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The COVID-19 black swan event disrupted the global economy and forced companies to rapidly rethink their processes, operations and supply networks.

Many process manufacturing companies are on the path to digitization and have piloted analytics to improve operational performance and improve their competitive edge.

The current COVID-19 experiences have energized many conversations about our futures in the post-COVID world, and that includes the future of manufacturing.

Long gone are the days where the only solution to human error was human correction. As engineers today, we have access to smart technology that no other generation could have ever imagined.

To get to smart manufacturing, the industry needs integration, simulation and analysis.

In August, Rob Sullivan had an installation scheduled for two of his autonomous mobile robots at the Deutsche Post DHL Group’s Innovation Center in Troisdorf, Germany.

Like the United Nations’ international delegates who use interpreters to understand each other, robots, machines and other industrial components from various vendors speak different computer languages and need translators to help them communicate.

LIFT recently expanded the focus of its desire to “create innovations faster, better and cheaper” to the materials, processes and systems involved in moving innovations from concept to commercialization.

In competitiveness studies for economic development projects, a strong workforce is always one of the leading factors for a project win. A talented workforce is also necessary when a company is evaluating expansion opportunities.

Auto racing is a global business and Quick Drive LLC is a key part of the supply chain. The Parker, Colo.-based company manufactures a proprietary line of high-performance drivetrain components for auto racing. Its parts are designed, engineered, prototyped, and manufactured in-house.