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Until 2017, Schneider Electric faced a factory bottleneck at its breaker box plant in Lexington, Kentucky. When the automation cell that welded the boxes went down, all production could be forced to stop.

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.

Christoph Fedler, project director for equipment management at Rolls-Royce Germany, was facing a challenge: He needed to increase the available capacity of the prime discipline at the Oberursel facility, namely micrometer-precise grinding of curvic couplings.

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.

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

To cash in on the additive market in the future, the company knows it has work to help customers move beyond the early adopter phase.

Current and prospective member companies of the defense industrial base (DIB) have watched with interest as the U.S. Department of Defense (DoD) developed its all-encompassing Cybersecurity Maturity Model Certification (CMMC) program.

Honda has a long history of corporate excellence driven by an enduring philosophy of “joy.” It believes in creating joy for its customers when they buy, for its dealers when they sell, and for its associates and suppliers when they create.