MTG is a Western owned and managed group that includes a team of over 20 full-time manufacturing experts globally with offices in Shenzhen, the UAE, and Delaware covering Mainland China, Taiwan, Vietnam, the Middle East and North America. We specialise in automotive, electronics, chemicals, textiles, industrial machinery, aerospace, and furniture. Our senior consultants and our directors have had at least one successful position at the director or general manager level in a manufacturing company before becoming MTG qualified. We have served first-class groups such as Toyota SC Europe, Air Liquide Hangzhou & UAE, Michelin Shenyang & Shanghai, CCM (ex Adidas group), etc. And also guided manufacturers making as little as 5 million USD a year. As an organization our mission is to work as the facilitators of lasting change in companies, allowing them to streamline their operations, reduce waste, and generally become more efficient and profitable. MTG is organized in six practice areas: 1) Planning, Purchasing, Warehouse Management, ERP (improving supply chain efficiency and transparency) 2) Process Improvement (lean training and application of lean manufacturing tools for reducing costs and lead times) 3) Factory Turnarounds (resolution of a crisis, getting production back on track, and long term improvements) 4) Quality Improvements (SPC and process controls, mistake proofing, quality system implementation & training) 5) New Factory Setup (project management and engineering of all steps from site selection to process design to launch) 6) New Product Introduction (reaching launch date, quality, and cost objectives through a process such as PPAP)
External link for Manufacturing Transformation Group - MTG (formerly CMC)
Xinghe Century, 3069 Caitian Rd
Suite 06J, 11/F, Block A
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1007 North Orange Street 4th Floor #42
Wilmington, Delaware 19801, US
Not unlike many other organizational transformation activities, #changemanagement is key. People, process and THEN technology, depending on your organization's priorities. Thank you for posting LNS Research.
Time Series AI Cloud: Forbes AI50, CB Insights AI 100, DOD AFWERX, DOE CESMII, 20 patents
More than a Chief Digital Officer, to succeed #smartmanufacturing requires operations and process engineers. Across different steelmakers, we are working with the following operations personnel who are interacting with AI results on a daily and shift-wise basis: 1. Manager - Electrical and Digitalization 2. Electrical Engineer 3. Hot Mill Lead Mechanical Maintenance Engineer 4. Electrical and Automation Engineer 5. Quality Engineer 6. Electrical Automation & Maintenance Leader 7. Predictive Electrical Maintenance Supervisor 8. Melt Shop Electrical Maintenance Lead Engineer 9. Operating Technology & Innovation/Process Engineering Specialist 10. Process Control and Automation Supervisor 11. SME, Cold Mill Process Engineer 12. Process Automation Engineer 13. Melt Shop Manager 14. Head of Process Innovation 14. Digitalization Supervisor 15. Digitalization Engineer LNS Research is right to highlight that the success of an organization’s Industrial Transformation is highly dependent on operations bring a part of the Industrial Transformation team. Especially as #AI is designed for end user interaction, operations teams are getting more broadly involved with #IX programs. We don't see OT or IT really needing to do that much other than standards oversight during early stages. Once Operations teams figure out the standard operating procedure with AI, then IT or Digital can really help with scaling since they know how to manage programs with matched expectations. Mehul Shah Matthew Littlefield Kevin D. Clark Suhas Mehta https://lnkd.in/gtYtHVde
Thinking of moving manufacturing operations to a new location? Read this first.
I help manufacturers build better: lower costs, higher efficiency, and on-time delivery. Any product, anywhere in the world. Global CEO.
After the panel discussion at ACG Chicago the other week on regionalization of trade, it is a good time re repost this blog I wrote last year. Nearly any product can be reshored to North America and the US provided that the proper planning and a strong equipment policy is in place. See here how NOT to reshore. https://lnkd.in/eKc6vcRa
Institute for Supply Management recently posted its monthly update. Here is the summary: https://lnkd.in/d5XevE7 The U.S. manufacturing sector expanded in March, as the Manufacturing PMI® registered 50.3 percent, up 2.5 percentage points compared to February’s reading of 47.8 percent. “This is first instance of expansion in 16 months. Two out of five subindexes that directly factor into the Manufacturing PMI® are in expansion territory, up from one in February. The New Orders Index moved into expansion territory after one month of contraction. Of the six biggest manufacturing industries, four (Food, Beverage & Tobacco Products; Fabricated Metal Products; Chemical Products; and Transportation Equipment) registered growth in March,” says Fiore. A reading above 50 percent indicates that the manufacturing sector is generally expanding; below 50 percent indicates that it is generally contracting.
From our CEO.
Classical Management vs. Lean Management Which do you choose? Classical Management is a command and control system, that might work great on the battlefield, but actually hinders the very production it is trying to manage. Profit (shareholder value) is more important than providing customer value. People are simply a cog in the machine. Do what you're told, Don't think for yourself. High turn over plagues this management style. Problems are ignored, and the Firefighter is seen as the supreme manager. Lean Management by contrast has its roots in the principle of respect for people. Inefficiency is eliminated by focusing on the elimination or reduction of waste within the process. People are empowered to focus on adding value for the customer. Problems are celebrated as an opportunity to improve. The manager that focuses on the root cause is celebrated and promoted over the firefighter who never does figure out why the fires are starting in the first place. Systems thinking replaces shareholder value. The byproduct of this is that shareholder value increases as the worker decreases costs and increases production. Morale improves. Processes improve. Customer satisfaction increases. Overhead costs decrease. Profit goes up. I hope you enjoyed this spoof off of that great WB movie, The Matrix. Last Saturday I was wondering if this is what it feels like when senior management is given the choice of sticking with traditional classical management or choosing Lean Management. Unfortunately, most seem to choose the Blue pill. Which would you choose? #LeanThinking #Leanmanagement #LeanLeadership FYI The voice acting was generated on Saturday with AI assistance. Sam McPherson, Mark Graban, Tracy ORourke, Tracey Richardson✏️, Mohamed Saleh, Ph.D., John Dyer, Paul Akers, Sam Yankelevitch, Adam Lawrence, Bob Emiliani, Patrick Adams, Karen Martin, Hide Oba, Jeff Gray, Chad Bareither, Jim Huntzinger, Katie Anderson, Jim Hudson⚡️Lean Veteran, Derek McIntyre, Paul Deane, Paul Dunlop, Paul Smith, Michael Ballé, Michael Bremer, Michel Baudin, Dirk Fischer, Pedro Monteiro, Jeffrey Liker, Mike Rother
Thank you LNS Research for saying the quiet part out loud. This is the hard reality of manufacturing today. It is imperative for manufacturers to find meaningful ways to engage. Why is this important? Manufacturing in the US accounts for over $2T in economic output (2022 figures). It is imperative that manufacturers find ways to address this critical labor issue.
The reality for today's manufacturers, whether they've accepted it yet or not, is that the last of the Baby Boomers are retiring, Gen X is entering retirement age, and Gen Y and Z turnover is accelerating as many now prefer a job over a career. In fact, 10% of today's employees will be gone for good over the next three to five years, taking their knowledge with them. The impacts we are seeing on safety, quality, and productivity performance are only the tip of the iceberg. Most industrials are making surface-level changes such as: 💲 Adjusting pay, 🧘♂️ Providing wellness programs, 👨👩👦 Offering flexible work to improve frontline operations. BUT, these actions are costly and ineffective, proving that manufacturers can't pay their way out of this situation. The need to improve onboarding or face a future of firefighting to survive has become urgent. ⛅ The silver lining: Not all manufacturers are struggling. Leaders have already accepted the new reality and are performing 55% better, on average, across key operational performance indicators. What's their secret? 🔑 The key has been in the capabilities that were first adopted and then matured to enable newer generations by making transformational changes in the approach to attract, train, and retain this newer generation. Leaders have directed their focus to getting a 30-day employee closer to a 30-year performance level sooner without sacrificing safety or quality by setting proactive business objectives to upskill employees and appeal to the new generation with investments in: ✔️ Knowledge Management ✔️ Connected Frontline Workforce #CFW ✔️ Virtual Operation Centers Interested in learning more? Check out the additional thought leadership from LNS Research Analyst Allison Kuhn linked in the comments. 👇👇 #WorkforceDevelopment #FactoryoftheFuture #FutureofWork #Training #EmployeeExperience #EmployeeEngagement #KnowledgeManagement
#digitaltransformation and #lean: 1+1=3. This is some good advice through CESMII.
Tim Stuart, President of Visual Decisions Inc, believes that Lean initiatives are more successful with digital infrastructure in place. Taking it one step further, by having processes in place on the back-end Smart Manufacturing initiatives can be even more effective. Check out the top 5 takeaways from Smart Manufacturing Mindset™ | Unlock Efficiency with Digital Lean - https://lnkd.in/gbtr3SeY #DigitalLean #ContinuousImprovement #SmartManufacturingMindset #CESMII
Such interesting research from LNS Research regarding the dramatic shift in labor retention. While investing in manufacturing technologies and process improvement can reduce some of the employee turnover risk, there is too much visibility into an organization (Glassdoor, for example) for candidates to see if the organization treats its people well.
Today's manufacturing workforce is radically different from just a few years ago, with average tenure reported at only three years in 2023 - a dramatic decline from the average tenure of 20 years reported in 2019! 🤯 Gone are the 30-year veterans, with 50% of new employees leaving manufacturing roles within the first 90 days. As the last of the baby boomers retire, Gen X has begun entering retirement age, and Gen Y and Z turnover continues to accelerate as many now prefer a job over a career. There is no denying that "The Great Goodbye," as we call it, is upon us, and the impacts we are seeing on safety, quality, and productivity performance are only the tip of the iceberg. Industrials must learn how to extend not just the knowledge (what) but also the understanding (why) to a newer generation to attract and retain talent and sustain the future of manufacturing. In her newest blog, LNS Research Analyst Allison Kuhn tackles how to get a 30-day employee to a 30-year performance level by helping industrials: ✔️ Accept the new workforce reality with insights from our Future of Industrial Work research ✔️ Identify capabilities to invest in to future-proof the frontline ✔️ Bridge the skills gap from generation to generation with next-level support ✔️ Digitally enable new employees, aligning them with immediate, sustainable success Learn more here 📖 https://hubs.ly/Q02q5Szq0 #FutureofWork #ConnectedWorker #CFW #FactoryoftheFuture #IndustrialAutomation #OperationalExcellence