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.
Beaverton Foods, Inc. is currently the largest processor of specialty mustards in the country and operates out of a 70,000-square-foot food processing facility in Hillsboro, Ore., shipping about 30 million units per year. But its beginnings are much more humble.
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.
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.
As equipment investments become more complex and the industrial workforce ages, manufacturers face skill gaps relative to their equipment maintenance. This webinar will focus on preparing your current and future workforce for the long-term maintenance requirements of industrial manufacturing.
When Martha Paluch returned home to help run the family business her father had started with a partner in 1989, she experienced what might be referred to as “paper shock.” “I came back with expectations of changing times and going greener,” says Paluch, now a 25-year-old operations specialist at Phoenix Manufacturing, where her mother and brother also work.
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.
It’s easier to do what we are told than to think about what we are doing. Every decision is a risk. Our business environments and standardized practices steeped in policy encourage us to keep our heads down and charge ahead. But, real problem solvers use their intellect.
In this issue, Pennsylvania manufacturers highlight a "new industrial revolution," machine tags and contamination control eliminate errors and improve industrial lubricant performance, experts discuss proper loading dock design and the safety and energy efficiency concerns that have long dogged facility dock areas, and more.
Many companies make the mistake of selecting a CMMS/EAM that addresses the short-term needs of primarily the maintenance department. This is not the best approach given the number and degree of changes that most companies go through over a relatively short period of time.
Global manufacturers are constantly looking for ways to make their operations more agile, efficient and profitable. A smart way to reach those goals is to realize the most value from every asset in its supply chain. Barcoding, passive and active RFID, and Real-Time Locating System (RTLS) solutions can be used to make smart business decisions that will help improve operational performance.
When most leaders create annual plans, they typically do not take into consideration the different rhythms that occur in each season. And by not doing that, they can miss out on opportunities to build on natural behaviors that occur throughout the year that can impact performance.
General Electric Co. has been re-energized. Performance at all of the conglomerate's industrial segments is improving thanks to cost cutting, a shift in strategy and growth in emerging markets. GE, based in Connecticut, reported an operating profit per share of 44 cents, a penny higher than analysts polled by FactSet expected.
As we pass the five-year anniversary of the start of the economic recession in December 2007, many observers focus on what was lost:8 million jobs; 146,000 employer businesses; 17.5 percent average individual earnings. But the businesses that survived the Great Recession and are thriving today didn’t focus on losses then – and they aren’t now, says Donna Every, a financial expert who has published three non-fiction business books.
Just as we learn to look for the “hidden factory" or unofficial process steps when we seek to improve a production process, we should look for business-level problems that hide from our usual view. Have you ever had a leader give you advice to not cause trouble and to, instead, try to keep your activities “below the radar?”
Occupational diseases often mean repeated surgery, intractable pain, inability to work, time off for the affected employee and, ultimately, higher costs for the employer. Here are four steps a company can take to address this growing problem.
Downtime is dangerous to any manufacturing group. After all, the old saying that compares time to money is true. If people or machines are idle, then products are not being made, which certainly affects the business’s bottom line — minimizing manufacturing downtime makes money for a company.
2012 has come and gone. With a new year staring us down, it’s time for new resolutions. Resolutions involve change, which can be tough for manufacturers. Many manufacturers are conservative in their approach to changing IT solutions — solutions they have become extremely reliant upon and familiar with.
To compete and win in today’s marketplace, manufacturers have begun to re-evaluate what was once a technical undertaking and an administrative afterthought: the capital acquisition process. Changing the way that major equipment purchases are made is not easy, but the savings are real and measurable.
Find ways to save money through investing in energy efficient equipment and alternative energy solutions here!
The FMA can’t predict how many conveyors are going to be sold in 2013, but we can talk about capital expenditures for the metal forming and fabricating machine tools used to produce equipment essential to the food industry. The good news is that investments are increasing across the board. That translates to more efficient production of the equipment that creates efficiencies for food production.
Capturing and sharing manufacturing information requires a strategic approach that identifies what should be tracked, with whom to share information, and how to leverage this manufacturing visibility into improved operations and business performance.
Establish a culture of continuous improvement around a central, common method for solving problems. Adopt one of the common or popular ones, or use them as inspiration for your own. Each organization has its own culture. It is a natural phenomenon of any group of social creatures. We can either let our culture form around us as it may, or we can deliberately cultivate it to be what we desire.
A simple way to identify the opportunities to make your organization operate more efficiently, with less wasted time and energy and money, is to seek out the connections between policy and process, and then simplify. To solve various problems, we only need to simplify the means by which we satisfy policy. The easier it is the fewer problems we will have.
Employing Clear Thinking process, from the C-Suite to the plant floor, is the only way to empower the capability to manage fast and well all the big issues associated with constant change through an organization, says Ray Baxter, CEO of Kepner-Tregoe, and he explains more here.