Archive for the ‘Reshoring’ Category

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Manufacturing Thrives in San Diego’s North County Region

Tuesday, July 8th, 2014

On the morning of July 1st, the San Diego North Economic Development Council (SDNEDC) hosted a North County Manufacturing Executive Roundtable at the City of Vista Civic Center. Over 100 professionals were welcomed by County Supervisor Dave Roberts and Lee Morrison of Bank of America. Bank of America and The Eastridge Group of Staffing Companies sponsored the Roundtable.

In an interview prior to the event, KPBS Morning Edition anchor Deb Welsh spoke to Carl Morgan, CEO of the San Diego North Economic Development Council. Morgan said. “Manufacturing is alive and well in San Diego’s North County.” He said the manufacturing executive roundtable would discuss why companies chose to locate and stay in the region. Ms. Morgan asked him what North County’s six key industry clusters are, and he responded that “the sports and active lifestyle, clean technology, biotechnology and medical and informational technology “are doing very, very well” besides the craft and brew industry.

Reo Carr, executive editor of the San Diego Business Journal, moderated the panel, which also discussed such topics as reshoring of manufacturing, environmental concerns, filling the gap between education and manufacturers’ need for skilled labor, sufficient, accessible transportation, and the economic incentives that are and should be available.

The six panelists were: Clark Crawford, VP Sales and Business Development, Soitec Solar, which manufacturersconcentrated photovoltaic (“CPV”) solar modules; Christine Jensen, special programs coordinator at Mira Costa College, which offers classes in biotechnology, engineering, and machining; Jeffrey McCain, CEO, McCain, Inc, a pioneer of advanced traffic control equipmentas well as a contract manufacturer; Michele Nash-Hoff, President, ElectroFab Sales and Chair, California Chapter of the Coalition for a Prosperous America; Chris Roth, vice president, Lee & Associates, the Nation’s largest broker owned commercial real estate services firm.; and Martin Wood, CEO, Delkin Devices, the largest US memory card manufacturer.

Crawford said that when his company (Soitec Solar Industries headquarted in Grenoble, France) decided to set up another manufacturing plant in the U.S., they were wooed to come to many states, including Texas, but they chose to move to California because California’s GO-Biz worked with them to identify possible site locations around the state and to define all statewide incentives that could be available to their company. GO-Biz participated in several rounds of site selection tours that helped to qualify the final locations, out of which they chose San Diego. They were able to get the former Sony building in Rancho Bernardo before it went on the open market. When fully operational, Soitec will directly employ 450 and indirectly support 1,000 jobs.

The other reason they chose California is that it is the largest market for solar energy, and California offers good financial incentives for residents and business to convert to solar energy.

Crawford mentioned that GO-Biz also worked with the California Employment Training Panel (ETP) staff to help qualify Soitec for training funds to help their company train and prepare employees for the high-skilled jobs at their newly established factory in San Diego. During my subsequent phone interview, Mr. Crawford told me they were awarded $300,000 in training funds by the California ETP, and they provided over 15,000 training hours to their San Diego employees. They completed the training in early April 2014.

When asked why his company stays in California instead of moving to another state, McCain said, “California is currently the 8th largest economy in the world. A tremendous amount of our business, current and future, will come from this economy. Even though it is still difficult to find qualified employees, it is my experience that California is rich in qualified workforce, compared to other states.”

He added, “Our success depends greatly on the advantages of our workforce in Mexico. However, over the last 20 years, I have come to realize the culture in Mexico makes it difficult to do manufacturing that requires ingenuity and innovation. We will typically do our first articles and fixturing and any automation type manufacturing in the U.S. When it comes to labor intense, higher volume products, we can turn it over to the plant in Mexico where they can be very successful producing quality products. That allows the company to compete successfully, not only in the U.S. but also against offshore companies. The operation in Mexico, just over the last two years, has allowed us to grow our U.S. side, which has nearly 200 employees.”

In contrast, Martin Wood, stated, “We are solicited often by other States to move our manufacturing facility and jobs to NV, TX, FL, AZ and others. While it would be disruptive, in all cases, it would be like handing employees and the company a raise. Lower or zero State taxes is a big incentive to move. “

“While previous offers were less appealing, they are becoming more and more sophisticated involving real estate and grants, development and hiring help, and of course, no taxes for an extended period or permanently. Any business that is truly run for profit above all would be foolish to not at least consider these offers. We try not to let it consume us, and only entertain them on an annual basis. Right now, California edges out other states in our analysis, based on a number of support, service availability, and quality of life issues, but the gap is narrowing.”

“People in City, County and State Government should be aware this poaching is going on, and try to find a way to bring advantages to manufacturers in California and incentivize them to stay. We know we bring high paying employment wherever we go, and our customers are based worldwide. I see no reason these offers will not continue and expect them to get more and more appealing. Don’t get me wrong, I love California and my family is firmly entrenched here, but to truly own and manage a manufacturing business, you must make hard decisions and be right most of the time.”

Roth stated “the quality of life here in Southern California is a great incentive for companies to continue operating here even though [manufacturing companies] are not receiving the same type of incentives from the local and state governments.” This was one of the major points made in explaining why manufacturers tend to stay in California, despite the sometimes harsh business environment. Roth also stated that a key decision factor in contemplating company relocation is the difficulty entailed in moving employees and their families.

I commented that a company is more than a product; it is also the people who formed and comprise the existing company, and many times, employees aren’t willing to relocate to another state, and the company loses people key to its success. This is often what happens when an out-of-state company buys a San Diego regional company. Key employees don’t move with the company, and the acquisition becomes “buying a product” rather than “buying a company.” In addition, I pointed out that over 90% of California’s manufacturers are less than 100 people, and their customers are most local obtained through word of mouth and referrals. If they decide to move the company, it would be as if they started a new company from scratch.

When Reo Carr asked the question about reshoring, I explained that it started because of quality issues and expanded because of increases in wages in China over the last few years. I mentioned that China and other Asian nations don’t honor U.S. patent laws, which leads to intellectual property theft, hurting U.S. companies in the long run. The other panelists added their opinions as to why outsourcing manufacturing to China is becoming of a thing of the past (increasing wages, quality control, and logistics problems and problem-resolution) and why America is benefiting from the shift to returning manufacturing to America.

McCain confirmed that the contract manufacturing division of his business is benefitting from regional companies returning manufacturing to America.

In answer to the question about the impact of environmental and other regulations, I pointed out that we have been outsourcing our pollution to China and other Asian countries to escape the costs of regulation here. The consequences of industrialization with environmental regulations has been horrific for China and India, which I described one of the chapters in my book (Can American Manufacturing be Saved? Why we should and how we can) When asked about the environmental regulations that apply to his plant in Mexico, Mr. McCain said that Mexico is quickly catching up with the U. S.

A question from the audience about the shortage of local, trained machinists led into a discussion about two connected issues: workforce training and mass transit. Ms. Jensen shared that colleges are shifting in the programs they are now offering in an effort to meet the needs of employers. Mira Costa has both certificate and Associate degree courses in biotechnology, engineering, and manufacturing skills such as machining. She encouraged the companies to check with their local community colleges to inquire about the various programs available. I shared that there are now four high schools that provide up to two years of training to be a machinist and that for years and years, the San Diego Community College District has provided machining and welding training, as well as other manufacturing skills.

Wood said, “it is hard to find people to fill the positions they need, because most of [the blue collar laborers] live further south, in South County.” Crawford seconded that comment, saying that workers are coming from points south, as well…even from Mexico. McCain added mass transportation needs to improve to deal with the issue of where employees are traveling from to accommodate the job availability.

I pointed out that San Diego doesn’t have a “hub” center of manufacturing where everyone is going to work. The industrial business parks are scattered around the county (mainly in 13 of the 18 cities in San Diego County). Mass transit doesn’t work well for this type of region, and I don’t know how feasible it would ever be for mass transit to get workers coming from across the border to these scattered business parks.

In conclusion, the panelists shared that for the time being, the advantages of doing business in California outweighed the disadvantages. The biggest draw is still the quality of life the region offers, as well as the great weather. I shared that the successful company that stays in San Diego has a high dollar, high value, low to mid volume product, which has proprietary technology and lower labor content. When this type company does a Total Cost Analysis of doing business in San Diego/California, it pencils out positively. Crawford agreed that doing this kind of analysis is what enabled them to make the decision to locate Soitec in San Diego.

While it is hard to compete against the incentives and low or no taxes of some other states, we may have fewer companies making the decision to move out of California if more companies did this type of analysis. Of course, it would be even better if the governor and legislature actually proposed and passed legislation that would benefit manufacturers instead of adding to their costs of doing business in California.

 

Posted in Economic Development, Jobs, Manufacturing, Nearsourcing, Reshoring, Taxes/Regulations, Training | No Comments »

Columbus Castings has learned how to survive and thrive in challenging marketl

Tuesday, May 20th, 2014

The metal casting industry has been one of the hardest hit by competition from China and India, but some companies have been able to survive and even prosper despite the combined onslaught of intense offshore competition and the Great Recession. That has now put them in the position to benefit from reshoring trend. I recently had the pleasure of interviewing Megan McCuan, Communications and Development Coordinator, of Columbus Castings in Columbus, Ohio, which is the largest single site steel foundry in North America.

Columbus Castings manufactures steel castings for the freight and passenger rail cars, locomotives, mining equipment, industrial magnets, construction equipment, agricultural equipment, and other heavy industrial industries. They produce high-quality industrial castings from 100 to70, 000 pounds. The company has about one million sq. ft. of space in 14-15 buildings, covering an area of 90 + acres, including 22 acres under roof, with access to 19 miles of rail. Columbus Castings currently has 695 employees, and most employees have long time experience. Some of their employees have been there for as long as 30-50 years.

The company’s roots date back to 1881 when the Murray-Hayden Foundry, a small iron foundry, served a growing agricultural based economy. The business flourished when it began manufacturing iron couplers for the infant rail industry and in 1891, the name was changed to the Buckeye Automatic Car Coupler Company.

As the American rail industry expanded, the operation was relocated to a larger facility, and the name was changed to the Buckeye Malleable Iron and Coupler Company to reflect its new emphasis on iron couplers. As the American rail industry growth boomed through the early 1900’s, the demand for iron couplers soon exceeded capacity, and the business moved to the present day location in 1902.

As the industry demand for stronger, tougher products, the foundry changed to steelmaking and the name of the business was changed to the Buckeye Steel Castings Company. In 1967, Buckeye Steel became the flagship company of Buckeye International Inc., which was formed as a parent company for purchasing other non-foundry related businesses. Buckeye International was acquired by Worthington Industries Inc. in 1980, in a stock for stock merger. Buckeye Steel remained an operating subsidiary of Worthington Industries until 1999, when it was sold to Key Equity Capital in a leveraged buy-out. Buckeye Steel operated as a stand-alone entity until December 2002, when bankruptcy was filed after the double blow of a weak freight rail market in 2000 followed by the devastating economic effects of 9/11 and the intense competition from China, which proved too much for the debt burdened business.

That could have been the end of the story, but the former President of Worthington Industries, Don Malenick, had different idea. Don had recently retired after 40 plus years from Worthington, where he had held the position of President for the final 26 years. He had an in-depth understanding of the potential value of the facility and also maintained his love for the steel industry in the Central Ohio area. He assembled a team of investors to purchase the assets of the business out of bankruptcy, as well as a team of veteran railroad foundry men to start the new business.

The new entity, Columbus Steel Castings, was based on a business model designed to be the lowest cost and highest integrity supplier of cast steel products in the industries it serves. The business was formed with a “pro-employee”, “union-free” philosophy, created to engage its employee’s talents to the fullest. When the business does well and makes a profit, then all eligible employees share in the success. As a “Pay for Performance” company, the wage and salary compensation is based on an employee’s contribution to the bottom line. Employees are incited to work hard as a team and find ways to do their jobs better, faster and safer.

The company experienced a slight upturn in their rail business from 2004 to 2007, while their industrial market was slow and steady. In 2008, Protostar Partners, LLC purchased Columbus Steel Castings and renamed the company Columbus Castings.

Their rail business slowed in the fall of 2008 after the economic crash that led to the Great Recession in 2009-2010. The demand for freight cars dropped during the recession, and they had to lay off employees.

In 2011, they implemented a new sales plan and focused on their quality and on-time delivery. They responded to the shift of their customers from coal cars to tankers for natural gas in 2012 when the natural gas industry boomed in the upper Midwest. They are currently marketing more to tank car customers and featuring new materials for sand castings for this market.

Richard T. Ruebusch took over as President and CEO in 2012 after having held numerous senior level executive level positions that included 14 years experience at global foundries. In order to be more competitive in the global economy, the company became ISO 9001:2008 Certified. They also started lean manufacturing training as both Mr. Ruebusch and their V. P. of Operations, Randy Parish, have extensive lean manufacturing backgrounds. As a result of implementing lean, the company has achieved a 30% improvement in cycle times and reduced their lead times. Columbus can now produce and ship average components in less than 12 days, ad large components take only around nine weeks.

While, China is still a big competitor for rail car components, the company is getting some work back from offshore. As oil prices increased, costs to ship massive steel castings from China reduced profit margins for their customers and long deliveries became a disadvantage. Columbus can produce and deliver high-quality steel castings in less time than it would take to ship them from overseas. Ms. McCuan said that Caterpillar had a factory in India and brought the work back to the U.S. in 2012, and Columbus was able to get part of the reshored business.

In November 2013, Columbus landed the largest order in its 130-year history. The deal with Nippon Sharyo USA Inc. for railcar undercarriages could be worth up to $70 million to the manufacturer and added more than 50 jobs at the foundry. Nippon’s end customer is Amtrak, which is in the midst of an extensive replacement of its passenger railcars. “If they exercise all their options, this will keep us at full capacity until 2021,” CEO Rick Ruebusch said. “In addition to the Nippon deal, the manufacturer also has orders from additional Amtrak suppliers CAF USA and Hyundai Rote Co. for the same railcar components.”

Columbus utilizes “green” practices, such as thermal sand reclamation, and the company has two new design projects: one of which is a new “knuckle” that is a rail component that goes on the end of rail car to fasten it to another car. They are also working on reducing the weight of parts without reducing performance.

Their “Open Door” policy assures every employee an opportunity to voice his or her concerns about the business and their employment. The company’s management knows that their business is only as good as their people, and the development and recognition of the best people will assure continued growth and improvement of the company in the future.

Mr. Ruebush said, “The main factor contributing to the success of our company since recovering from the Great Recession was becoming a diverse manufacturer. In past times, our company was too focused on freight rail. We are building business levels in our industrial business unit, as well as in our mass transit (passenger rail) business as demonstrated with the recent largest order in the company’s history with the announcement of our $72MM contract with Amtrak and Nippon Sharyo.”

It certainly looks like Columbus Casting is well on its way to achieving its goal of being the best large steel casting company in the world. If the U. S. had a national manufacturing strategy that supported American manufacturers to help them become winners in the global trade wars, more American companies would be able to achieve the same kind of worthy goal for their industry. We need a strategy for prosperity for American-owned businesses and not just the large multinational corporations. It’s time for our elected leaders to address the predatory mercantilist trade policies of foreign countries, such as currency manipulation, product dumping, government subsidies, and intellectual property theft that put American manufacturers at a disadvantage in the global marketplace. This is the only way we will be able to create the higher paying manufacturing jobs we need to grow our middle class and reduce our trade deficit and national debt.

Posted in Economy, Jobs, Manufacturing, Reshoring, Trade Policy | 1 Comment »

California’s Metalworking Industry is a Leader in Technology and Environmental Consciousness

Tuesday, May 13th, 2014

The California Metals Coalition (CMC) held their 41st annual meeting in Anaheim on May 8-9th, 2013. Over 150 business leaders from metalworking companies and the industry’s service providers attended the meeting. The California Metals Coalition membership is a diverse representation of the state’s metals industry. Membership in CMC is corporate, and the employees of each facility are individual members of the organization. The member companies are small businesses ? the average number of employees per company is only 50, so without an organization to be the voice and advocate for the metalworking industry in California, these companies and this industry would have no influence on statewide policies affecting them.

California’s metalworking industry began when metalworking facilities were established in1848 to manufacture the tools that led to the start of the gold rush and birth of our state in 1850. Today, California is home to 6,100 metalworking facilities, employing approximately 213,500 Californians, providing high-paying manufacturing jobs, health benefits, and a solid economic foundation to the Golden State. This level of employment represents 18% of California’s 1.2 million manufacturing jobs. This industry generates $12.2 billion in goods and services and $7.9 billion in wages for the economy.

The types of services provided by member companies includes: sand, permanent mold, investment, rubber/plaster mold, and die casting, machining, forging, metal fabrication and welding, metal stamping, metal finishing, metal raw materials, metal recycling, and tools and dies.

According to CMC data, in the metalworking industry, 8 out of 10 employees are considered ethnic minorities or reside in communities of concern. Living-wage employment for this diverse workforce can be found in working-class communities throughout the state because the average full-time hourly wage is $18.00 (not including benefits) or $37,000 per year. Jobs provided by this industry are the path to the middle class for many Californians.

What do these companies make? Metal manufacturers make the parts that go into solar panels, electric cars, medical devices, airplanes, unmanned vehicles, ships for the Navy and private companies, products for the military and defense industry, and thousands of other applications. Metalworking products and services are a direct reflection of the innovation and hard work put forth by California’s workforce and business owners.

Californians discard enough aluminum each day to build five Boeing 737 jets, and California metalworking companies recycle millions of tons of discarded metal each year. Metal is recycled and used as the primary material source to build components that fly our planes, housings that spin renewable-energy windmills, medical devices that keep our families safe, and defense items used by our troops. California metalworking companies recycle about 1,830,000 tons of metal per year, and every ton of waste that is recycled rather than disposed in landfill produces $275 more in goods and services.

The keynote speaker of the conference was Jerome Horton, Chairman of the Board of Equalization, who acknowledged the importance of this industry to the economy of California by mentioning some of the above data. He said that the BOE is helping California companies grow and had worked with the California Metals Coalition and other organizations to obtain the new manufacturers exemption tax credit that was signed into law by Governor Brown as part of Assembly Bill 93 and Senate Bill 90. This exemption will become effective July 1, 2014 and expires on July 1, 2022. It applies to specified NAICS codes, applicable to the whole metalworking industry and has a $200 million limitation. Tax-exempt property must be used 50% or more in one of the following activities:

  • Manufacturing, processing, refining, fabrication, or recycling tangible property
  • Research and development
  • Maintaining, repairing, measuring, or testing any qualified property
  • As a special purpose building and/or foundation

The BOE expanded the meaning of this tax credit to apply to tooling, whether it is retained or sold. Tooling must be either manufacturing by a company or purchased, be used in the manufacturing process, and have a life of over one year.

He also outlined the benefits of the new employee hiring credit that replaces the tax credits offered by Enterprise Zones that have been eliminated. This tax credit is based on wages of $12-$28/hour. There is a maximum of $56,000 per employee over five years, and the credit is equal to 35% each year.

The BOE has a much larger reserve than they need and are starting to refund monies to California companies. Last year the sales tax revenue increased from $52 billion to $56 billion, which helped enable the state budget to be balanced, but the State still has $300 billion in debt.

Kimberly Ritter-Martinez, Chief Economist for the Kyser Center for Economic Research at the Los Angeles Economic Development Corporation was the next speaker. She provided an overview and comparison of the national economy and the state economy. If California were a country, it would be the 9th largest economy measured by Gross Regional Product in the world. However, California is lagging the national average in creating jobs, so that the unemployment rate in March was 8.1% compared to 6.7% nationwide. Jobs in durable goods manufacturing only increased by .8% for the state. She predicted 2.4% growth in the State GRG in 2014, and 2.9% in 2015.

Although California is losing businesses to other states, the LAEDC has helped companies such as Space X and American Apparel stay in California.

Jack Broadbent, Executive Office of the Bay Area Air Quality Management District, was added to Thursday’s schedule of speakers as he had a conflict with attending on Friday as originally scheduled. The Bay area District was established in 1955, includes 9 counties with a population of seven million, and covers 5,540 square miles. The purpose of the Bay Area District was to improve air quality by reducing particulate matter, noxious odors, reduce visible emissions, and reduce future emissions. The California Air Pollution Control Officers Association (CAPCOA) was formed to coordinate the rules of many local and statewide agencies involved in air quality.

In 2013, two new rules were adopted after extensive consultation with industry and other stakeholders. Rule 12-13 applies to foundries and forges, and Rule 6-4 applies to metal recycling operations. The Bay Area District led the state in creating an Emissions Minimization Plan to focus on fugitive emissions by reducing particulate matter, toxics, and odors. It incorporates continuous improvement via on-going facility assessments and Plan updates. All the draft plans have been received, and the next step will be a determination of District completeness, a public review period, District review and approval, followed by facility implementation.

In the Q & A period, I asked if the air pollution being transported by the trade winds from China is being taken into consideration, and he said that they have had to adjust the base of the ambient air quality because of the transported pollution. He has been to China five times in the past three years, and he said that China’s particulate matter in their air is more than 10 times the U. S. standard.

Brian Johnson, Deputy Director of the Department of Toxic Substances Control (DTSC) was the next speaker. He briefly described the Hazardous Waste Management program and the new Policy and Program Support Division that was formed after restructuring last year. The metalworking industry is getting a great deal of attention by the legislature, regulators, and the community around specific metals sites. A Hazardous Waste Reduction Initiative was introduced into the legislature last year, and a Safer Emissions Products Initiative is on the horizon. The Department is using 17 categories of pollution burden data of Census Track ratings to prioritize their response to community complaints for specific metals sites.

The next topic was workmen’s compensation insurance, and State Senator Ted Gaines (R) who is a candidate for Insurance Commissioner described how his long experience as an insurance agent would be beneficial to working with the metalworking industry to improve this insurance program. A panel of five members of CMC shared their experiences with regard to this issue. Of note, is the fact that California has some of the highest workmen’s compensation rates of any other state for certain industries. For example, the California rate for die casting companies is 5 times the rate in Mississippi.

The issues discussed at this conference demonstrate why the metalworking industry is challenged in doing business in California. However, many of these companies, especially foundries and forgers, cannot easily pick up stakes and move to other states. The high cost of doing business in California has resulted in more companies going out of business rather than moving to another state.

Adding to these challenges has been the fierce competition this industry has experienced from China in the past decade. CMC Executive Director, James Simonelli, told me that in the year 2000, the industry had about 325,000 employees. This means that the current employment of 213,500 is 40% less than it was 14 years ago. The good news is that all of the attendees to whom I spoke were experiencing some “reshoring” of parts coming back from China.

When compared to manufacturing facilities around the world, California is the place to find the most technologically advanced, and environmentally conscious metal manufacturers. California’s metalworking industry is arguably the world’s leader for efficient, clean, and safe metal manufacturing.

Posted in Economy, Environment, Jobs, Manufacturing, Reshoring, Taxes/Regulations | No Comments »

Nearsourcing is the Next Best Thing to Reshoring

Tuesday, May 6th, 2014

The basic definition of nearsourcing is to source outside your own facility, but within your own region and not on the other side of the globe. Nearsourcing may have a different meaning depending on the region in which you are located in the United States. For the purposes of this article, the definition of nearsourcing means sourcing in Mexico, which is the meaning understood in California and in other states along the international border with Mexico.

As much as it is would be desirable for all the manufacturing we lost to offshoring in China to return to the United States, it is an unrealistic expectation in the global economy. As logistics costs continue to increase worldwide, sourcing regionally will become the most reasonable course of action for companies with a global market.

Although reshoring through returning manufacturing to America is gaining momentum as wages and logistics costs rise in China, there is still a substantial cost differential for high volume and/or high labor content products. What is a good solution to this problem? Nearsourcing to Mexico may be the right answer.

Nearsourcing to Mexico by U. S. manufacturers began in the 1965 after the “maquila program was initiated in 1965 during the Diaz Ordaz presidency as a means of attracting foreign investment, increasing exports, and fostering industrialization along the U.S./Mexico border” By the mid 1980s there were thousands of maquiladoras in cities along Mexico’s border with the U. S. Some of my first customers when I started my rep agency in 1985 were maquiladoras owned by U. S. corporations in Tijuana, Baja California, Mexico.

For many years, Americans crossed the border to work in the maquiladora plants as engineers, purchasing agents, department heads, and plant managers, but gradually Americans were replaced by Mexican nationals, first the engineers, then purchasing agents, then department heads, and more recently as plant or general managers.

Prior to NAFTA, all production that was generated in the Mexican plants had to return to the country of origin or had to go to a third country. During the first phase of NAFTA from 1994-2000, the maquiladoras continued to benefit from the waiver of Mexican import duties on raw materials while also benefitting from the preferential duty rates on those products that satisfy NAFTA rules of origin. Since then, duties on raw materials that originate in non-NAFTA countries increased, but not as much as originally anticipated. During the second phase of NAFTA, changing rules made it gradually more difficult to sell to the maquiladoras because persons wishing to conduct business at maquiladoras had  to purchase a FN certificate (by the day or year), provide written proof of an appointment, and within a few years, have a passport. If a company was caught having a visitor that didn’t have written proof of an advance appointment, the company was fined. Thus, it became illegal to do what is called “cold calling” on prospects without an appointment.

During the early 2000s, the maquila industry was hit hard by the U. S. recession of 2001-2002, and hundreds of maquiladoras closed along the border. Since I read, write, and speak Spanish, I subscribed to a maquila industry newsletter, and every issue was filled with names of companies that were closing plants in Mexico. Many foreign companies in Tijuana abandoned the equipment in their plants to be sold in auction to pay benefits to the Mexican government for employees that had lost their jobs when the plants closed. I had a business acquaintance who survived the U. S. recession by acting as the Mexican government’s representative to handle the auctions.

The recession coincided with China becoming part of the World Trade Organization and the beginning of the trend to move manufacturing to China. Many U. S., Japanese, and Korean companies chose to move manufacturing to China rather than resume manufacturing in Mexico. The effects of the recession of 2008-2009 were not as severe as the previous recession on the maquila industry, but it meant that it took nearly the whole decade of the 2000s for the maquila industry in the Baja California, Mexico cities of Tijuana, Tecate, and Mexicali to get back to the level of manufacturing they had in the year 2000.

In my opinion, the San Diego region lost less manufacturing to China than other parts of California and the U.S. because so many regional manufacturers already had long-established plants in Tijuana and Mexicali and didn’t see enough cost savings to move manufacturing to China. This was aided by the fact that San Diego’s manufacturing industry has always had more high mix, low volume products than either Silicon Valley or the Los Angeles region.

There was one industry that could not move manufacturing to China and that has remained especially strong in Baja California:  the aerospace and defense industry. According to the report “Aerospace & Defense Manufacturing in Mexico,” released in August 2013. “Mexico is home to more than 260 aerospace manufacturing facilities and a 31,000 strong, highly-skilled direct industry workforce.” Major U. S. defense companies such as BAE Systems, Lockheed Martin, and Delphi established plants in Mexico during the late 19890s and early 1990s. Baja California leads with 28% of Mexico’s aerospace and defense industry exports, and Baja California has the only Binational Aerospace Cluster in Mexico.

“Mexico currently attracts 5% of the total number of licenses granted by the State Department of the United States for the production of dual use goods and technologies.” Mexico has been proactive in pursuing more aerospace and defense business by joining the Bilateral Aviation Safety Agreement (BASA) between the U. S. and Mexico, the international Wassenaar Arrangement (WA), and the Nuclear Suppliers Group.

Some of San Diego’s aerospace and defense industries that have manufacturing plants in Baja California include:  BAE Systems, Cubic Corporation, Gulfstream, Lockheed Martin, and UTC Aerospace Systems. Other U. S. aerospace and defense manufacturers in Baja California are Delphi Connection Systems, Eaton Aerospace, and Honeywell. The state of Queretaro, a few hours south of Mexico City, is home to such companies as Bombardier Aerospace, GE Infrastructure, ITR, Curtiss Wright, and Eurocopter.

Under NAFTA, the Buy American Act requirement for the U. S. Department of Defense to purchase products that contain a minimum of 50% of U. S. produced content is waived, so defense and aerospace companies are allowed to purchase products made in Mexico and Canada.

Also, under “the Manufacturing, Maquiladora and Export Service Decree, the IMMEX program allows for goods, raw materials and components to be imported into Mexico on a temporary basis, duty-free and VAT-free, as long as they are returned abroad within the established timeframes (most are 18 mos.”

In addition, a Special Aerospace Tariff Section 9806.00.06 “allows for free imports to assemble and manufacture aircraft or aircraft parts when companies have the Certificate of Approval to Produce issued by the Ministry of communications and Transportation.” Section 9806.00.05 allows “gods for repair or maintenance of aircraft or aircraft parts…to also be free of tariffs and have administrative advantages for companies.”

You may ask when nearsourcing is the best decision if you cannot achieve enough cost savings to return manufacturing to the U. S. It may be the best decision in the following cases:

  • Proximity to U. S. customers is important
  • Product labor content is between 20-30%
  • High mix, variable products, mid volume production
  • Intellectual Property protection is important
  • Faster delivery/responsiveness than from Asia
  • Product has substantial U.S. part content
  • Mexico/Latin America are key markets
  • NAFTA benefits fit your products

For California manufacturers, especially in southern California and San Diego, the main advantages of nearsourcing in Baja California compared to China and other parts from Asia are:

  • Right across the border from San Diego
  • Minimal Intellectual Property risk  because of strong Mexican Intellectual Property laws
  • Labor costs are now 14.6% cheaper than China
  • Lower utility rates
  • Direct connection to major transportation centers
  • Industrial real estate lease rates that are 1/3 less than China
  • Mexico’s workforce is highly skilled and educated
  • Low average turnover rate of 2.6% reported in 2011
  • Mexico graduates more engineers/year than U.S. (about 115,000 vs. about 50,000)

As a strong advocate for American manufacturing, I want as much as manufacturing as possible to reshore to create more good paying jobs in order to rebuild our middle class. However, I would rather see U. S. companies nearsource parts in Mexico than source them halfway around the world in China. The Mexican government isn’t using the U. S. dollars they gain from our trade deficit to build up their military, and Mexico doesn’t have any nuclear missiles aimed at the U. S. as does China. It is an advantage to our country if Mexico creates more good-paying jobs in the manufacturing industry to grow their middle class. To me, nearsourcing to Mexico seems like a win-win solution for strengthening the middle class of both countries.

Posted in Manufacturing, Nearsourcing, Reshoring | No Comments »

Del Mar Electronics & Design Show – “Innovation…Through Face-to-Face Interaction

Tuesday, April 22nd, 2014

Don’t miss the Del Mar Electronics and Design Show on April 30th and May 1st at the Del Mar Fairgrounds. The show is an annual trade show and convention for people who design, manufacture, and test products. The two-day event is free for industry professionals and will be held at the Del Mar Fair Grounds with plentiful free parking and easy highway access. Show hours are 10:00 AM – 5:00 PM Wednesday, April 30th and 10:00 AM – 3:00 PM, Thursday May 1st. For more information or to register, visit www.vts.com.

Over the last 18 years, the show has evolved from a sales rep/distributor show to become a major exhibition of local, regional, and national manufacturing companies and organizations.

Program Manager Douglas Bodenstab stated “Manufacturing in America is experiencing resurgence due to many factors, especially the new and exciting technologies that are abundant here in Southern California, and this event is riding that wave.”

New technologies will be displayed on the show floor with over 500 exhibitors. Dozens of free seminars will be provided on both show days. A few of the topics to be presented are:

How Does 3D Printing Apply to your Business?
3D Printing – Overview of Available Technologies & Commercial Applications
Computer-Aided Engineering for the Electronics  Industry
Telepresence Robots for Factory Support
Lithium Battery Technology Update
Optimizing Crowd Sourcing Funding Success Using Engineering Methodologies

I will be one of the keynote speakers at the show on the topic of American Manufacturing Trends:  “Reshoring,” Nearsourcing & Technical Training at 10:00 AM Wednesday, April 30th, Room D in the Mission Tower building, (across from the show registration).

Cost savings of outsourcing in China are eroding from higher labor rates and shipping costs. Quality problems, counterfeit parts & IP theft cause companies to rethink where to source. I will discuss the latest trends of nearsourcing and reshoring and how to calculate Total Cost of Ownership using Reshoring Initiative’s worksheet, sharing a few case stories of companies reshoring. In addition, I will describe the availability of technical training in the region to address shortage of skilled manufacturing workers.

The other keynote speaker is Daniel O’Leary, Award Winning Author & USC Marshall School of Business Professor, who will present “Social Media and the Supply Chain” at 4:00  PM on April 30th in Room B in the Mission Towers building.

This presentation will investigate capabilities of social media, such as Facebook, Twitter, Delicious, Digg. and others, for their current and potential impact on the supply chain. In particular, this talk will examine the use of social media to capture the impact on supply chain events, analyze the use of social media in the supply chain to build relationships among supply chain participants, and investigate the of use of social media to mitigate and manage the impact of supply chain disruptions.

My company, ElectroFab Sales, will be exhibiting at Booths 207 – 209 in the Bing Crosby Hall at the show. We will have sample parts on display for:

Century Rubber Company – molded and die cut rubber parts, conductive rubber keypads, ISO certified
Bolero Plastics – plastic vacuum and pressure forming, precision plastics machining, and fabrication including secondary operations such as routing stamping, painting, EFI/RFI shielding, silk screening and assembly.
Mina Product Development Company – rapid 3D & SLA prototyping, cast urethane and cast silicone, injection molding of small to medium parts in thermoplastic & elastomeric materials, assembly & special packaging
True Position Machining – CNC and manual machining, turn and mill)

Three of the companies we represent will have their own booths in the Exhibit Hall:  A&G Industries, Alva Manufacturing, and A Squared Technologies. Please drop by all of our booths.

Posted in Innovation, Manufacturing, Reshoring, Training | No Comments »

Why Manufacturing is Critical to California’s Economy

Tuesday, February 25th, 2014

For every one job created in manufacturing, at least two to three jobs are created to support the sector. Further, manufacturing firms create regional wealth by producing a product that is exported to other states and countries. This attracts additional funds to the region — creating business, individual and community wealth. Because of this ripple effect, manufacturing firms have a deeper impact on the state of the economy than most other industries.

California is the number one state for manufacturing jobs, firms and output – accounting for 11.7 percent of the total U. S. output, and employing 9 percent of the U. S. manufacturing workforce. California manufacturing generates $229.9 billion, more than any other state. Manufacturing is California’s most export-intensive activity contributing significantly to California’s $159 billion in exports in 2011. Overall, manufacturing exports represent 9.4% ($120 billion in goods) of California’s GDP, and computers and electronic products constitute 29.3% of the state’s total manufacturing exports. More than one-fifth (21.9%) of all manufacturing workers in California directly depend on exports for their jobs.

Since January 2001, the manufacturing sector lost 33% of its job base, down from 1.86 million jobs in 2001 to 1.237 million jobs in 2019. In 2010, the manufacturing sector began adding employment, regaining 7,900 jobs. California exports have also increased — up from $104 billion of manufactured goods in 2009 to $124 billion in 2010.

A 2011 report by the Center for Applied Competitive Technologies (CACT) at El Camino College and the Center Of Excellence (COE) of the Los Rios Community College District identified the following 17 cluster industries in California:

  •  Aerospace Manufacturing
  • Biotechnology, Medical Devices, & Pharmaceutical Manufacturing
  • Building Materials Manufacturing
  • Chemical Manufacturing
  • Computers/Electronics Manufacturing
  • Dental Equipment, Supplies & Laboratories Manufacturing
  • Fashion/Clothing Manufacturing
  • Furniture Manufacturing
  • Household Products Manufacturing
  • Machinery Manufacturing
  • Metals Manufacturing
  • Paper Products Manufacturing
  • Petroleum Manufacturing
  • Plastic Products Manufacturing
  • Printing and Publishing
  • Transportation Manufacturing

 The report states, “With the exception of food manufacturing, biotechnology, dental equipment, and petroleum, nearly every manufacturing cluster in California has shed jobs over the last five years [2006-2011.] Building materials lost the most jobs with a decline of 32%, followed by printing (22%), and computers/electronics (10%).”

Challenges

The report states that the “manufacturing sector must address a variety of challenges, from navigating a complex regulatory environment to developing strategies to compete with low cost economics. There are a number of factors that have inhibited the manufacturing sector’s ability to compete locally and internationally.” Some of these challenges are:

  • California’s regulatory climate is difficult, expensive and time consuming to navigate
  • Higher health care expenditures compared to countries where health care is paid for by general tax revenues
  • Higher salaries and other benefits, such as paid leave, insurance, and retirement plans
  • Higher costs associated with litigation claims
  • Higher costs associated with environmental compliance;
  • Higher corporate tax rates than most other countries (the United States’ tax rate is 40%, the second highest tax rate among major trading partners.)

Opportunities

Competition from low-cost economies, such as China, India, Singapore, South Korea, Thailand, and Vietnam, is one of the major challenges faced by the manufacturing sector. However, the total cost of outsourcing to other countries is often miscalculated. According to the Reshore Initiative, the true cost of manufacturing outside of the United States does not include costs associated with:

  •  National policy issues (trade negotiations, etc.)
  • Changes in currency exchange rates
  • Intellectual Property theft
  • Supply chain disruptions
  • Lengthy delivery times
  • Traveling to the manufacturing site to assess and resolving production issues

Further, in the last few years many countries have started to raise their prices to adjust for increases in wages and higher transportation/fuel expenses. By examining the total cost of outsourcing, the Reshore Initiative argues that hiring local production firms is just as price sensitive as hiring firms from low-cost economies. Also, there are several benefits to working local, such as:

  •  Improved quality and consistency of inputs
  • Ability to create just-in-time operations that reduce inventory and shipping costs and improve business-to-business relations
  • Intellectual property security
  • Faster delivery to customers

As this viewpoint has gained popularity, it has started to shift production back to the United States, creating jobs and wealth in the process. By 2013, the Reshoring Initiative estimated that about 80,000 jobs returned to the United States through reshoring, about 15% of the nationwide increase of 526,000 manufacturing jobs since 2010.

If you are in the southern California region, you can find out more about how we can help the manufacturing industry thrive in California by attending the “Manufacturing in the Golden State – Making California Thrive” economic summit on Wednesday, March 19, 2014, 9:30 AM – 1:30 PM.

This leadership summit will explore how to grow manufacturing jobs and businesses in California. National experts and local business owners will present the best solutions to help craft a successful growth strategy. 

Where:  Brea Community Center, 1 Civic Center Circle, Brea, CA 92821

Keynote Speaker:   Dan DiMicco, Chairman Emeritus, Nucor Steel Corporation

Speakers/Topics:

* Dr. Greg Autry – Senior Economist, Coalition for a Prosperous America; Adjunct Professor of Entrepreneurship, Marshall School of Business, University of Southern California (Trade Reform)
* Pat Choate – Economist; Author, “Saving Capitalism: Keeping America Strong” (Manufacturing Strategy)
* Mike Dolan – Legislative Representative, International Brotherhood of Teamsters (Currency Manipulation) (invited)
* Michael Stumo – CEO, Coalition for a Prosperous America (Tax Reform)

Panel of local business leaders (partial listing):

* Michele Nash-Hoff – Chair, Coalition for a Prosperous America CA Chapter; President, ElectroFab Sales (Overview of California Manufacturing)

*Dana Mitchell, Advanced Mold Technology Inc.
* Nick Ventura – Co Founder, Venley by Youth Monument

Presented by:  Senator Mark Wyland, in partnership with the Coalition for a Prosperous America and other regional businesses and associations.

Cost: Early Bird Rate $25 through March 5, 2014; $35 thereafter (Includes light breakfast and full lunch)

 Sponsors:

City of Brea

ATE Corporation (ATEC)

California Manufacturing Technology Consulting

Industrial Metal Supply Company

Event partners
APICS – Orange County Chapter

Brea Chamber of Commerce

Corona Chamber of Commerce
Cypress Chamber of Commerce

Fountain Valley Chamber of Commerce

Fullerton Chamber of Commerce
Garden Grove Chamber of Commerce
Global Innovative Systems

La Habra Chamber
PlanetTogether

Orange County Hispanic Chamber of Commerce
Orange County SBDC
Riverside County Manufacturers & Exporters Association
West Orange County Regional Chamber
Yorba Linda Chamber of Commerce

Register today for this important event.

For more information, or if you are unable to pay online, contact Sara Haimowitz (202-688-5145, sara@prosperousamerica.org).

Also: click here to find out about becoming an event sponsor!

Thanks,

Michele Nash-Hoff, Chair
California Chapter of the Coalition for a Prosperous America

 

Posted in Economic Development, Jobs, Manufacturing, Reshoring, Taxes/Regulations | No Comments »

Should California Copy Ohio’s Economic Development Policies?

Tuesday, February 4th, 2014

Ohio’s Governor and economic development agencies may not be visiting California companies to woo them back to Ohio as Texas Governor Rick Perry has been doing, but I would say the answer is “yes” to this question. California would do well to emulate the successful economic development policies of central Ohio surrounding its capital city of Columbus.

Recessions usually didn’t affect this region very much, but the Great Recession was different. In 2009, business leaders formed Columbus 2020 to address the effects of the recession on the 11-county region surrounding the state capital. It is now a private, nonprofit entity incorporated as both a 501(c) (6) and a 501(c) (3) (Columbus 2020 Foundation) and has become a collaboration between business leaders, government, and educational institutions. Its mission is to generate opportunity and build capacity for economic growth throughout Central Ohio.

To achieve this mission, the founders set the following goals to achieve by the year 2020:

  • Add 150,000 net new jobs
  • Increase personal per capita income by 30 percent
  • Add $8 billion of capital investment
  • Be recognized as a national leader in economic development

The plan to achieve these goals is:

  • Retain and expand the companies and industries that call the Columbus Region home today
  • Attract major employers to establish operations in the Columbus Region
  • Create more commercial enterprises by leveraging research assets and entrepreneurs
  • Improve civic infrastructure that enhances the economic development environment

In my interview with Kenny McDonald, CEO of Columbus 2020, he said, “The key factor of our success was starting with the vision of the business leaders that formed Columbus 2020 and having corporate leaders that are willing to engage in the process. You need both vision and engagement. There has been a real partnership between business, government, and educational institutions.”

He added, “We take a holistic view of trade and investment, as many of the companies in the region have a global footprint, and take time to understand what is driving business. The business climate has improved, especially for companies that sell in the U. S., and we’ve noticed that many companies are reshoring back to the US as part of their strategy to regionalize. The U. S. has never been more competitive, and our markets remain attractive, while there remains instability elsewhere in the world. Companies that had a plant in China or India to export to the U. S. are bringing production back to the U. S., to sell to the U. S., while some companies are bringing back work to export to other countries.”

He said, “Honda of America, which has a significant presence in the Columbus Region, recently announced that they were planning to export more to countries outside of the U. S. Honda’s supply chain and other companies that are part of the global automotive supply chain are evidence of the trend to regionalize. It’s been recommended that foreign companies, especially mid-size companies, regionalize by having a plant in the U. S. to reduce risks that disrupt the supply chain.”

The region has a population of only 2 million, but has 15 Fortune 1000 companies, such as Cardinal Health, The Scotts Miracle-Gro Company, Big Lots, L Brands (including Victoria’s Secret and Bath & Body Works, Express, and Nationwide.)

There is a special industrial park, the Personal Care and Beauty Campus, built up near Victoria’s Secret and Bath & Body Works, where all of types of companies in their supply chain are located, representing about 2,000 jobs.

Middle market companies are also an important part of the Columbus Region economy. There are 1,313 businesses that have between $10 million and $1 billion in annual revenue. Even though they represent only 2.3 percent of business establishments in the Region, they employ 15.4 percent of the private sector workforce and have an outsized presence in manufacturing, headquarters and back office functions, and other key industries.

The Columbus Region is home to 63 colleges and university campuses with a total enrollment of nearly 150,000 students and more than 22,000 annual graduates. It is also home to the largest concentration of PhDs in the Midwest, and has more PhDs than the national average. The Ohio State University – the state’s flagship university and one of the country’s leading research institutions – has more than 56,000 students at its main campus in Columbus.

Businesses in the Columbus Region benefit from:

  • No personal property tax
  • No inventory tax
  • No state corporate income tax

Ohio offers the following tax incentives:

  • Job Creation Tax Credit
  • Ohio Enterprise Zone Program
  • Community Reinvestment Areas
  • Research and Development Investment Tax Credit

Ohio also offers several unique loan and grant programs as additional incentives for companies to relocate in the region.

The chart below shows the largest manufacturers in the Columbus region:

COMPANY INDUSTRY EMPLOYEES
Honda of America Mfg. Inc. Automotive 9,433
Whirlpool Corporation Appliances 2,344
TS TECH Co, Ltd. Automotive 2,078
Abbott Nutrition Food & Beverage 2,055
Emerson Electric Co. Utilities 1,720
Worthington Industries Inc. Steel 1,390
Ariel Corporation Energy 1,265
Boehringer Medical 1,250
The Anchor Hocking Co. Glass 1,202
The Scotts Miracle-Gro Co. Lawn Care Products 1,165
Rolls-Royce Energy Systems Machinery 1,146
Commercial Vehicle Group Automotive 1,125
Owens Corning Corporation Automotive 1,011
Lancaster Colony Corporation Food & Beverage 856
Mettler-Toledo International Precision Instruments 800
Jefferson Industries Automotive 750
Cardington Yutaka Technologies, Inc. Automotive 725
Columbus Castings Steel 700

As a result of these policies, Columbus is now ranked as the 8th most affordable location in the U. S. for corporate headquarters. The cost of doing business is half the cost of New York City, Los Angeles, and Silicon Valley. For all of these reasons, Columbus has become the state’s largest and fastest growing city.

Columbus 2020 is well on the way to not only achieving, but exceeding these goals by 2020 as shown below:

JOB CREATION CAPITAL INVESTMENT PERSONAL PER CAPITA INCOME
As of August 2013, more than 53,000 jobs have been created in the Columbus Region since Columbus 2020’s founding in 2010. As of December2013, $3.71 billion of capital investment has been added to the Columbus Region since 2010. As of 2012, personal per capita income in the Columbus Region has increased 10.8 percent since 2010, from $38,547 to $42,728.

California’s Governor Brown and the State legislature should review what the Columbus 2020 organization has accomplished in revitalizing the economy of central Ohio. California’s manufacturers would love to benefit from having no corporate income tax and no inventory tax, as well as having a Job Creation Tax Credit and a Research and Development Investment Tax Credit. 

The new hiring tax credit and partial exemption of certain property from California’s sales and use tax are meager benefits being offered to manufacturers as part of Assembly Bill 93 and Senate Bill 90 that went into effect January 1st. Our California legislature needs to “stop fiddling while Rome is burning,” so that we will be able to stem the tide of companies moving out of California and add more than the pitiful 7,900 manufacturing jobs we have added since 2010 after losing  over 625,000 manufacturing jobs since 2001.

 

 

Posted in Economic Development, Economy, Jobs, Manufacturing, Reshoring | No Comments »

San Diego Manufacturing Trends

Wednesday, January 15th, 2014

From 2000 to 2011, the U. S. lost 5.8 million manufacturing jobs and 57,000 manufacturing firms closed. U.S. Department of Commerce shows that “U.S. multinational corporations… cut their work forces in the U.S. by 2.9 million during the 2000s while increasing employment overseas by 2.4 million.”

Over the last three years, we have finally seen a growth of about 526,000 manufacturing jobs nationwide for a 4.59% growth rate, but California has lagged behind the nation at only a 0.63% growth rate for 7,900 jobs gained. Mainly due to the effects of sequestration on our military/defense industry, San Diego continued to lose manufacturing jobsin 2013, losing more than 2,000 jobs from February – November.

Offshoring has been major cause of slow economic growth after Great Recession and the high unemployment has exacerbated local, state and federal budget deficits. This has resulted in a weakened middle-class, declining innovation, and lower sales levels in weakened home market.

“Reshoring”/Resurgence of “Made in USA”

A September 2003 report prepared for the U. S. Congress U. S.–China Committee on Economic and Security Review Commission, by Peter Nolan of the University of Cambridge stated, “A ‘‘herd herd ‘mentality to participate in the ‘‘Chinese miracle’’ developed among global giant corporations… Global corporations now view China as central to their long long-term strategy.”

A Stone Associates interview with Technology Forecasters (10/21/03) corroborated the fact that some companies were following this “herd mentality” in migrating to China even when it didn’t make economic sense:  “There is a herd mentality with OEMs in China China—sometimes it makes sense, sometimes it doesn’t—not always rational decision… People tell their bosses what they want to hear hear—(going to China) gives a boost to the stock valuation, but you really have to do the analysis on a case by case basis.”

Now, the offshore supply chain dynamics are changing:

  • Oil prices – tripled in the last 5 years raising shipping costs
  • Labor rates rose about 15-20% year-over-year for last 5 years in China
  • Component/material prices increasing
  • Automation/robotics in U.S. has increased productivity
  • Political instability in China – Labor riots/strikes
  • Risk of disruption from natural disasters
  • U.S. $ declining

Most companies don’t look beyond quoted unit price to make a decision of which vendor to select. They don’t do a Total Cost of Ownership (TCO) analysis, which simply stated, is an estimate of direct and indirect costs. The 13th edition of the APICS (supply chain organization) dictionary says:  “In supply chain management, the total cost of ownership of the supply delivery system is the sum of all the costs associated with every activity of the supply stream.”

The Reshoring Initiative was founded by Harry Moser, former CEO of GF Agie Charmilles in 2010. The goal is to change the sourcing mindset from “offshored is cheaper” to “local reduces the Total Cost of Ownership” and train OEMs and suppliers on why to source local and how to use TCO Calculator. Free Total Cost of Ownership (TCO) software is provided for OEMs and suppliers/unions.

Sourcing is slowly moving back to the United States. The 2012 MIT Forum for Supply Chain Innovation Reshoring Study revealed:  61% of larger companies surveyed “are considering bringing manufacturing back to the U.S” and 15.3% of U.S. companies stated that they are “definitively” planning to re-shore activities to the U.S. In April 2012 www.mfg.com stated that 40% of contract manufacturers had done reshoring work this year.

Manufacturing Jobs / Year

*Estimated / **Calculated 

The Reshoring Initiative has calculated reshoring’s share of manufacturing job growth since Jan. 2010 is:

Job growth: ?500,000

Reshored jobs: ?80,000

Reshoring % of total: ?15%

Now in 2013, more companies are moving their services and manufacturing operations back to the United States. Nationally, General Electric and Whirlpool have moved some appliance manufacturing back to the U. S. Caterpillar moved operations from China to Mexico and the US. Locally, EcoATM, 451 Degrees, and Solatube have reshored by moving manufacturing back to San Diego County. Some of the parts, assemblies, and products that are not cost effective to come back to the U. S. are going across the border to Baja California, Mexico, and major contract manufacturers in Tijuana, Mexico, such as Sumitronics, are experiencing significant reshoring.

The demand for “Made in USA” goods seems to be increasing and is helping the resurgence of American manufacturing in certain areas, especially true in the apparel industry. Indeed, many consumers like the quality perception boost associated with “Made in USA” labels certifying that these goods were in fact made in America. American made items are also growing in popularity because our production costs are declining while Chinese labor is actually increasing.

Offshore outsourcing will continue indefinitely. The desirable” locations for outsourcing will change over time, and the purely financial benefits of lower cost will erode over time. The challenge is to keep as much as possible within the United States, and if more companies would utilize the TCO estimator worksheet, it would help maintain and return manufacturing to America.

Additive Manufacturing

Additive Manufacturing has been hailed by ‘The Economist’ as the catalyst of ‘the third industrial revolution’ and is projected to have a significant impact on manufacturing in the near future. It has the potential to revolutionize the way we make almost everything. Currently about 28% of the money spent on 3D printing of parts is for final products, but it is predicted to rise to 50% by 2016 and to 80% by 2020.

The major Additive Manufacturing methods are:

  • Stereo lithography
  • 3D printing
  • Laser sintering
  • high powered laser fuses powered metals into fully dense 3D objects, layer by layer
  • Fused-deposition modeling
  • A plastic or metal wire is unwound from a coil, supplying material to an extrusion nozzle to form success layers

San Diego is blessed with hundreds of design engineering and product development companies, many of which have one or more types of Additive Manufacturing equipment. There is also a service bureau for Additive Manufacturing in Poway, Solid Concepts, which has all of the types of equipment. A few of the engineering design/product development companies with which we are familiar are:

A Squared Technologies

Clarity Design

DD Studio

D&K Engineering

Dynapac Design Group

Expertise Engineering

Fallbrook Engineering

Flex Partners

Leardon Solutions

Koncept Design

Redpoint Engineering

Triaxial Design

In addition, there is the MakerPlace in San Diego, which inventors and entrepreneurs can think of it as their “dream” garage shop for developing and producing their own products. It is a place where they can use a variety of fabrication equipment & tools to work on projects:  Woodworking, metalworking, electronics, embroidery, sewing and specialty tools such as 3D printers, laser cutters and engravers. There are even

“incubator” offices upstairs for businesses to operate out of the same building as the fab shop.

Training to meet Manufacturing Skills Gap

In 2011, the U.S. Bureau of Labor statistics estimated that 2.8 million, nearly a quarter of all U.S. manufacturing workers, were 55 or older. The improvement of the manufacturing industry has been a mixed blessing because as more skilled workers are needed, the supply is limited because baby boomers are retiring or getting close to retirement. “The oldest baby boomers turned 65 on Jan. 1, 2011, and every day thereafter for about the next 19 years, some 10,000 more will reach the traditional retirement age, according to the Pew Research Center.” What makes the situation worse is that there are not enough new ones to replace them because the subsequent generations were smaller and fewer chose manufacturing as a career.

This has resulted in an insufficient number of workers trained for advanced manufacturing jobs. Modern manufacturing is highly technical and requires understanding and proficiency in a wide variety of competencies. In the past 15 years, the manufacturing industry has evolved from needing low-skilled production-type assembly workers to being highly technology-infused. Thus, it is more of a skills gap in the specific skills needed by today’s manufacturers than a shortage of skilled workers.

A key component has been the development of the (National Association of Manufacturers) NAM-Endorsed Manufacturing Skills Certification System—a system of stackable credentials applicable to all sectors in the manufacturing industry. In June 2011, President Obama announced that the Skills Certification System was the national talent solution for closing the skills gap and addressing this key issue for American manufacturers. The Society of Manufacturing Engineers (SME) Education Foundation leads in encouraging youth to get involved in manufacturing technologies through STEM-related activities in the K–12 levels, as well as supporting and advancing the Certification System for manufacturing skills.

San Diego is fortunate to have more opportunities for training in manufacturing skills than many other regions as shown below:

  • San Diego City College – AA degree in Manufacturing Technology, Machining Certificate
  • SDCCD Continuing Education Center – metal fab, welding, plasma cutting
  • Miramar College – biotech/biomedical lab technicians
  • Mira Costa College – Machining Certificate
  • San Pasqual High School – two year machining program
  • Chaparell High School (Charter) – two year machining program
  • Quality Controlled Manufacturing Inc. – machining training and apprenticeship
  • Workshops for Warriors (non-profit) – machining, sheet metal fab, welding, programming

Licensing vs. starting a company

As a member of the steering committee for the San Diego Inventors Forum (SDIF), I have noticed that in the last two years, more inventors are planning to license their technology vs. starting a company (probably about 70%) compared to about 50% previously). However, this trend doesn’t hold true for CONNECT’s Springboard program for entrepreneurs according to Ruprecht von Butlar. In an interview, he said, “The demand for the Springboard program has stayed consistent over the past few years, but the composition has changed ? more technology, biotech/biomedical, and life science. All of the entrepreneurs in their program have either already formed companies or plan to form companies rather than licensing their technology.”

I also interviewed Dr. Rosibel Ochoa, Executive Director of the UCSD Jacobs School of Engineering von Liebig Entrepreneurism Center, and she said they have 30 teams in their program, and all of them plan to start companies rather than licensing their technology.” The Center serves UCSD professors, graduate students, undergraduate students, and alumni. The professors are the only persons more interested in licensing their technology rather than leaving UCSD to be part of a team to start a company.

The difference between the Inventors Forum and the other two programs may be the fact that most of the inventors coming to our meeting in the past two years have been in the “Baby Boom” generation, now between the ages of 48 – 68, and they may realize by now that they don’t have the entrepreneurial skills to found and develop a company. Also, many of them are serial inventors, who enjoy the technical part of inventing a new product, and then want to go on to working on their next invention. Many of the under 40 inventors seem to be more interested in starting a company.

Outlook for 2014

Positives:

–     Reshoring is creating more manufacturing jobs and generating more regional GDP

–     Additive manufacturing is accelerating development of new products

–     Broad access to skills training is available in San Diego

Negatives:

–     Unknown economic impact of Obamacare for manufacturers because of employer mandate

–     Possibility of full sequestration being restored to pay for extending unemployment benefits

If the current military/defense budget remains in effect without the restoration of full sequestration that affected San Diego adversely last year, this year should be better than 2013 for local manufacturers. All of us in San Diego’s manufacturing industry certainly hope so.

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Posted in Economy, Jobs, Manufacturing, Reshoring, Training | No Comments »

What is a Secret to the Success of Indiana Manufacturers?

Tuesday, November 5th, 2013

Many companies in Northern Indiana were hit hard by the recession and the dramatic downturn in the auto industry, but some manufacturers were able to weather the storm, recover rapidly, and resume good growth well before the rest of the country. Manufacturing in the U.S. is undergoing a renaissance, and Indiana ranks as the top state where manufacturing contributes the most to the nation’s total economic output. For example, Northeast Indiana’s medical device companies control 34 percent of the worldwide orthopedic market, translating into $12 billion in revenues. They are market share leaders in the $37 billion orthopedic and biologics industry, and combined together, they control 60 percent of the worldwide hip replacement market and 64 percent of the worldwide knee replacement market. Three companies shared their stories with me in recent interviews.

Micropulse Incorporated

I interviewed Brian Emerick, CEO, who founded Micropulse in 1988 and is the sole owner of the company. The company now manufactures from a state-of-the-art 100,000 square foot facility with over 200 employees next to the farmhouse where it was originally started.

Micropulse prototypes and manufactures the most demanding instruments and implants in the medical device industry. They don’t have their own product line and make custom parts for OEMs. They are a contract manufacturer selling to the orthopedic industry. About 50% of their business is spine related, and the rest is a mix of hip, knee, and other joint implants.

Their employees have been trained in “Lean manufacturing” principles and tools using the local Manufacturing Extension Program and courses at the local community colleges. They have several Black Belts now on staff, and they do regular Kaizen events and utilize Six Sigma practices and tools. Their quality system is certified to ISO 13485.

Brian said, “We started being impacted by competition from offshore, especially China about 10 years ago, but business is coming back. Some of our bigger customers like Johnson & Johnson and Zimmer set up plants in China. We do more work with smaller companies that don’t have their own plants in China because the quality requirements for implants are too stringent to use Chinese contract manufacturers.”

They were flat in 2009 during the recession, but the orthopedic industry as a whole was down about 25%. They have great customers and started growing again in 2010. Their growth since has been about 10% per year. They recovered by not buying much and cutting expenses.

They spend about $2 million per year buying new equipment and updating software systems. They are considering adding another 60,000 sq. ft. within the next 18 months.

Brian said, “The secret to our success is the employees that make up our team. We have a solid workforce with very low turnover and have quality customers.”

C&A Tool

Richard Conrow founded C&A Tool in 1969 in a garage in Churubusco, Indiana as a tool and die operation with 10 employees. C&A Tool is a poster child for the manufacturing revival in the U.S. As a privately held company, C&A Tool has continued to add jobs, machinery and square footage each year. Having sustained 44 years of economic ups and downs, the company has grown to employ more than 530 people with 750,000 square feet of manufacturing space.

I interviewed Rob Marr, V. P., who said, “Our services are contract machining and high precision grinding. We don’t have our own products, but do a lot of prototype and development for our customers.” They bought Direct Laser Sintering equipment to be able to do Additive Manufacturing, also known as 3D printing, which utilizes 3D CAD data to produce a part. In the case of C&A Tool, the parts are metal, not plastic, made by Direct Laser Sintering. This technology produces metal prototypes and production parts in a matter of hours.

Their main markets are:  orthopedics for instruments and implants, automotive, electric motors, fuel systems, and aerospace. The company currently has four facilities and has invested in new capabilities, adding new equipment to support jet engine, power generation and industrial markets. This market mix means that they are ISO 9001:2008 certified, as well as TS949, AS 9100, and ISO 13485 certified.

Training the next generation of manufacturers is critical for the future. Rob is passionate about educating the manufacturing workforce, the general public, and his local community that manufacturing is not the dark and dingy days of our forefathers. For the past 36 years, C&A Tool has partnered with the local high schools to offer part time jobs to more than 60 students during the school day that allow them to have on the job training and transition from the classroom to the workplace more seamlessly. In addition to training high school students, the company brings in math teachers to show them the real world of manufacturing.

They have been impacted by competition from offshore, especially China, but have been getting business back for a couple of years. They compete more with Europe than China because of their high precision machining and grinding.

They were impacted by the recession, particularly their automotive business. During part of 2009, their business was down by 40%. New development was down, but they didn’t lay off any one and even bought another facility in 2009. They did not do anything special to recover, just continued their business culture.

They focus on investing heavily in capital equipment and software every year, even during the recession. They buy new equipment as their motto is “to maintain an excess capacity of square footage and equipment, even if it doesn’t have the customer base to support the investment at the moment to be able to take advantage of new opportunities.”

Rob said, “The secret to our success is that our founder laid a foundation for the company with the right people and equipment. We have evolved over the years. It really comes down to the people and allowing them to succeed and learn from their mistakes. We do what’s right by investing in people and equipment so our employees can take pride in their work and we elevate the industry.”

Forest River Inc.

Forest River was founded in 1996 by Peter Liegl. He foresaw an RV company dedicated to helping people experience the joy of the outdoors by building better recreational vehicles. After purchasing certain assets of Cobra Industries, the company started manufacturing pop-up tent campers, travel trailers fifth wheels and park models.

Continually growing, Forest River now operates multiple manufacturing facilities throughout the Midwest and West coast producing motorized Class A, B and C vehicles, travel trailers, fifth wheels, pop-up tent campers, park model trailers, destination trailers, cargo trailers, commercial vehicles, buses, pontoons, restroom trailers and mobile offices.

They were acquired in 2005 by Berkshire Hathaway, but Mr. Liegl has remained the CEO. Forest River shares 80-81% of the industry with two other companies, leading with a 35% market share.

Doug Baeddert, GM of 14 operating units, said “We don’t sell direct to the public; we sell through dealers focused on their main markets of recreation, commercial businesses for vehicles, pontoons, and mobile offices, and municipalities for buses and restroom trailers.”

Their plants are non-union, and 85% of all production occurs in Indiana. The industry is an assembly-based industry not a vertical industry. They rely on their suppliers and are basically an “assembler” of parts, components, and assemblies that are manufactured by their vendors. For example, many of their wood assemblies are made by small Amish wood shops that are located in Northern Indiana.

They have not been impacted by offshore competition for their products, but over the last 15 years, the imported content of their vehicles has grown. It reached a peak a couple of years ago and is leveling off now.

Doug said, “In 2008-2009, there was a 33-34% reduction of manufacturing of RVs industry-wide. The consolidation of companies has been healthy and good for the financial stability of our industry. There has also been a consolidation of dealers so there are about one-third fewer dealers than prior to the recession.”

During the recession, they didn’t cut any salaried or sales personnel because they weren’t top heavy. They downsized some of the production workforce, but not significantly. They haven’t noticed any effect from sequestration nationwide, and their growth is up 40% this year.

They don’t have a formal budget for investing, but they are continually doing new product design and improving their existing products. Each division is autonomous in product development and is very entrepreneurial, innovative, creative, and visionary in their design work for new products. They can make minor changes from concept to prototype in as little as three days. However, a major technology change, particularly vehicles, can take up to a year.

Doug said, “The secret to our success is the right leadership of our founder, Pete, our people, our products, and our processes. We give enough rope to our people to succeed or fail and have a very low turnover.”

In answer to my question about their secret to success, they all said their core competency as a company is the talent and expertise of their people from management on down the line, not just their equipment or facilities. My own experience in business and as a writer has convinced me that it is the team of people that make up a company that is the key to its success or failure. These stories are examples of achieving the American dream of being a successful entrepreneur.

 

Posted in Economy, Manufacturing, Reshoring, Training | No Comments »

Fall Trade Shows Provide Nearsourcing and Reshoring Opportunities

Tuesday, October 1st, 2013

Since there is no IMTS show being held in the United States this fall, and FABTECH, to be held November 18-21, 2013 at McCormick Place in Chicago, IL is a long way from southern California, the best opportunities to attend a manufacturing trade show for southern Californians are:

Design-2-Part Show – October 9-10, 2013 – Pasadena Convention Center

WESTEC – October 15-17, 2013 – Los Angeles Convention Center

The Southern California Design-2-Part Show attracts thousands of design engineers, manufacturing engineers, managers, and buyers to meet local and national job shops and contract manufacturers to source custom parts, components, and services. With over 175 exhibiting companies, this year’s show will be D2P’s largest show ever in Pasadena.
The show in Pasadena is one of eleven Design-2-Part Shows owned by the Job Shop Company that either have or will take place in 2013 in major manufacturing hubs within the United States. The show policy since inception over 38 years ago has been to exclusively feature job shops and contract manufacturers with manufacturing operations in the United States. Companies that do not have facilities in the U.S. are not permitted to exhibit.
I will be presenting a seminar titled “Returning Manufacturing to America Using Total Cost Analysis,” on October 10, 2013 at 11:30 am at the show. The one-hour session is free to all show attendees of the Southern California Design-2-Part Show.

The Job Shop Company’s press release states:  “Ms. Nash-Hoff’s presentation will cover how supply chain dynamics, labor costs and fuel costs are changing the status quo. She will present a true understanding of the “Total Cost of Ownership” (TCO) concept including what most executives miss when analyzing TCO. The highlight of the presentation will be several real case success stories of companies that have returned work to the U.S. from offshore suppliers and the lessons that are learned from these real world practitioners.”

“Having Michele Nash-Hoff speak at our design and contract manufacturing show is a perfect fit,” said Jerry Schmidt, President of the Design-2-Part Shows. “Attendees can hear Michele justify bringing work back to the states and then they can walk the show floor and find the high-quality U.S. suppliers they need to solve their challenges.”

“Michele Nash-Hoff is President of ElectroFab Sales, a manufacturers rep agency, and author of Can American Manufacturing Be Saved—Why We Should and How We Can. Her blog articles appear on the Huffington Post and Industry Week magazine’s blog.” For the past two years, “Ms. Nash-Hoff has been speaking on behalf of The Reshoring Initiative, a nonprofit, industry-led organization dedicated to bringing work back to the U.S. from overseas. The Initiative is achieving its goals by helping manufacturers recognize that local production or sourcing may actually reduce their TCO (Total Cost of Ownership) of purchased parts and tooling. The Reshoring Initiative was founded by Mr. Harry Moser who was named to Industry Week magazine’s Manufacturing Hall of Fame in 2010 for this work.

Admission to the Southern California Design-2-Part Show is free to qualified industry professionals. For more information or to register for the show, visit www.D2P.com.

If you don’t live in southern California, don’t miss one of the other regional Design-2 Part shows still coming up. The rest of the fall schedule is:

Marlborough, MA            October 30-31

Covington, KY                November 20-21

WESTEC 2013 – October 15-17, 2013 – Los Angeles Convention Center

WESTEC is produced by SME (formerly the Society of Manufacturing Engineering.) Now, SME connects all those who are passionate about making things that improve our world. As a nonprofit organization, SME has served practitioners, companies, educators, government and communities across the manufacturing spectrum for more than 80 years. Through its strategic areas of events, media, membership, training and development, and the SME Education Foundation, SME shares knowledge to advance manufacturing. SME works together to make the future through exciting, interactive face-to-face events such as tradeshows and conferences, SME events serve as the manufacturing industry’s vital conduit. SME creates opportunities for people to showcase innovation, share knowledge, grow their businesses and build relationships

WESTEC has always been the West Coast’s “can’t miss” event, a technology showcase that helped generations of manufacturers grow their businesses. WESTEC is the region’s definitive manufacturing event and returns to the Los Angeles Convention Center Fall 2013 redefined and with renewed commitment to area industry.

The show is a true manufacturer’s think tank where creativity, vision, and strategy join forces to spotlight the promise of groundbreaking products for vital global markets. This is where you can meet experts who can help apply cutting-edge equipment, make sense of lean methods, and manufacture with composites, titanium, or other advanced materials.

WESTEC is where collaboration starts – a place to network, form relationships, and build partnerships. It is where technology takes center-stage, putting new developments, integration, and solutions right into your hands.

WESTEC is a showcase for the latest innovations from the leaders in manufacturing and where you can experience the people, technology and innovation that are redefining the future of manufacturing. Many technology breakthroughs of recent decades were unveiled at WESTEC.

The very latest technologies – from software, cutting tools to multi-tasking machines will be on display from top international equipment manufacturers. Plan to participate in WESTEC by registering at westeconline.com.

Another opportunity for manufacturers in the San Diego region to find local vendors is provided by CONNECT’s Nearsourcing Initiative, which focuses on assisting San Diego companies in need of outsourcing to take a closer look at our region’s local outsourcing cluster. The program includes workshops that educate our region’s innovation entrepreneurs on the benefits of contracting with local manufacturers, including reduced time to market, increased innovation and reduced risk and costs; and to assist San Diego innovation companies in need of outsourcing to Innovate Locally, Grow Globally – to connect and contract with qualified San Diego production resources.

The program ensures that business is not offshored unless necessary and keeps economic growth and job creation in our local region—which can be found in these case studies. The program also includes initiatives to market San Diego’s production capabilities and help local supply chains network, innovate and compete internationally. You can find more details on the program as well as access to the San Diego outsourcing community through The Connectory and the CONNECT Resource Guide.

The CONNECT Nearsourcing Initiative is led by a Steering Committee of Production Cluster leaders including Sharp HealthCare, D&K Engineering, Althea Technologies, Pharmatek Laboratories, Invetech, DD Studio, Leardon Solutions, BioLaurus, Solekai Systems, Clarity Design, the East County Economic Development Council, which owns and operates the Connectory – a database of 5,600 local production companies, the San Diego Regional Economic Development Corporation and intellectual property experts from Sheppard Mullin and Sughrue Mion.

There will be a Nearsourcing trade show in conjunction with the Connect with CONNECT networking event on October 30, 2013 from 3:00 pm – 5:00 pm at the offices of Knobbe Martens Olsen & Bear, 12790 El Camino Real, San Diego, CA 92130. You may register at http://connect.org/events/

I urge you to take the time to attend one of these events this fall if you are in the San Diego/southern California region. Now is the time to get on the bandwagon early to find local sources to “nearsource” or “reshore” by bringing back manufacturing to America. Hope to see many of you at one of these events!

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Posted in Innovation, Manufacturing, Reshoring | 1 Comment »

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