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Job outlook for manufacturing team leaders in the United States
Manufacturing team leader job and salary trends over time
Manufacturing team leader jobs over time
Manufacturing team leader job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 72,537 | 0.02% |
| 2020 | 69,135 | 0.02% |
| 2019 | 72,731 | 0.02% |
| 2018 | 71,773 | 0.02% |
| 2017 | 70,507 | 0.02% |
Average manufacturing team leader salary over time
Manufacturing team leader salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $39,390 | $18.94 | +2.5% |
| 2025 | $38,425 | $18.47 | +1.5% |
| 2024 | $37,867 | $18.21 | +2.6% |
| 2023 | $36,896 | $17.74 | +1.9% |
| 2022 | $36,213 | $17.41 | +2.6% |
Manufacturing team leader jobs by state
Most common states for manufacturing team leaders
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 331 | 48% |
| 2 | Rhode Island | 1,059,639 | 428 | 40% |
| 3 | Massachusetts | 6,859,819 | 2,692 | 39% |
| 4 | North Dakota | 755,393 | 288 | 38% |
| 5 | New Hampshire | 1,342,795 | 424 | 32% |
| 6 | Minnesota | 5,576,606 | 1,702 | 31% |
| 7 | Iowa | 3,145,711 | 869 | 28% |
| 8 | Nebraska | 1,920,076 | 539 | 28% |
| 9 | South Dakota | 869,666 | 236 | 27% |
| 10 | Maryland | 6,052,177 | 1,544 | 26% |
| 11 | Delaware | 961,939 | 249 | 26% |
| 12 | Vermont | 623,657 | 161 | 26% |
| 13 | North Carolina | 10,273,419 | 2,577 | 25% |
| 14 | Washington | 7,405,743 | 1,888 | 25% |
| 15 | Utah | 3,101,833 | 779 | 25% |
| 16 | Montana | 1,050,493 | 263 | 25% |
| 17 | Alaska | 739,795 | 182 | 25% |
| 18 | Virginia | 8,470,020 | 2,058 | 24% |
| 19 | Indiana | 6,666,818 | 1,612 | 24% |
| 20 | Colorado | 5,607,154 | 1,320 | 24% |
Most common cities for manufacturing team leaders
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Londonderry | 1 | 4% | $43,444 |
| 2 | Florence | 1 | 3% | $36,506 |
| 3 | La Verne | 1 | 3% | $42,788 |
| 4 | Woodridge | 1 | 3% | $43,939 |
| 5 | Lenexa | 1 | 2% | $38,287 |
| 6 | Dayton | 2 | 1% | $35,482 |
| 7 | Brooklyn Park | 1 | 1% | $41,685 |
| 8 | Oceanside | 1 | 1% | $42,002 |
| 9 | Pleasanton | 1 | 1% | $46,108 |
| 10 | Plymouth | 1 | 1% | $41,657 |
| 11 | Roanoke | 1 | 1% | $40,138 |
| 12 | Baltimore | 1 | 0% | $44,199 |
| 13 | Boston | 1 | 0% | $47,784 |
| 14 | Irvine | 1 | 0% | $42,498 |
Manufacturing Team Leader job outlook: Expert opinions
Our panel of manufacturing team leader experts
Arizona State University at the Polytechnic Campus
Worcester Polytechnic Institute
University of Michigan
Wichita State University
University of California
University of California
California State Polytechnic University, Pomona
Loyola Marymount University
Bethel University
Jerry Gintz CMfgE
Teaching ProfessorArizona State University at the Polytechnic Campus
Manufacturing Engineering
What general advice would you give to a Manufacturing Team Leader?
Jerry Gintz CMfgE: When entering a career in manufacturing engineering, consider starting as a technician to gain experience with the company before transitioning into engineering. This will allow you to build confidence and better understand the production systems you will be responsible for as an engineer.
Michael Buechler
Professor Manufacturing TechnologyWhat general advice would you give to a Manufacturing Team Leader?
Michael Buechler: I counsel my students to know their worth and know the job market. Most important is starting out in a position that challenges you and provides training for future wage and skill growth. Many graduates can get caught in a job that pays the bills but may not provide a path to the next career step. Be ambitious and seek to attain the advanced skills quickly but keep in mind the field is complex and there is a lot to learn. If you are in a high wage position but it does not provide the training or room for advancement it might not be the best career option.
Jianyu Liang
Director of Materials and Manufacturing Engineering Program, Department of Mechanical and Materials Engineering, WPIWorcester Polytechnic Institute
Materials Engineering
What general advice would you give to a Manufacturing Team Leader?
Jianyu Liang: At the start of your career, actively engaging in the manufacturing professional communities to develop an in-depth understanding of the current high-demand areas and the trends in the industry will help you position yourself in high-demand areas. This proactive approach allows you to make informed decisions on obtaining relevant certifications or advanced education, tailoring your skill set to meet the evolving needs of the industry. Proactively engaging in projects and practices to grow your experience. Building a strong professional network and finding mentors in the industry can provide guidance, expose you to new opportunities, and offer insights on navigating your career path effectively. Embracing continuous learning and staying abreast of technological advancements in manufacturing, such as automation, robotics, and digital manufacturing technologies, will ensure you remain a valuable asset to employers. Demonstrating flexibility and a willingness to adapt to new methods and technologies can set you apart in a competitive job market.
What Manufacturing Team Leader skills would you recommend for someone trying to advance their career?
Jianyu Liang: For manufacturing engineers, the next 3-5 years promise significant evolution due to advancements in technology and changes in manufacturing processes. Here are some skills that are expected to become more important and prevalent in the field: proficiency in automation and robotics, advanced data analysis and data-driven optimization, digital twin technology, additive manufacturing and 3D printing, application of artificial intelligence and machine learning in manufacturing, cybersecurity for manufacturing systems, and supply chain management.
What will help Manufacturing Team Leaders increase their earning potential?
Jianyu Liang: Get Your Hands Dirty: There's no substitute for hands-on experience. The lessons learned through direct involvement are invaluable, offering insights and skills that theoretical knowledge alone cannot provide. Embrace every opportunity to participate in projects, volunteer for tasks, and experiment within your role. This proactive approach not only accelerates your learning but also showcases your work ethic and dedication to potential mentors and leaders.
Be Mindful and Intentional in Your Job: While immersing yourself in your work, adopt a reflective practice. Actively seek feedback and analyze your experiences. This intentional approach to learning from every task helps to grow your skills rapidly.
Be Open-Minded and Adaptable: The landscape of nearly every industry is rapidly evolving, particularly with the integration of automation and artificial intelligence (AI). These technologies are not just changing the way we work; they are reshaping the skills and roles in demand. Stay open to new ideas, technologies, and methodologies. Continuous learning and adaptability are key to remaining relevant and thriving in a tech-driven workplace. Attend workshops, webinars, and courses on emerging technologies and trends in your field to keep your skills sharp and your perspective fresh.
Cultivate a Professional Network: Building relationships within your industry is crucial. Networking isn't just about finding job opportunities; it's about learning from peers, gaining insights into industry trends, and establishing a support system. Attend industry conferences, join professional organizations, and engage in communities related to your field. These connections can provide guidance, mentorship, and support as you navigate your career path.
Lonnie Shea
William and Valerie Hall Chair, Steven A. Goldstein Collegiate ProfessorUniversity of Michigan
Biomedical Engineering Department
What skills stand out on Manufacturing Team Leader resumes?
Lonnie Shea: -It has always been the case, and continues to be, that communication skills are among the most important. Presumably, the rise in remote work caused by the pandemic will put an emphasis on this skill. We expect almost everyone asked will say this, but it is probably also true for BMEs.
-Remote communication, electronic whiteboarding, skills with remote platforms, training etc.
-A working knowledge of the medical device product development process gained through student design projects is a plus. Intern/co-op experience is a true differentiator.
-For BMEs, we think an understanding of digital healthcare, telemedicine, cybersecurity, and human factors will continue to become more important, even if that is not your direct job function.
-This skill may be too nitty-gritty, but an awareness of how healthcare is shifting to value-based models is important for BMEs, i.e. that they know a bit more about the business trends that affect their field.
Are there any particularly good places in the United States for Manufacturing Team Leaders to find work opportunities?
Lonnie Shea: -Minneapolis, Boston, and Southern California are the first areas mentioned. Florida, Illinois, and New York are also very active. States like Michigan, Indiana, and Pennsylvania have a lot of med device activity, even though they are not the first that come to mind.
-We surveyed our alumni working in medtech and the large majority indicated that it is likely that they will return to their company's office location when pandemic-related restrictions are lifted. But a large number (about 70%) indicated that they would continue to work at least partly from home; most said 3 days a week in the office (see graphs below). So it would seem that remote work will continue, and geographical location may be of somewhat lower importance.
What are the biggest trends we'll see in the Manufacturing Team Leader job market given the pandemic?
Lonnie Shea: -Hospitals and companies have suffered from a decrease in elective procedures, while healthcare resources have been directed toward COVID treatment. Certain areas, such as diagnostics and PPE, have been especially active and will likely see an increase after the current crisis subsides.
-The demand for healthcare will continue to increase, and, of course, the pandemic has put a huge emphasis on certain sectors. This impact may be transient, but it may last several years. Overall, there will be a renewed emphasis on detection, diagnosis, prevention, and treatment of viral diseases, as well as the offering of healthcare in a pandemic environment. BMEs are well placed to help meet these needs.
-We do not yet know what the mid- to long-term effects of the pandemic on human health will be. We expect there will be some, and BMEs are good people to address these issues from an engineering perspective
-We expect there will be more remote job interviews and more remote jobs. Virtual design and testing will also become more prevalent, though we doubt it will supplant physical prototyping and testing (at least for a while).
Dr. Atul Rai Ph.D.
Associate ProfessorWichita State University
School of Accountancy, Barton School of Business
What type of skills will young Manufacturing Team Leaders need?
Dr. Atul Rai Ph.D.: The work environment has changed drastically over the past three decades due to the faster pace of innovation and shorter product lifecycles. This has a direct impact on what young graduates need to succeed in the future. The primary skill needed is the ability to learn quickly. The skills that a graduate acquires in college will become obsolete in a few years, so they should not count on those skills as a means for financial security for life. In this environment, flexibility is the key to success: flexibility to learn new skills, flexibility to work in a new and different business environment, and flexibility to work with others. We face very complex problems, and to solve these problems, we need teams rather than individuals to solve them. This highlights the importance of critical thinking, multi-disciplinary vision, and communication skills.
What experience really stands out on Manufacturing Team Leader resumes?
Dr. Atul Rai Ph.D.: Employers are looking for people who can integrate in multi-disciplinary environments to solve complex problems. They are looking for resumes that show quick learning. Such resumes will permanently be in great demand. Because the world is interconnected much more than it ever was, employees today will deal with customers, supply-chains, and fellow employees who are spread all over the world. It means that an experience that showcases the global perspective will be in demand over the long-term.
What type of skills will young Manufacturing Team Leaders need?
Diran Apelian: Talent will be the most in-demand asset in the 21st century. It is not about capitalism or socialism - the 21st century is all about "talentism".
Those graduates who will succeed and lead will have:
an understanding of the human dimension;
the ability to harvest the data revolution;
skills in line with the Industry 4.0 pathways; and
commercial and business acumen.
What experience really stands out on Manufacturing Team Leader resumes?
Diran Apelian: Graduates who have never had industry experience are at a disadvantage. Those who stand out have taken risks and have exposed themselves to various engineering venues through summer jobs and various internships. Theory and practice stands out.
What experience really stands out on Manufacturing Team Leader resumes?
Lorenzo Valdevit Ph.D.: As the pandemic has made it harder for students to secure these invaluable internships and other industrial experience, we expect the gap between the most marketable students (those who succeeded in securing these experiences against all odds) and everyone else to grow even deeper this hiring season.
What Manufacturing Team Leader skills would you recommend for someone trying to advance their career?
Dr. Kamran Abedini: First of all, I do not recommend a gap year or any interruptions in education as it could require additional warm-up and setup for starting it again in the future. However, if they "need" to do so, I recommend they at least take one course so that they understand the trend and the expectations of students in an educational environment. For example, in the last couple of semesters, both faculty and students have learned and experienced new methods of virtual learning and assessment. If you just plan on coming to school after a few semesters, you would be highly surprised by the changes, taking you much time to prepare, and it would cause falling behind your coursework.
What general advice would you give to a Manufacturing Team Leader?
Dr. Kamran Abedini: Larger corporations might have more mentors and give you more time to get familiar with the processes; however, smaller ones need your undivided attention from day one to prove your worth. Both have their own advantages. Learn why you are being hired and work toward satisfying that purpose. Graduates need to be tech-savvy and know how to work remotely. This means a formal work setting at home or taking advantage of remote offices, recently becoming popular for those who want to get out of their homes to feel they are in a working environment. Furthermore, they need to spend more time thinking and taking advantage of cognitive skills as artificial intelligence can substitute natural intelligence, but still, pattern recognition and feeling interpretation is still made by humans. Engineers are tasked to imagine and make a better world. That is what they should wake up thinking every day.
Dr. Gianna McMillan
Research Ethics Faculty and Program AdministratorLoyola Marymount University
Bioethics Institute
Are there any particularly good places in the United States for Manufacturing Team Leaders to find work opportunities?
Dr. Gianna McMillan: Bioethics is multidisciplinary -- so a "bioethicist" can work anywhere. Disease-specific organizations need patient advocates, health literacy experts, and community organizers, as do local and state public health services. Clinical ethics (on-site at hospitals) requires a lot of training, but some ethics committees need non-scientists and community representatives. Research is done at most major hospitals, and there are large teams of research analysts and administrators to handle the paperwork and the ethical review of each study. There are good entry-level opportunities there.
How do you envision technology impacting Manufacturing Team Leaders in the next 5 years?
Dr. Gianna McMillan: Evaluating internet sources critically will be necessary, as will the ability to create credible content. Large databases will become increasingly important, so having a good grasp on that skill set would be a good idea. Technology, either as "assistance" or as "evaluate and report," will become increasingly popular. Peripheral fields in engineering, medical device design, and patient interface systems might seem like a stretch -- but there are many bioethical issues to be considered as these become integrated into daily life and the care of the sick or elderly. One of the biggest challenges ahead is how our global society will deal with the intersection between health, privacy, and technology, significantly, as it impacts personal and communal health. Consistent parameters, regionally, nationally, and internationally will be crucial.
What type of skills will young Manufacturing Team Leaders need?
Dr. Gianna McMillan: They will need to have computer skills and be willing to adapt creatively to work remotely. Bioethics is a changing field with three main categories: medical ethics, public health ethics, and research ethics. Young graduates will need to be up to date in all three areas since they overlap, but with particular attention to their field of interest. The legal landscape continues to evolve, in all areas, and is different from state to state, so basic knowledge of current issues is needed. I tell my students they might have to do some things for free to prove their commitment and skill set. Volunteering and unpaid internships are a great way to build a resume and network within the field. Creativity is important. Sometimes a couple of hours of service at a local health clinic or writing for a blog can turn into a job or generate ideas for where bioethics is needed.
Jessica Tangen Daniels Ph.D.
Associate Provost - Innovation and Partnerships, Program Director/Professor, Ed.D. Leadership in Higher EducationBethel University
Education Leadership
What soft skills should all Manufacturing Team Leaders possess?
Jessica Tangen Daniels Ph.D.: With the rapid rate of change, accelerating information turnover, and boundless access to knowledge, certain new soft skills may now be prioritized in our current society. So we all have to be learners, seeking new information, anticipating that we will need to change our mind, and striving for a disposition of curiosity. The specific skill of asking good questions cannot be underestimated.
Employers may be seeking skills like imaginative bridging, humbly and curiously connecting dots. Or the skills of facilitation and curation, with so many different perspectives and lived experiences, and an overabundance of information, an educational leader, must manage people, perspectives, and content like never before.
Employers are looking for skills that relate to not only the day-to-day tactical aspects of educational leadership but also imaginative problem-solving for a thriving future.
What hard/technical skills are most important for Manufacturing Team Leaders?
Jessica Tangen Daniels Ph.D.: Many hard/technical skills are incredibly context-specific, so importance varies by role and/or industry. But for educational leaders, generally applicable skills might be related to teaching and learning constructs, finance and budgeting, and basic legal issues awareness. Perhaps familiarity with specific content management systems or learning management systems, but again, this use varies by institution.
What skills will help Manufacturing Team Leaders earn the most?
Jessica Tangen Daniels Ph.D.: For educational leaders, I'm not convinced discrete skills equate to salary. Working hard and working well with others, with a disposition of humility and curiosity, is really powerful. Perhaps the combination of soft and hard skills gained through diverse experiences, positions, and institutional contexts results in the highest earning potential.