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A Mississippi Coast Icon

Ingalls has called Mississippi home since 1938. In that time, the company has merged and spun off, taking on names such as Litton and Northrop. The thing that has remained constant is shipbuilding. In 2011, Ingalls returned to the Ingalls name, as the Ingalls Shipbuilding division of Huntington Ingalls Industries, and today they are producing some of the most advanced ships in the world for our armed forces.

Contributing to Our Nation’s Defense

Ingalls is one of the world’s largest shipyards and produces nearly 70% of the Navy’s combat vessels. They have most recently been awarded contracts for destroyers, massive amphibious assault ships, and Coast Guard Cutters, but have also been recognized for their manufacturing of cruisers, and nuclear submarines.

Famous Names

Among the ships that have been manufactured at Ingalls are some that have gained public notoriety. The USS Cole is one of those ships, as was the USS New York, and each has a story.

On the morning of Thursday, October 12, 2000, the USS Cole was the target of a terrorist attack while docked in the Yemeni port of Aden for routine refueling. A bomb ripped open her side, killing 17 American sailors and injuring 39 others. She was brought home to Ingalls, where she was originally manufactured and launched, and they spent sixteen intense months restoring her and returning her to the fleet.

The USS New York was also manufactured and launched from Ingalls. The bow was constructed from 71/2 tons of steel secured from the wreckage of the World Trade Center after the attack on September 11, 2001.

While every ship carries with it a name of significance, there are those we feel more attached to based on their meaning to us as United States citizens.

Taking Care of Business

There are always multiple ships in production at Ingalls at a given time. The Tripoli is one such ship. Once launched, the ship will be named The USS Tripoli. The Tripoli is an America Class Amphibious Assault Ship named for the Battle of Tripoli Harbor. The ship is an improved version of the WASP-Class Amphibious Assault Ship. She has a compliment of 65 officers, 994 enlisted, and 1,687 Marines (plus 184 surge); has a displacement of 45,693 tons; features two marine gas turbine engines and two 5000 hp auxiliary engines; is armed with 2× Rolling Airframe Missile launchers, 2× Evolved Sea Sparrow Missile launchers, 2× 20 mm Phalanx CIWS mounts, and 7× twin .50 BMG machine guns; and can achieve and impressive 22+ knots. The hull design features a “no-right-angles” stealth design that confuses enemy radar regarding the ship’s actual size. The USS Tripoli is designed to house aircraft including the MV-22B Osprey, the F-35B Lightning II, the CH-53K Super Stallion, the UH-1Y Venom, the AH-1Z Viper, and the MH-60S Knighthawk. Once complete, the Tripoli will be a reconfigurable, state-of-the-art facility for air assault and aircraft support. After launch, the ship will go through trials, finalizing integration, fueling, weapons checks, and systems training of actual personnel. The future USS Tripoli is expected to launch in 2017. There are currently ten ships across four classes that are in production at Ingalls, all with uniquely impressive credentials.

To Build the Machine You Need the People

One of the ways Ingalls is so incredibly successful at building these complex military ships is by maintaining a highly skilled and motivated workforce.

To construct these massive ships, Ingalls employs workers to handle work across a wide spectrum. All ships are compartmentalized, and within the thick steel superstructure are systems for HVAC, plumbing, power, mechanics, and communications. The workers not only have to install these systems, they have to install redundant systems so that a ship can take a hit and keep performing if primary systems are knocked out. These super fortified ships, bristling with weapons and steeped in the latest electronics, take years and thousands of skilled man-hours to complete and field test.

A Healthy and Cared for Workforce is Good for Business, Communities, and Families

Ingalls is arguably the state’s largest manufacturing employer. The company employs over 12,000 workers in roles ranging from welder to engineer to executive to executive assistant. Every role is important, and every employee is important.

A workforce this large does not come on board fully trained and prepared. Ingalls has adopted a strategy of innovation and best practices in developing and maintaining its workforce. This is good for people, community, and, ultimately, business. Not surprising, a great deal of that strategy is centered around the betterment of environment, lifestyle, community involvement, and the individual health and professional development of its employees.

Workforce Development

Says Edmond Hughes, Jr., VP Human Resources & Administration, “At Ingalls we have partnered with learning institutions and developed multiple avenues beginning at the local high school level to develop the greater skills necessary to build the world’s most sophisticated warships.”

Early support at the local level begins with STEM grants awarded at the K-12 levels amounting to $100,000 per year. There is also an effort underway to develop vocational programs with the local high schools.

Students in high school and middle school have trouble comprehending their potential and the relevance of the subjects they study to their career after school. Says Hughes, “You have to know math — fractions and geometry. Kids who think they won’t need them while they are in school will end up having to be re-educated.”

Among the avenues to personal development for individuals to prepare for a career at Ingalls, or to better a career already begun with Ingalls, are thirteen programs at the Maritime Training Academy. These two- to four-year programs use both classroom and learn-by-doing apprenticeships to develop skills in electrical work, pipefitting, welding, painting, and more.

Ingalls also provides courses to help bring promising employees up to speed in areas where they may be weak or need improvement.

Says Hughes, “There are local high school and community college graduates that become part of our apprenticeship programs that go on to take senior leadership positions in our organization.”

Community

Ingalls believes in investing in the community both as a company, and as a force of 12,000 employees. Says Hughes, “We have 12,000 pairs of hands that can give back.”

In the community, Ingalls and its employees have been recognized for their work with the Boys & Girls Clubs, Habitat for Humanity, Special Olympics, the Boy Scouts, and more. “We serve as judges in science fairs and on local boards.” On the last “Ingalls Day of Caring,” the volunteers worked on four different projects in Jackson County communities.

Says Hughes, “It is important to give back to the communities where we live and work.” While the company nurtures a giving culture, “It is our employees that volunteer and take an active role. They truly enjoy giving back within our community.”

Company

When Hurricane Katrina, the eleventh storm of the 2005 Atlantic hurricane season, struck with deadly force and devastating impact on the coast, Ingalls stepped up. The company immediately trained their HR department to help perform FEMA functions for employees and local families, and also opened a second camp in New Orleans. Ingalls used the ships in later phases of construction to set up headquarters and lodging for active leadership. During the disaster and months of recovery, Ingalls Shipbuilders served 74,000 meals, administered 4,000 tetanus and flu vaccinations, and assisted with the monumental effort of cleanup and water distribution.

Ingalls worked with Western Union to provide net pay in lieu of paychecks since the entire financial infrastructure was wiped out along the coast. Ads were placed in surrounding cities and states providing helplines for employees to call and check in.

In addition to coordinating with federal and Red Cross relief and establishing an onsite assistance center, Ingalls Shipbuilding’s parent company at the time, Northrop Grumman, donated $1 million to the Red Cross, $250K to the Gulf Coast United Way organizations, $500K to the Gulf Coast Assistance fund, and replaced backpacks, books, and school supplies for local students.

A Local Way to Solve Healthcare

The entire country is wrestling with issues of healthcare and insurance. Ingalls recognized the impact on their employees and decided to help address it on their own.

While the company is not able to fix the problems for the country or the system as a whole, the corporation came up with a solution to help their workforce be able to maintain their individual health without a lot of the cost and red tape that many Americans are forced to struggle with when they seek medical attention. A new family health center was planned.

The Family Health Center

Ingalls leased a local medical facility, gutted and rebuilt it, and dedicated it to the health and well-being of its employees and their dependents. Employees now have the additional option to visit the center and benefit from truly affordable and available healthcare.

Where employees and their families may have had to wait weeks for family health center visits, they can now visit the new employee health center quickly and easily, with no charge for wellness visits and a standard $15 co-pay for regular visits, labs, x-rays, and other services. A 30-day generic prescription can be purchased for only $3, with a 90-day generic prescription only costing $6.

The use of the new facility is optional, but Ingalls believes that having affordable, convenient healthcare available will encourage employee participation. Says Hughes, “The family health center has been open since July 1st of this year, and the participation and feedback thus far has been extremely positive.”

Securing Our Nation. Securing a Future.

Competition is pervasive, even for large-scale manufacturers contributing to national security. Ingalls Shipbuilding has secured $60 million, $20 million from the state and a matching $40 million from Huntington Ingalls Industries, to upgrade their facilities so that they are able to aggressively compete for future contracts. Included in the upgrades are a new dry dock facility and a covering of the expansive outdoor area used for overflow production. Covering the outdoor manufacturing space ensures that production does not stop for weather, which greatly impacts delivery schedules, work shifts, and overall efficiency.

Most people only know Airbus to be a manufacturer of airplanes…

• unless you live in Mississippi.
• unless you are with the U.S. Army, the U.S. Coast Guard, the Mississippi State Police, the Ohio State Patrol, the U.S. Department of Homeland Security, or the U.S. Customs and Border Protection.
• unless you are a United States Veteran seeking a job with a Top 100 Military Friendly Employer.
• unless you work for the Department of Defense and know the list of very select companies that have achieved a 100% on-time, on-budget, and on-quality delivery record.
• unless you are an economic developer seeking case studies where one successful manufacturer acted as a catalyst to bring multiple companies to an area, transform the job market, and connect multiple communities.

If you are a part of any of these groups, you may already have joined the growing ranks of people, companies, and organizations that know Airbus for helicopters.

Mississippi Roost

One of Mississippi’s state birds can be seen flying the skies regaled in blue and gold, and emblazoned with the seal of the Mississippi State Police. The H125 helicopter joined the Mississippi State Police fleet in June 2014, with a gubernatorial ceremony and christening. The aircraft is not just a highly functional part of the Mississippi State Police fleet, it is a symbol of one of Mississippi’s shining stars in the manufacturing community.

Airbus is known worldwide for the planes that it produces. American Eurocopter (Airbus) helicopters are now known on a national and international scale. And the crown jewel for their manufacturing operation is the 58-acre, 330,000-square-foot facility in Columbus, Mississippi.

Adjacent to the Columbus, Mississippi airport, the Airbus Helicopters’ plant is responsible for over 1000 aircraft departing their flight line, creating hundreds of jobs, and anchoring the manufacturing community that has helped transform the manufacturing segment of Mississippi’s Golden Triangle, composed of the cities of Columbus, Starkville, and West Point, into the economic success that it is today.

Christopher Emerson is the president of Airbus Helicopters, Inc. and head of the North America region. Says Emerson, “The Columbus plant is a very important part of the success that Airbus Helicopters, Inc. has enjoyed over the last decade and will be an integral component of our business plan in the future.”

Evolution

Mississippi’s Airbus Helicopters manufacturing operations began in 2003, and housed a Light Assembly Line (LAL) until 2006. Parts were assembled and then disassembled in France, then shipped to Mississippi for reassembly.

The U.S. Army Lakota helicopter contract was awarded in 2006, and in 2007 Airbus had completed expansions and upgraded to a Full Assembly Line (FAL) that allowed the full production line to engage. The plant now has full assembly lines for both the H145 Lakota helicopter and the H125 A-Star helicopter models.

Says Emerson, “The evolving improvements and changes that have been implemented in Columbus to meet the Army’s requirements have also paid off for our commercial helicopter business. We are now producing the H125 commercial helicopter in Columbus and we obtain the same efficiencies and high levels of quality achieved on the Lakota.”

The Mississippi plant location, chosen for the overall cost of doing business as well as an able workforce, has grown from 33 employees in 2006 to over 200 full-time employees today.

The current staff includes over 70 licensed Airframe and Powerplant (A&P) mechanics, two FAA Designated Airworthiness Representatives (DARs), pilots, and test engineers. The U.S. Army also stations inspectors and pilots onsite to inspect and oversee operations for the H145 Lakota line.

The Helicopters

H145 Lakota

The dual-engine Lakota helicopters coming off of the Mississippi line are used in training operations for all U.S. Army helicopter pilots going through military flight training. The American-made Lakota helicopters can be equipped with numerous packages, from training lasers to combat gear, and can be finalized on site or after delivery to the client. Literally every new U.S. Army helicopter pilot trains in a H145 Lakota helicopter manufactured in Mississippi.

H125 A-Star

The A-Star helicopter, formerly named the HS350, is highly versatile. The H125 A-Star is used by law enforcement, highway patrol, air medical, U.S. Department of Homeland Security, U.S. Customs and Border Protection, and civilian businesses, including air tours.

An Able Workforce

In order to build a manufacturing operation like Airbus Helicopters’ has achieved, you have to have an able workforce. Access to that workforce was one of the reasons Airbus chose to locate in the Golden Triangle area. Airbus Helicopters found that Mississippi had a high number of trained aircraft workers, many of them military veterans, which enabled them to move in and set up a facility that produced high-quality helicopters and empowered them to meet commitments made to customers.

Colleges and Universities

Airbus Helicopters purposefully situated its operations in a higher education-rich region. The company is able to recruit talent and develop collaborations with the local learning institutions, including Mississippi State University, East Mississippi Community College, the University of Alabama, and Mississippi University for Women.

Airbus Helicopters has partnered with East Mississippi Community College to develop 6-week courses in avionics and sheet metal that lead to On the Job Training (OJT) opportunities at the manufacturing plant. Those candidates who are successful are promoted to technicians, and some have even turned out to be among Airbus Helicopters’ top technicians.

The company has also engaged in a vocational program with New Hope High School, a local high school, that enrolls five to six students per year. That is another program that can lead to apprenticeship, and ultimately a position at the plant.

Veterans in the Workforce

Airbus Helicopters welcome qualified veterans from all military branches to their labor force and has been recognized by G.I. Jobs five years in a row as one of the Top 100 Military Friendly Employers®. In fact, just over 40% of full-time employees at Airbus Helicopters are military veterans, including the company’s director and site manager, Robert Boman. Boman retired from the U.S. Air Force in 2008 and joined Airbus Helicopters just one week later in a recruiting role. He now leads the Columbus, Mississippi, operation.

Continuous Development

As a way to achieve continuous improvement in the company, Airbus is committed to a strategy of continued development of its employees. They believe in developing talent from within. Self-improvement and employee involvement is regularly encouraged, and an annual engagement survey helps add structure to the practice.

Partners in Quality Improvement

Airbus Helicopters’ continuous quality improvement practices are driven from within, and are also motivated by customer relationships. Says Emerson of the U.S. Army partnership, “We are very fortunate that the U.S. Army has supported the decision that was made to produce the UH-72A Lakota in Mississippi. The Army, through its strict requirements on costs, schedule, and quality, has forced us to continually strive to improve the way we manufacture our helicopters. We have met those requirements because our people, the workforce in Columbus, accepted the challenges and, working as a team, delivered on our commitments to the Army.”

Hiring Local-ish

It is worth noting that Airbus Helicopters is able to satisfy approximately 72% of its workforce needs within the Golden Triangle. Many of the remaining 28% are from West Alabama’s Lamar County.
Airbus Helicopter’s hiring practices and company culture have resulted in an incredibly low rate of employee turnover. Low employee turnover is an indicator of a successful employer-employee relationship.

Manufacturing in the Golden Triangle

American Eurocopter (now Airbus Helicopters) was interested in expanding their operations in 2003. The company was recruited to the Golden Triangle area by the local economic development leadership and (then) Governor Haley Barbour and his team. In the Golden Triangle, American Eurocopter found a manufacturing-friendly state with a low tax base, good skill sets, and colleges all around. Once recruited, American Eurocopter became a catalyst in the Golden Triangle Airport Development that paved the way for other companies to locate there. Companies including diesel engine manufacturer Packar, steel manufacturer Steel Dynamics, and drone manufacturers Stark Aviation and Aurora have now joined the Golden Triangle manufacturing community.

“It (Airbus Helicopters) changed the way we thought about ourselves as a community,” says Joe Max Higgins, CEO of the Columbus-Lowndes Development Link. “Landing an advanced project and company, we went from older traditional manufacturing to making things that fly. Airbus made the Golden Triangle believe in themselves.”

There are now 2,500 companies in the Golden Triangle Airport Development. Thanks to the economic development that has occurred since 2003, there is a new category of jobs in the over $60,000 range.

An Earned Place in the Manufacturing Community
Airbus Helicopters has developed a culture of commitment and quality. Their 100% on-time, on-budget, on-quality delivery record lives up to the highest standards. They have led the way for best hiring practices and have been a catalyst for economic development in Mississippi’s Golden Triangle, which has led to thousands of jobs. Columbus, Mississippi, has become the center of industry for Airbus Helicopters. Today, in addition to airplanes, Airbus is now known for helicopters.

The next time you see a helicopter take to the skies, know that it may have taken off first in Columbus, Mississippi. Those who know helicopters, know.

Mississippi Manufacturing and Workforce Development Strategy

Governor Phil Bryant, Mississippi’s 64th governor, is a known champion for the state’s manufacturing industry. Mississippi is a leader in growth in gross manufactured exports, which rose 259% from 2004 to 2014. Total exports have risen 380% in the last ten years. The governor explains Mississippi’s growth in manufacturing as intentional and part of a long-term plan. To facilitate that plan, Mississippi will need qualified people to fill jobs. That is also part of the plan, says Mississippi’s governor.

Long-term Strategic Direction

As governor, the task of growing a manufacturing economy is a multifaceted effort with heavy influence on legislation and workforce development. While there are short-term gains to be had in growing a manufacturing economy, the most significant gains are realized over decades of dedication with purpose. Strategically, it is an effort that spans governors. Additional foundations still being laid today are done so with planned, long-term success in mind. Says Governor Bryant of the planning process, “We are looking at manufacturing on an 80-year schedule.”

The Importance of Workforce

Mississippi’s central southern location, easy access to sea, land, and air transportation, and pro-manufacturing tax incentives attract the attention of manufacturers. However, without a qualified workforce, a manufacturing company will suffer or fail. The workforce is what secures business long term, and encourages growth at Mississippi locations. Workforce is always critical to any manufacturing operation.

A Comprehensive Plan for Growing the Workforce from the Middle

Says Governor Bryant, “Where workforce is concerned, you have to plan the biggest changes at least ten years ahead.” The governor points out, “We are raising our next workforce.

“We are aggressively implementing education and training programs to grow our mid-level workforce. We are assuring our manufacturing community that they will have an even better educated and better trained workforce in 8 to 10 years and ongoing, based on what we are doing today. Our children in the third grade will be entering the workforce in ten years. Our plan for development begins early.”

The Mid-Level Workforce

Mid-level jobs are jobs that do not necessarily require a four-year degree. Mid-level education is typically a high school education coupled with some college-level courses, such as courses at a community college, or specialized training. Mid-level job opportunities range from welding to robotics.

Manufacturers seek candidates in the mid-level, who have basic knowledge sets, normally including science, technology, engineering, math, and reading comprehension. In some cases, vocational training and certification is also desired or required.

When job candidates do not have the proper training or education, remedial education and training programs have to be utilized to bring workers up to speed. Remedial work takes time, resources, and money. A workforce requiring remedial education is at a disadvantage.

The goal in Mississippi is to prepare candidates before they hit the workforce, beginning at kindergarten. This strategy is designed to significantly bolster the quality of Mississippi’s workforce over time as those students graduate from high school and community colleges and take on careers.

K-12 Education

The state is backing the premise that if children are able to learn to read, they will go on to read to learn.

An individual’s academic career is highly influenced at an early age. The state of Mississippi has targeted a younger academic population and established a Third Grade Gate in the school systems. The Third Grade Gate dictates that no child passes the third grade who is not reading at a third grade level or higher. The Third Grade Gate is meant to prevent a trend of decline that occurs when students are socially passed through this pivotal point in their academic career. The reading skills a student develops by the end of the third grade are critical in developing a foundation for academic development and achievement in successive grades.

Beginning in 2012, funding was established to place reading coaches in schools. The result of this $35.9 million investment is a significant increase in reading performance in the third grade. According to the governor’s office, the percentage of third-grade-level readers in the third grade is 91% as of August 2015. The level of reading improvement is expected to influence the students’ academic careers, future job prospects, and ultimately the quality of workforce as these third graders seek jobs in 10 years.

Having the right teachers also matters. To further incent and keep qualified teachers in teaching positions, Mississippi allocated $110 million for K-12 teacher pay raises over two years, beginning in the 2014-15 school year. The raises will be followed by a statewide school recognition program in 2016-17 that includes financial incentives for schools improving their overall rating by at least one level or maintaining an “A” or “B” rating. Governor Bryant said, “These raises complement our other efforts to raise the bar in Mississippi classrooms, and I thank the teachers and educators who work hard every day to improve student achievement in our state.”

College Level Innovative Partnering

Mississippi manufacturing companies have partnered with local colleges to implement curriculums specifically for their industries. The companies offer financial support, equipment and resources, strategic collaboration on curriculum design, and even personnel to assist with instruction. The programs range from highly specialized certification programs spanning weeks, to integrated two-year degree programs. This directed approach to education ensures participating manufacturing companies have workforce-ready job candidates upon graduation, and that graduates have concrete opportunities to earn a decent, family-friendly income and enjoy a higher quality of life.

Bridging the Gap — Training an Existing Workforce

As of December 14, 2015, the Mississippi Works App reported 41,131 jobs available in the state of Mississippi. Although Mississippi unemployment has dropped to 5.9% (the lowest it has been since December 2007), there are over 75,000 unemployed whose ranks can potentially bolster the mid-level workforce. Says Governor Bryant, “Governor Barbour championed some of these efforts while I served as lieutenant governor. Our mission is to give some hard working Mississippians the opportunity to return to the workforce with respectable incomes and jobs that contribute. The training programs we have put in place do that.”

The governor’s office reports that, in the 12 months from October 2014 to October 2015, the labor force has risen 57,400 from 1.221 million to 1.278 million, and the employed rate has risen 71,000 from 1.132 million to 1.203 million.

Character

One significant advantage Mississippi has as a state is the character of its workforce. Mississippians have earned a reputation for appreciating life and livelihood. The strength of character in Mississippi workers in the manufacturing community is something that regularly draws positive remarks by company leadership. It is also a huge advantage in building the mid-level workforce.

The Importance of Manufacturing to Mississippi

Mississippi is a state that has historically experienced significant success in the industry of manufacturing. That success continues today. Currently, manufacturing accounts for as many as 12% of jobs in Mississippi, and as many as one-third of the jobs in Mississippi are related to manufacturing. Manufacturing not only drives the Mississippi economy, it is the lifeblood for a significant number of Mississippi families. Every manufacturing company and every manufacturing job that is brought into the state represents more than just another income. It is a step forward for the citizens of Mississippi, their families, and their community. Manufacturing is a cornerstone in the quality of life for families across the state.

Governmental support for an industry this vital just makes sense. Well-planned legislation and strong leadership at the state level send a message to manufacturers seeking new locations for operations, as well as to those who have already found home in the Magnolia State.

Comprehensive Workforce Strategy to Secure the Future

The governor has appointed Executive Director of the Mississippi Manufacturers Association Jay Moon as the Chairman of the State Workforce Development Board. Among other duties, Moon will be responsible for developing a comprehensive workforce development plan.

The basic structural goals for the workforce development plan are:

• Identify our assets
• Coordinate educational resources
• Identify training goals for the workplace
• Design and implement educational programs and initiatives ranging from kindergarten to workforce ready

Manufacturing is a Mississippi Growth Economy

The job base in Mississippi has grown overall, with an emphasis on manufacturing. Even as manufacturing processes become more automated, Mississippi’s manufacturers continue to add to and expand operations, creating even more jobs.

Mississippi is experiencing manufacturing growth across industries and company sizes, from furniture to food to military contractors. A few recent companies, large and small, that have added jobs include:

• Mars Foods – Greenville – 25 new jobs
• Ice Industries (steel manufacturing) – Grenada – 100 new jobs
• Yokohama’s new tire plant will support a community of families

Manufacturing Growth

For a state so heavily invested in the manufacturing industry, growth in that industry trickles out to the entire economy. Mississippi’s manufacturing is not only growing, it is evolving along with the demand for higher technology products, from advanced automobiles to unmanned aircraft.

Growth in Cutting-Edge Technologies

Many of today’s Mississippi manufacturers are in the high technology sector. Two examples are Stion and Raytheon.

In Hattiesburg, Stion, named as a Red Herring Top 100 North America Tech Startup in 2011, manufactures high-efficiency thin-film solar panels. Stion solar panels have been selected for use by three new Mississippi solar farms, to be located in Jackson, Senatobia, and Brookhaven, as part of Entergy’s $4.5 million Bright Future Plan.

In Forest, Raytheon, a manufacturer of the most advanced radar systems in the world, has expanded again and will be outfitting the new Lockheed Martin F-35 Lightning II fighter aircraft, a single-seat, single-engine, all-weather stealth, multi-role fighter that is undergoing final development and testing by the United States military.

A Plan for Sustained Growth

Sustained growth is the expected outcome based on well-laid plans. Mississippi has created an environment that is manufacturing-friendly and is currently executing plans for long-term growth. Mississippi is a state where manufacturers are expanding operations and where new manufacturers are entering the state.

The focus on mid-level workforce development is critical in enabling manufacturers of today and tomorrow to be successful. Workforce development fuels a manufacturing economy. Strategically, it means Mississippi is right where it needs to be and is taking the steps necessary to secure its future in manufacturing.

Governor Bryant sums it up simply by saying, “It’s all about making things.”

Governor Phil Bryant Champions the Business of Manufacturing in Mississippi

Governor Phil Bryant, Mississippi’s 64th governor, has a sincere passion for growing business in Mississippi and pride in being a part of this great state. If you have heard Governor Bryant speak on the issue of business and manufacturing, you have witnessed his enthusiasm. Says the governor, “Not only is Mississippi home to advanced manufacturing and research and development, our manufacturing industry is at an all-time high for growth and vitality.”
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Remanufacturing critical equipment and worthy lives

Adapt. Adjust. Overcome.

Navy veteran Larry White is the owner of AA Calibration Services, LLC, an airline equipment remanufacturing and calibration business that specializes in altimeters, airspeed indicators, and vertical speed indicators. Since 2004, AA Calibration has continued to grow, and now makes its home in a 5,000-square-foot facility in Yazoo City, Mississippi, constructed from the ground up in 2010. White’s is a story of successfully building a manufacturing business using his wits and his savings, one step at a time, with an attitude of self-sufficiency that is now embedded in the company’s culture. Today the company supports White’s family along with 18 employees and their families. LEARN MORE