But at Cummins Turbo Technologies in Wuxi, China, Wang Jie pursued “Y,” not for her benefit but rather for others. Her story—and strategy—represents the future of Corporate Responsibility at Cummins.


Wang, a Senior Administration Assistant, received Cummins’ 2015 Community Impact Six Sigma Chairman’s Award for improving workplace conditions at a center for adults with disabilities. By using her business skills to address a particular outcome – called the “Y” in Six Sigma’s data-driven approach to eliminating manufacturing defects – Wang exemplified Cummins’ new strategic vision for employee engagement.

“We can utilize our talent to help people and other communities in need,” Wang said. “As the Chinese saying goes, ‘Give a man a fish and he can eat for a day; teach a man to fish, he’ll eat for a lifetime.’”


Wang did just that by helping the center find new ways to assemble washing-machine parts to protect employees’ hands. She also worked on a new layout for the center’s assembly line to increase efficiency and enhance employee safety.

In 2015, to maximize all employees’ opportunities to help others, Cummins’ global regions developed long-term community strategies. Wang’s project, for example, aligned with Cummins China’s regional strategy to increase independence among people with disabilities. Other regions’ goals are as diverse as the company’s global teams.

“Cummins employees have specialized skills to help people in our communities,” said Mary Titsworth Chandler, Cummins’ Executive Director of Corporate Responsibility. “When we add strategic principles to organize those unique talents, the impact is powerful.”

Like China’s strategy, the Middle East’s plan includes better integrating people with special needs into society and also educating youth on the environment. In India, Cummins leaders built their strategy around replicating the successes employees have had developing villages’ water supplies, farms, hygiene and schools. In Africa, every Cummins site is partnering with a school with a high population of students at risk of failing to raise their academic performance.

Among Cummins’ North American sites, employees are mentoring low-income students to help them pursue college or careers. European leaders will be focusing on strengthening students’ aspirations and reducing food poverty. In Mexico, teams have organized their efforts into a “neighborhood approach” in La Pila – a model South America is also pursuing because of its effectiveness.

And in the Asia-Pacific region, Cummins’ teams are expanding their TEC: Technical Education for Communities initiative to increase the availability of skilled workers and good jobs.

“Our employees can have a profound effect on others’ lives,” said Peter Jensen-Muir, Executive Managing Director of Cummins’ Asia-Pacific Distribution Business Unit. “Cummins has a rich history serving our communities and, because of our employees and forward-looking strategies, more abundant engagement activities in the years ahead.”

Cummins’ commitment to Corporate Responsibility has been a core value at the company since its founding. In 2015, 53,749 employees, joint venture employees and contractors honored that tradition by engaging in a community project – a record 80 percent of eligible employees.