If you compare two job postings for a maintenance professional, one from 2016 and one from 2026, it would immediately be obvious how the industry has evolved in just the last decade. For example, PLC troubleshooting was a nice-to-have skill 10 years ago. Now, it’s a table stakes requirement.
Much of this evolution in the role of the maintenance technician and other maintenance workers comes down to the rise of automation. This technology hasn't eliminated maintenance jobs—it’s rewritten them.
Mark Lewandowski spent 35 years at Procter & Gamble watching this change unfold and shared his insights with me. This article explores how maintenance skills have shifted over three decades, the common mistakes teams make when building capabilities, and practical approaches for developing the modern maintenance workforce.
Why automation changes jobs instead of eliminating them
"Automation doesn't take jobs, automation changes jobs," says Mark. He’s seen this pattern play out with every wave of new technology—the work doesn't disappear, it transforms.
Equipment still breaks down and systems still require troubleshooting, but the nature of that work looks different than it did a decade ago. Where a technician once focused on mechanical repairs, today's technicians often diagnose network connectivity issues alongside checking wear and tear on bearings.
This shift creates demand for different skills rather than fewer people. Teams that recognize this early can build capabilities before new equipment arrives on the floor, rather than scrambling to catch up after installation.
The shift from hardware expertise to software fluency
Innovation has moved from hardware to software. Modern manufacturing uses flexible hardware systems where changes and improvements happen through programming rather than physical rewiring, says Mark.
This is a fundamental change in how maintenance teams approach their work. A technician troubleshooting a production issue might adjust software configurations one moment and replace a worn component the next. Both skills matter.
The pace of change also accelerates when software drives innovation. Updates deploy faster, capabilities expand rapidly, and teams can adapt without waiting for new hardware installations.
The new skills required for connected equipment
Modern equipment integrates into networks and broader enterprise systems. Mark emphasizes that this connectivity requires "a different set of skills in order to be able to make those equipment successful long term."
Troubleshooting now spans both mechanical and digital domains. A conveyor that stops running might have a motor problem, a PLC issue, or a network communication failure. Diagnosing the root cause requires familiarity with all three possibilities.
How maintenance skills have evolved over three decades
Mark identifies three major technology shifts that reshaped maintenance skill requirements during his career at P&G. Understanding this evolution helps teams anticipate what comes next.
From hard-wired relay panels to programmable controls
Early control systems required physical rewiring for any changes. Mark recalls that making modifications meant "rip out, rewire, come up with some different ways to make the hardware logic work."
Programmable logic controllers (PLCs) changed everything. Suddenly, technicians could modify system behavior through programming rather than physical alterations. This shift demanded new competencies: electrical skills remained valuable, but technicians also learned programming fundamentals.
The transition wasn't optional. Technicians who adapted thrived. Those who didn't found their skills increasingly obsolete.
Vision system integration for process monitoring
Vision technology started as quality inspection, checking products at the end of a line. That expanded dramatically into vision guidance for controlling processes and process monitoring and control in real time, says Mark.
Technicians now work with camera systems, image processing software, and integration protocols. A vision system failure can halt production just as quickly as a mechanical breakdown, so maintaining these systems has become core maintenance work.
Software-driven innovation and flexibility
The third major shift moved innovation from hardware R&D departments to software development. Mark observed that flexible hardware platforms now enable improvements through software changes alone. This means maintenance teams encounter software updates regularly. Each update potentially changes system behavior, requiring ongoing learning rather than one-time training at installation.
What a modern maintenance and automation skills matrix includes
If you translate Mark’s insights into a practical framework to assess and develop the competencies modern maintenance requires, it would look something like this:
Network and integration competencies
Equipment integration into systems and networks demands specific technical knowledge, including familiarity with:
- Industrial network protocols
- System integration principles
- Data communication between equipment and enterprise systems
- Basic cybersecurity awareness
A technician who can ping a device, check network traffic, and identify communication failures solves problems faster than one who calls IT for every connectivity issue.
Safety technology and risk assessment skills
Safety has been a top priority for generations, but has recently taken a step forward to be integrated as a design element. Safety vision systems, scanners, collaborative radar sensors, and LiDAR are all safety and risk technologies maintenance teams now encounter.
The good news is that standard interfaces have made integration easier. Setting up and maintaining safety equipment still requires specialized knowledge, but the learning curve has flattened.
Data analysis and predictive maintenance capabilities
Vision systems provide real-time process monitoring and generate data that informs maintenance decisions, which requires teams to know how to:
- Read and interpreting sensor data
- Use CMMS data to identify failure patterns
- Translate data insights into maintenance actions
A technician who spots a trend in vibration data before a bearing fails prevents unplanned downtime. That analytical capability has become as valuable as wrench skills.
Troubleshooting across mechanical and digital systems
Legacy mechanical skills remain valuable. Equipment installed 20 years ago still runs in many facilities, and someone has to maintain it. Yet digital troubleshooting has become equally important. Effective technicians bridge both domains. They diagnose network issues and replace bearings with equal confidence, moving fluidly between a laptop and a toolbox.
How to assess and close skills gaps on your maintenance team
Understanding the skills gap is the first step toward closing it. A systematic approach ensures resources target the highest-impact development opportunities.
1. Audit current competencies against equipment requirements
Start by mapping existing team skills against current equipment demands. Document both technical competencies and soft skills like problem-solving and communication. Then look forward. Identify upcoming automation projects and their requirements. This forward-looking view prevents reactive scrambling when new equipment arrives.
2. Prioritize skills by equipment criticality
Focus training on skills supporting highest-value assets. Mark emphasizes considering total life cycle cost and supporting equipment over the long term. Some systems run 20 years or more. Balance immediate operational needs with long-term capability building. The skills required today may differ from those required five years from now, so build flexibility into development plans.
3. Create development paths for each maintenance role
Define progression from entry-level to advanced automation skills. Mix formal training with hands-on experience for effective learning. Set milestones and track progress. Development paths give technicians clear career trajectories while ensuring the team builds necessary capabilities over time.
Build the workforce before the equipment demands it
Automation has made maintenance more technical, connected, and valuable to the business. The strongest teams won’t be the ones that simply hire for every new skill as it appears. They’ll be the ones that build a clear picture of what their equipment requires, where their team is today, and which capabilities will matter most over the next few years.
The maintenance job description will keep changing. PLCs, vision systems, industrial networks, safety technology, and data analysis are already part of the work. More will follow.
But the goal stays the same: keep operations running safely, reliably, and efficiently. The teams that connect modern skills development to uptime, cost control, and long-term equipment performance will be better prepared for whatever technology comes next.
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