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Chemical Processing Magazine Marks Its 80th Anniversary

Wed, Sep 19, 2018 @ 02:45 PM / by Mark Rosenzweig posted in Industrial pr, Industrial Marketing, Process Equipment Marketing, Marketing Communications, Chemical Processing Magazine

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Our evolution extends well beyond the printed page

 Learn more by visiting CHEMICAL PROCESSING where this editorial was published.

(Thanks for the great summary of industrial marketing Mark, as much as things change, things stay the same, good editorial content will always win. With over 40 years in the business myself, we've seen the same changes, our 1964 ad for a receptionist read, "Wanted an attractive young lady with a pleasant speaking voice!")


Do you have more serious problems than worrying about your processing equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

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Why culture trumps technology when it comes to continuous improvement

Fri, Jul 13, 2018 @ 09:39 AM / by David Berger posted in Industrial pr, Industrial Marketing, Process Equipment Marketing, Industrial Marketing Handbook, Marketing Communications, Public Relations PR

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David Berger says shiny new tech won’t fix your process problems – but here's how your CMMS can help you address them more effectively.

By David Berger, Plant Services, Jun 04, 2018

No matter how much you think new technology will improve your ability to manage your physical assets, try to fight the impulse to buy. The hard work begins long before you purchase new software or hardware. This is true for any number of popular technology solutions, such as a CMMS, industrial internet of things (IIoT)-ready tools, or an asset tracking system.

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The key to improvement is changing processes to accommodate a new technology in a manner that maximizes benefits. The sooner you design new processes, the faster you will understand which technology will best enable them in the short- to longer-term. This puts you in a powerful position when shopping around for technology solutions, because you will have a much better appreciation of what technology you really need (if any) under the future-state processes proposed. Otherwise, you are far more likely to be wooed by the slickest vendor presentation or tempted by the latest technology.

Given that you are striving to get the most out of existing technology and are always on the lookout for new technology, implementing a continuous improvement program can help you optimize both pursuits. For example, you can use your current CMMS to generate reams of data and reports for managing assets and ultimately for making more-informed decisions. However, most companies require much work to design efficient and effective processes that use the data optimally. This starts before purchasing or upgrading new technology through future-state process design under a continuous improvement program, and it continues long after any new technology implementation.

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Take, for instance, the process by which maintenance work is requested. Is operations satisfied with the average response time? Is there a disproportionate percentage of rush orders, especially from a few individuals? Do you get multiple requests to fix the same root-cause problem? An existing CMMS or even manual data collection can be used to determine whether there is an improvement opportunity and provide clues as to how to exploit it.

Key drivers of process improvement
Committing to getting more out of your existing CMMS or, as need be, replacing it, is a good starting point for establishing a continuous improvement program. The CMMS will highlight many improvement opportunities. The difficulty, however, will be prioritizing improvements and finding time to implement the more-significant ones. In addition, cultural issues can be nasty roadblocks on the path of progress.

“Culture” refers to an organization’s values and rules and, in general, the way things are done. These are based on the paradigms or behavior models that company leadership has established. To drive significant process changes, you need to create a paradigm shift – a shift in the mental models of company leadership. This is no easy feat, as it may require a major change in attitude.

To overcome these barriers, the continuous improvement program must focus on a few simple and measurable drivers.

The three most effective are time, quality, and cost, as explained below.

Time.

How much time do you spend each day doing unproductive activities such as waiting for someone to respond or returning a defective item? In maintenance, reducing “cycle time,” i.e., the total time taken to complete a process, is an important way to improve productivity. The CMMS is an excellent tool for measuring components of cycle time, such as response time, service time, and downtime.

Cycle time of processes can be shortened as part of a continuous improvement program by using a CMMS to identify non-value-added activities. Wait time is usually the area of greatest opportunity for eliminating non-value-added activities, and in turn, reducing cycle time. Maintenance staff and management spend a good deal of time each day waiting for parts, waiting for approval, waiting for operations to release their equipment, and so on. Similarly, operations staff and management can waste time waiting for maintenance to respond to a work request or fix the problem.

By changing the process, you can sometimes reduce or even eliminate wait time. Suppose, for example, maintenance staff complain that they spend a lot of time assessing a problem, going to the stockroom and searching for parts that are in most cases not there, and then wasting time checking to see if the parts are in. Once the parts are finally picked, there is still no guarantee that the equipment will be available from Operations to do the work.

Using the work order status field on the CMMS you can assess just how much time is wasted for each stage described above. To reduce the overall cycle time an experienced maintenance supervisor or planner should assess the job and order the parts. Secondly, the planner should issue the work order only when all the parts are in and kitted and the equipment is available from operations.

Another good way to drive down cycle time using the CMMS is to compare actual with planned times for completing work orders, especially for PM or corrective tasks.

Quality.

For some companies, the biggest opportunity for improving processes is to “do it right the first time.” A CMMS can be used to highlight recurring problems, which, through root-cause analysis, can lead to significant improvement. For example, suppose recurring downtime on a piece of equipment is traced to improper lubrication. A process could be put in place to conduct a simple PM routine to lubricate the machine each day during setup.

Root-cause analysis of CMMS data could also highlight areas where further training is required for the operator and/or maintenance staff. Sometimes quality problems suggest the need for use of more-experienced maintenance personnel, contract specialists, or reliability engineers.

Cost.

The third key driver of a continuous improvement program is cost reductions through productivity gains. The CMMS can report on areas of high cost and drill down to the supporting cost detail, especially if activity-based costing is employed. New processes can then be established to cut high-cost areas.

Examples of possible cost-cutting improvements include reducing inventory levels through better control of obsolete inventory; identifying bad-actor assets through downtime analysis; and training equipment operators to perform simple PM routines, setups, changeovers, and minor adjustments. Once the changes have been implemented, the CMMS can be used to monitor whether expected benefits are achieved.


I shared this article because process improvement is very similar to industrial marketing improvement. Pay attention to time, quality and cost. Websites need to evolve and don't throw the baby out with the bathwater. It will take less time to improve your marketing if you spend the time to optimize what you have in place, first. Second, evolve the design to reflect the quality of your products and services. That quality today is reflected in how adaptive your site is to smartphones. You'd be surprised how much work is being done by engineers on their phone. Finally, the cost will be less because if you spent the time monitoring your marketing on a regular basis and continually add quality content, there won't be any extra cost!


Do you have more serious problems than worrying about your processing equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

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Global Process Equipment Market Investment Forecast Anticipated Around USD 3.59 Billion by 2023

Mon, Jun 11, 2018 @ 08:38 PM / by jessica aniston posted in Industrial pr, Industrial Marketing, Process Equipment Marketing, Industrial Marketing Handbook, Marketing Communications, Public Relations PR

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Global Process Equipment Market

Process Equipment Market Research Report offers an exceptional tool for assessing the market, featured openings, and supporting key and strategic leadership. This report recognizes quick advancing and competitive condition, Process Equipment marketing data is fundamental to monitor execution and settle on basic choices for development and benefit. It gives data on patterns and improvements, and spotlights on business sectors and materials, limits and innovations, and on the changing structure of the Process Equipment market.

Scope of Process Equipment Market: 

Global Process Equipment market which was esteemed at USD 2 Billion in 2017 and has been anticipated to extend up to USD 3.59 Billion over the measure time span, with an overwhelming CAGR of 10.25% from 2018 to 2023 independently.

Process Equipment report assesses the development rate and the market esteem in view of market elements, development initiating factors. The total Process Equipment information depends on most recent industry news, openings, patterns. The report contains a thorough market examination and Process Equipment players landscape SWOT, PESTEL, and Porter Five Force Analysis of the Key Players.

Request Sample PDF Report at: https://market.biz/report/global-and-regional-process-equipment-market-hny/238907/#requestforsample

Process Equipment Key Players In Process Equipment Report:  Westrup, PETKUS Technologie, Cimbria A/S, Lewis M. Carter Manufacturing and Alvan Blanch Development Company

Market Arrangement By Process Equipment Types:  Biological, Chemical and Mechanical

Market Arrangement By Process Equipment Application:  Coaters, Graders, SEPArators, Cleaners and Dryers

Process Equipment Market Development By Regions Include –  UK, China, India, Africa, France, Russia, Germany, Korea, Australia, Middle East, Southeast Asia, Japan, United States, Brazil, Mexico, Italy and Canada

Significant Focuses Shrouded in this Report are: 

Process Equipment Industry Overview

Cost Structure Information

Deals and Process Equipment Revenue Information

Process Equipment Market Analysis by Leading Regions

Market Progression by Circumstances, Imperative and Main impetus

Attainability information of New Ventures establishment

This report focuses on the global as well regional Process Equipment markets, gathering information on major companies such as distributors, traders, financiers, industrialists, Process Equipment different clients, applications, categories etc.

Have Any Query? Ask Our Specialist at: https://market.biz/report/global-and-regional-process-equipment-market-hny/238907/#inquiry

TOC points Covered In This Research Report:

1. Global Process Equipment Market Overview

2. Global Process Equipment Product Size Analysis (2018-2023)

3. Company Sales Profiles Analysis

4. Global Process Equipment Consumption Analysis by Vendors

5. Production, Process Equipment Sales and Consumption Market

6. Major Manufacturers Production and Competitive Analysis

7. Process Equipment Application Development Status and Outlook

8. Process Equipment Type Development Status and Outlook

9. Process Equipment Industry Chain and Outlook

10. Global and Regional Outlook

11. Vendors Analysis

12. New Process Equipment Project Investment Analysis

13. Research Process Equipment Conclusions

14. Appendix

Global Process Equipment market report also indicates the evolution of upcoming opportunities for the new competitors in the market. The major stats provided by the researcher are based on the primary, secondary as well as a press release in the global Process Equipment market report. In addition, the report consists of latest and advanced updates, collated by the Process Equipment international expert team.

 

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New York City, NY 10170, United States

USA/Canada Tel No: +1-857-2390696

Email: inquiry@market.biz

Website: https://market.biz/

 Learn more by visiting Business Investor, where this article was originally published.


Do you have more serious problems than worrying about your processing equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

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Food Processing Equipment Marketing: Global Industry Analysis

Thu, Jun 08, 2017 @ 05:28 PM / by Chuck Lohre posted in Industrial pr, public releations, Industrial Marketing, Process Equipment Marketing, Industrial Marketing Handbook, Marketing Communications

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Key manufacturers of food processing equipment are focusing on new product developments and enhancements of existing features, which is boosting the growth of this market. Manufacturers are devising new business strategies for establishing their products by making use of latest technology, thereby attracting potential customers.

This post came from MarketScale.com.

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Global Food Processing Equipment Market: Overview

Food processing equipment come in several categories such as ovens, slicers, chillers, feeders, mixers, dryers, grinders, roasters, homogenizers, and separators. These equipment are of immense use in the confectionary, dairy, beverage, nuts, vegetable, fruits, chocolate manufacturing units, industrial bakery, and seafood industries, thus driving their market. Key manufacturers of food processing equipment are focusing on new product developments and enhancements of existing features, which is boosting the growth of this market. Manufacturers are devising new business strategies for establishing their products by making use of latest technology, thereby attracting potential customers.

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Global Food Processing Equipment Market: Key Trends

Busy and changing lifestyle has resulted in the need for food processing equipment that are quick and efficient. The availability of raw materials and the need for wider range of food processing equipment is also boosting the growth of the market. Among the various types of food processing equipment, the equipment most in demand is the bakery and pasta equipment. The increasing disposable income of the people across the globe is fuelling the demand for food processing equipment. Frequent change in the preference for food, especially by the large population living in Asia Pacific is resulting in higher investments in these equipment and is also driving the market. Request a Brochure of the Report  

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Global Food Processing Equipment Market: Market Potential

With new technology coming in the market consistently, consumers are replacing their old and existing equipment with the latest ones, and this is creating new growth opportunities in the market. Change in food trends also leads to newer investments in food processing equipment, thus driving the market.

Companies such as Bühler are making use of sensors, radio networks, and internet of things (IoT) in their new generation roller mill Antares PlusTM, which is a product for the grain milling industry. The sensors continuously monitor the temperature on rolls and bearings as well as for the particle size distribution of ground products. The roller mill is always adjusted to optimum grinding degree, thereby benefitting customers from consistent quality and increased yield. Such developments are expected to drive the market and ensure the progress of the food processing equipment industry. Request for TOC of the Report

Global Food Processing Equipment Market: Regional Outlook

On the basis of geography, the global food processing equipment market is segmented into Europe, North America, Asia Pacific, and the Rest of the World. Of these, Asia Pacific is expected to witness a fast paced growth in the coming years. The large population base consuming poultry, meat, and seafood in Asia Pacific is driving the market in this region. Europe is another lucrative market for food processing equipment. Read Complete Report 

Global Food Processing Equipment Market: Competitive Landscape

The global food processing machinery market is fragmented with a large number of small and big players. The competition in the market is also intense owing to the presence of so many players. Most players are intending to expand their operations in the emerging markets of Asia Pacific and Africa, as European and North American markets have matured. The shift to these emerging economies is likely to cut down on costs of operation. On the basis of performance of equipment, technical innovation, and after sales service, these players are competing with each other. Some pf the leading manufacturers of food processing equipment are: JBT, Buhler, Anko Food Machine, Marlen International, Alfa Laval, Marel, GEA, Farm and Ranch Depot, John Bean Technologies, A&B Process Systems, IDMC, Tetra Laval, Feldmeier Equipment, Scherjon C. van't Riet, SPX, Paul Mueller, and Krones,

About TMR Research

TMR Research is a premier provider of customized market research and consulting ser-vices to business entities keen on succeeding in today’s supercharged economic climate. Armed with an experienced, dedicated, and dynamic team of analysts, we are redefining the way our clients’ conduct business by providing them with authoritative and trusted research studies in tune with the latest methodologies and market trends.

Our savvy custom-built reports span a gamut of industries such as pharmaceuticals, chemicals and metals, food and beverages, and technology and media, among others. With actionable insights uncovered through in-depth research of the market, we try to bring about game-changing success for our clients.

Contact:
Rohit Bhisey
Head - Internet Marketing
Tel: +1-415-520-1050
Email: sales@tmrresearch.com

This release was published on openPR.


Do you have more serious problems than worrying about your processing equipment marketing? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

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Industrial PR is the Social Media of B2B Marketing

Fri, May 12, 2017 @ 05:29 PM / by Chuck Lohre posted in Industrial pr, public releations, Industrial Marketing, Process Equipment Marketing, Industrial Marketing Handbook, Marketing Communications

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Industrial marketing today is driven by the ease of getting information on just about anything quickly from the internet. Knowledgable engineers subscribe to many email newsletters and depend on them to keep them abreast of trends and best practices. Those monsters need to be fed!

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Industrial PR is easier to do today because of email.

Long gone are the photo prints, letters and stamps. Today a good industrial PR professional can write and distribute a release in a few days.

It's important to know the editors and media sales reps

Speak to them by name and know how the game is played:

  1. Publications need advertising to survive - Maybe if you are a starlet and every move you make is news you don't have to pay to play but that's not a good long term strategy for industrial marketing. Sure editors will always publish brand new products and technology but you'll die a death of a thousand cuts if you wait for new products. Normally that only happens every five or ten years!

  2. Purchase display advertising in your top three publications - Survey your customers and run advertising in the top three publications. Besides getting preference for publicity you will also be asked to contribute technical or application articles.

  3. At least purchase Buyer's Guide Listings in the magazines that publish your PR - You can't place expensive advertising in every publication but buyer's guides are very popular with publishers and you should be in them if they are a reasonable cost. You have to be fair to the publications. If you expect them to run you publicity, you would be a hypocrite if you didn't want your company's name included in their buyer's guide.

  4. Thank the editor for his work -  Editors and sales reps are human too. a thank you and a compliment go a long way for them to remember you and ask for your experience when needed. We always give the sales rep one of our famous Swiss Army knives when the stop by and pass them out at press conferences we have at trade shows.

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New is best, but a good cutaway is Okay too

You can't come up with a new product or application every quarter, but you do need to promote something on a regular basis.

  1. Brand new product - Will always get published and maybe even make the cover.
  2. General product release - Try to make them application specific to the publication.
  3. Business news - It might get into print. 
  4. Appointments - Usually this gets published online.
  5. New hires - Good luck. You'd be better off sending a letter of introduction.

Keep track of what's published, PR is worth four times advertising

People just believe it more. We value each release publication as if it was placed as an advertisement. If we only expect something to be published once in a year, it's a 1x rate. If it's our regular publication for advertising, we use the 6x rate. And we include color if it's color. We normally use the published rates, although publications offer deep discounts off the published rates.  It's not the perfect method, but it's easy and consistent. A typical quarterly campaign can generate ove $20,000 in publicity. Some PR professional say that PR is worth four times the ad space rate because it is perceived as more believable than advertising. Both work together. If you don't do publicity with your advertising, you're only getting 20% of the value you paid for.

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We're going the same work as ten years ago for less compensation

We face the same productivity pressures as our clients and their customers. You have to do the same work for less. Email and the internet help us do that. All of my communication is through email and we use an Excel spread sheet to keep track of what, when and who we sent things to. As well as the value achieved. 

Stay in touch with your customers and prospects

Now that you have received all that publicity online, it's time to share it across your social media. It should at least include LinkedIn, Twitter and Facebook. Search the internet for your headline and bingo; you have a page to share. A quick tag line and a URL of the publicity is all that is needed. Use it to fill in between releases.

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Do you have more serious problems than worrying about publicity? To get your feet back on the ground, read the following e-Book for advice on the basics of marketing from your MBA class. Or learn more from our Marketing Handbook page.

Strategic Content Creation Handbook by Cincinnati Advertising Agency, Lohre & Associates

 

Read More