Archive for the ‘Manufacturing’ Category

This is a great question that requires that critical process parameters are actually controlled, or at least measured and monitored. There are many tools that can be used to tell if a process is in control, but it starts with measuring those parameters that are important to the process. It may seem obvious that anything that really is critical would be measured and monitored, but I continue to be amazed by stories of companies not keeping track of the variables that are critical to their products and their own success, which often can translate into significant financial losses.

I recently read an article which referenced a fermentation problem in the wine industry, with potential losses of several hundred thousand dollars. Utilizing the Six Sigma tool of DMAIC (Define, Measure, Analyze, Improve, Control), the root cause of the problem was determined to be fermentation tank temperatures out of specification.

In this particular example it turns out that tank temperatures were not being monitored, with costly consequences. In a case like this, there are solutions that can be deployed, increasing in sophistication, and cost.

1)    Measure the temperature, at the source. Typically, this would be done with a thermocouple or temperature sensor.

2)    Monitor the temperature. This typically would entail having someone check the temperature on a periodic basis, and hopefully recording the results. Alternatively, depending on the type of controller used, an alarm can be triggered if a high or low limit is reached. In today’s world, this can also result in an email or phone call automatically being made by the controller in order to generate a response.

3)    An open loop control system. Most typically, this type of system will allow a setpoint to be set, but there’s no feedback as to what the temperature actually is.

4)    A closed loop system. This is typically a system using a PID controller, which not only has a setpoint, but can drive the temperature to that setpoint. This is the most sophisticated type of control, and will typically be the most costly solution.

Which approach to take will depend on the degree of risk that you’re willing to assume and the potential adverse consequences if those critical parameters drift out of spec. The most expensive solution is not always the most cost effective, but can be depending on what those adverse consequences are. However, the entire process starts with some basic questions and analysis.

Is your process in control? If not, or you’re not even measuring critical parameters or know where to start, give us a call or send us an email. We’re here to help you succeed.

It’s interesting that President Obama named Ron Bloom the senior counselor for manufacturing policy yesterday. You can read about it here. Prior to this appointment, Mr. Bloom was a senior adviser to Treasury Secretary Timothy Geithner and was part of the auto industry task force since February.

In naming Bloom to this position, President Obama is following through on one of his campaign promises to re-vitalize U.S. manufacturing and putting some resources to focus on this critical issue could be another step in reversing the slide that we’ve experienced for such a long time. Time and results will tell how effective this announcement will be.

After all the dreary news about layoffs, bankruptcies, and plant shutdowns, I saw a NY Times article the other day showing U.S. manufacturing growth after 18 months of decline.

In an index in which a number above 50 indicates growth and below 50 indicates contraction, the Institute for Supply Management in its survey of factories and industry had a manufacturing index of 52.9 in August, up from 48.9 in July.

Indeed, this is great news and is yet another one of those nuggets pointing to recovery and an upturn in the economy.

Last night, I had a chance to attend an Open House at the Sonoma Mountain Business Cluster, which is a business incubator. It was a great event and a chance to see old friends and meet new ones.

The business cluster is a great concept and is located at Sonoma Mountain Village. Their mission is to stimulate regional economic development through entrepreneurship and business development. In addition to providing physical offices and other infrastructure for start-ups, it offers many other resources and services as well, among them:

1. Management support in the way of in-house staff and a distinguished board of mentors, who are volunteer staff and leaders from the local business community.
2. Access to venture capital and other financial resources.
3. Support networks and networking opportunities.

In addition, having several start-ups housed under the same roof creates a unique bond and sense of camaraderie that’s out of the ordinary and not typical of the environment that most start-ups find themselves in.

There are a few things I find really are ground-breaking in the approach taken here. The most obvious is that this is the first business incubator in the North Bay, which is significant in itself. Being housed in Sonoma Mountain Village, an innovative local leader in developing and promoting sustainability, the Sonoma Mountain Business Cluster (SMDC) also prides itself in supporting sustainable and “socially relevant” technologies in its tenants. They also are taking the initiative to reinvigorate Sonoma County’s technology industry, which sorely needs all the leaders it can get.

Although this was my first formal encounter with this group, it won’t be my last. They have some tenants that no doubt will be bringing great products to market and will have a positive impact on the local economy as well in the way of new jobs and other opportunities.