DCMO BOCES hosted a successful mentor and career day at the SUNY Oneonta campus. The event entitled It’s a Guy Thing invites middle school male students to develop a career goals framework and to connect with mentors. A similar event is held in the spring for female students. Responding to employment opportunities data, a manufacturing career workshop was introduced.
The Alliance for Manufacturing and Technology (AM&T) sponsored a Lean Manufacturing workshop led by Carol Miller, a Certified Lean Six Sigma Black Belt, and assisted by Kathy Peacock. The Lean management philosophy teaches five steps to reduce waste in a production process. Carol Miller customized the program using Lego™ pieces and led young students to work as teams, to improve production flow and achieve improved quality.
Martha Ryan, the event coordinator, commented about this resource, “When we introduce the Lean philosophy to young students, we provide a new tool to improve personal, academic and career performance. This is a tool they can apply now and in the future.” Ryan explained that the program teaches teamwork and communication which are two key employment skills sought by employers in the region. “We were fortunate to count on the support from AM&T to sponsor the program and their participation also ignited collaborations from other employers such as GE - Unison and Amphenol,” said Ryan about the ripple effect from AM&T’s support. The AM&T workshop was deemed the 2nd best by the students and best by the teachers.
Former educator and now successful business owner, Bruce Erath, opened the program with a clever Out Of the Box presentation. He guided boys to understand the importance of making the right decisions and to add value to everything they do. “We were fortunate to have Mr. Erath connect not only to students but also to the educators who shared excellent comments about the presentation’s relevance to current challenges faced by students,” said Ryan.
Students also benefited from a Financial Literacy presentation by Jim Caruso, Territory Manager at NBT Bank. Using an expense tracking document, Caruso coached students to understand the effect of compounded expenses, therefore, pointing out the benefits of saving. Educators in the audience applauded NBT Bank’s presentation and considered this introduction to be very important to young students. Beyond the call of duty, Caruso invited students to connect with him personally for questions. Parents can find more information and many resources for youth financial literacy at the NBT Bank website.
It’s a Guy Thing also featured hands-on workshops. Devoted professionals from Delaware Engineering, Catskill Regional Teacher Center, UHS - Chenango Memorial Hospital, and DCMO BOCES Technology Department, provided students with the opportunity to explore careers of the future. “Post-event surveys confirmed the student’s satisfaction with the interactive presentations. We value each of our presenter’s time investment as they delivered a first class workshop for our students.”
The It’s a Guy Thing Career Day event is presented by DCMO BOCES with the support of SUNY Oneonta. Funding and resources for this event were provided in part by our presenters and by The Voss Group, Chobani, Scoville-Meno Chevrolet, BCK-IBI Group, Leonard Bus Sales, James Jordan Associates, and Mirabito Fuel Group. The free event is open to 35 school districts in the DCMO and ONC BOCES. For more information on how to get involved in future mentoring events, visit the enrichment programs page at www.learnatboces.com.
Showing posts with label November. Show all posts
Showing posts with label November. Show all posts
Wednesday, November 11, 2015
5 Ways Technology Will Transform Our Lives in the Next 50 Years
By: John Culkin, Director of Information Management, Crown Records Management
What Will the World Look Like in 2065?
In 1965, NASA was working on some of the most challenging engineering, physics and computing problems known to mankind -- preparing to get a man to the moon.
In fact, the USB storage device you may have in your pocket has more computing power than it took to get Neil Armstrong to the moon and back.
It may come as even more of a surprise that every time you do a Google search it uses more computer power than could be dreamed of back in 1965.
This year Crown Worldwide is celebrating its 50th anniversary, and we’ve set a challenge to reflect on how the world might look in 2065.
Robots, Robots Everywhere!
Robotics will be at the fore. Driven by technological advances in sensors, computing and materials, biomimicry will inspire new abilities that make the car-building robots as antique as old steam trains today.
Changing demographics will be another factor pushing this development, as the population ages and needs caring for.
Hospitals are clean and controlled spaces, so expect robot nursing assistants to appear before your own robot chef in the kitchen.
Goodbye Silicon, Hello Bio-Computing!
The silicon age will pass into history as bio, quantum, DNA and photonic computers make today’s supercomputers seem primitive in some aspects.
Where the body’s nerves are severed -- such as spinal injuries -- bio-computers will help people walk again and the blind see.
An IBM Watson in Your Pocket!
Watson, the room-filling IBM system that beat the humans in the TV quiz show Jeopardy!, will eventually become “Pocket Watson.”
Today’s machine learning will evolve into instant speech recognition and, importantly, the content and semantics will be considered.
Looking at small screens will be as quaint as gathering around an old wooden cabinet wireless set.
Wearables will be the norm, and some people will want to be directly connected to computers with implants to monitor health and interact with computers to enhance their normal abilities.
Finally! Safer, Easier Driving!
Travel by car will be safer -- even if not faster for environmental reasons. A car will predict traffic delays and never get lost, it will talk to traffic lights and other cars to smooth the journey.
Google already has driverless cars, and Volvo has demonstrated platoon driving to allow driving very closely more efficiently.
Avoiding travel that is not emotionally worth it will finally start to be optional.
Telepresence for businesses will finally deliver on its promises with 8k quality pictures taking up an entire wall that display realistic imagery of your choice but also for virtual meetings -- like Skype on steroids -- in 3D.
What Will the World Look Like in 2065?
In 1965, NASA was working on some of the most challenging engineering, physics and computing problems known to mankind -- preparing to get a man to the moon.
In fact, the USB storage device you may have in your pocket has more computing power than it took to get Neil Armstrong to the moon and back.
It may come as even more of a surprise that every time you do a Google search it uses more computer power than could be dreamed of back in 1965.
This year Crown Worldwide is celebrating its 50th anniversary, and we’ve set a challenge to reflect on how the world might look in 2065.
Robots, Robots Everywhere!
Robotics will be at the fore. Driven by technological advances in sensors, computing and materials, biomimicry will inspire new abilities that make the car-building robots as antique as old steam trains today.
Changing demographics will be another factor pushing this development, as the population ages and needs caring for.
Hospitals are clean and controlled spaces, so expect robot nursing assistants to appear before your own robot chef in the kitchen.
Goodbye Silicon, Hello Bio-Computing!
The silicon age will pass into history as bio, quantum, DNA and photonic computers make today’s supercomputers seem primitive in some aspects.
Where the body’s nerves are severed -- such as spinal injuries -- bio-computers will help people walk again and the blind see.
An IBM Watson in Your Pocket!
Watson, the room-filling IBM system that beat the humans in the TV quiz show Jeopardy!, will eventually become “Pocket Watson.”
Today’s machine learning will evolve into instant speech recognition and, importantly, the content and semantics will be considered.
Looking at small screens will be as quaint as gathering around an old wooden cabinet wireless set.
Wearables will be the norm, and some people will want to be directly connected to computers with implants to monitor health and interact with computers to enhance their normal abilities.
Finally! Safer, Easier Driving!
Travel by car will be safer -- even if not faster for environmental reasons. A car will predict traffic delays and never get lost, it will talk to traffic lights and other cars to smooth the journey.
Google already has driverless cars, and Volvo has demonstrated platoon driving to allow driving very closely more efficiently.
Avoiding travel that is not emotionally worth it will finally start to be optional.
Telepresence for businesses will finally deliver on its promises with 8k quality pictures taking up an entire wall that display realistic imagery of your choice but also for virtual meetings -- like Skype on steroids -- in 3D.
Recent AM&T Activities to Promote Manufacturing Growth & Innovation
- Conducted Internal Auditor training at company in Ithaca, NY. Eight (8) employees were trained in the ISO 9001:2008 Standard, performed an internal audit, and prepared the internal audit report package.
- Conducted an AS9100c Internal Audit at company in Elmira, NY. Minor findings were noted in a summary report. The Quality Management System was deemed compliant and effective.
- Conducted an ISO 9001:2008 & ISO 14001:2004 internal audit at a company in Rochester, NY. Minor findings were noted in a summary report and their Quality Management System was deemed compliant and effective.
- Conducted a second 3-day 5S Workshop at a company in Endicott, NY. Eight (8) employees were trained on 5S lean methods and a kaizen event was conducted in the Pin Thru-hole production area. Upon completion of the workshop, all the area was reorganized for improved work flow. This increases through-put and results in improved quality.
- Conducted TWI Job Relations workshop at a company in Elmira, NY. Ten (10) employees were trained in employee relations to build their supervisory skills.
- Assisted a company in Endicott, NY with their preparation for AS9100 QMS. Procedures were developed and reviewed.
- Performed internal and management reviews at a company in Hammondsport, NY. Four opportunities for improvement were identified, documented and corrective actions were established.
- Conducted an internal audit and management review at a company in Hornell, NY. Identified one opportunity for improvement and closed out three prior non-conformances.
- Conducted an Internal Audit and Management review at a company in Endwell, NY and documented four opportunities for improvement.
- Conducted an Internal Audit, Management review and a process assessment at a company in Horseheads, NY. No concerns were noted.
- Completed a six-day Cellular / Flow Manufacturing event at a company in Elmira, NY, with a team of 10 people. The team designed a cell that incorporated all machining and assembly operations. The cell design and layout will reduce the manufacturing lead time by over 50%, and reduced the non-valued processing time by over 20%.
- Conducted a 5S: Workplace Organization Training Session at a company in Elmira, NY. Included was an overview of 5S and how to create a plan to implement 5S company-wide.
- 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 5-day Scheduling and Capacity Planning process mapping event with a team of six people at a contract manufacturing company in Van Etten, NY. It is anticipated that when fully implemented, the plan will result in improved on-time deliveries and reduce wastes.
- Conducted multiple 2-hour training sessions in implementing Lean in a Low Volume-High Mix environment at a company in Elmira, NY.
- Navy Protégé Program---Negotiated additional contracts with Lockheed Martin to assist a local manufacturer projects under the US Department of the Navy Protégé Program.
- Participated in Lockheed Martin AS9100 review at a company in Endicott, NY. Results of the review were satisfactory.
- Provided Quality System Support services to a company in Endicott, NY. This effort is part of the US Navy Mentor Protégé program administered by Lockheed-Martin Corporation.
- Conducted AS/ISO Internal Auditor Training for three (3) CFM employees - two (2) current Internal Auditors and one new Internal Auditor. An internal audit was performed as part of a practical exercise and an internal audit report prepared.
- Provided Quality System Support services to a company in Endicott, NY. This effort is part of the US Navy Mentor Protégé program administered by Lockheed-Martin Corporation.
- Mentored two (2) CFM Internal Auditors during an internal audit and assisted with preparing the internal audit report package.
- WDI---Continued to work with the Workforce Development Institute (WDI) and other economic development entities to maximize our impact on manufacturers in the Southern Tier. Assisted several companies with grant applications.
- Regional Economic Development Council (REDC) and Upstate Revitalization Initiative (URI)--- Attended multiple meetings and events to support Southern Tier REDC and URI efforts. Member of Clusters Workgroup.
- Center for International Business Assistance---Active member of the team that put together a proposal for submission under the URI grant application to establish the Center for International Business Assistance Center (CIBA) to be created at SUNY Binghamton. Co-author of ARC Grant to support the launch of the center.
Continuous Improvement of Your ISO or AS Certified System
So, you’ve developed and implemented your ISO/AS quality management system and succeeded in obtaining its certification by a registrar. The proof is hanging on the wall - your certificate of registration. Congratulations!!! Your hard work has been rewarded. But certification is not the final goal. The goal is making real and sustained improvements to your overall business. Ask yourself these questions:
Our experience is that many companies who have been certified for some length of time will answer “No” to some or all of these questions.
The ISO/AS Standard obligates certified companies to do more than just maintain their certification; it requires that you continuously improve that system and be able to demonstrate that you have done so.
You’ve spent a great deal of time and effort in developing and implementing the business procedures and processes that provide the basis for your ISO/AS system and its operation. Once those procedures and processes have been identified, documented and implemented, it is important to measure their effectiveness and continually improve them.
Perhaps management is increasingly challenged with the day-to-day operations of the business and often does not find/take the time to adequately evaluate the effectiveness of the systems they’ve implemented. Whatever the reason, it may be time to take a good like at your system, or give it a shot in the arm.
That’s where AM&T comes in. We can provide your management and employee team with guidance in how to evaluate and audit the system, take effective correction action, keep on track, identify key measurements which will help you effectively monitor your implemented systems and identify potential opportunities for improving their effectiveness. Here’s how the process works:
1) If you haven’t already done so, we can identify the types of processes that are in operation in your business. When this step is completed, we will have separated your processes into three categories:
3) We can help you monitor and assess those processes to be sure that they continue to operate the way they were planned. We’ll document any concerns we identify and make sure that management is aware of them. If desired, we will assist you in making corrective action necessary to address those concerns.
4) We can help your team set meaningful business goals, using Strategic Management principles, which will provide a framework for both process and business improvement.
One of the most essential tools for evaluating implemented processes is a set of “fresh eyes” - those of individuals who have not been close to the processes as they were being defined and implemented. AM&T can bring that capability to you and, based on out extensive process analysis experience, can help you identify opportunities for making improvements.
To learn more, contact Jim Cunningham at 607-725-1225
- Is your ISO/AS system contributing to your overall effectiveness?
- Do you want to improve only the quality system, or improve your entire business?
- Have you integrated your ISO/AS system with your overall business system and objectives?
- Are you happy with your ISO/AS system?
Our experience is that many companies who have been certified for some length of time will answer “No” to some or all of these questions.
The ISO/AS Standard obligates certified companies to do more than just maintain their certification; it requires that you continuously improve that system and be able to demonstrate that you have done so.
You’ve spent a great deal of time and effort in developing and implementing the business procedures and processes that provide the basis for your ISO/AS system and its operation. Once those procedures and processes have been identified, documented and implemented, it is important to measure their effectiveness and continually improve them.
Perhaps management is increasingly challenged with the day-to-day operations of the business and often does not find/take the time to adequately evaluate the effectiveness of the systems they’ve implemented. Whatever the reason, it may be time to take a good like at your system, or give it a shot in the arm.
That’s where AM&T comes in. We can provide your management and employee team with guidance in how to evaluate and audit the system, take effective correction action, keep on track, identify key measurements which will help you effectively monitor your implemented systems and identify potential opportunities for improving their effectiveness. Here’s how the process works:
1) If you haven’t already done so, we can identify the types of processes that are in operation in your business. When this step is completed, we will have separated your processes into three categories:
- Core processes - those that are directly involved in converting your customer’s requirements into cash.
- Support processes - those that facilitate and assist core processes.
- Management processes - those that are used to plan, organize, and measure the effectiveness of processes that have been set in place.
3) We can help you monitor and assess those processes to be sure that they continue to operate the way they were planned. We’ll document any concerns we identify and make sure that management is aware of them. If desired, we will assist you in making corrective action necessary to address those concerns.
4) We can help your team set meaningful business goals, using Strategic Management principles, which will provide a framework for both process and business improvement.
One of the most essential tools for evaluating implemented processes is a set of “fresh eyes” - those of individuals who have not been close to the processes as they were being defined and implemented. AM&T can bring that capability to you and, based on out extensive process analysis experience, can help you identify opportunities for making improvements.
To learn more, contact Jim Cunningham at 607-725-1225
Quotes on Risk Taking
- “Whatever you can do, or dream you can, begin it. Boldness has genius, power and magic in it.” -- Goethe
- “Security is mostly a superstition. Life is either a daring adventure or nothing.” -- Helen Keller
“It’s not because things are difficult that we dare not venture. It’s because we dare not venture that they are difficult.” -- Seneca - “Only those who will risk going too far can possibly find out how far it is possible to go.” -- T.S. Eliot
- “What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it is another matter.” -- Peter Drucker
- “Go out on a limb. That’s where the fruit is.” -- Jimmy Carter
- “I am always doing that which I cannot do, in order that I may learn how to do it.” -- Pablo Picasso
- “Life is being on the wire, everything else is just waiting.” -- Karl Wallenda
- “If things seem under control, you are just not going fast enough.” -- Mario Andretti
- “Don’t be afraid to take a big step. You can’t cross a chasm in two small jumps.” -- David Lloyd George
- “It is only by risking our persons from one hour to another that we live at all.” -- William James
Associates’ Corner - Incodema Group
Incodema Group expands their Freeville operations by opening a new CNC machining center & relocating the 3D plastics division to further support the growing Incodema3D business segment.
Incodema Group announced the opening of a new CNC machining Center and the relocation of its 3D plastics division, in the Incodema3D facility, during the summer of 2015. This support center has a specific focus of supporting the Incodema3D Additive Manufacturing process with secondary processes. Incodema has made a substantial equipment investment in new and relocated equipment for the center, including the addition of in-house 5 axis machining capabilities. They also continue to offer a full line of plastic Additive Manufacturing. Including - FDM, SLS, SLA, Urethane Casting & Polyjet.
In order to achieve the necessary specifications or improve properties such as surface quality and tolerances, it is often necessary to post-process and finish components produced with Additive Manufacturing techniques. Most physical characteristics of an additive manufactured part are enhanced by adding well-established, CNC post machining as an essential aspect to completing the AM process.
“The growth of our CNC support equipment at the Incodema3D facility is the next step in our strategy for establishing Incodema3D as the leader in manufacturing of additive production parts,” said Sean Whittaker, CEO of Incodema Group. “The efficiencies we have created, by housing two of our complimentary business segments in one location, are extremely beneficial to our Additive customers. With the CNC center now fully operational, we can move into the next phase of our Incodem3D growth.”
The new support center employs several Incodema personnel and occupies approximately 6,000 square feet of the existing 60,000 square foot building. The Incodema subset of CNC additive support equipment on-site includes vertical and horizontal machining centers, EDMs and lathes. Additionally, a complete host of inspection equipment, including CMM and Romer 3D scanning equipment, has been implemented to enable the comparison of the 3D printed component and its CAD model.
ABOUT INCODEMA GROUP:
Incodema and Incodema3D are subsidiaries of Incodema Group, offering a full range of technologies and processes. Their capabilities include Industrial 3D printing, additive manufacturing, sheet metal stampings, metal forming, laser cutting, Microcut, wire EDM, CNC machining and photo chemical etching. Utilizing state of the art technology and equipment, while manufacturing parts quickly and guaranteeing full turnkey assemblies, all in-house. Incodema Group employs more than 250 people throughout its operations in the Central New York region. Additional Incodema Group companies are: NEWCUT Inc. (Newark, NY) and Engineering Manufacturing Technologies (EMT) LLC (Endicott, NY).
For more information call 607-277-7070 or visit www.incodema.com.
Incodema Group announced the opening of a new CNC machining Center and the relocation of its 3D plastics division, in the Incodema3D facility, during the summer of 2015. This support center has a specific focus of supporting the Incodema3D Additive Manufacturing process with secondary processes. Incodema has made a substantial equipment investment in new and relocated equipment for the center, including the addition of in-house 5 axis machining capabilities. They also continue to offer a full line of plastic Additive Manufacturing. Including - FDM, SLS, SLA, Urethane Casting & Polyjet.
In order to achieve the necessary specifications or improve properties such as surface quality and tolerances, it is often necessary to post-process and finish components produced with Additive Manufacturing techniques. Most physical characteristics of an additive manufactured part are enhanced by adding well-established, CNC post machining as an essential aspect to completing the AM process.
“The growth of our CNC support equipment at the Incodema3D facility is the next step in our strategy for establishing Incodema3D as the leader in manufacturing of additive production parts,” said Sean Whittaker, CEO of Incodema Group. “The efficiencies we have created, by housing two of our complimentary business segments in one location, are extremely beneficial to our Additive customers. With the CNC center now fully operational, we can move into the next phase of our Incodem3D growth.”
The new support center employs several Incodema personnel and occupies approximately 6,000 square feet of the existing 60,000 square foot building. The Incodema subset of CNC additive support equipment on-site includes vertical and horizontal machining centers, EDMs and lathes. Additionally, a complete host of inspection equipment, including CMM and Romer 3D scanning equipment, has been implemented to enable the comparison of the 3D printed component and its CAD model.
ABOUT INCODEMA GROUP:
Incodema and Incodema3D are subsidiaries of Incodema Group, offering a full range of technologies and processes. Their capabilities include Industrial 3D printing, additive manufacturing, sheet metal stampings, metal forming, laser cutting, Microcut, wire EDM, CNC machining and photo chemical etching. Utilizing state of the art technology and equipment, while manufacturing parts quickly and guaranteeing full turnkey assemblies, all in-house. Incodema Group employs more than 250 people throughout its operations in the Central New York region. Additional Incodema Group companies are: NEWCUT Inc. (Newark, NY) and Engineering Manufacturing Technologies (EMT) LLC (Endicott, NY).
For more information call 607-277-7070 or visit www.incodema.com.
Associates' Corner - ASI Energy
Take Control of Your Energy Costs.
ASI Energy turns your energy expenses into assets.
ASI Energy, an Ithaca, New York-based energy leader, offers significant cost-saving solutions for industrial and commercial facilities. Combined Heat and Power (CHP) is a reliable source for electrical and thermal energy at a low cost without reducing your energy supply. Utilizing this innovative technology, ASI Energy takes a single fuel source, like natural gas, biogas/methane to create electricity and heat. Electricity is created with a prime mover engine and the heat is captured for use in a full range of industrial and commercial applications such as steam generation, thermal energy recovery, primary and secondary thermal energy, and preheating.
The process to determine potential savings for your operations is simple. ASI Energy conducts a client-centered Initial Facility Assessment – a complete, singular appraisal of your facility’s energy needs and then generates a guaranteed savings proposal including financing options, possible grants and tax incentives, emission savings as well as project NPV and IRR calculations customized for your organization, and ending with a suggested CHP system for your operations.
ASI Energy’s approach includes:
- Integrated project delivery through Project Management Office
- Guaranteed ROI
- Frequent project reporting and transparency
- Detailed financial analysis
- Financing for your project
While other CHP approaches can be complicated, inefficient and expensive, ASI Energy’s integrated project delivery system is a highly efficient and comprehensive CHP solution. This cost-saving system is backed with extensive knowledge and experience in engineering design, construction management, utility regulatory policies and project financing. ASI Energy’s team spearheads this multifaceted project while you continue your day-to-day business operations without interruption. Their engineers, financial experts and project managers work together to minimize disruptions typically associated with a major energy project.
For more information, and to find out if CHP is right for your operations, please contact ASI Energy at 607-330-1203 or visit them online at asienergy.com/manufacturing.
Associates’ Corner - Johnson Outdoors
Johnson Outdoors Gear, Inc. (JOG) of Binghamton, NY is best known locally as Eureka! Tents. Eureka! Tents is a subsidiary of Johnson Outdoors Inc. (NASDAQ: JOUT). Eureka! Tents is a leading designer, manufacturer and distributor of large commercial event/party tents, military shelters, camping tents, backpacking stoves, furniture and sleeping bags.
Eureka! Tents was started in 1895 by Arthur D. Legg who ran a small custom canvas shop that designed and sewed house and store awnings, Conestoga wagon covers, horse blankets, American flags, and tents.
Eureka! has been making quality tents and seasonal structures for more than 100 years and, for 75 years, ran a successful tent rental business. Eureka! has earned a reputation for quality products and innovative designs in manufacturing earning them multiple IFAI Achievement Awards for tent design and excellence in manufacturing.
Keeping up with the growth of their business, Eureka’s facilities have grown to over 120,000 square feet of manufacturing space and a 30,000 square foot distribution center including the acquisition of Jetboil Inc. located in Manchester, NH. Jetboil is an industry leader in the design and manufacturing of compact backpacking cooking stoves.
The company is also the exclusive US distributor of Silva® compasses.
For more information visit: www.eurekatents.com, www.silvausa.com, and www.jetboil.com.
Eureka! Tents was started in 1895 by Arthur D. Legg who ran a small custom canvas shop that designed and sewed house and store awnings, Conestoga wagon covers, horse blankets, American flags, and tents.
Eureka! has been making quality tents and seasonal structures for more than 100 years and, for 75 years, ran a successful tent rental business. Eureka! has earned a reputation for quality products and innovative designs in manufacturing earning them multiple IFAI Achievement Awards for tent design and excellence in manufacturing.
Keeping up with the growth of their business, Eureka’s facilities have grown to over 120,000 square feet of manufacturing space and a 30,000 square foot distribution center including the acquisition of Jetboil Inc. located in Manchester, NH. Jetboil is an industry leader in the design and manufacturing of compact backpacking cooking stoves.
The company is also the exclusive US distributor of Silva® compasses.
For more information visit: www.eurekatents.com, www.silvausa.com, and www.jetboil.com.
Tuesday, November 18, 2014
AM&T Activities that Promoted Innovation, Collaboration, Growth & Profitability of Manufacturers in the Southern Tier
- Conducted an ISO 9001:2008 Briefing at a company in Ithaca ,NY. Twelve (12) project leaders, supervisors, and managers received training in the requirements of the ISO Standard.
- Performed a Lean Assessment at a company in Endicott, NY. Inefficiencies were observed and a Lean Support proposal was prepared and delivered.
- Completed an ISO 9001:2008 Internal Audit at a company located in Rochester, NY. A summary report was prepared and delivered. This effort is a partnering effort with High Tech Rochester.
- Completed an ISO 9001:2008 Internal Audit at a company located in Elmira, NY. Their QMS was deemed compliant and effective.
- Conducted a Lean Thinking workshop at a company in Stamford, NY as part of a Lean Support contract. A mix of manufacturing, engineering, and office employees participated. Twenty (20) participants received training in the basic lean tools and methods.
- Conducted a 5S / Workplace Organization workshop at a company in Hornell, NY as part of the CFA contract. A mix of manufacturing, engineering, and office employees participated. Ten (10) employees received training in the 5S tools and methods and participated in a 5S Kaizen event.
- Completed an OHSAS 18001 Gap Assessment at a company located in Elmira, NY. Gaps and deficiencies were noted and a summary report was prepared and delivered.
- Completed ISO 14001:2004 & 9001:2008 Internal Audits at a company located in Rochester, NY.
- Conducted two TWI Job Relations workshops at a company in Elmira, NY. A total of 16 supervisors and team leaders were trained on using a 4-Step Method for dealing with employee conflict and creating better job relations.
- Conducted a Pull / Kanban workshop at a company in Hornell, NY. A mix of manufacturing, engineering, and office employees participated. Ten (10) employees received training in setting up Kanbans and implementing pull systems.
- Conducted a multi-day “Change Request” value stream mapping event at a company in Greene, NY with a team of eleven people. It is anticipated that when implemented, the plan will result in reduced wastes and a significant reduction in lead time.
- Conducted (1) four-hour Lean Thinking training session at a company in Elmira, NY focused on identifying and improving production and administrative wastes. The training was attended by 10 people.
- Completed Lean Six Sigma Green Belt training and a lean pilot project for a logistics operation company in Endicott, NY.
- Completed Management Representative training and a Pre-Assessment Audit in ISO 9001, 13485, 14971, and AS9100 for a sheet metal fabricator in Hammondsport, NY.
- Completed ISO 9001 Internal Audits for a company in Van Etten, NY.
- Conducted (1) four-hour Lean Thinking training session focused on identifying and improving production and administrative wastes. The training was attended by 10 people.
- Conducted two four-hour Problem Solving training sessions for a company in Spencer, NY. The training was attended by 20 people.
- Completed a Pre-Assessment Audit at a company in Ithaca, NY
- Conducted a QMS Management Review and participated in a surveillance audit at a company in Syracuse, NY. This is a partnering effort with CNYTDO.
- Participated in a Registrar’s Surveillance Audit at a company in Binghamton, NY.
- Conducted an Internal Audit and Management Review at a company in Endwell, NY.
- Worked with management of the Southern Tier Hotspot and the new REV Ithaca Downtown Incubator staff to coordinate support for entrepreneurs in the Tompkins County region.
- Planned, coordinated, and delivered a Pre-Seed Workshop to over 50 participants at the McGovern Family Center for Venture Development at Cornell University. The workshop centered around the creation of five teams that explored all the aspects of analyzing the commercial potential of five start-up companies, most of which emerged from the work of Cornell researchers. Their work culminated in presentations to a feedback panel of venture capitalists.
Value Stream Mapping - Good, Bad or Ugly? Find out Dec 1st
Are you looking to learn and share new continuous improvement ideas with other Lean Thinkers outside your organization? AME Roundtable events can help!
AME is conducting a “Roundtable Discussion” event, which will predominately include manufacturing participants. The focus will be on continuous improvement topics of importance to you and your organization.
This session’s topic will be Value Stream Mapping - the good, the bad and the ugly!
If you have a specific topic for the group to address at a future session, you are encouraged to inform the AME event host.
Attendees are encouraged to “bring a friend” that has background / experience in Value Stream Mapping.
PARTICIPANT BENEFITS
Learn from your peers some of their challenges.
Learn how these challenges are being addressed.
Learn how companies are staying competitive.
Network with your peers.
AGENDA
12:45 - 1:00 Arrive
1:00 - 1:15 Introductions / Welcome
1:15 - 2:15 ASI Energy: Lean manufacturing; energy efficiency in processes
2:15 - 3:30 Roundtable Discussion - Issues / Challenges Facing Regional Manufacturers
3:30 - 4:00 Networking Time
4:00 Depart
Date: December 1, 2014
Time: 1:00 p.m. to 4:00 p.m.
Location: ASI Energy
950 Danby Road
Ithaca, New York
Cost: Non-Member Fee: $50
Registration: http://www.ame.org/event/ame-mid-atlantic-round-table-cny
AME is conducting a “Roundtable Discussion” event, which will predominately include manufacturing participants. The focus will be on continuous improvement topics of importance to you and your organization.
This session’s topic will be Value Stream Mapping - the good, the bad and the ugly!
If you have a specific topic for the group to address at a future session, you are encouraged to inform the AME event host.
Attendees are encouraged to “bring a friend” that has background / experience in Value Stream Mapping.
PARTICIPANT BENEFITS
Learn from your peers some of their challenges.
Learn how these challenges are being addressed.
Learn how companies are staying competitive.
Network with your peers.
AGENDA
12:45 - 1:00 Arrive
1:00 - 1:15 Introductions / Welcome
1:15 - 2:15 ASI Energy: Lean manufacturing; energy efficiency in processes
2:15 - 3:30 Roundtable Discussion - Issues / Challenges Facing Regional Manufacturers
3:30 - 4:00 Networking Time
4:00 Depart
Date: December 1, 2014
Time: 1:00 p.m. to 4:00 p.m.
Location: ASI Energy
950 Danby Road
Ithaca, New York
Cost: Non-Member Fee: $50
Registration: http://www.ame.org/event/ame-mid-atlantic-round-table-cny
4 Things That Financially Healthy Businesses Have in Common
by Susan Payton
If you’ve ever wondered if there are certain qualities that make for a successful small business, you’re not alone. While there’s no magical formula for being financially healthy, the “Small Business Financial Health Analysis” (http://www.thefundwell.com/wp-content/uploads/SMBFinHealthReport.pdf), put together by The Federal Reserve Banks of Chicago and San Francisco, Pepperdine University, and online lending resource FundWell, shows there are four practices that successful businesses share.
For the survey, more than 900 businesses were asked about their knowledge of financial products, the credit experience of business owners, and financial planning and management practices. Here are the four practices that were common among successful small businesses:
1) Strong Knowledge of Credit Products — And Experience Using Credit
If terms like inventory financing, accounts receivable financing, or trade credit make you scratch your head, you might want to bone up on those topics.
The survey showed that the majority of businesses in excellent financial health were very knowledgeable about financial terms and credit products.
And while taking out a business loan isn’t necessarily an indicator that a business will succeed, 75 percent of those surveyed with excellent financial health have, indeed, secured financing from a bank.
2) High Level of Unused Credit Balances
Financially healthy businesses have credit to spare. Meaning, they do not max out their credit cards and loan borrowing capabilities.
Conversely, the less successful businesses tended to max out — 65 percent of those in poor financial health had no credit available, at all.
3) A Budget for Business Expenses
You might think that budgeting is a no-brainer. Nope.
What’s surprising is that apparently not every business budgets for expenses — not by a long shot. Could it be due to lack of organization, or lack of a good accounting software to use, or something else? Whatever the reason, those that did not budget fell into the camp of the less financially healthy.
Not only did 60 percent of the most financially healthy businesses budget for business expenses, but they also had a separate bank account for their business transactions.
4) Cash Set Aside for Payroll – Not Used It For Anything Else
There’s nothing that drives a company into closing up shop faster than not paying employees on time. Even worse is the situation of a company that doesn’t pay payroll tax withholding to the government in a timely manner. The IRS will put you out of business fast if that situation lingers.
Take a note from successful companies, 90 percent of which always have enough money in the coffers to pay employees. They also have enough to cover payroll taxes, health insurance and benefits expenses.
Who Runs These Financially Healthy Businesses?
If you’re curious to see who’s behind these thriving small businesses, the survey contains that information too. The majority of these financially healthy companies, more than 72 percent, are male or non-minority owned. That’s possibly because this group has traditionally received more business loans in the first place. Thus, they have had more experience with credit and financial management.
By contrast, just 28 percent of the companies surveyed were run by women, and 21 percent by minorities. Across the survey, women and minorities scored well on knowledge of credit products. But when it came to credit experience and financial planning and management, they performed lower.
Minority entrepreneurs still have a more difficult time than other entrepreneurs when it comes to securing a loan, claims a report by The Washington Post. But programs are currently under way to see that women and other minority small business owners have more access to funding for their ventures as well. So this may lead to higher financial health among women and minority owned businesses in the near future.
If you’ve ever wondered if there are certain qualities that make for a successful small business, you’re not alone. While there’s no magical formula for being financially healthy, the “Small Business Financial Health Analysis” (http://www.thefundwell.com/wp-content/uploads/SMBFinHealthReport.pdf), put together by The Federal Reserve Banks of Chicago and San Francisco, Pepperdine University, and online lending resource FundWell, shows there are four practices that successful businesses share.
For the survey, more than 900 businesses were asked about their knowledge of financial products, the credit experience of business owners, and financial planning and management practices. Here are the four practices that were common among successful small businesses:
1) Strong Knowledge of Credit Products — And Experience Using Credit
If terms like inventory financing, accounts receivable financing, or trade credit make you scratch your head, you might want to bone up on those topics.
The survey showed that the majority of businesses in excellent financial health were very knowledgeable about financial terms and credit products.
And while taking out a business loan isn’t necessarily an indicator that a business will succeed, 75 percent of those surveyed with excellent financial health have, indeed, secured financing from a bank.
2) High Level of Unused Credit Balances
Financially healthy businesses have credit to spare. Meaning, they do not max out their credit cards and loan borrowing capabilities.
Conversely, the less successful businesses tended to max out — 65 percent of those in poor financial health had no credit available, at all.
3) A Budget for Business Expenses
You might think that budgeting is a no-brainer. Nope.
What’s surprising is that apparently not every business budgets for expenses — not by a long shot. Could it be due to lack of organization, or lack of a good accounting software to use, or something else? Whatever the reason, those that did not budget fell into the camp of the less financially healthy.
Not only did 60 percent of the most financially healthy businesses budget for business expenses, but they also had a separate bank account for their business transactions.
4) Cash Set Aside for Payroll – Not Used It For Anything Else
There’s nothing that drives a company into closing up shop faster than not paying employees on time. Even worse is the situation of a company that doesn’t pay payroll tax withholding to the government in a timely manner. The IRS will put you out of business fast if that situation lingers.
Take a note from successful companies, 90 percent of which always have enough money in the coffers to pay employees. They also have enough to cover payroll taxes, health insurance and benefits expenses.
Who Runs These Financially Healthy Businesses?
If you’re curious to see who’s behind these thriving small businesses, the survey contains that information too. The majority of these financially healthy companies, more than 72 percent, are male or non-minority owned. That’s possibly because this group has traditionally received more business loans in the first place. Thus, they have had more experience with credit and financial management.
By contrast, just 28 percent of the companies surveyed were run by women, and 21 percent by minorities. Across the survey, women and minorities scored well on knowledge of credit products. But when it came to credit experience and financial planning and management, they performed lower.
Minority entrepreneurs still have a more difficult time than other entrepreneurs when it comes to securing a loan, claims a report by The Washington Post. But programs are currently under way to see that women and other minority small business owners have more access to funding for their ventures as well. So this may lead to higher financial health among women and minority owned businesses in the near future.
Why Manufacturing Makes America Great
While U.S. manufacturing makes up a smaller share of total employment than in decades past, the sector remains a vital source of our standard of living and economic growth.
Here’s why.
Still made in America: It’s a myth that we no longer make anything in this country. If the U.S. manufacturing sector were its own nation, its $2 trillion worth of annual value- added would make it the world’s seventh largest economy.
Supporting millions of other jobs: One in six U.S. private sector jobs depends on manufacturing, with the factory sector supporting 26 million domestic jobs, including roughly 14 million in professional services, wholesale and retailing, transportation, agriculture, and other sectors.
Driving innovation: Manufacturers account for 68 percent of all business R&D performed in America; spillover effects from these investments spread new ideas across sectors.
Generating more economic activity than any sector: Manufacturing has a higher multiplier effect than any other sector: every dollar of final sales in the sector generates $1.92 in economic activity throughout the economy.
Driving productivity growth: Superior productivity growth leads to low inflation for goods, thus stretching family budgets and lifting living standards. U.S. manufacturers are leaders in this metric because they embrace—and develop—advanced technology.
The lion’s share of exports: U.S. manufacturers exported $99 billion in goods per month last year to almost every country on earth. Manufactured products represent more than half of all American exports, helping bridge the country’s huge trade gap.
The United States boasts the world’s most productive, innovative manufacturing powerhouse. The sector is key to future economic growth and America needs to take appropriate measures to encourage and expand innovation and production.
Here’s why.
Still made in America: It’s a myth that we no longer make anything in this country. If the U.S. manufacturing sector were its own nation, its $2 trillion worth of annual value- added would make it the world’s seventh largest economy.
Supporting millions of other jobs: One in six U.S. private sector jobs depends on manufacturing, with the factory sector supporting 26 million domestic jobs, including roughly 14 million in professional services, wholesale and retailing, transportation, agriculture, and other sectors.
Driving innovation: Manufacturers account for 68 percent of all business R&D performed in America; spillover effects from these investments spread new ideas across sectors.
Generating more economic activity than any sector: Manufacturing has a higher multiplier effect than any other sector: every dollar of final sales in the sector generates $1.92 in economic activity throughout the economy.
Driving productivity growth: Superior productivity growth leads to low inflation for goods, thus stretching family budgets and lifting living standards. U.S. manufacturers are leaders in this metric because they embrace—and develop—advanced technology.
The lion’s share of exports: U.S. manufacturers exported $99 billion in goods per month last year to almost every country on earth. Manufactured products represent more than half of all American exports, helping bridge the country’s huge trade gap.
The United States boasts the world’s most productive, innovative manufacturing powerhouse. The sector is key to future economic growth and America needs to take appropriate measures to encourage and expand innovation and production.
Presentation Tips – 4 Ideas for Successful, Last-Minute Speeches
By Mike Brown
If you have just a few moments to set the stage, get your point across, and get off stage, all with high impact, here are four ideas on how to make that happen:
1) If the speech topic feels off, redirect it to something that works better for you.
You want to be up on stage talking about something that you can relate to well, even if it isn’t exactly what the organizers planned. Look for how you can twist the topic more toward your strengths. If you deliver a great message, no one is going to remember you twisted the topic around a bit.
2) Start your speech with a personal story, and weave the story into a reinforcing pattern.
It’s clear we all love stories. But use a personal story at the start of your talk to its best advantage. Tie the opening story to your bigger message, but consider creating some suspense by not finishing the story. That creates the opportunity to finish or call back to the story at the end of your talk. That’s always a nice touch.
3) In between stories, make a couple of related, memorable points.
When you have only a few minutes to present or set the context for a panel, confine yourself to only a couple of points. Succinctly convey those points, ideally in a way that relates to the story you told to start the presentation.
4) Have a couple of go-to questions at the ready.
If there might be an opportunity for questions after your brief remarks, have a couple of questions that you either plant with audience members or ask and answer yourself. And a few conversation-rich questions are always helpful for a panel moderator.
If you have just a few moments to set the stage, get your point across, and get off stage, all with high impact, here are four ideas on how to make that happen:
1) If the speech topic feels off, redirect it to something that works better for you.
You want to be up on stage talking about something that you can relate to well, even if it isn’t exactly what the organizers planned. Look for how you can twist the topic more toward your strengths. If you deliver a great message, no one is going to remember you twisted the topic around a bit.
It’s clear we all love stories. But use a personal story at the start of your talk to its best advantage. Tie the opening story to your bigger message, but consider creating some suspense by not finishing the story. That creates the opportunity to finish or call back to the story at the end of your talk. That’s always a nice touch.
3) In between stories, make a couple of related, memorable points.
When you have only a few minutes to present or set the context for a panel, confine yourself to only a couple of points. Succinctly convey those points, ideally in a way that relates to the story you told to start the presentation.
4) Have a couple of go-to questions at the ready.
If there might be an opportunity for questions after your brief remarks, have a couple of questions that you either plant with audience members or ask and answer yourself. And a few conversation-rich questions are always helpful for a panel moderator.
Is Your Business Ready For Curves In The Road Ahead?
By Marty Zwilling
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Unfortunately, the market is changing so fast these days that any upward climb can level off quickly, as the core business growth begins to stall. This S-Curve, with no correction, can quickly lead to disaster.
I’m not talking here about a small pivot. I’m talking about the kind of change that moved Apple from personal computers to music distribution to consumer electronics, and Amazon from books to e-Commerce to cloud computing services. On the other end of the spectrum are companies that fell behind the curve and may never recover, including MySpace for social networking, Yahoo with online ads, and maybe even Groupon with discounts for group purchasing.
To sustain long-term growth, every company needs to build a repeatable process for innovation and finding new opportunities before their core business growth disappears. The reasons for this requirement, and some practical guidelines for how to prepare, are outlined in a recent book “The Curve Ahead: Discovering the Path to Unlimited Growth,” by Dave Power.
Power has been guiding growth companies for 25 years, and now teaches innovation at the Harvard Extension School. He has helped many companies with this problem, and as an advisor to startups, I see the same common themes leading to growth slow-downs. These are appearing earlier and earlier in emerging companies, as well as in mid-sized and mature companies:
Your original market becomes saturated. Initially, all companies sell to customers who are the easiest to reach and most excited about the new product. As a company begins to penetrate its market, it begins to work hard and harder, often in new geographies, to find more prospects. Marketing costs and time go up, and the growth curve flattens.
Competitors see the same opportunity. New players jump in, and existing players broaden their offerings to cover the same territory. They steal a share of your market, slow down customer buying decisions, making it harder to close new business, and put the brakes quickly on your exponential growth.
Prices begin to decline quickly. The first customers are early adopters who are the least price-sensitive. Unfortunately, the mainstream customers who can really drive revenue care more about price. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
Customer acquisition gets harder and more expensive. Scrappy guerilla marketing based on personal contacts and word-of-mouth campaigns gives way to more expensive customer acquisition using advertising, trade shows, and a marketing agency. You suddenly need to enhance your in-house social media efforts with a public relations firm.
An expanding customer base demands better support. Serving a growing customer base – with a great customer experience – requires more time and dedicated resources. In the early days, your product engineers could handle customer support. Over time, however, a continuous growth company needs a trained and dedicated support team.
Management overhead and skills required go up. In the beginning, your entire team could meet in your office. As the company grows, functional leaders need to build and manage larger teams, recruit and develop talent, and manage remote offices. Managing the scale and complexity requires more formal processes, which slow the momentum.
Your first objective should be to stretch the S-Curve, which can buy you a few months or a few years. Among the most common ways to stretch the curve include deeper penetration of current markets, expanding into new geographies, new market segments, optimizing pricing and packaging, and driving consolidation through acquisition of competitors.
Ultimately you need to find the next S-Curve, and then the next, and build the process into your strategy, for unlimited growth. This means you need to find new sources of revenue growth to offset a slowdown in the core business. It means finding a large underserved market and addressing this market with a product or service innovation, often with a different business model.
Successful entrepreneurs and successful companies never stop re-inventing themselves. The alternative of not anticipating the curves, and not building the navigation systems into your core engine, is likely to be a long and painful fall off a high cliff. Do you have a plan in place yet?
Every entrepreneur thinks he can relax a bit after his business model is proven, funding is in place, and revenues are scaling as projected up that hockey-stick curve. Unfortunately, the market is changing so fast these days that any upward climb can level off quickly, as the core business growth begins to stall. This S-Curve, with no correction, can quickly lead to disaster.
I’m not talking here about a small pivot. I’m talking about the kind of change that moved Apple from personal computers to music distribution to consumer electronics, and Amazon from books to e-Commerce to cloud computing services. On the other end of the spectrum are companies that fell behind the curve and may never recover, including MySpace for social networking, Yahoo with online ads, and maybe even Groupon with discounts for group purchasing.
To sustain long-term growth, every company needs to build a repeatable process for innovation and finding new opportunities before their core business growth disappears. The reasons for this requirement, and some practical guidelines for how to prepare, are outlined in a recent book “The Curve Ahead: Discovering the Path to Unlimited Growth,” by Dave Power.
Power has been guiding growth companies for 25 years, and now teaches innovation at the Harvard Extension School. He has helped many companies with this problem, and as an advisor to startups, I see the same common themes leading to growth slow-downs. These are appearing earlier and earlier in emerging companies, as well as in mid-sized and mature companies:
Your original market becomes saturated. Initially, all companies sell to customers who are the easiest to reach and most excited about the new product. As a company begins to penetrate its market, it begins to work hard and harder, often in new geographies, to find more prospects. Marketing costs and time go up, and the growth curve flattens.
Competitors see the same opportunity. New players jump in, and existing players broaden their offerings to cover the same territory. They steal a share of your market, slow down customer buying decisions, making it harder to close new business, and put the brakes quickly on your exponential growth.
Prices begin to decline quickly. The first customers are early adopters who are the least price-sensitive. Unfortunately, the mainstream customers who can really drive revenue care more about price. Thus even if unit sales keep increasing, revenues can lag due to the need for lower prices as the mainstream market takes over.
Customer acquisition gets harder and more expensive. Scrappy guerilla marketing based on personal contacts and word-of-mouth campaigns gives way to more expensive customer acquisition using advertising, trade shows, and a marketing agency. You suddenly need to enhance your in-house social media efforts with a public relations firm.
An expanding customer base demands better support. Serving a growing customer base – with a great customer experience – requires more time and dedicated resources. In the early days, your product engineers could handle customer support. Over time, however, a continuous growth company needs a trained and dedicated support team.
Management overhead and skills required go up. In the beginning, your entire team could meet in your office. As the company grows, functional leaders need to build and manage larger teams, recruit and develop talent, and manage remote offices. Managing the scale and complexity requires more formal processes, which slow the momentum.
Your first objective should be to stretch the S-Curve, which can buy you a few months or a few years. Among the most common ways to stretch the curve include deeper penetration of current markets, expanding into new geographies, new market segments, optimizing pricing and packaging, and driving consolidation through acquisition of competitors.
Ultimately you need to find the next S-Curve, and then the next, and build the process into your strategy, for unlimited growth. This means you need to find new sources of revenue growth to offset a slowdown in the core business. It means finding a large underserved market and addressing this market with a product or service innovation, often with a different business model.
Successful entrepreneurs and successful companies never stop re-inventing themselves. The alternative of not anticipating the curves, and not building the navigation systems into your core engine, is likely to be a long and painful fall off a high cliff. Do you have a plan in place yet?
Associates’ Corner - Endicott Research Group, Inc. (ERG)
Endicott Research Group, Inc. (ERG) provides power solutions for backlight displays, general lighting applications, and LED retrofit opportunities. You might be using an ERG product on a daily basis and not even know it! The display at the gas pump may have an ERG inverter powering the light that illuminates it; ERG’s LED driver may be powering the sign of a local business; or you may have a dimmable ERG Lighting LED driver powering your undercabinet kitchen lighting.
ERG began in 1979 developing DC-DC converters to power neon displays. That all changed when General Motors was in need of a high-quality EL lamp to power the coach lamp in its "top-of-the-line" showroom cars. An exclusive relationship between GM and ERG became the cornerstone for growth into other substantial markets such as medical displays, point-of-sale, and defense. ERG continues to design and manufacture standard and custom solutions for CCFL and LED displays as well as DC-DC and EL applications.
In response to the recent explosion of LED technology in the general lighting markets, ERG created a division called ERG Lighting which is dedicated to applying expertise in LED driver solutions to general lighting applications such as street lights, refrigeration lighting, troffers, showcase, and downlights. This year, ERG developed their own line of Made-in-the-USA LED troffer retrofit kits for both commercial and residential lighting. In addition, they offer contract manufacturing services that provide customers with leading-edge manufacturing processes. ERG is very proud of how they have always responded to changes in technology with innovative and cost-effective solutions for their customers.
ERG ships products around the world, but they are all proudly engineered and built in the Endicott, NY facility that has served as headquarters for over 35 years. For more information about ERG, visit the websites at ERGpower.com and ERGlighting.com, or contact Nate Burd at 607-754-9187 (nburd@ergpower.com).
ERG began in 1979 developing DC-DC converters to power neon displays. That all changed when General Motors was in need of a high-quality EL lamp to power the coach lamp in its "top-of-the-line" showroom cars. An exclusive relationship between GM and ERG became the cornerstone for growth into other substantial markets such as medical displays, point-of-sale, and defense. ERG continues to design and manufacture standard and custom solutions for CCFL and LED displays as well as DC-DC and EL applications.
In response to the recent explosion of LED technology in the general lighting markets, ERG created a division called ERG Lighting which is dedicated to applying expertise in LED driver solutions to general lighting applications such as street lights, refrigeration lighting, troffers, showcase, and downlights. This year, ERG developed their own line of Made-in-the-USA LED troffer retrofit kits for both commercial and residential lighting. In addition, they offer contract manufacturing services that provide customers with leading-edge manufacturing processes. ERG is very proud of how they have always responded to changes in technology with innovative and cost-effective solutions for their customers.
ERG ships products around the world, but they are all proudly engineered and built in the Endicott, NY facility that has served as headquarters for over 35 years. For more information about ERG, visit the websites at ERGpower.com and ERGlighting.com, or contact Nate Burd at 607-754-9187 (nburd@ergpower.com).
Tuesday, November 5, 2013
Associates’ Corner - Transonic Systems Inc.
Transonic Systems Inc. is the worldwide industry leader in the manufacture and marketing of biomedical flow measurement devices. Its biomedical products measure and confirm liquid flow during surgery, post-surgery, hemodialysis and in research studies.
The Company was founded in 1983 by Cornelius Drost, who as a Sr. Research Associate at the NYS College of Veterinary Medicine at Cornell University invented the transit-time ultrasound flowmeter. Transonic measurement superiority was quickly recognized and, in less than a decade, scientific literature cited Transonic transit-time ultrasound as the “Gold Standard” against which other technologies were validated. The first transit-time ultrasound flowprobes measured volume flow in vessels in large animals such as the sheep. Flowprobes have now become so small that scientists can measure the volume of flow through hair-sized renal/femoral arteries in mice.
Over the years Transonic has expanded its product lines into a broad spectrum of applications. Cardiac surgeons use Transonic to check flow in their bypass grafts. Neurosurgeons use Transonic to avoid intraoperative strokes during aneurysm or bypass surgeries. Transplant surgeons rely on Transonic measurements to check their work. In dialysis units Transonic Hemodialysis Monitors help improve dialysis delivery. Transonic measurements are integral in ground-breaking research that leads to medical advances such as the artificial heart. Transonic devices are also used in bioprocess control, and as “Transonic inside” original equipment devices. From the laboratory to the operating room, Transonic Systems provides accurate, intuitive, and reliable tools to measure flow.
Customer service, sales, marketing, R&D, finance, administration and manufacturing are based at the Company’s 33,000 square-foot headquarters in Ithaca, NY. European and Asian divisions in the Netherlands, Taiwan and Japan augment the worldwide marketing and distribution of Transonic products.
For more information visit www.transonic.com
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
The Company was founded in 1983 by Cornelius Drost, who as a Sr. Research Associate at the NYS College of Veterinary Medicine at Cornell University invented the transit-time ultrasound flowmeter. Transonic measurement superiority was quickly recognized and, in less than a decade, scientific literature cited Transonic transit-time ultrasound as the “Gold Standard” against which other technologies were validated. The first transit-time ultrasound flowprobes measured volume flow in vessels in large animals such as the sheep. Flowprobes have now become so small that scientists can measure the volume of flow through hair-sized renal/femoral arteries in mice.
Over the years Transonic has expanded its product lines into a broad spectrum of applications. Cardiac surgeons use Transonic to check flow in their bypass grafts. Neurosurgeons use Transonic to avoid intraoperative strokes during aneurysm or bypass surgeries. Transplant surgeons rely on Transonic measurements to check their work. In dialysis units Transonic Hemodialysis Monitors help improve dialysis delivery. Transonic measurements are integral in ground-breaking research that leads to medical advances such as the artificial heart. Transonic devices are also used in bioprocess control, and as “Transonic inside” original equipment devices. From the laboratory to the operating room, Transonic Systems provides accurate, intuitive, and reliable tools to measure flow.
Customer service, sales, marketing, R&D, finance, administration and manufacturing are based at the Company’s 33,000 square-foot headquarters in Ithaca, NY. European and Asian divisions in the Netherlands, Taiwan and Japan augment the worldwide marketing and distribution of Transonic products.
For more information visit www.transonic.com
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
Associates’ Corner - Kennedy Valve
Kennedy Valve began operations when Daniel Kennedy started making gate valves in 1877 on Gold Street in Lower Manhattan. After one relocation to Coxsackie, the company moved to Elmira in 1907.
Decades of steady growth included one significant boost during World War II when the Maritime Commission awarded three contracts to the company to manufacture eight million valves for the Victory Fleet.
Now occupying a 52-acre site, Kennedy Valve is today a full-line waterworks valve and hydrant manufacturer, supplying resilient seated gate valves, fire hydrants, check valves, butterfly valves, indicator posts, grooved butterfly valves and an assortment of related products that are distributed worldwide.
In 1988, the company was purchased by McWane, Inc. of Birmingham, AL., and in 2007 celebrated the milestone of 100 years of operations in Elmira. Approximately 400 people are employed at Kennedy Valve and annual sales are in excess of $125 million.
In addition to providing jobs and products for its customers, Kennedy Valve management emphasizes that the company believes another important role is to be a good corporate neighbor by supporting initiatives that give value to the community. For example, the company has a Community Advisory Panel that enables a cross-section of community representatives to work with company stakeholders on issues that impact their environmental, social and economic interests. In addition to company representatives, panel members typically include local community leaders, public officials, educators, union members, regulators, members of the clergy, residents and business leaders.
Over the years, Kennedy Valve team members have helped build playgrounds and houses in partnership with Habitat for Humanity and worked to clean up local neighborhoods. Employees have participated in fundraising walks for charitable and non-profit organizations, and volunteered their time and talents for endeavors supporting the arts, education, resources for children, and senior citizen facilities.
Since 1997, McWane has invested over $32 million in capital improvement projects at the Elmira facility to make its production processes safer, environmentally sound, and more productive. With assistance from AM&T, in 2011 Kennedy Valve received ISO 9001:2008 certification.
One result of the continuous improvement efforts at the company is that a company product line that had been produced in Thailand was brought back to the US last spring. The products re-shored by Kennedy Valve are Rotating Disc Gate Valves that range in size from 3” to 72”, and were originally designed and produced in this region in the early 1900’s, but eventually production was moved offshore.
“Our lean manufacturing accomplishments here have enabled us to free up capacity so that we can take on that business without having to purchase new equipment and build new space” said Lisa Rawcliffe, the company’s lean manager.
For more information visit www.kennedyvalve.com
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
Decades of steady growth included one significant boost during World War II when the Maritime Commission awarded three contracts to the company to manufacture eight million valves for the Victory Fleet.
Now occupying a 52-acre site, Kennedy Valve is today a full-line waterworks valve and hydrant manufacturer, supplying resilient seated gate valves, fire hydrants, check valves, butterfly valves, indicator posts, grooved butterfly valves and an assortment of related products that are distributed worldwide.
In 1988, the company was purchased by McWane, Inc. of Birmingham, AL., and in 2007 celebrated the milestone of 100 years of operations in Elmira. Approximately 400 people are employed at Kennedy Valve and annual sales are in excess of $125 million.
In addition to providing jobs and products for its customers, Kennedy Valve management emphasizes that the company believes another important role is to be a good corporate neighbor by supporting initiatives that give value to the community. For example, the company has a Community Advisory Panel that enables a cross-section of community representatives to work with company stakeholders on issues that impact their environmental, social and economic interests. In addition to company representatives, panel members typically include local community leaders, public officials, educators, union members, regulators, members of the clergy, residents and business leaders.
Over the years, Kennedy Valve team members have helped build playgrounds and houses in partnership with Habitat for Humanity and worked to clean up local neighborhoods. Employees have participated in fundraising walks for charitable and non-profit organizations, and volunteered their time and talents for endeavors supporting the arts, education, resources for children, and senior citizen facilities.
Since 1997, McWane has invested over $32 million in capital improvement projects at the Elmira facility to make its production processes safer, environmentally sound, and more productive. With assistance from AM&T, in 2011 Kennedy Valve received ISO 9001:2008 certification.
One result of the continuous improvement efforts at the company is that a company product line that had been produced in Thailand was brought back to the US last spring. The products re-shored by Kennedy Valve are Rotating Disc Gate Valves that range in size from 3” to 72”, and were originally designed and produced in this region in the early 1900’s, but eventually production was moved offshore.
“Our lean manufacturing accomplishments here have enabled us to free up capacity so that we can take on that business without having to purchase new equipment and build new space” said Lisa Rawcliffe, the company’s lean manager.
For more information visit www.kennedyvalve.com
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
Driving to Zero Defects "8 Step Quality Defect Reduction Method"
HOST COMPANY: The Raymond Corporation
The company was founded in 1922 and is based in Greene, NY. It has manufacturing sites in Greene, NY and Muscatine, IA, and a parts distribution facility located in Syracuse, NY.
WORKSHOP DESCRIPTION
PARTICIPANT BENEFITS
Workshop Objectives:
The workshop will be facilitated by Scott Campbell, TPS Manager at The Raymond Corporation and Carol Miller, Principal Consultant at AM&T.
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
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The Raymond Corporation, a Toyota Industries (TICO) member company is a global provider of materials handling equipment, technology, expertise, and support. Raymond manufactures electric lift truck products for the narrow aisle and very narrow aisle market segments in Class I, II, and III (Counterbalanced, Narrow Aisle, Pallet Truck).
WORKSHOP DESCRIPTION
Raymond will provide a tour of its manufacturing operations highlighting how it has applied the Toyota Production System (TPS) Principles and Tools.
In the afternoon, Raymond will review its 8-step method for reducing quality defects, including how each step is performed and its key points. A critical part of this method is Raymond’s daily morning market or Asaichi meeting, which will also be highlighted during the workshop.
Asaichi morning meetings are used to communicate problems, share countermeasures, and speed overall resolution. Since every problem is an opportunity for improvement, this process helps leader’s and associates understand that quality is everyone’s responsibility.
WHO SHOULD ATTEND
Any level of the organization from front line Team Leader to CEO.
Individuals and teams encompassing a cross section of your company.
PARTICIPANT BENEFITS
- Gain an understanding of how to effectively reduce quality defects.
- How Asaichi meetings work.
- The benefits of Asaichi morning meetings.
- How to engage all team members and departments and be part of the solution.
COURSE AGENDA
8:00 to 8:30 am: Registration and welcome
8:30 to 9:30 am: Overview of The Raymond Corporation
9:30 to 11:00 am: Tour of The Raymond Corporation
11:00 to 11:30 am: Q&A
11:30 to 12:00 pm: Lunch (provided)
12:00 to 3:30 pm: Driving to Zero Defects
3:30 to 4:00 pm: Wrap-up
- Review 8-step method for reducing quality defects
- Review asaichi meeting roles, format and process
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
Strategic Thinking Exercises – 6 Best Characteristics
By Mike Brown
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What are the characteristics of the best strategic thinking exercises?
They all need to:
- Allow everyone to participate – even those with little or no direct experience.
Some people who participate in strategic planning will have less experience than other participants will. Great exercises, however, accommodate these differences in experience and do not leave anyone without a role based on what they know or have done. - Incorporate emotion.
It does not necessarily matter which emotion strategic thinking exercises incorporate. It could be fear, angst, frustration, humor, hope, or passion. Or another emotion. Or some combination of all of those. If your strategy development only depends on logic and does not incorporate emotion, you are missing something. - Require people to think atypically.
If everyone comes into and leaves a set of strategic thinking exercises without having thought in new ways, there is a major disconnect. There needs to be specific variables built in to ensure people are thinking along new paths and in ways they have not had to consider previously. - Introduce a strategic twist that doesn’t match expectations or reality.
If you want different perspectives from your current strategy, strategy and brainstorming questions need to go beyond simply what the current situation looks like. They should incorporate an unexpected twist or thinking detour to make participants feel uncomfortable with their standard way of thinking. - Create new questions.
The more you attempt to answer strategy and brainstorming questions, the more new questions will emerge. Strategic thinking is about exploration. If it’s fruitful exploration, you’re going to uncover strategic paths that will be laden with new questions. - Leave room for unanswered issues.
This goes along with triggering new questions. Successful strategic thinking exercises can’t be expected to answer everything. The future isn’t certain. The objective should be to consider as many possibilities as possible, even if some, or even many of them, can’t be completely answered right away.
- Doing the Opposite of Competitors’ Bad Practices
- Using Analogies to Think about Your Strategy
- Disruptive Innovation Possibilities
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Different Words
A blind boy sat on the steps of a building with a hat by his feet. He held up a sign which said: “I am blind, please help.” There were only a few coins in the hat.
A man was walking by. He took a few coins from his pocket and dropped them into the hat. He then took the sign, turned it around, and wrote some words. He put the sign back so that everyone who walked by would see the new words.
Soon the hat began to fill up. A lot more people were giving money to the blind boy. That afternoon the man who had changed the sign came to see how things were.
The boy recognized his footsteps and asked, “Were you the one who changed my sign this morning?
What did you write?”
The man said, “I only wrote the truth. I said what you said but in a different way.”
What he had written was: “Today is a beautiful day and I cannot see it.”
Do you think the first sign and the second sign were saying the same thing?
Of course both signs told people the boy was blind.
But the first sign simply said the boy was blind. The second sign told people they were so lucky that they were not blind. Should we be surprised that the second sign was more effective?
Moral of the story:
Be thankful for what you have. Be creative. Be innovative. Think differently and positively.
See this and other newsletter articles at http://amt-mep.org/files/8913/8365/8626/2013-11.pdf
Visit our website at http://www.amt-mep.org
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