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Featuring Chief Executive’s 2014 Manufacturing


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First Annual Manufacturing Supplement


What Every Company Can Learn from the Best Smart Manufacturers The Next Generation of manufacturing holds a great promise— and profit.

By William J. Holstein



Mid-Market Smart Manufacturing in the Mid-Size Company How big do you need to be to make intelligent machinery and processes work for your company?

By Russ Banham


Talent Developing Your Future, Smart Workforce How CEOs are solving the shortage of young, skilled workers threatening manufacturing gains.

By William J. Holstein


CEO Summit Highlights from the 2014 CEO Smart Manufacturing Summit • Five Steps to Stronger Sales • What IBP Can Do for Your Company • How to Build a Better Workforce

• Announcing the 2014 Leadership in American Manufacturing Award By Pierre Custeau, John Macrae and Scott Shaw

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2014 Manufacturing Business Directory Brief Profiles of Companies Serving the Manufacturing Industry, Listed by Category


Infographic The State of Workers A look at how manufacturing workforces around the country stack up.

Cover Photo: The MakerBot Replicator 2 builds solid three-dimensional objects from melted MakerBot PLA Filament.


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Solutions Built to Manufacturing Specs Louisiana offers a business-friendly environment with bold incentives for manufacturing operations and a skilled manufacturing workforce. Companies will find the state ready to build innovative, customized solutions to meet their specific needs.

up to



payroll rebate Louisiana’s Competitive Projects Payroll Incentive provides a rebate of up to 15 percent of a participating company’s new payroll for up to 10 years. Louisiana has the lowest business taxes in the nation for new labor-intensive and capital-intensive manufacturing operations, according to the Tax Foundation and KPMG. The LED FastStart® team has experience managing workforce programs for leading manufacturers like Nucor and Lockheed Martin and can deliver a highly qualified, trained workforce on day one. Well-situated for both inbound and outbound logistics, Louisiana’s robust infrastructure includes 6 Class 1 railways, 6 deepwater ports, 6 interstate highways and 7 commercial service airports.

© 2014 Louisiana Economic Development

A right-to-work state for over three decades, Louisiana offers manufacturers a large pool of available workers and graduates over 20,000 people per year with credentials related to manufacturing.


Pratt & Whitney’s Danny Di Perna

What Every Company Can Learn from the Best Smart Manufacturers The Next Generation of manufacturing holds a great promise—and profit. By William J. Holstein

In the old days, when a turbine blade for a jet engine came off the assembly line, a grizzled old-timer might have to take a file to it to smooth a rough edge to make sure it met specifications, Danny Di Perna recalls. Some parts might have had to be scrapped. As senior vice president for engineering and operations at Pratt & Whitney, Di Perna has been in the engine business for a long time. With 5,000 parts and burning fuel at temperatures of thousands of degrees, they are machines of stunning complexity. But today, as Di Perna and his team gear up Pratt & Whitney to cope with a huge increase in the number of engines it makes for Lockheed’s F-35 Joint Strike Fighter and for single-aisle commercial airlines like the Airbus A320, employees at the end of the line rarely have to fix a single part. Robots using special lights pick up the blades as they are being manufactured and inspect them to see whether they match the specifications in a central computer system. If they don’t, they are altered or fixed on the spot. “We collect the data in real time,” Di Perna explains. “Every dimension is captured. Instead of waiting until afterward, we’re getting an in-process inspection.” Thus, when parts reach the end of the process of being produced, they are perfect, Di Perna says. Pratt, a unit of United Technologies located in East Hartford, Connecticut, is launching into a new era of manufacturing with gusto. Workers are organized in cells, not in traditional assembly lines. They look more like scientists than old-fashioned, bluecollar workers because much of their work consists of looking

at computer screens to make sure that parts are being honed, shaped and coated within a narrow band of tolerances. In addition to its embrace of real-time data collection, software and advanced robotics, Pratt’s suppliers make 80 percent of its parts, but it has vertically integrated production of the remaining 20 percent. This is where it defines its competitive advantage against General Electric and other rivals. To manage that critically important supply chain, Di Perna has built a Star Wars-like control room where deliveries from every supplier are monitored on large screens. It also has merged its manufacturing, engineering and supply-chain functions into one 10,000-person organization under Di Perna, rather than allowing them to remain siloed. “There is a lot of power in creating that structure,” Di Perna says, because, in part, it eliminates the problem of engineers designing things that cannot be manufactured. Altogether, Pratt is going to triple the number of engines it makes a year by 2020. Welcome to the Next Generation of American manufacturing. Different experts use different catchphrases to describe the transformation that is under way: Agile. Smart. Advanced. Industry 4.0. The Internet of Things. Lean manufacturing on steroids. What they all refer to is a dramatic expansion in the capture of data, improved software that links machines and systems that have never before been linked, advanced robotics, sensors, new materials and even the early stages of three-dimensional additive manufacturing. The combination of these techniques promises to


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“The cost of a programmable logic controller has dropped in the past 15 years to about 15 percent of what it used to cost. You can basically buy automation cheaper.” improve productivity, reduce costs and cut waste, while allowing for much more flexibility and mass customization of products. One key is more powerful software, the connective tissue that allows machines to change their functions and connect into a more coherent whole. “The cost of a programmable logic controller has dropped in the past 15 years to about 15 percent of what it used to cost,” says Hal Sirkin, a Chicago-based senior partner of the Boston Consulting Group and one of the nation’s foremost experts on manufacturing. “You can basically buy automation cheaper.” He is co-author of The U.S. Manufacturing Renaissance: How Shifting Global Economics Are Creating an American Comeback.

each one requires 3,000 parts arriving from different countries. Within many of those parts are sub-systems that suppliers already have put together. Much like assembling a jet engine, it is a task of extreme complexity. The rollout of new systems that link each factory to global systems has been part and parcel of CEO Alan Mulally’s efforts to create “One Ford,” rather than allowing its businesses in different regions to function with high degrees of autonomy. “These advances are extremely enabling from a manufacturing perspective,” says Fleming. “When we look at our quality analysis and when we look at linking all of our factories with a factory information system, being able to bring all that together and to look at it globally helps us make decisions on a daily and weekly basis.” Factory information systems allow plant managers to know exactly how many vehicles are being made and whether their

BEYOND LEAN The combined power of the new technologies—and the need for higher skilled labor to manage them—is just beginning to hit American manufacturers. It shapes up as the most sweeping change in American manufacturing since the auto industry began imitating Toyota Motors’ lean production system a quarter century ago. “The single biggest trend is that the pace of change is accelerating,” says Tom Comstock, vice president DELMIA strategy and digital offers and user experiences at Dassault Systémes, based in Long Beach, California, a leading provider of software for design and manufacturing. “Manufacturing used to be a lagging set of industries. They didn’t care about being on the forefront of technology. Now, we’re seeing a lot more emphasis on improving the manufacturing and the systems involved.” The aerospace industry may be the most sophisticated in its embrace of Next Generation manufacturing technologies, but the nation’s largest industry, the automotive sector, isn’t exactly asleep at the switch. Ford Motor, for example, is embracing Next Generation techniques to transform its global design and manufacturing operations. It won the “Manufacturer of the Year” award from the Manufacturing Leadership Council in 2013 for a system it developed with Siemens that allows Ford engineers to simulate the entire assembly process of vehicles at different plants. That capability assists in helping the engineers to understand what can be manufactured and what cannot be. The system, called IntoSite, also helps create more flexible production lines that build different models at the same time. IntoSite relies on Google Earth infrastructure and is a cloudbased, web application that allows users to zoom in on a specific plant and “see” what is happening throughout the factory. But Ford isn’t stopping there, says John Fleming, vice president of global manufacturing and labor affairs in Dearborn, Michigan. He estimates that the company assembles 25,000 vehicles a day at its plants around the world and that JULY/AUGUST 2014

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LEARN FROM THE BEST quality is at acceptable levels. The same information is available to workers on the line. Ford is now linking different factory information systems from different plants into a bigger, global system. It is a powerful tool because it can help the company better maintain equipment, decide where to store spare parts and drive down overall lower costs by improving capacity utilization. Take the maintenance function alone. “We put in a standard maintenance operating system,” Fleming explains. “This is where collection and analysis of data is really important. It allows us to look at optimization. What are the pieces of equipment that are likely to require maintenance and are therefore the most at risk? A lot of this is about prevention and risk management.” THE RISE OF ROBO-MANUFACTURING The new tools also have become essential in planning how parts will reach each factory for assembly into vehicles. “At the end of the day, we still have to make things,” says Fleming. “An analysis of the data and how the networks work is important, but it comes down to getting the right material in the right place at the right time—every time. It’s that interface between equipment and our team members that finally makes it all work.” More advanced robotics is another piece of the equation because today’s robots can have multiple functions, rather than simply repeating one specific task. “They can join, they can weld, they can rivet, they can handle materials and they can do all those things in a certain cycle,” Fleming says. “They may pick up a part, put it in a place and pick up a welder and weld, then pick up a rivet gun and rivet, then apply an adhesive. All those things can be done with robots.”

“This is all about entrepreneurism. Small companies are figuring out how to do this and growing because they can figure it out and show others how to do it.” The robots are linked to a network that defines how they interact with each other. The next challenge is improving the way robots engage with human workers. In recent years, most robots have had to work behind a gate of some sort to avoid direct interaction with a human for safety reasons. But as robots improve and become safer, Ford says it has started to station robots side by side with its human workers. Fleming declines to say how much money Ford is spending on the next generation of manufacturing, but it must easily represent hundreds of millions of dollars a year. The company obviously feels that there are clear payoffs available. One implication of the new manufacturing model is that companies can no longer afford the luxury of allowing their different arms to function semi-independently. Rather than coming up with an idea and “throwing it over the wall” to manufacturing, the new Holy Grail is that engineers and designers must know whether products they are creating actually can be manufactured by using computerized simulations that are part of “concurrent manufacturing.” The way this concept works is that the Computer-Aided Design systems in engineering are linked to process planning systems and to manufacturing systems, so that the company can simulate making a product even while it is still being


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“We want to integrate data to look at problems in the supply chain before they become problems on our production floor. We cannot afford to have an interruption.” designed and engineered. One outcome is that new products or new iterations of existing products can be introduced much faster, and a greater degree of customization of products can be accommodated. But all of it hinges on breaking down internal, bureaucratic walls. A similar recognition is that supply-chain managers cannot be one step removed from actual manufacturing, which is what Pratt & Whitney has discovered in East Hartford. There, on the second floor of its main headquarters building, Di Perna has created a war room where large monitors cover the walls with information about which suppliers have promised deliveries of parts on what dates. “We want to integrate data to look at problems in the supply chain before they become problems on our production floor,” Di Perna explains. “We cannot afford to have an interruption.” This is a particularly serious problem in aerospace, where lead times are often quite lengthy. “You order something today, and two years later it shows up,” he says. The supply-chain specialists in the room are using Microsoft’s extended customer-relationship management software to examine whether every supplier has ordered the raw materials to make the product that Pratt is expecting and whether the supplier has the capacity to get the job done. This is Big Data at its best because Pratt has access to many of its suppliers’ own computer systems. If a supplier has not ordered key materials or does not have an assembly line ready to go, Pratt knows it is at risk of suffering a disruption. If they suspect an “event” or disruption is about to occur, Pratt’s supply-chain mavens have two large monitors where they can schedule face-to-face consultations with suppliers. If reassuring answers are not forthcoming, the supply-chain specialists conduct an “escalation” until the potential problem reaches the top management levels of both Pratt and the supplier—in a hurry. “In a supply chain, there is data everywhere,” says Di Perna. “That’s a critical tool for us.” The Advent of Additive Manufacturing There are many other strands of the new generation of manufacturing that are emerging, including 3D printing. The technology behind this potentially revolutionary way of making parts by printing layer after layer of a given metal or plastic has existed for decades. However, it seems to have finally established a clear foothold, particularly in aerospace with General Electric, Pratt and Europe’s Airbus all using it. “Already planes are flying with 3D-printed parts in them,” says Dassault’s Comstock, a veteran of 25 years of manufacturing experience.

Imagine that rather than taking a block of expensive titanium and scraping and carving a part out of it—resulting in much of the titanium being wasted—a 3D printer can put down layers of titanium powder and seal each one so that the object has the characteristics of regular titanium—without wasting any of the precious metal. “You also could build products you’ve never been able to build before because of the technological limitations of machine tools,” Comstock explains. The ability for everything to communicate with everything else is another potential disruptor. “If the material you’re using to build something can talk to your systems and talk to your equipment, you can think about very different manufacturing models than you have today,” says Comstock. “This is an evolution from bar-code spanners to RFID tags to intelligent materials and machines in the future.” Machines will have “intelligence” thanks to a proliferation of different types of sensors. “A big machine tool,” he says, “will talk to the system and say, ‘Hey, I need to be maintained. I’m beginning to go out of tolerance.’” Managing such a world requires dramatically different computer systems because it demands multiple flows of data in different directions, rather than simply the flow of data from the assembly line to a centralized computer system. “If all the materials and all the machines in manufacturing are [communicating] and producing data, you’re talking about a model that will be difficult to manage with traditional systems,” says Comstock. Clearly, billions of dollars are being spent on transforming American manufacturing and many more billions will be spent as different technologies hit the plant floor. The new face of manufacturing will be far more productive and efficient, while allowing for greater tailoring of products, a trend called “mass customization.” Will it be a monopoly of large companies? Not necessarily. Big companies can afford IT departments and the brightest experts and consultants, but their sheer scale makes it difficult to quickly apply dramatic new ideas. Smaller and mediumsized companies may be able to embrace some aspects of Next Generation manufacturing more rapidly, giving them a firstmover advantage. “This is all about entrepreneurism,” says BCG’s Sirkin. “Small companies are figuring out how to do this and growing because [when they] figure it out, they can show others how to do it.” The bottom line? New technologies are transforming and improving manufacturing at companies of all sizes—making keeping up with the pace of change a competitive imperative.


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Emerson congratulates Doug Oberhelman on receiving the Leadership in American Manufacturing Award.


Smart Manufacturing in the Mid-Size Company

How big do you need to be to make intelligent machinery and processes work for your company? By Russ Banham The New Industrial Revolution promises big things for big manufacturers, but what about the tens of thousands of midsize companies making everything from components to original equipment? Are there enough smarts in “smart manufacturing” to go around for all manufacturers? The answer is an unequivocal “yes,” according to members of the Smart Manufacturing Leadership Coalition (SMLC), an organization at the forefront of the infusion of artificial intelligence into machines to transform the manufacturing enterprise. The coalition is composed of experts on the subject from academia and major companies like Owens Corning, Rockwell and General Motors. “Even some rudimentary information technology and modeling capabilities can go a long way for small and medium-size manufacturers,” says Jim Davis, UCLA’s vice provost, information technology and chief academic technology officer and co-founder of the SMLC. “The time is right for them to start getting involved.” Smart manufacturing is described as the convergence of enterprise IT with production IT. In this environment, disconnected and dumb machines no longer bang away at making things, completely segregated from the rest of the enterprise, supply chain partners and the demands of customers. Rather, the plant and the machines in it are integrated with data analytics software in the cloud to create agile, informative and demanddriven supply chains. In this environment, the entire manufacturing process moves in concert with the rest of the enterprise. “Smart manufacturers are those that have evolved from production processes involving intensive labor to highly automated processes,” says Keith Nosbusch, chairman and CEO of Rockwell Automation. “They’ve gone from isolated plant

operations to integrated, responsive supply chains.” By migrating away from traditional, vertical silos like manufacturing here and supply chain there and customer orders somewhere else, the entire process is realigned through automation. Benefits include faster time to market, greater agility and speed in responding to customer trends, improved asset utilization and predictive machine maintenance, among other gains. “Any company in the market to buy factory equipment today would be making a mistake not to pay a bit extra and buy smarter machines with microprocessors and an Ethernet port on the back side,” says John Bernaden, an SMLC member and director of corporate affairs at Rockwell Automation. “Even if you have no plan to plug in the equipment right now, some day you will want to do so because the intelligence deriving from that machine will be invaluable.”

Smarten Up This intelligence is gleaned from various sensors, and network-based data and modeling software embedded inside plant equipment to manage throughput, product quality, maintenance, inventory and the supply chain. This information is simultaneously integrated with other enterprise systems, infusing manufacturing intelligence throughout the lifecycle of design, engineering, planning and production. The supply chain benefits alone are enticing. By digitizing the production process and having this information flow to and from the plant and the extended enterprise, smart manufacturers can provide real-time visibility to suppliers so that the exact quantities of a particular part or component are delivered by a certain date, allowing for minimal excess


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inventory. “Systems simply know how to produce whatever is ordered, whenever it’s ordered,” explains Michael Yost, an SMLC member and president of MESA International, a manufacturing membership organization focused on driving greater productivity. “The workflow integrates all responsible personnel in real time, regardless of where they exist across the globe.” By hinging the supply chain to real-time and forecast requirements right at the manufacturing location, companies have greater flexibility to match production with demand, as well as more agility in delivering orders of varying order sizes. Any defects or drifts in a part’s tolerance also can be corrected immediately, reducing disruptive incidents caused by order changes.

Grabbing Manufacturing by the Antlers This expanded visibility into—and control over—production processes is evident at Moosehead Breweries, an early, midsize company that converted to smart manufacturing. The Saint John, New Brunswick, Canada-based maker of Moosehead beer has invested $35 million to date in a capital-investment program to improve manufacturing efficiency, beginning with its bottling plant. At the facility, bottles are pasteurized, filled, labeled, capped and packaged along a continuous loop of conveyor belts. The various machines along this loop are embedded with sensors coupled with data analytics software to improve quality, increase throughput, discern bottlenecks and reduce costs. Previously, human beings determined when to increase or decrease throughput. The shift to intelligent machines has enabled a 50 percent reduction in the brewery’s labor expenditures. The plant’s smart machines are integrated with Moosehead’s enterprise data systems, ensuring that the bottling operation (and eventually the company’s other plants) are linked to procurement, supply chain and financial enterprise resource planning (ERP) systems, thereby maximizing knowledge across the business. “We went from not a whole lot of automation to a huge amount,” says Luke Coleman, Moosehead brewery automation and controls specialist. Not every company has to implement a huge amount of automation. A first step in evaluating smart manufacturing is to determine factory pain points—the manufacturing problems weighing down the organization’s value proposition to customers and affecting its competitiveness. (See Sidebar: “Healing the Pain Points,” right). “Making this assessment should be a cross-functional team directed by a project champion,” says Denise Swink, CEO and chairman of the board of SMLC and an independent consultant. This integrated team should be peopled with experts from operations, IT, procurement, quality control, supply chain and engineering to study and discuss the manufacturing complications the organization currently confronts. “Perhaps the company isn’t managing the plant’s performance to an integrated set of Key Performance Indicators

HEALING THE PAIN POINTS Smart manufacturing can heal the pain points bruising many midsize manufacturing plants. “The trick is to start small by evaluating your current plant to determine where there are problems meeting performance objectives,” explains Don Busiek, general manager of manufacturing software at GE Intelligent Platforms. A common pain point is machine downtime for maintenance purposes. By leveraging data produced by sensors embedded inside plant equipment, operators can manage when it is best to schedule maintenance— obviously not during peak customer demand. Product quality is another challenge. “Say you are making a widget for an aircraft engine at a particular density, weight and size and the machine is cutting to these parameters,” Busiek says. “Sensors and statisticalprocess controls can tell you if you’re making the cuts at the precise dimensions—right down to one one-millionth of an inch, for instance.” Throughput is another problem area—knowing why there are bottlenecks and where—to ensure manufacturing schedules are optimized across the plant. Again, sensors and software can provide this vital information, which typically required physical inspections in the past. Supply chains can be optimized by integrating the plant IT systems with enterprise systems managing suppliers, procurement, inventory and working capital. “You can look from the front end to the back end into everything on a dashboard, whereas you didn’t have that capability 10 years ago,” Busiek says. As an example, he cites a manufacturer of aircraft engines. Thousands and thousands of parts occupy a single engine, which are provided by hundreds of suppliers and involve multiple assembly plants. “If you find a non-conformance—some sort of defect in a tiny widget—previously your supply-chain managers were making hundreds of phone calls trying to track down where the defect was generated,” Busiek says. “That could take weeks of effort; meanwhile, manufacturing is at a relative standstill,” he adds. “Now, imagine being able to have a dashboard that shows you where every part came from, at what point in time, the quality checks performed on that part and who provided [those] checks.” Instead of weeks on the phone trying to diagnose the pain point, the information is there in a couple of hours. Says Busiek, “With a mobile device, you can learn all this at any time of the day—in real time.” In today’s breakneck speed of business, curing the pain fast is the best cure of all.


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MIDDLE MARKET (KPIs) for a crucial step in their operations; but instead, [it] is managing just to productivity and cost,” Swink explains. “Once the team agrees to identify and manage to an integrated set of KPIs then data prioritization, targeted sensor infusion, and the selection of smart systems and intelligent machines can help you do that.” This optimized plant environment better manages such factors as energy, water, quality, safety and yield to achieve desired outcomes. “Let’s say, for a certain customer, the issue is quality,” Swink explains. “You can manage the plant to improve quality by taking a minor hit, say, on energy or water costs involving this customer. These are informed decisions... It all depends on the company’s particular goals, which in most cases are driven by its customers.” Moosehead launched its smart process with a crossfunctional team in charge. Wayne Arsenault, VP of operations and human resources, says the group initially benchmarked competitors of similar size to discern possible performance improvements, only to learn that a sensor here and there would not provide the broad, competitive advantages the company sought. “Simply tweaking the plant was not an option; we needed to make a fundamental shift in how we utilize our assets, which required a multi-year investment in the physical transformation of our bottling line,” he explains. This transformation involved the use of sensors on the conveyor line to determine a jam in the flow of bottles. “We use photo cells similar to the sensor preventing a garage door from coming down on your car to see when bottles are bunching up,” Coleman explains. “The operator receives a red or yellow light on the dashboard telling him there is a problem at a particular juncture along the conveyor line, and [he] can then slow it down. Previously, we’d have to shut down the entire system and have someone physically inspect the problem.” Sensors accompanied by real-time data analytics have long been used in military and commercial helicopter engines to predict failure risks, notes Phil Shelley, former CTO at Sears Holdings and current president of Newton Park Partners, a data analytics firm. “Obviously, the failure here can be catastrophic. By embedding sensors and real-time computing techniques to analyze vibration and other performance metrics, vital repairs can be done before it is too late.” At GE, massive physical machines like wind turbines are embedded with highly sophisticated sensors to determine their internal health. The sensors produce real-time data on water temperature, oil pressure, vibration and microscopic metal fragments in the ambient environment. Predictive data analytics systems model this wide-ranging data to determine the machine’s operational efficiency. “Obviously, knowing weeks, if not months, in advance that a wind turbine will need to be out of commission for a repair is a lot better than finding out today,” says Don Busiek, general manager of manufacturing operations management software at GE Intelligent Platforms.

Challenges abound, chief among them is a dearth of “skilled workers or ‘smart’ people who know how to use all these IT-driven machines.” Sensors also drive quality enhancements and waste reduction. Shelley cites the use of sensors in the injection injection-molding business, where the porosity of plastic can cause a product failure. “By using sensors and algorithms to optimize pressures, temperatures and other parameters in the injection-molding machine, you can ensure that enough plastic is injected at the right pressure to eliminate the risk of cavities,” he explains. “This improves the quality of the molded product and reduces waste, and it all happens in real time.”

Staying Dumb All this sounds too good to be true; and in a way, it is. Companies don’t simply flip a switch and become “smarter.” Challenges abound, chief among them is a dearth of “skilled workers or ‘smart’ people who know how to use all these IT-driven machines,” Bernaden says. Swink cites another impediment. “One of the most daunting tasks in any manufacturing operation is to really know and understand the data you already have, use it effectively to make more informed decisions, and then determine what else you should collect and know about,” she says. “The compartmentalization organizationally and process-wise is a huge obstacle in doing this.” Some organizations are holding back for the time being on intelligent machines until their workforce and organizational structures are ready. “Talking with a CEO of a $60 million metal-parts fabricator recently, I asked him why he didn’t buy one of the new, automated welders that could increase his output with higher-quality products,” Bernaden says. “He said he couldn’t find someone with the combined programming skills and welding skills necessary to operate it.” He adds, “Not many welders have IT skills, too. But that’s what it’s going to take to program, operate and maintain these smart machines in smart factories.” Nevertheless, there are plenty of reasons for companies to make the leap now, despite the hurdles. According to a December 2013 survey of manufacturers by the American Society for Quality, only 13 percent have implemented smart manufacturing within their organizations. However, of the ones that did, 82 percent gained greater efficiency, 49 percent reported fewer product defects and 45 percent increased customer satisfaction. The payoff may be well worth it.


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powerful leadership

Our global teams at Honeywell have benefited directly from the high standards and innovative approach you have set for your team and your partners. It’s these qualities that make you the recipient of the 2014 Leadership In American Manufacturing Award. The impact of your ingenuity, resilience and integrity extends beyond geographic and industry boundaries. Congratulations, Doug!

Visit our website: Š 2014 Honeywell International Inc.

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7 Tips to Successfully Recruit Top Manufacturing Talent As the economy continues to slowly improve, the battle to attract and retain top management and technical talent is once again heating up. Successful mid-market manufacturing companies shared some of their best practices for attracting and retaining their key people with hard-to-replace skills and abilities. 1.



Lose Your “Just-in-Time” Mentality. Recruiting top talent is a journey, not a destination, and must be sustained over time. You must be on the hunt constantly, not just when you need someone. Develop relationships with students early in their academic careers, as the best students are often “locked up” by their junior years. This also means hiring opportunistically, sometimes even ahead of your plans, to grab a hot prospect. Step Up Your Commitment. Large employers are routinely spending $40,000-$50,000 per hire, so you need to show recruits that you are a serious alternative. This doesn’t mean you need to spend what they do, but your “B” game will no longer cut it. Play to Your Strengths. Remember you are competing against industry giants in hot industries, so highlight your strengths. Sell them on your community (Under Armour, for example, does a fantastic job selling the advantages of working at a mid-sized, Baltimore-based apparel company). Or emphasize that new recruits have significant





responsibilities and the opportunity to have immediate impact—a path not available at bigger companies. Recognize That You Are Not In the Drivers’ Seat. In the good ’ole days, employers held the cards and candidates were made to jump through (often asinine) hoops. Today, top talent has choices, so swallow your pride, show them the respect they deserve and get into “sell” mode. Elevate Your Mission. A good mission beats better compensation and fancier offices nearly every time in today’s world. So if your mission doesn’t inspire passion, think harder and get back to the drawing board. Paint Them a Picture. Give recruits a challenging environment with a defined growth path and help them fulfill their potential. But also recognize that young people plan to change jobs every few years, so make a two-year commitment at your firm to provide an attractive learning opportunity for great candidates. Feed the Whole Person. Today’s candidates don’t compartmentalize work like they used to. This means that, in addition to being available 24/7, they increasingly see work as a place to fulfill aspirations like community service and meaningful friendships. So get to know your people personally, praise them often and, of course, reward results.

Russ Rogers recently joined Chief Executive Network (CEN) as Managing Director of the Manufacturing Group. CEN is the peerto-peer membership organization exclusively for manufacturing presidents and CEOs, devoted to helping them improve their effectiveness and gain competitive advantage by learning from the experiences of their peers. Russ has deep expertise in manufacturing management: As divisional president of Essentra Porous Technologies, Russ oversaw growth of the business from $33 million to $164 during 11 years through a combination of product and technology diversification, business model change and globalization. The business grew to include six factories with customers in more than 64 countries and approximately 550 employees. Russ can be reached at or 804.234.4024.


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Developing Your Future, Smart Workforce How CEOs are solving the shortage of young, skilled workers threatening manufacturing gains. By William J. Holstein Ted Toth is the third generation of his family to run a small precision-manufacturing company in Pennsauken, New Jersey, located in a working class suburb east of Philadelphia. The Toth company was recently purchased by a larger company called Rosenberger and is now called Rosenberger-Toth, but Ted Toth is still vice president and managing director, which means that the problems of running a plant fall to him. The company makes antennae parts for global-positioning-system satellites and sells them to Lockheed Martin. With 35 employees, Rosenberger-Toth does about $6 million a year in sales. It’s highly precise work because the satellites are positioned 200 miles above the earth’s surface and can never be repaired. Their antennae either work perfectly or they don’t work at all. Forget about tolerances measured in millimeters. These devices have tolerances within a nanometer. The problem is that it takes more computerized machines and related software to make the antennae parts; and therefore, it takes more sophisticated operators to run the machines— who are increasingly difficult to find. “That’s the trouble with the skills gap,” says Toth. “The technology is growing at [such] a [fast] pace that the training can’t keep up with it. Instead of blue collar workers, who work with their hands and backs on a production line, we now need ‘blue-tech’ workers who use their heads and use technology like computerized machines and robots.” Toth will need to hire several new workers in coming months,

but schools in the area are not developing enough candidates for him. The company hosts a “Manufacturing Day” each October for students from the Pennsauken High School that does attract job seekers—but they are not yet ready to operate the machines immediately after graduating. Toth, who made one entry-level hire recently from Camden County Community College, says he finds that community colleges in his area don’t have high enough graduation rates and don’t train on the latest equipment. “It’s going to be difficult to find the people,” he says. “We currently have to steal them from other shops.” Toth knows whereof he speaks partly because he is the new chairman of the board of the National Tooling and Machining Association, which has 1,400 members with an average of 30 workers. They are thus one of the backbones of the industrial economy and all of them have the same problem of finding workers. “The image of industry is one of the biggest problems we have,” he adds. “Most people think of manufacturers as having smokestacks and dark, dirty and dangerous environments. We’re very clean, modern and computerized. But kids see the images in movies and don’t want to get their hands dirty.” The problem of attracting younger, skilled workers to replace Baby Boomers, who are retiring, is serious enough that it may threaten the ability of small and medium-sized manufacturers to continue to eke out productivity and quality gains, says, a New York-based company that


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connects buyers and sellers of industrial and commercial products. In late 2013, it surveyed 1,209 executives from companies with fewer than 100 employees and less than $10 million in revenue and concluded that the “manufacturing sector’s ‘biological clock’ is ticking away.” Among companies surveyed,’s president Eileen Markowitz says there is a “lack of urgency when it comes to filling their pipeline of talent.” Overall, manufacturers now face 600,000 to 1 million job openings, according to various estimates. Perhaps only 10 to 20 percent of major manufacturers have adequately addressed the challenge of securing new flows of young, skilled labor, estimates George Bouri, global board member and managing principal for the Americas Region at consulting firm Trascent in New York. “We Americans are laggards in this area compared with Japan, the Southeast Asians, Germany and Switzerland. Smaller manufacturers face even greater odds because they may not be able to afford to have large human resource departments and can’t afford programs in high schools and community colleges that big companies such as Boeing, IBM and Intel can.”

A Brave New Work Force? The enormity of the challenge is captured in the contrast between what consultants describe as the ideal environment for young workers and the realities of managing a factory. “The entire manufacturing apparatus—from recruitment to retention—is still built to the industrial era,” says Bouri. To attract Millennials, manufacturers have to recognize that they are looking for “knowledge workers” and cater to their needs, he argues. That means workers should have flextime and be able to dial in to work during a family or life event. Training, benefit and retention programs have to be oriented toward them. “They have different expectations of the work experience,” Bouri adds. “They want rotation and growth.” He cites what Google did in taking an ugly high-tech building and turning it into the highly vaunted Googleplex. “We now have to cater to a workforce that will work longer, more flexible hours but are looking for an experience at work that their parents and grandparents didn’t expect,” he adds. They want better dining options, places to exercise and to read and transportation incentives. However, tell that to a hard-core manufacturing guy like Toth. “Some students came through here and asked, ‘Where’s your game room?’” he recalls with an air of obvious disbelief. The notions of flextime and onsite day care are equally beyond the pale in his view. “We have $500,000 machines,” he explains. “If somebody doesn’t come in, you still have to produce a certain number of parts to make payroll. We have to have structure. We can’t have kids running around. It’s a lot more rigid a system” than young people may think. To fill the vacuum, manufacturers are relying on a potpourri of devices. Many encourage visits from high schoolers and even middle schoolers to try to capture their imagination about making things that help others. Teachers also are targets because they need

to be reminded of the value of Science, Technology, Engineering and Math (STEM) educations. Getting through to high school counselors about the choices that students face—whether to incur the debt of going to a four-year university or to take more practical work-oriented routes—is also key. Many manufacturers reach out to community colleges and work with them to shape their curricula so that students obtain skills that are immediately valuable. In some cases, companies donate equipment to community colleges and send executives or employees to teach classes or to mentor promising students. CEOs say it’s increasingly important that students at community colleges learn certain skills sets and then take a test to prove their mastery of that subject. They are issued a credential for a course of, say, eight to 10 weeks. That way, even if they don’t graduate, they can demonstrate that they have specific credentials. Many companies also offer summer internships and apprentice programs for new employees that mimic Germany’s famous apprenticeship programs. In fact, German companies with extensive operations in the U.S., such as Siemens, are replicating some of their apprenticeship programs here. Siemens opened what it calls the world’s most advanced gas-turbine plant in Charlotte, North Carolina, in 2011 but had difficulty in finding people to operate it. In particular, the company needed people trained in mechatronics, a new interdisciplinary profession that includes mechanical, computer and electronic engineering with software control and system design. The company developed a skills-assessment method and trained or retrained 500 people during the ramp up of the plant, says Eric A. Spiegel, Siemens USA president and chief executive.

Rosenberger-Toth’s Ted Toth


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Rodon Group’s Michael Areten

In addition, it created an apprenticeship program with Central Piedmont Community College. “Currently, there are a couple dozen recent high school graduates and veterans who are sitting in a classroom in Charlotte learning about advanced mechatronics,” Spiegel says. “These students are in the second year of a 3½ year apprenticeship program. They attend classes on advanced mechatronics half of the time.” The other half of the time, they work in the plant. Siemens pays the students throughout this period and they will receive a certificate from the state of North Carolina that says they are trained in mechatronics. “They are guaranteed a job in our plant when they graduate,” Spiegel explains. The starting salary is $55,000 a year.

Assessing Apprenticeships At least some CEOs of small and mid-sized companies appear to be imitating aspects of the German system—but on a highly localized basis rather than on a national one. One is Michael Araten, CEO of the Rodon Group, a privately held, mid-sized company that makes an impressive 5 billion to 6 billion customized, plastic products each year for the medical, pharmaceutical, consumer-products, construction, food and toy industries. Rodon has about 200 workers in its vast factory in Hatfield, Pennsylvania, which is equipped with highly specialized equipment that runs 24 hours a day. The company has two specialists on staff who help develop the software that controls the company’s advanced robots. “We’ve tried to address the pipeline of talent through apprenticeship programs, summer internships and partnerships with local trade schools and community colleges to help them understand what our needs are,” Areten says. One particularly innovative action his company has

taken is to help create a consortium of 100 manufacturers in Montgomery and Bucks counties called the Bucks-Mont Manufacturing Consortium. It is a non-profit organization led by Rodon’s head of human relations. HR representatives from other companies volunteer their efforts, as well. The consortium works with the state government and with federally funded workforce-development boards to tap whatever government funds are available to pay for training at community colleges and other institutions. In this geographic area, at least, community colleges seem to be cooperating in the push to train new workers. Areten’s workforce has grown from 140 to 200 people in recent years and he anticipates that number will increase to 250 people over the next four years—assuming the company achieves its growth targets. “I think we’re going to be in good shape,” he says. “We will make sure we’re first in line at community colleges and trade schools.” But more fundamentally, he says he perceives a shift in how average Americans are beginning to calculate their life choices. “Look at North Dakota,” he says. “People [there] never considered that they would work in energy, but now people are clamoring for those jobs.” Parents and their children also are beginning to recognize that four years of university education could leave them with six-figure debt levels and that manufacturing jobs pay 30 to 40 percent more than retail jobs, he says. “People go where the opportunities are,” Areten concludes. “Manufacturing is becoming a more viable option than it has been in a long time.” Bottom Line: Manufacturing jobs are no longer old-fashioned positions on the assembly line. CEOs looking to expand and improve their manufacturing must pay keen attention to from where the workers will come.


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2014 Leadership in American Manufacturing Award “In its 85-year history, Caterpillar has reshaped the processes of using, managing and owning heavy equipment,” said Chief Executive’s Marshall Cooper in presenting Doug Oberhelman, CEO of Caterpillar, with the magazine’s 2014 Leadership in American Manufacturing Award. “Whether it’s next generation power trains, alternate fuels or engine efficiency, Cat is leading the way.” Since assuming the CEO role in 2009, Oberhelman has integrated sustainability into Caterpillar’s core businesses, accelerated investment in R&D and strengthened the company’s balance sheet despite a difficult economic climate. Prior to steering the company as CEO, Oberhelman held a wide range of roles

First Lastname, and First Lastname

during a 34-year career with Caterpillar, including principal roles in South America and Asia. “Both professionally and personally, Doug is also incredibly generous with his time and expertise, serving as a trustee in the Easter Seals Foundation and as chairperson of the National Association of Manufacturers,” Cooper said. “For all these reasons it is our great honor to present him with this award.”

Chief Executive’s Marshall Cooper, Caterpillar’s Doug Oberhelman, Chief Executive’s Wayne Cooper and Chief Executive Network’s Bob Grabill


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Highlights from the 2014 CEO Smart Manufacturing Summit A renaissance is taking place in manufacturing—and participation is mandatory. Adopting advanced technology is no longer an option for manufacturing companies, agreed CEOs gathered to share insights about smart manufacturing at Chief Executive’s second annual Smart Manufacturing Summit. Once the purview of progressive companies that looked to innovative technology to gain an edge, smart manufacturing practices that can increase yields and boost productivity are now a necessity to stay competitive. As Caterpillar CEO Doug Oberhelman told the 200-plus C-suite executives gathered for this year’s Summit, “Disruption is going on in so many industries—Amazon is talking about delivering groceries, Google is moving into robotics. We don’t know where all of this is going but we do know that competition is coming and it will continue to get worse and worse—or rather better and better.” The articles to follow offer takeaways from three presentations given at the Summit. (Additional coverage of the seminars, events and panels can be found in the July/August issue of Chief Executive.)

Tactics for the New World of Manufacturing All too often, manufacturing companies work feverishly to improve the manufacturing process while their marketing practices languish in the Dark Ages. These five steps can bring your sales side up to speed. 1. Build a universal customer profile. The Internet has empowered customers to the point where 57 percent of the buying process is occurring before your customers even reach out to you. CRM tools can capture a lot of information, but they can’t tell you about people you have yet to engage. To truly understand your market you need to look deeper at web visits, interaction on social media and so on. 2. Be relevant. Providing potential customers with content that will move them down the funnel towards a purchasing decision means serving them the right content at the right time via the right channel and via the device of their choice. 3. Automate. Look for ways to automate repetitive tasks so that your marketing department can focus on higher value tasks such as designing rich content and better customer experiences. 4. Avoid mixing. Be wary of one-off marketing apps that won’t play well together in favor of tools that are well integrated from both a workflow and a data-reporting standpoint. 5. Measure. A modern marketing platform should allow for the measurement and benchmarking of not only engagement metrics but also of the return on marketing investment. —Pierre Custeau, Senior Director of Manufacturing, Oracle Marketing Cloud

What IBP Can Do for Your Company One of the big impediments many growth-oriented companies face is the formation of functional silos that break the link between strategy and execution. Integrated Business Planning (IBP)—an executive planning and decision-making process focused on aligning stakeholders across an organization to help them work toward meeting customer demand and achieving corporate performance and profitability goals—can help address this issue. The process begins with the creation of an overarching game plan by a team made up of senior members of various organizational units, who use information on ordering patterns and field information to forecast demand and develop a plan to meet it. That plan is then reviewed against performance on a monthly basis to identify and correct any imbalances. Unlike Sales & Operations Planning processes (S&OP), IBP integrates finance into that monthly review process to create a profit-optimized supply-demand balanced plan. Equally important is a commitment from top manager to “walking the talk.” The result? According to a study by Aberdeen Group, companies that employ this process report a host of benefits, including improving sales forecast accuracy, SKU rationalization, inventory reduction and improving inventory turns. —John Macrae, Principal of CohnReznick Advisory Group

Building a Better Work Force A Q&A with Scott Shaw, president and COO of Lincoln Education. What can manufacturing employers do to attract talent and retain that talent? After pay and benefits, our students also want to feel like they can progress within their company and that the companies are doing something that’s really worthwhile. A lot of these students struggle to cover the cost of vocational training. How can employers help in that area? Students always want to repay their loans as quickly as possible. It’s helpful is when companies offer some sort of incentive, whereby students who achieve a certain GPA or a certain attendance record may get a special sign-on bonus that helps them repay their educational loans more quickly. What are some of the skills that today’s manufacturing companies seek? We are set up to teach the hard skills, such as welding or running machinery, but we hear time and time again that employers are also looking for soft skills. Everything is more collaborative these days, so you need communication skills and to be willing to constantly learn and advance. Companies also check attendance records because they want to see how dependable the students will be as employees.


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Chief Executive’s 2014 Manufacturing Buyer’s Guide 3D PRINTING 3D SYSTEMS / 800-793-3669 Leading provider of 3D contentto-print solutions, including 3D printers, print materials and on-demand custom parts services.

BAKER TILLY / 312-729-8000 Manufacturing and the movement of product is the backbone of this country. An understanding of the process and the industries manufacturers serve separates Baker Tilly from its peers.

ENVISIONTEC, INC. / 313-436-4300 A global provider of 3D printing solutions for the rapid manufacture of customized products utilizing its proprietary consumables across a variety of markets.



BKD / 505-761-8250 / 417-831-7283

A recognized leader in the field of additive manufacturing, a revolutionary approach that has proven advantages in reducing cost, improving functionality and shortening time to market.

National Manufacturing and Distribution Group advisors concentrate on strategy development, operations excellence, organizational improvements and information support systems.


CBIZ / MHM / 952-906-2725 / 216-447-9000

Manufactures 3D printers and materials for prototyping and production. Systems include affordable desktop 3D printers for idea development, a range of systems for prototyping and large production systems for direct digital manufacturing.

SOLIDSCAPE / 603-429-9700 Helps small and medium-size businesses gain a competitive edge by adopting 3D printing solutions.

STRATASYS / 877-773-9663 / 952-937-3000

Pioneered the evolution of nontraditional manufacturing and yielded a new generation of rapid production technology in the field of additive manufacturing, as well as advanced micromachining processes.

Manufactures 3D printers and materials for prototyping and production. Systems include affordable desktop 3D printers for idea development, a range of systems for prototyping and large production systems for direct digital manufacturing.

FINELINE, A PROTO LABS SERVICE /877-479-3680 Offers high-quality stereolithography, selective laser sintering and direct metal laser sintering services to corporate customers in a wide variety of industries.

ACCOUNTING BDO USA / 312-240-1236 Manufacturing and Distribution practice combines accounting, tax and business advisory experience with industry prowess to help businesses address their challenges and capitalize on opportunities.

Understanding the complexities of the manufacturing industry enables CBIZ to assist middle market companies in achieving their short- and long-term goals.

CLIFTONLARSONALLEN / 888-529-2648 Passionate about improving the competitiveness of the U.S. manufacturing and distribution industries by helping business owners achieve their dreams.

COHNREZNICK / 212-297-0400 Has an extensive track record providing tax, audit and business consulting services tailored to a range of manufacturing and distribution sectors.

and add value by identifying areas for improved efficiencies/operating effectiveness.

EISNERAMPER / 212-949-8700 Believes in close collaboration with clients, providing them with the insight and awareness to make the best business decisions and seize growth opportunities.

GRANT THORNTON / 312-856-0200 Business advisory, tax and audit professionals help organizations drive the innovation required for success in today’s market.

KPMG / 212-758-9700 Serves clients throughout the global manufacturing sectors; possesses a deep knowledge of the issues, business structures and operating models that leading companies must consider as they face the challenges of the post-recession world.

MARCUM / 212-485-5500

CROWE HORWATH / 312-899-7000 Works with manufacturers and distributors around the world to create solutions that help boost capacity and customer value without increasing fixed costs.

DIXON HUGHES GOODMAN / 877-761-1126 Manufacturing and Distribution Group offers quality services designed to meet business needs

Serves manufacturing-driven and consumer-pulled businesses and delivers an array of financial reporting, tax compliance and business consulting services linked by common supply chain principals.

MCGLADREY / 800-274-3978 Combinines industry knowledge, deep resources and personalized service to offer solutions that reduce costs, increase efficiency and maximize profitability.


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PLANTE MORAN / 312-207-1040 Manufacturing and distribution practice is one of the largest in the nation, with more than 2,000 clients representing nearly every manufacturing sector.

PWC / 646-471-4000 Industrial manufacturing practice comprises a global network of industry professionals who provide assurance, tax and advisory services to manufacturing companies around the world.

RGL ADVISORS / 972-505-3830 Delivers strategic insights that help clients achieve business objectives, navigate competitive and regulatory landscapes, address corporate opportunities and challenges and execute financial initiatives.

SIKICH / 630-566-8400 Enables clients to experiment with new ways to increase profits and maximize shareholder wealth by discussing financial and operational situations, and providing accounting, advisory, technology or other services that help them compete effectively in the manufacturing and distribution marketplace.

commerce, security, advice, technical documentation, training, compliance, regulatory risk and data security.

CAPITAL ONE / 703-720-1000 Provides term loans and lines of credit, commercial real estate, loan syndications, asset-based lending, equipment finance, receivables solutions, payable solutions and liquidity management.

CITI / 212-559-1000 Offers cash management, loans, international services, payments, trade finance, employee banking, receivables, deposit accounts, investments, lines of credit and business checking.

FIFTH THIRD BANK / 800-972-3030 Provides private banking, Integrated payables solutions, global cash solutions, financing solutions, payroll services, health savings accounts, retirement planning accounts and business transition services.

FIRST REPUBLIC BANK / 415-392-1400 Offers checking, money market, savings, treasury services, employee benefit administration, business lending, commercial real estate lending, foreign exchange, term loans and partner loans.

NORTHERN TRUST / 866-876-9944 Provides asset class capabilities, investment solutions, index management, multi-manager programs, commission management, securities lending and transition management.

UNION BANK / 415-765-3434 Offers loans and lines of credit, global financing, asset-based financing, payables services, receivables services, fraud prevention services, specialized financing and trade finance.

WELLS FARGO / 866-878-5865 Commercial loans, asset-based lending, equipment financing and leasing, accounts receivable financing, real estate financing, trade finance, public finance and municipal markets fraud-fighting strategies.

EDUCATION/ TRAINING CAREER ME MANUFACTURING Helps people connect and learn more about different career pathways that help prepare for a wide variety of advanced manufacturing occupations.

WITHUMSMITH+BROWN / 609-520-1188


A specialty in manufacturing has brought a deep understanding of the business and the ability to lead clients to solutions that will strengthen their position. / 212-270-6000


Provides asset-based lending, capital raising, commercial term lending, community development banking ESOP, equipment financing, global trade, leasing solutions and commercial mortgages.

KEY BANK / 216-689-5580

BANK OF AMERICA / 704-386-5681 Provides affinity banking, merchant services, payments,

Offers payroll, health savings accounts, general ledger reporting, accountant access to payroll, Section 125 Plans, benefit accruals, background screening and data security.

LINCOLN EDUCATIONAL SERVICES 800-793-3669 Lincoln’s approach to education is to provide hands-on training, focusing on career-specific technical skills.

TOOLING U / 866-706-8665 Offers diverse training resources that includes professional consultative services, online training content, instructor-led training, book and video content and industry-backed certifications.

HARDWARE AUTOMATION ABB / 919-856-2360 Global leader in power and automation technologies, providing a broad range of products and solutions.

ADEPT TECHNOLOGIES / 925-245-3400 Designs, manufactures and markets robots for the electronics, telecommunications, appliances, pharmaceuticals, food processing and automotive components industries.

AEROVIRONMENT / 626-357-9983 Technology solutions provider that designs, develops, produces, operates and supports an advanced portfolio of Unmanned Aircraft Systems and electric transportation solutions.

AMETEK / 610-647-2121 Global leader in electronic instruments and electromechanical devices with 120+ manufacturing locations and 80+ sales/service locations in nearly 30 countries.

BARRETT TECHNOLOGY / 617-252-9000 Designs and develops robotic manipulators, such as their first haptic robot arm, WAM.

CAMERON / 713-513-3300 A leading provider of flow equipment products, systems and services to worldwide oil, gas and process industries.

CANON SOLUTIONS AMERICA / 800-815-4000 Representing the combined strengths of Canon and OcĂŠ, the newly expanded portfolio of solutions is a leader in the industry.


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EPSON / 800-553-6387 / 562-290-5910

Cisco hardware, software and service offerings are used to create the Internet solutions that make networks possible—providing easy access to information anywhere, any time.

CITIZEN SYSTEMS AMERICA / 800-421-6516 The U.S. subsidiary of Citizen Systems Japan, a global manufacturer of mini-printers, industrial printing solutions, quartz crystals and oscillators.

DANAHER /202-828-0850 Global science and technology innovator committed to helping customers solve complechallenges and improve quality of life around the world.

DELL / 512-338-4400 Dell’s next-generation high-performance manufacturing solution enables efficiency and innovation with strategies aimed at accelerating manufacturing excellence.

EMERSON ELECTRIC COMPANY / 314-553-2000 Emerson combines industry knowledge, manufacturing expertise, and technoogical innovation to offer a broad portfolio of products and services to our customers across a wide range of industries.

ENDRESS+HAUSER / 888-363-7377 Endress+Hauser is a global leader in measurement instrumentation, services and solutions for industrial process engineering.

Helps top manufacturing companies reduce production costs, improve product quality, increase yields and help increase their bottom line.

FLOWSERVE / 972-443-6500 A world leader in supplying pumps, valves, seals, automation and services to the power, oil, gas, chemical and other industries.

FUJI MACHINE AMERICA / 847-821-2432 Sales and support for robot integrated machine tools. Committed to creating equipment that provides reliable solutions for customers.

GE / 203-373-2211 GE works on things that matter. Finding solutions in energy, health and home, transportation and finance. Building, powering, moving and helping to cure the world.

HONEYWELL / 877-841-2840 Honeywell invents and manufactures technologies to address tough challenges linked to global macrotrends such as safety, security and energy.

HP / 866-625-0242 Helps manufacturing businesses transform with targeted solutions that drive IT optimization and enable better performance in key manufacturing processes.

INVENSYS /713-329-1600 A global technology company that works with industrial and commercial customers to design and supply advanced technologies.



as NI LabVIEW and modular cost-effective hardware. / 201-825-4000


A leader in enterprise content management, technology optimization and cloud services.

Provides customized printing solutions for various sectors of the manufacturing, transportation and logistics industries.

KUKA / 866-873-5852 Core competencies include development, production and sale of industrial robots, controllers, software, linear units and omniMove™ omni-directional motion platforms. / 800-654-3282

PANASONIC FACTORY SOLUTIONS COMPANY OF AMERICA / 847-637-9600 Operates under the Panasonic Corporation—a global manufacturing leader known worldwide for innovation and quality.

LEXMARK INT’L / 859-232-2000 Provides solutions that streamline business workflow and make teams more efficient. Managed print services for manufacturing offer a smart solution for business productivity.

MINICOM / 888-486-2154 Global leader of Remote Access Management and professional KVM over IP solutions for data centers, server rooms and rack environments.

MKS INSTRUMENTS / 978-645-5500 A global provider of instruments, subsystems and process control solutions that measure, control, power, monitor and analyze critical parameters of advanced manufacturing processes to improve process performance and productivity.

NATIONAL INSTRUMENTS / 877-388-1952 Transforms the ways engineers and scientists design, prototype and deploy systems for measurement, automation and embedded applications. Empowers customers with off-the-shelf software such

PANASONIC INDUSTRIAL / 201-348-2517 Provides technology and engineering resources to enable manufacturers to plan and build world-class solutions to meet their customer needs.

RETHINK ROBOTICS / 617-500-2487 A new kind of robotics company with a mission to create a new kind of manufacturing robot.

ROBOTIQ / 888-762-6847 Designs and manufactures flexible electric robot grippers with unique agility and versatility for robots in the manufacturing industry.

ROADNARROWS / 800-275-9568 Sells and provides technical support for some of the most popular robotic product lines used by the academic and research community worldwide.




CSG INVOTAS / 312-395-5000 / 414-382-2000 / 949-462-6000

The world’s largest company dedicated to industrial automation and information, making its customers more productive and the world more sustainable.

Provides document imaging, information workflow and business communications products and services that exceed expectations.

Provides solutions for Big Data, business process outsourcing, analytics, green IT, cloud service, consulting services, mobile solutions, procurement, service integration, service management and supply chain management. / 404-705-2800


TOSHIBA INTERNATIONAL CORPORATION / 941-556-2601 A diversified growth company that provides engineered products and solutions for global niche markets.

SAMSUNG SDS / 201-229-4456 Mission is to speed “the informationization of industry and the industrialization of information” and deliver “customer success through ICT innovation.” / 800-231-1412 Provides application solutions to a wide range of industries including industrial, power systems, transmission and distribution systems and LED lighting systems.

XEROX / 203-968-3000 Provides business process and outsourcing solutions to leading manufacturing companies.

SCHNEIDER ELECTRIC / 847-397-2600 Delivers efficient solutions that optimize energy performance while conserving resources.

SIEMENS CORPORATION / 800-743-6367 The U.S. subsidiary of Siemens AG, a global powerhouse in electronics and electrical engineering.

STAUBLI / 864-433-1980 Manufactures textile machinery, quick release couplings and robotics systems.

TELEDYNE INSTRUMENTS / 805-373-4545 A leading provider of sophisticated electronic components, instruments and communications products.

YOKOGAWA ELECTRIC us/ 281-340-3800 A leading manufacturer and supplier of test, measurement, field instrumentation, process control and information products.

IT CONSULTING ACCENTURE / 877-889-9009 A management consulting, technology services and outsourcing company that helps its clients become high-performance businesses and governments.

ATOS S.E. / 914-881-3000 Offers solutions relating to big data, cloud, consulting technology, cyber security, ECM, media solutions, outsourcing, SAP sustainability, testing, business process, smart mobility, social collaboration, sustainability.

Specializes in cyber security, data acquisition, data rule application, data distribution, multiple storage solutions, security controls, planned actions and rapid response.


CDW CORP / 847-465-6000 Offers assessment, planning & design, client computing installation, data center installation, network installation, security center installation, Microsoft accelerators and visual solutions installation. / 650-241-3501 Offers cloud endpoint backup, mobile workforce data protection, device refresh and OS migration, eDiscovery for endpoint data, BYOD enablement, healthcare and pharma.

EMC / (508) 435-1000

COGNIZANT TECHNOLOGY SOLUTIONS / 201-801-0233 Provides analytics, application services, business process services, cloud, consulting, customer relationship management, digital security and privacy, interactive, IT infrastructure services and supply chain management.

COMPUWARE / 313-227-7300 Offers application performance management, mainframe solutions, automated testing and auditing, developer productivity, interactive analysis and debugging, fault management and test data management.

COMPUTER SCIENCES CORPORATION / 703-876-1000 Specializes in cost containment, business process transformation, enterprise security, agility, harvesting Big Data, mobile workforce, regulatory compliance, time to market improvement, profitable growth.

Specializes in Information Technology as a Service (ITaaS), enterprise content management, information protection services, resource management services, RSA security.

FUJITSU / 408-746-6000 Helps translate IT Into business, including application services, business services, cloud solutions and services, dynamic infrastructure, managed infrastructure services, product support and retail services.

IBM GLOBAL BUSINESS SERVICES / 914-499-1000 Offers services related to application innovation, business analytics, IT services, outsourcing, security, software, strategy, technical support, cloud, data center, integrated communications and enterprise mobility services.


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ARAS CORP. / 816-960-9000 / 978-691-8900 / 317-872-3000

Designs custom insurance and risk management programs for manufacturers of steel, paperboard boxes, skincare treatments, boats, agricultural equipment and dozens of others.

Offers a wide range of PLM software solutions that enable performance driven companies to improve innovation, collaboration and coordination on a global scale.

Provides unified communications, business process automation software and services, cloud contact center, professional services, support services, managed services, education services.

NCR / 937-445-5000 Offers services related to ATM banking software, ATM security, banking services, branch transformation, enterprise management, cash management solutions, mobile online banking and multi-channel marketing.

SAIC / 858-826-6000 Provides Big Data & analytics, cyber security, IT as a service, networks & communication, software and mobility, logistics and supply chain, force protection and critical infrastructure.

WIPRO / 425-945-3100 Offers analytics and information management, business process outsourcing, consulting services, product and engineering solutions, eco energy, infrastructure management services, cloud services.


CHUBB 312-822-5000 For more than 130 years, the Chubb Group of Insurance Companies has been delivering exceptional property and casualty insurance products and services to businesses and individuals around the world. Today, Chubb is the 12th largest property and casualty insurer in the United States and has a worldwide network of some 120 offices in 26 countries staffed by 10,200 employees. The Chubb Corporation reported $50.4 billion in assets and $13.9 billion in revenues in 2013. According to Fortune magazine, Chubb is the 202nd largest U.S.-based corporation. Chubb has emerged as a leader in the insurance industry not only on the basis of size or our longevity. Chubb consistently builds lasting relationships with its customers and 8,500 independent agents and brokers, and aims to be the best at what it does by delivering unparalleled service and innovative, scalable and specialized products backed by financial strength and third-party endorsements.

Partners with three of the nation’s leading manufacturing trade associations to develop comprehensive risk control programs and innovative services that help manufacturers identify problems before a loss occurs.

PROGRESSIVE COMMERCIAL / 888-806-9598 Offers business owners insurance, workers’ compensation insurance and commercial vehicle insurance to small businesses that qualify.

ARENA SOLUTIONS / 866-937-1438 Pioneered cloud PLM applications. Enables engineering and manufacturing teams of all sizes to speed prototyping and streamline supply chain management.


SOFTWARE ABB / 919-856-2360 Software and CPM integrate all manufacturing systems, providing real-time visibility, execution, tracking, reporting and optimizing of manufacturing processes, decreasing costs through better production scheduling, execution and management.

ACCELLOS /877-805-8388 Offers software for WMS, manufacturing automation and TMS.

ANSYS / 866-267-9724 Develops engineering simulation software (computer-aided engineering, or CAE).

APLICOR / 561-347-0300 Provides a fully integrated and adaptive CRM and ERP cloud software suite for mid-market and enterprise companies.

APTEAN / 770-351-9600 Offers ERP, supply chain mgmt, CRM, desktop automation. / 800-229-2713 Provides on-demand HR software solution that help businesses manage employee data throughout the entire employment cycle.

ASSISTCORNERSTONE / 800-240-8145 Supplier and developer of end-toend, cross channel, real-time business management solutions for small, mid-size and enterprise-class businesses.

AUTODESK / 415-507-5000 Offers software for design and engineering, CAD, 3D design and PLM.

CA TECHNOLOGIES / 800-225-5224 Provides software for business management, from strategy to execution, including project and portfolio management, etc.

CIMATRON / 248-596-9700 Produces CAD/CAM software for manufacturing, toolmaking and CNC programming applications.


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DASSAULT SYSTEMES / 781-810-3000 Offers PLM Software, 3D modeling, simulation apps and information intelligence apps.

DEACOM / 610-971-2278 Focuses exclusively on providing ERP software to the process manufacturing industry.

DELCAM / 877-335-2261 Supplies advanced CAD/CAM software for the manufacturing industry.




KRONOS / 800-260-2640 / 800-225-1561 / 847-948-7180

Offers enterprising software solutions for customer relationship management, supply chain management, enterprise asset management, etc.

Offers a suite of products and services that help manufacturers control labor costs, simplify labor compliance and identify areas where productivity can be improved.

Specializes in “enterprise-wide” solutions (ERP), as well as focused solutions that are industry-specific (“point solutions”), extending to the concept of supply chain management.

GLOBAL SHOP SOLUTIONS / 888-605-2712 Offers a complete, real-time, and value-added manufacturing software solution in ERP, CRM, APS and MRP for medium-size businesses. / 866-374-3221 Offers ERP system that provides total integration and automation from quoting through invoicing for mid-size companies.


HALOGEN SOFTWARE / 866-566-7778 Offers a complete talent management suite that’s purpose-built to drive performance. / 617-401-7090 Develops advanced software and integrated systems for robotics and machine vision applications.

EPICOR / 800-999-1809 Specializes in Big Data & analytics, cyber security, IT as a Service (ITaaS), networks & communication, software and mobility, logistics and supply chain, force protection and critical infrastructure.

EXACTTARGET / 866-362-4538 Global provider of email marketing and cross-channel interactive marketing software-as-a-service solutions that empower organizations of all sizes to communicate with their customers through email, mobile, social media and websites.


INTEGWARE / 877-947-4220 Offers (PLM) software used to accelerate innovation, reduce product development costs, maintain compliance and drive strategic business development.

HRM DIRECT / 713-329-1600 Provides software, systems and controls to monitor, control and automate products and processes, maximising safety, efficiency, reliability and ease of use.

IBM / 877-426-2223 Offers full service ERP systems.

Specializes in electronic design automation (EDA) for electrical engineering and electronics. / 888-477-7989 Offers a line of enterprise resource planning and customer relationship management software applications.

MICROSTRATEGY IQMS / 866-367-3772 Offers ERP, MES and Shopfloor control, CRM, supply chain and inventory management, etc.

JOBSCOPE / 703-848-8600 Offers software for supply chain and operations applications, Six Sigma analytics, CPM solutions, CRM and finance, etc. / 800-443-5794


Offers ERP software and manufacturing software for (ETO), (MTO), Job Shop and maintenance repair and overhaul (MRO) manufacturing companies.

Offers essential business software solutions, including inventory mgmt, accounting, CRM and more. / 303-557-0211

NETSUITE / 617-938-3801 Full-service HCM/HRM software (tracking, onboarding, performance). / 800-547-3000


INVENSYS / 800-328-3271 A global provider of a full suite of supply chain management software that streamlines the flow of inventory and information from supplier to store shelf.


KCSI/SIMMS / 877-638-7848 / 866-888-5274

Offers cloud-based SaaS integrated business management software. ERP, accounting, order management, inventory, CRM,(PSA) and e-commerce applications.

Delivers a complete business solution, including item movement, purchasing, sales, order fulfillment, service and returns, kitting, multi-currency, data collection, accounting and more.

IFS / 888-437-4968


Focuses on four core strategic processes: service & asset management, manufacturing, supply chain and projects. / 855-536-2639 Offers cloud-based ERP.

NULOGY / 888-685-6491 Provides software and services that leverage cloud technology and network federation that bring personalized products to consumers more quickly, safely and intelligently.


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SAGE / 800-392-2999 / 866-996-7243

Specializes in developing enterprise software products—particularly its own brands of database management systems.

ERP software solutions: accounting/finance, resource management, HR/payroll, etc.

PARDOT / 855-426-9213 Offers a software-as-a-service marketing automation application that allows marketing and sales departments to create, deploy and manage online marketing campaigns that increase revenue and maximize efficiency.


SALESFORCE / 800-667-6389 Provides sales force automation and CRM.

SAP AMERICA / 800-872-1727 Enterprise resource planning application systems and management (SAP ERP). / 248-972-8727


Provides SaaS or cloud computing ERP for manufacturing. / 860-633-0740 / 800-331-2754

Develops, markets and supports a Windows-based shop management software package for small to mid-size job shops.

Fully integrated, real-time ERP (enterprise resource planning) system for small to mid-size companies.



PRONTO SOFTWARE / 888-94-PRONTO Has modules for financials, CRM, supply chain management, warehouse management, manufacturing and facilities management.

PTC, INC. / 781-370-5000 Offers software for PLM, CAD, SCM.

QAD / 888-641-4141 Provides complete suite of software designed to support all of the key processes of global manufacturers.

RAMCO SYSTEMS / 800-472-6261 Offers cloud-based ERP, M&E and MRO software. / 972-987-3000 A leading provider of PLM software and services with 7 million licensed seats and more than 71,000 customers worldwide.

SOPHEON / 952-851-7500 Offers PLM software called Accolade that features strategic product roadmapping, ideation and innovation process execution.

accounting, manufacturing and distribution operations across a wide variety of industries.

TGI / 800-837-0028 Software for inventory management, procurement, warehouse management, sales and order management. / 800-432-1729 Developer and provider of cloudbased human capital management (HCM) solutions for businesses of all sizes across diverse industries.

UNIT4 BUSINESS SOFTWARE / 877-704-5974 Delivers and supports adaptable business software and services globally that help organizations to manage their dynamic business needs effectively.

UNIVERSAL ROBOTICS / 615-366-7281 Develops and provides control system software solutions. The company’s products include Spatial Vision, Spatial Vision Robotics, Sensor Servoing and Neocortex.

SYNCRON / 678-638-6275

Offers ERP Solutions for mid-size businesses.

SYSPRO / 800-369-8649 Provides integrated business software solutions for all main facets of the business, including / 978-269-6500 Provides enterprise software solutions for to-order manufacturers, to manage Engineer to Order, Make to Order, Configure to Order and hybrid /mixed mode manufacturing environments.

VMWARE / 877-486-9273



Offers supply chain management software supporting multinational manufacturing corporations with leading edge, process centric applications that make improvements to customer experience and financial performance.


VERO SOFTWARE / 760-930-4160 Specialises in CAD CAM CAE (Computer Aided Design, Manufacturing and Engineering) and software for CNC programming, manufacturing resource planning and production control.

Provides a wide range of cloud and virtualization software and services.

WORKDAY / 877-967-5329 Helps manufacturers optimize their global workforce and avoid the hassles of expensive upgrades.

STRATEGY/ CONSULTING ACCENTURE / 312-842-5012 Accenture Strategy, Accenture Digital, Accenture Technology, Accenture Operations develop knowledge capital; and create, acquire and manage key assets central to the development of integrated services and solutions.

ALIXPARTNERS, LLP / 248-358-4420 Fills advisory, consulting and interim leadership roles. Cross-disciplinary approach that encompasses everything from enterprise improvement and financial advisory services to information management and turnaround and restructuring.

A.T. KEARNEY / 312-223-6220 Offers services related to analytics, digital business, innovation, marketing and sales, mergers & acquisitions, operations, organization & transformation, procurement, strategic IT, strategy and sustainability.


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BAIN & COMPANY / 617-572-2000 Offers management consulting services focusing on most critical issues and opportunities: strategy, marketing, organization, operations, technology and mergers & acquisitions, across all industries and geographies.

THE BOSTON CONSULTING GROUP / 617-850-3700 Experienced in all key business topics: finance, growth, risk, strategy, sustainability, marketing and sales.

DELOITTE CONSULTING LLP / 212-492-4000 Specializes in four key business areas—audit, financial advisory, tax and consulting.

ERNST & YOUNG LLP / 212-773-3000 EY serves clients across our four service lines—assurance, tax, advisory and transaction advisory services.

KPMG LLP / 201-307-7000 An audit, tax and advisory firm; is the U.S. member firm of KPMG International Cooperative (“KPMG International”).

MCKINSEY & COMPANY / 212-446-7000 Management consulting firm serves as advisor to the world’s leading businesses, governments and institutions.

OLIVER WYMAN / 212-345 8000 A leading global management consulting firm that combines deep industry knowledge with specialized expertise in strategy, operations, risk management and organizational transformation.


JMJ PHILLIP / 617-478-2550

National full-service boutique executive recruiting firm that specializes in the supply chain, manufacturing and IT sectors.

Strategic advisors to global CEOs and business leaders. Management consulting capabilities are applied across numerous industries.

PRICEWATERHOUSE COOPERS LLP / 646-471-4000 Focuses on audit and assurance, tax and consulting services. Provides targeted services that include human resources, deals, forensics and consulting services.

STRATEGY& (FORMERLY BOOZ & COMPANY) / 800-221-4692 On March 31, 2014 the firm formerly known as Booz & Company combined with PwC to form a new kind of consulting firm, offering strategy-through-execution services under one roof.

TOWERS WATSON / 215-246-6000 A leading global professional services company that helps organizations improve performance through effective people, risk and financial management.

TALENT / RECRUITMENT ICIMS / 732-847-1941 Provider of talent acquisition software solutions for growing businesses. iCIMS’s Talent Platform enables organizations to manage their talent acquisition lifecycle from sourcing to recruiting to onboarding all within a single web-based application. / 877-500-7762

transportation management, warehousing and distribution and supply-chain consulting.


KRONOS /978-250-9800 Simplifies recording time and attendance transactions, scheduling diverse workforces and managing employee absence with cloud technology.

LUCAS GROUP / 800-466-4489 Assists mid-tier to Fortune 500 clients to find transcendent, executive talent; candidates fully realize their career ambitions.

TRANSPORT / LOGISTICS C.H. ROBINSON WORLDWIDE / 800-323-7587 Offers freight brokerage, air and ocean freight forwarding, transportation management, warehousing and print logistics.

COYOTE LOGISTICS LLC / 877-626-9683 Provides access for fleets of all sizes—one-load lanes to dedicated opportunities.

DB SCHENKER USA 516-377-3000 Offers airfreight forwarding, transportation management, warehousing and distribution, supply-chain consulting, freight payment auditing and customs brokerage.

EXPEDITORS INTERNATIONAL / 206-674-3400 Offers airfreight forwarding, customs brokerage,

Provides domestic and international transportation management, customs brokerage and freight forwarding, supply-chain consulting, warehousing and distribution services.

MENLO WORLDWIDE / 650-596-4000 Provides transportation management, warehousing and distribution, airfreight forwarding, customs brokerage, supply-chain consulting, returns management and expedited.

PENSKE LOGISTICS / 610-775-8285 Specializes in dedicated contract carriage, transportation management, supply-chain consulting, warehousing and distribution and equipment leasing.

RYDER / 305-500-3726 Provides supply chain consulting, transportation management, warehousing and distribution, dedicated contract carriage, air and ocean freight forwarding, equipment leasing, returns management, freight payment and auditing and insurance.

UPS / 800-742-5877 Offers domestic and international package and freight service.

US LOGISTICS / 800-226-4054 Services include over-dimensional, LTL, full truckload, dry van, flatbed, rail and refrigerated-intermodal.


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MANUFACTURING FAST FACTS Average Hourly Wage for Production Workers average

$24.12 $21.61 $20.82 $20.15 $18.45

- wyoming $32.29



Manufacturing Lags All Other Industries in Startup Activity


Manufacturing Firms by Number of Employees (Updated April 2014)


Rate at which industry participants started a new company, each month (2013)

5-9 10-19

0.37% 0.29%

- alaska $17.14




0.10% n io ct tru ns Co

es ic rv Se

r he Ot

e ad Tr g rin tu ac uf an M


107,256 47,315 38,587 46,589 11,670 3,524


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Jul/Aug '14 Supplement  
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