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As businesses across the globe are returning to work amid the COVID-19 pandemic, many manufacturers are reconsidering policies and procedures to ensure worker safety and adhere to new regulations in the post-pandemic environment.

To a discrete manufacturer, process manufacturing is odd territory indeed. It’s a world in which textiles, pharmaceuticals, chemicals, plastics, and food and beverage are produced en masse.

After three years of work, military researchers are near the end of a project to find a faster, cheaper way to make tools for large aerospace parts like skins for wings and fuselages.

In an announcement orchestrated from Barcelona, California-based HP in June announced an expansion of its 3D printing business.

If you ask any number of manufacturers exactly what they felt the first time they crashed a stationary machine tool or dropped portable measuring equipment, you’re bound to get a range of answers—though dread, terror and even nausea will almost certainly be on the list of responses.

With a single example, Ira Moskowitz makes the case for why the organization he leads may be critical for advancing manufacturing in the United States.

Lockheed Martin has had robotics and automation solutions as a component of its product portfolio for longer than a decade.

CEO Jason Walker and part of his team at Waypoint Robotics had just returned from the Modex 2020 show in Atlanta when the governor of his company’s home state imposed a stay-at-home order because of COVID-19.

Lean thinking focuses on ways to add value without wasting resources. Benjamin Franklin captured the idea in “Poor Richard’s Almanack,” when he said, “He that idly loses five shillings worth of time, loses five shillings and might as prudently throw five shillings into the river.”

The makers of coordinate measuring machines (CMMs) spent a long time in competition to reach the highest levels of repeatable measurement accuracy.