The long, slow takeoff start to gain momentum

Those manufacturers committing to ride out the storms and endure the turbulence are coming to trade shows and going to Websites and picking up this month’s issue of Plant Engineering looking for solutions to the problems they have and to optimize their operations.

11/11/2010


One of the contradictions in my life is that I love to travel and hate to fly. I enjoy getting out to trade events and plant floors to see first-hand how manufacturing is growing, changing and evolving. To do this, I have to leave the nice, cushy command center here at Plant Engineering and venture out. Since most of those places are far outside our Chicago area base of operations, it requires me to get on a plane and go.

Flying is an act of faith for me. I trust the laws of physics and aerodynamics that allow a 200-ton plane to fly 600 mph at 38,000 feet aren’t somehow repealed as I’m somewhere in the air over America’s heartland. I trust the two people in the front of the plane – the guys with the wings on their lapels and the crew cuts and the swaggering demeanor of a pilot – actually know what they are doing.

That faith is tested on nights like the one I had this month coming back from Orlando in the aftermath of one storm. The air was unstable, there was rain in the area, and while we were leaving a little later than we wanted to allow heaviest weather to pass, it was still going to be a rocky ride.

But I and my fellow passengers – young families and business types and one remarkably calm baby who slept in peace next to me throughout the entire 2-hour flight – we all got on the plane, confident that we were going to get to our destination, overcoming the bumps by staying on course, trusting our partners. We had done it all before.

One of the ways we managed to get out of Orlando, despite the turbulence, was for the pilots to take us on a long-low, slow takeoff from the airport. Going too high too fast might expose us to more bumps that some of us were ready to absorb. It was the smart way to get us moving to our destination. It minimized the bumps and took us smoothly through the clouds and allowed us to get above it all. It was still a little bumpy up there, but we’d hit our speed and picked up momentum and got to our destination.

Welcome to manufacturing on the cusp of the second decade of the 21st Century.

It’s a long, slow climb back. But it is a climb – unmistakable and gaining momentum even as we bump our way through the turbulence. Traffic at trade events I’ve been to this fall has been nothing short of remarkable. In many ways, it was just like the good old days of trade shows, where you had to flight your way down the aisles to get close to the innovations in products and processes available at the shows.

November’s Pack Expo – they should have called it Packed Expo – and Automation Fair were two such events. Both delivered eyeballs to the new innovations available in the market, and those innovations found people eager to consider them. Those manufacturers committing to ride out the storms and endure the turbulence are coming to trade shows and going to Websites and picking up this month’s issue of Plant Engineering looking for solutions to the problems they have and to optimize their operations.

The importance of this shouldn’t be overlooked. Many had written off the American manufacturer as a dying business model – unsustainable and unable to get back up off the ground. Never mind the strength of American manufacturing in the global economy is crucial to the growth of the world economy. Never mind that many people ran their successful campaigns in November on the idea that not enough was being done to stimulate jobs and strengthen manufacturing.

Now we are seeing signs that the low, slow takeoff pattern is sustainable. We can continue to grow manufacturing, not like a rocket blast (ironically, the space shuttle was supposed to blast off the same day I came home from Orlando, but weather scrubbed the launch) but with control, a clear plan for the future and a way to build momentum while minimizing the turbulence.

There will still be bumps. There will still be delays – after all, everyone wants to get to the same destination in manufacturing, and there’s room for everyone to get there. Sorting out all the traffic and getting everyone landed will take some coordination.

But we’re gaining ground in that long, slow takeoff. We’re getting closer to home. I watch the process unfold, still aware of the bumps and still nervous about the process. I don’t think we can ignore the past bumps. But maybe going through the experience makes us better able to understand the bumps and the best ways to overcome them.

I gain confidence with every flight. I am confident in the underlying structure of engineering that put the plane together, confident in the leadership that helps direct the strategy for the flight and confident that we’ve been through the worst of the bumps. If they do come again, we’ll know how to handle them.

When we do, I’ll start sleeping like a baby.



No comments
The Top Plant program honors outstanding manufacturing facilities in North America. View the 2013 Top Plant.
The Product of the Year program recognizes products newly released in the manufacturing industries.
The Leaders Under 40 program features outstanding young people who are making a difference in manufacturing. View the 2013 Leaders here.
The new control room: It's got all the bells and whistles - and alarms, too; Remote maintenance; Specifying VFDs
2014 forecast issue: To serve and to manufacture - Veterans will bring skill and discipline to the plant floor if we can find a way to get them there.
2013 Top Plant: Lincoln Electric Company, Cleveland, Ohio
Case Study Database

Case Study Database

Get more exposure for your case study by uploading it to the Plant Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.

These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.

Click here to visit the Case Study Database and upload your case study.

Bring focus to PLC programming: 5 things to avoid in putting your system together; Managing the DCS upgrade; PLM upgrade: a step-by-step approach
Balancing the bagging triangle; PID tuning improves process efficiency; Standardizing control room HMIs
Commissioning electrical systems in mission critical facilities; Anticipating the Smart Grid; Mitigating arc flash hazards in medium-voltage switchgear; Comparing generator sizing software

Annual Salary Survey

Participate in the 2013 Salary Survey

In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.

Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.

2012 Salary Survey Analysis

2012 Salary Survey Results

Maintenance and reliability tips and best practices from the maintenance and reliability coaches at Allied Reliability Group.
The One Voice for Manufacturing blog reports on federal public policy issues impacting the manufacturing sector. One Voice is a joint effort by the National Tooling and Machining...
The Society for Maintenance and Reliability Professionals an organization devoted...
Join this ongoing discussion of machine guarding topics, including solutions assessments, regulatory compliance, gap analysis...
IMS Research, recently acquired by IHS Inc., is a leading independent supplier of market research and consultancy to the global electronics industry.
Maintenance is not optional in manufacturing. It’s a profit center, driving productivity and uptime while reducing overall repair costs.
The Lachance on CMMS blog is about current maintenance topics. Blogger Paul Lachance is president and chief technology officer for Smartware Group.