Disasters come in many sizes and shapes and are often unexpected, which is why manufacturers must prepare for them, treating disaster recovery plans almost as an insurance policy. And they do happen, often at the most inconvenient times. By one count, their numbers have climbed 233 percent since 1980.
Last month Hasbro missed a golden opportunity to immortalize the importance of our country’s manufacturing sector, especially with the renaissance the sector is currently experiencing. Hasbro ran a poll to elect a new game icon to be included in all new editions of the game Monopoly, an All-American game if there ever was one.
As we immerse ourselves in continuous process improvement, we get in the habit of tearing down and examining everything that doesn’t meet expectations, go according to plan, or work efficiently enough. We get so focused on what’s broken, we forget to take time to figure out how we do the occasional thing exactly right.
A recent study authored by Deloitte LLP and the Manufacturing Institute says that “for years, manufacturers have reported a significant gap between the talent they need and what they can actually find.” In fact “67 percent of manufacturers reported that moderate to severe shortages of available, qualified workers exist.
The Starbucks Carson Valley Roasting Plant and Distribution Center looks swanky, with its glass-lined exterior; perched atop the entry is the familiar green siren logo. Like millions of Americans, I’ve become accustomed to taking my caffeine on the run, and Starbucks is one of the haunts on my regular route.
This year will see automotive electronics designers approach power management (PM) more like their mobile industry counterparts. While it may seem a fringe concern, the burgeoning security, convenience, connectivity, safety, and infotainment features of tomorrow’s vehicles will drive design and component choices that address standby power consumption.
Accepting the axiom that business and process improvement is fundamentally an outcome of changed behavior, we must address how to lead a change in behavior.If you follow my posts, then you have come to expect me to assert, repeatedly, that behavioral change is the key to successful performance improvement.
Industry analysts and manufacturers were eagerly waiting Eaton’s 4Q reporting as the diversified international manufacturer showed the partial results of its $13.2B acquisition of Cooper Industries. Eaton CEO, Alexander M. “Sandy” Cutler, had warned analysts last quarter that the reporting would be “complex” because the results would show only one month’s (December) numbers of Cooper on its 4Q report.
Everybody has heard the now-clichéd term, ‘too big to fail’, and all of the negative connotations that are associated with said title. Also, I’m sure most, if not all, of you have heard or read something about the recent problems Boeing is experiencing with the Lithium Ion batteries.
National Association of Manufacturers (NAM) President and CEO Jay Timmons delivered a speech on the state of manufacturing at the Detroit Economic Club. His address touched on what manufacturing has meant to America’s past and focused on how critically important it is to our nation’s present and future.
Pop culture references manufacturing as the factories of the 1800s or modern day overseas sweatshops — full of mind-numbing, remedial tasks in dark and dingy factories. Today’s manufacturing environments tell a much different story: clean and safe with employees managing advanced machinery that drives innovation and productivity. But are these stereotypes creating barriers to attract new employees to the industry?
Simply providing a clearer expectation of what “good enough” looks like can solve many problems we encounter. Sometimes we spend ridiculous amounts of time trying to solve problems we can’t clearly communicate. Many times we have no idea if we even have a problem.
For supporters of biofuels and all those who support balanced leadership of all DOE programs, it is a time of good-bye to all that and a hope that the future will be better. To set the stage: Just before Chu’s appearance, Nissan Automotive was on the schedule at the show. The topic? Dropping the price of the electric Leaf by $2,000 to $3,000 to improve sales.
I am not sure how to define it, but what the Italians seem to be stumbling over is a lack of global reach. Outside market understanding entails extensive effort and often requires a presence in that market, in order to identify that market’s unique needs. This does not come cheap.
New technologies and industries inevitably outpace older ones. When analog became obsolete, digital took over. LCD TVs gradually buried CRTs. And those who cling to obsolescence (beyond what the market dictates, that is — see the untimely incandescent ban) are left behind.
Whether it’s equipment maintenance and repair, troubleshooting a process, or fixing business cultural problems, before you gear up for a complete overhaul, check on the simple fundamentals first. Often times the easily overlooked issue is the root cause.
If we were to change our education system, as well as put a higher value to those who serve the economy outside of cubicles and office space, we would see corporations bring their manufacturing back to the United States. They would create the jobs that so many are searching for. The price for manufacturing will drop domestically, which will in turn bring manufacturing jobs back home.
Anyone who watched the Super Bowl last year likely caught a glimpse of Clint Eastwood proclaiming that it was “halftime in America.” The country had been knocked down: The housing bubble had burst and top U.S. automakers – employing thousands of American workers – had sought a government bailout.
Have you ever wondered why manufacturing process improvement programs are introduced with great fanfare, but eventually fade away? A good example is Six Sigma, which is the answer to process variation. It was originally developed by Motorola and then General Electric (GE) and Honeywell adopted it for all of their divisions. Now, GE and Honeywell have backed away from Six Sigma, as have hundreds of other manufacturers.
If MAPI is right and manufacturing has a quiet year, I'd suggest you think about "pulling a Baldor." Examine everything within reach and think about how you can do it better. Some of the initiatives at Baldor based around safety, quality, production flow, and machinery investments resulted in big gains.