This is an original article written by Elliot Forsyth, Vice President of Business Operations at the Michigan Manufacturing Technology Center (The Center), part of the MEP National Network.
Who is LMI Chicago?
LMI Chicago is part of a worldwide organization called Leadership Management International. For over 50 years, in 80 countries and 27 languages, LMI programs have helped develop effective and productive leaders. Jeff Johnson, President of LMI Chicago, personally completed the LMI programs with his management team (at his previous company) prior to starting LMIChicago four years ago. Witnessing the benefits, Johnson was attracted to the proven programs and processes and the difference they made in people’s lives.
Facing the reality that the current workforce is dwindling down due to the silver tsunami sweeping the industry, manufacturers have a hard time finding quality replacement. The silver tsunami refers to the large number of baby boomers who are retiring from the workforce. For manufacturers, this is the majority of workers – they are not only losing employees, but also years of acquired knowledge and skills. It is time have to get creative about finding and developing talent while riding the tsunami wave. The problem is the disconnect between the industry and the general public. Unfortunately, the next generation of workers has misconceptions about manufacturing and trade jobs.
This is an original article written by Dan Brown, President of DB Performance Solutions.
Why Risk Matters
In business ”RISK” is a scary word. We have risks if we move forward and risks if we remain still. No matter what industry you are in, you are guaranteed to run into risks. As a business leader, how do you know when to take a risk and when not to take a risk? The answer is pretty straight forward - analyze and then manage your risks - which is certainly easier said than done!
It is no secret that manufacturers play a critical role in the state’s economy. Manufacturing alone contributes the largest amount per industry to the state’s output with 12% Gross State product. It is the state’s powerhouse industry that is responsible for 93% of its exports, pays $52 billion in wages and benefits to 592,000 people – that’s about 9.2% of the state’s workforce.
Contributed by our partners at John Wood Community College.
Regional companies will learn practical ways to adapt for the future at the “ABC’s of a Thriving Workforce” conference set for Tuesday, September 24 from 9a.m. to 2:30 p.m. at John Wood Community College’s auditorium in Quincy.
Everyone thinks of changing the world, but no one thinks about changing himself. -Leo Tolstoy
My work is all about new business development. Start your business from zero and you quickly realize that new business development is not for the weak of heart. You have to be able to go the distance and do it every day. It is a marathon and not a sprint, even though there are days when you feel like you are sprinting the marathon.
Who is Fuss & O’Neill?
Fuss and O’Neill Manufacturing Solutions provides mentoring, training, and engineering services for industrial and municipal clients to help them achieve safer, more cost effective productivity. In a recent interview with Larry Bouvier, Vice President and Partner at Fuss & O’Neill, IMEC got a deeper look into how they work with manufacturers and set themselves apart from the competition – one of many reasons they are one of IMEC’s top Third Party Resource partners.
This is an original article written by Alex Newman, Co-Founder and CEO of Finance Fuel.
A quick definition so that we’re on the same page: Working capital is your cash for day-to-day expenses. More specifically, working capital represents short-term assets available to a business for meeting their financial obligations like payroll, creditors, and suppliers. Cash flow is your ability to generate cash over time, while working capital is a snapshot of what’s on hand.
This is an original article written by Gina McClowry.
Every leader leaves behind a legacy. Toxic leaders who abuse their leadership role can continue to harm a company even after they are gone. I’ve seen the long term effects of toxic leadership in some of the organizations I’ve consulted with. In each company, it took concerted effort and practical steps to rid the culture of the leader’s poison.