Why The Future of Manufacturing Hinges on Rethinking L&D

The U.S. manufacturing sector is growing, but so is its labor gap. With Baby Boomers (born between 1946 and 1964) retiring and government efforts encouraging reshoring, talent isn't keeping pace. An estimated 1.9 million manufacturing jobs could be unfilled in 2033 if labor gaps aren't unaddressed.

This leaves manufacturers scrambling to attract and retain early-career talent. While Gen Z (born between 1997 and 2012) is warming to blue-collar jobs, they want clear paths to advancement and often see industrial roles as falling short. One reason: outdated training models that rely on static manuals and classroom sessions that fail to engage a generation that craves connection, relevance, and purpose.

Bridging the gap starts with rethinking learning and development (L&D). As Kimberly Lisiak Fraleigh, director of leadership development at Lippert Components, explained, this shift is more than keeping pace with industry changes. It's about investing in Gen Z employees so they feel valued, prepared, and excited about their future in manufacturing.

What Gen Z Expects from Learning

Gen Z wants learning that is personalized, fast, and purposeful, said Fraleigh. "They are not looking for a three-hour intensive; they want regular opportunities to build actionable skills." Nearly two-thirds of recent graduates would stay four or more years in their current job if given consistent opportunities to build in-demand skills.

Amber Vanderburg, founder of The Pathwayz Group, a leadership development company for tech professionals, shared a similar view: "This generation doesn't want to be taught something they won't use for months. They want tools they can apply immediately — and apply often," she said.

Gen Z also wants to see how learning ties to meaningful growth, including promotions, pay, and impact, Fraleigh said. That desire for visible career progress is reflected in data showing 32% of Gen Zers would consider industrial work if there were a clear path to a corporate position.

But that path isn't always upward, noted Vanderburg. Gen Z isn't as interested in climbing the ladder as they are in filling a toolbox. "If they want to build a ladder, they can build a ladder. If they want to build scaffolding, they can build scaffolding. They can build their own journey," Vanderburg explained. 

Overcoming Constraints in Manufacturing

When Fraleigh first joined Lippert, learning often happened "just in time." As she worked to make the program more proactive, she faced constraints familiar to many manufacturers: time, cost, and culture.

"Production environments run on tight schedules, so pulling people for training is difficult," Fraleigh explained. To address this, her team created bite-sized, highly relevant learning that could happen on the floor, between shifts, or be embedded in existing meetings.

To manage financial constraints, they tapped internal talent as facilitators and mentors — an approach that became a cultural win. "People love learning from peers and trust these team members who truly understand their work," Fraleigh said.

She also rallied leaders at the top, reinforcing that reimagining L&D requires consistent communication and visible support from management.

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Building a Better L&D Environment

At Lippert, learning is no longer a one-off event. It's embedded into the organization. According to Fraleigh, this shift has built a culture where employees take ownership of their development and feel loyal to the company that invested in them.

To arrive there, Fraleigh suggested a few key steps:

• Listen first: Gather input from team members, leaders, and plant managers.
• Build trust and buy-in: Show leaders how L&D solves their real pain points.
• Cast your vision: Align L&D with your people, culture, and business goals.
• Pilot and iterate: Prove impact before you scale.
• Integrate learning: Engrain L&D across the employee lifecycle.

That last piece is crucial. Fraleigh explained how, during recruiting, they highlight technical certifications, leadership development programs, and mentorship opportunities. During onboarding, they emphasize growth pathways and show new hires a clear picture of what's possible. And, for retention, they double down on coaching, continuous feedback, and leadership visibility.

The Built-In Payoff

L&D is more than a compliance exercise. It's a strategic lever.  At Lippert, investment in learning strengthened its culture. Engagement survey and culture index scores continue to rise, and retention has improved by 100% over the last decade, which was "no small feat," Fraleigh noted.

With team members empowered to solve problems and lead at every level, Lippert's plants also run more smoothly. "People feel cared for, which has improved morale, productivity, and even safety," Fraleigh added.

Beyond traditional benefits, L&D also creates a competitive advantage, Vanderburg said, comparing it to hiring the best athletes but never training them. "By investing in learning, you're no longer just playing in the game; you're competing to win," she said.

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Forging Ahead

According to Fraleigh, the future of manufacturing belongs to companies willing to grow their people as strategically as they grow their business.

But it's also important to remember that L&D is a continuous work in progress. "The industry is shifting at a fast pace; getting L&D right will take iteration and time," Fraleigh said. Her best advice: "Start where you are, but start."