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MULTI-STATEADVANCED MANUFACTURING

CONSORTIUM20151001_v004_msamc_ideas_for_industry_college_collab_planning found in Resources by

the M-SAMC Multi-State Advanced Manufacturing Consortium www.msamc.org is licensed under a Creative Commons Attribution 4.0 International License.

Multi-State Advanced Manufacturing

Consortium

US DOL SPONSORED TAACCCT GRANT: TC23767

RELEASE DATE 10/01/2015

VERSION v 004

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PRIMARY DEVELOPER – M-SAMC Innovation Team 4; Spartanburg Community College

INDUSTRY & COLLEGE COLLABORATIVE

PLANNINGIDEAS FOR DEVELOPING A

COLLABORATIVE CURRICULUM TEAMUS DEPARTMENT OF LABOR

MULTI-STATE ADVANCED MANUFACTURING

CONSORTIUM

http://www.msamc.org/assets/20151001_v004_msamc_ideas_for_industry_college_collab_planning.pptx

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COORDINATION, COOPERATION, CAPABILITY AND CONNECTIONS

• The worlds of Industry & Academics have a “Gap” in expectations between graduates and employees

• This is a “Gap” in the knowledge and skills needed vs. knowledge and skills delivered

• Demographics & Technology are widening the “Gap”• The stakeholders need to be involved in defining the educational

future• This starts with identifying the stakeholders and training them in

collaboration skills• Next, this team must define the “present vs. preferred state” in

terms of knowledge and skill sets required in the workplace

BRIDGING THE GAP












IDENTIFY THOSE WITH VESTED INTERESTS

BRIDGING THE GAP IS A PROCESS – IT’S BEST TO HAVE A FULL TEAM AT THE

BEGINNING

WHAT IS EACH MEMBER’S INVOLVEMENT IN THE PROCESS?

EARLY INVOLVEMENT IN THE CONCEPT OF COLLABORATION

IDENTIFYING STAKEHOLDERS












BENEFITSFor Industry Stakeholders• Closer involvement with determining educational needs of

future employees• Plant models, diagrams

For College Stakeholders• In touch with emergent technology• In touch with “Current State”

IDENTIFYING STAKEHOLDERS: BENEFITS












ALL PARTICIPANTS... • Are committed to building a team relationship

• Approach the project as a volunteer

• Desire to contribute skills where it would benefit the team (do what it takes!)

• Are visionaries with diverse experiences and influence

• Work to broaden the impact of the project

• Are building solutions – “Bridging the Gap”

IDENTIFYING STAKEHOLDERS: STAKEHOLDERS BECOME A TEAM












• A leader needs relationship & task management skills• Creates a team atmosphere by:

• Defining the identity of the team (who we are)• Focusing on a goal• Celebrating progress together

• Leads by example of hard work• Open to and encourages new ideas and improvements• Recognizes that each team member has something to offer

and celebrates their contribution• Shares continued positive affirmations in regular

communication (meetings, email, etc.)

HOW LEADERS LEAD












• Builds social capital of team members• Commits to growth and development of the whole team• Commits to achieving the goal with excellence & style• Manages dialogue• Models collaborative behavior• Teaches “Heritage” relationships• Teaches growing and maintaining a person’s network of

relationships• Needs emotional intelligence• “Tunes in” to local concerns and challenges and offers timely

and valuable support

HOW LEADERS LEAD












• Frequent interactions (i.e. informal social gatherings, reception-type round table meetings)

• Frequent video conferencing is essential (i.e. Skype, Lync)• Recognizes & appreciates diverse opinions, perspectives• Enhances creativity• Appreciates others’ mutual interests, goals, and on-going

efforts

CREATES A MORE SOCIAL ATMOSPHERE












• Creates a social sharing community of teamwork and team meetings • Facebook

• Yammer.com• SharePoint

• Manages documentation• Taxonomy for storage and access of material (i.e. SharePoint, Dropbox)

• Reviews weekly process• Social Element• New Ideas• Top Ten List• Brown Paper Plan (10 Week CPI) (Narrative Driven)• Monthly Implementation Report• Quick Access to Help (free to ask for advice in meetings)

COMMUNICATING FOR SUCCESS












TRAINING MODULES• Performance-Based Objectives• Gap Analysis• Manufacturing Education Institute (MEI)• Collaboration in the midst of complexity (we don’t know

everything; we are on a journey of discovery)• Deconstructing and reconstructing a course• Developing and improving partnerships• Labor Market Intelligence (LMI) workshops and webinars (

example)

IMPROVING THE SKILLS OF TEAM MEMBERS






https://www.youtube.com/watch?v=E0JZ_3IXxLQ&feature=youtu.be







NEED EARLY DEFINITION AND TRAINING IN...

• Policy & Procedures• Financial Structure • Activity Reporting• Project Narrative • Deliverables• “Academic” Project Management (Collaborative vs. Chain of

Command)

STRUCTURING THE PROCESS












SOURCES

This slide presentation draws heavily on experiences obtained from the M-SAMC grant and the following sources:

• “Planning With Complexity” by Judith E. Innes and David E. Booher

• “Collaboration” by Morton T. Hansen – Harvard Business Review 2009

• “Collaborating Effectively” various writers for the Harvard Business Review 2011












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Multi-State Advanced Manufacturing

Consortium

US DOL SPONSORED TAACCCT GRANT: TC23767

RELEASE DATE 10/01/2015

VERSION v 004

PAGE 13 of 13

PRIMARY DEVELOPER – M-SAMC Innovation Team 4; Spartanburg Community College










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