In 2020, most manufacturers focused on mitigating the impact of COVID-19, but mitigation is too little too late. Many companies learned that lesson after seeing how COVID-19 outbreaks affected either their own facilities or other manufacturing firms.
2020 was certainly an unusual year—for SME, for our industry, and for the world. There is no question that these unusual times will carry over into 2021. Unusual does not necessarily mean bad; it just means different. Often hidden within those differences are opportunities.
During times like these, editors turn to “tried and true” sayings to frame their opinion columns. One of these sayings is, “May you live in interesting times,” supposedly a translation of a traditional Chinese curse. The saying is used ironically, in that “interesting times” are times of trouble and difficulty.
Automated manufacturing operations are finely tuned ecosystems in which all components must function in complete harmony. Grippers used to pick and place, orient and hold components or end products at various points along the production chain are key to this process.
It’s easy to become dazed by the continuing stream of buzz words. For those of us in manufacturing, all this buzz creates a sense of impending change, but no clarity on what that change might be. Uncertainty means anxiety.
Not all threaded connections serve similar purposes.The load-carrying needs of an aerospace engine support bolt in a tension assembly greatly exceed those of a simple screw that fastens a cover plate to an electrical wall socket. International thread-acceptance documents and standards recognize this basic engineering fact, and incorporate different thread-inspection requirements into their verification standards.
The manufacturing economy is starting to feel some pain.
Claudia Jarrett, U.S. country manager at automation parts supplier EU Automation, delves into the pros and cons of both gigafactories and microfactories.
A competitive exchange rate that favors manufacturing is the main way to drive up growth in the US economy, argues a businessman-economist.
Boeing Co., for the second time in two decades, is moving its headquarters. This time it’s relocating to Northern Virginia. The question is what lessons Boeing moved from its last move.
