Making Manufacturing Glamorous

By David Weldon

Let's face it. Some careers just sound a lot more sexy than others.

And while there is a lot of personal satisfaction that can be had by nearly anyone doing virtually any job, convincing impressionable young minds that your field is where they should set their sites isn't always easy.

That is the dilemma facing the manufacturing industry today, as it struggles to overcome constant negative images of plant closings, corporate relocations and manufacturing jobs sent offshore. Manufacturing just isn't seen as cool, by a growing number of teens.

It is also why leading national associations in the manufacturing sector are placing a major focus on recruitment marketing this year, in an effort to reach out to the soon-to-be workforce population.

The mission is seen as critical, as reflected in the results of the 2005 Skills Gap Report commissioned by the National Association of Manufacturing (NAM) and its Manufacturing Institute.

According to John Engler, president and CEO of NAM, the 2005 study revealed a large gap in the type of skills desired of new hires into the manufacturing industry, versus the skills mastered by today's graduates, and a declining interest in pursuing careers in manufacturing.

The skills shortfall wasn't just seen in technical skill areas, but also in basic teamwork and communication skills. Add to that a growing need for advanced skills in the manufacturing workforce as new technologies are adopted. And then subtract the loss in workforce numbers, as the so-called Baby Boomers reach retirement.

What you are left with spells trouble, Engler says. It is also why NAM has now partnered with Skills USA to undertake a major marketing and training program to champion the personal and professional rewards to be had in the field. The program has been given the branding of "Dream It. Do It."

"America can't compete without skilled workers," Engler stresses. "Our Dream It. Do It. manufacturing careers and economic development campaign is creating strong regional alliances, to raise awareness among young people about manufacturing's high-paying and rewarding careers.

"The SkillsUSA network will enable us to reach more students directly in their schools, with fun, hands-on programs that teach teamwork and other important workplace skills," Engler says.

The program is coming none too soon, Engler says. The 2005 NAM study finds that the skills gap is already taking a large bite out of manufacturing productivity. Consider the following findings from the study:

More than 80 percent of respondents to the study survey say they are experiencing a shortage of qualified workers overall.

Nearly half of respondents indicate that their current workforce has inadequate basic employability skills such as attendance and work ethics.

The growing skills gap is having a widespread impact on the ability of manufacturers to achieve production target levels, to increase productivity, and to meet customer demands.

No manufacturing little league

One of the biggest contributors to the crisis is the lack of early exposure to manufacturing trade skills, especially with wide-scale cutbacks or outright elimination of so-called "shop" programs in public schools.

"There is no little league in manufacturing right now," according to Jerry Shankel, president of the Fabricators & Manufacturers Association International, a trade group that represents metal fabrication companies.

Shankel concurs with Engler on the gap between what hiring managers want, and what applicants bring to the interview.

"We aren't happy with the quality of math and science skills that are coming out of college," Shankel says. "The technologies have advanced. We are using laser light to cut metal now, and it requires a person proficient with math skills and science skills."

Indeed, manufacturing has gone hi-tech across the board. In addition, as more companies adopt lean manufacturing processes to cut costs and improve efficiencies, they require all employees to be quality control experts at every phase.

"Today we have a fraction of the manufacturing workers that we had years ago," Shankel notes, "but they produce many times the amount of product."

That can be clearly seen in the growing trend of manufacturing cells that many companies have implemented, to turn out product fast, customizable, and with activity scalable to meet ups and downs in market and seasonal demand. In such a manufacturing structure, a single employee may be responsible for every step in the production process, from securing the raw materials, to forming or assembling the product, to handling packaging and shipping.

Shankel has also seen a skills gap growing for a few years, and he says that is compounded by a worker shortage in the industry.

"The FMA has been awarding scholarships every year for trade school and community college students interested in pursuing careers in manufacturing, but the number of kids applying is dropping," he says. "At this point, some are going unfulfilled."

Part of the solution, Shankel believes, is to reach out to school age kids at an earlier age