Tài liệu LOS ANGELES COUNTY WORKFORCE PREPARATION AND ECONOMIC DEVELOPMENT COLLABORATIVEMetal ManufacturingIn Los Angeles CountyPart I: An Industry Overview July 1999COMMUNITY DEVELOPMENT TECHNOLOGIES CENTER doc

LOS ANGELES COUNTY WORKFORCE PREPARATION AND ECONOMIC DEVELOPMENT COLLABORATIVE Metal Manufacturing In Los Angeles County Part I: An Industry Overview July 1999 COMMUNITY DEVELOPMENT TECHNOLOGIES CENTER About This Report This report is produced by the Community Development Technologies Center, a regional nonprofit organization that provides training, applied research and technical assistance services in community economic development CDTech is project director for the Los Angeles Regional Workforce Preparation and Economic Development Collaborative, a three-year pilot project to help establish an integrated workforce development system for the county The work of the Collaborative is led by a Joint Management Committee made up of representatives from: the California Workers Assistance Program, AFL-CIO, the Department of Public Social Services for Los Angeles County, the Employment Development Department, Los Angeles Area Chamber of Commerce, Los Angeles County Office of Education, Los Angeles Economic Development Corporation, Los Angeles/Orange Counties Community Colleges Consortium, and the South Bay Private Industry Council The contents of this report are solely the responsibility of CDTech For additional information about this report and the project itself, please call Linda J Wong at (213) 763-2520, x 235 THE METAL MANUFACTURING INDUSTRY IN LOS ANGELES COUNTY AN OVERVIEW Introduction This overview of the Los Angeles metalworking industry was commissioned by the Los Angeles County Workforce Preparation and Economic Development Collaborative (here after known as the “Collaborative”) The Collaborative is one of six regional projects established under California’ Regional Workforce Preparation and Economic s Development Act of 1997 The purpose of the legislation is to facilitate the implementation of a seamless, integrated workforce development system by strengthening existing partnerships in economic development, employment and training, welfare reform and school reform The goal is to improve the content and delivery of education and workforce development services by aligning these programs with the training needs of existing and emerging industries The Los Angeles Collaborative is addressing this particular goal by developing two products: • An Internet search engine (http://www.laworkforce.org) that will connect different information systems, so that job seekers, employers, education/training providers and others can easily access information about jobs, career ladders, and education/training resources; and • A “skills gap” profile of key occupations in five industries— apparel, food processing, health services, high tech/electronics and metalwork— so that identified gaps in skill sets and education curricula can be closed through industry-led efforts This report provides an overview of the metal manufacturing industry in Los Angeles, the “demand” side of the equation It examines the characteristics of the industry— its size, the firms’ ownership structure and product niches and any geographic clustering of firms in the region A subsequent report will address their recruitment, hiring, training and promotion practices, especially among smaller companies Additional reports will focus on the “supply” side of the equation— the education and training infrastructure for this industry A comprehensive inventory will be developed of metal manufacturing technology programs offered by high schools, regional occupational programs, adult education schools, community colleges and others A narrative report will accompany this inventory, explaining the major findings from the research and field interviews Lastly, a report on best training practices will be prepared This report will highlight the characteristics of effective programs that are successful in educating, training and placing students in jobs in the industry Definition of Metalworking Manufacturing in general is defined by the Standard Industrial Classification (SIC) Manual1 as the mechanical or chemical transformation of substances or materials into new products Metal work is categorized under durable manufacturing and encompasses the following SIC’ s: SIC: Subsector Description 33 Primary metals Businesses that smelt and refine metals from ore, pig or scrap Examples include firms which manufacture castings, sheets, barbed and twisted wires; firms that hot roll iron and steel into basic shapes, such as sheets, strips, rods, bars and tubing 34 Fabricated metals Companies that manufacture metal cans, tin ware, hand tools, cutlery, general hardware; firms that electroplating, anodizing and finishing of metal products; manufacturers that produce stovepipes, awnings, eaves, etc 35 Industrial machinery Firms that manufacture engines, turbines, farm and garden machinery, cranes, industrial trucks and tractors, industrial machinery, computer and office equipment, etc 37 Transportation equipment Businesses that manufacture and/or engage in research and development of aircraft, aircraft engines and parts; firms that produce or engage in research and development of guided missiles, space vehicles, propulsion units and related parts The core of the industry is made up of firms in primary metals, fabricated metal products and industrial/commercial machinery However, some economists also include Transportation Equipment, SIC 37, in the metal work category, because this segment has manufacturing related to aircraft and aerospace equipment While the SIC codes are useful in describing various metalworking processes, they actually understate the complexity of the industry Metalworking is very diverse in terms of products, processes and markets Firms offer a wide range of goods and services, from The Standard Industrial Classification is the statistical classification standard for all establishment-based Federal economic statistics categorized by industry It covers all economic activities and defines industries in accordance with the composition and structure of the economy The Office of Management and Budget is responsible for the publication of the Standard Industrial Classification Reference Guide raw metal processing to intermediate metal work (for example, sheet metal and metal for building structures) to finished goods The smallest segment of the industry is primary metals refining This subsector consists of firms engaged in raw metal processing such as foundries The larger segments are fabricated metals and industrial/commercial machinery Companies in these categories manufacture components or finished products Also included are firms which provide services to the industry, such as heat treating, plating or finishing They are not true manufacturers of a product, but rather, members of the supplier network If the aircraft and aerospace segments are included in metal work, they would represent the largest subsectors in terms of total employment Characteristics of the Industry in Los Angeles County Employment gains since the recession When the recession bottomed out around 1995, manufacturing in Los Angeles began a slow, steady recovery For metalworking, the rebound occurred with: Fabricated metal products From an average of 66,700 jobs in 1988, this subsector lost nearly 21,000 jobs by 1995, a decline of 31 percent However, there was a modest rebound in 1998, with the number of jobs increasing to 49,600.2 Industrial machinery This segment of metalworking declined from a high of 61,100 jobs in 1988 to a low of 46,300 jobs in 1995 However, it, too, experienced a slight recovery in 1998, edging up to about 47,400 jobs.3 Aircraft and related parts This segment was the hardest hit during the recession From a peak of 123,300 jobs in 1990, employment plunged to a low of 62,400 in 1995, representing a loss of over half of the workforce However, this subsector bottomed out in 1996 and began a slow upward climb to 65,300 jobs by 1998.4 Using 1995 as the base-line year for the start of the economic recovery, metal manufacturing in the county saw a modest rebound of percent in 1998.5 Firm size and ownership A 1995 RLA analysis of 50 metalwork firms in the “neglected areas” of Los Angeles County6 revealed an industry that is very mature and very fragmented The typical firm is a family-owned “job shop” that has been in business for 30 years It is small, with fewer than 50 employees, and performs custom work for larger companies Subsequent research showed that small companies dominate fabricated Manufacturing in Los Angeles, Los Angeles Economic Development Corporation, June 1999, at Ibid at Id at 7-8 Id The analysis was conducted by Rebuild LA as part of its economic development strategy to form manufacturing networks “Neglected” areas are neighborhoods in which the poverty rates exceed 20 percent 3 metals and industrial machinery manufacturing Nearly 90 percent of the firms in these subsectors employ fewer than 50 people An overview of the industry, based on the number of firms and employees, is provided in the chart, “Metalwork Industry, Los Angeles County,” which is found in the Appendix At present, the industry is experiencing the competing pressures of consolidation and fragmentation At the top tier of prime contractors, a series of mega-mergers has shrunk the number of major industry players to a handful Driving these consolidations is the need to be commercially and globally competitive To achieve operational efficiencies, these firms are finding that size and scale are the most expedient ways to reposition themselves.7 As these prime contractors consolidate at the top, there has also been a simultaneous fragmentation, or “externalization” of functions, at the bottom To reduce costs and streamline operations, more companies are transferring specific operations to outside suppliers What the larger firms keep in-house are the technical and product development capabilities, while the smaller companies the actual metalworking Unfortunately, this means that subcontractors are vulnerable to industry downturns and increasing demands from their customers, who can outsource to other suppliers, especially those in Asia and Europe.8 The great majority of small metalworking companies are locally owned This is not surprising in view of the family-owned nature of the businesses Many firm owners grew up in Los Angeles and prefer to stay in the region Moreover, their dependence on a local customer base and their heavy investment in equipment and technology make relocation out of the region cost-prohibitive However, even though job shop owners and suppliers live in the region, most influential corporate decision-makers are no longer based in California.9 With the globalization of this industry, manufacturing subcontracts will go to those regions that have the most productive workforces; that is, the ones that have the best combination of skilled workers, technology and effective management Historically, the companies most capable of training and upgrading the skills of their workforce were the large prime contractors like Hughes, Lockheed, Northrop and McDonnell Douglas They had the internal capacity to develop and sustain workforce development programs for existing employees, new hires or potential job applicants However, with small firms dominating the landscape of this industry, new and existing training resources must be directed to these smaller companies Without a stronger training infrastructure, small firms will face tremendous challenges as platform segments decline and the profile of the industry becomes increasingly high tech For example, Northrop acquired Grumman in 1994 Lockheed merged with Martin Marietta in 1995 to become Lockheed Martin Boeing purchased the space and defense business of Rockwell International in 1996, then merged with McDonnell Douglas in 1997 Raytheon bought Hughes Aircraft in 1997 Beyond Consolidation: A Study of the Continuing Transformation of Aerospace and Defense in Southern California, A.T Kearney, Los Angeles Regional Technology Alliance and Los Angeles Economic Development Corporation, 1998 In terms of aerospace, the only large companies headquartered in Southern California are Northrop and Litton Industries Boeing is headquartered in Seattle, Washington and Lockheed Martin in Bethesda, Maryland Geographic Concentrations The largest geographic concentrations of the industry are found in the southeastern portion of the county, the South Bay, and the city of Los Angeles (mainly in South Central Los Angeles) (See Appendix for maps of the different segments of metal working in Los Angeles County.) A detailed analysis of the character of the industry, broken down by region, is provided in this following section Antelope Valley This region10 was hard-hit by the downsizing of the defense industry In a 1997 telephone survey of local residents, over 12 percent of the respondents were former aerospace workers who had separated involuntarily from their companies Out of this group, nearly half had left aerospace employment before 1990 Another 26 percent left between 1990 and 1994; and 19 percent left in 1997 Nearly 45 percent of the aerospace respondents said they left as a result of industry lay-offs However, recent aerospace industry data shows a leveling off since 1994 and modest employment gains since 1995.11 Of the largest manufacturing firms in the Antelope Valley, the top four are now aerospace or aircraft companies: Lockheed Martin Skunk Works Northrop-Grumman Corporation NASA (civil service and contract) Boeing North America 5,500 employees 2,735 employees 1,800 employees 1,000 employees.12 The Antelope Valley is currently competing for two major projects, which could generate several thousand new jobs and millions of dollars into the Southern California economy The first is the Joint Strike Fighter, which is the next-generation multi-role aircraft being developed by the U.S Department of Defense for the armed forces This is a high performance stealth weapon system with multiple variants for different users It is expected to be the last new U.S military aircraft to enter major serial production for the first half of the 21st century The program is now in the “concept demonstration” phase, which will conclude in 2001 Boeing and Lockheed Martin are the two competing primary contractors Both are building their prototypes in Palmdale.13 The second possible project is VentureStar, a space vehicle representing the nextgeneration X-33 Lockheed Martin is developing a prototype at its Palmdale Skunk Works facility If the project stays in Palmdale, it could generate about 2,500 direct jobs for the launch and manufacturing facilities Additional jobs would be created for the payload processing facility, engine manufacturing, communications facilities, service companies providing fuel and other support, military support personnel and the tourism and hospitality industries However, Lockheed Martin has not yet decided where the 10 Antelope Valley encompasses the Mojave Desert region, which includes Kern and Los Angeles counties This region extends from Acton to Ridgecrest, and from the San Bernardino county line on the east to Interstate on the west 11 1997 Antelope Valley Labor Base Analysis, Alfred Gobar Associates, October 1997, at and 11 12 1999 Antelope Valley Business Outlook, Antelope Valley Board of Trade at 13 Conversation with Judy Turner, Director of Business Development, Los Angeles County Economic Development Corporation, June 3, 1999 VentureStar will be built Moreover, Palmdale is only one of three possible California sites for the project.14 City of Los Angeles Within the boundaries of the federal Empowerment Zone (here after known as the “EZ”)15 are over 960 metal work companies, which employ nearly 22,000 people Metal work is the second largest manufacturing sector in the EZ, next to apparel production Metal work represents about 20 percent of all manufacturing and 15 percent of the manufacturing employment base in the EZ By far the largest segment of metal work is fabricated metal products, which employs half of the workforce in the industry Next is industrial machinery manufacturing, which employs another 33 percent.16 San Fernando Valley/Santa Clarita Valley Recent studies17 about the region18 not break out manufacturing into subsectors At best, a distinction is drawn between technology-based manufacturing and general manufacturing “Technology-based” manufacturing includes aerospace and defense-related manufacturing This segment represents the second largest employer in the region, despite the job losses from the recession “General manufacturing” refers to all other kinds of manufacturing This sector also declined during the recession However, it remains the Valley’ largest provider of s lower-skilled jobs In a data-run of SIC codes 34 and 35,19 manufacturers of fabricated metal parts and finished products, SIC 34, have the largest number of employees in sheet metal work, followed by plumbing fixtures and fittings; hardware such as bolts, nuts, screws, rivets and washers; and services such as stamping, electroplating and coating For SIC 35, industrial machinery, companies are concentrated in industrial and commercial machinery manufacturing of all types, including computer peripheral equipment, machine tools, industrial molds and ball bearings 14 Id The other two sites are Vandenberg Air Force Base and Harpers Dry Lakebed in San Bernardino County 15 The Zone encompasses a geographical area that is about 19 square miles in size and includes the communities of Pacoima, Boyle Heights, the East Downtown Corridor, the Historic Corridor, Central Avenue, the Slauson Industrial Corridor, the Broadway District, Watts and Firestone-Willowbrook 16 Total Manufacturing in the Supplemental Empowerment Zone, Community Development Technologies Center, May 1997 Research done for the Los Angeles Community Development Bank 17 Partnerships for Progress, An Economic Strategy for the San Fernando Valley, SRI International, Valley Economic Development Center and Economics Research Associates See also Report and Findings on the San Fernando Valley Economy, 1998, San Fernando Valley Economic Research Center 18 San Fernando Valley is bounded by the Santa Susana Mountains to the north and west, the Santa Monica Mountains to the south, and the San Gabriel Mountains to the east The region includes Burbank, Calabasas, Glendale, Hidden Hills, portions of Los Angeles, Santa Clarita and San Fernando 19 Data-run conducted by Community Development Technologies Center, March 1999, using Dun & Bradstreet The San Fernando Valley is defined by core zip code areas A subregional study20 of the Northeast San Fernando Valley21 uncovered 606 business establishments in the metal work industry Over half are engaged in the manufacturing of industrial machinery or component parts, and another 38 percent are in fabricated metal products All together, these 606 firms employ nearly 10,000 residents The largest concentration of metal work firms is found in Pacoima, Sun Valley and North Hollywood San Gabriel Valley A 1998 study of the San Gabriel Valley industrial clusters22 revealed that metalwork companies employed about 22,600 people in the region The largest component of the cluster was found in industrial machinery, with over 8,600 jobs, followed by: fabricated metal products, with over 6,500 employees; primary metals, with nearly 4,000 employees; metal services with just over 2,000 employees; metal work machinery and tools with 1,100 employees; and wholesale with several hundred employees There is a definite geographic clustering of firms in the San Gabriel Valley Industrial machinery manufacturers are mainly located in the northern part of the San Gabriel Valley along the 210 freeway; this area includes the cities of Pasadena, Monrovia, Azusa and Glendora Companies making components are found in the southern part of the Valley, with the largest concentration in the City of Industry-La Puente, El Monte, South El Monte and Montebello Metalworking is experiencing the greatest growth in the Industry-La Puente areas, based on 1991 to 1996 data.23 While metalworking is a significant segment of the region’ economy, residents seem to s be ambivalent about the merits of attracting more manufacturing firms into the Valley In a recent public opinion poll, 43 percent of the polled respondents agreed that there should be efforts made to attract new manufacturing businesses, with another percent strongly agreeing with this statement On the other side, 38 percent disagreed and another percent strongly disagreed; only percent responded with “don’ know.”24 t 20 Northeast San Fernando Valley Sector Employment Report, Community Development Technologies Center, November 1998 21 Northeast San Fernando Valley is bounded by the 210 Freeway to the north, the 405 Freeway to the west, the 134 Freeway to the south and the Freeway to the east This subregion includes Sylmar, San Fernando, Pacoima, Sun Valley, Panorama City, Van Nuys and North Hollywood Parts of Glendale and Burbank are also included 22 San Gabriel Valley Industrial Cluster Study, Applied Development Economics, revised June 1998 See also, San Gabriel Valley 1998-99 Economic Overview and Forecast, Los Angeles Economic Development Corporation (1998) This region is bounded on the west by the cities of La Canada/Flintridge, Pasadena, South Pasadena and Monterey Park To the north are the San Gabriel Mountains and the foothill communities of Altadena, Monrovia, Azusa, Glendora and La Verne The southern boundary is marked by the 60 freeway and picks up Hacienda Heights, Rowland Heights and Diamond Bar The eastern boundary goes to the San Bernardino County line and includes the cities of Pomona and Claremont See 1998 San Gabriel Valley Resource Guide at 43 23 San Gabriel Valley Industrial Cluster Study, id 24 San Gabriel Valley First Annual Survey & Report, San Gabriel Valley Economic Partnership and the Rose Institute of State and Local Government, Claremont McKenna College, January 1999 South Bay This region25 has historically had a large concentration of aerospace and defense-oriented companies As a result, it was especially hard hit by the defense budget cutbacks in the past decade Between 1987 and 1996, the total payroll for the South Bay aerospace industry declined from $4.65 billion to $2.09 billion At the same time, business taxes generated directly by aerospace declined from $109 million in 1987 to $56.8 million in 1996.26 With a bottoming out of the recession in the second half of the 90’ South Bay business s, leaders undertook an in-depth analysis of the region’ industrial base In assessing the s future of the region, this analysis concluded that three anchor industries should be targeted for business attraction and retention programs: high technology, transportation and trade, and entertainment/multi-media.27 The high tech category includes aerospace, computers and satellite communications In addition to these anchor industries, “linked” industries were also recommended for retention and attraction; these include metals and industrial machinery Firms in these related industries are geographically clustered Two out of three South Bay manufacturing workers are employed in just four cities: El Segundo, Torrance, Hawthorne and Carson Southeast Los Angeles County This region28 contains the historic industrial core of the county It was the home for traditional “smokestack” manufacturing, such as steel and tire production, until these firms disappeared in the late 70’ Then the region was s pummeled again by the decline in aerospace and defense spending From 1988 to 1995, aerospace employment dropped a precipitous 60 percent.29 Because so much durable manufacturing was concentrated in this part of the county, it has had an especially difficult time climbing out of the recession To facilitate a coordinated response to the downturn, the Gateway Cities Council of Governments was formed in 1996 This body connected together 27 cities and the County A nonprofit economic development organization, the Gateway Cities Partnership, was formed to mobilize and manage short- and long-term economic development initiatives Its responsibilities include industrial cluster support, workforce transition, market development, site reuse and technology innovation 25 The South Bay is bounded by the I-105 freeway on the north and the I-110 freeway to the east The Pacific Ocean is the western and southern boundary This region covers 16 incorporated cities, including Inglewood, and stretches of unincorporated county territory between Inglewood and Hawthorne and around Carson 26 South Bay Economic Adjustment Strategy, Executive Summary, Economic Roundtable, Beltramo and Associates, Kosmont & Associates, UCLA and USC Departments of Geography, April 1998 See also 1997/98 South Bay Economic Profile & Forecast, Los Angeles Economic Development Corporation, October 1997 27 South Bay Economic Adjustment Strategy, ibid 28 Southeast Los Angeles County is the region bounded by Whittier, Santa Fe Springs, Norwalk, Cerritos and Hawaiian Gardens to the east; the Pacific Ocean on the south; the 710 freeway to the west, picking up Lynwood, South Gate, Huntington Park, and Vernon; and to the north, Commerce, Montebello and Pico Rivera 29 Southeast Los Angeles County Defense Adjustment Strategy, DRI/McGraw Hill, 1997 Begun as a high school “career pathways” program, Dr Bill Clarke applied for and received a California Partnership Academy Grant in1996 to implement the integrated manufacturing program Because of the dearth of mold makers in San Bernardino County, local industry approached Clarke in 1998 about incorporating mold making into the curriculum They proposed to contribute program funding and equipment, provided the program was up and running within twelve months When the district indicated that it would take two years just to obtain curriculum approval, Clarke proposed offering the classes through their Regional Occupational Program A retired industry veteran was recruited as a teacher, and the mold making program was up and running within six months Since the program was established in response to local industry needs, industry has a vested interest in its success This has res lted in a true partnership between the Academy and local u businesses They provide internships for second and third year Academy students They also provide internships for teachers seeking to upgrade their skills or to gain a better understanding of industry needs and processes The Academy, in turn, acts as a “job shop” for local companies, running some of their smaller projects Businesses benefit from the additional resource, while students learn “real world’ lessons about project deadlines and costs Students completing the Academy program are virtually guaranteed employment in local industry Many elect, however, to continue their education, taking advantage of the Academy’ s articulation agreement with San Bernardino Valley College Example 4: Hacienda La Puente Adult School was founded with the goal of meeting the educational and training needs of the under -served Although most adult schools serve, by default, welfare recipients, dislocated workers, adults with disabilities, and seniors, Hacie La nda Puente actively seeks out these individuals They specialize in working with people with barriers, and most of their students are disadvantaged in some way Hacienda La Puente provides students not only with education and skills training, but alsowith comprehensive student support services monitored through a customized relational database management and reporting system This school demonstrates Overall Program benchmarks forNeeds Assessment, Career Counseling, Student Support Services, Job Placement, and Data Collection Every student who walks through the door at Hacienda La Puente completes an “intake” form “somewhat like a job application, but with an additional page of key skill words and detailed demographic information about their childr n, child care, transportation, language, income, etc.” e Information is used to determine a student’ eligibility for any available funding and to assist the s student with class scheduling, language needs, job placement, and other services Students who have not been assessed by another agency are referred to career counselors Counselors arrange for formal assessments of reading, writing, and math skills and tests of aptitude and interest Based on a student’ interests, counselors direct the students investigate s to different classes and to talk to the instructors Counselors are trained to encourage student dreams while introducing reality in terms of interim steps that may be necessary to fulfill a goal, along with information on job opportunities a prospects nd Promising Practices: Metalworking Industry in Los Angeles County 5/00 Hacienda La Puente offers a broad range of support services to enrolled students Counselors try to assure that any student eligible for financial aid receives it Whereas other schools often fail to direct students to financial assistance for which they might qualify, Hacienda La Puente actively “shoehorns” all students eligible for financial aid into one of the available programs Free child care is offered while parents attend adult school classes In addition, income -eligible adult education students with children between the ages of twelve months and five years may be eligible for free or reduced-cost child care from 6:30 a.m to p.m Employment assistance is provided in the form of career planning, assistance in completing job app lications and resume writing, instruction in searching for jobs, and coaching for job interviews Hacienda La Puente also runs a full service employment agency serving not only students but also members of the community Counselors identify students wh may be “matches” for o potential companies and job openings and then arrange, if necessary, for their instructor(s) to target any missing skills for further development Once the students are placed in jobs, counselors make follow-up phone calls and perso visits with employers and students The nal feedback is used to improve Hacienda La Puente’ services s All students and services are monitored through a custom -created relational database designed to let counselors and administrators work efficiently wit large numbers of people and to track the h mass of information required by various government entities Students are tracked from time of intake through course completion and job placement Information can be accessed and the database searched with simpl “key word” entries Easily edited “macros” have been created for e recurring items such as the “boilerplate” required in many reports A single entry in a student or teacher folder will update all related files Instructional Leadership Benchmarks: Technical Competency:* The instructional staff hold appropriate credentials or certifications in the subjects being taught The instructional staff possess evidence of experience and technical competency appropriate for the metalworking program Instructional Competency:* The instructional staff hold appropriate degrees or state certification for metalworking instruction or have completed a minimum of five years of full-time, on-the-job experience in metalworking Industry In-Service Experience:* The instructional staff maintain technical competencies and understanding of practices, technology, and work organization in the industry through regular in-service experiences with metalworking companies Such experiences range from actual production work to job shadowing, formal observation of practices, and other forms of industry exposure The interval between experiences does not exceed five years The program indicates the desired learning outcomes for instructional staff when such in -service experiences are scheduled Promising Practices: Metalworking Industry in Los Angeles County 5/00 Instructional Methodology: The instructor acts as a guide and mentor to the student(s), engaging the student(s) in the learning process by using different instructional approaches Learning Styles: The instructor recognizes different student learning styles and adapts the methodology to the needs of the student Speed of Learning: The instructor accommodates different rates of student learning Instructional Load:* The student-to-instructor ratio and available classroom and metalworking shop time allows for interaction on a oneto-one basis - Instructional Evaluation:* Instructional procedures and effectiveness are evaluated on a regular and systematic basis Examples of Benchmark Implementation: Example 1: Tony Marsden, senior instructor in the Simi Valley Adult Education School and Career Center’ welding program, believes that one s -on-one training is the best way to accommodate students’ different interests, skill levels, and learning styles and speeds His approach to Instruc tional Leadership illustrates benchmarks inInstructional Methodology, Learning Styles, Speed of Learning, and Instructional Load He does not ask advanced students to help beginners, since this takes the advanced students away from their own projects Instead, he has created a series of 30 -minute videos covering course basics Each video depicts him interacting with a small group of students Marsden notes, “There are some good videos out there, but this way the students feel like they’ getting more re time with me.” The videos allow Marsden to spend extensive individualized time with each student He supervises the initial stages of each student’ project until the student can work independently s Students can ask questions at any time, regardless ofwhat Marsden is doing To minimize interruptions when he is working with individual students, Marsden has installed a remote control lock (similar to a car’ “keyless entry” system) on the tool crib If a student needs a tool, s Marsden need not stop what he is doing in order to unlock the crib He can simply press the “unlock button” on the remote control activator that he wears on a chain around his neck Example 2: Dr Ben Jensen, senior instructor in the El Monte -Rosemead Adult School’ s machining p rogram, has tailored his courses to a student body dominated by immigrants from Asia and Latin America Jensen also exemplifies Instructional Leadership benchmarks in Instructional Methodology, Learning Styles, Speed of Learning, and Instructional Load A former refugee himself, Jensen started the school’ refugee program Since nearly all of the s machining students are “Limited English Speaking,” Jensen “throws away” the textbooks and emphasizes hands on training Processes are demonstrated and then racticed by the students; p assignments are presented in the form of detailed blueprints; and student progress is measured by completion of projects Jensen walks a very fine line between adhering to specified program and course content and providing the in dividualized learning plans that his student population needs Most students who complete his course are candidates for industry certification Promising Practices: Metalworking Industry in Los Angeles County 5/00 10 Example 3: George Rodriguez, Welding Professor at El Camino College, makes a point of spending each summer w orking in the field He provides an excellent illustration of the Instructional Leadership benchmark forIndustry In-Service Experience “Not only I make sure my own technical skills don’ get rusty,” he explained, “but there is always something new t for me to learn— a tool, a technique, a new requirement.” Curriculum Benchmarks: Performance Standards: The curriculum is performance -based and incorporates grade level appropriate industry skills standards for the specified discipline Logical Sequencing: knowledge and skills Multidisciplinary Activities: The curriculum is multidisciplinary, creating opportunities to apply and connect different academic subjects such as history, English mathematics to a and workplace context Safety:* Safety practices and requirements are included throughout the curriculum and are emphasized on a continuing basis Students and instructors wear appropriate clothing and protective equipment Students a instructors practice good safety procedures at all times nd in the use of equipment and tools, in the maintenance of the work area, and in the handling, storing and disposing of potentially hazardous materials Work Habits and Ethics: Positive work habits such as punctuality, attendance, dependability, and attention to detail, and ethical practices such as honesty and respect for others are an integral part of the curriculum The curriculum proceeds in logical steps, building on student Examples of Benchmark Implementation: All of the following examples illustrate ways in which programs are meeting the Curriculum benchmark for Multidisciplinary Activities Example 1: A basic concept of the high school “academy model” is the integration of academic and vocational coursework At Fontana High School in San Bernardi County, the Integrated no Manufacturing Academy incorporates English, History and Mathematics coursework into preparation and training for machining, mold making and engineering careers For example, writing assignments may focus on technical reports; mat problems may be taken directly from h machining, drafting, or mold making projects; and history lessons may emphasize the role of manufacturing in the development of the United States as an industrial power Vocational courses provide a context for academic subject matter, and academic classes improve students’ communication skills and understanding of workplace requirements Promising Practices: Metalworking Industry in Los Angeles County 5/00 11 Example 2: Hacienda La Puente’ Vocational Academic Skills Technology Center (VAST) s provides support for students enrolled in voca tional training who also need to improve their reading, English language, and/or mathematics skills Students referred to the Center by their vocational instructors spend one to two hours a day studying vocational English or mathematics related to their course of study Computer-based lessons are supplemented by oneon-one and small group tutoring Both Adult Basic Education and English -as-a-Second Language training are provided Example 3: Cerritos College has received state funding to create curric lum for an Adult u Vocational Learning Community (AVLC) program Welding is one of three programs pairing vocational classes with Vocational English and career enhancement courses such as resume writing and job searching techniques Classes are offered on Friday nights and Saturdays and are proving so popular that there is currently a waiting list Under the terms of the grant, the AVLC curriculum will be shared with the rest of the state Administration Benchmarks: Policy and Practice: Administrative policy and practice support and promote the metalworking program and provide adequate financial support Professional Development: The administration encourages instructors to continually improve their professional and instructional competency by supprting professional o development opportunities, in-service training, industry internships, and sabbaticals through funding, release time, and/or provisions for use of substitute teachers Staff Development: The administration encourages career and guidanccounselors to stay e abreast of career opportunities, job trends, and industry outlooks by subscribing to and reading industry periodicals, participating in peer round tables, attending industry trade shows and conferences, visiting local companies, and ob taining regular in -service training Financial Resources:* The administration provides adequate financial resources for equipment upgrades and replacement when necessary, machine and equipment maintenance and acquisition, training support materials, and consumable supplies The Little Hoover Commission noted: “Professional development has the potential to educate and motivate faculty to employ exemplary teaching practices Unfortunately, … professional development funds are often spent on activities that are not teaching -oriented Professional development funds are used to support disciplinespecific education, tuition and book purchases for individual faculty, staff and even administrators earning advanced degrees Many colleges choose to use professional development funds to pay for personal well being seminars ” Its report cited professional development funds being used for a Botanical Techniques workshop to “identify, collect, press and mount local chaparal plants;” for a cooking works hop; for a faculty visit to historical downtown Los Angeles; for line dancing, a college social hour, a college picnic, and something called “Brake for Chocolate.” Promising Practices: Metalworking Industry in Los Angeles County 5/00 12 Examples of Benchmark Implementation: Following are two examples of programs practicing Administration benchmarks for Policy and Practice and Financial Resources: Example 1: When Ken McAllister, Chair of the Manufacturing Technol program at Don ogy Bosco Technical Institute, approached the school administration with a request to make significant changes just to insure the program’ survival, the school allocated the major portion s of a $750,000 grant from the Ahmanson Foundation to completely renovate the lab and bring in all new equipment The program now boasts a state -of-the-art facility with both traditional and computer numerical controlled (CNC) machines, a dedicated computer lab, and a complete robotics line Support for vocational education is an integral part of Don Bosco’ mission, with s integrated academic and technological programs offering students opportunities for career preparation as well as higher education Example 2: Since Hacienda La Puente Adult School focusesboth on serving the underserved and on meeting the needs of local industry, all of the school’ vocational programs receive strong s administrative support Career and guidance counselors work closely with area businesses to determine needed skills and tocreate both short and long -term job placement opportunities for students Administrative staff provide instructors with assistance in writing grants for machinery and equipment Metalwork instructors report, “We get a decent sized budget every year, and if we need something, our boss tries to see that we get it.” The school is now completing a new instructional facility that will include a modern lab for the welding program Instructional Facilities Benchmarks: Facility Condition:* The metalworking facility is well lit, clean and orderly and is subject to a regular maintenance schedule Metal chips and other metal scrap, lubricants, gases, cutting fluids, and coolants are handled in accordance with applicable environmental codes Safety Standards:* Facilities meet all applicable industry and OSHA safety standards Students, instructors, and visitors comply with all relevant safety rules Example: Simi Valley Adult Education School and Career Center provides an outstanding model of the Instructional Facilities benchmark for Facility Condition Not only is the welding shop “the most modern welding facility in Southern California,” it is also impeccably maintained Senior instructor Tony Marsden sets guidelines for shop maintenance that all students are required to follow Twice a day at 9:30 a.m and 3:30 p.m., all students halt work on their current projects and spend half an hour cleaning the welding lab Promising Practices: Metalworking Industry in Los Angeles County 5/00 13 Equipment, Tools and Measuring Devices Benchmarks: Safety Devices:* Equipment and tooling has all shields, guards, stops, and other safety devices in place, operable, and used regularly Equipment Standards:* Equipment, tooling and measuring devices are of the same type and quality found in the workplace Production Usage:* Equipment, tooling and measuring devices adequately support the curriculum and allow students adequate production use to develop the competencies specified in the skills standards Maintenance:* The program has a preventive maintenance schedule for equipmentnd a tooling, including recalibration and reconditioning of tooling, to minimize downtime Replacement :* The program has a schedule for replacement of equipment and tooling in order to maintain currency with and meet the safety standards of industry Tool Storage:* The program provides limited access to and adequate storage of tooling Space for storing a student’ hand tools and equipment is provided s Materials and Supplies:* The program provides a sufficient supply of materials and consumables to ensure continuous instruction Examples of Benchmark Implementation: Example 1: Don Bosco Technical Institute now operates with a stateof-the-art manufacturing technology laboratory, a notable example of Equipment, Tools, and Measuring Devices benchmarks for Safety Devices, Equipment Standards, Production Usage, and Materials and Supplies A $750,000 grant that the school received two years ago from the Ahmanson Foundation was used to gut the old shop and completely renovate it Additional arrangements with local metalworking equipment suppliers, Ganesh Industrial Supply and Haas Automation Inc., enabled them to bring in all new equipment No machine is now over two years old A robotics line is on “permanent loan” from Glendale College where it was lan guishing unused A separate Manufacturing Technology computer lab is equipped with 20 program -dedicated computers Example 2: Simi Valley Adult School and Career Center is a City of Los Angeles Certified Testing Facility for welding Program standards meet Equipment, Tools, and Measuring Devices benchmarks for Safety Devices, Equipment Standards, Production Usage, Replacement, Tool Storage, and Materials and Supplies The shop has 35 welding stations covering Gas, ARC, MIG and TIG welding, plus a new utomatic welding Jetline/Miller Syncrowave 351 with an arc a length control Much of the original equipment was purchased through “the lottery and finagling.” Monies from the certified testing program now supplement Average Daily Promising Practices: Metalworking Industry in Los Angeles County 5/00 14 Attendance (ADA) funding nd allow for replacement as needed A spacious tool crib is secured a by a remote keyless entry system which the instructor controls Metals are purchased or donated by local firms Senior Instructor Tony Marsden calls himself a “recycler”: aluminum is p urchased at scrap value ($.40 per pound) and then sold as scrap He describes the donations he receives as “overwhelming” and calls himself a “fat cat” in terms of program support from local industry Conclusion To successfully compete in the rapidly c hanging world economy, employers in Los Angeles County believe that government must take a more proactive role in developing a better qualified workforce In Collaborating to Compete in the New Economy: An Economic Strategy for California, “employers identified improvements in the education and job preparation systems as the first priority to achieve this goal” and “challenged California’ business, government, s 10 education, and community leaders to respond to the needs of this new economy.” The extent to which regional workforce needs for the metalwork industry were actually being met, and the extent to which training was available to individuals seeking entry -level jobs were addressed in previous reports prepared by the Los Angeles County Workforce Prepar ation and Economic Development Collaborative This report addresses the issue of accountability for program results and system -wide outcomes and identifies practices that contribute to achieving desired workforce competency and quality Accountability has been a recurring theme over the past few years for educational and workforce development systems in California Senate Bill No 645, introduced by State Senator Patrick Johnston in 1995, called for “an education and job training report card program to assess the accomplishments of California’ workforce preparation system.” Senate Bill No 43, also s introduced by State Senator Johnston and coauthored by State Senator Hilda Solis, called for “the development, oversight, and continuous improvement of Caifornia’ workforce l s development system” as part of the implementation of the federal Workforce Investment Act of 1998 (WIA) Last amended in September 1999, the bill sought to establish procedures that would convert the current job training report card o a performance-based accountability system t as required by federal law The Workforce Investment Act emphasizes accountability and specifies such traditional performance indicators as training completion rates of individuals, percent of participants who enter unsubsidized employment, wages at placement, job retention, and program costs (tuition and fees) In addition, the legislation incorporates “soft standards”; that is, “customer satisfaction” indicators in which “customer” refers to both employers andparticipants in the training services However, the legislation only provides a skeletal framework for measuring customer satisfaction The process of delineating indicators, of adding flesh to the bones, is left 10 California Economic Strategy Panel, Collaborating to Compete in the New Economy: An Econo Strategy mic for California, April 1996 This report is available on line at commerce.ca.gov/california/economy/neweconomy Promising Practices: Metalworking Industry in Los Angeles County 5/00 15 to the individual states The state hasboth the latitude and the responsibility of developing performance measures to evaluate the efficacy of training programs and organizations The policy framework to guide implementation of this legislation in California is contained in the recently relea California Workforce Development: A Policy Framework for Economic sed Growth It defines expectations for both a policy framework and a workforce system that will “work as a system, not a collection of programs” and “provide common measures for the succe ss 11 of those programs, sub-systems, and the system itself.” Recommended public policies include: • “Workforce development services designed and organized to provide California’ s workers and employers with the skills and knowledge they need to sustain and encourage the growth of California’ economy” and s • “Efficient and effective use of public resources to provide workforce development services acceptable to both those who use them and those who pay for them.” 12 Recommended system policies suggest that sta keholders: • “Engage the private sector as full partners in every aspect of workforce policy and systems development, program operations, and delivery of services”; • “Incorporate a ‘ move up’strategy within all segments of the workforce development system to continuously improve the knowledge and skills of every person in the labor force and ensure opportunities for career development and increased earnings”; and • “Expand accountability for program results and system -wide outcomes to ensure continuous improv ement in service delivery.”13 Previous Collaborative reports on the metal manufacturing industry have described advancement opportunities within the industry existing “move up” criteria to provide readers with a better — understanding of how companies go ab hiring, training, and promoting their employees out The concept of engaging the private sector as full partners introduces the notion of actively working with stakeholders to identify problems and challenges, and to implement solutions This will require a shift in “mind set” not only on the part of government and education, but also on the part of industry itself A common knowledge base is a necessary prerequisite for the recognition of common goals and a common course of action This series of indusry reports t produced by the Collaborative has been designed to provide that common knowledge base This particular report on promising practices specifically addresses the proposed system policy of expanded accountability for program results and system -wide outcomes It attempts to further 11 Eastin, Delaine, et al,California Workforce Development: A Policy Framework for Economic Growth, p Ibid at 13 Ibid at 12 Promising Practices: Metalworking Industry in Los Angeles County 5/00 16 delineate “customer satisfaction” indicators called for in the Workforce Investment Act by providing a set of measurable indicators for metal manufacturing training that individuals and programs can “see, smell, and tou ch.” The resulting set of tools represents a collaborative effort on the part of education and industry to improve the education and training system, a step towards a true working partnership Use of these and other similar tools plays a key role in “cpacity building” for individual a institutions and the system as a whole Identification of “best practices” provides a means for evaluating program effectiveness by establishing benchmarks for performance measurement Benchmarks not only serve as evaluaton criteria for organizations and programs, they also i provide peer groups with standards for measuring the quality of their own outputs and with examples to act as guides Such benchmarks elevate the performance of the overall system by providing a frame work, as well as practical steps, for continuous improvement Weaknesses in the content of training or mode of delivery can be identified, and resources can be more effectively targeted to address these shortfalls If evaluation benchmarks are understood tools as for improvement, rather than as instruments for punishment, they can become a powerful force for change that will provide California with a dynamic, responsive learning system that also educates and trains its citizenry Promising Practices: Metalworking Industry in Los Angeles County 5/00 17 Appendix A: Promising Practices in Metalworking Training Programs Category Practice Overall Program Goals and Objectives: The program has clearly stated goals and objectives that are related to the students, local employers, and industry standards Needs Assessment:* Program content is planned in response to the needs of metalworking employers in the program’ service area A needs assessment is s conducted on a regular basis to determine the skills most demand by local metalworking employers, and program content addressesdentified needs i Industry Advisory An industry advisory committee provides substantive assistance to the Committee:* program in the design, implementation and fulfillment of its goals The advisory committee consists of representatives of at least five d ifferent metalworking companies, has at least two working meetings per year, has an industry representative as co -chair, and keeps minutes of meetings and decisions Program Promotion: The program actively promotes opportunities for careers in metalworkin g to potential students and their parents or families Presentation of Program The program’ goals and intentions are clearly stated in writing and s Goals and Requirements:* readily available to potential students Information includes admission requirements; summary of local skill needs in metalworking; area(s) of specialty training in metalworking offered by the program; cost of any tuition, fees, resource and tool purchases; technical qualifications of the staff; and job placement record for the program Presentation of Program Program and course content is accurately described in course catalogs and and Course Content and program materials Skills and competencies covered by the training are Outcomes: readily identified Career Counseling: Students are well informed about career opportunities, industry outlooks, and job expectations Guidance and career counselors are well informed about the needs and opportunities in the industry Workplace-Based Students experience problems and context commonly found in a typical s Components: work environment through field trips, job shadowing, internships, and/or on-the-job training activities structured around program goals and specific learning objectives Class Availability: Courses are scheduled at times andfor durations that meet the needs of the population being served Student Support Services: Student support services such as financial aid, interest and skills assessments, vocational English and mathematics, and child care are available; and students areadequately informed about their eligibility for services References and Students have readily available reference resources common to the Resources:* industry, including current editions of handbooks and current general and technical metalworking magazi es and papers n Promising Practices: Metalworking Industry in Los Angeles County 5/00 18 Overall Program (cont.) Skill Competitions:* Practice Students have opportunities to participate in skills competitions such as those provided by the Vocational Industrial Clubs of America (VICA) Such competitions offer opportunities for students to demonstrate their skills in time-constrained settings that emphasize accuracy and mastery Job Placement: The program systematically assists students in finding positions in the metalworking industry Articulation:* The program articula its curriculum and course components to related tes programs in which students can enroll to pursue additional training and education Related programs include school programs, apprenticeships, company-based training, and military training opportunities Data Collection:* The program maintains current data on enrollments in metalworking courses and reports performance results which include the following: percentage of students taking certification and/or credentialing exams; percentage of students passin certification and/or credentialing exams; g percentage of students placed in metalworking jobs within six months of program completion; and percentage of students pursuing additional training or educational programs Instructional Leadership Technical Competency:* The instructional staff hold appropriate credentials or certifications in the subjects being taught The instructional staff possess evidence of experience and technical competency appropriate for the metalworking program Instructional The instructional staff hold appropriate degrees or state certification for Competency:* metalworking instruction or have completed a minimum of five years of full-time, on-the-job experience in metalworking Industry In -Service The instructional staff maintain their technical competencies and Experience:* understanding of practices, technology, and work organization in the industry through regular in -service experiences with metalworking companies Such experiences range from actual production work to job shadowing, formal observation of practices, and other forms of industry exposure The interval between experiences does not exceed five years The program indicates the desired learning outcomes for instructional staff when such in-service experiences are scheduled Instructional Methodology: The instructor acts as a guide and mentor to the student(s), engaging the student(s) in the learning process by using different instructional approaches Learning Styles: The instructor recognizes different studentlearning styles and adapts the methodology to the needs of the student Speed of Learning: The instructor accommodates different rates of student learning Instructional Load:* The student-to-instructor ratio and available classroom and metalworking shop time allows for interaction on a one -to-one basis Instructional Evaluation:* Instructional procedures and effectiveness are evaluated on a regular and systematic basis Promising Practices: Metalworking Industry in Los Angeles County 5/00 19 Category Curriculum Performance Standards: Practice The curriculum is performa nce-based and incorporates grade level appropriate industry skills standards for the specified discipline Logical Sequencing: The curriculum proceeds in logical steps, building on student knowledge and skills Multidisciplinary The curriculum is multidisciplinary, creating opportunities to apply Activities: different academic subjects such as English, history, and mathematics to a workplace context Safety:* Safety practices and requirements are included throughout the curriculum and are emphasized on acontinuing basis Students and instructors wear appropriate clothing and protective equipment Students and instructors practice good safety procedures at all times in the use of equipment and tools, in the maintenance of the work area, and in the handl storing ing, and disposing of potentially hazardous materials Work Habits and Ethics: Positive work habits such as punctuality, attendance, dependability, and attention to detail, and ethical practices such as honesty and respect for others are an integr l part of the curriculum a Administration Policy and Practice: Administrative policy and practice support and promote the metalworking program and provide adequate financial support Professional Development: The administration encourages instructorsto continually improve their professional and instructional competency by supporting professional development opportunities, in-service training, industry internships, and sabbaticals through funding, release time, and/or provisions for the use of substitute teachers Staff Development: The administration encourages career and guidance counselors to stay abreast of career opportunities, job trends, and industry outlooks by subscribing to and reading industry periodicals, participating in peer round tables, attending industry trade shows and conferences, visiting local companies, and obtaining in -service training Financial Resources:* The administration provides adequate financial resources for equipment upgrades and replacement when necessary, machine anequipment d maintenance and acquisition, training support materials, and consumable supplies Instructional Facilities Facility Condition:* The metalworking facility is well lit, clean and orderly and is subject to a regular schedule of cleaning Metalchips and other metal scrap, lubricants, gases, cutting fluids, and coolants are handled in accordance with applicable environmental codes Safety Standards:* Facilities meet all applicable industry and OSHA safety standards Students, instructors, andvisitors comply with all relevant safety rules Promising Practices: Metalworking Industry in Los Angeles County 5/00 20 Category Practice Equipment, Tools and Measuring Devices Safety Devices:* Equipment and tooling has all shields, guards, stops, and other safety devices in place, operable, and used regularly Equipment Standards:* Equipment, tooling and measuring devices are of the same type and quality found in the workplace Production Usage:* Equipment, tooling and measuring devices adequately support the curriculum and allow students adequate production use to de velop the competencies specified in the skills standards Maintenance:* The program has a preventive maintenance schedule for equipment and tooling, including recalibration and reconditioning of tooling, to minimize downtime Replacement:* The program a schedule for replacement of equipment and tooling in s order to maintain currency with and meet the safety standards of industry Tool Storage:* The program provides limited access to and adequate storage of tooling Space for storing a student’ han tools and equipment is provided s d Materials and Supplies:* The program provides a sufficient supply of materials and consumables to ensure continuous instruction Promising Practices: Metalworking Industry in Los Angeles County 5/00 21 Appendix B: National Institute for Metalworking Skills, Inc The Los Angeles County Workforce Preparation and Economic Development Collaborative would like to thank the National Institute for Metalworking Skills, Inc (NIMS) for permission to incorporate their certification standards for program content; equipment, tooling, and measuring devices inventory; instructor qualifications; and participation by advisory bodies into our list of promising practices NIMS standards are identified in both the report and Appendix A by an asterisk (*) The National Institute for Metalworking Skills, Inc is a nonprofit organization formed to support the development of a skilled workforce for the metalworking industry NIMS’ primary activities include: • developing, writing, validating, and maintaining skill standards for major occupations in the industry; • credentialing the skills of individuals against the skill standards; • certifying training programs that train to the skill standards and meet NIMS quality requirements; and, • assisting states, schools, and companies in formingpartnerships to implement the skill standards, achieve program certification, and credential trainees and workers NIMS was created by a consortium of metalworking trade associations, national labor organizations, a council of state governors, companies, and educators For addit ional information about NIMS or its credentialing program, please contact: 3251 Old Lee Highway, Suite 205 Fairfax, VA 22030 P.O Box 787 Vienna, VA 22183 (703) 352 -4971 FAX (703) 352-4991 www.nims -skills.org Promising Practices: Metalworking Industry in Los Angeles County 5/00 22 ... MANUFACTURING INDUSTRY IN LOS ANGELES COUNTY AN OVERVIEW Introduction This overview of the Los Angeles metalworking industry was commissioned by the Los Angeles County Workforce Preparation and. .. Department, Los Angeles Area Chamber of Commerce, Los Angeles County Office of Education, Los Angeles Economic Development Corporation, Los Angeles/ Orange Counties Community Colleges Consortium, and. .. Southeast Los Angeles County Defense Adjustment Strategy (1997) 11 APPENDIX Table: Metalwork Industry, Los Angeles County Map: Los Angeles County Metalwork Industry Map: Los Angeles County Primary