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Enterprise Minnesota Magazine - May 2008

INSIDE TECHNOLOGY AND MANUFACTURING BUSINESS

    

4 Questions - Meet Nancy Straw

 

Nancy Straw, President, West Central Initiative, Fergus FallsIn 1999, Nancy Straw was named president of West Central Initiative (WCI). Launched in 1986 by the McKnight Foundation, WCI is one of six McKnight nonprofit foundations across the state with the goal of improving Minnesota’s economy through supporting families and businesses. To accomplish this goal, Straw works with MTI and local businesses to facilitate work force training, business loan programs, and additional advice and guidance for businesses and families in west central Minnesota.

 

1. How did the WCI program Workforce 2020 and the Quality Employment Initiative begin, and how have they evolved in their missions?

 

In the 1980s, the economy in greater Minnesota was in a difficult place, especially the ag economy. Farmers were leaving, not in record numbers, but in large numbers. One of the early tasks was helping to create more jobs to employ people who were leaving farming. They wanted to stay in their home towns, but there weren’t a lot of jobs. That was a natural link to manufacturing, because manufacturing jobs pay more than almost any other industry in rural Minnesota, and we found that many of the skills farmers already had transferred to the manufacturing industry. From our very earliest days, that was a huge part of our mission. Since then, we’ve helped to increase the number of manufacturing jobs in Minnesota from 4,000 jobs in west central Minnesota in 1996, to 10,000 today.

 

In the early 1990s, demographic forecasts said that there would be a worker shortage, which was hard for people to believe at that time. But there was no denying the demographic trends. So WCI brought together a wide range of people, including business leaders, chambers of commerce and people in the community to talk about the coming worker shortage. Out of those meetings, Workforce 2020 was born. And one of the things we discussed was that if you have fewer people, then those people have to be more productive. It really strengthens the businesses, and it’s a win-win situation.

 

2. What are you doing to prepare companies for the worker shortage expected to occur in Minnesota over the next few years?

 

We’re still looking at any group of people that appear to be underutilized workers because we would like to bring them into the work force. Additionally,we’re always helping companies develop methods to keep people working longer. Many workers at retirement age would still like to work part-time at their company. To offer that option, companies may consider making adjustments, having flexible scheduling and offering the kind of security that older people desire.

 

3. What is the one thing a Minnesota manufacturing company can do to most effectively prosper? Can you give an example of how a company has done this?

 

Focus on the competitive advantage. SJE-Rhombus Controls in Detroit Lakes manufactures switches for sump pumps, and they lost a large customer to a Pacific Rim company. SJE was determined to prevent that from happening again,and sought ways to get that customer back. Since demand for sump pumps can increase dramatically in a very short period of time, such as after a flood, SJE determined that it may be able to reduce order fulfillment times through increased efficiencies,which included providing worker training. Through a variety of improvements, SJE was able to reduce order fulfillment times. The advantage SJE has in proximity to the customer is the shorter lead time needed for the customer to receive product, a result of geographic proximity and reduced order fulfillment times.

 

4. What goals do you have for WCI?

 

We want to continue the work that we’ve done and find new ways to be effective creating jobs, improving worker skills. We want to strengthen companies. I think we really want to see a more stable economy in west central Minnesota, and manufacturing is a part of that. I am most proud of the way that the WCI Board and staff approach our work and strive to be an organization that is always learning and improving. The toughest part can be to begin doing things in a new way. It keeps the work challenging and interesting.

    

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