When I was leading Organizational Development strategies at my former company, we used to call it the “getting hit by a bus” scenario. Then someone decided that was too morbid so it was rephrased to the “winning the lottery” scenario. In either case, we used the scenario to help the C suite and other senior leaders to think through who would replace their most critical employees if they no longer worked at the company. If your best and brightest employee won the lottery one evening and didn’t show up for work the next day, how would operations continue with minimal disruption to employees, customers, and stakeholders?
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.
IMEC partnered with Fusion to host the Cobots: Solving the Manufacturing Labor Challenge event. The fun and informative afternoon featured educational sessions led by cobot vendors and experts, all in the name of helping manufacturers understand the benefits of implementing cobots at their facility: improved productivity, safer working environment, and more efficient installation than traditional automation.
This is an original article from NIST's Blogrige, the official Baldrige Blog, written by Christine Schaffer.
The national Baldrige Performance Excellence Program's website is the source of the regularly updated, widely validated leadership-and-management-strengthening tool known as the Baldrige Excellence Framework (which includes the Criteria for Performance Excellence).
Are you already using this comprehensive self-assessment guide to strengthen your organization’s performance?
If not, would you like to benefit from improvements and innovation in your approaches to leadership, strategy, customers, knowledge management and performance measurement, workforce, operations—and get better results in all these areas?
This is an original infographic from NIST Manufacturing Innovation Blog.
Manufacturing industries as varied as automotive, electronics, chemical products and food already use collaborative robots (cobots) for tasks such as assembly, loading and packaging. The partnership between humans and cobots is an important one that combines tasks and drills with thoughts and skills.
This is an original article, written by Buckley Brinkman, the Executive Director/CEO of the Wisconsin Center for Manufacturing and Productivity (WCMP).
Reluctance to Employ Cobots Driven by 4 Common Misconceptions
It has been nearly six decades since the first industrial robots rolled on to a General Motors assembly line in Trenton, New Jersey. Today, a new generation of collaborative robots is changing how the manufacturing sector operates. These semi-intelligent machines are driving growth and improving efficiency not only for the GMs of the world, but also for small and medium-sized manufacturers (SMMs) as well.
The following is a description of MAPI Foundation's research on how AI is transforming the workforce, written by MAPI Foundation.
Manufacturing leaders are seeking strategies and solutions to address a burning question:
How will AI transform the workforce – the people, roles, skillsets – in the next 5 years?
Predictive maintenance, human-robot collaboration, and generative design are a few of the applications of artificial intelligence remaking manufacturing. Expectations continue to rise for AI to unlock elusive productivity gains. Industry leaders are adapting to the technological change — AI and related Industry 4.0 and IIoT technologies — that will continue to reshape their workforce, either through the automation and replacement of some workers or upskilling and new roles of others.
We are all aware that technology is reshaping the economy – and now the workforce. It provides opportunities for companies to see their way through the ever-present workforce challenge - too many businesses cannot find the skilled workers they need, when they need them and where they need them.
Written by Maria Moran, IMEC Regional Manager
Given the constant change and challenges we face as leaders, some foundations are so solid that they are truisms. Yet, sometimes we deserve a few reminders.
A Fresh Look
Survival of the fittest instincts run through us all. We are wired to look for the negative in an effort to protect ourselves. What if we created a culture that trained teams to recognize the positive first? Would solutions be created more efficiently? What if you created a vibrant business by changing the lens that your business is viewed through by its employees?
Written by Ashley Beaudoin, IMEC Technical Specialist and HR Specialist
How do you use employee engagement to retain key employees?
As manufacturing advances, companies report sizable skill gaps. The need for a qualified skill set is essential for success. In order to keep a business growing, qualified candidates need to surface while key employees are retained.
Leaders are familiar with the basic understanding of employee engagement. However, do they know just how engagement affects the workforce?