Certainly, manufacturers must evolve in order to stay competitive. But with so many pressures coming to a head all at once — workforce shortages, supply chain disruptions, etc. — it can be very tempting to go all-in with a digital manufacturing implementation. And with so many options, it is easy to get caught up in the process of purchasing technology and overlook doing a thorough evaluation for whether it actually meets your needs. Not to mention, even with the best technologies on board, companies must also be willing to take action, to make the changes needed to drive incremental improvements and impact, which can be a hurdle in many organizations.
Digital manufacturing can drive business benefits, but it is most effective when implemented with a realistic, measured approach and a clear understanding of operational objectives and business goals. Read this article published in Processing Magazine written by Ken Koenemann, VP of Supply Chain and Technology practices at TBM Consulting Group.
VICE PRESIDENT, SUPPLY CHAIN & TECHNOLOGY
Ken is a 25+ year veteran of manufacturing, operational excellence and supply chain optimization. He believes that it is critical for organizations to address the challenges of strategic planning and use of big data in manufacturing. At TBM, Ken is actively leading the effort to our suite of services to include emerging technologies that improve productivity and convert complex data into information for improved decision making.