Women in manufacturing
Stepping up to make an
impact that matters

“Many outstanding women leaders are making huge strides
in building and promoting the manufacturing industry andare demonstrating what modern manufacturing offers –rewarding and fulfilling careers with limitless opportunity for
growth. Today’s manufacturing employees are building anddesigning the future, and women in manufacturing serve asambassadors to move this industry forward.“
Jay Timmons
President and CEO, National Association of Manufacturers

The lay of the land
The state of women in manufacturing

4What’s in it for manufacturers?
Unleashing the potential of women can reap big rewards

6

What top executives say
Leadership perspectives

8

Recruiting and retaining female talent
The collective power of ambassadors

12

Keeping women on board
Retention drivers and perceived gaps

14

Forging ahead
The path to attracting, retaining, andadvancing talented women

20

Women in manufacturing | The lay of the land

The lay of the land: The state of
women in manufacturing
Modern manufacturing is undergoing a fundamental
transformation; a new fourth industrial revolution.
Rapid technological advances and the convergenceof physical and digital manufacturing are helping
change the way manufacturers operate andraising the bar for required employee skillsets.
Talent at all levels is becoming a key competitive
differentiator. In fact, manufacturing executives
around the world rank talent as the top driverof manufacturing competitiveness.1 At the sametime, the US manufacturing industry faces anestimated two-million-worker shortfall over the
next decade, and industry executives report thatsix out of 10 positions are currently unfilled due toa manufacturing skills gap.2 Yet, at least one criticalelement that can aid in closing the gap remains
largely untapped–women.
About the women in manufacturing study
The Manufacturing Institute, APICS, and Deloitte
surveyed over 600 women in manufacturing andconducted nearly 20 manufacturing executive
interviews to explore how effectively manufacturing
companies are attracting, recruiting, and retaining
women, and what should be done to close thegender gap.
The women we surveyed are well-educated(88 percent hold a bachelor’s degree or above),experienced (71 percent have been working over4

15 years), hold a variety of senior positions, areemployed by large companies (52 percent work inorganizations with annual revenue over $1 billion),and are evenly represented across generations.
Women represent a vast talent pool
Women constitute one of US manufacturing’s largest
pools of untapped talent. Women totaled about 47
percent of the US labor force in 2016, but only 29
percent of the manufacturing workforce.3 Women
earn more than half of all associate’s, bachelor’s, andmaster’s degrees.4 They are also advancing in theircareers, holding more than half of all US managerial
and professional positions.5 So with plenty ofqualified women in the workforce, how can we
increase the number in the manufacturing industry?
What do women have to say?
Given that women are underrepresented in
manufacturing, and the argument to increase theindustry’s fair share of female talent is persuasive,
one thing is certain: Manufacturing companies likely
need a different approach to recruiting, retaining,
and advancing women in the workplace. The women
we surveyed and interviewed had a lot to say on the
topic; not just about jobs they’ve had (or aspire tohave), but about manufacturing and changes theywould like to see in the industry’s culture.

Women in manufacturing | The lay of the land

Bringing together executive and industry perspectives
In addition to surveying more than 600 women in manufacturing, The Manufacturing Institute and Deloitteinterviewed a number of manufacturing industry leaders, including male and female executives, prior STEP
(Science Technology, Engineering, and Production) Ahead honorees, and STEP Ahead emerging leaders to
inform our overall insights. A special thank you to those who took part in the interviews:
Addie Lordemann
Senior Manufacturing Engineer
Advanced Materials Division
3M Company
Vicki Poponi
Vice President, Automobile Export Sales
American Honda Motor Co., Inc.

Michelle Kumbier
Senior Vice President, Product and Operations
Harley-Davidson, Inc.
Carol Roberts
Chief Financial Officer, Retired
International Paper

Diana Perreiah
President
Arconic Building and Construction Systems

Beth Walters
Senior Vice President, Communications &Investor Relations
Jabil Circuit, Inc.

Paula Burns
Director of Production Programs
Ball Corporation

Catharine Ellingsen
EVP, Chief Legal Officer and Corporate Secretary
Republic Services, Inc.

Dr. Sheila Chickene
Vice President Operations
Dispersions, Resins, and Additives
BASF Corporation

Blake Moret
President & CEO
Rockwell Automation, Inc.

Stacey M Delvecchio
Additive Manufacturing Product Manager
Caterpillar Inc.

Joanna Burkey
Chief Information Security Officer, Region Americas
Siemens Corporation

Gilma Saveria
Vice President, Human Resources
Delphi Automotive PLC

Jenny Snow-Boscolo
Director of Commercial Analytics & Production
Control, Aerial Work Platform segment
Terex Corporation

Staci L. Kroon
Executive Vice President
Eaton Corporation

Leah Curry
President
Toyota Motor Manufacturing, West Virginia, Inc.

5

Women in manufacturing | What’s in it for manufacturers?

What's in it for manufacturers?
Unleashing the potential ofwomen can reap big rewards
Bottom-line boost
Research shows that gender diversity benefitsa manufacturing firm through improved ability
to innovate, higher return on equity (ROE), andincreased profitability.6 When employees believe
their organization is committed to inclusion, theyreport better business performance in terms of
their ability to innovate.7 For example, companies
in the MSCI World Index (a stock market index of
1,652 world stocks) with strong female leadershipenjoyed both higher returns (average annual ROEof 10.1 percent versus 7.4 percent [as of September
9, 2015]) and superior average valuation (priceto-book ratio of 1.76 versus 1.56) compared tocompanies without strong female leadership.8
Another analysis showed that an increase fromno females in corporate leadership to 30 percent
representation is associated with a 15 percent
increase in net profitability.9

Diversity and innovation
According to survey respondents, having women on
the leadership team can help manufacturers deliver:

88%
diverseperspectives indecision making

74%
balancedorganizational
management

84%

innovativeand creative
approaches
and solutions

49%

improvedfinancialperformance“When women are among leaders in organizations, there is a wider
lens of strategic thinking; groups/divisions can weather problems
and issues better, and can identify innovative solutions faster.“
Executive interviewee
6Women in manufacturing | What’s in it for manufacturers?

If you build it, she will come
Organizations can unleash the full potential of theirfemale workforces by creating a culture whereunique strengths thrive. Culture can’t change
without women in the room, so companies shouldincorporate strategies to attract high-performing
women and develop solid retention strategies.
Further, focusing on leadership development

can drive retention and foster diverse leadership
perspectives. Understanding and addressing
needs such as flexible workplace options also aid inrecruitment and retention. If unique strengths aren’t
thriving, it is time to adapt and make changes tobuild a beacon that attracts the best and brightest.

7

Women in manufacturing | What top executives say

What top executives say:
Leadership perspectives
Women and men leaders in manufacturing
who we interviewed were consistent in theirviews on important diversity topics facing
manufacturing companies, employees,
and the industry at large. Several common
themes emerged and are outlined below.
1. Employee diversity makes
good business sense.
•• There is a direct correlation between diversity/
inclusion and profitability, including the speed andtype of innovation, and diversity of thought.
•• Gender diverse leadership groups encourage
broader strategic thinking, and together, theseteams can tackle issues more effectively.
2. C ompanies should identify the gaps between
expectations and workplace reality and set
clear expectations.
•• Identifying and recognizing the gap is a criticalfirst step, but sending clear signals to thebroader organization that the gap must be
closed is vital.
•• Perception of manufacturing continues to be
outdated among women. A focus on improving
perception is critical to attracting all talent,
especially women.
8•• Work life balance is still one of the biggest
challenges especially in production / assembly line
manufacturing. Creative approaches, like providing
schedules even a few weeks in advance, are needed.
3. Increasing visibility of womenleaders is needed.
•• Female role models need to be visible throughout
all levels. It is easier to aspire to what you can see.
•• Companies and professionals should build thefuture pipeline of talent by engaging with younger
females. For example, female engineers sharing
career stories with students is very impactful andsends a positive message about manufacturing.
Companies may recruit hard and engage hard,
but they also need to figure out how to drive
women to the top.
4. A
 ttract certified / degreed people earlybecause once they come, they stay.
•• Companies need to customize [retention]
strategies for women (or men) with varying
experience levels, using strategies like aligningrecent female graduates with more experienced
women in the organization.
•• Benefits, flexibility, and culture are three factorsthat will attract experienced women.

Women in manufacturing | What top executives say

5. Pay attention to the “group in the middle.”

6. The path forward.

•• Consider how to retain and engage women at career points
where work life balance becomes more complex. Take theopportunity to provide support, alternate pathways, andcustomization in times when women might need it most.

•• Recognize any efforts to address gender gaps need to
begin with the dominant group; that is, men. Allies andadvocates, at all levels and across genders, need to be
identified and engaged.

•• It’s not just about maternity leave, for example, but companies
should consider how to develop this group after their initialcareer success to challenge them and/or create opportunities
when careers plateau.

•• Identifying role models in the organization, mentorship andsponsorship programs, and more importantly believing in
oneself / having confidence in one’s abilities, can help reduce
the gender gap in manufacturing.

Advice from female executives, to their younger selves
1.

Be passionate about what you do and do what you love
– and success will follow.

6.

With grit, determination, and hard work, you can makeyour mark.

2.

Take risks, have confidence, keep learning and growing.

7.

3.

Be bold, show trust in your abilities, and thewillingness/drive to take the next step.

Don’t pull yourself out of the race prematurely. There
are times where it looks like there are no easy answers,
but you WILL figure it out.

4.

Do not be afraid to try new things, and get as manydifferent experiences under your belt as you can.

8.

When knocked down, have the courage, desire, and thewill to get back up

5.

Find the right mentors and sponsors within theorganization, and develop good relationships. Strategic
networking can contribute to recognition and success.

9.

When in a debate or providing opinion, be rational,
analytical, and technical rather than being emotional.

10. It all begins and ends with you. You need to challenge
the status quo and really drive it forward.

9

Women in manufacturing | What top executives say

STEP Ahead honorees and emerging
leaders are motivating women tochoose careers in manufacturing
The Manufacturing Institute is promoting
the role of women in manufacturing
through the STEP Ahead initiative, which
serves to mentor and recognize womenwhile also leading research efforts tackling
this important topic. The Manufacturing
Institute has recognized 672 women with
STEP / Emerging Leader awards over thefive year period between 2013-2017.
How is STEP Ahead making a difference?
STEP Ahead Honoree and Emerging
Leader award winners can assist
manufacturers in motivating women tochoose careers in manufacturing and inpromoting their advancement.
Honorees and Emerging Leaders
indicate STEP Ahead has helped
raise the visibility of:•• Opportunities for womenin the industry•• Manufacturing opportunities
in the community•• Opportunities for women
within their companies

10

Honorees say STEP Ahead recognition
has helped their career.
•• 42% of honorees aspire to reach theC-Suite•• 75% say STEP Ahead has increased
visibility of opportunities for women•• 88% say it has increased their level ofengagement in developing others
STEP Ahead Award winners are industry
ambassadors.
•• 88% engaged with individuals to raisethe visibility of the industry•• 92% engaged in efforts in thedevelopment of women•• 70% engaged with K-12 system toencourage young girls and boys
Over the last 5 years, STEP Ahead Awardwinners have impacted more than
300,000 individuals – from peers in theindustry to school age children.

“Sponsors can help mentor, but
a really good one will challenge
you to be uncomfortable inyour world, put you in a place
to think about how to stretch
yourself, and make you think
about things you wouldn’t
have on your own.“
Executive interviewee

11Women in manufacturing | Recruiting and retaining female talent

Recruiting and retaining female talent:
The collective power of ambassadors
Opportunities to bolster manufacturing’s attractiveness to women can begin at home and in schools,
and female ambassadors can play an important role in improving perceptions. One executive interviewee
pointed out, “If I can’t encourage and influence my kids to go into manufacturing, then who else can?”Currently, according to the survey, very few women in manufacturing believe the school system actively
encourages female students to pursue careers in their industry.
The good news? Many schools and the manufacturing industry have upped their game over thelast two years, and women are noticing:
up

up

18%

17%

12%
2015

2017

29 percent of women in 2017 (up from 12 percent
in 2015) think the school system actively / somewhat
encourages female students to pursue a career inthe manufacturing industry.

Women arenoticing

12

24%

29%

2015

42%
2017

42 percent of women in 2017 (up from 24 percent
in 2015) would encourage their daughter or femalefamily member to pursue a career in their industry.

58%

of women surveyed have noted positivechange in their industry's attitude towards
female professionals over the last five years

Women in manufacturing | Recruiting and retaining female talent“Engage with people ata younger age. Female
engineers going to aschool and talking about
manufacturing work isvery impactful and sends
a strong message about
manufacturing.“
Executive interviewee

13Women in manufacturing | Keeping women on board

Keeping women on board:
Retention drivers and perceived gaps
Opportunities for challenging assignments, work life balance, and attractive income are often the most important
aspects of a women’s career. Manufacturers seeking to retain talented women should consider aligning their employee
policies to match these demands, while also recognizing female employees’ generational differences. Survey respondents sharedviews on what makes them stay or go, as highlighted below.
What is most important towomen in manufacturing?

How can recognition
programs make a difference?
STEP Ahead awardee respondents
indicate the recognition / engagement
has helped raise visibility of:What programs do womenrank as most impactful?

75%
Attractive
payopportunities for womenin the industry

Formal and informal
mentorship programs

70%
Challenging andinteresting work

manufacturing opportunities
in the community

Flexible work
practices69%
Work life balance

14

opportunities for women
within their companies

Increasing the visibility of key leaders
who serve as role models

Women in manufacturing | Keeping women on board

Would they do it all over again if they could start over?
Survey respondents were asked, “If you were to start your career today, would you choose to stay in yourindustry or prefer to start in a different industry?”More than 70%
of women would stay in manufacturing if
they were to start their career today

What is most important at a generational level?
Gen Y respondents place higher importance on work life balance and career
progression while older generations prefer opportunities for challenging assignments
and company culture. Attractive pay is a common thread across all.
Gen Y

Gen X

52%

50%

Challenging and interesting work

Challenging and interesting work

49%

49%

48%

Work life balance

Attractive income / pay

Attractive income / pay

43%

39%

37%

Attractive income / pay

Career progression

Work life balance

Pre / boomers

52%

Company culture
15

Women in manufacturing | Keeping women on board

Perceived gaps
Despite progress in certain areas, manufacturers have room for improvement in their efforts to attract,
retain, and develop women.
Less than 15 percent of women surveyed believe their industry is very accepting of family / personalcommitments and allows them to meet these commitments without impairing their career.
More than 4 out of 10 women surveyed are either responsible for the majority of household
duties or share home responsibilities equally with their spouse or partner.
Nearly three quarters (72 percent) of women surveyed believe they are underrepresented intheir organization’s leadership team, with a significantly higher share of junior management (78percent) believing they are underrepresented when compared to senior management.

Women say standards of performance are not equal71%

Of those who believe standards differ, it isencouraging to note, however, thatsurveyed believe standards ofperformance differ for men and women87%of these believe the standards
are higher for women

42%of those believe the pay gap
between men and women in the
manufacturing industry has beensignificantly/moderately
shrinking over the last five years.

Secondary research corroborates the issue of less pay for women. In the United States, median earnings for
women in 2015 were 79.9 percent of what men earned, when comparing for equal experience or roles. The pay gap
persists even in STEM occupations such as computer, engineering, and scientific occupations, where women were
paid an estimated 84.1 percent of men’s annual median earnings in 2015.10

16

Women in manufacturing | Keeping women on board

Other industries are better at attracting women
When asked which industries do the best job of attracting and retaining women, survey respondents cited retail,life sciences, consumer products, and technology. Much farther down the list? Manufacturing. In fact, less than
10 percent of women surveyed chose traditional manufacturing industries such as aerospace anddefense, automotive, process, and industrial products as best in attracting and retaining women.

Process (i.e., chemicals): 1%
Aerospace and defense: 1%

Industrial products: 1%

Automotive: 1%

Other: 6%

Energy and resources: 1%
Technology, media andtelecommunications: 15%

Retail: 31%

Consumer products: 20%
Life sciences and medical devices 23%

Formal networking groups still have room for improvement60%

60 percent of women surveyed
say there are women’s networkgroups within their company andover half have high involvement

73%

Yet, 73 percent believe thesegroups have been ineffectivein advancing their careers.

17

Women in manufacturing | Keeping women on board

What makes them go?

41%
Unattractive
pay / income

41%
Lack of promotion
opportunities

39%
Poor working
relationships

37%
Work life
balance

If they were to move to another industry, where would they go?
For women who indicated they would move to a new industry if they were to start their career today,
respondents ranked the following among their top five choices:

Highest choices

81%

31%

69%

27%

64%

26%

Life sciences

Technology

Consumer products

Percentages indicate industries that ranked among respondents' top five choices.

18

Lowest choices

Retail

Process (i.e., chemicals)

Automotive

36%
Lack of challenging
assignments

Women in manufacturing | Keeping women on board“Companies should consider theirmaternity and paternity policies as away to improve workplace flexibility– it doesn’t affect a huge number ofpeople, but the message that it sends
is so important.“
Executive interviewee

19Women in manufacturing | Forging ahead

Forging ahead: The path
to attracting, retaining, andadvancing talented womenFormal and informal mentorships, flexible work practices, and improving the visibility of key leaders who
serve as role models can be the most impactful programs that help manufacturers attract and retain women.
And because these programs have enterprise-wide implications, both top-down and bottom-up support will
likely be crucial to their effectiveness and sustainability. Among ways companies can forge ahead:
1. Start at the top and lead by example.
Currently, 72 percent of women surveyed believe
they are underrepresented in their organization’s
leadership team. These respondents believe
industry bias towards men for leadership
positions, organizational cultural norms, andthe perception of the industry overall are thethree primary factors for underrepresentationof women. To move the needle on diversity& inclusion (D&I), senior leaders should bealigned on D&I as a business priority, set clear
parity goals, and visibly lead by example. As one
executive expressed, “The organization has tosense that leadership is really committed to thegrowth and inclusion of women in leadership
ranks. If this is something that is going to growand last, that starts with the CEO and board.”
There also must be a recognition that any efforts
need to begin with the dominant group, andsuccessful companies have created programs
to engage both genders in promoting theimportance of a diverse workforce.
20

2. Foster an innovative and inclusive
culture that encourages genderdiverse teams at all levels.
Activate a culture that sparks diversity of thought
and invites individuals to work together, spur
innovation, and grow with purpose. Study
participants cited a number of positive benefits ofgender-diverse leadership teams and organizations,
including diverse perspectives in decision-making,innovative and creative approaches and solutions,balanced organizational management, and improved
financial performance. This is especially importantat the time of hiring, because diverse teams cannot
be built without a diverse candidate pool. Executives
interviewed cited practices like requiring diverse
hiring panels or holding hiring managers responsible
as ways their companies have tackled the challenge
of increasing diversity. Many executives echoed thebenefits from having a large variety of inputs coming
in, and increasing your team’s “Possibility Portfolio”– the more diverse your team the more possibilities
for different and unique ideas and opportunities.

Women in manufacturing | Forging ahead

3. Tackle workplace diversity issues head-on and createstrong signals of change.
Unattractive pay, lack of opportunities for advancement/
promotion, poor working relationships, work life balance issues,and lack of challenging assignments are the top issues thatwould cause women surveyed to leave the manufacturingindustry. Company leaders should address these issues directly
and create a work environment that meets the needs of all
employees. It is important to identify allies, men and womenalike, to reinforce that gender gaps are not acceptable. They
should send clear signals, as well as set clear diversity goals, toall levels of the organization to drive compelling change. Does
your organization have a 2020 goal for closing the gender parity
gap and tackling diversity issues head-on?
4. Drive organizational accountability.
A common theme among executives interviewed is that theymust take the lead in driving organizational accountability
around increasing diversity and promoting a culture of inclusion.
Strategies for tackling this challenge include not only setting
clear goals, but also using analytics that assess and develop theorganization’s talent pipeline, including inclusion practices tomaximize all employees’ potential, fostering sponsorship of female
employees, as well as promoting continual personal development
and challenging assignments. Having a rich data set to monitor
if the individuals who bring unique strengths are thriving, and
if not, making changes will help drive richness and depth toan organization. One executive cited incorporating impact
studies, not just for an annual report, but to address internally
how their company can be more successful, and if they are not,discovering why not and what more they can do to drive change.
5. Promote professional development
With women ranking opportunities for challenging andinteresting assignments as a top motivator for staying in the
manufacturing industry— along with identifying and increasing
the visibility of key leaders who serve as role models for

employees as a top three impactful retention strategy—itstands to reason investment in personal and professional
career development can continue to build retention andadvancement of women. Additionally, more experienced womencan serve as sponsor advocates, undertaking sponsorees’
development and professional progression, helping leave alegacy for both senior and developing women professionals.
6. Define an aspirational brand.
Leading companies know how to stand out when recruiting thebest talent by creating an aspirational brand for potential andincumbent employees to stand behind and become beacons that
attract. Companies can look to replicate these best practices bylooking inside-out and outside-in to define an aspirational brandrooted in diversity and inclusion values, and touting inclusionconsistently and widely. Engaging customers in the conversation
can help to build a workforce that truly reflects customer
insights and values. As one executive stated, "Manufacturing
companies need to be willing to create a culture of being
compared against the very best, not just in their sector. The
best talent has a choice of industries to be in, and if a company’s
brand is not in line with areas they value, they’ll make a changewith their feet and leave that company and/or industry."
7. Partner with the community.
To address the manufacturing skills gap, employers must act
early to build America’s manufacturing workforce. A crucial
element is educating the community about the opportunities
and dispelling any negative preconceived notions. Successfulcompanies address this by uniting with other employers facing
similar challenges, then partnering local education and training
providers with purpose, aligning values to partnerships andcommunity action to maximize mutual benefit and support
broader goals.

21

Women in manufacturing | Contacts

Authors

Contributors

Craig Giffi
Vice Chairman
US Automotive Industry Leader
Deloitte Consulting LLP
cgiffi@deloitte.com

Tonie Leatherberry
Principal
Deloitte Consulting LLP
tleatherberry@deloitte.com

Trina Huelsman
Vice Chairman
US Industrial Products & Services Leader
Deloitte & Touche LLP
thuelsman@deloitte.com
Michelle Drew-Rodriguez
Manufacturing Leader, Center for Industry Insights
Deloitte Services LP
midrew@deloitte.com
Katherine McClelland
Director of Education & Workforce Initiatives
The Manufacturing Institutekmcclelland@nam.org

René Stranghoner
US Industrial Products & Services Marketing Leader
Deloitte Services LP
jstranghoner@deloitte.com
Barbara Mroczynski
Sector Specialist
Industrial Products & Services
Deloitte Services LP
bmroczynski@deloitte.com
AJ Jorgenson
Assistant Vice President
Strategic Engagement
The Manufacturing Instituteajorgenson@nam.org

Acknowledgements
We would like to thank the following professionals who have contributed to the Women in Manufacturing
Study and this publication: Stephanie Stachura, senior manager, Deloitte Consulting LLP; Jordan Veliz,Manager, Deloitte Consulting; Bharath Gangula, former manager, Deloitte Services LP; Jennifer Proctor,
director, industry content, APICS; Srinivasa Reddy Tummalapalli, assistant manager, Deloitte Support
Services India Pvt. Ltd.; Ankit Mittal, analyst, Deloitte Support Services India Pvt. Ltd.; Karen Ambari,senior manager, Deloitte Services LP; Dave Portanova, senior designer, Deloitte Services LP; andDeloitte’s Womens Initiative (WIN).

22

Women in manufacturing | Endnotes

Endnotes
1.

“2016 Global Manufacturing Competitiveness Index,” Deloitte and US
Council on Competitiveness, 2016, https://www2.deloitte.com/content/
dam/Deloitte/global/Documents/Manufacturing/gx-global-mfgcompetitiveness-index-2016.pdf

7.

“Waiter, is that inclusion in my soup? A New Recipe to Improve Business
Performance,” Deloitte, 2013, https://www2.deloitte.com/content/
dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-diversityinclusion-soup-0513.pdf

2.

“The skills gap in US manufacturing: 2015-2025 outlook,” Deloitte andManufacturing Institute, 2015, https://www2.deloitte.com/us/en/pages/
manufacturing/articles/skills-gap-manufacturing-survey-report.html

8.

“Women on boards: Global trends in gender diversity on
corporate boards,” MSCI, November 2015, https://www.msci.com/
documents/10199/04b6f646-d638-4878-9c61-4eb91748a82b

3.

“Employed persons by detailed industry, sex, race, and Hispanic or
Latino ethnicity; Labor force statistics from the Current Population
Survey,” Bureau of Labor Statistics, https://www.bls.gov/cps/cpsaat18.
htm

9.

“Is Gender Diversity Profitable? Evidence from a Global Survey,” Peterson
Institute, 2016, https://piie.com/system/files/documents/wp16-3.pdf

4.

“Degrees conferred by postsecondary institutions, by level of degreeand sex of student: Selected years, 1869-70 through 2025-26,” National
Center for Education Statistics, https://nces.ed.gov/programs/digest/
d15/tables/dt15_318.10.asp

5.

“Employed persons by detailed occupation, sex, race, and Hispanic
or Latino ethnicity; Labor force statistics from the Current Population
Survey,” US Bureau of Labor Statistics, https://www.bls.gov/cps/
cpsaat11.htm

6.

“Waiter, is that inclusion in my soup? A New Recipe to Improve Business
Performance,” Deloitte, 2013, https://www2.deloitte.com/content/
dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-diversityinclusion-soup-0513.pdf; “The CS Gender 3000: Women in Senior
Management,” Credit Suisse, 2014, https://publications.credit-suisse.
com/tasks/render/file/index.cfm?fileid=8128F3C0-99BC-22E6838E2A5B1E4366DF; “Is Gender Diversity Profitable? Evidence from a
Global Survey,” Peterson Institute, 2016, https://piie.com/system/files/
documents/wp16-3.pdf

10. “Full-time, year-round workers and median earnings in the past 12
months by sex and detailed occupation: 2015, Industry and occupation,”
US Census Bureau, https://www.census.gov/people/io/publications/table_packages.html

23Deloitte Center for Industry Insights
The Deloitte Center for Industry Insights (the Center) is the research division of Deloitte LLP’s Consumer
and Industrial Products practice. The Center’s goal is to inform stakeholders across the consumer
business and manufacturing ecosystem of critical business issues including emerging trends,
challenges, and opportunities. Using primary research and rigorous analysis, the Center provides
unique perspectives and seeks to be a trusted source for relevant, timely, and reliable insights.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited
by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each ofits member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte
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About The Manufacturing Institute
The Manufacturing Institute is the 501(c)(3) affiliate of the National Association of Manufacturers. As
a non-partisan organization, the Institute is committed to delivering leading-edge information andservices to the nation's manufacturers. The Institute is the authority on the attraction, qualificationand development of world-class manufacturing talent. For more information, please visit www.
themanufacturinginstitute.org.
About APICS
APICS is the premier professional association for supply chain management and the leading providerof research, education and certification programs that elevate supply chain excellence, innovation
and resilience. The APICS Certified in Production and Inventory Management (CPIM), APICS Certified
Supply Chain Professional (CSCP), APICS Certified in Logistics, Transportation and Distribution(CLTD) and APICS Supply Chain Operations Reference Professional (SCOR-P) designations set theindustry standard. With over 45,000 members and approximately 300 channel partners, APICS
is transforming the way people do business, drive growth and reach global customers. For more
information, visit apics.org.
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