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Operations leader and Lean expert Christopher Reep is encouraging manufacturers to make knowledge sharing part of everyday work before decades of practical experience are lost.
Mooresville, North Carolina, Aug 18, 2026, ZEX PR WIRE — As manufacturers work to fill open positions and prepare the next generation of skilled workers, operations leader and author Christopher Reep believes another challenge deserves just as much attention: making sure decades of practical experience are passed on before they disappear.
According to a joint report from Deloitte and The Manufacturing Institute, the manufacturing industry will need approximately 3.8 million new workers between 2024 and 2033, yet as many as 1.9 million of those jobs could go unfilled if current workforce trends continue. While much of the conversation has focused on hiring, Reep says companies should also be thinking about how they preserve the knowledge and practical experience of long-time employees.
“People often think experience is something that can be replaced with a handbook or a training manual,” Reep says. “In reality, some of the most valuable lessons come from years of solving problems, working with different teams, and learning what works through experience.”
Reep has spent nearly 30 years at Daimler Truck North America, where he serves as a Production Manager supporting the manufacturing of Freightliner and Western Star trucks. Throughout his career, he has worked with Lean management, Total Productive Maintenance (TPM), Hoshin Kanri, and structured problem-solving, always with a focus on helping teams improve how they work together.
He believes one of the most effective ways to preserve workplace knowledge is to make learning part of everyday work instead of waiting until an experienced employee is preparing to leave.
“The best organizations don’t wait until someone gives notice to start asking questions,” he says. “Knowledge should be shared every day through mentoring, coaching, and conversations on the production floor. When people learn from one another consistently, the organization becomes stronger.”
Research continues to show that mentoring and knowledge sharing benefit both organizations and employees. Strong knowledge transfer can reduce costly mistakes, improve onboarding, and help businesses adapt more quickly as experienced workers move into new roles or leave the workforce.
Reep says that the approach benefits everyone, not just newer employees.
“When experienced employees share what they’ve learned, they aren’t just teaching a process,” he says. “They’re sharing judgment, perspective, and the small lessons that help people make better decisions when challenges come up.”
He also believes leaders should spend more time creating opportunities for those conversations to happen naturally.
“The people closest to the work often have the best ideas,” Reep says. “If leaders take the time to listen, they can solve problems faster and help others build confidence at the same time.”
While technology continues to reshape manufacturing, Reep believes the human side of the industry remains just as important.
“Technology can improve efficiency, but it can’t replace the experience people develop over years of doing the work,” he says. “The companies that will be strongest in the future are the ones that invest in both.”
Reep encourages leaders to identify one process this week that depends heavily on one person’s experience and begin creating opportunities for that knowledge to be shared. Whether it’s through mentoring, documenting lessons learned, or simply creating more opportunities for experienced and newer employees to work together, he believes small actions today can have a lasting impact.
“Knowledge doesn’t have to disappear when someone leaves,” Reep says. “If organizations make learning part of their daily culture, they’ll be better prepared for whatever challenges come next.”
About Christopher Reep
Christopher Reep is a Production Manager at Daimler Truck North America, where he has spent nearly 30 years supporting the manufacturing of Freightliner and Western Star trucks. He is a certified Lean expert, published author, and practitioner specializing in Lean management, Total Productive Maintenance (TPM), Hoshin Kanri, and structured problem-solving. Through his leadership and writing, Reep focuses on helping organizations turn complex operational concepts into practical strategies that improve performance, strengthen teams, and create cultures of continuous improvement. He is the author of Anchored Leadership and is currently writing several books focused on Lean management and operational excellence.
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