panel discussion 2
DESCRIPTION
.). Panel Discussion 2. Sturm Ruger - Mike Butler Pryer Machine and Tool - Cayla Brumble New Hampshire Ball Bearings - Donna Cadrette & Sheila O'Brien. toolingu .com. .). Sturm, Ruger & Co., Inc. Tooling U User Group Discussion Las Vegas September 12, 2011. toolingu .com. - PowerPoint PPT PresentationTRANSCRIPT
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Panel Discussion 2
toolingu.comSturm Ruger - Mike ButlerPryer Machine and Tool - Cayla BrumbleNew Hampshire Ball Bearings - Donna Cadrette & Sheila O'Brien
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Sturm, Ruger & Co., Inc.
toolingu.comTooling U User Group Discussion
Las VegasSeptember 12, 2011
toolingu.com
Sturm, Ruger & Co., Inc.
Sturm, Ruger, Co., Inc. – Made in America Manufacturer of Fine Quality Sporting Firearms
Mike Butler, SPHR, Director of Human Resourceso Responsible for the Direction and Administration of all HR (Benefits,
Compliance, Employee Relations, Organizational Development and HRIS) Environmental, Safety, Health & Security
Ruger Firearms- Locations o Corporate HQ- Southport, CTo Manufacturing Locations- Newport, NH, 890 Associates, Revolvers &
Long Gunso Prescott, AZ- 550 Associates, Auto Loading Pistols
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Sturm, Ruger & Co., Inc.
Ruger Financial results, then and now o 2006
o Gross Sales 167MMo Operating Income- (280,000)o Net Income (after income tax)- break even
o 2010o Gross Sales- 255.1MMo Operating Income- 43.4MMo Net Income (after income tax)- 28.2MM
o 2011 (first 6 months)o Gross Sales- 155.1MMo Operating Income- 29.5MMo Net income (after income tax)- 18.7MM
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Sturm, Ruger & Co., Inc.
HOW’D WE DO THAT??????? 2006 Operating Philosophy
o Management driven, large batch, push, piecework production system had created a culture where learning and associate engagement was not valued.
2007 Lean Transformation Journey Beginso Kanban (pull), Single piece flow, participative, Lean (super cell)
production systemo Learning culture development- Associate engagement and participation,
processes require folks to actually “know” the operations. Tooling U System and Leadership Development
Key Business Objectiveso 100% fill on timeo 20% operating profit
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Sturm, Ruger & Co., Inc.
o 12X year inventory turnso 33% sales from profits on products launched within 2 yearso New Product introductions
o New product platform- 6 monthso New product, concept to box- 12 months
Key considerations for Tooling U online trainingo No classroom instructor, no actual classroom timeo Less time out of the workplaceo No seminar type environmento Training could be done at homeo Could apply technical knowledge in the workplace immediatelyo Good real time reportable, record keeping of all training and rate of
success
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Sturm, Ruger & Co., Inc.
o Regular monthly reporting of utilization data o User access able reporting on utilization information as required.
Design and Implementation of Tooling U training systemo Developed new labor classification system for all positionso Classes based upon duties and accountabilities o Developed a mandatory and elective curriculum for each classificationo Assigned each individual into the appropriate classification o Uploaded all assignments into each Tooling U to appropriate curriculumo Assigned a minimum number of courses successfully completed by
each individual each month o Conducted regular monthly and special ad hoc audits regarding
utilization
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Sturm, Ruger & Co., Inc.
Learning Objectives and Desired Outcomeso Technical Knowledge of CNC machining skills learned o Compliance issues learned and documentedo Group and Team Leader leadership trainingo Trades knowledge learning
Other training enhancementso Extensive on the job training using JIo Some classroom training- Programming offsets, programming CMM,
Gauging
Lessons Learned from the Tooling U implementationo Take implementation a step at a time, no multiple implementations
simultaneously o Develop a system of agreed upon accountabilities prior to
implementation.
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.) toolingu.comTooling U User Group Discussion
Las VegasSeptember 12, 2011
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Welcome
Cayla Brumble - Director of Training
Established in 1965, PRYER is a privately held corporation Manufacture parts for business, commercial, military planes and
the space program. Fabricate aerospace components - composite, sheet metal and
machined parts. We are vertically integrated.
120 employees with two plant locations in Oklahoma
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In Aerospace we are held to a high level of training and verification of training. FAA (Federal Aviation Administration) guidelines and audits Customer audits with required training verification Industry certifications with audits and proof of required training
Our training program was designed based on our company need for skilled employees.
We combined online training, instructor-led training, and hands-on knowledge. Our motivation for blended learning was to get our unskilled employees up to speed faster and cross train current skilled employees in other production areas.
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We opted for Tooling U it helped us solved an immediate challenge of two locations and two shifts.
In 2008 we rolled out Tooling U.
Rollout of Tooling U - Our roll out team, consisted of production employees. They were trained first and we uncovered a few challenges before training other employees. Employees with no computer skills Employees with English as second language
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We have set up a Tooling U computer room, our production employees are able to go and take their classes. Headphones for employees who learn with audio Vocabulary words were printed, laminated and kept in the lab
Some employees complete classes at home or on mobile devices, while at their children’s sporting events.
All Tooling U classes were purchased for each employee. With our focus on Production, Planning, Contract Review, Inspection, and Maintenance. This is a positive benefit with our hiring candidates when they ask about our training program.
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Our talented employees have completed over 7,000 Tooling U classes.
We will continue to invest time and resources to train our employees.
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New Hampshire Ball Bearings, Inc.
toolingu.comTooling U User Group Discussion
Las VegasSeptember 12, 2011
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New HampshireBall Bearings, Inc.
Introduction Acknowledgement
Our names Donna Cadrette and Sheila O’Brien
Our role Divisional Trainers
Company overview New Hampshire Ball Bearings, Inc. (NHBB)
NHBB is part of the Minebea Group family of companies headquartered in Tokyo, JapanThe world’s largest producer of miniature ball bearings and a world class manufacturer of precisionbearings and assemblies for the aerospace, defense, medical/dental, and high technology marketsThe Minebea Group comprises:60 subsidiaries and affiliates in 17 countries employing approximately 40,000 people
Locations: Astro Division – Laconia, NH - Union Shop - Donna HiTech Division – Peterborough, NH - Sheila
Precision Division – Chatsworth, CA NHBB operates three highly specialized precision manufacturing facilities in the United States Astro and HiTech are within the top 10 largest employers in NH – over 1000 Employees
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Overview of need for training Improved productivity, organizational growth, maintaining a competitive advantage
Our workforce paradox--the need for skilled machinists and technically-competent production workers continues to dramatically increase while the prevalence of these desired skills among the workforce continues to rapidly decrease overall
In response, we MUST accelerate our training and development programs Key business objectives
Reduce scrap, increase productivity, improve on-time delivery to the customer through an empowered workforce dedicated to continuous improvement.
Key considerations for designing our training program A formalized, consistent program to enhance current skills, production time and self-
investment programs Limited Trainer resources
Why we opted for Tooling U Unique on-line MFG adult learning, self-paced Targeted to key business metrics Variety of subjects Convenient – accessible
24/7
New HampshireBall Bearings, Inc.
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New HampshireBall Bearings, Inc.
Overview of how we designed the Tooling U programASTRO Division In-House Program – Access to Computer Lab, 1:1 with Trainer, 2 hours during work week. Volunteer Home Program – classes are completed outside of normal work hours.HITECH Division In-House Program – Access to Computer Lab, 3:1 with Trainer, 2 hours during work week.
Desired outcomes Improve skills and competency Improve cross training & job transferability Improve employee moral and bolster promotable potential
Key training/learning objectives Move beyond basic machine skills Refine ‘shop skills” such as math, gaging, blueprint reading, etc.
Overview of how we implemented and rolled out to workforce It took time to gain go-forward support for TU so our first year enrollment was essentially on
an individual approval basis. Later, government grant funds became available which defrayed some cost so we transitioned to an open enrollment.
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New HampshireBall Bearings, Inc.
Continued overview of how we implemented and rolled out to workforce Presentation and demo for supvs/mgrs Trial accounts setup for supvs/mgrs to explore Arrange for space and computers to conduct training Solicit managers/supervisors as to who should participate Administer pre-assessments and develop course curriculum relative to job function Briefing session for students and supvs (show TU website & 8 min video) Create a schedule for classes Prepare instruction booklets and materials needed--headsets On-going training provided from in-house Trainer Celebrate success
Key Tooling U pieces/functionality for supporting our objectives Access 24/7 - Audio option Pre & post assessments - Quizzes and labs Administrative capability - Ability to set our own requirements Reporting system - TU service support
Transcripts shows only highest score (all about learning)
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How long have you been live with Tooling UASTRO – July, 2009 HITECH - July, 2010
Other critical pieces of program, i.e. shop floor, classroom, etc. Tutors, On-the-job training, Professional Development Planning, Computer classes
For whom? Line Leaders, Supervisors, Machinists, Quality Inspectors, Technicians, Engineers, Sales, Administrators, Maintenance
How many?15-20 students per 3-month session
Summary of outcomes and resultsASTRO 124 employees - 3,912 hours – 4,763 classes HITECH 45 employees – 705 hours – 1,237 classes
In partnership with other various aspects, we reduced scrap, increased productivity and increased on-time deliveries at both divisions
NEW HAMPSHIREBALL BEARINGS, INC.
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Summary of ongoing progress New Terms start October, 2011
ASTRO 11 students, HITECH 18 students Continuous Improvement culture “Learning Organization” - NHBB company value Implement new TU features
Ongoing challenges Training funds in a business environment are always being scrutinized for
the value added so matching grants make it a certainty. Both Divisions will apply for a Government Grant as they become available A settled and quiet location for on-line training (HITECH moved 3 times) Pulling production workers off the mfg floor for 2-hr training Helping students who are inexperienced with computer technology
overcome fear and anxiety
New HampshireBall Bearings, Inc.
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Key lessons learned Need quiet space Set a fixed schedule for training (allow flexibility to re-schedule time) In-House Trainer guidance at least during the first 4-5 weeks of training Good study skills will help students progress further Be prepared to support students with generational differences
The company investment is valued and appreciated by employees and in turn the Company has realized productivity gains - Win/Win
New HampshireBall Bearings, Inc.
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