by Gary Mintchell | Jan 6, 2016 | Operations Management
Tim Sowell of Schneider Electric Software (Wonderware) thinks out in front of the curve. His customer contacts help keep him on his toes. His new year’s kick-off blog post revealed four key areas for the coming year based on a conversation with a customer.
These insights should turn our attention away from media glitz and toward doing real work using technologies plus insights.
You might ask what about “big data” and the “internet of things” but these are technologies that will be part of the enabling system for a new operational solution.
In his previous blog he had asked, “how much transformation was happening?” He received a comment from a friend saying the momentum of change is well underway, and happening at increasing pace.
There were 4 areas that he felt his business and associated industry where trying grapple with to stay ahead.
1/ Agility of effective, valued products and brands to the market. So the challenge of “new product Innovation” and then “New Product Introduction” and delivering it to the market at the correct margin to be competitive in timely manner is a whole focus. His comment was this is the core competitive advantage that his company identifies.
2/ Operational Workforce transformation. He agrees with me that too much focus has been on the “aging workforce issue” and that most of HR and Operational teams have missed the bigger transformation, and that is the one of new generation work methods and transformation in workspace that goes with it. He felt like his company woke up to this mid way thru last year when they could not just not fill positions, but are having significant challenges in retaining talent, not within the company but in roles. He felt like initially people thought that would just get a transition to a new workforce yes younger of different experience. But they had not realized that way in which people will work, think, interact, and gain satisfaction will also change. [I think this is a key insight. For years I have written and spoken about getting past the “aging workforce” discussion. In many cases companies had to bring previously laid off engineers back as contractors in order to get essential engineering done. They just couldn’t get the new people needed using the same old tools and methods. Gary]
3/ “Planet Awareness, Image”. He raised this as a real strategy for evolving the brand of the company to been seen as proactive to the environment, to attract further “feeling satisfaction” of customers. He also stated that government regulation, and increasing costs of disposing of waste, and energy costs also are now seen a significant bottom line costs, and must be managed more efficiently. But during this discussion, it was also clear that the perception of being “proactive to the environment” in use of energy, carbon footprint, environment etc was also a key strategy for attractive talent to work in the company. [This idea has been coming for many years. I am happy to see it gaining traction in a major company. I think leadership in our industry that attracts bright, young people must tap into larger societal themes. Gary.]
4/ Transparency across the total product value chain. [Technology has been moving us this direction for some time. Once again, human work is catching up to the technological capabilities. Gary]
It was clear that the 4 strategies was really about changing the way in which the company manages and executes operational work, no matter how big or small.
Pillars of Operational Solution approach:
- Everyone having access to information and knowledge no matter their state or location, this means internet becomes a part of the solution backbone.
- Cyber Security is very much top of mind, both in strategy to secure, manage, to contain cost and risk.
- Data validation/ and contextualization, if transparency and faster decisions are required how do you gain consistent information across different sites. \
- Delivering a new “operational Workspace/ experience” that has embedded knowledge that does not get stale, and enables imitative learning for a dynamic and collaborative workforce.
by Gary Mintchell | Nov 6, 2015 | Automation, Education, Operations Management, Workforce
Educating today’s young people both in essential skills required by modern manufacturing as well as on the careers available to them has become a strategic theme for technology suppliers and for manufacturers alike.
Phoenix Contact, a global technology supplier with US offices in Middletown, PA, has announced a partnership with a local community college to achieve just that.
HACC, Central Pennsylvania’s Community College, has become the first American school to join Phoenix Contact’s EduNet program. EduNet is an international education network that brings together schools and industry in the field of automation technology.
Workforce Education
Phoenix Contact and HACC officials announced the partnership Oct. 5, 2015, during the dedication of a new automation lab at HACC’s Midtown Trade and Technology Center in Harrisburg. Phoenix Contact’s contributions through the EduNet program include donating equipment for the lab. This gives students hands-on access to several Phoenix Contact ILC controller and PROFINET starter kits, the same type of equipment they might use once they graduate and work on the manufacturing floor.
Instructors will also receive a curriculum and free training sessions throughout the year. This includes the opportunity to travel internationally to attend a conference where they can network and exchange knowledge with EduNet teachers from other countries. Registration for the conference is free, courtesy of Phoenix Contact GmbH & Co. KG, of Blomberg, Germany, while Phoenix Contact USA will help cover the cost of travel.
Phoenix Contact and HACC previously collaborated on other science, technology, engineering, and math (STEM) education initiatives. Most prominently, they designed and implemented a Mechatronics Apprenticeship program in 2011. Over a four-year period, apprentices simultaneously work at Phoenix Contact while pursuing an associate degree in mechatronics at HACC, at no cost to the apprentice.
In 2013, the Commonwealth of Pennsylvania’s Apprenticeship and Training Council and the U.S. Department of Labor Office of Apprenticeship recognized Phoenix Contact as an official apprenticeship and training sponsor and the first in the state to offer a mechatronics apprenticeship program. This means the program is available to any company that wants to start its own mechatronics program using the Phoenix Contact/HACC program as a model.
“As Central Pennsylvania looks to increase manufacturing jobs, STEM education is the keystone to developing a workforce with the skills to fill these jobs,” said Jack Nehlig, president of Phoenix Contact USA. “Our mechatronics partnership with HACC is a great example of STEM in action. To date, six students have graduated, and we have two more currently enrolled. We hope HACC is the first of many American colleges and universities who take advantage of the learning and networking opportunities EduNet can provide.”
Pictured in the group photo are (from left to right):
Patricia Marrero, Director of Organizational Leadership, Phoenix Contact Services; Jack Nehlig, President of Phoenix Contact USA; Daniel Koprowski, Mechatronics Technician Apprentice; Irvin Clark Ed.D., Vice President, HACC’s Harrisburg Campus; Tom Lepp, Instructor, mechatronics and electronics, HACC faculty member; David Skelton, Vice President. Phoenix Contact Development and Manufacturing; Jerry Wise, Technical Training Specialist, Phoenix Contact Services; Marian Roldan, Vice President Human Resources, Phoenix Contact Services; and Sheila Ciotti, Campus Associate Dean, Academic Affairs, HACC.
by Gary Mintchell | Nov 4, 2015 | Events, Safety
I’m wrapping up my coverage of the EHS Today Safety Leadership Conference held last week in Greenville, SC. I covered the Technology Track sponsored by Rockwell Automation.
Steve Ludwig, safety program manager at Rockwell Automation, presented on the impact of the evolving workforce on safety.
Workforce changes
“We are facing a shortage of skilled workforce, and it is a global issue,” began Ludwig. “The average age of skilled worker is 56, and this demographic is prone not to delay retirement. Add to this the fact that birth rates have declined for the last 35 years, so we do not have the usual situation of increasing population to fuel economic growth.
There are now more inexperienced workers who are more at risk. This is not just a situation for your plant, but also for the plants of all your suppliers. Businesses face supply chain interruption, reputational / brand risk. Businesses face not only an aging workforce that may be prone to injury, but also a younger, less experience workforce that tend to have more frequent acute injuries.
When Ludwig asked attendees, “How do we improve with a changing workforce?” most responded that they were proactively going out to schools to recruit and evangelize manufacturing. They were also assuming much responsibility for helping train young people.
Connected enterprise for safety
Jeff Winter of system integrator Grantek discussed connecting the enterprise for safety. He noted a problem that continues to exist is that dashboards rely on manual data collection and input.
There are three “Eras” of safety technology–initially just preventing access; then detecting access (something that increased both safety and productivity); today controlling access (integrated safety into machine, about as productive as you can get).
“EHS must get a chair at the table when data collection and analysis are being discussed in the plant or company,” he concluded. Winter continued with this advice, “Ask for data on actions such as emergency stops, intrusions, shut downs.”
Beyond lockout, tagout
Turning to electrical safety specifically, Jimi Michalscheck business development manager for safety looked at going beyond Lockout Tagout (LOTO). His point was how to balance safety with production. He posited a system of engineered safety control, which he called a new way of addressing LOTO.
“If you haven’t designed an alternative, then you must use LOTO (OSHA). To prevent unexpected restart of the equipment during service from causing harm to employees.”
Engineering safe alternatives. Think of your machine as simple components. For example, a case packer. Notorious for frequent need for getting into it, so also for citations. Using Alternative Protective Measure (APM), design the machine in components. Task specific, area specific, documented (know that the service area is protected for the reach of the worker). APM developed must provide the same or greater level of protection as LOTO in order to comply with CFR1910.147.
by Gary Mintchell | Nov 3, 2015 | Automation, Safety
Mike Douglas, Sr. Manager of Health and Safety Engineering, at General Motors, spoke at the Technology track of the EHS Today’s Safety Leadership Conference on steps to getting to a safety consciousness within a company. He had led the team that changed GM from the top down into a safety-conscious company. The process included promoting safety as a brand within the company.
Using the model of the Safety Maturity Index, Douglas discussed culture, capital, and compliance.
Cultural involves what people say at the water cooler. You have to ask is safety a priority or a value. Priorities change but values don’t. That means working to assure safety is in the company DNA.
If you have achieved bringing safety into a key place in the company’s DNA, then it becomes time to put your money where your values are. In the Safety Maturity Index, this is called Capital. Douglas asks, “Have you committed to investing in design for safety? You must commit resources to perform the required due diligence to meet safety requirements. Further, ask, “Has your company performed throughput improvement analysis around safety investments?”
Finally, you must work on Compliance, the last stage of the Safety Maturity Index. Douglas asks, “Does your company follow a management system? Do you have specific performance standards that support the management system? Have resources been allocated and responsibilities assigned (governance, requirements, accountability)?
I noticed Douglas’ talk fit into a few trends most speakers discussed. One of these is the observation that business benefits accrue when safety becomes an integral part of not only culture, but also design. Douglas mentioned throughput (less downtime, for example) as a benefit that even financial managers can recognize.
Douglas had a final observation for Safety Leaders, “You have to be able to defend the system.” Change agents and leaders must either have this ability or develop it in order to achieve success.
by Gary Mintchell | Oct 30, 2015 | Automation, Safety
Rockwell Automation sponsored a technology track at the EHS Today Safety Leadership Conference October 27-28, 2015 in Greenville, SC. The seven sessions discussed a variety of issues facing Safety Leaders in industry. These sessions focused on machine safety. Process safety is an entirely different ball game.
Shawn Galloway, president of ProAct Safety, and Steve Ludwig, safety program manager, presented ideas on Improving Safety Performance in a quick, TED-Talk-like pair of presentations. Even though this was the “Safety Technology” track, the seemingly soft topic of company culture was the topic to set the table for the day.
Galloway quoted Winston Churchill, “First we shape our dwellings, then they shape us.” The idea is that we set our culture and then it shapes the overall focus of the company. The key is to reinforce positive behavior.
He drew a circular diagram for the chemistry of safety cultural excellence: vulnerability->communication->measurement->passion->focus->expectations->proactive->accountability->reinforcement
Maturity Index for Machine Safety
Ludwig addressed Rockwell Automation’s Safety Maturity Index. You can find a podcast interview on this topic on my podcast site, Automation Minutes.
The Safety Maturity Index delineates three focuses: Culture (Behavioral), Compliance (procedural), Capital (technical). Each focus contains four levels: minimize investment, attain compliance, cost avoidance, operational excellence.
The key point is that one of the first things manufacturers need to do is to pay attention to developing a safety culture.
