Manufacturing jobs have historically had a branding problem, and it’s more urgent than ever to fix that, as U.S. policymakers and large corporations seek to foster a new age of American manufacturing. As of May 2026, 354,000 durable goods manufacturing job openings were yet to be filled, according to the U.S. Department of Labor.   

It shouldn’t be too hard to make these jobs attractive, says Greg Summers, as the nature of the work has changed in many ways. The job of a pipe-fitter or electrician or welder has typically been considered to be very hard labor, but nowadays, in many cases, those tasks are being done in really neat, clean environments, says Summers, who is CEO of Orion Talent, a workforce solutions firm that helps manufacturers and other advanced industries attract, hire and develop technical talent. 

“They’re wearing bunny suits like you’d see in a semiconductor space. It’s a nice environment,” Summers says. There are better long-term prospects in manufacturing jobs than elsewhere, he adds, especially in digital infrastructure and defense. “At least here in the U.S., there are careers to be made in these roles. There’s a great upside, and those jobs are here to stay in those industries.” 

Another thing that’s changed for the better is the technology being deployed to help new recruits onboard onto technical jobs. “The learning curve has been flattened,” says Summers. 

Fostering a shift in young peoples’ perception of manufacturing jobs is one thing, but companies will need to take more ownership of workforce development through tailored training, upskilling and clearer pathways into technical roles, Summers says.  

And it’s not just about throwing money at the problem. “One of challenges is that it’s a very fragmented space,” says Summers. “Where are the jobs, where are the people, and where is the training? Those things don’t always align. Do you bring the people to where the jobs are, and then bring the training? That’s a question.” 

Summers argues the solution is not necessarily a host of new or revived technical colleges. He points to the federal GI Bill program, which encourages apprenticeships for people exiting the service. “That creates a nice pathway for something other than going to college,” Summers says. GIs who exit the service and get the right to receive educational funding have in the past mostly used it for college, but that’s not the right fit for everyone, Summers observes. 

One of the best scenarios is when large companies with a need for technical workers invest in training locally, Summers says. “There’s an opportunity for municipalities at the local level, and companies at the local level to create jobs within their communities. And, because of changes in technology, those roles evolve too,” says Summers, emphasizing that manufacturing can offer a career path.

In general, it makes sense for companies to get involved early, even at the high school level. “Private organizations absolutely have to make sure the talent that comes out of these programs matches their needs,” says Summers. “In the past, people went through generalist programs and came out with a set of skills that require the corporations to supplement that training. So why not get them involved from the start, to ensure a good fit? I don’t think anyone wants to commit their time, only to come out of the other side finding they don’t have the talents they need.”

Lastly, Summers thinks the scare over the impact of artificial intelligence on the workforce has been overblown, especially in manufacturing jobs. After all, AI is showing great benefits when it comes to training. “It’s getting new recruits the information they need to get them productive faster. That’s about making someone more effective, and that helps with retention,” Summers reasons. “There’s still more to work out, but I feel encouraged by that. I do think there will always be a place, certainly in manufacturing, where human involvement, judgement and guidance creates innovation.”

“I’ve been in this industry for 35 years, and have seen a number of different evolutions in the human capital marketplace,” says Summers. “I’ve seen ups and downs, and weathered those ups and downs, and I’m excited to lean into the new technological innovations, including AI.”