We all know that a vested interest in the future is what keeps businesses operating. What better way to showcase your investment than working in a green building? Not to mention, the employee perks associated with green building: cleaner indoor environmental quality, more natural lighting, green cleaning products, etc., all of these components contribute to the wellness, health, and productivity of your employees. Helping them stay happier and productive longer.
How do you break through the clutter? Literally. That’s our problem as we commence a new campaign for mining equipment. Here’a a peek behind the creative process.
Winners of the “Play Ball Raffle” are:
George Mahama, MUC
Dave DiPilla, JWK Technologies
Clark Noland, BarrelMover 5000
Duane Patnode, D-A Lubricant Company
Bill Ganger & Girish Dubey, Star Inc.
Dennis Zeiger, Polydeck Screen
Mark Strader, Phoenix
Rob Dietrich, Halma Holdings
To claim your two tickets please leave a reply or contact Chuck Lohre, cell 513-260-9025, [email protected]. Thanks for playing.
At first, we thought some great photography of their employees would stop everyone on the page. Photos of people are always effective in that respect. Even if the person’s face is no larger than a postage stamp, eye-tracking software proves it makes viewers stop and look. But we’re not the only creatives to note that — it’s why there are (reliably) a dozen or so such ads in every industry pub. Testimonials from customers are better but don’t hold your breath if your under deadline. Photo courtesy Art Dickinson Photography.
A Northern California, USA, processor in operation since the mid-1920s, processes barium ore into various barium compounds. The mineral is obtained primarily from holdings in Nevada. The company set out to find a more efficient screening operation for barite ore, barium oxide and barium carbonate.
At that time conventional 3 ft. x 5 ft. rectangular screens were in operation. Two different models of the SWECO Vibrating Screen Separator are now in operation at the California Plant.
Using a 48” diameter SWECO Separator the company now screens barite ore weighing approximately 180 pounds per cubic foot at the rate of 10 tons per hour output at minus 10 mesh fraction. The separation is performed on a 6 mesh stainless steel wire cloth (opening of .1318 inches, 3360 microns) and a 10 mesh stainless steel cloth (opening of .0742 inches, 2000 microns). The desired product is taken at minus 10 mesh.
Barium oxide grinding material is fed through a SWECO single-deck unit at the rate of 2 tons per hour. The separation is made on a 40 mesh stainless steel cloth (opening of .0185 inches, 400 microns). The plus 40 mesh fraction is desired.
A single deck unit with dust cover is used to screen lamp black for consumption within the California Plant. A single deck SWECO Unit with 20 mesh stainless steel cloth (opening of .0340 inches, 841 microns) is used and the minus 20 mesh is the desired product used in a closed circuit with mill.
The SWECO Vibrating Screens Separator are gyratory in principle in that the material is tumbled around, across and vertically on a horizontal screen cloth. More than one cloth can be “decked” one above the other. The cloth is mounted especially on tension rings which in turn can be rotated 45 to 90 degrees at intervals. The company thus extends screen cloth life considerably.
See SWECO at the 2016 International Production & Processing Expo (IPPE), http://ippexpo.com/. January 26-28, 2016, Atlanta, GA, Booth 7948.
This post was originally posted in SWECO’s LinkedIn Group, SWECO Screeners, Sifters and Separators, strictly an application forum for industrial screeners, sifters and separators. It has over fifty members from around the world. We promote membership with inexpensive LinkedIn ads directed to the over 8,000 LinkedIn members with job titles that fit our audience. Visit the group to learn more.
Are you getting the most out of your trade show presence?
By Jim Beckwith, Metalcasting Design & Purchasing
Many metalcasters utilize trade show exhibits as part of their marketing plan. Trade shows are a proven source of tangible ROI in the form of leads, and they continue to grow in popularity. But exhibitors often fail to realize the full potential of trade shows.
Below are some of the key mistakes made by exhibitors at trade shows. See if you recognize any.
Substandard Visual Presence. There’s nothing like the feeling that every other exhibitor simply looks better than you. This isn’t usually an issue at Cast in North America, where there are always one or two booths staffed by one person with only a briefcase full of castings and pamphlets. Don’t be that guy.
No Show-Specific Sales Strategy. Many of us have been to shows where a return visit to the same booth gets us completely different information. This confuses and irritates prospects. Coordinate with booth staff before and during the show to ensure everyone is staying on message.
Too much “Hard Sell”. If your company is indexed thoroughly in all show programs and related materials, potential customers will seek you out. You’re unlikely to pick up business from the kind of customers you want by getting out in the aisle and invading their personal space. Encourage booth staff to be approachable without being overly aggressive.
Wrong ROI Metrics. Leads are the most visible and important measure of ROI for your exhibit at the show, but don’t forget about the intangibles. You’re improving your visibility and branding, as well as providing your sales staff with valuable “face time” so they can fine tune their approach.
Exhibiting in a Vacuum. Shows are an important component of a marketing plan, but they can’t be the only thing you do. Your comprehensive year-round marketing plan feeds into your successful trade show exhibit, and vice versa.
(Non-Exhibitors) Ignoring the Show. If you’ve made the decision not to exhibit this year, don’t simply ignore this year’s show floor. The best way to learn do’s and don’ts for show exhibits is to see what your competitors are doing.
For more tips on how to get the most out of your trade show exhibit, take a look at this excellent article from Entrepreneur Magazine. As a veteran of many relevant industry trade shows, I’m always happy to provide feedback on anything from best practices to comprehensive marketing strategy. If I can be of assistance, feel free to reach out!
Wed, 03/09/2016 - by Kaylie Duffy, Associate Editor, @kaylieannduffyThis blog originally appeared in the March 2016 issue of Product Design & Development.The media often portrays the present world as a war-torn planet on its way to self-destruction. Images of poverty,…
Article snippit from April 2016 VALVE Magazine. By Kate Kunkel, Senior Editor. Greg Johnson president of United Valve also contributed.
The U.S. food industry is forecast to grow at a steady rate of 2.9 percent compound annual growth rate through the year 2022, according to a recent report from PMMI, the Association for Packaging and Processing Technologies. The fastest growing two segments are meat and snack foods.
The 2016 Food Packaging Trends and Advances also reported that the U.S. trails the global market-global growth is forecast at almost twice the U.S. rate. The report says overall growth of the food industry, including food packaging, is driven by emerging markets such as Argentina, Brazil, China and India. It also says that the most innovative food industry segments (snack food, meat, fruits and vegetables, and pet food) are using tools such as films that keep products fresher longer, recycled or biodegradable materials for packaging and single-service portioning.
(Lohre & Associates specializes in marketing food processing equipment, this new product release for our client Roto-Disc is appropriate for this topic so we added it to this post. Currently we are researching economic predictions for future posts on the food, chemical, primary metals and warehousing industries. They will be posted during the Powder Bulk Solids Conference in Chicago next week.)
Roto-Disc, Inc., now offers a full-range of process transitions that make the task of mating equipment and piping with non-matching dimensions easier and quicker. Now the dry process industry has a selection of piping, flange and duct transitions available from stock, eliminating the time, expense and hassle of specifying, designing and fabricating transitions from scratch.
Among the many options available are round-to-square pipe transitions, square and conical reducers, flexible stub adaptors and sanitary pipe/tube extenders with clamp ferrules. Transitions are available with flanges on one or both ends as are flangeless/weld stub transitions. The entire line can easily be adapted to meet custom take-out space requirements and flanges can be drilled to suit. Custom shapes such as offset/oblique, rectangular and double-cone types can also be provided upon request.
Typical materials of construction include type 304 & 316 stainless steel, abrasion resistant steel (AR400), mild steel and Hastelloy but many other materials are also available. Various finishing options are also available including mechanical & electro polish, nickel, chrome & tungsten hardfacing, polymer coatings & glass-bead blast.
(Thanks to Reva Russell English of MakeTime “Buy & Sell Machine Tool Time Service Site” for some good thoughts on the state of manufacturing today. Go to their site. As part of the scavenger economy, buying and selling spare machine tool time is a great idea. At least there are no barriers to entry as AirBnB has. Every time I stay at someone’s home, they tell me to say “I’m a friend” if anyone asks. My sister-in-law stopped making $1500 a month because their insurance company wouldn’t insure their home if they continued.)
If all you knew about U.S. manufacturing were gleaned from today’s pundits and presidential candidates, you’d think the entire sector was being fitted for its coffin. While it’s true challenges exist, things are not as grim as they’re made out to be.
No, American manufacturing does not directly employ 20 percent of the country’s labor force like it did during the late 1970s, but it’s output has never been higher. The planet is full of “Made in the USA” products, and if U.S. manufacturers and suppliers play their cards right, it will get fuller still. In order for that to happen in a sustainable way, however, the breakdown of trust between American manufacturers and suppliers must be addressed.
TRUST IS A PRACTICE …
Trust first began to falter between U.S. suppliers and manufacturers during the 1980s when offshoring went mainstream. While American companies had long engaged in foreign direct investment to be closer to foreign markets and materials sources, the ‘80s ushered in offshoring as a cost cutting measure. By outsourcing manufacturing to countries with cheap, unregulated and non-unionized labor, fatter bottom lines were almost immediately achieved.
Back stateside, U.S. machinists and factory line workers lost their jobs. Factories and shops closed. In some instances, whole towns were basically gutted and left for dead. The suppliers still standing funnelled their little remaining power into making the RFQ process even murkier in order to ensure they made as much money as possible when jobs did come their way. The breakdown in trust was well underway, and it would only get worse in the coming decades.
… SO PRACTICE IT WE MUST
Of course, believing U.S. corporations and suppliers should have — or could have — acted otherwise given the circumstances is to misunderstand the nature of business. The pursuit of revenue and the complementary cutting of costs are always a company’s first order of business, regardless of its mission statement or on which side of the manufacturing coin it finds itself.
Instead of expecting CEOs to choose lower profit margins by keeping costly shops and factories open across America’s heartland on principle, manufacturers and suppliers could have joined together to lobby for policies that incentivized the making of U.S. goods in the good ol’ U.S. of A. Instead of expecting shops and factories to willingly price themselves into the basement in order to get jobs they’d only lose money on, manufacturers and suppliers could have worked together to increase overall domestic competitiveness and productivity.
If that sounds like a pipedream, consider how high the costs of offshoring actually are.
Beyond the domestic job loss, as an executive from a large corporation put it in an article for the Harvard Business Review, “I don’t think people realize when they make the offshore decision that it is really a commitment to freeze the product. There is no way to make rapid design changes and product updates at a remote location.”
That’s a quote from 1988.
THE DISTRIBUTED DIFFERENCE
In today’s fractured, fast and just-in-time marketplace, offshoring as a cost cutting measure makes even less sense than it used to. Why cut costs making products in China today if the market you’re serving in the U.S. changes its mind about what it wants to buy tomorrow? From fluctuations in shipping expenses to a regional coup d’etat that disrupts your supply chain, offshoring can actually cost thousands — if not millions — of extra hours, dollars and customer complaints.
With a well-executed distributed manufacturing model that moves beyond the RFQ with visibly aligned prices and costs, both U.S. manufacturers and U.S. suppliers stand to win and win big. Thanks to America’s skilled and highly productive suppliers, manufacturers can bring products to market just-in-time, no matter how fickle the consumer gets. Thanks to that ongoing investment in real dollars and cents, the skills and productivity needed to keep bringing products to market just-in-time will keep being available, too.
At long last, it’s become clear that U.S. manufacturers’ and suppliers’ goals are in alignment. Today’s consumer wants it now, in slate gray or coral —no jade — with 20-inch rims and an already-charged battery. Without a network of suppliers able to handle that kind of quick and granular manufacturing on-demand, manufacturers will lose, and if that happens, they’ll take even more jobs with them.
It’s time to bring more manufacturing jobs home — not because of sentiment, but because it makes good business sense for everyone involved. What’s good for the goose is localized and distributed manufacturing. It also happens to be good for the gander. Finally, everyone is starting to realize it.
MakeTime is a distributed manufacturing platform for U.S. manufacturers and suppliers. To find out how MakeTime can benefit your manufacturing company, contact us today.
Here’s an excerpt from another blog post about one of our clients that have also successfully navigated the tough times in manufacturing.
“Heinz Loosli, CEO of Feintool International Holding discusses the strategic advantage of Feintool in this interview for its customer magazine. In response to a question about the company’s recovery from the automotive industry decline in 2009, he answers, “We brought new, innovative products to market, we have played more to our strengths and in doing so achieved some great successes in the market. We have also improved our ability to complete by implementing measures to increase efficiency. It is important to appreciate that it is not a case of one-off actions but ongoing commitment that will ensure our company has a successful future. The motto is: achieve more with less. We are constantly working on this…” This statement reflects both the company’s equipment’s strategic advantages but also good business practices. Feintool’s metal part-making equipment takes plate steel and produces parts that are assembly ready without post machining. Their machines achieve more with less material and processing — Loosli is using the same analogy for the company’s management practises. You can download the entire Feintool magazine here. For the North American edition, Lohre & Associates wrote two articles, edited and printed the publication here in Cincinnati. We are honored to work with Feintool’s Cincinnati offices and we feel the company’s marketing communications are equal to Deloitte’s.” Read the entire post.
From Chemical Engineering Magazine, Webinar June 14, 2 p.m. EDT, $95
This webinar examines the current status of the U.S. chemical industry as well as its outlook over the next several years. We will start with examination of the economic environment, with further emphasis on housing, light vehicles and other important end-use markets. We will then focus on: 1) basic chemicals and synthetic materials; and 2) specialty chemicals.
Our premise is that fortunes of the former segment represent a supply driven gain in output, the result of the shale gas revolution and the renewed competitiveness of the U.S. industry. Changing energy dynamics are playing a role and we will analyze the effects of low oil prices are having on competitiveness, uncertainty and the wave of announced investments. Our premise is that fortunes of the latter segment represent a demand driven gain in output, the result of the manufacturing renaissance currently underway.
We will analyze the effects of the current soft patch in manufacturing and how it affects the various specialty chemical segments. Of particular interest to those in process engineering and chemical company capital programs we will assess the unprecedented wave of capital spending (and capacity expansion) by segment, by asset, and by geography.
Kevin Swift, Chief Economist, American Chemistry Council
Dr. Swift is the chief economist at the American Chemistry Council (ACC) in Arlington, VA where he is responsible for economic and other analyses dealing with markets, energy, trade, tax, and innovation, as well as monitoring business conditions, identifying emerging trends, and assessing the economic and societal contributions of the business of chemistry. Prior to joining the ACC, Dr. Swift held executive and senior level positions at several business information/database companies. He started his career at Dow Chemical USA.
Dr. Swift is a member of the National Association for Business Economics (NABE), the Harvard Discussion Group of Industrial Economists, and the National Business Economics Issues Council (NBEIC). He is a member of The Wall Street Journal Forecasters’ Survey panel, NABE’s panel of forecasters, and a participant in the Philadelphia Federal Reserve Bank’s forecasters’ survey. He chairs the NABE Education Committee and for his service as a professional economist and contributions to the profession, he was elected a NABE Fellow. He was also one of the first to achieve NABE’s Certified Business Economist (CBE) designation.
Dr. Swift is a graduate of Ashland College with a BA degree and a graduate of Case Western Reserve University with an MA degree in Economics. He is also a graduate of Anglia Polytechnic University with a doctorate in business administration (DBA) degree and has completed studies at Harvard University and the University of Oxford. Dr. Swift is an adjunct professor of business economics for the MBA program at the University of Mary Washington. He is also a member of the Heritage Council of the Chemical Heritage Foundation.
VIEWERS WILL LEARN
The current status and outlook for the U.S. economy
The current status and outlook for the U.S. chemical industry and where opportunities lie within specialty chemicals and basic chemicals and synthetic materials
The current status of the wave of U.S. chemical industry capital spending
WHO SHOULD ATTEND?
Product managers and decision-makers
Market, planning and other analysts
About Lohre & Associates, Inc., Marketing Communications
Mission: To continually put in front of our clients the most cost effective methods of marketing communication.
Company Overview: Agency has provided clients with marketing strategy and execution since 1935. Whether it is through media and publicity, print media and advertising, trade show execution, photography, video or web site design, Lohre & Associates successfully integrates client needs and results.
Description: Full service advertising agency specializing in mechanical, chemical, food, electrical and sustainable building technologies. On May 5, 2011 Lohre & Associates’ offices was awarded the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) Platinum Certification. The office is in the top 4% in the world in their category and included in a GreenBiz post on the top ten Green Building projects in the world. The certification represents the company’s commitment to be a leader in advanced and sustainable building materials and services marketing. Learn more at http://www.gbig.org/activities/LEED-1000001850
Lohre & Associates, Inc. is an Industrial Marketing Company, serving local companies and in business since 1934. We know industrial businesses, and we offer quality in-person service for Cincinnati-area industrial businesses.
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