Much has been said in recent years about bringing manufacturing jobs back to the United States, but the conversation inevitably hits the same question: do Americans actually want those jobs?
The truth is that manufacturing has long had an image problem. For years, factory jobs were not perceived as a viable career choice. People viewed them as hard, repetitive work with few opportunities for growth.
This perception is starting to change.
A new generation is giving manufacturing a second look
The industry has already seen a resurgence of interest in skilled trades in the United States, and the same shift is beginning in manufacturing. There are several reasons for this.
From a compensation standpoint, manufacturing jobs today often pay nearly the same as entry-level office jobs. And this new generation of workers prefers in-person work and being part of a team. Many entry-level desk roles remain remote or hybrid, but manufacturing offers the chance to work alongside others, solve real problems, and create tangible results.
People are also starting to realize that manufacturing includes a far wider range of work than they might expect. There’s everything from quality assurance to maintenance to technology-focused roles. For individuals with motivation and aptitude, there are often better advancement opportunities in factories than in many standard desk jobs.
These changes in perception are important not just for manufacturers, but for supply chains overall. Domestic manufacturing is critical for supply chain resilience and reducing dependency on overseas production. Without enough people willing to work in factories, supply chains can’t respond quickly to demand changes, disruptions, or reshoring efforts.
Yes, the gap can be closed
The country as a whole seems to agree that domestic manufacturing is a net positive. But it’s true that fewer people say they personally want those jobs. Can that gap be bridged, or is there simply not enough interest in the U.S. workforce to staff factory lines?
The gap can absolutely be bridged. It happens in two ways simultaneously: first, by attracting and retaining workers, and second, by increasing factory productivity so that the same number of workers can produce more product and fulfill more orders. Both of these have direct impacts on supply chain capacity and reliability.
Engagement starts inside the factory walls
Retaining and engaging factory workers isn’t an abstract challenge. There are practical steps every manufacturer can take inside its own four walls that ultimately keep production running and supply chains flowing.
1. Make the work meaningful. Let employees know that what they do matters. People want to contribute to positive outcomes and see the results of their work in real time. It’s also important to remember to say thank you for a job well done. That recognition carries weight.
When people feel connected to their work, they’re more likely to stay – and that means fewer disruptions for supply chains dependent on consistent production.
2. Bring dignity back to workers. Respect workers’ observations about processes, and create forums that allow them to contribute their ideas for process improvement. Often, they have insights no one else can offer. In multilingual plants, it’s crucial to ensure that every worker has this opportunity regardless of language.
Workers who feel heard and respected are less likely to leave their jobs, reducing the turnover that can ripple through supply chains and cause unexpected slowdowns or quality issues.
3. Engage the whole team. Factories’ departments are deeply interconnected by shared processes and responsibilities. Yet much of how we traditionally manage factories reinforces silos rather than collaboration.
Visibility in real time of department activities – like quality checks, maintenance work, or daily production schedules – creates awareness of each department’s goals. It lets teams anticipate each other’s next actions and encourages collaboration instead of finger-pointing when something goes wrong.
This cross-functional collaboration helps avoid bottlenecks that can delay shipments, miss customer deadlines, and disrupt supply chain schedules.
4. Establish clear skills progression. Upskilling employees keeps them engaged. Factories need people who can be cross-trained and grow into more skilled roles. It’s important to make training opportunities visible and accessible. Let people choose to upskill themselves and be recognized for their new capabilities.
Role-specific on-the-job training also has another benefit: it reduces the need to search for skilled labor externally, which can be costly and time-consuming. From a supply chain standpoint, a multi-skilled workforce makes it easier to cover absences, scale up production when demand spikes, and maintain consistent output.
Productivity gains keep supply chains moving
Beyond engagement, there’s the second part of the equation: increasing the productivity of U.S. factories so they can meet rising demand without relying solely on a larger workforce.
Some of the elements that help increase productivity include:
● Meaningful, visible production goals so teams understand targets and progress.
● Continuous improvement forums that help identify and solve problems quickly.
● Communication tools that make it easy for people to collaborate in real time rather than waiting for meetings or paperwork.
● Technology and AI that remove administrative burden from daily tasks so workers can focus on value-added activities.
These improvements aren’t hypothetical. I’ve seen firsthand how factories can become significantly more productive in a very short period of time. Many facilities I work with have achieved an average productivity increase of 26% in just 90 days when they focus on these core elements.
A plant that is 26% more productive has choices. It can choose to fulfill its current orders on time and in full with 26% fewer labor hours. Or it can keep its current schedule and staff in place and produce 26% more product without additional headcount or overtime.
Either way, the supply chain benefits – from more reliable production schedules to faster order fulfillment and reduced lead times.
The tools exist to close the gap
When manufacturers combine improved retention and engagement with the productivity gains that are possible, the result is engaged people doing meaningful work efficiently.
U.S. manufacturing already has all the tools it needs to meet demand. The industry simply has to use them.
When we put those tools to work – by making manufacturing a more attractive, dignified, and forward-looking career path – we eliminate the gap altogether. And in doing so, we strengthen the supply chains that depend on American manufacturing’s success.
