Why Manufacturing: Pride, Progress, and Purpose with Peyton Spencer at Hitachi Energy

In this episode of Why Manufacturing, a podcast from the Southwest Virginia Alliance for Manufacturing (SVAM), we talk with Peyton Spencer of Hitachi Energy in Bland, Virginia.

Peyton shares how she found her place in manufacturing, the unexpected lessons learned on the job, and the sense of pride that comes from building something that powers the world. From early challenges to big wins, Peyton gives us an inside look at what it means to grow within one of the region’s most respected companies.

We discuss the importance of teamwork, technology, and purpose-driven work—along with advice for young people considering careers in modern manufacturing.

Tune in to hear how Peyton’s journey reflects the energy, innovation, and opportunity driving Southwest Virginia’s manufacturing future!

SWVA Manufacturing Careers (open jobs / updated weekly): swvam.org/mfgcareers

Hitachi Energy: www.hitachienergy.com

Transcript

SPEAKER_01 0:04

Hello and welcome to Why Manufacturing from the Southwest Virginia Alliance for Manufacturing. We're Spam, and one of our goals is to spotlight the people, tech, and pathways that keep modern factories humming right here in Southwest Virginia. Today's guest has rocketed from intern to continuous improvement leader all in under a decade. Peyton Spencer got her start in digital marketing, tried on half a dozen hats, and now drives process upgrades at Hitachi Energy's bland plants. If you think manufacturing is just hard hats and assembly lines, stick around. Peyton's about to broaden that view. Peyton, congratulations on the brand new title and thank you so much for joining me today. Take us back. What originally pulled you into manufacturing?

SPEAKER_00 0:51

I am glad you asked. My start to manufacturing world started with an internship actually for digital marketing at Utility Trailer in Glade Spring.

SPEAKER_01 0:59

When you filled out that internship paperwork, did you have any clue that the path would look like this?

SPEAKER_00 1:05

No, I did not. I needed an internship credit. I went to Emory Henry College. Now it's Emory Henry University. And they had to, I had it have a summer internship credit. So when Utility Trailer was offering for a digital marketing position, I heard through the grapevine and I applied and I got it. And it was completely to my shock.

SPEAKER_01 1:27

Now, fast forward to today, as continuous improvement leader, what what does a typical day look like from that morning walkthrough all the way to closing your laptop in the afternoon?

SPEAKER_00 1:39

Oh, my days are spent working with teams and I love to improve the efficiency of the experience of the wonderful production workers that I work with on a daily basis. They give me ideas and I see what I can do to change the process to make it easier for them.

SPEAKER_01 1:52

Any sort of behind-the-scenes tasks that people might never expect?

SPEAKER_00 1:57

There is a lot of behind the scenes work. A lot of people think manufacturing is just production and management staff, but there's a lot of things to bridge the gap in between. I spend a lot of my time out on the floor getting to know what the people are doing, as well as I'm in the office trying to understand what manufacturing managers need and how I can help them bridge that gap in the process.

SPEAKER_01 2:16

So you've done lots of things from wearing production headsets to sitting in management meetings. How do you think those experiences have made you kind of be able to bridge floor teams and leadership?

SPEAKER_00 2:29

I know what it's like to have the pressure put on you from management, and I also know the importance of deadlines. So I use that as my driving force when I'm out there. I see there's both sides to the story and I try to bridge that gap as well. I will use that a lot.

SPEAKER_01 2:43

Was there a particular promotion or project where you felt yourself kind of, you know, level up, maybe in your skills, your mindset, or or just the way people reacted uh when you walked in?

SPEAKER_00 2:53

Well, my promotion uh to the employee engagement manager here at Hitachi was definitely a level up for me. I felt a shift in the mindset of my peers. Uh when I walk into a room, now I feel like there's a drastic difference. It's definitely an increase of respect between um production and management.

SPEAKER_01 3:11

What do you think prepped you for that jump?

SPEAKER_00 3:13

A very important factor was understanding that everyone has different personalities and a different history. Uh taking the time to get to know everyone, and for me, it was to understand their perspective of the business.

SPEAKER_01 3:25

So across every role, what do you think is that one skill that has stuck?

SPEAKER_00 3:30

Understanding your people. Learning your team is very essential. Uh there are keys to every aspect of manufacturing. Without people, there wouldn't be any work to get done and we wouldn't have any purpose.

SPEAKER_01 3:41

And and kind of as a corollary, what's a tool you never thought you'd need, but now you really can't live without?

SPEAKER_00 3:47

Yes, Excel. I cannot stress enough how important Excel data sheets are. Not saying that I'm a wizard in the slightest, but I have learned a lot of great skills asking people along the way. And also, I'd love to point out, never be afraid to ask a question. You will not get far in life if you aren't asking the right questions.

SPEAKER_01 4:07

I I know that Hitachi Energy is really big on community outreach. In fact, you all won Manufacturer of the Year at last year's uh Manufacturing Awards Banquet, and a huge portion of that is tied directly to your community involvement. How do you connect what happens inside the plant uh to the people outside?

SPEAKER_00 4:26

Connecting people from inside of the plant to outside is very important. I find that the drive with ownership really creates that personal touch to it. And if you have people that feel connected here, then they're going to carry that connectivity outside of the plant.

SPEAKER_01 4:40

All those roles certainly gave you a wider lens. How has that shaped your approach to continuous improvement?

SPEAKER_00 4:46

I understand how everyone's backstories influence um today. Learning to bridge the communication gap between generations is a vital and successful skill to work relationships.

SPEAKER_01 4:58

Who are the mentors that guided you early on and how are you lifting that next wave right now?

SPEAKER_00 5:04

I have two wonderful people I would love to thank. There are many great role models that I've had in the honor of working with over the years. Matt Morrison from Utility Trailer was the first person to act as my manufacturing father figure. He guided me through the intricate parts of processes and blueprints. And another important role model is Kim Hernandez, who works with me here at Hitachi Energy. She's my manufacturing workmother figure, and she's taught me how to navigate personalities of the team and what to do with cultural differences.

SPEAKER_01 5:33

You revamped the entire orientation program. So give us the headline. What changed and why does it matter?

SPEAKER_00 5:40

Yes, I dedicated a lot of time to curating the orientation experience. My goal was to give the necessary tools for the new roles and create a group of friends so they can relate to each other as they build themselves a community. Now that they've started out with Hitachi, after their first week, they have people that they can count on.

SPEAKER_01 5:59

What do you think is the biggest lesson that project taught you?

SPEAKER_00 6:02

It taught me patience, authority, discipline, and accountability. And they are all vital when creating a new process that affects all aspects of the business.

SPEAKER_01 6:11

Peyton, what do people get totally wrong about manufacturing, especially especially for young women in leadership roles like yourself?

SPEAKER_00 6:19

Well, a misconception is that it's a man's world. There are always times where people will overlook you. Um for me, it's because I'm young and I'm a woman, but it's important to be loud and take charge and gather and getting things done. Don't listen to the negatives and focus on the positives. In my experience, being younger, I'm in a lot of meetings, staff meetings, conference rooms. I've traveled, I've done public speaking, and I'm often the youngest person in the room. But I feel like I have a lot of potential that I can give to the table. And I do not let the negative feelings overtake me because I have worked too hard to get to where I am today. So when I have other people that come to me and they're nervous about speaking or being in a room full of a bunch of older gentlemen that have been in the business for 30 plus years, I don't let it fret because it always takes new eyes to change a process. If we continue to do the same thing that we've been doing for the last 15 years, then we won't have any growth and the industry will move on without us. So it's always important to be open to change and continue that positive attitude and recognition of people. If you carry people along with you and you show them that you appreciate them, then they will build you up.

SPEAKER_01 7:28

All right. So five to ten year view, I've got to ask as plant manager in your sites now. What skills or challenges are you hungry for next, Peyton?

SPEAKER_00 7:37

Well, the running joke I have here at Hitachi is I want to be plant manager, but obviously that'll take a lot more time and experience, but I just want to make great changes. I want to make great policy changes and I want to be an example that other plants in our world organization highlight. I'm looking forward to more management roles. I want to build a team of talented people and accomplish the unthinkable.

SPEAKER_01 7:56

A student at Bland High School might say that manufacturing sounds way too technical or boring. What would you tell them?

SPEAKER_00 8:04

There is definitely something for everyone. I have an experience outside of manufacturing for retail, and that retail experience comes in handy more than I ever thought it would. I have to be in charge of numbers. I have to be in charge of taking orders. I also folding so many shirts, I have every single job I've ever had, I've had to fold at least 400 shirts at one point or time. So there are always skill sets that I love to bring with me. And it's definitely not something that you would think of at the surface level. I also like to highlight that, again, being the youngest in the room, I have a lot of potential and I'm excited to bring my ideas and perspective into the business.

SPEAKER_01 8:47

And what's your 32nd elevator pitch for choosing to come into manufacturing in Southwest Virginia?

SPEAKER_00 8:53

The opportunities are endless. We have a global impact and every role matters. Hitachi gives me opportunities to travel the world and train with the best. There are always offering to pay for my schooling if I choose to further my education. Manufacturing is beyond building and production. It allows me to solve problems, implement my ideas, and globally recognizes my hard work. I'm very grateful that I found my career in manufacturing.

SPEAKER_01 9:17

Peyton, once again, thank you so much. You've provided really great insight for our listeners. This has been Why Manufacturing, featuring Peyton Spencer, continuous improvement leader at Hitachi Energy in Bland, Virginia. If you'd like to learn more about careers in manufacturing, check the show notes. There you'll find links to Spam's career resources, including over 130 current openings with SFAM's member companies. Until next time.