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Seven Ways to Ruin your B-to-B Advertising

Thu, Dec 13, 2018 @ 01:27 PM / by Chuck Lohre posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Metalworking Equipment Marketing, Mining Equipment Marketing, Construction Equipment Marketing, Powder Bulk Engineering Magazine, Business Marketing Magazine

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From POWDER BULK ENGINEERING'S 12-13-18 Dry News, from the February 1992 issue of Business Marketing

Business-Develpoment

And, we do understand that these really don’t apply to you, as you’re at 
least a 6x advertiser in Powder Bulk Engineering magazine, or you wouldn’t get Dry News each month!


1. Confuse the readers with an obtuse headline. In 7-10 seconds a reader
can scan the headline and illustration to see if your product offers anything
of value. Make sure it does not.


2. Run your ad only once – twice at the most. After all, if on average, it
takes 6-8 personal sales calls to clinch the deal, why not ignore this fact.


3. Focus on your favorite topic – you, your business and how great it is. You’re certain
that’s what your prospects want to know.


4. Don’t distinguish your products from anyone else’s. Even though you know that
most of your prospects won’t change suppliers unless given a powerful reason, don’t
give them those reasons in your ads.


5. Pretend that the market already knows as much about your products as you do.
 Ignore that old saying, “the more you tell, the more you sell.”


6. Presume that your prospects think exactly like you think. Don’t spend any money on
research to learn what the market currently really thinks.


7. Ignore professional advertising advice. Isn’t it your opinion that counts? Why listen
to someone outside your company who may have a different perspective? Or who will
do research for you, for a fee, of course.


If you’ve followed all of these seven steps, and somehow are successful in spite of yourself,
 there’s one more thing you can try: Withdraw all of your advertising completely!



Do you have more serious problems than worrying about your industrial 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.

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What's the difference between Type 304 and Type 316 stainless steel, and what differentiates L-grade stainless steel?

Thu, Dec 06, 2018 @ 02:06 PM / by Chuck Lohre posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Metalworking Equipment Marketing, Powder Bulk Engineering Magazine

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More Questions and Answers from POWDER BULK ENGINEERING

 
Q: Industrial equipment manufacturers offer several metal material options for equipment construction metal materials. What are the differences in metals? What's the difference between Type 304 and Type 316 stainless steel, and what differentiates L-grade stainless steel?
 
A: Paul Deegan, Vortex, says:
imageThe most common metals offered are AISI Type 304 and Type 316 stainless steel and AISI 1008/1010 or ASTM A36, which is typically referred to as carbon steel. These metals are used to construct the "wetted" parts in a piece of equipment — that is, those parts which come in contact with the conveyed material in a manufacturing process. Alternatively, the frame or structure in a piece of equipment is usually made from either aluminum or carbon steel because they offer weight advantages, cost savings, or both.
What is stainless steel
 
There are numerous stainless steel grades available, but Type 304 and Type 316 are the most commonly used in bulk handling and many other industries. This is because both types offer good corrosion resistance at a reasonable cost, compared to other steel grades. In addition, grades Type 304 and Type 316 are relatively easy to machine, bend, and weld. The alloying elements that are primarily responsible for corrosion resistance are chromium and nickel. Type 304 stainless steel contains 18 percent chromium and 8 percent nickel, while Type 316 contains 16 percent chromium and 10 percent nickel. Both elements are expensive and increased quantities of either element will make the steel more expensive, with nickel being more expensive than chromium. In fact, it currently costs more than five cents to produce a five cent ("nickel") coin. There are grades of Type 300 series steel that are more corrosion resistant than Type 304 or Type 316, but because they have increased amounts of chromium and/or nickel, or some other alloying element(s), they are, consequently, more expensive.
 
Stainless steels are "stainless" due to the addition of chromium. The reaction between chromium and oxygen creates a submicroscopic film of tightly-adherent, nonporous chromium oxide, which protects the underlying metal from contact with the environment. Chromium, when added to a steel in a concentration of at least 10 percent, is enough to form the chromium oxide layer at the steel's surface, rendering it stainless. A distinguishing factor between Type 304 and Type 316 stainless steel is that Type 316 also contains the alloying element molybdenum. Molybdenum reduces the tendency of chromium oxide layers to break down, therefore increasing the steel's corrosion resistance. Additionally, molybdenum benefits steel by increasing its strength at elevated temperatures. Adding molybdenum, however, requires the addition of more nickel as compared to Type 304. To understand why, it's important to understand the microstructure of various stainless steels. Imagine a cube in which the atoms are arranged at the corners of the cube, as well as in the center of each face of the cube. This microstructure is called face centered cubic (FCC) and is the structure of austenitic steel. Type 300 series stainless steels are austenitic. Oppositely, imagine a cube in which there are atoms at each corner of the cube, but instead of an atom in each face of the cube, there is an atom in the center of the cube. This microstructure is called body centered cubic (BCC) and is the structure of ferritic steel. During steel production, when a steel with BCC microstructure at lower temperatures is heated to high temperatures (above 1,670°F | 910°C), it will transition to FCC. As it cools, the steel will return to a BCC microstructure. However, some alloying elements will prevent the transition from FCC to BCC, while others promote it. Molybdenum is an element that promotes the transition, while nickel helps prevent it. Therefore, adding molybdenum requires additional nickel to keep the steel in the austenitic phase.
 
The "L" at the end of Type 300 series stainless steel grades such as Type 316L signifies "low carbon." Both Type 304 and Type 316 stainless steel have carbon contents of approximately 0.08 percent. L-grades stainless steel has carbon contents of approximately 0.03 percent. During welding, the carbon and chromium elements of 300 series stainless steels begin to react with one another, forming chromium carbide. Because the chromium is transformed into chromium carbide, there isn't enough chromium remaining in the steel to form the chromium oxide layer. This results in rust forming in the areas near the weld. By reducing the carbon contents in L-grade steel, the formation of chromium carbide during welding is hindered, and thus, lessens the chance for corrosion along welded joints. Accordingly, it's only necessary to specify L-grade steel for welded components.
 
As one of my mentors always used to say, "A true metallurgist responds to most metallurgy questions with, 'it depends.'" From the explanations above, you have likely noted the difficulties in assessing metal materials of construction. Because of this, industrial equipment manufacturers must assess applications on a case-by-case basis to ensure the equipment's success. Therefore, consult with process engineering expert before making equipment acquisition decisions.
 
Vortex, Salina, KS, supplies slide-gate and diverter valves, iris diaphragms, and loadout equipment for the dry bulk material handling industries.

Do you have more serious problems than worrying about your industrial 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.

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IEEE GlobalSpec and TREW Marketing 2019 Smart Marketing for Engineers Survey

Wed, Nov 28, 2018 @ 09:33 AM / by Chuck Lohre posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Metalworking Equipment Marketing, Mining Equipment Marketing, Construction Equipment Marketing, TREW, IEEE GlobalSpec

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Top 10 Findings

Industrial marketing trends for 2019


Do you have more serious problems than worrying about your industrial 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.

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Why Cat changed its machine branding, "Aggregates Manager" Magazine Article Review

Fri, Nov 02, 2018 @ 11:00 AM / by Chuck Lohre posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Metalworking Equipment Marketing, Mining Equipment Marketing, Construction Equipment Marketing

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Cat’s new “Modern Hex” trade dress design will give machines a new look.

Industrial-Marketing-Branding-1


Do you have more serious problems than worrying about your construction 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.

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Industrial Blogging – An Underutilized Content Marketing Tactic

Tue, Oct 30, 2018 @ 08:21 PM / by Achinta Mitra posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Metalworking Equipment Marketing, Mining Equipment Marketing, Construction Equipment Marketing, Achinta Mitra

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Industrial blogging is usually not a favorite subject of discussion with my manufacturing and engineering clients.

blog_10252018_attribution

Learn more by visiting Industrial Marketing Today where this editorial was originally published.

(Thanks for the great summary of industrial marketing Achinta you and I couldn't agree more.)


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.

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Ten Commandments of Successful Business Management

Mon, Oct 22, 2018 @ 11:11 AM / by William Lynott posted in Industrial Marketing, Process Equipment Marketing, Marketing Communications, Water Well Journal

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Following these rules can lead to success and profits in any economy.

 Learn more by visiting WATERWELL JOURNAL where this editorial was published.

(Thanks for the great summary of industrial marketing William, you made me take note to contact my banker Monday!)


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.

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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.

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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.

Process-equipment-marketing


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.

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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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 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.

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"Are You Ready for This?" - Skills Gap

Mon, Jul 24, 2017 @ 01:23 PM / by Robert Brooks posted in Marketing Communications, Business to Consumer Marketing, Industrial Apprentice Programs, Mining Equipment Marketing, Business to Consumer Advertising, Process Equipment Marketing, Metalworking Equipment Marketing

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“Skills” need to be taught, but the process of teaching and learning (and relearning) is just as important as the ideas and techniques

The work I do is not easy but nor am I irreplaceable. I think any number of other people could do it, provided he or she has a few “skills,” personal talents and inclinations. First, be able to read with understanding and write with clarity. You must be patient, because you’ll frequently have to reread and rewrite in order to know your conclusion is accurate and satisfactory. It’s necessary also to study an array of subjects, reviewing things learned already, investigating fields of established knowledge, and taking up areas of emerging information.

meeting_small.jpg

Published by  | Jul 03, 2017 in Foundrymag.com.

These are basic skills, of course, and while they can be learned we all realize that the general proficiency of reading and writing has been diminished over the past several decades. The current standard seems to be that if one can jot down or tap out the general sounds one would make by speaking the same ideas, that it is sufficient for communication. Experience proves otherwise.

“Skills”, in other words, need to be taught, and they do not become “skills” again in another person until they are learned. And, the one who learns the skills has to commit to maintaining and enhancing those skills. It is the work of a lifetime.

I am pondering all this because the notion of an apparent “skills gap” is now an article of faith among business and industrial experts, educational professionals, and of course manufacturing executives and leaders. Every week brings me news of programs being established to improve the manufacturing skills training programs and resources available in different industrial sectors, and in different regions.

The concern is particularly over the availability of job candidates with “tech skills” — an unfortunately general phrase that covers interpreting and developing software; CNC machine programming operation, and repair; electrical and mechanical assembly; mechatronics; quality assurance and safety program administration; and all this without exploring the particular skills needed within vertical manufacturing market, for example material science and metallurgy, thermal and mechanical engineering, and so forth.

It’s not hard to conclude that the astonishing influence of high technology and Big Data has exposed the inadequacies of the people working in manufacturing. Recently I learned that 55% of manufacturers surveyed by Accenture reported a “skills gap” between workers and the machinery they are required to use, a 17% increase in that number over the past three years.

But I suspect this anxiety is linked to a broader and deeper sense of inadequacy that is not so obviously linked to technology. The proliferation of online training and degree programs aimed at individuals is a response to this: people feel overwhelmed by the complexities of the world around them, and they’re convinced that more credentials or some elusive wisdom will resolve their doubts.

The plague of uncertainty and self-doubt is evident in subtler ways too, for example in the various subscription services that will deliver all the ingredients and guide you to preparing a trendy gourmet meal or throwing together a striking wardrobe. The Internet and television are full of “hacks” that will show you how clever you could seem to be if you just make the right decisions or adjustments.

The world is complex and confusing, and technology has been our lifeline to solving all the problems we identify. Technology is meant to supply the proficiency, convenience, and certainty we sense is missing. Is it really so surprising that technology is exposing our inefficiencies, our inadequacy, or failure to compete?

People who identify a “skills gap” are onto something. But they do not seem to be addressing other gaps that are being exposed as we proceed into the technology-driven, networked future. I find it revealing that most of the problems identified by the skills gap have a financial or commercial corollary: the business cannot compete without better talent to operate better systems; the individual cannot improve without better qualifications.

What seems missing is the appreciation for skills that are developed over time, by trial and error, and by exposure to the work and skills of others. The value of this type of skills training is hard to quantify – which may be the reason it has been priced out of many organizations. But it is hard to appreciate manufacturers’ concerns about a skills gap without also wondering how so many organizations came to this moment, and now are unprepared for the consequences. 

(Photo from a meeting at Green Cincinnati Education Advocacy.)

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