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Mapping%20Career%20Ladders%20in%20the%20Aerospace%20Industry

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Mapping Career Ladders in the Aerospace Industry ... team of ADDAPT, the Cypress Group and Cooperating Executives ... CEO / Cypress Group / Stony ... – PowerPoint PPT presentation

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Title: Mapping%20Career%20Ladders%20in%20the%20Aerospace%20Industry


1
Mapping Career Ladders in the Aerospace
Industry Workforce Solutions Partnering and
Career Mapping on Long Island
Workforce New York Long Island Regional Business
Services Team
2
Workforce New York Long Island Business Services
TeamMapping Career Ladders in the Aerospace
Industry
  • Member Organizations
  • New York State Department of Labor Division of
    Employment Services
  • New York State Department of Labor Division of
    Research and Statistics
  • Town of Hempstead Workforce Investment Board
    (HempsteadWorks)
  • Workforce Investment Board of the Oyster Bay
    Consortium (Oyster Bay Works)
  • Suffolk County Workforce Investment Board
    (Suffolk County Department of Labor)

3
Long Island A two county PMSA East of New York
City Total population 2.8 million
Known as the Cradle of Aviation The region lost
50,000 defense-related manufacturing jobs from
1986 to 2000 Many in aircraft but also in related
areas such as electronics and search and
navigation equipment.
4
Workforce Development for High Growth
Industries Advanced Manufacturing
Aerospace Industry Workforce Solutions Engineering
design, electronics, machinery, fabricated
metals and aircraft parts manufacturers saw a
buildup in contracts and work orders in 2002 but
faced key skill and workforce shortages. A
collaborative regional business services team was
formed with the three local WIBS and led by the
regional NY State Employment Services Business
Services Team. This team formed a broad set of
alliances with economic development entities,
technology resource entities, industry
associations and university and community college
training partners to address these needs and
expand job creation in manufacturing. Identify
a promising practice in mapping careers in the
aerospace industry.
Workforce New York Long Island Regional Business
Services Team Mapping Careers
5
Machinist Is it programming or metal bending
and what happens with the shift to composite
materials? The last machinist training program
closed on Long Island at the end of the 1980s.
6
Project
  • Mapping Careers in the Aerospace Industry
  • Funded by a grant from State Workforce Investment
    Board using WIA Statewide Activities funds

7
Project Development Process
  • NYSDOL Workforce New York Request For
    Qualifications
  • (RFQ 25-J)
  • Six consultants qualified for a Future Bid
  • NYSDOL Workforce RFQ 25-J Future Bid
  • Town of Hempstead (TOH) Local Workforce
    Investment Board (LWIB) submission of Electronic
    Project Request Form for Career Mapping services
    of the aerospace industry on behalf of the Long
    Business Services Team
  • NYSDOL award of consultant contracts

8
Project Request/Statement of Need
  • The Long Island Aerospace industry is a major
    contributor to the New York State economy
  • The growth of this critical industry depends on
    employee skills development because of the
    expected job growth in aerospace over the next
    ten years
  • Growth will be potentially limited by the ability
    to hire new employees, with the required skills
  • Rapid technological advances will require
    incumbent worker education/training

9
Career Mapping Consultants (Selected by
Workforce New York)
  • Aerospace and Defense Diversification Alliance in
    Peacetime Transition (ADDAPT)
  • (A team of ADDAPT, the Cypress Group and
    Cooperating Executives Organization)
  • Stony Brook Research Foundation (SBRF) Stony
    Brook campus of the State University of New York
    (SUNY)

10
There is a broadly held, erroneous perception
that Jobs in manufacturing are a dead end, not
very interesting career.Career Mapping in
Aerospace and advanced Manufacturing seeks to
identify and publicize good jobs and ladders to
further success. Also to help companies better
understand and identify the skill and
organization structure required by a competitive
manufacturing company. There is a vision that
transparency in human capital markets will help
employees and businesses maximize their value.
11
Project Management Plan
  • Meetings of the Career Mapping Subcommittee will
    be convened on a regular basis to evaluate the
    progress of the Project and to provide direction
    to the ADDAPT and SBRF consultants for future
    activities
  • Copies of all reports submitted by the
    consultants to the NYSDOL Workforce Development
    and Training Division will be simultaneously
    distributed to the Subcommittee representatives
  • These reports, along with additional scanning
    information, will guide the Subcommittee in its
    efforts to support and adjust the Project, as
    needed
  • The Subcommittee will report the progress of the
    Project to the Business Services Team, the Long
    Island Consortium for Workforce Development, the
    LWIBS and other appropriate organizations

12
Project Management Plan (Continued)
  • Career Mapping will be included in the portfolio
    of products offered to business by the three
    LWIBS and the Business Services Team
  • Information regarding the services available
    through the project will be included in local
    workforce investment system marketing material,
    both in hard copy and on-line
  • Information sessions for businesses and business
    organizations will be convened at local One-Stop
    Centers, at LWIB meetings and at other
    appropriate venues, in a manner that establishes
    a clear connection between the Project and the
    workforce investment system

13
Project Methodology
  • Consolidate in Database
  • - Organization Structure
  • Job Descriptions
  • Associated Salary
  • - Skill requirements
  • - Training Requirements
  • Provide individual and
  • consolidated reports
  • to the companies

Participating Company
Participating Company
  • Industry Information
  • Career Ladders
  • Job Descriptions Salary Ranges
  • - Training Requirements

Participating Company
Participating Company
ADDAPT / CEO / Cypress Group / Stony Brook
1.0 - 3
14
Steps in the development are 1.    Determine
the data elements 2.    Establish data
relationships 3.    Define the Data Model 4.  
Design the architecture and Schematic 5.    Genera
te input screens 6.    Develop reporting
screens 7.    Develop output reports 8.    Test
program operation 9.    Test functionality with
pilot data 10.  Modify as needed 11.  Production
Test 12.  Load full data set 13.  Maintenance and
modification
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20
Targeted Aerospace Industry Clusters
  • Engineering Design
  • Engineering Services
  • Manufacturing (Mechatronics)
  • Commodities/Special Processes
  • Information Technology

21
Findings Industry Training Needs
  • There is a critical need to develop and
    facilitate a training facility on Long Island to
    train hands on workers in the metal fabrication
    trades
  • Incumbent worker training in blue print reading
  • Industry specific training for incumbent workers
    in management skills, Lean Manufacturing process
    improvement training and ISO 9000 training prior
    to company certification
  • Specialized company training where training
    curriculum and associated resources are difficult
    to identify in the local academic and private
    training providers
  • This training is only available from the
    suppliers of the specialized and technically
    sophisticated capital equipment and
    Manufacturing/Enterprise Resource Planning
    systems (MRP/ERP)

22
These changes will have a dramatic impact on both
the incumbent work force and the required
improvements in training and the skills that will
be required of entry level employees from K-12
public education system and graduates of
universities and colleges
  • Examples
  • Business and financial practices
  • associated with international trade
  • Must speak several languages
  • Understanding of Export Administration
    Regulations (EAR), International Traffic and Arms
    Regulations (ITAR) regulations and documentation
    required for US export compliance

23
The consultants had an aggressive agenda to meet
the Goals of the Project
  • Short Term
  • Assess 24 companies to identify their current
    organizational structure.
  • Define each companys business profile such as
    products services, yearly sales, number of
    employees, facilities, primary customers and
    strategic objectives.
  • Identify commonality (Composite organizational
    structure)
  • Define Aerospace career ladder jobs and their
    qualifications.
  • Define training needs for the companies and their
    career ladders
  • Assist DOL with categories of jobs and career
    paths for job placement
  • Make job definitions more consistent
  • Increase skilled workforce based on needs of
    industry
  • Identify potential training funding opportunities
  • Long Term
  • Use the results of the study to identify broader
    improvements in training programs
  • Feedback needed industry skills to universities
    and colleges
  • Feedback results of skills needed to K-12
  • Suggest changes to curriculum so students are
    better prepared to enter the workforce with
    skills needed by employers
  • Benefit employers, incumbent workers, potential
    new hires, students
  • Evaluate the impact of the technology driven
    changes expected in the next five years and the
    resulting new skills required.

ADDAPT / CEO / Cypress Group / Stony Brook
24
Company Benefits
  • Study and documentation of Organization Structure
  • Job Descriptions Standardized and Referenced to
    ONET Categories
  • Allows Comparisons and Benchmarking
  • Training Requirements Recommendations
  • Identify Potential Training Funding Sources at
    the Federal, State and Local Levels.

ADDAPT / CEO / Cypress Group / Stony Brook
25
Selection of Candidate Companies for
Participation in Mapping Career Ladder Project
  • Researched and generated a list of over 500 Long
    Island aerospace companies. 
  • Selected the 24 companies for participation in
    the project and identified several back up
    companies.
  • Data Collection Method
  • Gathered company information such as products,
    customers, facilities description, organization
    chart, yearly sales, and the companys strategic
    plan and assessment of the business environment
    for the next five years, in initial on-site
    interviews.
  • Identified the management personnel primarily
    responsible for personnel, training, and career
    advancement within the companies.
  • Typically
  • - Executive Management (President, CEO, General
    Manager) Controller (CFO)
  • - Sales and Marketing - Engineering
  • - Operations - Quality
  • - Information Technology - Human Resources
  •   Developed survey forms to insure consistency of
    data collected
  •   Conducted interviews with 196 people.

1.0 - 6
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Data Base Development
  •  The volume of data necessitated creation of a
    database to assist job and career ladder analysis
    for the 24 companies participating in the
    project.
  • Data entered for each company
  •  Job Titles
  • Job Descriptions
  • Responsibilities
  • Skills Needed
  • Educational Requirements
  • Experience
  • Salary Ranges
  • Training needs to achieve competitiveness and
    growth 
  • Typical Source of Candidates (What jobs did they
    come from?)
  • Promotional Potential (Career Ladders)

1.0 - 8
29
  • Composite Company
  • A Composite company was developed to represent
    the relationships between organizational entities
    in a typical LI aerospace company doing business
    with both the US DOD and the major producers of
    commercial airliners. This Composite company
    has a range 50 to 200 employees and yearly sales
    of 7M to 30M (see company organization chart).
  • Training Requirements Recommendations
  • Each of the 24 companies participating in the
    project received a written training requirements
    recommendation based on the analysis of the data
    collected during the on-site interviews conducted
    by ADDAPT and SBRF. Training requirements
    recommendations are for both short term (one
    year) and long term (two through five years).

30
Technology Driven Changes Expected in the Next
Five Years and their Impact on Workforce Skills
Required
  • 4.1 Industry change is driven by technology and
    new business methods in the global aerospace
    industry.
  • Major manufacturers are no longer buying just
    component parts or just machined components, they
    are buying major subassemblies.
  • Small manufacturers must grow to be mini prime
    contractors or be acquired by larger companies.
  • These changes will result in the need for
    completely different manufacturing processes and
    management techniques that the typical small
    company does not currently have resulting in
    extensive re-training of the incumbent work
    force.
  • Major military and commercial prime contractors
    such as Boeing and Lockheed Martin will be
    competing with the European Aerospace companies
    for major US military contracts for the first
    time.
  • These contractors typically involve consortiums
    of foreign and US contractors who must work
    together resulting in extensive training
    requirements to address the difference in
    cultures, language, business practices and the
    complexities of the US regulations including
    international trade.

31
Changes and Impact (continued)
  • These changes will have a dramatic impact on both
    the incumbent work force and the improvements in
    training and the skills that will be required of
    entry level employees from K-12 public education
    system and graduates of universities and
    colleges. Examples 
  • The latest manufacturing techniques, such as the
    Lean Manufacturing Principles, must be
    implemented in order to increase productivity
  • Business and financial practices associated with
    international trade
  • Must speak several languages
  • Understanding of Export Administration
    Regulations (EAR), ITAR regulations and
    documentation required for US export compliance
  • Proficiency with both the design manufacturing
    of aircraft structures using composite materials
  • Small manufacturers who must grow to be mini
    prime contractors will require 

4.0 - 2
32
Changes and Impact (continued)
  • Purchasing methods upgraded by new training. A
    larger number of suppliers must be developed and
    managed.
  • ISO quality systems addressing new processes and
    their procedures. Additional training will be
    needed both within the company and with their
    suppliers.
  • Cash management as a critical requirement.
  • An approach to applying Lean Manufacturing
    techniques will now take on different processes
    such as Supply Chain Management
  • A higher level of Marketing capability.

4.0 - 3
33
  • ECONOMIC TRENDS IN THE LONG ISLAND AEROSPACE
    INDUSTRY
  •  
  • The aerospace industry on Long Island
    experienced a dramatic business reduction from
    1986 through 1995 as a result of reductions in
    defense contracts. The industry experienced a
    drop in yearly orders of 5 billion to 1 billion
    during this period. Employment was reduced from
    100,000 to 23,000 employees. Many people changed
    careers during the defense diversification
    initiative causing the loss of skilled aerospace
    employees. Replenishment of the skill loss
    through training is essential.
  • There are approximately 25,000 employees
    currently working in the Long Island aerospace
    industry with 70 working for smaller companies
    (i.e., less than 200 employees).
  • The overall business trend in the Long Island
    aerospace industry are
  •  
  • Increasing orders from the Department of Defense
    (DOD), the military prime contractors and the
    commercial airline OEMs (Boeing, Airbus,
    Bombardier, and Embraer) is expected for the next
    eight (8) years.
  •  
  • DOD orders will be focused on military
    operational needs such as spare parts, upgrades
    of existing weapons systems and replenishment of
    expendables. These orders will benefit the
    smaller companies.
  •  
  • Orders received by small aerospace companies for
    production of major components, assemblies and
    systems for commercial aerospace prime
    contractors are also expanding because these
    prime contractors are depending on the smaller
    aerospace contractors to help contain the costs
    of commercial airliners by sharing a larger
    percent of product costs and the associated risks.

34
TRENDS (continued)
  • The Long Island aerospace industry is expected
    to grow by 3,000 people over the next three
    years. As a further result of this anticipated
    increase in employment, ADDAPT, in partnership
    with the NYS Dept. of Labor, has been working on
    determining the near-term training requirements
    for both incumbent and newly hired employees that
    will be required to meet this demand for
    increased employment. We have evaluated the
    longer-term trends that will be driven by the
    anticipated rapid changes caused by major
    advances in aerospace technology.
  •  
  • Based on the on-site interviews and assessments
    conducted by ADDAPT and SBRF of 24 companies, we
    see a critical demand for training incumbent
    aerospace employees and major problems associated
    with hiring new qualified employees as follows

35
TRENDS (continued)
  • Every company complains about the qualifications
    of high school graduates (K-12 students) and
    vocational school graduates for entry level jobs
    in the aerospace industry.
  • Verbal written communication skills are a major
    problem with both new and existing employees.
    This is exacerbated by the influx of recent
    immigrants into the Long Island aerospace
    industry where English as a second language is a
    major training requirement.
  • Ability to work in a team environment is
    lacking (poor interpersonal skills).
  • Understanding of basic math and science is a
    major shortcoming of both high school graduates
    and many college graduates entering this
    industry.
  •  
  • There is a critical need to develop and
    facilitate a training facility on Long Island to
    train hands on workers in the metal fabrication
    trades and electronics assembly (Mechatronics).

2.0 - 2
36
TRENDS (continued)
  • There is a major demand by the aerospace
    companies for incumbent worker training in blue
    print reading and CAD/CAM. (Computer Aided
    Design / Computer Aided Manufacturing)
  • There is a major demand for industry specific
    training for incumbent workers such as management
    skills training, lean manufacturing process
    improvement training and ISO 9000 training prior
    to company certification. The good news is that
    it appears that both academia and private
    trainers can meet this demand.
  • There is also a major demand for specialized
    company training where training curriculum and
    associated resources are difficult to identify in
    the local academic and private training
    providers. This training is only available from
    the suppliers of the specialized and technically
    sophisticated capital equipment and Manufacturing
    Requirements Planning/Enterprise Resource
    Planning systems (MRP/ERP) that are prevalent in
    the aerospace and other (contd)

37
TRENDS (continued)
  • industries in order to remain competitive. These
    types of specialized training are predominately
    hands on training associated with the
    application of the specialized production/inspecti
    on capital equipment and MRP/ERP systems to the
    unique requirements of each individual company.
  •  
  • Although there are many trainers available to
    provide the principles of lean manufacturing and
    process improvements, there is a lack of training
    resources that can apply these principles to the
    unique processes on the factory floor of each
    individual company.

38
Career Ladder Paths Company 8
3.0 - 7
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41
Workforce New York Long Island Business Services
Team Vision
  • Our strategic, public-private partnership will
    continually improve the quality
  • of the Long Island workforce, business climate
    and economy. Through
  • regional coordination, we will
  •  
  • Create an enhanced business perception of the
    publicly funded workforce investment system
  • Provide multiple access points where businesses
    can obtain coordinated assistance in recruiting,
    training and developing workers
  •  
  • Maintain a customer-friendly process for
    leveraging available resources from a variety of
    funding streams in response to business,
    employment, community and economic development
    needs

42
Workforce New York Long Island Business Services
Team Mission
  • Develop a strategic, on-going approach to the
    delivery of business services that combines
    resources and remains flexible in its ability to
    respond to the business customer
  • Plan and implement business services initiatives
    that help hire, train, educate, upgrade and
    retain skilled workers
  • Collaborate to identify and access grant funds
    that will assist businesses, develop our local
    workforce and strengthen the economy
  • Analyze, and rapidly respond to changing business
    needs to ensure maximization of all available
    resources of the workforce investment system
  • Measure, evaluate and continually improve
    services and products for businesses, using
    customer feedback and other standardized
    performance data

43
WFNY Long Island Business Services Team Response
to Phase I Final Report
  • Assign companies in the study to individual
    workforce investment areas, based upon geographic
    location, for follow-up business services
  • Arrange LWIA business services staff consultation
    with companies regarding recruitment solutions,
    such as listing job openings, participating in
    One-Stop center employer presentations, etc.
  • Arrange LWIA business services staff consultation
    with companies regarding education and training
    solutions, such as customized training,
    on-the-job training (OJT), etc.

44
Team Response to Phase I Report (continued)
  • Transfer Career Ladder Data Base containing cross
    referenced employers, occupations, career ladder
    rungs, salaries, qualifications requirements
    training providers and sources of funding to LWIA
    databases and post to LWIA web sites
  • Correlate report findings with local labor market
    information (LMI) provided by Regional Economist
  • Combine consultant findings and LMI data into a
    summary report

45
Team Response to Phase I Report (continued)
  • Convene appropriate stakeholders in pursuit of
    High-Growth Job Training Grants and other funding
    opportunities
  • Present findings at Long Island LWIB meetings, to
    One-Stop System/Center staff and in other venues.
  • Facilitate meetings with the companies who
    participated in the study and with those who are
    interested in participating in the future to
    share findings conduct strategic planning and
    foster a commitment to workforce investment
    actions
  • Convene a summit with local school
    superintendents, local university and proprietary
    school leaders, regents and all interested
    stakeholders to share findings and describe
    curricula development needs

46
The regional business services team has also
implemented a grant for career mapping in
biotechnology
47
And is supporting an initiative for a skills
center in retail trade
48
The partnerships and work in career mapping also
helped leverage a recent grant for the region in
advanced manufacturing.
49
Workforce New York Long Island Regional Business
Services Team Partnering and Career Mapping on
Long Island
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