The Monthly Newsletter of the Council of Industry
July 25, 2024
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Council of Industry Updates
What's Happening in Your Association
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Golf Outing August 26th SOLD OUT! Tee Signs Other Sponsorships Still Available
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We are thankful for the overwhelming turnout for the Golf Outing on August 26th at the Powelton Club in Newburgh. It promises to be a fun filled day. While the golf is full you can still show your support for the Council of Industry and Hudson Valley manufacturers by purchasing a tee sign – or the one prize sponsorship still available.
Corporate Sponsor – Thank you JPMorgan Chase
Shirt Sponsor – Thank you NRG
Scramble Prize Sponsor – Thank you PC Construction
Yellow Ball Prize Sponsor – Thank you BELFOR Restoration
Best Ball Prize Sponsor – Thank you Rhinebeck Bank
Longest Drive Prize Sponsor – Thank you Package Pavement
Tee Sign Sponsor MORE AVAILABLE – $335 (Tee signs to date: AMI Services Inc, Allendale Machinery, Bank of America, Charles IT, Eastern Alloys Inc, Elna Magnetics, Emergency One Urgent Care and Occupational Health, Fair-Rite Products Corp, GTI Graphic Technology, Harmon Printing, ITC Communications, Lakeland Bank, Metallized Carbon Corporation, NBT Bank, Orange Die Cutting Corp, President Container Group, Pursuit Lending, Putnam Precision, Ralph W. Earl, & Sono-Tek Corp.)
Click here to sponsor
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Certificate In Manufacturing Leadership Kicked off July 17th – Registration Still Open for Individual Courses
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The Council of Industry's Certificate in Manufacturing Leadership program kicked off July 17th with 21 participants from 6 member firms. The program offers attendees a range of leadership skills through concentrations of courses. Participants who complete the required courses are presented with the Certificate in Manufacturing Leadership by the Council of Industry. All courses are interactive full day sessions (8:30 am to 4:00 pm) with lunch, scheduled breaks, networking, and group discussions.
The Classes are being held at the Center of Excellence for Industry & Innovation at DCC Fishkill. Though participants are encouraged to complete the course series for the most comprehensive supervisory education, the Council welcomes individual course registration as well. See the offerings and schedule below.
Class Schedule:
- Problem Solving & Decision Making - August 7th
- Effective Business Communication - August 21th
- Risk Management Environmental Health & Safety Essential - September 11th
- Making a Profit in Manufacturing - September 18th
- Human Resources Management Issues - October 2nd
- Best Practices & Continuous Improvement - October 9th
- Positive Discipline & Motivation - October 16th
To Register For Individual Classes: Click Here
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For information on advertising in this and other CI publications
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Shelby Leonard – Schatz Bearing Corporation – Certificate in Manufacturing Leadership
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As manufacturing businesses continue to grow, the bridge between employee and employer becomes a challenging gap to close. One of the most common patterns that happen within this gap is employees who have excelled in technical and mechanical skills on the floor being promoted directly to management roles without having an education in leadership and people skills. In 1999, the Council of Industry began running a series of concentrated courses on a range of leadership skills such as “Fundamentals of Leadership,” “Human Resources Management Issues,” “Problem Solving & Decision Making,” and “Effective Business Communication” with hopes to close this gap and expand manufacturing leadership skillsets.
Since 2023, Shelby Leonard has been managing Human Resources and in-house Accounting functions, as well as leading development on automation projects, at Schatz Bearing Cooperation. Schatz designs and develops high-quality, custom ball bearings which are commonly used in Aerospace, Robotics, Medical Equipment, and many other industries. Recently, Shelby completed the Certificate in Manufacturing Leadership and believes that the course was effective with group activities and a wide range of well-rounded topics.
Shelby has been working in HR for the last three years and has a bachelor's degree in political science. She found herself interested in pre-law while finishing her degree but became more passionate about the personal relation aspect of human resources rather than the legal aspect. Currently, she is finishing up her MBA in business analytics and is excited to keep applying her new skills to her role at Schatz.
In partnership with the Council of Industry, she is piloting a manufacturing apprenticeship program, registering six apprentices in several trades including CNC, Quality Assurance Auditor, Industrial Manufacturing technician, and Maintenance Mechanic. When asked about a present, tangible work goal, she answers: “I'd like to see the accounting department go paperless in the next few years, as well as getting to automate most of the manual processes. I can see a world (not too far out) where the more tedious tasks need much less attention and I want to use that excess time to explore more interests and possibilities for my team”.
Her days can vary quite a bit as she balances a plethora of work such as: payroll, updating the accounts receivables, end of month/quarterly reports, accounts payable reconciliation, working with the AP Clerk on invoicing, as well as an HR issue that need to be addressed. She expresses: “when I do not have any urgency between those tasks, I spend some time developing our new process automation system or working through current spreadsheets that our team uses to see what can be sped up or better utilized”. These are the projects that are most exciting to her, and Schatz provides excellent opportunities for her to continue to grow her analytical skillset.
When asked what one piece advice she would give to people new to leadership opportunities as well as the human resources field she stated, “always ask questions, be curious, and be open to different perspectives” as these personally helped her utilize the course to the best of its ability. Reflecting on her younger self, she feels that by giving herself, and others, the opportunity to learn from one another, she has developed more confidence in her actions and communication skills both in her workplace and personal life. Furthermore, she highlights how important it is for managers and supervisors to be understanding, personal, and involved in what work their employees are producing on the floor as this benefits the workspace and the overall production of the company.
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Manufacturing Industry News
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Long Slump in Productivity Growth Puzzles US Manufacturers and Economists Alike
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Throughout the twentieth century, steady technological and organizational innovations, along with the accumulation of productive capital, increased labor productivity at a steady rate of around 2 percent per year. However, the past two decades have witnessed a slowdown in labor productivity, measured as value added per hour worked. This slowdown has been particularly stark in the manufacturing sector, which historically has been a leading sector in driving the productivity of the aggregate U.S. economy. What makes this slowdown particularly puzzling is the fact that manufacturing accounts for the majority of U.S. research and development (R&D) expenditure. Despite several recent studies much remains to be uncovered about the nature of this slowdown.
One of the leading drivers of labor productivity is the amount of productive capital available to each employed worker in each industry. Is the fall in manufacturing labor productivity a byproduct of potentially weaker capital investment in the sector? To investigate this question, we examine the trends in manufacturing total factor productivity (TFP), which is a measure of labor productivity beyond what can be accounted for by the quantity and quality of capital and quality of labor. If the labor productivity slowdown is only driven by weak capital investments, then TFP should still be growing. We find a stark contrast between the observed rates of growth in TFP before and after the Great Recession. The average annual growth of TFP falls from 1.4 percent from 1987-2007 to 0.1 percent from 2010-22.
Read more at Liberty Street Economics
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Boston Consulting Group’s Five Truths (and One Lie) About Corporate Transformation
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Change can be daunting for any business. It can even be painful. But when change fails to deliver short- and long-term value for a company, it can land a CEO in the unenviable position of having led a failed transformation. The odds are certainly stacked against success. A new BCG global analysis shows that only 1 in 4 transformations deliver value-creating, enduring change. A 75% failure rate is sobering for any CEO mulling a transformation path. But BCG’s analysis has brought to light five truths CEOs can embrace to improve their chances of leading a successful transformation, as well as a common lie they should never tell themselves.
In an era of technological advancements, geopolitical tensions, and economic turmoil, standing still is akin to moving backward. As the durability of competitive advantage has dwindled, the average tenure of companies on the S&P 500 index has more than halved since the late 1970s. But changing with the times is difficult: A new global BCG study reveals that during the past two decades, only 26% of corporate transformations successfully created value in both the short and long terms. So how can change leaders beat the odds? BCG uses empirical insights to highlight five truths about corporate transformation—and refute one lie that executives like to tell themselves.
Read more at Boston Consulting Group
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What Toyota Looks for in Future Leaders
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What are the qualities of a leader? How do you identify a future leader? These are questions that challenge every manufacturer and, indeed, any company that is trying to set itself up for enduring success. Toyota Material Handling North America President and CEO Brett Wood recently shared a slice of his company’s learnings on this topic as a keynote speaker at the IndustryWeek Operations Leadership Summit, held in Indianapolis in late June.
Wood, who is also senior executive officer at Toyota Industries Corp., set the tone that manufacturing is a people business when he stated early on: “Making things is about making people.” His keynote presentation touched on the myriad ways in which Toyota puts people and culture at the forefront of the organization and concluded with what the manufacturer looks for in future leaders. “If you’ve got the best team around you, your world is so much better,” Wood told the conference audience. “So, here's what we look for in our future leaders. Something that hopefully you can take one or two takeaways from.”
Read more at IndustryWeek
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IndustryWeek’s U.S. 50 Best Manufacturers: Vertex Pharmaceuticals Takes Top Spot
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It wasn’t the biggest company, the most profitable or the fastest growing. However, Vertex Pharmaceuticals Inc. placed near the top all of our financial metrics, making it the No.1 performer on the 2024 IW 50 Best U.S. Manufacturers list. Pulled from their annual IndustryWeek U.S. 500 list of the largest manufacturing companies in the country, the IW 50 Best list evaluates those publicly traded companies on six financial metrics throughout a three-to-five-year period.
So, what makes Vertex the best in manufacturing? Solid, consistent performance anchored by steady revenue and profit growth. Vertex Pharmaceuticals. Treating disease creates an odd set of financial targets. While most manufacturers want growing markets for their products, few pharmaceutical company executives would celebrate having more gravely ill patients to treat, even if it’s good for business. One note in Vertex’s recent financial statements pops out – the estimated number of people living with the genetic lung disorder cystic fibrosis is going up. That increase in patients is a bizarre sign of success. According to the Cystic Fibrosis Foundation, in the 1950s, few children diagnosed with the disease lived long enough to reach elementary school – today, many patients live well into adulthood.
Read more - see the whole list - at IndustryWeek
‘65 Roses’ - Learn more about Cystic Fibrosis
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Factory Simulation Helps Scottish Confectioner Hit The Sweet Spot
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Factory simulation of its Glasgow confectionery factory could help family-run business, Aldomak, streamline manufacturing processes and increase capacity, creating as much as 2,400kg of sweet treats daily from a single production line. With assistance from the National Manufacturing Institute Scotland (NMIS) a digital simulation of Aldomak’s fudge production line was developed, aiming to support future decision making and investment plans. The work was done as part of an R&D project funded by an RTO grant through Innovate UK.
The confectioner prides itself on its handmade recipes, but to accommodate a growing product range is gradually integrating a degree of automation into production processes. Using the results of an entire shift simulation, Aldomak and the Design Engineering team at NMIS identified potential bottlenecks and explored various ‘what-if’ scenarios, such as adding new equipment or modifying workflows. By examining the capacity of boiling equipment and the movement of both personnel and products within the factory, Aldomak established how best to focus its efforts to boost efficiency. For instance, the need for heavy lifting and transporting products from one area of the factory to another could be reduced by almost 20% if the boiling and mixing processes were combined into one station – as well as reducing the risk of staff strains and injuries.
Read more at The Manufacturer (UK)
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‘Stillsuit’ From ‘Dune’ Inspires Design for Astronauts
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Astronauts on spacewalks have a messy problem: where to “go.” Frank Herbert’s “Dune” has come to the rescue.
Scientists inspired by the sci-fi novel and film series have designed a lightweight filtration system that, like the full-body “stillsuit” worn by inhabitants of the fictional planet Arrakis, would purify urine and allow the wearer to sip the reclaimed water. “Rather than astronauts having to wear diapers, the system collects the urine and then filters it and returns it as potable water within the suit,” said Sofia Etlin, a research staff member at Weill Cornell Medicine and Cornell University, and an author of a study published Friday in the journal Frontiers in Space Technologies.
The real-life stillsuit is an undergarment made of multiple layers of flexible fabric that connects to a collection cup, with different shapes for men and women. As the garment draws urine away from the body, a vacuum pump sucks it into a filtration system, where osmosis filters out the water, mixes the clean water with an electrolyte solution and pumps it back into the suit for the astronaut to drink. Tucker advocates for a strategic approach, highlighting the importance of addressing legacy system integration, workforce skill development and data management. He says the goal of Smart Manufacturing 5.0 is to combine the best of Industry 4.0 with the attributes of Industry 5.0, creating factories that are safe, mass-customizable, collaborative, cognitive and environmentally friendly.
Read more at The WSJ
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‘Smart Manufacturing 5.0’ Focuses on Human-Centric Factories
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Manufacturers need to start transitioning from Industry 4.0 to Industry 5.0, according to a new report from Info-Tech Research Group. Like Industry 4.0, Industry 5.0 originated in Europe. It focuses on human-centric processes that place the well-being of people at the center of manufacturing activity. According to Info-Tech, companies should adopt Smart Manufacturing 5.0, which combines the innovations of Industry 4.0 with a focus on human-centric, resilient and sustainable practices.
“While many organizations are still struggling to achieve Industry 4.0, Smart Manufacturing 5.0 offers a more efficient approach to modernizing production, enhancing workforce skills and overcoming legacy system obstacles,” says Kevin Tucker, research advisory practice lead at Info-Tech Research Group. Tucker advocates for a strategic approach, highlighting the importance of addressing legacy system integration, workforce skill development and data management. He says the goal of Smart Manufacturing 5.0 is to combine the best of Industry 4.0 with the attributes of Industry 5.0, creating factories that are safe, mass-customizable, collaborative, cognitive and environmentally friendly.
Read more at Assembly Magazine
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Navigating the New Era: Adapting to Shifting Dynamics in Global Supply Chains
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In today’s fast-paced global economy, supply chains are going through some big changes. From shifts in world politics to new technology, businesses need to navigate this evolving landscape wisely. Understanding these transformations and adjusting strategies accordingly is key to staying ahead in our interconnected marketplace. To thrive amidst these shifting dynamics, businesses should implement several key strategies:
- Diversification and Redundancy: Companies that engage in supplier base diversification and incorporate redundancy measures to mitigate risks associated with geopolitical uncertainties are establishing a competitive advantage in their supply chain. The China+1/China+2 sourcing approach, which involves sourcing from an additional country or countries alongside China, can help reduce dependence on a single region and enhance supply chain resilience.
- Data-Driven Decision Making: Leveraging data analytics for real-time insights can improve supply chain visibility and responsiveness.
- A Effective Demand Planning: Implementing robust demand planning processes can help businesses anticipate fluctuations in demand and avoid supply chain bottlenecks. Techniques such as scenario planning and dynamic inventory management allow companies to respond quickly to market changes and maintain operational efficiency.
- Innovation and Flexibility: Embracing technological innovations and maintaining operational flexibility are critical for driving efficiency and competitiveness.
- Enhanced Collaboration - Building Trust Through Strong Partnerships: Trust plays a fundamental role in these relationships, enabling more effective communication and coordination. When partners trust each other, they are more likely to align with business goals and work together to address issues promptly.
Read more at Material Handling & Logistics
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Lean Thoughts: Becoming Horizontal in a Vertical World
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One of my favorite value-stream walks is with the senior managers of several organizations who share and jointly manage a value-creating process that stretches all the way from raw materials to the end customer. I’ve been taking walks of this sort for more than 20 years and I usually see the same thing: Smart, hard working managers, each trying to optimize their portion of the value stream and wondering why there is so much inventory, interruption, and waste along the stream and why it is so hard to truly satisfy the customer waiting at the end.
This is what I usually see because we live in a world where everything is oriented vertically – departments, functions, enterprises, and, very important, individuals – despite the fact that the flow of value to the customer is horizontal across all the departments, functions, and enterprises. And – here’s the really odd part — every manager and employee touching the value stream knows intuitively, just below the surface, that value flows horizontally and that customers have no interest at all in the vertical constraints interrupting the flow.
Read more From Jim Womack and the Lean Enterprise Institute
Learn about our Lean Six Sigma Yellow Belt Class
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