Achieving Your Company’s Long-term Goals

September 30, 2019 By

As with any pursuit that is worthwhile, unfortunately, there is no “magic wand” that can create long-term change and growth for a company’s operations or culture. Instead you need a lasting commitment from your leaders for change to occur and be sustained.

Implementing an Organizational Excellence Model is about more than an assessment or incorporating shiny new visual management boards on your plant floor. It is about the willingness of an organization and its leaders to want to pursue greatness and take their company to that next level.

In order to achieve Organization Excellence a company must be willing to do four things:

Get out of their comfort zone
Gain top management’s buy-in
Commit time and resources
Be willing to push forward, even when it gets hard, the team gets busy, or the “new excitement has worn off”

Seasons-4 Inc., an industry leader, in commercial and industrial HVAC manufacturing company, is seeing long-term growth and impressive results from their continued pursuit of Organizational Excellence. Mike Stonecipher, GaMEP project manager said, “We first started with an assessment and interview of their team to get a better understanding of their actual needs and base recommendations off of those needs. From there, we’ve helped them implement a Management Daily Improvement system, problem solving strategies, and lean tools for consistent job training.”

Once those plans were in place and had become part of the team’s daily routine, Seasons-4 has worked with GaMEP to move onto developing their leadership skills. The team has since sent more than 40 team members through eight modules of training on everything from “building and sustaining trust” to “driving change” to “resolving workplace conflict”, all as part of their overall approach to improvement.

Saibal Sengupta, President Seasons-4 Inc. said, “The advanced leadership training conducted by GaMEP has been greatly beneficial to Seasons-4’s frontline supervisors. All our supervisors have great product knowledge but most of them needed the required soft skills to lead, engage and motivate their employees. After this training we have seen a noticeable improvement in employee engagement, accountability, productivity and team performance. The training provided tools to tackle some of the most difficult employee related situations. We believe that this training helped them to make the transition from a good supervisor to an effective leader. Ultimately, all these have a direct positive impact on the continued profitability and success of Seasons-4.”

Stonecipher said, “I’ve trained a lot of organizations, but there’s a difference between conducting training for a tactical reason versus the strategic pursuit of the organization to improve as a whole.”

In manufacturing, as in anything else, if you look at the entire picture, instead of just pieces of the pie, you are better able to position your company for the future while tackling the most pressing issues you are facing.

What You Should Consider Before Implementing Electronic Work Instructions at Your Plant

September 11, 2019 By

As technology on the shop floor continues to advance, manufacturers are becoming more aware of new software tools and mobile hardware platforms, such as tablets and hands-free smart glasses, that are making a significant impact on the manufacturing process. On the market today, there are a variety of wireless software applications and tools available that are making processes more efficient by incorporating the use of Electronic Work Instructions (EWI) and data analysis functionality. Designed to capture step-by-step actions, EWI are readily available to everyone who may need them on the shop floor via tablets or wearable electronic devices, and can significantly reduce the difficulty and time lag involved in keeping instructions up-to-date. With the use of EWI, manufacturing companies are able to eliminate the need for paper instructions and can begin their transition from a paper-based environment to a digital one, which will ultimately encourage enhanced productivity, improved operations and traceability, cost-savings, and increased customer satisfaction.

While it can be tempting for manufacturers to quickly transfer to a digital environment in order to start reaping the benefits, it is important to understand that not all of these software applications are a “one size fits all” package. There are several considerations that must be taken into account before implementing any new type of technology at your plant. To better understand the employee experience with implementing some of these new software tools in manufacturing environment, the Georgia Manufacturing Extension Partnership (GaMEP) at Georgia Tech recently worked with three different companies over the course of six months as they each investigated a different Software as a service (SaaS) platform. After conducting these implementations, GaMEP identified some of the challenges that the manufacturers faced and as a result came away with some lessons learned and tips for those who are looking to implement EWI through similar software applications.

Understand your budget and what it will get you.

Before you sign off on purchasing a new software package, make sure you understand how this new technology can truly tie into your current system and what exactly is included in the package you are purchasing. If you are going to need integration with existing ERP systems and data import/export through the software, this must be accomplished through API programming. This additional programming may not be included in the basic software and can be costly ($10-50k) if you do require customization by the vendor. Be prepared to discover that not all standard reporting and visualization of results will meet all your needs and customization may be required to display data in the format required for the operation.

Be aware of the learning curve.

If you choose to implement EWI using smart glasses, be prepared to find that this technology may have a learning curve when it comes to navigating within the software. Detailed drawings or verbose work instructions have viewing limitations that must be taken into account when designing work instructions. Note that it may take some additional time and training before your employees become proficient using these new tools.

Find comfort in the cloud.

Understand that once you start using EWI, you will be moving from paper to digital storage, particularly through cloud-based technology. If you are not yet comfortable or familiar with storing your data and programs in the cloud, take some time to educate yourself on this process and decide if there are items that should remain stored outside the cloud, such as signed documents that could pose legal ramifications with noncompliance if stored digitally. Additionally, it is recommended that you have security measures in place to protect your data from getting into the wrong hands and to back up information regularly to ease the recovery process in case of a system crash.

Confirm a strong Wi-Fi connection.

If employees are going to be interacting with mobile electronic devices, a strong Wi-Fi connection throughout your plant is crucial. These devices will not be as effective if your plant is riddled with dead spots. Make sure you explore your plant to confirm there is a reliable Wi-Fi connection in all areas where employees will be using their tablets or smart glasses.

Evaluate your instructions.

The level of detail in your instructions may help determine which device will be the best fit. Smart glasses may be better suited for more simple instructions while tablets will be able to accommodate more detailed instructions. Especially in a case where there is a high product mix, you’ll want to choose a tool that will be able to handle communicating many different steps or part numbers.

The numerous benefits that result from implementing EWI are a strong incentive for manufacturers to make the switch to a digital environment. However, it is also possible for there to be some confusion as to whether your company is truly ready to make this transition. GaMEP, as an unbiased party to any technology in the marketplace, can assist you in this process by conducting a gap assessment to provide you with technology knowledge and recommendations. Following the assessment, you’ll be better prepared to determine what new technology you can implement that will align with your organization’s goals and make a large impact on your production and bottom line.

For more information on how GaMEP can help you integrate technology solutions, contact:

Don Pital, Growth Services Manager
Expertise includes: Ideation Process Management, Lean Product Development, Quality Management Systems
Georgia Manufacturing Extension Partnership (GaMEP) at Georgia Tech
ude.hcetag.etavonninull@latip.nod

Wendy White Explains the Concerns with the Latest Food Trends

August 23, 2019 By

An expert in food safety and Taylor Swift lyrics, GaMEP project manager, Wendy White breaks down popular food safety trends that may actually create more harm than good. Examples include:

When considering new trends like saving bad fruit that would otherwise be thrown away, it’s important to understand that damaged fruit with a broken protective layer could easily let bacteria in.
Artificial ingredients may conjure images of Walter White in his lab, but it should also invoke images of antimicrobial food that are resistant to bacteria such as E. Coli, amongst others.
Is using paper instead of plastic better? In many cases it is, however it’s important to be aware of the chemicals used in the paper process that can eventually run off into our water system, and could get into our food.

These are just a few hot topics that Wendy dives into in her article, Stewardship vs. Satisfaction in Food Safety Magazine. Other topics she discusses include CRISPR-cas9 proteins, banana leaves packaging, and more). Thanks to her expertise, she provides a deeper understanding of how these socially, non-scientifically driven actions will affect our livelihood and future.

Read the entire Stewardship vs. Satisfaction article.

Wendy White helps food companies achieve compliance with regulations and customer expectations. She holds leadership with the Georgia Association of Food Protection (GAFP) and the International Association of Food Protection (IAFP) and holds Quality Auditor Certification from the American Society of Quality.

Tim Israel Named Director of Georgia Manufacturing Extension Partnership

July 25, 2019 By

The Enterprise Innovation Institute (EI²), Georgia Tech’s economic development arm, has named Tim Israel, director of the Georgia Manufacturing Extension Partnership (GaMEP).

Israel, who had been GaMEP’s associate director and group manager of process improvement, will be responsible for the manufacturing resources and regional staff located across Georgia.

He succeeds Karen Fite, who was named interim vice president of EI² in July of 2019.

“Tim has done an outstanding job in leading our efforts to work with Georgia manufacturers in increasing their efficiencies and process improvements, especially in waste reduction, streamlining operations, and quality control systems implementation,” Fite said. “His experience and expertise, as well as his vast and deep relationships within Georgia Tech and with our GaMEP partners ensures continued success of our mission.”

Israel, a 30-year veteran at Georgia Tech, began his career as a project engineer in Tech’s Gainesville Regional Office. He also served as a project manager in Georgia Tech’s Georgia Productivity and Quality Center (GPQC) and the Center for International Standards and Quality (CISQ).

An expert in lean manufacturing, quality management systems, and supplier development, Israel earned his bachelor’s and master’s degrees in industrial engineering from Georgia Tech.

How Industry 4.0 is Driving Changes in Modern Manufacturing

July 18, 2019 By

Industry Trends: Manufacturing

Manufacturing makes the modern world possible, from the food we eat to the devices we use to communicate. But just as our technology evolves, so too does the approach to making it.

But, manufacturing encompasses multiple technologies and disciplines — and change occurs in all of them. Here are the key trends in manufacturing today and how they’re shaping the factories, supply chains and workforce of tomorrow.

Trend #1: Industry 4.0

By some estimates, the world is currently in the throes of its fourth industrial revolution — one defined by interconnectedness, decentralization, automation and analytics.

“It’s basically the deployment of what a lot of people are calling ‘smart factories,’” says Mike Demaline, director of Industry and Strategic Partnerships at Georgia Tech Professional Education.

Of course a smart, data-driven factory doesn’t thrive in isolation. Large firms exist as part of the greater manufacturing ecosystem and depend on numerous small and mid-size companies. Associate Director of the Georgia Manufacturing Extension Partnership, Timothy Israel believes that one of the most significant shifts in manufacturing is the ubiquitous implementation of new technologies.

“I think the most important trend is the adoption of technology throughout the manufacturing supply chain,” Israel says. “It’s industry 4.0, the internet of things, the whole connection of the plant floor, automation and the related cyber security issues.”

So you might think of Industry 4.0 as the meta-trend in modern manufacturing. It entails all of the subsequent trends on our list.

Trend #2: Analytics and the Internet of Things

You can’t have a smart factory without data — and thanks to the information generated by the ever-expanding sensory capabilities of manufacturing technology, a smart factory has more data about its processes than ever before.

According to Chris Luettgen, Professor of the Practice and Associate Director at Georgia Institute of Technology, the advantages of big data analytics go well beyond the ability to troubleshoot problems.

“When there’s trouble, as engineers, we tend to look at the data and try to find where things got out of control. Big data analytics and predictive process control allow us to manage our process so we never get out of control. Therefore, we could actually use that data every second.”

When combined with sophisticated statistics and processing techniques, the vast amounts of collected information allows smart factories to identify problems in a production process well before a catastrophe or even a minor error occurs.

Trend #3 Project Management

Let’s face it, when most of us think about the future of manufacturing, we think about robots. We may even cling to the notion of machines replacing all the human workers in a given factory. But while automation is indeed a strong trend in manufacturing, such a dystopian vision remains a piece of science fiction.

“I would say that the idea of robots taking our jobs was very much overblown,” says Timothy Israel. “Now, the robots are being put in to help with very manual, repetitive processes. Small scale cobots are helping protect the worker from repetitive motion injuries and things like that.”

Cobots — or collaborative robots — work alongside human workers. Like all automated systems, they require skilled technicians.

“The jobs have shifted,” Israel says. “They’re still there, but now it’s a question of ‘Who works on the robots? Who are the maintenance folks who can keep them running well? Who can program them?’”

These requirements produce higher skilled and better paying jobs to manage the automated systems, sensors and integrated systems that define the smart factory. As a result, many companies are choosing to upskill and reskill existing employees, rather than depend on layoffs and new hires.

Trend #4: Redefining Manufacturing to the Workforce

The manufacturing workforce is changing on multiple fronts. Not only are jobs becoming more skilled, but an aging and highly experienced generation of workers — especially manufacturing engineers — continue to slip into retirement.

With all that employee wisdom ready to walk out the door, companies are moving very fast to capture it. To bolster manufacturing’s future, companies have to appeal to the millennial and post-millennial workforce. Part of the challenge is to promote the changing face of the manufacturing industry. The technology is increasingly advanced, the jobs are skilled and the pay is better.

In redefining manufacturing for new generations of workers, it’s also essential to dispel the misconception that U.S. manufacturing jobs are all going overseas.

Mike Demaline points out that, for years, many commentators believed that U.S. manufacturers simply couldn’t compete in the global market due to heightened costs. This view, he stresses, simply isn’t true anymore.

“That’s why you see so much manufacturing coming back into the county right now,” Demaline says, “because with the use of automation, with the use of technology, with the broad deployment of sensors, the overall cost of manufacturing has declined greatly. And we’re able to be much more flexible and do some things that we weren’t able to do in the past.”

What’s Next?

What does the future hold for manufacturing? For starters, automation will continue to improve the efficiency of the supply chain.

According to Demaline, cost reductions and increases in computational and sensor capabilities are enabling new generations of autonomous hardware. Plus, the advent of self-driving vehicles in coming years will revolutionize the transport of materials.

Additive Manufacturing — or 3D printing — also promises to improve manufacturing efficiency. Instead of subtracting raw materials into required parts through milling or grinding, it allows manufacturers’ increasing ability to assemble three dimensional slices of their intended product.

Prepare for Manufacturing of the Future

Georgia Tech has several professional education offerings to enable manufacturing professionals and employers to prepare for success in the manufacturing environment of tomorrow. We offer training courses, a Certificate in Manufacturing Leadership, and a Professional Master’s in Manufacturing Leadership.

Written by Robert Lamb