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Introducing
A New Way to Achieve Manufacturing Excellence:
Tooling U-SME's Competency Framework
Jeannine Kunz, Managing Director of Workforce and Education, SME
John Hindman, Manager of Professional Services, Tooling U-SME
Contents
• Skills Gap Revisited
• Why Competencies?
• Tooling U-SME Competency Framework
• Questions
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Poll Question
What role do you provide for your organization?
A. C-Level Executive
B. Manufacturing Supervisor
C. Frontline Supervisor
D. Engineer
E. Shop Floor Worker
F. Non-profit/Educator
G. Other
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Skills Gap RevisitedReviewing the latest statistics on skilled worker shortage
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5-Y
ear
Pro
jecte
d
Co
mp
eti
tiven
ess
Top indicator of a country’s competitiveness:
• access to talented workers
• followed by a country’s trade,
• financial and tax system, and
• the cost of labor and materials.
Source: Deloitte, Jan 2013
Global Manufacturing Competitiveness Index
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0% 20% 40% 60% 80% 100%
Manufacturing
Healthcare
IT
50.90%
36.40%
14.90%
37.70%
50.00%
47.40%
Regional Enterprise Wide
89% of Manufacturers Have Difficulty
Finding Skilled Workers
Source: SME Research, May 2013
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have no plan to
address it54%
Source: SME Research, May 2013
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15%
16%
17%
18%
19%
31%
44%
Who are these skilled workers?
CNC Machinist
CNC Programmer
Machine Operator
Tool Maker
Mechanical Technician
Welder
Electrical Technician
Source: SME Research, May 2013
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Lack of Skilled Workers…Impact on Business
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11%
26%
30%
45%
56%
Inability to comply with external
quality standard
Inability to keep good workers from
moving to competitors
Inability to compete with current
business product line
Inability to maintain good quality on
current product line
Inability to grow the business
Source: SME Research, May 2013
“By understanding the magnitude of the challenge and investing now to cultivate the next generation of professionals, all stakeholders can ensure that a skills crunch won’t
derail the U.S. manufacturing resurgence.”
The Boston Consulting Group – Made in America Again, The U.S. Skills Gap,
Could it Threaten a Manufacturing Renaissance - August 2013
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• Work with schools, government agencies
and nonprofits to work on pipeline.
• Use demographic risk-management and
workforce-planning tools to understand
future manufacturing-skills challenges
and to enlarge the pool of potential
candidates.
• Return to investment in internal training
programs to build job competence.
• Build up visibility in schools and create
greater awareness of attractive
manufacturing careers.
Twenty-first century manufacturing talent base
Source: Boston Consulting Group, 2013
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Business Impact
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Business innovation
is a strategic imperative
A highly skilled and educated
workforce is the most critical
element for innovation success
Innovation
Workforce Quality
Performance
Source: The Innovation Imperative in Manufacturing – How the United States Can Restore Its Edge
Benefits of an internal development program
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A well-trained workforce will benefit an
organization’s goals and bottom line:
• Quality
• Cycle Time
• Costs (labor/materials)
• Communications
• Reliability
• Safety
• Downtime/rework
Poll Question
Do you feel your organization is suffering from a skills gap?
A. Yes, right now.
B. No, but I will within the next five years.
C. No, we are experiencing no shortage of workers.
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Why Competencies?How competencies will help the skills gap need
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Terminology
What is a competency?
The capability to apply a set of related knowledge, skills, and abilities (KSA) to
successfully perform functions or tasks in a defined work setting.
Competencies often serve as the basis for skill standards that specify the level of
KSAs needed for success, as well as potential measurement criteria for assessing
competency attainment.
What is a competency model?
A collection of competencies that together to define successful performance in a
particular work setting. Competency models are the foundation for important
human resource functions.
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Why Competencies?
Bersin & Associates: Key Findings – Becoming a High-Impact Learning
Organization, 2012
• High-impact learning organizations are better able to drive value from a well-
designed, well-adopted and sustainable use of job / role profiles and competency
frameworks.
• Effective use of profiles and competencies provides a common language to
describe talent throughout the organization.
• This language allows productive conversations in areas, such as skills gaps,
performance management, talent acquisition, and leadership development.
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Why Competencies?• Ensure enterprise-wide consistency making your workforce more flexible and dynamic
(ultimately reducing labor costs)
• Streamline the training process and cut costs by eliminated unnecessary/redundant
training and allows more training on true needs
• Help managers to easily evaluate worker performance levels defined using specific
behavioral indicators, which reduces subjective assessment, increases assessment
accuracy
• Enhance employee satisfaction based on the rationality of the system
• Define and explain to an average performer what they need to attain in order to become a
superior performance (career pathways)
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Poll Question
Does your organization leverage competencies for your technical
workforce?
A. Yes
B. No
C. No, but we have a current business initiative to implement
competencies
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Tooling U-SME Competency FrameworkFor Manufacturing Excellence
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Introducing Tooling U-SME’s Competency Framework
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9 FUNCTIONAL
AREAS
> 60 JOB
COMPETENCY
MODELS
A trusted development tool grounded in experience from
industry leaders
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Competency Framework Development Process
• Identified and refined a list of manufacturing functional areas.
• Identified relevant job roles in each functional area.
• Identified the knowledge and skills required for high performance in a job role.
• Clustered similar knowledge and skill sets to look at cross-functionality between job roles.
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Why was it necessary?• Current gap is competency modeling for job
specific infrastructure
• Answer the need of manufacturing to better
define and assess workforce requirements
• Provide manufacturing with a basis for
career pathways in development of their
workforce
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CNC Programming Competency Objectives
What Does The Framework Bring?
Stronger workforce performance for companies and career growth for
employees:
• Complements other models in the marketplace, and is fully customizable
based on each organization’s needs
• Helps companies combat the increasing talent shortage and achieve stronger
performance from their workforce while providing career growth opportunities
for their employees
• Designed to improve manufacturing education to boost morale, keep people
employable and productive, and improve their credentials
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Training Resources
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• All of our relevant training resources
are mapped to the knowledge and
skill objectives (elements) for each
competency model.
• Provides a mapped curriculum for
companies to quickly stand up
learning solutions to complement
competency-based programs.
QuestionsLet’s talk
For more information, please contact your
Tooling U-SME representative or call us at
866.706.8665, www.ToolingU.com
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