51�Թ���

An ongoing push for new unionization policies would be damaging for manufacturers and their workforces, and the 51�Թ��� is leading the fight against them. 51�Թ��� Director of Labor and Employment Policy Brian Walsh recently laid out what these efforts are and what they mean for the manufacturing industry.

The background: Recent unionization efforts at major corporations like Starbucks and Amazon have gained headlines across the US. But, according to Walsh, these movements are part of a much broader effort:

• “Where manufacturers should be really concerned…is the possible changes to union-organizing activity through legislation, such as the PRO Act, or through decisions from the National Labor Relations Board that will change current interpretations of labor law and enact card check nationwide,” said Walsh.

Card check: In case you aren’t familiar with it, card check is an alternative to the secret ballot elections that are required to occur with federal oversight.

• To begin the unionization process, card check efforts require over 50% of employees to sign a card indicating their interest in forming a union. Card check proposals also jeopardize employees’ right to privately cast their ballots and could lead to less secure union elections, according to Walsh.
• “The NLRB’s General Counsel, Jennifer Abruzzo, aims to overturn longstanding practices surrounding union elections and card check policies,” added Walsh. “She has also called for overruling prior standards that have given employers the right to speak to their employees on union organizing. This would be devastating for employers.”

PRO Act: “Manufacturers support workers’ federally protected right to collectively bargain, but the Protecting the Right to Organize Act would hurt relationships between employers and employees by allowing unions to access personal employee information in union-organizing drives,” said Walsh.

• “It is also another way to eliminate the secret ballot by taking away the ability for workers to privately cast their votes in a union election. This makes a worker’s vote known on a physical card for union organizers and their co-workers to see—making them susceptible to pressure campaigns.”

The 51�Թ��� in action: The 51�Թ��� is advocating against these policies and has been successful at holding back the PRO Act in the Senate.

• Most recently, the 51�Թ��� has been leading a campaign to make sure that card check language is not included in Congress’ final China competition bill.

What’s ahead: “Because of the composition of the NLRB, we expect many cases to be decided against employers,” said Walsh. “This is where the work of the 51�Թ��� Legal Center is going to be really important in our efforts to beat back union tactics. We will be engaged in NLRB proceedings—and are prepared to go to court when necessary.”

Get involved: To take action on this issue, go .

As we mark a decade since the introduction of Deferred Action for Childhood Arrivals, millions of hardworking people—many of whom were essential workers during the pandemic—remain uncertain of their future, 51�Թ��� President and CEO Jay Timmons said today, as he Congress to act.

What’s happening: The vast majority (94%) of those eligible for DACA, a program that provides two-year deportation deferments for some non-U.S.-born young people, are employed in the country’s workforce, Timmons noted in communication to Congress.

• “More than three-quarters of DACA recipients were essential workers during the COVID-19 pandemic,” Timmons said. “In fact, DACA recipients are involved in work across the economy, from construction to hospitality to manufacturing.”

The manufacturing angle: The manufacturing sector, which has nearly 1 million job openings, can’t afford to lose skilled members of its labor pool, according to Timmons.

• “Further disruptions to the legal status of this worker population would be devastating,” he said.

What can be done: Legislators should make moves before the scheduled July 6 Court of Appeals hearings on DACA’s legality, Timmons recommended.

“Congress should act ahead of the courts and legislate to ensure a stable future for this population. We look forward to engaging with [policymakers] as we work towards a solution for these deserving individuals.”

If it hadn’t been for his cousin, Tagba Djato-Bougonou might never have found Tyson Foods.

In 2017, the engineer was working at a bank in Iowa, where he’d ultimately relocated after emigrating from Togo in West Africa. He was living with his cousin, who was working at Tyson Foods, when the cousin told him about Tyson’s 1+2 Maintenance Program.

“He told me about the good stuff that Tyson has and the 1+2 Maintenance Program and what I could achieve with it,” Djato-Bougonou recalls. “And I thought, ‘OK, I’m going to take a shot with that program.’”

• Djato-Bougonou, who has an engineering background and a graduate degree from a U.S. university, was quickly hired on as part of the initiative.
• 1+2 allows new hires to “” by splitting their workdays between a classroom and hands-on work in a Tyson facility. It gets its name from the one year of education and training participants do, followed by the two years they commit to working for the company.

The results speak for themselves: now a full-time project engineer in Tyson’s Fresh Meats department, Djato-Bougonou is also pursuing a Ph.D. in innovation and project management.

Tyson’s workforce initiatives are increasingly designed to find and reward employees like Djato-Bougonou, who come to Tyson with impressive professional backgrounds earned in other countries.

• “We try to find candidates that, like Tagba, have a deep portfolio outside the U.S. and [whom] we can upskill, with some English and some recertification in the U.S.,” said Tyson Foods Workforce Development Trailblazer Anson Green, who leads economic opportunity efforts, including the in-plant career-development program Upward Pathways.
• In many of the more rural communities that are home to Tyson plants, “there is no large labor pool to draw from,” Green said. Creating unique paths for non-native-born employees to fill skilled-worker roles is a strategy that has helped fill this void.

The success stories are numerous, including many team members who came to the company to apply for one job but, owing to education or work experience garnered internationally, were able to continue on a professional path they thought they’d had to give up.

• One team member, formerly a nurse in her home country, is now developing her English skills and preparing for recertification in the U.S. to work at one of Tyson’s onsite health clinics, according to Green.
• Another team member who now works at a Tyson Foods’ Arkansas plant was previously a legal aide in the Supreme Court of the Dominican Republic. With Tyson’s support, she is also developing her English skills and will be applying to work as a paralegal in the company’s corporate office in Northwest Arkansas.

The last word: For Djato-Bougonou and other Tyson team members who have benefited from an encouraging corporate leadership, the sky’s now the professional limit.

• “I wanted to be part of things which can make a big difference in people’s lives,” Djato-Bougonou said, adding that with the 1+2 Program under his belt, he now feels empowered to do just that. “This program … gave me quite a lot of new skills. It changed a lot of things in my own life.”

How are manufacturers developing a workforce for a fast-changing industry in a fast-changing decade? Recently, Manufacturing Institute President Carolyn Lee sat down with leaders at Union Pacific Railroad and the Caterpillar Foundation to find out.

Union Pacific Senior Vice President of Corporate Relations and Chief Administrative Officer Scott Moore discussed his company’s efforts to recruit more women and young people to the manufacturing industry. Caterpillar Foundation President Asha Varghese weighed in on Caterpillar Foundation’s efforts to support training opportunities for the military community and introduce high school students to innovative manufacturing careers.

What Union Pacific is up to: The Union Pacific and MI partnership is centered around a program called Careers on Track. This three-year, $3 million initiative is aimed at changing perceptions of the rail industry and encouraging women and youth to pursue careers in the field.

• As part of Careers on Track, Union Pacific and the MI developed Future Creators, a digital STEM curriculum focused on transportation, distribution and logistics.
• Future Creators has been used in more than 24,000 middle schools across the country with 80% of students increasing their knowledge of STEM careers.

How they’re doing it: The MI and Union Pacific created a 3D digital experience of a Union Pacific yard and locomotive that is designed to help women and young people explore technical fields interactively.

• Their other outreach efforts include 30-second PSA-style videos that showcase female employees and their stories to highlight career paths at Union Pacific and events hosted through the MI’s STEP Women’s Initiative.
• Union Pacific has reached more than 250,000 women through this content, demonstrating what women just like them can achieve in the manufacturing industry.

Union Pacific says: “We’ve always known diversity is key at Union Pacific, and to achieve that, there are deliberate things we need to do,” said Moore. “We’re going to have to reach people. Around 90% of our workforce is union, primarily in the field, across 23 states and 7,000 communities. We have to get in those communities—and The Manufacturing Institute gave us the tools to do that well.”

What Caterpillar is doing: The Caterpillar Foundation’s partnership with the MI is investing in workforce readiness and building an empowered and skilled manufacturing workforce.

• This partnership is expanding the MI’s Heroes MAKE America program, which provides certification and career-readiness training to transitioning service members, veterans, military spouses and others who work in or with the armed services.
• One of the partnership’s first efforts was to create a fully virtual program to further Heroes’ reach regardless of physical location.
• The first 100% virtual Certified Production Technician training program was launched in late 2021, in partnership with Texas State Technical College and TRANSFRVR.

In addition, the Caterpillar Foundation is also working with the MI’s FAME program—a 21-month apprenticeship program founded by Toyota that grants certifications and prepares young people for high-skilled jobs in the manufacturing workforce.

• Most recently, the MI and the Caterpillar Foundation created a new FAME chapter in Seguin, Texas.

Caterpillar says: “Caterpillar Foundation focuses on resilient communities, and we understand the importance of investing in local communities in order to ensure that we’re providing them with the right resources, with the right services and with the right skills for employability,” said Varghese. “What really attracted us to the MI is first and foremost that strategic alignment…focusing on that untapped talent.”

The last word: “As a nonprofit, the MI depends on the investments of corporate and philanthropic leaders to tackle the workforce crisis in manufacturing with innovative, exciting workforce solutions,” said Lee. “The MI’s work has expanded to include a full collection of initiatives that not only train individuals for rewarding careers but also provide the thought leadership, best practices and learning networks that manufacturers need to address their workforce issues.”

The 51�Թ��� is Congress to bolster American innovation and make the U.S. more competitive with China.

The big picture: 51�Թ��� Senior Vice President of Policy and Government Relations Aric Newhouse wrote to Congress, “we urge the completion of a strong, bipartisan agreement that strengthens domestic manufacturing, increases our global competitiveness and provides opportunities for the more than 12.7 million people who make things in America.” The 51�Թ���’s recommendations include the following:

• Semiconductor manufacturing: Newhouse emphasized the 51�Թ���’s support for the $52 billion provided to bolster domestic semiconductor manufacturing in both the Senate’s United States Innovation and Competition Act (USICA) and the House’s America COMPETES Act.
• Supply chain resilience: 88.1% of manufacturers report supply chain issues as their primary business challenge, which is why the 51�Թ��� supports the creation of the Manufacturing Security and Resilience Program and the $45 billion investment to support supply chain resilience included in the America COMPETES Act.
• Shipping: The Ocean Shipping Reform Act, which has passed both chambers of Congress in some form, is aimed at increasing port efficiency, reducing shipping delays and decreasing transportation costs through the improvement of ocean shipping standards and implementation of better oversight mechanisms.
• R&D: The 51�Թ��� recommends reversing a new provision in the tax code that requires companies to deduct research and development expenses over a period of years rather than the year the costs are incurred—a provision that effectively makes R&D and innovation more expensive and more difficult for American companies.
• Eliminating card check: “Manufacturers are strongly opposed to the labor and card check provisions included in the America COMPETES Act,” wrote Newhouse. “Implementing ill-considered labor and card check provisions would upend decades of labor precedent with an anti-competitive, anti-democratic process that abolishes the secret ballot and eliminates appropriate oversight.”

Other recommendations: Newhouse also expressed the 51�Թ���’s support for policies that reduce emissions and promote sustainability to make the U.S. a global leader in energy efficiency. The letter recommends the reauthorization of the Miscellaneous Tariff Bill, the implementation of strong anti-counterfeiting legislation to protect consumers and small businesses and federal investment to improve the domestic critical mineral supply chain.

Take action on these issues and more at .��

There’s nothing quite like a real-world test run to determine whether a new technology is right for your business. That’s where Rethink, the annual summit of the 51�Թ���’s Manufacturing Leadership Council, comes in.

The world’s leading event on Manufacturing 4.0, Rethink boasts an agenda packed with case studies to help manufacturing leaders see exactly how various digital technologies might help them improve their operational quality and efficiency.

The featured case studies coming to Rethink include the following:

• The Expanding Reach of Collaborative Robots: Examine practical applications for collaborative robots in manufacturing. Discover the benefits already being realized from the use of robots and identify ways to maximize the benefits.
• Extracting Insights from Plant Floor Data: See firsthand how to use data to monitor equipment performance, predict conditions and take preemptive action to avoid downtime. Gain practical takeaways on how to leverage data for bottom-line benefits.
• How AR/VR Can Empower Frontline Workers: Take a deep dive into one company’s advanced deployment of augmented and virtual reality technologies. Explore how these technologies helped transform operational activities and empower frontline workers.
• Fostering Data Literacy: The What, Why and How: Learn how to manage and analyze data from all aspects of your operations and use it effectively to improve decision making. Gain an understanding of the emerging discipline of data literacy as a way to overcome business culture hurdles.

How to participate: The Rethink summit takes place June 27–29 in Marco Island, Florida.

• In addition to case studies, the agenda will include inspirational keynote speeches, thought-provoking panel discussions and hands-on think tanks.
• More than 300 top-level executives and their teams attend each year.
• Participants include professionals in operations, IT, supply chain, engineering, C-level management, HR and more.

Click to browse the agenda and to register.

Erika Anderson didn’t always know she wanted to be an engineer. In fact, for most of her childhood, it wasn’t a career path she had even heard about.

• “I didn’t know what engineering was until my senior year in high school,” said Anderson. “I thought an engineer was a train driver, and nobody told me differently.”

A moment of truth: During her senior year, Anderson was told to research the major she wanted to explore after high school. She searched online, looking for careers for people who liked math and science—and the first thing that came up was engineering.

• “It was all about people who like a challenge; people who are lifelong learners,” said Anderson. “And as I kept reading, I kept hearing myself in this description. People had always said, you’re smart, you should be a doctor or a lawyer. But nobody ever said engineer.”

Her journey: At Spelman College and the Georgia Institute of Technology, Anderson studied mathematics and mechanical engineering, respectively, while working for GE Aviation and NASA. But it was during a semester spent working at ExxonMobil that she found her passion.

• “ExxonMobil was challenging, and I absolutely loved it,” said Anderson. “I loved the boots, the hard hats, getting my hands dirty. I was able to go out into the field, see all the equipment. I was in awe. I fell in love with it.”

Her job: On her last day in the office during her program at ExxonMobil, the company offered Anderson a full-time job. Today, she’s in her eighth year, working as both the reliability engineer and the reliability coordinator in Baytown, Texas. For ExxonMobil, those are critical roles, tasked with ensuring that the company’s equipment keeps functioning as designed. The way Anderson explains it:

• “Your car comes with a manual and it tells you when you’re supposed to change your oil or rotate your tires. And someone has to figure out how long that oil or those tires can run. I’m not dealing with cars, but I’m dealing with heat exchangers, compressors and pumps. I ensure that this equipment works, that it works reliably, and that we’re making repairs at an interval that keeps your equipment working as it should.”

Making a difference: As a Black woman in manufacturing, Anderson is used to being different from the people around her. She has found herself confronting stereotypes and preconceived notions about who she is. It hasn’t always been easy, but she’s doing vital work—and ensuring that other young women have the opportunity to follow their passions.

An example to others: Anderson was recently recognized by The Manufacturing Institute, the workforce development and education partner of the 51�Թ���, as a 2021 STEP Award Emerging Leader. The award is presented to women leaders in science, technology, engineering and production careers who exemplify leadership within their companies and in manufacturing in general.

• She’s also been featured in a book called about women in different fields in the energy industry; a highlighting women in STEM; and a project by to put up 120 3D-printed statues of women trailblazers in Washington, D.C.

Advice for others: Anderson is an advocate for other women who are considering a career in manufacturing. She encourages women to find mentors, build a network and, above all, be confident.

• “Self-doubt is real, and sometimes, we can be our own biggest critics,” said Anderson. “We have to understand that we are excellent. We are great. And at the end of the day, for any woman coming to this industry—if you’re even thinking about it—there’s something in you. If it were easy, everyone would be doing it.”

The last word: “My grandmother always told me: you’ve got to get comfortable with being uncomfortable. The only way things will change is by having more people like me in the room. We are just as capable as anyone else, and whatever preconceived notions that may exist, I am here to kick those doors down.”

How will the 5G transition affect manufacturing? If you ask Ericsson Senior Vice President Åsa Tamsons, enormously.

5G will help drive global transformation, innovation and sustainability in our sector, Tamsons recently told the 51�Թ���’s Manufacturing Leadership Council. She sat down with MLC Co-Founding Executive Editor and Senior Content Director Paul Tate at ’s new 5G Smart Factory in Lewisville, Texas, to tell us more.

About Ericsson: Founded in 1876, Ericsson Inc. is a leading provider of information and communication technology. The company is now a $25 billion global enterprise with 100,000 employees serving clients in 180 countries.

About the Lewisville plant: Ericsson describes its Lewisville plant, which opened in March 2020, as a “5G-enabled, digital native” facility.

• “We wanted to be able to obtain data from every single source, device, machine and person operating in the facility, both now and in the future,” she said.��“One part was implementing 5G, but we also needed a data architecture to secure that and to use equipment that is able to extract both production data and operational status.”

Development process: In its journey to Manufacturing 4.0, Ericsson used a particularly agile development process.

• “We had a mission to develop 25 use cases within a year,” Tamsons said. “In the first eight months, we launched seven of those 25 use cases. In the remaining four to five months, we launched the other 18.��It just shows the power of doing that groundwork, while also demonstrating that you can launch end-to-end solutions in rapid time.��Then you really start to have platforms that you can scale.”

Measuring impact: The Lewisville facility serves one of Ericsson’s biggest and most important markets in the world—yet it is operated by just 100 people.

• The plant delivers 2.2 times more output than similar sites that don’t have the same degree of automation or technology in place.

Lighthouse status: Lewisville is also one of the world’s first manufacturing plants to achieve  status under the World Economic Forum’s new sustainability category.

•  A combination of recyclable and reused materials, renewable energy, an ideal location close to a major airport and advanced manufacturing technologies supported this award.
• “Innovation is not all about technology,” Tamsons said. “It’s about how you apply it and how you can use the best of technology to create better solutions that are also more sustainable.”

What’s next: The Lewisville plant has plans for further innovation.

• “We’ll continue to build out the data structure and cloud capability, really focusing on how we can scale up the value of existing use cases and applications and on what the next use cases will be,” she said. “We’re continuing to invest in upgrading our manufacturing sites to develop a reliable, sustainable, global supply chain, not only in Lewisville, but across the world.”

Attend a plant tour: Join the MLC in Texas for the Ericsson Lewisville Plant Tour on Oct. 4–5 to see Ericsson’s 5G-enabled digital native, double Lighthouse award-winning plant for yourself. Save the date and watch for more details.

A group of world-class manufacturers and their leaders have been recognized for their achievements by the 2022 Manufacturing Leadership Awards.

About the awards: Presented by the Manufacturing Leadership Council, a division of the 51�Թ���, the awards recognize excellence in digital manufacturing. Since the program’s founding in 2005, more than 1,000 high-performing projects and individual leaders have been honored with an award. Winners represent companies of varying sizes in a wide array of industries.

This year’s awards were given in nine project categories and two individual categories. Some project categories include AI and Machine Learning, Digital Supply Chains and Digital Network Connectivity. Judging is done by a panel of industry experts, many of whom are past winners themselves.

Why it matters: The movement toward smart factories allows manufacturers to leverage data to become more efficient, productive, sustainable and competitive. In the difficult business conditions that many are experiencing, data-driven operations can mitigate disruptions and even predict them before they happen.

“This year’s winners are exemplary for their compelling use of technology, innovative approach to problem solving and overall commitment to furthering the progress of Manufacturing 4.0,” said Manufacturing Leadership Council Co-Founder, Vice President and Executive Director David R. Brousell.

Gala coming in June: Winners will be honored at the Manufacturing Leadership Awards Gala on Wednesday, June 29, 2022, at the JW Marriott Marco Island Beach Resort in Florida. The gala will also feature the announcement of this year’s Large Enterprise Manufacturer of the Year, Small/Medium Enterprise Manufacturer of the Year and Manufacturing Leader of the Year.

Select winners will present their projects at , the industry’s premier event focused on Manufacturing 4.0.

See the complete list of winners .

Word is out – the recipients of this year’s STEP Ahead Awards have been announced.

What’s happening: Bestowed each year by , the 51�Թ���’s workforce development partner, the STEP Ahead Awards recognize outstanding women in the fields of science, technology, engineering and production (STEP). This year marks the honor’s 10^th anniversary.

Why it matters: “The STEP Ahead Awards are central to the industry’s efforts to recognize and empower women,” said MI President Carolyn Lee. “Manufacturing is averaging more than 800,000 open jobs a month in the past year, and we can’t close that gap without closing the gender gap.”

• Recipients “serve as role models and have their own multiplier effect on the number of women in the workforce, paying it forward to help others find their way into a successful, rewarding career in modern manufacturing,” Lee said.
• Agreed 2022 STEP Ahead Chair Denise Rutherford: “The 2022 STEP Ahead Honorees and Emerging Leaders are excellent representatives of the exciting opportunities available in manufacturing. These remarkable women and the leadership they show help inspire the next generation of female leaders to consider careers in manufacturing.”

Gala to follow: The 130 recipients of the 2022 awards will be honored at an in-person Aril 28 gala in Washington.

See the full list of 2022 award recipients .