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LAUREN LOYA....................... Production Mgr.
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STEVE PORTER ...... Digital Media Ad. Mgr.
Executive Director, Content
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My first job out of college was as a production manager for a book
publisher out in an unlikely suburb of Cleveland. We were a small
team that tended to make very good
products—we had an editor with authentic New York house chops and a
print shop that carried the stains and
scars earned from decades of quality
bookmaking. Our writers were top
notch, our niche rarified and unique.
The problem was, we had no shipping department whatsoever.
Instead, we had a cramped room
in the basement stacked to the ceiling with teetering piles of inventory. Every Friday, a couple of editors and I would head down to that
dungeon with a stack of Amazon orders and cram boxes full until
our arms gave out.
We were not good at this job. To put it mildly.
Books went in crooked, sideways, with carefully designed
cover art stacked upon carefully designed cover art, guaranteed
to rub each other to smudgy bits on the road. And that was at
the best of times.
After a few months of this, we ran out of packing material, and
the big boss told us to just “make do” until he found room in the
budget for these extra costs.
So we made do. We used dismantled boxes bent just so, reams
of computer paper, printer’s proofs, whatever we had. Eventually,
the stack of damaged returns got so high, we started ripping them
up to use as fill, too.
For some reason, the finances never turned around enough
to fix the problem. No matter what we did, something was always
dragging down our accounts. I’m pretty sure those ultra-heavy
boxes and all of those battered returns may have had something
to do with it.
This is the memory that kept playing in my head as I worked through
our cover story this month (pg 26). In it, Sealed Air’s Tonya Jennings
highlights how the PackOS technology can help overcome exactly
the kind of pack-room waste my team demonstrated.
But I think it goes beyond Io T gadgetry and high tech solutions,
and into a really powerful lesson on values and leadership.
Everyone at the office was extremely fastidious—we edited with
care, we made good deals, we operated as lean as possible. We
showed an overwhelming attention to detail in everything we did.
Except shipping—an anomaly that came straight from the top.
Through his work, my boss showed us exactly what he valued in
the business. He valued relationships; he valued quality books and
clean copy. But he did not seem to care much about processes.
And he certainly didn’t give a damn about packaging.
So in the end, we gave him exactly what he wanted: good books
from a good community of authors, chaotically produced, with a
mountain of unnecessary shipping costs.
On the face of it, this is a very old lesson. You know the one:
every team reflects the values of their leader. But it also highlights
a new version, updated to the world of Io T.
My boss didn’t care about shipping, sure. But he had no idea
that that value was hurting the business. If he had known, he
certainly would have purchased the necessary tools and would
definitely have trained us to use them.
The problem was, in those pre-Io T days no one had any idea
what they didn’t know. There was no spreadsheet, no accounting,
no objective information about what unnoticed deficits were
hurting the business.
Maybe this is the real power of Io T. It’s not just the added efficiency or quality, but the access it provides to the real-time results
of unintentional errors. It’s less a beacon for high-tech growth,
and more a floodlight illuminating all the unexplored corners of
FROM THE EDITOR
MES for Single-Part Manufacturing
automatically resupplies standard tools
ProLeiS (MES) enables effective control of all individual parts for dies and injection molds—from
quotation to the fnished product. Project managers
can quickly and easily check during pre-planning
to determine whether proposed projects can be
processed and required delivery dates met. They
also have a clear understanding of all processes.
This is provided by overviews of milestones, degree
of completion of dies, and resource assignment.
Turning Center Gains Versatility
designed for heavy and uninterrupted cutting
PUMA SMX super multi-tasking turning centers
are now available with a lower turret for enhanced
versatility and productivity. The turret will be available on both the 10-in. chuck (PUMA SMX2600ST)
and 12-in. chuck (PUMA SMX3100ST) models.
The PUMA SMX Series is a twin-spindle,
multi-tasking turning center built for completing
complex parts in a single setup. Both turning spindles feature 0.0001-deg. resolution on the C-axis
for high precision contouring, and the 12,000
RPM dedicated milling spindle features 0.0001-
deg. resolution contouring B-axis as well. With a
Y-axis stroke of 11. 8 in. (300mm) and an orthogonal X/Y structure, part accuracy and machine
accessibility are both improved.
The addition of a lower turret allows operators
to be even more productive on a single CNC machine. A twelve-station static tool turret is standard on SMX ST models, and a 5,000 RPM milling
turret is available as an option. The turret is also
designed to accommodate steady rests, follow
rests, tailstock centers and two-jaw vises.
Doosan Machine Tools America