Category Archives: Domestic Business

3-D Printing on Paper

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SEPTEMBER 6, 2013

Printing of the head, from the movie "Bring Me the Head of Alfredo Garcia"

The exciting topic of 3-D printing continues to evolve, now with a new process called “Selective Deposition Lamination” (SDL). Each 3-D printer builds up objects, layer by layer, but what the layers are made of varies from one to another. Some extrude filaments of molten plastic. Some spray special “inks,” such as liquid polymers that solidify when exposed to ultraviolet light. Some use powdered plastic or powdered metal that is then fixed in place with a laser or an electron beam.  For all of these, the process can be expensive, as manufacturers put a high markup on their printing materials, just as the producers of 2-D printers do on their ink. Now, reports The Economist (Aug. 10, 2013) there is yet another way.  Office supply company Staples is introducing machine prints that are made of a substance that Staples has in abundance: sheets of paper–at 5% of the cost of the materials for other 3-D systems.

In the case of SDL, the process starts by the machine applying drops of adhesive to a sheet of paper. Then the machine slides a second sheet of paper on top of the first and presses them together to bond them. The process continues, layer by layer, until the object is complete. It is then removed from the machine, the supporting material is peeled away, and the finished item, which has a consistency similar to wood, is revealed. Adding color involves old-fashioned 2-D printing. Each sheet, before it is put in the stack, is printed top and bottom with appropriate ink in a pattern that follows the edge of the item at the level this sheet of paper will occupy.

Staples hopes people will use their imaginations and print all sorts of other things as the firm expands the service throughout its chain. One day, as more office documents migrate to cyberspace, 3D printing with paper may even overtake the 2D sort. (For a lengthy overall look at 3-D printers, see The Economist –Sept. 7, 2013).

This post provided courtesy of Jay and Barry’s OM Blog at www.heizerrenderom.wordpress.com. Professors Jay Heizer and Barry Render are authors of Operations Management , the world’s top selling textbook in its field, published by Pearson.

The Rise of American Manufacturing

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SEPTEMBER 2, 2013

us cost advantage

A US that’s a world beater on manufacturing costs?

It could be, according to the just published Boston Consulting Group (BCG) report (discussed in The Wall Street Journal, Aug. 30, 2013), about how the U.S. is fast becoming one of the developed world’s lowest-cost manufacturers. The report details how declining energy costs—the result of the shale boom—are giving the U.S. a greater competitive edge globally.  As seen in the graph, this translates to a double-digit percentage advantage in key costs by 2015. “The trends are accelerating,” says BCG.

U.S. manufacturing is becoming so cost competitive that by the end of the decade it will grab away $70 billion to $115 billion in annual exports from other countries—products that will be made in the U.S. and shipped abroad. The losers: chiefly Europe and Japan. Add to this some manufacturing that will be “reshored” from China, and the U.S. could gain up to 5 million new jobs, including service jobs, BCG forecasts.

Productivity gains in the U.S. are another tailwind. BCG looked at 8 low-cost states, primarily in the Southeast, to which manufacturing is already gravitating. Adjusted for productivity, average labor costs by 2015 will beat Japan by 18%, Germany 34%, and France 35%.

The study helps explain why Dow Chemical this week confirmed it will expand its manufacturing operations in Texas and Louisiana, and why scores of other companies—from Siemens to Toyota to Michelin—are expanding U.S. production, too. More than a year ago, Siemen’s CEO stated that cheap energy in the U.S. was already a game changer—the biggest competitive advantage the U.S. has gained in decades. The wholesale price of natural gas in the U.S. has dropped by half since 2005, cutting the cost of feedstock and fuel. By comparison, natural gas costs 2.6 to 3.8 times more in Europe and Japan.

This post provided courtesy of Jay and Barry’s OM Blog at www.heizerrenderom.wordpress.com. Professors Jay Heizer and Barry Render are authors of Operations Management , the world’s top selling textbook in its field, published by Pearson.

US Auto Makers Shift to Full Capacity

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AUGUST 20, 2013

Chrysler plant in Detroit

This Wall Street Journal (Aug. 17-18, 2013) article describing how more U.S. auto plants are cranking out cars around the clock discusses a variety of tactics for matching capacity to demand. After years of layoffs, plant closures and bankruptcies, U.S. auto makers are pushing factories to the limits. At GM, Ford, and Chrysler, more flexible union agreements now allow the companies to build cars for 120 hours a week or more while paying less in overtime pay.

Nearly 40% of car factories in North America now operate on work schedules that push production well past 80 hours a week, compared with 11% in 2008. “There has never been a time in the U.S. industry that we’ve had this high a level of capacity utilization,” says one industry expert. In 2005, the industry had 925,700 employees. In 2012, the workforce stood at 647,600.

Changes in union labor contracts have been critical to running auto factories harder. The Detroit Three now can schedule work at night and on weekends without paying as much in overtime as they would have in the past. Adding a third shift, as many plants have done, also reduces overtime. Overtime pay also starts after 40 hours a week, not after 8 hours a day as in the past. And a newly hired Detroit factory worker now earns about $15/hour versus $28/hour for veteran workers.

In Toledo, Chrysler is building all the hot-selling Jeep Wranglers it can. The plant has been running nearly round the clock, churning out about 800 Jeeps a day and using overtime to staff production lines 20 hours a day, 6 days a week for the past 2 years. Temporary workers fill in when regular employees aren’t available. Ford has gone a step further, adding a 4th crew of workers at some plants to keep those factories running 152 hours out of the 168 hours in a week.

This post provided courtesy of Jay and Barry’s OM Blog at www.heizerrenderom.wordpress.com. Professors Jay Heizer and Barry Render are authors of Operations Management , the world’s top selling textbook in its field, published by Pearson.