The manufacturing sector is evolving rapidly, shaped by new technologies, global supply chain shifts, and the growing demand for specialised skills.
In this article, we share insights from our Manufacturing Lead, Shirley Berry, on the importance of training in the manufacturing industry. Drawing on her experience supporting manufacturers with their training needs, Shirley discusses the key challenges, priorities, and opportunities for innovation in learning and development.
1. With so many manufacturers citing skills shortages as a top barrier to growth, where do you see the biggest opportunities to close those gaps quickly and sustainably?
“I think there are a couple of areas. One is looking at the talent that you already have and how you might be able to upskill those. So, that’s about understanding the skills they already have, the skills they need to deliver what you’re trying to achieve and how you’re going to help them get there. You might need support from a supplier who can bring something different to the table, to make that learning experience really refreshing and engaging, particularly when you’re working with seasoned professionals who know their job well.
The other is around an apprenticeships. They can bring in bright, fresh new talent – fantastic! But I think we’ve got to look at how we bring apprenticeships into the 21st century. I spoke to a couple of people recently where, for example, one said they had been to a site that purported to be state-of-the-art, latest technology, but actually they were using machinery that was 15 years past being sold. So, how do we ensure that when that person arrives at an organisation to start work, that they can translate the skills they’ve learnt, so they’re ready to use your leading-edge machinery?
The other talked about some of the curriculum being based around stuff that they’d learnt way back in the 80s. So again, bringing in somebody who can give that fresh insight, something really engaging that can talk to different age groups, different demographics, different learning styles can really elevate that piece for you.”
2. With so much change in supply chains, regulations, and tech adoption, how can manufacturers build a culture that embraces change rather than resists it?
“It’s about creating or nurturing an environment where people can question, challenge, put forward new ideas and feel safe and supported to do so. Individual coaching on how to have difficult conversations or personal presence can help prepare them for change or articulate what it means for everyone. You can use things like group workshops and role play to help people to build the soft skills they need. That can be really useful as well for new leaders, who may be well qualified but want to put that theory into practice to embed their skills.”
3. What does digital transformation really mean for manufacturers today, beyond just new technology?
“Digital transformation means, and should mean, different things to different manufacturers. You might have a large or high-tech manufacturer who’s already embracing AI and robotics and fully in that 4.0 smart factory mode. But equally you’ve got SMEs that are a long way from that. They’re looking, perhaps, at how they can make more use of their MES or MRP or CRM system. It’s all digital transformation. It’s just a different stage of the journey. And what we need to remember is, even small steps are progress.”
4. If a manufacturing leader is just starting to look at digital transformation, what three things should they prioritise?
“Understanding where you are and where you want to be and then mapping out how you can get there. What can you do yourselves? What support might you need from partners? But remember, one size doesn’t fit all, so by all means look at what others in your sector have done or are doing but do what’s right for your organisation.”
5. What does an effective training strategy look like today, especially for shift-based or frontline manufacturing teams?
“A training strategy could consider all the learning needs for your journey in addition to the obvious of who and what you’re going to train. You need to consider, for example, particular needs for shift workers (trainers rarely work 24/7 or at weekends), those who are less digitally confident or have neurodiverse needs. For example, not everybody learns best in a classroom, particularly when that class is mixed with more senior, experienced or expert people. People are a bit wary of putting their hand up. So, using things like e-learning and immersive learning solutions allows people to learn at their own pace and build confidence before they get into the classroom.”
6. What mindset shifts do leaders need to make to build a more resilient, future-ready team?
“Embracing technology led solutions and giving people appropriate and proper time to learn is a good starting point. But don’t underestimate the power of group workshops to encourage peer discussion and share best practice, especially if you’ve grown through acquisition.
People need to feel like they’re not alone. Having the opportunity to share some of those experiences, realise others have the same challenges and problems and work together to find solutions not only improves cross-organisational communication but builds stronger, more resilient and cohesive teams.”
You can view the full video series on Shirley’s LinkedIn. If you are looking for support with your training stratergy then feel free to drop her an email shirley.berry@melearning.co.uk or call 07715656747
View our course catalogue in full here.
