Posts Tagged ‘supply chain management’

Spreading the word about manufacturing beyond the choir

August 15th, 2012
By: Vicki Bell

Have you read the article “A moral argument for manufacturing?” If you haven’t, please do, and if you agree with the author’s premise that the only way to really change the landscape for manufacturing in the U.S. is to bring the moral argument for its existence to the collective consciousness, then please share this article with others.

I spoke with the article's author, Jim O’Leary, yesterday. We had a nice chat about his article, the business he works for, and how much faith he has in this country’s ability to right its manufacturing ship. (more...)

The pruned metal fabrication supply base

June 12th, 2012
By: Tim Heston

Natural disasters turn people’s thoughts toward risk. Last year, between floods and tornados and other Weather Channel fodder, I visited several fabricators told me about their customers’ concerns about mitigating supply chain risk. For years, large OEMs have pruned their supply chains to the nth degree, giving more business to fabricators who perform well, order after order. Fabricators who don’t perform are pruned.

Then came last year’s floods and tornadoes. This year, some are worried about an economic slowdown, and some sectors have more to worry about than others. As the American Wind Energy Association reports, unless Congress renews a production tax credit for 2013, makers of wind tower components may need to shed 10,000 jobs due to an anticipated slowdown in orders. Vic Abate of General Electric’s renewable energy business told Bloomberg he expects to dramatically reduce the number of parts suppliers. As Bloomberg reported, “The company might have as many as 10 suppliers for certain components now a figure that may dwindle to just three once he is finished pruning.”

Ouch.

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Fabricate locally, deliver globally

March 13th, 2012
By: Tim Heston

When Jim Hawkins told attendees at The FABRICATOR’s Leadership Summit that global infrastructure demand was driving growth at his employer, Caterpillar, his statements weren’t unusual. As the director of Cat’s Machine Design Center in Mossville, Ill., explained, “The growing middle class will drive tremendous demand for energy, commodities, and infrastructure--and nowhere is this effect greater than in China.” He added that Caterpillar plans to expand its manufacturing presence to meet worldwide demand.

But at the end of his talk, Hawkins added one important coda: Yes, Caterpillar is a global manufacturing company, and yes, it may make sense to place certain plants close to customers in Asia and elsewhere in the world. But Caterpillar doesn’t make cars. Making a mining truck or large earthmoving machine is incredibly capital-intensive. Plant start-up and manufacturing machinery costs are immense, and volumes simply aren’t high enough for every Cat product to warrant building all plants close to customers. That’s why it still makes economic sense to open plants stateside and export globally--and this includes a future Cat plant to be built in Athens, Ga., an announcement that came a few days before the Feb. 29-March 2 conference.

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Lean thinking: Quality first, delivery second, price third

December 5th, 2011
By: Tim Heston

This week I’m at LeanFAB, a Charlotte, N.C., lean manufacturing conference organized by the Fabricators & Manufacturers Association. When I pulled into the hotel parking lot this evening, I noticed a truck hauling equipment with a familiar logo: Vermeer, a Pella, Iowa, construction equipment manufacturer The FABRICATOR covered several years ago. The company’s CEO, Mary Andringa Vermeer, is chair of the board of the National Association of Manufacturers and for years has been a vocal lean champion.

Tomorrow’s agenda at LeanFAB includes a plant tour of a local metal service center as well as several sessions on lean manufacturing’s effect on supplier relationships. Managing those supplier relationships, some manufacturing managers seem to be putting quick delivery before price. As just one example, Lynn Benishek, materials manager at Milwaukee, Wis.-based Phoenix Products, told me the company rates suppliers on quality first, delivery second, and price third. If a supplier offers Benishek a quantity discount, she usually doesn’t take it unless she knows Phoenix can use that excess inventory immediately. Instead, Benishek prefers to use (when possible) local suppliers that can deliver quality products in small quantities at a moment’s notice.
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Metal fabricators are true knowledge workers

June 28th, 2010
By: Tim Heston

Last week DeWys Mfg., a metal fabricator based in west Michigan, launched a new Web site, and the content of that Web site is worth noting. The contract fabricator is touting its “circle of companies” concept, which is another way to describe the fact that DeWys is a one-stop shop for metal manufacturing: precision sheet metal, metal stamping, powder coating, product assembly, machining, and international sourcing.

Yes, you read that last one right: international sourcing.

As DeWys’ Web site states: “Following the principles of lean manufacturing, we strive to accomplish tasks using the most efficient manufacturing systems and following the most direct route. It is for this reason DeWys International was established. DeWys International simplifies the process of sourcing component parts and finished products from offshore manufacturers.”

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