Brian A. Black Corporate Public Affairs Manager Spirit AeroSystems World Headquarters P.O. Box MCk12-14 Wichita, KS

Transcription

1 Brian A. Black Corporate Public Affairs Manager Spirit AeroSystems World Headquarters P.O. Box MCk12-14 Wichita, KS

2 Partners State Partners Secretary Natalie Shirley, Oklahoma Department of Commerce & Tourism Norma Noble, Deputy Secretary of Commerce for Workforce Development Terry Watson, Director Workforce Solutions, Oklahoma Department of Commerce Jon Brock, Executive Director, Oklahoma Employment Security Commission John Miley, Deputy General Counsel, Oklahoma Employment Security Commission Local Partners Shea Ferrell, Dean of Instruction, Tulsa Technology Center Sandee Tackett, Associate Superintendent, Tulsa Technology Center Darcy Melendez, Regional Director, Workforce Tulsa Mary Ann Philpott, Dean of Workforce Development, Tulsa Community College Mike Autrey, Academic Compliance Manager, Tulsa Community College Denise Reid, Director of Talent Strategies & Recruitment, Tulsa Metro Chamber Daniel Mann, Tulsa Metro Chamber Karen Davidson, Director, Southeast Workforce Investment Board Kent Towne, Business and Industry Services Coordinator, Kiamichi Technology Centers Nina Ritchie, Southeast Workforce Investment Board Service Coordinator Barbara Gilbertson, Coordinator of Business Training & CE, Eastern Oklahoma State College Karen Harrison, Vice President Academic Affairs, Eastern Oklahoma State College Danny Baldwin, Assistant Director, Kiamichi Economic Development District

3 Spirit Oklahoma Team

4 Dave Bartz, Vice President and General Manager Karen Barr, Director Human Resources Mark Walker, Public Affairs & Communications Manager Dennis Hagy, Organizational Development Manager Terry Lanham, McAlester Site Operations Manager Don Hall, Technical Training Manager Marla Casey, Human Resources Generalist Brian Black, Employment Stabilization Project Leader Spirit Oklahoma Team

5 Communication Plan 5 Key Messages Our industry goes through boom/bust cycles When production rates fall in advanced manufacturing industries, companies need to cut costs Traditional model is layoffs, but layoffs hurt everyone: Companies disruption, costly to gear up after a layoff Employees lose their wages and benefits, often displaced, may never return Communities feel the impact broadly (economy, subcontractors, strain on social service agencies) There must be a better way.

6 Communication Plan 6 Key Messages Employment Stabilization model is a game-changing partnership of Business/Labor/Government/Training to help: Companies protect jobs & avoid layoffs as long as possible Companies slow production/conserve resources Companies address future business needs (protect knowledge transfer & train when there s time to train) Employees keep job/benefits/reduced wages/option for partial unemployment Employees have option to receive industry-portable training and support services Wins for Company, Employees & Community

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8 The Decision Making Process Company leadership would authorize a series of mitigations to be put into place to counter a customer production rate decline Variables to consider: Expected duration and severity of downturn Resource utilization Impact to Company health (cash flow, revenues, and profits) Impact to stakeholders (employees, communities, stock holders) Ability of Wage Learner program to provide necessary training Ability of Wage Learner program to offset financial impact to employees Company leadership would work with the bargaining units to determine the scope of actions to be implemented. Executive Council would authorize HR to work with stakeholders to implement reduced work schedules which would trigger the Shared Work Program and the Wage Learner Program.

9 9 Shared Work Program - Decisions Affected populations (exempt & non-exempt) 3 or 4 day work weeks v 9 day pay period Expected length of program Opt in v Opt out Separate application (10% threshold) Voluntary v mandatory

10 10 Shared Work Program Collaboration & Communication Unions Labor Relations HR Business Partners IT Data extraction, database support Managers Manager telecoms, s, website Employees Face to face meetings, newslines, website Department of Labor

11 Challenges Oklahoma s Partial Work Program Based on wages and not hours Need legislation to change Supported by OESC Oklahoma s unemployment repayment system Extremely aggressive for Employers

12 Business Analysis Wage Learner Program Activity Acquired business input on current and future knowledge and skill requirements. Reviewed Spirit age and tenure demographics. Portable Certificate Designed for all employees (Hourly & Salaried workforce). Recognized by the aviation industry as value-added. Working with the local learning institutions in packaging and delivering the training. Infrastructure & Logistic Requirements Reviewed facility requirements (classrooms, labs, equipment, etc.) Established Spirit primary and support instructor process / guidelines. Defined blended learning approaches to improve capacity utilization.

13 Governance & Policies Wage Learner Program Activity Developed a team member role matrix for efficient program management. Drafting Spirit WL Program guidelines with; program eligibility requirements, registration and enrollment process and participant (employee/student) responsibilities. Implementation (Preliminary) Development of the implementation agreement outlining roles and responsibilities. Company electronic enrollment into the WL Program. Conduct on-site WL educational fair to promote eligible certificate programs. Participants will meet with a learning institution advisor for enrollment into a certificate program. Cost Estimate

14 Elective Hands-On Certificates Hourly Workforce Plan NCAT/WATC Hourly Placement Process Manufacturing Advanced Aerostructures Composite Fabrication / Repair Machining Technology Quality Control Warehousing & Distribution Specialist Intro / Advanced Non Destructive Testing Hrs Curricula Aerospace Safety Applied Shop Math Precision Instruments Quality Control Concepts Aerospace Blueprint Reading Fundamentals for Aerospace Manufacturing Aviation Core Certificate YES Industrial & Mechanical Systems Industrial Motor Control Programmable Logic Controls Advanced Industrial Systems Building & Facilities Maintenance Refrigeration and Maintenance Electrical Systems Business Lean Manufacturing Operations Management Supervisor Manager Specialist Employee Signs Up For Training NCAT/WATC Placement Review Assessing English Reading English Writing Mathematics Reqmts Met? NO OPTIONAL Preparatory Training Available Courses Math Reading English Computers Keyboarding Skills Adult Literacy/ G.E.D. / ESL

15 Salaried Workforce Plan Salaried Employee Volunteers for Wage Learner Participation TECHNICAL SKILLS TRACK PROGRAMS/ CERTIFICATES - Six Sigma - Lean - CATIA - ENOVIA Individual Development Planning Alignment Admission Requirements Met? LEADERSHIP/MANAGEMENT TRACK PROGRAMS/CERTIFICATES Operations Management Program Management Project Management Business/Accounting Learner Reviews Options & Selects Educational Provider Education Provider Placement Review - Transcripts - Degrees - Professional Certifications NO Prerequisites Acquired NOTE: Programs and Certificates Obtainable within approximately 400 clock hours or less GRADUATE CERTIFICATE PROGRAMS Advanced Composite Materials Advanced Manufacturing Analysis Composite Materials And Their Process Design For Manufacturing Enterprise Systems and Supply Chain Management Industrial Ergonomics And Safety Lean Systems Systems Engineer And Management Tulsa Tech Tulsa Community College Eastern Oklahoma State College Kiamichi Technology Centers

16 Implementation Process (Draft) JUN JUL AUG 2009 SEP OCT NOV DEC 2010 Training Plan Approved Certificate Programs Packaged by Training Provider Activate WL 2010 Business Plan Defined Employee Sign-up (Electronic) Hourly Certificate Training (Aviation Core) Salaried Certificate Training Hourly Certificate Training (Technical) WLM Sign-up Process Defined (Shared Work Week / Training) Participant Scheduled For Enrollment Meet w/advisor Placement Assessment (WATC) Implementation Agreement Established Identify Instructor (SMEs) (Example) NCAT/WATC Instructor (SME) Student Teaching

17 Challenges/Risks Engagement of all unions Engagement of employees Implementation challenges Communication Internally and Externally Training Funds

18 Implementation focus Sub Teams Shared Work Training Implementation Communications Legislative Advocacy/Funding Cost Benefit Analysis

19 19 Deliverables/Benefits Wage Learner Model Employment stabilization Employees retain their wage/income and benefits continuing to contribute to economic health of the region Company upgrades skill base Community builds economic muscle Employees acquire portable in-demand skills Company sustains economic viability and responds to fluctuations in economy (company stays healthy)