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MOVING THE WORLD AT WORK

Oshkosh Corporation Overview

American Manufacturing Strategies Summit

30 -31 Oct, 2017

Lorinda F. Lewis, Ph.D.

Senior Director, Continuous Improvement

MOVING THE WORLD AT WORK

Oshkosh Corporation

Leading provider of specialty

vehicles

– Moving the World at Work

100 years in business;

incorporated in 1917 in Oshkosh

Serial innovator of game changing

new products

FY15 Revenue: $6.1 billion

Focused on delivering value to

customers and shareholders

2

Access Equipment Defense Fire & Emergency Commercial

11/2/2017 Oshkosh Corporation Overview

MOVING THE WORLD AT WORK

3

Oshkosh Corporation Moves the World at Work

Values, Mission, Expertise

Cu

sto

mer

Fo

cu

sed

In

no

vati

on

Access Equipment Defense Fire & Emergency Commercial

11/2/2017 Oshkosh Corporation Overview

MOVING THE WORLD AT WORK

Oshkosh L-ATV is JLTV Anything Else is Something Less

Named winner of intensive competition

on August 25, 2015

Program requirements of ~55,000

vehicles over 20+ years

– Oshkosh initial contract valued at $6.7B

for ~17,000 vehicles over 8 years

– Value is ~$30 billion over 20+ years

– Gradual ramp up to full-rate production

Highly protected, extreme mobility,

affordable

Significant international interest

Introduction into light-tactical vehicle

market

11/2/2017 Oshkosh Corporation Overview 4

Manufacturing Pipeline A Community Engagement Approach

Lorinda F. Lewis, Ph.D.

The Problem

Skill Gap

2M

700K new

jobs due

to

expansion

Economic Outlook

“Full

Employment”

in 1/3 of US

metro areas

Reshoring Continues

to Grow

Bureau of Labor Statistics (2017). News release USDL-17-1068 Deloitte. (2016). Skills gap in the US manufacturing industry, 2015-2025.

3.4M

Jobs

10 Years

4.4% Unemployment

Millennials

40%

Millennials

seek

“White Collar” careers

Recruiting Outlook

25%

Low

Pai

d

Pro

fess

ion

70%

Co

llege

Pu

sh

Castellano, S. A makeover for manufacturers. Talent Development, 14.

Anonymous. (2016). Parents have misconception of manufacturing careers. Industry Week

2025

70%

91%

2 year plan

Perception 10K

Boomers

Retire

each day Diversity

Tools Available

Outreach Programs • Youth • Women • Veterans

Certification Programs

Women's Outreach Programs

Scholarship Programs

Veteran Hiring

Programs

Tailored Certification

Programs

Internships Scholarship Programs

Technical College

Partnerships

Job Placement Programs

Internships

Youth

Groups

Oshkosh Organization “Agencies”

Lots to Consider

Strategy

Referral Bonus

Programs

Feed Forward Teams

Community Relations

Hoshin Kanri

Employee Resource Groups

Improvement Priorities

Annual Targets Objectives to Improve

Breakthrough

Objectives

D&I

Campus

Relations

Talent Acquisition

Union Reps

Talent Development

Recruiters

Job Fairs

Are you leveraging these?

Updated Standard

Work

Reverse Mentor

& Harvest

Knowledge

Define Categories

Heat Map

Risk Areas

Analyze Departure

Risk

Department

Process Step

Process Step

Process Step

Risk Analysis by Position/Process

Characteristics of a Knowledge Harvesting and Management System. (2013). TechTrends: Linking Research & Practice to Improve Learning, 57(2), 26-32. doi:10.1007/s11528-013-0642-4

Internal Resource

Alignment

Target Deliberate Activities

Define Roadmap

Targeted Populations

October November December January February March April May June July August September

X

X X

X X

X

X X

X

X X X

X

X X

X X

X X X

X

Team

B

Team

C

Team

D

Team

E

FY2018

Q1 Q2 Q3 Q4

DiversityIdea 1

Idea 2

Idea 3

YouthIdea 1

Idea 2

Idea 3

Talent Pipeline

Team

A

Non-ProfitIdea 1

Idea 2

Idea 3

VeteranIdea 1

Idea 2

Idea 3

Collective Impact

WHAT: A shared desire for all people in

Northeast Wisconsin to be self-sufficient and

able to participate fully in the life of the

community.

HOW: POINT will use continuous

improvement to strengthen existing poverty reduction

efforts, address service gaps, and measure our progress on reducing

the percentage of people living poverty in Northeast Wisconsin.

hub

Feeding America

Boys & Girls Club

ADVOCAP Food

Co-Op

United Way

Fit Oshkosh

Others

Habitat for Humanity

Community Agencies

Salvation

Army Food

Pantry

Collective Impact Framework

Shared

Measurement Common

Activities Communication Shared

Agenda

Backbone Organization

Kania, J. & Kramer, M. (2011). Collective Impact. Stanford Social Innovation Review, Leland Stanford Jr. University.

Shared Agenda & Measures

Reduce Poverty

Family Support & Connectedness

Health & Wellness

Education Economic Stability

Shared Agenda & Measures

hub

Feeding America

Boys & Girls Club

ADVOCAP Food

Co-Op

United Way

Fit Oshkosh

Others

Habitat for Humanity

Community Agencies

Salvation

Army Food

Pantry

Reduce Poverty

United Way

Salvation Army

Feeding America

Boys & Girls Club

Food Pantry

ADVOCAP

Food Co-Op

Community Organizations

Alignment

Feed Forward Teams

External

D&I

Campus

Relations

Talent Acquisition

Union Reps Talent

Development

Recruiters Job Fairs

Internal

Collective Impact Framework

Shared

Measurement Common

Activities Communication Shared

Agenda

Backbone Organization

Kania, J. & Kramer, M. (2011). Collective Impact. Stanford Social Innovation Review, Leland Stanford Jr. University.

Talent

Pipeline

Talent Acquisition

Campus Relations

Company Executives

Suppliers &

Customers

Diversity & Inclusion

Union

Reps

Employee Resource Groups

Community Organizations

Internal Alignment

Tailored Certification

Programs

Internships

Community Programs

Talent

Pipeline

HR Team

United

Way

Boys & Girls Club

Community Foundation

Veterans Organizations

College Administrators

Other Companies

Community Organizations

Exernal Alignment

Find Collective Impact

Find Your Collective Impact

Questions? Lorinda F. Lewis, Ph.D.

- Think differently about your approach

- Offer a new idea