By Mike Bacidore, chief editor, Control Design, Nov 17, 2015 Data is everywhere, and many manufacturers have been collecting it for decades. But what are they doing with it? Can you collect enough data to create an analysis algorithm that…
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.
(Great article in the recent issue of POWDER BULK ENGINEERING by Dwight Rider, SWECO Global Product Manager for round separation. Every good process equipment marketer knows that if you take the time to educate a person new to the industry, they will remember you when they are looking for solutions to their problems.)
There is more to providing a solution for your application than simply purchasing new equipment. Purchasing a piece of equipment is easy: all you need is money and someone to sell it to you. However, the cost of purchasing the wrong equipment can exceed the money you spend on the equipment itself. Before you go and tens of thousands of dollars on capital equipment, there are many factors that need to be considered.
Testimonials alway tell the best story about your process equipment marketing and the editors can’t get enough of them!
In the case of separation equipment, some types of machinery can last decades. Buying the wrong equipment can have long-term consequences in the cost of consumables, lack of production, downtime, and other factors. For example, the amount of money spent on consumables alone could exceed more than half the cost of the unit. Separation equipment is typically integrated into a large system. By choosing the wrong separation equipment, you could be inadvertently creating a bottleneck that affects the productivity of the overall system. Quite often, the low-cost equipment option may be the costliest in the long run.
Round separators are one of the more common types of separation equipment. Aside from the obvious influences of equipment quality and performance, two of the more important attributes when considering an equipment manufacturer are application experience and local support.
Every separation application is different even if you are screening the same product. Application experience cannot be overlooked when determining which manufacturer you choose. If you expect to get optimum performance from your equipment, there are factors that must be considered, such as machine diameter, screen mesh type, number of screen decks, types of self-cleaning devices, proper surface finish, spout heights and sizes, and many more.
Unit selection and sizing for a particular application can be both science and art, and experience is critical to achieving satisfactory results. The manufacturer should come to your facility, review the application in person, and provide services such as on-site testing with a small demo unit if needed. If larger scale testing is required the manufacturer should be able to provide lab testing and detailed test reports to aid in equipment selection.
For applications similar to an existing one, the manufacturer should be expected to review the process on-site to ensure optimum efficiency of the separation process. New applications should be sourced from existing reference data for similar applications that can be used as guidelines. The equipment needs to be customized to be optimized for both performance and integration into the larger system. Finally, engineering drawings, structural loading information, 3D CAD models, and detailed customized operating manuals need to be available to the customer.
Installation, start-up, commissioning, and on-going support are major factors to consider when choosing a manufacturer. If these elements are not available to the customer, complications could arise from the start. It is extremely important to have an expert readily available in case problems arise not only in the beginning stages, but also through the life of the equipment.
The manufacturer’s local support can also provide equipment training for operators and maintenance personnel. Dynamics such as motor lubrication and change-out, screen changing techniques, electrical interface, start up and shutdown procedures, emergency shutdown, and proper separator clearances and just a few items that the users will need to know. Another function provided by local support is recommending spare parts and how to care for those parts. Spare screens are critical to the process, as they will have a big impact on minimizing downtime.
There are plenty of round separator manufacturers from which to choose, and there are a lot of factors to consider when making the choice. Simply buying the equipment based upon a selling price alone may cost you more in the long term. You need to be sure to consider the factors discussed, so you are finding an application solution rather than simply buying equipment. When you need aftermarket parts, technical service, or assistance with the next application, be sure to choose equipment from a practiced manufacturer who has the knowledge, experience, and support you will need to get the job done right.
Doug Rider is the global product manager for round separation for SWECO, Florence, Kentucky, USA. He has been with SWECO for 15 years in various roles, including manufacturing engineer, product engineer, and design engineering manager.
Learn more at the SWECO Technical Library, http://www.sweco.com/technical-library.aspx
President Obama has signed the Fixing America’s Surface Transportation (FAST) Act into law, a bill that sends a signal to the construction markets that five years of growth are ahead. (There's nothing like funding to make the sale. Here's to…
(We love educational material. It’s getting rarer and rarer for universities to offer classes on industrial processes. They are usually left to teach theory and let the greenhorn learn on the job. We’re writing a size reduction systems article for ROCK PRODUCTS. If you have any resources we can use, please send them on.)
From the Bulk Inside newsletter Dec 7, 2015 CHATHAM, KENT – A range of very popular and useful short courses designed specifically for the powder andbulk materials handling industry.
Our range of short courses is designed to equip delegates with the means to identify and overcome difficultiesthat may arise, saving time and increasing productivity.
Our experts’ in-depth knowledge as specialists in powders and bulk solids is complemented by their experienceacross all industries including, but not limited to, renewable energy, pharmaceuticals, process and chemicalengineering, recycling, food processing and mining.
In order to meet Industry’s changing needs, we continually update the range of courses to reflect current trends,hence the introduction of 3 new courses this year.
The courses are all held at our site in Kent, on the University of Greenwich campus.
2016 Course calendar 2 – 3 Feb: Advanced Course: Pneumatic Conveying System Design 4 Feb: Rotary Valves; Design Selection and Operational Issues 10 Feb: Electrostatics in Powder Handling 24 Feb: Powder and Dust Containment in the Process Industry 9 March: Network Security of Industrial Control Systems in the Process Industry –** new course 15 – 17 March: Storage and Discharge of Powders and Bulk Materials; includes optionalpractical session 6 April: Dust Explosions – How to Demonstrate DSEAR/ATEX Compliance 13 April: Caking and Lump Formation in Powders and Bulk Solids 26 – 27 April: Advanced Course: Design of Equipment for Storing and Discharging BulkMaterials 10 – 12 May: Pneumatic Conveying of Bulk Materials; includes optional practicalsession 24 May: Undesired De-blending and Separation in Processes and Equipment 7 – 8 June: Introduction to the Processing of Dry Solid Materials – **new course 28 – 29 June: Measurement of the Properties and Bulk Behaviour of ParticulateMaterials 5 July: Handling and Storage of Waste and Recycled Bulk Materials – **newcourse 11 – 13 Oct: Overview of Particulate Handling Technology; includes optional practicalsession 22 – 24 Nov: Pneumatic Conveying of Bulk Materials; includes optional practicalsession 13 – 14 Dec: Biomass Handling, Feeding and Storage
For full course details, course fees and terms and conditions, please visitwww.bulksolids.comDiscounts areavailable for group bookings and repeat attendances.
This article is published byThe Wolfson Centre for Bulk Solids HandlingTechnology “Providing Cost-Effective Solutions to Industrial Problems”
The Wolfson Centre for Bulk Solids Handling Technology is part of the School of Engineeringat The University of Greenwich at Medway, Kent, UK and has specialised in solvingmaterials handling problems since 1973.
AFTER SEVERAL YEARS OF GRADUAL PROGRESS, THE ECONOMIC STARS ARE ALIGNING IN FAVOR OF A MORE ROBUST COMMERCIAL ENVIRONMENT.
(The economy is booming, be sure you focus on the markets that are growing. Take Donald Trump’s advice, “Don’t get into an industry in decline.” Or don’t make the mistake we did, getting into Green Building Marketing right at the downturn. No problem, now we’re prepared. Chuck Lohre)
“WE EXPECT 2016 WILL BE A GOOD YEAR, WITH INCREASED consumer spending driving economic growth,” said Sophia Koropeckyj, managing director of industry economics at the research firm Moody’s Analytics. Why the sunny outlook? Economists point to a number of conditions favoring businesses: Higher employment, lower consumer debt, greater credit availability, and trimmed gasoline prices all lead to a more robust American economy. All should do their part to help en – courage stronger growth over the coming 12 months.
Performance in the retail sector is a critical driver for the American economy in general—and one in which economists see an improving picture in 2016. “We expect core retail sales to grow 5.5% in 2016,” said Scott Hoyt, senior director of consumer economics for Moody’s Analytics. That growth rate is notably faster than the 4.2% rate anticipated when 2015 sales are finally tallied. The 2015 experience was slightly better than the 3.9% growth of 2014. If Moody’s Analytics is accurate in its forecast, businesses can rejoice, as the anticipated rate is not that far off the roughly 6% increases retailers commonly enjoyed during the robust decade of the 1990s—as well as the period they fondly remember just prior to the Great Recession. What will drive the anticipated retail sales increase? Primarily higher wages, fueled by the growing number of people gainfully employed.
Businesses depend on a healthy economy to support strong sales. And one of the most important drivers of that is a robust housing construction sector that employs more people and generates more disposable income. “The ever-tightening market for new homes will likely spur stronger construction activity in 2016,” said Sophia Koropeckyj, managing director of industry economics at Moody’s Analytics. Indeed, housing starts are expected to rise 29.5% for the year, a considerable improvement over the 14.5% figure expected for 2015 when final numbers are tallied. (The rate for 2014 was 5.8%.) Why the spike in construction? According to Koropeckyj, the nation’s inventory of new homes has been falling steadily to the point where builders are now expected to perceive solid economic benefits in gearing up into higher production. The decline in inventory over the past year came about as builders held back from constructing new homes, concerned that consumer demand had not met expectations. That demand, in turn, was soft because, said Koropeckyj, “many young families saddled with mountains of student debt were opting to continue renting.” Granted, some conditions will have to be met before the housing rebound occurs. “The tightening housing market by itself does not guarantee a resumption of singlefamily construction,” noted Koropeckyj. “Household debt burdens will still have to fall significantly before buyers of new homes start to return to the market in strength. Even so, the U.S. recovery, with some outside help from low gasoline prices and consequently low inflation, is pulling that date forward.” The expected housing rebound should have a related effect: Home prices are expected to increase by only 2.9% in 2016, a deceleration of the 6.3% expected for 2015.
Of special importance to all businesses is the performance by one subset of the larger corporate world: manufacturers. Any growth in that sector has a dramatic effect on employment—and therefore on the economy in general—because manufacturing is heavily dependent on a skilled labor force. It seems that manufacturers are looking ahead to a 2016 that will match or exceed what has been a reasonably good 2015. “Conditions are positive but not robust or booming,” said Tom Palisin, executive director of the Manufacturers’ Association (mascpa.org). “Manufacturers are doing slightly better than they were a year ago. They are reporting low to moderate growth, solid orders, and a good backlog.” Low energy prices are favorable for the sector. Looking to 2016, Palisin said, “Members are cautiously optimistic.” A telling indicator of that optimism is a new initiative to bolster the workforce. “One significant change is a move by many companies to invest more in their training budgets,” said Palisin, adding that manufacturers are doing so in response to a number of conditions: an improving economy, several years of cost cutting that has led to a lean workforce, and a lack of available skilled talent combined with low unemployment. “Employers now seem more eager to retain the employees they have by investing in training of their existing workforce,” Palisin added. That will translate into higher salaries and still more disposable income in consumers’ wallets. Manufacturers will be helped by a growing availability of credit, which has loosened considerably since the tight years of the Great Recession. “Rates are low and banks are willing to invest,” said Palisin. “However, there has not been much demand for commercial loans because many companies have sufficient cash on hand to finance their growth needs.” Others, he said, have delayed capital investment due to economic uncertainty and a tough regulatory environment.
The most important contributing factor to a more robust marketplace, said Koropeckyj, is the growing health of the labor force. “Wage gains are now materializing across a number of industries and regions,” she said, noting that consumers will have more disposable cash to spend. Moody’s reported that unemployment fell to 5.1% in late 2015, a full percentage point decline over the level 12 months previous and a rate nearly identical to the 5% economists believe represents a condition of “full employment.” “While there is still slack in the labor market, it is declining quickly,” said Scott Hoyt, senior director of consumer economics for Moody’s Analytics. “At some point in 2016 the labor market should become tight, which should translate into faster growth in wages and consumer spending.” Indeed, Moody’s expects the nation to reach full employment by mid-2016 and the average unemployment rate during the fourth quarter of that year to be 4.8%. Gains in employment nationwide have helped create a population more confident of the future – and therefore more prone to spend. “Consumers have been feeling reasonably well,” said Walter Simson, principal of Ventor Consulting. Economists expect consumer confidence to continue to rise over the coming 12 months in response to a brighter employment picture.
A STRONGER ECONOMY
So just how good is “good” for 2016? That depends on how much consumers and businesses spend nationwide on goods and services. The faster the rise in that figure—the GDP—the healthier the economy. For 2016, Moody’s expects GDP to grow 3.25%. That’s considerably higher than the expected 2015 rate of 2.5%. The 2015 results, to be confirmed when the year’s sales numbers are tallied, were just slightly higher than 2014’s 2.43% growth rate. One big driver of the rise in GDP is expected to be an improving performance by large employers. Businesses of all sizes benefit when major corporations rack up healthy profits. Good earnings stimulate business expansion and an attendant investment in buildings and equipment. That generates still more business for suppliers, along with more employment and disposable income for consumers. In this area, again, the future looks rosy. “Corporate profit growth is expected to accelerate some 9.2% through 2016,” said Koropeckyj. That’s a considerable improvement over the results for 2015, when profits actually declined slightly as a result of the strong dollar (which weakened exports) and a decrease in energy revenues following a drop in commodity prices. Why the rebound? Moody’s is looking to a recovery in global economies, along with a diminished drag from the dollar, to help turn things around. Several factors, though, could cause a delay. “Our narrative rests on the assumption that wages and productivity will rise in lockstep,” said Koropeckyj. “But this may not hold. Productivity growth has been weak, allowing even modest wage gains to push unit labor costs higher.” Wage growth is likely to grow faster than productivity, she added, noting, “This would further compress margins and lower the outlook for corporate profits.”
Challenges remain. Businesses should keep an eye out for further developments in lingering issues such as the softening of European and Chinese economies, a volatile American stock market, and political gridlock in Washington. “Businesses prefer stability and consistency,” said Tom Palisin, executive director of the Manufacturers’ Association (mascpa.org). “Right now, we have anything but that.” Even so, signs point to continuing marketplace strength. “We think the economy should weather the current uncertainties,” said Hoyt. “A lot of our optimism centers on the strength in the labor markets.” A healthy jobs picture, then, should make all the difference in 2016. “Early in the year businesses should watch what is happening with wages,” said Hoyt. “If the labor market tightens as expected, that will lead to higher wages and more consumer spending.”
Perry is a business journalist based in New York City and a three-time winner of the “Value to the Reader” award from the American Bar Association. Reach him at [email protected].
Process Equipment Marketing is more like high level consulting rather than selling a simple industrial product like a fork lift or truck. The cost is usually higher and an ongoing partnership between the customer and the manufacturer needs to be part of the relationship.
One of the challenges I often hear from companies is this: “We know what new business activities we should be doing. We just don’t do them consistently.” Many times a company that knows it’s ideal customer doesn’t have the resources to make the cold calls needed to get through to the manufacturing engineer. This is where the internet can go to work. The internet can be your 24/7 technical sales person.
And that makes a lot of sense. New business involves lots of unglamorous and, frankly, unenjoyable activities. Stuff like: sales meetings, staying in touch with prospects, and applying just the right “nudge” to prospects who are making a buying decision.
In addition to being not a lot of fun, many new business programs are pretty disorganized: leads falling through the cracks, missed hand offs between sales team members and details from prior conversations lost or incomplete. But even if you did have it, trying to touch base exactly when needed (when the chief engineer goes back to researching esoteric keyword phrases to find a solution to a value added problem).
So if new business is unenjoyable and disorganized, is it any surprise that companies aren’t executing their plans consistently?
This post lays out a few ways that companies can build a process for new sales that’s organized and consistent. We can promise that this will make new business your favorite thing to do, it will help you execute and get better results. And that’s pretty fun.
1. Create a Plan
First things first: you need an overarching plan for new business. Before you invest in tactics, content, technology or anything else, create a plan. New business strategy and planning is a blog post all its own and there are lots of great resources out there to help you on this front, so I’m not going to dig into the details on this topic. Typically a plan is, “We need customers we can partner with, ones we can add value to the equation. We don’t want to compete on price.”
When you work with your customers, you help them build a manufacturing strategy and a plan before you start going into system plan and equipment. Your marketing plan is very similar.
In the internet world you need to do new business activities each week, several times per week. The purpose of this is to consciously choose your highest priority leads, opportunities and activities for the week and execute those.
2. Get a Customer Relationship Management (CRM) system (and Use It)
Leads: In an average month you probably come across a handful of new potential prospects. For instance, you come across an interesting company when reading an article, or a colleague at a networking event mentions a thought leader who you should get in touch with, or you discover a promising organization while doing a Google search. You need a place to park these leads while you research or reach out to them. Your CRM process should have a central place where you can store new leads while you’re in process of qualifying them.
Contacts: Once you’ve qualified a lead as a good prospect or partner, you need an organized way to keep in touch with them. That may involve “one-to-many” communication like newsletters or nurture campaigns, or “one-to-one” communication like personalized emails or phone calls. For each contact that you’ve qualified it’s important to have them categorized (or “segmented”) based on criteria like their industry, and their quality/potential. You probably have hundreds or thousands of contacts in your database: to create a personalized outreach plan for each is impossible. So we identify a few segments and then create an outreach plan for each. This allows for efficiency and organization.
Opportunities: Opportunities are the active deals that you’re working on. An Opportunity involves a specific piece of work: a project or a concept, and generally goes through a standard set of steps (for instance: initial meeting, proposal, negotiation, and close). A CRM can give you an overview of all the potential business on the table to ensure you’re proactively moving all of them towards wins, and to find trends in process after the fact.
Clients: Do you have a plan for keeping in touch with existing and former customers, and cultivating new business opportunities? Remember, new business doesn’t just mean new customers. A good start for your wear or replacement parts business list but those influencers in the company might not be the new process systems engineer.
Activities: Your CRM should provide you a dashboard of all your current activities. All your new business TODO’s in a single place.
Before you worry about automation, advanced metrics or new technology, get the fundamentals right: a simple system for managing your leads, contacts, opportunities, clients and new business activities.
3. Translate Your Goals Into Simple Metrics
What’s your primary goal for the year?
When you create your new business plan, you’ll of course spend time defining or refining your goals. Another smart technique is to define some simple business metrics to make sure your new business activities are on track to reach those goals.
For example, let’s say your goal is to grow revenue by 5% this year and start working with new OEMs.
The next step would be to answer these questions: How many new customers would you need to increase revenue by 5%? And how many well-qualified prospects do you need to land a new customer?
Let’s say the answer to those two questions are 2 and 10, respectively. Assuming you don’t lose any existing customers, you’ll need about 20 new well-qualified leads to reach your goal. Obviously this isn’t an exact science, but it’s extremely valuable to give you a general benchmark for the number of new prospects (or leads, or opportunities, or whatever) that your new business activities need to be generating.
If your analysis says you need 20 qualified leads to hit your goal, but you’re currently only generating 1 or 2 a year, you’ll need to adjust your new business efforts to achieve your objectives.
4. There’s marketing and there’s customer relationships
There are a few truths about new business: relationships are king, timing is everything, consistency is important, deals don’t close themselves/selling is required. Another key point about new business is this: You can’t keep in touch with everyone.
Sure, you can add as many resources as you like to media, trade shows and internet marketing, but when it comes to the One-to-One high-touch, personalized communications that are critical for new business, there’s a limited number of prospects you can keep in touch with.
Every company should have their “Top-20″ (or Top-12, 15, 18, whatever) list of ideal prospects that they proactively keep in touch with on a monthly (or more frequent) basis. We want to stress the importance of breaking down your overarching priorities into weekly priorities. If your goal is to keep in touch with everyone your Top-20 list once a month, that’s about 5 personalized contacts per week (or one per day). When you build that into your weekly or daily game plan that’s how you develop consistency.
5. Let the odds work in your favor
This decade is about marketing automation.
The purpose of marketing automation is to take work off the plate of the leadership so they can do the new business work that only they can do: building relationships and closing business. It’s a big topic that deserves more space than we can provide here, but there are a few questions you could ask to start thinking about the sales enablement process that you need:
What Is the Work That only I Can Do?: What are the new business activities that only I – the owner – can do effectively? What other new business activities am I doing that marketing automation could do (e.g. assigning tasks, integrating systems, recording notes/ entering data, searching through Sent mail, sending boilerplate emails, etc.)?
What Can I Delegate?: Who else in the company (or outside of the company) could take over the non-required tasks listed above? Is there someone in the company who can be responsible for marketing automation (i.e. a single person who is responsible for making sure the systems work, the data is up to date, the activities are getting done, the process is being followed)? This doesn’t need to be someone’s full time job, and it doesn’t need to be a senior person in the company. For instance, there could a junior sales person who has an interest and aptitude for process/systems work who would be great for the role of managing the CRM and sales enablement.
What Are The Handoffs Between Me and My Team?: Once you know the roles and responsibilities, it’s important to define the process for how people will execute their tasks and communicate. How will lead/prospect/opportunity ownership be assigned among the team? How will tasks be passed between team members? What are the criteria for qualifying a lead? What happens when the lead is qualified? What are the stages of your sales process and how are opportunities moved from one stage to the next? An effective new business process doesn’t just get the company more new business, it also takes work off the company executive’s plate.
New business efforts often fall short because of lack of consistency. It’s the classic story: Company A diligently keeps in touch with a Prospect for a few months, Company A loses track of Prospect for 6 months, Company A gets back in touch with Prospect only to find that Prospect just hired Company B. That’s no fun.
The companies that are able execute their new business program consistently over time have built processes to ensure that activities are planned out, prioritized, organized, delegated and measured. The process doesn’t need to be perfect, it just needs to be clear and followed by everyone at the company. 2016 is just around the corner. Make it the year that you achieve the new business results you know you can.
Here are some pointers for preparing a Food Engineering Field Report by Debra Schug—also known as an application story, success story or an application brief for our Dry Processing Technology section. (Application articles are the foundation of any food process equipment marketing campaign. Chuck Lohre)
A Dry Processing Technology Field Report describes a problem and its solution. It may involve any product used in the food processing industry; for example, feeders, screening equipment, size reduction equipment, mixing/blending, bulk bag filling & discharging, mechanical conveying, pneumatic conveying, dust control, weighing systems, storage systems, micro and macro ingredient handling systems, thermal processing equipment (ovens, dryers) packaging equipment, metal detection/magnetic separation, process control system hardware and software, and so on. If you’re not sure whether your product, application or service applies, please call and we’ll brainstorm it. See sample Dry Processing Technology Field Reports attached.
Absolute requirements for publication
A submittal must contain the following or it will not be used.
Body copy of 500 to 700 words
At least two end user (food processor) quotes: perhaps one describing the problem and one suggesting that he/she is pleased with the solution, which should be quantifiable. That is, for example, it saved xx amount of time, reduced energy costs by xx percent, or the process improvements increased OEE by xx percent.
If you are unable to get end user (food processor) quotes, we may still have interest in the application story. We use this version online and in our bi-monthly eNewsletter. Think of these stories coming from a well know cereal manufacture or leading snack producer perspective. We require the same information, without the processor quotes or references.
Name of user company and name and title of person being quoted at the user Company
Quotes from supplier companies will not be used, and will be turned into straight text when appropriate.
Photograph of product, service, software at the food processor’s site—not a straight
product shot! Photograph must be print quality; that is high resolution jpg at 300 pixels per inch (ppi). Recommended physical size is at least 5×7 inches. Do not send Web quality. Don’t forget a suggested caption and photo credit. You may send more than one photo. Do not savescreen dumps as jpg files! Use a non-destructive format (tif). Call for instructions!
Real name of a person, phone number and email at the supplier for more information
Please advise as to where this story may have already been published. If it has been used on a
competing publication’s website or in a printed magazine, we won’t be able to use it. If it’s been
published on a supplier’s website, we can use it as long as it’s not more than a year old. Obviously, if exclusive rights to use the story have already been given to someone else, please don’t send it to us. Please make sure of this first. Also, be sure you have cleared the story with the processor.
Please note: These stories are used on a FIFO basis (first in, first out). Publishing dates cannot be guaranteed, but complete submissions, of course, will be published before incomplete submissions.
Contact Debra Schug for more information: Debra Schug, Features Editor, Food Engineering,
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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