Shifting Manufacturing Entry Roles

Every day, 13.2 million workers keep America’s manufacturing engine running — supporting jobs, innovation, and advancing U.S. competitiveness.* While the industry remains a cornerstone of the U.S. economy, it is in the midst of profound change, with automation, global competition, and efficiency gains reshaping the roles available to workers at all stages of their careers. While there are numerous factors contributing to shifts in the size of the labor force, the result of these shifts has led to a drastic increase in competition for talent with specific skillsets. When combined, this workforce competition and the quickly evolving nature of manufacturing leave employers with a growing chasm known as the “workforce gap.”

Because of the changing nature of manufacturing positions, career pathways and in-demand skills are evolving as are the tactics manufacturers are using to offer upskilling or training opportunities in-house.  

Shifting Roles in Manufacturing  

In many industries, entry-level positions serve as a stepping stone into the professional world, potentially shaping a long-term career path. While it is less common now to follow a single career track than it was sixty years ago, these roles still open doors for workers to find their footing and start gaining specialized skills. However, the positions that once helped workers get their start are declining. Leading labor market research from Lightcast shows that traditional entry-level roles have shrunk significantly over the past decade in the manufacturing industry.

Data from Lightcast reveals that between 2014 and 2024, roles like Helpers-Production Workers decreased by 53% (−140,000 jobs), Machinists by 21% (−69,000 jobs), and Packers and Packagers, Hand by 18% (−32,000 jobs). These three jobs traditionally provided a steady path into higher value roles, but automation and process redesign have reduced the need for workers in these positions. Additionally, the remaining entry-level jobs often require specialized skills that many workers are lacking. Consequently, fewer workers are entering the manufacturing workforce through entry-level feeder roles.

Evaluating the characteristics of the most common occupation in manufacturing can shed light on evolving career paths for the typical manufacturing worker. Lightcast reports that Miscellaneous Assemblers and Fabricators make up more than 1.1 million jobs in manufacturing (8.6% of all industry employment) and grew the most of any occupation in manufacturing between 2014-2024, adding over 151,700 positions. Assemblers and Fabricators earn a median wage of $20.27 per hour, typically requiring only a high school diploma and moderate on-the-job training. This role builds fundamental competencies in manufacturing processes, such as reading technical drawings, following production sequences, and conducting quality checks.

Top Growing Occupations in U.S. Manufacturing, 2013 - 2024

Source: Lightcast

Data Note: Data taken from occupations that account for at least 1% of the industries occupations.

Assemblers and Fabricators have several potential career trajectories to follow, based on their education and the subsector in which they work. With additional technical training or upskilling, workers can progress into more technical roles, such as Industrial Engineering Technologists and Technicians. Making this move offers an average annual salary boost of more than $10,000 for those who make the transition. A typical next-step occupation is First-Line Supervisors of Production and Operating Workers. These roles typically require less than five years of experience rather than advanced degrees, making them a critical bridge for upward mobility. 

Rethinking Career Pathways

This trajectory could be a fit for some workers, but it is becoming increasingly important to rethink traditional career pathways. Linear, predefined routes may have long been the norm, but today’s rapidly evolving environment demands more flexibility. Employers are beginning to seek talent based on core aptitudes and transferable skills (that could have been acquired in other industries) rather than a perfect skill match from the start. With technologies and processes changing so quickly, the skills needed today may be outdated tomorrow, making on-the-job learning and “adaptive skills” a critical component of a worker’s skillset. Industry intelligence demonstrates that manufacturers value adaptive skills like:

• Analytical and problem-solving abilities
• Creative reasoning and flexibility
• Ability to learn new practices quickly
• Resilience and resourcefulness  

Prioritizing aptitude and adaptability over a specific skill in the hiring process can support a worker’s career path and open up new opportunities outside of a narrow pathway focused on technical skills. EY’s industry report found that adaptive skills were beneficial not only to the employee’s personal outcome but also to the companies themselves, which were more competitive and able to jump-start growth through this adaptive process.  

On the Ground: How Manufacturers are Responding  

In response to these shifts, many manufacturers are redesigning their approach to training and incorporating distinct training modules for in-demand skills. Across Camoin Associates’ client engagements and conversations, we hear from thousands of executives on an annual basis who are testing out new processes in real time to adapt to the challenging workforce environment. Examples of recent activity that we’ve discussed with companies from across the country include:

• Short-Term On-the-Job Training: Intensive 4– to 12-week programs to move hires from basic assembly to technical line tasks.
• Customized Bootcamps: Training aligned to specific equipment or production needs.
• Mechatronics Pathways: Structured 12– to 24-month programs covering skills like Programmable Logic Controller (PLC) basics and preventive maintenance.
• Train-the-Trainer Models: Upskilling supervisors to enable training across teams.
• Embedded Certifications: Certifications from the Global Electronics Association, Occupational Health and Safety Administration (OSHA), and other credentials are integrated into onboarding rather than delayed until later stages of employment.

Real Case: Maine’s Advanced Manufacturing Industry  

With entry-level feeder roles disappearing, the burden of skill development has shifted away from “learning by doing” toward more structured training, like those documented above. This reality was echoed in Camoin Associates’ recent survey of the State of Maine’s manufacturing workforce, where both current and potential workers emphasized that training availability directly shapes their decision to stay or enter into the industry.

Among current workers who answered the survey, a key concern about remaining in the industry was limited career growth due to insufficient training or skills development (27%). At the same time, most reported having access to at least some training opportunities. Seventy percent noted that the amount of internal training that was available was either “good” or “fair”. Workers also identified additional training needs, highlighting areas such as coding, laser alignment, and tug welding.

Potential workers who responded pointed to the lack of relevant training and education as a barrier to pursuing careers in advanced manufacturing. They emphasized that expanding training and education opportunities would increase the industry’s appeal and make them more likely to consider entering the field. While the survey provides just a snapshot of one region, the responses highlight that many locations do not offer enough technical skills training to meet the workers’ needs. 

Conclusion  

Taken together, labor market data and worker perspectives point to the same conclusion: reskilling and upskilling are essential for both retaining today’s workforce and attracting the next generation of workers. Survey respondents made clear that training opportunities influence whether they remain or enter the industry, while labor market trends show fewer entry-level roles and more demand for technical expertise. For employers, this creates both a challenge and an opportunity. With investments in short-term training, certifications, apprenticeships, and employer-led programs, companies can provide the technical and supervisory skills that workers need to grow. Those that build adaptable, comprehensive training systems will not only strengthen their workforce pipelines but also secure a long-term competitive edge in the manufacturing sector. 

*Employment figure derived from Lightcast run 2025.3. Generated from NAICS codes 31-33.  

About Camoin Associates

Since 1999, Camoin Associates has provided economic development consulting services to municipalities, economic development agencies, and private businesses. It conducts industry analysis, workforce assessments, and lead generation projects across the US. To learn more about Camoin Associates’ experience and projects across all its service lines, please visit www.camoinassociates.com.

Opinions expressed by contributing authors are their own.