Executive Summary: Future of the Technician Workforce Study

Animated publication

Economic & Workforce Development Center MONR O E C OMMUN I T Y C O L L E G E

Future of the

Technician Workforce Study

EXECUTIVE SUMMARY 2019-20 Workforce Development Report for the Finger Lakes Economy

Sponsored by:

MCC Economic and Workforce Development Center


Rapid technological advancements and increasing global competition are creating the need for a new generation of highly skilled technicians with a robust understanding of product lifecycles and supply chain dynamics as well as expertise in key manufacturing trends including automation, data exchange, robotics, artificial intelligence, IoT platforms, and other aspects of Industry 4.0. Many institutions are developing workforce development strategic plans to remain competitive; several manufacturers are even partnering with highly capable educational institutions including community colleges to foster the next generation of workers with in-demand skillsets covering the use of flexible, intelligent, and autonomous Industry 4.0 technologies. On November 5, 2019, MCC convened 100 regional stakeholders and employers from 80 organizations across the Finger Lakes regional area to participate in a one-day workshop to (1) determine the regional impacts of Industry 4.0 and transformative technologies on Finger Lakes regional businesses, and; (2) identify the future technological competency, knowledge, and skill requirements of regional employers. The primary focus of this resulting study will inform the revision of existing, and development of new, technical training and academic programming at MCC. MCC recognizes the need for a workforce development model to adequately prepare the future i4.0 technicians. These transformed job roles hold the promise of providing economic prosperity and global competitiveness for the industries within the Finger Lakes region of New York. The following pages identify cross-sector competencies and skill requirements including equipment needs of the future technician workforce as reported by industry participants.

Table 1: Impacts of i4.0 Technologies and Cross-Sector Competency Requirements.



Impacts of i4.0 technologies on key industry sectors

 Manufacturing & Automation  Information Technology  Health Care  Human Resources and Professional Services

 Technology Impacts : Most impactful i4.0 technologies over the next 10 years.

 Job Functions and Business Operations Impacts : How job functions and business operations are changing with i4.0.  Credentials and Requirements : Existing and future credentials for hiring qualified technicians.

Cross-sector competency requirements

 Additive Manufacturing  Advanced Process Control  Artificial Intelligence  Augmented Reality and Virtual Reality  Automation and Robotics  Data Analytics & Data Science  Industrial Internet of Things (IIoT)  Mechatronics Systems

 Technician Skill Requirements : Knowledge, skill-sets, competencies, and methods, abilities needed for the future technician workforce.  Tools and Equipment : Tools, equipment, software, and other resources that future technicians will be required to use.

The Future of the Technician Workforce Study

1 |

Summary of Key Findings: Technology Impacts

Employers across the Rochester and Finger Lakes region identified which i4.0 technologies will have the most transformative impact on key industry sectors over the next 10 years. The following table presents a summary of the key i4.0 technology impacts for each target industry sector.

Table 2





Manufacturing & Automation

 Networked sensors for

 Closed loop machine monitoring.  AI/ML for process optimization and decision-making.  Paperless data exchange,

 Equipment with integrated access controls for certified operator verification.  Agile automation techniques for batch, low-volume, and cellular manufacturing.  Adaptive/reactive autonomous operations planning.  AR/VR for remote operations and training.  AR/VR for remote network analytics and diagnostics.  Self-configured, self-optimized, self-healing computing infrastructures informed by predictive analytics.  Advanced AI for design of systems, products, facilities.

predictive overall equipment effectiveness (OEE) technology.

 Cybersecurity systems and cloud platforms for connected manufacturing environments.  Collaborative robotics.

QA assessments, and part manufacturing/ordering.

Information Technology

 Cloud platforms, serverless architectures, and DevOps cybersecurity.  AI/ML-driven performance analytics.  Containerization of code

 Behavioral heuristics and predictive analytics for health and monitoring systems.  Human-machine teaming and interfaces for systems man- agement, process compliance, and decision-making.  Big data tools and storage methods including “data lakes”.

aligned to distributed cloud technologies.

Health Care

 Secure electronic medical records (EMR) feeding neural networks and other AI-based diagnostic techniques.  Telehealth services enabling remote consultations with patients.  Patient-centric mobile health/web-based platforms with personal dashboards and patient access portals. *Rochester and Finger Lakes regional stakeholders concluded that pace of innovation for the health care industry warrants a slightly modified timeline to depict the future adoption of i4.0 technologies. The technologies in the first health care column are expected to have the most significant impact in the next 1-2 years.

 AR-based apps/devices for 3D imaging for training and surgical preparation.  End-to-end cybersecurity platforms with adaptability

to future HIPAA- and SAMSHA-compliant regulatory frameworks.

Human Resources & Professional Services

 Platforms to facilitate communication and information sharing.  Cybersecurity tools and

 AI-based tools and interfaces for screening candidates and for self-service HR information Talent acquisition tools.  VR for learning, recruiting, onboarding, virtual tours, and remote collaboration.  AR for onboarding, realistic training, and remote access to manuals and guidance information.

 AI-based natural speech processing to help reduce language barriers.  Fully autonomous delivery drones for business-to-con- sumer (B2C) operations.  Autonomous“cobot” robotic helpers for personal assistance.  Sensors for industrial internet of things (IIoT).

platforms to protect privacy and personal information.

| 2 MCC Economic and Workforce Development Center

The following i4.0 technologies were identified as the most impactful i4.0 technologies across all industry sectors: 1. Cybersecurity tools : The growth of sensor technology adoption and proliferation of Internet of Things (IoT) networked devices has helped users gain faster insights and democratize business operations, but implores the need for technicians skilled in the use and implementation of cybersecurity tools to reduce cyber vulnerabilities and prevent the exposure of personal or business-sensitive information. 2. Machine learning and artificial intelligence (ML/AI) : Cheap computational power coupled with the availability of large data sets offers an invaluable tool for recognizing trends and predicting likely outcomes, but many businesses struggle to find qualified individuals who understand how to implement ML/AI algorithms and how it may impact their businesses. 3. Process automation : Automation technologies, which often works in concert with ML/AI tools, are a cornerstone for boosting productivity and competitiveness. For some businesses, automated or autonomous robotics can be well-suited for assisting humans in roles that otherwise pose a threat to human health and safety. 4. Augmented reality (AR) : AR generally refers to the display overlay of computer-enhanced images over real, physical objects. In the case of manufacturing, AR projections informed by a network of connected devices can be used to deliver operational instructions, directions, and alerts to technicians in real-time.

The Future of the Technician Workforce Study

3 |

Summary of Key Findings: Job Functions and Business Operations

Rochester and Finger Lakes businesses described how Industry 4.0 technologies are changing job functions and business operations within their respective industries. While certain job functions will cease to exist, many will be augmented by Industry 4.0, and others will emerge as entirely new roles and responsibilities. The following table summarizes the critical impacts on job functions and business operations for each industry sector.

Table 3: Summary of Key Findings: Job Functions and Business Operations




Manufacturing & Automation

 Manual tasks such as repair, diagnosis, inspection, and troubleshooting  Data entry  Dull, dirty, and dangerous tasks

 Flexible training and skill-building  More independent technicians  Soft skills, generalist skill-sets  Critical thinking and problem-solving  Converging roles  Hands-off inspection  IT-centric roles  IIoT remote operations  Data-driven information  Automation and programming  Cybersecurity skills

 Lifelong-learning and credentialing  Micro-credentialing and “digital badges”  Troubleshooting robotics; Crash recovery, debugging, and maintenance of advanced robotic systems  IT-centric roles  AI supervision and implementation  Cybersecurity skills  Calibration skills  Data-driven informatics  Expanded organizational roles  AR-enabled troubleshooting  Data fusion specialists

| 4 MCC Economic and Workforce Development Center

(Table 3 continued)

FUTURE FUNCTIONS ENABLED BY i4.0  Advanced AI/ML platforms for IT operations AIOps  Strategic DevSecOps  Edge computing  User experience (UX)/user interface (UI) design  Data transformation


AUGMENTED BY i4.0  Infrastructure automation  Application development  DevOps, infrastruc- ture-as-code (IaC), and automation engineering  Cybersecurity engineering and forensic investigation  Predictive management  Software development and operations  Teaming and decision-mak- ing with machines  Interorganizational communication  Communication and translation of medical terminology  Data mining, analysis, and visualization  Data sharing  Basic technical/analytical skills  Automation software programming  Virtual interactions  Dashboards and visualizations

Information Technology

 Administrative functions  On-premises support  Manual building/ assembly of servers and infrastructure  Traditional database engineering

Health Care

 Interpersonal

 Data-centric intermediary roles  Secure and verifiable information exchange


 Sales  Administrative functions

Human Resources & Professional Services

 Traditional learning models  Manual tasks  Face-to-face communication

 Micro-credentialing and “digital badges”  VR/AR operations  Systems integration  Big data analysis  International networking

The Future of the Technician Workforce Study

5 |

Summary of Key Findings: Credentials and Requirements

Regional stakeholders identified a range of Industry 4.0 credentials that would qualify future technicians for competitive careers in New York State. The majority of credentials identified including industry certifications and certificate programs that allow technicians to learn marketable skills at a faster rate than multi-year degree programs. The following table lists key i4.0 credentials for each target industry sector including cross-cutting credentials that apply to multiple industry sectors.

Table 4: Summary of Key Findings: Credentials and Requirements.


Apprenticeships and A.A.S. degrees: machining, mechatronics, photonics and precision optics, instrumentation & control technologies. Credentials for emerging topics : cybersecurity information systems security, cloud security professional, statistics and statistical measurement, PLC programming and diagnostics, additive manufacturing technician, collaborative robotics, AI/ML and machine vision professional.

Manufacturing & Automation

Process/management certifications: Six Sigma, Lean Manufacturing. Software certifications : AutoCAD, MasterCAM, ProE, SolidWorks, etc.

Industry certifications : Cisco Certified Network Professional (CCNP), Microsoft Certified Solutions Associate (MCSA) and Solutions Expert (MCSE), Oracle Certified Associate (OCA), Professional (OCP), and Database Administrator (DBA); Amazon Web Services (AWS) Certified Solutions Architect, Administrator/Developer/DevOps Engineer/Security Engineer, CompTIA Cloud+ Certification Training; CompTIA Cybersecurity Analyst (CySA+). Credentials for emerging topics : industrial cybersecurity (ICS) A.A.S./B.S. degree, Certified AI and Machine Learning Professional, Certified Data Management Professional (CDMP), Certified Industry certifications : Registered Nurse; Certified Assistant/Practitioner: dental, medical, physician; Physician Assistant, Community Health Worker, Certified Patient Care Technician (CPCT); Home Health Aide (HHA). Regulatory compliance : Certified HIPAA Privacy Expert (CHPE) and Privacy Associate (CHPA); Certified Professional in Health Care Information and Management Systems (CPHIMS). Credentials for emerging topics : eldercare, health care data analytics (i.e., Certified Health Data Analyst), cybersecurity, data management. Industry certifications : Society for Human Resource (SHRM) Professional in Human Resources; Society for Human Resource Senior Certified Professional (SHRM-SCP); Certified Diversity Professional (CDP); Certified Diversity and Inclusion (D&I) Practitioner; Strategic Talent Acquisition [STA] Certification. Process/management credentials : Project Management Professional (PMP), leadership certification(s). Topical credentials : Cybersecurity, communications (various), Credentials for evolving and introducing policies, practices, and workforce for i4.0 technologies. Professional in Healthcare Information and Management Systems (CPHIMS). Process/management credentials : Project Management Professional (PMP).

Information Technology

Health Care

Human Resources & Professional Services

| 6 MCC Economic and Workforce Development Center

CREDENTIALS THAT CUT ACROSS ALL SECTORS: MANUFACTURING & AUTOMATION, INFORMATION TECHNOLOGY, HEALTH CARE, AND HUMAN & PROFESSIONAL SERVICES.  Process/management : Project Management Professional (PMP)/ Certified Associate in Project Management (CAPM)  IT/Cybersecurity : Certified Information Systems Security Professional (CISSP); Certified Cloud Security Professional (CCSP)  Health Care/Compliance : Certified HIPAA Privacy Expert (CHPE) and Privacy Associate (CHPA); Certified Professional in Health Care Information and Management Systems (CPHIMS)  Human Resources & Professional Services : Certified Professional Behavioral Analyst (offered by DISC/PI)  Other : Physical Security Professional (PSP)

The Future of the Technician Workforce Study

7 |

| 8 MCC Economic and Workforce Development Center

Summary of Key Findings: Cross Industry Sector Competency Requirements

Stakeholders identified relevant skill-sets, abilities, competencies, and tools that future technicians will be required to use for competitive jobs in Industry 4.0 fields. The following list summarizes cross-sector competencies that apply to multiple industry sectors and technology areas.  Soft Skills : In addition to technical skills, Finger Lakes regional businesses indicated a need to hire more technicians with complementary soft skills including communications, teamwork, leadership, problem-solving, and project management. Several stakeholders noted that soft skills are less quantifiable, more difficult to define, and lacking among science and engineering program graduates.  Data collection, analysis, and visualization : Regional business place significant value in technicians with experience and knowledge of advanced data analysis and mathematical skills. This includes abilities to collect data from multiple sensors (data fusion), visually present information, transform raw datasets, apply pattern recognition methods, and use software for machine learning and other AI-based suites.  Coding and programming : Industry 4.0 technologies require technicians with proficiencies in programming, coding, and design software suites for industrial automation and application development.  Systems integration : All industry sectors emphasize the need for technicians with systems knowledge to connect different administrative levels of organizations in a coordinated or unified manner. This also includes the ability to set up and troubleshoot IIoT-connected systems such as networks of manufacturing equipment as well as integration with broader supply chain networks to increase productivity and quality of services.  Testing, Inspection, and Quality Checks : Measurement, testing, and characterization are cornerstone functions of the technician workforce. Future technicians must automate and manage sensor-based quality control techniques to en- able high quality data acquisition as needed for advanced data-driven analytics and business-intelligence capabilities.  Cybersecurity : The proliferation of IIoT technologies and services compels businesses to place greater value in data security to ensure the protection of data and information for consumers. Across all industries, technicians are needed to help secure and manage cloud- and edge-based platforms and other IIoT devices and frameworks.

The Future of the Technician Workforce Study

9 |

Implications of the Study on Workforce Practice This workforce development study seeks to provide context for the effects of emerging technologies collectively identified as belonging to the fourth industrial revolution on the Finger Lakes regional workforce. Drawing upon key literature on i4.0 impacts identifying the value drivers and strategies for industry adopting Industry 4.0 technologies, this report offers a summary of the specific skills and competencies identified by regional businesses that define the desired skillsets for future i4.0-related technicians. MCC intends to use this report in partnership with its economic and workforce development partners to ensure existing and future education and workforce training efforts are aligned to the technician needs of employers in the Finger Lakes economy. Additionally, MCC’s Economic and Workforce Development Center will use this report to better inform future workforce development objectives planned for the region, including:  Updating curricula and training programs : Community and technical colleges must keep up with the pace of i4.0 technology development to ensure technicians have both the technical skills and leadership to meet the evolving hiring needs of Rochester and Finger Lakes regional businesses.  Identifying workforce training partnerships and investment opportunities : Industrial partnerships can play a significant role in coordinating with community colleges to help establish a pipeline of qualified technicians including apprenticeships, specialized training, and the development of new i4.0 certifications that are aligned to regional career pathways.  Informing the development of the new Finger Lakes Workforce Development Center : The future technician needs of Rochester and Finger Lakes businesses detailed in this document will benefit MCC’s Downtown Campus which will be home to the new Finger Lakes Workforce Development Center: a state-of-the-art industry training facility that will support modularized i4.0 training initiatives to address workforce skills gaps for the Rochester and Finger Lakes regional area. This new educational center is intended to act as a multi-institutional community resource to train residents and upskill the incumbent workforce in relevant i4.0 technologies.  Establish interdisciplinary and cross-functional programming : Industry 4.0 continually blurs the lines between disciplines and technical fields, requiring future technicians to possess interdisciplinary and transdisciplinary knowledge, customer-oriented soft skills, and the ability to collaborate with individuals from different disciplines.

| 10 MCC Economic and Workforce Development Center

Industry 4.0 and the Role of Community College Industry participants in this study offered their perspectives on the role of the community college and public workforce education system as it relates to preparing and training technicians for the future i4.0 workforce. Table 5 summarized this input.

Table 5: Recommendations from Rochester and Finger Lakes stakeholders on the role of community colleges in supporting the future technician workforce. ROLES OF COMMUNITY COLLEGES IN SUPPORTING THE FUTURE i4.0 TECHNICIAN WORKFORCE


 Offer nimble certification programs that are amenable to changing i4.0 tends.  Establish “stackable” credentials to let individuals customize their skill-sets.  Investigate novel training models in which multiple certificates would quality technicians for a degree.  Develop more flexible “create-your-own” programs and career pathways that maximize student exposure to different job sectors and opportunities.  Coordinate with the New York State Education Department (NYSED) to ensure A.A.S. degrees reflect trending i4.0 technologies.  Provide students with a deeper understanding of the link between technician work and the market need they serve.  Emphasize soft skills including decision-making, communication, emotional intelligence, and team dynamics.  Diversify learning environments by offering hybrid- or distance-learning options (i.e., virtual, experiential learning) and more flexible or modular training approaches.  Acquire and teach students using the latest i4.0 equipment and technologies.  Help prepare educators by investing in faculty training including externships.  Hire adjunct instructors currently working in i4.0 fields.  Offer job shadowing and formal internships that offer a pathway to industry jobs.  Offer training around technology leadership, cybersecurity, and cyber-physical systems.  Align/integrate programs and credentials with industry partners to create a feedback loop between industry practitioners and i4.0 educators.  Conduct community outreach to increase public awareness of i4.0 career paths.  Engage high schools to educate students and parents on critically needed i4.0 careers.

Degrees and Courses

Skills and Knowledge

Learning Environments


Workforce Training

Outreach and Partnership

11 | The Future of the Technician Workforce Study

In addition to the inputs captured in this study from Rochester and Finger Lakes businesses on the role of community colleges and educators, the American Association of Community Colleges (AACC) and the National Coalition of Advanced Technology Centers (NCATC) developed an “Executive Toolkit” that summarizes the following roles of technical colleges and industry in integrating Industry 4.0 into their respective programs. Table 6 summarizes this toolkit for the reader.

Table 6: The role of community and technical colleges, and industry, in the integration of i4.0 technologies. STAKEHOLDERS SUPPORTIVE ACTIONS

Community and Technical Colleges

 Instructor training : College leadership is often lacking a clear understanding of what requirements are needed for the faculty to move their college’s existing and new programs forward. Colleges may want to partner with industry to “loan” qualified employees to the college to teach courses.  Equipment procurement : The latest equipment remains expensive, even with discounts offered by distributors and industry partners. The ability to identify and secure funding to support the purchase of equipment to train a class of students remains a challenge. In addition to looking for grant opportunities, colleges should look into ways to share equipment amongst local colleges or industry partners.  Interdisciplinary cooperation : Many colleges have programs that have overlapping components on both the credit and non-credit sides. Industry 4.0 requires overlap amongst multiple specialties, such as IT and manufacturing, which are often housed in different departments at a college. Cross-functional teams must be created to drive these programs.  Curriculum development : As Industry 4.0 continues to evolve at a rapid pace, the length of time required for colleges to get approval before implementing new curriculum proves challenging to keep up with the pace needed by industry. Some colleges have begun implementing changes in non-credit programs first as the timeline can be implemented more quickly in the interim.  Evaluate i4.0 impacts : Greater focus on regional engagement to better support business, education, and government can help establish a clear and common understanding of what Industry 4.0 means to these different domains.  Identify trans-organizational i4.0 nomenclature : Work to identify a common nomenclature. Terms synonymous with Industry 4.0 such as “smart factories”, “smart manufacturing”, and “smart automation” can lead to confusion or misconceptions. Term choice typically varies by organizational culture, like it has with the term “mechatronics” for well over two decades.  Increase i4.0 awareness : Observations through this work have shown that some industry partners show a lack of awareness of what Industry 4.0 means for their individual company’s future. The skills gap in advanced manufacturing remains a big issue for manufacturing employers, and these employers are not sure how to regularly engage with their local community colleges to address these issues.  Identify threats to production efficiency and security : Identifying where to begin incorporating Industry 4.0 into their manufacturing facilities remains a challenge. Companies should examine the biggest threats to their production efficiency and security, narrow in on one area, and begin there. It would be very challenging and costly to change every piece of equipment, job description, and process at the same time. Start small with one area of the company.  Invest in workforce training : Invest in workforce training with community and regional partners. Community colleges can address the skills gap needs with the support of industry. They can partner financially, by providing subject matter expertise, equipment, hosting apprentices, and serving in advisory capacities.


| 12 MCC Economic and Workforce Development Center

Summary While this report documents impacts of Industry 4.0 on the technological competencies required of the technician-based roles in the Finger Lakes workforce, more work must be done to address the technician skill gaps in the surrounding region and the opportunities for residents and workers in providing greater access to the job opportunities available through the adaptation of these emerging technologies. As already referenced in the introduction of this report, over time, i4.0 is likely to negatively impact vulnerable occupations that are characterized by predictable and routinized work. As workers involved in these occupations are threatened with automation, there are a variety of higher functioning technician roles that will be needed by industry and as such, a great opportunity exists to better link residents and workers to these opportunities through training and education. As educators grapple with ensuring their programs incorporate these new smart and highly connective technologies making up the i4.0 designation, the community college must remain highly connected to local industry in order to remain informed of the rapidly changing technical workplace. Providing greater access to skill-based programming will remain a critical role for the community college in supporting industry while ensuring that all of the community is able to participate in the economic opportunities provided by this transformational technology within the future technician workforce.

13 | The Future of the Technician Workforce Study


List of Contributors





Ken Antes

Cameron Manufacturing & Design

Travis Fisher Lynn Freid Kent Gardner

Christina Bakewicz Monroe Community College

Workforce Development, Inst. (WDI) Center for Governmental Research

Erin Bankey

Finger Lakes Performing Provider System (FLPPS)

Garland Beasley DP Tool & Machine, Inc.

Nick Garofoli Kim Gaylord

Response Care, Inc.

Jason Bedford Steffanie Bell Kaleigh Benedict

JML Optical Industries LLC Siemens Gas and Power


Andy Germanow G-S Plastic Optics & Tel-Tru Mfg. Co.

Office of Congressman JosephMorelle NY Jim Gertner

Monroe Community College

James Benz

Enterprise Solutions Consulting

David Goodness Workforce Development Institute

Kelly Brown Lonis Monroe Community College

Oren Harary

Rochester RHIO (Regional Health Information Organization)

Allyssa Burnley Steven Burton Mark Callahan Matt Carlson Sean Caron Justin Copie Robert Coyne


Dan Harvey

Unither Pharmaceuticals

JML Optical Industries LLC Micro Instrument Corp.

Jennifer Hatch Bausch & Lomb David Heckman Berry Global

Optipro Systems

David Henderson New Scale Technologies, Inc.


Bryn Higley Aaron Hilger

Logical Control Solutions

Innovative Solutions

Builders Exchange of Rochester

Roch Tech and Mfg Assoc (RTMA)

Rick Hill

Advanced Atomization Technologies LLC Genesee County Economic Development Center (GCEDC) - STAMP

Don Cunningham Liberty Pumps Inc.

Steve Hyde

Lisa Dahl

Monroe Community College

Jonah Inikori


Stephen Dardaris Hill-Rom/Welch Allyn Melanie Dellapietra People Minded LLC

Walter Johnson Rochester Data Science Consortium

Kyle Jones Kevin Kelley Dan Kernan Robert King Chad Krohn Kevin Leonard Joseph Leone Nancy Lillis John Longuil

Micro Instrument Corp.

Mike Demarco

QED Technologies & QED Optics


Sarah Domanowski FIFCO USA

ITT Inc.

Jeffrey Dunker

Monroe Community College

Monroe Community College

William Edwards Fusion Digital


Chad Edwards

LiDestri Food and Drink

Datto, Inc.

Jaime Eisenhauer Innovative Solutions

UNiCON Rochester

Zack Ellis

TheirStory, Inc.

Monroe Community College FTT Manufacturing Inc.

Amanda Ettinger

Beech-Nut Nutrition Corporation

George Fazekas MCC / Polyphotonics

Jack Macdonald Monro, Inc.

Laury Ferguson MACNY, The Manufacturers Association Chris Magee

Micro Instrument Corp.

Steve Fernaays


Robert Maloney University of Rochester

| 14 MCC Economic and Workforce Development Center





Craig McAtee


Jeff Reinholtz

Innovative Solutions

SandraMcCormack Monroe Community College Dr. John McGowan Genesee Community College

Brian Rittenhouse O'Connell Electric

Carrie Ritter

Finger Lakes Performing Provider System Monroe Community College Siemens Smart Infrastructure FLCC Victor Campus Center Logical Control Solutions

Brian McMahon MWI Inc.

Carly Rooney Eric Russell Sam Samanta Bill Schmid Daniel Shaughnessy

Joe Mignano Sarah Miller Patrick Miller

New Horizons at Logical Operations

LiDestri Food and Drink Monroe Community College Monroe Community College

Remegia Mitchell

Kaman Automation

Alysia Montante FIFCO USA

Kristin Sine-Kinz Monroe Community College

Bob Moore

EagleDream Technology

Dave Smith Jamila Smith

Classic Automation LLC

Gloria Morgan

SUNY/REOC - Rochester Educational Opportunity Center

Finger Lakes Performing Provider Sys- tem (FLPPS) General Motors Rochester Operations Genesee County Economic Develop- ment Center (GCEDC) - STAMP ARCH Global Precision - Rochester

Aaron Newman CloudCheckr

Carlton Smith Chris Suozzi

Jim Ockenden

iV4 Inc.

Todd Oldham Monroe Community College

Nate Theriault

David Owen Don Pannone Dale Pearce

LiDestri Food and Drink

Jon Thies



Michael Thurston RIT - Golisano Institute for Sustainability Benjamin Towne Beech-Nut Nutrition Corporation

Monroe Community College Sheet Metal Workers Local 46

Jon Perna

John Troy Karen Tyler

Monroe Community College

Bruce Peters

BeyondTeal, LLC

ITT Inc.

Danielle Phillips Advanced Atomization Technologies LLC

JimVankouwenberg Optimax Systems, Inc.

Dave Phillips Chris Powers John Premo

GW Lisk

Kevin Watters Scott Weber Rick Wetzel Ashley Wilson

Amazon Web Services EagleDream Technology Ortho Clinical Diagnostics

New Horizons at Logical Operations


Carol Rath

JML Optical Industries LLC

Finger Lakes Performing Provider System (FLPPS)

Scott Reilly

Currier Plastics

Paul Yacci

ITT Inc.

Edward Reinfurt

Clean Energy Smart Manufacturing Innovation Institute, Northern Regional Manufacturing Center

15 | The Future of the Technician Workforce Study

Steering Committee Members

This executive summary is based on a workforce development study developed under the leadership of Dr. Todd Oldham, Vice President, Economic Development, Workforce and Career Technical Education at MCC, and members of the project Steering Committee. MCC wishes to thank the Ralph C. Wilson Jr. Foundation for their generous funding and support without which, this study and subsequent report would not have been possible. MCC also wishes to thank the Steering Committee Members for their valuable guidance and input throughout the project, which includes:

Todd Oldham , Vice President, Economic Development, Workforce and Career Technical Education, MCC

Matt Hurlbutt , President & CEO, Greater Rochester Enterprise

Ron Ricotta , President & CEO, Century Mold

Amber Mooney , Director, Workforce Development, The Business Council of NYS, Inc.

Mike Mandina , President, Optimax Systems, Inc.

Melinda Mack , Executive Director, New York Assoc. of Training & Employment Professionals

Madhuri Kommareddi , Director, Workforce Development, Office of Governor Andrew M. Cuomo

Kevin Kelley , Executive Director, Rochester Technology & Manufacturing Association

Craig McAtee , Executive Director, National Coalition of Advanced Technology Centers

Sam Samanta , Professor of Physics Instrumentation and Control Technologies, Finger Lakes Community College

Lynn Freid , Regional Director, Rochester and Genesee Valley, Workforce Development Institute

Joe Wesley , Director, Strategic Workforce Development, Wegmans Food Markets

Mike Thurston , Director, Center of Excellence in Advanced & Sustainable Manufacturing

Bruce Peters , Principal, Beyond Teal

MCC wishes to thank Mel Anton, Ross Brindle, Kendra Chappell, Jack Holmes, Jared Kosters, and Morgan Smith with Nexight Group for their expert facilitation of the stakeholder workshop and support preparing the report.

| 16 MCC Economic and Workforce Development Center

The following table lists the various types of businesses who made essential contributions to the development of this workforce development report:

Table 7: The types of businesses contributing to this study.



 Process control and automation  Robotics, handling, assembly  Food processing  Labeling and packaging  Agriculture  Automotive services and repair  Electricians  Manufacturing trade organizations  Machine shops  Trade/member associations  Facility security systems  Positioning, Navigation, and Timing (PNT) products/services  Telecommunications services  Health care providers  Medical imaging manufacturers

 Atomization technologies  Industrial machinery  Medical devices  Metrology, testing, diagnostics  Oil & gas  Ophthalmological Personal Products  Optical components  Pharmaceuticals  Plastics and packaging products  Mechatronics and informatics specialists  IT support companies

Manufacturing & Automation

Information Technology

 Eldercare

Health Care

Human Resources and Professional Services

 Payroll/staffing services

 Drone operators/logistics services

 IT cloud and service providers  Economic and workforce development non-profit organization

 Building and construction management/services  Consultants: architects, social media influencers, private research & analysts



workforce forward.

17 | The Future of the Technician Workforce Study

Economic &Workforce Development Center

MCC Downtown Campus 321 State Street, 7th Floor Rochester, NY 14608 585.685.6004 www.mccediws.com

In partnership with:

Made with FlippingBook Publishing Software