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Understanding Millennials Lorinda F. Lewis, Ph.D. Operational Excellence in Manufacturing Dec 6-7, 2016
Transcript of Understanding Millennials - canadianinstitute.com€¦ · report Millennials leave faster than...
Understanding Millennials
Lorinda F. Lewis, Ph.D.
Operational Excellence in Manufacturing Dec 6-7, 2016
a. 1946 – 1964
b.
c. 1965 – 1979
d. 1980 – 2000
e. After 2000
Credit: Pew Research & US Bureau of Labor Statistics
Which birth years are associated with the
Millennial Generation?
Baby Boomers
Generation X
Millennials
Gen Z
a. 5%
b. 10%
c. 18%
d. 25%
Credit: Pew Research & US Bureau of Labor Statistics
The Millennial generation makes up
what percent of the world’s
population?
a. 15%
b. 20%
c. 30%
d. 40%
Pew Research & the Department of Labor Statistics
The Millennial generation makes up what
percent of the US workforce?
By 2020
Millennial Traits
Recruiting & Retention
54% Of companies
report Millennials leave faster than other generations
51%Of companies report the cost of training &
development is higher
Two Years
The average tenure of a millennial at a company
$15,000 - $25,000
To recruit & onboard a new millennial
91%Of Millennials report they
expect to stay in
a job about 3years
60%Of your millennial
employees are job hunting now
http:// millennialbranding.com/2013/08/cost-millennialretention-study
No defined career path
BoredNo purpose / passion
Work – Life Balance
Uninspired
Attitudes & Reasons They Leave
Traditionalist Boomer Xer Millennial
“work is duty” “live to work” “work to live” “live then work”
Job well done Money, status Freedom is reward Work has meaning
+
State of Manufacturing
State of Millennials
Manufacturing
Positions
Credit: Pew Research & US Bureau of Labor Statistics
2.7M positions created due to boomer retirements
10K boomers retire each day
700K new
positions created
annually
Perception of Manufacturing
Industry Best Practices
Manage Corporate KnowledgeArgote, L. & Ingram, P. (2000). Knowledge transfer: A Basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150–169.
Risk Analysis FINANCE
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
NameTitle
Process Step
Process Step
Process Step
Strategic Evaluation
1. Harvest knowledge2. Document findings3. Share as needed4. Keep updated
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
Career Path – Line of Sight
Manufacturing Day
http://www.mfgday.com/
Managing Perceptions
Operating System
INNOVATION DRIVES FORWARD
Leverage a Lean Operating System to Recruit and Retain
StaffPrepared for
Operational Excellence in Manufacturing
6 December, 2016
Lorinda F. Lewis, Ph.D.Senior Director, Continuous
Improvement
Company ConfidentialCompany Confidential
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Oshkosh Corporation
• Leading provider of specialty
vehicles
– Moving the World at Work
• Nearly 100 years in business;
incorporated in 1917
• Serial innovator of game changing
new products
• Headquarters in Oshkosh, Wisconsin
– Manufacturing in 8 countries with service in
16 additional nations
– Sales in more than 130 countries
• FY16 Revenue: $6.3 billion
• Fortune 400 Company
• Focused on delivering value to
customers and shareholders
(1) As of September 30, 2016
Access Equipment Defense Fire & Emergency Commercial
Company ConfidentialCompany Confidential
19
Oshkosh Corporation Brands
Company ConfidentialCompany Confidential
Awareness Level
2
Application Level Facilitators & Mentors
Intro to OOS & CI
Waste ID
Mapping
Process Flow
Problem Solving
Process Control
Waste ID
Mapping
Process Flow
Problem Solving
Team Member Development
Workforce Education Plan
Provide all employees a
foundation in CI
Online modules
Brown bag lunch &
learns
Use CI tools to improve
processes and reduce
waste
Scenario & simulation
based training
Identified leaders to
act as mentors
Developed individuals
skills & competencies
2013
Company ConfidentialCompany Confidential
2
Transforming the Company 2013
Company ConfidentialCompany Confidential22
Delighting Our Customers
Human Development
Innovative Excellence
Environmental Responsibility
2014: $25,000 in donations
2015: $120,000 in donations
2016: $125,000 in donations
Donations to charity of winner’s
choice
Team Recognition
Community Engagement
2014
Company ConfidentialCompany Confidential
2
Evaluate team
behaviors & culture
change
VOC tool to
understand where
OOS training and
communication can
be improved
Defines gap closure
plan
Repeatable, to
demonstrate
improvement
Leader Tools – Team Recognition 2015
Maturity Assessment
Department Name
Company ConfidentialCompany Confidential
Scholarships to attend local
technical college
RecruitingEmployee Pipeline
Intern Programs
Open Houses
Company ConfidentialCompany Confidential
Company ConfidentialCompany Confidential
Focus on Energy Excellence Award - 2016
Wisconsin Manufacturer & Commerce Friend
of the Environment Award - 2015
2015 New North Workplace
Excellence Award
Company ConfidentialCompany Confidential
Sense of
Purpose
Company ConfidentialCompany Confidential
Questions?
