Here’s a stat that might surprise you—according to LNS Research, 50 percent of manufacturers have implemented or will be implementing cross-functional groups to support their operational excellence journeys within a year. At the same time, only 18 percent have software or processes in place to deliver relevant key performance indicators (KPIs) to personnel in real time.

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Have you seen the recent commercial where a young son tells his parents that he’s going to work for GE—as a software developer? Their response was one of bewilderment. In their minds, GE is a manufacturer. The commercial exemplifies the idea that the mental models of leaders—their attitudes, behaviors, and beliefs—create organizational and industry models as well as customer and investor perceptions. In this case, the mental model behind GE has been rooted in manufacturing for decades.

This may be stating the obvious, but engineers are generally very analytical. One of the areas where this trait comes to the fore is in evaluating all the ways things can go wrong. This includes exposure and using tools like failure mode and effects analysis (FMEA).

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A simple fact in manufacturing is that everyone has to measure. However, when precision is the ultimate goal, measurement is not simply about inspection, it’s about process control. Manufacturers need the right tools to increase quality, maximize productivity, and, ultimately, to make measurement a value-added process.

SME’s July issue of Manufacturing Engineering magazine has published its fourth annual “30 Under 30” issue, celebrating young men and women who have demonstrated leadership, excellence, and hard work in manufacturing. Among the standouts:

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In today's hyper-competitive, fast-paced manufacturing world, there is rarely anything like a "routine" day at the office—especially when you're a tier-one supplier for some of the largest aerospace companies in the world. To make the grade and satisfy this kind of demanding customer base requires smarts, efficiency, hard work, and innovation. A little extra horsepower on the shop floor never hurts, either.

In 2014, the International Automotive Task Force (IATF) reported that the automotive industry wouldn’t upgrade the ISO/TS 16949 standard to ISO 9001:2015, much to the dismay of Tier One suppliers. In a survey that same year, Tier One suppliers related their desire to update their management systems to ISO 9001. Additionally, they weren’t happy with the industry’s onerous customer-specific requirements.

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The CIO for a multiplant packaging company was in an uncomfortable spot. Bringing six newly acquired plants under the corporate umbrella was going smoothly, but he saw that at least in quality systems, there would have to be an unpopular change. The plants were using two different quality software systems, and they had little in common with what the legacy facilities used.