By: Natalie Wolfson, Ph.D.
Help employees succeed in a perpetually changing world by encouraging resiliency and agility. Here’s how.
A constantly changing workplace is guaranteed but there are very specific things leaders can do to help employees be prepared for this change. Learning how to treat employees as individuals is the first step.
Business owners and leaders can help their employees both to create positive change (what we call agility) and respond productively to change forced upon them (resiliency). Here are some tips to follow.
1. Encourage Greater Resiliency Among Employees
To do this, you need to:
Be a Good Role Model. A leader acts with resiliency him/herself, displays confidence, elicits respect and pride in his subordinates, and looks beyond his own interests. Basically, a leader models the behavior he/she wants to see.
People have what neuroscientists call “mirror neurons” – we activate the same neurocircuitry in our own brains when observing another as we would if we were the ones actually performing the behavior. Mirror neurons are critical for learning new skills by imitation. So, a great way to build employee resiliency is simply by modeling resilient behaviors yourself. Examples include remaining calm in the face of unexpected shifts in demands, setting ambitious but achievable goals for the company, and asking questions freely and openly.
Stimulate Your People. A leader provides intellectual and creative stimulation. He or she demonstrates effective problem-solving by challenging assumptions and seeking different perspectives. A leader also presents crises as challenges that can be overcome. In this way, you encourage thoughtful solutions to problems rather than hurried, stress-driven ones. Examples include asking questions in different ways, seeking unique perspectives, and framing crises as opportunities for development and challenges that can be overcome.
Know Your People. A leader considers each of his or her employees individually so they feel valued and respected according to his or her unique needs. Examples include asking employees questions about themselves, remembering unique details about each employee, and behaving with versatility across employees (i.e. changing your interpersonal approach based on the needs of the individual).
2. Encourage Greater Agility & Innovation Among Employees
To do this, practice the following:
Beware of the “Negativity Bias.” Recognize that people demonstrate a negative bias toward creativity (versus practicality) when they experience uncertainty. This bias against creativity can interfere with someone’s ability to recognize a creative idea. Once you recognize this bias, you can prepare for and counteract it.
Make Innovation a Job Requirement. Understand that innovation happens with diversity and conflict. You can encourage innovation by giving employees time to work on their own ideas and projects. You can also be a better leader in this area by hiring people who disagree with you, drawing attention to differences in opinion and encouraging active debates.
Give Employees Freedom. Employees of the future need autonomy over the means, not necessarily the ends. In other words, they need some freedom to determine how they approach tasks -- the process, not the end goal. Managers tend to mismanage freedom by changing goals frequently or failing to define them clearly.
Whatever the future holds, one thing is certain, and that is a constantly changing workplace. By encouraging a resilient and agile workplace, you are creating an environment that boosts individual productivity and organizational performance. Happy employees are productive employees, and great leadership is the only way to get there.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Showing posts with label February. Show all posts
Showing posts with label February. Show all posts
Friday, February 5, 2016
Some Recent AM&T Activities
Some Recent AM&T Activities to Promote Innovation, Growth & Profitability of Manufacturers in the Southern Tier
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
- Conducted (2) one-hour Lean Thinking training sessions for DCMO BOCES, who hosted a successful mentor and career day at the SUNY Oneonta campus. Approximately 40 middle school male students attended “It’s a Guy Thing” to develop career goals and to connect with mentors.
- Conducted a five-day “Planning and Scheduling” value stream mapping event with a Job Shop. A team of eight people create a process that when fully implemented, will improve product flow and ultimately improve on-time deliveries, and reduce wastes.
- Completed a five-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.
- Conducted a one-day Lean Policy Deployment session, which is a management process that aligns—both vertically and horizontally—an organization’s functions and activities with its strategic objectives. A specific plan was developed with precise goals, actions, timelines, responsibilities, and measures.
- Conducted TWI Job Instruction workshop at a company located in Elmira, NY. Ten (10) employees were trained in employee relations to build their supervisory skills.
- Conducted a one-day Introduction to Value Stream Mapping workshop at a company located in Elmira, NY. Ten (10) employees were trained in how to create value stream maps for a product or process family, identify the waste in the value stream, and implement plans to reduce or eliminate the waste.
- Conducted a one-day Basic Project Management workshop at a company located in Elmira, NY. Twenty (20) employees were trained in basic project management methods.
- Conducted an AS9100c Surveillance Assessment Readiness Review at a company located in Endicott, NY. A summary report was prepared and their Quality Management System was deemed compliant and ready for assessment.
- Provided quality support to a company located in Ithaca, NY. Attended their annual Quality Management Review and provided feedback on their presentation and documentation.
- Conducted an ISO 9001 Internal Audit at a company located in Groton, NY. No (0) non-conformances were noted. An opportunity for improvement was included in a summary report and their Quality Management System was deemed compliant and effective.
- Conducted a Lean Review at a company located in Hornell, NY. Progress was assessed and they have achieved 50% reduction in lead-time for their High Voltage Transformer products.
- Conducted an ISO 9001 Internal Audit at a company located in Stamford, NY. Only one (1) non-conformance was noted and a summary report was delivered. Their Quality Management System continues to be compliant and effective.
- Conducted an ISO 17025 Internal Audit at a company located in Ithaca, NY. Non-conformances were noted and a summary report was prepared.
- Conducted ISO 17025 Witness Tests at a company located in Ithaca, NY. Six (6) laboratory test procedures were witnessed and there were no (0) non-conformances. A summary report was prepared and all witnessed tests were deemed compliant with current ASTM standards.
- Conducted a TWI Job Method Improvement workshop at a company located in Elmira, NY. Ten (10) employees were trained in process improvement methods to build their supervisory skills.
- Conducted an AS9100c Internal Audit at a company located in Elmira, NY. A summary report was prepared and their Quality Management System was deemed compliant and ready for registrar surveillance assessment in February 2016.
- Completed Exemplar Global ISO 14001:2015 transition course & assessment exam. Received updated certificate.
- Conducted a three-day Value Stream Mapping Workshop at a company located in Endicott, NY. Five (5) employees were trained on the VSM lean methods and mapped the value stream for a product family. Upon completion of the workshop, the team had a plan to achieve an estimated 18% reduction in lead-time for the product family.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Sound-bites: Ideas for Leading Effectively
By: Art Petty
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
- Success as a leader is built one encounter at a time. Make certain to make each one count.
- Before you start your day, prepare your attitude for success. Focus on what impact you want to have on others today and then live it.
- Leading others in periods of uncertainty requires an extra-level of care and handling. Your role is to create a safe zone. If you don’t, fear stifles creativity and problem-solving.
- Just because someone gives you feedback doesn’t mean it’s valuable. Always consider the source and the intent.
- When assuming responsibility to lead a new team (a team that is new to you), resist the urge to tell. Instead, observe and ask. You’ll have ample time to influence the team.
- What are you reading this week or month? What are you planning on reading? If you’re not reading and learning, you’re moving backwards at the speed of change.
- Treat the professional development of your team members like a series of video-game level up situations. New challenges, new opportunities to strive, fail, learn and ultimately succeed. Mix in ample real-time feedback and you’re doing your part!
- It’s Leader AND Manager. No one wants a leader who cannot manage or a manager who cannot lead. Learn to do both.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Do’s and Don’ts for a Lean Initiative Implementation
By: Industry Week
The following list of do’s and don’ts is aimed at keeping manufacturers focused on the right thing rather than indulging in the ultimate waste: wasting time.
Do’s
1. Do perform a root cause analysis to understand wasteful habits. This analysis requires the question “why” be asked at least five times to find the original root cause of waste in the facility.
2. Do create a process map to clarify steps that occur with team members from cross-functional departments. Having this visual recreation of the steps can eliminate wasted time caused by misunderstanding a verbal explanation.
3. Do develop a value stream map to differentiate the value added steps of a process from the non-value added steps, sum the time for each individual step and determine how much time is given to a process.
Don’ts
1. Don’t move forward with a lean strategy without first ensuring the processes being evaluated and optimized are consistent and predictable. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
2. Don’t optimize a bad process. Ensure current and future processes are accounted for when implementing lean initiatives.
3. Don’t react negatively to individuals for statements or ideas brought forth about lean processes. As long as ideas are presented in a respectful manner, they should be documented and considered.
Top Keys to Lean
Here are a baker’s dozen keys to successful lean implementations:
1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
2. Create a continuous process flow to bring problems to the surface.
3. Use pull systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
5. Build a culture of stopping to fix problems to get quality right the first time.
6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
7. Use visual controls so no problems are hidden.
8. Use only reliable, thoroughly tested technology that serves your people and processes.
9. Develop exceptional people and teams who follow your company’s philosophy.
10. Respect your extended network of partners and suppliers by challenging them and helping them improve.
11. Go and see for yourself to thoroughly understand the situation.
12. Make decisions slowly by consensus, thoroughly considering all options; implement rapidly.
13. Become a learning organization through relentless reflection and continuous improvement.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
The following list of do’s and don’ts is aimed at keeping manufacturers focused on the right thing rather than indulging in the ultimate waste: wasting time.
Do’s
1. Do perform a root cause analysis to understand wasteful habits. This analysis requires the question “why” be asked at least five times to find the original root cause of waste in the facility.
2. Do create a process map to clarify steps that occur with team members from cross-functional departments. Having this visual recreation of the steps can eliminate wasted time caused by misunderstanding a verbal explanation.
3. Do develop a value stream map to differentiate the value added steps of a process from the non-value added steps, sum the time for each individual step and determine how much time is given to a process.
Don’ts
1. Don’t move forward with a lean strategy without first ensuring the processes being evaluated and optimized are consistent and predictable. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
2. Don’t optimize a bad process. Ensure current and future processes are accounted for when implementing lean initiatives.
3. Don’t react negatively to individuals for statements or ideas brought forth about lean processes. As long as ideas are presented in a respectful manner, they should be documented and considered.
Top Keys to Lean
Here are a baker’s dozen keys to successful lean implementations:
1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
2. Create a continuous process flow to bring problems to the surface.
3. Use pull systems to avoid overproduction.
4. Level out the workload (work like the tortoise, not the hare).
5. Build a culture of stopping to fix problems to get quality right the first time.
6. Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
7. Use visual controls so no problems are hidden.
8. Use only reliable, thoroughly tested technology that serves your people and processes.
9. Develop exceptional people and teams who follow your company’s philosophy.
10. Respect your extended network of partners and suppliers by challenging them and helping them improve.
11. Go and see for yourself to thoroughly understand the situation.
12. Make decisions slowly by consensus, thoroughly considering all options; implement rapidly.
13. Become a learning organization through relentless reflection and continuous improvement.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
5 Moves to Make Before Growth Returns
By: John Mills
The cyclicality of the manufacturing business leaves no alternative, which makes how you address down markets all the more crucial.
Last year at this time, the North American manufacturing industry looked much different. Growth was still found in most factories then, leading to justifiable optimism. Not this year. Instead, we enter 2016 with a sense of foreboding. November marked the first decline in U.S. manufacturing activity in three years. Canadian firms have been hit even harder.
And yet it won’t stay this way forever. If history proves anything it’s that business cycles come and go, which here means that growth will return. Here are five things to do before it does:
1. Assess staffing. Downturns can be restorative if you use the time to review your team and find the weak spots. You need to be honest about this, because there will be some who aren’t performing at the level you expect or need. Design a fair transition package for those you need to let go and don’t be needlessly brutal. Hire a placement service to help those who need it and provide recommendations to those who ask for one. Then, spend time with the team members who remain. Remind them why you value their work and explain what opportunities you hope to provide over the long term.
2. Assess incentives. Your factory wasn’t always suffering like this. And even in bad times some processes still work. Why? What can you do to replicate them? Take the time to diagnose your wins and then reverse-engineer incentives that encourage behavior that produces results. They don’t have to cost much but they do have to be meaningful and directly tied to results.
3. Prioritize your factory’s workload. Once you’ve audited both your employees and your work processes, it’s time to focus effort. Start by making a list of your factory’s highest priority projects. Next, arrange projects by value. (Sometimes the work that’s due quickly isn’t the most valuable.) Are there ways to combine effort and gain efficiency? Reorganize teams as needed and be aware that you may have to repeat this process as new customers come in and workloads shift.
4. Cut everything extraneous. While focus can help you to capture the highest-value opportunities, your floor may still be saddled with processes or equipment that get in the way of maximum productivity. Use downtime to cull everything that doesn’t work or which creates unnecessary work. Whether that means selling or removing old equipment or reassigning workers whose skills are better deployed elsewhere, act quickly. A streamlined factory is always more likely to cash in on new opportunities as they arise.
5. Invest in new equipment. Manufacturing is a cyclical business. If you’ve planned well, you may have the option to draw on reserves to order advanced equipment. And if you haven’t? Now is as good a time as any to make a list of software, tools and related equipment that could improve the productivity of your floor. Task your finance team with creating a distinct fund that will receive a small portion of profits as growth returns. Set rules that prevent drawing on this cash for ongoing operational needs. When the next downturn comes, you’ll have excess cash for making investments at recessionary rates.
No factory manager likes preparing for the worst. The cyclicality of the manufacturing business leaves no alternative, which makes how you address down markets all the more crucial. Assess your staffing and incentives. Prioritize workloads and cut extraneous processes as you tune for maximum efficiency. And finally, always keep improving. Investments in new equipment and people are best made when no one else is buying.
John Mills is executive vice president of Business Development at Rideau Recognition
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
The cyclicality of the manufacturing business leaves no alternative, which makes how you address down markets all the more crucial.
Last year at this time, the North American manufacturing industry looked much different. Growth was still found in most factories then, leading to justifiable optimism. Not this year. Instead, we enter 2016 with a sense of foreboding. November marked the first decline in U.S. manufacturing activity in three years. Canadian firms have been hit even harder.
And yet it won’t stay this way forever. If history proves anything it’s that business cycles come and go, which here means that growth will return. Here are five things to do before it does:
1. Assess staffing. Downturns can be restorative if you use the time to review your team and find the weak spots. You need to be honest about this, because there will be some who aren’t performing at the level you expect or need. Design a fair transition package for those you need to let go and don’t be needlessly brutal. Hire a placement service to help those who need it and provide recommendations to those who ask for one. Then, spend time with the team members who remain. Remind them why you value their work and explain what opportunities you hope to provide over the long term.
2. Assess incentives. Your factory wasn’t always suffering like this. And even in bad times some processes still work. Why? What can you do to replicate them? Take the time to diagnose your wins and then reverse-engineer incentives that encourage behavior that produces results. They don’t have to cost much but they do have to be meaningful and directly tied to results.
3. Prioritize your factory’s workload. Once you’ve audited both your employees and your work processes, it’s time to focus effort. Start by making a list of your factory’s highest priority projects. Next, arrange projects by value. (Sometimes the work that’s due quickly isn’t the most valuable.) Are there ways to combine effort and gain efficiency? Reorganize teams as needed and be aware that you may have to repeat this process as new customers come in and workloads shift.
4. Cut everything extraneous. While focus can help you to capture the highest-value opportunities, your floor may still be saddled with processes or equipment that get in the way of maximum productivity. Use downtime to cull everything that doesn’t work or which creates unnecessary work. Whether that means selling or removing old equipment or reassigning workers whose skills are better deployed elsewhere, act quickly. A streamlined factory is always more likely to cash in on new opportunities as they arise.
5. Invest in new equipment. Manufacturing is a cyclical business. If you’ve planned well, you may have the option to draw on reserves to order advanced equipment. And if you haven’t? Now is as good a time as any to make a list of software, tools and related equipment that could improve the productivity of your floor. Task your finance team with creating a distinct fund that will receive a small portion of profits as growth returns. Set rules that prevent drawing on this cash for ongoing operational needs. When the next downturn comes, you’ll have excess cash for making investments at recessionary rates.
No factory manager likes preparing for the worst. The cyclicality of the manufacturing business leaves no alternative, which makes how you address down markets all the more crucial. Assess your staffing and incentives. Prioritize workloads and cut extraneous processes as you tune for maximum efficiency. And finally, always keep improving. Investments in new equipment and people are best made when no one else is buying.
John Mills is executive vice president of Business Development at Rideau Recognition
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
NYSP2I’s Green Technology Accelerator Center
The Green Technology Accelerator Center (GTAC) program is administered by the New York State Pollution Prevention Institute (NYSP2I), a partnership between the New York State Department of Environmental Conservation (NYSDEC), Rochester Institute of Technology and the university’s Golisano Institute for Sustainability, Rensselaer Polytechnic Institute, the State University of New York at Buffalo and Clarkson University, with a statewide reach.
GTAC’s mission is to support state companies to help accelerate the commercialization of new, environmentally friendly products or processes, resulting in increased economic growth and job creation. This is accomplished by leveraging highly specialized technical laboratory facilities and engineering expertise at NYSP2I’s four state university partners. Funded by the state DEC, the GTAC program provides significant support for qualified state companies to take advantage of the technical resources available through the NYSP2I’s four university partners.
NYSP2I and its GTAC program also work closely with the state’s Regional Technology Development Centers (including AM&T) and the Business Incubator Association of New York State, Inc. to identify companies that can best utilize GTAC resources statewide. An acceptable program application, business plan and working prototype are requirements for acceptance into the program. The GTAC team subsequently provides a detailed, confidential engineering report and documented case study to all participating companies upon project completion. This report can be leveraged to promote the product’s performance benefits to a company’s target market or investment community.
Applications are accepted on a rolling basis. Please contact Dan Smith, GTAC program manager, to learn about program resources.
Daniel.Smith@rit.edu
Website Links:
http://www.NYSP2I.rit.edu
http://www.rit.edu/affiliate/nysp2i/green-technology-accelerator-center-gtac
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
GTAC’s mission is to support state companies to help accelerate the commercialization of new, environmentally friendly products or processes, resulting in increased economic growth and job creation. This is accomplished by leveraging highly specialized technical laboratory facilities and engineering expertise at NYSP2I’s four state university partners. Funded by the state DEC, the GTAC program provides significant support for qualified state companies to take advantage of the technical resources available through the NYSP2I’s four university partners.
NYSP2I and its GTAC program also work closely with the state’s Regional Technology Development Centers (including AM&T) and the Business Incubator Association of New York State, Inc. to identify companies that can best utilize GTAC resources statewide. An acceptable program application, business plan and working prototype are requirements for acceptance into the program. The GTAC team subsequently provides a detailed, confidential engineering report and documented case study to all participating companies upon project completion. This report can be leveraged to promote the product’s performance benefits to a company’s target market or investment community.
Applications are accepted on a rolling basis. Please contact Dan Smith, GTAC program manager, to learn about program resources.
Daniel.Smith@rit.edu
Website Links:
http://www.NYSP2I.rit.edu
http://www.rit.edu/affiliate/nysp2i/green-technology-accelerator-center-gtac
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
U.S. Has Millions of Unfilled Jobs
By: Strategy + Business — David Gross
In early January, the Bureau of Labor Statistics (BLS) reported what economists regard as the most important monthly figure: the payroll jobs report. The U.S. economy added 292,000 jobs in December—an unambiguously excellent performance. The folllowing week, the BLS released another monthly indicator, one that is less widely followed but perhaps just as important: job openings. Why the country doesn’t pay more attention to this figure is a question that always causes me to scratch my head. On the second Tuesday of every month, the BLS releases the Job Openings and Labor Turnover Survey (JOLTS). It’s a measure of dynamism and confidence; people quitting jobs at a higher rate is a good sign of confidence, and the number of openings provides a window into the mind-set of corporations. The news is superficially excellent. At the end of November 2015, there were 5.43 million jobs open in the U.S. That figure is up 11 %, or 545,000, from November 2014. It’s an impressive gain of 3.29 million, or 152 %, from the low of July 2009, the month the recession ended… All things being equal, we should expect the number of job openings to fall over time—or to at least hold steady. But the data suggests that the labor market—it’s a market, after all, where people are constantly bargaining for the right price—seems to have become less efficient since 2009.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
In early January, the Bureau of Labor Statistics (BLS) reported what economists regard as the most important monthly figure: the payroll jobs report. The U.S. economy added 292,000 jobs in December—an unambiguously excellent performance. The folllowing week, the BLS released another monthly indicator, one that is less widely followed but perhaps just as important: job openings. Why the country doesn’t pay more attention to this figure is a question that always causes me to scratch my head. On the second Tuesday of every month, the BLS releases the Job Openings and Labor Turnover Survey (JOLTS). It’s a measure of dynamism and confidence; people quitting jobs at a higher rate is a good sign of confidence, and the number of openings provides a window into the mind-set of corporations. The news is superficially excellent. At the end of November 2015, there were 5.43 million jobs open in the U.S. That figure is up 11 %, or 545,000, from November 2014. It’s an impressive gain of 3.29 million, or 152 %, from the low of July 2009, the month the recession ended… All things being equal, we should expect the number of job openings to fall over time—or to at least hold steady. But the data suggests that the labor market—it’s a market, after all, where people are constantly bargaining for the right price—seems to have become less efficient since 2009.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Associates’ Corner - Hardinge Group
Hardinge is a global designer, manufacturer and distributor of machine tools, specializing in SUPER PRECISION(TM) and precision CNC lathes, high performance Machining Centers, high-end cylindrical and Jig Grinding Machines, and technologically advanced Workholding & Rotary Products.
Hardinge’s products are distributed to most of the industrialized markets around the world with approximately 71% of the 2014 sales outside of North America. Hardinge has a very diverse international customer base and serves a wide variety of end-user markets. This customer base includes metalworking manufacturers which make parts for a variety of industries, as well as a wide range of end users in the aerospace, agricultural, transportation, basic consumer goods, communications and electronics, construction, defense, energy, pharmaceutical and medical equipment, and recreation industries, among others.
Hardinge has manufacturing operations in the United States, Switzerland, Taiwan, and China.
Hardinge utilizes the Lean Principles in Manufacturing, Six Sigma and Total Quality Management for continuous improvement activities throughout its operations. Hardinge is ISO 9001 certified, a former Baldrige finalist and one of the Top 50 Companies in America.
For more information, visit: www.hardinge.com
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Hardinge’s products are distributed to most of the industrialized markets around the world with approximately 71% of the 2014 sales outside of North America. Hardinge has a very diverse international customer base and serves a wide variety of end-user markets. This customer base includes metalworking manufacturers which make parts for a variety of industries, as well as a wide range of end users in the aerospace, agricultural, transportation, basic consumer goods, communications and electronics, construction, defense, energy, pharmaceutical and medical equipment, and recreation industries, among others.
Hardinge has manufacturing operations in the United States, Switzerland, Taiwan, and China.
Hardinge utilizes the Lean Principles in Manufacturing, Six Sigma and Total Quality Management for continuous improvement activities throughout its operations. Hardinge is ISO 9001 certified, a former Baldrige finalist and one of the Top 50 Companies in America.
For more information, visit: www.hardinge.com
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
2015 Fiscal Year Report Card
2015 Fiscal Year Report Card for National MEP System
System success is evaluated by the impact MEP Centers have on their customers. This impact is determined through a third-party survey process, conducted quarterly. Following is a summary of results as reported for Fiscal Year 2015:
• $8 billion Increased & retained sales
• $1.2 billion Cost savings
• $3.2 million Investments
• 68,477 Jobs created/retained
• 29,101 Manufacturers Assisted
• 5,940 Manufacturers completed the survey
AM&T is proud to be a part of the National MEP System and thanks the hundreds of companies in the Southern Tier who have allowed us to assist them to improve and sustain their performance, competitiveness and growth.
Our integrated, comprehensive approach, applied to the whole value chain, can make a difference. Call us, we can help.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
System success is evaluated by the impact MEP Centers have on their customers. This impact is determined through a third-party survey process, conducted quarterly. Following is a summary of results as reported for Fiscal Year 2015:
• $8 billion Increased & retained sales
• $1.2 billion Cost savings
• $3.2 million Investments
• 68,477 Jobs created/retained
• 29,101 Manufacturers Assisted
• 5,940 Manufacturers completed the survey
AM&T is proud to be a part of the National MEP System and thanks the hundreds of companies in the Southern Tier who have allowed us to assist them to improve and sustain their performance, competitiveness and growth.
Our integrated, comprehensive approach, applied to the whole value chain, can make a difference. Call us, we can help.
See this and other newsletter articles at http://amt-mep.org/files/9114/5468/2424/2016-02.pdf
Visit our website at http://www.amt-mep.org
Wednesday, February 4, 2015
Upcoming Workshop - Lean Thinking & Value Stream Mapping
A powerful combination to improve your company’s performance
Overview:
Introduction to Lean provides participants with the basic Lean concepts and principles. These concepts and principles will be described and put in context to explain how they can be applied within the Manufacturing environment.
Common Lean improvement tools and techniques will be identified and the class will discuss how best to apply these techniques from a Lean system perspective. The common mistake organizations make by focusing on "Point" improvements versus "System" improvement will be studied. Point improvements create ‘exciting chaos’ while "System" improvement creates dramatic sustainable bottom line benefits.
This second half of the day is designed to provide participants with an introduction to Value Stream Mapping.
Enterprise Value Stream Mapping is a critical Lean technique that provides an end-to-end "Systems" perspective for analysis and coordinated improvement. Value Stream Mapping creates an overall road map and shared vision, plus an actionable plan.
A value stream is the set of all activities, from order to delivery, used to provide a product or service to clients. Understanding and improving processes as integrated end-to-end systems is fundamental to real and sustainable improvement.
Target Audience: These interactive sessions are specifically designed for personnel at all levels of a manufacturing organization who would like to enhance their working knowledge of Lean and Value Stream Mapping. This training is especially valuable to those who are involved in process management, continuous improvement, or process redesign. The workshop will also act as a springboard and prerequisite for an upcoming series of Lean workshops that will continually take the participants’ knowledge and ability to the next level of capability and confidence.
Workshop Objective:
Enable you to discover how Lean Thinking and Value Stream Mapping can get you started on your Lean Journey that will, in turn, enable your company to:
• Streamline processes
• Reduce costs
• Improve quality
• Improve profitability
• Prepare for growth
Date: February 19, 2015
Time: 8:00 am to 4:30 pm
7:30 am sign-in, continental breakfast, lunch provided
Location: Owego Treadway, Owego, NY
Cost: $250 ($200 for AM&T Associates)
Registration: amt-mep.org/index.php?cID=159
or contact Kathy Peacock at
607-774-0022 x308
Don’t Miss this Workshop - Register Early
Meet your Instructor: Carol has over 25 years experience in the manufacturing and service sectors. She has a broad-based background in Operations and Project Management, Lean Manufacturing, Quality Assurance and Technology Integration. Carol has worked in a variety of operations and management functions at several companies. She joined the MEP Program in 1996 and provided consulting services in the design and implementation of manufacturing best practices in Long Island and New Jersey prior to joining AM&T in 2004. Carol has a B.S. in Industrial Engineering from the State University of New York 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 an AME NE Region Board member, and is a member of the Society of Manufacturing Engineers (SME). Carol leads AM&T’s Lean effort.
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
NYSERDA Economic Development Growth Extension (EDGE) Program
NYSERDA offers a wide range of programs to help businesses across NYS become more energy efficient and use more renewable energy. These programs give New Yorkers access to funding, technical expertise, and information about proven clean-energy technologies and processes that reduce energy waste, save money, and protect the environment.
What EDGE Offers: The EDGE Program offers local, regionally-based access to the New York State Energy Research and Development Authority’s (NYSERDA) energy efficiency, renewable energy and research and development programs. EDGE Regional Outreach Contractors provide information and guidance to industrial, commercial, institutional, municipal and residential customers.
EDGE Regional Outreach Contractors Can Help You By:
• Matching energy project needs with the available NYSERDA funding opportunities and other economic development resources and assisting with the application process.
• Creating partnerships to encourage the development and implementation of local energy projects that spur investment and job growth.
• Supporting the efforts of the Regional Economic Development Councils; providing information and assistance to identified priority projects.
• Helping organizations and businesses build opportunities and create jobs by providing access to NYSERDA programs that encourage sustainability and resiliency.
• Educating business owners, community leaders, homeowners and the public on the benefits of energy efficiency and renewable technologies.
• Providing assistance to energy-related businesses and entrepreneurs through initiatives that increase awareness of local and NYSERDA business assistance services available to early-stage, clean-energy businesses.
For more information visit www.nyserda.ny.gov or contact the Southern Tier’s EDGE Regional Outreach Contractors:
For Broome, Chemung, Chenango, Delaware, Schuyler, Steuben, Tioga, and Tompkins Counties:
Michael Straight
Office: 607-962-3021 x117
Mobile: 607-207-7689
eMail : mstraight@redec.us
Joseph Ponzi
Office: 607-962-3021 x116
Mobile: 607-425-7129
eMail : joe@redec.us
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
What EDGE Offers: The EDGE Program offers local, regionally-based access to the New York State Energy Research and Development Authority’s (NYSERDA) energy efficiency, renewable energy and research and development programs. EDGE Regional Outreach Contractors provide information and guidance to industrial, commercial, institutional, municipal and residential customers.
EDGE Regional Outreach Contractors Can Help You By:
• Matching energy project needs with the available NYSERDA funding opportunities and other economic development resources and assisting with the application process.
• Creating partnerships to encourage the development and implementation of local energy projects that spur investment and job growth.
• Supporting the efforts of the Regional Economic Development Councils; providing information and assistance to identified priority projects.
• Helping organizations and businesses build opportunities and create jobs by providing access to NYSERDA programs that encourage sustainability and resiliency.
• Educating business owners, community leaders, homeowners and the public on the benefits of energy efficiency and renewable technologies.
• Providing assistance to energy-related businesses and entrepreneurs through initiatives that increase awareness of local and NYSERDA business assistance services available to early-stage, clean-energy businesses.
For more information visit www.nyserda.ny.gov or contact the Southern Tier’s EDGE Regional Outreach Contractors:
For Broome, Chemung, Chenango, Delaware, Schuyler, Steuben, Tioga, and Tompkins Counties:
Michael Straight
Office: 607-962-3021 x117
Mobile: 607-207-7689
eMail : mstraight@redec.us
Joseph Ponzi
Office: 607-962-3021 x116
Mobile: 607-425-7129
eMail : joe@redec.us
Call Jim Cunningham at 607-725-1225 for help with NYSERDA EDGE
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Made in the Southern Tier Increase Your Exposure – add your company to this FREE directory of manufacturers
Last month, AM&T launched Made in the Southern Tier – an online directory that showcases our region’s companies and the vast array of products that are manufactured here.
Inclusion in the directory is free to all Southern Tier manufacturers. Benefits include:
• Enhanced exposure to top-level search engines such as Google
• Greater likelihood that world-wide customers can find you
• Ease of finding regional suppliers and partners for your production needs
• One source for regional companies to find manufacturing suppliers
In addition to descriptive text and contact information, the company profiles include logos, product images, videos, and more – a comprehensive yet compact showcase.
More at www.amt-mep.org. Click on "About the Directory" or "View Manufacturers".
To qualify for inclusion in the directory, a company must be a manufacturer, with a NAICS code between 311, Food Manufacturing and 339, Miscellaneous Manufacturing. Also, the company must be located in one of the following New York counties: Broome, Chemung, Chenango, Delaware, Schuyler, Steuben, Tioga, and Tompkins. When a new company profile is submitted, it will be reviewed and confirmed by AM&T staff before it appears in the directory.
If you represent a Southern Tier manufacturer and would like to include your company in the directory at no cost, please complete the information form at: www.blog.amt-mep.org/?p=525
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Inclusion in the directory is free to all Southern Tier manufacturers. Benefits include:
• Enhanced exposure to top-level search engines such as Google
• Greater likelihood that world-wide customers can find you
• Ease of finding regional suppliers and partners for your production needs
• One source for regional companies to find manufacturing suppliers
In addition to descriptive text and contact information, the company profiles include logos, product images, videos, and more – a comprehensive yet compact showcase.
More at www.amt-mep.org. Click on "About the Directory" or "View Manufacturers".
To qualify for inclusion in the directory, a company must be a manufacturer, with a NAICS code between 311, Food Manufacturing and 339, Miscellaneous Manufacturing. Also, the company must be located in one of the following New York counties: Broome, Chemung, Chenango, Delaware, Schuyler, Steuben, Tioga, and Tompkins. When a new company profile is submitted, it will be reviewed and confirmed by AM&T staff before it appears in the directory.
If you represent a Southern Tier manufacturer and would like to include your company in the directory at no cost, please complete the information form at: www.blog.amt-mep.org/?p=525
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
How to Write a Good Press Release
Here are five tips to help you write the ultimate B2B press release:
Visit our website at http://www.amt-mep.org
- Develop and tell a coherent, compelling story. What makes your company tick? How do you delight your customers? What sets you apart from the pack?
- Don’t just tout your product or service. Develop key messages that answer the question: Why should anyone care?
- Use plain English. Avoid obscuring your message by using industry jargon and talking "inside baseball."
- Get your reader to engage. Use compelling elements such as data, visuals, and infographics to illustrate your points. And include a call-to-action that drives people to a landing page.
- Hook yourself to a star. Tie what you’re doing to something happening in the news–especially if it’s in your sector or a targeted vertical market. Shine brighter in the reflected light of someone in the news.
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
ATTENTION MANUFACTURERS
CONGRESS OKs RENEWED FUNDING FOR COMPANIES HURT BY IMPORTS
Background information:
• Trade Adjustment Assistance for Firms: The NYS TAAC is one of eleven regional centers throughout the nation providing assistance under the Trade Adjustment Assistance for Firms program sponsored by the U.S. Department of Commerce. The NYS Trade Assistance Adjustment Center provides assistance to New York State based manufacturing firms who are competing against imported products and or services.
• Types of Assistance projects: Management, Marketing, Finance, Information Technology, Lean Manufacturing, Engineering, and Quality Management Systems Compliance Registration.
• Funding Options:
• $150,000 at 50% firm and 50% government or
• $30,000 at 25% firm and 75% government.
• Funding Approval Process: eligibility certification, development of an action plan or adjustment proposal, and project implementation.
• Certification criteria: recent declines in sales and employment due in part to import competition.
All interaction and information is completely confidential.
DON’T MISS THIS OPPORTUNITY
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Background information:
• Trade Adjustment Assistance for Firms: The NYS TAAC is one of eleven regional centers throughout the nation providing assistance under the Trade Adjustment Assistance for Firms program sponsored by the U.S. Department of Commerce. The NYS Trade Assistance Adjustment Center provides assistance to New York State based manufacturing firms who are competing against imported products and or services.
• Types of Assistance projects: Management, Marketing, Finance, Information Technology, Lean Manufacturing, Engineering, and Quality Management Systems Compliance Registration.
• Funding Options:
• $150,000 at 50% firm and 50% government or
• $30,000 at 25% firm and 75% government.
• Funding Approval Process: eligibility certification, development of an action plan or adjustment proposal, and project implementation.
• Certification criteria: recent declines in sales and employment due in part to import competition.
All interaction and information is completely confidential.
DON’T MISS THIS OPPORTUNITY
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
7 Must-Dos Early This Year
By: Miles Jennings
Now that the New Year has arrived, it’s time to make some smart moves to set up your company for an even better year.
Here’s a seven-point checklist for entrepreneurs:
1) Set the stage for growth. Can your company accommodate the growth forecast for next year? Review your projections for this year and be sure to plan appropriately in each area of the budget.
Do you have the sales staff to meet the revenue goals? Have you adequate office space to accommodate the hires? How will an increased number of clients strain customer service? Will an increased amount of traffic affect Internet costs?
2) Get the books in order.
If you haven’t been doing your books monthly and paying taxes or setting aside money, you’re on the naughty list. Perhaps you haven’t spent enough time reviewing the numbers and the company’s performance.
Be sure to examine the financial reports carefully and compare the changes from years past. Note if any results are off and make a plan to push the numbers in the right direction next year.
3) Gather with staff.
You might be thinking about your business all the time, but it’s easy to not communicate your thoughts with staff. You might have changed the company’s direction or added services without bringing everyone to the table.
This is a great time to reflect on the company’s performance, talk about challenges and accomplishments and plan for the year ahead. Have a meeting to discuss past performance and challenges ahead.
4) Seek out savings.
Big expenses that hold the promise of significant growth dominate your thoughts. Look at any big-ticket items for next year and figure out if you can pay them off for a guaranteed savings.
Monthly software services, for example, often grant 20 percent off to those who pay a year in advance. Likewise a landlord might offer a 10 percent discount if rent is furnished for the entire year. Spot these savings and make an investment now. You’ll save money over the long haul.
5) Evaluate the company’s technology.
When you review past performance, be aware of how staffers have used existing systems. Probably members of your team live and die by certain software programs but use others infrequently. Sometimes if employees aren’t using a certain software program, a system or a piece of equipment, they don’t understand it.
Other times, the use case isn’t real and your team just doesn’t need the software. Consider eliminating any unused systems.
6) Set goals.
The best goals are framed to be actionable. But it’s easy to forget this when setting longer-term objectives.
Well, it might be nice to say you’ve adopted a goal to increase sales 40 percent. But how? Know that adopting any goal requires a change in behavior. So what are you and your staff about to do differently? Are you shifting your approach to focus on products that sold well this year?
Will the company do more marketing? What will you and your staff do differently next year that will effect enough positive change to reach your goals? Create a specific action plan and arrive at a consensus and an understanding of the new behaviors required.
7) Contribute.
Arrange for charitable giving for the selfish reasons of a tax write-off or good publicity. Or do so unselfishly because you’re an awesome person. But take time to contribute something before the year’s end.
Consider matching employee gifts to a charity that’s engaged in a similar area as your company is. Making a donation of your time or money helps build a sense of purpose for your staff and your company.
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Now that the New Year has arrived, it’s time to make some smart moves to set up your company for an even better year.
Here’s a seven-point checklist for entrepreneurs:
1) Set the stage for growth. Can your company accommodate the growth forecast for next year? Review your projections for this year and be sure to plan appropriately in each area of the budget.
Do you have the sales staff to meet the revenue goals? Have you adequate office space to accommodate the hires? How will an increased number of clients strain customer service? Will an increased amount of traffic affect Internet costs?
2) Get the books in order.
If you haven’t been doing your books monthly and paying taxes or setting aside money, you’re on the naughty list. Perhaps you haven’t spent enough time reviewing the numbers and the company’s performance.
Be sure to examine the financial reports carefully and compare the changes from years past. Note if any results are off and make a plan to push the numbers in the right direction next year.
3) Gather with staff.
You might be thinking about your business all the time, but it’s easy to not communicate your thoughts with staff. You might have changed the company’s direction or added services without bringing everyone to the table.
This is a great time to reflect on the company’s performance, talk about challenges and accomplishments and plan for the year ahead. Have a meeting to discuss past performance and challenges ahead.
4) Seek out savings.
Big expenses that hold the promise of significant growth dominate your thoughts. Look at any big-ticket items for next year and figure out if you can pay them off for a guaranteed savings.
Monthly software services, for example, often grant 20 percent off to those who pay a year in advance. Likewise a landlord might offer a 10 percent discount if rent is furnished for the entire year. Spot these savings and make an investment now. You’ll save money over the long haul.
5) Evaluate the company’s technology.
When you review past performance, be aware of how staffers have used existing systems. Probably members of your team live and die by certain software programs but use others infrequently. Sometimes if employees aren’t using a certain software program, a system or a piece of equipment, they don’t understand it.
Other times, the use case isn’t real and your team just doesn’t need the software. Consider eliminating any unused systems.
6) Set goals.
The best goals are framed to be actionable. But it’s easy to forget this when setting longer-term objectives.
Well, it might be nice to say you’ve adopted a goal to increase sales 40 percent. But how? Know that adopting any goal requires a change in behavior. So what are you and your staff about to do differently? Are you shifting your approach to focus on products that sold well this year?
Will the company do more marketing? What will you and your staff do differently next year that will effect enough positive change to reach your goals? Create a specific action plan and arrive at a consensus and an understanding of the new behaviors required.
7) Contribute.
Arrange for charitable giving for the selfish reasons of a tax write-off or good publicity. Or do so unselfishly because you’re an awesome person. But take time to contribute something before the year’s end.
Consider matching employee gifts to a charity that’s engaged in a similar area as your company is. Making a donation of your time or money helps build a sense of purpose for your staff and your company.
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Associates Corner - Hardinge
Hardinge is a global designer, manufacturer and distributor of machine tools, specializing in SUPER PRECISION(TM) and precision CNC lathes, high performance machining centers, high-end cylindrical and jig grinding machines, and technologically advanced workholding & rotary products.
Hardinge’s products are distributed to most of the industrialized markets around the world with approximately 65% of the 2013 sales outside of North America. Hardinge has a very diverse international customer base and serves a wide variety of end-user markets. This customer base includes metalworking manufacturers which make parts for a variety of industries, as well as a wide range of end users in the aerospace, agricultural, transportation, basic consumer goods, communications and electronics, construction, defense, energy, pharmaceutical and medical equipment, and recreation industries, among others.
Hardinge has manufacturing operations in the United States, Switzerland, Taiwan, and China.
Hardinge utilizes the Lean Principles in Manufacturing, Six Sigma and Total Quality Management for continuous improvement activities throughout its operations. Hardinge is ISO 9001 certified, a former Baldrige finalist and one of the Top 50 Companies in America.
For more information, visit: www.hardinge.com
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Hardinge’s products are distributed to most of the industrialized markets around the world with approximately 65% of the 2013 sales outside of North America. Hardinge has a very diverse international customer base and serves a wide variety of end-user markets. This customer base includes metalworking manufacturers which make parts for a variety of industries, as well as a wide range of end users in the aerospace, agricultural, transportation, basic consumer goods, communications and electronics, construction, defense, energy, pharmaceutical and medical equipment, and recreation industries, among others.
Hardinge has manufacturing operations in the United States, Switzerland, Taiwan, and China.
Hardinge utilizes the Lean Principles in Manufacturing, Six Sigma and Total Quality Management for continuous improvement activities throughout its operations. Hardinge is ISO 9001 certified, a former Baldrige finalist and one of the Top 50 Companies in America.
For more information, visit: www.hardinge.com
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Associates Corner - Stamped Fittings
Stamped Fittings, Inc., located in Elmira Heights, is a yellow label union manufacturer of quality heating, ventilating and air conditioning (HVAC) products. Family owned and operated since 1997, the company started in a 4,000 square foot facility with a three person staff. Today, with 30 employees and a 45,000 square foot manufacturing and distribution facility, they continue to provide a complete product line of mass produced HVAC components for the spiral pipe industry.
Die stamped elbows, offering the widest variety of materials, sizes and gauges in the industry are Stamped Fittings specialty. Their complete line of HVAC spiral pipe components are manufactured with the latest technology to allow consistent quality and precise tolerances for a proper fit.
Stamped Fittings employees are highly trained members of the Sheet Metal Workers, local #112 Union. The quality products they produce are shipped to companies in the USA, Canada, and Puerto Rico.
For more information, visit: www.stampedfittings.com
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Die stamped elbows, offering the widest variety of materials, sizes and gauges in the industry are Stamped Fittings specialty. Their complete line of HVAC spiral pipe components are manufactured with the latest technology to allow consistent quality and precise tolerances for a proper fit.
Stamped Fittings employees are highly trained members of the Sheet Metal Workers, local #112 Union. The quality products they produce are shipped to companies in the USA, Canada, and Puerto Rico.
For more information, visit: www.stampedfittings.com
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Cornell Center for Materials Research (CCMR)
The mission of the CCMR’s Industrial Partnerships Program is to facilitate active collaboration between the CCMR and industry, foster technology transfer, strengthen the links between university-based research and its applications, and promote economic development. Beneficial collaborations between industry representatives and the extensive materials expertise developed by over 110 CCMR faculty members from 12 different departments are cultivated through a variety of activities, including: joint research projects, problem-solving semester-long projects with matching funds from NYSTAR, symposia, and workshops. Some of these programs are specifically designed to support NY State startups and small businesses. Their partners include large and small businesses from NY State and beyond.
To help you identify the most appropriate academic partner, faculty members have been grouped under research themes:
• Biomaterials and Bio-inspired Materials
• Electronics and Photonics
• Energy
• Fiber Science
• Food Science
• General Materials Research
• Green Materials
• Nanotechnology
• Polymer Outreach Program (POP)
For more information, visit: www.ccmr.cornell.edu/
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
To help you identify the most appropriate academic partner, faculty members have been grouped under research themes:
• Biomaterials and Bio-inspired Materials
• Electronics and Photonics
• Energy
• Fiber Science
• Food Science
• General Materials Research
• Green Materials
• Nanotechnology
• Polymer Outreach Program (POP)
For more information, visit: www.ccmr.cornell.edu/
See this and other newsletter articles at http://amt-mep.org/files/7714/2306/3641/2015-02.pdf
Visit our website at http://www.amt-mep.org
Wednesday, February 19, 2014
AME Event - Keys to Sustaining: Going to See & Leader Standard Work
Host Company: Kennedy Valve
Kennedy Valve’s lean journey started in 2008 driven by a strong desire to improve the sustainability and market position of their company. The transformation began by re-organizing the business into value streams and making significant changes to its shop floor layout to support flow.
The Elmira company has implemented various improvements including, level flow, visual pull systems, flexible and simple equipment, and an effective continuous improvement suggestion program.
Kennedy Valve manufactures and sells a wide range of products to support water and wastewater infrastructure. The company is ISO 9001:2008 and 14001:2004 certified.
More information at kennedyvalve.com.
WHO SHOULD ATTEND
Anyone in a leadership role can benefit from this event – from supervisor to the CEO
Organizations who are having difficulty with sustaining their lean initiatives
Anyone interested in learning more about leader standard work and visual management
Organizations who continue to struggle to transform their culture
PARTICIPANT BENEFITS
Learn the elements of Leader Standard Work and how it is a key to sustaining lean
See examples of visual management which can make it much easier for leaders to do what is expected of them
Learn the intent of Gemba walks, and have an opportunity to practice one’s observation and coaching skills
View a visually managed inventory process and pull systems that support flow
Employee-driven Continuous Improvement Suggestion Program
TOUR and WORKSHOP DESCRIPTION
The facility tour in the morning will give participants a first hand look at how Kennedy Valve has implemented various Enterprise Excellence concepts in this foundry and finishing business.
The afternoon workshop will cover the subject of Leader Standard Work (LSW) – a key to lean sustainment. The elements of LSW include Gemba walks and visual management.
AGENDA
8:30 a.m. Registration
9:00 a.m. Introductions, Company Background, Tour Instructions
9:30 a.m. Plant Tour, Q & A
12:00 noon Lunch
12:30 p.m. Workshop: Keys to Sustaining: Going to See & Leader Standard Work
4:00 p.m. Wrap-up
Date: March 13, 2014
Time: 8:30 a.m. to 4:00 p.m.
Location: Kennedy Valve
1021 East Water Street
Elmira, NY 14901
607-734-2211
Cost: AME Member: $395.00, Non-Member: $495.00
Registration: ame.org
See this and other newsletter articles at http://amt-mep.org/files/9413/9273/1871/2014-02.pdf
Visit our website at http://www.amt-mep.org
Kennedy Valve’s lean journey started in 2008 driven by a strong desire to improve the sustainability and market position of their company. The transformation began by re-organizing the business into value streams and making significant changes to its shop floor layout to support flow.
The Elmira company has implemented various improvements including, level flow, visual pull systems, flexible and simple equipment, and an effective continuous improvement suggestion program.
Kennedy Valve manufactures and sells a wide range of products to support water and wastewater infrastructure. The company is ISO 9001:2008 and 14001:2004 certified.
More information at kennedyvalve.com.
WHO SHOULD ATTEND
Anyone in a leadership role can benefit from this event – from supervisor to the CEO
Organizations who are having difficulty with sustaining their lean initiatives
Anyone interested in learning more about leader standard work and visual management
Organizations who continue to struggle to transform their culture
PARTICIPANT BENEFITS
Learn the elements of Leader Standard Work and how it is a key to sustaining lean
See examples of visual management which can make it much easier for leaders to do what is expected of them
Learn the intent of Gemba walks, and have an opportunity to practice one’s observation and coaching skills
View a visually managed inventory process and pull systems that support flow
Employee-driven Continuous Improvement Suggestion Program
TOUR and WORKSHOP DESCRIPTION
The facility tour in the morning will give participants a first hand look at how Kennedy Valve has implemented various Enterprise Excellence concepts in this foundry and finishing business.
The afternoon workshop will cover the subject of Leader Standard Work (LSW) – a key to lean sustainment. The elements of LSW include Gemba walks and visual management.
AGENDA
8:30 a.m. Registration
9:00 a.m. Introductions, Company Background, Tour Instructions
9:30 a.m. Plant Tour, Q & A
12:00 noon Lunch
12:30 p.m. Workshop: Keys to Sustaining: Going to See & Leader Standard Work
4:00 p.m. Wrap-up
Date: March 13, 2014
Time: 8:30 a.m. to 4:00 p.m.
Location: Kennedy Valve
1021 East Water Street
Elmira, NY 14901
607-734-2211
Cost: AME Member: $395.00, Non-Member: $495.00
Registration: ame.org
See this and other newsletter articles at http://amt-mep.org/files/9413/9273/1871/2014-02.pdf
Visit our website at http://www.amt-mep.org
Saturday, February 1, 2014
Manufacturing Finishes Strong in 2013, ISM Reports
By: Steve Minter, IndustryWeek
Manufacturing ended 2013 on a strong note with the Institute for Supply Management’s (ISM) monthly PMI index registering 57%, the seventh consecutive month of growth. A reading of 50 or more in the survey of supply chain officials indicates expansion in the sector.
The reading was just 0.3% below November’s reading, slightly exceeding analysts’ consensus forecast for the month. Chad Moutray, chief economist for the National Association of Manufacturers, noted the “manufacturing PMI measures averaged 56.3 in the second half of 2013, a nice improvement from the 51.5 average seen in the first half of the year.”
Signals on future business were positive as the new orders index increased in December by 0.6% to 64.2%, the highest reading since April 2010. Said one apparel manufacturer: “Amazingly enough, we are seeing meaningful increases in our sales in nearly all segments and regions.”
The employment index also gained ground, increasing from 56.5% in November to 56.9% in December. This was the highest reading in the survey since June 2011.
ISM’s Bradley Holcomb said purchasing executives comments “reflect a solid final month of the year, capping off the second half of 2013, which was characterized by continuous growth and momentum in manufacturing.”
Of the 18 industry sectors, 13 reported growth in December, led by furniture and plastics & rubber products. Four manufacturing industries reported contraction in the last month of 2013: nonmetallic mineral products; machinery; chemicals; and electrical equipment and appliances.
“Industrial activity is being driven by the ramping up of the housing supply chain and strong motor vehicle production as consumers meet pent-up demand for shelter and transportation,” said Daniel J. Meckstroth, chief economist for the Manufacturers Alliance for Productivity and Innovation (MAPI). “Investment spending is accelerating for energy projects, aerospace equipment, medical equipment, and industrial machinery. While government policy gridlock is not conducive to investment, the uncertainty seems to be somewhat less of a barrier since the short-term federal budget agreement.”
While manufacturing industrial production increased 2.2% in 2013, Meckstroth noted, he predicted ”an acceleration to 3.1% growth in 2014, and even faster growth in 2015.”
See this and other newsletter articles at http://amt-mep.org/files/9413/9273/1871/2014-02.pdf
Visit our website at http://www.amt-mep.org
Manufacturing ended 2013 on a strong note with the Institute for Supply Management’s (ISM) monthly PMI index registering 57%, the seventh consecutive month of growth. A reading of 50 or more in the survey of supply chain officials indicates expansion in the sector.
The reading was just 0.3% below November’s reading, slightly exceeding analysts’ consensus forecast for the month. Chad Moutray, chief economist for the National Association of Manufacturers, noted the “manufacturing PMI measures averaged 56.3 in the second half of 2013, a nice improvement from the 51.5 average seen in the first half of the year.”
Signals on future business were positive as the new orders index increased in December by 0.6% to 64.2%, the highest reading since April 2010. Said one apparel manufacturer: “Amazingly enough, we are seeing meaningful increases in our sales in nearly all segments and regions.”
The employment index also gained ground, increasing from 56.5% in November to 56.9% in December. This was the highest reading in the survey since June 2011.
ISM’s Bradley Holcomb said purchasing executives comments “reflect a solid final month of the year, capping off the second half of 2013, which was characterized by continuous growth and momentum in manufacturing.”
Of the 18 industry sectors, 13 reported growth in December, led by furniture and plastics & rubber products. Four manufacturing industries reported contraction in the last month of 2013: nonmetallic mineral products; machinery; chemicals; and electrical equipment and appliances.
“Industrial activity is being driven by the ramping up of the housing supply chain and strong motor vehicle production as consumers meet pent-up demand for shelter and transportation,” said Daniel J. Meckstroth, chief economist for the Manufacturers Alliance for Productivity and Innovation (MAPI). “Investment spending is accelerating for energy projects, aerospace equipment, medical equipment, and industrial machinery. While government policy gridlock is not conducive to investment, the uncertainty seems to be somewhat less of a barrier since the short-term federal budget agreement.”
While manufacturing industrial production increased 2.2% in 2013, Meckstroth noted, he predicted ”an acceleration to 3.1% growth in 2014, and even faster growth in 2015.”
See this and other newsletter articles at http://amt-mep.org/files/9413/9273/1871/2014-02.pdf
Visit our website at http://www.amt-mep.org
Subscribe to:
Posts (Atom)