Will AI replace Production, factory and assembly supervisors?

Not as a job, but it is already doing parts of the work. Across the 42 official task statements scored for Production, factory and assembly supervisors (United Kingdom, SOC 8160), 25% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 39 out of 100 (range 33–45, band: low). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.

Which tasks in “Production, factory and assembly supervisors” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Calculate equipment operating factors using standard formulae and conversion tables” (100/100, very high); “Maintain records of work hours to monitor productivity” (93/100, very high); “Maintain operations data, including production records, to monitor efficiency and output” (93/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.

Which tasks in “Production, factory and assembly supervisors” stay human?

About 58% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Inspect products to ensure they meet specifications” (0/100, minimal); “Lead and direct team with clear instructions” (4/100, minimal); “Direct activities of employees in goods production” (6/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

What should someone working in “Production, factory and assembly supervisors” do about AI?

Start from the ledger rather than the headline: 25% of this job's weighted core work is exposed, and roughly 58% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.

How is the AI exposure score for Production, factory and assembly supervisors calculated?

Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 42 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

UK dataswitch to US

Production, factory and assembly supervisors

ensuring compliance with health and safety regulations, recommending improving production methods or implementing motivational plans and evaluating staff performance. If that's your week, this page is about your job.

The honest answer

AI is already taking a real slice of the routine work here: maintaining records of work hours to monitor productivity. That is a slice of tasks, not of you.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 25%
changing shape: 17%
staying human: 58%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 39 out of 100 (33–45 allowing for uncertainty): low exposure, across 42 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for production, factory and assembly supervisors is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-05. Read the full method.

That slice is not coming back; the core of the job, leading and directing team with clear instructions, stays yours. The tools change hands, the accountability doesn't.

Your week, as this page understands it

Production, factory and assembly supervisors oversee operations and directly supervise and coordinate the technical and operational work of those carrying out production, manufacturing and assembly roles. The job title says “production”, “factory” or “assembly supervisors”: officially one job, several names. The real job is the part underneath: leading and directing team with clear instructions. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But production, factory and assembly supervisors is not one task. It is 42 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is leading and directing team with clear instructions, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 25%
changing shape: 17%
staying human: 58%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-05. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
18 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Shifting to AI

11 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

Planning and establishing schedules to meet operational goals
This is reading one thing and writing another: schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 8160/00
Source: “Plan and establish schedules to meet operational goals.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building schedules that hit operational targets is a well-defined planning task software does quickly.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Analysing work orders and processing charts to identify operation specifications and sequences
This is reading one thing and writing another: work orders in, a record out. That is the shape today's tools are built for.
importance 80 · 8160/00
Source: “Analyse work orders and processing charts to identify operation specifications and sequences.” (UK task statement)
How this row was scored
Exposure score: 68 out of 100 (61–75 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Reading work orders and charts to pull out specifications is document work, though the detail is site-specific.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.
Managing resources effectively to ensure the efficient running of their department in line with organisational procedures and budgets
This is reading one thing and writing another: resources in, a record out. That is the shape today's tools are built for.
importance 80 · 8160/00
Source: “Manage resources effectively to ensure the efficient running of their department in line with organisational procedures and budgets.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Running a department to budget is planning and number work that software supports well, with a manager approving decisions.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Maintaining records of work hours to monitor productivity
This is reading one thing and writing another: records of work hours in, a record out. That is the shape today's tools are built for.
importance 75 · 8160/00
Source: “Maintain records of work hours to monitor productivity.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Recording work hours and productivity is exactly what time and attendance systems already do.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

7 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

Setting quality standards for manufacturing processes to ensure product excellence
The software now makes the first pass at quality standards, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 8160/00
Source: “Set quality standards for manufacturing processes to ensure product excellence.” (UK task statement)
How this row was scored
Exposure score: 50 out of 100 (43–57 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Standards can be drafted from documented practice and data, but committing the plant to them is a supervisor's accountable decision.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Assigning employee training to experienced workers to facilitate learning
The software now makes the first pass at employee, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 8160/00
Source: “Assign employee training to experienced workers to facilitate learning.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Matching training to experienced staff is scheduling work that systems already do.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Recommending improving production methods or implementing motivational plans
The software now makes the first pass at production methods, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 8160/00
Source: “Recommend improving production methods or implementing motivational plans.” (UK task statement)
How this row was scored
Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Drafting proposals to improve how work is done is writing software handles well; getting them adopted is another matter.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.

Staying human

24 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

Ensuring compliance with health and safety regulations
This work happens in the physical world: compliance, in a real place. Software cannot follow it there.
importance 90 · 8160/00
Source: “Ensure compliance with health and safety regulations.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: The regulations are published and easy to track, but confirming the shop floor genuinely complies means being there to see it.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Monitoring and enforcing compliance with safety rules and regulations in a workplace
This work happens in the physical world: compliance, in a real place. Software cannot follow it there.
importance 90 · 8160/00
Source: “Monitor and enforce compliance with safety rules and regulations in a workplace.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Monitoring can be automated, but enforcing safety rules means a supervisor challenging people directly on the floor.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Conducting training sessions on operations and safety for employees
The value here is that a specific person handles sessions and stands behind it. That is earned, not computed.
importance 85 · 8160/00
Source: “Conduct training sessions on operations and safety for employees.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Training material is easy to produce automatically, but running a session and checking people have really understood is done live.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Show the other 32 tasks

Calculating equipment operating factors using standard formulae and conversion tables
shifting to AI
This is reading one thing and writing another: equipment operating factors in, a record out. That is the shape today's tools are built for.
importance 60 · 8160/00
Source: “Calculate equipment operating factors using standard formulae and conversion tables.” (UK task statement)
How this row was scored
Exposure score: 100 out of 100 (96–100 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: This is arithmetic using standard formulae and published conversion tables, which software does faster and more accurately than by hand.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Maintaining operations data, including production records, to monitor efficiency and output
shifting to AI
This is reading one thing and writing another: operations data, including production records in, a record out. That is the shape today's tools are built for.
importance 70 · 8160/00
Source: “Maintain operations data, including production records, to monitor efficiency and output.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping production records up to date is data entry that factory systems already automate.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Preparing detailed production reports
shifting to AI
This is reading one thing and writing another: detailed production reports in, a record out. That is the shape today's tools are built for.
importance 70 · 8160/00
Source: “Prepare detailed production reports for research, manufacturing and assembly processes.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Detailed production reports are assembled from recorded data, which software does quickly.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing work schedules based on budgets and workloads
shifting to AI
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 75 · 8160/00
Source: “Develop work schedules based on budgets and workloads.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building rotas from budgets and workload is a calculation software does quickly and consistently.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Evaluating current production estimates and outputs based on records and reports
shifting to AI
This is reading one thing and writing another: current production estimates in, a record out. That is the shape today's tools are built for.
importance 75 · 8160/00
Source: “Evaluate current production estimates and outputs based on records and reports.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reading output figures against records and reports is analysis work drawn straight from existing data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Ordering materials and supplies, such as tools, equipment or replacement parts
shifting to AI
This is reading one thing and writing another: materials in, a record out. That is the shape today's tools are built for.
importance 70 · 8160/00
Source: “Order materials and supplies, such as tools, equipment, or replacement parts.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Ordering parts and supplies is routine purchasing that ordering systems already largely handle.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Using data to create presentations and inform management decisions
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 70 · 8160/00
Source: “Use data to create presentations and inform management decisions.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Turning data into presentations is a strong point for software, though someone puts them in front of managers.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Explaining company policies and procedures to workers
changing shape
The software now makes the first pass at company policies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 8160/00
Source: “Explain company policies and procedures to workers.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Turning company policy into a clear explanation is writing work, though the briefing usually happens in person.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Evaluating staff performance
changing shape
The software now makes the first pass at staff performance, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 8160/00
Source: “Evaluate staff performance.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Performance data can be summarised automatically, but appraising someone's work is a conversation between people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Offering specialised technical guidance to colleagues and teams in related projects
changing shape
The software now makes the first pass at specialised technical guidance, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 8160/00
Source: “Offer specialised technical guidance to colleagues and teams in related projects.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Software can supply the technical answer, but colleagues come to a trusted specialist for guidance they can act on.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Setting clear and measurable objectives for the team
changing shape
The software now makes the first pass at clear, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 8160/00
Source: “Set clear and measurable objectives for the team.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Objectives can be drafted, but agreeing them with a team is a management conversation.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Using KPIs as the basis of the continuous improvement cycle
staying human
The value here is that a specific person handles kpis and stands behind it. That is earned, not computed.
importance 75 · 8160/00
Source: “Use KPIs as the basis of the continuous improvement cycle for quality, cost and volume, using lean, operational excellence and production improvement techniques.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: The measurement is straightforward, but driving improvement means working with the people who run the line.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Communicating corporate vision and strategy to the team
staying human
The value here is that a specific person handles corporate vision and stands behind it. That is earned, not computed.
importance 70 · 8160/00
Source: “Communicate corporate vision and strategy to the team.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: The message can be drafted easily, but people expect their own manager to deliver it.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Coordinating activities between departments and sites to ensure organisational coherence and efficiency
staying human
The ratings behind this row put activities well outside what today's tools can do on their own.
importance 75 · 8160/00
Source: “Coordinate activities between departments and sites to ensure organisational coherence and efficiency.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Software can track and schedule work across sites, but pulling separate departments into line still needs a person with authority.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Planning new products and production processes to enhance assembly line productivity
staying human
The ratings behind this row put new products well outside what today's tools can do on their own.
importance 75 · 8160/00
Source: “Plan new products and production processes to enhance assembly line productivity.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Designing new products and processes needs hands-on knowledge of what that particular line can do.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Developing new products to streamline production processes
staying human
The ratings behind this row put new products well outside what today's tools can do on their own.
importance 60 · 8160/00
Source: “Develop new products to streamline production processes.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: New product design needs detailed knowledge of the specific equipment and materials in that factory.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Recommending personnel actions, such as promotions, transfers and dismissals
staying human
The value here is that a specific person handles personnel actions and stands behind it. That is earned, not computed.
importance 75 · 8160/00
Source: “Recommend personnel actions, such as promotions, transfers, and dismissals.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Recommendations about promotions or dismissals rest on knowing how people work day to day, and the decision passes to someone else.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Monitoring work and gauges to ensure operators adhere to production standards
staying human
This work happens in the physical world: work, in a real place. Software cannot follow it there.
importance 75 · 8160/00
Source: “Monitor work and gauges to ensure operators adhere to production standards.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Gauge data can be watched remotely, but making sure operators follow standards involves being there.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Resolving quality control problems to maintain production standards and efficiency
staying human
This work happens in the physical world: quality control problems, in a real place. Software cannot follow it there.
importance 85 · 8160/00
Source: “Resolve quality control problems to maintain production standards and efficiency.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Fixing quality problems usually means going to the line and seeing what is going wrong.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Addressing worker complaints by conferring with management or subordinates
staying human
The value here is that a specific person handles worker complaints and stands behind it. That is earned, not computed.
importance 70 · 8160/00
Source: “Address worker complaints by conferring with management or subordinates.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Handling a complaint properly depends on the worker trusting the person they are talking to.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Managing volume problem resolutions to ensure operational efficiency
staying human
This work happens in the physical world: volume problem resolutions, in a real place. Software cannot follow it there.
importance 70 · 8160/00
Source: “Manage volume problem resolutions to ensure operational efficiency.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (9–33 allowing for uncertainty): low exposure, low confidence.
Why it sits in this group: mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Sorting out volume problems generally means being on the floor where the bottleneck actually is.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Directing production activities, plant operations, maintenance and performance against KPIs as part of a production team
staying human
This work happens in the physical world: production activities, plant operations, in a real place. Software cannot follow it there.
importance 80 · 8160/00
Source: “Direct production activities, plant operations, maintenance, and performance against KPIs as part of a production team.” (UK task statement)
How this row was scored
Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Running production day to day mixes screen-based tracking with a constant presence on the floor.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Ensuring staff compliance with health
staying human
This work happens in the physical world: staff compliance, in a real place. Software cannot follow it there.
importance 85 · 8160/00
Source: “Ensure staff compliance with health, safety, and environmental requirements.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: The requirements are published, but getting a team to actually follow them depends on a supervisor being on the floor with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Coordinating activities of inspectors, machine setters and fabricators
staying human
This work happens in the physical world: activities of inspectors, machine setters and fabricators, in a real place. Software cannot follow it there.
importance 80 · 8160/00
Source: “Coordinate activities of inspectors, machine setters, and fabricators.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Coordinating people across the shop floor depends on being there as things change.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Managing team performance and industrial relations to meet production goals
staying human
This work happens in the physical world: team performance, in a real place. Software cannot follow it there.
importance 85 · 8160/00
Source: “Manage team performance and industrial relations to meet production goals.” (UK task statement)
How this row was scored
Exposure score: 14 out of 100 (7–21 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Managing performance and workplace relations depends on trust built face to face over time.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Providing open and honest feedback to team members
staying human
The value here is that a specific person handles open and stands behind it. That is earned, not computed.
importance 85 · 8160/00
Source: “Provide open and honest feedback to team members.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Honest feedback lands because it comes from someone the person works with and trusts.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Interpreting specifications, blueprints or job orders to construct templates and lay out reference points for workers
staying human
This work happens in the physical world: specifications, blueprints or job orders, in a real place. Software cannot follow it there.
importance 80 · 8160/00
Source: “Interpret specifications, blueprints, or job orders to construct templates and lay out reference points for workers.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Reading the drawings is something software does well; making templates and marking out reference points is hands-on.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.
Building and maintaining strong cross-disciplinary relationships to align HR
staying human
The value here is that a specific person handles strong cross-disciplinary relationships and stands behind it. That is earned, not computed.
importance 75 · 8160/00
Source: “Build and maintain strong cross-disciplinary relationships to align HR, Procurement, Planning, and Finance activities with core production KPIs.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Building working relationships across departments depends on trust between particular people.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Conducting training in equipment operations to enhance production efficiency
staying human
This work happens in the physical world: equipment operations, in a real place. Software cannot follow it there.
importance 80 · 8160/00
Source: “Conduct training in equipment operations to enhance production efficiency.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Teaching someone to run a machine means standing at the machine with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Directing activities of employees in goods production
staying human
This work happens in the physical world: activities of employees, in a real place. Software cannot follow it there.
importance 85 · 8160/00
Source: “Direct activities of employees in goods production.” (UK task statement)
How this row was scored
Exposure score: 6 out of 100 (2–10 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Directing production staff means being on the floor with them as the work happens.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Leading and directing team with clear instructions
staying human
This work happens in the physical world: team, in a real place. Software cannot follow it there.
importance 85 · 8160/00
Source: “Lead and direct team with clear instructions.” (UK task statement)
How this row was scored
Exposure score: 4 out of 100 (0–8 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Directing a team mid-service depends on being there and on people trusting who is asking.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Inspecting products to ensure they meet specifications
staying human
This work happens in the physical world: products, in a real place. Software cannot follow it there.
importance 75 · 8160/00
Source: “Inspect products to ensure they meet specifications.” (UK task statement)
How this row was scored
Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world.
The rating behind it: Checking that delivered products match the specification means physically examining them.
The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

What this job pays, and how many people do it

Median pay: £36,800a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
People doing this job: 32,600in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: records of work hours in, a record out. The rows above are exactly that shape: maintaining records of work hours to monitor productivity and planning and establishing schedules to meet operational goals. What it cannot do is be there in the room, and that is still where team gets done. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

Your week is splitting in two, and which half fills it is the whole question. Maintaining records of work hours to monitor productivity is going; leading and directing team with clear instructions is not.

So, given all that: 25% of this job's task weight sits in rows the software is already learning, 17% in rows that change shape rather than disappear, and 58% in rows it is nowhere near. That is the position, measured across 42 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (leading and directing team with clear instructions) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles leading and directing team with clear instructions, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to production, factory and assembly supervisors (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was production managers and directors in manufacturing: only about 9% of its durable work is work you already do. And on the numbers you do not need one. This job scores 39/100 here, with only 25% of the task list in the top band, and “ensure compliance with health and safety regulations” is not work that hands over cleanly. None of them beats deepening what you already have.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

Production managers and directors in manufacturing
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “set quality standards for manufacturing processes to ensure product excellence”. Across the whole of both lists that adds up to about 9% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 9% of the durable side of that job. That is a different job, not a next step.
Look at that job’s page anyway →
Science, engineering and production technicians n.e.c.
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already ensure compliance with health and safety regulations, and their equivalent is to work in full compliance with health, safety, and environmental regulations. Across both published task lists that is about 8% of the durable work in that job.
Why I am not recommending it: Almost none of it is work you already do: about 8% of the durable side of that job. That is a different job, not a next step.
Look at that job’s page anyway →
Routine inspectors and testers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “monitor work and gauges to ensure operators adhere to production standards”. Across the whole of both lists that adds up to about 6% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 6% of the durable side of that job. That is a different job, not a next step.
Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 25% of its task weight, across 42 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are maintaining records of work hours to monitor productivity, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which First-Line Supervisors of Production and Operating Workers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

The other groups this work is counted across:

Chemical Plant and System Operators

In US official statistics this job is counted as First-Line Supervisors of Production and Operating Workers and Chemical Plant and System Operators. Pay is shown separately for each of those groups (medians cannot be averaged together), while the task list and the scores on this page are for this group only.

Your route through this

Where to go next, and what it costs

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

In England:
National Careers Service
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
- Discover your skills and careers (the skills assessment)
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Skills Bootcamps
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
- Skills Bootcamps - what they are and who can do them (DfE, Skills for Careers)
- Skills Bootcamps - JobHelp (DWP)
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
- Skills Development Scotland
In Wales:
Careers Wales
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded

No Space for this job, but one for what is happening to it

Nothing Collab365 runs is built for production / factory / assembly supervisors, and we are not going to point you at the nearest one and call it a fit.

There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 25% of the work on this page is already inside what they can do.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

The AI Authority is a general community about working with AI, not a course for production / factory / assembly supervisors. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.

Noted, and thank you. We’ll email you if a Space for production / factory / assembly supervisors launches. Nothing else.

That did not look like an email address, so nothing was saved. Have another go below.

We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.

No Space for production / factory / assembly supervisors yet. Should there be one?

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

Collab365 launches new communities where the need is real. If one for production / factory / assembly supervisors existed, with researched problems, courses and people in the same boat, would you want in?

Your email

We use your email address for one thing: to tell you if a Space for production / factory / assembly supervisors launches. We never sell it, never use it for unrelated marketing, and every email has a one-click unsubscribe. Our privacy policy has the full version.

This unlocks nothing. Every figure, every row and every step on this page is already yours, whether you fill this in or not.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Production, factory and assembly supervisors?: Not as a job, but it is already doing parts of the work. Across the 42 official task statements scored for Production, factory and assembly supervisors (United Kingdom, SOC 8160), 25% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 39 out of 100 (range 33–45, band: low). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Production, factory and assembly supervisors” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Calculate equipment operating factors using standard formulae and conversion tables” (100/100, very high); “Maintain records of work hours to monitor productivity” (93/100, very high); “Maintain operations data, including production records, to monitor efficiency and output” (93/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Production, factory and assembly supervisors” stay human?: About 58% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Inspect products to ensure they meet specifications” (0/100, minimal); “Lead and direct team with clear instructions” (4/100, minimal); “Direct activities of employees in goods production” (6/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Production, factory and assembly supervisors” do about AI?: Start from the ledger rather than the headline: 25% of this job's weighted core work is exposed, and roughly 58% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Production, factory and assembly supervisors calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 42 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
18 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Task statements: gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights: gaisi-index (relatedness)
Scores: Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment: ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

How we score a job Download this release Look up another job

Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.