final report part 1 june 1nald -...

SESSION RECAPS

March 6

Room Constable Brighton Lord Byron Kensington

10:15-11:45 Boeing Canada CME BC SK Tourism Education Council

Loewen

13:00-14:30 Syncrude/Keyano Tataskweyak Cree Nation Nisichawayasihk Cree Nation

Keyano College Loewen

14:45-16:15 Boeing Canada CME BC SK Tourism Education Council Prescription for

Learning

March 7 Room Constable Brighton Lord Byron Kensington

09:00-10:30 Syncrude/Keyano Tataskweyak Cree Nation Nisichawayasihk Cree Nation

Keyano College Prescription for Learning

Expo 06: WWestnet’s Essential Skills Expo Final Report and Resource Guide WW

Boeing Canada Technology

Teaming in the Factory and Deaf Literacy – Herman Hansen (Brief Program Overviews)

Herman Hansen, Manager, Training and Development at Boeing Canada Technology (BCT) provided an overview of essential skills initiatives at Boeing including the Deaf Literacy program and Teaming in the Factory.

Boeing Canada has a long and respected history of hiring deaf employees. When it was discovered that these workers were experiencing difficulties with document navigation, it was decided (with support from the NLS and the Manitoba Government) that a video should be made – but one aimed entirely at the needs of its deaf audience. This resulted in an award winning production that uses no voiceovers (American Sign Language only).

Teaming in the Factory is an emerging initiative. It was inspired by employees’ requests for greater input into decisions that affect their work, including ways to improve their work and processes. BCT determined that, in a high performance workplace such as that at Boeing, where processes and skill requirements change regularly, adequate Essential Skills levels are critical to successful employee involvement. Herman explained the roles of the various stakeholders, including management and the union, in bringing this new program to fruition.

Mature Student Diploma – Shannon MacFarlane and Peter Handford (Main Workshop)

This workshop took participants on a journey from the beginning right through to sharing the successes of the first group of high school graduates in this workplace project. Stakeholders, partnerships, funding, government, adult learning centre, sector council group, union, management buy in and, most importantly, the learners, were all discussed. To date, 10 Boeing employees have graduated with their high school diploma (MSD) and another 10 are slated to celebrate their graduation in June 2006. Delegates learned how it was done, lessons learned in the process, and many responded in their evaluations that they felt inspired by hearing about the program. Participants also had the opportunity to meet Peter Handford, one of the MSD participants, in person and to hear his inspiring tale which is included in this review.

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WW Final Report and Resource Guide Expo 06: WWestnet’s Essential Skills Expo

Slide Slide 01 02

Detailed customer knowledge and focus Large-scale systems integration Lean enterprise

Run healthy core businesses Leverage strengths into new products and services Open new frontiers

Leadership Integrity Quality Customer satisfaction People working together A diverse and involved team Good corporate citizenship Enhancing shareholder value

Slide Slide 04 03

About Us • Wholly-owned subsidiary of the Boeing Company • Tier I Partner to the 787 Program • Tier II / III Supplier to major commercial airplane

programs – – 737 Next-Generation – 747 – 767 – 777 – Propulsion Systems

• Third party customers include Alenia, KHI, Vought Aircraft Industries and Spirit AeroSystems

Slide Slide 05 06

About Us Corporate Structure Larry Leiter

Director, Business Dev & Engineering • Began operations in 1971 building 747 Fixed James McNerney

Chairman & CEO Hugh Dickinson Trailing Edge Panels The Boeing Company Director,

Quality Assurance

Alan Mulally • Steady growth in work statement and complexity Kelly Slater President& CEO Director, SM&P

Commercial Airplanes – Today:

Carolyn Corvi Rick Jensen • 1000 employees Vice President & General Manager 787 Program Airplane Production Manager

• Four main product areas: Stan Lazar

– Thrust Reverser Blocker Doors Ross Bogue Director, Business Vice-President, Fabrication Division Management – Engine Strut Fairings

Ed Enns – Wing to Body Fairings Mark D. Ross Director,

– Miscellaneous Complex Composite Details and Assemblies Structural Composites Manufacturing Winnipeg Division

Vacant Director, HR / SHEA / Communications

16


07 Slide

Slide 09

Slide 11

Boeing Canada Technology Winnipeg, Manitoba

Aeroinfo Systems Richmond, British Columbia

Boeing Aerospace Ottawa, Ontario

Location

Slide 08

Products • Thrust Reverser Blocker Doors

– 737NG – 747 (PW 4000) – 767 (PW 4000) – 777 (PW / RR / GE)

777 Thrust Reverser Blocker Door

Products • Wing to Body Fairings

– 737NG – 747 – 787 (Tier I Partner)

787 Wing to Body Fairing

Slide 10

Products • Engine Strut Fairings

– 737NG – 747 (Aft) – 767 – 777

737NG Engine Strut Forward Fairing

737NG Engine Strut Aft Fairing

Our Evolution • Yesterday:

– Low complexity flat composite panels • 747 Wing Fixed Trailing Edge Panels

– Secondary structure – Build to print – Batch production

• Today: – High complexity composite parts and sub-assemblies

• Engine Strut Fairings, Thrust Reverser Blocker Doors – Design authority for 787 Wing to Body Fairing and Main Landing

Gear Door – Move toward primary structure (Shear Ties) – Lean production system

Slide 12

Demographics – Represented

20.94

0.73

27.99

22.44

18.42

47.77

29.73

34.56

66.56

0 10 20 30 40 50 60 70

Salary

Service

Age

Max

Average

Min

17


Slide Slide 13 14

Winnipeg 2006 Initiatives Demographics GROWTH • Successfully implement rate increases

Other - 53% Female - 20% • 787 Start-up • Begin 747-8 product development

People with Disabilities - 4%

PRODUCTIVITY •Continue implementing the Boeing Production System

•Factory of the Future Visible •Advanced inspection methods (SI&A/SPC) Minorities - 21% •HMS-CAPP shop floor

•Finance and SM&P transformation Aboriginal - 2% •Increase employee involvement and engagement

•Develop gain sharing program •Assume engineering responsibility for certain products

Slide Slide 15 16

iWork ng WithPeople Plan The Business Case for EI

Others

• Improved Competitive position Vision Strategy Goals • Aligned with corporate strategy

• Supports our factory of the future – cells • Employee Opinion Survey

1. A skilled and 1. To rank in the top 50 • Hewitt Survey motivated companies to work “To be the for in Canada withinteam 3 years. • Supports Lean (LMA) employer of 2. Leadership 2.2. WWiinn tthe Frhe Fred

Mitchell AwaMitchell AwardInfrastructure • Clear link between EI and business results choice in 3.3. ToTo raannkk in the toin the top3. Premier work quarrtile off tthqua tile o heeCanada” MayMayfflloowweerr GrGrououpenvironment • Supports our national Workplace Skills Strategy

wiwitthhiinn 33 yyeeararsand lean • Union support organization

Slide Slide 17 18

Employee Satisfaction Index Top EOS Challenges • Industry Average 64 • Satisfied with involvement in decisions that

affect my work • BCA 2005 60 Participation

66.4% (Ç 6.8%) • Mgr. encourages action without waiting • Fab. Div. 53 •604 paper

•39 electronic • Work group teams with other groups and • Winnipeg 2004 57 orgs. • Winnipeg 2005 62 (+5%) • Authority to make decisions that affect my

work • Satisfaction with recognition

18


Slide Slide 19 20

Lean Journey Lean Manufacturing Assessment Element 2003 2004 2005

Leadership 3.22 3.51 3.08 LEADERSHIP & MANAGEMENT

Factory 2.41 3.08 3.28 CULTURE Teams 1.59 2.18 2.41

Inventory & 3.05 3.27 2.75 Factory Organization EMPOWERMENT & TEAMS

Supplier C C

Mfg. Process 2.27 2.96 3.06 U U L L T T U CONT NUOUS PROCESS MPROVEMENTI I U Continuous 2.65 2.91 3.20 R CPI R E EImprovement

Culture 3.50 3.75 3.25 MANUFACTURING PROCESS INVENTORY & SUPPLIERS

CULTURE

Total 2.67 3.09 3.01

Bottom Line Performance

Slide Slide 21 22

Literacy In Business Workplace Education Manitoba Root Cause Analysis

National Literacy Secretariat COORDINATION Company Funds 100% of Quality WORKFORCE Manitoba Instructor’s Salary Corrective Action Board (NLS)

Or Certification Training

Cost Self Inspection Funding goes to Workplace NLS PROVINCIAL

Financial Reporting Education Manitoba Steering Committee

Development Development Literacy Lean Delivery Limited Provincial Success Customer Awareness Funding Available to Organizations

Promotion Delivery Safety Education Committee pays

Consultant hired to Safety Personal Safety conduct study Marketing Monitoring

Employee Involvement Monitoring Evaluation

Morale Communications

Industry Awareness Workplace Projects Program Delivery

Slide Slide 23 24

Essential Skills Building on Essential Skills • Needed for work, learning and life • Provide foundation for learning all other skills SKILLED TEAM Skilled • Enable people to evolve with their jobs and adapt to workplace change Team

• Government of Canada champions nine Essential Skills – Literacy relates to productivity, GDP TRAINING Course On the

Work Job • There are nine Essential Skills used in nearly every occupation andthroughout daily life in different ways and at different levels of complexity :

COMPETENCY Knowledge Skill Ability – Reading Text

– Document Use – Numeracy Working Continuous Thinking Computer ESSENTIAL SKILLS

With – Writing Others Learning Skills Use – Oral Communication – Working with Others Reading Document Numeracy Writing Oral – Continuous Learning Text Use Comm. – Thinking Skills – Computer Use FIT GAP TOWES ESA PLAR

19


Slide Slide 25 26

Working Together Working Together • 4 levels of complexity • Participate in formal discussions about work

processes or product improvement. • Level 4 – Work as a member of a team • Have opportunities to make suggestions on

• Participation in Supervisory or Leadership improving work processes. Activities – 12 functions • Monitor the work performance of others.

• Key is driving decision making to the • Inform other workers or demonstrate to them lowest level how tasks are performed.

• Several apply to team development • Orient new employees. • Make hiring recommendations.

Slide Slide 27 28

Working Together Essential Skills Funding • Make hiring decisions. • Funding is available for workplace projects

which focus on the development of the 9 • Select contractors and suppliers. essential skills • Assign routine tasks to other workers.

• Fits in nicely with our strategy of employee • Assign new or unusual tasks to other involvement, engagement and teaming workers. • Met with the Federal Government on several

• Identify training that is required by, or occasions to discuss potential partnership would be useful for, other workers. • Submitted proposal and was approved in

• Deal with other workers' grievances or October 2005 complaints.

Slide Slide 29 30

Timeline – Our EI Journey Charter a Team

Nancy Duresky EI Workshop for Leaders

PILOT Enabling Language How Often do You

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Wash a Rental Car? EOS / LMA Results

C-17 Visit Lean Journey Begins; Employee Involvement Philadelphia Lean Conference through Improvement Canadian Federal Government Funding Activities

BGEEIT Conference

20


Slide Slide 31 32

Deliverables Selection of a Consultant • Understand and document Winnipeg site • RFP was sent out – 3 responses

employee involvement requirements • Consultant was selected in January 2006 • Develop as site-wide EI vision • Project parameters • Select a consultant to assist, based on project – Assist Winnipeg Division to develop customized EI parameters model • Determine expectations (roles and – Conduct gap/needs analysis (systems & culture)

responsibilities) for Leadership team and team – Develop plan to address gaps members – Develop training and tools • Identify target area to pilot – Conduct training for pilot area • Develop implementation plan and schedule

Slide Slide 33 34

Site Requirements • Incorporate in Business Plan • Determine Leadership Responsibility, Roles and Support • Communication Plan • Review Policy, Procedures, Work Systems etc. • Research Best Practices and Ideas • Review fit with Factory of the Future, Lean • Review Rewards, Recognition & Compensation • Determine Metrics • Determine External Support & Resources • Determine Internal Support & Resources • Determine Team Rules & Norms • Training

Slide Slide 35 36

EmpEmplloyoyee Invoee Inv olvl eemment Coonent C ttinuuinuum

Next Steps Leadership Team Review

Consultant Selection Work Redesign Employee Input And Goal Setting

PILOT AD HocDirective Command Task Forces Team Based Organization

Steering Committee Formed Training

Dec 05 Nov 06

Autocratic Authoritarian Participative Self Organizing Systems Management Decision Making

Selective Gap Analysis Information

Sharing Problem Semi -Autonomous

Solving Teams

Groups

21


Stage 4

Managem nt of Daily eam Act i e

S age 3 ocalrequ remen s

S age 4 ocal requ rementst

t

Slide Slide 37 38

Team Empowerment Journey

Stages of Development for Teams & Managers

Team Formation Team Building Collaboration HighPerformance

Team Empowerment of Daily Activities

Team Empowerment of Daily Activities

Stage 2 Stage 3Stage 1

The Boeing 4-Stage Team Empowerment Model

Directing Coaching Supporting Delegating

e T iv ti s

Management of Daily Team ActivitiesOverall Management Activities Continue

Side-by-Side Leadership

The team forms, understands the EI process, and develops team charter

Overview:

EI Journey

Training Elements

Business goals

Local EI requirements (TBBI, Empowerment Plans, etc.)

Team schedules and holds meetings

• Team charter

• Regular meetings/agendas

• Team leader identified

• Foundational Training elements completed, i.e.: • Intro to EI

• Case 4 Change

• Team Formation Roles

•Team Charter

• Effective Meetings

• Brainstorming

• Lean Basics

The team collaborates with suppliers and customers, teams and stakeholders and is making improvements

Team is utilizing data and feedback external to the team (i.e. suppliers, customers, surveys, etc.)

Team identifies additional areas for improvement

Team monitors performance with internal measures and customer measures

• Evidence of internal and external measures showing performance improvements

• Team develops action plans reflecting Boeing survey data

• Evidence of team-based improvements

• Min.15 training elements completed, i.e.:

• l i t

The team understands internal issues, data and processes as applied to their work and is making improvements by action plans

Effective Team meetings documented (records maintained)

Begin reviewing internal data and processes

Team identifies and starts working Team-based improvements

• Evidence of team meetings and agendas

• Team demonstrates the use of internal metrics

• Team using action plans for improvements

• Min. 10 training elements completed, i.e.:

•Stage 2 local requirements

The team runs day to day business using EI, Lean, and other continuous improvement approaches/tools to ensure consistent performance, with minimal supervision

New team members and managers are quickly assimilated

Work is being performed to standard work documentation or processes and teams can measure compliance to plan or office process

Team consistently meets or exceeds performance and quality goals

Teams can identify bottlenecks in value stream and implement improvements toward a balanced line or office process

•Maintain 33% of team member composition

•Annual assessments validate high performance

•Completed team portfolio

• Team is benchmark capable

• Teams utilizing team data process (i.e., electronic team boards)

• Advanced training elements completed, i.e.:

• l iIMP/IMSIMP/IMSEMPOWERMENTEMPOWERMENTExit Criteria / Sustaining Criteria

Team Formation 1 2

3 4

• Building collaborative environment

• Team Communications • Decision Making •Team Member Influence • Problem Solving • Group Dynamics

• Lean Events/Value Stream Mapping

• Diversity • Empowerment

• Coaching • Leadership • Team Conflict

• Safety

• Financial Management

• Strategic Planning

• Performance Measurement

•Goal Setting

• Advanced Improvement Techniques

•Comparative Analysis/Benchmarking

Revised 1/10/06

• Stage 1 local requirements

Employee Involvement 4 Stage Team Maturity Model – Team Outcomes

Team Building

High PerformanceCollaboration

Slide 39

Team Training Index •Orientation - This is the beginning of the training process. At this time, the team and EI focal point meet to give an overview of the EI process and how it can benefit teams.

Part I

•Customer Advocate - Developing a heightened awareness of customers' needs, and a strong desire to ensure their needs are met - consistently and completely. Trainer - Showing a willingness to train and support other team members by sharing knowledge, skills and abilities. Resource - Continually striving to increase knowledge and applying it to the work place.

Part II

•Skilled Worker - Obtaining the necessary technical, administrative and interpersonal skills to be effective on the job. Team Player - Working and communicating with other team members and business associates. Decision Maker - Being able to gather, understand and use information to make decisions that positively impact the team. Problem Solver - Identifying and correcting problems as they occur in the workplace.

Slide 41

Team Training Index Module 7 Goal Setting and Measuring Results - Establishing team objectives and mechanisms to quantify performance.

Module 8 Giving and Receiving Feedback - Helping team members succeed by giving timely feedback, sharing information, demonstrating new skills, and reinforcing desired team behaviors.

Module 9 Facilitating Groups - Improving team performance through attention to team tasks and processes.

Module 10 Team Problem Solving - Forming common processes for sorting through problems and jointly creating practical and innovative solutions.

Module 11 Tools For Problem Solving - Determining the problem solving strategy that makes the most sense for business issues the team is facing.

Module 12 Planning For Action - Developing plans to achieve results by focusing team energy on involvement and commitment

Slide 40

Team Training Index Module 1 Creating a Team Charter - Developing a clear team purpose with well-defined roles and expectations.

Module 2 Using Principles, Guidelines and Boundaries - Creating a team environment with enough freedom for creativity and enough organization to accomplish the task at hand.

Module 3 Making Group Decisions - Making timely, high-quality team decisions that foster the commitment to take action.

Module 4 Building Customer Relationships - Building strong and continuously improving relationships with customers in order to consistently meet and exceed their expectations.

Module 5 Working With Suppliers - Creating mutually beneficial relationships with suppliers which ensure that costs, quality and technology are optimized.

Module 6 Holding Effective Meetings - Making meetings a productive tool to help the team improve both its products and its processes.

Slide 42

Team Training Index Module 13 Team Communication Basics - Establishing skills and techniques to enhance team members' ability to express their views and understand the view of others.

Module 14 Building A Collaborative Team Environment - Forming the foundation for team success.

Module 15 Managing Team Conflict - Tackling conflict head-on to allow it to become a source of team strength, learning and creativity.

Module 16 Team Member Roles and Responsibilities - Clearly defining expectations of each team member to most effectively accomplish team tasks.

Module 17 Managing Team Performance - Recognition of a team's and individual team member's contributions toward meeting customer expectations.

Module 18 Selecting Team Members - Utilizing an entire team to select the right person for an open position.

22

Slide Slide 43 44

Team Training Index Module 13 Team Communication Basics - Establishing skills and techniques to enhance team members' ability to express their views and understand the view of others.

Module 14 Building A Collaborative Team Environment - Forming the foundation for team success.

Module 15 Managing Team Conflict - Tackling conflict head-on to allow it to become a source of team strength, learning and creativity.

Module 16 Team Member Roles and Responsibilities - Clearly defining expectations of each team member to most effectively accomplish team tasks.

Module 17 Managing Team Performance - Recognition of a team's and individual team member's contributions toward meeting customer expectations.

Module 18 Selecting Team Members - Utilizing an entire team to select the right person for an open position.

Slide Slide 45 46

Maximizing the Team-based Environment

How Often do You Wash a Rental Car?

You don’t. Only when you own a car, are you motivated to maintain it.

Slide Slide 47 48

Workplace Math For Deaf Deaf Employees Learners • Award-Winning Video Series (3 videos) • First of its kind to use ASL entirely • Respectful of Deaf culture • Utilizes Deaf instruction & learning style • Builds math skills sequentially • Companion to math curriculum • One of Six Essential Skills Products • Computer training with ES embedded


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Slide Slide 49 50

Interacting with Deaf EmpInteracting with Deaf Emplloyoyeeees Interacting with Deaf Employees

EffEffeective Learninctive Learning

CoComprehehendingmpre ndin WorkplaccWorkpla eeDocumentsDocuments

Workplacce MaWorkpla e Math

Essential SkilEssential Skills

Slide

AssessmentAssessment

Slide 51 52

Slide

Effective Learning

Slide

Comprehending Workplace Documents

53 54

Workplace Math Essential Skills Assessment

4 / 6 1 5

24


Slide Slide 55 56

Positive Spin-offs •• EmployeEmp eloyees succcessfullys su cessfull y chchallealle nnggee

mandatory traimandator trainniinng •• Breaks dowBreaks do wnn barrierbarrierss toto access othaccess otheerr

trainitrainingng •• Emplloyees feelees feel respEmp oy specre ectedted and va and valluueedd in in

the wthe woorkrkppllacace •• CompanyCompany andand uniio un on cn co--operate oo nperate on

shared divshared di veersrsity ity gogoaalls

Herman Hansen

25


01 Slide

Slide 03

Slide 05

Boeing Canada Winnipeg Division Mature Student Diploma

Herman Hansen

Training & Development Manager

Presentation to the WWESTNET Conference March, 2006

Our Vision: “A world leader providing advanced composite structures for aerospace customers”

Winnipeg Division � Began operations in 1971 producing

747 Wing Fixed Trailing Edge Panels � Steady growth in work statement

and complexity � Today:

� 1033 employees � Four main product areas

� Thrust Reverser Blocker Doors

� Engine Strut Fairings � Wing to Body Fairings � Misc. Complex

Composites Details and Assemblies

Location

Vancouver

Slide 02

Slide 04

Slide 06

Mature Student Diploma Overview of Presentation

1. Overview of Boeing Canada 2. What is a Mature Student

Diploma 3. The 9 Essential Skills 4. Education Requirements 5. Program Partnerships 6. How the program got started 7. Program Structure 8. Keys to success 9. Benefits to the Company 10. Benefits to the Employees.

Corporate Structure � Wholly-owned subsidiary of the

Boeing Company � Tier I Partner to 787 Program � Tier II / III supplier to major

commercial airplane programs- � 737 Next-Generation � 747 � 757 (Out of Production) � 767 � 777 � Propulsion Systems

Winnipeg Division Skilled and motivated team: � Successful CAW Negotiations � Employee Engagement � Organizational Development Detailed Customer Knowledge and Focus: � Transition Business Model to Profit Centre � Pursue “Targeted” 3rd Party Work � Valued Relationships Market-driving Products and Services: � 787 Product & Process Development � Expand use of New Technology � Manage our Technology Roadmap Quality and Productivity � Execute our plan to meet QCDSM Targets � Support our Customers’ cost reduction

initiatives � AS9100 3rd Party Certification- Engineering � Transformation/Factory of the Future � Continuous Quality Improvement

26


Boeing Canada Mature Student Diploma

Slide Slide 07 08 What Is A Mature Student

Diploma? ¾ High School graduation equivalent ¾ Admission to University or College ¾ May obtain credits through 1- In Class Study 2 - Formal/informal learning 3 - Prior learning assessment and recognition (PLAR) 4 - Recognition for credits from foreign institutions

Slide Slide

5 - Special language exams The 9 Essential Skills

09 Reading Text: In the workplace, you read texts such as: notes, letters, journals, reports and/or forms.

10 Writing: In the workplace, you write: notes, letters, memos, directions, logs, reports and/or minutes

Using Documents: In the workplace you use documents such as: charts, tables, sketches, blueprints, Codebooks and diagrams.

Numeracy: In the workplace you use forms of numeracy such as: estimating, calculating

Oral Communication: In the workplace you use oral communication to: take messages, seek information, facilitate groups, exchange opinions, negotiate, comfort persuade and/or instruct

Slide and/or measuring.

Slide 11 12

Working With Others: In the workplace, you work: independently, with partners, as a team and/or as a team leader

Computer Use: In the workplace you: operate computerized equipment, use word processing, send e-mails, create and/or modify spreadsheets.

Thinking Skills: In the workplace thinking skills include: problem solving, decision making, organizing, use of memory and/or finding information

Continuous Learning: In the workplace you: engage in continuous learning through regular work activities, re-certification and other training both on and off site

27


Slide Slide 13 Department of Education 14 Department of Education

Requirements: Requirements:

EIGHT HIGH SCHOOL COURSES ARE ¾ 4 other credits from any high school/any REQUIRED TO COMPLETED THE MSD level

� Prior learning assessment and ¾ 4 must be Grade 12 recognition ¾ 1 must be Grade 12 English � Aerospace special credit ¾ 1 must be Grade 12 math � Transfers from foreign schools ¾ 2 other courses must be Grade 12

credits

Slide Slide 15 Program Partnership 16 Program Partnership

¾ Boeing Canada Technology (Winnipeg ¾ Adult Language Training Branch, Division) Manitoba Department of Labour and

¾ McLeod Adult Learning Center Immigration ¾ Murdoch McKay Collegiate ¾ Adult Learning and Literacy, Manitoba ¾ Workplace Education Manitoba, Industry ¾ Department of Advanced Education and

Training Partnerships – Project Training Coordinator Shannon MacFarlane ¾ Manitoba Aerospace Human Resource

¾ Manitoba Department of Advanced Committee Education and Training

Slide 17

How The MSD Program Got Started Slide 18

How The Program Got Started At Boeing

Prior to 1997 grade 12 completion was not a ¾ In the fall and winter of 2003/04 there condition for employees to join Boeing Canada. Today we have a large immigrant population with an average of 18 years of service and an average age of 46. Being committed to continuous improvement and life long learning for our employees two years ago we partnered with the Manitoba Immigration Integration Program and set up an English at Work Program. We have been doing essential skills since 1998

was an overwhelming interest from our employees for high school credited courses

¾ In early 2004 a survey was sent to all employees to see what training/courses were needed.

¾ A meeting was held with the senior managers, managers, union and

(approx 7 years) and have been pursuing and employees to discuss options. developing programs with our employees every ¾ Met with McLeod Learning Centre (high year. We also have a population of 25 deaf employees with unique literacy issues as well

school credit granting institution)

28


Slide 19 Phase 1 - Technical Writing and

Slide 20 Phase 1

Communication: Winter-Spring 2004 ¾ Determine specific course offering and

¾ Communicate with employees to recruit for MSD program

¾ Meeting with Adult Learning Centre Director to interview potential candidates

¾ Interviewed 30 employees to discuss background as well as long and short term goals.

prior learning opportunities 4 Technical Writing and

Communications (Grade 12 English) 4 English as a Second Language

Learners required CLB (Canadian Language Benchmark test) to determine English Level of immigrants

4 18 weeks, 5 hours per week 4 Off hours: 3:30 – 6:00 PM twice a

Slide 21

Slide 22

week

Phase 1 ¾ Work with McLeod Adult Learning

Phase 1

Centre and identify qualified adult educator ¾ Continuous liaison with McLeod Adult

¾ Arrange for on-site classroom Learning Centre, Boeing employees and ¾ Have a discussion with teacher adult educator

regarding curriculum and course content ¾ Tutoring required for some learners ¾ 50% Boeing content to foster ¾ Celebration of course completion with

interest/relevancy and transfer of learning

Boeing Managers and Senior Managers

¾ Investigate partnership funding – Provincial Government (Advanced Education and Training Industry Training Partnerships) contributed 50% of course

Slide 23

cost

Slide 24

Phase 1 Phase 2 – Prior Learning Assessment Recognition (PLAR)

¾ Total cost is approximately $7000 which ¾ Prior learning assessment for Grade 12 includes: Management course � Development and delivery ¾ Work with McLeod Learning Centre to � Teacher travel identify and contact content expert � Administration fee ¾ Review resumes and training records of � Books and materials potential candidates � Refreshments for learners ¾ Meet with chosen learners and content

expert to assess prior knowledge and conduct interview

29


Slide Slide Phase 2 Phase 2 25 26

¾ Question/answer/discussion period to determine does prior experience and ¾ Ongoing opportunity for learners to self-knowledge satisfy course outcomes assess and fill gaps by completing

¾ Credit was granted to all 5 learners that specific assignments and obtain a credit had been identified as potential ¾ Investigate funding/partnership for PLAR candidates Credits

¾ This process satisfied the requirements ¾ Provincial Government (Advanced of the Mature Student Diploma for 1 of 2 Education and Training Industry Training OTHER than grade 12 credits (not Partnerships) agrees to pay for PLAR including math and English) Credit

¾ Cost: $50 per employee per credit

Slide Slide Phase 3 27 28

¾ Immigrant candidates eligible to write Phase 3 – Special Language special language exam

Exam On Going ¾ May obtain Grade 12 credit ¾ Satisfies requirement of MSD for 1 or 2

OTHER Grade 12 credits (not including math and English)

¾ Province of Manitoba provides opportunity for Special Language Exam for anyone who speaks 1 or more of 69+ different languages

Slide Slide Phase 3 Phase 4 29 30

¾ This is an ongoing opportunity for all Consumer Math Fall 2004 MSD recruits ¾ Communicate with employees for further

¾ Language exams take place in the fall recruitment of potential candidates and spring of every year ¾ Solid retention rate of learners already

¾ The cost is $55 per candidate living enrolled outside of the school division ¾ Decision to offer a required course: catchments area – Paid by Boeing MATH

¾ There is no charge for learners living 4 Three options for Grade 12 Math within the catchments area

30


Phase 5 – First Mature Student Diploma Graduation January

2005

Slide 31

Phase 4 ¾ Consumer Math course most relevant to

Slide 32

Phase 4

workplace/learner relevance and transfer of learning

¾ Work with McLeod Learning Centre to

¾ Arrange for on-site classroom ¾ 18 weeks: 6 hours per week ¾ Off hours: 3:30 – 6:00 PM twice a week

identify math content expert/adult educator

¾ Discuss the content and curriculum with the teacher

¾ 50% is Boeing content to foster interest/relevance and transfer of

¾ Ongoing liaison with math teacher ¾ 12 learners completed the course ¾ Received 50% Funding from Manitoba

Aerospace Human Resource Coordinating Committee (MAHRCC)

Slide

learning

Slide Phase 4 33 ¾ Total cost is approximately $7000 which

includes: 4 Development and delivery

34

4 Teacher travel 4 Materials and Supplies 4 Administration fee 4 Refreshments for learners ( it is not

reasonable to expect learners who have been working for 8 – 10 hours to be alert, awake and focused without some substance. Late afternoon classes featured sandwiches and fruit. Muffins and coffee were served on Saturday

Slide 35

mornings Slide

36 Phase 5 ¾ Boeing employees satisfied all MSD

Phase 6 Winter and Spring 2005

requirements 4 Technical Writing and ¾ Further recruitment or potential

Communication – Grade 12 English candidates via e-mails, word of mouth, Winter 2004 discussions with managers and attending

4 Management – Grade 12 Summer crew meetings 2004 ¾ Interviews with all potential candidates

4 Special Language Exam – Grade 12 to discuss long/short term educational Fall 2004 – Cantonese, Polish and goals and enrolment in MSD Program Spanish ¾ Meetings with McLeod Adult Learning

4 Consumer Math – Grade 12 Fall 2004 Centre where a decision was made to 4 4 other required credits (not grade offer 2 MSD courses

12) were granted through PLAR Recognition of credits obtained in other countries

31


Slide 37

Phase 6 Slide 38

Phase 6

¾ Request from union to offer courses on ¾ Computer Room was equipped with 8 Saturdays since some learners are more computers in order to offer Grade unable to attend after work 12 Computer course and security

¾ Meet with McLeod Learning Centre to clearance for Computer Teacher through recruit adult educators the Information Systems Department

¾ Decision to offer the following: ¾ Held meetings with the teacher to ensure 4 Technical Writing and 50% Boeing content in course to ensure

Communications (Grade 12 – English interest, relevance and transfer of – required course) learning

4 Computer Software Applications

Slide 39

(Grade 12 optional course)

Slide 40

Phase 6 Phase 6

¾ Arrangements were made for on-site courses

¾ Total cost is approximately $7000 which includes:

4 Computer course: 18 weeks, 3:30 – 6:00 PM twice weekly

4 Technical Writing & Communications: 18 weeks,

4 Development and delivery 4 Teacher travel 4 Materials and Supplies 4 Administration fee

Saturdays 8:30 – 1:30 PM 4 Refreshments for learners 4 To include snacks and refreshments,

Slide 41

but not in computer lab

Slide 42

Phase 7 Spring 2005

Phase 7

¾ Decision was that they would need to ¾ PLAR (Prior Learning Assessment and

Recognition) for Applied Aerospace Technology credit

¾ Process

work with a vocational school for technical courses

¾ Met with principal of school and Aerospace Instructor at Murdoch McKay

4 Meetings with school division officials 4 Discussions as to current course

(vocational School) who both agreed to be involved in the PLAR process for

offerings and how we could help Boeing employees gain credit for

Applied Aerospace Technology (pre existing course)

several years work experience

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Slide 43

Phase 7 Slide 44

Phase 7

¾ Boeing employees are eligible to PLAR • Resume this course if they: • Boeing Training Record

• Boeing Job Description 1. Have completed Technical Writing and • HRSDC (Human Resource Skills Communications (Grade 12) Development Canada) Essential Skills

Profile of job 2. Submit a portfolio which includes: • HRSDC NOC (National Occupation

• Registration for Murdoch McKay Classification)

Slide 45

• Cover Letter

Slide 46

• Supervisor check-list

Phase 7 Graduation 2005

¾ Aerospace Instructor evaluates and grades portfolio for credit

¾ Celebration of completion 4 Computer Software Applications 4 Technical Writing and

Slide 47

Communications

Slide 48

Photo caption: Students and teachers celebrate the first

Phase 8 Fall 2005

graduation of 12 Boeing Winnipeg employees who earned their Mature Student Diploma.

¾ Continued recruitment of potential Front row (l to r): Brian Allarie, Danny Stimpson, candidates, resulting in 30 employees in Jim Handford, Allan Paul Dela Cruz, Frank the MSD program Czajka, Andrew Quang. Middle row (l to r): ¾ At present on site courses are filled with Darlene Cullimore of McLeod Adult Learning expected result of the next graduation Centre, Marilynne Keil Instructor, Kathy Moore Instructor, Janice Willows Instructor, Sandie

class of 10 more Boeing Learners by June 2006.

Brennenstuhl Instructor, Jose Marcial, Eduardo Solano, Pam Jonsson, Jeff Bilous, Rolando Mauricio, Andre Wiewiora. Back row (l to r):

¾ Continued opportunity to obtain PLAR Credit for Grade 12 Management

Shannon MacFarlane Boeing Training and Development, Dave Normandale Instructor, Phil McBurney Program Coordinator - McLeod Adult Learning Centre.

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Slide 49

Phase 8 Slide 50

Keys To Success

4 Learners can identify the gaps ¾ Identify champion of program with 4 Program is self directed expertise, knowledge and dedication 4 Learners complete assignments to fill ¾ Identify educational, credit-granting

gaps institution with understanding of 4 Gain credit

¾ Learners will continue to have options A Workplace training

for compulsory and optional MSD on-site courses at Boeing

A Adult Education

¾ There is also flexibility to take MSD

Slide 51

credited courses at any Adult Learning Centre in Manitoba

Slide 52 Keys To Success Keys To Success

A Prior Learning Assessment and Recognition (PLAR) ¾ Company support at all levels (senior

A ESL (English as a Second Language) issues

management, management, union etc.) ¾ Solid partnerships to provide: 9 Financial assistance

A Essential Skills 9 Advice ¾ Employee commitment to life-long 9 Networking opportunities

learning with tangible transferable 9 Information on best practices results 9 Ongoing support

Slide 53

Slide 54

9 Peer support

Program Benefits to the Company Program Benefits to the Employee

¾ Increased productivity ¾ Job specific course material ¾ Improved communication skills both

orally and written ¾ Prepares employees for foundation of

future learning ¾ Help employees get involved in the

business

¾ Greater job satisfaction ¾ Increase morale and self-confidence ¾ Positive example to co

workers/colleagues/family and friends ¾ Greater success in

workplace/home/community ¾ Anecdotal evidence of increased

performance and supervisors endorses MSD Program with overwhelmingly positive comments

¾ Human Resource Skills Development Canada (HRSDC) Essential Skills awareness/knowledge increases.

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