leaving no stone unturned as they search for employees at all levels. They use government sources, the internet, educational institutions, employment agencies, other employees for referrals, networks such as LinkedIn, newspapers, associations, job fairs, and any resource known to them to search for new employees. There is not one source for any or every skill level; manufacturers are using all of their sources for all of the skill sets needed. For sourcing talent manufacturers use employment agencies and CareerSource agencies for entry level talent; they use internships to try potential employees out before they hire them; and they promote from within to obtain that mid-level or upper-level employee with experience. They were more interested in talking about what does work rather than what does not work. In that regard, what works for them is the prescreening at CareerSource agencies, some of the CareerSource candidates, students that have graduated from college, networking groups and LinkedIn. What does not work for them are out-of-state hiring, newspapers, magazines What works in sourcing talent? What does not work? Other ideas shared included: selling a career pathway, not a job; rewarding employees for referrals after 90 days of employment of the new hire; clearly articulating the job description; and being clear about expectations in the job interview to get the right fit for the company. 3 The knowledge level of CareerSource Florida network assistance available was low. The responses were mixed as to the use of CareerSource Florida network as a resource for finding talent, some because they were unaware of assistance available and others because the felt that CareerSource Florida network applicants were not generally qualified for manufacturing jobs. More respondents were familiar with the grant assistance offered to manufacturers. Do you use the CareerSource Florida network to source talent or find training grant assistance? Why or why not? Do you have unfilled positions now? Why? Without exception, the respondents had unfilled positions ready to fill. Reasons for unfilled positions varied but common themes were: applicants lacking in good soft skills that can fit into the company culture; lacking applicants with drug-free history; lacking applicants with manufacturing skills; and lacking U.S. citizens that can pass security tests. The respondents talked about transformational and critical skills as being one in the same. CNC machining What knowledge transfer was thought to be a starting place for a manufacturing career. With this knowledge an employee would have a issues are transformational? good foundation of manufacturing skills. Problem solving was another skill that is transformational for the value it brings to the employer and the employee. An Which are critical? educational practice that could be transformational would be to start teaching students about the manufacturing industry in the 8th grade or earlier. Skills that can make or break a manufacturing employee include the ability to work in a team environment and focusing on quality. Tribal knowledge sharing through videos, manuals and mentoring hold the key to seamless operation of a manufacturing facility as retirements increase. Allaying exporting fears, through education on how to export, is critical to the growth of manufacturing businesses. What global competitiveness issues are transformational? Which are critical? Again, respondents did not differentiate between transformational and critical. The answers here were more diverse; it was very specific to the company. The issues included: stealing employees from each other; taxation; international trade regulations; marketing manufacturing to young 4 students; community involvement; slow recovery from the economic downturn; price/quality issues for products; rapidly changing technology and automation; and export assistance. Is Florida’s education system providing what you need (secondary/ post-secondary/ university)? Which entity does it best and why? The general consensus was that the education system is failing manufacturers at all levels; although there are a few shining examples. There is hope that this will change and in the future educators will be more responsive to manufacturers’ needs. Respondents did not place the blame entirely on educators; they admitted that manufacturers must get involved in education in a much bigger way, schools are not working together on a continuum of learning, and the only way the system will work is if industry and education are working together. Respondents believed the following teachings were missing: life skills (4 C’s ), business ethics, precision, and shop. One respondent shared that educators aren’t providing what manufactures need, because they don’t know and manufacturers don’t have the funds to teach them. Respondents share a wide variety of ways they are developing talent from within. They have leadership programs, on the job training, employee assessed skill evaluation, online university courses, education reimbursement, cross training, company career ladders, employee assessment for promotional opportunities, customized worker training, and peer to peer training through mentorships and apprenticeships. At the same time there are other manufacturers that have no consistent approach, have no plan in place and admit that not all employees have the ability or desire to move up. How are you looking inside your company at your own employees to further develop existing talent? All the ways to accelerate technology transfer included some form of training. Training methods offered were on the job training, having employees experience various departments of the company as a training program, automation, and building partnerships and coalitions among manufacturers. Respondents shared that many manufacturers are not accelerating technology transfer and that is a problem for the industry. They expressed a need to know more about smart manufacturing and what is happening globally in the industry to drive thought processes for technology transfer. How do manufacturers accelerate technology transfer? How do manufacturers capture tribal knowledge? Manufacturers shared that they are not capturing tribal knowledge and it is worrisome to them. Methods for capturing this knowledge offered were establishing standard processes, documenting all procedures, providing more instructions, preparing product hazard analyses and job analyses, using a consultant, benchmark testing, using more technology, establishing peer to peer networks, mentoring and producing digital files. 5 Are industry recognized credentials important? If so, which ones? Industry certifications received mixed support. On the one hand respondents shared that certifications support education, show that businesses care about proficiency, allow applicants with certifications to get preferential hiring treatment, and they are good for an employee’s own skills set, proficiency and self-esteem. On the other hand manufacturers say they will train a person for the skills they need, Johnson & Johnson has in-house certifications, attitude-initiative– work ethic is more important, and credentials are nice but not really necessary. Another twist to this is that some manufacturers who invest in their employees by encouraging them to earn certifications risk losing the employees to competitors after credentials are earned. Miscellaneous Issues One miscellaneous issue that did not surface in the discussion on the previous questions was that of incorporating a trailing spouse into the community. This makes hiring out-of-state workers more difficult and may explain the reluctance of potential employees to leave their communities for future job opportunities and growth. HOT TOPICS To grow your company you need to export or export more. This question elicited many responses and much discussion. The majority of the answers could be characterized to be in three categories: Export assistance needed; frustration with governmentrelated barriers; and the need for more infrastructure to support export activities. Regarding export assistance, respondents are hungry for: one on one mentoring from companies already exporting; knowledge of what other countries need that Florida What are your companies might supply; barriers and how trade success stories that can be shared with manufacturers; international business skill development to understand could you be barriers to entry, both regional and cultural; helped with that? knowledge of specific country requirements, issues, brokers, tariffs, customs, etc.; how to sell globally and how to find customers; financing options for exporting; introductions to key people in targeted countries; basic knowledge on how to get started; how to find shippers; tax law related to exporting. 6 Regulation was the next category of responses, with government responsibilities, such as tariffs and the lack of trade agreements, seen as barriers to exporting, along with red tape and lengthy licensure processes. Many of the responses revolved around infrastructure as it relates to movement of goods: port dredging, lack of infrastructure in southwest Florida, lack of rail lines or other means to move goods to major ports, the cost of moving goods south from northwest Florida and difficult logistics with customs and ports. There were also concerns with export financing, expense of an international sales force, lack of loyalty to U.S. manufactured products, and loss of pride in U.S. for manufactured goods and services. The most common request heard in the manufacturing community is “Is there a directory of manufacturers in Florida?” This was echoed clearly during the problem solving session as manufacturers wish to do business with each other in Florida, others would like to find a manufacturer to produce their product, and yet others would like to sell to manufacturers in Florida The most innovative ideas expressed for addressing the problems identified were more funding for export assistance, meeting with trade experts to understand barriers and opportunities in each country, collaboration among manufacturers shipping similar products to the same locations to save costs, and a collaborative effort among Enterprise Florida, the U.S. Commercial Service, the Small Business Development Centers, the Manufacturers Association of Florida and others on how to export. How might technology acceleration be moved to change the bottom line? The respondents know that technology is the key to current and future manufacturing competitiveness and growth. Words that went hand in hand with this discussion were: automation, advanced equipment purchases, game changer, investment, virtual training, and automated information. How do you capture tribal knowledge? Relationships with universities for intellectual protocols and funding for research were desired. Government assistance in the way of incentives, tax breaks, and making the research and development tax breaks permanent were suggested. It was apparent that manufacturers are weighing the costs and benefits of accelerating technology, the potential return on investment, the impacts of moving too slow, too fast or not at all, their competitors’ investments, while trying to keep product moving out the door, find the right employees and compete. There was a sense of knowing they have to embrace rapid technology acceleration, but how to juggle all the facets was a bit daunting. 7 The most innovative ideas expressed for addressing the problems identified all related to relationships with the universities on research, except one. Regarding the universities, manufacturers would like to see a team effort among the universities rather than competition, to help manufacturers with research and technology. They would like to see intellectual property relationships improved for manufacturers, would like one on one university relationships to address specific expertise in manufacturing, and want universities to take a real world approach to their research. The other suggestion was for Florida to adopt the federal bonus depreciation tax law. Capturing tribal knowledge is an issue that all manufacturers need to address, but most don’t have the time or resources. Many suggestions were made on how to do this. They felt that they should be proactive, capture the knowledge constantly, get teams together in the business and make sure they are open to the change of capturing the knowledge, allow the users of the knowledge to express their ideas, break down resistance from those holding the knowledge and those needing the knowledge, require the documentation of everything always, and develop collaborated cloud based knowledge pools. Methods for capture of the knowledge included promotion of apprenticeships, videotaping near-retirement employees performing tasks as a training tool, establishing a formal mentoring program like the one at Caterpillar and TVA, mentoring employees, pursuing more ISO certifications, audits, job analysis, and developing standard operating procedures and evaluation of processes. The most innovative ideas agreed upon by the groups were establishing a mentoring process, setting a timeline, making employees aware of the need, setting up apprenticeships, and filming activities for training tools. Manufacturers identified traditional career ladders that call for an individual to be a tradesman, apprentice, journeyman and master. They also provided information for specific jobs as follows: Quality – technical engineering to management Engineering – junior scientists to senior scientist Welders –welder generalist to machinist to machine operator to maintenance Worker to supervisor to manager to general manager Machining company 1. Entry level – Production, Detail, CNC Operator, Packaging, Assembly 2. Next step – CNC Machinist or Quality 3. Next step – Program Management, Process Planning, Estimator or Leadership management 4. Next step – CMM Programming or CNC Programming (Note: in the last two steps above, at any point employees can go into Management/Department Leadership What are the career ladders in your company? What would an ideal progression look like? What assistance do you need? 8 Medical manufacturer 1. Entry level – Machinist, Engineering Technician, CNC Operators 2. Next step – Machinist 1 operator, Machinist 2 or Process Development, Machinist 3 or Engineering (that started out in Production) 3. Next step – Manufacturing engineers or Manufacturing Supervisors 4. Next step – Production managers or Quality Managers 5. Next step – Executive Level Some respondents felt that more formal structure is needed for company career ladders, that there is definitely separate training needed for each ladder, that individuals must take the initiative to help themselves develop, and that paths are determined by whether or not the individual has a college degree. There was acknowledgement that both the individual and the company have to invest in order for an individual to climb the career ladder. Ideally, the company provides a pathway, opportunities for training and education, and evaluates the employee for greater responsibility and promotion. At the same time, employees must have the drive to improve, take advantage of opportunities offered, and invest in themselves. In the way of assistance needed, manufacturers are aware that educators do not have the equipment they need for training students and that the teachers are not current on the latest manufacturing technology. They are perplexed on how to find the teachers needed or to train the teachers in order to keep them updated. There is recognition that the gap between academia and manufacturers must be narrowed, that the Florida Department of Education should be re-educated on manufacturing skills and knowledge needed, that technical schools and colleges need manufacturing-educated teachers, that it is difficult to get industry personnel to teach because salaries are so low at the schools and colleges. It was felt that local community roundtable discussions between educators and business leaders would lead to local solutions. The most innovative idea from this discussion was to connect career ladders to competency and performance reviews and allow employees to self-nominate for obtain more training and education and advance in the company. This question received the most How might educational institutions be feedback and illustrates manufacturers’ frustration with engaged at all levels to make a difference for students’ preparedness for their your company? jobs. The feedback was fairly evenly divided between comments about teachers, comments about students and comments about manufacturers’ obligations. Parents were also mentioned as a target audience for manufacturers. Manufacturers want to reach students at younger and younger ages, some said middle school and others said elementary schools. Hand in hand with that is forming a positive image of manufacturing in minds of young students or changing the image in the minds of teachers, older students and parents. Dream It Do It is the national program to reach students. 9 Teachers need opportunities to engage with manufacturers through plant tours, externships, training on current machinery and equipment, presentations on manufacturing careers, and train the trainer programs. Manufacturers feel that students need an opportunity to develop people skills – the 4 C’s – creativity, critical thinking, collaboration and communication. They also believe that students should be taught analytical skills, conflict resolution, communications and time management. Engagement, support and collaboration is needed from the manufacturing sector. Regional manufacturing associations should be used as advisory councils for schools and colleges. Manufacturing Month/Day is a great opportunity to bring manufacturers, students, teachers, parents and guidance counselors together for tours, presentations, meetings, and more. The group was hard pressed to identify the most innovative idea for engagement with educational institutions. Although they identified team projects for students and hosting teachers for presentations on manufacturing jobs and the skills needed to perform them, the body of the information developed during this discussion speaks volumes about the work that needs to be done with educators and students. CONCLUSION The feedback validated what we have been hearing from manufacturers for years, updated the basic information, allowed the group to consider how much or little progress had been made over the past few years, and illustrated how much more work there is to do to develop the manufacturing workforce that Florida needs. The challenge now is determining how manufacturers, the CareerSource Florida network, agencies, educators, students, parents, teachers and other stakeholders can work together to affect changes needed, with the resources available. APPENDIX Questions/Answers from Leadership Council Problem Solving Session How do you find talent now? At what level (Entry? Mid-skills? Experience?) Florida Marketplace (all) University of Florida – interns Technical colleges – entry to mid-level skills Monster Career Builder Craigslist Head Hunters – Experienced Networking – mid skills experienced Career academies – entry level 10 LinkedIn and other social media – all levels Internal postings Newspapers for out of state candidates with mid-level skills CareerSource for entry level On the job training for entry level Temp agencies Company website Head Hunter Entry level – employment staffing Internships Mid-Skills – job boards, Monster, recruiters, networks Referrals – I know a guy Internal – develop and grow your own Experience: recruited Professional associations Announcements in paychecks and pay bonus or finder’s fee Post on website CareerSource Job websites Recruiters Navy Florida State College Networking Kelly Services Career fairs College recruiters Other organizations Career Source Monster Interns Temp Agencies Colleges Recruiter LinkedIn Career Academy Department of Labor Word of Mouth Temp to Hire Word of mouth CareerSource Everywhere Look at people with looking for work ethic College and universities CareerSource Head hunter Referral 11 Employee references Call in Word of mouth What works in sourcing talent? What does not work? Temp Agency for low level for a test drive Internships for training and test drive Trial period for employee to evaluate their soft skills CareerSoruce prescreening works well Out of state hiring doesn’t work well Everything works, just how you use it Sell pathway, not a job Job fairs statewide Reward for referrals after 90 days of employment National newspapers Clear idea of what you are looking for written in language of industry Skill level of interviewing process If you want better recruiting results, you need better recruiting – must get the right fit for the company Least – newspaper and magazine Old traditional don’t work anymore (Monster even) What does work – CareerSource, colleges (after graduation), networking groups and LinkedIn Depends upon who you are looking for. CareerSource for some/not top level Some work better than others Doesn’t work with some temp agencies Yes – special or skill level and job descriptions No – outdated job descriptions and employer/job search websites Internet search engines Internal Regional job board Do you use the Career Source Florida network to source talent or find training grant assistance? Why or why not? CareerSource is used for talent and grant assistance Yes. No. But the Temp agencies do Didn’t know about it Limitations to funding For training grants, good Conduit for $$ Rarely used for finding people Part of process but not effective, not enough momentum 12 Not a source Yes (3) It’s been working Grants have helped and source of training Yes, OJT, incumbent worker training, internship grant Sometimes they don’t’ understand job description Georgia has more comprehensive testing. Yes and no – baseline or starting point No and no No and yes No due to lack of awareness Users of system find quality of applicants very lacking CareerSource applicants have low manufacturing experience Do you have unfilled positions now? Why? Yes – growth and lack of talent pipeline Yes – need perfect person for the job and culture of the company Yes – hard skill, soft skill issues Yes Yes – welding is always open Yes – skills important but personality and fitting into culture more important. Must be more selective because of slow cycle of economy Yes, electronic technicians, quality technicians, quality engineers Yes, high level machinists, CNC programmers Yes – welders Yes (3) – have not found a fit, qualified, drug free person who wants to work HS and college coursework doesn’t offer one course of quality. Hires don’t have a skill set coming out of college Southwest Florida has a talent problem at a higher level than others. Entry level issues depends on the area Hard to find drug free people Yes, haven’t aggressively tried to fill it (job description) Haven’t found the right candidate Yes, lack of skilled workers, lots of unskilled applicants Need US citizens that can pass security tests (not flexible on this) More workers not experiencing PTSD Don’t have teachers to teach skilled classes Yes, looking for good experience and seasoning What knowledge transfer issues are transformational? Which are critical? CNC set up first piece Problem solving in technical manufacturing environment Standardized processes for multi-machine operation Security syndrome – eliminate 13 Schools teaching the perception of industry, starting at 8th grade Use an internal training method to transfer knowledge and document information. Use pictures and tutorials. Share tribal knowledge TBA – someone close to retirement, given extra pay to personally mentor people for 1520 years American Sterilizer mentor program Plan for retirement Video specific job skills over 40 years talking about what the person did and their training Team building Quality Core principles not being taught in high school Need people willing to learn and have soft skills Companies are creating their own training academies. CEO needs to communicate what is important – Be proactive Critical knowledge mentor, basics Strength in numbers Transformation – show people the big picture Fears of exporting Cross training Strength in numbers Work together to export, strongest export program What global competitiveness issues are transformational? Which are critical? Lack of talent and hiring from one another creates artificial wage increase driving a lack of global competitiveness Medical Device Tax reduces scope of medical innovation and reduces job creation (2.6%) Value of the dollar – regulations (banking) Taxation International trade regulations – chemical, medical No borders We are missing kids in middle and high schools and marketing/branding manufacturing to them Senior leadership in companies don’t see value in getting involved in community (long term planning) in education. 10 years out an overall strategy. Companies haven’t recovered from downturn enough to turn focus on overall objectives/goals. Price/quality New technology/automation Transformational – export assistance 14 Is Florida’s education system providing what you need (secondary/postsecondary/university)? Which entity does it best and why? Secondary – not today but will in the future Post-secondary – hit or miss, but in panhandle have a couple universities doing well (hiring entry level with good skills) Yes/No – secondary and career technical education no, not enough and courses not completely focused. Post-secondary does it best, because it is focused. No, not getting skilled workers Don’t want to put kids in FL School system, put kids in private schools 4 C’s – life skills Recruiting the right people into training No. Need to market manufacturing and show kids why they should go into the industry. Business ethics not being taught. At all levels improvement needs to take place Room for improvement Precision is not taught Schools not working together Lately yes, but not before because they are working with them. They aren’t providing what we need because they don’t’ know what we need and don’t’ have funds to address what we need There are pockets of interest in having students, teachers and manufacturer come together Only works when everyone works together Works when industry is engaged Manufacturers must get involved No, TRADE grant helps at post-secondary with that. Need more shop classes at high schools How are you looking inside your company at your own employees to further develop existing talent? LDI – Leadership Development Institute Upward mobility OJT programs Employee assessments for skill evaluation On-line development at university – internet via VPN Yes, Can transfer after one year. Don’t see it inside our company No consistent approach Exclusively happening Ohio – Midwest on energy, labor and sales tax elimination Offer further degrees (paid for) i.e. Associates, etc. Soft skill training, training programs Structural? Content? Who drives it? 15 There is a disconnect between schools/students/professors/fields Cross-training matrix = validate skills and ask employees what they want to learn Help employers get grants Offering educational assistance to employees/tuition reimbursement Need career ladders within company Need employees to know where they can go Company needs to realize that some need to stay where they are Assess the skills of each employee for moving up Use TRADE grant and customized worker training Peer to peer training (mentorship and apprenticeship) How do manufacturers accelerate technology transfer? OJT programs – employees goes through several departments Bring in certified trainers, hardware and software Training Automation Added higher automation lines Dept. of Education doesn’t seem to get it Need to see value of industry jobs and careers Believe we need to build partnerships and coalitions to make changes. What is being done is not working. Is the Department of Education pushing trade? It needs to be pushed down. Poorly – global is better than local More training We are not, that is the problem. Need to learn more about smart manufacturing Training within the organization Plant tours and digitization and boot camp How do manufacturers capture tribal knowledge? Standard processes Documented procedures Instructions PHA product hazard analysis/job analysis Consultant Sharepoint Benchmark testing They are not; it worries them. Need technology. Peer to peer Internal focus/mentoring and digital files Are industry recognized credentials important? If so, which ones? 16 Yes – MSSC CPT Credentials support education and show that businesses care about what they are doing MSSC/CPT certification is solid – Applicants get put to the top of the list IHK, MMSC, NIMS, AWS, AMS, ASMT, Must be nationally recognized Yes – quality ASQ APIS – supply chain Trades – no card carrying Certifications are really not important because they will train. We don’t even ask about them. Some professions do require and have helped but it depends on the industry Johnson & Johnson has in-house certifications No Nice to have but attitude, initiative and work ethic are more important Math skills important Yes and no, but if they can do it without then sometimes it’s better for manufacturers or they otherwise risk losing employees Good for employee if it can’t be taken away. Not really – MSSC is nice but really not necessary Credentials are just a leg up No Not really – MSSC is nice but really not necessary Credentials are just a leg up No Miscellaneous Issues Trailing spouse incorporating into the community Culture of company community Local poaching Hot Topic Questions To grow your company you need to export/to export more. What are your barriers and how could you be helped with that? Funding for Florida from Enterprise Florida International Trade program One on one mentoring and experiences List of what other countries need EFI regional trade success groups go talk to other manufacturers Government regulations are a barrier such as tariffs and trade agreements International business skills to understand barriers to entry – regional or cultural State differences in tax rules, driving rates, etc. Need help in conduct of the country – specific requirements, issues, broker to expertise Directory for all manufacturers Customers moved off shore, but we still see them. 17 Offshore business can leave at any time How do I sell my product, how do I locate, No barrier to shipping but how do I find shippers? Barriers to Florida when economy tanks, business goes north. Regulations are the barriers System knowledge Red tape Export financing Risk support (financing) Lack of experience Help would look like training, central training/support on the state level and guidance/protection Relations with other countries; need partnerships with country to get products out Awareness in other countries Have issues with product shipping out of US because licensure takes a long time to be put in place Barriers can vary per country Receiving money Need help getting larger market share Need US Trade office to provide info to help Need access to ports and roads Need harbors to stay dredged Knowledge of opportunities Expense of international sales force Connections to international/world Long vetting process Time difference Don’t have the first idea on how to export Regulatory considerations (nonstandard regulations) Basic awareness of steps to exporting Infrastructure is a huge issue in southwest Florida Transportation is an issue Not enough rail or other means to get to major ports Logistics isn’t easy (customs, ports) North central Florida – cost to ship south (lack of freight) Lack of tax breaks they get on exports – also no awareness of what is available now Existing tax laws/export laws prohibit them from shipping/selling to more countries Trade laws limit US and push other companies to set up in other countries (headquarters) No loyalty in US because can make profit (more) in other states/countries Loss of pride in US on products, services etc. Table consensus on most innovative idea: We need one on one detailed information and funding None Meet with trade experts to find barriers in each country 18 Collaborate with similar manufacturers to ship products together to save costs Collaborative effort between Enterprise Florida, US Commercial Service, SBDC, MAF, etc. on how to export How might we move technology acceleration to change the bottom line? How do you capture tribal knowledge? Technology New applications Automation Funding University relationships such as IP protocols and funds Advanced equipment purchases ROI – incentives, tax breaks Game changer – volume to convert to automation Investing big impact Could not justify 3D Standards – cost and tolerance Measure EBITA Higher tech would increase production, but cannot justify initial investment R&D tax credits – every year will they, won’t they? Make it permanent FL – only large companies ($ million can access) Other states have done this. States that haven’t Mass, NH, Texas, CA, Arizona, GA Mechanical vs digital 3D technology to quicken testing and moving development Making data easy. Capturing the data. MT connect Virtual training Who is identifying technology? Awareness of technology needed Look ahead Accept and implement Calculate return on investment High mix, low volume, (getting automation to capture tribal knowledge would be effective) Automate information – get information flowing – process development – drive automation with automating information. Get information transparent – use Sharepoint program – transparent visual programs Older employees need a print Manufacturing Executive Systems (MES) to include Programs: CATIA has annotations Sharepoint is web based and a data management system Process development to manage information. Tribal Knowledge Proactive Apprenticeship 19 Video people near retirement Formal program such as TVA, Caterpillar Mentoring ISO Digital record, filming, training Engineering Proper documentation and how it is distributed Knowledge has to be almost instant, there is constant change. Have knowledge of the client. Job observation Sharp audit Job analysis Benchmark testing SOP/evaluation Identify critical steps Get teams together; make sure they are open to change Practical ideas will come from the user Break down resistance Develop collaborated cloud based knowledge pools Document everything always Table consensus on most innovative idea for Technology: Team effort from universities Improve intellectual property relations One on one with university that has expertise to meet manufacturing needs Research in the real world Florida adopt bonus depreciation None Table consensus on most innovative idea for Tribal Knowledge: Mentorship process Timeline Awareness None Apprenticeships Film the trainings None What are the career ladders in your company? What would an ideal progression look like? What assistance do you need? The group referred to Al Stimac’s presentation and the career ladder he prepared. Need more structure and formal Consider Caterpillar best practice From entry level to professional management Separate training for each ladder Job family – skilled trades, apprentice, journeyman, master 20 Quality – technical engineering, management Engineering – junior, senior scientists Caterpillar best practice – career development assessment approach All informal Individual must take initiative to develop self For welders – generic machine shop training, machinists vs machine operators, maintenance For machine operators – set up mechanic first We have a lack of equipment for training. Where do we find teachers who are current and up to date? Worker to supervisor to manager to GM Company will recognize talent Going from unskilled labor all the way to a skilled position Starting from unskilled, progressing and training your replacement Need IWT grants, specialized training in specific fields, focused training/funding No real career ladder CEO, CFO, VPs – Build for growth, supervisors of training, annual profit sharing No formal career path Self-nominations to enter leadership program – training, counseling/monitoring and metrics For a machining company o Entry level – Production, Detail, CNC operator, Packaging, assembly o Next step – CNC Machinist or Quality o Next step – Program Management, Process Planning, Estimator, or Leadership Management o Next step – CMM Programming or CNC Programming o In the last two steps above, at any point employees can go into Management/ Department Leadership For a medical manufacturer o Entry level – Machinist, Engineering Technician, CNC Operators o Next step – Machinist 1 operators, Machinist 2 or Process development, Machinist 3 or Engineering (that first started out in Production) o Next step – Manufacturing engineers or Manufacturing Supervisors o Next step – Production managers or Quality managers o Next step – Executive level Depends on the business Depends on what part of company you are in. Degreed operations learn different skills Paths are determined by degree vs non-degree Leadership training for individual companies Roundtable discussions with business leaders Help to bridge gap between academia and manufacturers Needs to re-educate DOE on priorities Push educators to put value on manufacturing Need to get better instructors for technical schools/community colleges The system to become a teacher is too difficult and pay is an issue 21 Table consensus on most innovative idea for career ladders: Connect career ladder to competency and performance review Self-nomination process (Degree and commitment to advance) How might we engage with educational institutions at all levels to make a difference for your company? Introduce companies to Dream It Do It and then orchestrate their engagement Use MAF to inform and show teachers what manufacturers need Parents, teachers, students and manufacturers need to work together Provide externships Use the regional manufacturing association as an advisory council Educate the teachers It is about the process, not the course It is about more people skills rather than technical skills such as creative, critical thinking, collaborative and communication Need more influence with academia not just engagement Only college provides success – really!!! Disconnect between industry and academia Need to know what is available, like grants and how to get them The time to create new programs takes too long No collaboration between colleges Making curriculum takes too long Real world training on site with current machinery Offer plant tours Have a statewide best practice to engage; have a model Must be relevant Presentation given by someone local, or closer to their age Educate the teacher TIES program. Funds teacher training for two week; teacher internship Meaningful internships Work closely with the school board Exploratory class Involve manufacturing in Junior Achievement Partner with related companies, technical colleges and career academies Bring in elementary school students Host tours during Manufacturing Day for students, teachers and professors Host teachers; give focused presentation on types of jobs and skills needed to succeed in them Teach Analytical skills, conflict resolution, communications and time management Train the trainer program where teachers and educators come into the company to learn Branding manufacturing as safe, clean, career friendly environment Manufacturing Day/Month Facility Tours, Plant Tours Proclamation Open door tours for educational institution 22 Engagement, support and collaboration is the key from the business sector Business and University collaboration with increased/accelerated product to market (R&D) The engagement and collaboration between multiple partners is critical with backing of industry Branding Difficult culture of how an early career can transform to a higher education degree Start with middle school to grab the students’ attention Engage teachers and parents Guidance counselors Manufacturing Days – Promote – and Manufacturing Week Glamorize manufacturers Do a better job of education and sales Hire a PR company to change image Table consensus on most innovative idea for School Involvement: None Team Projects Presentations None Host teachers; give focused presentation on types of jobs and skills needed to succeed in them None 23 Medical Manufacturer Career Ladder Ground level • Machinist • Engineering • Technician • CNC Operator • Machinist I Operator • Machinist II Operator (process development) • Machinist III Operator (first stage of product) Entry level • Manufacturing engineers • Manufacturing supervisors Second level Third level • Executive level positions • Production managers • Quality managers Exec. 24 Machining Company Career Ladder Ground level • Production • Detail • CNC Operator • Packaging • Assembly • CNC Machinist • Quality • Program management • Process Plan • Estimator • Leadership management Entry level • Employees can go into management/department leadership at any point in ladder Second level Third level • CMM Programming • CNC Programming Notes 25