Human Resources
Human Resources
Current Situation
There is presently a shortage of skilled labor in the U.S. metalcasting industry. Early retirements and staff reductions in response to depressed market conditions, as well as low levels of hiring, have resulted in a shortage of experienced technical, management, and supervisory people. The average age of diemakers, patternmakers, and other craftsmen in the United States is over 50 years. The attrition rate of experienced engineers far exceeds the number of new engineers entering the metalcasting industry.
Foundry programs have been dropped or de-emphasized by all but a handful of engineering schools. U.S. foundry workers on the average receive less technical training each year than their counterparts in Germany, Japan, and Korea. Compared to major foreign competitors, U.S. foundry workers have lower participation rates in apprentice programs that teach skills such as patternmaking and diemaking, which require significant hands-on training and practice.
Numerous educational activities aimed at the metalcasting industry workforce are sponsored by the industry trade associations as well as others. Some specific outreach efforts include:
The American Foundrymen's Association's abstract search and retrieval system for answering technical questions
The Casting Industry Suppliers Association's on-line electronic program to assist metalcasters in the rapid selection of advanced equipment and products
The North American Diecasting Association's die-casting database for die casters and customers, a fax-on-demand system to transfer information to industry, and a simulation program for use in training
The Steel Founders' Society of America's series of videotapes for educating design engineers on steel castings
Trends and Drivers
With the demographics of an aging workforce, the metalcasting industry will have to scramble to attract skilled and qualified people. Tomorrow's workers won't possess the hands-on skill of earlier generations of workers.
The nature of the jobs available to future employees will also be different. This will be the case by design - through process reengineering, for example -- and also as technology continues to create or recreate jobs.
Performance Targets
Attract sufficient talent to the industry
Keep present employees current with latest technologies and techniques
Barriers
The metalcasting industry is considered relatively "low-tech" and unglamourous, hurting its ability to attract young people. The work and educational skills of entry-level personnel are considered inadequate by most metalcasters.
Exhibit 6-1. Major Human Resources Barriers
|
Availability of Skilled Employees
|
"Low-tech" image of the industry High school graduates lack the basic education and skills needed to function in a manufacturing environment |
|
Lack of experienced personnel |
|
Shortage of engineers skilled in computer science who wish to work in the metalcasting industry |
|
Difficulty finding and hiring willing and qualified employees to work in the industry |
|
Technical Training/
Information Transfer
|
Insufficient knowledge of metal castings as viable design components |
|
Lack the resources to send employees to training programs |
|
Public training programs not geared to needs of small metalcasting companies |
|
Reductions in technical staff by vendors has reduced the flow of information to metalcasters |
|
Poor connection between academia and manufacturing |
|
View that information transfer and education are not cost-reducing or productivity-enhancing measures |
Integration with the Technology Roadmap
The industry believes that education is the most effective
way to address its future human resource challenges. Continued educational
programs of various types are needed for the industry to prosper; the industry
sees these programs as among the wisest investments it can make. Engineers,
chemists, metallurgists, technicians, and craftsmen of all types are needed
throughout the industry to meet the challenges presented by advanced equipment,
new processes, and the production of complex cast parts.
New mechanisms of technology transfer must be developed and
employed to keep foundries up to date with information on new manufacturing
technologies and processes, new alloys and other casting materials, and casting
design and material property data.
In addition to developing new methods, current information
transfer methods must be studied to improve their ability to deliver the needed
information to the industry.
Details in Integration human resources with the technology
roadmap is illustrated in the Table below.
|
Existing Industry Workforce |
Casting Designers and Customers |
University Students |
High School Students |
Continue testing new training
methods
- in-house education
- self-directed programs using video/audio tapes and computer-assisted
instruction
- optic link tutorials
|
Improve the perception of the quality,
lead time, and applications of castings by designers and purchasers |
Make more research funds available to
conduct industry research |
Create apprenticeship programs |
|
Develop electronic bulletin boards,
on-line databases, and communication networks |
Increase marketing and promotional
programs to existing and potential customers |
Support cooperative education programs
for undergraduate students |
Work with local schools to inform them
of industry's basic requirements |
|
Develop ability to access technology
at the foundry in real time |
Develop technical and performance
standards |
|
Become a resource to local schools |
|
Improve the ability of current
information transfer methods |
Educate customers about the true costs
of cast components |
|
|
|
Build a technology transfer consortium
of smaller companies |
Familiarize customers with the
advantages of using castings |
|
|
