OEM Summer 2022

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SUMMER 2022

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The Rising Tide of Digital Data Flows to the Workforce New tools transfer knowledge to plant and field service personnel to help solve the skills shortage. PG 28

OEM Profile PG 16 A clear path for the ever-growing IMA Dairy & Food USA

Sustainability Special Report PG 33 OEMs outline environmentally-friendly initiatives

Women in Packaging PG 56 Steel toes and stilettos, the story of two manufacturing leaders

New Products PG 60 Vision systems, AI for drives, IIoT controllers, and more

SUMMER 2022

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SUMMER 2022

CONTENTS

1

CONNECT WITH US:

OEMmagazine.org facebook.com/OEMmagazine @OEMmagazine

VOLUME 4 • ISSUE 2

DEPARTMENTS

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B USINE SS INTEL L IG EN CE

6 Contract Packaging Survey

CPGs move more manufacturing and packaging lines to contract facilities.

E ME RGING LE A D ERS

8 Xavier Gonzalez

Get to know this emerging leader on the rise.

INDUSTRY NE W S

10 Economic Forecast

Improving supply chain, easing demand, let OEMs catch up.

MARK E TING IN SIG H TS

12 Introducing the Emerging Brands Summit Learn why we created it and how you can participate.

SALE S FOCUS

13 Managing Salespeople Today A case for micro-coaching.

ASSOCIATION N EW S

FEATURES O E M P RO FI LE

39 Drive Customer Traffic to Your PMMI ProSource Pages (For Free), and more.

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E XHIB ITOR’S COR N ER

45 PACK EXPO International 2022 Seven strategies to win at the show.

16 IMA Dairy & Food USA

PE RSPE CTIVE S

How the European-based OEM has been “Americanized” for its U.S. customers.

47 Evolution of OEE

Using OEE to drive new business strategies.

O E M P RO FI LE

22 Marel: A One-Stop Protein Processing Shop

VOICE OF THE CUSTOM ER

Get to know PMMI’s newest member company.

Customers lean on OEMs for sustainability, new product innovation, and workforce issues.

M A N AG E MENT

APPLICATION BR IEF

48 CPG Panel at ELC

25 Making Manufacturing Day Memorable

How OEMs can raise awareness for the industry.

TE C H N O LO GY

28 The Workforce Undergoes a Digital Transformation Tools to help transfer knowledge.

S U STA I N ABI LI T Y

33 OEMs Show Their Green Side

51 JLS and Intech

iCam-based linear pick-and-place mechanism maintains control of empty cartons.

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WORK FORCE DEV ELOP M EN T

54 The Millennial Mindset

The culture shift as Millennials move into management roles.

WOME N’S LE AD ERSH IP N ET WOR K

56 Steel Toes and Stilettos

The story of two women manufacturing leaders.

NE W PRODUCTS

60 OEM Machine Technology

Check out the latest innovations in controls, robotics, and components.

Environmentally-friendly business initiatives

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The official publication of PMMI OEMMAGAZINE.ORG

EDI TORI AL Stephanie Neil Editor-in-Chief sneil@OEMmagazine.org / 781 378 1652 Victoria Sanchez Managing Editor vsanchez@pmmimediagroup.com / 571 612 3200, etx. 9298 Sean Riley Senior News Director sriley@pmmi.org / 571 266 4419 ART & PRODU CTI ON Jonathan Fleming Art Director David Bacho Creative Director George Shurtleff Advertising Production Manager PU B LI SHI N G Jim Chrzan Publisher/VP Brand Development Kim Overstreet Director, Emerging Brands Community Sharon Taylor Director of Marketing Amber Miller Senior Marketing Manager Janet Fabiano Financial Services Manager

PMMI Media Group

401 N. Michigan Ave., Suite 1700, Chicago, IL 60611 Phone: 312 222 1010 | Fax: 312 222 1310

www.pmmimediagroup.com Joe Angel President David Newcorn Executive Vice President Kelly Greeby Sr. Director, Client Success & Media Operations Elizabeth Kachoris Senior Director of Digital Infrastructure Jen Krepelka Director, Websites + UX/UI

PMMI, The Association for Packaging and Processing Technologies 12930 Worldgate Dr., Suite 200, Herndon VA, 20170 Phone: 571 612 3200 | Fax: 703 243 8556

www.pmmi.org Jim Pittas President and CEO Glen Long Senior VP Tracy Stout VP, Marketing and Communications Laura Thompson VP, Trade Shows Andrew Dougherty Senior Director, Membership SU B SCRI PTI ON S

To subscribe to OEM visit:

www.OEMmagazine.org/subscribe

To change or modify a subscription, please contact circulation@OEMmagazine.org

OEM EDI TORI AL ADVI SORY B OARD Lisa Hunt CEO, Plexpack Greg Berguig VP, Sales and Marketing, PAC Machinery Rick Fox III Director, Engineering Services, Fox IV Technology Brian Ormanic Senior Applications Engineer, Pearson Packaging Systems Colin Warnes Director Sales Engineering & Project Management, ADCO Manufacturing Tom Ivy, President, F.R. Drake

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4

SUMMER 2022

FOR OPENERS

STEPHANIE NEIL EDITOR-IN-CHIEF

On the Road Again

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ver the past few months I have been able to travel and meet with people in person on multiple occasions, which felt like business as usual again! I started with a visit to IMA Dairy & Food USA in Leominster, MA, to interview the executive team about what makes this OEM stand out.

Obviously, the high-end, high-quality equipment is one reason, but as this European-based company gains a foothold in the U.S. market, it’s the people that really drive the success of this operation. Turn to page 16 to learn more about how executives are “Americanizing” the machine builder.

Next stop for me was PACK EXPO East 2022 in Philadelphia where there was plenty to report about from the show floor. With more than 6,600 attendees across the 95,000 sq. ft. space, this was the largest PACK EXPO East since its inception, I’m told. You can get a quick update on some of the news from the show in this Take

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5 segment on the OEM YouTube channel here: oemgo.to/ packexpoeast22 Lastly, in April, I was able to moderate a panel of packaging pros from PepsiCo, Colgate-Palmolive, and ACH Food Companies during PMMI’s Executive Leadership Conference in Florida. We captured that conversation here in OEM. Just flip to page 48 to read about how your CPG customers are navigating their latest supply chain, sustainability, and workforce challenges, and what you can do to help.

We also chat with the authors of the book Steel Toes and Stilettos in the Women’s Leadership section, and, in a special report, we highlight the green initiatives underway within some OEM facilities (page 33). As always, OEM magazine is here to inform and inspire while pointing you to the many PMMI resources that you can use every day in your business. So take your time to read through this summer issue, and feel free to contact me with feedback or ideas on topics we need to tackle in the future.

Stephanie Neil is the Editor-in-Chief of OEM Magazine. She may be reached at sneil@oemmagazine.org or at www.linkedin.com/in/ stephaniesneil.

2022-06-02 11:58 AM

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SUMMER 2022

6

BUSINESS INTELLIGENCE

BUSINESS INTELLIGENCE

CPGs Move More Manufacturing and Packaging Lines to Contract Facilities A PMMI industry report reveals what’s driving growth in machinery sales to the CoMan/CoPack market.

Sean Riley, Senior News Director

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he needs of CPGs and the machinery required from OEMs to churn out goods were already experiencing a sea change before COVID-19 completely turned supply and demand on its head. To keep up with these changes, many CPGs employed more contract manufacturers and packagers (CM&Ps) to stay ahead of the evolving whims of consumers seeking convenience, variety, and more ecofriendly items. “[CM&P] business has grown drastically at an average growth rate of 10.2% over the last five years. We have segments growing much faster than that, but overall, everybody’s experiencing a very high growth rate,” says Ron Puvak, executive director of The Association for Contract Packagers & Manufacturers (CPA).

Some of that is attributable to COVID-19, like in food and beverage, which are traditionally the most significant segments of CM&Ps. Still, the numbers indicate that the spike remained once CM&Ps met the immediate need.

“CM&Ps haven’t lost that business,” Puvak says. “There has been a conversion [by CPGs] away from doing it inhouse, or with dedicated lines, to moving it out to contract facilities.”

Another reason Puvak projects this growth to continue— particularly in food and beverage—is where once it was common for CM&Ps to have short-term contracts of six months or less, many are now signing longer-term agreements. Others are turning to CM&Ps as risk management against future supply chain issues. Rather than dedicate complete in-house lines, CPGs and processors can be more flexible and put the capital investment in the hands of the CM&Ps. To understand these new business dynamics, PMMI Business Intelligence surveyed PMMI members on the current state of machinery sales to the CoMan/CoPack market to determine what areas are experiencing the most growth and if the growth is here to stay.

Food and beverage dominate the largest markets for

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equipment sold by responding OEMs with beverages, including alcohol (17%) as the largest market, proteins (11%), and confectionery (9%), joining medical devices (13%) in the top four. Nutraceuticals and supplements are the most popular market among respondents, with over half (53%) selling into that sector, followed by baked goods and confectionery at 41% each, beverages including alcohol and over-the-counter pharmaceuticals rounding out the top five, each at 39.3%.

When PMMI asked OEMs about the automation or technology needs CM&Ps are asking for, the most popular solutions are integrated lines which would align with Puvak’s belief that some CPGs are moving entire processes to CM&Ps. Where single pieces of machinery are needed, conveying, feeding, and handling equipment (34%), bagging, pouching, and wrapping equipment (32%), and cartoners/ casepackers (31%) were sold the most to CM&Ps. Puvak indicates that these numbers are typical as end of line equipment traditionally dominates CM&P equipment purchases.

He adds, however, that many CM&Ps are seeing opportunities to address labor issues via machinery purchases.

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BUSINESS INTELLIGENCE

1. OEMs report that more than 70% percent of the time, CM&Ps generate technical specifications for equipment, easing some of the burdens on CPGs.

SUMMER 2022

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1.

2. Most often, OEMs find that sales to CM&Ps are dictated by who can quickly deliver the most flexible equipment as, more often than not, a variety of OEMs can meet CPG specs for a particular machine.

3. OEM sales to CM&Ps most often represent between 10% to 25% of OEM sales, with a minority exceeding 50% of sales to CM&Ps.

Variety packs, for example, are something that CM&Ps might have done previously with manual labor, but as robotics become more affordable and the strain on the labor force continues, he has seen an increase in incorporating OEM solutions to replace these repetitive functions.

According to Puvak, CM&Ps are looking for flexibility and asking themselves: “Can I purchase something that I can use a variety of ways and for a variety of products?”

In addition to flexibility, PMMI’s survey asked OEMs to note some specific demands and needs that CM&Ps are requesting when they purchase machines, and the following were the most common: • Quick changeovers • Predictive maintenance and production monitoring • Versatility for different package formats • Lines need to be built around new labeling requirements • Easy-to-operate machinery • Turnkey systems for secondary packaging • Sophisticated vision systems and robotics • Process automation For more in-depth findings and to read verbatim responses of OEMs, PMMI members can download the survey results here: oemgo.to/oemcmpsurvey

2.

3.

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8

EMERGING LEADERS

EMERGING LEADERS

Xavier Gonzalez Makes Quality a Priority at Formers International Named as a 2021 PMMI Emerging Leader On the Rise Award Winner, Gonzalez is leading special projects at the packaging supplier.

Stephanie Neil, Editor-in-Chief

X

avier Gonzalez is the quality manager at Formers International, a global manufacturer of bag forming assemblies for the packaging industry. He is responsible for ensuring products and services exceed the expectations of customer requirements. This is done via various quality inspection checks throughout the engineering and production departments, as well as a final inspection completed by the quality team. When issues occur, an investigation is conducted to identify the root cause, and a solution is documented and implemented. Many people believe quality solely relates to the quality of the product being provided, however, this is just one aspect of Gonzalez’s responsibilities. In fact, he leads special projects that have developed new products, gained new customers, and adopted new processes. For all of his efforts, at the end of 2021, Gonzalez was named an Emerging Leader On the Rise award winner by PMMI. OEM magazine interviewed Gonzalez to learn more about his role and future career path.

What do you do as quality manager at Formers International?

My main duty is to implement, monitor, and document the quality of all aspects of our company. These responsibilities are not just my own, but they are shared collaboratively by each employee of our company. This can be how our sales

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team communicates with our customers, how our employees communicate internally, what our design and fabrication processes are and how they are carried out.

How did you make your way into the packaging industry?

While obtaining my associate degree, one of my instructors found a job posting for an AutoCAD drafter at Formers International. He felt I would be a good candidate for the position and gave me the information on where and how to apply. Within a day or two, I was invited in for an interview and was shortly offered the position.

During your time at Formers, have you had the opportunity to learn different sides of the business?

When I first began working at Formers International, I had no knowledge of the industry and the impact it had on my daily life. Throughout the six years of my employment here, I’ve had the opportunity to be a part of multiple departments. Starting out in the engineering department, I had the opportunity to learn the design process and dimensional importance of bag forming assemblies. After a year of doing this, I had the opportunity to become a project manager for special projects that were contracted by our company.

During this time, I was able to become more involved in the fabrication processes of the industry. Welding, machining, and material forming were just some of the processes I was able to directly interact with and expand my knowledge and experience. Having spent time in both the design and fabrication sides of the business, I have been able to utilize these experiences and knowledge to serve my company as an effective quality manager.

How do you help your company innovate?

I have had the opportunity to lead special projects. Most recently, I have overseen the company’s process of obtaining an ISO 9001:2015 certification, which is an international standard for a quality management system. Creating and preparing the required documentation, implementation of employee training, and establishing departmental procedures are just a few things I have contributed to in the process of receiving this prestigious certification. Obtaining this certification has and will greatly impact the internal and external success for our business. This process is something I am very proud to say I am a part of.

What were some obstacles you faced in your career and how did you overcome them?

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EMERGING LEADERS

When I was 24 years old, I was given the opportunity to enter my first managerial role. The responsibilities you gain and the impact you have on your company, as a manager, can be intimidating at that age. For the first few months, I struggled with the weight of this and was not confident in my decision-making abilities. With the support of my team and the growing success our company has seen, I was able to overcome this and become more confident in this role.

The packaging industry is overflowing with experience and knowledge. Most members of the industry I’ve met and communicated with have spent most of their careers within the industry. So, when you have a young individual offer alternative solutions, share a different perspective, and provide input, it can be difficult to be taken seriously or accepted. This is something I was able to overcome by building credibility. Although my knowledge and experience of the industry was not as vast as theirs, I was able to prove it to be just as valuable through my work and communication.

What advice do you have for other emerging leaders getting involved in manufacturing?

My advice for anyone wanting to get involved in the packaging and manufacturing industry would be to always be prepared to learn. This is a vast and growing industry. There

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is always something new to learn and a new experience to gain. Take all of it in and utilize it for not only your benefit, but for the benefit of the company and industry. Listen and understand what others try to teach you and be patient and understanding when teaching others.

As a rising star in your organization, what is next for you?

There is still a lot I feel I can learn and a lot I feel can give.

There is no doubt that I will want to continue my contribution in the evolution of the industry. Regardless of what I do and where I end up, continuing my education and becoming a better leader are goals I will continue to strive for.

Easily share this article with your peers: oemgo.to/xaviergonzalez

The 2022 On the Rise Awards are here!

Nominate a rising leader in your company for the opportunity to further their professional development in packaging and processing, meet others in the industry, and more.

The submission deadline is Friday, July 29, 2022 Learn more: oemgo.to/emergingleaders2022

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INDUSTRY NEWS

INDUSTRY NEWS

Improving Supply Chain, Easing Demand, Let OEMs Catch Up Economists forecast a soft landing—not a recession—in coming months as consumers ease out of the pandemic and the revved-up stimulus era economy fades.

This should allow the supply chain to recalibrate and machine builders to catch up on orders.

Matt Reynolds, Editor, Packaging World

A

lan Beaulieu, president and coand not like the COVID recession, which founder of ITR Economics, cut was short and steep. This is just going to be right to the chase in his April 2022 a normal recession. We’ve been through a economic landscape talk at PMMI’s Execulot of those, and we’re going to get a chance tive Leadership Conference. to go through another one. … In ‘27, ‘28, “You don’t need to be nervous about a and ‘29, we’re on the way up again and life recession,” he said in his opening remarks. is good, so mostly this decade is good.”

“We’re not going there. When we look Beaulieu likened the 2020s to the “Roarat the likelihood of a recession, it’s very, ing Twenties” of a century ago, but was very slim right now because of the positive careful to note that it’s a misconception things that I’m going to be showing you.” that that decade was all roses. It had its Well, that’s a relief. share of political and social strife, and He’s quite aware that Deutsche Bank even a few recessions, just as he expects and Goldman Sachs disagree with him. us to see in rounding out this decade.

And he allowed himself some wiggle “The thing that made them the roaring twenties was that the national wealth just room around the chance of escalation in Alan Beaulieu, president and Ukraine. Still, he stood by his prediction really went up and a lot of people got really co-founder of ITR Economics of no near-term recession, bolstered by a wealthy in the 1920s,” he told the packagsterling track record of 95% or better forecast accuracy on a ing equipment manufacturers in the room. “You’re going to host of the 2021 figures ITR predicted, from GDP to production do well. You’re going to just enjoy this because of the industry to private sector employment. But that’s not to say there’s not that you’re in.” a bear market or two out there in the medium-term. Here are some details that should affect the entire packaging supply Supply chain clears up, demand eases chain, from OEMs to CPGs to consumers.

Using the U.S. Paperboard Container Production Index as a model representative of the larger manufacturing segment, Eight-year economic picture Beaulieu forecasted an overall slowdown in production.

Eleven out of 12 leading indicators—housing being the With the short, steep COVID-19 recession mostly behind us, the economy is running hot now, due for a leveling off in 2023 outlier—predict deceleration in 2022 and 2023. This trend that Beaulieu described as a “soft landing.” coincides with an easing of demand headed into and through “Then the economy picks up speed in ‘24. You’re going to be 2023 that’s linked to supply chain recalibration. busier in ‘24, and then you’re going to find the economy slows “What we’re going to be facing as we go forward is less again in ‘25. The second half of ‘25, we begin to go down. In late demand. Not a decline in demand, but less of a rising trend ‘25, we begin a recession that’s going to last to 2026, so there of demand,” Beaulieu said. “Even as the supply chain clears up—and it will, the supply chain a year from now is going to is a recession out there. Not like 2008-2009, nothing like that,

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INDUSTRY NEWS

be back to normal, an awful nightmare of the past—you’re going to find that the demand for your services, the demand for the machinery, the demand for what you do is not going to be as strong a year from now as it is today. The math tells us production’s going to continue to go down in the near term, but everything else that I’m looking at says it’s not going to go into a recession. We’re going to find that you’re still in demand, and that you’re needed.”

Another reason for the slowing of demand and production is that our recent, super-charged, stimulus-based economic ascent is finally dissipating.

“All the money coming out of Washington, that stopped,” he said. “The rate of rise … is going to slow down when that economic environment is going to slow down. It’s pretty straight forward.”

A common way to illustrate the economic status of any industry is via four phases represented alphabetically as: A (expansion), B (peak), C (contraction), and D (trough).

Currently, packaging-heavy industries like food and bev, food services, drinking, grocery stores, pharmacies, and drug stores, are between B and C, or peak and contraction, depending on the lens through which you view them. Using a wider viewed rate-of-change calculator (12/12, or one full yearover-year), those industries are still in B, “where everyone’s feeling good.” But narrowing the lens a bit (3/12, or 3-month average compared to the same 3 months the previous year), those industries fit better into C, or contraction. And beer, wine, and alcoholic beverages are in C, contraction, in both rate-of-change lenses.

“That strong demand and pull will be easing, which gives you a chance, by the way, to catch up on unfilled orders,” Beaulieu said. “And as product comes in the door, you’ll be able to put it together and be able to get it out the door, and you’re going to find yourself with your backlog slowly going down. And as new orders slowing ease in their rate of rise, your revenue is going to be fine and you’re going to catch up on your backlog and you’re going to find that they’re going to make your ‘23 second half, especially, in very good shape.”

Consumer spending resilience

As much as the Russia/Ukraine conflict, gas prices, and interest rates are in the news, an index of consumer spending from Johnson Redbook shows no impact on American economic attitudes since the Russian invasion. According to Beaulieu, that has to do with the relative amount of takehome pay it takes for Americans to make their household debt payments—only 9.3% nationally.

“That’s, obviously, extremely low… That’s in part why Deutsche Bank and Goldman Sachs, I think, have it wrong,” he said. “Because the American consumer is saying [of the Ukraine conflict], ‘Yeah, that’s horrible. Let’s keep spending.’ We’re just going to keep spending for as long as we can continue to keep spending.”

Gas prices, which are linked to the Ukraine conflict, haven’t made American consumers flinch, either. One might assume

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high gas prices would take a big bite of consumer spending, but ITR evidence shows otherwise. And historically (to 2000), when oil prices have shot up quickly, retail sales just continue to go along their merry way or go higher. Only the great recession of ’08 saw a consumer-spending dip.

“Now, people will complain about it,” he said, “but the consumer can afford the higher gasoline prices. As a percentage of our median income, it’s very affordable, and we can even go up higher. We think oil prices are going to go up higher if the war lasts, and they’ll be going up slightly as we go through the year. But we can afford it.”

This extends to interest rates, too. Beaulieu expects interest rates to go up, and that might have a greater impact on people with variable rates on mortgages, and the housing market in general. But since only 9.3% of take-home pay is required to meet household debts, that’s low enough that the American consumer can absorb increases and keep right on spending.

Machine builders can finally take a breath

Lead times for machinery have been an unavoidable but real sore spot at the intersection between CPGs using the equipment and the OEMs building it. But look for those lead times to come back to Earth, Beaulieu said, and OEMs may finally be able to take a breath. That’s because the U.S. Industrial Machinery Production Index, which includes packaging machinery, tracks quite nicely with the big picture trends of continued but slowing growth in the near-term. Unfulfilled orders lag machinery production by three months or so, but the decelerating growth of the coming year will help with long lead times. The forecast demand for machinery looks to be peaking soon, giving OEMs a chance to catch up.

“Your unfilled orders are about ready to reach a peak, and that rate of change is going to start to come down,” he said.

“That means that the number of unfilled orders is going to slow in its rate of rise, eventually tip over, and then start coming down late this year into 2023. There is an end to this, and it’s already getting to be visible in the rates of change.”

One area of interest for OEMs, and one that’s highly fraught, is labor. It’s a double-edged sword like no other since automation in equipment is essential for CPG and co-packer customers to navigate the low-labor environment. But OEMs need quality people on their own teams. They are harder to come by, and competition to keep them is fierce.

The ‘great resignation’ is expected to ease, per ITR, but the tight labor market is not. The April jobs report confirms what you know, it’s drum tight at an unchanged 3.6%, with 430,000 new jobs added.

“Tight labor is going to be with us for a long time,” Beaulieu said. “That works to your advantage as you introduce automation efficiencies and a better way of doing things, but it’s also going to plague you as we go into the future because it’s not going to go away this decade.”

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2022-06-02 12:04 PM

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SALES & MARKETING

MARKETING INSIGHTS

Introducing the Emerging Brands Summit This one-day event created for startup CPGs and suppliers will launch at PACK EXPO International.

Sharon Taylor, Director of Marketing, PMMI Media Group

P

MMI Media Group is excited to launch a new event this year called the Emerging Brands Summit. Read on to learn more about why we created it, what it is, and how you can participate.

Why we created the Emerging Brands Summit

At PMMI Media Group, we sit between our readers who consume content on packaging, processing, and automation and our advertisers who create the machines, technologies, and materials that bring packaging and processing lines to life.

In soliciting feedback from both groups, we discovered a unique opportunity to tap into an unmet need of both parties. On the reader side, we know that while many of our Packaging World and ProFood World subscribers are veteran CPG professionals with deep knowledge of packaging and processing, there is also a subset of readers who are just starting to expand their startup beyond a commercial kitchen or contract manufacturer. These individuals are hungry for the knowledge and connections to help scale their manufacturing operations.

At the same time, we’ve heard from our advertisers about their desire to reach emerging brands as a new market. While some emerging brands are at the level of scale where they’re ready to purchase capital equipment to build or extend their processing and packaging lines, others will remain in a growth stage for some time. These growing companies need information to build future roadmaps, which offers suppliers an opportunity to develop relationships with potential clients before they enter the buying cycle.

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What is the Emerging Brands Summit

Considering these needs, we created the Emerging Brands Summit launching this October at PACK EXPO International.

This one-day event brings together new brands with experts in manufacturing and packaging to share ideas and resources. The agenda includes education sessions, panel discussions, first-hand success stories, networking sessions, and an exhibitor marketplace.

To help attendees get the most out of their experience, expert advisors will be on hand to help identify the best solutions for customized needs.

We’re also excited to introduce attendees to Braindate, a digital-to-live networking platform that optimizes inperson networking time by connecting participants with similar interests ahead of time so they can make the most of their live conversations. Attendees, exhibitors, speakers, and advisors are all encouraged to participate.

How you can participate

Suppliers are encouraged to participate as an Emerging Brands Marketplace exhibitor which includes a tabletop exhibit and full event participation for two attendees. Like the event speakers, panelists, and expert advisors, exhibitors are industry experts with valuable knowledge to share and we encourage active participation.

For exhibitors, this is a place to both connect with prospective buyers ready to purchase and build brand awareness with emerging brands before they enter the buying cycle.

Emerging Brands Summit exhibitors are not required to exhibit at PACK EXPO International, however, those that do will benefit from the chance to connect with attendees throughout the show. As part of their Emerging Brands Summit registration, attendees receive full access to PACK EXPO International and are encouraged to explore all it has to offer including exhibits and education sessions.

We’re excited for the launch of the Emerging Brands Summit and look forward to more ways to connect readers and suppliers through live events. For more information, including the agenda, visit emergingbrandssummit.com.

Easily share this article with your peers: oemgo.to/ebsatpei Find more details at emergingbrandssummit.com/exhibitor.

To book your exhibitor space contact Wendy Sawtell, VP of Sales at wsawtell@pmmimediagroup.com or 847-784-0520.

2022-06-02 12:07 PM

SALES

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SALES FOCUS

Managing Salespeople Today: A Case for Micro-Coaching Jay Spielvogel, Founder and CEO, Venator Sales Group “I would prefer to work independently with little to no supervision.”

“It feels like our CRM is there to look over my shoulder and track everything I am doing.”

“I wish we could get rid of all these meetings discussing territory, pipeline, and deal reviews. I just want to focus on selling instead of being micromanaged.”

T

hese statements are a common sentiment that managers are hearing from their salespeople. The movement in sales today—especially due to remote working over the past few years—is a push to be left alone with limited to no oversight. Most salespeople believe that they can function on their own and that their manager’s role is to simply support them as needed, such as responding to requests for special pricing and delivery needs, helping with technical issues, and supporting them in the field when a perceived need arises. Anything beyond reactively helping is viewed as micromanagement.

This philosophy that a sales manager is there to be a passive resource would be valid if every salesperson were successfully meeting quota, bringing in new accounts, and maintaining high margins. Unfortunately, this is often not the case.

This problem isn’t limited to less experienced salespeople; even the more seasoned reps run into these issues, though presently these challenges are being masked by the massive organic demand from existing clients. If the economic climate changes, most organizations would be negatively impacted and left with insufficient means of adapting.

Compounding this issue is that many in sales management today pride themselves on a more hands-off style where they manage to the end results. In most cases, emphasis is on the quantity and dollar value of the pipeline as well as actual top

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line revenue achieved. While undeniably these lag-indicators are important, with so many salespeople struggling in a reactive mode, it is more critical than ever that sales managers also hold the team accountable for lead-indicators which include prospecting activity and sales process adoption.

The one place most organizations are failing is their sales management approach. If we are going to bridge the divide between a management that wants results and salespeople who want independence, then a more proactive and scalable approach to sales management is necessary. Management can no longer lead with a hands-off attitude: rallying behind the best salespeople, top opportunities, and key accounts, while the lower half of the team is a revolving door with a high rate of failure and turnover.

Micromanagement vs. coaching…is there a difference?

To create a repeatable process for coaching and establish a sales culture of discipline and accountability, we must first clarify the difference between micromanagement and coaching. According to Indeed.com, “signs of micromanagement include a manager that is overly involved in their team’s daily activities, discourages independent thinking, monitors every task, and frequently asks employees to stop their work for unplanned oversight.” The opposite definition is true of a great manager who encourages critical thinking, promotes independence, and guides towards success without the expense of freedom.

If a great manager is going to coach salespeople to thrive in any economic condition, proactive coaching routines must be in place to guide them even when they don’t perceive the need for it. These practices include the following: 1. Pipeline reviews focusing on early and mid-stage opportunities (versus only on “what’s closeable’’) 2. Deal reviews coaching to the sales process and playbook (versus simply offering experiential guidance) 3. Account expansion reviews looking for opportunities to expand relationships and provide solutions 4. Weekly reviews offering critical feedback on CRM usage, accountability, and process compliance 5. Joint calls with the objective of observing and offering feedback (versus taking over and closing the deal) These management routines are not meant to suppress independent thought, but rather create a framework for promoting it. To build successful sales teams, we need to combat the perception that proactive coaching is a form of micromanaging.

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2022-06-02 12:08 PM

Want to find new customers?

At PMMI, we know finding customers – and making it easy for them to find you – is imperative to your business. Beyond our PACK EXPO trade shows, PMMI’s member-exclusive programs keep you connected to customers all year long through offerings like PMMI ProSource, an online directory connecting buyers with the machinery, materials and service suppliers they are looking for.

PMMI is your answer, connecting you to customers 365 days a year.

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Want new

customers to

find you?

PMMI keeps you connected to customers 365 days a year— whether it’s with PMMI Media Group’s innovative lead generating tools or getting involved with PMMI networks that bring together CPGs and OEMs for discussion and collaboration.

Is your company a PMMI member? Take advantage of the resources available to every employee in your company.

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OEM PROFILE- IMA DAIRY & FOOD USA

Making a Difference in U.S. Dairy Markets Launched in 2015, IMA Dairy & Food USA is on a mission to “Americanize” the large European packaging equipment supplier.

Stephanie Neil, Editor-in-Chief

H

ow do you “Americanize” a well-known and deeplyrooted European equipment company that has a business division dating back to 1900, and has built a reputation for delivering quality high-end brands?

The answer: You hire a wicked smart guy from Boston with two engineering degrees and an MBA in management who understands the industry, is driven by innovation and communication, and can motivate a team better than Tom Brady.

Patrick Carroll was named president of IMA Dairy & Food USA Inc., in 2015, when the company was established in Leominster, MA, under the parent company Industria Macchine Automatiche S.p.A. (IMA Group), headquartered in Bologna, Italy. The USA-based division was created following IMA Group’s acquisition of the operating business of Oystar Group, a global producer of packaging machines.

The brands included in the deal—Benhil, Erca, Gasti, Hamba, and Hassia—were transferred into the holding company, IMA Dairy & Food GmbH, which is currently led by Thomas Becker in Germany. The U.S.-based dairy and food group, led by Carroll, was established to provide parts, technical service, and distribution of the multiple equipment brands to U.S.-based CPGs.

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Service to U.S. customers is key.

Parts are pulled from inventory and shipped the same day.

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OEM PROFILE- IMA DAIRY & FOOD USA

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Company Background Location: Corporate headquarters in Ranstadt, Germany; US headquarters in Leominster, MA; IMA headquarters in Italy. Other sites in France and Spain.

When established: IMA Dairy & Food USA was established in 2015, however many IMA brands have been around as early as 1900.

Leadership: Thomas Becker, CEO, IMA Dairy & Food Holding GmbH; Patrick Carroll, President, IMA Dairy & Food USA; Hayden Turner, VP of Operations, IMA Dairy & Food USA Revenue: $20 million to $50 million (IMA Dairy & Food USA) Employees: 20 (IMA Food & Dairy USA); 550 (globally) Field service personnel: 10 (IMA Food & Dairy USA) USA facility: 110,000 sq. ft. shared location with IMA North America Range of products: Filling systems with complete line capabilities, including form fill and seal, fill seal, pouch filling, stick pack, wrapping machines, and downstream case packing equipment.

Standard controls platform: Allen-Bradley

From left to right: Jerry Watkins, eastern division area sales manager; Patrick Carroll, president; Hayden Turner, vice president of operations.

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OEM PROFILE- IMA DAIRY & FOOD USA

users since there’s overlap in some functionality of each It’s confusing. Yes. brand. In addition, under the multinational Italian IMA So as part of his mission, Carroll must demystify the umbrella, there are business segments located all over the overall messaging of what IMA Dairy & Food is. “I still get world that also cater to the coffee, tea, tobacco, cosmetics, calls from people saying they are looking for 600,000 galand pharmaceutical industries. lons of milk,” says Carroll, explaining that many people It truly is a global company. “I can spend an hour on think they are a supplier of dairy products, not packaging the phone and speak to five different countries,” Carroll equipment for the food and dairy industry. says. And, while he has the ability to sell across all of the And it gets more confounding as the group continues to expand. Since the company formation in 2015, new products and services have been added, and now IMA Dairy & Food includes eight brands to cover a diverse market segment: Erca is the inventor of form fill seal (f/f/s) technology, the company says, as well as in-mould wrap around labeling and open mould technology.

Gasti is a specialist for filling and sealing machines, especially continuous motion machines for pre-formed cups made of plastic, paper, aluminum, and laminate materials.

Hassia, one of the leading manufacturers of aseptic f/f/s machines, supplies state-of-the-art packaging machines for cups and stick packs, handling liquid to pasty products. The portfolio comprises the highspeed filling and sealing machines from the Hamba brand (the inventor of the rotary cup filler).

Hayden Turner, VP of Operations, checking on the Hassia F600 before it is shipped to customer, Corazza is the maker of high-speed Ken’s Foods. dosing and wrapping machines for packing processed cream, cheese, and butter.

Fillshape offers filling systems for flexible stand-up pouches with and without a spout for dairy, food, and beverages.

CDE Packaging focuses on the design and construction of tailormade machines that are developed according to customer-specific requirements.

And the latest addition to the IMA Food & Dairy family, Intecma, based in Barcelona, Spain, focuses on sustainability with its unique Zero Technology that includes proprietary tools for cutting polyethylene terephthalate (PET) on any f/f/s system.

Individually, the brands are well known, but as a collective group under the IMA Dairy & Food name, there’s still some mix-up among end IMA Dairy & Food and IMA North America share a machine shop at the Leominster, MA location.

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OEM PROFILE- IMA DAIRY & FOOD USA

divisions for customers requiring a variety of machines, Carroll’s focus is on boosting brand recognition and sales specifically for the U.S.-based dairy and food division.

“Some brands have not been promoted properly for so many years, so we had to bring them back to the forefront.”

Raising brand awareness and revenue

As a result of the effort of Carroll and team, there’s been positive signs of growth. Sales of the Hassia brand, for example, are up by 30% as big customers like Ken’s Foods and Chic-fil-A depend on the IMA f/f/s machines for making the dipping cups for jellies and sauces. In addition, the Fillshape group, which is based in Parma, Italy, will represent close to 50% of IMA Dairy & Food USA equipment sales this year. “This group is emerging and we’ve done a lot of work with it,” notes Carroll.

In addition, the Intecma acquisition is bringing new tools (referred to as Zero Technology) that are a result of years of research and development, and provide a way for existing f/f/s machine to cut sustainable monomaterials, such as PET. Anticipating the need for this type of add-on product, Carroll says they are going to build a machine shop within the Leominster location to sharpen and maintain the punch assembly of the cups. “Now we are able to do PET which is revolutionary globally, and we see that as a major sustainability piece moving forward.”

IMA Dairy & Food USA will provide service and parts for the Intecma technology at its 110,000 sq. ft. facility in Leominster, which it shares with IMA North America (focused specifically on pharmaceutical, food, and coffee markets). The dairy and food business already has $3 million worth of spare parts on site used for service and support of all its brands, and the additional Intecma machine shop creates a new revenue opportunity.

“The versatility of the Intecma cutting tools is that they can be used not just on our machines, but any form fill seal machine,” says Jerry Watkins, eastern division area sales manager for IMA Dairy & Food USA. “It opens other markets for us in the U.S., because if a company didn’t buy our form fill seal machine, we can still give them the ability to cut PET.” The Intecma opportunity gives the sales team a foot in the door at customers that may not know the IMA Dairy & Food brand, and it shows a level of innovation and machine

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flexibility that CPGs and contract packagers are looking for.

“I sit on the board of directors for the International Dairy Food Association for the yogurt and cultures group, and we see a big challenge for dairy packers who need equipment that is flexible,” Carroll says. “Rather than one machine to do one size cup, as the dairy industry purchases capital equipment, the machines they invest in need to be capable

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OEM PROFILE- IMA DAIRY & FOOD USA

of handling multiple package sizes, as well as multiple configurations and materials.”

The American way

The quality and flexibility that IMA machines bring to the table, coupled with the education that Carroll and his sales team have been doing over the past seven years, is piquing the interest of mid-sized manufacturers who may never have considered the IMA brands before. New Orleansbased Big Easy Blends, a co-packer for national brands like Welch’s as well as private label products, is one of those companies.

Big Easy Blends was founded in 2007 by two brothers and their friend, starting with slushy freezer beverages. Recognizing the growth in the spouted pouch market, one of the fastest growing segments of the flexible packaging market, they needed The IMA Dairy & Food USA team in Leominster, MA. to replace their small, slow-speed The other important detail for American companies is machines with equipment that is fast that all sales—be it equipment or parts—are calculated in and flexible.

U.S. dollars. “We are buying the equipment from our inner “We called on this company for five years, and now companies in euros and reselling them in U.S. dollars,” says they’ve purchased two machines,” Carroll says, noting the Dan Campanello, director of finance and administration for co-packer’s founders are thrilled with the Fillshape maIMA Dairy & Food USA. “When we get a purchase order we chines. “One has been installed this year and we’re heading lock in a specific exchange rate, as the value of the U.S. dolto Parma to do the factory acceptance test on the second lar does fluctuate.” machine.”

“Some companies won’t buy in euros because they’re Big Easy Blends is getting a machine that is three times afraid of the risk,” Carroll adds. “Not the risk of the euro, faster than what they had and can handle two or three lines but they are afraid that real help resides six to nine time at once. And while the IMA machines are built in Europe, zones away. We take that fear away.” In addition, not only which is where the factory acceptance tests (FAT) are also is IMA Dairy & Food USA handling the conversion from done, the U.S. division brings a lot of value to its customers euros to dollars, but also the commercial transaction of the based here by Americanizing the process for them. freight for bringing the equipment in from overseas.

The biggest complaint from American CPGs and copackers when buying equipment from European OEMs is the lack of accessibility to parts and people. “They someTotal team effort times struggle to get information or spare parts from Understanding the importance of streamlining the buyEurope. That’s where we take over and have all of the spare ing experience, the OEM goes the extra mile—or thousands parts and technical assistance here,” explains Carroll. of miles—to make sure everything goes smoothly.

In addition, Big Easy Blends is benefitting from IMA Hayden Turner is the vice president of operations at IMA Dairy & Food’s latest initiative, which is a parts cabinet Dairy & Food USA. He and his team of 10 service technilocated at the customer site. It comes pre-loaded with comcians work to make the customer’s FAT and site acceptance ponents and devices for the machine, all labeled and readtest (SAT) as painless as possible. ily available. Not only is this more convenient and faster “We’ll fly the service tech who will be installing the than ordering parts, it also avoids downtime and shipping machine in the U.S. over [to Europe] the week before the delays by enabling the supervisor or an IMA technician to customer ever shows up to watch the machine go through visually see what parts are needed, which triggers them its final paces before the FAT,” Carroll says. That same techto order more in order to refill the bins and always have nician participates in the breakdown of the machine in Euspecific parts on hand. rope and 30 days later, they are the ones unpacking the box

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OEM PROFILE- IMA DAIRY & FOOD USA

and doing the installation at the customer site in the U.S. Because the IMA USA group is fairly small overall, it’s important that everyone be able to handle multiple jobs.

“We have to have people capable of changing their hats and doing different things,” Turner explains. “It allows us to cross train people cost-effectively. So, if someone is sick or can’t make it to a job site, we can swap people in based on skillset and availability. It also keeps employees engaged.

They are happy to show up to work because they don’t know what they’ll be doing each week.”

As a result, new hires are not only considered for their skillset, but also for their mindset. “Many aspects of this job you can teach, but someone with the right mindset will ultimately be successful no matter what they take on,” Turner says. “If they are hungry and want to learn to participate in the overall objectives, great. And they need emotional intelligence, that is the ability to read people and work with people.”

They also need a good sense of humor. When Campanello was interviewing for his finance role, Carroll came into the office, looked at his resume, saw that he was from Connecticut, and then asked one important question: “Are you a Patriots fan or a Giants fan?” Campanello responded that he is a Patriots fan. Carroll nodded, wrote something on his resume, and walked out of the room.

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Even as president of the company, Carroll, too, takes on multiple roles. He’s known to get his hands dirty on the factory floor or chase down a spare part for a customer.

And it’s this kind of flexibility and dedication to service that makes a difference. It’s also Carroll’s own flexibility and dedication to his employees that make for an enthusiastic office culture.

For example, visitors to the Leominster site are greeted

by Violet, the office pup. Violet’s owner is an employee and adopted the dog during the pandemic. When it was time to come back to the office, Violet was allowed to tag along, and she’s now a permanent part of the IMA Dairy & Food USA team. In addition to enjoying Violet’s playful demeanor during the day, the team set up a miniature golf course in part of the factory to get different departments to interact during breaks. While IMA may be a global cosmopolitan company, the U.S. group has created a cozy, comfortable culture.

And, after seven years in business, IMA Dairy & Food USA has made major inroads in the U.S. market, growing brand recognition as well as the product portfolio. And there’s more to come.

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OEM PROFILE - MAREL

Marel: A One-Stop Protein Processing Shop Project management, people, and Lean processes key to global growth.

Sean Riley, Senior News Director

A

s one of the world’s largest manufacturers of every aspect of food processing equipment, Marel established a presence in North America in 2008 with the acquisition of Stork Food Systems in Gainesville, Georgia. After over a decade of stretching the limits of its North American manufacturing facility, Marel recently purchased an additional building in Buford, Georgia, to relocate its spare parts program and open extra space in Gainesville for manufacturing expansion.

OEM magazine spoke with Marel’s Allison Attaway, marketing manager, poultry, to introduce the always-growing poultry, meat, and fish processor to fellow PMMI members.

Can you provide a brief history of Marel?

With origins dating back to an engineering project at the University of Iceland in 1977, Marel began in 1983 as a fish processor renowned for developing motion-compensating onboard scales.

After this breakthrough in weighing technology, Marel expanded its expertise to the poultry and meat processing industries via strategic acquisitions, with innovations that now span the whole food processing chain including primary, secondary, and tertiary food processing. Marel works with customers to transform [the industry] through innovation in food processing equipment, software, and service. Gainesville is Marel’s critical manufacturing facility operating in North America and part

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of Marel’s global supply chain, which spans 13 manufacturing sites in total.

Why did Marel join PMMI? As an international company, Marel joined PMMI in 2021 because it saw the PACK EXPO portfolio of trade shows as the target audience for our expanding weighing, labeling, and end-of-line products.

Has Marel participated in any other programs since becoming a member?

We are targeting PACK EXPO International in Chicago for adding exposure to our product line and will exhibit in October.

What sets Marel apart from other processing companies, particularly in the food sector?

Marel provides all aspects of fish, poultry, and meat processing from handling the live product through prepared foods. We maintain high expectations for our processing equipment to always remain on the cutting edge of technology. Still, our people set us apart and help push us further as a company. We have a global network that we can rely on and draw knowledge from to help us be successful with even the most challenging projects. We have the same project management process for each project that we execute, no matter who the customer is. This process is a tool that helps us deliver a consistent customer-focused approach. At the same time, a project manager focused on one of the three industries (meat,

Company Background When established: 1983 Headquarters/manufacturing location(s): Lenexa, KS is HQ; Gainesville, GA is manufacturing (World HQ in Iceland and manufacturing locations around the world) Number of employees: 7000 globally; approx. 1000 in North America Number of field service personnel: approx. 250 in North America Facility square footage: 102,000 Range of products: Processing equipment for fish, poultry, and meat industries Geographic sales and support areas: All of North America Annual revenues: Over 50 million ($1.3 billion) Executive team: Arni Oddur Thordarson, CEO; Linda Jonsdottir, COO; Stacey Katz, CFO; Ulrika Lindberg, EVP Global Markets and Service

poultry, fish) that we serve leads each task. This allows us to build relationships between project management, sales teams, and the customer since most of our projects are repeat business with the same customer base. The project manager is the customer’s main point of contact for all questions.

As a company with so many different facilities, how do you provide such a

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OEM PROFILE - MAREL

variety of processing equipment and software?

Marel has invested in engineering support and has diverse capabilities to produce parts and equipment. Our highly skilled labor force allows us to make modifications early in the production process to perform the work as “standard” in our downstream operations, turning the customization of parts or equipment into standard work. Quick changeover is key to our success, and our machine shop is a prime example. We’ve applied Lean manufacturing to our scheduling, ensuring our sequencing limits changeover where possible, and have put automation in place to further reduce time and labor. Applying these principles helps limit any overproduction, making better use of labor and materials in the process.

How do you handle field service and training with so many locations producing equipment?

Using North America as an example, Marel has a team of over 250 field service engineers (FSE) spread throughout North America. Each new FSE trains at our Kansas City office and then proceeds to the field to work alongside an experienced FSE. It takes up to 12 months to fully train our FSEs with additional assistance from Europe as needed.

Are your FSEs multilingual?

Yes, many of them are multilingual, with Spanish being the

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most prominent. However, we have some FSEs proficient in Dutch, Islandic, and Danish.

Once a customer issues a P.O., what happens next?

We launch an internal project kickoff meeting to align all Marel stakeholders on the actions needed to deliver a solution for our customer. Shortly after that, the project manager will contact the customer to align the installation, commissioning, and training steps that we will take. The scope of the project is the largest contributor to delivery. Individual pieces of equipment have a relatively short lead time, while an entire system or a greenfield project includes the customer site preparation and installation team in the project timeline. A project team will coordinate with the customer and contractors at each phase to ensure all parties are kept up to date.

What’s the process for Factory Acceptance Tests (FAT)?

We’ve had to become creative in recent years to perform FATs, and we can now do them virtually as well as onsite. Marel can accommodate a customer acceptance and perform our own, inclusive of conformance, standard work, and control systems checks.

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MANAGEMENT

Making Manufacturing Day Memorable How OEMs can raise awareness for the industry as a whole to spark excitement for future generations.

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▲ Students on Manufacturing Day do quality control checks on LED lighting systems on the factory floor at LumaSmart, a lighting manufacturer in Michigan. Photo courtesy of National Association of Manufacturers

Liz Cuneo, Contributing Writer

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his year, the Manufacturing Institute’s Manufacturing Day (MFG Day) is celebrating its tenth year. Held annually on the first Friday in October, with events that continue throughout the month, MFG Day aims to show a behind-the-scenes look at the reality of modern manufacturing careers “by encouraging companies and educational institutions around the nation to open their doors to students, parents, teachers, and community leaders.”

“The main goal is to raise awareness of manufacturing and the many opportunities for young people in various communities,” says Herb Grant, vice president of program execution at The Manufacturing Institute.

Through open houses and factory tours, manufacturers can show the public (and future workforce) what it is they make, how their operations run, and the ins and outs of working at the facility. This is especially important as the labor gap continues to widen within the high-skilled, hightech, and high-paying manufacturing jobs.

“The challenge today is that there are more than

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800,000 open manufacturing jobs in the U.S. By the end of the decade, we’re on track to need four million more people in the manufacturing workforce,” Grant says. Driving this skills gap is a healthy economy, growth of U.S.- based manufacturing, and the great resignation (where the last two years has seen more people leave their careers than ever before). Plus, there’s growing competition for talent as more career options become available.

There’s also an obstacle related to industry image.

“There’s a misperception that manufacturing is dark, dirty, and dangerous. That’s not accurate. The industry is hightech, clean, innovative, and safe. That’s what these tours prove,” says Grant.

The importance of MFG Day

In 2021, The Manufacturing Institute reported that more than 584 events were held on MFG Day, which were OEMhosted events that were either in person demonstrations, factory tours, or online events. There were a reported 101

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MANAGEMENT

plus million impressions collected on the MFG Day website, and 15 states made written proclamations declaring the event on the first Friday of October, bringing weight and validity to the institute’s goals.

Novelis, the world’s largest aluminum recycler and leading provider of flat-rolled aluminum products, is (and has been) one of the companies participating in MFG Day. “We have participated in MFG Day for several years by opening our doors to students, teachers, and community leaders and giving them a firsthand glimpse into cuttingedge manufacturing careers and operations,” says Dev Ahuja, executive vice president and CFO at Novelis. “In 2019, we held a kick-off event at our Greensboro, Georgia, recycling facility, where I joined Manufacturing Institute president Carolyn Lee and our Greensboro team in welcoming 50 students to the plant. While visiting, the students learned about career advancement, safety, environmental sustainability, and STEM-related applications.”

While the events help students to learn about careers in manufacturing, as well as the technology being applied at the facilities, the event can be beneficial to participating companies as well. Miller Fabrication Solutions, one of the top metal fabricators in the U.S., is an active participant in MFG Day, and has benefitted from past events.

“MFG Day has undoubtedly helped with our recruitment and marketing efforts, “says Eric D. Miller, president of Miller Fabrication Solutions. “The event gives people a behind-the-scenes look at how we help produce the types of heavy equipment you see on construction jobs, railroads, mining sites, and other industrial applications. It’s a great way to showcase the many rewarding career opportunities at Miller and convince the workforce of tomorrow to consider a career here.”

In the last few years, due to the COVID-19 pandemic, MFG Day events went virtual through virtual factory tours and demonstrations. This year, MFG Day is expected to be a mix of in-person and virtual events held throughout the country.

Getting involved

So, you may ask yourself, “How can first-time participants get involved?” You’ll find everything you need to get started at mfgday.com. There you will be able to see relevant information regarding how to participate and ways to host an event. This can include hosting a virtual event, a factory tour, or product demonstration. You’ll then register for the event, which will publish the event and its details on the site, allowing attendees looking to participate in MFG Day to see it.

After that, promote the event as you see fit. The Manufacturing Institute’s Grant says that a good practice is to reach out to local high schools (and sometimes middle schools), and talk to staff, explaining your participation in MFG Day, with the ultimate goal of inspiring the next-generation workforce to consider manufacturing as a career.

F3_Management_2022.indd 26

“As we all compete for workers in a tight labor market, it’s more important than ever to highlight our industry and connect with prospective employees. I would tell organizations participating for the first time—or the 10th time—to ensure their approach is creative, inspiring, and true to their brands,” says Miller.

While there is no cost to participate in Manufacturing Day, you may incur costs as you work to create a memorable event, such as providing refreshments, catering lunch, and even providing student transportation. The good news is that there is help for you if your company wants to participate in Manufacturing Day and is looking for a little bit of cost assistance. The PMMI U Skills Fund is available to member companies looking to participate. It is a matching program that helps company dollars go further, according to Kate Fiorianti, senior manager of workforce development at PMMI. For example, if a PMMI member company wanted to get a bus to bring students into their facility for the day and it costs $1,000, PMMI would match $500.

Find out how PMMI can assist your MFG Day here: https://www.pmmi.org/skills-fund

Best Practices for a Successful Manufacturing Day

Consider participating in Manufacturing Day to heighten interest in the industry. Here’s how to get started:

• Visit www.mfgday.com and sign up your company.

• Create a simple profile with a warm welcome message.

• Create a description of what people can expect on your tour, describe your company, what you make, and entice people to visit.

• When attendees sign up for your event, you’ll

receive their contact information. Reach out to attendees and arrange the visit.

• For more participation, contact local schools and organizations.

• If you’d like financial assistance, reach out to the PMMU U Skills Fund.

• On the day of the event, give students and other

attendees a tour and insights into working at the facility. Let them hear from business leaders.

• Consider refreshments or other hospitality efforts to make the day more memorable.

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Building the workforce

The goal is clear: To get future generations interested in manufacturing and excited about the industry. It’s also to showcase innovative automation and robotics technology behind modern manufacturing, proving it to be an exciting career path for just about anyone.

“At Novelis, we are excited about the future. We recently introduced ambitious sustainability commitments – including being carbon neutral by 2050 or sooner and reducing our carbon footprint by 30% by 2026 – and announced several capital investments, many of them to increase our recycling capacity that are enhancing the sustainability of our products and preparing us for an exciting period of growth ahead. We know that the future is bright, which is why we love to use opportunities like MFG Day to share our excitement with the communities where we live and work,” says Ahuja.

As more companies open their doors to the next generation workforce, the idea of modern manufacturing won’t be so foreign. And as more people and students gain knowledge and excitement surrounding the industry, the hope is that the skilled labor gap will begin to close, and eventually close for good.

Easily share this article with your peers: oemgo.to/MfgDay2022

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At the Novelis kick-off event at its Greensboro, Georgia, recycling facility, 50 students learn about career advancement, safety, environmental sustainability, and STEM-related applications. Photo courtesy of Novelis

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TECHNOLOGY

The Workforce Undergoes its Own Digital Transformation Tools that will help manufacturers tap into and transfer knowledge across the organization.

Stephanie Neil, Editor-in-Chief

THERE’S A BIT OF A TWIST IN THE USE OF TECHNOLOGY on the plant floor as of late. While the focus to date has been on the digital transformation of equipment and other assets, manufacturers are now turning their attention to automating the flow of information in order to improve processes— with the ultimate goal of helping people.

For example, Pretium Packaging, a designer and manufacturer of packaging products for food and beverage, personal care, and medical and consumer industries, has manufacturing facilities across the U.S., Canada, Mexico, and Europe. Many of these plants were acquired, and therefore, Pretium didn’t have a standardized way to share process improvement best practices.

Similarly, Covestro, a manufacturer of high-tech polymer materials, needed a way to seamlessly implement processes in each plant across the globe, even though each facility may use a different system to track variations. A key factor of the disconnect in getting new processes effectively implemented across all its plants was an inability to transfer updated information during shift changeovers.

Meanwhile, J.M. Smucker Company was looking for a way to improve its operations’ accuracy and efficiency

F4_Tech_0222.indd 28

by effectively combining data from multiple production systems.

Though each example differs slightly, they are all trying to solve the same “people problem” as it relates to the workforce. Between the great resignation brought on by the pandemic and a skillset shortage, there is a need to equip people with tools that will drive operational efficiency and improve the employee experience.

“We had a customer that spent millions on equipment and now they are saying it’s time to invest in people,” says Allen Hackman, general manager and global head of the manufacturing industry vertical at ServiceNow, a cloudbased digital workflow platform. “Our customers are striving to improve capacity and productivity and retention.

They are dealing with turnover and an aging workforce and they have a lot of manual processes on the shop floor, which means that many procedures are baked into Excel.”

Hackman says he hears three things from ServiceNow customers. First, they want to remove paper processes from the factory floor. Second, they want to build knowledge into those processes, especially as people need to manage multiple jobs. And third, they want to onboard new

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TECHNOLOGY

people faster by capturing and transferring the knowledge of the retirees.

“The key thing is that they’re losing people and they need to retain that knowledge.”

Lauren Dunford, co-founder and CEO of Guidewheel, agrees. “People have so much valuable information and knowledge and there is an important role [emerging] for getting information from their heads into a consistent and dependable system that can transition into a scalable system rather than ad hoc, one-off solving.”

To do that, manufacturers will need a plan, which is why the OpX Leadership Network is working on a roadmap for the Industry 4.0 digital transformation that addresses a range of tools—from wearables to QR codes to Andon displays—that will first and foremost get the right information to the right people at the right time.

OpX doesn’t recommend specific toolsets, rather, the group is focused on best practices. “That could include checklists to ensure that operators are doing the right things at the right time,” says Bryan Griffen, senior director of Industry Services at PMMI, who leads the OpX effort. “These checklists could be integrated directly into the control of the process and the machine.”

Griffen said the group is still in the very early stages of developing this specific work product, with a second one kicking off this summer that will address hiring, onboarding, and retaining critical staff, including operators, maintenance and quality technicians, and control system engineers. “A big part of this has to be the move to digital tools to aid employees in their jobs in order to help them feel like they are working in a modern facility and not something out of the dark ages,” Griffen explains.

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“We had a customer that spent millions on equipment and now they are saying it’s time to invest in people.”—Allen Hackman, ServiceNow’s general manager and global head of the manufacturing industry vertical.

Learn more about the OpX Leadership Network here: http://oemgo.to/aboutopx

Digital power to the people

For its part, Guidewheel’s FactoryOps platform delivers intuitive, out-of-the box workflows. It starts with a simple sensor that clips around the power cord of any type of equipment on the plant floor—regardless of the control system or the age of the machine—in order to pull information

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into the cloud in real time. “It’s like a Fitbit for the machine,” Dunford says, explaining that it measures the power draw to easily spot microstops and differences in changeover or process time. As an always-on source of truth, the system is constantly working in the background to alert the right teammates immediately if there is a problem. “It is the heartbeat of the machine that you can then layer critical information on.”

That critical information—delivered in real time and in context— could include reasons for downtime, quality issues, actions taken on machine components, labor issues, etc.

End users can customized the drop down menu to their own downtime codes. And using the FactoryOps web interface, which has a mobile component, a plant manager could wake up in the morning and pull up the status of a line to see if a machine is down and adjust the production schedule accordingly.

Pretium Packaging is using Guidewheel to replace that “gut feeling” people have used to determine what caused machine downtime with actual data-driven information

Read how ABB is delivering digital work instructions on demand to engineers in the field. https://www. oemmagazine.org/technology/ automation/article/21295660/ delivering-digital-work-instructionson-demand

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TECHNOLOGY

that provides easy-to-understand information and escalates alerts to the proper people based on the problem the machine is having.

“Before Guidewheel we had to physically go to every machine to figure out why it was down and document it,” says Steve Hernandez, a maintenance manager at Pretium.

“Now we are able to react in a more timely manner…and

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our lives at Pretium have changed as we are now able to get alerts on our phones and react whether we are at home or at work.” In addition, the team can use the Guidewheel charts to see operating trends and take ownership of the machines. “Our team is more engaged and are generally concerned as to why [machines] are down,” he says.

Indeed, having the ability to manage incidents is an important part of empowering operators in this digital-first world.

ServiceNow recently released its Manufacturing Connected Workforce platform which provides maps and visual guides of a facility’s systems and processes, standard operating procedures to help ensure efficiency and compliance, and the ability to capture institutional knowledge on how to deliver best practices. “This was our entry into the factory floor,” Hackman says, “leveraging data models to give workers context to challenges.”

The ServiceNow platform covers four areas. The first is the standard work that happens every day, which is digitized into checklists of things that need to get done. If a worker doesn’t know how to complete the task on the checklist they can click on an instructional video to build knowledge into the procedure. The second piece is exception management, which gives operators the ability to record an incident that drove a specification. Third, if something is wrong, such as an out-ofplace safety guard, a worker could trigger an alert that requests some action be taken. Finally, once tasks and workflows are recorded, users can plot trends that help determine why a failure on a machine happened at the time it did.

“The ultimate goal is to improve productivity in the factory; an impediment [to this] has been a lack of knowledge,” says Hackman.

“We have a system of action. There are [other systems] that store data, and we sit across the top to be the system of engagement that workers interact with…to drive action. We make sure the task gets to the right person, ensure it gets done, and then learn from it.”

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Changing of the guard

At Covestro, which has close to 17,000 employees, managing the shift operations and the shift changeovers require that all key information about the state of the plant systems and processes are evaluated and passed when the next shift arrives. That is often done with handwritten notes, phone calls, or Excel spreadsheets. The company was looking for a web-based tool that could interface with its SAP enterprise resource planning (ERP) system and was adaptable to varying circumstances at different facilities.

What they found was Shiftconnector from eschbach, an interactive shift log developed for the pharmaceutical and chemical industries.

According to eschbach officials, incidents at process plants are more likely to occur after handovers, often due to the lack of digitized documentation from a prior shift.

Shiftconnector streamlines communication from a range of operational activities using e-signatures, cross-shift and cross-department task allocation, and the ability to document all shift operations in an auditable way.

In September 2021, eschbach introduced Shiftconnector Go Mobile Rounds, an application that connects field workers with board operators for routine actions and compliance management. In a daily scenario using Shiftconnector Go Mobile Rounds, workers download a task list of specific actions and proceed to specified locations where sign-offs on the itemized actions occur. A QR code confirms the position in which the worker is located. As the items on the task list are reviewed, should an anomaly be discovered, such as leakage or a pressure issue, the worker is able to record the adverse event (including photo documentation), which is immediately shared in the shift report via the Shiftconnector platform. The information is then delivered to those responsible for corrective action. Evaluation of the action is recorded to assure compliance. Via the Shiftconnector platform, this information is integrated with shift reporting to alleviate any misinformation or omissions during shift handovers, ensuring compliance, safety, and reliability.

“It enhances the full workflow beginning with scheduling the inspection, tracking in the field, and finally evaluation,” says Andreas Eschbach, founder and CEO of eschbach. “With mobile capabilities, communication with central operations is enhanced and paper documentation is eliminated resulting in better management of day-to-day plant operations and simpler execution for all involved.”

Uniting silos of information

GE Digital set out to solve the problem of disparate data that was causing headaches for its customer, the J.M. Smucker Company, as it relates to identifying and implementing specification changes. As a result of its efforts, GE Digital released its Proficy Orchestration Hub, providing out-of-the-box tools to unify manufacturing product information from disparate data systems. According to the company, the software can transform and organize raw

F4_Tech_0222.indd 31

business-oriented information into production-ready formats and orchestrate application of the resulting information across factory floor systems.

For example, many manufacturers store quality data in one system, but put orders in an ERP, and manage reciperelated information in a PLM (product lifecycle management) system. These systems are often not connected, therefore someone has to look at all three to assess the impact on the factory floor. Furthermore, supply chain issues can cause production to be out of sync with the latest manufacturing product data, which could result in lower quality or more waste in operations. Proficy Orchestration Hub records, analyzes, and updates manufacturing product data in the plant; it also stores deviations and variances to provide visibility into changes.

“Basically, it is making sure that the shop floor is operating off the right specs for a workorder,” explains GE Digital’s Prasad Pai, senior product manager for Proficy Orchestration Hub. “And when I asked customers how often these changes happen, they say sometimes it happens every couple of months and sometimes it happens every three hours.”

And that is why having easy access to the right information is important—especially when the workforce is changing as fast as the digitized data.

Easily share this article with your peers: oemgo.to/digital-workforce

2022-06-02 12:16 PM

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Sustainability Inside the Operations OEMs outline initiatives underway to become environmentally-friendly businesses.

Liz Cuneo, Contributing Writer

Polypack’s Florida facility features 1,629 solar panels that power a vast majority of its operations. Photo courtesy of Polypack.

OEMS TODAY ARE NOT SHYING AWAY FROM THEIR COMMITMENT TO

SUSTAINABILITY. More than just a buzzword, sustainability

encompasses how a company approaches everything from new product launches to equipment manufacturing to powering their facilities, and even recycling.

“To minimize our climate impact and ensure food security for the future, we take a full lifecycle view. We need to drive down carbon emissions at every step of the value chain, and there are a few impactful ways of doing so,” says Lisa Rydén, vice president of corporate social responsibility at Tetra Pak, a food processing and packaging solutions company.

The company does so by working to “decarbonize materials,” by using responsibly sourced, renewable plantbased materials instead of the virgin fossil-based materials commonly used today. Tetra Pak also works to “decarbonize production” by working with suppliers to minimize

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carbon footprint upstream, utilizing renewable energy, and reducing the carbon impact of the company’s equipment.

And lastly, the company focuses on reducing food loss and waste and on recycling initiatives.

Similarly, many OEMs, including Wexxar Bel, a case forming and case erecting equipment manufacturer, use a multipronged approach to sustainability, focusing not only on equipment but also materials. Part of the ProMach company, Wexxar Bel’s sustainability plan focuses on equipment efficiency as well as initiatives that impact the company’s everyday operations. For instance, the OEM says it recycles all wood, soft plastic, and corrugated scraps, and aims to use fewer caustic (corrosive) chemicals in its facilities.

On the equipment side of things, as Wexxar Bel works to design new equipment, the company says it aims to do this by reducing or simplifying certain parts of the machine to

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At Wexxar Bel, we have a huge focus on not only providing sustainable & efficient machinery, but utilizing sustainable practices in our manufacturing processes

help lower its carbon footprint, lower energy consumption, and reduce the number of parts needed to be manufactured.

Going above and beyond equipment improvements and recycling, some OEMs are making drastic changes to their facilities to better achieve their sustainability goals.

Environmentally invested since 1959, Polypack, a secondary packaging OEM focusing on shrink and corrugate bundling, focuses on sustainability in four areas: source reduction, research and development, energy efficiency, and using eco-friendly materials. But taking it perhaps one step further is Polypack’s solar-powered facility.

Leveraging solar energy Wexxar machines have a variety of features providing long term cost and energy savings

Power save modes

Hot melt ondemand options

Energy efficient servo motors

Mechanical flap folding and Pin & Dome ensure reliable operation with any corrugated including recycled and softer corrugates

Wexxar has adopted sustainable practices throughout our facility and manufacturing process

Powered by renewable energy

Recycle all metal, wood, soft plastic and corrugated scraps

Use of less caustic chemicals

Eliminated the use of pneumatic tools and implemented smarter heating/cooling solutions to reduce energy consumption

Wexxar Bel has adopted several green initiatives within its facilities. Photo courtesy of Wexxar Bel. (continued on next page)

10%

Pneumatic Systems often only achieve 10% energy efficiency at the mechanical how OEMs areoutput making

Read energy-effi cient Implemented OnSite equipment: https://www.oemmagazine.org/ Valves while using more technology/machine-design-management/ servo technology article/22106081/making-energyefficientmachines-for-manufacturing

Transitioned from pneumatic to battery powered tools

SUSTAINABLE DESIGN PHILOSOPH Y

Polypack’s 82,000+ sq.-ft. Pinellas Park, Florida facility features 1,629 solar panels that power a vast majority of its operations. According to Nicolas Cerf, sales director of Polypack, Inc. the plant gets 95% of its energy from solar power.

“Polypack’s building is lucky to have one of the largest private solar farms in the state of Florida. This acts as a daily reminder of the importance of sustainability for all of our employees. The performance of the panels is displayed on a monitor in the lobby for everyone to take a look at,” says Cerf.

Even in northern climates, solar energy can be leveraged to help companies reduce their carbon footprint and be independently energy efficient. Viking Masek Packaging Technologies’ 33,000 sq. ft.-facility in Oostburg, Wisconsin utilizes solar panels that generate 300,000 kWh annually, providing the company with $25,000 in annual utility costs savings.

But aside from saving money, Ty Weinhold, COO of Viking Masek Packaging Technologies, says the solar panels create the energy needed to power its facility and help power the surrounding community.

“By utilizing an environmentally

Wexxar's design philosophy when inventing or improving on any product is to not only improve performance and usability, but to reduce the machine's energy consumption and therefore carbon footprint.

Reducing and simplifying certain parts of our machines provides tremendous benefits not only from an operational standpoint, but a sustainability standpoint as well.

GreenOEM_Summer.indd 34

2022-06-02 12:21 PM

At Wexxar Bel, we have a huge focus on not only providing sustainable & efficient machinery, but utilizing sustainable practices in our manufacturing processes

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▲

and societal topics, TV screens located across our factories conscious energy source we can provide a great deal of mirroring our sustainability achievements, and actions to value to the community, producing enough excess electricinvolve shopfloor teams in the conversation. If being on top ity to power 28 homes in the surrounding area. In addition of what’s happening is key, equipping colleagues with the to reducing our carbon footprint, we can invest in other right tools and skills to realize our sustainability agenda, is areas of business while increasing our bottom line.

Our Wexxar machines have a variety of features Wexxar has adopted sustainable practices and energy critical.” savings throughout our facility and manufacturing process investment has paid for itself in full in just three providing years,”long term costequally Getting the workforce involved and excited in sustainWeinhold says. able initiatives can help set the tone for a “green” workTetra Pak has also taken measures to ramp up renewplace and foster an environment in which new ideas are able electricity and solar power within its plants. generated.

“Our use of renewable electricity has risen from 20% in “The goal of our solar energy project was a twofold ap2014 to 83% in 2020,” Rydén says. “All our converting facPower save onEnergy efficient Powered by Recycle all metal, of less says Viking Masek’s Weinhold.

“We valueUse our contories within the EU, as well as all our factories and offices Hot meltproach,” modes demand options servo motors renewable wood, soft plastic and caustic tribution to the environment by creating renewable energy, in the U.S., are already using 100% renewable electricity. energy corrugated scraps chemicals offsetting roughly 50% of our electrical consumption needs This journey included the installation of solar panels across from our local utility. Alongside the environmental benefits, our operations and the purchasing of renewable energy it is fantastic to utilize our own resources for our employees certificates, being one of the first to do so in countries such to produce high value machinery with energy generated as Thailand and South Africa.” directly above our heads.”

By leveraging solar power, these companies are discovAnother facet of getting everyone on board is the idea of ering how to reduce emissions and save on costs, while still a collaboration with both team members and customers. producing the quality, reliable, and eco-responsible equipLike many OEMs, BW Packaging Systems, the packaging ment their customers have come to expect.

“To Polypack, sustainability means Mechanical flap folding and Pin & Dome Eliminated the use of pneumatic tools and offering solutions that are good for ensure reliable operation with any corrugated implemented smarter heating/cooling the environment and that are built in including recycled and softer corrugates solutions to reduce energy consumption (continued from previous page) a sustainable way. Our equipment allows customers to bundle their goods with less material and electrical consumption than similar machines in the industry. In addition, we focus on producing our machines in a sustain10% Pneumatic Systems often only able fashion by using only stainless achieve 10% energy efficiency steel for key machine sections and at the mechanical output Implemented OnSite Transitioned from harnessing solar power to run our Valves while using more pneumatic to battery factory,” said Cerf. servo technology powered tools

Getting everyone on board

Part of corporate sustainability is making sure the workforce is on board by promoting all of the green initiatives, and sharing the overall impact.

“Sustainability is embedded as a pillar of our Strategy 2030, therefore making sure employees and factory workers are updated about the related initiatives is extremely important,” says Tetra Pak’s Rydén.

“We count on a full suite of internal communications channels to realize this goal, including regular news posting on our intranet, podcast interviews with experts, internal webinars on most pressing industry

GreenOEM_Summer.indd 35

S U STA I N A B L E D ES I G N P H I LO S O P H Y Wexxar's design philosophy when inventing or improving on any product is to not only improve performance and usability, but to reduce the machine's energy consumption and therefore carbon footprint.

Reducing and simplifying certain parts of our machines provides tremendous benefits not only from an operational standpoint, but a sustainability standpoint as well.

Greater machine reliability

Less parts needed to manufacture

Lower energy consumption

Lower carbon footprint

CO R P O RAT E S U STA I N A B I L I T Y CO M M I T M E N T At ProMach, we are committed to reducing the amount of excess materials and energy used at all levels of operation. Our dedication to being first-in-class means our products not only perform better, but also operate more reliably, efficiently to support a more sustainable future.

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SPECIAL REPORT - GREEN OEM

Viking Masek Packaging Technologies’ solar-paneled facility creates the energy needed to power its own facility, as well as 28 homes in the surrounding area. Photo courtesy of Viking Masek Packaging Technology.

equipment arm of Barry-Wehmiller, recently appointed a global sustainable packaging leader within the company to do just that. Michelle Bryson will lead the development of a “sustainability roadmap” for the company and collaborate with team members and customers on several fronts, including the usage of responsible materials, recyclability, packaging design, waste, and carbon footprint reduction.

“We’re also looking at how we infuse sustainability into our innovation framework, which means designing equipment for our customers that is efficient to operate, minimizes waste, and provides them with the ability to package products in a more sustainable package,” says Christi Emmenegger, vice president of strategic marketing for the packaging platform of BW Packaging Systems. “Michelle is starting to meet with material companies and other suppliers in the packaging value chain to partner on new developments to ensure our equipment is adaptable and flexible to meet the needs of the market and our customers.”

The road ahead

Moving toward a sustainable facility, or adopting sustainable initiatives for equipment manufacturing, energy use, and workplace initiatives can seem like a daunting task if you are starting from ground zero. But being mindful of the big picture can help.

GreenOEM_Summer.indd 36

“With sustainable practices, companies looking to invest in solar energy can capitalize on many financial benefits including tax credits, state and federal depreciation, as well as other incentives,” explains Viking Masek’s Weinhold.

Meanwhile, Rydén focuses on the environmental impact associated with sustainability initiatives: “We are on a trajectory to hit net zero emissions across our own operations by 2030, with the ambition to reach net zero across our value chain by 2050…Looking ahead, we have set additional ambitious commitments, such as launching a fully renewable aseptic package by 2023, achieving a 70% recycling rate in Europe by 2025 and realizing a positive impact on biodiversity through forest conservation and nature-based solutions.”

Watch a quick interview with Bumble Bee Seafoods CEO Jan Tharp as she discusses the company’s sustainable culture. https://www.youtube.com/watch? v=ereGOV0YNB8&list=PLAbEbJUf MVVT8aNDdi68trIaDP8gH9o2f&in dex=1&t=3s

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SPECIAL REPORT - GREEN OEM

But like any worthy project, true sustainability is a longstanding commitment that relies on partnerships.

“Above all, our ambition is to deliver the world’s most sustainable food package – one that is not pointing towards a trade-off between people and the planet,” says Rydén . “This means creating cartons that are [completely] made of responsibly sourced renewable or recycled materials, fully recyclable, and carbon neutral. Based on this bold ambition, working collaboratively is critical.

Transforming the global food system is a monumental task. It will require long-term focus and systems-level thinking to connect with all the relevant players across the food value chain.”

This “monumental task” is a challenge that many of today’s consumer brands, suppliers, and equipment manufacturers are up for, and one that stretches from equipment to materials.

“One of the key areas that needs to be further explored for sustainability is plastic consumables. Polypack’s sister company, Filmsource International, sells a 100% post-consumer recycled low-density polyethylene (LDPE) film for our customers to purchase. We are excited about being able to offer such a great sustainable option in our market… We envision a circular economy for plastic in our industry’s future, and Polypack plans to continue research, development, and promotion of eco-friendly, sustainable innovations in support of this,” says Cerf.

The goals, initiatives, and projects available now are only the beginning. What’s evident in the projects and initiatives fostered by the companies mentioned here is that they are adamant about one thing: sustainable innovation doesn’t stop here. As more OEMs explore sustainable materials, equipment efficiency, and even solar-powered plants, sustainability simply becomes a way of doing business, and that’s what makes the future of manufacturing a little greener. ■

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Tetra Pak works to “decarbonize materials,” by using responsibly sourced, renewable plant-based materials. Image courtesy of Tetra Pak.

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ASSOCIATION NEWS

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ASSOCIATION NEWS Sean Riley Senior News Director

Ready to Find New Customers?

Drive Customer Traffic to Your PMMI ProSource Pages (For Free) Want to give your company an edge in the new PMMI ProSource directory? Drive traffic to view your company’s PMMI ProSource profile via our exclusive members-only program, Link Booster. Simply link to any PMMI ProSource article on your site and let us know. PMMI will then add a link to your profile at the bottom of that article.

It’s an easy (and free) tactic to help more customers find you—follow the four steps at prosource.org/linkbooster today.

PMMI knows that finding customers – and making it easy for them to find you – is imperative to our members’ businesses. Beyond our PACK EXPO trade shows, PMMI’s member-exclusive programs keep you connected to customers all year long through offerings like PMMI ProSource, PMMI Roadshow and networks that bring together CPGs and OEMs for collaboration and discussion.

PMMI is your answer, connecting you to customers 365 days a year. Take advantage of the resources available to every employee in your company. Find out more at pmmi. org/pmmi365.

Equipment Matching Database Universities, colleges and high schools are continually trying to deliver quality training with limited budgets. As a result, essential equipment for educational curriculum is often too costly and inaccessible to the schools and organizations that need it most. By donating your used equipment, you also contribute to the education and training of a more prepared entry-level workforce. With your help, students will learn on equipment currently used in the industry. For more information, contact pmmiu@pmmi.org.

Be Ready to Partner with Customers As the findings coming out of Top to Top’s Shaping the Future of Packaging Operations white paper point out, the CPG-OEM relationship is evolving from transactional to collaborative. For you to be the strongest, most strategic partner to customers, it is critical to understand their business, recognize their pain points, and anticipate their needs.

PMMI Media Group Custom Research can help. You can learn more about your customers’ demands and deliver the intelligence you require to grow your business using our extensive database of engaged end users built from PACK EXPO attendees and PMMI Media Group contacts.

Email Jorge Izquierdo (jizquierdo@pmmi.org), PMMI’s vice president of market development, to learn how PMMI Media Group Custom Research can provide the in-depth insight you need to compete in today’s changing market.

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ASSOCIATION NEWS

Connect with Students

1. Participate in the Amazing Packaging Race The Amazing Packaging Race is returning to PACK EXPO International! Sponsored by Emerson, the race brings together students and exhibitors on the show’s final day (Wednesday, Oct. 26), and student teams will complete tasks assigned by exhibitors throughout the show floor. As a supporter, your logo will be included on race signage displayed around PACK EXPO International and on the back of the colored t-shirts the students will be wearing throughout the race. Find out more here: oemgo.to/amazingrace.

2. New Packaging Competition at PACK EXPO International High school students will have the chance to gain hands-on experience in packaging by participating in the PACK Challenge, a new packaging competition at PACK EXPO International 2022.

Six local Chicago schools will receive pre-crated kits that contain components necessary to build a machine that fills the specified product into the provided container in a mock production line. These teams will design and build their machine through October before crating and shipping it to PACK EXPO International. Students will be required to build their filling machines on-site and conduct multiple presentations as part of the PACK Challenge competition. Go to: oemgo.to/packchallenge.

To get involved or learn more about either student program, contact Kate Fiorianti, senior manager, Workforce Development, PMMI, at kfiorianti@pmmi.org or 571.266.4406.

Upskill Your Workforce with PMMI U Trainings Fundamentals of Field Service This workshop explores non-technical knowledge and skills needed to be a great field service technician.

Aug. 23-24 Delkor Systems (Arden Hills, Minnesota) Oct. 23-24 PACK EXPO International (Chicago) Certified Trainer Workshops This workshop gives your company the strategies and tactics to train

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well across all employee skill levels, including service technicians, service and training managers, and maintenance technicians.

Aug. 25-26 Delkor Systems (Arden Hills, Minnesota) Oct. 23-24 PACK EXPO International (Chicago) Register and find out more at pmmi.org/industry-training.

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ASSOCIATION NEWS

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Help Your Business Benefit from Standards Development Designed by PMMI, with support from The International Trade Administration, this free course walks participants through the fundamentals and importance of standards engagement and the development process. The three-module course will increase your team’s awareness and knowledge of U.S. and international standards, explain the U.S. and ISO standards development process, and show you how your company can participate in the development of ANSI and ISO standards.

Find out more and register for FREE at pmmi-standardstraining.com.

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Recognize Your Rising Leaders: 2022 On the Rise Awards Now Open Do you have a young professional in your company displaying extraordinary leadership qualities? Recognize this individual’s achievements by nominating them for PMMI’s On the Rise Awards, produced by the Emerging Leaders Network. Winners will be honored at PMMI’s Annual Meeting (Sept. 12-14; Oak Brook, Illinois) and will receive complimentary airfare, registration and hotel stay, and a featured interview in OEM. Submit your nominations by Friday, July 29 at pmmi. org/emerging-leadersnetwork/awards.

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Modular Signal Towers

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ASSOCIATION NEWS

Meet the PMMI Board of Directors

In our video spotlight series, hear from your PMMI Board of Directors about their start in the industry, their involvement with PMMI and more.

Watch the video interviews at oemgo.to/pmmibod2022.

Exhibit at the Emerging Brands Summit at PACK EXPO International The Emerging Brands Summit is a one-day event (held at McCormick Place during PACK EXPO International) bringing together new brands with experts in manufacturing and packaging. This event is designed for entrepreneurs looking for the knowledge, resources, and partnerships to help grow their manufacturing operation from startup to scaleup.

Attendees will benefit from educational sessions, panel discussions, expert consultations, and one-on-one discussions with suppliers exhibiting in the Emerging Brands Marketplace.

As an Emerging Brands Summit exhibitor, you can expect to:

• Connect with prospective buy-

ers ready to build out their manufacturing facility or expand their contract operation.

• Build brand awareness with emerging brands before they enter the buying cycle.

• Develop your network within the community of emerging brands and partners.

For more information and to download the exhibitor and sponsorship guide, visit emergingbrandssummit.com.

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Industry Solutions EXCLUSIVE to Members PMMI Manufacturing

Excellence (MaX) is a collaborative Member Forum driving efficiencies and streamlining operations by sharing best practices for optimizing business, convening share groups to discuss best practices, and developing focused training to improve operations. Facilitated by PMMI’s Industry Relations Committee, MaX Member Forum’s three share groups will focus on identifying challenges and creating solutions around sales, field service, and engineering topics.

Find out how YOU can participate and download our first free solution at pmmimaxmemberforum.org.

Business Intelligence: Pharma Manufacturing Trends

The 2022 Pharmaceutical Manufacturing: Trends Shaping the Future white paper provides insight into the major trends impacting the pharma industry, including: • The shift in product formats, such as the growth of injectables and customized medicines, requires pharmaceutical manufacturers to rethink production and packaging strategies.

• Maximizing throughput is driving the proliferation of automation and the digitization of data to improve efficiency across operations.

• As consumers focus on sustainability and e-commerce ordering for direct-to-consumer (DTC) shipping, manufacturers need to reevaluate basic packaging components.

• COVID-19 has impacted many pharmaceutical manufacturers’ short-term goals as they struggle with ongoing ingredient, material, and machine shortages. oemgo.to/pharmatrends

Hear what you missed at PACK EXPO East 2022 PACK EXPO East 2022 continued its strong run of record-breaking events, welcoming more than 6,600 attendees across 95,000 net sq. ft. of show floor, making it the largest PACK EXPO East since its inception. With many exhibiting members busy conducting business in their booths, it can often be difficult to walk the show floor and see what’s new in the industry.

PMMI released a series of unPACKed with PACK EXPO East podcasts to showcase some of the trends and technologies PMMI Media Group editors earmarked as new, innovative, or something to keep an eye on at future shows.

Listen to these podcasts at pmmi.org/ podcasts.

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ASSOCIATION NEWS

NEW Release: Engineering Services Best Practices Report Every three years, the Engineering Services Best Practices report provides members with comparative data on packaging machinery companies’ engineering departments, management, design, and workforce development. According to 33% of respondents, the engineering manager acts as the lead engineer and is primarily responsible for the engineering functions. 52% of respondents report their top engineer has over twenty years of experience in engineering.

Lead engineers divide their time during an average workweek on the following activities: • Engineering (50%) • Administrative (17%) • Sales (10%) • Manufacturing (11%) • R&D (12%) • Learn more engineering best practices by downloading the report: http://oemgo.to/engineeringservices

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Stay Updated on Cybersecurity News

Cybersecurity has become a critical topic in the packaging industry in today’s business environment. As a result, PMMI has created CyberHealth to assist you with your cybersecurity needs and keep you up to date on current business practices, key trends, and imminent threats. Be sure to visit pmmi.org/cyberhealth for the latest cybersecurity updates and resources.

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Æåïßëòáî ðäá ÖÇÅà ÆåĞáîáêßá Øåïåð óóó ðäáîéëáèáßðîåß ßëé (773) 342-4900 • 4048 W.Schubert Avenue • Chicago, IL

6/2/22 2:03 PM

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ASSOCIATION NEWS

New Spring Class of Members

More Traffic. More Leads. More Value.

PACK EXPO International is back in Chicago. Explore additional digital opportunities today to get your brand in front of attendees prior to show day, • Banner Ads (Homepage & Beyond) – Feature your ad on the show website to give attendees direct access to your company.

• Exhibitor Directory – This is the first place attendees visit to plan their show.

• Package Upgrade Opportunities – Choose from one of four package upgrades to increase exposure for your company.

Explore additional sponsorship and advertising opportunities designed to expand your reach and generate more leads at packexpointernational.com/sponsor.

Looking for education and networking opportunities that are tailored specifically to rising leaders in the packaging and processing industry? PMMI’s Emerging Leaders Network is proud to introduce its first-ever Young Professionals Conference. The one-day event on July 15 features networking and sessions on work/life balance, digital selling, career advice from a panel of industry executives, and more.

The conference takes place at The Biergarten at Anheuser-Busch, the day after PMMI’s free Roadshow event.

For more information or to register visit pmmi.org/emerging-leadersnetwork/conference.

Key PACK EXPO International 2022 Exhibitor Deadlines Aug. 4, 2022: Early Bird Lead Retrieval Discount Deadline.

Sept. 2, 2022: Affiliated Listing Deadline.

Sept. 7, 2022: PACK EXPO Services Advanced Ordering Discount Deadline • • • •

• • • • •

Place and pay for your orders by this date to save up to 30% off most items.

Lead Retrieval Advanced Ordering Discount Deadline.

Sept. 16, 2022: Complimentary Exhibitor Badge Registration Deadline Register your booth personnel by this date to avoid badge fees. There is no badge allotment, so register as many personnel as you’d like. After this date, there will be a $15 fee per badge.

Oct. 18, 2022: Move-In Begins Oct. 22, 2022: Last day for customers to use Exhibitor Comp Codes for free registration.

Oct. 23, 2022: Show Opens Oct. 26, 2022: Show Closes Oct. 29, 2022: Move-Out Ends

Save the Date for 2022 PMMI Annual Meeting Sept. 12-14, 2022 Oak Brook, Illinois Plant Tour Hosted by: nVenia, a Duravant Company For the latest information visit Pmmi.org/annualmeeting.

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PMMI added 27 members at its Board of Directors meeting during the Executive Leadership Conference. Active membership now stands at 974 companies. “Adding 27 new members when so much is happening and changing in our industry reinforces the confidence packaging and processing companies have in the resources provided by PMMI,” said Andrew Dougherty, senior director, membership, PMMI. General Members All-Fill Cappers, Exton, PA Data Scale, Fremont, CA GEB Metal Mecánica, Zapopan, Jalisco, MX Industrial Physics, New Castle, DE Keenline Conveyor Systems, LLC, Omro, WI MACTEC Packaging Technologies, Sayreville, NJ Membrane Process and Control, Edgar, WI PAXTON Products, An ITW Company, Cincinnati, OH Rocket Machine Works Inc., Fresno, CA Associate Members FROMM Packaging System Inc., Boonton, NJ PACK’R, Suwanee, GA Affiliated Suppliers Applied Manufacturing Technologies, Orion, MI Creative Transportation Services, Inc., San Roman, CA Lubriplate Lubricants Company, Newark, NJ Rite-Hite, Milwaukee, WI RIOS Intelligent Machines, Inc., Menlo Park, CA Component Suppliers Alkon Corporation, Fremont, CA Autonics, Mundelein, IL Mojonnier USA, Streetsboro, OH Nextthermal, Battle Creek, MI Nidec-Shimpo, Glendale Heights, IL OnRobot US Inc., Irving, TX Pepperl + Fuchs, Inc., Cincinnati, OH Volta Belting Technology, Montville, NJ Materials Supplier Evergreen Resources Inc., Naperville, IL EFP, LLC., Elkhart, IN PennPac, Manheim, PA

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EXHIBITOR’S CORNER

b.

7 Strategies to Win at PACK EXPO International 2022 Jefferson Davis, Exhibiting Productivity Expert, Competitive Edge

H

ave you heard the saying “the early bird gets the worm?” Well, it holds true for trade shows.

In a big show like PACK EXPO International, one big mistake many exhibitors make is not thinking deeply enough about (and/or not launching their pre-show marketing campaign) until it’s too close to showtime.

The best attendees are targeted by the most successful exhibitors early in the event cycle, and their schedules fill up quickly.

With PACK EXPO International just a few months away, here are seven practical and proven-effective strategies every exhibitor, whether you’re in a 10 x 10 or a 50 x 50 booth, should be doing right now.

1. Clearly define who the most valuable 30 to 50 people you want to see at PACK EXPO International are.

Ask the question, “If we were only able to interact with these people and no one else during the show, who would this be?” Let’s call these your MUST-SEE visitors and plan on doing whatever it takes to get “in their mind” and “on their agenda” before the doors open.

2. To get even more value, focus on three distinct groups: a. Customers. Active and inactive customers who are, have, or are likely to attend PACK EXPO International.

Invite them to the show with the goals of making a pos-

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c.

3.

4.

5.

6.

a.

b.

c.

d. e.

f.

itive deposit into the customer relationship account, cross-selling or upselling a product or service, catching up on what or who has changed in their organization, and possibly leveraging them for advocacy with potential new customers.

Prospects in your sales pipeline. Talk to your sales, business development teams and channel partners to build this list. The primary goal of inviting them is to use the energy and excitement of your product or service presentation and your experts to advance them to the next step in the sales cycle.

Potential new opportunities. People who have consumed your content, engaged with your social media channels, and/or inquired about your products or services over the last several months. The primary goal of inviting them is to build rapport, discover a problem to solve or an opportunity to help them seize and secure a commitment to a subsequent action.

Define the visitor experience in your exhibit in terms of what they will see, what they will do, what they will learn, and what they will get by visiting your exhibit.

Develop a crystal-clear value proposition for each target group that compels them to put visiting your exhibit on their My Show Planner.

Deliver your value proposition to each segment at least three to five times over the next few months.

Integrate as many marketing channels as you can to build maximum awareness and increase response rates.

Use print advertising, editorial, and press releases in trade publications in July, August, and early September.

Review your social media channels for people viewing, liking, or commenting on your posts and directly message them.

Send emails with intriguing subject lines to your house lists. Lead the subject line with the word PACK EXPO and ask a question about the problem you can help them solve or the opportunity you can help them seize.

If you have direct-dial phone numbers, pick up the phone and call.

Review available PACK EXPO International exhibitor marketing opportunities to find programs that reach your target audience and fit your budget. And take advantage of complimentary resources such as the Customer Invite Program.

Don’t forget about one of the most overlooked mar-

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SUMMER 2022

keting channels that few exhibitors use: direct mail. The clutter in the mailbox has gotten light, and this is a good time for savvy exhibitors to be where the competition isn’t. g. For your top 30 to 50 must-see visitors, you may want to put together a shock and awe package. A box-type mailer that includes a well-written letter of invitation with a request for an appointment and some form of a reward for setting and showing up for the appointment. Encourage them to use the My Show Planner tool, making appointment setting quick and easy. h. For your potential opportunities, you may want to develop a one to threepart oversize postcard campaign.

This is a great way to deliver multiple value propositions and focus on various solutions you will be presenting in your booth.

7. To increase the response rate for your pre-show marketing efforts, offer a reward for responding or setting an appointment. The reward could be a knowledge or information product that helps them learn something valuable or a physical giveaway type of reward. Physical giveaways should be unique, practical, high quality, and ideally support your overall theme or message.

And finally, include a crystal-clear call to action telling the visitor to add your booth to their My Show Planner.

Get started now on developing and executing your pre-show marketing plan. Doing so will put you ahead of the “pack,” no pun intended. More importantly, you will end up with a booth full of high-value interactions that will help make PACK EXPO International 2022 a smashing success for your company. Find out more about the show here: https://www.packexpointernational.com Jefferson Davis is an exhibiting productivity expert and president of Competitive Edge, a specialized consulting and training firm. He can be reached at jefferson@tradeshowturnaround.com Easily share this article with your peers: oemgo.to/peistrategies

making of this ad

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PERSPECTIVES The move toward OEM data-based services

The Evolution of OEE and its Impact on OEMs In an era of smart, connected machinery, real-time production and process monitoring now goes hand-in-hand with OEE, as does machinery data-based services.

Louis Columbus, Principal, DELMIAWorks

T

oday, overall equipment effectiveness (OEE) is one of the most common metrics used in manufacturing. The concept was introduced by Seiichi Nakajima in October 1989 as one of the cornerstones in the broader framework for total productive maintenance (TPM) in his book, Introduction to TPM: Total Productive Maintenance.

In the book, Nakajima explains how the primary goal of TPM is to achieve zero defects and breakdowns for each manufacturing machine or asset. Another key objective in the framework is reducing the probability of equipment breakdowns and potentially defective products. Here is where OEE becomes a key metric.

Nakajima observed that reduced breakdowns and defects can help cut costs, improve inventory, and increase production rates. In this context, OEE is an instrumental metric for providing continual feedback on manufacturing performance to the machine level. The OEE metric is calculated by multiplying machine availability by performance by quality. Thus, by definition, OEE measures the gap between optimal production levels and actual production run rates at the machine.

In an era of smart, connected machinery, real-time production and process monitoring now goes hand-in-hand with OEE. The more granular real-time data that a machine can provide, the more job- and task-level visibility and control is given to the manufacturer.

Yet, as much as OEE is enabling new levels of efficiency and production capacity across a range of industries, its biggest impact is yet to come as equipment manufacturers evolve their business models.

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As machinery moves toward greater commoditization, OEMs will need to add software services—such as predictive maintenance—in order to grow their businesses and profitability. McKinsey outlines this industry shift in its report, “Digital Machinery: How companies can win the changing manufacturing game.”

According to the McKinsey report, digital machinery means a shift from “hardware only” to “hardware, software, and services” that enables the development of new offerings, such as predictive maintenance. Digitization also makes outputbased business models possible, which would be the basis for offers such as guaranteed machine performance.

In the emerging world of machinery data-based services, revenues and customer satisfaction will be tied to the data and software services that OEMs provide customers to help them keep machines up and running and minimize maintenancerelated disruptions. OEE plays a central role in capturing metrics about machine health along three key dimensions: availability, performance, and quality.

Nakajima designed OEE into TPM to track productivity losses due to downtime (availability), speed losses (performance), and defects (quality). Further, two components of availability—unplanned downtime (UDT) and planned downtime (PDT)—provide additional measures of how effective a given machine is at any time.

In a services-based business model, real-time production and process monitoring provides essential data for getting OEE right to the machine level. At the same time, the use of machinery data for a services-based business model needs to be predicated on an integrated network.

Smart, connected machines can provide the real-time data needed for implementing statistical process control (SPC) and capturing metrics, such as accurate mean time to repair (MTTR), mean time between failure (MTBF), and maintenance, repair and overhaul (MRO) predictions, among others.

Collectively, information is captured into a manufacturing execution system (MES), enterprise resource planning (ERP), quality management, and other software, for a cohesive picture of every machine’s performance in the context of customer use. Then, by delivering this data as a service, OEMs can empower customers to improve equipment availability and performance to maximize their own productivity.

Adding a services-based model may be years away. However, the real-time production monitoring capabilities that OEMs build into their machinery now will solidify their ability to leverage OEE to deliver these services in the future.

Easily share this article with your peers: oemgo.to/oeeservices

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ENGINEERING

VOICE OF THE CUSTOMER

CPGs Lean on OEMs to Help Navigate Sustainability, Workforce A panel of packaging pros from Pepsi, Colgate, and ACH ask for OEMs to get involved early in new sustainability projects and in selecting automation.

Matt Reynolds, Editor, Packaging World

H

ow are CPGs and brands navigating the latest constellation of challenges related to supply chain, sustainability, and workforce? And how can their materials, automation, and machinery partners help them to better deliver to consumers the products they’re demanding in an efficient, safe, and ecologically friendly manner?

Stephanie Neil, Editor-in-Chief of OEM magazine, set out to find the answers to those questions and more at PMMI’s recent Executive Leadership Conference, held at the end of April. She moderated a panel of heavy hitters: Tony Vandenoever, Director, Supply Chain Engineering, PepsiCo Beverages North America; Tom Heaslip, Colgate-Palmolive (Retired); and Herb Dutra, Head of Engineering and Commercialization, ACH Food Companies, Inc. They talked turkey about their ideas on successful partnerships, operator needs, automation demands, training and field service requirements, and more. Here’s what caught our eye during the panel.

CPGs’ self-imposed goals force OEMs to keep pace

These big CPG companies have committed themselves to ambitious sustainability goals that are highly quantified and explicitly stated. Leaving themselves no wiggle-room for fudging numbers, these goals aren’t just aspirational or something to shoot for. They’re company directives with precise targets that will either be met, or unmet. Colgate, for instance, in 2014 set goals of no PVC, 50% recycled material, and 100% recyclable packaging by 2020.

Said Colgate’s Heaslip, “For anything that’s so quantified, in a company like ours, there’s an enormous amount of project management systems tracking [the goals]. It’s something that’s publicly reported. It’s something that is CEO-relevant; he knew where we stood in all those numbers every moment of time. So, we had 400 projects just to deliver against those goals. And in 2019, before we had delivered on our 2020 goals, we were already coming up with a 2025 strategy, where we asked how we could build upon that further. … And it’s only

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getting harder, to be honest. All of the easy projects were done in the first few years. What’s left are the stragglers that we really don’t have technical solutions to.”

That means that for people in packaging roles at CPGs and brands, meeting sustainability goals is an almost Sisyphean task. When one goal is met, another more ambitious one is set. This sends ripples up the supply chain—unless they’re brought in early to solve such problems together, OEMs are forced to reactively innovate to keep up. For instance, Heaslip told the audience of mostly OEMs that he knows Colgate could engineer bottles today that are lighter weight than any current bottling and filling equipment can run. But did OEMs know that if they weren’t involved in the project?

This fact demonstrates that there’s always a lingering potential for disconnect between CPGs and their suppliers. If CPGs are on a journey toward greater sustainability, OEMs—whose equipment is often designed to last decades—needs to be on a journey of their own. In the best case, both will be on the same path at the same time.

Pepsi’s Vandenoever agreed, citing a Pepsi project aimed at light-weighting caps/closures on PET bottles. When new, lighter weight caps were introduced to existing packaging machinery, the equipment wasn’t gentle enough to handle the ultra-sensitive tamper-evident bands on the caps. The amount of scrap was unacceptable, and the cost of implementing new equipment that could handle the more delicate caps worked against the cost gains the brand was seeing by using less material in a lighter weight cap.

“Our R&D didn’t go to the OEMs that designed and built all of that equipment that’s between full boxes of caps, and the filler and applicator on the line,” he said. “They tested it in their R&D facility, and it was sufficient there. But it wasn’t when we got to the distances and the scale of real production environment. It’s also important to factor in the age of the equipment that’s on production lines, which isn’t always the same as in controlled environments.”

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whether on a new project, or improving an existing one?” “As early as possible,” Vandenoever said.

Heaslip agreed. “Do you get the OEMs in there early? Absolutely. Should the OEMs get their suppliers in early? It can’t happen soon enough, because the winners of this game are going to be people who find those technical solutions sooner in order to get to the table first,” he said.

Supply chains stretch lead times

But for CPGs, capital isn’t always available to simply buy new equipment, and there are always downtime and upstream/ downstream integration considerations and potential for further bottlenecks. Plus, machinery is intended to have a long life, and big CPGs have massive installed bases of aging, but still useful, legacy equipment. That’s another opportunity for OEMs and CPGs to innovate together, vis a vis aftermarket service and support. When Dutra of ACH is looking to run more sustainable materials on older equipment, he’s leaning on OEMs to help.

“We have to reverse engineer and be creative,” he said. “We have to use some food-grade duct tape.”

This line of discussion prompted Neil to ask the group, “When should the machine builder come into the equation,

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“The current situation with equipment deliveries [long lead times] is just difficult. It’s very fluid,” Vandenoever said. “I’ve had a situation for a couple of projects where we developed the scope, and the cost, and the schedule. And, of course, all the finances are based around that schedule, and when we can deliver the upgrade and the additional capacity. In the short time—call it six to eight weeks—that it takes to approve the project, the delivery time on the equipment blew up to three or four additional months. And now, you’ve got to go back and reevaluate your finances to see if that still makes sense to implement.

Of course, you’re stuck. There’s just nothing that the OEMs can do, especially European equipment. It’s taking them longer to build it. It’s taking it a lot longer to get it shipped. And it’s very much an unknown.”

For obvious reasons, like physical distance, separation by an ocean in the COVID era of unreliable sea freight, and a war in Ukraine, these lead times are hitting European builders harder. And CPGs like Pepsi understand this, they aren’t blind to it. Communication and transparency become paramount to the relationship.

“We’re managing some projects where our suppliers are suffering from supply chain issues, especially the electronics and controls components,” Dutra said. He related an instance where an OEM supplier told him, week after week, “we’re on time.” Only when it came time for the FAT, they weren’t ready, and were in fact way behind. The lack of transparency lead to unmet expectations.

Managing competing objectives

Packaging roles at big CPGs deal with a lot of competing objectives. When you throttle up on one variable or toggle switch, that usually means pulling back on another one, in an

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ENERGY EFFICIENT

DRYING

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equal and opposite direction. Packaging engineers are told to be faster and more efficient, but also to lower costs, which can be mutually exclusive.

“You’ve got to slow down marketing to speed up manufacturing [and vice versa],” Heaslip said. “And we’re stuck in the middle. The trick is how you handle and address it, and explain, telling them, ‘This is what we can do. And this is what we can’t do.’ Or more specifically, we need to say, ‘These are some of the sacrifices you would have to make in order to achieve what you’re asking for.’ Often, those sacrifices aren’t ones that the stakeholder or business wants to make.”

But in his experience, line efficiency still is always paramount, and wins in the end. When new products were rolled out, the optimal efficiency wasn’t always there on day-one, “but there would be a glide path toward it,” he said.

When Neil asked if technology was relied on to help increase line efficiency and lower costs, Heaslip replied, “Yes. Because you can’t depend on people.”

Workforce shortfalls necessitate automation, new line layouts

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“Right now, it’s becoming harder and harder to find young people, Millennials, who are excited about entering the food industry. I feel there’s a lack of awareness out there,” Dutra said. “A lot of people ask me, ‘What do you do for a living?’ I’m an engineer. ‘Where do you work?’ I work in the food industry. ‘Why do they need an engineer? You’re putting water in a bottle.’ Yeah, at 200 bottles per minute.”

For Dutra at ACH, robotics is a big component of trying to eliminate labor in manufacturing since labor isn’t reliably available.

“It’s really a priority for us. We have some existing requirements to work around, like a two-year discounted pay back policy for new equipment. I think those policies will be more relaxed to factor in some other intangibles, like we’re not as reliant on people, and we don’t have to depend on people not showing up.”

Pepsi, too, is feeling the workforce pinch. In the last five years or so, the company has been following a conservative business model, in fact, consolidating and closing several facilities. But coming out of the pandemic, leadership recognized the need to be in growth mode, recognizing that there’s so much to be sold if it could only produce more. But how could it do so with such a dearth of operators, Neil asked?

“There’s a plan in place,” Vandenoever said. “Over the next five to 10 years, I think, we plan to build something like 15 to 20 more packaging lines. But we’re taking a different approach.”

Keep in mind, the packaging lines at Pepsi are already very highly automated.

With three operators, they’re able to run around 750 PET bottles per minute.

Currently, three people can also handle 1800 can per minute lines.

“But in our plans that we’re developing for the new facilities, or for the new lines, we’re actually trying to combine two lines into one. We are able to share the operator stations. Like for blow/fill cap operations, you’d have one operator servicing two of these systems.

“With that layout, you’re able to produce nearly 1500 bottles per minute. The same thing is true with labelers. You put the labelers next to each other. One operator runs both. Case packers are the same way. And you design the line so that they’re intermingled. Then we’re using AGVs to handle the dunnage, to take it out, to bring raw materials to the lines, to remove finished goods from the lines.

That’s the mentality that we’re using now to solve through the labor issues that we have in all of our facilities. We just can’t throw more people at them. We can’t get them. So we’ve started looking at these lines, making them integrated and sharing operators to get full utilization of everyone we can.”

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APPLICATION BRIEF

iCam-Based Linear Pick-and-Place Mechanism Maintains Control of Empty Cartons Transferring empty cartons from a high-speed forming machine into a smart carton identification and loading system helps to maintain control of the lightweight boxes prior to use.

Natalie Craig, Contributing Editor

J

LS Automation, a manufacturer of hygienic robotic packaging solutions for a broad spectrum of applications, including primary product handling, case packaging, and cartoning, recently added a vision-guided carton loading solution to its product offering. The patentpending Peregrine uses JLS Trak technology to transport cartons between grippers for robotic loading.

“We have incorporated the linear servo motion technology of the JLS Trak to manage the carton size and position within the system,” says Craig Hafner, chief technology officer, JLS. “The machine even has the capability to handle different carton sizes concurrently as the focus has been to accurately manage the cartons within a small footprint with quick and repeatable size change.”

A potential shortcoming of the approach was the transfer from the carton former into the grippers. If the cartons were dropped or handled roughly, it could create a weak link or bottleneck while transporting the cartons.

To resolve this issue, JLS designed and built a carton handling system using a two-axis linear pick-and-place mechanism. The system is lightweight and fast to meet strenuous production requirements, according to the company. To minimize the need to stock a new part for maintenance and repair of the system, JLS used similar components featured in some of its other machines. After some evaluation, designers made their selection.

A primary component required for this carton handling mechanism included cam followers designed and manufactured by Intech. Intech’s PowerCore concave cam followers provided a maintenance-free operation, which was necessary for the conditions that the JLS system would experience during production. Compared to metal parts, the components also operated more quietly since they

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didn’t require lubrication, and because of this, JLS also eliminated the possibility of contaminating the cartons with grease.

The carton handling system had to operate under loads of 5 lb vertically and 15 lb horizontally during acceleration speeds up to 3g in the vertical direction and 1.5g in the horizontal direction. As a high-speed operation, the mechanism needed to function at speeds of more than 80 inches/sec. vertically and 20 inches/sec. horizontally.

Furthermore, the system had to operate at 60 cycles/min., where each cycle included up to 18 inches of vertical stroke and up to 2 inches of horizontal stroke.

Intech engineers worked closely with the JLS engineering team to calculate the proper specifications for the cam followers and fit the rail properly, which helped solve the challenges JLS was encountering. This team approach led

JLS designed and manufactured this carton handling system for highspeed, low-noise operation.

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to checking other details to be sure that Intech’s custom shaft fit the precise cartridge-to-rail positioning needed in the JLS carton handling system. Using the company’s proprietary load calculations based on the specific material selected, Intech ensured that the iCams would carry the specified load easily, adding additional life to the system.

The iCams were fitted with stainless steel, sealed bearings, stainless steel shafts, and were pre-lubricated for life.

There are multiple placements for the iCams used in the JLS carton handling system. The iCams are arranged to minimize wear for both the cam followers and the rail.

The linear guide design and concave cam followers running on a round rail provide a self-cleaning operation.

The self-cleaning nature of this design makes the iCams resistant to wear in box or carton handling operations where paper, dust, and other debris are present. To minimize wear, Intech engineers used a gothic concave profile, which has only two-point contact with the round rail, roughly at 11:00 and 1:00. Strong enough to carry the load, this arrangement minimizes wear for both the cam followers and the rail. The eccentric shaft in the second cam follower is used to eliminate any gap between the cam followers and the rail. A full contact of both cam followers with the rail is a must for a controlled, precise movement of the pick-andplace mechanism.

The greaseless, precision machined cam followers reduced noise and absorbed shock and vibration that is usually present during the fast, reciprocal operation.

Overall, the PowerCore components allowed the machines to operate faster using less torque and energy than would have been typically needed, according to the company.

The first machines are being commissioned and several are under construction.

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MANAGEMENT

WORKFORCE DEVELOPMENT

Crafting a Career Path for the Millennial Mindset Generational researcher Jason Dorsey explains the culture shift happening as Millennials move into management roles.

By Stephanie Neil, Editor-in-Chief

M

illennials are not as young as we may think they are.

In fact, some are entering their 40s and are taking on more management and leadership roles. And, it’s no secret that Millennials do things differently than their Baby Boomer and Gen X predecessors, which means that organizational changes will happen when this next generation is in charge.

But now is the time to implement the changes that are an inevitable aspect of the future workforce, and it starts by uncovering the hidden behavioral drivers of each age group— an area that generational researcher Jason Dorsey understands well.

Dorsey, who is the president of The Center for Generational Kinetics, spoke at PMMI’s Executive Leadership Conference (ELC), addressing how companies dealing with attrition brought on by Baby Boomer retirement and the Great Resignation, can navigate this changing workforce which includes moving Millennials into management positions.

The first step is to change the stereotypical thinking of who Millennials are. “We’ve led nearly 100 research studies to separate myth from truth. And the reason is, so much of what is said about generations is just wrong,” Dorsey said.

“For example, Millennials’ pants are falling off. We live with our parents…We’re not working…[In fact,] Millennials are the number one largest generation in the United States workforce.

More than anyone else by far. There are more of us as managers and more of us as business owners…We are paying into Social Security and we know we will not get it. But almost every one of you in this room will. So, thank a Millennial.”

Dorsey dispels the myths circulating around Millennials through fact-finding data. “The specific type of research that we do is, we focus on why things happen, not what.” And a key finding from Dorsey’s research is this: “The reasons why people don’t do something are always stronger than the reasons why they do.”

Dorsey outlined some strategies that will help businesses

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Jason Dorsey, president of The Center for Generational Kinetics

overcome why Millennials might not apply to a company or stay. But first, it’s important to understand the meaning of the word “generation.”

“A generation is only two things. Number one, it’s a group of people born about the same time. But the second part of a generation is never talked about at industry events and even within companies. And that is, you have to be raised in about the same place,” Dorsey said.

So geography is important. As is social and cultural events.

The number one trait that shapes generations, according to Dorsey, is parenting. “How you are raised is the greatest influence on what you will go on to do.”

The second thing that shapes generations is technology.

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MANAGEMENT

“And what we’ve uncovered is every generation has a different relationship with technology that is largely driven by their age.” It’s the call vs. text message, the voicemail vs. email.

“Technology is only new if you remember it the way it was before. It’s our most famous discovery,” Dorsey noted.

Listen to this UnPACKed podcast on why manufacturers can’t fill wellpaying positions. https://www. oemmagazine.org/business/ workforce-development/ podcast/21551369/unpacked-withoem-podcast-manufacturingcareers-remain-unfilled

Payday every day

Understanding this “generational context” is crucial for recruiting and retention purposes, as is understanding Millennials’ (and Gen Z’s) relationship with money. They want access to it. As a result, the bimonthly paycheck is being replaced with an emerging trend called “earned wage access,” which allows employees to get paid every day if they want.

Dorsey’s research shows that for young adults, access to earnings trump amount of earnings. “Apply today, get hired today, work today, get paid today. Why is this a massive deal?

Because you have millions of young adults who will only know that they should have the option to get paid every day. If you don’t offer this, they won’t consider working for you.”

In today’s economic environment, where the price of everything is going up, people living paycheck to paycheck need access to their money for food, rent, and transportation.

“By the way, banks are going to start offering this. It’s going to be everywhere. Because all of the sudden, we have a whole new group that doesn’t know any differently. Earned wage access is going to change this industry real fast,” said Dorsey.

Especially since the industries that struggle with turnover are the first ones to implement it. It started with fast food restaurants. Now it’s moving to hospitals to help retain nurses, and even engineering firms.

“What I want you to notice is that when it comes to recruiting and retention today, access to pay matters,” Dorsey explained.

Millennial messaging

Dorsey’s research has also uncovered that Millennials are doing everything later in life, from graduating college to entering the workforce to getting married to buying their first home and having their first child. And, as a result, with the oldest Millennials in their 40s, they are entering a new life stage of adulthood.

Whether it’s keeping up with inflation or a global pandemic that is the cause, everything in their lives has been pushed back. And, as such, companies need to think about how they

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message Millennials. “The 18 to 34 demographic that people use in this industry a lot, especially the marketing sales side, was based on your life stage in the 1960s. Late bloomers used to be 25 years old, not 38. And that’s the lens we’re applying.

I’m telling you, we’re measuring the wrong thing,” said Dorsey.

That means at the top of job applications and the top of retention strategies you need to be talking about benefits and you need to make mental health services a priority.

“If you want [someone] to apply for a job, it’s the first two sentences that determine whether or not a Millennial or Gen Z will read the rest of the job posting.” And, if you want someone to actually finish and submit an application, make sure they can save it and come back to it later, because most likely they started the process from their mobile phone. “What you’re trying to do is drive completed applications. You cannot hire people who don’t apply.”

Other strategies companies should implement that keep Millennials in mind include: Make the onboarding process simple. Companies like Enboarder will do background checks, and facilitate the filling out of tax forms and training all via text before the new employee ever shows up. “Why is this a big deal? Because now, new employees decide on their first day whether or not they’re going to stay,” Dorsey said. “And the first day at most companies is not great. So we’re finding that the onboarding process is absolutely critical. When somebody accepts a job, it is purely provision, you sell them to show up on the first day. And the goal of the first day is to get them to come back tomorrow.”

Create a talent development program. Many Millennials feel like they’re not getting promoted, and that’s because at many organizations, depending on size, there’s not really a place for them to go. So how do you get them to stay? “We need to show progress over promotion,” said Dorsey. “We want to show them how they’re learning, growing, and developing. So you’re going to create a talent development program.” Design a two-year program that includes training, lunches, projects, and a graduation ceremony and certificate at the end.

“This works like magic because they feel like you’re investing in them. There’s a tangible outcome they can show people they’re moving forward. This is a big deal.”

Communicate. A lot. According to Dorsey’s research, the frequency of communication matters deeply to Millennial managers. This goes back to generational context. “Baby Boomers were taught if their boss was talking to them, something was wrong. Millennials, in particular, were taught that if your boss is not talking to you, you’re doing something wrong.”

Above all, remember, while everyone is part of a specific generation, they are individuals first who do not fit neatly into a box based on a birthdate. “If you cannot connect, build trust, and drive influence with Millennials, you will not keep them,” Dorsey said.

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2022-06-02 12:38 PM

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WOMEN IN PACKAGING

WOMEN’S LEADERSHIP

Steel Toes and Stilettos The story of two women in manufacturing who led a Lean transformation project while staying true to their authentic selves and cementing a friendship.

I

n a recent UnPACKed podcast, OEM Editor-in-Chief Stephanie Neil spoke with Kathy Miller and Shannon Karels, the authors of the book Steel Toes and Stilettos, “a true story of women manufacturing leaders and Lean transformation.” In the book, Miller, a manufacturing executive, and Karels, a member of the Lean leadership team, detail how they transformed multiple plants with accompanying business performance improvements. It’s also a book about friendship—and how it grew from mere business acquaintances to a sisterhood. In 2020, the two founded OPSisters, a training, consulting, and coaching organization focused on improving business performance results through Lean principles and inclusive cultures. Here’s an excerpt of the conversation:

teaching and auditing and just helping move the organizations at the next level. Nine times out of 10, I was the only female on the trip when I was traveling with the business leaders, the group presidents, and the Lean transformation managers. And they were always challenging me to carry-on my luggage. And I just hated that because I really appreciate my accessories, if the truth be known. So on this one particular trip, I decided to take them up on the chal-

OEM: Welcome Kathy and Shannon.

First, where did the title of the book come from?

Miller: We had thought about things like, “In her Shoes,” but the key thing is that the two are not mutually exclusive, right? You can wear safety shoes and be in what’s been a male dominated environment or industry, and still keep that authentic part of yourself that’s female and that part of your identity. And so we think that those simple words say it all.

OEM: How did you two meet?

Miller: At the time we met, I was a global vice president of Lean Operations and strategy deployment. And I was traveling all over the world, the company had over 300 plants. I was

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lenge. And I did not pack my safety shoes because as you know, they’re large and clunky and they take up a half of a carry-on bag. So I ended up at Shannon’s plant. I did not know Shannon at the time…It was time to go into the plant.

And I said I’ll need to borrow some shoes. They said, “No problem.” So we went to the lobby and opened a cabinet, and here were all sorts of men’s safety shoes in all sizes.

Shannon was walking through the lobby at the time and overheard this dilemma and very generously offered me her safety shoes. And fortuitously, we were the exact same size. And so we just really felt like that was the beginning of something special and magical.

Kathy Miller

OEM: Shannon, give us a little glimpse of how you landed in manufacturing.

Karels: By accident. I have a supply chain degree from Western Michigan University and I was recruited out of college by this large company to be one of their first supply chain trainees, where you would spend two years in the program, you would move around to different divisions and learn all of the facets of that discipline. And so I ended up in the plants and I just fell in love with the process. I just loved being with all the people. I got to learn about how they make products. And then all of the ancillary things that go around with it: How do you move material? How do you know that goes there? What happens next?

And so that’s where I found my niche—that material and information flow vibe is how I got into manufacturing. And then I stayed in the plants in all kinds of different supply chain functions. And then moved up into this Lean transformation environment. So it was totally by accident, but I definitely fell in love with being in this manufacturing world.

OEM: And Kathy, do you have a similar story?

Miller: I ended up in engineering because I needed to put myself through college and there was a program at Kettering University. It used to be called General Motors Institute or GMI Engineering and Management Institute.

Their program was six months of working in a factory or business of some sort and six months of going to school. So when you got out of college, you didn’t have a lot of debt. It was a very practical way to put myself through college. And it was quite an eye-opening experience. Very fascinating. I just found it amazing that every 60 seconds a functioning vehicle came off the end of that line. And I ended up leaving there and going in to engineering.

Find the podcast here to listen to the entire conversation: pmmi.org/podcasts Shannon Karels

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I ended up working as a superintendent in pressure sensors and have stayed in and around the factories ever since.

OEM: The book talks about a Lean transformation success…You both had different leadership roles during this project, and I imagine you have different leadership styles. How did you support each other during this time?

Miller: Yes, we definitely have very different personalities and we had different roles at the time. So I was running the P&L and I was responsible for all of the functions within the division. It was an entrepreneurial division and you had responsibility for all the initiatives, all the functions, and driving business results. I had always been a pretty inclusive leader and how things always work with me is everybody at the table has a say. We debate things. I don’t want, “yes” people around me. I don’t need people who are clones of me because then you get more diversity of thought and more creativity. So I brought Shannon into the role. Shannon, is amazing at taking the vision that’s articulated and making it happen.

Karels: Yeah, so it was very different [for me]. I had been a leader of people before taking on this role. But this was different because I had a couple of people, Lean engineers, working for me, but this was more of a leadership role without authority. So I had to learn a completely different way to connect with people and get them to follow us and follow the vision and follow all the changes I was asking them to do. So that three years was a significant learning curve for me on what kind of leader I wanted to be. And Kathy was such a great role model for that because she created this safe culture that allowed us to be our authentic selves, because she truly allowed us to fail and try again. And she celebrated our successes.

OEM: But here’s two women leading this effort. Did you get any resistance from the rest of the team, maybe the men, in particular?

Miller: There’s always a certain level of resistance when you’re trying to make a big transformation. I don’t think any of it was really gender-based. I think more of it was, “You’re new to the organization. What do you know about these types of processes? What do you know about our industry? What do you know about our customers?” So I think it would be more the people who had been running the plants and the businesses there, because they had been there for a very long time. I never personally got the sense that there was a gender-based issue to some of that.

OEM: How do build trust among the team when implementing new processes?

Miller: Well, first of all, you have to articulate a vision in such a way that people can see what you see when they’ve never actually experienced it before. If we’re talking specifically about the Lean transformation, I articulated the vision [and] I never wavered from the vision and communi-

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cated it constantly, not only what we were going to do, but the progress that we were making. I spent a lot of time with people through the day trying to develop good connections and really listen to people, to get to know people, to understand what their challenges were.

And I think just being out there, being vulnerable, being visible, being a good listener, people started to understand that I really cared about this operation and its long term success, which in turn supported them and their families.

And only by spending time with people, not only in the big communication meetings, but in one on one conversations, I think that trust got built. And when things went wrong, I really tried to make a very psychologically safe environment. It wasn’t about who did something wrong. It was what happened? How do we fix it? And how do we prevent it from happening again?

Karels: And I had to learn that not everybody handles change the way that I do. So it took me a while to be able to get in that groove. And it was frustrating when people wouldn’t jump right in line and think this was all a great idea. So I had to fine tune my techniques on communication and understanding how people deal with change and address them individually in most cases.

OEM: Any advice for women in manufacturing?

Miller: I think the main thing is, be your authentic self.

When people would make comments that were awkward I would often make a joke just because it was so awkward to move on. But there’s more female role models now than there were when I was growing up in this industry. So find someone that you can relate to and emulate how they get through awkward situations. They’re not as often as they used to be. There’s a lot more emphasis around diversity and inclusion. And so, most of the time now people realize what’s appropriate to say and not to say in those sorts of things. But develop strong relationships with your peers, your bosses, the people around you, and be your authentic self. And you will shine through.

Karels: I agree with Kathy completely. You can stay true to yourself and not conform to any stereotypes and still be successful. And I think that if you don’t do that, you’re going to get lost. I know I did a couple times and I had to figure out how to get back to my values and what was important to me and the type of leader I wanted to be. And if you’re coming in to this world, this male-dominated industry, it’s about finding where you add value and where your talents can help a team. And that’s what’s important. Just focus on being you and working hard and doing the job you want to do.

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2022-06-02 12:40 PM

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October 23-26, 2022 Chicago, Illinois, USA 6/2/22 2:33 PM

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NEW PRODUCTS

Barcode Readers for Industry 4.0

The Eco-friendly Green Invertors

Cognex, cognex.com

Carleton Helical, carletonhelical.com

Cognex Corporation introduces the DataMan 280 series of fixed-mount barcode readers, engineered to solve a broad range of ID applications, including tough 1D, 2D, and Direct Part Mark (DPM) code applications in manufacturing and logistics.

Optimized with patented decoding algorithms, the DataMan 280 features a high-resolution sensor combined with a dynamic image formation system to improve code handling and coverage. This technology, along with connectivity options for today’s Industry 4.0 manufacturing needs, allows users to read complex barcodes reliably while improving overall equipment effectiveness (OEE) and throughput.

Combined with Cognex Edge Intelligence, DataMan 280 provides web browser connectivity, device management, performance monitoring and fast image offload. The modular hardware can be configured straight or in a right angle for tight spaces, making it ideal for reading barcodes on high-speed packaging lines.

Carleton Helical Technologies (CHT)’s Green Invertor is the newest addition to the CHT container handling product line. This invertor is made of recycled plastic and performs just as well as the company’s top-of-the-line invertors. But the Green Invertor brings a more sustainable option when updating production lines.

Rotationally positioning containers 180 degrees at speeds up to 2000 cpm, dependent on the container’s dimensions, is standard for the Green Invertor. It is approximately 12 to 24 inches long and is easily placed on an existing production line.

All CHT packaging machinery is made on-site and a team of CHT engineers design custom packaging machinery with state-of-the-art software and providing frequent updates on order progress.

Low-cost HMI

Rockwell Automation, rockwellautomation.com Rockwell Automation’s FactoryTalk View Site Edition (SE) HMI V13 software delivers new features, simplified licensing, and a lowercost pricing model.

With V13, collected data can now be displayed in a tabular format with data grid, and it can plot two sets of production data against one another in a new XY plot. It also improves system extensibility through .NET object support, server-side scripting, and client-specific tags.

A status portal provides an overview of all FactoryTalk application servers. In addition, it has deeper interaction with Logix controllers and the ability to drive HMI animation for automatic diagnostics, as well as mobile access through FactoryTalk ViewPoint web clients.

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NEW PRODUCTS

IIoT Controller

EtherCAT Terminal

Banner Engineering, bannerengineering.com

Beckhoff Automation, beckhoff.com

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With the new EL7062 dual-channel EtherCAT Terminal, Beckhoff enables the direct connection of two stepper motors in the medium power range of up to 3 A and for a voltage range of 8–48 V. With flexible parameterization and minimized channel costs, the flexible motion interface is ideal as a low-cost drive for a range of stepper motor applications.

In an extremely compact form factor, the 24-mm-wide EL7062 EtherCAT Terminal contains two stepper motor output stages, two digital inputs for limit switches, and one encoder interface per channel for a wide range of 5 V encoders. Via parameterization, the EL7062 flexibly adapts to the connected stepper motor and its corresponding application requirements. With regard to the input encoder signal, the module supports the entire spectrum of TTL encoders (5 V differential, singleended/open collector). Very high-resolution microstepping ensures extremely smooth and precise motor operation.

The DXMR90 industrial controller is a compact device that serves as a central hub for processing incoming signals from equipment including sensors attached to machinery. It then outputs a combined data stream that provides direct visibility of active processes, detects opportunities for specific productivity improvements, and enables advanced predictive maintenance capabilities to prevent costly unexpected downtime.

The DXMR90 contains individual Modbus clients for concurrent communication with up to five independent serial networks. It converts Modbus RTU signals to Modbus TCP/IP, Ethernet I/P, or Profinet, and communicates with devices that use RESTful and MQTT protocols, and APIs. Data output can be sent over Ethernet (or a connected cellular-enabled DXM controller) to cloud platforms, for round-the-clock condition monitoring, email or text alerts, and data-insights.

AI for Drives Siemens, siemens.com As part of its Predictive Services for Drive Systems, Siemens is adding the Predictive Service Analyzer, which indicates defects in the drive system at an early stage before it affects production.

The AI-based solution detects early signs of anomalies, indicating mechanical damage in a motor, including bearing damage, imbalance and misalignment, as well as critical operating conditions of the frequency converter. The app assesses the severity of the defect and the expected remaining runtime to predict potential future failures.

Suitable for constant movement applications, the edge app’s analysis is based on the evaluation of very high data volumes in near real time.

BETTER THAN A LOAD CELL FAST WEIGHT CAPTURES EASY INTEGRATION Weigh cell deliver faster weight captures with higher accuracy. Our extensive weigh kit portfolio with numerous infeed, outfeed, and weighing conveyor options simplifies integration into your machine and controls.

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wipotec-wt.com info.wipotec.usa@wipotec.com

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Looking to

Want to know

Need to know

develop new

where you

the trends to

products?

fit into the

guide future

competitive

go-to-market

landscape?

strategies?

PMMI Media Group Custom Research can help!

We offer: • Brand & Competitive Analysis • Value Proposition & Product Development Insights • Thought Leadership Research

Learn more about custom research for the packaging and processing industry! pmmimediagroup.com/custom-research Questions? Contact:

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Jorge Izquierdo, vice president, Market Development, PMMI jizquierdo@pmmi.org | 571.612.3199

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SUMMER 2022

AD INDEX

AHT Insurance

PMMI MaX Member Forum

www.ahtins.com/nam-pmmi/

63

Contact Bryan Griffen at bgriffen@pmmi.org

C-3

POBCO, Inc.

EAM-MOSCA www.eammosca.com

19

www.pobcoplastics.com

60

Reid Supply

ERIEZ www.eriez.com

9

www.reidsupply.com

C-4

Slideways, Inc.

IAI America www.pack.iai-america.com

27

www.slideways.com

46

Span Tech

Lubriplate Lubricants www.lubriplate.com

24

www.spantechconveyors.com

C-2

TAKEX

mk North America, Inc. www.mkconveyors.com

21

www.takex.com

37

TECA (ThermoElectric Cooling America Corporation)

Novanta www.NovantaPhotonics.com

23

www.thermoelectric.com

43

Van Der Graaf (VDG)

PATLITE (U.S.A.) www.shop.patlite.com

41

www.vandergraaf.com

C-1

VEGA

Paxton Products www.paxtonproducts.com

50

www.vega.com/vegapoint

3

Wipotec North America

PACK EXPO Emerging Brands Summit www.emergingbrandssummit.com

38

PACK EXPO International www.packexpointernational.com

63

32, 59

www.wipotec-wt.com

61

Zero-Max www.zero-max.com

5

PMMI 365 www.pmmi.org

14-15

PMMI Certified Trainer www.pmmi.org/certified

52

PMMI Industry Training www.pmmi.org/industry-training

53

PMMI Media Group Custom Research www.pmmimediagroup.com/custom-research

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OEM Magazine (ISSN# 2377-293X) is a trademark application of PMMI, The Association for Packaging and Processing Technologies. OEM Magazine is published four times annually by PMMI with its publishing office, PMMI Media Group, located at 401 N. Michigan Ave., Suite 300, Chicago, IL 60611; 312.222.1010; Fax: 312.222.1310. Periodicals postage paid at Chicago, IL, and additional mailing offices. Copyright 2022 by PMMI. All rights reserved. Materials

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in this publication must not be reproduced in any form without written permission of the publisher. Applications for a free subscription may be made online at www.oemmagazine. org/subscribe. Paid subscription rates per year are $80 in the U.S., $125 Canada and Mexico by surface mail; $200 Europe, $400 Far East and Australia by air mail. Single copy price in U.S. is $20. To subscribe or manage your subscription to OEM Magazine, visit www.oemmagazine. org/subscribe. Free digital edition available to qualified individuals outside the United States.

POSTMASTER; Send address changes to OEM Magazine, 401 N. Michigan Ave., Suite 1700, Chicago, IL 60611-3789. PRINTED IN USA by Quad Graphics. The opinions expressed in articles are those of the authors and not necessarily those of PMMI. Comments, questions and

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letters to the editor are welcome and can be sent to: support@oemmagazine.org. Mailing List: We make a portion of our mailing list available to reputable firms. If you would prefer that we don’t include your name, please write us at the Chicago, IL address.

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64

SUMMER 2022

FINAL THOUGHTS

FINAL THOUGHTS

JIM PITTAS PRESIDENT & CEO, PMMI

Challenges Overheard at ELC and How PMMI Can Help

T

his summer finds us at a time when our industry has never been busier, and we are facing several unforeseen, substantial challenges. PMMI’s 2022 Executive Leadership Conference (ELC) shined a light on these challenges and fostered discussion around solutions. Year in and year out, attendees find the greatest value of the ELC to be networking and connecting with fellow members. The world-class speakers and customer panels offer insight into improving operations from varied perspectives: peers, experts, and customers. These sessions spark ideas for members to bring back to their facilities, and the time before, after and in-between prompts conversations about what everyone just heard and how to apply it to realworld operations.

This year, the most prominent issue discussed was the global supply chain crisis affecting every aspect of packaging, processing, and, frankly, manufacturing as a whole.

One member told me that in 40 years in manufacturing, he has never seen it so challenging. Another said that quotes for shipping containers had increased by almost eight times the pre-pandemic cost. OEM Editor Stephanie Neil moderated a great customer panel with PepsiCo, ColgatePalmolive, and ACH Food Companies discussing how they are dealing with their supply chain problems (pg. 48). And every conversation I had with a member about what keeps them up at night found supply chain issues at the top of the list, followed by workforce issues, and getting a handle on sustainability.

To allow for a deep dive into these pain points, the ELC had three roundtable breakout groups addressing these issues. One solution to the supply chain crisis that OEMs and supplier members discussed was utilizing used or replacement component parts to get machines delivered. When the actual parts become available, the OEM can replace the part with the original specified part.

Additional supply chain dialogue centered on rising costs escalating so fast that keeping rates up to date is a legitimate challenge for members. One member said they had had an “escalation of cost” term in their sale contract for years, but the past year was the first time they ever had

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to use it. Now many customers are striking that clause from contracts. During his 2022 Economic Outlook session, Alan Beaulieu, president of the Institute for Trend Research (ITR) Economics, projected that demand will start to slow and supply chain issues should begin to improve as we move through the end of 2022 and into 2023. (Turn to page 10 to read more about Beaulieu’s predictions.)

The ELC is an excellent example of PMMI’s memberexclusive programs we want to bring attention to via our PMMI 365 campaign. PMMI keeps members connected to customers and the information and insights needed to serve them, 365 days a year.

We know connecting to customers and recognizing their issues is imperative to a thriving business. Beyond our PACK EXPO portfolio of trade shows, we offer programs like ProSource to make it fast and easy for your customers to find you anytime. Our business intelligence and research ensure you know your customers’ wants and needs. Our networks and networking opportunities—like the ELC—ensure that PMMI members and CPGs can maintain a critical dialogue, build relationships, and problem-solve together.

And on July 14, the PMMI Roadshow, hosted by Barry Wehmiller, lands in St. Louis. This one-day event travels across the country, bringing PMMI members and CPG professionals together to help the industry move forward.

PMMI cannot solve issues like the supply chain, but we can do what we do best: serve as the convening authority for our members and connect you with customers and each other year-round.

Jim Pittas is the President & CEO of PMMI. He may be reached at jpittas@pmmi.org or at linkedin.com/in/jimpittas.

Watch this short video with the PMMI 2022 spring update, and learn more about the resources available to you. https://www.pmmi.org/2022-springpmmi-updates

2022-06-02 12:41 PM

PMMI Manufacturing Excellence (MaX) is a collaborative Member Forum driving efficiencies and streamlining operations by… sharing best practices for optimizing business, convening share groups to discuss best practices, and developing focused training to improve operations.

PMMI members can participate in share groups and help develop industry solutions in three key areas:

Sales

Field Service Managers

Engineering

Contact Bryan Griffen, PMMI’s director of Industry Services, at bgriffen@pmmi.org to participate.

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