MT Magazine March/April 2025

THE WORLD OF WORK: YESTERDAY, TODAY, AND TOMORROW WORK HAS TRANSFORMED IN RECENT YEARS IN UNEXPECTED WAYS. AND FINDING AND KEEPING TALENT WILL GROW EVEN MORE CHALLENGING OVER THE NEXT FEW YEARS. HERE ARE SOME THINGS TO CONSIDER AS YOU PREPARE by Gary Vasilash | 12

THE WORKFORCE ‘PROBLEM’ by Douglas K. Woods | 01

ROCKING THE MANUFACTURING ECOSYSTEM by Catherine Ross | 27

SCHOOL SUPPLIES (AND DEMAND) — FOR A MANUFACTURING EDUCATION by Christopher Chidzik | 36

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MARCH/APRIL 2025 THE WORKFORCE ISSUE VOLUME 4 | ISSUE 2

A VIEW FROM THE WOODS

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The Workforce ‘Problem’ Whether you poll a trade group or chamber of commerce meeting about the biggest problem they face, the people there – including yourself – will invariably answer the same: workforce.

have the chance to grow in terms of life skills and technical skills. I can’t guarantee they’ll always have a job, but I can guarantee they’ll improve the whole time they work for us. By giving them that chance, I’ve found fewer leave. After someone starts, we always make sure that they get cross functional experience. During their first six months, they’re exposed to different departments. This provides a hands-on understanding of how the company works – and gives them a view of other places within the organization where they might like to work. Perhaps that machinist would like to become a manufacturing engineer. One of the things I’ve always maintained as important – whether it was in a shop or a place like AMT – is that people understand they have autonomy, authority, and responsibility. You don’t want someone who is going to punch the clock and put their head down for eight hours. You want someone who can make things better and who will put in the effort to do so. Sometimes that effort to improve something doesn’t work. The consequences can be bad. But you want people to keep trying. If something goes wrong, I encourage them to learn from their mistakes. Did I ever reprimand people? Certainly – if they did something that was careless or ignorant, and we all know the difference between an honestly failed effort and one done without forethought. Over the past several years, I’ve visited shops in Europe and Asia to see how work gets done. And one of the conclusions I’ve reached is that if the people have the space or freedom to improve or innovate, it is done in a highly structured, regimented manner. This is not at all optimal. Here in the United States, one of the things that puts the best companies ahead of the also-rans is not only do they attract the best people because they are perceived as being cool, but they keep valuable employees because the company encourages continuous improvement and provides opportunities. Again, the difference between the place paying $5 more and one that people talk about positively is that the latter is recognized for empowering its employees. Creativity is part of the genius of America, and all of us should do what we can to facilitate that in the people we work with every day. Is there a workforce problem? Not if you’re willing to consistently do the work to make sure your people have what they need – technically and culturally – to improve their lives as well as their workplaces.

Attracting people. Retaining people. Despite all the changes in

the last 50 years – technological, economic, political, social – workforce issues are consistent. People complained about it in 1975. They will probably do the same in 2075. Another consistency is the desire for a magic solution, for someone with the answer to getting and keeping excellent employees. But there is no magic, and there isn’t someone else with all the answers. That someone is you. And while the solution is simple, it isn’t easy, especially for those who have done something the same way for a long time. So, why is getting people so hard? Why do people leave? Mainly because there is no real attraction to what you’re offering, nothing special, nothing that makes people want to work at your facility and stay there. Yes, you may be paying $5 per hour more than the company across town. And while everyone wants to make more money, other things also matter to people spending the better part of their waking hours at work. Consider the last time you bought a new piece of capital equipment. You undoubtedly spent considerable time studying it before the purchase to make sure it had the capabilities you needed. Then you spent time making sure that everything in the shop – from tooling to material handling – was ready before it was delivered. And when it arrived, you made sure that you had your best people on it so that you’d get the kind of production you were looking for. Consider the last time you hired someone. Did you spend as much time thinking about that person? Did you prepare the person for the first day? Did you make sure they were fully I previously referred to “the company across town.” Odds are, that company has the same machinery that you have. But if it’s more successful, what is the reason? People. This is not to underestimate the importance of technology, but the true difference between a high-performing company and one that’s so-so is the people who operate that technology and those who consistently work to improve things. If you don’t make the same effort prepping for a new employee as you do for a new machine tool, then that worker will likely walk if there is a better opportunity across town. You have to create and maintain that better opportunity. When I hire someone, whether today at AMT or in the first half of my career running shops, I do a few things to help ensure they stick around. One key thing is to assure them that they will integrated into the operation once they arrived? If you didn’t, then there is a workforce problem.

Douglas K. Woods President AMT – The Association For Manufacturing Technology

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Masthead

Editorial Team

Executive Team Douglas K. Woods President dwoods@AMTonline.org Travis Egan Chief Revenue Officer tegan@AMTonline.org Peter Eelman Chief Experience Officer peelman@AMTonline.org Becky Stahl Chief Financial Officer bstahl@AMTonline.org

Membership & Sales Bill Herman VP, Sales & Membership bherman@AMTonline.org Technology Ryan Kelly VP, Technology rkelly@AMTonline.org Intelligence Kevin Bowers VP, Research kbowers@AMTonline.org Smartforce Catherine Ross Director, Community Engagement cross@AMTonline.org

Cathy Ma VP, Audience & Content cma@AMTonline.org

Kristin Bartschi Director, Marketing & Communications kbartschi@AMTonline.org Chris Downs Director, Audience Development cmdowns@AMTonline.org

Kathy Webster Managing Editor, Content kwebster@AMTonline.org Dan Hong Writer/Editor dhong@AMTonline.org Jacob McCloskey Senior Graphic Designer jmccloskey@AMTonline.org

Advocacy Amber Thomas VP, Advocacy athomas@AMTonline.org International Ed Christopher VP, Global Services echristopher@AMTonline.org

Tiffany Kim Graphic Designer tkim@AMTonline.org

Hailey Sarnecki Graphic Designer hsarnecki@AMTonline.org

IMTS Peter R. Eelman

Chief Experience Officer peelman@AMTonline.org

Michelle Edmonson VP, Exhibitions medmonson@AMTonline.org

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Bonnie Gurney VP, Strategic Partnerships & Industry Relations bgurney@AMTonline.org Mark Kennedy Senior Director, Exhibitor Services mkennedy@AMTonline.org

Want to learn more about AMT membership? To learn how to make the most of your AMT membership, email us at membership@AMTonline.org.

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MANUFACTURING! Join thousands of manufacturers who come together on the East Coast at the Manufacturing Technology Series EAST event (featuring EASTEC) in West Springfield, Massachusetts. Each day will be filled with opportunities to learn about innovations, see old friends, meet new customers, and grow your business. WHY ATTEND: • Explore more than 500 exhibits featuring areas such as smart manufacturing and more • Learn key cybersecurity innovations through the Secure Shop • Engage with new talent and grow your workforce • Network with top manufacturing leaders and key decision-makers • See live product demos on the show floor every day

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Table of Contents

Click See what’s trending

07

Manufacturing Matters Get details on the latest industry news

09

AMT Upcoming Events Important manufacturing technology dates and events to bookmark

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The World of Work: Yesterday, Today, and Tomorrow by Gary S. Vasilash

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The Big Picture Growth Through Partnerships

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Changes Unveiled for the IMTS 2026 Floor Plan by Michelle Edmonson

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Get Serious With the Manufacturing Technology Series by Bonnie Gurney

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Rocking the Manufacturing Ecosystem by Catherine Ross

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Making the SHOT

32

by Stephen LaMarca

School Supplies (and Demand) — for a Manufacturing Education by Chris Chidzik

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COVER DESIGN Tiffany Kim | Graphic Designer

INFOGRAPHIC DESIGN Growth Through Partnerships Hailey Sarnecki | Graphic Designer

MT Manufacturing Technology (ISSN # 2836-2896), March/April 2025, Issue 2, is published bi-monthly by AMT – The Association For Manufacturing Technology, 7901 Jones Branch Drive, Suite 900, McLean VA 22102. Periodicals Postage Paid at Merrifield, VA and at additional mailing offices. POSTMASTER: Send address changes to MT Manufacturing Technology at 7901 Jones Branch Drive, Suite 900, McLean VA 22102.

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2025 CHAPTER LEADERSHIP SUMMIT JANUARY 15-17, 2025 NEW ORLEANS, LOUISIANA

2025 NTMA CALENDAR OF EVENTS Please contact Kristen Hrusch, our Events Manager for more information and to register: Kristen Hrusch - Khrusch@ntma.org 216.264.2845 or visit www.ntma.org/upcoming -events www.ntma.org/events

MFG 2025 FEBRUARY 19-21, 2025 SAN ANTONIO, TEXAS

2025 INTERNATIONAL TECH TOUR MARCH 30-APRIL5, 2025 MILAN, ITALY

2025 EMERGING LEADERS CONFERENCE MAY 5-7, 2025 ORLANDO, FLORIDA

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2025 ENGAGE CONFERENCE OCTOBER 7-10, 2025 DETROIT, MICHIGAN

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Click MT Magazine is more than just paper pulp and ink. Explore our content on AMTonline.org and engage with discussions on a wide array of topics affecting manufacturing technology now.

Talkin’ EDMs! In this episode of the “Tom & Lonnie Chat,” Dr. Tom Kurfess, Dr. Lonnie Love, Dr. Kyle “Cyber Kyle” Saleeby, and AMT’s Stephen LaMarca explore the advantages of wire EDM in additive manufacturing and hole drilling, highlighting its precision, ultra-clean cuts, smooth finishes, and exceptional speed – making it a game changer for advanced manufacturing. IMTS.com/tlc-edm The “How Capital Will Influence the Future of Manufacturing” series, which premiered on the IMTS+ Main Stage at IMTS, returns with a new article and video webinar. In the second installment, panelists Troy Jensen from Cantor Fitzgerald, Danny Piper from NewCap Partners, and Arno Held from AM Ventures share insights on how AM is shifting from capital scarcity to strategic growth. IMTS.com/amshift Passion Project The new IMTS+ Original Series “Passion Project” explores the connections between manufacturing and the personal passions of the creators and doers who make up our industry. Whether driven by a love for making music, a desire to improve pets’ lives, or a vision for a sustainable future, C.F. Martin & Co., 3DPets, and Haddy Inc. push the boundaries of innovation with groundbreaking products and processes. IMTS.com/passionproject Reshoring Initiative Accepting Nominees The Reshoring Initiative, in conjunction with AMT, the Precision Metalforming Association, SME, the Fabricators and Manufacturers Association, and the National Tooling and Machining Association, wants to recognize companies for successful reshoring projects. See the award criteria for OEMs/branded product companies and job shops/contract manufacturers and enter your company today. AMTonline.org/article/reshoring-award Additive Manufacturing’s Shift From Capital Scarcity to Strategic Growth From Sports to Manufacturing: VR Training Changes the Game While NFL teams usually limit their rookies’ play, quarterback Jayden Daniels led the perpetually inept Washington Commanders deep into the playoffs and rewrote the record books. His secret? Virtual reality training. Imagine what it can do for manufacturing. AMTonline.org/article/vr-training

ATLANTA

SPS debuts in North America, showcasing the latest in automation, IIoT, robotics, and more. Connect with innovators and explore real world solutions. Scan for More Info The Premier Automation Technology Event is Coming to the U.S.!

September 16 - 18, 2025 Georgia World Congress Center Atlanta, Georgia USA

MANUFACTURING MATTERS

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Manufacturing Matters Check in for the highlights, headlines, and hijinks that matter to manufacturing. These lean news items keep you updated on the latest developments.

TECHNOLOGY

How Do I Train for Future Technology? That’s the fun part – you don’t. The culture of technology adoption has rapidly changed over the last few generations. With the influx of more advanced technologies at the consumer level, modern workforces are learning on the fly based on specific needs and use cases. Some of the accelerators for modern manufacturing technologies that support this are the simplified human-to-machine interfaces and multiple programming techniques for automation. For a long time, manufacturers have strived for stability. In today’s climate, fluidity will give you a competitive edge. Want to enable a continuously learning workforce? Challenge the workforce with your business problems and provide them with time. Let this generation cook.

INTELLIGENCE

An Evolving Manufacturing Workforce Since 1972, U.S. manufacturing output has nearly tripled, even as employment has declined by 25%, indicating a fourfold increase in output per worker. Notably, production employee numbers have decreased by 32%, while non-production and supervisory roles have only seen a 7% reduction. This trend suggests that knowledge work in manufacturing has demonstrated resilience over the past five decades. Looking ahead, manufacturing employment will likely continue to shift and grow toward knowledge-based roles. As advanced manufacturing is adopted and evolves, demand will increase for workers skilled in leveraging data and information to optimize manufacturing processes. This transformation reflects the growing importance of the skills needed to harness and utilize information within the manufacturing sector, reshaping the industry's workforce requirements for the future.

SMARTFORCE

Bigger, Bolder, and More Connected: The 2025 AMT Meetup Series The AMT Meetup series is back – bigger, bolder, and more connected than ever! In 2025, we’re teaming up with Women in Manufacturing (WiM) to bring even more industry leaders, technology end users, and decision-makers together at high-impact networking happy hours. Join us in Charlotte, Chicago, Cleveland, Detroit, Indianapolis, Los Angeles, and St. Louis, where hundreds of executives, managers, engineers, and R&D professionals will gather to exchange insights and build valuable connections. With WiM chapters from all seven cities actively engaged, expect fresh perspectives, a diverse crowd, and new opportunities to grow your network. Don’t miss your chance to be part of it! Learn more at AMTonline.org/events/AMT-meetups.

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ADVOCACY

Manufacturing Sees the Trump Effect The Trump administration wasted no time launching a series of executive orders focused on energy production, border security, and the onslaught of federal regulations, initiating a wave of changes that could significantly impact manufacturers. Among the most high-profile actions were tariffs on a wide range of goods from various countries designed to level the playing field for American businesses, counter nations that impose tariffs on U.S. imports, bolster national security, and generate revenue to fund other administration priorities. As we move into the next quarter, the focus will shift to tax reform and the federal budget. Congress plans to extend the 2017 tax cuts and pursue other key provisions from the president's agenda in the spending bill to fund the government for fiscal year 2026, which has a Sept. 30 deadline. Now is a critical time to reach out to your representative to advocate for swift action on tax reform, including 100% bonus depreciation and R&D expensing.

INTERNATIONAL

Work Without Borders: Managing a Global Workforce Managing a global workforce requires a strategic approach that prioritizes diversity, technology, flexibility, and compliance. Global companies rely on technology for seamless communication and efficient project management. Staggered work hours optimize productivity, and setting clear expectations aligns teams with business goals. With a larger global presence, leadership and team cohesion become critical to success, and providing continuous learning opportunities and workforce training supports career development. Additionally, implementing secure data practices protects employee and company information. Building an inclusive team fosters innovation, while cultural awareness and recognizing cultural differences enhances collaboration and improves employee satisfaction. Flexible work policies accommodate time zones, cultural practices, and holidays, boosting engagement and retention, and promoting work-life balance helps prevent burnout. Compliance with international employment laws ensures fair treatment and legal security. Supporting language training fosters inclusivity. By embracing these strategies, companies can successfully navigate global workforce challenges and maintain a competitive edge.

WHAT’S HAPPENING

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AMT Upcoming Events Learn more or register at AMTonline.org/events. Your datebook will thank you.

UP NEXT

AMT WEBINARS Spring Economic Webinar May 8, 2025 | Online

Join the Spring Economic Update Webinar to hear how the current circumstances could affect orders for manufacturing technology in the remainder of the year.

INTELLIGENCE The 2025 MTForecast Conference October 15-17, 2025 | Schaumburg, Illinois MTForecast offers attendees the latest economic and global forecasts, manufacturing technology market insights, and information on new opportunities and challenges. Learn from renowned forecasters and industry experts about the pitfalls and opportunities shaping manufacturing technology over the next few years.

AMT MEMBER MEETUPS

AMT Member Meetups are regional gatherings of the AMT community. These free events bring together diverse perspectives from every corner of the supply chain to help manufacturing communities grow and innovate. Here are the

next four upcoming meetups: Charlotte, NC: May 7, 2025 Chicago, IL: June 4, 2025 Cleveland, OH: June 18, 2025 Detroit, MI: July 16, 2025

THE D25 SUMMIT

MANUFACTURING TECHNOLOGY SERIES

D25 November 18-19, 2025 | Carmel, Indiana

Located in key manufacturing hubs across the country, the Manufacturing Technology Series brings four long-standing regional manufacturing events together under one umbrella. EAST: May 13-15, 2025 | West Springfield, MA WEST: October 7-9, 2025 | Anaheim, CA SOUTHEAST: October 21-23, 2025 | Greenville, SC SOUTHWEST: November 4-6, 2025 | Dallas, TX

Training. Tactics. Territories. Manufacturing technology distributors are invited to the only meeting in the United States programmed specifically to meet their needs and interests. Plug in to the most influential sales network in the nation.

SMART PRODUCTION SOLUTIONS SPS Atlanta September 16-18, 2025 | Atlanta, Georgia

IMTS IMTS 2026 September 14-19, 2026 | Chicago, Illinois

SPS covers the entire spectrum of smart and digital automation – from simple sensors to intelligent solutions, from what is feasible today to the vision of a fully digitalized industrial world. AMT is partnering with SPS to bring the renowned global trade event to the United States.

The largest manufacturing trade show in the Western Hemisphere returns to Chicago! Find new equipment, software, and products to move your business forward, connect with industry experts and peers, and attend conference sessions to boost your industry knowledge.

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Then, as companies worked their way through the Paycheck Protection Program (PPP) to get to the other side of the pandemic, to what could be considered “normal,” new billboards began to appear – the likes of which had never been seen before. Suddenly, they displayed help wanted ads from industrial companies of all sizes. Here’s how things changed: The Bureau of Labor Statistics (BLS) reported that U.S. civilian unemployment was at in the United States to be 4% to 5%. A simple way to think about it is as the lowest sustainable rate of unemployment that doesn’t cause inflation. So, in February 2020, the country was easily at full employment. Just two months later, in April 2020, the BLS reported U.S. unemployment was 14.8%. Improved but Challenging The U.S. economy is nothing if not resilient. By December 2020, unemployment declined to 6.7%, then to 3.9% in December 2021, 3.5% in December 2022, 3.8% in December 2023, and 4.1% in December 2024. And while the billboards began to come down, there was – and is – an abiding challenge facing industrial companies across the board. To borrow the title of a 1953 short story that you may recall from high school: “A Good Man Is Hard to Find.” Finding people who can handle today’s tools is simply not easy, male or female. But it is necessary. Critical. And arguably different from what it was for many years. Consultancy PwC recently released its “2024 Workforce Radar Report.” Anthony Abbatiello, the workforce transformation practice leader at PwC U.S., was one of the authors of that study, which included surveying more than 18,000 employees, 2,600 business leaders, and 1,300 HR leaders. The report is both diagnostic in what it sees going on in the workplace and prescriptive for what leaders must do to hire and keep the people their companies need. You might have thought the word “critical” a couple of paragraphs above is an exaggeration. It is not. 3.5% in February 2020. Economists who use the NAIRU macroeconomic metric – the non-accelerating inflation rate of unemployment – typically consider “full employment”

Will You Be Viable? The PwC workforce report states: “45% of CEOs in PwC’s 27th Annual Globe CEO Survey told us their organizations won’t be viable in 10 years if they stay on their current path.” Abbatiello explains that these executives believe “consolidation will ultimately reduce competitors in their space” – meaning their company could get consolidated out of existence – “or with the pace of technology, there may be an obsolescence of their business.” What’s more, he notes many companies are divesting businesses and focusing more on specific operations. This means: (1) They need to have a strategy for their business that will be sustainable for at least 10 years, and (2) they need a workforce that can execute. Abbatiello and his colleagues recommend that in order to best position a company, it needs to become a talent magnet and a talent factory, where internal talent development occurs that tracks with the company’s strategic needs. The Magnet and the Factory Abbatiello emphasizes that a company being a talent magnet or talent factory isn’t a case of being one or the other: “It is an ‘and.’ They have to be both. Depending on where they are in terms of their business cycle – say reinventing their business or being a nascent startup in a growth mode – they have to use both the dials of talent magnet and talent factory to drive their business.” Abbatiello acknowledges that a company in growth mode requires the right talent. In these cases, being a magnet is important. “But in more mature sectors, where they may not be doing a ton of hiring, it is really about dialing up the talent factory piece – but that doesn’t mean they can abandon being a talent magnet.” Being a talent magnet means making the company a desirable place to work by publicly emphasizing its external brand, employee value proposition, and other company characteristics with which people would want to associate. A talent factory is where learning platforms and leadership training benefit employees and are tailored to benefit the overall organization. Abbatiello puts it plainly: “There is a fight for in demand skills. Skills are the new currency.” You want to get them (magnet). You want to maintain and optimize them (factory).

Not Easier Soon (If Ever) As it says in the PwC report: “The battle for top talent is fierce, and there’s no

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Return to Office: How Come?

On e consequence of the COVID pandemic in the United States was the explosive growth in the number of people who abandoned their offices and worked from home.* Now, an increasing number of companies have decided that since they have the space, desks, equipment, and other amenities, it is back to the office. Anthony Abbatiello, workforce transformation practice leader, PwC U.S., says, “I believe in physical location.” He acknowledges, “I’m an extrovert. I enjoy bouncing ideas off colleagues, intellectual debate. I like the collaboration. For me, that works.” But he adds an important caveat: “That doesn’t mean that’s a strategy.” While some companies simply mandate it, Abbatiello believes there must be a strategic purpose behind returning to the office. “Mandates don’t work,” he says. “Just saying ‘get back to the office’ doesn’t work because some people are going to spend more time trying to circumvent the process rather than actually working.” As a result, productivity can be lost. “If there’s a benefit through collaboration or idea exchanges, and we want to use physical location as a way to do that, that makes sense. Make it transparent to the employees so they understand what it is going to bring the company.”

Abbatiello says that it isn’t usual for him to walk though client organizations and see “people with headphones on, sitting in front of a screen, not talking to peers or asking questions.” What’s more, he’s found that companies housed in large buildings tend to have Zoom calls rather than having workers walk to another floor to meet with people. “Provide meaning and purpose for being back in the office beyond free food on Wednesdays,” he says. __________________________________________________ * The PwC “2024 Workforce Radar Report” found that workers who couldn’t work from home – “shift workers on the plant floor, the people climbing utility poles, flying planes or ringing up merchandise” – are no different than office workers when it comes to flexibility. While those able to work from home were able to achieve greater flexibility, that wasn’t necessarily the case for those whose jobs don’t lend themselves to that situation. Still, PwC has some suggestions that companies can offer on-site workers: • Flexible scheduling and start times • Shift swapping • Varied shift durations PwC found that only 48% of people who work on-site think their work schedules are flexible enough to meet their personal needs. In contrast, 67% of office workers say they have that flexibility.

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reason to think that ‘talent wars’ will end anytime in the next three years. In fact, in an ever more complex world with ever more complex technology available, the people who have the right skillsets, mindsets, and attitudes will likely continue to be in high demand.” While many company leaders think learning and growth opportunities are both readily available for their employees, the PwC survey shows otherwise: Only 47% of employees say their company offers adequate opportunities to learn new skills, and 30% don’t think their companies offer upskilling opportunities. Instead, they go outside to find those skills. Said another way: Fewer talent factories exist than people think. Offering the workforce the means to build a future generates positive results: Employees are 1.7 times more likely to stay and are 2.3 times more engaged in their work. And they even contribute to making the company a talent factory: They are 2.4 times more likely to recommend their company to other people. These are figures from the “Future of Jobs Report” 2025 prepared by the World Economic Forum. They represent 1,000 employers of more than 14 million workers across 22 industry clusters and 55 economies. While the numbers encompass a variety of industries from both established and emerging economies, they are likely directionally correct. NUMBERS TO KNOW

What Do People Actually Want? One of the things the PwC researchers discovered is a tendency for leaders at organizations to inaccurately assess what they’re offering their workers. That is, while 96% of business leaders think what they offer is special, 25% of their employees disagree. Abbatiello explains, “Organizations respond to what they believe is what the workers need and are asking for versus looking at preferences of the different demographics or archetypes or personas of the workforce.” For example, PwC researchers found that there are differences in what people who make less than $75,000 per year want compared to those who are making more (although Abbatiello points out that everyone wants to make more money). What’s more, not having a clear understanding of the preferences can cost a company more money than it needs to spend; Abbatiello says they’ve found, for example, that some companies, not understanding the preferences of their workers, can overspend from $1,000 to $3,000 per annum on health and

Global unemployment rate. The lowest since 1991. 4.9%

plan to prioritize workforce upskilling. 85%

plan to hire staff with new skills . 70%

plan to reduce staff with less relevant skills. 40%

anticipate a decline in talent availability from 2025 to 2030. 42%

rank analytical thinking as their most sought-after skill. 70% think employee training will enhance company productivity. 77% think digital access will transform their business by 2030. 60%

foresee a decline in demand for manual dexterity, endurance, and precision. 24% of skill sets among workers will become outdated by 2030. (Lower than 2023 by 5%.) 39%

2030 (Projected)

2025

Percentage of work performed mainly by technology

22% 34%

Percentage of work performed mainly by technology and people

30% 33%

Percentage of work performed mainly by people

47% 33%

An estimated 81.5% of the decline will result from automation.

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welfare benefits. It may look good to them, but it may not be valued by the workers.

says having “hard skills” within a discipline – proficiency in a particular domain (think equipment operation or CAD software) – is important now and always will be. But something is changing: “What is apparent today is that softer skills are becoming harder: Critical thinking, problem-solving, empathy, interpersonal communication, agility, resilience – those are the skills more attractive today. We need those softer skills more than the technical, harder skills.” This is not a contradiction vis-a-vis having domain expertise. Rather, as changes in technology accelerate – AI, automation, etc. – the need for people to understand and adapt to those changes grows. The ability to deal with changing demands and needs is becoming increasingly important. Resilience trumps rigidity.

Create a Talent Architecture While “demographics or archetypes or personas of the workforce” may sound rather complex, if not convoluted, having a deeper understanding of their people is highly beneficial to a company. PwC recommends that companies build a talent architecture that organizes the skills and abilities of its workforce. This is extremely useful for training and developing personnel to meet current and future needs: If someone has an aptitude in one area (such as IT), that person may be better suited for training in a particular area (like AI) than someone without that orientation. Know the Discipline — and Critical Thinking What are important attributes for someone looking for a job, whether it is at an entry level or a lateral move? Abbatiello A few days before we spoke with Alisyn Malek, General Motors laid off dozens of workers in an assessment that was going to run for weeks. Last November, the company laid off about 1,000 salaried and hourly employees. In August, it laid off more than 1,000 people in its software and services organization. Malek began her career at GM as a design release engineer and vehicle systems engineer for advanced charging systems. She later did a stint at the corporation’s venture capital arm, GM Ventures. In 2017 she co-founded May Mobility, a company developing and deploying autonomous vehicle tech. May Mobility’s investors include Toyota and BMW. She went on to found Middle Third, a company dedicated to helping startups in the mobility space and early and mid-career professionals who venture into the startup sphere. Reflecting on the GM announcement, Malek, who is working to attract talent to Michigan, describes it as “frustrating.” Malek says, “They couched it as ‘performance reviews.’ I know that when I was at GM, I had at least two leaders who would have liked to have ‘performance reviewed’ me right out of there.” It is worth noting that Malek has attained accolades, including being named a Top Ten Female Innovator to Watch by Smithsonian Magazine and an Automotive News All-Star – clearly the sort of person you’d want in your organization. Given the churn happening in large corporations like GM, where people are being let go for these companies to cut costs in a major way, Malek says an alternative for some people may be to go work at a startup. Although many startups are associated with developing software programs and apps, Malek points out that plenty are working on what she refers to as “hard tech.”

If you have any questions about this information, please contact Gary at vasilash@gmail.com.

CONSIDER THE STARTUP ALTERNATIVE

“There is a ton of attention in the manufacturing space.” While people who have recently graduated or have decades of experience may think going to a startup is risky and prefer getting into a larger company or staying in one, she notes, “People used to consider big companies because they were stable, that your job was guaranteed.” Clearly, that’s changed. Big or small, established or newly launched, “It’s all risky at this point.” But she thinks that there are great opportunities in the startup route. For one thing, these small companies are looking for self-starters who want to get things done. This can be particularly valuable for those who are pigeonholed in their current job. “You don’t have someone looking over your shoulder all the time,” she says. While there might be some concern about benefits, she says that a startup that has raised outside investments or has signed up a good customer typically provides a package that includes benefits like health insurance and vacation. What is typically not included is a 401K. Instead, employees often receive an equity grant so they can buy into the company they’re helping to create. How does one find a startup opportunity? Simply Googling for startup meetings in your city is a good way to start. Cities and states are increasingly interested in having startup companies in their locales, so you may be surprised at the available resources. One thing to consider about finding a job with a startup versus a big corporation: According to Resume Builder, 82% of larger companies use AI to review resumes. But, if you’re at a meetup for startups, you can probably talk with someone that you may go on to work with.

THE BIG PICTURE

AMT Research & Education Affiliates

Research and education affiliates are U.S. educational institutions, organizations, and centers that aid in the advancement of the manufacturing technology industry and the ongoing development of a U.S. Smartforce.

Universities

Universities throughout the United States have developed manufacturing-specific programs and labs to develop new technologies or applications. Most universities have access to undergraduate- and graduate-level capabilities to meet your needs. Manufacturing USA’s goal is to enhance U.S. manufacturing competitiveness by fostering collaboration between industry, academia, and federal partners. The network aims to advance manufacturing technology, improve supply chains, and develop a skilled workforce. MFG USA Institutes

National Labs

National Laboratories are hubs of scientific and technological innovation, where researchers address some of the most complex global challenges. These laboratories provide scientists and engineers from academia, government, and industry with access to cutting-edge equipment, premier research facilities, and highly skilled technical staff.

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IMTS

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Changes Unveiled for the IMTS 2026 Floor Plan BY MICHELLE EDMONSON VICE PRESIDENT, EXHIBITIONS

As someone who loves to cook, I know the secret to making a delicious meal starts with the recipe. You need the right ingredients, the right measurements, and the right

As the Western Hemisphere’s largest manufacturing technology event, IMTS 2026 serves up a feast of innovation – a massive collection of physical and digital manufacturing machines and products featuring multitasking CNC and hybrid machines, additive manufacturing, automation and robotics, artificial intelligence, digital twin, metrology, augmented and virtual reality, generative design, and more. IMTS 2026 is designed to prepare our industry for the future, and I’m excited to share some major updates.

temperature for a result that everyone would love. Each time I step into the kitchen, there’s a chance to refine and improve. That’s how I view IMTS. It starts with the right ingredients (people), the right measurements (matching technologies and content to industry needs), and the right execution (helping businesses operate efficiently and successfully). And, like any great meal, IMTS evolves with each iteration, refining its process to serve up something even better. On April 1, 2025, IMTS 2026 delivers its first course: the IMTS 2026 floor plan. Currently spanning more than 1 million square feet, the IMTS 2026 floor plan reflects major changes driven by the technologies shaping the future of our industry. With almost 85% of the space rebooked, exhibitors locking in larger footprints, and more booth requests in the pipeline, IMTS continues to thrive.

South Building: A Major Transformation For the first time in decades, the South Building will showcase two sectors. In addition to the Metal Removal Sector, the

THE LOGO THAT ACHIEVES THE IMPOSSIBLE

The IMTS icon for IMTS 2026 integrates elements that represent the evolution of manufacturing. The updated logo features a bold, gold outline framing the cube and a starburst, symbolizing the strong connections among manufacturers worldwide and the prosperity these partnerships facilitate. The design also incorporates red and blue elements to reflect the industry’s strength, innovation, and enduring impact. “The IMTS 2026 logo exemplifies the city of Chicago, with nods to both its rich history of manufacturing and its evolution as a thriving technology hub,” explains AMT Chief Revenue Officer Travis Egan. “Chicago was historically known as the ‘City of Big Shoulders’ because of its manufacturing history and the strong industrial workers who built it. IMTS is proud to stand on those shoulders.”

FEATURE STORY

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Additive Manufacturing Sector, accelerated by Formnext is moving from the West Building and claiming a new home. In a nod to the significant impact of robotic innovations on the industry, FANUC will move to the front row. North Building: Leveraging Momentum The North Building, reimagined and a resounding success for IMTS 2024, again houses: • The Automation Sector, accelerated by SPS – Smart Production Solutions • The Gear Generation Sector • The Abrasive Machining, Sawing, and Finishing Sector The Automation Sector will highlight intelligent solutions that drive productivity across the entire manufacturing life cycle, including cloud-based innovations from companies like Google Cloud and Amazon Web Services. One of the perennial favorites in Abrasive Machining, United Grinding is increasing its booth footprint in 2026, maintaining its prime location in the front of the building. By popular demand, the Smartforce Student Summit, powered by AMT – The Association For Manufacturing Technology and SME returns to Level 1 of the North Building. This move expands its footprint, offers increased visibility, and reinforces STEM education and workforce development initiatives.

West Building: One Focus The Tooling and Workholding Sector takes center stage in the West Building and will showcase equipment that will help manufacturers be more efficient by decreasing machining time. This entire sector is dedicated to productivity and cost efficiency, helping manufacturers find new solutions and gain new capabilities. East Building: Fab Four From metrology to CAD/CAM systems, water jet cutting to air filtration, the East Building is home to the solutions that keep manufacturing running, even with the lights out. The East Building will still house four sectors: Fabricating and Lasers; Machine Components, Cleaning, and Environmental; Quality Assurance; and Software. With Autodesk, Hexagon, and Zeiss again in prominent spaces, the East Building remains a hub for digital manufacturing solutions. Your Roadmap to IMTS 2026 We are thrilled to share our vision for IMTS 2026 with you and invite you to make plans now to attend North America’s largest manufacturing technology solution showcase. IMTS 2026 will take place Sept. 14-19, 2026, at McCormick Place in Chicago. A limited amount of exhibit space remains for IMTS 2026. To learn more, visit IMTS.com/exhibitor. SCAN TO SEE THE IMTS 2026 FLOOR PLAN IMTS.COM/FLOORPLAN

4 BUILDINGS 10 SECTORS INFINITE CONNECTIONS

If you have any questions about this information, please contact Michelle at medmonson@IMTS.com.

SECTOR LOCATIONS

SOUTH BUILDING

WEST BUILDING • TOOLING &

• METAL REMOVAL • ADDITIVE MANUFACTURING

WORKHOLDING

EAST BUILDING

• FABRICATING & LASERS • MACHINE COMPONENTS / CLEANING / ENVIRONMENTAL • QUALITY ASSURANCE • SOFTWARE

NORTH BUILDING • AUTOMATION

• GEAR GENERATION • ABRASIVE MACHINING / SAWING / FINISHING

SEPTEMBER 14 – 19, 2026

IMTS, the largest manufacturing technology tradeshow in the Western Hemisphere , showcases the transformative technologies that are enabling our industry to reach new levels of productivity and profitability.

STAY UP TO DATE AT IMTS.COM

THE WORKFORCE ISSUE

MANUFACTURING TECHNOLOGY SERIES

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Get Serious With the Manufacturing Technology Series Regional manufacturing events deliver in four locations. BY BONNIE GURNEY

MARK YOUR CALENDARS

VICE PRESIDENT, STRATEGIC PARTNERSHIPS & INDUSTRY RELATIONS Location, location, location. It’s not just a mantra for real estate. Location matters in manufacturing, too. And for four manufacturing regional

MANUFACTURING TECHNOLOGY SERIES EAST May 13-15, 2025 | West Springfield, MA | EASTEC

centers, that means the introduction of the Manufacturing Technology Series, an assembly of four long-standing regional events under one umbrella. This powerful event series will connect decision-makers with leading suppliers of advanced manufacturing technology in the East, West, Southeast, and Southwest. AMT – The Association For Manufacturing Technology and SME co-produce the Manufacturing Technology Series and optimize the value of the four leading manufacturing shows. Each region aligns with major manufacturing centers throughout the United States, and the series directly connects attendees and exhibitors alike to the people and companies where they purchase the equipment, develop the networks, and gain the knowledge they need to grow their businesses. “Bringing these events to key manufacturing hubs around the country goes hand in hand with our mission to accelerate the adoption of technologies that will keep America’s manufacturing sector competitive and resilient,” said Steve Prahalis, SME’s chief operating officer. “We’re taking advanced technologies and experts in the industry directly to the places and the people who can benefit the most from them, and we’re helping build relationships that can significantly impact the future of manufacturing.” Each event will include exclusive features targeting manufacturing challenges and opportunities. Here are a few anticipated sessions: • Executive Perspectives is a group of thought leadership panels at the SME Theater that will feature top executives representing small, medium-sized, and large manufacturing companies. Each speaker is leading the charge for the profits for their companies, addressing

MANUFACTURING TECHNOLOGY SERIES WEST October 7-9, 2025 | Anaheim, CA | WESTEC

MANUFACTURING TECHNOLOGY SERIES SOUTHEAST October 21-23, 2025 | Greenville, SC | SOUTHTEC

MANUFACTURING TECHNOLOGY SERIES SOUTHWEST November 4-6, 2025 | Dallas, TX | HOUSTEC

REGISTER TO ATTEND OR EXHIBIT AT MTSERIES.COM

technologies to enhance manufacturing operations as well as provide effective strategies to protect digital assets and defend against cyberattacks. • The Bright Minds Student Summit is exclusively devoted to engaging the next generation of manufacturing talent by showcasing career paths. Plan now to participate in a regional Manufacturing Technology Series show – or plan to attend them all to explore business opportunities throughout the country. Registration is now open for the Manufacturing Technology Series East show. AMT members can use promo code “AMT” when registering to receive a complimentary attendee pass to any event.

the skills gap, and optimizing historical capital investments and the adoption of new advanced manufacturing technologies, including automation, to help meet ever-evolving customer demands. • The Smart Manufacturing Experience including Secure Shop Showcase will highlight innovative

For more information about attending or exhibiting at a regional show, visit mtseries.com. Location is everything. Make plans to be in the right location for your business.

ATTEND OR EXHIBIT

REGISTERED

If you have any questions about this information, please contact Bonnie at bgurney@AMTonline.org.

MTSERIES.COM

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Rocking the Manufacturing Ecosystem “Hey, I got a scholarship from Metallica.” BY CATHERINE ROSS DIRECTOR, COMMUNITY ENGAGEMENT Music has always been a uniting force, but who would have ever thought the workforce development ecosystem would connect Metallica, community colleges, educational institutions, and a budding automation technician in Illinois? Metallica, the world’s most popular heavy metal band with more than 125 million albums sold, has been rocking the manufacturing community through its Metallica Scholars Initiative scholarship program. Founded in 2019, Metallica Scholars has already provided $11.4 million in grants to community colleges as of January 2025. “We developed a partnership with the American Association of Community Colleges to disburse funds. They have the direct line to the colleges, so we could focus on the programs,” says Renee Richardson, director of philanthropy at the All Within My Hands Foundation, Metallica’s nonprofit organization dedicated to fighting hunger, providing critical local services, and workforce education. “Every school uses funds in different ways, but to this point, we have supported 9,000 individuals at 60 community colleges in 50 states and Guam.”