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More than 300 leaders and experts gathered in Minneapolis last week to discuss the industry’s talent challenges, from hiring to training and retaining. The Manufacturing Institute’s annual Workforce Summit convened manufacturers, partners from education and training groups, philanthropy leaders and representatives from community-based organizations to share insights and brainstorm solutions.

The backdrop: With more than 500,000 open jobs in the industry, manufacturing leaders are intent on solving the talent equation.

• MI Chief Program Officer Gardner Carrick provided context for attendees. “For the last 7+ years, manufacturers have told the MI that the single biggest challenge they face is finding the right people to employ,” he said. “It is the crisis right in front of us.”
• Carrick urged attendees to “act now, because the system needs help.” However, he also noted that this crisis will take time to fix, saying that manufacturers should “be patient, but be committed.”

Quick insights: The participants brought many new ideas and fresh perspectives to the gathering. Here are some of the highlights:

• Recruitment and hiring: NTT DATA led a session on artificial intelligence technologies that can help with talent attraction, while other sessions focused on changing Americans’ perceptions of the industry and demonstrating that manufacturing is a “cool” field to work in.
• Retention: Mark Rayfield, CEO of Saint-Gobain North America and CertainTeed, highlighted the importance of culture as a retention tool, saying, “Culture is everything. Employees want to work for a place where they are respected.” In a separate session, Jill Wyant, president and CEO of Madison Air, shared why their cultural value of frontline obsession guides how they attract and retain their frontline employees.
• Training: One session focused on training frontline supervisors in methods that boost retention of frontline workers. Other sessions focused on using the FAME USA model (of combined accreditation and training) to cultivate talent for manufacturing facilities.
• Preparing the next generation: Ketchie Inc.’s Andy Silver spoke about the company’s Opportunity Knocks program, an unpaid internship program for high school students that offers real-world learning experience and mentorship. Programs like these can transform young people’s perceptions of the manufacturing industry and set them on rewarding career paths, as Silver noted.

Did you miss it? Don’t worry! There are plenty of ways to get involved in the solutions being driven by the MI, the NAM’s 501(c)3 workforce development and education affiliate.

• Check out the MI’s Solutions Center, a new initiative that will provide manufacturers innovative resources and opportunities to access solutions and best practices on how to tackle the challenges of recruiting, training and retaining talent in today’s competitive landscape. Attendees got a first look, but now we’re sharing it with everyone.
• Get updates directly from the MI on the latest workforce insights and receive information about registering for next year’s Workforce Summit in Charlotte, North Carolina, taking place Oct. 20–22, 2025.
• Want more labor data and insights? Sign up for the MI’s comprehensive Workforce in Focus newsletter to stay up to date on the latest workforce trends.

The last word: “The MI and manufacturers across the country are changing the narrative, raising awareness and finding new ways to get people in the door and retain them,” said MI President and Executive Director Carolyn Lee. “As we face workforce shortages and retention challenges, events like the MI’s Workforce Summit are necessary to help the industry share important insights and ensure the readiness of the future manufacturing workforce.”

At AO Smith, the name of the game is efficiency. Though the company produces an array of water heaters, boilers, storage tanks and water treatment and filtration equipment, one goal is the same for every product: It should do more with less. This is especially true for hydronic and water heating appliances as these are energy intensive.

“On average, water heating loads are 25–30% of a home or building’s carbon profile,” said AO Smith Corporate Vice President of Government, Regulatory and Industry Affairs Joshua Greene.

• “After space heating and cooling, water heating is the next largest energy load in a home or commercial building. If you’re concerned about your energy spend, using heat pump technology is the most efficient way in which to reduce the overall spend on those heating loads.”

Efficiency in action: Recently, one of the Milwaukee, Wisconsin–based company’s water heating products—the CHP-120 fully integrated heat pump water heater—was installed in a Hilton property in New Haven, Connecticut, the all-electric Hotel Marcel, which opened in 2022 in the former headquarters of the Armstrong Rubber Company. Unlike conventional water heaters, which generate heat directly, heat pumps use electricity to move heat around.

• Hotel Marcel is the sole U.S. hotel to earn the U.S. Green Building Council’s Leadership in Energy and Environmental Design Platinum status in a decade.

The differentiator: The CHP-120 is the only unitary (one-piece) commercial heat pump water heater on the market. Comparable items use a split system in which one part, the compressor, sits outside of the building.

• The design enables Hotel Marcel and other customers to put the entire unit inside in a single room and “get the benefit of taking moisture out of the air in that room, then get to use the hot water that’s in the tank afterward, for laundry and other uses,” Greene told us.
• “So, it’s essentially free hot water—and you’re bringing down the ambient air temperature and humidity, which helps offset energy that would have been needed to cool that area.”

Gaining popularity: Current heat pump water heater customers are mostly residential homeowners, but in the commercial market, the technology has been growing at a rapid pace, Greene continued, because the energy savings “go straight to companies’ bottom line.”

• “Many states now offer rebates to help offset the higher upfront costs of the technology. As a result, we’re starting to install commercial heat pump water heaters in restaurants, schools, [more] hotels, multifamily housing” and more.
• A single CHP-120 installed in an apartment building, for example, can support several apartments depending upon on-site conditions, Greene said.

Overcoming barriers: Of the millions of water heaters (gas and electric) sold each year by manufacturers in the U.S., fewer than 3% are heat pump water heaters, Greene said. The main reason: price.

• “The average all-in project cost of a heat pump water heater is from $3,000 to $6,000” in the residential market, he went on. From a residential standpoint, “the average all-in cost of a 45-gallon gas or electric unit is about $800. It’s that cost delta that’s been the main impediment—but they’re 300 to 400 times more efficient, so one will save you 70% on your bill every month.”
• In the commercial market, heat pump water heating project costs are much higher due to size and other variables, but the energy savings can be exponentially larger, Greene added.

Regulation changes: With state and federal regulations and rebates, incentivizing high-efficiency technologies, heat pump water heater adoption—which is already on the uptick—will likely rise in many states in the coming years, according to Greene.

• “Now with robust federal tax credits and home energy rebates, coupled with utility rebates, they’re slicing that $3,000 to $6,000 [price tag] in half, and in places like California, you can get 80% or more of the cost covered.”
• AO Smith expects to stay busy, Greene said with a laugh.

Coming up: What’s next for a company that, in its 150-year history, has been at least three different businesses—having gone from automotive-frame maker to energy sector steel product manufacturer to leading global water technology company?

• “You can certainly expect to see continued innovation,” said Greene. “Our company has transformed a few times over the past century, and we will continue to evolve, with a focus on water technology, while adhering to the guiding principles and values that the Smith family established 150 years ago.”

The Defense Department’s Office of Strategic Capital is now accepting applications for flexible direct loans to build, expand and/or modernize “critical technologies” facilities (Federal Register).

• It’s also seeking input from companies and trade associations on the Defense Department’s loan program, via a Request for Information open through Oct. 22 (Federal Register).

What’s going on: The OSC’s credit program, launched Sept. 30, aims “to attract and scale private capital in industries and technologies that are critical to America’s national and economic security,” according to the Defense Department. This is part one of the application process.

• The financing is geared toward manufacturers that must spend significantly on industrial or specialty equipment to create new assembly lines in existing facilities.
• The money is also intended to help them cover “soft” expenses, such as factory preparation and installation, associated with critical technology projects.

Why it’s important: “The funding from this program could benefit manufacturers of all sizes that are working to expand their businesses and product lines in critical areas of the economy,” said NAM Director of Energy and Natural Resources Policy Mike Davin.

• The OSC loans offer flexible terms, a U.S. Treasury-comparable interest rate, long repayment periods and deferred payments.

Who’s eligible: Manufacturers within the 31 “Covered Technology Categories”— which include advanced manufacturing, cybersecurity, battery storage and spacecraft—are encouraged to apply.

• There is no company-size or employee-number threshold or limit, and manufacturers with existing federal grants are eligible.

Within days of Hurricane Helene’s landfall, manufacturers were reaching out to help those who had been affected.

What’s going on: Companies from an array of industries are volunteering their resources, time and energy to getting storm victims essential items. Helene, which made landfall in Florida last Thursday, has killed at least 189 people and left more than 1.2 million customers without power (ABC News).

• Toyota is matching donation contributions made by its U.S.-based employees to the American Red Cross, disaster relief organization SBP and other nonprofits. The auto manufacturer is also offering payment relief options to those affected.
• Norfolk Southern Corp. has donated $100,000 to the American Red Cross, which is undertaking relief work across multiple states, including North Carolina, Florida, Georgia and Tennessee. The company’s Employee Disaster Relief Program is also giving employees affected by the storm grants for qualified expenses and losses.
• DENSO North America Foundation, the philanthropic group of global automotive components manufacturer DENSO, is donating $200,000 to the American Red Cross in support of disaster relief across southeastern states.
• Procter & Gamble’s Disaster Relief is partnering with Walmart and Matthew 25: Ministries, an international aid organization, in their recovery efforts in the hard-hit Florida cities of Perry and St. Petersburg. P&G resources will go toward a Tide Loads of Hope Mobile Laundry Unit, powered by Matthew 25: Ministries, to offer free, full-service laundry to responders and affected residents. Shower trailers with hot water will also be provided.

Additional resources: SBP and Good360 offer manufacturers disaster preparedness resources and training when natural disasters hit.

• “Hurricane Helene has been devastating, leaving many without access to power and vital resources,” NAM President and CEO Jay Timmons wrote in a social post Wednesday. “Manufacturers looking for recovery resources or looking to provide supplies can connect with SBP via sbpusa.org and Good360 via good360.org.”

Share your stories: Are you helping those affected by Helene? Tell us how by emailing [email protected].

Pharmaceuticals manufacturers are increasingly turning to radioactive drugs in their battle against cancers (CNBC). 

What’s going on: Eli Lily, Bristol Myers Squibb and others “have spent some $10 billion on deals to acquire or work with radiopharmaceuticals makers,” which produce drugs containing radioactive isotopes, predicting that the technology will be effective in treating multiple cancer types.

• Meanwhile, Novartis already has two radiopharmaceuticals, Pluvicto and Lutathera, available for cancer treatment, and several dozen more in development.

How it works: Radiopharmaceutical “drugs work by attaching radioactive material to a targeting molecule that searches for and attaches to a specific marker on cancer cells. The trick is finding markers that exist on cancer cells but not healthy cells. That can allow the treatment to deliver radiation to cancer cells and spare the rest of the body from the level of damage that comes with many cancer drugs.”

• Bristol Myers Squibb sees “opportunity [in] … combining radiopharmaceuticals with existing cancer drugs like immunotherapy, said Robert Plenge, Bristol’s chief research officer.”

More interest: Though radiopharmaceuticals have been around since the 1940s, they’ve only begun drawing big interest in recent years.

• Early this year, Bristol Myers Squibb completed a $4.1 billion acquisition of radiopharmaceutical startup RayzeBio.
• In 2023, Eli Lilly acquired radiopharmaceutical company Point Biopharma and signed partnerships with businesses that are developing treatments.

In-house production: Among the key criteria in Lilly’s search for a firm to acquire: “whether companies were prepared to manufacture the drugs,” according to Eli Lilly Executive Vice President and President of Lilly Oncology Jacob Van Naarden.

• “Radiopharmaceuticals aren’t easy to make, and Lilly wanted to make sure any initial acquisition could produce the drugs themselves instead of outsourcing the work.”

Safety and speed are everything: Each dose of Novartis’ Pluvicto has a GPS tracker to make sure it goes to the correct patient at the correct time, said Victor Bulto, president of the U.S. unit for Novartis. That’s because the therapies are only good for a few days once made.

• Novartis is “investing more than $300 million to open and expand radiopharmaceutical manufacturing sites in the U.S. so it can produce the drug and get it to patients quickly.”
• The pharmaceutical company “drives doses to destinations that are within nine hours from the factory to minimize the risk of disruptions from storms, Bulto said.”

Special considerations: Radiopharmaceuticals come with unique challenges.

• One health care network had to upgrade its medical license before it could be allowed to handle radioactive materials, and “[a] certified specialist needs to administer the drugs, which are given intravenously.”
• To avoid exposing people to radiation, patients taking the treatments must remain at a distance from others for a week or more following the injections, which they get every six weeks.

Big opportunity: Though full understanding of radiopharmaceuticals’ potential may be years away, “[i]f we can be successful in expanding the target and tumor type repertoire, this could be a very big class of medicines,” Van Naarden said.

The search for alternatives to chemicals called PFAS has been going on for years. Recently, materials design company Techmer PM created one—a new chemical for use in polymer processing.

The new solution: Last year, the Clinton, Tennessee–based manufacturer introduced the HiTerra T5—a polymer processing aid that helps maintain film surface smoothness and die-lip buildup—which replaces traditional chemistry based on per- and polyfluoroalkyl substances.

• The HiTerra T5, which meets Environmental Protection Agency guidelines and does not interfere with other additives, is being used in large-scale commercial undertakings by Techmer PM customers.

Why it’s critical: In March, the EPA issued the first federal reporting limits and guidelines for tracking the use of PFAS in manufacturing, along with other PFAS-related regulations. Individual states are also imposing their own restrictions on PFAS chemicals.

• The current regulatory environment is motivating plastics processors and raw materials suppliers to seek new alternatives to this chemistry.
• “The biggest challenge is that fluorinated chemistry is excellent at reducing friction, reducing melt fracture, improving hydrophobicity, stain resistance and helping the processing that manufacturers use, for example, to make film,” Techmer PM CEO Mike McHenry told the NAM in a recent interview. “It also helps with wear on small gears. It’s very effective, and it has unique properties that customers are accustomed to.”

More replacement efforts: Techmer PM is working closely with its customers to come up with additional PFAS alternatives, McHenry said.

• Because one of PFAS’ most useful characteristics is its ability to resist fire, “we’re looking at ways to remove halogen flame retardants, including fluorinated compounds” and find a comparable alternative for customers, McHenry said.

Unrealistic timelines: While the firm is hard at work developing potential replacements, the stringent deadlines that the EPA has set for the reporting and potential elimination is damaging, McHenry told us.

• “It can take years to get use approval [for alternatives], and finding them is a huge challenge in itself,” he went on. “We see the timelines being put forth as something that needs to be looked at, and [manufacturers] need support.”
• “For some uses—tubing, for example–it’s going to be very difficult to find something that will work the way fluorinated chemistries do. As much as we all want to move away from [PFAS], there are some instances in which it will be worse” to rush the search than continue using PFAS, he added.
• One of these areas is medical devices, McHenry said. The gowns used to protect surgeons and nurses, for example, are coated in PFAS-containing substances, which “will be very difficult to replace.”

The long view: For many applications, dependable alternatives will likely be found at some point, McHenry concluded.

• “I think we’ll find alternatives, but it’s not one-size-fits-all, and it will take time,” he said. “The versatility of fluorinated compounds is unique.”

Generative AI tools like ChatGPT and Midjourney have grabbed headlines, but artificial intelligence–driven innovations like digital twins, computer vision and robotics are also transforming manufacturing in America.

Last week, the NAM briefed congressional staff from the House Task Force on AI to help educate policymakers on the role manufacturers are playing as both developers and deployers of AI technologies. The briefing follows the publication of the NAM’s first-of-its-kind white paper on the ways manufacturers are using AI.

The briefing featured a panel discussion among AI experts from major manufacturers, as well as the AI leads from the NAM and the Manufacturing Leadership Council.

Faster breakthroughs: AI is accelerating research and development at manufacturing companies, the panelists reported, allowing them to create or improve products in record time.

• For example, pharmaceutical companies are using AI to develop and test new lifesaving drugs, while automakers are using it to improve vehicle components.

Increased safety: AI is helping to prevent accidental collisions on the shop floor and enhancing equipment that makes tasks safer, such as robotic exoskeletons that collect and learn from data on the wearers’ movements and environment.

• In addition, companies are using AI to better understand and monitor product performance, helping reduce maintenance costs and avoid dangerous malfunctions.

Augmenting human labor: Manufacturers often use AI technology to complement and augment the work of humans, according to the panelists.

• Human operators still make decisions and oversee operations, but AI has helped improve the reliability of manufacturers’ processes as well as the quality, delivery and safety of their products.
• This combination of human ingenuity and AI enhances efficiency while still prioritizing human experience.

Policy recommendations: Panelists discussed what Congress can do to support AI-driven growth in the manufacturing sector, including:

• Modernizing compliance requirements to support AI development and adoption, especially for small manufacturers most affected by regulations;
• Ensuring that the regulatory environment helps the U.S. maintain global leadership in AI innovation, including by adjusting rules based on context and risk; and
• Creating or supporting initiatives to train workers in AI-related skills, including by providing the data needed to develop these programs.

The last word: “The future of manufacturing is inseparable from the future of AI,” said NAM Senior Director of Technology Policy Franck Journoud.

• “It is crucial that policymakers hear directly from manufacturers that are leading the development and adoption of this transformative technology. The NAM is thankful to have had an opportunity to share this world-class expertise, and we are committed to working with Congress to ensure the U.S. remains a global leader in AI innovation.”

The NAM has a new chief economist.

Victoria Bloom, who was most recently the economist for the Senate Commerce, Science and Transportation Committee minority staff, joined the NAM and its 501(c)3 workforce development and education affiliate, the Manufacturing Institute, this summer. She had worked on Capitol Hill since 2017.
 
Our view: “Manufacturing in the U.S. is a life-changing force for good, providing well-paying jobs and career opportunities and products that improve the quality of life for everyone,” NAM President and CEO Jay Timmons said. “Victoria will help us tell this story with compelling data, which will demonstrate the real impact of policy decisions and illustrate the modern manufacturing resurgence.”

• Added MI President and Executive Director Carolyn Lee: “With the addition of Victoria to the MI team as the head of research, we look forward to expanding our portfolio of studies on the key workforce and competitiveness issues facing manufacturers.”

Legislative chops:  Bloom, who holds a bachelor’s degree in economics from Louisiana State University and a master’s degree from George Mason University, previously worked for Sen. David Perdue (R-GA) and Rep. Gary Palmer (R-AL), in addition to her work on the Senate Commerce Committee.

• As Senate Commerce Committee economist, she served as lead economic and budgetary adviser to Ranking Member Ted Cruz (R-TX) and the minority committee staff. 

Glad to be here:  “After years of working on Capitol Hill and lending my economic expertise to policy debates, I am excited to focus my efforts on the 13 million people who make things in America,” Bloom said.

If you’re looking for insights on digital transformation, cultural change and what’s ahead for manufacturing, it pays to consult an industry leader. Dan Dwight, president and CEO of Cooley Group, fits the bill.

Dwight was named the 2024 Manufacturing Leader of the Year in the Manufacturing Leadership Awards, presented by the Manufacturing Leadership Council, the digital transformation division of the NAM. Additionally, Cooley Group won the Small/Medium Enterprise Manufacturer of the Year and the Manufacturing in 2030 Award.

Recently, Dwight sat down for an Executive Dialogue interview with the Manufacturing Leadership Journal to share his secrets to success. Below are excerpts from the interview.

What leaders need: When asked what qualities manufacturing leaders need in the digital era, Dwight says that they must be willing to undergo big changes, but must also keep their teams in the loop. 

• “Successful leadership in the digital era demands, among other things, a higher level of transparency,” he explained. “Your team needs to see the road map in front of them because successful and sweeping transformations are extremely time consuming with a lot of jagged edges that the leadership team needs to address.”

How cultures should change: As for the wider cultural changes that will help a company through its digital transformation, resiliency and adaptability are crucial, Dwight said.

• “Cooley’s digital transformation began with a cultural transformation built around becoming more agile and adaptable,” he noted. “Every decision we make places long-term resiliency and cross-functional collaboration as our operational North Star.”
• “Cooley decentralized our decision-making structures, eliminating hierarchal instruction and empowering team members to communicate transparently and more frequently,” he added.

Small manufacturers’ advantage: When asked whether small and medium-sized manufacturers are at a disadvantage in the era of digital transformation, Dwight says that Cooley has turned its small size into an asset.

• “Our longevity is built on using our size to our advantage. We are more resilient, more agile, more adaptable than our competitors who are often [much larger] because we constantly invest in pro-growth strategies regardless of the economic environment,” he explained.
• “Our investments in innovation generate consistent new product revenue of over 20%, and our investments in Manufacturing 4.0 digitization generate consistent, robust productivity dividends,” Dwight added.

What’s next? Cooley Group is looking ahead to further transformations, including in supply chain management, Dwight said.

• “Our business architecture and change management team leaders are working within their respective teams across the organization to build into our processes a more outward-looking focus,” he said.
• “For example, our M4.0 implementation leader has added supply chain resiliency to her leadership responsibilities. Her team seeks to build out Cooley’s end-to-end business resilience.”

MLC in action: Dwight says that Cooley Group has always been able to count on the MLC to find the insights that it needs for digital transformation and its Manufacturing 4.0 journey. As he put it recently, “When challenges do arise, the MLC can help us think through what the future might look like.”

Watch a full video of this interview for more insights.