|
|
An educational training partnership that began 14
years ago between an international maker of tissue and other
paper products and Tulsa Technology Center is stronger than ever,
says Paul Wittekind, manager of the Kimberly-Clark Corporation's
Jenks facility.
The state-of-the-art factory, dubbed "the Kleenex Capitol
of the World," produces tissue at a speed of 60 miles per
hour. Each 12 mile long parent roll of tissue weighs nearly two
tons, and makes 10,000 rolls of premium bath tissue.
Even before the plant opened, Tulsa Tech staff members worked
closely with the plant startup team to plan and prepare its workforce
for start-up. They've been a critical training partner ever since,
Wittekind said.
Tulsa Tech is one of 29 technology center school districts on
54 campuses across Oklahoma.
|
|
 "Oklahoma's
CareerTech system clearly understands industry's training
requirements and how to help meet industry's needs, and they've
definitely proved that here," he said.
"We appreciate the extraordinary level of professionalism,
'can-do' attitude, and tremendous cooperation we experience from
the CareerTech system at start-up time. Tulsa Tech helped
us immeasurably in putting together an effective training program
for new employees," Wittekind said.
That's why Kimberly-Clark is recognized as one of Oklahoma's
CareerTech Business Champions.
CareerTech Business Champions attribute much of their
economic success to the partnerships they have formed with the
local technology center or high school CareerTech programs.
Kimberly-Clark officials observed that a tissue mill of this
scope and size would be a challenge to construct and staff. Much
of the newly installed equipment and technology didn't exist
anywhere else. The Jenks plant was designed by a cross-functional
team including: marketing, research, engineering, logistics and
production experts.
"The facility is unlike any other in that there are no first
line managers," Wittekind said. "Work teams are self-managed
with employees involved in decisions, such as hiring of peers
and discipline."
Partnering with Kimberly-Clark trainers, Tulsa Tech's Business
and Industry Training Services (BITS) department took the lead
in managing facilities, training coordination and delivery, as
well as the development of training materials, Wittekind said.
Tulsa Tech provided training sites, moved a mobile classroom
to its Broken Arrow Campus to serve as a materials development
center, and dedicated five full-time and several part-time BITS
staff members to support the training project. Nearly 150 training
manuals for the specialized equipment and processes were developed
and revised as more accurate information became available during
the equipment installation and start up process.
BITS also helped design the selection and pay-for-skill compensation
process. Oklahoma CareerTech's Training for Industry Program
(TIP) was utilized to support the company by providing almost
$500,000 for the training and development of its initial workforce,
Wittekind said. Tulsa Tech also provided "in-kind"
services including facilities, equipment and staff.
In addition, many employees continue training on their own time
through Tulsa Tech's Adult and Continuing Education Department
using Kimberly-Clark's educational assistance and tuition reimbursement
program.
 Tulsa
Tech's assessment services assisted Kimberly-Clark as they searched
for potential employees with the skills and aptitude to staff
the plant. The technology center uses "System 2000"
testing equipment and tools to assess various jobs at the plant
and to measure the facility and industry specific skills of potential
employees.
Human Resource Team Leader Chuck Evans says the machine start-up
began in April 1990, with initial product shipments taking place
the following September.
"We were dealing with a particularly difficult and challenging
technology implementation situation," Evans said. "Clearly,
without the assistance of Tulsa Tech it would have been substantially
more difficult for Kimberly-Clark to have planned, developed
and presented the training program necessary to cause our project
to start up in a successful fashion."
In 1999, Kimberly-Clark announced plans to eventually double
the size of the original plant. In February 2000, planning and
funding began for the second group of production lines and the
addition of a 750,000 square foot product warehouse/distribution
center.
Start up for the additional production line began in May 2001
and paper towels were added to the Jenks product line. Kimberly-Clark
again turned to Tulsa Tech to help train 165 new employees at
a cost of $297,320 to be paid through the Training for Industry
Program (TIP).
Classroom space at Tulsa Tech's Riverside Campus and the BITS
Mobile Computer Lab were used for training due to limited space
at the Jenks plant. New equipment and processes created a need
for existing employees to upgrade their skills, so Kimberly-Clark
qualified for additional training dollars from existing industry
grants through the Oklahoma Department of CareerTech to
receive that training.
Related Links
|
