In the manufacturing world of our forebears, independent thought was discouraged by business leaders. Even today, within certain companies and among older generations, this mindset persists – adhering to established practices as they have proven effective over time.
However, new generations have entered the manufacturing workplace with different approaches and ideas. They view the world and process information differently. They are curious and embrace technology.
This situation often puts these two groups at odds with each other. But the reality is that neither group can advance North American manufacturing on their own. The success of next-generation manufacturing is reliant on leveraging the knowledge and experience of today’s manufacturers and the creativity, confidence, and tool kit of younger generations. Both groups have vital assets that should be utilized to drive performance improvement and the industry forward.
Keys to Success: Leaders and Diversity
Companies must direct the narrative away from us vs. them or old vs. new so we can do it better together. To achieve this, leadership needs a culture change. Leaders need to be intentional in getting younger and older workforces to align.
But remember, this change does not just happen; it certainly won’t happen overnight. It also might mean leaders must decide to get rid of old or young people who won’t change or work together.
People are a company’s number one asset, regardless of background, age, ethnicity, or gender, because they bring diverse and valuable perspectives. This diversity helps create the ideal solution, process, or result. The aging workforce needs to adapt, retain, and embrace the new, and the younger generation needs to learn from and respect past mistakes and years of experience.
Valuing and Utilizing All Skillsets Time and time again, we’ve seen examples of companies creating apprentice or internship programs to bring in young people with limited manufacturing experience to work on solving specific problems or implementing new technologies or automation. After establishing some broad parameters, they are asked to “figure it out.”
And, more often than not, a solution is found. Were there some mistakes or challenges to overcome? Yes, but ultimately, they developed a solution that others with years of manufacturing experience should have considered.
During a time when fewer people are attracted to manufacturing, we need to be even more committed to and effective in keeping our current workforce, utilizing every aspect of their skill set to do better. At the same time, everyone needs to be more accepting of the new, advanced skillsets of the up-and-comers, as well as their life priorities and values.
The future of manufacturing rests squarely on the shoulders of today’s leaders. Be willing to do more with less and be more efficient. We need to ask ourselves what can be done today to impact tomorrow.
If we don’t act now to make manufacturing a better, more attractive career with a sustainable future to encourage and excite the next generation to become a part of it, then the industry as we know it will dwindle.