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Hope: A Global Independence Day

Posted by aj Jul 3, 2008

Tomorrow in the U.S. we'll be celebrating our country's independence from England. Every country has their national holiday to celebrate itself. July 4th is when we eat too much and blow stuff up.

Hey, we're Americans. It's what we do.

But this year is different. There are many chickens coming home to roost that aren't just affecting my country directly - our world is seeing fundamental change, and it's awfully troubling these days to play the tape through to its end.

It's pretty clear to me that most everything that ails our world these days boils down to energy - where it comes from, who uses it, and its byproducts are challenging us all economically, politically and morally.

Sure, economies get screwed around and nature always comes around to remind us that she's in charge. But to me, our most serious challenge that we can do something about is energy and how it's used.

In the most recent Time magazine (U.S. version), in an article titled "10 Things You Can Like About $4 Gas," the number 1 thing to like is "Globalized Jobs Return Home".

The world suddenly seems big again. A family of four can't fly cross-country for much less than $2,000. The cost of shipping a standard 40-ft. (12 m) container of couches from Shanghai to New Jersey has tripled since 2000. Trucking carrots from Mexico to Georgia makes less and less economic sense.

In more industries, such as steel, lawn-mower batteries and upscale furniture, doing business in the U.S. is starting to look slightly more feasible.

All true, and it's a trend you'll see gaining steam in the coming months and years. But I fear that manufacturing in general - and the U.S. specifically - will fall back into a familiar reaction to this. Whenever a threat has turned out to be less deadly than was first believed - the threat to the U.S. manufacturing base from other manufacturing sources (Japan), the threat of outsourcing (1980's) - manufacturers heaved a sigh of relief and got complacent again until the next threat came along (China). Then everyone acted surprised, like it never happened before.

Maybe that's human nature. But in the case of energy, we have an opportunity now to do something bold even if the pain of outsourcing begins to ease from work pulling back to less expensive locations, logistically speaking. We all need to come together toward an initiative to wean ourselves now from traditional, less renewable, fossil fuels and high carbon footprints. We need to adopt alternative energy sources, and we all know it. But we can't.

Cause we don't have the huevos.

This morning, I came across an op-ed piece in the latest Industry Week that represents my thoughts, and I'm pretty sure it will resonate strongly with you. In "More Than Just Earth-Friendly, Going "Green" a Route To Jobs and Prosperity, John Madigan points to a logical solution and how to get there:

Manufacturing ... actually creates both wealth and jobs. Developing "green" manufacturing technology also offers opportunities to become a net exporter of environmentally friendly products and processes. "Green" manufacturing, and the technology to support it, can create the required $20-per-hour jobs to sustain a strong middle class while helping to solve air, energy, water, and food crises.

Create a government-sponsored program, similar to the "Apollo Program," to create jobs based on solving environmental needs. Such a program, focused on self-sustaining and renewable solar, wind, water turbine, clean hydrogen energy and desalination of the ocean's water, could jump-start a revival of U.S. manufacturing.

  • Incent companies, by tax policy, which make environmentally friendly and sustainable end products here.

  • Create prizes to reward innovation for environmental friendly products manufactured here.

  • Utilize existing tax supported agencies such as NIST manufacturing centers to: Define and teach best practices to manufacturers through shared network of knowledge resources; Benchmark on the successes -- Toyota, Wiremold, Danaher Corp. and employ proven lean executives on oversight boards; Challenge "economy of scale" thinking and standard cost accounting for more market-based accounting systems; Focus on small businesses or start-up companies and nurture "incubator green manufacturing zones";

I do not agree with some of Mr. Madigan's points in the article (his take on productivity, for example) but I wholeheartedly agree with it in spirit.

We need a bold initiative, similar to the U.S. Apollo or Russia's Luna programs, that will stimulate our collective creativity and find real solutions while creating wealth.

According to NASA, there have been over 1500 "spinoff" technologies from the Apollo lunar program to benefit business, health and wealth. We need that now, but on a global scale. The problem is too large, too complex and affects too many of us politically to tackle it in a vacuum.

I hope that we can find the resolve to address this as one people - for all of us, including manufacturing.

Happy Independence Day to all of you, no matter where you are.

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Are Multinationals Really That Bad?

Posted by aj Jul 1, 2008

In the New York Times this past Sunday, I found a book review that struck me as a balanced take on the true role of large companies in the global economy. The review is of a book that strikes me as a balanced take on the true role of large companies in the global economy.

That's right, I'm recommending a book I've yet to read. Get over it - I ordered it from Amazon already.

The article, "The American Multinational, Unbowed, reviews the book titled "Globality: Competing with Everyone from Everywhere for Everything.

globality.jpg

What sold me on the book?

While the consensus is that U.S. (and, I believe, any) multinationals are under serious threat from foreign competitors like Tata or Cemex, the facts are that these behemoths are much more competent and capable than their size or age suggest. The book - via the article - is said to point to 5 core strengths that are often overlooked:

  • Human Capital - While most of what we hear is that China and India are creating more engineers and technologists than the U.S., those countries face challenges of extremely high turnover rates, language barriers (most are not fluent in English - only marginally competent), most require further training beyond university, and many indigenous companies can't offer career paths that attract and keep talent.

  • International Agility - Conglomerates and multinationals are actually more agile and adept in foreign markets than they're given credit for.

  • Mergers & Acquisitions - Western companies have the capital and experience to consistently expand themselves or eliminate competition - much more so than their international competitors.

  • Technology Innovation - Again, more capital and experience at functioning openly with other cultures give multinationals the edge.

  • Brand Strength - Coke. Google. American Express. Enough said.

The authors sure son't seem to be poo-pooing the emerging challenges from other markets and countries. U.S. manufacturers - especially the large ones - have bureaucracies and administrative layers that can certainly block progress. And these emerging markets are growing at incredible rates of scale.

But many conglomerates have overcome these impediments by learning to do business in the very countries that are seen as challengers. For example, the authors point out that General Motors was the number 1 in China car sales in 2007, and it is beating Toyota in other markets (Brazil, India and Russia).

We don't hear much about that in the mainstream media. That's why I'm looking for good things from this book.

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Today's MFGx guest blogger is Anita Berlanga, CEO of Bear Boring LLC, a custom machining shop in Wyoming, Illinois.

"What does not kill you makes you stronger," to paraphrase an oldie.

For small-to-midsize machine shops, the current economic recession - coupled with shocking fuel charges - will either kill us, or we will prevail and possibly even grow.

The media would have us cowering in our shops, scared to buy a paperclip, let alone explore inventive ways to maintain our customer base as well as grow during these difficult economic times but I posit that these are actually times of OPPORTUNITY for small-to-midsize machining and manufacturing businesses.

One example: As few as 5 years ago it looked as if we were on the ropes due to offshore sourcing. The current cost of fuel (coupled with other offshore difficulties) is allowing companies to reconsider shops that are more geographically desirable. How do we present ourselves to buyers to maximize this potential? What are the opportunities therein for the small jobshop or midsize manufacturer?

I don't have all the answers or I'd be in Tahiti, sipping a pina colada ... so I'm putting it to you, cyber-colleagues: what are YOUR plans to weather the current (and developing) conditions ... and maximize opportunity during these difficult times. Let's share some ideas:

One of our solutions is to provide our customers with value-added services. The big guys are sweating so you can imagine what your smaller customers are going through. Chat with your customers, find out what their concerns are, then see what you can do to address those concerns.

For example, we have a customer about 2 hours away with several processes to end-use. When we first teamed up with him we found he was sourcing casting 4 hours away from him (6 hrs from us), machining with us, powdercoating with yet another shop ... and these are relatively large parts ... if you look at this, it's easy to see that it rapidly becomes cost-ineffective for him to do business all over the tri-state area - shipping alone was eating him alive and that was before gas spiked over $4/gal!!! Our solution was to work with our local foundry and powdercoater to supply him with quotes for casting, etc. within our local area (a 20 mile radius). Now, instead of hundreds of dollars in shipping charges all over the place he has one shipping charge - back to him. In helping him keep his costs down we are hoping to help him stay in business, in general and with us!

One of my favorite phrases is: SOLVE THE PROBLEM. Most companies can get a machine shop - we're all over the place. It's harder to find a partner- one who can help the customer solve the problem. People tend to stick with their partners. In these perilous economic times, what tactics are you using to partner with your customers and help them solve their problems?

I thought it would be interesting to hear from some of you on this. We don't need particulars - just some ideas you might have for making it easier for small shops to take advantage of this economic downturn.

And that's another thing ... how do we help each other solve the problem? We can all survive this if we work together. Another example (I'm full of 'em): I just had an interesting chat with my painter - he's a tiny shop and often he's the only one there. He just had surgery on a badly damaged hand. Wrangling heavy beams is out of the question for a while. We had 2000+ lbs of frames that had to be powdercoated NOW and I suggested that I send one of our guys to help him lift the beams and he said 'well, it's my problem'. Bull - it's OUR problem. If the parts aren't done my customer will bite ME, not him. So it behooved me to get somebody over there to give him a hand. We met our deadline, the customer loves us and we solved the problem!

These economic times will cause us to react in one of two ways - we can hunker down and hang on tight to what we know, or we can explore other avenues of thinking how to do business. Do you collaborate with other machine shops that, perhaps, have a client base where processes can - and need to be- shared? If not, consider it. There is actually more business to be had with collaboration than exclusion, even amongst 'like' shops. Consider putting together an ad-hoc consortium. We have scored several HUGE jobs that way (you can have your attorney draw up a limited non-compete and you sign one, too! Works both ways). The lead shop is responsible for quality control and liaises with the customer - no cheating!!! One job we closed in the past month kept the doors open for 3 different shops, including our own. If our colleagues reciprocate, that's great. But if not, we're still all making money we wouldn't have made on our own.

This may sound all Pollyanna and everything, but consider this: the companies that are coming back onshore have been doing business with giant offshore shops with cheap labor. Even if that is changing, it's still their current benchmark so we have to be creative to give them a translatable value (it's unlikely we are going to be able to match their labor rates!). Communication, customer service and collaboration and problem-solving are all qualities that will help quantify your value and make your shop a viable contender.

And don't listen to the media - we will can prevail and grow during these times. But only if we work smart...and possibly work together.

Let's hear your thoughts on this!

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No one that I know of has done more over the years to help define what a Web site should say than Jakob Nielsen of www.useit.com.

He is direct, knowledgeable, and almost always right. His message for Web site language and content has been consistent, and extraordinarily useful for manufacturers.

The latest post on the subject comes from his Alertbox newsletter. Writing Style for Print vs. Web follows Jakob's mantra that prospects are in a different condition when they visit your Web site, compared to when they encounter a brochure or other printed media.

I've always described the distinction like this:

Printed media introduces prospects to things they didn't know they needed. The Web introduces prospects to things they already know they need, but aren't sure where to find them.
For anyone interested in maximizing their manufacturing Web site, you'd do well to read through Jakob's legacy work at UseIt.com. Here are some other related pieces on his site that can help you improve your site's effectiveness at gaining new work and prospects:

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U.S. Military Is Suffering, Too

Posted by aj Jun 26, 2008

It looks like the shortage of manufacturing & technology labor in the U.S. is playing havoc with the U.S. military and government.

The dilemma is covered in a piece from the front page of yesterday's New York Times titled "Top Engineers Shun Military; Concern Grows" and authored by Philip Taubman.

According to the article and its sources, the erosion of engineering talent to manage military projects has "reached crisis proportions."

Over the last decade, even as spending on new military projects has reached its highest level since the Reagan years, the Pentagon has increasingly been losing the people most skilled at managing them. That brain drain, military experts ... say, is a big factor in a breakdown in engineering management that has made huge cost overruns and long delays the maddening norm. Mr. Kaminski's generation of engineers, which was responsible for many of the most successful military projects of the 1970s and '80s, is aging, and fewer of the nation's top young engineers, software developers and mathematicians are replacing them. Instead, they are joining high-tech companies and other civilian firms that provide not just better pay than the military or its contractors, but also greater cachet - what one former defense industry engineer called 'geek credit.'

Well, no kidding. The private manufacturing sector has been screaming to high heaven over engineering and manufacturing labor depletion for years.

allgone.jpg

There are task forces and senate committees and finger pointing to get to a solution for this symptom - as there should be. But that same scrutiny and urgency were needed when the private sector in the U.S. was leaking talent 15 years ago.

So, the primary symptom of the lack of high-caliber engineering governance is poor systems engineering.

... the central problem is a breakdown in the most basic element of any big military project: accurately assessing at the outset whether the technological goals are attainable and affordable, then managing the engineering to ensure that hardware and software are properly designed, tested and integrated ... Without it, projects can turn into chaotic, costly failures. Increasingly, that has become the case. What is more, the loss of government expertise has magnified the difficulties associated with another trend: In recent years, the Pentagon has transferred more and more oversight responsibility to its contractors, who themselves often lack sufficient systems-engineering skill and the incentives needed to hold down costs.

And isn't this also the main impact on manufacturers in the private sector when dealing with those shortages of engineering and shopfloor talent? And as the suppliers that support those projects just as important to the "crisis?"

And another thing, will this be used to leverage the argument towards Boeing's challenge of the KC-X tanker program? I sure hope not - that would just be an embarrassing instance of "post hoc ergo propter hoc." Oh, wait - I forgot who we're talking about here.

Anyway, I have some questions for you: How do you deal with the labor or intellectual shortage? How have you seen it first hand - whether it's a lack of design or systems engineering talent or shopfloor expertise? What are you doing to compensate? Is it even a problem at your company?

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That the plunging U.S. dollar, rising labor costs and atmospheric fuel and energy costs have combined to erode China's cost advantage isn't news. (See here and here).

http://www.mfgx.com/servlet/JiveServlet/downloadImage/1041/yuandollar.jpg
But the cover of the most recent Business Week asks "Can the U.S. Bring Jobs Back from China?" and its answers are startling, if not surprising to manufacturers with a modicum of memory.

This would seem to be a good time for an American manufacturing renaissance. The economics of global trade are starting to tilt back in favor of the U.S. to a degree unseen in a generation. Since 2002 the dollar has plunged by 30% against major world currencies and is falling against the yuan. Wages in China are rising 10% to 15% a year. And spiking oil prices are driving up shipping rates. The cost of sending a 40-foot container from Shanghai to San Diego has soared by 150%, to $5,500, since 2000. If oil hits $200 a barrel, that could reach $10,000, projects Toronto financial-services firm CIBC World Markets.
But while the tilting of fortunes is real, author Pete Engardio does a great job of tempering any enthusiasm with a pragmatic understanding that seizing work back - on a grand scale, at least - is gonna be hard.

... the map of global commerce can't be redrawn overnight. American factories and supplier networks in many industries have withered in the era of globalization, so it will take lots of time and capital before the U.S. can become a big player again. The bulk of goods made in China-clothing, toys, small appliances, and the like-probably won't be coming back, because they require abundant cheap labor. If anything, their manufacture will go to other low-wage nations in Asia or Latin America. And in industries from machinery to motorbikes, China's productivity gains nearly offset rising wages and fuel prices.
Of course, there are numerous opportunities for SMBs to regain some work or for the U.S. to build infrastructure around nascent industries and products. And Engardio provides some compelling examples:

Examples of production shifts abound. Chinese steel exports to America are down 20% in the past year, notes CIBC, while U.S. steel output has jumped 10% despite the slowdown in construction. Big electronics manufacturers are expanding assembly of high-end telecommunications, computer, and medical equipment in Mexico and some parts of the U.S. for greater proximity to corporate buyers. Tesla Motors, which has just begun production of its $109,000, electric-powered sports car, transferred assembly of battery packs from Thailand to a plant next to its San Carlos (Calif.) headquarters. Thailand's low factory wages were more than offset by the costs of shipping thousand-pound battery packs across the Pacific. "We were seeing tens of millions of dollars of value sitting on the water for months," says Darryl Siry, Tesla's vice-president for marketing. "It was one of those things that became obvious all of a sudden, and you said, Why are we doing this?'"
But the realities suggest that the meaningful, industry-wide shifts are years away, and it'll take more than associations and Web sites to meet the challenges.

What would be required, for instance, for the U.S. to re-emerge as a player in batteries? It is an industry, after all, on the cusp of radical technological change that could spur development of future eco-friendly vehicles, cell phones, and home appliances. Boston-Power's (Christina) Lampe-Onnerud has suggestions, but America may not be ready for them. Washington could lend up to $50 million in seed capital to promising startups, for example, and state governments could build industrial parks with low-cost facilities and services that rival those found in China. "If we got state and federal support," she says, "we would team up with others in a heartbeat and grow an industry."
In the meantime, real opportunities exist for SMBs to take advantage. Use the converging issues - the falling dollar, rising Chinese labor costs, the uncertainty of shutdowns during the Olympics, VAT rebate adjustments, and skyrocketing fuel & shipping costs - as good reasons to engage old customers and new prospects on the benefits of manufacturing locally in a mature economic market. Many buyers are feeling the squeeze and are willing to listen.

Waiting for your governments to react - ahem - might not be the best strategy at the moment.

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Spreed

Posted by aj Jun 23, 2008

Here at MFGx, we’re all about the collaboration (for proof, look here and here). And now is a great time for manufacturing SMBs without the resources to build their own network to find inexpensive solutions to collaborate online with customers and prospects.

Here’s another one: Spreed.

Spreed allows you to conference online with up to 3 colleagues for free (with registration) – and you can share files, video chat, share power point presentations, whiteboard and even screen share. If you want more than 3 others, you can step up for as little as $20 U.S. per month.

Spreed is based in Europe, and is available in English, German, and Russian.

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Within the next 5 years, manufacturing in the U.S. will face a major crisis due to both a shortage of skilled labor as baby boomer manufacturers retire, and a limited labor pool from which to find qualified replacements.

So says a recent survey and study from Advanced Technology Services and Nielsen Research, Baby Boomer Retirement Fuels Skilled Labor Shortage in Manufacturing; Puts U.S. Industry in Crisis.

The need to replace these lost skilled workers has grown from a concern to a wholesale crisis in just three short years, according to 100 senior manufacturing executives who were surveyed. They say the shortfall will cost their companies an average $52 million, and even more, $100 million, for the nation's largest companies who report more than $1 billion in annual revenue.

Now, if you're within just a sniff of manufacturing you've heard about or lived this issue first hand. Nothing new here, right?

Wrong.

Q: Forecasts indicate that during the next five years, approximately 40% of your skilled labor force will retire. What do you anticipate the retirement of 40% of your skilled labor force will cost your company in these five years?

A: Eighty-one percent of respondents said they would be affected by the shortage, versus 68 percent three years ago, demonstrating this issue has become of even broader concern to manufacturing executives. Further, they calculate the looming retirement of skilled workers without an adequate replacement pool will cost them an average $52.2 million from their bottom lines, compared with an average $50 million when asked in 2005. And the cost is worse for companies with more than $1 billion in annual revenue, where 44 percent say the shortage will cost them more than $100 million.

What makes this different from everything you've heard over the years is that it looks like the time is here. Another impending crisis, another batch of warnings, and what happens?

We ignore it, shrug our shoulders, and then act shocked - shocked - that it really happened.

Again.

(With that in mind, now might be a good time to revisit 2 Million Minutes and see how you feel.)

And what really makes this a potentially Katrina-like "perfect storm" for manufacturing is the abysmal response of the U.S Government. I mean, do you really need for me to remind you of all the pleading to improve our abilities to educate and/or import a decent labor force in this country?

So, instead of a well-planned, fair set of solutions designed to maintain our manufacturing (and economic) significance, we're all gonna be in a dog-eat-dog bar fight to get the talent we need and any price, all else be damned.

And in the meantime, we'll moan about China being a boogie man for doing what we did to Britain 100+ years ago. We'll point accusing fingers at China for lead paint on toys while Mattel's asleep at the switch.

Looks like all that might be left to this "perfect storm" is to see who we're gonna blame for it.

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2 Million Minutes

Posted by aj Jun 18, 2008

No, that's not how long it feels like listening to Boeing moan over losing the KC-X tanker contract (although no one would blame you for thinking that).

2 Million Minutes is the title of a new documentary, named for the approximate amount of time a student spends in high school. The push of the film is twofold: to compare those 2 million minutes from the perspectives of students in the U.S., China and India; and to exclaim loudly that the U.S. education system is broken - that it is incapable of generating the amount of engineers, scientists and technologists the U.S. economy requires to compete and thrive in the global bouillabaisse.

Check out the trailer for a great introduction.

Now, anyone would have to be a fool or asleep not to agree - at least partly - with this premise. The clues are all around us. Recently, Bill Gates testified before the U.S. Congress on the need for increased funding for math and science education and revised immigration regulations for the U.S. to maintain its competitive edge.

I acknowledge that our education system is flawed. Our curricula and techniques are outdated, and we're slow to adjust. Students in countries that 20 years ago couldn't hold our abacus are catching up to us at an alarming rate.

But you know what? I don't buy it - at least, not the fact that the education system is solely to blame for this malaise. It's like saying guns kill people. Yes, they do. But a lot of things lead up to a killing, outside of - and just as important as - the action itself, or instrument used.

Look at manufacturing in the U.S. If you're reading this, odds are you're intimately familiar at how difficult it becomes every year to find talent for the shop floor. You know that it's not just the system that is failing us.

It's the culture, too. Mostly.

Fact is, the attraction isn't there. Fewer students are ENTERING school to become chemists, engineers, and computer scientists. Manufacturing is seen as a path best suited for mouth-breathing Luddites out of step with the times and technology. More now see the road to success paved with abstracts, leisure and bling. Our culture places less emphasis on space programs or smallpox vaccines. Parents, families, peers, media, government and, yes, our education system are ALL a bit out of whack.

2 Million Minutes is an important film, with an important message. Heading its warnings can do nothing but help us regain our competitive edge.

But we must acknowledge that the 2 million minutes BEFORE these 2 million minutes are just as important to this cause. Otherwise, we're whistling in the dark.

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Let The Games Begin

Posted by aj Jun 16, 2008

Once again, Rick over at All Roads Lead To China offers up sound advice for buyers with suppliers and supply nodes in China.

Last year, ARLTC warned of the impending dilemma buyers and sourcing pros faced from the elimination of the VAT rebates, warning them to get their shipments out before gridlock hit the ports. (The photo below shows the gridlock in Shanghai last June, as suppliers rushed to ship product before the VAT reabates were discontinued in July.)

http://www.mfgx.com/servlet/JiveServlet/downloadImage/38-1165-1039/gridlock.gif

Over at MFG.com, coverage was also extensive around the VAT reductions and their impact.

Unfortunately, many failed to listen to Rick's warnings from on the ground in China. And now he's back, playing Paul Revere with a message that's critical for buyers in the near term, and excellent intelligence for suppliers in the U.S. and other markets:

When I began reporting a couple months ago that the Olympic Shutdown was coming, some were skeptical ... but (you should) understand that the risks of this are growing, that the impacts will reach into many supply chains, and there are ways to mitigat(e)/manage the risk.
Folks, time is short to act on these issues, and a word to the wise is sufficient.

Rick lists 3 characteristics of suppliers in China that make them susceptible to shutdown (in order of importance):

  1. Heavy air polluters
  2. Require high amounts of energy
  3. Require high amounts of water

Rick also identifies 3 potential scenarios that could affect buyers that rely on Chinese sources:

  1. Suppliers will be shutdown and therefore a part/ process cannot be delivered on time
  2. Suppliers will not be able to deliver the goods on time due to restrictions on trucks
  3. Even if you get the parts and are able to avoid being shutdown ... you may find it difficult to ship your goods yourself. Ports may be restricted for security, trucks may be off the road, (or) crane operators may be watching the national team

True to form, Rick offers sound suggestions on ways to mitigate the pending risks. He advises:

  • If you need 4-6 weeks to produce (parts or deliverables) you really only have 1-2 weeks left to push out orders or build up stock... so act now
  • Understand which of your suppliers are at the highest risk and speaking to them about developing some measure of safety stock within their/your warehouse
  • Get your sales and logistics departments together and make sure they are in sync over the capabilities of shipping department vs. customer delivery (requirements)

Rick points out that there's about 2 months until the Beijing Olympics begin, but he believes only about 4 weeks before the first shutdowns commence. That doesn't leave much time for buyers to react and plan, but forewarned is forearmed.

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Add this to the list of factors (VAT rebate reductions, rising taxes, falling U.S. Dollar, elevated wages, etc.) raising the costs to manufacture overseas - especially in China:

Stung by Soaring Transport Costs, Factories Bring Jobs Home Again from the WSJ (subscription required).

Something in here about clouds and silver linings ...

Have a great weekend.

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Awhile back, we wrote about Google Sites, a platform from the Googleplex that allows manufacturers to create whole Web sites with social/2.0 features easily.

Here's another toolkit from Google Labs that manufacturing SMBs will want to watch: Google Pages.

Like Google Sites, Google Pages is a WYSIWYG html editor. Here's what we get:

  • No technical knowledge required. Build high-quality web pages without having to learn HTML or use complex software.
  • What you see is what you'll get. Edit your pages right in your browser, seeing exactly how your finished product will look every step along the way.
  • Don't worry about hosting. Your web pages will live on your own site at http://yoursitename.googlepages.com.

While Google Sites is a one-stop shop for complete Web site creation and hosting, Google Pages looks like it'll help those of us with an existing site to create pages to upload to them without having html or technical chops.

Right now, Google Pages is still in "an early testing phase" (is that pre-beta?) but it's accessible and looks pretty good.

For manufacturing SMBs looking to broaden their Web development options, you oughtta slap a bookmark on Google Pages.

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Google has just announced a new Web service called Google Sites, and it offers manufacturing professionals large and small several options to promote and serve their businesses, and collaborate with others simply and effectively.

In essence, Google Sites is about building a Web site without needing to know how to build a Web site. No coding, design or advanced computer skills are needed.

Check out these features and descriptions:

  • Single-click page creation - Creating a new page for your Google Site just takes the click of a button.

  • No HTML required - Creating a Google Site is as easy as editing a document, which means there's no markup language for you to learn - just get started.

  • Make it your own - (Google's) customization options let you give your Google Site your own look and feel.

  • Get started with templates - (Google) offer(s) a growing list of page types -- web page, announcements, file cabinet, dashboard and list -- to help you get started with your Google Sites pages.

  • Upload files and attachments - Use the file cabinet to upload files up to 10MB in size. Each Google Apps account receives at least 10GB of storage in Google Sites. Google Apps Premier and Education editions get an additional 500MB for each user account.

  • Embed rich content - Google Sites is integrated with other Google products, so you can insert videos, docs, spreadsheets, presentations, photo slide shows, and calendars directly onto your Google Sites pages.

  • Work together and share - (Google's) permission settings let you designate owners, viewers and collaborators (meaning they can edit pages) for your site. And you can make your Google Sites available to just a few people, your entire organization, or the world.

  • Search with Google - You can search across Google Sites pages and content using powerful Google search technology. You'll find specific pages and documents instantly, the same way you would on Google.com.

What does all this mean for manufacturers? You can create a useful Web site for your company. You can create an Intranet (internal site) to serve you company, employees, sales force, etc. You can create private sites to serve a project and only invite the project members. You can create training sites for your employees.

The point is that you can create a Web site - without knowing how.

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A recent survey of international purchasing professionals, engineers and supply chain managers reveals that the declining value of the U.S. Dollar has noticeably influenced where they source manufacturing to.

The survey, conducted by MFG.com, resulted in over 500 buyers responding. Among the findings:

  • 40% of the participants stated the current value of the US dollar had an effect on where they choose to source their business.
  • 47% of the Buyers stated they were sourcing more business in the US as a direct result of the declining value of the US Dollar.

This survey represents the latest evidence of a trend of gradually shifting sourcing proclivities away from China that began in the summer of last year, when China reduced or eliminated many VAT rebates. More evidence of this shift - and examples of how to capitalize - can be found here, here and here.

U.S. and other mature market manufacturers are still in a good position to influence buyers to consider them as attractive alternatives to their "low-cost" competitors.

If you're a manufacturing SMB, it's a good time to reach out to buyers and explain what makes you different and valuable as a partner in their supply chains. Use your Web site to specifically define those strengths.

Seizing this opportunity can help you win business from buyers that are ready to sold on you as an option.

(According to MFG.com, the entire survey and an announcement regarding future data channels from the company will be made public at the end of June, 2008.)

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I can’t decide if solar energy is right for manufacturers as an energy source.

On the one hand, anything that gets us away from dependence on oil is nothing but a good thing. On the other, manufacturing businesses – especially SMBs – likely can’t justify the hefty initial investment in current solar technology.

http://www.mfgx.com/servlet/JiveServlet/downloadImage/1038/solar_panel.jpg

Please spare me the argument that it pays for itself, or that “you can sell back to the grid” to offset costs. Those are long-term issues for businesses with wicked cash flow and shrinking margins. And the energy needs of a manufacturer are much greater than most other businesses. Besides, if any technology gets the nod first, it’s likely gonna be for something that automates or improves the processes of the business.

For a quick video overview of solar power with consideration for manufacturing applications, check out this video from Cisco over at bMighty.com.
Now that you know where I stand, consider another angle to all this. In the video, the cat explaining how businesses buy and install solar technology says his company’s been seeing 50% growth every year. He goes on to point out that his two solar panel suppliers are “at capacity” and they’re in “the Philippines and Japan.”

So what about using solar power as a catalyst to help U.S. manufacturing? You can find several examples of solar power’s potential from myriad sources (here, here and here).

Solar power manufacturers are enjoying accelerated growth, while many in mature or shifting markets struggle. The time is right to make a change. It’s been suggested by many that bold initiatives are called for to rebuild the fading U.S. infrastructure – so why not a bold initiative to renew U.S. manufacturing dominance through solar power.

It kills 2 birds. Or, I should say, revives them.

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