Colleges and universities must expand and strengthen their programs related to manufacturing and innovation management.

Business support programs offered by management and financial services providers, governments, and business associations must assist small business owners in acquiring basic managerial guidance, preferably on a one-on-one basis. Their advice must be useful in solving practical business problems.

Business associations must assist smaller manufacturers, particularly in areas distant from larger urban centres, share best practice and pool resources in order to acquire basic managerial expertise.

Business and professional associations must also work to expand CEO networks and best-practice consortia.

iii. Flexibility

Our Vision

• Agility is a core competency in Canadian manufacturing.
• Our strength is based on flexibility and creativity – being open to new ways of doing things.
• Canada’s manufacturing workforce embraces change, and is adaptable and flexible.
• Employees can adapt easily to constantly-changing roles in a constantly-changing workplace.
• The workforce culture promotes productivity and flexibility in the workplace.
• Employees in manufacturing have a variety of skills and capabilities, while more specialized skills are contracted in.
• Labour-management relations are collaborative and allow for a more flexible work environment.

Challenges

• According to CME’s 2004 Management Issues Survey, 30% of manufacturing companies report that the attitudes, skill sets, and experience of their workforce act as constraints on improving flexibility.