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A number of manufacturers have announced plans to leave China, primarily due to the upheaval in Hong Kong and impacts of the government’s “zero covid” policy.But what’s the destination?If a leader does not completely understand why his operations strategy involves leaving one location for another, how will success be measured?Vietnam,

As we advanced from craftsmen through the industrial revolution, Henry Ford decided the best way to make automobiles was a 100% vertically integrated business model. In 1917 his River Rouge plant brought in iron ore at one end, and shipped out finished cars at the other.That’s one type of supply

In 2019 manufacturers were struggling to onboard and retain important workers, to obtain supplies when needed, and to meet the level of performance that customers demand.And then Covid hit.“It’s the supply chain” became the phrase to indicate the problems are out of our control. It meant “don’t expect a good

My computer is running slow today. They keep moving things around here. Someone called off so I’m doing it all myself.And now, it’s the supply chain.The computer excuse shouldn’t have been accepted since about 2010, the moving things around excuse since hand-held devices, and the someone called off — well,

In manufacturing we constantly talk about continuous improvement to move ever closer to excellence. But if we increase productivity by 5% per year, are we excellent?That, by itself, cannot answer the question. It says we’re pretty good at reducing labor-related costs, but it tells us nothing about how well we

The coal industry did not change for decade after decade. Being forced to improve safety demanded exhaust systems, better lighting, and a bit more, but nothing too dramatic. That industry long believed that arguments for cleaner energy were a fad. After a while it became clear that was a trend.

Maximizing current profits by definition sacrifices the long term investments that attaining your mission requires. My concept of “strategic profits” addresses how to think about profitability in a way that ensures you can always invest in the muscle instrumental toyour organization’s long term success.First, can you identify those company muscles

Do you ever say “what was she thinking!” in exasperation? Most of us do. And if we’re honest, we also ask “what was I thinking?”No one bats 1000 in making great decisions, but all of us can improve the quality of the decisions we make. And we can help others

Following the inflation, high interest rates, and economic downturn of the late 1970s and early 1980s, American manufactures felt significant price pressures. They, wrongly, believed that offshoring production and sourcing to low wage rate countries was the only way to remain competitive.As they complicated the supply chain and extended lead

Could your manufacturing company utilize a retiring Brigadier General who has led small and large international groups in theaters of war and in standing up government infrastructure in countries in turmoil?The typical immediate response is “wow! what a background. But what could he do for us with no experience in