Management

When it comes to cost-saving techniques, many manufacturers instinctively look toward making cuts; this could mean anything from laying off employees to pulling back on new technology. However, these methods can bring down morale and quash innovation, which allows competitors to get ahead.

Inevitably, disagreements arise in the manufacturing industry, whether involving applications, performance, specification compliance, intellectual property ownership or any of a number of other subjects. What has not kept up with technological change is the sophistication of dispute resolution. That is a particularly serious problem for manufacturers because the increasing complexity of manufacturing technology often makes disputes more complex, even arcane, than disputes of the past.

Continuous learning, continuous improvement, continuous generation of ideas—they’re all important things. I would like to think they’re especially important to manufacturers but am struggling to come up with a specific reason. Every business, from floral arrangers to drywallers, must continually adapt and evolve or face eventual corporate death. Perhaps the reason continuous learning and improvement are so relevant to manufacturing, which in this context means machining, is that our industry is one of the fastest changing in terms of technology.

A shop’s product mix, the types of jobs running in the shop, can make or break it. The right mix increases profitability and makes for happy customers. The wrong mix risks demoralizing the shop and upsetting customers, ultimately resulting in more stress and less profit. Actively managing your product mix to correctly fit your shop makes life much easier. However, it does take intention to step away from the jobs you know your shop can, but shouldn’t make.