By July of this year, the last man on the job here at the Westinghouse Air Brake Technologies Corporation in Wilmerding, Pennsylvania, will, in all likelihood, turn around as he reaches the threshold of the same front door hundreds of thousands of workers have passed through since the 1890s. For the last time, he will look out over the 300,000-square-foot plant that has provided this country with so much technology and innovation for nearly 140 years, and he will think about the men and women who went before, and then turn out the lights for the last time.

This is a solemn process that has happened across this country for the past 40 years and put into motion here on Christmas Eve when Wabtec filed a Worker Adjustment and Retraining Notification notice, which requires employers to let employees know of a scheduled plant closure. It is a move that will affect the remaining 94 employees — from a plant that once employed thousands — with the layoffs beginning next month and the closure expected to be complete by July.

It marks the end of an industrial era that began with plants such as this one in the iconic factory home of Westinghouse Air Brake. It was a company founded by George Westinghouse, a pioneer in the electrical engineering world whose brilliance in technology and innovation improved rail safety and literally turned the lights on in American cities in the 1880s and 1890s through powered electricity.

The plant here was founded in 1886 and made turbines, generators, motors, and switching gear for the transmission of electricity. By the time Westinghouse died in 1914, he had founded over 60 companies and held nearly 400 patents.

As with U.S. Steel, which announced just before Christmas that it was being bought by Japanese steelmaker Nippon, the death of a thousand cuts runs deep among the labor force here. While Nippon has pledged not to change a thing and Wabtec has facilities elsewhere, the uncertainty inherent in both actions has rattled labor leaders like Philip Ameris, president of the Laborers’ District Council of Pennsylvania.

Ameris said what happened at Wabtec and what may happen with Nippon’s purchase of U.S. Steel is that these new owners are so far removed from the people who work for them that they don’t understand that losing workers like the ones from the old Westinghouse plant isn’t just losing bodies. It is losing generations of knowledge, skill sets and pragmatic problem-solving that you can’t learn in a college classroom.

Wabtec is now a multinational company. So are nearly all of the Westinghouse brands, many of which have been parceled out, bought out, divided, and swallowed up by other multinational companies or succumbed to bankruptcy.

Ameris said the challenge for the labor workforce is that lack of connection to their employers as manufacturing companies are sold off.

Assembly lines, technology, computers, artificial intelligence or cheaper labor overseas have all contributed to the devaluation of the skill sets of the men and women who have carved out the American dream working in manufacturing. Those same entities have enabled manufacturing output to soar as manufacturing employment has cratered.

Case in point: in 1979, 19.5 million people worked in manufacturing. That number dropped to 17 million in 2000, and by January of last year, it cratered to 13 million. Yet, according to the National Institute of Standards and Technology, the U.S. is the second largest manufacturing nation in the world behind China.

So, in theory, we are still an industrial powerhouse; it’s just that we are not an employing powerhouse, Ameris said.

“I am all for progress,” he said. “However, you cannot replace the human element of problem-solving no matter how brilliant the artificial intelligence program is.”

Ameris said there are no happy endings here or in any of the other little cuts that hit his workers directly or indirectly. “There is a lot of uncertainty, and that is the last thing our labor force needs.”