Despite the real concerns surrounding outsourcing and manufacturing's future vitality, there are noteworthy examples of companies finding ways to innovate, re-define themselves and even buck the off-shoring trend that has so rankled many others.
Since the adoption of our new editorial structure earlier this year, MA has been chronicling how manufacturers-such as Nova Chemical, Volvo, Steelcase and others-have been stepping up to meet the competitive challenges faced by all. These companies have successfully re-engineered business processes by empowering them with new technologies, or have even re-thought business models to find a new competitive edge in their particular industry.
Companies that have successfully addressed the long-burning and complex issue of integrating their processes and systems across multiple functions and outside their corporate borders-such as Swagelok, Kennametal and York International-have also been inscribed in our pages as examples to others who seek the benefits of connectivity with internal groups as well as suppliers, partners and customers.
These stories tell us that the manufacturing executive is truly a rugged breed of businessperson, not content with the status quo and determined to progress and succeed. Manufacturers will not be out-thought, out-produced or out-foxed. Manufacturers like to win much too much for that to happen. It is this spirit that emboldens all of us at MA about the future of manufacturing and which has led to our advocacy of the concept we call Progressive Manufacturing-the idea that competitive advantage can be found by a tight marriage between business and technology, with the customer at the center of the business model.
The road to bringing this concept to life is marked by a set of disciplines that are ideological, practical and noble in purpose. The disciplines require-on a scale much greater than anything underway today, we believe-the mastery of business transformation, innovation, customer-centric thinking, process and systems integration and training and education. As MA described in its June issue, these Six Disciplines of Progressive Manufacturers, if embraced by companies large and small, can help pave the way to a bright future for manufacturers everywhere.
At MA, we believe the efforts of those already underway with these concepts ought to be celebrated for a number of reasons. First, manufacturers that are forging ahead with new ideas can help inspire others to do the same. One good idea can breed another. Second, greater awareness of how companies are tackling and solving business and technology problems can help build a body of problem-solving knowledge for all. Know-how can be learned. And third, and perhaps most importantly, manufacturers armed anew with inspiration and knowledge are more likely to take action to change present conditions. Only informed, disciplined action will enable the industry to change, and change it must.
So, I'm proud to announce an MA program and event that supports these goals. The MA Progressive Manufacturing Summit and Awards, to be held next March, will honor progressive manufacturers. The event will serve as a forum for the exchange of ideas and as a way to learn how to adopt them.
I invite all MA readers who are moving ahead with these concepts to submit award nominations at www.managingautomation.com/nomination.