Certified Manufacturing Practitioner (CMP)

AMRICAN WRITER PIETRO SAVO

 

 

 

 

 

 

In manufacturing when learning occurs from past mistakes, business efficiency and competitiveness naturally occurs because this reduces the risk of making the same mistake again (Shukla, 2005). In manufacturing, it becomes important to have the ability to develop and identify manufacturing solutions, this ability also can provide a heads-up display for market changes, diversity of markets, and the ability to adapt to markets with a historical perspective that is practitioner based. A Certified Manufacturing Practitioner would potentially fuel progressive learning across corporate cultures, different leadership styles, and could have the influence to build upon strong team based relationships.


The cost of waiting for old ideas to catch up with modern day manufacturing practices obstructs new manufacturing market opportunities (Colvin, 2008). Such obstructions represent a stream of wasteful manufacturing practices making it difficult to be competitive in today’s volatile manufacturing markets. The lost competitiveness results in lost manufacturing work and higher unemployment statistics. Once a person becomes unemployed, 44% of these people remain unemployed for 27 weeks or more as reported by the Congressional Budget Office in April 2010. Certified Manufacturing Practitioner becomes the natural bridge by forming sustainable manufacturing solutions, stimulating a heads-up display for observing market changes providing the means to respond, adapt and capitalize on this market change.


Manufacturing is an evolutionary process. For the United States of America to maintain a lead role in the manufacturing industry, investments in technology, training of human resources, and future products, must never rest. The consumers here in the United States import more than our manufacturing industry exports. The job loss from this strategy has contributed to creating an economic unbalance. In an unbalanced economy, developing renewed business success is critically dependent on cultural adaptability.


Cultural adaptability is the rediscovering process critical to the survival of any business. Business markets, manufacturing markets, will continue to evolve, the exact amount of market change is unknown, what is clear is that the market drives the business, and businesses must have some form resiliency as a means to capture this market change. Success in business and manufacturing is a rediscovering process that is never yielding. Having the right people in assigned to business roles is critical, and this in itself is a never-ending rediscovery process. Greater studies are required in helping companies understand the expertise and the resiliency of their employees employed today. Finding the strengths and weaknesses of employees becomes important to rediscovering the company’s value to the industry they conduct business. This value contributes to increasing marketability in the outside world as well. Two critical areas that greater study is needed to improve empirical understanding in the area of employee resiliency.


The first is the area of employee culture verses time constraints. In any business environment, time constraints occur naturally. The question is why some employees succeed, and some do not, and is employee resiliency related to culture? The second area is in understanding the things that are important to an employee, such as family, respect, and personal well-being. These studies bring about organizational understanding that contributes to identify how employee resiliency correlates to common levels of importance and common beliefs. The proposed study is to examine how manufacturing industry can take great advantage of its internal resources in the form of human capital. What is evident is that future studies influenced by rediscovery, and the natural byproduct becomes amazing possibilities, resulting in sustainable business success.


References

Colvin, G. (2008). A Recession of Global Dimensions. Fortune 157 (2), 19.

Shukla, A. (2005). FAT results from Lean implementation. Plant Engineering. Barrington, 59, Iss. 10; pg. 31, 3 pgs (10), 3.

by AMERICAN WRITER Pietro Savo Tradition Books Publication © 2010

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Manufacturing Research Practitioner ™ by Pietro


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About Dr. Pietro Savo

Dr. Pietro (Pete) Savo is a Principal Consultant with over 28 years of diverse experience in Business Strategy Improvement (BSI), Leadership Development, Operations, Engineering, Manufacturing, Quality Systems, Material Management, Supply Chain, Union Shop and consulting environments. Pietro created the term Manufacturing Research Practitioner ™ as the foundation for his Doctoral thesis dedicated to improving the United States Manufacturing Industry.  Dr. Savo has lectured at, Boeing Aircraft, Lockheed Martin, Rolls Royce, Northup Grumman, Raytheon and United Technologies on various subjects such as Lean Thinking, Leadership, Team Building, Quality Systems ISO Registrar Selection and Root Cause Analysis. Taught Root Cause Analysis for American Society for Quality (ASQ). Customized Training Specialties Leadership & Culture & Conflict Resolution Made Simple Root Cause Analysis (RCA) Problem Solving & Mistake-Proof It! Lean Manufacturing & The 6S's: Workplace Organization Evolving Quality Systems ISO 9001:2000/AS 9100:2000 Industry Evolution Building Business with the United States Government and Prime Contractors New Project Bidding Team Improvement Training “Know Your Front End” Published: Root Cause Analysis System for Problem Solving and Problem Avoidance Published: PERFECTION - 10 Secrets to Successful Lean Manufacturing Implementation. United States Navy Veteran View all posts by Dr. Pietro Savo

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