DJ Products, Inc.

El verano está enrollando abajo y hemos sentido ya la primera respiración de la caída en nuestro cuello de las maderas. Todavía hora por algunos más fines de semana en el lago, sino él no esté mucho antes de que la gente están acarreando sus barcos del agua y están limpiando hacia fuera su RVs para el almacenaje del invierno. Conseguir estos juguetes mega costosos remetidos adentro para el invierno era una tarea hercúlea. Todo decked hacia fuera con las características más últimas, estos bebés son pesados. Requirió un par de individuos burly y de muchos del músculo y filtrar para empujar y para tirar de estos vehículos alrededor de la yarda de la porción o del barco del almacenaje y de maniobrarlos en sus literas del invierno. Entonces la industria recreacional descubrió los productos' TrailerCaddy versátil de DJ motor del acoplado. 

Diseñó maniobrar los acoplados grandes, pesados del cargo y trailered originalmente distancias cortas del equipo alrededor de las porciones y de las instalaciones del almacenaje, productos' TrailerCaddy versátil de la fábrica de DJ motor del acoplado ha encontrado una nueva base del ventilador en las industrias del vehículo recreacional y del canotaje. Usando motor motorizado del acoplado de los productos de DJ el', un solo operador puede mover fácilmente RVs fuerte y los barcos en lugar en porciones del almacenaje de RV y yardas del barco. El maniobrar difícil en espacios apretados es sin esfuerzo con el acuerdo, TrailerCaddy ergonomically-designed. Muévase adelante o al revés suavemente desde una parada completa a 3 mph con una vuelta de la manija de control práctica del torcer-apretón. El control máximo del operador y el tamaño compacto reducen al mínimo daño potencial a los vehículos circundantes, incluso en áreas firmemente confinadas como instalaciones del almacenaje, salones de muestras del distribuidor, bahías de la reparación y exhibiciones apilados de la demostración comercial. El diseño ergonómico reduce al mínimo el riesgo de la tensión potencial del músculo, haciendo lo posible para un solo empleado de cualquier tamaño, fuerza o género para mover los vehículos con igual facilidad.

Chasque aquí para la información completa sobre motor versátil del acoplado de TrailerCaddy de los productos de DJ' y mirar un vídeo del acoplado moverse en la acción.

One of the realities brought home by the worldwide recession is the fact that the economy truly has gone global. Manufacturers who fail to adjust their business models and adapt will be unable to compete. Many believe American manufacturing is at a crossroads. Driven by 282,000 small and midsize manufacturers — the backbone of U.S. industry — many of which lack the resources to meet the demands of global competition, American manufacturing must step up to the plate or find itself struck out by better prepared foreign competitors.

In our August 21 post, we talked about six essential next generation strategies identified by the American Small Manufacturers Coalition from a survey of 2,500 U.S. manufacturers. An online article on the Material Handling Industry of America (MHIA) website pointed out several of the most challenging threats to the viability of U.S. manufacturing revealed by the Next Generation Manufacturing Survey.

• Too few manufacturers, only 28%, recognized the importance of global positioning. The days when the U.S. dominated world manufacturing are gone. The torch has passed to China, India and other emerging powerhouses. The reality is that market demand, talent pools and competitive opportunities are growing outside U.S. borders and declining within. The greatest opportunities lay in forming global alliances.
• Too many U.S. manufacturers failed to recognize the growing importance of green operations and sustainable product and process development. Only 16% of survey respondents considered eco-friendliness important to their success with a like percentage denying its relevance. The reality is that consumer demand for green and sustainable products is increasing. Government regulation will mandate change if manufacturers fail to adapt.
• U.S. manufacturers are clinging too tightly to the old management from the top down model. Too few manufacturers are taking competitive advantage of the opportunity to partner with employees, suppliers, even competitors. Less than half of survey respondents engaged employees in improvement efforts; less than a quarter sought supplier input. The reality is that productivity and innovation improve when employees, suppliers and customers are fully engaged. Future success will belong to the collaborators, not the mavericks.

The majority of American manufacturers seem to have stuck their heads in the sand rather than face the challenges of the future. Those who deny the future are apt to be buried by it.

Not so long ago some were predicting the death knell of U.S. manufacturing. As the recession brought Detroit’s Big Three to their knees, put the brakes on consumer spending, forced massive layoffs and shuttered cash-strapped plants across the country, American manufacturing seemed to be in its death throes. But as they say, what doesn’t kill us makes us strong. Strong competitors assimilated weak ones. Loose financial and operational practices were tightened. Costs and expenses were pared down. From the assembly line to the board room, American manufacturers are running a tighter ship – and it seems to be paying off. Manufacturing declines have been slowing since December. In July new orders resulted in the biggest production jump in more than two years. Customers are beginning to restock and assembly lines are running again. The light at the end of the tunnel is getting brighter; but there is concern that unless U.S. manufacturers make major changes to their business model, the light could still go out. 

A recent national study found U.S. manufacturers distressingly unprepared to compete in an increasingly global economy. Conducted by the American Small Manufacturers Coalition in conjunction with Manufacturing Extension Partnership, the Next Generation Manufacturing Survey polled more than 2,500 U.S. manufacturers. The report identified six essential next generation strategies manufacturers must adopt to compete successfully in global markets:

• Customer-focused innovation
• Talent recruitment, development and retention
• Systemic continuous improvement
• Supply chain management and collaboration
• Sustainable product and process development
• Global engagement

More than 25% of American manufacturers — over 90,000 firms — were considered at risk because of their inability to meet world-class achievement levels in any of the six strategies. Unless U.S. manufacturers are able to adopt next generation strategies, America may not be able to compete in global markets.