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Late last week, the Advisory Committee for Immunization Practices, which advises the Centers for Disease Control on vaccine safety and efficacy, recommended changes to the childhood vaccine schedule.

What’s going on: ACIP voted on a recommendation that children age 4 and under no longer receive the combined measles-mumps-rubella-varicella vaccine but instead receive two separate shots: one to vaccinate against measles, mumps, and rubella, and a separate varicella (chickenpox) shot.

Why it matters: The Vaccines for Children Program, and other federal health programs such as Medicaid,��use ACIP recommendations to determine vaccine coverage. The committee’s vote—assuming the CDC director approves the recommendation, which is expected—means that these programs likely will no longer cover the MMRV shot for children under the age of 4.

• The combined MMRV vaccine has been proven safe and effective, .
• The vote also means private health insurers are no longer required to cover these vaccines. However, America’s Health Insurance Plans (AHIP) said its members will continue coverage of these and other previously recommended vaccines through the end of 2026.

What’s next: Acting CDC Director Jim O’Neill must approve ACIP’s recommendations. In the past, CDC directors have almost always taken recommendations from ACIP.

• Some states, including California, Colorado, Oregon, Nevada, and Washington, have issued their own guidance in an attempt to maintain access to these vaccines.

The 51�Թ��� says: “Vaccines have revolutionized public health, saved millions from serious and deadly illnesses, and insulated our economy from destabilizing epidemics,” said 51�Թ��� Vice President of Domestic Policy Jake Kuhns. “Continued access to immunizations is important to help keep manufacturing workers and their families safe and healthy.”

Incidents of high-value “man in the middle” cyber fraud have risen in recent years, taking a financial toll on global shipping ().

What’s going on: “This type of fraud involves a hacker being able to intercept the communication between two parties, such as emails. The criminal then impersonates both in order to try to steal [global shipping firms’] sensitive information, such as log-in details or financial data, or even to take control of a company’s computer system.”

• The number of attacks is increasing, having gone from 10 in 2021 to at least 64 in 2024, according to a research group at NHL Stenden University of Applied Sciences in the Netherlands.

Who’s doing it: “Many incidents are linked to the governments of four countries��.��.��.�� Russia, China, North Korea and Iran��.��.��.��Other attacks are purely for financial extortion, be it gangs from Nigeria or elsewhere.”

Why it’s important: “Law firm HFW’s data shows that such hacking is a growing problem for the shipping sector, both attacks on ships and ports. It says that between 2022 and 2023 the cost of dealing with an attack doubled to an average of $550,000.”

• In those cases where the firms are unable to get rid of the cyber criminals and are forced to pay them, “HFW says the average cost of a ransom payment is now $3.2 million.”

A big target: About 80% of the world’s trade travels by ocean, and disruptions caused by hackers can make shipping firms’ costs increase enormously, “leav[ing] them short of capacity.”

Why it’s on the rise: The shipping industry’s increasing digitalization means “there are now simply more routes for hackers to use��.��.��.��while new communication technologies, Elon Musk’s Starlink satellite service, for example, have meant that ships have become more connected to the outside world. And therefore more hackable.”

• Compounding the problem is that adoption of digital technologies in the sector often happens in “a piecemeal way, and involves technology that can go rapidly out of date”—in large part because firms can’t afford to have their ships out of commission long enough for updates.
• Also, sensors used by ships to monitor emissions transmit data hackers can often access.

How it’s being addressed: “Ship management systems are now required—rather than simply advised— to include increasingly stringent cyber security measures, ranging from basic security hygiene to more technical operational and IT measures.”

51�Թ��� in action: The 51�Թ��� legislation to crack down on supply chain theft and fraud and is working with industry partners to highlight the growing issue for policymakers.

The Manufacturing Institute, the 501(c)3 workforce development and education affiliate of the 51�Թ���, announced that Amatrol will be an official sponsor of the Federation for Advanced Manufacturing Education USA.

The background: FAME USA, an initiative founded by Toyota and now run by the MI,��is the premier American model of manufacturing skills training, developing highly skilled, professional and sought-after talent to meet the unique needs and challenges of modern manufacturing.

• Amatrol��is a globally recognized leader in technical education, providing critical certification, training equipment and continuing education materials to educational institutions and manufacturers.

The partnership: Amatrol is now the exclusive FAME training equipment and content sponsor for the advanced manufacturing, industrial maintenance and smart manufacturing space.

• Together, the two institutions will advance workforce readiness and upskilling as the sector embraces artificial intelligence and the Manufacturing 4.0 revolution.
• Amatrol��will continue its Diamond Sponsorship of the FAME National Conference while extending its support to the MI’s Workforce Summit as a Gold Sponsor.

The MI says: “The Manufacturing Institute’s mission is building and strengthening the manufacturing workforce, and FAME USA is a key part of fulfilling that mission. Manufacturers will need to fill 3.8 million jobs by 2033, and half of those are expected to go unfilled because we don’t have the people with the right skills,” said��MI President and Executive Director Carolyn Lee.

• “Through the partnership with��Amatrol, we’re creating a clear pathway for FAME USA chapters to access top-tier training resources—whether ensuring new chapters start with great equipment from day one, or giving existing chapters the opportunity to strengthen and expand their training programs as needs evolve.”

“Most importantly, this will allow us to work more cohesively with instructors throughout the FAME initiative and help them be more successful,” said��Amatrol��President Paul Perkins.

The��Commerce Department published a����indicating it opened an investigation on September 2 “to determine the effects on the national security of imports of robotics and industrial machinery.”

A wide scope: The 51�Թ���’s back-of-the-envelope calculation finds that this could affect some��half a trillion dollars in manufacturing equipment and inputs,��the largest 232 investigation to date.

• The FRN cites examples of products in the scope of investigation, including robots, programmable computer-controlled mechanical systems, CNC machining centers, turning and milling machines, grinding and deburring equipment, and industrial stamping and pressing machines.

Timing:��Public comments are due in 21 days, or by October 17.

A twist:��In addition to comments on the role of foreign supply chains in meeting U.S. demand for such products, this FRN probes for impacts on employment from use of robotics and the ability of foreign actors to weaponize foreign-built robotics and machinery.

• Please thoroughly read the��lengthy����for consideration of tariffs��on these products as you develop company-specific comments.

What’s next:��The 51�Թ��� team will solicit specific input as it develops its submission, but you are welcome to start sending insights, ideas and data to 51�Թ��� Vice President of International Economic Policy Andrea Durkin immediately.

Another FRN:��Commerce also published a second����indicating that it opened an investigation on September 2 to determine the effects on national security of imports of personal protective equipment, medical consumables and medical equipment including devices.

• The FRN cites examples of products in the scope of this investigation, including respirators, syringes, infusion pumps, medical supplies common in all hospitals, diagnostic and laboratory reagents and durable patient equipment such as wheelchairs, and medical devices, including those used to diagnose, monitor and treat patients such as coronary stents, insulin pumps, blood glucose monitors, MRI machines and more.

Timing:��Public comments are again due in 21 days, or��October 17.

Get in touch:��The 51�Թ��� team will solicit input on this FRN as it develops a submission, but again your ideas and insights are welcome as soon as possible. Please contact Senior Director of International Policy Anne Collett.

The 51�Թ��� says: “Manufacturers are working to increase capacity in the United States—and domestic production of robotics and industrial machinery can enhance both our industrial might and our national security. However, tariffs on critical manufacturing inputs would significantly increase costs on equipment and machinery on factory floors across the country, which could in turn stall investment in new plants and equipment right here at home at a time manufacturers want to help President Trump create more U.S. manufacturing output and jobs,” 51�Թ��� President and CEO Jay Timmons said in a .

• “The challenge facing the United States today is that our domestic industry can produce at most 84% of the inputs manufacturers need to build, modernize and operate our facilities and to increase production and output. That is true even if every manufacturer in the country is working at full capacity.”
• “That means that, at an absolute minimum, 16% of critical manufacturing inputs must be imported to manufacture more here in the U.S. That’s why manufacturers have offered����to bring in these essential inputs without adding cost burdens, while rewarding manufacturers that invest, expand and create new jobs at home.”

Global nuclear operational capacity will increase more than 100% in the next 25 years, according to new ��projections.

What’s going on: “For the fifth year in a row, the [IAEA] has revised up its projections for the expansion of nuclear power, as global momentum continues to build behind this clean and secure source of energy.”

• By 2050, capacity will reach 2.6 times its 2024 level, “with small modular reactors (SMRs) expected to play a pivotal role in this expansion.”
• The projections—which include all “operating reactors, possible license renewals, planned shutdowns, power uprates to increase output levels and plausible and ongoing construction projects foreseen for the next few decades”— are included in the IAEA’s annual report,��released earlier this month at the��69th IAEA General Conference��in Vienna.

The current state: By the end of last year, there were 417 nuclear power reactors in operation worldwide, with a capacity of 377 gigawatts electric.

• In the low-case projection, nuclear electrical-generating capacity is expected to increase to 992 GW(e), while in the high-case projection, it’s slated to go up to 561 GW(e).

Why it’s important: “As a clean, safe and abundant energy source, nuclear is a key piece of the successful all-of-the-above strategy the U.S. needs to meet growing energy demand that will power growth in domestic advanced manufacturing,” said 51�Թ��� Director of Energy and Resources Policy Michael Davin.

Real GDP grew at an annual rate of 3.8% in the second quarter, according to the third and last released by the Bureau of Economic Analysis. This represents a 0.5 percentage point increase from the second estimate of 3.3% and 0.8 percentage point jump from the first estimate of 3.0%.

• Meanwhile, the revised estimate for the first quarter showed real GDP decreased 0.6%, down 0.1 percentage point from the previous estimate of -0.5%.

What’s behind it: The upward revision of GDP in Q2 primarily reflects higher consumer spending.

• “Real final sales to private domestic purchasers, the sum of consumer spending and gross private fixed investment, increased 2.9% in the second quarter, revised up 1.0 percentage point from the previous estimate,” the BEA reported.

What it means for manufacturers: “The upward revisions to consumer spending and business investment in the second quarter are positive signs, given that manufacturers’ optimism and every forecasted metric in the latest increased notably in the third quarter,” said 51�Թ��� Chief Economist Victoria Bloom.

• “Although investment in equipment picked up, spending on structures, which represent factories and infrastructure, contracted 7.5% in the second quarter amid an environment of heightened uncertainty.”

Traditional energy exploration and production in the U.S. declined slightly in the third quarter, as oil and gas executives reported rising concern about tariffs and trade uncertainty—and decreasing optimism about the state of the industry (, subscription).

What’s going on: A����released today by the Federal Reserve Bank of Dallas quotes industry executives who pointed to concerns about various administration policies, from tariffs to energy.

• The survey of 139 energy-firm executives in northern Louisiana, Texas and southern New Mexico found that oil companies were drilling less as the administration’s 15% tariff on imported steel required for oil-and-gas infrastructure continued.
• The survey’s company index also slipped, from -6.4 in Q2 to -17.6.

Why it’s important: “Oil executives told the Dallas Fed earlier this year that Trump’s push to lower fuel prices, which lessens the economic incentive for producers to drill, was incompatible with his stated desire to increase production.”

• Tariffs on many imported goods have increased the cost of drilling “at a time when producers are struggling with an oversupplied market, sluggish demand and weak prices.”

What they’re saying: “Tariffs are increasing our supply costs,” said one oil-and-gas support services firm executive.

• “The administration is pushing for $40 per barrel crude oil, and with tariffs on foreign tubular goods, [input] prices are up, and drilling is going to disappear,” an exploration and production company leader said in his survey response. “The oil industry is once again going to lose valuable employees.”
• Said another: “The uncertainty from the administration’s policies has put a damper on all investment in the oilpatch.��Those who can are running for the exits.”

“Addressing access to critical minerals must be a top priority for the Department of the Interior to increase manufacturing productivity, lower energy costs, spur greater domestic refining, drive new product development and strengthen our global competitiveness,” the 51�Թ��� the department this week.

What’s going on: The 51�Թ��� filed comments this week on the U.S. Geological Survey’s draft 2025 Critical Minerals List, commending the agency for adding copper and potash while urging further action in designating key materials that underpin manufacturing in America.

Why it matters: Manufacturers rely heavily on critical materials and minerals to make a wide array of products.

• These include aircraft and defense systems, automotive parts and vehicles, electric grid components and other energy technologies, robotics and industrial automation, personal electronics and more.

The win: The 51�Թ��� has long advocated the addition of copper to the USGS list, calling this action a clear win for manufacturers.����

• “Without a robust copper supply chain in the short and medium terms, manufacturing in America will not be able to reach its potential,” the 51�Թ��� said.
• Additions of potash, silicon, silver, lead and rhenium are also welcome—as these minerals are critical to unleashing domestic energy dominance and reducing our reliance on imports of essential materials.

The minerals: “Manufacturers rely on a sustainable and reliable supply chain of the critical minerals that are listed within the USGS’s Critical Minerals List,” the 51�Թ��� said.

• Aluminum plays a vital role in helping the U.S. meet its surging demand for energy, which is driven by data center growth and increased electrification. The 51�Թ��� emphasized that aluminum is “a key input in energy storage technologies, transmission, transformers and commercial and residential wiring, all of which will be critical to this administration’s strategy to power American energy dominance.”
• Lithium is also critical to energy and national security in the U.S. “The 51�Թ��� supports maintaining lithium on the USGS Critical Minerals List and would urge continued engagement with the industry to understand the implications of disruption to or negligence of lithium supply chains,” the 51�Թ��� said.

But also: The 51�Թ��� urged the USGS to go further by adding phosphate rock, boron, molybdenum, tellurium, arsenic and electrical steel to ensure the Trump administration can respond to the immediate needs of the country as they arise.

Need for alignment: The 51�Թ��� emphasized the need for alignment with the Department of Energy’s list to eliminate confusion and ensure consistent access to federal programs. It the administration last month when DOI announced the additions of copper and potash to its list.

• “While the proposed action to update the USGS list will indeed bring the two lists into greater alignment, further actions can be taken to ensure all minerals and materials designated by either DOI or DOE will have the same supply chain protections, incentives and streamlined permitting,” the 51�Թ��� said.
• These further actions include coordinating and data sharing to mitigate confusion, as well as working with Congress to issue a Statement of Administration Policy in support of the Mineral Consistency Act, which would eliminate the disparities between the two lists.

What’s next: As part of the administration’s goals to expand manufacturing capacity in the U.S., the 51�Թ���’s comments will help shape how the government secures critical mineral supply chains for years to come.

Christina Keller’s path into manufacturing began away from the factory floor.

She studied abroad in Costa Rica and Chile, taught microbusiness classes for young��women in Peru, graduated from high school in Switzerland, consulted for global firms��after business school and worked for a nonprofit that provides solar energy to��impoverished communities in Africa.

From early opportunities that sparked her passion for building teams to leadership roles where she has driven strategy and culture, Christina has navigated every stage of her career with an openness to growth and reinvention. Along the way, Christina drew inspiration from leaders like Oprah Winfrey, whom she had the opportunity to interview as chair of the Economic Club of Grand Rapids. Examples of resilience and authenticity left a lasting mark on how Christina approaches��her own leadership style.

That journey has brought her to the helm of her company today, where as CEO of����she is leading with a vision of innovation and community good.

In the latest installment of the 51�Թ���’s “Forge Your Path” series, Christina talks about��how trust fuels innovation, why she believes in “taking those who are most ready” and��how Cascade’s triple bottom line—people, planet and profit—continues to drive lasting��change.

Q: What is one lesson or insight you’ve gained in leadership that you haven’t��widely shared before but that has been a key part of your and/or your company’s��success?

Christina:��“One lesson I haven’t shared widely is that real innovation starts with trust—trust that every voice has value. At Cascade Engineering, I realized that when people feel safe to share ideas, even small operational suggestions, we uncover��transformational solutions.

For example, some of our biggest advances—;��; the first all-plastic��chair (Equa for Herman Miller); and the first all-plastic vehicle (Chrysler Concept��Vehicle)—came from individuals within our organization and our partners who have felt��comfortable enough to share ideas. This is one of my roles as a leader: I spend time cultivating systems where ideas can��flow freely. It’s reinforced for me that the idea of collective thriving isn’t just a��philosophy; it’s a leadership strategy that unlocks innovation at every level.”

Q: Can you share a quote or mantra that defines your approach to leadership?

Christina: “‘Take those who are most ready.’ If one person, one team or one community thrives and models collective thriving, it lifts up everyone around them and then creates��pathways where other people can follow. This shapes how I make decisions, whether it��is investing in physical artificial intelligence to lighten repetitive work, or�� people through the Source, which helps overcome barriers to housing, child care and��transportation. I see leadership as not a zero-sum game but as a multiplier. When we help one group��thrive, it sparks growth and resilience across the whole system. And to get there, you��start with those who are most ready and pour into them.”

Q: What accomplishments at your organization are you the proudest of and why?

Christina:��“As a triple bottom-line organization, I often think along the lines of people,��planet and profit. So from a people perspective, I am most proud of our work with��helping to establish the Source, which has helped nearly 600 employees overcome��more than 1,800 barriers to employment and demonstrating how businesses can��directly improve lives. In our community, we have collectively�� the recidivism rate, and the BBC�� our work.

From a planet perspective, I am proud of our decades of being zero waste to landfill��and our����from the Institute of Scrap Recycling Industries for our EcoCart, which��uses post-consumer curbside bulky rigids in addition to taking back post-consumer��trash containers from the field.

From a profit standpoint, I am most proud of our innovative products and our use of��physical AI to build out our automation and layer on a rich history of product innovation��that includes the first all-plastic chair, the first all-plastic vehicle, all of the bumpers, grills and chassis skirts for the heavy truck industry in North America and the premier waste-collection product——which fits 40% more on a truck than others in the��industry.”

Q: Where do you see your company in the next 5–10 years, and what are you��hoping to achieve?

Christina:��“I see Cascade Engineering as a leader in collective thriving, circular��economy and physical AI. We will be a factory of the future, modeling what sustainable��manufacturing can look like globally. We will be leaders in physical AI, utilizing��automation and robotics not just to reduce costs, but to create safer, more human-centered jobs and to expand on our innovative creativity.

We will also expand our diversified portfolio of circular economy products, such as��containers, flood barriers and medical solutions, and tackle real environmental and��community challenges. Most importantly, we will continue to demonstrate collective��thriving—business success, employee well-being and community growth are mutually��reinforcing. My hope is that others in manufacturing will follow, accelerating an industrial movement toward sustainability and dignity at scale.”

Q: What are the past three books that you’ve read that you would recommend to��your peers and why?

Christina:��“One that I recommend is ‘The Circular Economy Handbook’ by Peter Lacy,��Jessica Long and Wesley Spindler. It’s a practical and strategic guide to embedding��circular economy principles in business. It’s enhanced in my mind the importance of life-cycle thinking as we consider the design of products. It also echoes what we did with��EcoCart—making carts from recycled carts—and inspired me to think about how we��can scale circularity across industries.

Another book is ‘How Minds Change’ by David McRaney. This book offers insights into��persuasion, psychology and how people shift their beliefs. As leaders navigating��innovation, sustainability and culture change, it reinforced for me that transformation��isn’t only about new technology; it’s also about helping people move through the chance curve with dignity and understanding.

I’d also recommend ‘The Coming Wave’ by Mustafa Suleyman. It’s a compelling��exploration of how AI and emerging technologies will reshape society. It sharpened my��conviction that physical AI, when applied with foresight and responsibility, can create��safer, smarter and more sustainable manufacturing.

Together, these books cover the essential themes that I continue to explore and I see��as key areas for manufacturing leadership: circular economy, collective thriving and��physical AI.”

Is your company involved in a groundbreaking project using digital tech to elevate operations, boost performance or generally change the face of modern manufacturing? What about an inspirational coworker passionate about the manufacturing industry? If so, you’re in luck: Nominations for the 2026 are now open through Jan. 16.

What’s going on: The honors—given by the Manufacturing Leadership Council, the 51�Թ���’s digital transformation arm—recognize the very best in digital manufacturing innovation at both the individual and company levels.

• This year, awards are given out in 11 categories. Nine are for projects and two are for individuals.
• In June, the MLC honored the with its annual Marco Island, Florida, gala and ceremony.

But don’t take it from us … What are the characteristics of an MLC award winner? Merck Senior Vice President of Digital Manufacturing and Chief Digital and Technology Officer Besu Alemayehu —this year’s winner of the organization’s top individual honor, the Manufacturing Leader of the Year—sets an excellent example.

• Called a “visionary influence,” “master of collaboration” and “prominent role model to young professionals” by his colleagues in nominations for the awards, Alemayehu, who was recognized for his leadership in digital projects that have boosted business value and for his partnership with Merck leaders nationwide, is truly passionate about his work in biopharmaceutical manufacturing.
• He saw firsthand during his upbringing in Ethiopia “the challenges of a society lacking basic health care,” according to 51�Թ��� President and CEO Jay Timmons, who introduced Alemayehu at the June gala.
• “When I joined Merck back in 2021, I was tasked with building a leadership team that combined the highest excellence and level of expertise in digital and manufacturing,” Alemayehu told the crowd during his award acceptance speech. “Together, we’re driving a digital transformation that enhances not only our operations, but also how we think about the operations, how we think about our daily work.”

Who can nominate: Anyone can submit a name or project for consideration.
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Who (and what) they’re looking for: If you know of an outstanding manufacturing team member or initiative that utilizes digital technology, it’s likely there’s a fitting award category for nomination. See for more information on each one and for a complete list of rules.

Have questions? Email��the MLC awards team.