BRIDGING THE GAP: HELPING YOUNG PROFESSIONALS DEVELOP INTO EFFECTIVE LEADERS By Lara Copeland, assistant editor, The American Mold Builder
many ways, the manufacturing industry is booming in the US. IandnOperations have been working toward development and growth are now beginning to enter new markets with plans to expand
liaison. “We have a responsibility to our members to help drive their continued success. Offering a program like this provides current growth opportunities and continued success in the future.”
According to the American Mold Builders Association (AMBA), many segments of the manufacturing industry are plagued by inadequate workforce development, and American mold builders are no different. With additional baby boomers continuing to retire every day, it is essential for the next generation to move up into those positions and for younger generations to continue entering the field.
Attracting skilled workers satisfies one level of growing a business, but developing future leaders helps to ensure its continuation. Providing constant support throughout an employee’s career can provide manufacturers with the competitive advantage of meeting customer demands while developing their business and employees. Continuously developing existing employees, as opposed to recruiting new workers with advanced skills, may prove to help manufacturers be more efficient.
facilities, but there seems to be one important element in insufficient supply: the workers.
However, the manufacturing industry is still battling the misguided perception of dirty shop floors and dangerous, low-paying work leaving some businesses with job openings sitting unfilled. This misconception is at least partly to blame for the lack of young Americans entering the field and often opting to join the tech sector instead. A recent Deloitte Insights report highlights the fact that over half of the potential two million jobs that will become available over the next decade in manufacturing will most likely remain empty due to a skills shortage. Furthermore, according to Deloitte projections, $454 billion of the manufacturing gross domestic product is at risk in 2028 alone. Considering this potential, industry leaders are left without the ability to capitalize on growth opportunities since the talent is lacking. That is, unless something is done to intervene. CHAMPIONING YOUNG PROFESSIONALS To further support the continued development of the mold manufacturing workforce, AMBA launched the Emerging Leaders Network for young professionals in early 2019 to forge connections, create mentorship opportunities and offer educational resources to under-40 employees at AMBA member companies. “The AMBA provides a sense of community to its members, and the intention of the network is to supply that same sense of belonging, growth and support to its 100+ members,” explained Rachael Pfenninger, AMBA director of strategic execution and network 8
the american MOLD BUILDER | Issue 4 2020
SHAPING THE NEXT GROUP OF LEADERS Focusing on multiple types of molding, HS Inc., Grand Rapids, Michigan, is a mold manufacturing business founded over 50 years ago by Harold Steele. Recently this AMBA member company enrolled several employees in the Emerging Leaders “Get Lean” series for young professionals. This project-based application series combined industry knowledge and critical thinking into six, onehour sessions. Continuous Improvement Consultant Matin Karbassioon (CONNSTEP) coached the 40-and-under AMBA member attendees through the ‘why’ and ‘how’ of lean manufacturing principles for this unique series. This included deep dives into problem-solving methodology, visual management, the importance and method of value stream thinking, and more. Participants were able to explore the tenants of these principles, how they can be applied in the manufacturing environment and what opportunities exist for employees at any level to think differently about existing challenges, drive process improvement and create financial benefit for their employers. With a large group of younger employees recently hired on, HS Tool & Die’s General Manager Phil Tanis said the company is starting to hand over some leadership roles in all its departments internally. “We have been actively involved in getting young people in here, growing them and keeping that moving forward,” he said. “They have really stepped up and taken leadership roles.”
