Tag Archives: What is evident is that future studies influenced by rediscovery

Certified Manufacturing Practitioner (CMP)








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.


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.

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