South Carolina’s manufacturing industry is the lifeblood of the state’s economy. Site Selection Magazine recently ranked The Palmetto State No. 1 for manufacturing.

In our latest Power List, we recognize manufacturing professionals leading the way in this all-too-important industry.

Related: Meet the 2024 SC Biz News Logistics Power List honorees

Andre Harris

Title: Business Unit Leader

Company/organization: A M King

Years in the manufacturing industry: 20-plus

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? I’m answering this from my vantage point as someone who has been managing complex Design-Build projects and facility services programs for A M King in this region for more than two decades. In recent years, I have seen our clients in the automotive, energy and aerospace sectors address the manufacturing labor shortage by employing robots and AGVs to assist in assembly, sorting, transportation, and logistics. In addition, these manufacturing companies are getting more involved in workforce training through programs in grade schools, high schools, and trade schools. They are laser-focused on piquing the interest of the next generation – taking every opportunity to raise awareness about careers in manufacturing and what this field has to offer young people in our communities.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? The overriding issue with digital transformation is adapting to change. How can we overcome the mindset of ‘This is how we’ve always done it’? One strategy, of course, is to tap into the younger generation, which is more familiar with digital technology. If diverse teams can then work together to harness that technology, using only what is beneficial, they won’t have to worry about the technology replacing human beings.

How can South Carolina’s manufacturing industry better embrace sustainability? Implementing sustainable elements on capital improvement projects can be cost-prohibitive, but there are ways to strategically incorporate sustainability in an economical way. Over the past several years, A M King has included lean manufacturing principles into capital expenditures projects at GE Vernova Greenville, which has resulted in significant cost savings for the company. Our strategy was threefold: 1. Bundle multiple projects to drive down unit prices. 2. Plan for projects earlier so that we can execute them concurrently, as opposed to in series. 3. Design sustainability into the project, rather than trying to insert sustainability down the road. Our design of the lean lines, for example, is such that they can relocate machines within the plants without affecting the infrastructure.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? The workforce in every industry is struggling to adapt to technology. In this region, manufacturing has supported the economy for many years. The workforce is being introduced to new technology all the time, much of which is rejected because it isn’t understood. That mindset must change. As a manager you must promote that change, share innovative ideas, and embrace certain tools – even if you are not fully bought-in.

What is the most interesting thing being built in South Carolina right now? BMW’s new battery plant in Spartanburg is a high-profile project that will likely top many lists. However, through my role with A M King, I am aware of some less visible, but highly innovative manufacturing projects with proprietary processes. Due to the confidential nature of these projects, I can’t mention them by name. We have one project in South Carolina for a German-based client that is particularly fascinating because it’s not just a building; it’s a greenfield chemical manufacturing facility that will produce additives such as defoamers, wetting agents and waxes in addition to a specialty line with a wide range of applications in the food industry. This line will feature both liquid and powder products suitable for organic, non-GMO and identity preserved processing. The overall design of the facility and the manufacturing process support each other and connect. The process waste is actually used to heat and cool the building.

Chuck Pell

Title: CEO

Company/organization: Maelstrom propellers, Inc.

Years in the manufacturing industry: 20

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? Engaged a small number of talented, versatile people capable of wearing many hats. Traditional automation is ever more essential to production, but most AI is unreliable and not ready for prime time.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? Outreach and integration. Get knowledgeable, nimble personnel. Listen to them.

How can South Carolina’s manufacturing industry better embrace sustainability? Increase the availability of green materials and promote cradle-to-grave use of low-impact materials. Make it easier to get materials from local suppliers to cut down on supply chain length: the best way to cut unnecessary carbon emissions is to buy American. That also makes us more self-sufficient.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? Everybody can learn. Seriously. Listen to all stakeholders, watch for inherent congruences, leverage those, and address the remaining gaps by educating everyone involved, including yourself. Keep listening: Never forget that every person in your organization can have good ideas. Recognition of same builds esprit de corps and saves time and money.

What is the most interesting thing being built in South Carolina right now? The SC business ecosystem. It is slowly getting easier to network and find suitable vendors. We still need to boost the courage of the investor community, big time. Step up! Faint hearts win no fair maidens.

Elizabeth Rhue

Title: VP Environmental, Sustainability, & Technical Services

Company/organization: Sonoco

Years in the manufacturing industry:19

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? Sonoco is known for our continuous improvement culture. From our Sonoco Performance System methodologies to our high-speed packaging lines, we believe in taking a leadership role in developing the current and future manufacturing workforce. We have sponsored sustainability research fellows and other higher education initiatives geared towards educating our future workforce with needed “green” skills.  In addition to partnerships with schools, local communities, and on-the-job apprenticeship programs, we are investing in automation and new technologies across our 300-plus operations around the globe.

In Hartsville, South Carolina, we’re investing almost $10 million in a new equipment manufacturing center to build proprietary equipment that will support growth and productivity across our business units and a recently acquired part-ownership of a leading automation and robotics integrator. And, as AI advances, we’re increasingly employing augmented reality and virtual reality technology that enables our workforce to troubleshoot issues, create training opportunities and mitigate risks.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? Keeping up with the fast-paced nature of digital transformation is becoming increasingly challenging. At Sonoco, we are strategically invested in digital technologies across all areas of our business from manufacturing to commercial programs. To support this investment, we’ve aligned our IT transformation across cybersecurity, enterprise resource planning (ERP) strategy, digital excellence and acquisitions and divestitures. Additionally, we’re working to improve employee productivity and user experience with ChatGPT and generative AI for standard HR queries, routine support requests, contract analysis evaluations, translation services, etc. In addition, we are working to integrate technology into our sustainability strategy, including investing in software that helps us more efficiently track our progress against our sustainability goals. By staying on the forefront of digital capabilities, we’re driving smart, sustainable manufacturing initiatives that support the success of our businesses.

How can South Carolina’s manufacturing industry better embrace sustainability? We have an opportunity to embrace both planet and profit through our sustainability efforts. At Sonoco, many of the initiatives that we focus on in manufacturing, such as driving efficiency, upgrading aging equipment, reducing the use of resources whether it be water or other raw materials, and minimizing waste are all initiatives that help drive a more sustainable business. We have recognized this as we have continued to mature in our sustainability journey. Where I think there is the greatest opportunity for South Carolina’s manufacturing is to begin to put the tools in place to capture the positive impact that these kinds of initiatives, historically viewed as productivity or efficiency projects, have on energy, water, waste, and emissions. Having this data will allow teams to drive even greater focus on initiatives that can drive sustainable financial and environmental outcomes.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? We want our operations and workforce to move and adapt quickly with technology. We use technology to remotely assist in troubleshooting issues at plants and create training opportunities that allow us to rely less on subject matter experts. From product innovations to technology transformation, we will continue to be a major contributor to individuals and to South Carolina by continuously improving ourselves, creating high-wage jobs, training our future workforce and investing in the technologies that will keep us relevant in the future.

What is the most interesting thing being built in South Carolina right now? What I find most interesting today is the acceleration in activity related to building out the electric vehicle supply chain across the state. This investment will unlock more growth in this area and possibly unlock solutions in adjacent spaces as the technology becomes more accessible. The rapid development of the supply chain in this state from lithium extraction and EV battery recycling to EV battery manufacturing, and the production of EV vehicles in the state is very exciting to me, especially given my current role in the sustainability space.

Gerald J. Murphy

Title: Site Director

Company/organization: BASF Corp.

Years in the manufacturing industry: 20

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? We have addressed the shortage by taking developing a implementing a four-part strategy.

  • Part 1:  First, we had to ensure that our offer to employees was competitive. This included benchmarking and evaluating benefits and pay rates. After gathering that information, we were able to determine what we needed to do to have a compensation package that was competitive in the region. We then continue to evaluate and implement changes as needed.
  • Part 2: At BASF, we value our people and we had to make sure we had a welcoming environment for new team members to retain and develop our talent. Many of our locations had very experienced team members, and sometimes, that’s intimidating for someone just starting with us. We worked on developing our teams and leadership to create a better onboarding experience for employees who are joining the company, and we created a new process for checking in on them that we piloted at one of the facilities. This allowed us to get feedback on how we can improve.
  • Part 3: As a team, we also saw a need to modernize our approach to recruiting. South Carolina has many programs to help businesses recruit and develop talent, and in the two countries of which my facilities are a part, the chambers of commerce and state government really support these efforts. With these resources and modern online recruiting platforms, we were able to reach more potential candidates than we were before. We also incorporated new tools into our recruiting strategy, such as virtual job fairs to help screen more candidates in a rapid manner. This has given us access to a much larger talent pool to draw from, and we’ve found some great new team members using this method. Also, this work has contributed to very high retention rates in one of our facilities that saw some high turnover before.
  • Part 4: Finally, we needed to be sure that we remained cost competitive. These strategies and tools come with additional costs, so it was important to evaluate those costs versus the cost of losing and rehiring employees alongside the fixed costs in operating the facilities. We determined that retaining employees would provide significant savings, but we also determined that by developing more automation and better systems, we could be more productive with the team members we already have. This laid the groundwork for changing some of our automation strategies at one of our facilities, and we are working on those strategies now. While our facilities already have a lot of automation, new technologies allow us to become even more efficient. These changes will allow us to greatly increase our output with our current team members while also creating less of a burden on them and keeping them with us long term.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? The biggest challenge is determining which tools fit your needs and priorities. There’s a plethora of digital solutions on the market right now, and those solutions are always changing. The key is to develop a strategy and review it on a regular basis. For us, we have systems that require regular review of our status and road maps to ensure we are working on the right things. Our top priority is always safety, so we are constantly trying to find ways to do things safer. For example, we’ve begun to use drones to do equipment inspections. This has allowed us not to need an employee to work in confined spaces or at heights. Instead, the drone gathers all the information needed. We’ve also created mobile apps that interact with our risk reduction system, and we’re working on implementing some of those to help our warehouse and operations teams be more efficient. By matching technology to the priority on a regular basis, we can focus on the right things—and that includes starting to use AI more. By using these tools to optimize schedules and help evaluate complex situations, we can make better operational decisions every day and maximize our P&L.

How can South Carolina’s manufacturing industry better embrace sustainability? Sustainability is a core value of BASF. While sustainability is a broad subject, it is an important one to keep in mind as we continue into the near future. The company is fully committed to meeting several key sustainability targets, and we have road maps that we are working on to support those goals. Of course, there are major projects we are working on, like on-demand boilers, ChemCycling, and others that will greatly increase our sustainability. On the other hand, there are everyday things at our facilities we can do to drive our sustainability goals. Many of these everyday items will help teams reduce costs as well as driving towards a more sustainable future.

One example is managing steam leaks in a facility. A small steam leak from a gas-fired boiler can result in the same CO2 emissions as several cars over the course of a year. It also increases a facility’s natural gas costs. Other items include looking at more variable speed motors for utilities and HVAC units. Upgrading these units will create additional energy savings and those can be significant. Maximizing overall efficiency in a facility also optimizes raw material consumption and increases product yields. This lowers costs and impacts on the environment.

Finally, we must think about how we work together to give South Carolina a competitive advantage. As a group, we should be targeting infrastructure that will allow our facilities to be inherently more sustainable. By laying down the infrastructure needed, we will continue to be the state companies want to build facilities, because many of the major drivers they are looking for will already be in place.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? This subject comes up often. It is important for leaders to be trained in “management of change.” This includes coming up with communication and feedback plans for when you create a technology change which could be perceived as large by your workforce. By having this interactive process, you can identify gaps and concerns that need to be addressed. Often, good ideas are generated through these processes and help drive the success of the change. It’s also important to prioritize and have a strategic vision to keep up with the pace of change. This is why having a regularly reviewed road map is so important. It is also important to always get feedback and realize how to improve communication, because it can always improve.

What is the most interesting thing being built in South Carolina right now? It’s really hard to say. We’re manufacturing so many things and have so many new facilities being built. I think the most interesting thing being built is a new South Carolina manufacturing footprint. These new facilities are state-of-the-art and bring with them more opportunities for other companies to grow. All of this helps us build up our communities and showcasing South Carolina as a great place to live.

Jody Chastain

Title: President and CEO

Company/organization: The Ritedose Corp.

Years in the manufacturing industry: 30

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? We believe that you can invest in automation to bring about a more efficient and effective process. Quality and automation also go hand in hand. With robotics and controlled automation, many things in the manufacturing process can be improved. However, we also invest in our human resources as well. We genuinely believe that fostering a best-in-class employee experience can attract and retain more talent. We have shown this to be a fact in the past couple of years. The labor shortage hasn’t been a growth prohibitor. Our employees have embraced the fact that there is zero room for error when patients’ lives are on the line, and they are committed to that principle.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? The digital transformation that we most see is in the deployment of real time analytics for shop floor control. The immediate feedback to the machine operators on the performance of the machines and processes allows for issues to be resolved before becoming a quality issue or catastrophic machine failure. The biggest challenge is developing the digital know-how in-house while implementing new technologies. We are continually working with our equipment manufacturers and developing training for our in-house controls engineers to become experts on the new technologies, so we don’t have to rely on outside consultants or suppliers.

How can South Carolina’s manufacturing industry better embrace sustainability? We have embraced sustainability by committing to recycling over 95 percent of our scrap. In addition, our new expansion of a 225,000 square-foot facility will be topped with a solar farm on the roof to offset the energy consumed to power the facility. Additional tax breaks or credits could help expedite similar investments in sustainability.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? We have not seen an issue with the ability to adapt to new technologies as they are implemented in the manufacturing and controls environment.

What is the most interesting thing being built in South Carolina right now? Of course, I’m biased, but I think the most interesting thing is the lifesaving and life sustaining pharmaceuticals that are manufactured right here in Columbia. Most people don’t realize that the largest installed capacity in the world of the unique technology that Ritedose uses is within a 20-mile radius of Columbia.

Kyle Oronzio

Title: Regional Vice President

Company/organization: South Carolina Manufacturing Extension Partnership (SCMEP)

Years in the manufacturing industry: 17

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? The first step to address the manufacturing labor shortage is to make sure you retain the employees you have. The front-line leaders (supervisors) in manufacturing facilities are very important for this. Over 50% of people who leave a job report the relationship with their direct supervisor as the reason for leaving. Ensuring your front-line leaders have the soft skills to maintain an engaged workforce and handle the multiple generations in the workplace can be a challenge. At SCMEP we offer a variety of leadership development training options to help address this pain point and ensure your employees are treated with dignity and respect, which will help reduce involuntary turnover.

While automation isn’t a new concept, it can absolutely play a role in addressing the labor shortage. Tasks that are dangerous, repetitive, and routine are great candidates for automation. With all the technology that is out there, it can be a little daunting to decide where to start. During my time at SCMEP, we have helped companies who are unsure where to begin with our proprietary no charge Advanced Manufacturing Technology assessment. These assessments review existing processes and make recommendations on which processes are the best candidates for automation or other solutions. Once the assessment is complete, the manufacturer has a road map of potential advanced manufacturing technology solutions that make the most business and financial sense for them.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? A major challenge with developing a digital transformation strategy is ensuring there is alignment on which technology initiatives will have the biggest impact on your overall business. It’s important to have a clear understanding of what problem you are trying to solve as digital transformation is intended to improve your competitive position in the market by solving business problems. Investing in technology without a clear path of how it will impact the business can lead to a waste of time and money.

One way to overcome this is to leverage experts in this space and seek their guidance. At SCMEP, we work with several partners who have supported companies across the country (and SC) with digital transformation regardless of where the company is on their digital transformation journey. Digital transformation is not a one-time project but rather an ongoing effort that requires commitment and a willingness to adapt to the evolving digital landscape. Again, SCMEP’s no charge, proprietary Advanced Manufacturing Technology assessment is a great place to start.

How can South Carolina’s manufacturing industry better embrace sustainability? While many large companies have had sustainability goals and initiatives over the years, those practices are in the early stages for the small and mid-size manufactures across the state. Any time something is new, it’s important to educate yourself on that topic. There are several resources available (Sustain SC, Department of Commerce Recycle Market Development team, etc.) throughout the state where you can learn more about what is out there and where to start.

Additionally, understanding the benefits sustainability practices can have on your business will also help create a sense of urgency to move in that direction. Whether it’s reducing your energy costs, being more efficient with your resources, or being able to attract talent whose values align, there are numerous upsides to embracing sustainability practices. At SCMEP, we have helped companies with energy assessments, solar feasibility studies, and environmental compliance support so if you need assistance in this space, you know who to reach out to!

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? It’s important to have patience because nobody likes to change and unfortunately change is the only constant in life. One way to get buy-in around a new concept or initiative that is trying to be implemented is to benchmark from those who have done something similar. The group OpExChange is an excellent resource for this.

OpExChange is a peer-to-peer network of companies dedicated to achieving greater levels of operational excellence. Through shared learning and collaboration, member companies exchange ideas, expertise and advice in areas such as lean manufacturing, Industry 4.0, and leadership to accelerate their pace of change, increase their competitiveness, and maintain the gains. There is no need to re-invent the wheel when you can learn from others and adopt best practices.

What is the most interesting thing being built in South Carolina right now? The best part of my job is getting to see all the cool things made in this state. I cover a 7-county region for SCMEP and get to connect with manufacturers, tour their facilities, learn about their challenges, and provide solutions that can help. A few memorable visits include:

  • Europastry in Laurens – Unbelievable brioche bread!
  • Stoll Industries in Abbeville – Expertly hand-crafted home/hearth products
  • Kentwool in Pickens – Wool yarn that goes into the most comfortable pair of socks I have ever owned.

While those sites are memorable, I am a little biased towards two former employers. I have a soft spot for medical device manufacturers since much of my career was spent in that industry. At Abbott Laboratories in Liberty, we made capacitors that are used in ICD’s (implantable cardioverter-defibrillator) and at Arthrex in Pendelton, we made numerous implantable devices that are used in orthopedic procedures. When you make a product that could ultimately go to your family member, friend, or co-worker, there is an enormous amount of pride that comes along. So, for me, the lifesaving/life-changing products made at those two sites are the most interesting thing being built.

Rashmi Vadlakonda

Title: SMART Transformation Engineer

Company/organization: Trane Technologies

Years in the manufacturing industry: 6.5

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? The biggest challenge in developing a digital transformation strategy lies in aligning the transformation with genuine business needs, ensuring it is not driven solely by tactical or short-term needs. To succeed, companies must identify why they pursue digital transformation at this time. The focus should be on long-term solutions and strategic shifts that foster innovation in fundamental aspects of business operations and not just on quick fixes.

In short, answer the WHY!

Other challenges include organizational resistance to change, skill gaps, integration of new technology smoothly into existing workflows, security concerns and managing scale and complexity of transformation process.

Identify the stakeholders impacted by the transformation and those accountable for overcoming each of the above challenges. Involve a diverse group of key stakeholders in decision making from day one to steer the strategy in the right direction for the business. This will guarantee realistic timelines and results throughout the ongoing transformation process.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? To navigate the challenges posed by fast-paced technological changes in the industry, I believe that it is crucial to take a multi-faceted approach.

  • First and foremost, invest in the workforce so that they are prepared for rapid technological changes. Singapore will pay (or subsidize) for its citizens 40 and above to go back to school to upskill. Emulate a similar model by making certifications and apprenticeships programs easily accessible to the workforce. By ensuring that our team has the tools and knowledge to adapt, we lay the foundation for long-term talent retention.
  • Secondly, cultivate a workplace culture that thrives on agility and is excited by new technologies. Actively engage the workforce in the journey of adapting to these changes, providing support during the challenging transition phases. While acknowledging the difference between manufacturing and tech industries, I seek inspiration from the tech sector’s effective adoption of new technologies to enhance adaptability in manufacturing.
  • Gen Z is often mislabeled as “less hardworking” than the previous generations. Let go of this misconception and recognize their unique strengths and aptitude for technology. Invest in upskilling programs tailored to their learning preferences.
  • Promote an intergenerational workplace This creates an atmosphere where an experienced workforce can gain insights into technology changes from their younger counterparts, fostering a mutually beneficial exchange.

We have seen time and again that technology is as good as its acceptance and the user. This comprehensive strategy not only addresses immediate challenges but also sets the stage for a workforce that excels in thriving in an age of rapid technological transformations. This in turn ensures the success of a business and the manufacturing industry.

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? Trane Technologies has multiple programs to address the manufacturing labor shortage. Most of these strategies, if not all, focus on upskilling and providing opportunities to the workforce by truly investing in their future.

  • Trane Technologies’ apprenticeship program involves hands-on training and education and provide a structured pathway for individuals to build a career in the field.
  • The Trane Technician of the Future Scholarship provides essential financial support for aspiring HVAC or controls technicians launching their careers.
  • Trade Warriors is a program that provides more than 300 hours of hands-on HVAC training for active-duty service members or veterans.

In addition to these corporate-wide programs, there are internal training programs which focus on developing leadership skills to aspiring team members who wish to take team leadership roles within the organization. These strategies improve retention and build a talent pipeline for the future.

Automation plays a crucial role in addressing production challenges amid the manufacturing workforce shortage. It can help keep production going and handles repetitive and dangerous tasks thus freeing up skilled workers to focus on more complex aspects of the manufacturing process. Workforce training and automation go hand in hand to keep the manufacturing process perpetual.

What is the most interesting thing being built in South Carolina right now? There are many interesting developments happening in the manufacturing space in South Carolina. In the current age of AI, the importance of HVAC systems in data centers cannot be overstated. I am proud to work for the Trane Technologies Columbia Commercial HVAC facility which produces components of the cooling system for data centers. Energy efficiency is key consideration for sustainability, which is also one of Trane Technologies’ core values and my personal core value as well! I am eagerly awaiting the humanoid robots coming to BMW factory and the aerial mobility solution popularly called the “flying car” by SkyDrive and Suzuki.

We can safely say that the manufacturing industry in South Carolina is booming with many exciting technologies and companies coming our way. We need to be prepared with a workforce that is agile and tech-ready!

How can South Carolina’s manufacturing industry better embrace sustainability? Manufacturers can embrace sustainability by optimizing their resource use, implementing efficient waste management, partnering with sustainable suppliers, etc. Optimizing energy consumption and using alternative sources of energy are crucial steps toward achieving sustainability.

Several prominent manufacturing companies in South Carolina have individual sustainability goals and initiatives. The cumulative impact of these companies’ dedicated efforts has the potential to drive sustainability throughout the entire manufacturing industry in the state. One example is Trane Technologies’ Gigaton Challenge to reduce one billion metric tons of carbon emissions from the customers’ footprint by 2030. Similarly, BMW, Bosch, Michelin, Boeing, GE Power, etc. have their own sustainability goals. This is significant because many decisions made by these companies are influenced by their core values and can drive the collective sustainability goals of the state.

The state can accelerate sustainability by attracting innovative companies that invest in sustainable technologies and processes.

Scott R. Pancoast

Title: CEO + Founder

Company/organization: Zylo Therapeutics Inc.

Years in the manufacturing industry: 7 at Zylo

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? Zylo has brought skilled personnel into Greenville from out-of-state when we could not find resources locally.

Zylo is re-engineering and automating our manufacturing process to simultaneously increase throughput, reduce cycle time, and reduce labor content, while maintaining the highest possible quality level.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? With the aim of becoming ISO-9001 EXCiPACT certified later this year, Zylo is implementing a quality management system system—based on MasterControl’s QMS system—that is completely paperless. Implementing a fully digitized quality system while re-engineering and automating Zylo’s manufacturing process is a challenge that we have addressed by making the implementation a cross-functional project in which every Zylo employee participates.

How can South Carolina’s manufacturing industry better embrace sustainability? For starters, manufacturers can look to recycle most anything that would otherwise be disposed of. Zylo is currently working on such a project with the solvents that are a byproduct of our manufacturing processes; we are also recycling our cardboard and paper waste streams. Also, current manufacturers can look for and better utilize the programs that South Carolina has put in place already. For example, Zylo has productively partnered with SCMEP, or South Carolina Manufacturing Extension Partnership.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? Hire the best possible candidates (including out-of-staters) and provide training when needed. Be quick to terminate those who are not a good fit with a startup, so they can succeed elsewhere.

What is the most interesting thing being built in South Carolina right now? Of course, the F-16 Fighting Falcon is pretty darn cool, and so is Duke’s Mayo, BMW’s XM Plug-In Hybrid, and the DEWALT drill. We believe the sustained-release microparticle platform that Zylo created here in Greenville (called the Z-pod® technology) is awfully interesting as well, as it will be revolutionizing a range of industries, including cosmetics, ag-tech, veterinary, wound healing, and topical pharmaceuticals. A cosmetic product with superior hair-restoration capabilities utilizing our Z-pods went into retail distribution (CVS and Walmart) in Q1 2024, and many more significant advances are in process.

Sherry McCraw

Title: Vice President, Human Resources

BMW Manufacturing Co.

Years in the manufacturing industry:  31

What is the most interesting thing being made in South Carolina right now, and why: Our BMW X vehicles are the most interesting product assembled in South Carolina. Our models are dynamic, innovative, and fun to drive! BMW has a dedicated and skilled workforce that is the key to our success. The rapid pace of digitalization, electrification, artificial intelligence, and autonomous driving is transforming the automotive industry. Advancing the skills of our workforce is a priority for BMW. We are using the BMW Technical Training Center to offer associates an environment that promotes creativity, fosters innovation, and improves technical skills.

Stacey Bevill

Title: Owner/Professional Coach

Company/organization: Golden Career Strategies

Years in the manufacturing industry: 3.5

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? We address the manufacturing labor shortage by educating potential employees about safety advancements and the diverse opportunities in the industry. We stay current with training opportunities through Greenville Technical College and other organizations to help potential employees prepare and qualify for available positions. Additionally, we offer a monthly roundtable via Zoom to support those in career transition and an in-person monthly upskilling and networking event to build relationships and connect employers with employees.

We believe that candidates are more likely to stay if they enjoy themselves and find fulfillment in their work. Our assessments, based on over 170 traits, provide valuable insights into a candidate’s strengths and areas for improvement, guiding our coaching and onboarding efforts for successful employment.

Automation improves efficiency and productivity by minimizing variations and errors and reducing waste, material, and labor costs for a competitive advantage. While automation can eliminate some roles, it also elevates employees from repetitive jobs to roles that require more skill and creativity, including decision-making and other human capabilities. It is critical to have plans in place for upskilling and reskilling to equip employees with the necessary skills required for the new automation, such as maintenance and specialized technical support.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? One of the biggest challenges can be the stress of feeling a pressing need to have a digital transformation strategy, yet not having a clear vision for the purpose and benefits of the strategy. How will it help? How much will it really cost? Does it align with the investments already made for enhancements?

Addressing stress and creating opportunities to build resiliency can play an essential role in overcoming the challenges of creating a manageable strategy. When stressed, we are less able to access our pre-frontal cortex, the part of our brain that helps us think. Since all decisions go through the emotional part of our brain, we are less likely to make good decisions if we aren’t in a resilient or coherent space.

In short, you can overcome some challenges by having a comprehensive plan for supporting, addressing concerns, and engaging employees in advance. This will ensure a smooth transition to the new digital strategy while creating a resilient and adaptable workforce capable of embracing and driving the digital transformation and the resulting benefits.

How can South Carolina’s manufacturing industry better embrace sustainability? To embrace sustainability in South Carolina’s manufacturing industry, a concrete value must be attached to it —companies must identify their why. “Whys” may include a commitment to minimizing adverse environmental impacts, creating sustainable products, and generating more business from customers who value green companies.

Once a company is committed, it must evaluate where to start – what it can implement quickly and affordably and where they are likely to see the most significant benefits. Examples include considering their supply chain, recycling, reducing carbon footprint, and other goals related to efficiency. In addition, hiring and training practices where employees are valued are critical for retention and employee engagement. Golden Career Strategies supports companies by offering a path forward with change management services. In the coming months, we will offer training and internationally recognized certifications in sustainable Green Project Management, Local Change Agent, and Agile Change Management to support ongoing sustainability in our home state.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? This question (and others) prompted Golden Career Strategies to establish a dedicated division catering to manufacturing companies in 2020. GCS offers tailored services to empower manufacturers to unlock potential, drive transformative career growth, and provide unparalleled job satisfaction for lasting success. We accomplish this through coaching (individual or group), workshops, and assessments from pre-hire through the entire employee lifecycle.

A workforce grappling with rapid technological advancements is more inclined to be engaged and less inclined to leave the company when they feel heard, valued, and supported.

Companies can take steps to support and empower their workforce and improve engagement and retention by making sure that their workforce feels heard, valued, and supported. Engaging a company like GCS, which specializes in building trust and resiliency, improving communication, and change management and leadership development, can ensure successful outcomes.

Here are some recommendations:

  1. Conduct an anonymous survey to gather insights into the areas where your workforce encounters the most challenges and discern the support they believe would be beneficial.
  2. Provide training and development programs to help employees enhance their skills and adapt to technological changes, showing that the company values their growth and success.
  3. Create opportunities for celebration to acknowledge and appreciate employees’ efforts as they navigate technological advancements, making them feel valued and appreciated.
  4. Provide resources for mental and emotional well-being, including group or individual coaching and resilience and stress management programs, to assist employees in navigating the challenges posed by technological changes and other stress-inducing events.

Since 80-90% of doctor appointments are for conditions that started with inflammation from stress, an investment in this type of training can provide an excellent ROI. These savings are reflected in lower insurance costs, less absenteeism, better engagement and retention, and a workforce that can think better and make better decisions.

Golden Career Strategies offers complimentary consultations. Connecting with GCS is a valuable initial step; we offer a team of professional coaches and consultants, specialized training workshops, and validated assessment offerings.

What is the most interesting thing being built in South Carolina right now? Tough question! There are so many amazing things being built in our beloved state! To narrow down my choices, I used the 2024 Top 16 finalist list from Manufacturing Madness: Coolest Things Made In SC and selected M240 Series Machine Guns, FN Manufacturing LLC.

The M240 is the standard infantry medium machine gun of the U.S. Marine Corps. It is still used by the U.S. Navy and Coast Guard and some units in the U.S. Army, and the U.S. Armed Forces have used it since the late 1970s.

FN America broke ground in South Carolina in 1979 and officially opened its state operations in 1981. In April 2023, FN America LLC announced plans to expand its South Carolina footprint with a new production facility in Pickens County – its second in the state. The company’s $33 million investment will create approximately 176 new jobs.

Tom Rougeux

Title: President

Company/organization: RX Industries

Years in the manufacturing industry: 45

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? We purchased a 24-Pallet Automation cell as well as a 6-Axis Collaborative Robot to load/unload CNC Machines. Automation is on nearly all of our machines and forms the basis on which we established the focus of the company.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? As most people will admit, the biggest challenges are on the human resources side – attracting and retaining talented people for mission-critical initiatives. However, our first decisions focused on the strategy of building a solid digital infrastructure from day one. To that end, our best decision was implementing the ProShop ERP/MES/QMS which has given us a competitive advantage in managing the company, the quality of our products and all of the customer-facing components of RX Industries.

How can South Carolina’s manufacturing industry better embrace sustainability? The Golden Rule applies here. The manufacturing industry does not need further regulation or government interference to promote illogical solutions to problems manufactured by government. Sustainability comes down to doing the right thing, which, for most companies and people, simply comes down to education and awareness of practices that respect sustainability in both ecology and economics. This starts at the middle-school level and continues through high school by teaching our future leaders how to think and not be fooled by policies that lead to unsustainability. Getting politics out of the educational system would go a long way to improving long-term environmental and economic sustainability.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? A CNC Machine Shop is at the bleeding edge of technology and we need curious employees who have been taught how to learn. We have had several employees with no prior working experience come to us and Job One is to provide the context of the world of manufacturing to them and its strategic importance to our National Security. We employ a mentoring structure whereby experienced people share their know-how and invite the less experienced to the epiphany of how the technology we employ touches every aspect of their lives.

Without the human leveraging of technology in our work, we end up with no production, poor quality or both. RX Industries has invested in the most advanced equipment available in our field; however, without qualified operators, all that technology is wasted. We focus on the human engagement to that technology to leverage it for its highest and greatest potential. Ideally, the result is that everyone in the workforce ends up maximizing their potential as a result.

What is the most interesting thing being built in South Carolina right now? We are so fortunate to have employees from across the country at RX Industries here on Hilton Head Island. One employee who moved here from California recently got her SC automobile license plates and she said, “I’m so proud to be a South Carolina resident!” The beauty of our environment is complemented by the good people here who have abandoned places that have lost their sense of propriety. We truly have an amazing place here in South Carolina – we have fantastic people, our economy is thriving, our ports are expanding and the role of the government is supportive and affirming of manufacturing!

Trent McJunkin

Title: Facilities & Maintenance Manager

Company/organization: Oshkosh Defense – Spartanburg Assembly Plant

Years in the manufacturing industry: 13

How have you addressed the manufacturing labor shortage, and what role does automation play in solving production challenges? Oshkosh Defense won the competitively awarded United States Postal Service (USPS) Next Generation Delivery Vehicle (NGDV) contract in February 2021, and in June of 2021, announced it will open a dedicated facility in Spartanburg, South Carolina where it will build the NGDV. Since then, Oshkosh has been fortunate to experience great interest from the surrounding communities and has been actively recruiting for open positions. We place a high priority on adhering to a set of collective values that reflect our commitment to doing business the right way. We put people first, we do the right thing, we persevere, and we are better together both inside and outside our walls. We’re proud to bring this historic undertaking to Spartanburg. Upstate South Carolina has a skilled workforce and a proven history in advanced automotive manufacturing. It’s the perfect place to produce the NGDV. More importantly, we know the people of Spartanburg take pride in their work and their community. What we build together here will reach every home in the country.

Automation is a fascinating tool that allows us to make our jobs simpler, safer, and more effective. As industry evolves, the need for automation will continue to grow. This creates an exciting future for those of us in manufacturing and provides an opportunity to not only invest in cutting-edge technology, but to upskill our existing workforce so that we can grow into the future together. Automation in the right application will continue to help manufacturers remain competitive in the marketplace.

What is the biggest challenge with developing a digital transformation strategy, and how do you overcome it? Change is always a challenge in every industry, but to remain competitive we must adapt, and that is a great motivator. One of the biggest mountains to climb with developing a transformation of this kind is answering, “What is the problem that we are trying to solve?” Answering this will allow us to determine what tools to utilize, what data to collect, and how to use them.

Once you have determined the problem you’re solving, then we must create buy in amongst our team. Thinking outside the box, identifying additional applications, and telling the story of how this will make us better is the key to gaining that trust. Once you help others embrace this solution, the team collaboration will take you to the next level.

How can South Carolina’s manufacturing industry better embrace sustainability? South Carolina’s manufacturing industry continues to grow at a record pace. Our world class products built by world class people have a global reach. This tremendous growth gives us a unique opportunity to be intentional about how we view sustainability in our manufacturing facilities. There are many ways to “go green” that don’t require investing a lot of capital or developing a company-wide strategy. One way to identify opportunities is conducting a waste audit and looking at your overhead expenses. In my experience, thinking outside the box to solve challenges has helped me gain understanding on how other industries do sustainability so well. As manufacturing leaders, we must continue to be sponges and ask ourselves if there is a better way.

How do you manage a workforce that may be struggling with adapting to fast-paced change in the industry due to technology? Communication and inclusion are key. People are much more receptive to change if they understand the “why.” The people who spend their days on the manufacturing floor will provide you with a wealth of knowledge about how your business runs and what opportunities exist. When it is applicable, include them in those changes. Ask them, “How would you solve this problem?” When people feel like they have a hand in solving the problem, not only will they take pride in the solution but they’ll become your biggest advocates for the new change or processes.

What is the most interesting thing being built in South Carolina right now? The Oshkosh Defense Next Generation Delivery Vehicle (NGDV) is without a doubt the most interesting thing being built in South Carolina. We are incredibly proud to build the NGDV here in Spartanburg. We will manufacture both zero emission battery electric vehicles (BEV) and fuel-efficient low-emission internal combustion engine vehicles (ICE). These vehicles will replace the existing fleet of USPS delivery vehicles, many of which have been in service for more than 30 years.

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