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Seems like a simple question, but it is often missed. How do you determine what to maintain? It starts with what you intend to keep. How do you determine what to keep?
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“Maintenance Again” is pronounced in many mills with a slight groan and downward inflection in the voice. In many CFO offices, the words “Maintenance Again” are recognized about as easily as any phrase in Klingon. By the way, you can translate “Maintenance Again” to Klingon—it is “leH jatlhqa” so don’t let the person holding the checkbook in your mill get by with feigning ignorance of the necessity of maintenance, no matter what language you use. I have been writing this column for over eighteen years and I have railed against the cheap maintenance managers for nearly fifty years. It is absolutely criminal to not do prescribed maintenance.
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Whether truck, rail, air or jitney, transportation companies often have a public relations problem.
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Throughout my career, I have seen lots of goods moved within many facilities' sites...
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Expecting a column on transportation here in February, you may have been slightly startled by this week's column title. This is the way cancer strikes, you are going along, minding your own business, planning what you'll do next and cancer rears its ugly head.
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We last visited transportation in February of 2019. What's new?
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I have seen few project engineers successfully transfer their skills between the two extremes of the paper industry. On the front end, we find incoming long wood, chippers, chip piles and so forth. At the other end of the business, we find printing and packaging lines with the daintiest of doodads, which must nevertheless work properly and flawlessly for long periods of time.
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If you have the corporate foresight to do so, leveraged buying can provide tremendous savings for the procurer and savings for the supplier as well.
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When you are in the trenches looking up, it is often easy to see the perceived capriciousness of capital budgets. Hence, as the project manager overseeing the actual project implementation, it is sometimes easy to be lackadaisical about the funding. Do this at your own peril.
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I have been around long enough to remember when retail interest rates were in the +20% range. At the time, corporations were not usually being charged at these levels, but they did reach into the mid-teens. The usual reaction at that point was not to do capital projects, but to wait. Even if corporations were self-funding, they often waited because they could make larger and safer returns with their money at interest in the bank. Today, interest rates are trivial, even for construction loans. Gone are the days when there was a sharp focus on construction interest costs.
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As we wrap up December's Power & Energy Emphasis, I want to offer a caution or two.
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I have admonished readers a number of times over the years not to demolish their fossil fuel-powered assets. Although they may be out of favor at the moment, history indicates nothing is ever permanent in the energy sector.
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Hydroelectric power has been a significant component in pulp and paper mills for over 120 years. Early modern paper mills quickly adopted electric power produced by streams near their facilities. It was a natural--the pulp and paper mills needed water and when the ability to generate hydroelectric power came along they quickly built dams and harnessed this renewable power.
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Solar cells are continuing to improve in efficiency. My best source tells me that within a few years, we will likely be seeing solar arrays of multiple layers, each layer tuned to a particular wavelength emitted by the sun. Why is this important now?
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I largely look at energy on a cost avoidance basis. Yes, we all want clean air (low emissions) but let's not go crazy following ideas that are not well proven scientifically (don't send me surveys on what scientists believe about energy consumption--people's opinions are not science). Nevertheless, when looking at places where energy is dear makes me realize we still have a long way to go to make our industry as efficient as possible.
If the problems with Innovation and Strategy are that we can never be certain as to how they will turn out, Creativity, the mortar that holds the other two together, suffers this fate in an even larger measure.
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There is the old children's story of the blind men describing an elephant. As the story goes each one of them walks around the elephant and feels different parts of it. As they do so, each has a different impression of what an elephant might be, based on the parts they touch. Some companies operate as the blind men did when it comes to setting a future course--their strategy. They are so lost in their myopic view of the world they miss the big picture.
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Many years ago, when I purchased a motorcycle, I wanted the equivalent of a "cruise control" for it. I shopped around and found this clever little mechanical device that fits on the right handlebar and gently locks the accelerator into position. With the flick of a handy little lever, you could turn it off. My cousin, a machinist, saw this and said, "I can copy that." I didn't let him. I think inventions should belong to the originator in perpetuity (I think we should still be paying royalties to the descendants of the inventor of tables and chairs--marvelous inventions in and of themselves). At least that is the way I used to think...
This is innovation and strategy month here at Nip Impressions. The sources of innovation (which can either lead or lag a strategic vision) are many. These days, it is popular to do innovation in an institutional environment with government or other deep pocket funding. That’s OK, however there is another way of which I am fond. That is when we do innovation out of necessity or when a bright entrepreneur has an “Aha!” moment. Here is one of those...
In my travels this past spring and summer, I saw the matters I described in these four columns. In fact, I saw a lot more than I have had space to share. The urban settings were difficult enough, but what really struck me was one rural scene I saw and with which I have a history.
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The question for this week gets a bit tougher as we look at quality in a different way.
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We talked about lobbies last week. This week let's imagine a valued customer showing up at your facility unannounced. What would they see? What would be their reaction? From what I have seen in my travels this year, I'll give you some examples.
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In quality month, we usually examine product quality. We are going to take the subject in a little different direction this year. This will be a four-week series, so you will want to make sure you don’t miss any of it if you really want to make a difference in quality in our industry.
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Management has changed radically in my lifetime. The future promises much of the same—an evolving landscape with many perils for those who fail to keep up with what society considers acceptable.
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I would be shocked if I have to tell any Nip Impressions reader what the most important machine is, but in keeping with the theme I am following this month, I will—the invoice printer.
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