Nothing affects productivity as dramatically as equipment downtime. While most manufacturers have comprehensive maintenance and service programs to minimize downtime and quickly restore equipment to service, the vast majority pay little attention to a problem that causes 30 to 40 percent of business downtime: power quality fluctuations.
Chemicals mergers and acquisitions (M&A) activity in the fourth quarter of 2013 saw a large uptick that helped level off 2013 overall deal volume and value, largely due to divestitures and mega deals.
The 2014 resolutions of process industry clients focus across a variety of initiatives, like building more robust technology infrastructures, automating business processes, or improved collaboration with trading partners. These initiatives ultimately point to the same goal - a real competitive advantage.
RFS2, E85, Algae, sorghum, butadiene, propylene, licensing, hot mergers, the Great Green Fleet and integrated biorefineries are all in the mix as predictions are made for the upcoming year in biofuels.
Whether it’s for internal comparisons, or for measuring the effectiveness of a company against close competitors, benchmarking is a vital continuous improvement tool. And although it’s safe to say that the average executive understands the benefits of benchmarking performance, that doesn’t necessarily mean his or her company has ever participated in such an initiative.
Economic activity in the manufacturing sector expanded in January for the eighth consecutive month, and the overall economy grew for the 56th consecutive month, say the nation’s supply executives in the latest Manufacturing ISM Report On Business.
Regulatory changes, raw material volatility and supply chain fluctuations continue to dominate product development and resource planning for the chemical processing marketplace. Few know these dynamics as well as Don Mahoney, global head of SAP’s Chemicals Industry Business Solutions, who shares some insights on trends impacting the marketplace.
Innovative packages are the key in the fight against food loss and wastage. More effective barrier layers, germicidal films and freshness indicators are intended to help products to keep for longer and stop consumers’ throwaway mentality. However, despite all these improvements, companies have to keep a constant eye on process efficiency and on costs.
Last week an industry expert examined Front-End-Loading - the project management process that involves developing sufficient project definition so that owners can make investment decisions, minimize risk and maximize the potential for success, and broke down the first implementation steps. This week moves on to a discussion of the next two phases of the FEL process and breaks down the cost-benefit analysis for the process.
In industrial operations the world over, lubrication remains a vexing challenge. Indeed, when machine bearings fail, there’s a better than seventy percent chance that faulty or insufficient lubrication practices are ultimately to blame. Lubrication-specific key performance indicators can go a long way to addressing this costly problem.
The first Chemical Activity Barometer (CAB) reading of 2014 strengthened slightly, pointing to continued growth and an improving U.S. economy throughout 2014.
According to the American Chemistry Council, the U.S. Chemical Production Regional Index rose by 0.8 percent in December, following a 0.3 percent gain in November. This gain was driven by increases in the Gulf Coast and Ohio Valley regions. For the second consecutive month, production increased in all seven regions of the U.S. during December.
Mergermarket has released its 2013 Global M&A roundup report for the Energy, Mining and Utilities Sector.
If a natural disaster hit your business, would you be prepared? How would you recover from the damage to your infrastructure? Unfortunately, Complex Chemical Co., Inc. had to learn the real-life answers to these questions when a powerful EF-3 tornado hit its chemical processing plant in Tallulah, Louisiana.
Today, manufacturers face unprecedented challenges across the industries. While these challenges manifest as a variety of specific operational factors depending on company size, industry, and location, the initial steps to improvement involve instilling a mindset of continuous improvement across the organization and working to optimize key resources—people, processes, and technology—to achieve a model of Operational Excellence.