Future of the Technician Workforce Study

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

2019-20 Workforce Development Report for the Finger Lakes Economy

Sponsored by:

MCC Economic and Workforce Development Center

TABLE OF CONTENTS

2 3 4

1. ABOUT THIS REPORT

The Ten-Year Vision for the Future Workforce

Framework for Analysis: Cross Industry Sector Competency Requirements

34 35 36 37 38 39 40 41 42

Study Methodology

— Additive Manufacturing — Advanced Process Control

2. INTRODUCTION TO THE FOURTH INDUSTRIAL REVOLUTION (i4.0)

5

— Artificial Intelligence

6 6 7 7

Value Drivers of i4.0

— Augmented and Virtual Reality — Automation and Robotics — Data Analytics and Data Science — Industrial Internet of Things

— Broad Manufacturing Industry — Specific Manufacturing Industries

— Organizational Level (non-sector specific)

8

Response to Industry i4.0

— Mechatronics

11 14

Impact of Automation on the NYS Worker

Summary of Key Findings — Technology Impacts

Key Technologies for the Future

43

— Job Functions and

3. FUTURE TECHNICIAN WORKFORCE NEEDS

44 46

Business Operations Impacts — Credentials and Requirements — Cross Industry Sector Competency Requirements

15

17 19

Impact on Key Industry Sectors Framework for Presentation of Data — Manufacturing and Automation  Technology Impacts

49

20

4. IMPLICATIONS OF THIS STUDY ON WORKFORCE PRACTICE

50 51 53

 Job Functions and

22 24

Business Operations Impacts  Credentials and Requirements

Industry 4.0 and the Role of Community College

Summary

— Information Technology

5. APPENDIX

25

 Technology Impacts  Job Functions and

54 57

List of Contributors

26 27

Citations

Business Operations Impacts  Credentials and Requirements

— Health Care

28

 Technology Impacts  Job Functions and

29 30

Business Operations Impacts  Credentials and Requirements

— Human Resources and Professional Services  Technology Impacts

31

 Job Functions and

32 33

Business Operations Impacts  Credentials and Requirements

The Future of the Technician Workforce Study

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1. ABOUT THIS REPORT This study is based on the growing discussion within national and state workforce development about how smart, automation and transformative technologies are impacting industry, the technical workplace and ultimately the technician workforce in the Finger Lakes region of Upstate NY. Recent reports from management consulting firms like McKinsey & Company and Deloitte as well as international organizations such as the World Economic Forum, have discussed the significant and projected impact the adoption of these technologies by industry will have on the worker and employment. From the perspective of the community college educator, the fourth industrial revolution poses the need for greater insight as to how these transformative industrial technologies will be addressed within existing and new technician focused curricula and training that are primarily offered through the community college system. The opportunities available to workers and residents from upskilling workers to fill in demand technical occupations less vulnerable to automation and requiring more complex and higher functioning skillsets is rapidly becoming one of the most important 21st century workforce development issues. MCC recognizes the need for a workforce development model to adequately prepare the future Industry 4.0 (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. In order to better document how i4.0 technologies will impact college programming, MCC established a leadership steering committee to coordinate a local symposium for recognized subject matter experts, business and industry members, and other community stakeholders of the Rochester and Finger Lakes region to gather and provide extensive input along a set of research questions. The collective expertise and diverse perspectives encapsulated in this report help MCC address two major prerequisite objectives of its broader workforce development strategy: (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 report is to assist with informing the revision of existing, and development of new, technical training and academic programming at MCC over the next 3 to 5 years. This workforce development report was 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. Melinda Mack , Executive Director, NY Assoc. of Training & Employment Professionals

Mike Mandina , President, Optimax Systems, Inc.

Madhuri Kommareddi , Director, Workforce Development, Office of Governor Andrew M. Cuomo Craig McAtee , Executive Director, National Coalition of Advanced Technology Centers Lynn Freid , Regional Director, Rochester and Genesee Valley, Workforce Development Institute Mike Thurston , Director, Center of Excellence in Advanced & Sustainable Manufacturing

Kevin Kelley , Executive Director, Rochester Technology & Manufacturing Association

Sam Samanta , Professor of Physics Instrumentation and Control Technologies, Finger Lakes Community College Joe Wesley , Director, Strategic Workforce Development, Wegmans Food Markets

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 this report.

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The Ten-Year Vision for the Future Workforce The Economic and Workforce Development Center at Monroe Community College (MCC) works with regional workforce partners to proactively address shortages in the educational pipeline and skills gaps in the existing workforce using a data informed approach. MCC outlined the following vision to guide the development of its workforce development strategy over the next decade in relation to addressing the education and training of an Industry 4.0 technician workforce in the Finger Lakes economy. Establish a pipeline of highly skilled technicians whose qualifications in flexible, intelligent, and autonomous technologies promote economic prosperity and global competitiveness throughout the greater Finger Lakes region of Upstate NY. To achieve this vision, MCC and its partners will:  continuously adapt to rapidly evolving trends in industrial production and manufacturing technologies  prepare highly qualified technicians to use flexible, intelligent, and autonomous industry production technologies  integrate with regional employers to facilitate partnerships and investment opportunities while ensuring curricula and training are commensurate with hiring needs  provide a workforce development model that regional businesses, educators, and communities will follow to promote economic prosperity and global competitiveness This report , which serves primarily as an informational resource for MCC and its workforce development partners, focuses on the first two objectives of MCC’s larger workforce development effort .

Table 1: Goals and objectives of this study.

GOALS

OBJECTIVES

Collaborate with local business in key industry sectors across the Finger Lakes region.

 Determine the regional impacts of Industry 4.0 and transformative technologies on Finger Lakes regional businesses.  Identify the future technological competency, knowledge, and skill requirements of regional employers.  Identify workforce training partnership and investment opportunities (i.e., teaching and advisory roles, shared equipment, apprenticeships).  Identify and secure funding to purchase equipment for training purposes.  Train faculty members and educators to design and implement new and modified curricula.  Develop a knowledge management process for storing, accessing, tracking, and maintaining MCC workforce development activities and information.  Modify existing or develop new curricula and training programs.  Establish interdisciplinary or cross-functional programs.  Monitor and adopt new and emerging certifications from industry to leverage for curricula and degree programs.

Inform the development of a new workforce training center for Industry 4.0.

Increase the number of skilled and experienced technicians in line with hiring needs of Finger Lakes regional employers.

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Study Methodology On November 5, 2019, Monroe Community College (MCC) convened regional stakeholders and employers from across the Finger Lakes region to participate in a one-day workshop in support of MCC’s Future of the Technician Workforce Study . Approximately 100 participants across 80 organizations attended the workshop and provided their input during the exercises. Participants were assigned to breakout groups based on their respective industry sectors: manufacturing & automation, information technology, health care, and human resources & professional services. Working in parallel sessions, participants elucidated the impact of i4.0 on their workforce and business operations, identified the future technician skills required by employers and i4.0 implementers, and discussed the role community colleges should play in preparing the future technician workforce. The workshop was divided into three main components designed to identify crucial information needed for the study. Between full group discussions and parallel breakouts, contributors participated in a total of 22 distinct focus groups throughout the one-day workshop.

Table 2: Overview of the workshop symposium process used to gather stakeholder inputs on future i4.0 technician requirements.

 Transformative Technologies: Participants described the transformative technologies that are changing or likely to change the way their business/sector operates in the next 10 years.  Technician Job Functions: Participants identified the way transformative technologies will likely change technician job functions over the next 10 years.

SESSION 1 Impact of i4.0 on Technicians and Business Operations

 Skills: Participants identified the knowledge, skill-sets, competencies, and abilities technicians will need in light of these transformative technologies.  Tools and Equipment: Participants identified the tools and equipment technicians must be prepared to use in the workforce.

SESSION 2 Technician Skill Requirements

SESSION 3 Education and Training Needs

 MCC’s Role: Participants discussed the role MCC should play in the training of the future technician workforce.  Credentials: Participants identified the existing and future credentials their technicians will need to adapt to i4.0.

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2. INTRODUCTION TO THE FOURTH INDUSTRIAL REVOLUTION (i4.0) The fourth industrial revolution—or i4.0—encompasses the rise of digital industrial technologies in which companies use cyber-physical systems to integrate physical devices with digital technologies to improve production quality, enhance productivity, and realize economies of scale. Uniquely, i4.0 is not exclusive to traditional manufacturing production; it enables all sectors to create interconnected digital enterprises and ecosystems to make more holistic decisions from real-time access to data and information across humans, machines, and predictive analytics. i

Table 3: Characteristics of the four industrial revolutions. ii, iii, iv

Industry 1.0

Mechanization: Mechanical production, steam power, hydro-power, machine tools.

Industry 2.0

Industrialization: Mass production, electricity-based production, assembly lines.

Industry 3.0

Automation: Lean revolution, electric automation, outsourcing phenomenon, robotics.

Industry 4.0

Digitization: Digital manufacturing; digitization of production, ubiquitous production and control, decentralization of processes, networking of the working environment, cyber-physical systems, intelligent factory, decentralization of decision- making structures.

Industry 4.0 is driven by a convergence of the following disruptive trends: v, vi 1. Big Data : Rise in data volumes, computational power, and connectivity allows companies to extract new data and insights. 2. Advanced Analytics : Emergence of advanced analytics and business-intelligence capabilities to forecast future business scenarios. 3. Human-Machine Interfaces : New forms of human-machine interaction including touch surfaces, augmented reality systems, and cloud-based collaboration platforms that connect and empower both consumers and employees. 4. Digital-to-Physical Transfer : Digitization of products, services, and manufacturing environments, or “Digital Twins,” allows for more agile, customizable production. This section briefly summarizes benefits and value drivers of i4.0, examples of how industry is responding to i4.0, and the eight major i4.0 technology areas used to organize the findings of this study.

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Value Drivers of i4.0 There are myriad ways that businesses can explore to take advantage of the value offered by i4.0 technologies. The following tables summarize several types of value drivers from three different perspectives:  The broad manufacturing industry  Specific manufacturing industries: machinery, automotive, and consumer electronics  The organizational level (non-sector specific)

The Broad Manufacturing Industry

Table 4: Value drivers of i4.0 for the broad manufacturing industry. vii

VALUE DRIVERS

BENEFITS / ASPECTS

More effective use of equipment and assets.

Routing flexibility; machine flexibility; remote monitoring and control; predictive maintenance; augmented reality for maintenance, repair, and operations. Increased worker speed and reduced task complexity. Human-robot collaboration; remote monitoring and control; digital performance management; automation of knowledge work. In-situ 3-D printing; real-time supply-chain optimization; batch size. Use of real-time process control and problem-solving. Statistical process control; advanced process control; digital quality management. Accelerated product design and development enabled by i4.0 technologies. Customer co-creation/open innovation; concurrent engineering; rapid experimentation and simulation. Lower service costs due to remote maintenance and repair solutions. Predictive maintenance; remote maintenance; virtually guided self-service. Optimized material consumption, speed, and/or yield. Smart energy consumption; intelligent lots; real-time yield optimization; lower material consumption. Less excess inventory enables reduced capital costs. Using insights to match to actual customer demand. Data-driven demand prediction; data-driven design to value.

Improved asset utilization

Boosts to labor productivity

Optimized inventory management

Quality enhancements

Supply/demand matching

Faster time to market

Reduction in service costs/aftersales

Resource/process improvement

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Specific Manufacturing Industries

Table 5: Value drivers for specific manufacturing industries. viii VALUE DRIVERS OF i4.0 ASPECTS

Integrated product data model from engineering to commissioning Digital enablement of workers

Efficient on-site production throughout a global footprint and supply chain; efficient path to manage increasing product complexity driven by the demand for customized system solutions Ability to rapidly train employees or compartmentalize tasks into easier steps Reduced production cost from lower machine hourly rates through productivity increases and shorter lead times Improved productivity in final and pre-assembly enabled by integrated IT infrastructure and advanced data analytics Minimization of rework through early recognition of process deviations Using lower-cost robots with increased capabilities to reduce labor costs Automation and closed-loop control of key production steps to reduce waste and counteract decreasing availability of skilled labor Sensor-based, in-line quality inspection to reduce waste and increase yield through early process deviation detection, root cause analysis, and automatic correction Component/product traceability throughout supply chain: from basic material processing and refinement to the on-the-shelf product to recycling Enables circular economy, transparency, and supports anti-counterfeit measures of OEMs Improving labor efficiencies and managing costs and schedule accuracies; maximizing asset utilization and minimizing downtime; managing supply network costs and synchronization Mitigating vendor, warranty, data, and geographic risks. Ensuring availability of supplies and raw materials Finding new efficiencies in the core business Using customer data to deepen customer understanding and integration Using data from connected systems to create new products/services Using demand data and digital technologies to expand more easily into new markets

Data-driven OEE optimization

MACHINERY AUTOMOTIVE CONSUMER

Flexible routing, scheduling, and load balancing Closed control loops through sensor-based in- line quality inspection Extension of automation to final and pre-assembly Conquering remaining domains of manual labor through automation Closed quality loops through sensor-based in-line quality inspection Traceability of products, components

ELECTRONICS

The Organizational Level (non-sector-specific)

Table 6: Non-sector-specific value drivers at the organizational level. ix

VALUE DRIVERS OF i4.0 ASPECTS Productivity improvement

Risk reductions

Incremental revenue

New revenue

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The Response to Industry 4.0 Businesses that wish to harness i4.0 technologies must proactively consider a comprehensive strategy that prioritizes investments in human capital and collaborative partnerships. McKinsey & Company summarizes three core actions manufacturers can employ to capture the potential promised by Industry 4.0. x FOCUS ON GATHERING USEFUL DATA TO GAIN NEW INSIGHTS :  Identify the primary value drivers of the business  Examine the impacts on business productivity  Determine which technologies will deliver a return on investment EXAMINE NEW TYPES OF BUSINESS MODELS TO ENSURE COMPETITIVENESS :  Digital “platforms” for exchanging products, services, and information  Pay-by-use and subscription-based services  Licensing of intellectual property  Monetization of data TRANSFORM INTO A DIGITAL ORGANIZATION :  Hire digital talent  Deploy i4.0 technologies and architectures  Address data management and cybersecurity challenges The World Economic Forum (WEF) conducted a survey of 313 global companies across 20 economies to understand how companies are responding to Industry 4.0 in the 2018–2022 period with respect to:  Technology adoption  Impact on workforce growth strategies  Re-skilling needs  Strategies to manage the skills gap  Partnering strategies to manage integration of i4.0  Impact on human-machine collaboration  Emerging in-demand roles The following figures depict those key survey results from WEF’s Future of Jobs Survey 2018. xi

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Table 7: Source: Future of Jobs Survey 2018, World Economic Forum.

TECHNOLOGIES BY PROPORTION OF COMPANIES LIKELY TO ADOPT THEM BY 2022 (PROJECTED).

User and entity big data analytics App- and web-enabled markets Internet of things Machine learning Cloud computing Digital trade Augmented and virtual reality Encryption New materials Wearable electronics Blockchain

85% 75% 75% 73% 72% 59% 58% 54% 52% 46% 45% 41% 40% 37%

Additive manufacturing Autonomous transport Stationary robots

Table 8: Source: Future of Jobs Survey 2018, World Economic Forum.

EXPECTED IMPACTS ON COMPANY GROWTH STRATEGIES BY 2022 (PROJECTED).

Modified composition of value chain Reduced current workforce due to automation Modified the location of operation Expanded use of contractors doing task-specialized work Expanded current workforce Brought new financing on-board to manage transition Expanded current workforce due to automation

59%

50%

48%

48%

38%

36%

28%

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Table 9: Source: Future of Jobs Survey 2018, World Economic Forum.

EXPECTED AVERAGE RE-SKILLING NEEDS ACROSS COMPANIES, BY SHARE OF EMPLOYEES, 2018-2022.

Re-skilling needs of over 1 year 10%

Re-skilling needs of 6-12 months 9%

Re-skilling needs of 3-6 months 10%

Re-skilling needs of 1-3 months 12%

No re-skilling needed 46%

Re-skilling needs of less than 1 month 13%

Table 10: Source: Future of Jobs Survey 2018, World Economic Forum.

STRATEGIES TO ADDRESS SHIFTING SKILLS NEEDS BY PROPORTION OF COMPANIES LIKELY TO PURSUE BY 2022 (PROJECTED).

Hire new permanent staff with skills relevant to new technologies Look to automate the work Retrain existing employees Expect existing employees to pick up skills on the job Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies

84%

81% 72%

65%

64%

61%

54%

46%

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Table 11: Source: Future of Jobs Survey 2018, World Economic Forum.

PREFERRED PARTNERS IN MANAGING THE INTEGRATION OF NEW TECHNOLOGIES AND WORKFORCE TRANSITION.

Specialized departments in my firm Professional services firms Industry associations Academic experts International educational institutions Local educational institutions Government programs Labor unions

85%

75% 66% 63% 52% 50% 47%

23%

Impact of Automation on the New York State Worker The Center for an Urban Future examined the impact of automation on New York State including the regions of Western New York and the Finger Lakes. The key findings of this report are depicted in the following tables.

Table 12: Source: Center for an Urban Future, 2018. xii

JOBS WITH AUTOMATION POTENTIAL.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

9,858,400 positions with 41.2% automation potential.

667,530 positions with 44.5% automation potential—the highest rate in the state.

591,220 jobs with 42.9% automation potential—the fourth-lowest rate in the state.

24,740 jobs are 100% automatable including:  filling machine operators (14,880);  ophthalmic laboratory technicians (3,190); and  meat packers (950).

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(Table 12 continued)

SHARE OF AUTOMATABLE WORK IN THE NEXT TWO TO FOUR DECADES.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

1.2 million jobs could be at least 80% automatable.

The region’s share of automatable work ranks among the highest in the state with:  The second-highest share of jobs that are at least 80% automatable: 105,220 jobs (15.8% of all positions).  The highest share that are at least 50% automatable: 253,590 jobs (38%).  The second-highest share that are at least 30% automatable: 391,210 jobs (58.6%).

80,470 jobs (13.6% of all positions) are at least 80% automatable.

Roughly 3.3 million jobs (34% of New York State’s labor

210,310 jobs (35.6%) are at least 50% automatable.

force) are at least 50% automatable.

Four of the 50 fastest growing jobs in New York State are automatable (although they account for more than 64,000 new positions and nearly 5% of all projected

job gains by 2024).  food preparation and serving workers  computer-controlled machine tool operators  restaurant cooks  cement masons and concrete finishers

THREE LARGEST OCCUPATIONS.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

N/A

Retail sales (23,820 jobs, 47% automatable)

Retail sales (19,000 jobs, 47% automatable)

Cashiers (17,330, 49% automatable)

Secretaries and administrative assistants (16,570, 54% automatable)

Combined food preparation and serving workers, including fast food (14,790, 87% automatable)

Cashiers (13,680, 49% automatable)

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(Table 12 continued)

MOST AUTOMATABLE OCCUPATIONS.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

Food preparation and service workers (154,570 positions, 86.7% automatable) Bookkeeping, accounting and auditing clerks (123,720, 85.6% automatable)

Combined food preparation and serving workers (14,790, 87% automatable)

Combined food preparation and serving workers (10,920 jobs, 87% automatable) Bookkeeping, accounting, and auditing clerks (7,260, 86% automatable)

Stock clerks and order fillers (8,950, 86% automatable)

Stock clerks and order fillers (111,940, 86.4% automatable)

Bookkeeping, accounting, and auditing clerks (8,820, 86% automatable)

Stock clerks and order fillers (6,690, 86% automatable).

Restaurant cooks (65,330, 84% automatable)

LEAST AUTOMATABLE OCCUPATIONS.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

Home health aides (190,490 positions, 10.8% automatable) Teacher assistants (131,800, 19.9%) Accountants and auditors (124,740, 12.3%) Freight, stock, and material movers and hand laborers (110,190, 6.7%)

N/A

N/A

POTENTIAL WAGES IMPACTED BY AUTOMATION.

NEW YORK STATE

WESTERN NEW YORK

FINGER LAKES

$186 billion in annual wages

$10.9 billion in annual wages

$9.7 billion in annual wages

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Key Technologies for the Future

Across all sectors, there are eight major technology categories that will likely shape the future of industry. This study uses the following categories to group its findings. 1. Additive Manufacturing (i.e., 3D printing) : The manufacturing of 3D objects from computer-aided design (CAD) models by successive layers of materials. 2. Advanced Process Control : A broad range of technologies used for controlling and optimizing processes to achieve efficiency improvements, detect variability, increase profits, reduce operator interaction, and reduce waste. 3. Artificial Intelligence : Machine learning algorithms and neural networks that intake information from the environment, make assessments, and determine actions best suited to achieve defined goals. 4. Augmented Reality and Virtual Reality :  Virtual Reality: an artificial experience in which a user interacts with a simulated environment or virtual representation of the real world.  Augmented Reality: a simulated display of computer-generated perceptual information (visual, auditory, etc.) and images superimposed over real, physical objects. 5. Automation and Robotics : Using technologies in a process or procedure so it can be performed with minimal human assistance.

6. Data Analytics & Data Science : A set of methods, processes, algorithms, and systems for inspecting, cleansing, transforming, and modeling data to discover useful information, inform conclusions, and support decision-making.

7. Industrial Internet of Things (IIoT) : Networked sensors, instruments, equipment, and computer controls

allowing for data collection, exchange, and analysis to improve productivity and efficiency and additional operational or economic benefits. system that combines controls systems, electronic systems, mechanical systems, and computers to generate simple, economical, and reliable systems.

8. Mechatronics : A multidisciplinary

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3. FUTURE TECHNICIAN WORKFORCE NEEDS

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

KEY OBJECTIVES FOCUS AREAS

KEY INFORMATION

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.  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.

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

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Impact on Key Industry Sectors The first element of MCC’s Workforce Development Framework defines the sector-specific aspects of i4.0 technologies as identified by Rochester and Finger Lakes regional businesses and employers.

Table 14: Impacts of i4.0 Technologies on Key Industry Sectors.

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

KEY INFORMATION  Key Industry 4.0 Technologies : Most impactful i4.0 technologies over the next 10 years  Impacts of i4.0 on Job Functions and Business Operations : How job functions and business operations are changing with i4.0  Key i4.0 Credentials and Requirements : Existing and future credentials for hiring qualified technicians

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Framework for Presentation of Data This study uses the following framework to present participant input relative to the four key industry sectors of focus: manufacturing and automation, information technology, health care, and human resources and professional services. Table 15: Data framework detail. KEY INFORMATION DESCRIPTION OF CONTENT

Key Industry i4.0 Technologies : Most impactful i4.0 technologies over the next 10 years

 Technology Areas : The key technologies have been organized into eight (8) Industry 4.0 technology areas: AdditiveManufacturing, Advanced Process Control, Artificial Intelligence, Augmented Reality and Virtual Reality, Automation and Robotics, Data Analytics & Data Science, Industrial Internet of Things (IIoT), andMechatronics.  Some of the listed technologies may apply to multiple technology areas (e.g., AI-driven advanced data analytics; IIoT-connected networks for real-time process monitoring and control).  Other relevant i4.0 technology areas not included in the structure of this report, such as cybersecurity, are incorporated into the Industrial Internet of Things (IIoT) subsection.  Since robotics is a subdiscipline of mechatronics, all topics related to mechatronics are captured under the Automation and Robotics streams.  Timeframe of Impact : Industry sectors are adopting i4.0 technologies in different ways and at different paces. This information intends to helpMCCmore effectively align its training programs and training curricula with future technician requirements over the next 10 years.  Some of the listed technologies may appropriately spanmultiple timeframes of impact.  In Decline: Manual tasks such as repair, installation, and other physical labor will decline, as well as any other work that is easily automated, such as administration and data entry.  Augmented by Industry 4.0 : Industry 4.0 technologies will enhance several existing job and business functions through greater emphasis on advanced analytical tools, virtual collaboration and remote working environments, and soft skill job requirements.  Future Functions Enabled by Industry 4.0: New job functions and operational aspects will emerge including data-centric intermediary roles, new training and credentialing modes, and systems integration experts.  Existing and Future Credentials : Rochester and Finger Lakes stakeholders identified several relevant credentials including certifications, degrees, and other skill requirements that are needed to hire qualified technicians. Some of these credentials, particularly certificate programs, may reference trademarked names as specified by key stakeholders and report contributors.

Impacts of i4.0 on Job Functions and Business Operations : How job functions and business operations are changing with i4.0

i4.0 Credentials and Requirements : Existing and future credentials for hiring qualified technicians

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Manufacturing & Automation

KEY TECHNOLOGIES: MANUFACTURING & AUTOMATION NOW NEXT 3 YEARS

Table 16

NEXT 4-10 YEARS

Additive Manufacturing

 Automated 3D scanning systems.

 Cellular manufacturing (i.e. sequencing of multiple additive processes) for custom batch processing.  3D printing using metals and superalloys.  Real-time process monitoring and statistical process controls for new technologies.  Closed loop machine monitoring and adjustments

Advanced Process Control

 Digital twin simulation mod- els with hardware-in-the- loop (HIL) capabilities.  Use of both new and legacy sensors and software for predictive overall equipment effectiveness (OEE).

 Equipment with integrated access controls to verify operator’s certified training credentials.

for process control and machine maintenance.

Artificial Intelligence

 AI-based data analytics to aid in decision-making.  Machine learning for process/quality control and predictive maintenance.

 AI-based expert systems (ES) (i.e., knowledge-based systems) for advanced training.  Machine learning for adaptive/reactive autonomous operations planning.  Fully automated “lights-out” manufacturing or “dark factories” with no on-site human presence.  AR/VR for training/assisting with challenging or high-risk tasks.  Adaptive/reactive autonomous operations planning.  Agile automation techniques for batch, low volume and cellular manufacturing.

Augmented and Virtual Reality

 New types of user interfaces including vocal controls and headsets.

 Increased use of AR/VR for reducing physical inspections, repairs, and asset maintenance.

Automation and Robotics

 Easy to program robots

and cobots for increased productivity and reliability.

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KEY TECHNOLOGIES: MANUFACTURING & AUTOMATION NOW NEXT 3 YEARS

Table 16 continued

NEXT 4-10 YEARS

Data Analytics and Data Science

 Modeling and contextualization of manufacturing data.  Automated data cleansing

 Machine vision technologies for quality control.  Supply chain modeling and mapping with integrated process modeling and logistics.  Paperless data exchange, QA assessments, and part manufacturing/ordering.  Integration of legacy machines to the digital world.  Interoperability across different systems and middleware (i.e., databases).

 Adaptive machine vision inspection technologies.

and correction based on process-specific data.

Industrial Internet of Things

 Proliferation of networked low-cost sensors for existing/ traditional work environments.  Cloud based manufacturing as a service.  Integration of personal devices to track/control operations.  Cybersecurity systems for equipment with two-factor authentication and risk identification.

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Job Functions and Business Operations Impacts: Manufacturing & Automation

 IT-centric roles : More technicians with greater IT focus (i.e., robots, cybersecurity, web/smart- phone applications, enterprise resource planning [ERP] systems)  IIoT remote operations : Maintenance technicians and field service representatives will become more remote/virtual through web-based monitoring IIoT platforms and AR/VR innovations; democratized control of operations made possible by proliferation of visualization, tactile controls, and dashboard tools  Data-driven informatics : Machine repair to be augmented by more connected and data- enabled manufacturing equipment; technician requirements to interpret data and practice preventative maintenance before failures occur  Automation and programming : Greater automation of quality assurance job functions; more technicians will be required to use ladder logic (i.e., a programmable logic controller [PLC] programming language)  Cybersecurity skills : Normalization of technicians with cybersecurity skills gained through lifelong learning and credentialing programs FUTURE FUNCTIONS ENABLED BY i4.0  Lifelong-learning and credentialing : Expansion of lifelong learning and credentialing programs will improve overall competitiveness and job retention  Micro-credentialing and “digital badges” : Adoption of micro-credentialing platforms and digital badge ecosystems (i.e., digital representations of educational achievements, task accomplishments, and career milestones)  Troubleshooting robotics : Crash recovery, debugging, and maintenance of advanced robotic systems  IT-centric roles : Technicians expected to assume primary role of connecting and configuring networked equipment/devices

IN DECLINE  Manual or physical troubleshooting, diagnosis, inspection, and repair of manufacturing equipment  Hands-on assembly and labor-intensive tasks such as tool-making  Tasks considered “dull, dirty, dangerous” to be replaced by robotics  Manual product packaging, shipping, and receiving  Scheduling and order processing  Work functions moving away from “hourly” efforts to task- and outcome-based models  Medium-skilled job functions  Manual data entry  Traditional drafting and design jobs AUGMENTED BY i4.0  Flexible training and skill-building : Internal training programs, instructors, and HR departments must scale-up and adapt to provide rapid train- ing and skill-building; more anticipatory training and hiring processes will be needed to impart skills/functions before equipment is installed  More independent technicians : More technicians will be self-directed, requiring more flexible managers/supervisors (i.e., flatter organizations)  Soft skills : Significantly greater need for technicians with soft skills including communications, team- work, and leadership; technicians to serve larger role as sole point of contact for customers  Generalist skill-sets : Demand for “generalist” technicians with augmented skill-sets  Critical thinking and problem-solving : More technicians must be skilled in data analysis, systems analysis, and problem solving  Converging roles : Convergence of operators and technicians into combined roles for equipment installation, operation, and maintenance  Hands-off inspection : Greater use of nondestructive evaluation/inspection methods by mechanical inspectors

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 AI supervision/implementation : Supervision and implementation of AI-based solutions (i.e., training neural networks, deep learning) for more flexible production  Cybersecurity skills : Integration of cybersecurity services for industrial control systems  Calibration skills : Demand for calibration technicians for routine testing of equipment and instrumentation  Data-driven informatics : Specialized roles for data collection and diagnostics; greater use of open- source software tools  Expanded organizational roles : Technicians to require full understanding of company functions beyond standard email communications and enterprise resource planning (ERP)  AR-enabled troubleshooting : Real-time support and troubleshooting using augmented reality (AR) technologies  Data fusion specialists : Demand for multi-sensors data fusion specialists for identification of information flows, analysis process dynamics, and knowledge extraction for system informatics and control

23 | The Future of the Technician Workforce Study

Credentials and Requirements: Manufacturing & Automation

EXISTING CREDENTIALS

FUTURE CREDENTIALS

Apprenticeships  Electrician  Sheet metal worker  Pipe-fitting Associate of Applied Science (A.A.S.) degrees  Computer-integrated machining  Mechatronics  Instrumentation & control technologies  CNC programming  Photonics and precision optics  Engineering design and digital manufacturing: CAD/CAM (AutoCAD, MasterCAM, ProE, SolidWorks)  Electromechanical technology Certificates/Certifications  PLC programming and diagnostics  OSHA compliance  Lean Manufacturing, Six Sigma (Lean, Black Belt, Green Belt)  Certified Production Technician (CPT)  Cybersecurity: Certified Information Systems Security Professional (CISSP); Certified Cloud Security Professional (CCSP)  Certification in supply chain management, logistics distribution  Project Management Professional (PMP) certification; Certified Associate in Project Management (CAPM)  Geometric dimensioning and tolerancing (GD&T) Other skills/credentials:  Logic/problem solving  Technical math  Soft skills: teamwork, communication, leadership

Certificates/Certifications  Cybersecurity: Certified Information Systems Security Professional (CISSP); Certified Cloud Security Professional (CCSP)  Cyber-physical systems (CPS) for i4.0  Cloud computing  Collaborative robotics certified technician  Certified modeling and simulation professional  Additive manufacturing technician  AI & Machine Learning certified professional; machine vision  Certified analytics professional (CAP); Statistics and statistical analysis  Certified Professional Behavioral Analyst (offered by DISC/PI)  Production operations and inventory management  Certified automation professional; system integration and network connectivity Other credentials:  Troubleshooting  Problem solving  Soft skills (i.e., communication, interpersonal) integrated into technical programs

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Information Technology

Table 17

KEY TECHNOLOGIES: INFORMATION TECHNOLOGY

NOW

NEXT 3 YEARS

NEXT 4-10 YEARS

Artificial Intelligence

 AI/ML to support

 Human-machine teaming and conversational interfaces (i.e., AI-human) such as ChatBot for systems

 Advanced AI for design of systems, products, facilities.

performance analytics.

management, process compliance, and deci- sion-making.

Augmented and Virtual Reality

 Emergence of AR for training purposes.

 Increased adoption of AR for network analytics and diagnostics.  Increased use and accep- tance of synthetic/simula- tion data.

Data Analytics and Data Science

 Computer programming language (Java, Python SQL).  Containerization of code

 Behavioral heuristics and

predictive analytics to support health andmonitoring systems.

aligned to distributed cloud technologies.

 Big datasets including “data lakes” for housing raw data.

Industrial Internet of Things

 Cloud-based computing platforms and distributed systems, server-less architectures, and cybersecurity protocols based on DevOps practices.

 Self-configured, self-

optimized, and self-healing computing infrastructure informed by predictive analytics.

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Job Functions and Business Operations Impacts: Information Technology

 Teaming and decision-making with machines : Ability to make judgments and decisions on team with AI and robotics in the loop; ability to infer meaning from datasets FUTURE FUNCTIONS ENABLED BY i4.0  Advanced AI/ML platforms for IT operations AIOps : Use of AI- and ML-powered solutions for data visualization, data correlation, and pattern detection to identify potential outages, cyber vulnerabilities, and performance issues  Strategic DevSecOps : Evolution of DevOps tactics (i.e., alignment software development and IT operations) that automates security practices into underlying platforms  Edge computing : Technician must skilled in configuring edge computing platforms (i.e., evolution of cloud computing) for businesses requiring low-latency solutions to manage large datasets from IoT device networks  User experience (UX)/user interface (UI) design : Need for technicians capable of creating products, services, and interfaces to satisfy UX/UI design goals  Data transformation : Ability to interpret and convert data formats and structures

IN DECLINE  Administrative functions (reporting, data entry, etc.)  Data center management

 Desktop support/administration  Network and server administration  Manual building and assembly of servers and infrastructural components  On-premises technical support  Operating system (OS) installation  Traditional database engineering (data services, data management) AUGMENTED BY i4.0  Infrastructure automation : Advanced software tools and wireless connectivity will help reduce setup and re-configuration time; need for technicians skilled in setup of plug-and-play IoT sensor networks for in-situ data collection including retrofitting of legacy machines and manufacturing equipment  Application development : Need for technicians skilled in enterprise application development for IoT platforms  DevOps, infrastructure-as-code (IaC), and automation engineering : Technicians must have experience in combined approaches to software development and IT operations; ability to employ IaC concepts and align business operations with application development  Cybersecurity engineering and forensic in- vestigation : Extensive systems knowledge and experience with cybersecurity tools are needed to conduct forensic analyses within IoT networks and protect against critical cyber vulnerabilities  Predictive management : Technicians must demonstrate ability to use predictive analytics for logistics, workflow management, systems integration, and management of IoT devices and networks

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Credentials and Requirements: Information Technology

EXISTING CREDENTIALS Associate of Applied Science (A.A.S.) degrees:  Computer science  Data science  Data analytics; Applied big data analytics  Cybersecurity

FUTURE CREDENTIALS Associate of Applied Science (A.A.S.) and Bachelor of Science (B.S.) degrees:  Industrial cybersecurity (ICS) Certificates/Certifications:  Microsoft Certified Solutions Expert (MCSE) Certification  Edge computing for IoT platforms  Certified Ethical Hacker (CEH)  Certified Data Management Professional (CDMP)  Certified AI and Machine Learning Professional  Registered behavior technician; applied behavior analyst  Project Management Professional (PMP)/ Certified Associate in Project Management (CAPM)  Certified Professional Behavioral Analyst (offered by DISC/PI) Other skills/credentials:  Certified augmented reality (AR) expert  Certified Information Systems Security Professional (CISSP)  Data analytics

 Information security  Software development Certificates/Certifications:

 Cisco Certified Network Professional (CCNP)  Amazon Web Services (AWS) Certified Solutions Architect  Microsoft Azure certifications: Administrator/ Developer/DevOps Engineer/Security Engineer  CompTIA Cloud+ Certification Training; CompTIA Cybersecurity Analyst (CySA+)  Oracle Certified Associate (OCA); Oracle Certified Professional (OCP); Oracle Database Administrator (DBA)  Project Management Professional (PMP)/ Certified Associate in Project Management (CAPM)  IT Infrastructure Library (ITIL)  Lean Manufacturing, Six Sigma (Lean, Black Belt, Green Belt)  Certified Information Security Manager Health Care-focused:  Certified HIPAA Privacy Expert (CHPE); Certified HIPAA Privacy Associate (CHPA)  Certified Professional in Healthcare Information and Management Systems (CPHIMS) Other skills/credentials:  Application development  Change management  Cybersecurity forensic analysis  Independent project experience  Linux+  Microsoft A+  Microsoft Certified Solutions Associate (MCSA): SQL Database Development, SQL Database Administration  Network diagnostician  Physical Security Professional (PSP)

 Data format familiarity  Innovation certification  Predictive analytics  Software engineering  Troubleshooting  Virtual reality

27 | The Future of the Technician Workforce Study