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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.

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.

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

The need for leadership in smart manufacturing cannot be overstated: Making revolutionary changes can be arduous.

NASA landed another rover on Mars in February, thanks in part to the work and leadership of Adam Steltzner. Smart Manufacturing interviewed him shortly thereafter—just as he got off the phone with U.S. President Joe Biden.

Recycling equipment manufacturer Harris Equipment Co., Cordele, Ga., saved 50 percent per job tapping Hardox 450 steel wear plates by switching to taps from Emuge Corp., West Boylston, Mass.

The addition of a new machine can be exciting for a metalworking business. It signals progress and growth while giving the team something new and exciting to work and experiment with.

When visiting some machine shops I hear PM, most commonly known as preventive maintenance, referred to as “postmortem,” as in, “We just run the machines until they die.”

Five-axis machining, once a novel and somewhat forbidding technology, has become routine in many shops. Meanwhile, some organizations are still hesitant to use it, largely due to programming concerns.