If you can't beat 'em...let's stop viewing global manufacturing as a threat

William J. Geary, President Society of Manufacturing Engineers

As the president of an international manufacturing membership society, it surprises me when I hear some professionals in North America express a sense of hopelessness about increasing global competition in manufacturing.

I know that there are more opportunities than ever for these individuals and companies to improve their productivity (and achieve cost savings), influence public policies that affect their ability to compete, and make changes within their supply chains and business processes that will help them succeed within a new, global environment.

There comes a time when we all need to accept the new business realities and figure out the new supply chains, business relationships and processes that will define each of our organizations as a global manufacturer, based wherever we happen to be based.

In a recent article in the Washington Times, reporter Jeffrey Sparshott focused on the broad supply-chain utilized by my company, The Boeing Company, on its new 787 Dreamliner program which starts mass production this year and will join commercial fleets in 2008. Sparshott wrote that, "These days, instead of 'Made in the U.S.A.,' many products could say 'Idea made in the U.S.A., product made by the world.'"

Aerospace and defense has always been the most nationalistic industry within the manufacturing sector - for good reason - so, if we're developing broader supply chains, we're obviously not the first, or only, industry to do so. Global automotive supply chains have been around for decades. The situation is similar in transportation, electronics, and most other manufacturing industries.

The examples of broad supply chains are endless and, as global changes have trickled down to the small and mid-size manufacturers, everyone is affected. The common thread among those that are competing successfully is that they are doing what makes the best business sense given their unique situations.

In many cases, North American manufacturing could be better supported by changes in public policies and regulations. So, in addition to offering many resources to help manufacturing engineers compete technically, the Society of Manufacturing Engineering offers opportunities for manufacturing professionals to get their voices heard by those who make those policies.

For instance, many members had an opportunity to talk with U.S. Assistant Secretary for Manufacturing and Services Al Frink last year, when he served as our keynote speaker at two international Society events. Frink, a former manufacturing business owner, is the highest ranking government official representing manufacturing within the U.S. Department of Commerce,s International Trade Administration.

If you're interested in getting the ear of politicians and others who can help you at the local or regional level, SME chapters have organized many forums that provide just that opportunity. For instance, at the Status of Manufacturing Summit of East Tennessee organized by an active SME chapter last year, Congressman Zach Wamp of Tennessee's third district was the keynote speaker, and he's also planning to attend the Society's Manufacturing and Nanotechnology Conference in Oak Ridge in August.

SME is an international organization, with active chapters not only in the United States, but in more than 60 other countries including Ireland, Taiwan, India, Japan, and more. The content of the knowledge sharing we help facilitate in those countries is not all that different from the content desired by members in North America. And all SME members experience the advantage of sharing ideas and knowledge with engineers from around the world.

The Society recently announced the appointment of a new executive director & general manager, Mark Tomlinson, a replacement for Nancy Berg who announced late last year that she would be leaving to build a new home and consultancy business. One of Tomlinson's main attractions to us was his international experience. He lived in England for seven years, and he's worked with manufacturing professionals from the United Kingdom, France, Spain, Germany, The Netherlands, China, Japan, and Korea. Because he is familiar with the manufacturing process around the globe, Tomlinson can help the Society identify where even more engagement and technical resource opportunities exist.

When I think about the choices some people have made in dealing with today's global business environment, I'm reminded of the old saying "I have seen the enemy, and it is us." Let's not be our own worst enemy by blaming others or isolating ourselves. Let's exercise our voices and our ingenuity, simultaneously affecting public policies related to manufacturing while becoming as competitive as possible in a changed, and still changing, global economy. As the saying goes, if you can't beat 'em, join 'em. I'd even take that a step further: Let's lead 'em.

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