Major opportunities exist for the South African TDM sector. But only cooperative action will help realise the sector’s future potential.

A 10-point action plan aimed at stabilising and developing South Africa’s tooling, die and mould (TDM) sector places emphasis on coordination across industry, targeted capability development, and a structured approach to skills and transformation.

The Production Technologies Association of South Africa (PtSA) recently commissioned Professor Justin Barnes and his team from African Industrialisation Services to provide the PtSA with a clear strategic review of the South African tool, fixture, die and mould (TDM) manufacturing sector. The goal of the study was also to give a comprehensive set of recommendations to support the future development of the sector in South Africa.

The PtSA recently held a workshop to present a Strategic Review of the South African Tooling Industry.

The framework, presented by African Industrialisation Services’ Professor Justin Barnes, outlines a sequence of interventions that move from advocacy through to firm-level development and workforce capacity, before addressing longer-term structural issues.

African Industrialisation Services’ Prof Justin Barnes

Alignment and advocacy
The first three actions focus on improving alignment between industry stakeholders and government, while positioning the sector within both domestic and regional value chains.

The starting point is improved engagement within South Africa. Industry bodies including NAAMSA, NAACAM, SEIFSA and Plastics SA were identified as key partners in aligning around a common strategy. The plan proposes structured engagement sessions with executive teams to ensure that sector priorities are consistent with broader manufacturing requirements.

To support this, the establishment of formal working groups is proposed. These forums are intended to improve communication, coordinate initiatives and identify opportunities for growth. The aim is to move beyond fragmented engagement towards a more structured approach to sector development.

The second action extends this focus into the rest of Africa. The plan identifies regional integration as a potential growth avenue, particularly in the context of automotive production. Engagement with the African Association of Automotive Manufacturers is proposed, alongside participation in trade-related initiatives linked to the African Continental Free Trade Area. The intention is to ensure that South African TDM firms remain part of emerging regional supply chains.

A third advocacy stream addresses awareness at a community level. The plan notes that manufacturing is not widely recognised as a contributor to long-term economic development. It was identified that the average South African family would never have even heard of the TDM sector and thus would not even be aware that this could be a prospective career option for young people.

Proposed interventions include promoting the role of manufacturing within local communities, encouraging participation in technical and vocational education, and demonstrating the application of modern production technologies. This is aimed at strengthening the pipeline of future entrants into the sector.

Engagement with government
The fourth action focuses on engagement with government structures. While existing support mechanisms are acknowledged, the plan argues that these have not materially shifted the position of the domestic TDM industry, explained Barnes.

Formal engagement with the Department of Trade, Industry and Competition is proposed, including a request for a dedicated session to present the sector strategy. In addition, the plan calls for a structured review of the TDM sector, with the aim of identifying targeted interventions. These interventions include measures such as local production incentives, improved access to finance, tariff adjustments on imported tooling, and support for skills development. The introduction of a monitoring and evaluation framework is also proposed to track progress against defined objectives.

Benchmarking and research
The next phase of the plan moves to industry development at firm level. A key requirement identified is the need to benchmark South Africa’s TDM sector against international peers.

Implemented in partnership with the WBA (Werkzeugbau Akademie), a tooling research and consulting organisation, the programme is designed to measure the services and processes of South African TDM companies against those of organisations regarded as leaders in the global tooling industry.

Participation in global industry structures and benchmarking programmes is proposed to assess performance and identify areas for improvement. The plan also calls for the identification of local centres of capability that can be used to support knowledge sharing within the industry.

Alongside benchmarking, the plan highlights the importance of research. Both foundational and applied research are identified as necessary to ensure alignment with international best practice. This includes establishing research capacity within industry structures or through partnerships with universities.

Collaboration with international research institutions is also proposed. The intention is to ensure that South Africa participates in global research initiatives, rather than operating in isolation. Support for firms to access research and development incentives is included as part of this approach.

Technology adoption
Technology adoption forms a distinct component of the industry development focus. The plan notes that digital technologies are being integrated into TDM operations globally, and that local firms need to engage with these developments.

To address this, the establishment of demonstration capacity is proposed. This would allow firms to assess technologies such as additive manufacturing, industrial internet of things, artificial intelligence and digital twinning in a controlled environment.

The plan also proposes engagement with technology providers to support the transfer of capabilities into the local industry. In addition, there is a focus on engaging multinational manufacturers that may establish operations in South Africa, particularly where this would introduce capabilities not currently available domestically.

Skills development
Actions seven to nine address skills development across different levels of the industry. The first of these focuses on existing firms. The plan identifies a need for short, targeted training interventions to address specific skills gaps. These gaps are linked to the introduction of new technologies and processes, rather than a lack of formal qualifications.

The proposed response includes engagement with industry to define current requirements, followed by a review and adjustment of existing training programmes. There is also a focus on promoting these programmes to ensure that they are taken up by firms.

A separate intervention targets maintenance and repair environments. These operations, which form part of the broader TDM base, have specific requirements linked to maintenance functions. The plan proposes engagement with these facilities to define skills needs, as well as the possible introduction of a dedicated qualification aligned to maintenance and repair work.

At a broader level, the plan calls for the development of a tiered skills pipeline aligned to international standards. This includes maintaining the quality of training programmes, increasing the number of graduates, and incorporating digital competencies into course offerings. The intention is to ensure that the industry has access to both basic and advanced skills over the long term.

Transformation and investment
The final action addresses transformation. While progress has been made at an employment level, ownership within the TDM sector remains limited.

The plan links this to the overall performance of the industry. Barnes notes that limited growth and recent financial pressures have reduced investment, which in turn has constrained the introduction of new equity.

The proposed approach focuses on identifying investment opportunities linked to black economic empowerment. Engagement with funding institutions, including the Automotive Industry Transformation Fund and the Industrial Development Corporation, is proposed to support these opportunities. The underlying position is that transformation will follow improved performance, rather than precede it.

Implementation
The concluding section of the plan focuses on implementation. It proposes the establishment of four working groups to oversee the execution of the ten actions.

These groups are structured around advocacy, firm-level industry development, skills development, and transformation. Each group is expected to define how the actions will be implemented, identify responsible organisations, how the PtSA may be able to support them, and set timelines and resource requirements.

In addition, key performance indicators are to be established to monitor progress. The framework represents a shift towards defined interventions, with execution identified as the next stage.

About the PtSA
“The PtSA is the collective voice of the Tooling industry in South Africa,” says Bob Williamson, PtSA National Secretary. The PtSA is a non-profit membership organisation founded in 2006 whose mission it is to promote, protect, and support the Tool, Die, Mould, and Special Machining (TDM) industry in South Africa to grow and develop the national manufacturing sector.

Earlier this year, the PtSA Western Cape moved into its brand-new 3 500m2 Centre of Excellence in Parow in the Western Cape. It says: “The space is designed not just to house machines and classrooms, but to inspire the next generation of toolmakers and innovators.”

For more information on the programmes offered by the PtSA throughout South Africa visit: https://www.ptsa.co.za