Loans Available for Real Estate, Machinery, and Equipment

The New York Job Development Authority recently announced a program that provides direct loans for the growth of manufacturing and other eligible New York businesses. This funding is to assist in financing a portion of the cost of acquiring and renovating existing buildings or constructing new buildings or for purchasing machinery and equipment (“M&E” projects). Funds to make loans are derived from the sale of state-guaranteed bonds.

Program Highlights

In most cases, JDA Loans can be for up to 40% of the total project cost of new buildings (“Real Estate” projects) or for M&E projects, or up to 60% for projects located in Empire Zones or economically distressed areas. The combination of a bank loan and a JDA Loan allows up to 90% financing of a project with a typical financing structure that might consist of:

• 50% Bank Loan
• 40% JDA Loan
• 10% Borrower Equity

 

A JDA Real Estate Loan is normally a second mortgage loan, subordinate to a first-mortgage loan provided by a bank; M&E Loans are secured by a first lien, co-equal with the bank’s lien, on the M&E being financed.

Real Estate project costs include the cost of an existing building and renovations, purchase of land and construction of a new building and soft costs normally associated with a real estate transaction. M&E project costs include the cost of the machinery and its delivery, installation costs solely attributable to the machinery being purchased and soft costs related to the M&E acquisition.

EligibilityFacilities to be used for manufacturing, distribution, warehousing and certain service businesses are eligible for JDA Loans. Loans for retail facilities, which customers must personally visit in order to obtain the goods or services being sold, are not eligible for JDA Loans, nor are loans for hotel or residential facilities.
JDA does not make loans for motor vehicles, nor does JDA make Working Capital Loans.

RequirementsThe Borrower must secure a letter of commitment from the bank providing the 50% financing portion of the project cost.

 

The Borrower must provide at least 10% of the project cost as an equity contribution to the project.

Personal guarantees are required from any person owning 20% or more of the Operating Company for whose benefit the JDA Loan is being made.

To explore how this loan program might help your company grow, and to learn how to apply, contact Jim Cunningham, 607-725-1225.

 

See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf

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The Importance of Goals & Direction for Growth & Profitability

“Would you tell me please, which way I ought to go from here?” “That depends a good deal on where you want to get to” said the cat. “I don’t much care where” said Alice. “Then it doesn’t matter which way you go” said the cat. Lewis Carroll

Are you like Alice or do you care about the future and the direction you want to take? 2012 is winding down already and it’s time to prepare for 2013. If you don’t take the time to define your future, someone else will. AM&T has helped hundreds of Southern Tier manufacturers develop and implement meaningful Strategic Plans. Give us a call and let’s discuss how we can help you: Examine your current state Define your desired future Develop a roadmap and actions for growth & profitability Develop the right metrics to monitor progress Contact Jim Cunningham at 607-725-1225 or jcunningham@amt-mep.org   See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf Visit our website at http://www.amt-mep.org   

Excellent Quotes on Collaboration

"The strength of the team is each individual member. The strength of each member is the team." - Phil Jackson

"Alone we can do so little; together we can do so much." - Helen Keller

"If two men on the same job agree all the time, then one is useless. If they disagree all the time, both are useless." - Darryl F. Zanuck

"If everyone is moving forward together, then success takes care of itself." - Henry Ford

"Many ideas grow better when transplanted into another mind than the one where they sprang up." - Oliver Wendell Holmes

"If I have seen further it is by standing on the shoulders of giants." - Isaac Newton

"It takes two to speak the truth - one to speak, and another to hear." - Henry David Thoreau

"If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas." - George Bernard Shaw

"Politeness is the poison of collaboration." - Edwin Land

"I never did anything alone. Whatever was accomplished in this country was accomplished collectively." - Golda Meir

See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf

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Eight-Step Problem Solving Workshop

Manufacturing today is under tremendous pressure to find new and innovative ways to improve performance and reduce costs. Recognizing the need for Continuous Process Improvement (CPI) is crucial. The effectiveness of any CPI effort is only as good as the problem solvers implementing and executing the plan, and the need is recognized for the majority of all personnel to be schooled in a disciplined, proven problem solving methodology.

In this one-day session, AM&T will train participants in a modified 8-Step Problem Solving process, adopted from the Toyota Production System and tied directly to the Six Sigma DMAIC model -- Define, Measure, Analyze, Improve, Control.

WHO SHOULD ATTEND?

Personnel charged with project management, process improvement, Lean initiatives, and anyone else interested in problem solving.

KEY PARTICIPANT BENEFITS

• Learn how to utilize 8-step problem solving process
• Learn why objectivity, alignment, coherency, and distilling data down to the most salient points is important to successful problem solving
• Solve problems faster using a proven methodology
• Attain lasting results by using sustainment tools
• Gain in-depth knowledge to identify and resolve true root causes instead of symptoms
• Provide the organization with methods to share best practices
• Learn to understand the nature of a problem before jumping to solutions
• Learn to set clear objectives and metrics
• Understand the importance of cause and effect analysis in problem solving
• Create a culture of logical problem solving

To have this class delivered at your facility,
call Jim Cunningham at 607-725-1225

Meet your Instructor: Carol Miller has over 25 years of experience in the manufacturing and service sectors. She has a B.S. in Industrial Engineering from the State University of New York, College at Buffalo, and an M.S. in Management of Technology from Polytechnic University. She is a member of the Association for Manufacturing Excellence (AME) and the Project Management Institute (PMI), is a NIST certified trainer and implementer of Lean Manufacturing techniques, and has received certification as a Lean/Six Sigma Black Belt from Villanova University. Carol leads AM&T’s Lean effort.

See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf

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Four Reasons Why Questions are a Leader’s Best Friend

By Art Petty

The best leaders I know wield questions like a surgeon wields a scalpel…carefully, precisely, respectfully and always with an objective in mind.

Four Reasons Why Questions are a Leader’s Best Friend:

1. Questions teach. They encourage those around us to think through and around issues. Helping people see things beyond their role or their function…and encouraging them to look at the bigger picture is best accomplished through deft questioning, not lecturing.
2. Questions promote innovation. I was on the receiving end of this one after spending a considerable amount with my team working through a problem to arrive at a solution: If it turns out that this approach is not acceptable, how else might you solve this problem? The new solution…a very different one turned out to be a much better approach.
3. Questions promote performance. Just the knowledge that the boss asks tough, non-judgmental questions motivates people to think harder and deeper about their ideas and approaches. A good boss wants as much gray matter of his/her team as possible!
4. Questions promote improved decision-making. Similar to the question for innovation above, effective leaders ask questions that encourage their team members to reframe situations when evaluating a decision. Something perceived as a problem might well be approached in a different manner when framed as neutral or even as an opportunity.

The Bottom-Line:Learn the art of asking questions, but remember to wield them like a surgeon: carefully, precisely and respectfully. Emphasis on the “respectfully” portion, or, you risk crossing the line from positive to intimidating.

See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf

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Associates Corner - Incodema

Incodema is a prototype and short run sheet metal stamping provider that produces prototype sheet metal stampings, intricate metal forming, short run production stamping, laser cutting, photo chemical machining (PCM), CNC machining, and wire EDM (electrical discharge machining)

According to Sean Whittaker, CEO, the Ithaca company uses complex 3D designs from client-supplied CAD files to transform those ideas and designs into reality. “Our reputation hinges on our team’s ability to produce high-quality, sheet metal prototypes with very rapid turnaround times. We have redefined “rapid” by offering same business day delivery of prototype metal stampings. Customers can routinely request and receive an E-Quote in minutes and receive the parts in five business days or less.”

Whittaker said the company’s success and growth is the result of optimizing ordering and production processes, focusing on quality, being innovative, and expanding capabilities.

Incodema redesigned and renovated its 30,000 sq.ft. facility to better accommodate lean manufacturing principles and 5S procedures, and to accommodate expansion with a capital equipment acquisition program. Whittaker explained that Incodema has selected tools and methodologies that assist in identifying and eliminating waste. This, in turn, improves quality reduces production time and costs.

5S (Sort, Set-in-order, Shine, Standardize, Sustain) is a method for organizing a workplace and keeping it organized. Whittaker said that Incodema’s entire workforce has become committed to the principles of Lean and 5S, with the result that work centers are running more efficiently, tools are always available when needed, and pride in the workplace and products is self evident.

One example of innovation at the company is the first U.S. commercial installation of a new European developed precision water jet cutting technology. The MICROCUT process was specifically designed to machine two-dimensional, high precision and micro parts with a substantially smaller kerf width (0.012 in.) compared to traditional cutting processes (0.045 in.). This cutting process quickly and accurately removes material to produce a finished piece with little to no burr and no heat deformation. This makes it an ideal solution for soft materials such as rubber, plastics, or silicone, and it works equally well with hard alloys.

Incodema’s capabilities have also increased with the acquisition of a 22-employee company in Newark, NY that specializes in photo chemical machining (PCM). PCM is the process of fabricating sheet metal components using a photoresist and etchants to corrosively machine away selected areas, and can produce highly complex parts with very fine detail accurately and economically. Whittaker explained that the PCM process can offer economical alternatives to other machining processes for thin gauge precision parts. The tooling is inexpensive and quickly produced, thus the process is useful for prototyping and allows for easy changes in mass production.

PCM can be used on virtually any commercially available metal or alloy, of any hardness. It is limited to materials with a thickness of 0.0005 to 0.080 in (0.013 to 2.0 mm). Metals include aluminium, brass, copper, inconel, manganese, nickel, silver, steel, stainless steel, zinc and titanium.

Leveraging expertise that remained from a company that left Syracuse, Whittaker recently created a subsidiary called IwinRP that specializes in Stereolithography (SLA), an additive manufacturing process which employs a vat of liquid ultraviolet curable photopolymer “resin” and an ultraviolet laser to build a part’s layers one at a time. For each layer, the laser beam traces a cross-section of the part pattern on the surface of the liquid resin. Exposure to the ultraviolet laser light cures and solidifies the pattern traced on the resin and joins it to the layer below.

Incodema and its new sister companies are registered under the U.S. Department of State’s International Traffic in Arms Regulations (ITAR), which allows all three locations to fully support all military and homeland security projects in the U.S.

The company now employs 52 people in Ithaca, 22 in Newark, and 5 at the new startup group in East Syracuse. For more information visit www.incodema.com

See this and other newsletter articles at http://amt-mep.org/files/4613/5464/5392/2012-12.pdf

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Basic Project Management Training

A "train and do" workshop introducing the basics of Project Management, including classroom presentation and exercises on how to organize and manage projects and bring them to a close – on time and on budget.

WHO SHOULD ATTEND?

This training is for manufacturing, engineering, and installation personnel with project leadership responsibilities, whether in a new role or just in need of a refresher.

COURSE OUTLINE:

• Introduction to Project Management
• Individual Roles and Responsibilities
• Defining the Mission & Approach
• Methodology Overview
• Work Plan Review and Sign-off
• Project Tracking (Working the Schedule)
• Action and Contingency Plans
• Project Status Reporting
• Book shelving Project Management Data

(Course materials are based on methods described in the Program Management Body of Knowledge (PMBOK), published by the Program Management Institute)

Date: Thursday, November 8th, 2012

Time: 8:00 am to 4:30 pm

      Sign-in and continental breakfast at 7:30, lunch also included

Location: Treadway Inn, Owego, NY

Cost: $250 ($200 for AM&T Associates)

 

Register on-line at www.amt-mep.org or contact Kathy Peacock at 607-774-0022 x308

Meet your Instructor: Lloyd Johnson is a graduate of Syracuse University where he earned a B.S.E.E. and an MBA. Lloyd has over 30 years of experience in manufacturing, quality and program management. Lloyd is a Professional Business Adviser (PBA), a certified Project Management Professional certified by the Project Management Institute, and is certified to teach Training Within Industry (TWI).

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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How Effective Coaching Helps Hold Down Key Employee Turnover

By: Colleen Bracken

Today’s professional sports teams protect their investments. When they’ve paid, say, $110 million for a player, they don’t give up on him easily if he goes into a slump. What do they do? Berate and humiliate him? Make him run stadium steps until he drops? No. Usually, they coach him. And arguably, the most successful teams boast the most skillful coaches.

State of the team
Which invites the question: "What’s the state of your team?"

Do your managers know how to coach your talent so as to minimize their slumps, maximize their hot streaks and make them want to stay with the team for a long time?
The comparison isn’t outlandish. You may not spend multi-millions on your best people, but you know turnover can easily cost a year’s salary - not to mention the headaches of recruiting and re-recruiting.

A matter of training
As an HR pro, you probably either head up or have a lot of say in your company’s training efforts. So it’s up to you to ensure line managers acquire the coaching skills they need to keep valued employees growing, and put them back on track if they get off.

To help you, we’ll lay out a five-step coaching method you can share with managers - and maybe use yourself.

And by the way: Coaching isn’t teaching - rather, it’s helping a person learn by unlocking her potential. Coaching contains elements of training, psychotherapy, mentoring and consulting, but isn’t identical to any of these.

The Method:

1. Create a safe environment
A coaching conversation needs a safe and trusting environment, to encourage communication and foster a willingness to try new things.

The coach creates this atmosphere by:
• Seeking permission: "Would you like some coaching in this area?"
• Stressing confidentiality: "Everything we discuss will remain 100% confidential." (Remember, this isn’t an evaluation or a disciplinary session.)
• Eliciting concerns: "Do you have any issues about our coaching?"

2. Decide agenda and outcome
The employee may want to choose the topic, or the manager may see a need for coaching in a specific area.
In the latter case, the manager asks the employee - ahead of time, not on the spot - if he’d like to be coached on the topic.
The desired outcome is decided at the start. The manager can ask the employee what outcome she desires, or suggest an outcome the manager would like to see.

3. Explore
The next step is for the coach to gain a broad and deep understanding of the employee’s situation.
This can be accomplished by open-ended questioning, using phrases like:
• "Can you describe the situation now?"
• "Describe how you want it to be."
• "What have you tried so far?"
• "What has/hasn’t worked?"
• "What strengths do you have that you can apply?"
• DON’T ask, "Why," which can make the employee defensive.

4. Collaborate and solve
Now the coach and employee are ready to generate ideas and solutions. Here, too, the key lies in open-ended questioning. The coach can ask:
• "What are three possible or impossible solutions?"
• "What obstacles might get in the way, and how can we reduce them?"
• "What else would make it better or easier?"
• "What’s most important to you here?"
Note: Often the coach won’t give advice, but let the employee figure out a solution. If advice is called for, the coach should seek permission to give it.

5. Plan for action and support
The idea of coaching is to drive observable change.
So in the last stage, the coach moves the employee to action steps, by asking questions like:
• "Which of the solutions you’ve come up with are you ready to act on?"
• "By when will you take these actions?"
• "What support will you need to follow through?"

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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10 Tips for a Simple and Effective Business Plan

From an article by Marty Zwilling

If you want people to invest in your idea, then my best advice is to first write a business plan, and keep it simple. Don’t confuse your business plan with a doctoral thesis or the back of a napkin. Keep the wording and formatting straightforward, and keep the plan short. For minimum content, see the article "These 10 Key Elements Make a Business Plan Fundable" at http:\\www.tinyurl.com/cmxkp5l

The overriding principle is that your business plan must be easy to read. This means writing at the level of an average newspaper story (about eighth-grade level). Understand that people will skim your plan, and even try to read it while talking on the phone or going through their email.

But don’t confuse simple wording and formats with simple thinking. You’re keeping it simple so you can get your point across quickly and effectively to team members and investors. With that in mind, here are some specifics updated from an old article on simple plans by Tim Berry:

1) Keep It Short. You can cover everything you need to convey in 20 pages of text. If necessary, create a separate white paper for other details and reports. The one-page Oprah plan is a good executive summary, but it’s not enough to get the investment.

2) Polish It. Aside from the wording, you also want the physical look of your text to be inviting. Polish the overall look and feel. Stick to two fonts in a standard text editor, like Microsoft Word. The fonts you use should be common sans-serif fonts, such as Arial, Tahoma or Verdana, 10 to 12 points.

3) Break It Up. Don’t use long complicated sentences. Short sentences are the best, because they read faster, and reader comprehension is higher in all audiences.

4) Don’t KISS It. Avoid buzzwords, jargon and acronyms. You may know that NIH means "not invented here" and KISS stands for "keep it simple, stupid," but don’t assume anybody else does.

5) Keep It Simple. Use straightforward language. Stick with the simpler words and phrases, like "use" instead of "utilize" and "then" instead of "at that point in time."

6) Use Bullet Points. They help organize and prioritize multiple elements of a concept or plan. But avoid cryptic bullet points. Flesh them out with brief explanations where explanations are needed. Unexplained bullet points usually result in questions.

7) Don’t Overwhelm. Pictures and diagrams can effectively illustrate a point, but too many graphics and flashy colors come across as clutter.

8) Use Page Breaks. This will separate sections of the document and can also separate charts from text and highlight tables. When in doubt, go to the next page. Nobody worries about having to turn to the next page.

9) Use White Space. Include one-inch margins all around and open up the space between lines of text. Always use your spell-checker. Then proofread your text carefully to be sure you’re not using a properly spelled but incorrect word.

10) Include Table of Contents. No investor likes searching every page for key data, like executive credentials, or exit strategy. Most word processors these days can automatically generate a table of contents from your section headings. Use it.

Investors hear from too many entrepreneurs who envision a great business opportunity, but don’t have any written business plan at all. They think they can talk their way to a deal. It won’t work. On the other end of this spectrum are entrepreneurs who present long product specifications with a few financials at the end. This is a failing strategy as well.

If you’re not the type who can connect with people based on a simple message, told succinctly, then hire someone who can. In fact, simplicity and readability is one of the most effective strategies for selling even the most complex proposal. A business plan that is easily understood and looks professional is already half sold. Simple is not stupid.

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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Associates’ Corner - North Point Technology, LLC

North Point Technology, LLC provides industrial automation and control system engineering services, including consulting, programming, and commissioning for a variety of industrial and municipal clients in North America, the Caribbean, Australia, Asia, and Europe.

Celebrating its 10th year in business, North Point Technology has grown significantly in size and scope of supply since its inception. The firm, founded by Robert P. Lee, P.E. and Lisa W. Lee, employs a staff of engineers who serve clients from North Point’s offices in Johnson City, New York and Park City, Utah.

Lisa Lee pointed out that their clients benefit from the depth and breadth of North Point’s knowledge and experience as they work to implement new products, solve difficult process problems, and achieve higher manufacturing efficiency and quality. She explained that North Point has developed proprietary software, which is a competitive edge and gives them capabilities unique in their field. This software affords clients more cost effective software solutions, resulting in shorter development and commissioning periods.

Recent projects have included work with water treatment facilities, food and beverage manufacturers, precision discrete parts manufacturers, and OEM machine builders. In 2012, the firm’s continued success resulted in hiring additional engineering talent and a further diversification of its client and project base to include material handling systems, power plant operations, boiler control, and emerging energies.

North Point has recently been honored for several consecutive years with both the Central New York Fast Track 50 Award and the Economic Champions Award. “In these times of economic uncertainty, we are proud to be a thriving part of the Upstate economy”, said Bob Lee. “We offer our gratitude to AM&T for all their efforts to keep our manufacturing sector strong.”

For more information, contact Robert Lee, P.E., Principal 530 Columbia Dr, Suite #102 Johnson City, NY 13790 866-885-3377 x901

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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Associates’ Corner - Swift Glass

Swift Glass Company is a privately owned worldwide leader, in the manufacturing of quality fabricated glass parts. Since 1937, Swift Glass has applied its experience and knowledge, combined with state-of-the-art technology and processes, to provide total solutions delivery to its customers’ manufacturing challenges.

Swift Glass provides complete engineering capabilities for all types of glass fabrication. Processes include CNC machining and cutting; ultra-high pressure water jet cutting on hard-to-machine materials; polishing of all types of glass including sapphire and super hard ceramics; heat treating of glass as well as chemical strengthening of glass. No size or thickness is too large or too small and no job is too complex, or too small.

Quality is the byword at Swift Glass and starts at the beginning of a project. From prototypes and specialty quantities to large volume production, every order passes through several extensive levels of quality control. An understanding of their customer’s project intricacies well beyond the basic specifications is developed because Swift doesn’t just try to meet the specifiations – they do it. At Swift Glass "when it comes to quality, we deliver the first time."

Swift Glass provides product solutions for Biomedical, Appliance, Industrial, Optical, Commercial, Defense and Aerospace applications.

For more information please visit their website at http:\\www.swiftglass.com

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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Got a Big Idea? Speak Up!

By: Idea Champions

You have a BIG idea. A HOT idea. An INSPIRED idea -- one that will make a difference. Maybe it’s an idea for a new product... or a new service... or a process improvement. Or maybe you just want to move away and join the circus.

You cannot shake this idea. It shakes you. But you have not told anyone about it. At least not recently. I’m not sure why. Maybe you think you’ll be ridiculed... or there’s no budget for it... or you don’t have the time. So what? If you don’t speak up, nothing will happen and you’ll only end up cranky and wondering "What if?"

Tell someone! Let go of your doubts! Get the ball rolling! “If not you, WHO? If not now, WHEN?”

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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The 7-Basics for Manufacturing Performance Management

By Bill Gaw

1) The Strategic Plan: The strategic plan is the result of a business process that many companies employ to identify their critical success targets that set the course for future growth and profits. Lewis Carroll in “Alice in Wonderland” makes a good case for it: “Would you tell me, please, which way I ought to go from here?” said Alice. “That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where…,” said Alice. “Then it doesn’t matter which way you go,” said the Cat.

2) The Balanced Scorecard: Financial numbers may tell us we’re winning the war, but it takes a balanced scorecard to focus our energy and efforts to win each of the battles along the way.

3) Overcoming Objections: Let’s not forget that we’re in the business of promoting improvements. There are many reasons why positive change is difficult, the most significant is all the objections and obstacles that are placed in the way of your progress. Don’t become a member of this negative force, they are the losers. Remember, there can be no status quo; if you are not gaining, then you are losing!

4) Information Integrity: Bottom line expectations will not be achieved when day-to-day production and business training programs are driven by inaccurate, untimely and uncontrolled data and/or documentation.

5) Team Dynamics: It is extremely important to understand that results gained from a Strategic Planning Program will be in direct proportion to the amount of empowerment granted to self-directed work teams.

6) Structure & Deployment: There are three types of business managers: Those who track the score and know that they are winning the competitive battle… those who track the score and know that they are losing the competitive battle…and those who don’t track the score and are not even in the competitive battle.

7) Kaizen Management: If your manufacturing team can handle only one strategic initiative at a time, then let it be the implementation of a "quick-hitting" kaizen management program. There just isn’t any other more important program in our pursuit of profits.

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

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How We Help

• Conducted a Rapid Improvement Event (RIE) to implement Lean methods in the Circuit Board Assembly area. Facility renovation, workplace layout, and work flow changes will be implemented before the end of 2012.

• Conducted an ISO 9001:2008 gap assessment and baseline audit at one company. The company has gaps and deficiencies that will need to be addressed in order to achieve an ISO compliant Quality Management System.

• Conducted a four-hour Lean Thinking training session focused on identifying production and administrative wastes. The training was attended by 32 people, and it identified dozens of actionable high impact, low effort opportunities.

• Conducted an 8-hour Lean for Office workshop, training participants in Lean Thinking and how to apply Lean tools & concepts to support and administrative processes. The training was attended by 12 people and identified numerous potential opportunities.

• Completed a 5-day Cellular Flow Manufacturing event. The team designed a cell that incorporated all machining, inspection, and assembly operations. The cell design will result in better flow and quality, and less WIP, distanced traveled and floor space.

• Implemented a visual scheduling system to substantially improve due date performance and reduce WIP.

• Implemented a pilot supermarket replenishment system for purchased parts and work-in-process. The simplified system will result in fewer stock-outs, less inventory, lower space requirements, higher productivity and greater flexibility.

• Created a production and office layout to improve workflow and address a need for additional space for new equipment and personnel.

• Assisted a company in looking for a manufacturing partner, provided mentoring in conceptualizing and negotiating a successful partnership.

• Worked with a company to create a business growth plan and continuing with Sales Training and implementation assistance, and guidance in content and focus of website development.

• Coached a company in pursuing funding required for survival and growth. Project is expected to expand once funding has been secured.

• Co-hosted a Solutions Fair event that brought companies together with technical and business resources from universities, research institutes, and Regional Technology Development Centers.

See this and other newsletter articles at http://amt-mep.org/files/7813/5153/1952/2012-11.pdf

Visit our website at http://www.amt-mep.org

8 Step Problem Solving

Manufacturing today is under tremendous pressure to find new and innovative ways to improve performance and reduce costs. Recognizing the need for Continuous Process Improvement (CPI) is crucial. The effectiveness of any CPI effort is only as good as the problem solvers implementing and executing the plan, and the need is recognized for the majority of all personnel to be schooled in a disciplined, proven problem solving methodology.

In this one-day session, AM&T will train participants in a modified 8-Step Problem Solving process, adopted from the Toyota Production System and tied directly to the Six Sigma DMAIC model -- Define, Measure, Analyze, Improve, Control.

WHO SHOULD ATTEND?

Personnel charged with project management, process improvement, Lean initiatives, and anyone else interested in problem solving.

KEY PARTICIPANT BENEFITS

• Learn how to utilize 8-step problem solving process
• Learn why objectivity, alignment, coherency, and distilling data down to the most salient points is important to successful problem solving
• Solve problems faster using a proven methodology
• Attain lasting results by using sustainment tools
• Gain in-depth knowledge to identify and resolve true root causes instead of symptoms
• Provide the organization with methods to share best practices
• Learn to understand the nature of a problem before jumping to solutions
• Learn to set clear objectives and metrics
• Understand the importance of cause and effect analysis in problem solving
• Create a culture of logical problem solving

Date: Thursday, October 25, 2012
Time: 8:00 am to 4:30 pm - sign-in and continental breakfast at 7:30 - Lunch also includedLocation: Treadway Inn, Owego, NY
Cost: $250 ($200 for AM&T Associates)

Registration Deadline: October 18th

Register on-line at www.amt-mep.org or contact Kathy Peacock at 607-774-0022 x308

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

Visit our website at http://www.amt-mep.org

How We Help

• Completed a 4-day office-centered, value stream mapping event on a quarterly financial performance review process. Implementation is targeted to be complete within three months and will result in a significant reduction in rework and overtime.
• Completed a multi-day 5S and Visual Workplace event. The team created a workplace where everything is visually clear and controlled. As a result, the workplace will produce fewer defects, less waste, fewer injuries, and fewer breakdowns. These improvements will translate into lower costs and improved quality.
• Completed a multi-day Pull / Kanban event. The team established a Pull system for purchased parts, work-in-process and finished goods. The system will result in a simplified process, fewer stock-outs, less inventory, lower space requirements, higher productivity and greater flexibility.
• Assisted a company in qualifying for a TAAC grant focused on website development with a website development company and company growth project with AM&T. Worked with the company to create a business growth plan and am continuing with Performance Benchmarking and Transformation Planner, Sales Training and implementation assistance, and guidance in content and focus of website development.
• Assisted a company in creating a Strategic Plan, pursuing funding required for survival and growth, provided guidance in project pricing and quotation management, and leveraged AM&T Lean specialist in maximizing workflow. Project is expected to expand into significant work once funding has been secured.
• Conducted series of meetings with Economic Development Agencies and Chambers of Commerce in eight counties to highlight the importance of manufacturing to the Southern Tier economy and to encourage those organizations to focus on providing services that are needed by that sector.
• Conducted an ISO internal audit at one company in preparation for their upcoming compliance assessment by an ANAB Registrar. With AM&T’s support, the company has developed and implemented an effective Quality Management System that will allow them to become ISO certified.
• Conducted a Training- Within-Industry (TWI) Job Instruction workshop at one company to train their trainers in using a simple 4-step method to provide effective on-the-job training to employees.

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

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Solutions Fair - Southern Tier

Take advantage of regional and statewide resources. Meet one-on-one with technology & business experts who can help your company

• innovate
• fix processes
• solve problems
• accelerate growth

This happens at a Solutions Fair, a series of state-wide workshops that match manufacturers with a broad range of technical, educational, and economic development resources – experts who can help identify and solve an existing problem in your company.

Solutions Fairs have been held in Binghamton, Albany and New York City, and the success of these events is built on a simple idea – eliminate the boring presentations and cut to the chase. In other words, as part of the event registration process, attendees complete a brief questionnaire to identify one or more specific problems needing solutions. The event organizers use the responses to assign short, one-on-one meetings with representatives of the organizations listed below. The discussion focuses on the preidentified problems, enabling the attendees to quickly assess the solutions available and decide how and when to follow up.

Participating Resources:

• Cornell Center for Materials Research
• Cornell Center For Technology Enterprise and Commercialization
• Cornell Nanoscale Science & Technology Facility
• Cornell Institute for Biotechnology and Life Science Technologies
• Cornell Kevin M. McGovern Family Center for Venture Development In The Life Sciences
• Cornell Johnson School Consulting (BRC), Legal Counsel (BRL), and Capital (BRV)
• Binghamton Small Scale Systems Integration and Packaging
• Binghamton Strategic Partnership for Industrial Resurgence and Industrial Outreach
• Rensselaer Polytechnic Institute Center for Automation Technologies and Systems
• Syracuse Center Of Excellence in Environmental and Energy Systems
• Syracuse Clean Tech Center
• Alliance for Manufacturing & Technology
• Center for Economic Growth
• Hudson Valley Technology Development Center
• High Tech Rochester

Available Solutions in Ithaca will include:

• Analytical Services
• Product and Process Improvements
• Complex Modeling Capabilities
• Technical Expertise
• Innovation Engineering
• Strategic Planning
• Business Analysis
• Workforce Training
• Funding and Grants
• Access to Student Interns

Date: October 18th, 2012

Time: 8:00 am to 12:30 pm

Location: Cornell University - G10 Biotech Building

Cost: No cost to attend

Registration Deadline: October 5, 2012

More Info & Registration: www.amt-mep.org/index.php?cID=130

Questions: Call Michael Meador at 607-342-3208

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

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Innovating for Growth

Mention the word “innovation” and most people will think of extraordinary inventions created by solitary geniuses.

However, the majority of business innovations today are quite the opposite. The companies that generate them thrive on collaboration, a free exchange of ideas and regular interactions with customers and other stakeholders.

They innovate not necessarily to revolutionize their industry but to meet specifi c objectives and carve out a competitive edge.

Perhaps most important is that innovative companies do not outsource this function to a department or committee. Nor do they hastily come up with an innovation plan when the corporate strategy calls for it. For them innovation is a way of life. It is what they do.

To do it well, companies change whatever needs to be changed including:

• Organizational structure
• Business processes
• Core products or services

This doesn’t happen randomly: leading companies do follow a process to innovate. Our research has found that this tends to be a spiraling, iterative approach. This approach embeds innovation in every aspect of the organization.

It is not enough just to be innovative. It is essential to be innovative all the time.

by: Maria Pinelli

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

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The Benefits of Obtaining ISO 9001 Certification

What can you expect in return for your investment in an ISO 9001:2008 Quality Management System (QMS)?

Feedback from ISO 9001:2008 Registered companies shows what you can expect as the payoff from all of your hard work.

Because of the responsibilities called out in the ISO 9001:2008 Standard, organizations often see an increased involvement of top management with regards to the Quality Management System.

This starts with the setting of the Quality Policy and Quality Goals and Objectives. It continues with Management Review looking at data from the QMS, and taking actions to make sure that Quality Goals are met, new Goals are set, and continual improvement is achieved.

In a study conducted by researchers from UCLA results showed that “U.S. publicly held companies traded on the New York Stock Exchange that receive certification under the ISO 9000 Quality Standard show significant improvement in financial performance compared to those companies that have not pursued the standard.”

When ISO 9001:2008 is implemented in an organization:

• Well defined and documented procedures improve the consistency of output
• Quality is constantly measured
• Procedures ensure corrective action is taken whenever defects occur
• Defect rates decrease
• Defects are caught earlier and are corrected at a lower cost
• Defining procedures identifies current practices that are obsolete or inefficient
• Documented procedures are easier for new employees to follow
• Organizations retain or increase market share, increasing sales or revenues

Top reasons given for registration:

• Internal operational efficiency
• Lower production costs because of fewer nonconforming products, less rework, lowered rejection rates, streamlined processes and fewer mistakes
• Access to new markets
• Some markets require ISO 9001 Registration, some markets favor companies with ISO 9001 Registration
• Customer request
• Many organizations are asked by a customer to obtain registration as a requirement to continue or to start doing business with them.
• Reducing costs
• Organizations are recognizing that an effective Quality Management System leads to reduced costs and greater operating margins

What will ISO 9001:2008 do for my organization?

A well designed and implemented Quality Management System, based on ISO 9001 has been shown to provide organizations with the following benefits:

• Reduced costs

• Improved product reliability

• Better process control and flow

• Better documentation of processes,

• Greater employee quality awareness

• Reductions in product scrap, reworks and rejections

Why do companies want ISO 9001:2008?

• Market Pressure
• Many organizations decide to Implement ISO 9001 and obtain registration because it assures customers that the company has a good Quality Management System (QMS) in place. An organization with an effective QMS will typically meet customer expectations better than an organization that does not have an effective QMS. Many organizations require their suppliers to have ISO 9001 Registration.
• Internal effectiveness and productivity benefits
• Other organizations implement an ISO 9001 QMS because it has proven over the years that it leads companies to better operations, improved performance, and improved profitability

If you’re considering certification to the ISO Standard Call Jim Cunningham at 607-725-1225

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

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Associates’ Corner - C&D Assembly

C&D Assembly is an electronics manufacturing services company located in Groton, NY. Founded in 1992, C&D specializes in low to mid-volume, high-mix production requirements that rely on the company’s core manufacturing services:
Turn-key Surface Mount Technology (SMT) assembly
Thru-hole assembly
Mixed Technology assembly
Box Build, and
Functional Testing

Services such as product programming, burn-in, and adjustment/calibration are also available. A complimentary prototyping service includes a Design For Manufacturing review that enables customers to facilitate product realization from concept through production while optimizing manufacturability.

C&D serves a range of markets including Industrial Controls, Fiber-optic Telecommunications, POS Printers, Peripheral Devices, Refrigeration/HVAC Controls, Lighting Controls, Bio-Science, and Coin-Bill-Card Control Systems.

According to company president Jeffrey Cronk, “The key to C&D’s 20 years of success is their dedicated workforce that embraces a do-whatever-it-takes attitude while maintaining focus on product quality and customer satisfaction. C&D’s customer service philosophy is to treat the customer as they would expect to be treated.” Each C&D customer has a dedicated contact who follows through on quotations, new order confirmation, and current order status.

Cronk explained that continual re-investment in manufacturing technology and company infrastructure has enabled C&D to meet the changing demands of the industry. The company is currently in the process of implementing a new ERP software system, and recently had all manufacturing personnel trained as Certified IPC Specialists.

AM&T was instrumental in C&D’s 7,800 sq ft facility expansion in 2005, providing project planning assistance and integration of Lean manufacturing principles. C&D is currently working with AM&T on Quality Management System review and improvement with plans for ISO 9001:2008 certification by the fi rst quarter of 2013.

See the company’s capabilities and facility at:
C&D’s 20th Anniversary Open House
9:00am – 4:00pm, Thursday, October 18th, 2012
107 Corona Avenue, Groton NY
607-898-4275
www.cdassembly.com

See this and other newsletter articles at http://amt-mep.org/files/3313/6482/8964/2012-10.pdf

Visit our website at http://www.amt-mep.org