Digital Technologies and the Manufacturing Labor Shortage

An Interview with TBM Consulting: Digital Manufacturing Strategies, Analytics, The Labor Shortage, and The Leadership Gap

TBM consultant,Brian Cromer sat down with Generis Group, an organizer of high-level, industry-specific business events for senior executives, to discuss entry into the digital manufacturing era and how to address the long-term talent shortage.

The discussion provides best practices in preparing for and implementing digital technologies to ensure real value and ROI. We talked about how these technologies are playing a big part in maintenance programs and how to think creatively about the skills gap and manufacturing labor shortage. During the interview, we highlighted some innovative ideas and services that can help fill the gaps.

Download this Q&A to learn:

How should manufacturers think about, evaluate and implement digital technologies?
What kind of pre-implementation preparation is needed to get the most value out of these technologies?
What is a technology roadmap and how should it be developed and used?
What kind of preparation is necessary to get the most out of your digital manufacturing solutions?
What’s driving the talent shortage and what innovation solutions are happening in the market today?

Frequently Asked Questions

How is the labor shortage accelerating interest in digital manufacturing?

The article explains that the ongoing labor shortage has forced manufacturers to rethink how work gets done. With fewer skilled workers available, companies can no longer rely on adding headcount to meet demand. Digital manufacturing has become a critical lever for improving productivity, increasing visibility, and enabling fewer people to manage more complex operations effectively.

Why doesn’t digital manufacturing solve labor shortages on its own?

Digital manufacturing does not solve labor shortages on its own because technology cannot compensate for weak processes or unclear management practices. The article emphasizes that digitizing unstable or poorly understood work only amplifies inefficiency. Without disciplined execution, clear roles, and strong management systems, digital tools fail to deliver the productivity gains needed to offset labor constraints.

How can manufacturers use digital manufacturing to get more value from limited labor?

Manufacturers can get more value from limited labor by using digital manufacturing to improve visibility, decision‑making, and execution discipline. The article highlights that digital tools help standardize work, surface problems in real time, and reduce reliance on tribal knowledge. When paired with strong operational fundamentals, digital manufacturing allows organizations to stabilize performance, reduce firefighting, and enable smaller teams to operate more effectively.

Meet the Expert

Brian Cromer

Managing Director, Global Supply Chain PracticeEmail Brian

Brian Cromer is Managing Director of TBM’s Global Supply Chain practice where he helps clients to make operational improvements, reduce working capital and improve service levels while lowering the overall cost to serve.