Presentation on theme: "Manufacturing: State of the Industry and Workforce Development relative to Western NSW."— Presentation transcript:
Manufacturing: State of the Industry and Workforce Development relative to Western NSW
Manufacturing What is it? And what is happening in Orana? Leon Drury Executive Officer – NSW ITAB Your State. Your Workforce. Your Future.
Who We Are? 3 Manufacturing Skills Australia (MSA) is the national body responsible for ensuring that manufacturing enterprises have the workforce skills they need to be globally competitive now and into the future. We work with enterprises, employer and industry associations, trade unions and industry advisory bodies to identify what skills are needed and how these can most effectively be implemented in industry. We are a national Industry Skills Council (ISC), owned by industry and managed by a Board from across industry, funded by the Australian Government through the Department of Industry.
MSAs coverage 4 MSA addresses the skill needs of over 250,000 manufacturing and related enterprises and around one million Australians who are employed using manufacturing skills. We work across most manufacturing sectors, including: aerospace furnishing laboratory operations metal, engineering and boating process manufacturing, including chemicals, hydrocarbons, mineral products, plastics, rubber and cablemaking recreational vehicles textiles, clothing and footwear.
5 The 2014 landscape for manufacturing in Australia has changed radically since the GFC hit in 2009 and put enterprises under extreme pressure to adapt and reinvent across product lines, processes and business models. This pressure has intensified over the last 12 months and we have seen winners emerge in niche, high value add areas, and we have seen more losses in the large- scale manufacturing areas - automotive being particularly significant.
14 “It is critical that we look ahead to set a strategic direction for manufacturing, and focus on developing a responsive workforce. If we don’t have the skills we need, when we need them, we will simply be left behind. To meet this demand, we need to make changes now, for the workforce of the future.” Bob Paton, CEO, MSA
The key opportunities identified in MSA’s research are: Niche, specialised, high-quality and global goods and services Customer driven, customer focused, tailor- made solutions Service orientation and provision of useful service options Value-adding to raw materials and pre-made products Advanced manufacturing processes and technologies Technology investment across all business operations Research, development (R&D) and innovation Industry alliances and cross-industry collaboration Diversification into new products, services and markets Sustainability in products and processes, including through-life support and end-of-life disposal Developing markets in Asia and across the world 16
The key opportunities identified in MSA’s research are: There are considerable skill implications in actualising these opportunities. Strong leadership Business and workforce planning skills High-level technical skills, often in specialised areas Skills in using and developing technologies Upskilling of existing workers to ensure high-quality and best practice Navigating and developing global markets Performing in the digital economy Lean and agile production management capabilities Excellent market research, customer service and management skills Capability in using design and production technologies Science, technology, engineering and mathematics (STEM) and problem solving skills Innovation and intellectual property (IP) management Research and development, and ability to efficiently deploy innovations Collaboration Capacity to be multiskilled and apply broad-based technical and trade skills to a range of contexts Waste management Application of sustainability principles to product development and operations Cultural skills Global supply chain management 17