Closing the Engineering Skills Gap: Onboarding, Upskilling & Machine Learning in Training

The engineering skills gap continues to challenge manufacturers of every size. At SME FUSION 2025, industry leaders came together to share how onboarding, upskilling, and even machine learning are being used to attract, retain, and grow the next generation of engineering talent.

Moderated by Dan Sloan, Director of Industry & Workforce Partnerships at SME, the panel featured:

• Geoff Lipnevicius, Senior Manager, Organizational Effectiveness, Lincoln Electric
• Thomas Deslongchamps, Director of Training & Continuous Improvement, Pindel Global Precision
• Derek Anti, Global Director of Manufacturing Engineering, Cummins

Their stories demonstrate that whether your organization is a global powerhouse or a 100-person machine shop, the solutions to workforce challenges start with creativity, collaboration, and commitment.

Lincoln Electric: Building Talent Pipelines and Retention Through Structured Onboarding

Geoff Lipnevicius described how Cleveland-based Lincoln Electric, a multinational manufacturer of arc welding products, automated cutting systems, and robotic welding equipment, builds stronger talent pipelines while improving retention. The company partners with high schools, community colleges, and universities to connect students to technical careers and ensure educators understand industry demand.

Lincoln has also transformed onboarding. Instead of immediately putting new production associates on the floor, the company invests in a four-week program covering financial literacy, communication skills, quality principles, safety, and technical basics. Engineers and technicians undergo an eight-month rotational program, experiencing multiple departments before selecting their career path.

This slower, more intentional approach has improved retention, given new hires stronger foundations, and helped engineers appreciate the full scope of the organization before settling into roles.

Pindel Global Precision: Forward-Skilling for a Flexible Workforce

Thomas Deslongchamps shared how Pindel Global Precision, a Wisconsin-based precision machining company with about 80 employees, created Forward-Skilling—a model designed for flexibility and collaboration.

Forward-Skilling treats training as a shared economy platform, pooling underutilized resources across schools and companies to deliver practical, just-in-time courses. Sessions are scheduled around shift work, helping employees learn new skills without leaving the workforce.

The results are that employees double or triple their wages, record low turnover, and are more satisfied. Pindel's philosophy is that “we hire for attitude and train for skill.” That mindset allows the company to find motivated people first and then build their technical expertise through training partnerships.

Pindel proves that small manufacturers can innovate in workforce development by collaborating regionally and rethinking traditional education models.

Cummins: Accelerating Apprenticeships With Machine Learning

Derek Anti explained how Cummins, a global power technology provider, is using digital innovation to enhance machining apprenticeships. Traditional four-year programs are lengthy and costly—yet many participants leave within just a few years. To address this, Cummins is enhancing apprenticeships with machine learning tools.

One example is Third Wave Systems’ Production Module, a simulation platform that accurately models machining processes, incorporating material properties, tool wear, and thermal expansion. This allows trainees to experiment digitally instead of relying solely on trial-and-error on expensive equipment.

The benefits are clear: faster onboarding, fewer costly mistakes, and greater confidence for new engineers. Anti emphasized that “confident employees are successful employees,” and combining simulation with hands-on work accelerates learning and builds purpose-driven careers.

Key Takeaways

• Slow down onboarding to improve retention. Lincoln Electric shows that investing in foundational skills before job placement pays long-term dividends.
• Training must be lifelong and flexible. Pindel’s forward-skilling demonstrates how manufacturers can collaborate to share resources and adapt training for changing technologies—while embracing the philosophy to hire for attitude and train for skill.
• Digital tools are not optional. Cummins’ machine learning approach illustrates how companies can accelerate apprenticeships and prepare engineers confidently and precisely.

The engineering skills gap is real, but it’s not insurmountable. By combining structured onboarding, lifelong upskilling, and digital innovation, manufacturers can build the confident, adaptable, and resilient workforce needed to power the industry's future.

For more details on this topic, check out the presentation recap from SME FUSION 2025.