Eliminate inefficiencies, manage costs and build a sustainable foundation. Integrate with legacy systems. Manage strategy, Security and Scalability.

In uncertain times, such as the pandemic we are currently living through, organizations have a tendency to hunker down. This is manifested by a slowing or de-prioritizing of activities which are longer term focused. What should a product development team do in these times? How should the product development function stay relevant to the organization in these times?

With a successful data analytics strategy in regards to process and condition monitoring, maintenance and repair related information can be easily derived automatically and auto adapt to dynamic process conditions. The purpose of this discussion is to characterize a common-sense approach using strategic data analytics practices to leverage auto adaptive monitoring techniques by considering the changing process conditions that exist in manufacturing operations. Utilizing systems that exist on the edge, the technologies that are available in both the IT and OT realm can be leveraged efficiently with strategic coordination. The focus will center around practical manufacturing application examples.

This video series describes heart-centered leadership approaches to team well-being and performance in both corporate and non-corporate settings. In the examples discussed, performance metrics improved dramatically–far more than would seem possible–from relatively modest engagements. These approaches require considerable inner strength: ruthless self-honesty, transparency, courage and humility, in addition to a measure of competence in one’s domain area. As a result, outcomes are related to a leader’s capability to embody those traits. During a time when so much of the world’s political, business and social communities are in crisis, this approach is powerful medicine toward raising our collective well-being.

In addition to a description of what Industry 4.0 looks like in the manufacturing environment the presentation will focus on steps that should be taken to ensure success in implementation. The areas of focus will be: a) Understanding what your shop looks like now b) Where do you want to go? What is your 5-10 vision c) First steps, what they are and how you should measure d) Timing for each plateau and what this looks like As these are worked through the presentation will have some examples of technology involved in each step to give the QN user some tangible points of reference.

COVID-19 has had a profound effect on global commence as several country border restrictions, policies, and regulations were initiated. As soon as passenger flights began cancelling in January, Hewlett Packard Enterprise (HPE) responded very quickly to address the risk to freight movement. Kim Masone, HPE Vice President Global Logistics, will share some of her insights and observations from inside the company’s War Room that were successful in maintaining business continuity, particularly in light of the geo-political landscape encountered today.

Successfully transitioning new product concepts from research and development to production requires effective collaboration across the complete supply chain. In this presentation, we look at lessons learned to avoid potential pitfalls that might hinder new product introduction. Areas of discussion include tools, problem definition and communication. COVID-19 business impact is briefly reviewed.

If you are managing product families that have some products with steady demand, some with sporadic or infrequent demand, and some with one-time shots or customer-specific demand, then the standard ABC categorization of SKUs will lead you astray. How can you focus your forecasting, demand planning, and inventory management efforts for the greatest impact, when you are dealing with thousands of SKUs that have a wide variety of demand patterns? Learn one practitioner’s approach that has been applied in both distribution and manufacturing environments.

Join Dr. Jeff Cornelius , Darktrace’s EVP, Cyber-Physical Security Solutions uncover the evolving challenges of securing industrial control systems, including digitized OT, exponential connections to Industrial IoT, and expanding internet-connected supply chains. This presentation will also explore how cyber defense has reoriented towards preparing for the next phase of offensive, AI-driven cyber warfare and how Cyber AI is now the only viable solution in safeguarding critical infrastructure, relied on by thousands of organizations.

Stratasys will share rapidly scaling examples of how 3D printing is having a real world impact on manufacturing today. From optimized original equipment parts to a proliferation of printed spares to solve aftermarket supply chain inefficiency, the reality is even more exciting than the hype.

AI is THE topic of the hour – praised to solve the most pressing problems of humankind while at the same time damned as the end of civilization as we know it. In manufacturing, every company today has been told by service providers, vendors, and the media that they need to invest in AI or face certain failure. At the same time, there is a lack of understanding of what ‘AI’ actually means and how it can create real value in a manufacturing and digital supply network context. In this presentation, I will provide an overview of AI in Smart Manufacturing Systems, from the basics and its history, to how it is applied, what the challenges are, how it can create value, providing a few real-life examples, and ending with a few concrete recommendations how to successfully approach the topic for your specific situation. (This presentation is based on the presenter’s brand-new book ‘digital supply networks’ by McGraw-Hill – www.digitalsupplynetwork.com )

Porex has implemented a robust Front End of Innovation process that has helped generate numerous valuable and novel ideas in a short period of time. At the same time, we have also focused heavily on the Back End of Innovation to ensure proper selection of ideas for project execution while minimizing risk to the business. Our vision is to execute these projects at maximum speed and minimum risk through a combination of traditional risk management strategies (project management) as well as through digital transformation and Data Analytics.

As much as supply chain professionals are aware of supply chain volatility introduced in market due to COVID-19 disruptions, the issues they face in delivering goods and services to customers without disruption are remarkably common across industries, and predate the COVID-19 pandemic: How do you segment your supply chain? How do you get the right inventory supply demand in the right location? How do you detect when there’s a sudden market shift and quickly change your plans? Join Global Supply Chain Leader, Takshay Aggarwal, and Vice President IBM Supply Chain, Ron Castro, as they share insights into how IBM and its clients are evolving their supply chains to emerge stronger and more resilient in our new normal.

The traditional view of the inspirational leader is slowly shifting from the larger than life figure standing tall atop the mountain, pointing the way, to the enabling figure, standing in the background. The reality is a balance between those and many other competing responsibilities.

Supplier partnerships are a key part of an effective supply chain and these need to be developed and enhanced. There are numerous areas of risk and uncertainty. Most of these are outside of our control so we need to find ways to mitigate these risks. Multiple risk mitigation techniques are available and should be utilized as individually they do not cover all aspects. This webinar will go into further details on developing alternative suppliers as an effective tool to diversity and reduce risk.

Update your manufacturing equipment to real-time data reporting in the cloud. Updates can be incremental by making one piece of machinery able to take advantage of new technologies at a time. Track machinery performance and optimize for greater efficiency and lower operating costs. A case study of Meta Smart Factory will be reviewed. Take advantage of machine learning for predictive maintenance to help maximize your manufacturing results.

As Industry need to improve productivity and reduce cost, implementation of Industry 4.0 principals help achieve those goals. OEE level above 90% is a desired goal. Line and equipment monitoring, Predictive servicing, Schedule & orders processing optimization are some of the benefits to the many tools used. As an OEM, we need to be ready for our diverse customer base to equip our machinery with the proper tools to handshake with their respective platform.

Leadership growth on a daily basis is essential for every company and industry to thrive in an ever-changing business environment. The focus of this presentation is to discuss how business leaders must adapt to the new norm by mastering their own mindset, leading effectively with virtual teams, and leading for a long-term legacy. By raising the level of our own leadership, all other direct and indirect associates will rise to new levels.

What if you could add 20 minutes per work day to yourself and everyone on your team without working after hours? No gimmicks,, quick fixes or sales pitches here. Just good, old-fashioned common sense structured, meeting etiquette designed to build resilience and increase your effectiveness as a leader.

Manufacturing technology for cost-effective part production is critical to the US economy. A key process for fabricating parts from nearly any material with high accuracy and surface integrity is machining, or material removal using a defined cutting edge. The introduction of computer numerical control (CNC) for machining centers enabled a digital approach, where the desired part is defined by a solid model using computer-aided design (CAD) software. The CNC commands to produce this part are then generated using computer-aided manufacturing (CAM) software. While this is a key capability with continued advancements, the primary focus on geometry neglects key physical considerations that must be addressed for cost-effective and reliable manufacturing performance. This presentation will discuss these issues, including vibration during the machining process and its influence on part quality.

Flexible supply chain management Is an asset light global system that competitively meets short-term unique demand from customers in multiple channels. Development of a system that anticipates a changing environment and improve response to global environment changes. Development of a system that anticipates a changing environment and improve response to global environment changes.

Continuous Improvement has never been more important as the world events and business climate changes daily. Having worked in big business, small business and even non profits, successful continuous improvement depends on a company culture shift towards constant innovation. Without the culture change, it becomes the flavor of the month and fades away quickly. Simple steps and tools towards implementation helps ensure sustainment. Utilizing these tools and more importantly a system of checks and balances will ensure continuous improvement is embedded into your company’s culture for years to come.

“Lean is simple, to quote Taiichi Ohno “”All we are doing is looking at the time line, from the moment the customer gives us an order, to the point when we collect the cash “”. SMED (Single Minute Exchange of Die) is a technique developed by Ohno’s partner in Lean, Shigeo Shengo. The west has been slow in adopting SMED and has become asset rich which translates to ROI and cash flow poor, with low agility. It does not have to be complex or complicated. 80% of the benefit of SMED can be achieved by less than 20% the perceived effort. Uncovering both hidden and obvious non-productive time often has a much greater impact than the risks and yields of focusing solely on productivity improvement. Too often significant Asset Utilization (ROI), Throughput (Profit) and Inventory (Cash Flow) may be hidden in plain sight. “

Culture is the character and personality of your organization. It’s what makes your business unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes. You do not build positive culture by providing free snacks to your employees, or by having gym facilities in your workplace! To start, you begin to build positive workplace culture by clearly communicating the companies vision and talking with, and understanding the needs of your employees. Overcoming a challenging culture can seem an arduous task, but with the correct approach, you can achieve world-class results. As a leader, you must understand the critical link between employee behavior, environment and the resulting workplace culture. At the end of the session, my goal is to share the how to impact positive workplace culture, through proven methods, and my personal journey!

COVID-19, and the accompanying fluctuations, have exposed a lack of capability in organizations to tightly manage supply to meet demand. In this session, you’ll learn how to overcome these challenges and emerge smarter with a more agile and resilient business.

Most companies face many of the same challenges: human diversities, low employee engagement, ever-increasing customer expectations, relentless business pressures and unprecedented advances in technology. Peter will discuss how most companies approach problem solving and the unfortunate outcomes focusing on people followed by a process-based methodology that will deliver better results.

Practical implementation of digital technologies in manufacturing has never been a clean or easy business….. but we’ve all been doing it for years. Everyone has a brownfield footprint of investments & technologies that have evolved over time. We have lots of connected devices. Lots of disparate systems. How do we deliver real business outcomes rather than insights in isolation?

What is the key driver to accelerating employee engagement and performance? My unwavering response – build strong people managers. Our role as organizational leaders is to develop the collective and individual strengths of our team members so they are empowered to do their best work. More recent research tells us that people managers have the most significant impact on this process and are the key differentiators for how engaged and productive their teams are in driving business results. Join me in the discussion on how to transform and elevate your leadership programs to move your organization forward.

Managing manufacturing through the pandemic will require a holistic framework – one that considers people, process, product and the role of technology. Technology today is scalable, reconfigurable and decentralized, and its economics have changed as companies focus on infection control, but also need integration with people and products required by the supply chain. We present ideas that firms can use to think through ideas and tactics to succeed after the pandemic. We showcase specific technologies as well as company playbooks to illustrate our ideas.