Accounting for more than 10 per cent of Canada’s GDP and for exports of over $354-billion annually, manufacturing is a powerful economic driver that spans industries ranging from aerospace and agrifood to medical devices, wood products and beyond.
Bolstering the sector’s potential resilience and growth depends on a workforce with up-to-date skills and competencies, says Sarah Watts-Rynard, CEO at Polytechnics Canada, an association representing research-intensive, publicly supported polytechnics and institutes of technology.
“Manufacturing is highly dynamic and subject to rapid technology advances, so there are lots of opportunities as well as challenges in keeping up with a sector that’s moving faster than most,” she says. “All of our member institutions offer manufacturing programs: everything from stackable microcredentials to bachelor’s degrees and skilled trades credentials.”
The continuous and ever-accelerating evolution of manufacturing – and how this needs to be reflected in workforce training – was the subject of a conversation at a recent national Polytechnics Canada event, recalls Ms. Watts-Rynard. “[An industry partner] said that for advanced manufacturing occupations, you need both hands-on skills and up-to-date technological capabilities.”
“Polytechnics have always been responsive and flexible, but funding cuts and international student caps are affecting that agility – and the ability to deliver highly specialized programs. That’s scary in an environment where we’re talking about the risks of lagging productivity and lagging technology adoption.”
sarah watts-rynard, ceo of polytechnics canada
Reflecting this vision of a technologically empowered workforce is a partnership between RRC Polytech and Price Industries Limited, which led to the establishment of the Price Institute of Advanced Manufacturing and Mechatronics. The institute aims to address challenges in Manitoba’s manufacturing sector by attracting new talent, upskilling existing workers and accelerating technology transfer, particularly within small and medium-sized enterprises.
“This partnership is sending the message that digital competencies need to be integrated into workforce training to create a competitive advantage for Canadian manufacturing,” she says.
Even as Canadian businesses feel the effects of Industry 4.0 – and the need to adapt to the various digital technologies fueling transformation and success, they are subject to other market forces. Among them are efforts in the U.S. to repatriate a large portion of the manufacturing sector, which is “currently very integrated across the border,” says Ms. Watts-Rynard. “What this means is that Canadian manufacturers have to be proactive in thinking about their products and their markets. They have to think about productivity and innovation.”
What enables polytechnics to understand these challenges are strong connections to local industry, for example, through program advisory committees and instructors with industry experience. The results is “a continual conversation and cross-pollination,” where industry and education work together to increase resilience in the system, she says. “This can be through applied research partnerships as well as feedback as to what skills are required in the workforce.”
For applied research collaborations, “companies come and say, ‘here is my problem or opportunity,’ and polytechnics will provide students, faculty, spaces and equipment to work on a solution,” Ms. Watts-Rynard notes.
“The resulting experience benefits everyone. Students who participate get to test their skills in a real-world setting and come away with industry connections. Faculty can take these learnings back into the classroom, and industry partners get solutions.”
That workforce development aspect is just as crucial: It is estimated that between now and 2031, Canada’s manufacturing sector will see approximately 40,000 retirements per year. And since the industry often requires specialized skill sets, “it’s not just a matter of asking current workers to stick around for another 10 years, because the skills that are called for in today’s work environment are not the same workforce was trained for even two decades ago,” she says.
Addressing the resulting labour and skills gaps requires both upskilling initiatives and new graduates, Ms. Watts-Rynard proposes. “Upskilling focuses on enhancing existing skills within the current workforce and retaining institutional knowledge, while new graduates are often considered a source of ideas on how to innovate.”
Feedback from industry confirms “they get an innovation-enabled workforce from their polytechnic partners,” says Ms. Watts-Rynard, who adds that business leaders increasingly speak out publicly about the critical demand for skilled talent – and the risk posed to the talent pipeline by funding shortfalls.
“More than ever, we need a skilled and job-ready workforce,” she states. “Polytechnics have always been responsive and flexible, but funding cuts and international student caps are affecting that agility – and the ability to deliver highly specialized programs. That’s scary in an environment where we’re talking about the risks of lagging productivity and lagging technology adoption.”
Programs that are expensive to deliver may no longer be financially viable due to budget constraints, regardless whether graduates are in high demand, explains Ms. Watts-Rynard. “Skilled trades programs, for example, typically require small class sizes, extensive equipment and industry-certified instructors. It can be harder to get a trained professional with a Red Seal certification to come and teach when the industry is desperate for skilled trades people.”
What’s more, a combination of both classroom and applied learning and lengthy apprenticeships means that addressing labour challenges in skilled trades takes time and effort, she says. “It requires a strategic long-term approach – and similar considerations apply to other professions related to manufacturing.”
At a time when Canadian businesses have to formulate a response to shifting global supply chains and rapid technology advancements, there is one clear message that is echoed across industry and labour groups: “We need to be more productive and more innovative – and we need skilled talent to help us achieve that,” says Ms. Watts-Rynard. “This means we can’t afford to keep making cuts to post-secondary education.”