If manufacturers summarized the last decade, many would choose one word that simultaneously sums up their experience yet doesn’t seem powerful enough to convey the magnitude of their struggles: challenging.
From the COVID-19 worldwide pandemic that snarled supply chains around the globe to the current administration’s on-again, off-again foreign trade policy driven by fluctuating tariffs, many manufacturers have struggled to keep up with the pace of change happening all around them.
Unfortunately, it’s not just tariffs or supply chain woes creating all the issues, manufacturers are also struggling to keep up with technological advancements, from new automation technologies to artificial intelligence (AI), that are not only changing the way they do business but also changing the types of workers they need.
This is all taking place against the backdrop of a manufacturing skills gap problem that has existed for decades. For years, manufacturers have struggled to fill their open positions with highly skilled workers. The supply of workers has simply not kept up with the demand for such workers, especially with evolving technologies requiring workers with more skills than ever before.
The result has been a patchwork quilt of reactionary approaches that seek to fix problems only after the fact. Largely unsuccessful, these approaches may soon be replaced with new proactive measures, if manufacturers in Ohio have their way.
In an IndustryWeek article by Winifred Opoku, the author outlines some key takeaways she learned from meeting with manufacturers at the recent Ohio Manufacturing Association Workforce Summit. We’ll take a closer look at what’s going on in Ohio and how it can benefit manufacturers across the U.S.
Aligning Roles with Skills Needed
Workforce development seems like it should be straightforward when you step back to see the bigger picture. Career and technical education (CTE) instructors at the high school and post-secondary levels teach students the skills they’ll need in the workplace. Manufacturers then hire those students when they graduate, and they step into roles already prepared to succeed.
Unfortunately, the process hasn’t worked that way much of the time. Those technological changes we mentioned earlier? They’ve thrown a big wrench into the works, creating a frustrating disconnect between the evolving nature of skills manufacturers need and what is being taught in educational institutions.
As Opoku notes, “[e]ducation and training providers may certify learners as ‘job-ready,’ while employers still struggle to find skilled candidates who fit specific production needs.” So, what’s the problem?
While manufacturers have job descriptions, “the broader ecosystem lacks a shared language for skills. When each actor defines ‘technician’ or ‘technologist’ or ‘engineer’ differently, alignment suffers. Schools teach to one version of the role; employers hire to another, and workers are left trying to connect the dots.”
To be proactive, some manufacturers are forging closer relationships with the educators filling their talent pipelines. Opoku believes that “[w]hen manufacturers take the lead in defining roles collaboratively with those within their ecosystems (educators, workforce boards and community partners), they shift workforce development from crisis response to strategic design.”
As it turns out, taking a proactive approach pays off. “The payoff is faster onboarding, clearer career ladders and partnerships that build the right skills, not just more programs…When everyone along that continuum—from educators to employers—uses shared role definitions, training investments align more closely with operational needs, and learners can see a clear path from classroom to career.”
Turning the Factory into a Classroom
Some manufacturers in Ohio have chosen to become even more proactive than aligning roles with the skills needed to be successful. According to Opoku, “Humtown Products is showing what it looks like when a manufacturer takes the initiative. Instead of waiting for schools or policymakers to address the talent gap, President Mark Lamoncha turned his factory into a classroom.”
At Humtown Products, “[m]iddle and high school students from across Northeast Ohio and Western Pennsylvania don’t just tour the facility—they lead tours and run demonstrations for their peers and learn the rhythm of production firsthand. What began as community outreach has become a living workforce laboratory.”
The impact has been phenomenal. “More than 1,000 students have experienced manufacturing not as a distant concept but as a tangible, creative career path. Teachers and local workforce boards now use Humtown’s model to shape lesson plans and career awareness events.”
Lamoncha notes that “When we see young adults as emerging industrial athletes, blending classroom learning and real-world experience, they begin to discover what truly sparks their interest—and just as importantly, what doesn’t. Interest becomes the gateway to purpose, which fuels passion and engagement. This is how a young person moves from choosing a job they ‘have to do’ to finding meaningful work they ‘want to do’—work they love and can engage with for a lifetime.”
Opoku believes that “Humtown’s model proves that meaningful workforce development doesn’t have to start with million-dollar grants or statewide initiatives. It can begin right on the shop floor, with a single company inviting the next generation to learn by doing. Small manufacturers can shape the future by turning operations into learning spaces—and in doing so, transform community curiosity into a sustainable talent pipeline.”
Workplace Culture as a Business Strategy
Finally, Opoku highlights how “[a]t Staub Manufacturing Solutions in Dayton, Ohio, workforce strategy does not start with recruitment, but with respect…[because] solving workforce shortages begins with how companies treat people—by building workplaces where employees feel valued, connected and proud to represent manufacturing.”
What does this look like in practice? According to Opoku, “[t]hat philosophy runs through everything Staub does, from open-house tours for students to everyday shop-floor practices. The company invests in mentoring, cross-training and clear career paths that help employees see long-term futures in the industry. It also partners with schools and community organizations to show young people that manufacturing offers meaningful, stable careers.”
Based upon Staub’s success (“an annual turnover rate of less than 5%, compared with an industry average of nearly 40% in metal fabrication”), Opoku offers a list of practical steps manufacturers can take to make their workplace culture a business strategy:
- “Lead with respect. Make a respectful environment non-negotiable; it’s the foundation for retention.”
- “Hire for attitude; train for skill.”
- “Invest in people benefits.”
- “Expose students early…showing them that manufacturing is creative, not monotonous.”
- “Focus on teamwork and soft skills.”
Opoku concludes:
“Playing offense in workforce development means leading with clarity, commitment and community. Clarity in defining the roles and skills that truly drive production. Commitment in taking ownership of the talent challenge. And community in building workplaces where people belong, learn and grow. U.S. manufacturing’s future will be written not by those who wait for perfect policy or funding, but by those who design systems that work right where they are.”
Proactive Training Crucial to Meet Workforce Challenges
Fortunately, manufacturers don’t have to reinvent the wheel when it comes to taking a proactive approach to meeting workforce challenges. All they need to do is partner with an industry expert in technical education.
With more than 40 years of experience designing and manufacturing state-of-the-art training systems, Amatrol remains the world’s leader in skills-based, interactive technical learning for industry and education.
Amatrol offers a unique combination of flexible eLearning curriculum paired with hands-on training systems that teach skills using real-world industrial equipment in a wide variety of areas of expertise, from basic electrical, pneumatics, and hydraulics to the advanced automation technologies used in today’s “smart” factories.
Consult with an expert at Amatrol today to learn how you can take the first step toward teaching your current workers the skills that will set them up for success in the modern workplace.
About Duane Bolin
Duane Bolin is a former curriculum developer and education specialist. He is currently a Marketing Content Developer in the technical training solutions market.
