A new Harvard Business School (HBS) survey reveals serious concern about America’s competitiveness trajectory, but wide agreement between liberals and conservatives on the policy imperatives that Congress and President Obama should advance following the election.
Major issues still need to be addressed, but presuming the United States gets its fiscal house in some semblance of order, the U.S. economy could be in a transition from sluggish growth to a longer period of moderate growth, according to a new report. MAPI Quarterly Economic Forecast predicts that inflation-adjusted gross domestic product (GDP) will expand by 1.8 percent in 2013.
Even small manufacturers have remarkably complex supply chains, oftentimes global in nature, that need to be managed effectively and efficiently to mitigate the endless sources of risk. Hundreds or thousands of third party relationships — and even more for large manufacturers — are a necessary evil in today’s economy, thanks to the efficiency that the system brings to a manufacturer’s operations.
If you are responsible for managing the supply base within your company, in order to be very successful you must not only be a procurement expert and an operations whiz, but also an analytical data junkie. In the face of ever-shortening product lifecycles, increased cost pressures and lean supply chains, you are continually faced with potential supply disruptions.
Outsourced services and functions are common practice for most businesses, yet they come with their own set of horror stories and sad songs. Avoid disappointment with a simple outsourcing rule: Don’t buy the most capable solution; buy the one that will do it your own way.
Two professors at the University of California, Riverside Bourns College of Engineering have developed a new method that doubles the efficiency of wireless networks and could have a large impact on the mobile Internet and wireless industries.
“In the 17 years that this data has been collected, there is only one other month that broke $600 million. Both of those were in months that reflected sales from IMTS, showing its strength as the largest manufacturing event in the Americas,” said Douglas K. Woods, AMT President.
The skills gap in U.S. manufacturing today is more limited than many people believe and is unlikely to prevent a projected resurgence in U.S. manufacturing by the end of this decade. But more severe shortages could develop, threatening to constrain that revival, unless aggressive steps are taken now, according to new research by The Boston Consulting Group (BCG).
In this challenging environment, forward-looking insights combined with disciplined execution can help organizations ensure that their supply chain is healthy and robust, helping to assuage the impact of unexpected chaos, like the recent Hurricane Sandy that hit the east coast.
The challenges of sourcing complex manufactured goods to support the Department of Defense (DoD) create significant obstacles for the U.S. manufacturing industry. These obstacles increase defense costs, hinder the Department’s ability to keep equipment operational and impede military readiness.
In some cases, disparate data points alone aren’t enough to compel a manufacturer to action, especially when operators can’t physically see the problem identified by the data. Rather, it’s combining data in a way that defines root causes that offers compelling enough evidence to drive actionable improvements.
The resilience of the U.S. manufacturing sector and the slow, but stable overall economic growth, may have been attractive for strategic, long-term investors. Moreover, the value of North American targets far exceeded the value of targets from any other region, an indication of both the size and maturity of targets from this region and the fairly attractive nature of the North American manufacturing market.
“Does my plant need an overall equipment effectiveness (OEE) system?” That question is top of mind for many plant managers intent on measuring and improving productivity. OEE is a simple performance indicator to which all managers can relate. But using an OEE score alone to reduce costs is like using a credit score to reduce monthly expenses. A credit score doesn’t provide any guidance in terms of actual performance and root causes.
Ro Khanna, former deputy assistant secretary of the U.S. Department of Commerce, recently discussed his new book, Entrepreneurial Nation; and discussed what manufacturers can learn from the aerospace industry, why Solyndra is not a U.S. solar manufacturing failure, and what he sees for the future of American manufacturing.
IP attacks continue to be prevalent, and the avenues of breach are numerous. While manufacturers can’t prevent every employee from clicking on a phishing link, or close every gap in their external firewalls, they can implement better security awareness, so that they are left in the dark when attacks occur.
Mike Campbell, General Manager, CAD for PTC recently spoke to Manufacturing Business Technology about how CAD technology is changing, how companies are taking advantage of new technology, and some of the latest and most notable trends related to CAD.
Manufacturers can take solace in knowing there are a few different deployment options, but the proper choice isn’t always readily obvious. Whether they ultimately opt for on-premise, cloud, or some sort of hybrid approach to deployment, the thought process behind the choice must be a reasoned one.
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.
A quality ERP system or data collection system can have a significant effect on a food manufacturer’s overall operational efficiency. Manufacturing Business Technology recently spoke with Reddy Beeram, Director Development, for Edgewater Fullscope about how these systems can affect traceability, inventory visibility, and other aspects of a food manufacturing enterprise.
By using a cloud-based system, Hiawatha Rubber Company was able to jettison its IT infrastructure and focus on its core strength – producing high-quality, specialized rubber parts and solving customers’ problems – instead of managing security patches, upgrading hardware, and testing versions of new software updates.