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    <title>Lean</title>
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    <id>tag:www.manufacturingdigital.com,2011-06-28:/lean//122</id>
    <updated>2013-05-17T14:49:42Z</updated>
    <subtitle>Manufacturing Digital</subtitle>
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<entry>
    <title>Manufacturers can&apos;t step on the gas with an empty tank</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/manufacturers-cant-step-on-the-gas-with-an-empty-tank" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555633</id>

    <published>2013-05-18T17:35:00Z</published>
    <updated>2013-05-17T14:49:42Z</updated>

    <summary>Ceramics manufacturers are calling for urgent government intervention in the gas supply industry - and the demands are being backed by the British Chambers of Commerce and the Trade Union Congress </summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="britishceramicconfederation" label="British Ceramic Confederation" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="britishchambersofcommerce" label="British Chambers of Commerce" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="departmentofenergyandclimatechange" label="Department of Energy and Climate Change" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="gasstorage" label="gas storage" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="gassupply" label="gas supply" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="industrygassupply" label="industry gas supply" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="tuc" label="TUC" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ukgas" label="UK gas" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Dr Laura Cohen, Chief Executive of the <a href="http://www.ceramfed.co.uk/">British Ceramic Confederation</a></em></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/13639" target="_blank">here</a></strong></p>
<p>
	The <a href="https://www.gov.uk/government/.../department-of-energy-climate-chang...">Department of Energy and Climate Change</a> (DECC) is analysing whether there will be sufficient reasonably-priced gas to meet demand over the medium to long-term.</p>
<p>
	As it stands, <a href="http://www.independent.co.uk/news/uk/home-news/britain-faces-the-prospect-of-gas-rationing-for-the-first-time-8544975.html">Britain is increasingly likely to struggle to cope at times of peak demand</a>.</p>
<p>
	DECC is carrying out this work to determine <strong>whether the UK government should follow the lead of many other countries and intervene in the market to enhance security of supply. It should.</strong></p>
<p>
	At the moment, gas supply is left pretty much to its own devices, with the result that the UK is one of the most traded gas markets in the world &ndash; a factor that contributes to significant price volatility.</p>
<p>
	Another driver of price instability is the lack of gas storage in the UK. At times this year we have been a whisker away from running out altogether, and prices in March ranged from 75p a therm to &pound;1.50 a therm, compared with 60p to 65p a therm for most of the previous year.</p>
<p>
	Imagine if the cost of gas to households fluctuated so wildly &ndash; there would be uproar. Then imagine that you were running a major business, employing perhaps hundreds or thousands of people, that gas was one of the biggest costs of production and that the safety and well-being of millions of pounds&rsquo; worth of equipment depended on a steady supply of gas.</p>
<p>
	<strong>Gas supplies for domestic consumers are protected, but unless industry can demonstrate that a site stands to be harmed to the tune of &pound;50 million, then it faces having to switch machines off at short notice.</strong></p>
<p>
	That could cause significant damage to continuous high temperature processes such as long kilns used by brick-makers, which need to be shut down in a controlled fashion. The &pound;50 million threshold wouldn&rsquo;t be reached though, so there is no protection.</p>
<p>
	Government policies on climate change, meanwhile, will increase gas price volatility. The imminent removal of much UK coal-fired electricity generation capacity will be replaced in the short term by gas-fired stations.</p>
<p>
	In addition, as government policy supports more intermittent renewable electricity generation, additional gas-fired generation will be needed as back-up. Taken with the continued decline of indigenous gas production, this increases exposure to international gas spot prices.</p>
<p>
	UK gas storage &ndash; as a number of days&rsquo; usage &ndash; is among the lowest in Europe. Without additional storage and a Public Service Obligation placed on suppliers to store and then use a certain amount of gas, we believe price volatility at times of supply constraint will only increase &ndash; and more industrial users will remain nervous about loss of supply.</p>
<p>
	It&rsquo;s not just ceramic manufacturers that are affected, and big hitters such as the <a href="http://www.britishchambers.org.uk/">British Chambers of Commerce</a> and the <a href="http://www.tuc.org.uk/">TUC</a> are backing the demands of the British Ceramic Confederation.</p>
<p>
	<strong>Employee champions such as the TUC and one of the most influential pro-business organisations in the country aren&rsquo;t always natural bedfellows; the fact that both are calling for intervention is telling.</strong></p>
<p>
	The private sector needs to have stability to make investment decisions. If one of your main costs can double within weeks, and there is a possibility that vital supplies will be interrupted, how can you be expected to convince boards, shareholders or banks to back major, long-term investment?</p>
<p>
	And without investment, where are the manufacturing jobs going to come from?</p>
<p>
	Lowering the &pound;50 million threshold and increasing gas storage capacity, together with a public service obligation, would help pave the way for manufacturing growth and jobs.</p>
<p>
	<strong>Failing to act now could prove disastrous!</strong></p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
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    </content>
</entry>

<entry>
    <title>Driving automotive supply chain technology</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/driving-automotive-supply-chain-technology" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555596</id>

    <published>2013-05-16T14:35:44Z</published>
    <updated>2013-05-16T14:47:24Z</updated>

    <summary>Having recently achieved the major milestone of delivering its one-millionth real-time locating systems tag, Zebra Technologies&apos; Steve Haycock explains the growing need for operations visibility</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="automotivemanufacturingindustry" label="automotive manufacturing industry" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="rfid" label="RFID" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="rtls" label="RTLS" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="scm" label="SCM" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="supplychain" label="supply chain" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="supplychaintechnology" label="supply chain technology" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="uwb" label="UWB" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="warehousetechnology" label="warehouse technology" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	Written by Steve Haycock, Marketing Manager EMEA,&nbsp;<a href="http://www.zebra.com/gb/en.html" target="_blank">Zebra Technologies</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/13639" target="_blank">here</a></strong></p>
<p>
	The automotive manufacturing industry is becoming more complex than ever before. More models, including hybrids, are being introduced, and there are now more features and options, with technology used to drive end-market price and model differentiation.</p>
<p>
	Industry has also seen the introduction of flexible manufacturing, involving single-line assembling of multiple models; with a recent analysis of one leading European manufacturer&rsquo;s output calculated that it was now offering over 20,000 model variations.</p>
<p>
	<strong>The crucial role of technology and the benefits</strong></p>
<p>
	These are challenging times, and we believe that customisable &#39;off the shelf&#39; <a href="http://www.zebra.com/us/en/solutions/location-solutions/location-solutions-overview.html" target="_blank">real-time location solutions</a> (RTLS) technologies, including <a href="http://www.howstuffworks.com/gadgets/high-tech-gadgets/rfid.htm" target="_blank">radio-frequency identification</a> (RFID)&nbsp;in both active and passive&nbsp;modes, and&nbsp;<a href="https://en.wikipedia.org/wiki/Ultra-wideband" target="_blank">ultra-wide band</a> (UWB)&nbsp;have an important role to play in improving your bottom line and moving your business forward.</p>
<p>
	<strong>Business intelligence in real-time</strong></p>
<p>
	RTLS location technologies&nbsp;provide&nbsp;total end-to-end visibility of assets -&nbsp;completed vehicles, components or people - in production, supply chain and distribution processes, right across a site, at distances of up to 1,000 metres, or to within an accuracy of 15cm, depending on the technologies used. The systems are quick to install, simple to operate and can be easily integrated into the company&rsquo;s existing infrastructure, with an average ROI of just 12 months.</p>
<p>
	<strong>Match the technology to your needs</strong></p>
<p>
	Passive RFID technology&nbsp;is an appropriate solution for some companies or activities, but it only&nbsp;presents visibility for a small segment&nbsp;of time, when the asset actually passes within range of a reader, usually around 10m.</p>
<p>
	Alternatively, active solutions&nbsp;allow you to see the actual location of assets in real-time, so management can make proactive decisions, using information which accurately reflects the current situation.</p>
<p>
	Manufacturing environments often contain concentrations of metal, which can create RF blockage and multi-path reflections that reduce range and accuracy. If you&rsquo;re faced with such a situation, or have an application which requires highly accurate locates at a high refresh rate, you should investigate an UWB solution which captures the initial pulse while disregarding all other signal reflections created by metal piping, trunked cables, or building structures.</p>
<p>
	<strong>Making the right choice</strong></p>
<p>
	Many providers are tied to just one location technology, so you should check with potential suppliers that they can offer a full range, including UWB, and active and passive RFID. If they offer this combination, they should be able to provide you with fully integrated, end-to-end, real-time asset tracking and supply chain management solutions.</p>
<p>
	Global automotive OEMs, such as BMW, Audi, Jaguar Land Rover, Ford and GM are using RTLS technologies to drive up operational efficiencies through improved asset utilisation at their various manufacturing plants and dealerships.</p>
<p>
	Other RTLS technology benefits include improved quality control, right-first-time manufacturing, lower inventory levels, reduced waste and lower labour and material costs.</p>
<p>
	<strong>About Zebra Technologies</strong></p>
<p>
	A global leader respected for innovation and reliability, Zebra Technologies Corporation offers technologies that give a virtual voice to an organisation&rsquo;s assets, people and transactions, enabling organisations to unlock greater business value. The company&rsquo;s extensive portfolio of marking and printing technologies, including RFID and real-time locating systems, illuminates mission-critical information to help customers take smarter business actions. Zebra&rsquo;s Location Solutions division enables enterprises to locate, monitor, manage and maximise the utilisation of high-value assets, equipment, transactions and people and thus improves customers&rsquo; business performance.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Kaizen - blitz it up for best results</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/kaizen---blitz-it-up-for-best-results" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555503</id>

    <published>2013-05-13T08:53:01Z</published>
    <updated>2013-05-13T09:09:19Z</updated>

    <summary>Under the kaizen philosophy for continuous improvement, short, sharp bursts of energy focused on resolving process issues can bring about radical changes well worth the effort</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="continuousimprovement" label="continuous improvement" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="kaizen" label="kaizen" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="kaizenblitz" label="kaizen blitz" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="lean" label="lean" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="operationalefficiency" label="operational efficiency" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="pearlharbour" label="pearl harbour" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="totalqualitymanagement" label="total quality management" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Sheree Hanna</em></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/13639" target="_blank">here</a></strong></p>
<p>
	While a kaizen blitz should not be confused with <a href="http://www.youtube.com/watch?v=JzKAJRux4ss" target="_blank">The Ballroom Blitz</a>, a global, chart-topping hit performed by rockers The Sweet in the early 1970s, they were both born out of a need to affect radical changes.</p>
<p>
	The song was inspired by an incident in 1973 when The Sweet was performing at the Grand Hall in Kilmarnock, Scotland. The audience affected an immediate change through forcing the band offstage with a barrage of bottles.</p>
<p>
	A kaizen blitz, also known as an event or burst, is an intense, coordinated effort aimed at bringing radical improvement to&nbsp; a single process or operation within an organisation.</p>
<p>
	There is no comparison as such, but both incidences show the power of people if they work together within a short time frame to bring about desired changes for the better, assuming that is, The Sweet was underperforming at that memorable gig.</p>
<p>
	<strong>Shake it up</strong></p>
<p>
	<a href="http://www.manufacturingdigital.com/lean/why-does-kaizen-endure-in-the-modern-manufacturing-environment" target="_blank">Kaizen </a>or lean manufacturing is a process of continual and steady improvement, but in order to shake up processes in need of radical improvements within a very short time frame the kaizen blitz technique was developed.</p>
<p>
	A blitz differs from regular kaizen in that it promotes an intense burst of activity over a three to five day period; is focused on radical change which show immediate results; is committed to resolving a particular problem or achieving a specific goal; is focused on a specific process and is tightly facilitated through team exercises, progress reports and daily briefings.</p>
<p>
	Kaizen per se involves continuous improvements that ultimately benefit the entire organisation and are carried out over a long-term time-frame.</p>
<p>
	Undertaking a blitz would normally involve training, followed by analysis, design and often rearrangement of a product line or area. The advantages of carrying out such a programme is that it focuses all resources on a narrow and specific objective, giving people little time to think of reason for delay and ultimately forcing solutions.</p>
<p>
	Often the execution is dramatic and the results significant generating enthusiasm and satisfaction. It is also a great introductory tool for lean manufacturing.</p>
<p>
	<strong>Time wasters</strong></p>
<p>
	The main purpose of a blitz is to uncover and eliminate waste in the production process. Waste is defined as found in overproduction, inventory, wasted time and resources, wasting time and effort on work that adds no value to a customer and wasted energy and time moving people, parts or products around.</p>
<p>
	There are a number of downsides that accompany carrying out a blitz, not least of which the training undertaken can often be too short to provide any deep learning experiences for those participating.</p>
<p>
	An event doesn&rsquo;t always allow time to develop important elements of lean manufacturing such as<a href="http://en.wikipedia.org/wiki/Total_quality_management" target="_blank"> Total Quality Management</a>, which often takes time to produce results.</p>
<p>
	Neither is the process a substitute for manufacturing strategy an example of which was shown by the infamous <a href="http://www.youtube.com/watch?v=WqNY88Amuzw" target="_blank">Blitz of Pearl Harbour</a> during the Second World War.&nbsp; It revealed how a successful tactic can ultimately lead to disaster without an underlying, sound strategy.</p>
<p>
	Therefore, in order to initiate a kaizen blitz, there must be a sound manufacturing strategy in place. Ultimately, the core focus of a blitz is creative problem solving which is adapted to the industry involved, the process in need of change and the skills sets of all the participants.</p>
<p>
	<strong>Rattle and roll</strong></p>
<p>
	In order to make sure your blitz runs blissfully here are six top tips for a successful event:</p>
<p>
	<strong>1 PREPARATION</strong> &ndash; Like anything you want to do well it&rsquo;s all in the preparation.&nbsp; Gather as much information as possible from flow charts to check sheets to enable your team get to grips with the issue as quickly as possible.</p>
<p>
	<strong>2 REPRESENTATION</strong> &ndash; Make sure the team is made up of the right people. It&rsquo;s no good having all the chiefs participating if it is the Indians having trouble with the arrows.</p>
<p>
	<strong>3 SMALL IS BEAUTIFUL</strong> &ndash; Big ideas are all well and good, but may well take longer to implement especially if there is a cost involved. Small ideas can often be implemented far more quickly as well as bear the tastiest fruit.</p>
<p>
	<strong>4 KEEP A RECORD</strong> - Document everything throughout the process using flipcharts and whiteboards and ensure an electronic version is kept online.</p>
<p>
	<strong>5 KEEP ON TRACK</strong> &ndash; the beauty of a blitz is that it is conducted over a short time frame not leaving much room to get distracted. However, if unrelated issues do arise, log them and put to one side for dealing with at a later date.</p>
<p>
	<strong>6 EXPERIENCE COUNTS</strong> &ndash; Assign an experienced facilitator to ensure the smooth running of the blitz.</p>
<p>
	The principles of kaizen ultimately applaud the need for continuous improvement and an environment where waste has been eliminated, but at the same time the processes operated remain flexible and able to change with the demands of customers.</p>
<p>
	Blitzing simply incorporates all of these strategies like a quick step around the ballroom, synchronised to perfection.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Benefits of online ordering systems</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/benefits-of-online-ordering-systems" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555471</id>

    <published>2013-05-10T10:00:45Z</published>
    <updated>2013-05-10T10:10:41Z</updated>

    <summary>As a result of working through difficult economic times, car dealerships have had to find more inventive ways to save money, while also continuing to market their products to both new and repeat customers</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="branding" label="branding" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="cardealerships" label="car dealerships" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="cuttingcosts" label="cutting costs" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="marketing" label="marketing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="multisiteoperation" label="multi-site operation" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="onlineorderingsystem" label="online ordering system" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="paragonuk" label="Paragon UK" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="pep" label="PEP" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="printing" label="printing" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Tim Webster, Business Manager of Marketing Services, <a href="http://www.paragonuk.com/" target="_blank">Paragon UK</a></em></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/13639" target="_blank">here</a></strong></p>
<p>
	The heightened emotion involved when buying a car, which is likely to require a commitment to invest thousands of pounds, means that people are more subjective and rely more heavily on the customer journey and brand experience they receive from their chosen dealer. &nbsp;</p>
<p>
	<strong>Printing Partner</strong></p>
<p>
	Having worked with some of the country&rsquo;s largest car marques and dealerships, <a href="http://www.paragonuk.com/" target="_blank">Paragon UK</a>, the print and document management specialist, explains how its new online system developed specifically for motor-dealers, encourages better procurement practices, leading to cost savings and encouraging brand consistency across multi-site operations.</p>
<p>
	We understand the pressures that are faced by dealerships during continued and particularly tough trading conditions. Budgets are being cut but motor dealers are still expected to develop printed documents which communicate offers and promotions to customers in a bid to entice a sale or after sales service.</p>
<p>
	As a preferred print partner to the automotive sector, we are able to benefit from an in-depth knowledge of the market. As a result we can add greater value to our clients through reviewing how dealerships order their printed items. There are often a number of problem areas: ordering, quantities, products beyond print, brand consistency and obsolescence.</p>
<p>
	One example is that we often find that each dealership within a network will order separately, relying on their local print supplier to fulfil orders. Brand consistency is therefore left to chance with outdated branding and marketing messages appearing on some documents and not on others. &nbsp;</p>
<p>
	We&rsquo;ve also found that some dealers will order thousands of items and will use them throughout the year in a bid to save money, while others place order after order resulting in higher costs per unit but less obsolescence and waste. There is no one-size-fits-all and we have built this into our new system.</p>
<p>
	When promotional items such as tax disc holders, balloons, flags and pens are required for launches or seasonal activity throughout the year dealerships spend time calling round multiple third party suppliers placing orders with each when they should be able to rely on their preferred print partner to offer a full service, which goes beyond printed stationery.</p>
<p>
	<strong>Ecommerce Platform</strong></p>
<p>
	In a bid to save our customers time and to advise them on how they could get better value from their investment, while also ensuring that every dealer has access to marketing materials and the most up-to-date branding, we&rsquo;ve developed and launched <a href="http://www.paragon-europe.com/technology-solutions" target="_blank">Paragon&rsquo;s Ecommerce Platform</a> (PEP).</p>
<p>
	In its simplest sense PEP is an online ordering tool which gives approved administrators access to a system allowing them to order printed and promotional items at the touch of a button. The system provides each user with a single point of contact for all needs and provides a maximum order quantity to save on waste.</p>
<p>
	As all dealerships then order from the same point of purchase, the unit costs of each item are lower, brand consistency is maintained and only the products that are required need to be called off.</p>
<p>
	<br />
	All products are held in a secure warehouse enabling each site to order the products they need, as they need them using a just-in-time method. As a manufacturer we are also able to personalise the documents as requested &ndash; so although all documents have consistent branding the address or contact name and numbers will change depending on which site has placed an order or called off stock.</p>
<p>
	As marketing materials which support promotions throughout the year are more important than ever, particularly when online communications are in abundance and customers consider the majority of items sent via email to be spam, print becomes an obvious and more valued option for brand messaging. It is also a tangible option, literally allowing our clients to get their messaging into the hands of their prospects.</p>
<p>
	Adding to a communication with promotional items to offer a tangible gift delivers more cut through than a mass emailer.&nbsp; PEP allows for dealerships to develop these campaigns and order products that will further support this activity.</p>
<p>
	<strong>Saving Time and Money</strong></p>
<p>
	Dealerships can save further costs if they work with a document management specialist as opposed to a straight forward printer. The difference is that rather than just creating documents, we review all print spend and identify which items are used and where so that we can help companies to identify if an online option would be of benefit.</p>
<p>
	Many companies have documents in place that they don&rsquo;t use or they rely on paper-based options when an online tool would be more effective and save further costs. There are also options to develop documents which have a dual purpose, so dealerships can have one document with two functions, again limiting the investment required to produce and print these items.</p>
<p>
	If the buying teams and marketing managers at each site of a dealership work more closely together and take ownership of their print procurement from a central source or online ordering tool the difference will be notable, not least to the bottom line.</p>
<p>
	The dealerships can then spend their time focusing on the customer and doing what they do best; selling cars and services to customers and giving them the excellent brand experience they have come to expect.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
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    </content>
</entry>

<entry>
    <title>Raise productivity through workspace ergonomics</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/raise-productivity-through-workspace-ergonomics" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555272</id>

    <published>2013-05-06T22:30:00Z</published>
    <updated>2013-05-02T14:37:56Z</updated>

    <summary>Although increasing numbers of robots and machines on Europe&apos;s production lines have helped with difficult tasks, it&apos;s very clear that people remain a key and important resource. Bosch Rexroth examines how to make people more productive by focusing on workstation ergonomics</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="boschrexroth" label="Bosch Rexroth" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ergonomics" label="ergonomics" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="productivity" label="productivity" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="sitdownstandup" label="sit down stand up" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="workplacehealthsafety" label="workplace health &amp; safety" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="workspaceergonomics" label="workspace ergonomics" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="workstations" label="workstations" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Ross Townshend, an expert in manual production systems at <a href="http://www.boschrexroth.com" target="_blank">Bosch Rexroth</a></em></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	A recent study by the <a href="https://osha.europa.eu/en" target="_blank">European Agency for Safety and Health at Work</a> stated that 25 percent of European workers complain of backache, 23 percent of muscular pains and 46 percent report working in painful or tiring positions as a direct result of poorly designed workstations.&nbsp;</p>
<p>
	With statistics like these, it&#39;s no surprise that the study of ergonomics is becoming increasingly important in manufacturing. Done well, <a href="https://en.wikipedia.org/wiki/Human_factors_and_ergonomics" target="_blank">ergonomic </a>design can increase motivation and satisfaction, with resulting benefits in performance and productivity.</p>
<p>
	However, it remains a badly under-utilised concept in industry, too often regarded as difficult to measure, costly to implement and low on the priority list.&nbsp;&nbsp;</p>
<p>
	To fully implement an ergonomic solution, there are seven key factors that must be taken into account:</p>
<p>
	<strong>1: Body and working height</strong></p>
<p>
	Working at the wrong height can lead to a hunched posture, craned neck and strained eyes. Manual workstations must accommodate a wide range of body heights to ensure that a tailored, rather than a one-size-fits-all, approach is taken.</p>
<p>
	The most important factors in the design of work stations are the working height, proper sizing of reach zones, leg room and range of vision. It&rsquo;s vital that operators have the opportunity to either sit down or stand up at their workstation, which <a href="http://www.boschrexroth.com/en/xc/" target="_blank">Bosch Rexroth</a> refers to as the <a href="http://www13.boschrexroth-us.com/Catalogs/3842525794_Ergonomic_Guidebook_1.2012.pdf" target="_blank">sit-down, stand-up concept</a>. The concept promotes changes in posture, which reduce stress and increases performance, which isn&rsquo;t possible with a solely sitting or standing workstation.<img alt="Ergonomics I.JPG" class="mt-image-right" height="132" src="http://www.manufacturingdigital.com/lean/Ergonomics I.JPG" style="float: right; margin: 3px; border-width: 3px; border-style: solid;" width="137" /></p>
<p>
	The work area height should always be between 800mm and 1500mm. Working above this height, or above heart level, reduces the blood circulation and oxygen supply, leading to a drop in performance. Work that requires bending (below 800mm) can also hinder productivity and should be avoided.</p>
<p>
	<strong>2: Work area</strong></p>
<p>
	Ergonomically designed stations reduce the risk of injury by adapting to fit the person instead of the other way around. No two workstations will be alike so it&rsquo;s imperative to find the correct working method for each individual to achieve the best results. Within the work area the following rules must be observed:<img alt="Ergonomics II.JPG" class="mt-image-none" src="http://www.manufacturingdigital.com/lean/Ergonomics II.JPG" style="width: 137px; height: 132px; float: right; border-width: 3px; border-style: solid; margin: 3px;" /></p>
<ol>
	<li>
		Avoid work above the heart (over 1500mm);</li>
	<li>
		Promote dynamic activities by avoiding standing still or static holding which inhibits circulation and oxygen supply to muscles;</li>
	<li>
		Allow for varying physical exertion through use of stand-up, sit-down or job rotation;</li>
	<li>
		Minimise exertion through use of manual roller sections or lifting aids.</li>
</ol>
<p>
	<strong>3: Reach zones</strong></p>
<p>
	There are three key rules to follow when designing an employee&rsquo;s reach zone at their workstation:</p>
<ol>
	<li>
		All containers, equipment and operating elements must be easily accessible and arranged in the optimum anatomic/physiological range for employees;</li>
	<li>
		Torso rotation and shoulder movements, particularly when under exertion (with weights 1kg or more) should be avoided whenever possible;</li>
	<li>
		A well-designed workstation should be set up into three zones. Primary; for equipment used constantly throughout the working day with equipment or tooling within easy reach when elbows are at an operator&rsquo;s sides; secondary, for tools and parts that are often reached with one hand with everything being available within a 1800 sweep of both arms when outstretched; and reference, for occasional handling such as reference files or transferring parts to the next workstation.</li>
</ol>
<p>
	<strong>4: Parts presentation</strong></p>
<p>
	The presentation of parts to the operator is key in minimising physical exertion and unnecessary movements. The key issues that need addressing are:</p>
<ol>
	<li>
		Frequently used grab containers should be placed at short distances</li>
	<li>
		Heavy parts should be stored within easy reach in lower containers</li>
	<li>
		Where possible use a slide rail or roller conveyor to minimise employee exertion</li>
</ol>
<p>
	<strong>5: Range of vision</strong></p>
<p>
	Each head turn or change in line of sight, results in lost time and decreases productivity. For the optimal workstation design, it is important to address every detail, including head and eye movement. Key vision issues for workstation planning are:</p>
<ol>
	<li>
		Avoid unnecessary eye and head movements;</li>
	<li>
		Vision distances should be as identical as possible to eliminate refocusing;</li>
	<li>
		Avoid fastening locations not visible to the operator.
		<p>
			<img alt="Ergonomics III.JPG" class="mt-image-center" src="http://www.manufacturingdigital.com/lean/Ergonomics III.JPG" style="text-align: center; display: block; margin: 3px; border-width: 3px; border-style: solid; width: 199px; height: 171px; float: right;" /></p>
	</li>
</ol>
<p>
	<strong>6: Lighting</strong></p>
<p>
	The correct light, adapted to the activity of the workstation, is a basic prerequisite for high efficiency and quality. It&rsquo;s therefore</p>
<p>
	important to:</p>
<ol>
	<li>
		Avoid strong lighting contrasts;</li>
	<li>
		Avoid glare and reflection;</li>
	<li>
		Ensure all workstations are free from shadows, flickering and glare.</li>
</ol>
<p>
	<strong>7: Adjustment of work equipment</strong></p>
<p>
	To maintain performance levels and promote productivity, the correct adjustment of a table, chair, footrest and position of tools and material shuttles must be easily achieved. For example, <a href="http://www.boschrexroth-us.com/country_units/america/united_states/sub_websites/brus_dcl/Products/Workstations/index.jsp" target="_blank">Bosch Rexroth&rsquo;s versatile aluminium structures</a> ensure that tables, footrests and grab containers can be easily adjusted. What&rsquo;s more, the correct sitting posture is vital with worker&rsquo;s calves forming a 90o angle and appropriate lumber support.&nbsp;</p>
<p>
	An important message for production line designers to understand is that <a href="http://www.boschrexroth.com/en/xc/products/engineering/mtpro_1/index" target="_blank">specialist help and software tools</a> are available at the planning stage. These tools can enable correct design before any material is ordered. Ergonomics starts with design, not adjustment of equipment on the shopfloor - this will always be a compromise.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine </a></strong><strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Establishing low-cost operations without giving up control</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/establishing-low-cost-operations-without-giving-up-control" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555257</id>

    <published>2013-05-02T09:05:12Z</published>
    <updated>2013-05-02T10:03:58Z</updated>

    <summary>Manufacturing in Mexico can help companies realise substantial cost savings; but if you aren&apos;t accustomed to operating in the country, savings can be eaten up by inefficiencies, grave mis-steps and a host of other frustrations</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="contractmanufacturing" label="contract manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="entradagroup" label="Entrada Group" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="manufacturinginmexico" label="Manufacturing in Mexico" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="nafta" label="NAFTA" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="overseasoperations" label="overseas operations" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="reshoring" label="reshoring" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="sheltermodel" label="shelter model" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Doug Donahue, </em>Vice President of Business Development, <a href="http://www.entradagroup.com/" target="_blank">Entrada Group</a><a href="http://www.entradagroup.com/" target="_blank"><img alt="Doug Donahue.JPG" class="mt-image-none" src="http://www.manufacturingdigital.com/lean/Doug Donahue.JPG" style="border-width: 3px; border-style: solid; margin: 3px; float: right; width: 98px; height: 98px;" /></a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	The list of companies that have transitioned all or some of their manufacturing operations to Mexico is a long one, including OEMs and suppliers from across many industries &ndash; electronics, automotive, aerospace, consumer goods, medical devices and more.</p>
<p>
	What all of these manufacturers have discovered is that there are <a href="http://www.entradagroup.com/landing/manufacturers-shelter-service-mexico/" target="_blank">numerous advantages to manufacturing in Mexico</a>, with tremendous cost savings being the greatest attraction.</p>
<p>
	Wages for directs and indirects in Mexico represent a fraction of similar costs in America and Canada. And if you investigate further inland, wages for directs can approach $1.50 per hour in a state like <a href="http://www.visitmexico.com/en/zacatecas" target="_blank">Zacatecas</a>.</p>
<p>
	Of course Mexico isn&rsquo;t the world&rsquo;s only low-cost destination, but its proximity to the US and its NAFTA-member status (<em><a href="http://www.nafta-sec-alena.org/" target="_blank">North American Free Trade Agreement</a></em><em>)</em>has put it head and shoulders above other alternatives, for many manufacturers. &nbsp;</p>
<p>
	<strong>Three ways to establish a presence</strong><img alt="Mexico Flag.JPG" class="mt-image-none" src="http://www.manufacturingdigital.com/lean/Mexico Flag.JPG" style="border-width: 3px; border-style: solid; margin: 3px; float: right; width: 186px; height: 119px;" /></p>
<p>
	Any <a href="http://www.entradagroup.com/new_competitive_face_shelter/" target="_blank">manufacturer wishing to set up in Mexico</a> for the first time will likely be considering three options: contract manufacturing, establishing an independent operation, or starting an operation with the support of a shelter provider. &nbsp;</p>
<p>
	<strong><em>Contract Manufacturing </em></strong></p>
<p>
	Outsourcing production to a Mexican contract manufacturer at first glance may seem an ideal way to benefit quickly from Mexico&rsquo;s cost advantages.</p>
<p>
	With this option, a company shares their design and/or prototype with the contractor and the contractor quotes a price. Once a deal has been agreed, the contract manufacturer serves as the company&rsquo;s Mexico factory, producing on their behalf.</p>
<p>
	This outsourcing approach, however, does not come without risks. Lack of control is primary among them.</p>
<p>
	The company will have no input into the production staff, working environment, facility design/layout and operations of their contract manufacturer. In fact, compromises may have to be reached in order to fit the contractor&rsquo;s capabilities.</p>
<p>
	More worrying, ultimately the contract manufacturer sets the quality level &ndash; not the company that must market the resulting goods. That&rsquo;s a problem when the company only learns about quality problems <em>after</em> the complaints start flooding in from their final customer.</p>
<p>
	Couple the issue of quality with loss of intellectual property, capacity constraints and the need to maintain a positive relationship with the outsourced partner, and many companies discover that giving up complete control in order to gain speedy entry to Mexico just may not be worth it.</p>
<p>
	<strong><em>Independent Operation</em></strong></p>
<p>
	At the other end of the spectrum, under the standalone model, control over production and quality is the greatest. But it comes at significant investment.</p>
<p>
	Manufacturers establishing their own facilities in Mexico have to select the site, set up as a legal entity in the country, secure permits and leases, etc. &ndash; all of which requires huge amounts of know-how, management attention, time and capital.</p>
<p>
	And that&rsquo;s just the startup phase. Once a company has established operations, they still have to run the facility. This entails hiring staff, learning about and complying with Mexican employment law, dealing with unions, managing payroll and taxes, ensuring compliance with environmental health and safety legislation, maintenance, security, accounting, gaining customs permits, logistics and warehousing. And I&rsquo;m only getting started&hellip;</p>
<p>
	The risks associated with establishing an operation in Mexico independently can be too much for all but the biggest companies, which leaves many midsize and smaller manufactures pondering &ldquo;Is there yet another way?&rdquo;</p>
<p>
	<strong><em>Shelter Model</em></strong></p>
<p>
	The shelter model, by contrast, gives manufacturers &ndash; no matter their size - a balance of quick startup, minimal risk and complete control over their operation. The concept of shelter services &ndash; so named because they &ldquo;shelter&rdquo; clients fromsome of the inherent risks of offshore production&ndash; has a long, established tradition in Mexico.</p>
<p>
	Shelter programs can come in a variety of flavors, but the most comprehensive offer turnkey solutions to companies including start-up activities through to ongoing back-office functions delivered within the confines of the provider&rsquo;s industrial park.</p>
<p>
	When manufacturers operate under the legal entity of the shelter, they are not subject to income tax as long as the finished goods or components are made for export. Their time-limited contract covers everything from the leasing of manufacturing and office space to other overhead functions and staff, which are also provided by the shelter.</p>
<p>
	The shelter provider can also supervise areas such as building management and IT, recruitment, payroll and administration, obtaining permits, regulating the local purchase of materials, and helping with the import and export of raw materials and finished goods. The manufacturer basically only has to provide the machinery, equipment and production know-how to get started.</p>
<p>
	In essence, a shelter provider provides the structure, facilities and services that enable manufacturers to concentrate on their core competency &ndash; producing goods and servicing their customers.</p>
<p>
	<strong>Conclusion</strong></p>
<p>
	There are many attractive reasons to manufacture in Mexico, and there are perceived tradeoffs for every approach that gets you there. Don&rsquo;t hesitate therefore to ask many, many questions. And above all, find a trusted partner who will give you clear and honest answers.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine </a></strong><strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Queen&apos;s foreign trade award for UK manufacturer</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/queens-foreign-trade-award-for-uk-manufacturer" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555109</id>

    <published>2013-04-27T22:30:00Z</published>
    <updated>2013-04-26T12:40:26Z</updated>

    <summary>TENMAT, the worldwide specialist manufacturer of highly technical engineering composite materials has announced it has won the Queens Award for Enterprise for the second year running</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="compositematerial" label="composite material" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="innovation" label="innovation" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="internationaltrade" label="international trade" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="overseascommerce" label="overseas commerce" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="queensawardforenterprise" label="Queens Award for Enterprise" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="tenmat" label="TENMAT" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ukmanufacturing" label="UK manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	Having already scooped the presitguous award for Innovation with the ground breaking developments made its made in passive fire protection products, <a href="http://www.tenmat.com/" target="_blank">TENMAT</a> has now added the <a href="http://en.wikipedia.org/wiki/Queen%27s_Awards_for_Enterprise" target="_blank">Queens Award for Outstanding Achievement in International Trade</a> to its trophy cabinet.</p>
<p>
	Recognising its impressive 20 percent year-on-year sales growth in export sales over the past three years, the award is also acknowledges the company&rsquo;s significant increase in profitability over the same period. &nbsp;&nbsp;&nbsp;</p>
<p>
	TENMAT&rsquo;s Commercial Manager for Wear Parts, Julian Greenhalgh commented:</p>
<p>
	&ldquo;Winning this award is especially pleasing, especially as a follow on from the Innovation award received in 2012. This award for 2013 is not only a great achievement as a result of significant amount of dedication and hard work in a tough global market place, on an internal level we can confidently state that all employees in the company will have played a part in some way to this success.</p>
<p>
	&ldquo;Therefore the whole workforce can give themselves a pat-on-the-back and a clear demonstration of the teamwork which is present within TENMAT.&rdquo;</p>
<p>
	Business Manager for TENMAT&rsquo;s Fire Protection department, Rupert Coggon added:</p>
<p>
	&ldquo;The winning of this <a href="http://www.royal.gov.uk/MonarchUK/Prizesandawards/QueensAwardforEnterprise.aspx" target="_blank">highly prestigious award</a> for both Innovation and International Trade in consecutive years demonstrates the wide range of skills expertise and commitment within the TENMAT team and everyone is very proud of this achievement.&rdquo;</p>
<p>
	Looking forward to a future with positivity and building further partnerships with new overseas customers, the company is hoping 2014 could make it a hat-trick with another Queen&rsquo;s award.&nbsp;</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Airbus and IBM e-solutions venture takes off</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/airbus-and-ibm-e-solutions-venture-takes-off" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.555034</id>

    <published>2013-04-23T14:25:51Z</published>
    <updated>2013-04-23T14:33:58Z</updated>

    <summary>By working together to integrate and further develop airline e-solutions, Airbus and IBM are using big data to tailor maintenance, engineering and flight data management </summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="advanceditservices" label="advanced IT services" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="airbus" label="Airbus" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="asfs" label="ASFS" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="bigdata" label="big data" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="esolution" label="e-solution" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ibm" label="IBM" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="operationalefficiency" label="operational efficiency" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	<a href="http://www.airbus.com/" target="_blank">Airbus</a>, the world&rsquo;s leading aircraft manufacturer of passenger airlines, and the global technology company, <a href="http://www.ibm.com/" target="_blank">IBM</a> are embarking on a new partnership to enhance the operational efficiencies of the world&rsquo;s airlines.</p>
<p>
	By providing advanced IT services, or e-solutions, for maintenance, engineering and flight operations, it&rsquo;s hoped airlines will be able to manage their aircraft more effectively and improve customer service through a better use of <a href="http://www.manufacturingdigital.com/technology/harnessing-big-data-for-the-service-parts-industry" target="_blank">big data</a>.</p>
<p>
	IBM Global Business Services, Global leader for Aerospace &amp; Defense Industry, Timothy J. Wholey said:</p>
<p>
	&ldquo;Today&rsquo;s aircraft can generate up to a half terabyte of data per flight, an unprecedented volume and variety of data seen in few other industries. IBM is pleased to provide technology and services that will provide Airbus and its customers a smart way to extract real-time data, identify patterns and act on insights to help improve efficiency and enhance the passengers&rsquo; travel experience.&rdquo;</p>
<p>
	Airbus Smarter Fleet Solutions (ASFS) will initially focus on two key activities. The first will integrate and further develop Airbus&rsquo; existing portfolio of software products, currently being used by 200 operators. Presently, the extensive range of standalone applications are accessed via a variety of both online and offline media.</p>
<p>
	The second activity will see ASFS provide tailored fleet management using an open, modular and flexible platform, allowing users to the visibility to plan ahead for smooth operations. It will also enable the easy integration of existing and new services and solutions &ndash; something which is increasingly being sought. &nbsp;</p>
<p>
	Airbus Executive Vice-President for Customer Services, Didier Lux commented:</p>
<p>
	&ldquo;This agreement with IBM is a major step in the implementation of Airbus&rsquo; aim to provide airlines with strong added-value innovative services for their long-term business development. Our customers will soon benefit from the most advanced information management solutions to address their engineering, operational and maintenance needs.&rdquo;</p>
<p>
	As Airbus noted on its website:</p>
<p>
	&ldquo;The Smarter Fleet Solutions being together Airbus&rsquo; <a href="http://www.airbus.com/company/aircraft-manufacture/" target="_blank">aircraft manufacturer expertise</a> with IBM&rsquo;s expertise in managing <a href="http://www.ibm.com/analytics/us/en/index.html?lnk=fkt-anly-usen" target="_blank">big data, advanced analytics and asset optimisation</a> needed in today&rsquo;s commercial aircraft operations.&rdquo;</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Jaguar Land Rover achieves highest rank on CR Index</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/jaguar-land-rover-achieves-highest-rank-on-cr-index" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554869</id>

    <published>2013-04-17T10:00:11Z</published>
    <updated>2013-04-17T10:18:16Z</updated>

    <summary>Jaguar Land Rover has been recognised with the highest ranking in Business in the Community&apos;s annual benchmark of responsible business management, The Corporate Responsibility Index (CR Index)</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="corporateresponsibility" label="Corporate Responsibility" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="crindex" label="CR Index" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="jaguarlandrover" label="Jaguar Land Rover" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="responsiblebusinessweek" label="Responsible Business Week" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="sustainability" label="sustainability" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ukmanufacturing" label="UK manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	<strong></strong>The <a href="http://www.bitc.org.uk/our-services/benchmarking/cr-index" target="_blank">Corporate Responsibility Index</a> is the UK&rsquo;s leading and most in-depth voluntary benchmark of corporate responsibility.</p>
<p>
	It has been run by <a href="http://www.bitc.org.uk/" target="_blank">Business in the Community</a> for over a decade to help companies; accurately measure and manage all aspects of their social and environmental performance; shape how they integrate and improve corporate responsibility throughout their business operations and benchmark themselves against competitors.</p>
<p>
	<a href="http://www.jaguarlandrover.com/index.html" target="_blank">Jaguar Land Rover</a> is among only 31 businesses nationally to be announced as Platinum Big Tick companies, a new banding in the Index for 2013&nbsp;designed to challenge leading companies with &lsquo;stretch questions&rsquo; on topics, such as their long-term planning and the unique contribution their business can make to create transformational change and a&nbsp;sustainable economy.</p>
<p>
	The announcement had been timed to coincide with <a href="http://www.bitc.org.uk/programmes/responsible-business-week-2013" target="_blank">Responsible Business Week</a> (15-19 April 2013) an initiative taking place across the UK this week to raise public awareness of the powerful, positive role of business in society.</p>
<p>
	Despite the ongoing economic challenges facing business, the 2013 CR Index paints a positive picture of levels of commitment to responsible business in the UK. Participating companies achieved a high average score of 89 percent indicating that firms are continuing to overcome commercial pressures to maintain their investment in and engagement with responsible business.</p>
<p>
	Achieving Platinum Big Tick means that the company can demonstrate that it is thinking about how global mega trends, such as population growth and resource scarcity, are affecting the future strategy of the business.</p>
<p>
	The banding is an indication that it is making long-term investments to improve or launch new environmentally and socially sound product and services, and is embedding responsible values throughout the workforce.</p>
<p>
	Responsible business matters &ndash; to businesses, employees, communities, and the long term sustainability of the planet.</p>
<p>
	As the UK&rsquo;s first Responsible Business Week is launched to celebrate the positive powerful role of business, this Index is a key tool to help the public understand what good business looks like while also providing examples to inspire many more companies to accelerate the pace of change within their business.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Which way do you lean?</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/which-way-do-you-lean" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554666</id>

    <published>2013-04-09T09:08:55Z</published>
    <updated>2013-04-16T09:49:41Z</updated>

    <summary>A quarter of a century after the term was first coined by MIT&apos;s John Krafcik, many manufacturers have attempted to initiate a lean strategy but have since let momentum stagnate and ideas gather dust</summary>
    <author>
        <name>Matthew Staff</name>
        <uri>http://www.wdmgroup.com/talent/matthew-staff/</uri>
    </author>
    
    <category term="communication" label="communication" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="lean" label="lean" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="leanmanufacturing" label="lean manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="manufacturing" label="manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="operationalexcellence" label="operational excellence" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="production" label="production" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="whatislean" label="what is lean" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>By Jonny Williamson</em></p>
<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12546" target="_blank">here</a></strong></p>
<p>
	Stemming from the production practices of Japanese auto-giants during the 1980s, specifically <a href="http://www.toyota-global.com/" target="_blank">Toyota </a>and <a href="http://world.honda.com/" target="_blank">Honda</a>, with roots that go as far back as Benjamin Franklin and the assembly lines of Henry Ford, lean is hardly a new concept.</p>
<p>
	Promoting an ethos of a smooth workflow, something which can be applied to the huge production areas of <a href="http://www.boeing.com/boeing/" target="_blank">Boeing </a>all the way down to an individual artisan&rsquo;s workspace, the aim of lean is deceptively simplistic &ndash; the right things in the right place at the right time in the right quantity, while being flexible and adaptable.&nbsp;</p>
<p>
	<img alt="shutterstock_96935756.jpg" class="mt-image-right" src="http://www.manufacturingdigital.com/lean/shutterstock_96935756.jpg" style="float: right; margin: 8px 0px 8px 20px; width: 150px; height: 225px; border-width: 5px; border-style: solid;" /></p>
<p>
	By creating an even workflow across an entire operation, problems such as waste, bottlenecks, maintenance, inefficiencies and quality are methodically unearthed and can be acted upon in a timely fashion.</p>
<p>
	Often mistakenly thought of as solely concerned with the removal or reduction of waste, lean is less a tool and more of a culture for change, and therein lays the difficulty in implementing it, not only successfully but continuously.</p>
<p>
	A tool can be easily bought and implemented, but just as easily put down, placed in the back of a drawer and easily forgotten about. A culture permeates everyone and everything that works for a business, an ideal which everyone can aspire to achieve and once ingrained is much harder to shelve.</p>
<p>
	Whether you&rsquo;re taking your first steps on the lean ladder or you&rsquo;ve taken those important steps a while ago, but unfortunately let life get in the way of your original enthusiasm, here are Manufacturing Digital&rsquo;s six ways to ensure your lean strategy stays on course:</p>
<p>
	<strong>Keep it simple</strong></p>
<p>
	Though seen as a clich&eacute;, keeping things as simple as possible is the best way of making sure your lean journey doesn&rsquo;t become bogged down and overly complicated with unnecessary fractures. Identify what it is you want to achieve and set clear targets to make it happen, targets which should be revised alongside your progress.</p>
<p>
	Prioritise what&rsquo;s important to you and your business specifically, and ensure that the targets you set are SMART (Specific, Measureable, Attainable, Relevant and Time-Bound).&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</p>
<p>
	<strong>Communication </strong></p>
<p>
	Now that you&rsquo;ve identified your lean targets, communicate them. Ensure that every single person involved in the business understands and embraces them, from the part-time junior in the loading bay all the way through to the board level and directors, from workers on the assembly line to those in HR.</p>
<p>
	Don&rsquo;t be tempted to just state what needs to be done and by when, explain the reasons behind your decision and the importance a lean culture plays in this increasingly competitive business environment.</p>
<p>
	Stress the benefits the strategy will bring about on both a personal level and for the company as a whole, reinforcing your new focus with appropriate and supportive signage in the most noticeable areas.&nbsp;&nbsp;&nbsp;&nbsp;</p>
<p>
	<strong>Small changes &ndash; one at a time</strong></p>
<p>
	Too often lean strategies are pushed to the side because their effects aren&rsquo;t being realised fast enough. Lean is a continuous process and takes time to embed effectively, don&rsquo;t be so quick to dismiss it completely when it may be your approach which needs abandoning.&nbsp;</p>
<p>
	<img alt="stock-photo-portrait-of-business-man-leaning-on-wall-73069054.jpg" class="mt-image-right" src="http://www.manufacturingdigital.com/lean/stock-photo-portrait-of-business-man-leaning-on-wall-73069054.jpg" style="float: right; margin: 8px 0px 8px 20px; width: 125px; height: 200px; border-width: 5px; border-style: solid;" /></p>
<p>
	Expect too much too soon and you are always going to be disappointed. As is true for many things, focus on the small changes every day and you&rsquo;ll be surprised by the difference they make when it comes to your end of year review.</p>
<p>
	<strong>Preview yesterday</strong></p>
<p>
	Being continuous by nature, never discount the benefit of hindsight in helping to embed a lean culture. If you realise something isn&rsquo;t working or could be done more effectively another way, make the change; history is full of failed business undone by the stubbornness of those in charge.</p>
<p>
	One of the cornerstones of lean is flexibility and adaptability, qualities you need to seat within yourself as much as your operation.</p>
<p>
	<strong>Call in the expert</strong></p>
<p>
	Alongside lean&rsquo;s growing acceptance within the manufacturing sector, and increasingly with other industries; there has been a simultaneous rise in associated consultants, services and training courses.</p>
<p>
	Thanks to the internet, finding one is easier than ever, though choosing the right one to suit your specific needs and business isn&rsquo;t so easy. Many consultants offer free assessments or evaluations, but as is true for courses, the best source for impartial reviews are often those who&rsquo;ve experienced them for themselves.&nbsp;</p>
<p>
	<strong>Celebrate success</strong></p>
<p>
	Undertake regular reviews of your progress at set intervals and recognise your achievements, take pride in them and celebrate the efforts of you and your staff.</p>
<p>
	Though it won&rsquo;t be a short journey or a necessarily easy one, it will be one you&rsquo;ll be more likely to persevere with if everyone feels that what they&rsquo;re doing isn&rsquo;t going unnoticed.&nbsp;</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Silver SC21 Award puts Hermitage on path for growth</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/silver-sc21-award-puts-hermitage-on-path-for-growth" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554636</id>

    <published>2013-04-08T08:31:50Z</published>
    <updated>2013-04-12T08:56:33Z</updated>

    <summary>A small UK manufacturer has achieved a major accreditation many larger companies fail to attain with the help of the Manufacturing Advisory Service</summary>
    <author>
        <name>Sheree Hanna</name>
        <uri>http://www.africanbusinessreview.co.za/</uri>
    </author>
    
    <category term="accreditation" label="accreditation" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="engineering" label="engineering" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="kpis" label="KPIs" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="machining" label="machining" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="mas" label="MAS" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="pdcamethodology" label="PDCA methodology" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="performance" label="performance" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="silversc21award" label="Silver SC21 Award" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="welding" label="welding" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/ShereeHanna">Follow @ ShereeHanna </a></p>
<p>
	A commitment to world class quality and on-time delivery is helping a Hitchin manufacturer grow and create new jobs.</p>
<p>
	<a href="http://www.hermitagesm.co.uk/">Hermitage Sheet Metal, </a>which employs 30 people at its 12,000 sq ft facility in Wilbury Way, has become one of the smallest engineering companies in the UK to secure a silver <a href="http://www.adsgroup.org.uk/pages/91430300.asp">World Class Supply Chains for the 21st Century Award (SC21).</a></p>
<p>
	Backed by strategic and financial assistance from the <a href="http://www.mymas.org/">Manufacturing Advisory Service (MAS),</a> the sheet metal, fabrication and CNC machining specialist has introduced 5S, PDCA methodology and KPIs to help it review performance and make necessary improvements.</p>
<p>
	The recruitment of a new production manager has seen lean become commonplace across the shop floor and helped it deliver quality and on-time delivery scores of 99.9 percent and 98.49 percent respectively.</p>
<p>
	Importantly, the Silver SC21 Award also helps to strengthen existing relationships with a blue chip client base, which features BAE Systems, Grant Instruments, Lockheed Martin and Ultra Electronics.</p>
<p>
	David Spencer, Managing Director of Hermitage Sheet Metal, was justifiably proud of the achievement. &nbsp;He said: &ldquo;There is no standing still in the sectors we operate in and, as a relatively small player in a big field, we have to ensure we are on top of our game to compete.</p>
<p>
	&ldquo;SC21 gave us the platform to identify what we were doing well and the areas in which we needed to improve.&nbsp; It also showed us the importance of implementing new manufacturing techniques, communication with our supply chain and softer issues like making sure we got buy-in at every level of the company.</p>
<p>
	&nbsp;&ldquo;We now have levels of quality and delivery that were impossible four years ago, along with inventory reduced by two-thirds and 35 percent growth.&rdquo;</p>
<p>
	Established in 1965, Hermitage is on course to turnover &pound;2.5m and currently supplies components to aerospace, defence, medical, oil and commercial industries.</p>
<p>
	In addition to core capabilities in sheet metal work and CNC Machining, the firm is also able to offer CAA approved coded welding, alocrom plating and light assembly work.</p>
<p>
	The firm&rsquo;s SC21 journey started in 2009 when it was invited by Specialist Aviation to take part in Manufacturing Advisory Service-funded training to help prepare firms for embarking on the accreditation.</p>
<p>
	Following initial difficulties, the company renewed its efforts with the strategic assistance of MAS, which helped it with developing a strategy and &pound;4,000 of funding towards bringing in specialist knowledge.</p>
<p>
	Boosted by this support, Hermitage Sheet Metal successfully secured Bronze in the final months of 2011.</p>
<p>
	Spencer continued: &ldquo;The framework we put in place at the start of the journey gave us the perfect springboard to go for the next step-up and it took us less than 14 months to produce the levels of performance needed to attain the SC21 Silver award.&rdquo;</p>
<p>
	Robin Cheyne, MAS Advisor, said: &ldquo;You can&rsquo;t underestimate Hermitage&rsquo;s achievement in securing a standard that many companies 10 times their size fail to come to terms with.</p>
<p>
	&ldquo;The management team recognised the need to get buy-in across the company and they were not afraid to ask for help from us or other external specialists when necessary.</p>
<p>
	&nbsp;&ldquo;There is no doubt the SC21 Award will help it retain high profile contracts, as well as putting the firm in the shop window for new business due to be put out to tender shortly.&rdquo;</p>
<p>
	MAS, which is funded by the <a href="https://www.gov.uk/government/organisations/department-for-business-innovation-skills">Department for Business, Innovation and Skills (BIS),</a> works for manufacturers and through experienced advisors can help shape strategy, create new products, reduce waste and review supply chains.</p>
<p>
	Companies can take advantage of a free review that identifies key priority areas and funding is available for improvement projects focused on increasing efficiency, developing new products, strengthening supply chains and boosting sales.</p>
<p>
	For further information, please go to <a href="http://www.mymas.org/"><strong>www.mymas.org</strong></a> or follow us at @masworks. More details on Hermitage Sheet Metal can be found at www.hermitagesm.co.uk</p>
]]>
        
    </content>
</entry>

<entry>
    <title>Manufacturers being too complacent over energy use</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/manufacturers-being-too-complacent-over-energy-use" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554381</id>

    <published>2013-03-28T22:30:00Z</published>
    <updated>2013-03-28T15:02:39Z</updated>

    <summary>Far too many organisations are unworried about their spiralling energy use warns independent energy management provider, IMServ Europe</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="energymanagement" label="energy management" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="energyuse" label="energy use" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="imserv" label="IMServ" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="smartmeter" label="smart meter" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="smartmetering" label="smart metering" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="smartmeters" label="smart meters" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12436" target="_blank">here</a></strong></p>
<p>
	Paul Akrill, Operations Director of leading independent energy management <a href="http://www.imserv.com/" target="_blank">IMServ Europe</a>, is critical of the way many UK companies are handling their energy management, stating:</p>
<p>
	&ldquo;Installing smart metering has been at the heart of many UK organisations&rsquo; energy management policies and this has resulted in huge volumes of data, but unfortunately businesses are doing nothing with this intelligence.</p>
<p>
	&ldquo;My team collects energy data from over 200,000 individual meter points, with each of these points producing one or more readings every half hour &ndash; that&rsquo;s 7 billion meter readings in our systems a year. Put into context, 80 billion units of electricity worth &pound;10 billion is billed using the data we collect.</p>
<p>
	&ldquo;The problem is that despite organisations having the information, energy management is still falling down the business agenda for too many companies. Primarily this is because there has been less focus on energy management as a result of the recent simplification of CRC (<a href="http://www.carbontrust.com/.../carbon.../crc-carbon-reduction-com..." target="_blank">Carbon Reduction Commitment</a>) and also due to the fact that energy management is seen as a non-essential discipline in many organisations, especially for SMEs.<a href="http://www.manufacturingdigital.com/lean/are-you-squandering-money-on-inefficient-energy-use"><img alt="Paul Akrill IMServ " itemprop="image" src="http://mediaserver.dwpub.com/press-release/tb_lrg/29269/Paul+Akrill+1.jpg" style="float: right; border-width: 5px; border-style: solid; margin: 5px; height: 180px; width: 120px;" /></a></p>
<p>
	&ldquo;There are of course, some organisations that are using their energy data, analysing it, using the information gained to understand their consumption pattern and then <a href="http://www.manufacturingdigital.com/lean/are-you-squandering-money-on-inefficient-energy-use" target="_blank">using that data intelligence to make investment decisions and </a><a href="http://www.manufacturingdigital.com/lean/are-you-squandering-money-on-inefficient-energy-use" target="_blank">change behaviour</a>.</p>
<p>
	&ldquo;But, in our experience &ndash; and we work closely with many FTSE 200 organisations &ndash; less than half the data we collect is used in any meaningful way to <a href="http://www.manufacturingdigital.com/innovators/capacitance-modules-offer-an-energy-saving-solution" target="_blank">drive best practice energy management</a>. This not only represents a huge waste but, more importantly, huge potential. However, this can only be realised if there is a significant shift in behaviour.</p>
<p>
	&ldquo;The government has <a href="http://www.manufacturingdigital.com/lean/reduced-energy-bills-ignored-by-manufacturers" target="_blank">a major push on smart meters</a>, rolling out 53 million by 2019 to all premises, but the lack of sustained interest in energy management is a big obstacle that has to be addressed.</p>
<p>
	&ldquo;Unfortunately, these complacent organisations are often the most energy intensive users. Businesses and public sector organisations are much more energy intense than homes, and also more spend focused. And yet, if these organisations are not using metering effectively to cut costs and make energy savings, then is it realists of the government to expect domestic smart metering to work?</p>
<p>
	&ldquo;Smart metering can only bring about energy and financial savings if organisations use the data to make changes. There is no point in the government investing billions of pounds and pushing smart metering if the data collected is going to sit unanalysed and no behavioural or infrastructure changes implemented.</p>
<p>
	IMServ has put together five tips to help organisations with energy management:</p>
<ul>
	<li>
		Be clearer within the organisation as to who is responsible for energy spend</li>
	<li>
		Look at the data and ensure it makes sense</li>
	<li>
		Understand what you&rsquo;re looking at and if you don&rsquo;t, get training</li>
	<li>
		Asses where the energy is going and how it is being used</li>
	<li>
		Introduce more metering to aid better understanding, consider automation and control solutions, staff awareness programmes, energy dashboard and reporting packs</li>
</ul>
<p>
	For help, support or advice on your organisation&rsquo;s energy management, please contact <a href="mailto:sales.support@imserv.com">sales.support@imserv.com</a></p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
]]>
        
    </content>
</entry>

<entry>
    <title>Capturing the potential of India&apos;s auto industry</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/capturing-the-potential-of-indias-auto-industry" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554074</id>

    <published>2013-03-12T11:46:02Z</published>
    <updated>2013-03-12T12:11:22Z</updated>

    <summary>Its rapid growth may have stalled, but with a GDP of $1.6 trillion - the ninth largest in the world, India has emerged in recent years as one of the most interesting economies to watch</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="automotiveindustry" label="automotive industry" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="automotivemanufacturers" label="automotive manufacturers" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="economyofindia" label="economy of India" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="gxs" label="GXS" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="india" label="India" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="indianmanufacturers" label="Indian manufacturers" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="lean" label="lean" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<em>Written by Mark Morley, Director of Industry Marketing for Manufacturing, <a href="http://www.gxs.co.uk/" target="_blank">GXS</a></em></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12436" target="_blank">here</a></strong></p>
<p>
	India has been tipped to overtake China as the world&rsquo;s largest economic power by the US National Intelligence Council.</p>
<p>
	Automotive has emerged as a significant sector in this growth and India is now ranked as the <strong>sixth largest producer of motor vehicles in the world</strong>; the vast majority of which are manufactured for domestic use,rather than export.</p>
<p>
	Statistics are one thing, but I really got a sense of the country&rsquo;s automotive potential during a GXS business trip in Delhi last year. I was fortunate enough to experience travel on India&rsquo;s roads during the journey from Delhi Airport to my hotel in the south west of the city and I was immediately struck by the sheer number of cars on the roads.</p>
<p>
	Most of these cars were fairly small by Western standards, and there was <strong>a preference for two-wheeled vehicles</strong>, but nevertheless the quantity of motor vehicles on the road was striking.</p>
<p>
	It is also notable that this swell of motor traffic will inevitably put significant pressure on local governments to improve the road infrastructure. Based on what I saw during my trip, there needs to be substantial investment in road infrastructure if the automotive industry is going to successfully persuade the population to make the switch from two and three-wheeled vehicles to four.</p>
<p>
	Domestic <strong>vehicle production levels for 2012 in India were at 3.1 million vehicles</strong>. To put that in context, it&rsquo;s almost twice the number of vehicles that were produced in the UK for the same year.</p>
<p>
	&nbsp;The figure in India is expected to double by 2015,and by 2020 almost 10 million vehicles are expected to be manufactured in the country.&nbsp;When you think that the population is currently 1.2 billion, this is still a very small percentage versus the population size.&nbsp;</p>
<p>
	The 16.5 million two and three-wheel vehicles produced in India during 2012 is <strong>expected to triple in size by 2020</strong>;in effect making the market for two and three vehicles remain at four times the size of the car market.</p>
<p>
	Many Western car manufacturers have established new plants in India, purely to serve the domestic market.</p>
<p>
	<strong>Jaguar Land Rover </strong>(JLR) is a good example of a manufacturer who has established a manufacturing presence in the region.&nbsp;Now owned by Tata &ndash; one of India&rsquo;s largest conglomerates, JLR has established a plant in Pune to manufacture the Land Rover Freelander, a small SUV popular in the UK.&nbsp;</p>
<p>
	The majority of the components,including the body are manufactured at a plant in the UK and then shipped out to JLR&rsquo;s plant in India for assembly.&nbsp;These are known as <strong>Completely Knocked Down (CKD) kits</strong>; though over time it is expected that more of the components that go into assembling the Freelander will be locally sourced.</p>
<p>
	JLR announced at the end of January 2013 that it started production of the Jaguar XF car at its Pune factory so that it could sell more vehicles into the growing premium end of the car market.</p>
<p>
	A <strong>more recent investment</strong> example is Japanese utility vehicle manufacturer Isuzu Motors, which announced plans in January to invest $185 million in a manufacturing plant at Sri City, Andhra Pradesh.</p>
<p>
	The new facility is to produce the MU7 Choiz SUV for the domestic market, and the company will be the latest to take advantage of the &lsquo;Automotive Corridor&rsquo; around Chennai. The area&rsquo;s two ports and world famous auto-parts supply chain has attracted leading manufacturers including <strong>Mitsubishi, Ford and Renault-Nissan</strong>.</p>
<p>
	While India keeps most of the vehicles it produces for its domestic market, it is <strong>a huge exporter of automotive components</strong>. Most of the big car manufacturers have established component sourcing centres in the country, and automotive manufacturing hubs have been established to the North, South, East and West.</p>
<p>
	One of the most attractive things about India for overseas investors is that it now has the <strong>world&rsquo;s second largest pool of certified professionals, and the highest number of qualified engineers</strong>.</p>
<p>
	This means that foreign manufacturers can invest in the country safe in the knowledge that they will be able to secure appropriate resources &ndash; something many other <a href="http://www.gxsblogs.com/morleym/2012/09/ten-reasons-why-cloud-b2b-integration-helps-with-international-expansion-projects.html" target="_blank">emerging markets </a>cannot match. &nbsp;<strong>India&rsquo;s huge and highly skilled workforce gives it a major advantage</strong>, but the key to achieving its potential may lie in mastering lean manufacturing strategy.</p>
<p>
	The influx of new car manufacturers in India has led to new supplier parks being established close to car production plants. The close proximity of these suppliers to their customers helps to shorten the length of supply chains and hence reduce overall logistics costs.</p>
<p>
	This helps to<strong> foster lean manufacturing techniques</strong>, especially when trying to implement seamless just-in-time production systems. The lean approach will also allow the country to counter the impact of rising wages and costs to improve the bottom line for both domestic and foreign investors.</p>
<p>
	Looking ahead, the next big challenge for the country will be <strong>greater adoption of technology to enhance its supply chains</strong>. In particular there is hardly any use of <a href="http://www.edibasics.co.uk" target="_blank">EDI technology </a>across the component supply industry, except with some of the Western suppliers such as Bosch and Continental that have brought their own EDI standards and tools with them.</p>
<p>
	<a href="http://www.edibasics.co.uk/what-is-edi/" target="_blank">Electronic Data Interchange</a> delivers a fast and effective way to transfer vital information vital to support the lean approach and boost efficiency. Alongside the more visible improvements like better-quality road infrastructure, the <a href="http://www.edibasics.co.uk" target="_blank">adoption of technology like EDI</a> will be an important step for the country if it is to master the lean processand achieve the impressive growth forecast for 2020.</p>
<p>
	You can read more of Mark&rsquo;s comments on Driving B2B, at<a href="http://www.gxsblogs.com/morleym" target="_blank"> www.gxsblogs.com/morleym</a></p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
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</entry>

<entry>
    <title>Brose provides fuel injection to UK&apos;s auto industry </title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/brose-provides-fuel-injection-to-uks-auto-industry" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.554003</id>

    <published>2013-03-08T10:55:51Z</published>
    <updated>2013-03-08T11:03:54Z</updated>

    <summary>The global automotive supplier is strengthening its commitment to the UK&apos;s manufacturing industry by investing £15 million into new technology and state-of-the-art automation</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="apprenticeship" label="apprenticeship" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="automotive" label="automotive" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="automotiveparts" label="automotive parts" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="automotivesupplier" label="automotive supplier" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="manufacturing" label="manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ukindustry" label="UK industry" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12288" target="_blank">here</a></strong></p>
<p>
	<a href="http://www.brose.com/ww/en/pub/home.htm" target="_blank">Brose UK</a> is embarking on a substantial expansion programme at its plant in Coventry, hoping to increases order volumes and take on almost 100 extra workers over the next twelve months.</p>
<p>
	The German family-owned specialist of mechatronics systems and electric motors is also planning to continue its support of 14 apprentices in their training and development, helping to create the next-generation of engineers. &nbsp;</p>
<p>
	Managing Director, Thomas Kohlbauer commented:</p>
<p>
	&ldquo;2013 will be an exciting and challenging year for Brose UK, as we look to build on recent investments in the UK automotive industry and a growing desire to introduce new models here.</p>
<p>
	&ldquo;Our success stems from creating long-term working partnerships with our customers and the investments we are making now and in coming years will ensure we remain a key element of world-class manufacturing supply chain.&rdquo;</p>
<p>
	Established in 1989, Brose UK&rsquo;s <a href="http://www.brose.com/ww/en/pub/company/international_locations/locations_of_production/europe/coventry.htm" target="_blank">11,000m&sup2; facility</a> manufacturers a wide range of <a href="http://www.brose.com/ww/en/pub/products/news/80_years_windowregulators.htm" target="_blank">window regulators</a> and <a href="http://www.brose.com/ww/en/pub/products/front_and_rear_seat_systems/seat_structures/seat_adjusters.htm" target="_blank">adjuster systems</a> for front and rear seats for renowned automakers including Ford, Jaguar Land Rover, Toyota and Volvo.</p>
<p>
	In an ever-evolving industry, a dedication to world class lean manufacturing processes and embracing the very latest robotic technology, involved in testing equipment and <a href="http://en.wikipedia.org/wiki/Laser_beam_welding" target="_blank">laser welding</a> among others, allows the company to always stay one step ahead. &nbsp;</p>
<p>
	&ldquo;Every car maker and tier 1 is looking to take weight out of the vehicle and this is something we can help them achieve. As a group we invest significantly in new materials, new technologies and new processes and this has helped secure between 30 and 50 percent weight reductions across our product range.&rdquo;</p>
<p>
	A large focus for Brose UK moving forward is increasing the content of <a href="http://www.manufacturingdigital.com/people_skills/is-the-uk-ready-for-the-re-shoring-of-manufacturing" target="_blank">locally sourced components</a> for its many systems; a move which has already seen two new UK suppliers brought into the fold. &nbsp;</p>
<p>
	&ldquo;Sourcing locally will allow us to stay competitive and reduces the exchange rate risk even further. We expect the very best from our local suppliers and a commitment from both parties, to develop long-term partnerships.&rdquo;</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
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    </content>
</entry>

<entry>
    <title>Manufacturing reveals its divested interest</title>
    <link rel="alternate" type="text/html" href="http://www.manufacturingdigital.com/lean/manufacturing-reveals-its-divested-interest" />
    <id>tag:www.manufacturingdigital.com,2013:/lean//122.553949</id>

    <published>2013-03-06T10:52:45Z</published>
    <updated>2013-03-06T11:03:59Z</updated>

    <summary>Ernst &amp; Young reveal its five-point plan for businesses to maximise the opportunities offered by divestment, rather than simply using it as way of raising cash or paying down debt</summary>
    <author>
        <name>Jonny Williamson</name>
        <uri>http://www.wdmgroup.com/talent/jonny-williamson/</uri>
    </author>
    
    <category term="divest" label="divest" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="divestment" label="divestment" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="ernstyoung" label="Ernst &amp; Young" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="manufacturing" label="manufacturing" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="shareholders" label="shareholders" scheme="http://www.sixapart.com/ns/types#tag" />
    <category term="spinoff" label="spin off" scheme="http://www.sixapart.com/ns/types#tag" />
    
    <content type="html" xml:lang="en" xml:base="http://www.manufacturingdigital.com/lean/">
        <![CDATA[<p>
	<a class="twitter-follow-button" href="https://twitter.com/Jonny_Editor_MD" target="_blank">Follow @Jonny_Editor_MD</a></p>
<p>
	<strong>To read the latest issue of Manufacturing Digital,&nbsp;click&nbsp;<a href="http://www.manufacturingdigital.com/magazines/12288" target="_blank">here</a></strong></p>
<p>
	Whether serving as a means of focusing on more core operations, obtaining funds, creating stability or improving performance, divestitures are becoming an increasingly popular restructuring strategy for not only manufacturers, but businesses in general. &nbsp;&nbsp;</p>
<p>
	Eastman Kodak, Ford Motor Company, General Dynamics, AT&amp;T, Future Group and Phillips are just a small number of manufacturers who have used divestitures in recent years to promote growth; however a new survey has revealed firms aren&rsquo;t making the most of the practice.</p>
<p>
	The <a href="http://www.ey.com/US/en/Newsroom/News-releases/News_Strategic-Divestment-Activity-Expected-to-Increase-in-Next-Two-Years" target="_blank">Global Corporate Divestment Survey</a> by worldwide assurance, tax and transaction providers, <a href="http://www.ey.com/" target="_blank">Ernst &amp; Young</a> reveals that 73 percent of companies that divest feel that they haven&rsquo;t capitalised fully on the opportunity and ultimately left money on the table.</p>
<p>
	Such a high percentage highlights the importance of a more strategic approach to divesting with potential sellers, maximising value and making assets as attractive as possible to the broadest range of buyers achievable. &nbsp;&nbsp;&nbsp;</p>
<p>
	Operational Transactions Services Leader at Ernst &amp; Young, Michel Driessen commented:</p>
<p>
	&ldquo;In this prolonged period of low growth, the conditions for completing transactions remain challenging with boards, regulators and shareholders demanding greater assurances, and buyers scrutinising potential deals more carefully than ever.</p>
<p>
	&ldquo;With the challenging conditions, sellers need to present their case in the most appealing way possible. More thorough preparation is vital and sellers should improve how they market their assets to a wider range of suitors.</p>
<p>
	&ldquo;Our study provides empirical evidence showing that those who take strategic steps are achieving greater value and speed and exceeding expectations. They widened they net, stood in their buyers shoes and had robust processes in place.</p>
<p>
	&ldquo;Following these practices will help ensure a successful divestment that is fully aligned to the strategic priorities of the business.&rdquo;</p>
<p>
	<strong>1 &ndash; Conduct structured and regular portfolio management:</strong>By regularly reviewing their portfolio, companies can use divestments as a strategic tool to build value rather than divesting as a reactive move to free up cash or pay down debt</p>
<p>
	<strong>2 &ndash; Consider the full range of potential buyers:</strong>Appealing to a full range of buyers, including strategic and financial, domestic and overseas, can create strong interest for an asset and realise a price that exceeds expectations</p>
<p>
	<strong>3 &ndash; Articulate a compelling value and growth story for each buyer:</strong>When sellers are able to provide more clarity on the value and growth story for individual buyers, the likelihood that they will extract value from sale increases. Additionally making management available to provide information and instil confidence that they are committed throughout the transition and beyond is proven to increase sale value</p>
<p>
	<strong>4 &ndash; Prepare rigorously for the divestment process:</strong>By preparing effectively, companies can instil greater buyer confidence, gain control over the process and realise greater speed in completion and value in price. Tailoring information for buyers like standalone cost of the carved out entity, synergy opportunities and cost improvement opportunities is critical in getting the deal over the line</p>
<p>
	<strong>5 &ndash; Understand the importance of separation planning:</strong>A clear separation roadmap is identified by more than half of respondents as the most increasingly complex aspect of divestment. Other challenging areas include negotiating transition services agreements (TSAs), estimating standalone costs, tax planning and decision regarding the completion mechanism. Buyers that do not fully understand these factors perceive greater risk, which is often reflected in their offering price.</p>
<p>
	<strong><a href="http://itunes.apple.com/us/app/manufacturing-digital/id442906125?ls=1&amp;mt=8" target="_blank">Our magazine is now available on the iPad. Click here to download it</a></strong></p>
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</entry>

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