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By Paul J. Galeski, PE, CAP
As every business executive knows all too well, high-return, low-risk investments are hard, if not impossible, to find these days. The economy continues to look uncertain at best, with the stock market having reached its lowest level in many years, and numerous companies declaring bankruptcy, including American icons like General Motors and Chrysler.
The implications for manufacturing capital expenditures are clear. In a 2008 Bank of America Business Capital survey, 40% of manufacturing company CFOs reported that they planned to decrease or postpone their capital expenditures in 2009. (To read 2009 CFO Outlook: A Survey of Manufacturing Company CFOs in 2008, by Bank of America Corp., July '09, visit www.bofasecurities.com/publicpdf/landing/cfooutlook/Final_PDF.pdf.)
Capital expenditures (Capex) may seem like discretionary costs that could be eliminated during these lean times. However, if you have a cash surplus in your business and/or borrowing power, now is the perfect time to invest. And your best opportunity—with lower risk and higher returns—is to invest in your own interests in the fields of automation and enterprise integration.
Recent events and scandals show that you can't control investments in outside firms and markets. With trust and transparency at an all-time low, the traditional risk/reward profile is just too unbalanced. However, you can control an investment in yourself (Figure 1). You determine the type of investment and the rewards you'll reap. Pick your own return (Figure 2).
Make your move now, before the economy heats up, and while interest rates are still low. Take advantage of the slowdown, and use your time to research the best investments and deploy capital in the best way possible. If you do it right, you'll outmaneuver any competitors, and emerge from this economic recession in a much stronger strategic position.
Generally speaking, manufacturing technology was restricted to plant operations for most of the past 25 years. Manufacturers stayed focused on their production lines and whatever they needed to do to fulfill the day's work orders. But today's technologies, including manufacturing execution and enterprise resource planning systems, are much more easily integrated, making it possible for manufacturing organizations to think about their operations holistically. When information flows across the boundaries of functional business silos, business processes become streamlined, eliminating waste of many kinds, reducing costs and driving efficiency throughout the enterprise. To achieve maximum business results, organizations must integrate their operations horizontally—across the entire enterprise, and also do it vertically—from the plant floor to the board room.
Another benefit of enterprise integration and automation is knowledge management. A company should (and must) own the intellectual property of the business. That intellectual property includes the "tribal knowledge" that is required and used daily to operate a manufacturing facility effectively, efficiently and safely. In many cases, this tribal knowledge lies in the hands and heads of the workforce. Unless robust and comprehensive systems are in place to capture and maintain that knowledge, the business is at risk.
This is not a risk that you can buy insurance for. Your "premium" for mitigating this very real risk is the investment required to put in place and maintain the necessary business processes and technology for ongoing knowledge management. Arguably, the loss of intellectual property through a "knowledge disturbance" is at least as likely and potentially will have more impact than that of traditional business interruptions such as weather. In essence, your intellectual property goes home every evening, and may not come back for many reasons, including retirement, resignation or health problems. As many manufacturing businesses face an aging workforce, the timing of addressing the knowledge management issue becomes even more critical.
Business transformation and integration projects are always challenging, but are particularly difficult when you're busy expanding and growing, so consider moving forward now. Bridge the gap between today's low productivity and tomorrow's high demand by integrating and improving the entire manufacturing enterprise.
As if the slow economy weren't enough of a challenge, manufacturers must also contend with a range of other factors that limit profitability. Production requires much more than the push of a button, and each variable has the potential to affect efficiency. Many of these variables relate to customer demands and rising complexity in the marketplace.
The most common factors that affect manufacturing efficiency include: