In recent years, the term "going green" has become increasingly important for manufacturers. Green manufacturing generally refers to activities within your company that minimize damage to the environment, conserve energy and are safe for consumers, employees and the community.
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Peak production season can be a nightmare. It's the time you need all employees to show up consistently and pull their weight. But reality is often far removed from the ideal.
If that's the case in your plant, you need to consider some strategies to build resilience into your staffing. Here are six tips that can help ease the strain of production peaks:
As manufacturers look for every opportunity to cut costs, one important area to address is equipment downtime. A breakdown, even for just an hour, reverberates through the manufacturing process.
It can slow or halt production, leave employees idle and play havoc with just-in-time delivery schedules.
You spend a great deal of time and money developing unique ideas, products and services. But the more people who know about your plans, the more you risk losing your secrets. To help protect intellectual property (in other words, your vital assets), it's important to require confidentiality agreements.
"Safety First" should be your corporate mantra. Focusing on the safety of your products as you make them can help avoid complaints and litigation, give you a marketing edge and raise the bar for other manufacturers, according to the Consumer Product Safety Commission.
If your company would like to tackle the international market, it's time to evaluate your chances of success.
The term "lean manufacturing" means different things to different people. However, it can generally be agreed upon that lean manufacturing represents a management philosophy that emphasizes the elimination or reduction of waste in order to increase company profitability. In other words, doing more with less.
Does your C corporation have slow-moving inventory or computer equipment taking up valuable warehouse space? Of course, you could liquidate it or hold a discount sale, but you might be better off donating it to charity.
Idle machines, production bottlenecks, equipment breakdowns, absent employees, new orders -- these are just some of the factors that can disrupt production and eat into your company's profit.
Let's say your company has slashed costs to the bone, boosted productivity and taken market share from competitors. But you still want to see some improvement. It's time to find your weakest link and turn it into a strength.
According to the theory of constraint management, you should look system-wide for that weak link.