|It isn’t enough for leaders to define the vision of an organization. Today’s leaders need to actively participate in the effort to make their vision a reality. Before implementation can begin, it’s important for a leader to understand his or her role. Following is an action plan that can be adopted and facilitated to assure that the vision is getting to an organizational understanding level.|
Executing vision takes commitment from people at all levels. Leaders who can breakdown the strategy that supports the vision across the organization so it’s relevant at each level (corporate, department, function, individual) help with engagement. Companies that recognize and embrace this level of collaboration strengthen their chances of success.
Business strategies and processes have life-cycles. In the wake of change, success can quickly turn to failure. The need to change can come from many different avenues – from a competitor, a new market requirement, or a significant environmental shift outside of your business model. Consistently review your market position and adapt rapidly.
Plan for Implementation
Implementing the organization’s strategies to align with the company’s vision requires an action plan. To successfully implement change you need to establish priorities, determine accountabilities for each action, identify risks, develop contingency plans, conduct stakeholders analysis, and measure / monitor / control the outcome to meet the plan.
Develop an Operating Model
An operating model is a tool used to define how the organization will implement its strategic plan into its environment. It encompasses all core work, competencies, tools, technologies, organizational structure, and processes needed to execute the company’s strategies. A strong organization understanding and alignment to the vision and strategy are critical to success.
By communicating successfully, embracing change, developing an implementation plan, and creating an operating model that makes sense, your organization can take your vision and transform it into a profitable, fulfilling reality.
Do you need help turning your vision into a reality?
All manufacturers have at least one element that sets them apart and can enable them to achieve success. If you haven’t yet uncovered that unique differentiator, MassMEP can help you. And if you have already discovered that element, we can work with you to turn your vision into a reality. For more information on innovative growth solutions, contact Tom Andrellos, MassMEP Director or Growth Services, at firstname.lastname@example.org.
WORCESTER — With one program or ad campaign, John Killam wishes he could persuade a whole generation of middle school and high school students to share his excitement over manufacturing in Massachusetts and the more than 130,000 high-paying jobs open to them. But he knows solving the industry’s biggest hindrance to further growth — an overwhelming shortage in new, skilled labor — will not be so easy. That’s why when Mr. Killam, president and CEO of the Massachusetts Manufacturing Extension Partnership (MassMEP), discusses the strength of the state’s manufacturing industries, he switches between tones of confidence and uncertainty. Manufacturers have backlogs of orders even as new orders roll in; yet with an aging workforce and a trickling pipeline of new labor, who will work the machines to fulfill them? Opportunities for growth abound — new employees do not. MassMEP continues to work toward an answer to the skills gap, though. For one, Mr. Killam and others are trying to develop a framework for an apprentice program that can lead young people directly into a job on a manufacturing floor.
How would you describe the state of Massachusetts manufacturing?
Strong. Business is really good. Opportunities for growth are abundant. The state is supporting manufacturing through a number of initiatives to help manufacturers find the right people and train people. This is a wonderful place for manufacturing. We have some of the best universities in the world to work with to create new ideas and new products. Our mantra with many of our manufacturers has been: If you thought of it here, you should be able to make it here. We’re seeing that more of that now than we did in the mid-2000s. I work with 49 other MEP centers in the country, and in my view, Massachusetts is the most progressive state in terms of innovation and providing resources to help manufacturing companies succeed. There is no other state that compares with us.
What has driven this streak of growth?
Massachusetts is not necessarily a state that has a lot of original equipment manufacturers. We don’t have those big companies here. We have a few — Raytheon, General Dynamics. But we’re not middle-American, where we have the big manufacturing car companies that drive big supply chains. Massachusetts is made up of many smaller manufacturers who specialize in or provide unique services in many different industries. We have a lot of job shops that can really provide one-offs or prototypes — and do it quickly. Each sector is driven by different industries: We’re not just relying on automotive for example. We have many different customers to go to, so we’ve been able to spread the sales out.
Why are you so concerned about the future then?
The challenge is while the manufacturers have orders, and they’re getting new orders, and they’re being asked to quote on even more new orders, they do not have enough people to do the job. That has become our bottleneck to accelerate growth.
Germany’s apprenticeship program has been key to meeting their labor needs in manufacturing. Why has a similar system not caught on here?
The problem with apprenticeships in Massachusetts is we don’t have a certificate or an apprenticeship that’s been recognized by all the manufacturers as the right certificate or the right credential. So MassMEP and others are working to create a system with a board that oversees the apprenticeship programs to make sure they’re legitimate and fill the needs of the manufacturers. The problem is, this is good for down the line, but it doesn’t do anything today. That’s still my concern. We have 130,000 open jobs here today.
What are you doing today to help fill them?
We’re working on a program called Manufacturing Your Future. We’re meeting with manufacturers and connecting kids at high schools with manufacturers in the region to try to help fill the void. The message is pretty simple: Somebody has to get to kids before they make a round decision after high school; somebody has to make them aware of the wonderful opportunities that exist in Massachusetts manufacturing. There’s upward mobility, training, tuition reimbursement, and the salary is pretty darn good. But kids and parents have not tried to steer their kids towards it because they don’t understand what it entails.
Do manufacturers need to alter their picture of the perfect employee?
As you know, manufacturing can be costly, and usually the biggest part of your cost is labor. So, when a manufacturing company hires somebody, it really wants people who have a short-learning curve and who can ramp up very quickly; they can do shop math, read a blueprint and use measuring devices. The problem is there are not many people out there who can do that, so manufacturers have to change their thought processes. Someone has to develop that talent, so you send them to a technical school or you train them yourself. Unfortunately, many businesses aren’t good trainers, even though they know how to do it. If you’re going to be successful in manufacturing, you have to start thinking more innovative around how you’re going to find people, and how you’re going to maintain people. That’s going to be seen in new training programs where people feel wanted and important and feel they have a path to grow. It will take a change from the leaders in our manufacturing community.
— Compiled by Correspondent Matthew Tota
By Susan ShalhoubPBN contributing writer
Last month the Massachusetts Manufacturing Extension Partnership, or MassMEP, welcomed Manny Jerome as project manager for client development for the southeastern region of Massachusetts. He’ll work directly with manufacturers on workforce development, growth and continuous improvement.
Jerome was previously the business director at Coats, an Uxbridge, Mass., company, where he created an innovative, extrusion-coated yarn-manufacturing process used in harnesses for construction, mining and other industries.
PBN: You have a bachelor’s degree from Bridgewater State University in biology. Are there ways that the concepts you learned then apply to what you do now?
JEROME: While at BSU, I learned a great deal about who I am, how to dream, to be an independent thinker, to balance and prioritize my schedule and my life, to trust my own instincts, and to respect and appreciate people from other cultures.- Advertisement –
While the technical skills I developed at BSU are very strong, I think one of the most important lessons learned … is that in order to succeed in life or at anything, you have to work hard to make things happen. I learned that communication is essential – we must reach out and talk to people, respect others, appreciate our differences, build relationships, network like crazy and, as Nike puts it, “Just do it!”
PBN: Explain this quote: “At MassMEP, I see that culture isn’t just one aspect of the game, it is the game.”
JEROME: While I’ve had the great fortune to have traveled around the world meeting and working with companies of all types, the common thread that I’ve seen and learned about is that the culture of successful companies – vison, strategy, values, beliefs, actions and the like – is always in alignment with how their employees behave and are perceived by their peers, colleagues, partners and, most importantly, their customers.
I have been a lifelong fan of the game of football and view companies … like professional football teams with players from a variety of backgrounds brought together to form a team. That team then trains and grows together, developing its own culture and personality as it gets ready for competition. … Each team puts together a game plan to play against another team and during the game, each team finds ways to adapt and adjust their game plan to uncover ways of winning.
Like the football team … MassMEP adapts and adjusts to meet the ever-changing needs of manufacturing companies. It’s a part of their game plan – in my view – it is the game.
PBN: In general, what would you say is the status of Massachusetts manufacturers adopting principles of continuous improvement?
JEROME: Manufacturers within Massachusetts are adopting continuous improvement in increasing numbers. As the economic cycle remains strong, the major challenge is finding qualified people. Manufacturers are recognizing that although this is a challenge, it is also an opportunity to focus on eliminating waste in any form from their operations. Recognizing and eliminating waste is the essence of continuous improvement. It facilitates the ability of the current workforce to be more productive with existing resources, thereby providing some mitigation to the skilled-workforce shortage.
The key to maximizing the value of any continuous improvement program is the sustainment of implementing continuous, small gains that aggregate to major advancements. Trusted advisers, [such as] MEP project managers, are able to provide more-complete solutions, accelerate business development, create a competitive advantage and support the company in sustainability.
PBN: Is tracking data the only way for an organization to introduce accountability, or are there other, more internal methods?
JEROME: In my experience, successful companies have a solid foundation that is built around setting firm, clear and concise expectations; inviting commitment; effectively managing cash flow; working together as a team; and having a solid business plan in place. Successful companies are able to accurately measure the progress of [their] teams and team members and to be sure that they are in alignment with the company goals and expectations.
Companies that have mastered the ability to succeed always demonstrate how the individual teams are linked to one another and are sure to provide accurate feedback to their teams – so they can assess their progress and work toward making continuous improvements.
And finally, successful companies are very good at evaluating the effectiveness of each component within their organization – good, bad, or otherwise – to evaluate how well each component helps them to reach the company’s goals and mission.
PBN: What do you hope to bring to your new role?
JEROME: I plan to utilize my technical skills, manufacturing/business experience and my interpersonal talents to partner and work closely with Massachusetts-based manufacturing companies to help them grow.
In doing so, I plan to help locate available funding that will provide them with the training and skill sets needed to create more jobs, increase sales, reduce waste, and improve profitability, thereby providing them with the tools they need to successfully compete in the USA and at the international level.
Susan Shalhoub is a PBN contributing writer.
Written by: Darcy Cook, Safety Trainers
Keeping up with the changes in OSHA regulations, state and federal law can be a full-time job. To help keep you in compliance and up to date on changes in regulations, we have summarized the highlights of 2018.
OSHA Penalty Increase
Effective January 2, civil penalties for violations of workplace safety and health standards are 2 percent higher, with a new maximum fine of nearly $130,000. OSHA increased its penalties to adjust for inflation as required by the Federal Civil Penalties Inflation Adjustment Act of 2015, which initially raised civil penalties by 78 percent, after over 2 decades without a penalty increase, now, a mandated annual adjustments by January 15 of each year.
Did you know that OSHA reports homicide as #2 on the fatality list in the workplace? As a result of the rise of active shooter situations in the workplace, the NFPA has produced NFPA 3000 a Standard for an Active Shooter/Hostile Event Response (ASHER) Program. OSHA can site a company for workplace violence under the General Duty Clause.
Starting July 1, 2018, all employees engaged in hot work operations must complete a training and obtain a Hot Work Safety Certificate. This is a mandatory state-wide requirement. There are only two approved providers in the state of Massachusetts to get your employees trained.
Public Employees – DPW, Schools, Police, Fire, College/Universities and more…
On March 9, 2018 Governor Baker signed a bill that amends M.G.L. chapter 149 §6 ½. The law was updated to clarify employee safety requirements in public sector workplaces and is enforced by the Department of Labor Standards (DLS).
Attention Businesses: Do you have to hit a 9 or an 8 to get an outside line before dialing 911? If you said yes, you need to know about Kari’s Law. The law states that businesses, offices and the like, with multi-line telephone systems must have direct dial to 911, without any prefix, was signed into law by President Trump on Feb. 16, 2018.
The law says that anyone installing, managing or operating multi-line telephone systems may not install manage or operate such a system unless it is configured such that the user can directly initiate a 911 call. This applies to anyone installing, manufacturing, first selling or leasing two years after the date of enactment of the act.
Silica Standard General Industry (GI) and Construction
For Your Information (FYI) Section
- You can now text to 911.
- The Massachusetts State 911 Department is pleased to announce that Text to 911 is now available throughout the Commonwealth. All Massachusetts 911 call centers now have ability to receive a text message through their 911 system. Text to 911 allows those in need of emergency services to use their cellular device to contact 911 when they are unable to place a voice call.
- Hiring a Safety Consultant will reduce your OSHA fines by 50% in State of Massachusetts
- There is a safety training grant for OSHA compliance training. Need a qualified provider?
By Tom Andrellos, MassMEP Director of Growth Services
Based on a recent report from the Manufacturing Leadership Council, “Cyber Risk: The 4.0 Dilemma,” cybersecurity attacks are predicted to rise and become potentially more disruptive in 2019 as companies deploy smart technology, interconnected systems, and sensors across their production facilities. Most companies see this as the #1 critical issue that requires constant and consistent focused resources and funding dedicated to ensure that these threats are risk mitigated against attackers.
MassMEP is well versed and equipped to help small & medium size manufacturers with specific cyber risk mitigation plans and NIST 800-171 DFARS compliance assessments. MassMEP’s provides comprehensive solutions and funding options to help with this critical and challenging situation.
Please contact Tom Andrellos email@example.com for more information.
January 14, 2019 – Worcester, MA – MassMEP, the Massachusetts Manufacturing Extension Partnership, has entered into a partnership with Tooling U-SME — the learning and development division of SME and the leading provider of manufacturing training solutions — to offer MassMEP clients low cost, customizable workforce training solutions focused on performance outcome goals.
According to Deloitte and The Manufacturing Institute, nearly 3.5 million manufacturing jobs will be available in the U.S. by 2025. However, a shortage of skilled workers is expected to result in two million of these jobs going unfilled, according to the U.S. Bureau of Labor Statistics. Efforts to close this skills gap are increasing and partnerships like MassMEP and Tooling U-SME are designed to accelerate workforce preparedness for jobs that involve advanced technologies.
“Collaborating with Tooling U-SME will increase our ability to help more manufacturers reach their productivity and economic goals, while ensuring the growth of the industry,” said John Killam, MassMEP President & CEO. “Being able to connect our clients with industry-driven workforce training from Tooling U-SME can help them close the skills gap and remain competitive in a challenging economic environment.”
“We have a responsibility to empower the manufacturing industry with the tools they need to succeed, and by furthering our partnership with MassMEP, we’re able to make great progress in staving off the shortage of workers with the right skills,” said Jeannine Kunz, Vice President of Tooling U-SME.
Over 500 online classes in machining, additive manufacturing, fabricating, design and engineering, maintenance, welding, and leadership give companies the skills and competencies they are looking for, fully aligned with industry standards and industry-backed certifications. They’re easy to use, interactive, and effective.
For more information about how Tooling U-SME and MassMEP can help solve workforce training issues, contact Leslie Parady at firstname.lastname@example.org or 508-831-7020.
Massachusetts Manufacturing Extension Partnership (MassMEP), part of the NIST MEP National Network, is a leading resource for manufacturing companies that believes in cultivating a community built on support, idea sharing, and achievement. MassMEP creates economic impact by transforming manufacturing enterprises and the manufacturing ecosystem. This is achieved through the delivery of operational excellence programs, workforce development strategies, and innovative growth initiatives, and enhanced by strategic public/private relationships. For more information, visitwww.massmep.org.
About Tooling U-SME
Tooling U-SME delivers versatile, competency-based learning and development solutions to the manufacturing community, working with more than half of all Fortune 500® manufacturing companies, as well as 600 educational institutions across the country. Tooling U-SME partners with customers to build high performers who help their companies drive quality, productivity, innovation, and employee satisfaction. Working directly with hundreds of high schools, community colleges, and universities, Tooling U-SME is also able to help prepare the next generation workforce by providing industry-driven curriculum.
|For further information contact:|
100 Grove St.
Worcester, MA 01605
Shari Worthington, President
Telesian Technology Inc.
49 Midgley Lane
Worcester, MA 01604 USA
+1 508.755.5242, Fax: +1 508.795.1636
© 2019, MassMEP, Massachusetts Manufacturing Extension Partnership.
Written by; Darcy Cook, Safety Trainers
What are the changes is OSHA’s recordkeeping requirements for the manufacturing industry?
OSHA has adopted a new electronic data submission rule that took effect January 1, 2017. The new rule requires certain categories of employers (see applicability thresholds below) to electronically submit injury and illness data that they are already required to record on their on-site OSHA injury and illness forms. While the rule took effect on January 1, 2017, according to OSHA, the website employers must use went live in February 2017. Some of the data submitted will ultimately be posted to the OSHA website. The amount of data submitted will vary depending on the size of the company and the type of industry.
OSHA will provide a secure website that offers three options for data submission:
- Users will be able to manually enter data into a web form.
- Users will be able to upload a CSV file in order to process single or multiple establishments at the same time.
- Users of automated record-keeping systems will have the ability to transmit data electronically via an application programming interface (API).
The OSHA website link is available here: https://www.osha.gov/injuryreporting/index.html.
Compliance Thresholds and Schedule
The new reporting requirements will be phased in over two years:
- Effective July 1, 2017: Establishments with 250 or more employees in industries covered by the record-keeping regulation must submit information from their 2016 Form 300A and 2017 data on July 1, 2018. Beginning in 2019 and every year thereafter, the information must be submitted by March 2.
- Effective July 1, 2017: Establishments with 20–249 employees in certain high-risk industries (OSHA defines these as industries with historically high rates of occupational injuries and illnesses) must submit information from their 2016 Form 300A by July 1, 2017, and their 2017 Form 300A by July 1, 2018. Beginning in 2019 and every year thereafter, the information must be submitted by March 2.
The list of Industries covered by this rule can be found on OSHA website. If you believe you would be exempt under the small employer rule, you should verify by visiting OSHA’s website and looking for your NAICS code on the list. The list of high-risk industries is available at the OSHA website. Finally, new industries have been added to the record keeping rule. Check to see if you are on the newly required list.
As a reminder, make sure that your OSHA 300A log is posted in an area where all of your employees can access it. Even if you had zero recordables on your OSHA 300 A log, you still must post with zeros. This document must be posted from February 1, 2019- April 30, 2019. This document must be signed by a company executive. 29 CFR 1904.32(b)(3) states How do I certify the annual summary? A company executive must certify that he or she has examined the OSHA 300 Log and that he or she reasonably believes, based on his or her knowledge of the process by which the information was recorded, that the annual summary is correct and complete.
5 Ways to Solve Your Workforce Shortage
By Lisa Derby Oden, Workforce Program Coordinator, MassMEP
It seems that everyone is struggling with a workforce shortage these days. This is primarily a result of low unemployment, retiring baby boomers, and lack of interest or negative understanding about manufacturing careers. There are ways to solve this challenge for your company. Some are strategies that you can tackle now and will be able to see the result in the short-term. Others relate to taking the long view and the big picture into consideration. The following five suggestions involve a combination of both short and long-term strategies.
1. Train new hires and incumbent employees
If you are struggling to find the skilled prospects to bring on board, build your own. Look for individuals that you know will make a good employee – they have a good attitude, are willing to learn, and are dependable. There are basic manufacturing training opportunities provided by MassMEP, vocational technical schools, community colleges and other training providers that can teach the foundation skills required.
Upskill your incumbent workforce. This will help you to keep abreast of technology changes as you adopt the change. It has the added benefit of increasing your employee engagement, which results in better retention.
2. Develop an in-house apprentice program
If employees know that there are steps they can take to advance within the company, they will be more likely to engage in the process. By developing “career pathways” you can demonstrate clearly the ways that employees can be involved in their own growth. Outlining the skills and competencies required and a training mentor to achieve them, you can build an internal apprentice program.
3. Become an “Employer of Choice”
Wouldn’t it be great if your company was the one that everyone wanted to work at? There is no reason that you can’t be. An “employer of choice” has an extraordinary work environment, new applicants seek you out when looking for work, and highly skilled incumbent employees choose to stay even when courted by other employers. Great pay, benefits, ongoing training, recognition, holiday and sick time are part of the picture. Being at the cutting edge of manufacturing also provides a good incentive. This can be achieved by being invested in Manufacturing USA institutes. These initiatives may also prove to be a good draw for millennials.
4. Participate in Manufacturing Your Career LINK
This initiative will help you to educate young, potential employees about your business and manufacturing careers. MassMEP will be introducing The Manufacturing Your Career LINK, a database that lists each manufacturer and provides links to their website and any videos or media they would like to share. It will be used to educate high school students and their teacher/parents/guidance counselors about the huge variety of jobs that are involved throughout manufacturing businesses, list current entry-level positions that student/graduates may be able to fill, indicates types of outreach each company is willing to provide to schools like, tours, mentoring, making presentations, co-op or internships, and provide a company contact person that the students/schools will contact directly. For more information contact Karen Myhaver at email@example.com.
5. Get involved in Manufacturing Day
Manufacturing Day occurs nationwide on the first Friday in October. In Massachusetts October was declared Manufacturing Month. Events are held at manufacturers on Manufacturing Day and throughout the month of October, giving them an opportunity to invite the community into their company to show what manufacturing is all about. This helps to address misconceptions that exist about manufacturing which helps in tackling the skilled labor shortage.
If you’d like to discuss how to solve your workforce shortage, please contact MassMEP at 508-831-7020.
317 Manufacturing Fatalities in 2016
Written by: Darcy Cook, Safety Trainers
Based on the Bureau of Labor Statistics report fatal work injuries involving violence and other injuries by persons or animals increased by 163 cases to 866 in 2016. Workplace homicides increased by 83 cases to 500 in 2016, and workplace suicides increased from 62 to 291. This is the highest homicide figure and the most suicides since 2010.
• The top three causes of fatalities in the workplace in order are car accidents, workplace violence and falls. To see the specific numbers for manufacturing visit the Bureau of Labor Statistics website.
With the rise of homicide in the workplace, employers need to start to address the risks associated with workplace violence. Workplace violence falls under the General Duty Clause of the Occupational Safety and Health Act, Section 5(a)(1).
Section 5(a)(1) of the Occupational Safety and Health Act, requires that each employer furnish to each of its employees a workplace that is free from recognized hazards that are causing or likely to cause death or serious physical harm.
What you need to know?
• 98% of all active shooter incidents are committed by a single person
• 78% of all active shooters know at least one of their targets
• 40% commit suicide and 48% are killed by police or others
• 88% of active shooters DO NOT expect to survive
• Most active shooter events are less than 5-7 minutes (actual shooting)
Even with a response time of 2-3 minutes by police, most of the shooting is over by the time they arrive. We need to implement training that teaches our employees response options, find ways to secure and slow down shooters within our buildings and learn advanced first aid that includes tourniquet training.
When the police arrive on scene, they are not there to treat the wounded, they are there to neutralize the threat, learning lifesaving skills like “Stop the Bleed” which includes tourniquet training, will save lives.
If you are looking for guidelines to help you get started with a workplace violence plan, consider NFPA 3000. In response to the rise of active shooter incidents, the National Fire Protection Association (NFPA) has put a provisional standard in place, NFPA 3000. Shortly after the mass killings in the Pulse Nightclub incident, the NFPA 3000 began in October 2016 and was quickly formed with a technical committee that included Department of Homeland Security; Department of Justice; the FBI; NSA: national police, fire and EMS organizations; hospitals; private security; and universities.
We can no longer say “It won’t happen here.” We need to write a program and train our staff in ways to protect against workplace violence.
The latest news and information about Massachusetts manufacturing, workforce development, sustainability, lean methodologies, business development, and more — from your business partner, MassMEP.
- Innovative Growth SolutionsTransforming Vision into Reality 06/10/2019
- One on One: John Killam, president and CEO of the Massachusetts Manufacturing Extension Partnership 03/25/2019
- Five Questions With: Manny Jerome 03/21/2019
- Leader Effectiveness Training 02/21/2019
- WHAT DID YOU MISS IN SAFETY COMPLAINCE FOR 2018? 02/13/2019