Mobile devices are necessary tools to increase the efficiency and productivity of workers across many industries and markets, including the warehouse. But wearable, voice-directed and multimodal mobile technologies are helping to transform the warehouse environment at an even faster pace than standard mobile tools in other markets.
Unlike checking your NCAA bracket pool during business hours – business owners don’t have a problem with work going outside of the office, as nine out of ten manufacturers and distributors see positive results from employees’ use of mobile devices for work.
Valley Power Systems had been tracking the time and project work of its field service technicians on paper. Providing proof of their actual time and meal breaks when technicians worked remotely was nearly impossible. Customer chargebacks were costly without irrefutable timekeeping and location data.
Manufacturing Business Technology is devoting this week to Mobile Devices In Manufacturing. Check here daily for articles, blogs and videos being featured this week. Hear from industry experts on how they've integrated technology, the solutions currently being offered in the industry and gain insight on making the most of your operations.
We’re in the midst of a radical shift in the way people live, work and communicate. New and continually improving technological advancements are opening the doors to a truly mobile workforce. Gone are the clunky mobile devices, wired telephones and dial-up Internet connections of the 20th century, and the amount of computing power we can fit into a few inches of space these days is nothing short of mind-boggling.
Facing rising operational costs and growing awareness of consumer food safety, growers and companies are under increased pressure to improve efficiency and increase customer satisfaction and safety. To meet these needs while containing costs, food traceability solutions are particularly imperative for achieving rapid responses to potential product recalls.
Back in the early aughts, global automaker Nissan invested some $2 billion in 4.2 million square-foot vehicle assembly plant in Canton, Mississippi. Since May 27, 2003, the company has been producing as many as 10 different models there, and currently employs 4,350. However, the relationship between Nissan management and plant floor employees haven’t always been smooth.
Most economists agree that the “Great Recession” of 2008 ended sometime around August 2009, and while the economy has been slowly recovering, unemployment still appears to be a stubborn problem. The headline rate is just a shade under 8 percent, but another measure, U6, stands at an incredible 14.4 percent.
I’ve heard for years that “soon we’ll have solar panels on everything.” To be honest, I’ve never paid much attention to the hype because these magical solar panels that can fit on and inside everything never seemed to materialize commercially. But researchers seem to have made a real breakthrough in solar technology: thin, sticky, flexible solar panels that can stick to just about any surface or object imaginable.
The PMI registered 51.3 percent, a decrease of 2.9 percentage points from February’s reading of 54.2 percent, indicating expansion in manufacturing for the fourth consecutive month, but at a slower rate. Both the New Orders and Production Indexes reflected growth in March compared to February, albeit at slower rates, registering 51.4 and 52.2 percent, respectively.
Take a look at those wastes and see how many of them can be, or are, caused by indecision. Waiting is obvious; we often wait for decisions and a lack of decisiveness exacerbates the wait. When people wait, so does work or output generally, so we create inventory of work-in-progress that isn’t getting done
Recently a company approached me with a thorny problem: They decided to establish a digital presence. After a high five figure investment and six months of work and debate they had a beautiful website with all the bells and whistles. Unfortunately, they had no visitors, revenue or profit.
More and more companies from Apple to General Electric, Ford and Caterpillar, are deciding to make their products here. But what is behind this manufacturing renaissance? Why are companies bringing back jobs and what makes those companies think they can succeed?
The aim of REACH is to improve and ensure the safe use of chemicals, and the one of the things that REACH does is make all parties in the supply chain — from manufacturers, distributors through to downstream users — directly responsible for the safety of the chemical substances they handle.
In the current commodity bull market, consumer products companies face increasing margin pressure. Consumers are demanding value — increasing competition from private label and restricting manufacturers’ ability to pass along rising raw materials costs.
Manufacturing Business Technology took time to talk to Frank Hill, director of manufacturing business development, Stratus Technologies, about virtualization. Hill explains what it is, how virtualization can help manufacturers take advantage of the processing power they may already have and how to mitigate some of the risk facing companies every day.
Are there any of us who haven’t been assigned to the “undead” project? You know, those projects that seem to go on forever without ever possessing the priority or proper resources to get finally to launch, or the ones that are constantly re-directed or re-defined such that we never make meaningful progress.
Depending on the type of interruption and the severity of the consequences, some manufacturing systems require PLC redundancy to keep people and equipment safe. Instrumentation and manufacturing engineers need to balance the cost of redundant PLCs with the consequences of an outage.
Thousands of material handling technology enthusiasts braved a frigid Chicago winter in order to attend MHIA’s biennial ProMat expo this past January – enough, in fact, to cause a record number on the show floor Tuesday, as well as a record number of attendees to Tuesday’s keynote by Steve Forbes.
The design challenge for the loader system of this size was to come up with a method that would ensure smooth, synchronous motion. The design configuration had to be simple enough to allow for disassembly after initial testing in Pines’ manufacturing plant, then reassembled for actual operation in the customer’s overseas production facilities.