Siemens is bringing together machine builders, software, and automation technologies through a new initiative designed to help manufacturers accelerate innovation, improve productivity, and achieve faster results.

CONNECTING TECHNOLOGIES AND EXPERTISE  

Siemens has launched Meet at the Machine, an initiative that provides a framework for the company and machine builders to jointly develop integrated machining solutions aimed at addressing real-world manufacturing challenges. 

The initiative combines engineering software, automation hardware, and machine expertise within a single solution, enabling machine builders to offer differentiated value whilst helping manufacturing customers improve productivity, quality, and performance. 

Manufacturers are increasingly navigating greater complexity, workforce shortages, and pressure to become productive more quickly. Although developments in software, automation, and digitalisation are creating new opportunities, connecting these technologies in effective production workflows remains a challenge for many organisations. 

CREATING A CONTINUOUS DIGITAL THREAD  

Siemens sees a continuous digital thread spanning engineering, programming, virtual validation, and execution as the next stage of machining innovation. 

By strengthening the flow of data throughout the manufacturing lifecycle, the initiative aims to reduce complexity, accelerate production ramp-up, and establish a platform for ongoing improvement. 

“Manufacturing truth has always ultimately been at the machine,” said Mark Hindsbo, Head of Operations Software at Siemens.  

COLLABORATION WITH TRAK MACHINE TOOLS  

The first phase of Meet at the Machine has been developed in collaboration with TRAK Machine Tools, with an initial focus on helping part manufacturers achieve productivity from the outset. 

A key challenge addressed by the initiative is the period between receiving a new machine and reaching productive machining. By connecting software, automation, and machine expertise into a unified workflow, manufacturers can programme, simulate, and validate production whilst the machine is still under construction. 

“When our customers invest in a new machine, their goal is to achieve productivity and business results as quickly as possible,” said Steve Pinto, President, TRAK Machine Tools.  

MACHINE DELIVERY PREPARATION  

Programming, validation, and training have traditionally started once a machine has been installed. Meet at the Machine moves these activities further upstream, giving manufacturers the opportunity to prepare for production before the physical machine arrives. 

This approach is intended to shorten the transition from machine delivery to productive operation and reduce ramp-up time. 

Looking ahead, Siemens plans to collaborate with machine builders to develop further solutions targeting key manufacturing challenges. 

Through collaborative innovation, the company aims to continue connecting software, automation, and machine expertise to support manufacturers in improving productivity and performance.

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Deloitte and the Manufacturing Institute explore how AI could help manufacturers address workforce shortages, broaden technician pathways, and accelerate skills development across the industry.

ADDRESSING THE TECHNICIAN GAP

Artificial intelligence could play a growing role in helping manufacturers tackle persistent workforce shortages, according to new research from Deloitte and the Manufacturing Institute (MI).

The study examines how AI could support the development of manufacturing technician talent by expanding the pool of qualified applicants, reimagining workflows, and supplementing on-the-job training.

At the heart of the research is the potential to make technical knowledge and guidance more accessible to workers. By embedding AI into new workflows, manufacturers could provide critical information to people entering technician roles, including those transitioning from adjacent industries with transferable skills.

The opportunity is significant. Deloitte analysis estimates that manufacturing technician employment could grow six times faster than production occupations in manufacturing between 2025 and 2030.

During the same period, employers may need to fill 2.3 million openings across manufacturing and adjacent-industry technician occupations, driven by employment growth alongside retirements, other labour force exits, and occupational transfers.

BROADENING THE TALENT PIPELINE

The research identifies nearly two million technicians in adjacent industries whose broad skills could transfer to manufacturing.

For manufacturers struggling to find workers with the specific knowledge required for technician positions, this represents a potential source of talent.

Rather than relying solely on conventional pathways, AI-enabled workflows could help organisations support workers as they develop the additional capabilities required for manufacturing environments.

The research also highlights AI’s potential to digitise technical knowledge and put information directly at workers’ fingertips. This could reduce time spent searching for answers, support employees moving from adjacent fields, and allow experienced manufacturing workers to concentrate on higher-value activities.

The opportunity, therefore, extends beyond simply providing workers with another digital tool. AI could augment human judgement while making technical capabilities more accessible across the workforce.

INVESTING IN FUTURE-READY SKILLS

For Carolyn Lee, President of the Manufacturing Institute, the findings point towards an opportunity to rethink how people prepare for and develop within manufacturing roles.

“AI has the potential to change not only how manufacturing work gets done, but how people prepare for and succeed in these critical roles,” Lee says.

She highlights the importance of incorporating AI fluency and digital skills into established training programmes to accelerate skills development, widen pathways into manufacturing, and help address critical skills gaps.

Steve Shepley, Industrial Products and Construction Sector leader at Deloitte, similarly emphasises the role AI could play in making technical expertise more accessible while retaining workers’ experience and judgement.

“AI could help manufacturers make technical expertise more accessible while preserving the judgment and experience of the people doing the work,” Shepley says.

For manufacturers, the research highlights an opportunity to consider how technology, training, and workforce development can work together as technician roles become increasingly important.

With millions of openings expected across manufacturing and adjacent technician occupations, AI-enabled approaches to skills development could form part of a broader effort to strengthen the industry’s workforce pipeline.

The post Deloitte and Manufacturing Institute: Accelerating Industry Skills appeared first on Manufacturing Outlook.

Nissan will invest £170m to build its new Kicks crossover in Sunderland, strengthening its European electrified vehicle range while marking 40 years of UK manufacturing.

A NEW MODEL FOR EUROPE

Nissan has announced plans to introduce its Kicks compact crossover to Europe, with £170m being invested to manufacture the model at its Sunderland plant in the UK.

The new Kicks features Nissan’s e-POWER hybrid technology and will join Qashqai, Juke, and LEAF on the Sunderland production line. The announcement comes as the plant celebrates its 40th anniversary, adding another milestone to its longstanding role in UK automotive manufacturing.

Massimiliano Messina, Chairperson of Nissan AMIEO Region, says the investment demonstrates the company’s ability to bring new models to new markets, while giving European customers greater choice across electrified powertrains.

Kicks is Nissan’s second major product update announced in Europe this month, following the announcement of PIXO, a new A-segment small electric car set to be unveiled next week.

POWERING THE NEXT GENERATION

Nissan currently manufactures the second-generation Kicks in Japan, Mexico, and Brazil for global markets. More than 1.8 million units have been sold across more than 70 countries, with the Sunderland allocation marking its European debut.

For European customers, Kicks will add another e-POWER hybrid option to Nissan’s range. The model will feature the company’s third-generation e-POWER system, launched in 2025 and re-engineered to improve fuel efficiency, reduce emissions, and enhance refinement.

Unlike conventional hybrid systems, e-POWER uses a petrol engine solely to generate electricity and recharge the onboard battery, while an electric motor drives the wheels.

This gives drivers the instant response, smooth acceleration, and refinement associated with an electric vehicle, combined with the familiarity of refuelling at a petrol station.

Sunderland already manufactures e-POWER versions of the Qashqai, giving Nissan established production expertise to support the introduction of Kicks for customers across the UK, Europe, and Turkey.

40 YEARS OF SUNDERLAND

The new allocation makes Kicks the tenth model to be manufactured at Nissan Sunderland since production began in 1986, when the first Nissan Bluebird came off the production line.

The plant has now produced 12 million vehicles, equivalent to one car every minute and 45 seconds on average. Across four decades, Nissan Motor Manufacturing UK has received £5 billion in investment and built vehicles for more than 100 markets worldwide.

The site directly employs around 6,000 people and supports a further 30,000 jobs across its supply chain, underlining its contribution to the UK’s automotive manufacturing sector.

UK Government Secretary of State for Business and Trade Jonathan Reynolds also highlighted Nissan’s longstanding contribution to British manufacturing, noting that the Sunderland investment reflects confidence in the UK’s automotive manufacturing expertise and future, as well as its potential to support continued investment and skilled employment.

Adam Pennick, Vice President of Manufacturing, Nissan Sunderland Plant, describes the new model allocation as a fitting way to mark the site’s 40th year, with Kicks set to join its existing electrified line-up of Qashqai, Juke, and LEAF.

The plant’s future product portfolio will expand again next year with the arrival of the all-new, third-generation Nissan JUKE, which will be manufactured as a fully electric model.

Alongside its Sunderland manufacturing operation, Nissan maintains a design centre in Paddington, London, and a research and development site in Cranfield, Bedfordshire, reinforcing its wider UK presence.

The post Nissan on Sunderland Manufacturing Expansion: “Fantastic News for Our European Region” appeared first on Manufacturing Outlook.

Hitachi Energy is investing USD$528 million in a new transformer manufacturing facility in Mississippi, its largest single US investment to date, as part of an approximately USD$1.5 billion programme to expand domestic production of critical power grid equipment.

Hitachi Energy to More Than Double Mississippi Capacity

Hitachi Energy has announced plans to build a USD$528 million transformer manufacturing facility in Gallman, Mississippi, creating more than 700 jobs and more than doubling its production capacity in the area.

The new factory will be more than twice the size of the company’s existing Crystal Springs facility, located approximately 10 kilometres away.

Construction is expected to begin in late 2026, with transformer production scheduled to start in 2029. Once complete, production will transition from Crystal Springs to the new Gallman site, while the existing facility will continue to support warehousing, training or other operational requirements.

The investment forms the cornerstone of Hitachi Energy’s approximately USD$1.5 billion US manufacturing expansion programme, targeting increased domestic production of transformers and other grid infrastructure.

Manufacturing Expansion Responds to Electricity Demand

Hitachi Energy said the additional transformer capacity will help address increasing US electricity requirements driven by advanced manufacturing, industrial electrification, data centres and other energy-intensive industries, alongside continued grid modernisation.

Andreas Schierenbeck, CEO of Hitachi Energy, said: “Demand for electricity is growing rapidly, and the grid must grow with it.”

“This investment in Mississippi, our largest ever in the U.S., reflects our long-term commitment to American manufacturing and building the grid infrastructure that will help power America’s growth for decades to come. We are pleased to work with the Trump administration and Governor Reeves to support investment in American manufacturing at a pivotal time for U.S. energy security.”

The project also expands domestic manufacturing capacity for transformers, a critical component of electricity infrastructure.

Hitachi Expands US Manufacturing Footprint

The Mississippi project follows a series of investments by Hitachi Energy across its US manufacturing network.

In June 2026, the company broke ground on a USD$457 million expansion of its large power transformer factory in South Boston, Virginia, which is expected to create 825 jobs.

Hitachi Energy has also announced a USD$106 million expansion in Alamo, Tennessee, to increase transformer component production and create more than 100 jobs, alongside a USD$70 million expansion in Westmoreland County, Pennsylvania, focused on high-voltage grid equipment.

Together, the projects are expected to create more than 1,600 jobs.

Toshiaki Tokunaga, President and CEO of Hitachi Ltd., said: “Since 2020, the Hitachi Group has invested and committed more than $14 billion in the United States, further strengthening our commitment as a trusted partner in supporting critical social infrastructure.”

“This expanded investment will accelerate those efforts and contribute to powering America’s energy future. As True One Hitachi, we will combine our strengths not only in energy, but also in mobility, industry, and digital solutions to accelerate digitalizing infrastructure and help address society’s most pressing challenges.”

Doug Burgum, Chairman of the National Energy Dominance Council and U.S. Secretary of the Interior, said: “This is exactly the kind of investment that advances American Energys Dominance and helps secure a stronger future for our country and all Americans.”

Strengthening Transformer Supply Chains

Hitachi Energy said its investment programme is intended to strengthen US manufacturing and expand the supply of equipment required for the country’s power infrastructure.

Bill Cork, Executive Director of the Mississippi Development Authority, said: “Reliable energy infrastructure has become one of the most important factors in economic growth, and that starts with the ability to manufacture the equipment that keeps the grid running.”

“Hitachi Energy’s $528 million investment expands domestic transformer production at a time when demand continues to grow across North America. Projects like this strengthen one of the country’s most critical manufacturing supply chains while creating long-term opportunities for Mississippi.”

Tate Reeves, Governor of Mississippi, said: “This is truly a massive win for Mississippi and the United States. Hitachi Energy could’ve made its largest investment in America anywhere in the country – but the company chose Mississippi. Mississippi’s momentum is growing stronger every day, and it is our people who are building the future of American energy infrastructure.

This $528 million investment will create over 650 new jobs while expanding the domestic manufacturing capacity our country needs to meet growing demand. Mississippi is proud to play a leading role in powering America’s future.”

The post Hitachi Energy Deepens US Manufacturing Push With USD$528 Million Transformer Plant appeared first on Manufacturing Outlook.

Hyundai Motor Group is bringing global technology talent together in Silicon Valley, showcasing its Physical AI and robotics ambitions while opening new pathways for innovation and careers.

CONNECTING GLOBAL TECH TALENT

Hyundai Motor Group is set to host its HMG Tech Talent Forum 2026 from September 17–18 at the San Jose McEnery Convention Center in Silicon Valley, bringing together leading technology professionals as the Group expands its presence in innovative sectors including Physical AI and robotics.

Hosted by nine Group affiliates and partners, the Forum will provide an opportunity for technology professionals to explore Hyundai Motor Group’s technology vision, global talent strategy, and future opportunities across its growing technology ecosystem.

The participating organisations include Hyundai Motor Company, Hyundai Motor America, Kia Corporation, Kia America, Hyundai America Technical Center, Hyundai Motor Group Metaplant America, Boston Dynamics, Motional, and 42dot.

FROM VISION TO INNOVATION

The HMG Tech Talent Forum is designed as a premier recruitment platform, combining keynote speeches, leadership discussions, real-world project showcases, interactive exhibitions, and career consultations.

Keynote speakers will include José Muñoz, President and CEO of Hyundai Motor Company; Manfred Harrer, President and Head of R&D Division, Hyundai Motor Group; Minwoo Park, President and Head of the Advanced Vehicle Platform Division, Hyundai Motor Group, and CEO of 42dot; and Hae In Kim, Executive Vice President and Chief Human Resources Officer, Hyundai Motor Group.

Together, the sessions will explore the Group’s future technology strategy and vision for global talent, while offering participants insight into the technologies and opportunities shaping its evolving ecosystem.

EXPLORING THE FUTURE OF TECHNOLOGY

A Leaders Panel Talk will bring together technology leaders from across Hyundai Motor Group and its affiliates, including Harrer, Park, ChangHwan Kim, Executive Vice President and Head of Electrification Energy Solutions Tech Unit of Hyundai Motor Group; Zack Jackowski, Chief Product and Technology Officer of Boston Dynamics; Phil Michel, Senior Vice President of Autonomy & AI of Motional; and Alpesh Patel, Vice President and Head of SDF Transformation Center of Hyundai Motor Group.

The panel will examine the future direction of the technology industry and the Group’s ability to translate innovation into practical applications, before concluding with a live Q&A.

Beyond the headline sessions, six Tech Sessions will provide deeper discussions across AI, robotics, autonomous driving, smart manufacturing, SW/IT, and hydrogen, energy, and battery technologies. These sessions will enable engineers and participants to exchange knowledge around real-world projects and technological applications.

An accompanying Exhibition Program will feature 16 hands-on and project-based displays across three themed zones: Beyond the Vehicle, Beyond the Road, and Beyond the Industry.

SHOWCASING A BROADER TECHNOLOGY ECOSYSTEM

The exhibition will highlight technologies spanning AI, robotics, autonomous driving, smart manufacturing, SW/IT, and hydrogen, energy, and battery solutions. Featured displays include MobED, Spot, the IONIQ 5 robotaxi, the Hyundai CRATER Concept, and advanced E&E architecture known as CODA.

The Forum will also feature an HR Coffee Chat, giving attendees the opportunity to speak informally with hiring managers and explore career opportunities across Hyundai Motor Group and its affiliates.

Pre-invited guests and walk-in visitors will be able to participate in Forum programmes through on-site registration, extending access to the Group’s technology vision, projects, and recruitment opportunities as it continues to pursue innovation across Physical AI, robotics, and future mobility.

The post Hyundai Motor Group’s Physical AI Push appeared first on Manufacturing Outlook.

IBM and NASA have released an open-source AI model that transforms decades of lunar observations into insights, helping scientists identify features and accelerate exploration.

TURNING LUNAR DATA INTO DISCOVERY

IBM and NASA have announced the open-source release of the NASA-IBM Lunar Foundation Model, one of the first publicly available foundation models designed for scientific exploration of the Moon.

Trained on an extensive lunar observation dataset curated by IBM and NASA researchers, the model enables scientists to work across decades of complex, multi-instrument data, helping uncover relationships and patterns that may otherwise remain difficult to identify.

The Moon has been continuously observed for decades, with sensors and instruments generating petabytes of data on its surface and subsurface. Yet analysing this information has traditionally required scientists to sift through maps and images manually or rely on lower-resolution, task-specific machine learning models.

The NASA-IBM model is designed to address these limitations by bringing multimodal and multi-resolution lunar observations into a common framework. In testing, it exceeded widely used approaches by up to 23 percent when identifying key geographic features, including potential ice deposits, craters, and volcanic formations.

MAPPING THE MOON IN GREATER DETAIL

Potential lunar ice deposits are one area where the model could support future exploration. Permanently shadowed regions are among the Moon’s most challenging environments to observe, but may contain ice beneath the surface. The presence of lunar ice could provide water and oxygen resources for a future Moon base, as well as rocket fuel for missions to Mars.

According to a NASA-IBM authored technical paper, the model reduced error in identifying areas with high potential for lunar ice by up to 22 percent compared with the SwinV2-B ImageNet model.

The technology can also help researchers investigate the Moon’s volcanic history. By identifying Irregular Mare Patches, scientists can better understand lunar volcanic activity and thermal evolution, while also gaining information relevant to future surface operations. The model captured the extent of these volcanic features 3 percent better than SwinV2-B when working with imperfect labels.

Crater detection represents another important application. Lunar craters can reveal information about the age and geology of different terrains, as well as the chemical composition of the early lunar interior. More detailed crater mapping can also support the selection of safe landing sites and help identify hazards and locations for future infrastructure.

At around 100-metre context-scale resolution, the model outperformed SwinV2-B by nearly 19 percent while using only half the training data.

AN OPEN FOUNDATION FOR EXPLORATION

Alongside the model, IBM and NASA scientists have created an open-source lunar dataset that brings more than 30 spatially aligned layers from nine instruments across four missions into a machine learning-ready framework.

The dataset combines tens of thousands of images and maps from NASA’s Lunar Reconnaissance Orbiter and GRAIL missions, alongside complementary lunar observations from the Japanese Aerospace Exploration Agency’s SELENE/Kaguya mission.

For NASA, the opportunity extends beyond simply collecting scientific data. Kevin Murphy, Chief Science Data Officer and Acting Chief Data and AI Officer at NASA Headquarters, highlights the potential for AI to make NASA’s vast scientific record easier for researchers to explore and use.

IBM’s Juan Bernabe-Moreno, Director of IBM Research Europe, UK and Ireland, similarly emphasises the model’s ability to connect observations across instruments and provide an open platform for the wider research community.

The NASA-IBM Lunar Foundation Model joins IBM and NASA’s Prithvi family of open foundation models, which spans geospatial, weather, heliophysics, and now lunar science. By providing a shared foundation that researchers can adapt to different scientific questions, the collaboration aims to accelerate discovery and support the next phase of lunar exploration.

The post IBM and NASA Unlock Lunar Discovery appeared first on Manufacturing Outlook.

Samsung Electronics and Mistral AI have entered a strategic partnership to integrate on-premises artificial intelligence across semiconductor operations, supporting more secure, efficient, intelligence-driven chip manufacturing.

BUILDING INTELLIGENCE INTO SEMICONDUCTORS

Samsung Electronics has announced a strategic partnership with Mistral AI, combining the semiconductor giant’s silicon technologies with Mistral’s artificial intelligence capabilities to strengthen chip engineering and manufacturing.

Announced during a state summit between South Korea and France in Paris, the collaboration will see Samsung integrate Mistral’s AI services and solutions, including its flagship Mistral Large large language model, across its semiconductor operations.

The partnership is focused on developing customised, on-premises AI models designed specifically for intelligence-driven semiconductor infrastructure. By bringing AI capabilities directly into its operations, Samsung aims to transform how semiconductors are designed and manufactured, while maintaining control over sensitive technologies and operational data.

For Samsung, the on-premises approach is particularly significant as semiconductor development increasingly depends on the rapid processing and analysis of complex data.

SECURING MISSION-CRITICAL DATA

As semiconductor processes become more advanced, the ability to analyse data quickly and effectively within the fab is becoming increasingly important.

Mistral’s enterprise AI solutions are expected to provide Samsung with a stack of tools that can support this shift, while enabling sensitive information to remain entirely within Samsung’s semiconductor infrastructure.

This approach is designed to deliver the security and flexibility required to process highly sensitive technologies and operational data without moving them beyond the company’s infrastructure. In doing so, Samsung can retain control over its mission-critical technologies while exploring new applications for AI across its semiconductor operations.

Targeted AI models will also be applied to areas including defect detection and equipment optimisation, with the potential to accelerate development cycles, improve manufacturing precision, and support yield stabilisation across Samsung’s advanced memory and logic chips.

ACCELERATING THE AI CHIP ERA

The collaboration comes as the growing complexity of AI chip design and manufacturing creates new demands across the semiconductor ecosystem.

Young Hyun Jun, Vice Chairman and CEO of the Device Solutions (DS) Division at Samsung Electronics, highlights the need for continuous innovation as AI chip technologies evolve, while positioning the partnership as a means of supporting customers and delivering new breakthroughs across the wider semiconductor ecosystem.

For Mistral AI, the partnership represents an opportunity to apply its AI expertise directly to the complex processes underpinning modern electronics and semiconductor manufacturing.

Arthur Mensch, co-founder and CEO of Mistral, describes AI as reshaping how complex technologies are built, from silicon to software, with the collaboration intended to improve chip design and manufacturing while accelerating technical progress across the global semiconductor and AI value chain.

Samsung has further strengthened the relationship by leading Mistral AI’s Series D funding round and securing a strategic equity stake. The investment signals a long-term commitment to technological collaboration, as cross-industry partnerships become increasingly important to the development of advanced chip infrastructure.

By bringing together semiconductor expertise and AI innovation, Samsung plans to continue its broader AI transformation, spanning advanced memory and logic through to foundry services, while responding to the diverse requirements of its customers.

The post Samsung and Mistral AI: Powering Intelligent Semiconductors appeared first on Manufacturing Outlook.

More than eight in 10 UK manufacturers have experienced maintenance delays because critical parts are unavailable or face long lead times, according to Fluke research, despite an average 22 per cent of spare parts inventories already being obsolete.

Parts Availability Disrupts UK Manufacturing

UK manufacturers are facing a growing mismatch between the spare parts held in inventory and the components required to keep machinery and production lines operating.

Research from Fluke Corporation found that 83 per cent of UK manufacturers experience maintenance delays because of unavailable parts or long lead times, with one in five encountering these problems regularly.

The findings come as manufacturers continue to contend with production disruption. More than two-thirds – 68 per cent – reported experiencing unplanned downtime during the past 12 months.

However, the research indicates that simply increasing spare parts inventories may not address the problem.

On average, 22 per cent of manufacturers’ spare parts inventory is already obsolete, leaving businesses carrying the cost of components they may no longer require while still being exposed to shortages of critical parts.

Paraic O’Lochlainn at eMaint, a Fluke brand, said: “UK manufacturers are facing a striking contradiction: maintenance teams are being left waiting for critical parts while businesses are already carrying significant volumes of inventory that have become obsolete.

“This isn’t simply a question of how much stock a manufacturer holds. The bigger challenge is knowing which parts are critical, where they are, and whether they will be available when an asset fails.”

Supply Chain Volatility Adds to Downtime Risk

Supplier concentration represents another potential vulnerability for manufacturing operations.

One in five UK manufacturers single-source critical components or materials within each region, while 32 per cent identify supply chain volatility as one of the most likely causes of operational disruption during the next 12 months.

Manufacturers do not, however, see supplier diversification alone as the answer. Just 11 per cent identified diversifying or reshoring suppliers as the change that would most improve their ability to withstand future disruption, while 14 per cent selected balancing globalisation with reshoring.

O’Lochlainn said: “The same applies to suppliers. Diversification can reduce dependence on a single source, but adding suppliers without greater visibility can introduce new complexity and cost rather than delivering genuine resilience.”

Logistics and Parts Shortages Drive Costs

The financial consequences of disruption are also being felt across manufacturing supply chains.

More than a third – 35 per cent – of UK respondents identified cross-border shipping and logistics as presenting the greatest cost risk from disruption.

Supplier unreliability or geopolitical risk was cited by 32 per cent, while 31 per cent pointed to downtime resulting from a lack of serviceable parts or long lead times.

The findings highlight the relationship between procurement, spare parts management and factory maintenance, with Fluke arguing that manufacturers need greater visibility across both their supply chains and production assets.

Maintenance and Sourcing Strategies Need Closer Links

O’Lochlainn said manufacturers should connect sourcing decisions more closely with activity on the factory floor rather than treating inventory and supplier strategies separately.

“Resilience isn’t simply about adding inventory or adding suppliers. Manufacturers need to connect sourcing decisions with what is happening on the factory floor.

“That means being able to see what they own, understand which assets and components are most critical, and anticipate what they are likely to need next. Without that connection between supply chain and maintenance strategy, businesses risk spending more on resilience without becoming more resilient.”

The research was conducted by Censuswide on behalf of Fluke and surveyed 600 manufacturing respondents across the UK, Germany and US, covering the food and beverage, oil and gas, life sciences and automotive industries. Of those surveyed, 199 respondents were based in the UK.

The post Fluke Finds Parts Shortages are Driving Manufacturing Downtime appeared first on Manufacturing Outlook.

With decades of expertise, Dayton-Phoenix Group delivers innovative solutions that meet the highest standards of quality and performance for critical heavy industry applications. We get the full story from CCO, John Gordon.

PROGRESS THROUGH PURPOSE

Since 1939, Dayton-Phoenix Group (DPG) has been at the heart of heavy industry – designing, engineering, and manufacturing electrical and mechanical solutions that keep railroads, mining operations, and off-highway equipment running at peak performance.

Born from a proud tradition of American innovation in the heartland, the company has spent generations solving the toughest challenges in the harshest industries.

“We design and manufacture electric motors, dynamic braking systems and resistors, cooling fans and blowers, locomotive heating, ventilation, and air conditioning (HVAC) systems, and other engineered solutions primarily for the rail and mining industries,” introduces CCO, John Gordon.

Today, DPG employs more than 350 people and operates over 700,000 square feet of manufacturing and service facilities across the US.

“Our primary manufacturing operations are in Dayton, Ohio and West Lafayette, Indiana, while our remanufacturing facilities in Houston, Texas and Gothenburg, Nebraska provide lifecycle support for our customers’ critical equipment,” he lists.

Today, its customers include many of the world’s leading original equipment manufacturers (OEMs), railroads, mining companies, and fleet operators.

“As both an OEM supplier and a trusted aftermarket partner, we support customers around the world with engineered solutions that keep critical operations running while improving performance, reducing lifecycle costs, and preparing for the future of electrification,” Gordon sets out.

INDUSTRY IN TRANSITION

Right now, across the vast landscape of US manufacturing, particularly in rail and heavy industry, there is tremendous pressure to improve efficiency, reduce operating costs, modernize aging equipment, and strengthen domestic manufacturing, while new technologies are creating opportunities that simply weren’t available before.

Meanwhile, one of the biggest trends on the rise is a more practical approach to electrification and sustainability.

While reducing emissions remains an important objective, the conversation has shifted toward improving the total cost of ownership. Customers are looking for solutions that reduce fuel consumption, maintenance costs, downtime, and overall operating expenses, but the economics must make sense.

Replacing entire fleets of expensive assets is rarely practical, creating a significant opportunity to modernize and improve equipment already in service.

“We’re also currently watching the emergence of autonomous rail operations. These technologies have already demonstrated their value in mining, and we believe freight rail is beginning a similar evolution,” observes Gordon.

As these technologies mature, they have the potential to make rail transportation more flexible, improve asset utilization, enhance safety, lower operating costs, and ultimately allow rail to capture freight that has traditionally moved by truck.

For DPG, these industry trends align directly with its strategy.

“Our focus isn’t on technology for technology’s sake – it’s on developing practical, reliable, and commercially viable solutions that deliver measurable value for our customers.

“We understand the equipment they operate today, where it can be improved, and how to apply new technologies in ways that strengthen performance, reduce operating costs, and provide a clear return on investment,” Gordon muses.

That’s what makes this such an exciting time for the industry and why the company remains so optimistic about where it’s heading.

SERVICE WITH A DIFFERENCE

Gordon believes what truly differentiates DPG is a deep understanding of the industries it serves.

“We don’t simply manufacture products – we understand the applications, operating environments, and challenges our customers face every day,” highlights Gordon.

Whether it’s a locomotive operating in extreme climates or mining equipment running around the clock, the company’s solutions are designed specifically for demanding conditions.

“Our products have earned a reputation for robustness, reliability, and long service life. Customers depend on our equipment because downtime is extremely costly, so durability and performance are never compromised,” he prides.

That focus on quality has helped build relationships with customers that span decades.

Just as important is DPG’s commitment to putting the customer first, working closely to understand their operational goals and develop solutions that solve real problems rather than offering one-size-fits-all products.

“That collaborative approach has made us a trusted engineering partner, not just a supplier,” Gordon affirms.

Another significant competitive advantage for DPG is its people. With decades of experience in both the rail and mining industries, their expertise allows the company to anticipate challenges, innovate with purpose, and deliver solutions that provide real value.

“As these industries transition toward electrification, we’re combining deep industry knowledge with new technologies to ensure our customers receive practical, commercially viable solutions that improve performance and lower the total cost of ownership,” he assures.

THE PATH TO INNOVATION

One project that the company is especially proud of is VOLT, its portable battery-electric and hybrid solution for locomotives.

Rather than replacing an existing diesel-electric locomotive with an entirely new asset, VOLT is designed to work with the locomotive a railroad already owns, using battery energy to offset diesel-generated power while retaining the diesel engine when needed.

“A key part of VOLT is its modular, swappable approach. Instead of tying up a locomotive for hours while batteries charge, the goal is to exchange the energy storage and keep the locomotive working,” Gordon explains.

What makes VOLT special to DPG is that it represents exactly how the company believes change should happen – by taking an enormous industry challenge, finding a practical solution with a real economic return, then going and proving it.

“We’ve already demonstrated the fundamental technology on a locomotive at MxV Rail in Pueblo, Colorado, and we’re now working toward the next phase of larger-scale testing and real-world operation,” he informs us.

VOLT isn’t about electrification for the sake of electrification – it’s about giving railroads a practical path to reduce fuel consumption and operating costs using the assets and infrastructure they already have.

CATALYST FOR CHANGE

DPG has several other electrification projects in development that apply the same philosophy to different parts of rail, mining, and heavy industry.

In this realm, the company is developing SYNC, which captures energy from regenerative braking on large electric-drive haul trucks, stores it, and puts that energy back to work rather than simply dissipating it as heat.

“We’ve also developed CATALYST, our permanent magnet motor, which can serve as a key component in solutions that convert traditionally mechanical-drive mining haul trucks to electric drive,” Gordon tells us.

That type of conversion requires collaboration with other technology partners, but it’s another example of where DPG’s core expertise can help enable larger electrification solutions.

In rail, the company is also working on a compact integrated motor and drive solution aimed at enabling self-propelled railcars without the complexity of a traditional drivetrain.

“What excites me most is that we’re moving beyond talking about what electrification could look like someday,” he enthuses.

DPG already has a significant footprint as an OEM supplying equipment throughout the rail and mining industries, which gives it an incredible foundation to build from.

“We understand the equipment, applications, and customers. We’re taking technologies and expertise DPG already has and putting them together in new ways, often alongside great industry partners, to solve real problems today,” asserts Gordon.

INVESTING FOR THE FUTURE

The next three to five years will be a defining period for DPG.

The company is preparing to launch several major new products that will fundamentally redefine the business, expanding it from a long-established manufacturer of proven rail and industrial products into a leader in next-generation electrification technologies for the rail and mining industries.

“Successfully bringing these products to market and scaling production is our highest priority. These programs represent years of engineering, customer collaboration, and strategic investment, and we believe they will position DPG for significant long-term growth,” Gordon excites.

Just as important as financial growth is preserving the culture that has made DPG successful.

“As we grow, we are committed to maintaining a culture that values our people, encourages collaboration and innovation, and stays true to our core purpose of serving our communities, creating jobs, and providing opportunities for our team members to be the best they can be,” he outlines.

Moreover, the company believes sustainable growth is achieved by not only investing in technology, but also continuing to invest in its people.

While the business is evolving rapidly, one thing will remain unchanged – DPG’s commitment to developing commercially viable solutions that solve real customer challenges.

“Our goal isn’t simply to become a larger company – it’s to redefine what DPG represents in the marketplace and become the preferred partner for innovative, reliable technologies that power the future of heavy industry,” Gordon finishes.

The post Dayton-Phoenix Group : Progress Through Purpose appeared first on Manufacturing Outlook.

Martin-Baker America, Inc. is pioneering advancements in ejection seats and safety equipment, driven by a commitment to quality and a proven history of preserving pilots’ lives. Matthew Johnson, Vice President and General Manager, discusses the company’s mission to protect those who protect us.

A LEGACY OF LIFE-SAVING INNOVATION IN AVIATION

For over 80 years, Martin-Baker Aircraft Company (Martin-Baker) has proudly been a world leader in the design and manufacture of ejection and crashworthy seats, with a remarkable history of saving more than 7,800 lives.

Today, the company continues to thrive under the leadership of the Martin family – descendants of Founder Sir James Martin.

Headquartered in Denham, England, Martin-Baker America, Inc. (MBAI) was established in 1999. It commenced operations the following year as a subsidiary of Martin-Baker to better serve its customers in the US market.

As the corporate structure evolved and capabilities expanded within the US, it became an affiliate, allowing the manufacture and service of Martin-Baker products for the North American market.

Employing 165 people across two main sites, with the majority working in the Johnstown, Pennsylvania plant, the area hosts a strong defense community, including companies such as Leonardo DRS, Concurrent Technologies Corporation (CTC), Lockheed Martin, and Kongsberg Defence & Aerospace AS.

“At the Johnstown plant, we focus on manufacturing crashworthy helicopter seats for the US military and our global commercial and military customers,” introduces Matt Johnson, Vice President and General Manager.

“Additionally, we produce components for both our helicopter and ejection seats in support of US military flight line maintenance and performing scheduled maintenance and unscheduled repair of ejection seats to support the US and Canadian militaries.”

Moreover, at the Johnstown site, MBAI has all the necessary supply-chain capabilities to source materials both domestically and internationally.

“Our manufacturing capabilities include ejection seat maintenance, repair, and overhaul (MRO), parachute packing, computer numerical control (CNC) machining, industrial sewing, painting, assembly, and inspection.

“This core set of skills allows us to build all Martin-Baker products to print with technical assistance provided by the design authority,” Johnson affirms.

A second facility in Fort Worth, Texas, acts as the home base for field service activities and a training center for military fleet maintainers. From here, engineers are strategically deployed to Air Force and Naval bases to support customers and products in action.

In crashworthy seating, MBAI produces seats for Blackhawk (H-60), Chinook (MH-47), Super Stallion (CH-53), and the Poseidon (P-8).

For the ejection seat market, meanwhile, the company provides spare parts and full-scale maintenance for Talon (T-38), Texan (T-6), Super Hornet (F-18), and Lightning II (F-35) aircraft.

Additionally, it offers spare replacement parts for all seats, including cushions, fabrics, restraint harnesses, and other contact points.

ELEVATING EJECTION SEAT SAFETY

There are varying but equally important strategies that MBAI deploys to ensure quality and safety.

“Firstly, we have world-class design engineering that has been refined over many decades to treat the safety of pilot and maintainer as the highest priority. Each design has specific product safety reviews before being placed into the manufacturing stream,” Johnson outlines.

“The next approach is in supply chain selection. We only accept suppliers who can comply with strict aeronautical standards like AS9100 and can also meet tightly toleranced machining requirements necessary for precision equipment like an ejection seat.”

This selection process, combined with robust incoming product inspection, ensures MBAI’s maintainers are only using the highest-quality products.

“Our culture is rooted in quality and safety. There is a banner that hangs at the entrance to the plant stating, ‘Aircrew Safety Equipment, the only part of the aircraft that CANNOT fail!’” he tells us.

“We treat this as a guiding statement for all things we do around the plant. Employees hold themselves and each other accountable to extremely high-quality work because they know that someone’s life depends on it.”

Importantly, MBAI has a dedicated safety coordinator and safety council, and the team ensures working conditions are exceptionally safe and that foreign debris has no chance of entering critical workspaces.

“There is tremendous pride that comes with this type of work, which is reflected in the cleanliness of the shop floor,” Johnson notes.

Martin-Baker helicopter seats contain a special attenuation device that is designed to allow the seat to absorb the impact of a crash or hard landing rather than transfer that energy into the occupant. This critical technology has saved many soldiers’ spines.

“The safety regulations are conveyed to us through military specifications which often prescribe the lowest acceptable safety factors. Martin-Baker designs incorporate additional margin-of-safety factors to ensure our customers receive the highest-quality product,” insights Johnson.

EMPOWERING THE NEXT GENERATION

MBAI’s workforce development strategy is closely tied to the plant’s geography and Johnstown’s history.

Once a major steel-producing town, Johnstown faced significant job losses when the steel industry declined in the early 1980s, leading to a steady drop in population. Throughout that time, the town’s economy continued to struggle.

However, Congressman Jack Murtha became prominent on the Defense Appropriations Committee, advocating for Johnstown to be established as an industrial defense base. As a result, several large contractors set up operations there, including Martin-Baker.

“As steel workers transitioned to defense jobs, many encouraged their children to pursue college and move to more prosperous areas of the country,” observes Johnson.

Over the years, this left a limited pool of aging skilled workers. Recognizing the need to cultivate new talent, MBAI launched a high school apprenticeship program to transfer knowledge from its experienced workforce.

“We seized the chance to fill our labor pool with bright young minds and give our children an opportunity to stay in the place they call home prosperously. We decided to invest in our high school students and equip them for the future. This is how the high school apprenticeship program began,” Johnson reveals.

Indeed, it is truly a grassroots effort from MBAI, which provides funding to ensure training is available and removes barriers to employment by providing free bus passes to students, but mostly, it’s successful because employees give back.

“Our work culture is rooted in servant leadership, and many employees actively engage with local high schools to inform students about opportunities at MBAI.

“We offer year-round tours and workshops for teachers, parents, and students to raise awareness about careers focused on our life-saving equipment. Each summer, we interview students for eight to 10 junior and senior apprenticeship positions,” he explains.

During these months, the company supports students holistically, pairing them with mentors and offering training in job skills and financial management. Successful participants receive a certificate and help with resumes to boost their employability in the defense sector.

“Of course, we keep the best candidates! Those who excel are offered jobs in our manufacturing areas, launching their formal careers. As a lifelong Johnstown resident, this work is deeply rewarding,” Johnson impassions.

AT THE FOREFRONT OF FLYING

In terms of projects, MBAI is very unique in its seat maintenance capabilities.

“I’m particularly proud of the work we’re doing with the F-35 program on the maintenance of our US16E ejection seat. Each seat must undergo a significant overhaul at the 10-year mark, and we are currently the only facility in the US capable of performing this work,” Johnson acclaims.

For the fleet, flight time is invaluable. The government has a limited inventory of spare seats, so they cannot afford to wait long while any seat is in maintenance.

“If we don’t do our job as quickly as possible – obviously without sacrificing safety – the fleet may experience the dreaded aircraft on the ground (AOG). Our small but mighty team works extremely hard to ensure seats are serviced promptly,” explains Johnson.

As the fleet size continues to grow, MBAI is working with prime contractors Lockheed Martin and BAE Systems to increase maintenance capacity further.

The future is bright for the company and, as such, several near-term goals excite Johnson and the team.

“For one, we are starting a journey to engineer some of our own helicopter seat products. The details are of a competitive nature, so it’s under wraps for now, but we believe we are better positioned to meet the needs of the modern warfighter.

“We are working diligently to reach both the military and commercial markets with some new ideas that we believe our customers will love. Martin-Baker is a very respected name in aircrew safety, so we’re very excited to help keep that legacy at the front of technology,” Johnson proudly concludes.

The post Martin-Baker America, Inc. : A Legacy of Life-Saving Innovation in Aviation appeared first on Manufacturing Outlook.

Plasser American Corporation doesn’t simply manufacture machines – it partners with customers throughout the entire lifecycle of their assets, helping them maintain safe, reliable, and efficient rail infrastructure. Thomas Blechinger, President and CEO, tells us more.

BUILT ON HERITAGE, DRIVEN BY THE FUTURE

“I’ve always been drawn to manufacturing because it’s an industry where innovation, craftsmanship, and execution come together.”

The opening words of Thomas Blechinger, President and CEO of Plasser American Corporation (Plasser), reflect his view that success is measured not by presentations, but by the quality of the product, performance in the field, and the trust you earn from your customers.

Plasser is a leading original equipment manufacturer (OEM) of railway track maintenance equipment and the North American subsidiary of the Austrian group Plasser & Theurer.

Headquartered in Chesapeake, Virginia, the company has been serving the North American rail industry for more than 60 years and today employs more than 400 people across manufacturing, engineering, sales, service, and support.

“As an OEM, we don’t simply resell or assemble machines – we develop, engineer, design, and manufacture equipment specifically for the unique operating conditions, regulatory requirements, and customer needs of the North American market,” Blechinger outlines.

“By combining the global technology leadership of Plasser & Theurer with local engineering and manufacturing expertise, we deliver solutions that are purpose-built for freight railroads, transit agencies, passenger rail operators, and contractors across the continent,” he follows.

TANGIBLE VALUE

Today, what continues to motivate Blechinger is that manufacturing creates tangible value.

“Every machine we build supports critical infrastructure, improves safety, and helps keep freight and passenger railroads operating efficiently.

“Seeing an idea progress from engineering to the shop floor and ultimately into service with our customers is still incredibly rewarding,” he enthuses.

Blechinger’s varied career in manufacturing started with an apprenticeship as an electrical mechanic in Austria over three decades ago, and that hands-on technical foundation has shaped the way he leads to this day.

Across Europe, North America, Asia, and Latin America, he has had the opportunity to lead increasingly complex technical and business operations.

“Those experiences reinforced my belief that successful manufacturing is built on the combination of engineering excellence, operational discipline and, most importantly, great people,” recalls Blechinger.

At present, Plasser’s core business is the design, manufacture, and lifecycle support of highly specialized machines used to build, maintain, and renew railway infrastructure.

Its portfolio includes tamping machines, ballast cleaning and management equipment, track renewal systems, material logistics solutions, rail treatment technologies, track geometry measurement systems, and an expanding range of battery-powered and digitally enabled machines.

“Beyond manufacturing, we provide comprehensive aftermarket support, machine overhauls and upgrades, spare parts, operator training, digital fleet solutions, and extensive contracting services throughout the US,” Blechinger lays out.

EXPANDING PORTFOLIO

One trend that Plasser is particularly encouraged by is the increasing adoption of digital technologies, automation, and data-driven decision-making.

Manufacturers are leveraging predictive maintenance, connected equipment, artificial intelligence (AI), and advanced analytics to improve productivity, quality, and customer service.

At the same time, there is an increasing interest in more sustainable equipment.

“At Plasser, we recently began production of one of our first battery-powered heavy railway track maintenance machines, representing an important milestone in the evolution of our product portfolio,” Blechinger excites.

Meanwhile, alternative propulsion technologies are becoming increasingly important, particularly in urban environments and tunnels.

Beyond the environmental benefits, these technologies improve working conditions for crews, especially when operating in confined spaces such as tunnels.

Another exciting area is the increasing use of AI and machine vision to automate complex maintenance processes.

“Together with Plasser & Theurer, we are developing the next generation of highly automated track maintenance machines that combine visual recognition systems with AI-based machine control,” he informs us.

The objective for Plasser is to deliver more consistent work quality, optimize outcomes, and significantly reduce the potential for human error by allowing operators to move from continuously controlling the machine to supervising and managing the automated process.

Rather than replacing skilled operators, these technologies augment their expertise and enable them to focus on higher-value decision-making.

“However, technology alone isn’t the answer. The companies that will lead the next decade are those that combine advanced manufacturing and innovative product development with a highly skilled workforce and culture of continuous improvement – that’s where lasting competitive advantage is created,” states Blechinger.

BUILT FOR THE FUTURE

Several initiatives currently underway at Plasser reflect where the company believes the future of railway infrastructure maintenance is heading.

“One of our most exciting milestones is the recent start of production for one of our first battery-powered heavy railway track maintenance machines. This project represents a significant step in expanding our portfolio of alternative propulsion technologies,” Blechinger highlights.

Battery-powered machines are particularly valuable in urban environments and tunnels, where they dramatically reduce noise and completely eliminate diesel emissions.

This not only supports customers’ sustainability goals but also creates a healthier and safer working environment for maintenance crews operating in confined spaces.

“As rail operators continue to pursue more environmentally responsible infrastructure solutions, we see electrification becoming an increasingly important part of our product strategy,” insights Blechinger.

Another area the company is particularly proud of is its work on the next generation of highly automated track maintenance machines.

By combining machine vision, AI, and advanced machine control systems, Plasser is developing equipment capable of recognizing track components, optimizing work processes, and executing maintenance tasks with a level of consistency that was previously impossible.

The objective is to deliver higher and more repeatable work quality while reducing the potential for human error.

Rather than replacing skilled operators, these technologies shift their role toward supervising and managing the automated process, allowing them to focus on operational decisions while the machine performs repetitive tasks with greater precision.

“We believe this technology will play a key role in addressing the industry’s skilled labor shortage while improving safety, productivity, and infrastructure quality,” he clarifies.

GROWTH AND EXCELLENCE

Plasser’s priorities for the coming year are centered on disciplined growth, operational excellence, and continued innovation.

First, the company remains focused on executing its strong backlog while maintaining the highest standards of quality, safety, and on-time delivery. As demand for rail infrastructure investment continues across North America, its responsibility is to deliver for customers while continuously improving the efficiency of manufacturing operations.

“Second, we will continue investing in the next generation of railway maintenance technology. That includes expanding our portfolio of battery-powered machines, advancing AI-enabled automation and machine intelligence, and accelerating the digitalization of our equipment,” Blechinger expands.

These innovations will help Plasser’s customers improve productivity, address skilled labor shortages, and meet their long-term sustainability objectives.

Another important priority is the continued expansion of its aftermarket business.

“We continue to see tremendous opportunity to grow our lifecycle support capabilities through modernization programs, rebuilds, digital services, spare parts, field service, and maintenance contracting,” he adds.

Increasingly, customers are looking for long-term partners who can maximize the availability and performance of assets throughout their entire lifecycle.

Internally, the company will continue driving operational improvements across the business. That means strengthening manufacturing processes, reducing costs through lean initiatives, design for manufacturing, and continuous improvement, developing the workforce, and maintaining the strong safety culture built over the past several years.

“Operational excellence is not a one-time achievement – it’s a mindset that must be reinforced every day.”

Ultimately, Plasser’s goal isn’t simply to grow for the sake of growth – Blechinger wants to build a stronger, more resilient company that delivers industry-leading products, creates opportunities for employees, and continues to earn the trust of its customers.

“If we remain focused on innovation, execution, and our people, I’m confident we’ll continue building on the momentum we’ve created,” he concludes.

The post Plasser American Corporation : Built on Heritage, Driven by the Future appeared first on Manufacturing Outlook.

Bringing together four specialist marine businesses, Técnico Holdings combines expertise, employee ownership, and nationwide capabilities to build a stronger, more connected enterprise.

ONE FAMILY, COUNTLESS CAPABILITIES

Bringing together Técnico Corporation, Propulsion Controls Engineering, Lyon Shipyard & Fabrication, and Bay City Marine, Inc. (Bay City), Técnico Holdings aligns the strengths of these organizations, enabling strategic collaboration and international scale.

The family of companies has come together with a unified vision for growth, innovation, and long-term impact, where shared knowledge, stronger customer partnerships, and continued operational excellence thrive.

As such, Técnico Holdings’ overarching objective is to build a more connected and agile organization while maintaining the quality, reliability, and performance its customers have come to expect.

Técnico Holdings has grown from a company supporting repair yards in the city of Chesapeake, Virginia, into an employee-owned industrial marine contractor serving both commercial and government customers across the country.

Today, its focus remains on providing customers with the capability to keep their vessels operational – from ship repair, maintenance, modernization, fabrication, and scaffolding.

The company’s strategic locations across North America allow it to respond to work where it is most required, while its relationship with a broader group of companies enables it to access additional expertise.

UNITED CAPABILITIES

With each company in the Técnico Holdings family having developed its own identity and specialisms, this is an important part of its strength, as the business model champions bringing capabilities together.

Bay City, for example, joined Técnico Holdings while continuing to operate under its existing name with a focus on safety, quality, and reliable execution. Simultaneously, Técnico Holdings gained access to shared resources, best practices, and coast-to-coast capabilities.

This sense of balance in preserving specialist expertise while encouraging collaboration across the enterprise is central to Técnico Holdings’ One Enterprise approach, which is built around employee ownership, teamwork, accountability, innovation, and shared success.

Indeed, its supplier and subcontractor relationships are an important part of its ability to deliver for customers, having acquired a broad support network of suppliers, subcontractors, and industry partners that enable it to respond to customers while maintaining quality, competitive pricing, and reliable service.

With Técnico Holdings continuously growing, sustaining these relationships is a key priority as it believes a strong local network is crucial, while the wider enterprise can provide additional reach and resources.

Ultimately, the company’s objective is to continue building productive, long-term relationships while maintaining the highest possible standards.

CONNECTING PEOPLE, CUSTOMERS, AND SUCCESS

Employee ownership is a defining part of Técnico Holdings’ culture, which is why as the organization evolves, it remains focused on the contributions of its employee-owners and creating an environment where people can take pride in the work they do.

This culture is also reflected in the way the wider enterprise talks about growth, describing its strengths as coming from the dedication of its employee-owners and collaboration across its family of companies.

As Técnico Holdings expands, it seeks to maintain a connection between its people, customers, and the success of the organization.

Operational consistency across quality standards, along with a unified culture across all sites, is also deeply important to Técnico Holdings, whose operations across Virginia, Florida, Pennsylvania, California, and Washington state are wide-reaching.

As such, the company’s approach is to maintain the highest standards in these areas while drawing on specialist knowledge of individual locations and businesses.

The holdings model enables the enterprise to share resources, knowledge, and best practices, which is particularly important as its geographic footprint grows.

THE ROAD AHEAD

As Técnico Holdings prepares for the future, it recognizes that developing the next generation of skilled workers is essential to sustaining the maritime industry of tomorrow.

The Técnico Apprenticeship Program therefore provides a pathway into skilled trades for many young people and has become an important part of building the workforce.

That commitment continues through Técnico Holdings’ involvement in workforce development initiatives, such as its recent support for the Accelerated Training in Defense Manufacturing (ATDM) Maritime Workforce Forum.

The annual, high-level summit brings together leaders from the US Navy, the Department of Defense, private industry, education, and public policy, who focus on strengthening the defense manufacturing workforce and addressing the general needs of the Submarine Industrial Base (SIB) Program Office.

As Técnico Holdings grows, it plans to continue supporting the manufacturing workforce through its apprenticeship program and national agendas such as the ATDM and SIB Program Office.

Looking ahead, the company’s overall goals include sustainable expansion, stronger industry collaboration, and continued investment in capabilities that support customers, all achievable thanks to its holdings business model.

More recently, C & B Technology transitioned under Técnico Corporation, further expanding the wider enterprise’s capabilities.

The first edition of the INSIDER enterprise-wide newsletter also highlighted continued enterprise growth, strategic partnerships, customer recognition, and new contract openings across the organization.

As such, Técnico Holdings hopes to build a more connected, agile organization that can meet today’s demands while anticipating the challenges and opportunities of tomorrow.

The post Técnico Holdings : One Family, Countless Capabilities appeared first on Manufacturing Outlook.

Caterpillar is collaborating with FieldAI to develop artificial intelligence (AI)-powered autonomy and robotics for complex industrial environments, with potential applications across mining and construction sites including autonomous inspections, digital twins and operational optimisation.

Caterpillar Targets AI-Powered Mine Sites

Caterpillar is working with robotics company FieldAI to advance physical AI and autonomous technologies designed to make heavy industrial operations safer and more productive.

The collaboration combines Caterpillar’s industry expertise, engineering capabilities and operational data with FieldAI’s AI-enabled robot foundation models.

The technology is designed to operate autonomously across complex jobsites and manufacturing environments, including applications relevant to the mining industry.

Jaime Mineart, Chief Technology Officer at Caterpillar, said: “The future of our industries will be shaped by how effectively we combine human expertise with AI-powered machines.”

“Collaborations like this help accelerate the journey. We’re focused on applying AI where it matters most, helping customers improve safety, increase productivity and get more value from every operation.”

Autonomous Inspections and Digital Twins

Among the first applications being explored are autonomous inspections designed to improve safety and provide greater visibility into industrial operations.

Caterpillar and FieldAI are also developing jobsite and facility digital twins that can provide real-time insights into equipment, infrastructure and operations.

Other applications include enhanced situational awareness to identify potential risks sooner and operational optimisation using simulation, automation and AI-driven insights.

The companies said physical AI can turn real-time observations into actionable information, supporting faster decision-making while improving the effectiveness of workers and machinery.

NVIDIA Technology Supports Industrial AI

The collaboration will also use NVIDIA accelerated computing and NVIDIA Omniverse technologies alongside high-fidelity digital twins developed from operational data.

The combination is intended to improve site visibility, accelerate decision-making and support the development of the next generation of industrial operations.

FieldAI has deployed its technology across hundreds of sites worldwide, according to the company.

Ali Agha, Founder and CEO of FieldAI, said: “Caterpillar has shaped operations on jobsites and manufacturing facilities for over a century, and these are exactly the environments FieldAI excels in, with deployments spanning hundreds of sites worldwide.”

“This collaboration brings leading physical AI capabilities to a leading manufacturer of construction and mining equipment. Together, we are shaping the next century of AI-enabled heavy industry.”

Caterpillar Advances Jobsite of the Future

The collaboration builds on Caterpillar’s wider plans for what it describes as the “jobsite of the future”, based around intelligent machines, connected workflows and digital insights.

Caterpillar is also applying similar technologies within its own manufacturing operations as it looks to improve facility visibility, production flows and decision-making.

John Tuntland, Senior Vice President of Caterpillar’s Integrated Components Division, said: “These technologies give our teams greater visibility into how our facilities operate and help us

The post Caterpillar and FieldAI Advance AI-Powered Autonomy for Mining Operations appeared first on Manufacturing Outlook.

US manufacturing activity expanded for the eighth consecutive month in August, according to the latest Institute for Supply Management (ISM) Manufacturing PMI, although growth slowed and manufacturers continued to report rising prices, longer supplier lead times and supply chain disruption.

Manufacturing PMI Holds in Expansion Territory

US manufacturing remained in expansion during August, with the ISM Manufacturing PMI registering 54.6 per cent, down from 55.6 per cent in July.

A reading above 50 per cent indicates expansion in the manufacturing sector, while the August figure also marked the 22nd consecutive month of growth for the wider US economy.

Susan Spence, Chair of the ISM Manufacturing Business Survey Committee, said: “In August, U.S. manufacturing activity remained in expansion territory, though it has lost ground in a number of key measures — namely, the New Orders, Backlog and Imports indexes.”

The New Orders Index fell three percentage points to 53.7 per cent, while the Backlog of Orders Index declined to 51.8 per cent from 55 per cent.

Production remained comparatively strong at 58.3 per cent, extending its period of expansion to 10 months.

Supplier Deliveries Continue to Slow

Supply chain pressures remained visible across the sector.

The Supplier Deliveries Index increased to 59.3 per cent from 58.9 per cent in July, marking the ninth consecutive month of slower supplier performance.

Because the index is inverted, a reading above 50 per cent signals slower deliveries.

Five of the six largest manufacturing industries reported slower supplier deliveries in August: Computer and Electronic Products; Food, Beverage and Tobacco Products; Machinery; Chemical Products; and Transportation Equipment.

Manufacturers also reported shortages across several key categories, including copper, electrical components, electronic components, memory, printed circuit boards, steel and tungsten products.

One respondent from the Computer and Electronic Products sector said: “Supply markets are increasingly challenging due to inflation and supply availability. Each month has been more difficult than the previous one. Starting to resemble the post-COVID-19 disruptive period.”

Input Costs Remain Elevated

Manufacturers continued to face significant raw material cost pressure, with the Prices Index unchanged at 71.1 per cent and the measure has now remained in increasing territory for 23 consecutive months.

Steel, aluminium, copper, electronic components, semiconductors, freight and fuel were among the commodities reported as increasing in price.

Spence said pricing remained affected by increases in steel and aluminium costs, tariffs on imported goods and higher petroleum-based product prices.

Among survey comments, pricing volatility was mentioned in 57 per cent of negative responses, while increasing lead times appeared in 46 per cent and tariffs in 29 per cent.

A Machinery sector respondent said: “Prices continue to rise on all goods. Suppliers are noting that energy, steel and labor costs are increasing very quickly. We continue to try to move products around to offset costs. We have moved more products to offshore sources to try to minimize cost impacts.”

Production Grows but Demand Momentum Slows

The Production Index remained one of the strongest elements of the report at 58.3 per cent, although it edged down from 58.5 per cent in July.

Transportation Equipment, Petroleum and Coal Products, Machinery, Computer and Electronic Products, and Food, Beverage and Tobacco Products were among the six largest manufacturing industries reporting overall growth during August.

Demand indicators were more mixed, as new orders continued to expand but at a slower rate, while customer inventories remained “too low” at 42.8 per cent.

ISM said low customer inventory levels are generally considered supportive of future production.

New export orders rose slightly to 53.2 per cent, while imports fell sharply from 55.7 per cent to 52.5 per cent.

Manufacturing Employment Growth Eases

Manufacturing employment also remained in expansion, but momentum weakened.

The Employment Index fell 1.6 percentage points to 51.2 per cent.

Of the six largest manufacturing sectors, only Transportation Equipment reported higher employment levels during August.

Seven of the 18 industries covered by ISM reported employment growth, while Food, Beverage and Tobacco Products, Chemical Products and Textile Mills recorded declines.

The post ISM Report: US Manufacturing Expands for Eighth Straight Month as Supply Pressures Persist appeared first on Manufacturing Outlook.

GE Appliances is investing USD$1 billion to transform its Appliance Park manufacturing complex in Louisville, Kentucky, including moving high-output dryer production from Mexico to the US and modernising three manufacturing facilities.

GE Appliances Brings Dryer Production to Kentucky

GE Appliances, a Haier company, has announced a USD$1 billion investment in its Louisville manufacturing operations as it expands domestic production and transforms Appliance Park into what it says will be the largest home appliance manufacturing site in the US.

The investment, announced alongside the IUE-CWA, will expand and modernise production across Buildings 1, 2 and 5 at the Kentucky site.

More than USD$400 million will be invested in Building 5 to create a high-output dryer manufacturing operation, with production moving from Mexico to Louisville.

GE Appliances will also invest approximately USD$112 million in Building 1 to install new equipment and redesign existing washer and dryer platforms.

The programme incorporates the company’s previously announced USD$490 million investment in Building 2, where production of front-load washers and Combo washer/dryers is scheduled to begin in 2027.

Appliance Park Undergoes Manufacturing Transformation

The investment is intended to consolidate laundry and dishwasher manufacturing at Appliance Park and create closer links between production, engineering and product development.

Kevin Nolan, President and CEO of GE Appliances, said: “We’re making major investments to continue modernizing Appliance Park and bring more production to our global headquarters in Louisville.”

“Bringing our laundry and dishwasher manufacturing together gives us a real competitive advantage, with new synergies across our cleaning products and closer connections between the people who design, engineer, and build them. That combination allows us to move faster, accelerate innovation and continue strengthening our industry-leading U.S. manufacturing business.”

GE Appliances said the combined investment in new products and modernised facilities will help secure 4,700 production jobs at Appliance Park once the programme is fully implemented.

Building 5 to Switch from Refrigerators to Dryers

A significant part of the transformation will involve changing the manufacturing role of Building 5.

Refrigerator production at the facility is expected to end in early 2027, followed by a transformation lasting approximately nine to 12 months. Dryer production is scheduled to begin in late 2027.

GE Appliances said employees will remain on its payroll throughout the transition, with no layoffs associated with the Building 5 retooling.

Workers will also have opportunities to move into new and expanded manufacturing roles as production increases across Appliance Park during 2027.

Carl Kennebrew, President of IUE-CWA, said: “Investment in American manufacturing is critical to our economy and our communities.”

“Our Union members are proud to manufacture American-made GE appliances in Louisville, and this new investment will ensure that our members keep delivering these high-quality products to American consumers for years to come.”

GE Appliances Expands US Manufacturing Investment

The latest programme forms part of a wider USD$6.5 billion commitment to US manufacturing by GE Appliances since 2016.

This includes more than USD$3.5 billion already invested in its US operations and a further USD$3 billion announced in 2025 for investment over the following five years.

The company employs 15,500 people nationwide, with Louisville serving as its global headquarters.

GE Appliances will continue producing refrigerators at its Decatur, Alabama, operation, which it describes as the largest refrigeration manufacturing facility in the US, as well as in Selmer, Tennessee.

The Louisville investment is designed to increase Appliance Park’s production output while concentrating washer, dryer and dishwasher manufacturing at the site as GE Appliances continues to reshape its US manufacturing footprint.

The post GE Appliances Invests USD$1 Billion to Expand US Manufacturing Operation appeared first on Manufacturing Outlook.