IDENTIFYING TOP SKILLS IN DEMAND, CHALLENGES AND OPPORTUNITIES

The Kootenay Advanced
Manufacturing Sector Assessment

Publication Date: July 2023
Report Authors: Jonnah Ronquillo, Kathleen Ayre, Melanie Fontaine, Dr. Sarah-Patricia Breen, Dr. Tracey Harvey
Funder Acknowledgements: We gratefully acknowledge the financial support of Mitacs, Discovery Foundation and Community
Futures East Kootenays.
Acknowledgements: We would like to acknowledge DFAB students and survey participants.

301 Frank Beinder Way,
Castlegar, BC V1N 4L3
phone 250.365.7292
toll free 1.888.953.1133
email info@selkirk.ca

selkirk.ca

Executive Summary
The Discovery Foundation's Advanced Manufacturing Program, in collaboration with the Kootenay
Association for Science and Technology (KAST) and Selkirk Innovates, conducted a survey in the
Kootenay Region of British Columbia with the objective of exploring the Advanced Manufacturing
sector. This survey was designed to gather essential sector information, including its size, employment
potential, general challenges faced by businesses, specific challenges related to recruitment and
retention, and avenues for growth within the sector. The data collected provides valuable insights for
KAST, enabling them to develop targeted strategies to support youth recruitment, business retention,
and expansion within the Advanced Manufacturing sector. KAST aims to enhance awareness of career
opportunities in Advanced Manufacturing among youth and identify key opportunities to strengthen the
sector in the region.
A total of 72 businesses participated in the survey, with most responses (42%) originating from
businesses located in the Central Kootenays, specifically in Nelson, followed by the Kootenay Boundary
region, particularly Trail. Among the respondents, the Wood Product Manufacturing industry accounted
for the highest percentage (18%), followed by the Beverage and Tobacco Product Manufacturing sector
(14%). Lastly, most of the respondents have been operating for over 20 years.
The survey yielded the following key highlights:
•

•

•

Despite sector potential, Advanced Manufacturing businesses face challenges. The primary
challenges faced by the Advanced Manufacturing sector are limited access to funds for critical
activities such as equipment testing, research and development, the absence of peer support,
and a skilled workforce. These barriers are obstacles to the sector's growth and development.
To overcome these challenges and advance along the Advanced Manufacturing Spectrum,
businesses in the sector can find value and opportunity in developing networks and connecting
with peers. Research and Peer networks serve as platforms for establishing connections and
accessing opportunities such as securing necessary investments, grants, and other forms of
funding support. Another important opportunity lies in the recruitment, training, and retention
of skilled workers. While technology can help address labor shortages to some extent, creating
stable jobs for highly skilled workers is crucial for progress. Additionally, businesses can benefit
from funding support for capital expenditures and the implementation of wage subsidies.
The Advanced Manufacturing sector encompasses different levels of technological
sophistication, tools and application across a spectrum from Traditional to Advanced
Manufacturing. There are various pathways for businesses to advance within this spectrum.
These include the adoption of Advanced Manufacturing Technology, investing in research and
development, prioritizing skilled workforce recruitment and training, implementing efficient
production management techniques, collaborating with industry networks and peers, and
incorporating sustainable manufacturing practices. By pursuing these approaches, businesses
can progress and succeed within the dynamic and evolving field of Advanced Manufacturing.

By acknowledging the significance of these key skills, addressing the challenges associated with capital
expenditure and workforce recruitment, and seizing the opportunities presented through networking
and collaboration, businesses operating in the Advanced Manufacturing sector can thrive, move forward
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along the spectrum, and make substantial contributions to the overall growth and advancement of the
industry.

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Contents
1. Introduction ............................................................................................................................................... 5
Background ................................................................................................................................................ 5
Region ........................................................................................................................................................ 5
2. Methodology.............................................................................................................................................. 6
Data Collection........................................................................................................................................... 6
Literature and Secondary Data Review ................................................................................................. 6
Database creation .................................................................................................................................. 7
Survey, Interviews, and Focus Group .................................................................................................... 7
Data Analysis .............................................................................................................................................. 7
Limitations and Recommendations ........................................................................................................... 8
3. Literature and Secondary Data Summary and Sector Profile .................................................................... 8
Literature and Secondary Data Summary.................................................................................................. 8
Sector Profile ........................................................................................................................................... 10
4. Development of Advanced Manufacturing Spectrum ............................................................................. 11
Background .......................................................................................................................................... 11
Advanced Manufacturing Spectrum Categories .................................................................................. 12
5. Survey Results .......................................................................................................................................... 13
Respondent Demographics...................................................................................................................... 13
Region .................................................................................................................................................. 13
Years in Operation ............................................................................................................................... 14
Businesses by number of employees, employee location, and employee age ................................... 14
Advanced Manufacturing Sub-Sector .................................................................................................. 15
Business Climate ...................................................................................................................................... 16
Funding ................................................................................................................................................ 16
Workforce ............................................................................................................................................ 17
Supply Chain ........................................................................................................................................ 19
Facilities and Space .............................................................................................................................. 20
Regional Economic Climate ..................................................................................................................... 20
Regional Strength ................................................................................................................................ 21
Regional Weaknesses .......................................................................................................................... 21
6. Discussion ................................................................................................................................................ 22
Determining the Sector Size .................................................................................................................... 22
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Areas for Sector Improvement ................................................................................................................ 23
7. Next Steps ................................................................................................................................................ 24
8. Conclusion ................................................................................................................................................ 25
9. References ............................................................................................................................................... 27
10. Appendices............................................................................................................................................. 28
Appendix A: Advanced Manufacturing Questionnaire ............................................................................ 28
Appendix B: Spectrum Document ........................................................................................................... 34

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1. Introduction
Background
The Discovery Foundation's Advanced Manufacturing Program, implemented by the Kootenay
Association for Science and Technology (KAST) in collaboration with Selkirk Innovates, conducted a
survey to investigate the Advanced Manufacturing sector in the Kootenay Region of British Columbia.
The primary objective of the survey was to gather essential sector information, including its size,
employment potential, general challenges faced by businesses, and specific challenges related to
recruitment and retention. Furthermore, the survey sought to identify potential avenues for growth
within the sector. The data collected through this survey is instrumental as it offers valuable insights into
the current state of the Advanced Manufacturing sector in the region and will serve as a guide for
initiatives aimed at supporting its advancement.
This survey is part of a larger project called the Discovery Foundation’s Advanced Manufacturing
Program which is focused on connecting Advanced Manufacturing businesses with targeted programs
and support systems for youth recruitment and retention. Furthermore, the project aims to promote
Advanced Manufacturing as a promising career path for young individuals.
This report focuses on the results of the Advanced Manufacturing research survey and is structured into
several sections. These sections include the methodology, summary of the literature and secondary
data, creation of an Advanced Manufacturing spectrum, analysis of survey results, discussion of findings,
recommendations, and concluding remarks.

Region
For this project, the Kootenay Region includes businesses located within the three regional districts of
the Kootenays (Central Kootenay, East Kootenay, Kootenay Boundary), and select municipalities from
the Columbia-Shuswap Region including the municipalities of Golden and Revelstoke (see Figure 1).

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Figure 1. Kootenay Region Map1

2. Methodology
This study consisted of three main parts: data collection, data analysis, and presenting
recommendations for supporting businesses in the Advanced Manufacturing sector. In the data
collection phase, online surveys, interviews, and a focus group discussion were conducted to gather
information. The collected data was then analyzed to identify patterns and trends. Finally, a
presentation of findings and recommendations for supporting businesses in the Advanced
Manufacturing sector was presented to local partners in economic development and further articulated
in this report. This report is intended to serve as a guidepost for future review of the Advanced
Manufacturing sector in the Kootenay Region.

Data Collection
Qualitative and quantitative data were gathered from businesses in the Advanced Manufacturing sector
in the Kootenay Region.
LITERATURE AND SECONDARY DATA REVIEW

To begin, we conducted a literature review on Advanced Manufacturing to enhance our knowledge and
understanding of the subject. We consulted various academic sources, including peer-reviewed journal
articles and relevant reports. The review aimed to provide insights into the definition of Advanced
Manufacturing and the necessary criteria for businesses to be considered part of this sector.

1 Source: Selkirk Innovates, 2022

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DATABASE CREATION

We compiled a database of businesses identified as belonging to the Advanced Manufacturing sector
based on various factors, including their products, services, and processes. This involved conducting web
searches, reviews and recommendations from various networks. The database included a total of 197
businesses from the Kootenay Region.
SURVEY, INTERVIEWS, AND FOCUS GROUP

We created a survey that was approved by the Selkirk College Research Ethics Board. The survey was
administered using two methods: an online distributed survey and invitations to complete the survey via
one-on-one interviews. These methods were chosen to ensure a comprehensive representation across
the regions and across Advanced Manufacturing sub-sectors and to gather detailed input through openended questions.
We sent email invitations to 20 companies for individual interviews and 160 businesses for online
surveys. The online surveys were conducted using SurveyMonkey. The survey consisted of 29 questions
and was divided into four sections: Business Information, Workforce, Operations, and Regional
Economic Climate.
The interviews followed the same set of questions and were conducted through Zoom video
conferencing. The duration of the interviews ranged from 30 to 45 minutes, and recordings were
transcribed for analysis and data input. All interview participants were assigned a code to ensure their
input remained anonymous. The transcripts served as a valuable source of qualitative data and were
utilized to input the interviewee responses into the online survey tool, as well as to generate additional
insights for analysis.
Out of the 160 businesses that were contacted for the online surveys, a total of 70 businesses provided
responses. Of the 20 businesses invited for one-on-one interviews, only two businesses agreed to
participate and provided their insights, while two other businesses were included in the 70 that
responded to the online survey.
Using select questions from the survey, we conducted a discussion with Digital Fabrication students
enrolled at Selkirk College. The focus group consisted of nine participants who actively contributed to
the in-depth exploration of employees’ perspectives. The focus group discussion spanned a duration of
one hour, providing a platform for comprehensive insights.

Data Analysis
The quantitative data gathered through the online survey and the qualitative data gathered through
interviews and the focus group were analyzed using Microsoft Excel. The qualitative data collected from
interviews and online surveys were categorized based on their related themes. This categorization
enabled the identification of key areas of focus and facilitated the exploration of identified challenges,
suggested solutions, and necessary supports. The categories were organized in a manner that allowed
for an assessment of their degree of importance, providing further insight into emerging themes.

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Limitations and Recommendations
While this study has made considerable efforts, it is important to acknowledge its limitations. One
limitation is the inability to determine the precise size of the population of businesses in the Advanced
Manufacturing sector in the Kootenay Region. The database created for the study relied on our research
and networks, and it is possible there are additional businesses in the region not included in the
database.
Second, it is important to acknowledge the number of interviews were relatively small, thereby limiting
the information obtained. In future research, conducting a larger number of interviews would be
beneficial to gather a more comprehensive understanding of the topic.
Third, it is important to acknowledge a difference in the number of participants who completed the
survey in part (70), versus those who answered all the questions (39). This limited response rate may
have affected how accurately the findings represent the broader situation. Additionally, there were
businesses that were eliminated from answering the survey as they did not identify themselves as part
of the sector. This was a guiding factor for the development of the self-assessment tool as part of the
AM spectrum.
Fourth, it is important to consider that KAST has a smaller presence in the East Kootenay Region
compared to other areas. To address this, future research could focus on fostering collaborations
between KAST and the College of the Rockies (COTR). By working together, they can encourage greater
participation from the East Kootenay Region, leading to a more comprehensive understanding of the
region's dynamics.
Lastly, the distribution timing of the survey and interview requests could have been improved to attract
a larger number of participants. The invitations were sent during the end of tax filing season, coinciding
with a busy period for businesses. Consequently, the response rate may have been affected, resulting in
fewer respondents. Future research should carefully consider the timing of invitations to ensure optimal
participation from potential participants.
Addressing these limitations in future research could enhance the robustness and comprehensiveness of
findings in the investigated area.

3. Literature and Secondary Data Summary and Sector Profile
This section provides an overview of the existing literature on Advanced Manufacturing and presents a
sector profile of the Advanced Manufacturing industry in the Kootenay Region.

Literature and Secondary Data Summary
Traditional Manufacturing is defined as the process of transforming raw materials into finished products
using manual or mechanized techniques. The main objective of traditional manufacturing design is to
align design requirements with appropriate production processes (Katina et al., 2023).
In contrast, Advanced Manufacturing involves the utilization of technology to enhance efficiency and
optimize product outcomes. According to Katina, et al. (2023), Advanced Manufacturing encompasses a
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wide range of highly integrated, efficient, and tightly controlled processes that are implemented by
competitive manufacturers and suppliers on a global scale. The success of AM relies on factors such as
speed, precision, innovation, and automation, which contribute to improvements in both product
quality and manufacturing processes. Moreover, Advanced Manufacturing emphasizes a management
approach that promotes continuous improvement and the rapid integration of scientific, engineering,
and technological advancements to enable the development of sustainable and environmentally
responsible designs and manufacturing capabilities. Advanced Manufacturing also encompasses various
recent advancements in manufacturing, including additive manufacturing, biomanufacturing, cyber
manufacturing, green manufacturing, and space manufacturing (Katina et al., 2023).
Narasimha (2016) identifies several criteria that qualify a business as part of the Advanced
Manufacturing sector. First, innovation plays a crucial role, as these businesses should have the ability to
generate and implement new ideas, fostering a creative environment for innovations. Second, a skilled
workforce is essential, requiring the establishment of effective training or education programs to
enhance the capabilities of employees. Information technology also plays a vital role, as businesses
should leverage and integrate IT systems across various areas of manufacturing and its subfunctions.
Lastly, sustainability is a key aspect, encompassing the adoption of clean and green manufacturing
technologies to address environmental and societal concerns. This involves considering the entire
product lifecycle, including recycling aligned with environmental policies, as well as striving for energy
efficiency with renewable energy sources and reducing processing time (Narasimha, 2016).
Katina et al. (2023), notes a preliminary definition of Advanced Manufacturing Management (AMM)
entails an innovative approach that focuses on effectively controlling, communicating, coordinating and
integrating technologies, methods and processes to improve the production of manufacturing goods
and services. This definition encompasses various factors, including hardware and software technology,
human elements, social dynamics, organizational aspects, political influences, and policy implications.
The ultimate objective of AMM is to enhance the probability of achieving and sustaining higher levels of
system viability and performance, even in the face of internal challenges within the enterprise and
external turbulence in the manufacturing environment (Katina et al., 2023).
The significance of research and development and skilled workers in Advanced Manufacturing is well
recognized. Research and development efforts continue to focus on refining various Advanced
Manufacturing technologies, understanding the associated physical phenomena during part creation,
expanding the range of usable materials, and exploring the fabrication of complex integrated systems
(Calignano et al., 2017). Funding for innovation labs plays a crucial role as a testing ground for
businesses, enabling early-stage innovations to be evaluated at a minimal expense, reducing risks
associated with substantial investments. These labs also provide researchers and companies with an
opportunity to solidify concepts before seeking additional investment or raising capital. Furthermore,
innovation labs facilitate the certification and accreditation of products prior to market release. (Evans,
2017).
The human element is at the heart of innovation in Advanced Manufacturing. Continuous training of
engineers is crucial to address the loss of traditional career pathways and to restructure engineering
education to align with opportunities in sectors such as health, medicine, agriculture, and renewable
energies (Evans, 2017). Additionally, there is a growing need to train a new manufacturing workforce,
compounded by the approaching retirement age of the current workforce. Soft skills such as writing,
problem-solving, and communication are among the employee training and development skills that are
increasingly in demand (Javdekar et al., 2016).
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In summary, there are several qualifications and criteria for businesses in the Advanced Manufacturing
sector: emphasizing innovation, a skilled workforce, information technology, and sustainability.
Research and development activities, funding for innovation labs, and the continual training of skilled
workers are essential for the development of the Advanced Manufacturing sector. These efforts
contribute to refining technologies, mitigating risks, nurturing innovation, and developing a competent
workforce capable of meeting the evolving demands of Advanced Manufacturing (Calignano et al., 2017;
Evans, 2017; Javdekar et al., 2016).

Sector Profile
We also reviewed available secondary data on the scope of the manufacturing sector within the
Kootenay Region. According to data from Statistics Canada (2022), in 2021 the manufacturing industry in
the Kootenay Development Region (the 3 Kootenay Regional Districts) comprised a total of 801
businesses, out of which 239 have employed workers 2. This suggests that the majority of the
manufacturing businesses are small, with few or no employees.
The employment statistics indicate regional employment related to manufacturing is between 5% and
7.4%. There are approximately 7,100 (7.4% of the region) individuals working in the manufacturing
sector as classified by the North American Industry Classification System (Statistics Canada, 2021).
However, the 2021 Census Profile indicates that 3,710 (4.7%) jobs in Manufacturing and Utilities fall
under the categories of labourers, machine operators, process operators, supervisors, or managers
according to the National Occupational Classification (Statistics Canada, 2022). The difference between
the two numbers is due to their areas of focus (industry versus occupation). Together the two indicate
manufacturing is an important employer within the region.
According to the most recent Labour Market Outlook, five industries will generate over half of all BC jobs
in the next ten years: Health Care and Social Assistance, Professional, Scientific and Technical Services,
Retail Trade, Construction, and Educational Services (Work BC, 2022). Advanced Manufacturing has the
potential to directly relate to Professional, Scientific and Technical Services3 and Construction.4 Currently
in the Kootenays the largest employers are primarily service based, including Retail Trade, Mining,
Education, Hospitals, and Specialty Trade Contractors (Work BC, 2022), indicating that there are regional
Advanced Manufacturing opportunities aligned with Natural Resources and Trades.
The top five occupational groups in British Columbia are projected to account for the majority (73%) of
job openings in the coming decade (Work BC, 2022). Ranked fourth among these five occupational
groups are trades, including transport, equipment operators, and related professions, which, as noted
above, align directly with Advanced Manufacturing. It is anticipated that this group will have
approximately 12% of job openings, amounting to 117,100 job opportunities (p. 16).

2 This data reflects manufacturing businesses in the Kootenay Region and will increase when we include

manufacturing businesses from Golden, Revelstoke, and Columbia Shuswap Regional District A and B.
3 Includes architectural, engineering and related services; computer systems design and related services;
management, scientific and technical consulting services; and legal, accounting, design, research and advertising
services (Work BC, 2022).
4 Includes residential building construction; non-residential building construction; heavy and civil engineering
construction; and specialty trade contractors (Work BC, 2022).
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According to the Labour Market Outlook (2022), the natural and applied sciences and related
occupational groups, ranked sixth among the top occupational groups in British Columbia, are projected
to experience faster workforce expansion compared to other groups. This growth is attributed to
accelerated digitalization and increased automation. The employment in this occupational group is
anticipated to grow at an average annual rate of 2.2%, outpacing the average annual employment
growth of 1.3% for all occupations in the province.

4. Development of Advanced Manufacturing Spectrum
At the beginning of the project, we noticed that the definition of Advanced Manufacturing was not clear
and precise. As we conducted further research and analyzed the survey data, we discovered that some
businesses in the sector did not fit neatly into specific sub-sectors of Advanced Manufacturing, yet they
still considered themselves part of the sector. This raised questions about how to determine if a
business falls within the Advanced Manufacturing sector.
To better represent the diversity of the sector, we recognized that Advanced Manufacturing operates
along a spectrum. This perspective acknowledges that businesses in the sector can vary in terms of their
application of core advancement manufacturing criteria. Some businesses were at the forefront of
technological innovation, while others demonstrated more moderate levels of advancement.
By recognizing this spectrum, we aimed to provide a more comprehensive and inclusive understanding
of the Advanced Manufacturing sector. This approach allows for a broader range of businesses to be
acknowledged and included, regardless of their position on the spectrum. It also highlights the dynamic
nature of the sector, as businesses continuously adapt to new technologies, applications and
approaches.
BACKGROUND

The Advanced Manufacturing sector operates along a spectrum that encapsulates different levels of
sophistication and technological advancement, ranging from traditional manufacturing to mid-low,
medium, mid-high, and Advanced Manufacturing (see Figure 2). While the adoption of Advanced
Manufacturing technology for product development is a clear indicator of belonging to the sector, there
are multiple pathways for businesses to advance within this spectrum. These pathways include engaging
in research and development activities to foster innovation, prioritizing the recruitment, training, and
retention of skilled workers, implementing Advanced Manufacturing production management
techniques to enhance process efficiency, fostering collaboration with networks and peers within the
Advanced Manufacturing sector, and incorporating sustainable manufacturing practices. These diverse
approaches enable businesses to progress and thrive within the Advanced Manufacturing landscape.
By understanding and embracing the Advanced Manufacturing Spectrum, businesses can position
themselves strategically and discover pathways to development. This involves recognizing different
levels of technological advancement and actively engaging in activities that foster innovation, improve
efficiency, and promote collaboration within the Advanced Manufacturing sector. Through their
participation, businesses can make valuable contributions to the ongoing development of Advanced
Manufacturing practices and drive positive outcomes for the industry.

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Figure 2. Advanced Manufacturing Spectrum
ADVANCED MANUFACTURING SPECTRUM CATEGORIES
RESEARCH & DEVELOPMENT

Innovation is a vital criterion for businesses in the Advanced Manufacturing sector to progress along the
Advanced Manufacturing Spectrum. Strategic focus on research and development enables companies to
stay at the forefront of technological advancements and gain a competitive edge in the market. It allows
for the development of new techniques and products, and can enhance their operational efficiency,
optimize supply chain management, and reduce production costs, ultimately boosting profitability.
APPLICATION OF ADVANCED MANUFACTURING TECHNOLOGY – PRODUCTION & DEVELOPMENT

Technology integration plays a crucial role in the Advanced Manufacturing industry. Businesses
operating in this sector should actively leverage and integrate technology across various areas of
manufacturing and its subfunctions. This integration enables seamless data exchange, real-time
monitoring, and enhanced automation, resulting in improved operational efficiency and productivity.
Furthermore, technology integration enables businesses to embrace emerging technologies such as
artificial intelligence, robotics, and the Internet of Things, which are poised to shape the future of
Advanced Manufacturing.
SKILLED WORKERS: RECRUITMENT, TRAINING, AND RETENTION

To keep pace with the rapid evolution of the Advanced Manufacturing industry, businesses must
prioritize investments in training and education programs to enhance the capabilities of their workforce.
This necessitates providing ongoing opportunities for professional development to ensure that
employees possess the latest knowledge and skills required for Advanced Manufacturing processes. In
addition to technical expertise, the demand for soft skills such as problem-solving, communication, and
writing proficiency is also evident. While technology can help address labour shortages, progressing
along the Advanced Manufacturing spectrum requires the creation of stable jobs for highly skilled
workers. Achieving this involves implementing strategic recruitment processes to attract skilled talent,
offering cutting-edge training programs to enhance skills, and providing attractive benefits to promote
employee retention.
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ADVANCED MANUFACTURING PRODUCTION MANAGEMENT – PROCESS EFFICIENCY

In the context of Advanced Manufacturing, Advanced Manufacturing Management (AMM) assumes a
crucial role in optimizing operations and bolstering the overall viability and performance of systems.
Through effective management and integration of process efficiencies within the manufacturing
process, AMM enables businesses to adapt and thrive in a rapidly changing environment. This includes
the adoption of advanced computer software, streamlining production processes, fostering
collaboration among stakeholders, optimizing resource utilization, and responding to evolving market
demands.
ADVANCED MANUFACTURING NETWORKS & PEERS

Networking and collaboration are key factors for success in the Advanced Manufacturing industry. Given
the complex and fast-paced nature of Advanced Manufacturing, businesses need to actively work
together and build strong connections to stay competitive and drive innovation. Collaborating with
other organizations and establishing networks allows businesses to overcome challenges such as
accessing funding, finding grant opportunities, and sharing knowledge and resources. It also helps
businesses stay updated on industry trends and emerging technologies, positioning them to progress in
Advanced Manufacturing. These collaborative efforts not only benefit individual businesses but also
strengthen the overall Advanced Manufacturing ecosystem.
SUSTAINABLE MANUFACTURING

Sustainability is a fundamental consideration in the Advanced Manufacturing sector. Businesses are
expected to adopt clean and green manufacturing technologies that minimize their environmental
impact. This involves considering the entire product lifecycle, from sourcing raw materials to the
disposal or recycling of products. Implementing sustainable practices aligned with environmental
policies, such as energy efficiency measures and the use of renewable energy sources, is crucial for
reducing carbon footprints and promoting a more environmentally friendly manufacturing process. By
applying sustainable manufacturing practices, conducting research and development towards
sustainability, and implementing solutions that limit their environmental impact, businesses can both
advance along the Advanced Manufacturing spectrum and make significant contributions to creating a
more sustainable environment

5. Survey Results
Respondent Demographics
Out of the 72 individuals who were initially considered potential respondents for the survey, some were
excluded due to factors such as age, lack of consent, or incomplete data beyond the first two questions.
As a result, a total of 57 participants remained for analysis in this section. Among these respondents,
two individuals took part in an interview, while the remaining 55 participants completed the online
survey. This section presents some key demographic findings based on these 57 respondents.
REGION

Figure 3 presents the distribution of businesses across different regional districts as documented in the
database and the survey. Most respondents (42%) were businesses located in the Regional District of
Central Kootenay, primarily in the municipality of Nelson. This was followed by businesses from the
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Regional District of Kootenay Boundary (30%), particularly in the municipality of Trail. Notably,
responses were received from all regional districts in the Kootenays. By comparing the survey results to
the database, it can be concluded that the study achieved a reasonably representative sample in terms
of geographic location.

Figure 3. Respondents by Regional District
YEARS IN OPERATION

As shown in Figure 4, the survey shows an established Advanced Manufacturing sector. Most
respondents (47%) were businesses that have operated for more than 20 years, followed by businesses
that have operated for five to nine years (19%) and 10 to 19 years (19%). The remainder was split
between one to four years (11%) and less than one year (5%).

Figure 4. Years in Operation
BUSINESSES BY NUMBER OF EMPLOYEES, EMPLOYEE LOCATION, AND EMPLOYEE AGE

Most respondents indicated that their businesses have employees only within the Kootenay Region.
Specifically, 60% of the respondents reported having one to 10 employees within the region, while 23%
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of the businesses had 11 to 25 employees in the same area. Additionally, a small number of businesses
mentioned having one to 10 employees located outside of the Kootenay Region (see Table 1).
Table 1. Count of Businesses and Number of Employees per Location
Number of
employees

In the Kootenay
Region: Number
of employees

Out of the
region, but
within BC:
Number of
employees

Out of BC, but
within Canada:
Number of
employees

International:
Number of
employees

0

1

36

36

38

1 to 10

26

7

7

5

11 to 25

10

0

0

0

30 to 99

3

0

0

0

100 to 250

3

0

0

0

Table 2 illustrates that a substantial proportion of the respondents employ employees under 30 within
the Kootenay Region. Specifically, 47% of the businesses reported having one to five employees in this
age range, followed by 16% of them employing 16 to 40 employees. The remaining employees under 30
in the Kootenay Region are distributed among businesses that employ six to 15 (9%) and 41 to 80
individuals (5%). Furthermore, a small number of businesses mentioned having one to five employees
under 30 located outside of the Kootenay Region.
Table 2. Count of Businesses and Number of Employees Under 30 per Location
Number of
employees

In the Kootenay
Region: Number
of employees
under 30

Out of the
region, but
within BC:
Number of
employees
under 30

Out of BC, but
within Canada:
Number of
employees
under 30

International:
Number of
employees
under 30

0

10

37

41

40

1 to 5

20

6

1

3

6 to 15

4

0

1

0

16 to 40

7

0

0

0

41 to 80

2

0

0

0

ADVANCED MANUFACTURING SUB-SECTOR

In terms of sub-sectors (see Figure 5), the Wood Product Manufacturing industry accounted for the
highest number of respondents (18%), followed by the Beverage and Tobacco Product Manufacturing
sector (14%), all of which were beverage manufacturers. Responses were received from businesses in all
sub-sectors except for Non-metallic Mineral Product Manufacturing and Petroleum and Coal Product
Manufacturing. Notably, the survey captured responses from businesses that do not strictly fall within
the defined sub-sectors of Advanced Manufacturing, but still identify as part of the sector, with
miscellaneous manufacturing representing 10% of the respondents. These miscellaneous manufacturing
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businesses encompass a diverse range of activities, including natural resource management, cosmetics,
public relations/consultations, and certain types of food processing facilities, among others.

Figure 5. Advanced Manufacturing Sub-Sectors

Business Climate
In this section, an exploration of the needs, barriers, and potential solutions and supports within the
advanced manufacturing sector is presented. One key area of concern is funding, where businesses may
face challenges in accessing sufficient financial resources for various aspects of their operations.
Another critical aspect is the workforce, which encompasses both business-specific challenges and
broader regional challenges related to employee attraction, recruitment, and retention. Additionally,
specific challenges related to engaging youth in the sector are also addressed. Lastly, the availability of
suitable facilities and space for advanced manufacturing operations is examined.
FUNDING
NEEDS OR BARRIERS

The primary barrier identified by survey participants pertains to funding, specifically the insufficiency of
working capital to facilitate business expansion and procure necessary funds for capital expenditure.
This includes expenses related to the acquisition and evaluation of new machinery and equipment.
Additionally, some respondents highlighted the absence of dedicated local investment initiatives aimed
at supporting the growth of the manufacturing sector within the region.
SOLUTION AND SUPPORT

The survey respondents emphasized several measures deemed essential for addressing the identified
challenges. These measures include opportunities for funding research projects, enhanced access to
capital expenditure funding (particularly for early-stage or pre-profit companies), diverse forms of
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support and grants, zero-interest loans, and industry-specific investments. By ensuring the availability of
these necessary resources, manufacturers can enhance their operational capacities and facilitate
sustainable growth within their respective organizations.
WORKFORCE
BUSINESS SPECIFIC CHALLENGES

As shown in Figure 6, challenges specific to employee attraction and recruitment included three primary
obstacles: limited availability of local candidates, inadequate skills and educational qualifications, and a
scarcity of industry-specific knowledge and experience. These obstacles can be addressed by
overcoming the knowledge gap and identifying individuals who possess the requisite expertise and
industry-specific background through targeted and incentivized recruitment. Additional challenges
include managing unrealistic salary expectations and accommodating flexible work arrangements,
among others.
This study revealed three prominent challenges around employee retention. First was the high turnover
rate, characterized by employees not remaining with a company for an extended duration. Second was
the importance of offering flexible schedules or work arrangements for retaining employees. Last,
effectively managing realistic wage expectations was key to retaining employees. Additional challenges
included the lack of allocation of resources for training and supervision, addressing issues related to
poor work ethic, attitude, and a sense of entitlement, as well as addressing gaps in skill sets and
education qualifications.
Last, when examining challenges specific to the youth demographic, three primary obstacles were
discerned. These included the perception that young individuals exhibited poor work ethic, attitude, or a
sense of entitlement, as well as unrealistic wage expectations. Additionally, there was a notable trend
among youth to exhibit higher turnover, frequently transitioning from one position to another rather
than maintaining long-term employment commitments. Further challenges identified include a
deficiency in industry-specific knowledge and experience, as well as a lack of requisite skill sets and
educational qualifications.

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Figure 6. Business Specific Challenges
BROADER REGIONAL CHALLENGES

When examining the broader regional challenges (see Figure 7), housing and the cost of living surfaced
as the primary concerns across the following categories: employee attraction and recruitment,
employee retention, and challenges applicable to the youth. Regarding employee attraction and
recruitment, as well as challenges specific to youth, transportation emerged as the third largest
obstacle. For employee retention, employment opportunities for families were identified as the third
key challenge. Additional challenges included childcare provision, availability of local healthcare services,
as well as opportunities and educational resources for family members.
Furthermore, it is worth noting that the findings from the focus group conducted with the Digital
Fabrication students were in alignment with the identified challenges surrounding employment in the
Advanced Manufacturing sector in the Kootenay Region. Specifically, the participants echoed their
sentiments regarding the top three challenges, namely the cost of living, housing, and transportation.

Figure 7. Broader Regional Challenges
NEEDS OR BARRIERS

The workforce emerged as the second largest barrier identified by survey participants. As previously
mentioned, the primary challenges around workforce entail bridging the knowledge gap and identifying
individuals who possess the industry-specific experience and expertise. Numerous businesses reported
difficulties with staff shortages and locating qualified individuals to fill vacant positions.
SOLUTION AND SUPPORT

In response to workforce barriers, survey participants identified specific supports to assist with
mitigation. These include increasing the number of locally trained employees and establishing training
courses focused on supervision and planning alongside other programs intended to equip potential
employees with essential skills and experience. These training interventions could be implemented
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through in-house programs or external initiatives offering avenues for individuals to acquire the
requisite competencies needed to overcome workforce barriers.
OPPORTUNITIES

The respondents highlighted opportunities around potential collaboration with Digital Fabrication
students from Selkirk College, as well as the utilization of Selkirk Technology Access Centre (STAC) as a
facility for student training. These opportunities hold promise for fostering synergistic relationships
between industry and educational institutions, thereby facilitating the training and development of the
key skills required by the Advanced Manufacturing field.
RECRUITMENT STRATEGIES

In addressing the workforce barrier, survey participants outlined recruitment strategies they currently
employ. These strategies include raising recruitment awareness through word-of-mouth referrals,
leveraging social media platforms, websites, and other relevant communication channels. Moreover,
certain businesses adopted additional measures to attract employees, including the provision of diverse
benefits such as flexible schedules or work arrangements, relocation allowances, above-industryaverage wages, and even the provision of free housing for seasonal workers. Furthermore, some
businesses promote training opportunities to enhance the skills of their employees contributing to
employee professional development and growth.
SUPPORT FOR EMPLOYEE ATTRACTION

To enhance employee attraction and recruitment efforts, respondents provided recommendations
around funding and support measures. These suggestions encompass the provision of housing support,
wage subsidies and grants aimed at incentivizing individuals to pursue employment opportunities in the
industry. Additionally, respondents emphasize the importance of increasing awareness through
initiatives such as job fairs, the establishment of industry-specific job boards, and the creation of a
comprehensive campaign dedicated to celebrating trades and technology. These measures aim to
promote the industry, raise its profile, and attract a wider pool of qualified candidates.
SUPPLY CHAIN
NEEDS OR BARRIERS

Respondents identified the supply chain as the third largest barrier, with a particular focus on three key
challenges. First, the rising cost of raw materials, which has experienced a substantial increase of
approximately double the previous year's prices. Second, there is a scarcity of raw material supply,
specifically in relation to fibre and logs. This scarcity poses a crucial challenge for businesses reliant on
these resources for their operations. Last, shipping and transportation challenges, especially within the
logistics and trucking industry, present obstacles for businesses, particularly those involved in the
transportation of heavy products. The high costs associated with logistics make it challenging for these
businesses to effectively ship their goods. These supply chain challenges collectively impact the overall
operational efficiency and profitability of businesses in the industry.
SOLUTION AND SUPPORT

Considering the supply chain barrier, respondents underscored the importance of establishing robust
and reliable logistics systems. Such systems would facilitate the transportation of products from
producers to the market, ensuring cost-effectiveness and efficiency. By addressing the challenges
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inherent in the supply chain, businesses in the Advanced Manufacturing sector would benefit from
improved operational effectiveness and enhanced overall performance. The development of stable
logistics systems emerges as a critical factor in supporting the growth and sustainability of surveyed
businesses.
FACILITIES AND SPACE
NEEDS OR BARRIERS

Respondents identified the availability of suitable facilities and space as the final notable barrier. This
encompasses multiple aspects, including the size of premises, the scarcity of commercial real estate,
insufficient infrastructure, and the lack of affordable commercial spaces suitable for businesses. Space
constraints pose challenges for businesses to optimize their operations effectively as existing facilities
fall short of meeting their operational demands. Consequently, there is a pressing need for improved
access to adequate and affordable commercial spaces that align with the requirements of businesses in
the Advanced Manufacturing sector.
SOLUTION AND SUPPORT

In response to these identified barriers around facilities and space, the respondents articulated
necessary supports. These include the need for increased commercial developments and enhanced
infrastructure. Moreover, the respondents emphasized the importance of specific funding initiatives or
support programs designed to help manufacturers implement required changes or improve
infrastructure to align with their growth and operational needs. By providing such supports,
stakeholders can enable manufacturers in the Advanced Manufacturing sector address their unique
challenges and foster an environment conducive to sustainable growth and competitiveness.

Regional Economic Climate
This section of the report presents the findings related to the regional economic climate in the Kootenay
Region. It includes an analysis of the strengths and weaknesses identified by the respondents.
When asked about the general business environment in the Kootenay Region (see Figure 8), most
respondents (63%) described it as good, while 30% considered it fair. The remaining participants were
divided between those who rated it as excellent (5%) and those who rated it as poor (3%).

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Figure 8. Overall Business Climate in the Kootenay Region
REGIONAL STRENGTH

Results from the survey highlight several strengths identified by respondents in the Kootenay Region.
First, the region's culture and lifestyle were highly praised, with a strong sense of community support
and an excellent work-life balance. These factors were found to attract potential employees who were
drawn to the Kootenay lifestyle and contributed to a higher quality of living.
Second, the region's environment, characterized by its natural beauty and access to recreational
activities, was seen as a notable strength, with respondents expressing the desire for potential
employees to stay in the area due to its attractive surroundings.
The survey also revealed that the Kootenay Region offers lower costs of living, including potentially
more affordable rent and property tax reductions for new manufacturers. Compared to the Okanagan
and Lower Mainland, respondents perceived the region to have slightly lower business operation costs,
such as wages and overall cost of living.
Collaboration and support were identified as additional strengths, with a strong network of rural
individuals and organizations facilitating effective networking. Sector-specific clusters, such as Outdoor
Rec-Tech, Food Processors, and Battery Recycling, were also recognized as contributing to the region's
economic strength. Finally, organizations like STAC, KAST, and Selkirk Innovates were appreciated for
their efforts in raising awareness about change and opportunity, while social and community support
services catered to the needs of the underemployed. These survey results collectively underscore the
positive aspects of the Kootenay Region and highlight its potential for economic development.
REGIONAL WEAKNESSES

The survey results shed light on several weaknesses and challenges faced by the Kootenay Region, as
identified by the respondents. Firstly, the supply chain was highlighted as a concern, with businesses
experiencing difficulties in obtaining certain supplies, facing high transportation costs, and limited
diversity in local timber supply.

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Secondly, the workforce posed challenges, with respondents expressing difficulties in accessing
technically trained individuals who are willing to work. High labour costs and a limited pool of skilled
labour were also identified as areas of concern.
The local economic climate was found to present various obstacles, including a rising cost of living,
limited housing availability, remoteness, and a low population density. These factors were perceived as
hindrances to business operations and potential investment opportunities.
In terms of facilities and space, businesses expressed concerns about the high cost of acquiring industrial
land or buildings and the lack of real estate development tailored to the manufacturing sector.
Furthermore, a lack of support and collaboration was noted, with respondents mentioning the absence
of adequate funding support or grants. Additionally, the absence of a concentrated manufacturing and
incubation hub within a condensed geographic location hindered collaboration between research
entities, industry peers, and funding partners.

6. Discussion
Determining the Sector Size
This study highlights the challenge of accurately determining the exact size of the Advanced
Manufacturing business population in the Kootenay Region. The construction of the database relied on
our research efforts and networks, which may have resulted in the omission of certain businesses. While
the sector profile (see Section 3) indicates the presence of 801 businesses in the manufacturing sector,
the database used in this study consists of only 197 Advanced Manufacturing businesses. As noted in
Section 2, this difference could be due to the Advanced Manufacturing sector being smaller than the
broader Manufacturing sector. However, it could also indicate that the Advanced Manufacturing sector
is larger than what was identified in the database. Therefore, it is important to acknowledge that the
findings may not fully represent the entire Advanced Manufacturing business landscape in the region.
Table 3 presents a comparison of the number of businesses categorized by employment size range
between the manufacturing sector as a whole and the Advanced Manufacturing sector. Both indicate
that most of the region’s manufacturing businesses are small, with few or no employees. However,
analysis of the table reveals that further engagement of businesses with fewer than four employees and
those with large numbers of employees (20+) could be valuable.
Table 3. Comparison of Total Businesses by Employment Size Range
Number of employees

Count of Businesses
(Sector Profile)

Count of Businesses
(Survey Results)

No employees

562

05

1 to 4

101

11

5 to 9

60

12

10 to 19

37

11

20 to 49

198

6

5 For the survey, single owners or sole proprietors were instructed to include themselves as an employee.

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50 to 199

20

4

More than 200

5

2

TOTAL

801

46

It is worth highlighting that the statistics pertain to the broader manufacturing sector, which
encompasses both Traditional Manufacturing and Advanced Manufacturing. However, these figures
serve as a compelling testament to the potential influence and benefits that can be derived from
engaging with manufacturing companies and facilitating their progression along the Advanced
Manufacturing Spectrum. By supporting these businesses and their employees in adopting Advanced
Manufacturing practices, they can harness the advantages offered by technological advancements,
leading to industry growth and economic development.
According to the sector profile, industries associated with Advanced Manufacturing are projected to
experience growth in the coming years, primarily driven by accelerated digitalization and increased
automation across various sectors. However, the survey results reveal that many businesses in the
Advanced Manufacturing sector face challenges related to staff shortages and the recruitment of
qualified individuals to fill vacant positions. These businesses encounter difficulties in finding skilled
workers who possess the necessary expertise and industry-specific experience. Additionally, bridging the
knowledge gap is identified as a significant concern for businesses operating in the Advanced
Manufacturing sector.

Areas for Sector Improvement
Upon reviewing the survey results relative to the Advanced Manufacturing Spectrum (see Section 4), it
became apparent that a considerable portion of the respondents belonged to the mid-high level of the
Advanced Manufacturing Spectrum. However, despite their potential, these businesses encountered
considerable challenges. One prominent issue they faced was limited access to funds for critical
activities such as equipment testing and research and development. Moreover, there was a noticeable
shortage of skilled workers, impeding their advancement. These businesses demonstrated a
commitment to innovation and technological adoption, but the absence of peer support and a skilled
workforce posed obstacles to their growth and progression along the spectrum.
Upon initial analysis of the data pertaining specifically to research and development and the adoption of
Advanced Manufacturing technology, it was evident that a considerable number of businesses
positioned themselves toward the higher end of the spectrum (see Table 4). However, once factors such
as the availability of skilled workers and engagement with networks and peers were added, a levelingout effect was observed, indicating a movement from the higher end toward the medium range.
Notably, in areas such as skilled workforce recruitment and sustainable manufacturing practices a
substantial portion of businesses appeared to be situated toward the lower end. This suggests that
certain factors may be limiting their progress and positioning within the AM spectrum.
Table 4. Application of Advanced Manufacturing Spectrum to Survey Results

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To facilitate the progress of businesses along the spectrum, the development of networks and peers
emerges as a crucial opportunity. These networks serve as valuable platforms for establishing
connections and accessing opportunities for securing necessary investments, grants, and other forms of
funding support. Additionally, the recruitment, training, and retention of skilled workers play a pivotal
role in advancing along the spectrum. While technology can alleviate labour shortages to some extent,
the creation of stable jobs for highly skilled workers is instrumental in moving forward. By offering
funding support for capital expenditure and implementing wage subsidies, businesses can be assisted in
their advancement along the spectrum. This assistance is crucial, as their progression not only enhances
employment opportunities but also contributes to the growth of the Advanced Manufacturing sector
and the overall economy of the Kootenay Region and British Columbia.

7. Next Steps
The survey and Advanced Manufacturing spectrum work is part of a larger project called the Discovery
Foundation Advanced Manufacturing Project focused on connecting Advanced Manufacturing
businesses with targeted programs and support systems for youth recruitment and retention. Using the
findings of the survey we have developed a comprehensive youth engagement package and business
resources. These resources have been crafted to address the identified needs and insights from the
survey results, focus group discussions, and ongoing conversations. The package includes a high-level
overview of the survey results, key findings, graphs and data analysis specifically tailored for
manufacturers. It also incorporates an Advanced Manufacturing Spectrum Self-Assessment, enabling
businesses to determine their position on the Advanced Manufacturing spectrum and providing
actionable steps for further advancement. Additionally, the package features an overview section
dedicated to information on the Selkirk Technology Access Centre (STAC), emphasizing its role as a vital
hub for accessing advanced technologies and fostering business innovation.
Furthermore, the package recommends future events to foster networking and collaboration between
"makers" and local businesses, with a strong emphasis on building relationships and sharing best
practices. The significance of the Kootenay Venture Network (KVN), an investment ecosystem for earlystage technology companies in the region, is underscored to raise awareness among businesses.
Moreover, the package includes valuable information on grant and funding opportunities, sourced from
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the Province of British Columbia and local agencies, to provide support for businesses in their
technology application and workforce development endeavors.
The youth engagement package will be disseminated to the 197 businesses in the database, as well as
other networks and associations. By doing so, we aim to achieve the overarching goal of supporting
businesses in the Advanced Manufacturing sector and facilitating connections between Advanced
Manufacturing enterprises and targeted programs and support systems for youth recruitment and
retention. This holistic approach ensures that businesses receive the necessary resources and supports
to thrive in the evolving landscape of Advanced Manufacturing.
Additionally, further studies can be done to answer the following questions:
1. How can we facilitate the progression of businesses in the Advanced Manufacturing sector along
the spectrum?
2. What measures can we take to enhance the knowledge and awareness of local businesses
regarding the opportunities and challenges in the Advanced Manufacturing sector?
3. What further comprehensive assessments of the local Advanced Manufacturing sector would be
of benefit to businesses, community and economic development partners?
4. How can collaboration and networking initiatives be effectively implemented to foster
knowledge-sharing and innovation within the Advanced Manufacturing sector?
5. What potential strategies and interventions can be employed to address the shortage of skilled
workers in the advanced manufacturing industry and ensure a sustainable talent pool?

8. Conclusion
The Discovery Foundation's Advanced Manufacturing Program, in collaboration with the Kootenay
Association for Science and Technology (KAST) and Selkirk Innovates, conducted a survey in the
Kootenay Region of British Columbia with the objective of exploring the Advanced Manufacturing
sector. This survey was designed to gather crucial information about the size and scope of the Advanced
Manufacturing sector in the region. The data collected will serve as valuable insights for KAST, enabling
them to develop targeted strategies to support youth recruitment, business retention, and expansion
within the Advanced Manufacturing sector. KAST aims to enhance awareness of career opportunities in
Advanced Manufacturing among young individuals and identify key opportunities to strengthen the
sector in the region.
A total of 72 businesses participated in the survey, with most responses (42%) originating from
businesses located in the Central Kootenays, specifically in Nelson, followed by the Kootenay Boundary
region, particularly Trail. Among the respondents, the wood product manufacturing industry accounted
for the highest percentage (18%), followed by the beverage and tobacco product manufacturing sector
(14%). Lastly, most of the respondents have been operating for over 20 years.
The survey yielded the following key highlights:
•

The primary challenge faced by the Advanced Manufacturing sector pertains to capital
expenditure limitations and the difficulty in recruiting skilled workers. These barriers pose
significant obstacles to the sector's growth and development.
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•

•

To overcome these challenges and progress further along the Advanced Manufacturing
spectrum, businesses in the sector have a valuable opportunity to leverage the power of
networks, engage in collaborations with relevant organizations, and implement structured
training programs to enhance the skills of potential employees.
The Advanced Manufacturing sector encompasses a spectrum of different levels of
technological sophistication and advancement, ranging from traditional to Advanced
Manufacturing. There are various pathways for businesses to advance within this spectrum.
These include the adoption of Advanced Manufacturing technology, investing in research and
development, prioritizing skilled workforce recruitment and training, implementing efficient
production management techniques, collaborating with industry networks and peers, and
incorporating sustainable manufacturing practices. By pursuing these approaches, businesses
can progress and succeed within the dynamic and evolving field of Advanced Manufacturing.

By acknowledging the significance of these key skills, addressing the challenges associated with capital
expenditure and workforce recruitment, and seizing the opportunities presented through networking
and collaboration, businesses operating in the Advanced Manufacturing sector can thrive, advance along
the spectrum, and make substantial contributions to the overall growth and advancement of the
industry.

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9. References
Calignano, F., Manfredi, D., Ambrosio, E. P., Biamino, S., Lombardi, M., Atzeni, E., Salmi, A., Minetola, P.,
Iuliano, L., & Fino, P. (2017, April). Overview on Additive Manufacturing Technologies.
Proceedings of the IEEE, 105(4), 640-648. https://doi.org/10.1109/JPROC.2016.2625098
Evans, D. (2017, May 10). Budget 2017: A glimmer of support for innovation and Advanced
Manufacturing. Retrieved from https://theconversation.com/budget-2017-a-glimmer-ofsupport-for-innovation-and-advanced-manufacturing-77478
Government of Canada, Statistics Canada. (2023, February 20). Canadian Business Counts, with
employees, census metropolitan areas and census subdivisions, December 2022.
https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=3310066301
Government of Canada, Statistics Canada. (2022, February 9). Census Profile, 2021 Census of Population.
https://www12.statcan.gc.ca/census-recensement/2021/dp-pd/prof/index.cfm?Lang=E
Government of Canada, Statistics Canada. (2023, January 6). Employment by industry, Annual.
https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410039201
Javdekar, C., Watson, E., Kapilow, V., Bogard, M., Boyer, P., Zeid, I., & Duggan, C. (2016). Closing the
Advanced Manufacturing Talent Gap. Procedia Manufacturing, 5, 1197-1207.
https://doi.org/10.1016/j.promfg.2016.08.094
Katina, P., Cash, C., Caldwell, L., Beck, C., & Katina, J. (2023). Advanced Manufacturing Management: A
Systematic Literature Review. Sustainability, 15, 4702. https://doi.org/10.3390/su15064702
Narasimha, M. (2016, March). Advanced Manufacturing Process. International Journal of Scientific
Engineering and Applied Science (IJSEAS). 2(3). 266-277.
https://ijseas.com/volume2/v2i3/ijseas20160329.pdf
WorkBC. (2022). B.C.’s Labour Market Outlook: 2022 Edition. Retrieved from
https://www.workbc.ca/research-labour-market/bcs-labour-market-outlook-2022-edition

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10. Appendices
Appendix A: Advanced Manufacturing Questionnaire
Section #1: BUSINESS INFORMATION
1. Business Name: _______________
2. Please confirm that you work in and/or own or manage a business or organization that operates in
the advanced manufacturing sector within the Columbia Basin Boundary Region (the Region)
A. Yes – I confirm B. No, I do not
3. Are you answering this survey as a (select all that apply):
○ Employee
○ Volunteer
○ Contractor
○ Business Owner
○ Manager / Administrator
○ Other (please specify): ______________
4. Please provide the postal code of the business location: ________________
5. Which sub-sector of Advanced Manufacturing does this business primarily work in? (Select one or
more)
○ Food Manufacturing
○ Beverage And Tobacco Product Manufacturing
○ Textile Products
○ Clothing Products
○ Leather And Allied Product Manufacturing
○ Wood Product Manufacturing
○ Paper Manufacturing
○ Printing And Related Support Activities
○ Petroleum And Coal Product Manufacturing
○ Chemical Manufacturing
○ Plastics And Rubber Products Manufacturing
○ Non-metallic Mineral Product Manufacturing
○ Primary Metal Manufacturing
○ Fabricated Metal Product Manufacturing
○ Machinery Manufacturing
○ Computer And Electronic Product Manufacturing
○ Electrical Equipment, Appliance and Component Manufacturing
○ Transportation Equipment Manufacturing
○ Furniture And Related Product Manufacturing
○ Miscellaneous Manufacturing (Please Specify): _________________
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6. How long has this business operated? (Select one)
○ Less than 1 year ○ 1-4 years
○ 5-9 years
○ 10-19 years
○ More than 20 years
Section #2: WORKFORCE
7. Using 2022 as a point of reference, please estimate the total number of employees at this business
(including yourself)*?
*Even if it is a sole proprietor with no employees this should be answered as "1”.
Full-time employees (#) _________
Part-time employees (#) ___________
Casual (#) ___________
Seasonal (#) ___________
8. Using 2022 as a point of reference, please estimate the total number of vacant positions at this
business?
Full-time employees (#) _________
Casual (#) ___________

Part-time employees (#) ___________
Seasonal (#) ___________

9. Using 2022 as a point of reference, please estimate the number of employees at this business by
location and age:
Number of Employees

Number of Employees Under 30

In the Columbia Basin Boundary
Out of the region, but within BC
Out of BC, but within Canada
International
10. How did the number of employees change in the last 3 years?
Fulltime
❍ Decreased ❍ Stayed the same ❍ Increased ❍ Not applicable ❍ Unknown
Part-time, Casual, or Seasonal
❍ Decreased ❍ Stayed the same ❍ Increased ❍ Not applicable ❍ Unknown
Employees that are 30 years of age or under
❍ Decreased ❍ Stayed the same ❍ Increased ❍ Not applicable ❍ Unknown
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11. How do you expect the number of employees to change over the next 3 years?
Fulltime
❍ Decrease ❍ Stay the same ❍ Increase❍ Not applicable ❍ Unknown
Part-time, Casual, or Seasonal
❍ Decrease ❍ Stay the same ❍ Increase❍ Not applicable ❍ Unknown
Workers that are 30 years of age or under
❍ Decrease ❍ Stay the same ❍ Increase❍ Not applicable ❍ Unknown
12. Where does this business attract the majority of its workers from?
❍ Regionally
❍ Provincially
❍ Nationally
❍ Internationally
13. Please select any challenges this business has had related to employee attraction, recruitment, or
retention (select all that apply)
Employee Attraction &
Recruitment

Employee Retention

Challenge applies
specifically to Youth
(<30)

Business Specific Challenges
Don’t stay with the
company for very long
Lack of skill
set/education
Lack of industry
knowledge and
experience
Lack of local recruits
Need for
accommodating
schedule or flexible
work arrangement
Not interested in the
industry/company
Poor work
ethic/attitude/sense of
entitlement
Resources required to
train and supervise

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Age restriction on
equipment/insurance/i
ndustry
Lack of entry level
positions
Unrealistic wage
expectations
Challenges working
with older employees
(generation gap)
There are no subsidies
or other incentives to
hire youth
Other – please
describe: ________
Broader Regional Challenges
Child Care
Cost of Living
Education for family
members
Employment
opportunity for family
Housing
Local health care
availability
Transportation
14. Please describe any recruitment strategies this business has undertaken; or supports/ programs that
have been utilized to attract/recruit employees
____________________________________________
15. Please suggest any supports that could help this business overcome issues with employee
attraction/recruitment.
____________________________________________
16. Does this business have specific diversity, equity and inclusion policies and/or equal employment
opportunity requirements in regards to recruitment processes?
○ Yes
○ No
○ Uncertain
17. Does this company provide training or a training budget in order to upgrade employee's skills?
o Yes
o No
o Uncertain
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18. Considering anticipated trends, technologies, and significant changes in the next five years, what
new training do you anticipate employees of this business may need in the future?
____________________________________________
Section #3: OPERATIONS
19. Please select the most likely outlook for this business in the next 3 years: (select one)
○ Expand
○ Continue to operate
○ Downsize
○ Sell/transfer
○ Merge with another company
○ Close the business down
○ Other (please specify):_________
20. [If expand was selected in #19] Please select the top 3 major constraints on your expansion?
❏Speed and quality of broadband
❏Finance
❏Identifying and accessing new markets ❏Lack of skilled staff
❏Lack of suitable premises
❏Local regulations e.g. zoning
❏Other (please specify):
21. Please describe how this business is innovative?
____________________________________________
22. What research and development activities does this business undertake?
____________________________________________
23. What needs or barriers are currently impacting the business? (open ended)
____________________________________________
24. What opportunities are currently available to the business? (open ended)
____________________________________________
25. What supports would help the business address these needs or take advantage of these
opportunities? (open ended)
____________________________________________
Section #4: REGIONAL ECONOMIC CLIMATE
26. Please rate the overall business climate within the Columbia Basin region:
○ Poor
○ Fair
○ Good
○ Excellent
○ No opinion
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27. What are the region's weaknesses as a place to do business and engage in the advanced
manufacturing sector? (open ended)
____________________________________________
28. What are the region's strengths as a place to do business and engage in the advanced manufacturing
sector? (open ended)
____________________________________________
29. Please indicate any other businesses/individuals working in the advanced manufacturing sector in
the region that you recommend we contact to participate in this survey:
___________________________________________

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Appendix B: Spectrum Document

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