by Gary Mintchell | Dec 31, 2014 | Leadership
For I am doing a great work, and I cannot come down.
There was a man who lived about 2,500 years ago. His story contains intrigue, vision, persuasiveness, leadership and project management. It is a great story to set our minds on as we look at planning our new year—setting a direction for what we will be and what we will do.
In the Christian Bible the story is found in the Old Testament, which are also Jewish writings. The man was called Nehemiah. No matter what your religion or non-religion, I highly recommend reading this. We can learn the meaning of leadership from him.
The quotation comes from a response by Nehemiah to some adversaries who wanted him to leave the work and come down from the mountain to meet with them in the plains to “negotiate.”
What is your great work?
At the end of 2012/beginning of 2013 I pondered this question along with th wisdom of Dr. Henry Cloud in his book “Necessary Endings.” The same thing last year. In both cases I took a look at what was happening and decided I needed to make some changes.
There are many more opportunities today than there were when I was starting out. Opportunities can lead to inaction and inertia from the pain of deciding from among too many options. But as humans, we need movement to grow.
What will our opportunity be in 2015? What is the “One Thing” or “Great Work” that you are pursuing? What is so important that you cannot and will not be diverted?
As for me
As for me, last year I got diverted from my goals and it caused much grief. This year, look for a new look and a new focus as I double down on this site and my strategic marketing and product development consulting business.
As for you
Decide on that and have a great and profitable 2015.
by Gary Mintchell | Dec 29, 2014 | Industrial Computers, Manufacturing IT, Networking, Operations Management, Security, Technology
During media interviews (more accurately mini-presentations) in November at Rockwell Automation’s media/analyst day “Automation Perspectives,” Sr. VP and CTO Sujeet Chand met with us individually along with several managers from Cisco Systems to discuss cyber security. This marks at least the third year where Chand’s role was to explain the Cisco/Rockwell relationship.
I’ve been thinking about the presentation for the past couple of weeks (OK, except for during Christmas). When they broached the idea of cyber security, I jumped to a conclusion about how thinking about security would lead engineers to more thoroughly thinking about their overall network leading to overall improvement in manufacturing.
What they seemed to be actually saying was much less than that. The message seems to have been about engineers should actually begin thinking about their network architecture.
Suddenly it dawned on me what the problem was that they were trying to solve. Automation engineers are evidently just cobbling together Ethernet networks in their processes and factories with no thought of network cyber security. But they will start—and buy some Cisco/Rockwell managed switches and security services. (Sorry, I don’t mean for that sound cynical. What they do is sell products and services to help their customers succeed.)
There has been NO thought to cyber security!?
They evidently thought that even with the several years of intense media coverage of security holes in SCADA and other processes engineers were still not taking security into account.
If that is true, then we truly need the new generation of computer/networking/security-savvy engineers (millennials?) now.
Thinking ahead
I know that one of my problems is jumping ahead. Companies will show me a new product, and I’ll immediately start thinking of all the uses and potential additions.
Any engineer who has not been building in some defense in depth and getting help from IT about security policies needs to be trained or replaced. We’ve known about this for at least five years.
Going back to re-engineer (or engineer intentionally for the first time) the factory network, should lead to significant improvements in the automation system, information flow, and ultimately manufacturing profits.
by Gary Mintchell | Dec 23, 2014 | Data Management, Operations Management, Software
This reference is partly in my sweet spot of coverage, and it is partly beyond it pointing toward enterprise. And no, it is not predictive maintenance, by the way.
This is a post on the SAP blog about 10 Myths of Predictive Analytics. It is quite accurate about many of the “higher-end” software applications.
It’s not easy to do right. It requires insight as well as pure number crunching to obtain maximum benefit. It is iterative; that is, just like advanced process control you don’t run it once and declare it done. Maximum benefit means iterating the data and process.
It is a good read.
by Gary Mintchell | Dec 22, 2014 | Commentary, News, Workforce
Here is a “good news / bad news” report. While manufacturing business looks good right now, we have yet another fearful article about getting a new generation of engineers. For a little context, here is an article I wrote about milennials. This press release is from ThomasNet.
North America’s manufacturing sector is on an upward trajectory. However, a shortage of young talent, compounded by Baby Boomers’ negative perceptions about Millennials, could impact its continued expansion, according to ThomasNet’s latest Industry Market Barometer (IMB) research.
The annual survey of product and custom manufacturers shows continued growth for this sector. Companies are hiring, increasing production capacity, and investing for more growth to come. More than half (58 percent) grew in 2013, and 63 percent expect even more gains by the end of 2014.
Positive indicators are everywhere. Manufacturers are getting more business from their existing markets, and their average account values are rising. Nearly eight out of 10 (76 percent) are now selling overseas, and one-third expect that business to increase. In anticipation of what’s ahead, they’re investing in capital equipment, optimizing operations, upgrading their facilities, and retraining their people. More than half (52 percent) expect to add staff in the next several months, up from the 42 percent who planned to hire last year. Respondents’ companies are looking for trained, experienced people—manufacturing/production management, line workers, skilled trade workers and engineers—to keep up with current and future demand.
Troublesome Trends
A deeper look under the hood raises questions about whether the manufacturing industry can continue its current momentum. “For the industry to sustain its steady climb, all the fundamentals need to be in place, and one of them is missing—a robust pipeline of talent,” said Mark Holst-Knudsen, President of ThomasNet.
Last year’s IMB called attention to the “ticking biological clock” in manufacturing—the disruption that’s coming as Baby Boomers leave the workforce without people primed to replace them. This year’s survey depicts the “ticking” turning to an alarm. Nearly half of this year’s respondents (49 percent) are 55 and older. Moreover, thirty-eight percent plan to retire in one to ten years, and most (65 percent) lack any succession plan.
One solution is in plain sight—the Millennial generation (ages 18-32)—who can take the time to learn the business before their predecessors retire. Yet, most manufacturers (62 percent) say Millennials represent a small fraction of their workforce, and eight out of ten (81 percent) have no explicit plans to increase those numbers.
However, companies are making headway in the area of apprenticeships, which provide opportunities to bring in entry-level employees and career changers. For manufacturers where these programs are applicable, 51 percent now have them in place, and 23 percent plan to do so. They’re teaching apprentices trades such as machining, CNC milling and turning, and welding while increasing their staff.
“We need new talent everywhere—on the plant floor, in the field, and in management—and getting young people to look at manufacturing isn’t easy,” said Karen Norheim, Executive Vice President, American Crane & Equipment Corporation, Douglassville, Pa. “To ensure our company’s success, our employees have become brand ambassadors for manufacturing. We’re bringing our children to our plants, looking at new internship programs, and reaching out to local colleges and trade schools. By making a local footprint, we’re helping to address a national problem.”
Baby Boomers’ Perceptions of Millennials
This year’s data shows that the manufacturing industry increasingly aligns with Millennials’ value systems and technology expertise. The research demonstrates that Millennials have an opportunity to make a social impact working with sustainable and green technologies, solar energy, and wind power. In addition, respondents cite innovations in design and manufacturing software, automation/robotics, and 3D printing as intrinsic to today’s jobs.
But 46 percent of respondents say that a larger issue is at work – younger people still perceive manufacturing as “blue collar” work. And Baby Boomers’ perceptions of Millennials exacerbate the challenge. Forty-three percent of respondents believe that this generation lacks the work ethic and discipline to succeed.
“At a time when the American manufacturing sector is poised for a comeback, the talent shortage is the elephant-in-the-room that could impede progress. It will take the concerted effort of every manufacturer to reach across generational lines, and bring in the people who are critical to the industry’s continued success,” said ThomasNet’s President Mark Holst-Knudsen.
by Gary Mintchell | Dec 22, 2014 | Automation, News, Organizations, Process Control
Here we are at the end of 2014 and we see continuing evidence of the business trend in the industrial process control industry—consolidation.
Emerson announced Dec. 22 that it has acquired Stirling, Scotland-based Cascade Technologies Ltd., a leading manufacturer of gas analyzers and monitoring systems using Quantum Cascade Laser (QCL) technology. This innovative technology measures multiple gases simultaneously, helping companies improve industrial emissions monitoring, production efficiencies and environmental compliance.
Emerson is expanding its analytical measurement capabilities by adding this innovative laser technology to its Rosemount Analytical gas analysis portfolio. QCL technology provides a step change in gas analyzer performance through its increased sensitivity, speed of response, and fingerprinting capability. These technology advancements in the gas analysis market space provide a powerful solution for customers in various industries such as petrochemical, food and beverage, marine, automotive and pharmaceutical. Terms of the acquisition were not disclosed.
“The acquisition of Cascade Technologies is an exciting step as we further strengthen our gas analysis portfolio,” said Tom Moser, group vice president of Emerson Process Management’s measurement and analytical businesses. “Our customers depend upon Emerson to solve their toughest analytical measurement problems. We are now better positioned to serve that need.”
Dr. Iain Howieson, chief executive officer of Cascade Technologies Ltd., added, “Joining a global leader like Emerson represents an incredible opportunity for business growth. Emerson’s global presence and market leadership will have an immediate impact on the adoption of cutting edge QCL gas analyzers and monitoring systems.”
