2019 AGMA/ABMA Annual Meeting

Practical Solutions for Meeting the Challenges of Tomorrow’s Workforce:

An Expert Panel Discussion

2019 AGMA/ABMA Annual Meeting

Stan Shoun, President,

Ranken Technical College

The 21st Century Workforce

Back to the Future !

A National Crisis ?Expected Labor Force and Labor Force Demand

• Between 2010 and 2025, up to 95 million Baby Boomers will leave the U.S. workforce or change work focus

• Only 40 million Gen X’ers and Y’ers will be available to replace them

• The replacement workers lack the skills and competencies of the retirees.

A National Crisis ?

Source: US Department of Labor

While over ninety percent of jobs will require education beyond high school

IN THE NEXT DECADE

of current workforce will not be college graduates

of all workers will need retraining

70%

75%

Mismatch Between Job Requirements and Employee Skill Levels

53%

46%

0%

10%

20%

30%

40%

50%

60%

High Skill Middle Skill Low Skill

Jobs Workers

Demand for middle skill roles remains high -- Over 90,000 online job

postings for these roles in St. Louis in the past year & currently 390,000 mnufacturing openings across the

United States

Ranken Technical College• Established in 1907 by David Ranken Jr.

• Not-for-profit , private organization

• Accredited by the Higher Learning Commission

• Two & four year degrees, certificates and customized training

• 96% placement rate & 93% retention rate

• 87% of students receive financial aid; 66% receive Pell grants

• Three educational emphasis:

– Technical Education

– General Education

– Work Ethic

• Educational philosophy: “Give’m what they need; not what they want !”

– Work ethic component

– Integrated work based learning (apprenticeships, microenterprises)

• Success Metric: Employment !

2019 AGMA/ABMA Annual Meeting

Dr. David Girzadas, Dean of Engineering and

Advanced Manufacturing, Richard J. Daley College

2019 AGMA/ABMA Annual Meeting

Kim Jones, State Director, Illinois,

Office of ApprenticeshipEmployment & Training

Administration, U.S. Department of Labor

Why Apprenticeship?

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Build a Competitive Workforce

Employers Facing Complex Workforce Challenges in Competitive Domestic and Global Markets

Time-Tested ModelProven Strategy for Recruiting, Training and

Retaining World-Class Talent Used by Industry for Decades (and longer!)

Adaptable and FlexibleRegistered Apprenticeship is a Solution and Can Be

Integrated into existing Training and Human Resources Development Strategies!!!

Apprenticeship Types

o Industry-Recognized Apprenticeship Program (IRAP) is a customizable model of apprenticeship that has been validated by a proven industry accreditor.

o A Registered Apprenticeship Program (RAP) is a proven model of apprenticeship that has been validated by USDOL or a State Apprenticeship Agency

Employer Benefits

Helps business develop highly skilled employees

Increases retention rates and productivity, and lowers the cost of recruitment

Direct Cost Savings to Company – hire apprentices at lower salaries - as skills increase, wages increase

Diversify workforce – attract veterans, women and minorities

Gives companies an edge over their competition

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APPRENTICESHIP BY THE NUMBERS…

170,544

197,535

206,020

191,563

238,549

150,000

160,000

170,000

180,000

190,000

200,000

210,000

220,000

230,000

240,000

National Stats - New Apprentices FY 2014-2018

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

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APPRENTICESHIP BY THE NUMBERS…

Apprenticeship Numbers Continued to Show Strong Growth in FY 2018

56%Growth since 2013

Key Facts The annual average of active apprentices

for the last 20 years = 434,110. Our current number of active apprentices is

135% higher than the 20 year annual average (585,026/434,110).

Over 282,000 participants completed their apprenticeship in the last five years.

Over 10,800 new apprenticeship programs created in the last five years.

534,0002017

448,0002015

375,0002013

505,0002016

585,0002018

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DOL.GOV/Apprenticeship: Other ResourcesQuick-Start Toolkit5 Step Format to take you from “exploring” to “launching” a Registered Apprenticeship Program.http://www.doleta.gov/oa/employers/apprenticeship_toolkit.pdf

Federal Resources Playbook for Registered ApprenticeshipGuide to resources from the Departments of Labor, Education, Veterans Affairs, Agriculture, Transportation, and Housing and Urban Development to support Registered Apprenticeship http://www.doleta.gov/oa/federalresources/playbook.pdf

Veteran Benefits Fact SheetFind information on benefits for veteran apprentices. https://www.doleta.gov/OA/veterans.cfm

RACC SiteFind information on becoming a RACC member and a database of college members and sponsors. https://www.doleta.gov/oa/racc.cfm

USDOL Website: www.dol.gov/apprenticeshipwww.Apprenticeship.gov

Additional Resources…

USDOL Website: www.dol.gov/apprenticeship» www.Apprenticeship.gov

Blogsite: https://apprenticeshipusa.workforcegps.org Federal Resource Playbook:

https://www.doleta.gov/oa/federalresources/playbook.pdf Apprenticeship Toolkit:

http://www.doleta.gov/oa/employers/apprenticeship_toolkit.pdf Strategy for Future Apprentices in Illinois:

https://www.illinoisworknet.com/ApprenticeshipPlus Strategy for Illinois Veterans:

www.illinois.gov/veterans/benefits/pages/education.aspx Strategy for Community Colleges: www.doleta.gov/oa/racc.cfm List of Apprenticeship Occupations:

http://www.doleta.gov/OA/occupations.cfm

2019 AGMA/ABMA Annual Meeting

Franco Dutto, Vice President of Human

Resources, Compliance and Sustainability

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Who we are

Tsubaki Nakashima Co., Ltd. Steel balls, Ceramic balls, Rollers and Precision products manufacturer

with the world’s leading spherical surface processing technology

• Founded in 1934• Headquartered in Osaka and Katsuragi, Nara, Japan• FY 2018 headcount: 3.200 employees• FY 2018 revenue: 75.000 Millions JPY (around 700MUSD)• Listed on Tokyo Stock Exchange (TSE 6464)• July 2017: Tsubaki Nakashima completed acquisition of

Precision Bearing Components - Group of NN, Inc.

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A global Challenge: becoming One Team

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First steps in the integration process

# 1: Go and see # 2: Understand with respect

# 3: Create a common ground

• Company culture and principles• Common rules• Clear expectations and targets• Fair system to measure performance (and $)• Share the future state of the Company• Common vocabulary

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Practical Solutions for Meeting the Challenges of Tomorrow’s Workforce

“The act of becoming different, or the result of something becoming different”(Cambridge Dictionary)

ZEN Garden:Ryōan-ji,Kyoto

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Practical Solutions for Meeting the Challenges of Tomorrow’s Workforce

From the People standpoint, normally in a Company there are 3 macro-groups of humans to be considered (and “OBSERVED“ very closely and every day…):

• The “Aged“ or “Experienced“ Generation Homo sapiens• The “New“ generation• The “Next“ generation Homo infomaticus

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Other factors to consider

• Multiculturality in a Common Ground• Different Languages and ways of thinking• Identify the status and the needs in terms of technical and behavioral

competencies, expected to run the Company today and tomorrow• Ageing Management• Integration between generations• Identify and grow talents• New approach, needed: Multitasking and Thinking strategically, out of the

box• Make our plants/jobs more attractive, create a better work environment

(including work space, use of colors, images, stories, promoting creativity and curiosity, work on wellbeing…)

• Interns today are the potential managers of tomorrow – show the real life

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Not only one solution, but ONE TEAM SYSTEM

Universities

Goals & Objectives

Technical Schools –

Visits, Internships,

etc

Successionand

Developm.

One Team Mgmt

System

SustainabilitySystem

CompetencyAssessment

Welfare and social initiatives

Comp& Ben

TN ACADEMY

Evaluation system

Work Environment

Technical skills

To be identifiedand mapped

Competencies

CompetencyAssessment

Gap Analysis

Minimum Requirementsand Expectations

EXAMPLE - Tsubaki-Nakashima One Team Academy

Key Functions and Key Roles involved =

Global/Regional/Functional Level, Plant Level

Example:In every plant, each Plant Manager and MT Member must have a clear and deep knowledge of:• Workforce analysis• Efficiency, Capacity, Bottleneck• Quality management• People management (OT, shifts, abor cost, Absenteeism, etc.)• Use of resources and “asset efficiency“• Kaizen, 5S, Lean approach, Value Stream Mapping

“Common knowledge“ Platform (per organization) and specific modules (per function)

Example of Modules

Plant management

Strategic Sales & MarketingLanguage

Leadership and people management

Compliance & Sustainability

Continuous Improvement

Finance for non-specialist

Quality management

Supply Chain

Strong link between strategy, training and projectsStrong link between projects, goals (collective/individual) and career developmentToolset – practical, essential, immediately applicable)3 levels of “Certification“ : 1 – Boost; 2 – Master; 3 - Champion

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Practical Solutions for Meeting the Challenges of Tomorrow’s Workforce

どうもありがとうございます

2019 AGMA/ABMA Annual Meeting

QUESTIONS

2019 AGMA/ABMA Annual Meeting

Neil Warman, Plant Manager, Progressive Engineering Company

2019 AGMA/ABMA Annual Meeting

Thank you

2019 AGMA/ABMA Annual Meeting

Thank you

2019 AGMA/ABMA Annual Meeting

Thank you

2019 AGMA/ABMA Annual Meeting

Thank you