Christopher Musselwhite (1990) identified the need for business to define a process that encourages best capabilities and practices to ensure business success. The focus of the organization’s leaders is to develop new leaders through early involvement of engineering teams. This means that leaders need to define practices that encourage people to learn, share ideas, and achieve their greatest potential (Musselwhite, 1990). Equally important is for the manufacturing organization to develop training programs that internally create career paths that cultivate and grow its own qualified workforce. This was a lesson identified during the Industrial Revolution of the 1830s. Business limitations and possible failures occur by not investing in modern equipment and human capital. Businesses that do not develop strategies to keep pace with, or stay ahead of new technologies fall short in advancing business markets. The result is lost business market competitiveness, jobs, and the loss of historical knowledge.
leaders need to define practices that encourage people to learn, share ideas, and achieve their greatest potential
The concept of education from manufacturing history encourages a broad-minded knowledge base focused on learning from history to encourage manufacturing process research and training as a strategic means to keep pace with market changes. According to Witzel (2007), the existing literature and actual field experiences from manufacturing lessons, first identified 160 years ago, clearly identify that the U.S. failed to learn from history the need for continued training, which resulted in lost market knowledge and jobs. Companies generally invested in technology and human capital when the business performance is positive and cash is available, not when the need was greatest.
History does repeat itself when the lessons learned are not heeded. Charles Babbage was a British inventor and mathematician credited with inventing the digital computer in the 1800’s. Babbage, educated in Great Britain and a profound thinker, often spoke about the economic perils associated with not investing in manufacturing, design research, and human education. Great Britain ignored Babbage’s insight by not investing, while the emerging economic rivals, the U.S. and Germany, did. The result was that Great Britain wasted their progressive knowledge and lost its global market superiority. Britain’s failure, forecasted by Babbage, occurred because they failed to learn from history. The U.S. repeated this failure by not learning from its history (Howell, 2006), which permitted the negative grip of a poor economy and high unemployment to take hold.
we need Free Trade Agreements (FTA) with United States best interest in mind! FTA that provides the United States manufacturing industry an equal playing field
In the last 50 years, the U.S. poor economy and high unemployment resulted from a combination of factors, such as free trade agreements (FTA), which included government policy changes that affected manufacturing, Currently, the U.S. has FTAs with 15 countries: Australia, Bahrain, Canada, Chile, El Salvador, Guatemala, Honduras, Israel, Jordan, Mexico, Morocco, Nicaragua Oman, Peru, and Singapore. The seminal research by Robert Scott (2001), while engaged in writing for the Economic Policy Institute, addressed why FTA core principles better supported the 50 years of the strategic industrial growth policies of Japan, Korea, Taiwan, Malaysia, and China than the U.S. The Asian model simply protected their industries by investing heavily in manufacturing process research, employee education, and subsidizing R&D investment. This strategic industrial growth policy represented the complete opposite of what occurred in the U.S.
The problem is that the U.S. failed to learn lessons from their past pertaining to protecting manufacturing industries, and consequently lost important knowledge and market share. Here we are again, high unemployment, poor unprepared economy, in and modern age of technologic wonder and the U.S. is unprepared, unfocused, and failing to thrive resulting lost its global market superiority…
equally important is for the manufacturing organization to develop training programs that internally create career paths that cultivate and grow its own qualified workforce
Howell, D. (2006). Fighting unemployment : the limits of free market orthodoxy. New York: Oxford University Press
Musselwhite, C. (1990). Time-based innovation: the new competitive advantage. Training and Development Journal. Madison, 44(1), 4.
Witzel, M. (2007). Charles Babbage: The man who saw the future. . European Business Forum, 29, 50-56.
by AMERICAN WRITER Dr. Pietro Savo Tradition Books Publication © 2012
Manufacturing Research Practitioner ™ by Dr. Pietro Savo
Dr. Pietro Savo E-Mail Link email@example.com
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