The Aging Workforce in the Plastics Injection Molding Industry

(and Steps to Encourage a New Generation)

Like many in today’s manufacturing sector, the plastic injection molding industry is facing significant demographic challenges in terms of an aging workforce (commonly known as the “silver exodus”). In fact, currently and comparatively speaking, our profession has one of the oldest working populations among all industries.

Roughly one in three employees involved in plastic injection molding is over age 50, with the average age being 46.8 years. This is higher than the national workforce median of 42.2 years and represents what is often referred to as a “demographic cliff”. Consequently, our industry tends to rely heavily on the capabilities of those veteran operators who can troubleshoot a machine issue by sound or feel (“tribal knowledge”). Such an essential talent is usually only acquired through years of on-the-job experience.

Combatting the Crisis

1) Strategic Automation

Although automation is being used more frequently, the goal is not necessarily to replace workers but to make the roles that remain more attractive and less physically demanding. Mechanization reduces the demand for night-shift labor which is often difficult to fulfill.

2) Documenting Veteran Experience

Companies are seeing a great benefit in using technology to digitize decades of undocumented knowledge from a seasoned pro. AI-driven systems can monitor processes and “learn” to help provide step-by-step procedures to a novice.

3) Rebranding for Gen Z

The industry needs a shift in its public image to entice the next generation of skilled technicians. Emphasizing sustainability and the circular economy may be more appealing to a younger workforce. In addition, creating a high-tech ecosystem involving virtual reality, complex robotics and 3D printing is a plus.

4) Gradual Retirement and Mentorship

Some firms are offering a slower phase-out retirement plan, allowing workers approaching this milestone to have flexibility to extend their careers, work less hours and mentor new apprentices. At the same time, younger tech-savvy workers can assist older counterparts in the use of digital tools.

Surviving such a transition would require companies to move beyond simple hiring practices and adopt a future-proofing strategy that blends newer technologies with the human element  – peoples’ needs, experiences and values – while consistently maintaining core principles in designing products, services, processes and systems.