MOUNTAIN VIEW, CA—Boeing and Lockheed were among several companies honored last week for leadership in manufacturing by consulting firm Frost & Sullivan.

The value of standard work is clear: improved productivity and quality. With standard work, the process is well documented, its yield is high, its cycle time is rock solid, and everyone has been trained to do it. It worked well once, so we do it again and again.

We’re all aware of the consequences of paying too much.

 As orthopedic and medical device technology evolves, so do the manufacturing processes of industry leaders like Acumed. 

When founded in 1925, Hollingsworth Logistics Group (HLG) was one of the world’s first expediters of auto parts.

Lean material handling saves space, boosts quality and improves productivity.

Visual work instructions enable operators to be more flexible.

Engineers don’t know how to reduce part counts.

 Some manufacturers do more than just practice lean manufacturing. They help other manufacturers achieve it. A good example is Hamilton Caster & Manufacturing Co., which recently helped Cummins Inc. improve lean practices at one of its engine manufacturing plants in South Carolina. 

Using software to optimize assembly processes is passé. Manufacturers now have the tools to ensure error-free production, increase line flexibility and minimize PC dependence.