10 ways US manufacturers are investing in skills and workforce capability
How leading US manufacturers are investing in skills, capability, and talent pipelines to futureproof operations
For US manufacturers, workforce upskilling is now a strategic must-have, not just a human resources initiative. Rapid advances in electrification, automation, aerospace systems, and digital manufacturing are changing the skills needed on the shop floor and in engineering, quality, and supply chain roles. The most successful manufacturers respond with structured, repeatable upskilling models. They blend internal academies, partnerships with education providers, apprenticeships, and continuous learning platforms. Organizations leading the way embed workforce development into their operations. Their focus on skills investment directly supports productivity, innovation, and long-term competitiveness
1. General Motor
CEO: Mary Barra – since January 2014
Industry: Automotive
GM blends plant-level technical training with structured career development to keep frontline teams up to date as manufacturing shifts toward software-defined, electrified platforms. The focus is on continuous learning, mentorship, and internal mobility, while offering role-relevant training resources. Recently, GM rolled out a workforce training initiative linked to new-vehicle programs at the Fairfax Assembly plant. Leaders describe it as a way to help employees stay at the cutting edge of advanced manufacturing.
2. Caterpillar
CEO: Joe Creed – since May 2025
Industry: Industrial machinery
Caterpillar takes a “skills-gap first” approach: it builds technician capability, then scales learning through standardized courseware and pathways that serve dealers, plants, and field service teams. Cat Training and Caterpillar University offer structured learning content for operator, service, and safety roles. The company supports early-career development through rotational professional programs. Recently, Caterpillar pledged a major workforce-training investment to mark its centennial, showcasing a long-term commitment to capability-building on the modern shop floor.
3. Ford
CEO: Jim Farley – since October 2020
Industry: Automotive
Ford uses a practical and modular methodology: building short, targeted courses with external partners to re-skill teams in electrification, connectivity, and cybersecurity without long disruptions to production. Apprenticeship pathways reinforce “earn-and-learn” entry routes into engineering and manufacturing careers, with clear progression. On the service side, Ford maintains role-specific, web-based technical training to support consistent repair quality and quick diagnostic learning, creating a valuable feedback loop from field issues back into manufacturing quality.
4. Boeing
CEO: Kelly Ortberg – since August 2024
Industry: Aerospace
Boeing puts education enablement at the core of its upskilling model. Employees can pursue certificates, degrees, and professional credentials through the Learning Together Program (LTP) at many accredited institutions. This approach supports both deep specialization—like engineering, quality, and manufacturing systems—and lateral reskilling as programs and production rates change. Boeing presents LTP as a proven way to attract and retain top talent, while fostering innovation and improving processes.
5. Honeywell
CEO: Vimal Kapur – since June 2023
Industry: Aerospace, automation, industrial tech
Honeywell takes a competency-led approach by mapping job roles to required skills and using structured curricula and certification-style learning to close gaps, which is critical in automation and process industries. The Honeywell Academy calls itself a “single-stop” training hub to accelerate competencies as the industry faces skills shortages and digital change. The broader model includes workforce-competency tools that speed up proficiency and sustain knowledge transfer. As Honeywell reshapes its portfolio, these repeatable training systems help stabilize execution during change.
6. GE Aerospace
CEO: Larry Culp Jr. – since October 2018
Industry – Aerospace manufacturing
GE Aerospace highlights workforce programs that turn experience into formal skills pathways, including structured training stories and career transitions, such as veteran-focused routes. The methodology is “pipeline plus mobility”: building specialized aerospace manufacturing capability while creating on-ramps for nontraditional talent pools. Leadership materials highlight GE Aerospace’s post-spin focus, which sharpens training needs for core aviation systems and quality discipline.
7. Deere & Company
CEO: John May – since November 2019
Industry: Agriculture/Construction equipment
Deere’s methodology extends beyond employees to encompass the entire ecosystem, including technicians and suppliers. This way, capability grows across the service and support chain that manufacturers count on for uptime. John Deere apprenticeship routes combine paid work with structured training and qualification progression. For partners, John Deere University offers web-based training and learning plans that help standardize competence across locations and roles. It is especially helpful as product complexity increases in areas such as precision agriculture, advanced diagnostics, and software.
8. RTX
CEO: Chris Calio – since May 2024
Industry: Aerospace and defense manufacturing
RTX treats learning as both an employee benefit and an operational tool. The RTX Employee Scholar Program serves as a broad education platform, encouraging lifelong learning and skill growth. It supports both deep expertise and reskilling into new roles. Alongside this, RTX runs leadership development tracks tied to operations and supply chain; areas that directly impact factory output, quality, and delivery. The combination keeps a steady pipeline of shopfloor-ready leaders and ensures technical knowledge stays current.
9. Lockheed Martin
CEO: Jim Taiclet – since June 2020
Industry: Aerospace & defense manufacturing
Lockheed Martin follows a “career architecture” approach that combines mentoring, workshops, and skills seminars with broader education support, allowing employees to progress without leaving the organization. By design, the model supports long-cycle programs where retaining specialized manufacturing and engineering talent is critical. Lockheed builds internal communities of practice and offers structured development pathways, reinforcing ongoing skill development and professional growth. Together, these initiatives help maintain consistency and expertise across complex production and sustainment operations.
10. 3M
CEO: William “Bill” Brown – since May 2024
Industry: Advanced manufacturing across multiple sectors
3M blends internal learning with community-linked talent pipelines in the skilled trades. The approach helps stabilize future hiring for manufacturing sites. A standout example is 3M’s Manufacturing and Academic Partnerships (MAP) program, which provides schools with modern mechatronics exposure and strengthens the skilled-trades pipeline near 3M plants. 3M offers structured training content in safety and operational disciplines to support consistent standards across different manufacturing environments.
Leaders who invest in skills over the long term build operational resilience and ensure strong execution. By tying upskilling to real manufacturing needs rather than abstract training targets, these manufacturers create adaptable workforces. Their teams stand ready to support advanced production, technology transitions, and future growth in today’s competitive industrial landscape.
