Managing Automation - September 2008 - (Page 8)

09-08 MAILBOX Managing Automation Contact Info Managing Automation 5 Penn Plaza, New York, NY 10001 Fax: 212-629-1559 e-mail: dbrousell@ thomaspublishing.com CULTURE CLASH To the editor, POWER SHIFTS In response to recent MA columnists’ observations, one reader suggests changes that might help manufacturing organizations make better use of technology while another agrees that new software is giving business leaders, rather than IT, the upper hand in driving innovation. And the debate over global warming continues. Managing Automation is always interested in hearing your views on manufacturing and the articles and columns in the magazine. Send e-mail to DBrousell@thomaspublishing .com or mail to 5 Penn Plaza, New York, NY 10001. Managing Automation reserves the right to edit letters for clarity and length. maonline managingautomation.com To read David Brousell’s Take 1 column, visit: u The Culture Gap www.managingautomation .com/takeone48 To read Joshua Greenbaum’s Notes columns, visit: u The CIO’s Waning Influence www.managingautomation .com/next52 u Shades of Green www.managingautomation .com/next50 Regarding your column, “The Culture Gap” (Take 1, July 2008, p. 6), truly the problem is the people in power at the organizations that are the front-runners in adopting technology. Many of these leaders fail to organize time for their subordinates to learn the newest advancements. And unfortunately, the key players in generating the new technologies are not good communicators — i.e., they are unable to put things together in an easily understandable format that potential users can learn. The fact is that there are far too many options for technical solutions, just confusing users, who waste valuable time investigating them. New technology should be brought to the market when it is optimized for targeted users. When companies introduce beta versions, they should go slowly and listen to the people who take the trouble to investigate the products. Technical inventors must be more user-oriented and recognize that their success depends on whether the people can understand their inventions and would desire to implement them. Sandor Tako SLT Technology, Inc. Hendersonville, NC and the businessperson in the driver’s seat (“The CIO’s Waning Influence,” Notes, July 2008, p. 14). Only the business folks that are laggards are in the back seat with him. The leaders in their business functionality are driving the car, hell-bent to arrive at their far-reaching vision that is fueled by their passion. The IT department seldom rises to that plateau to sniff, only to get a passing scent in the wind that they can follow to see where the fox and the hound have gone to. Excellent and interesting article that will have the IT folks up in arms again. Name withheld upon request MISPLACED VALUES To the editor, BUSINESS DRIVERS To the editor, Software solutions, even when included in an ERP suite, have a line-of-business niche that puts the CIO and his group in the back seat Joshua Greenbaum’s “Shades of Green” column (Notes, May 2008, p. 16) is very well targeted and beneficial. I, too, became concerned during the 1970s, while I was a naval officer serving in numerous culturally and economically diverse areas of the world. My initial concern grew from what I observed of the destruction of the ocean environment and environmental poverty generated by the shortsighted practices of U.S. and European businesses — practices that are enforced by stock markets, banks, and related international institutions. The people who benefit most from the Western business model rely upon increasing numbers of business transactions. Many of those transactions are non- value-added to the workers (wealth producers) of the individual businesses, the societies that support the businesses, and the smaller number of businesses most responsible for generating product value, which ultimately generates real wealth. These non-valueadding transactions mean more shipping — with its inherent environmental risks and carbon generation — and the ability to avoid paying an appropriate portion of the societal costs of generating resilient and intelligent workers and the infrastructure that provides essential services, such as power, water, waste disposal, efficient transportation, and communications. For the most part, non-value added activities are stealing wealth and destroying the environment we depend upon for our survival. Please continue the discussion of this topic. Mark M Boswell Manufacturing Systems Engineer DOOMSDAY? NO WAY To the editor, I had hoped that someone involved in technology would be smarter than to believe the global warming scam (Notes, “Shades of Green,” May 2008, p. 16). It’s bad enough that we have to read these opinions in the non-technical media. Now, we have to hear that the world is coming to an end from Managing Automation. Or perhaps even if it isn’t really true, we can make money off it. Dennis Brown U.S. Chemical 8 September 2008 http://www.nxtbook.com/nxtbooks/thomas/ma0708/index.php?startid=14 http://www.nxtbook.com/nxtbooks/thomas/ma0708/index.php?startid=14 http://www.nxtbook.com/nxtbooks/thomas/ma0708/index.php?startid=14 http://www.nxtbook.com/nxtbooks/thomas/ma0708/index.php?startid=6 http://www.nxtbook.com/nxtbooks/thomas/ma0708/index.php?startid=6 http://www.nxtbook.com/nxtbooks/thomas/ma0508/index.php?startid=16 http://managingautomation.com http://www.nxtbook.com/nxtbooks/thomas/ma0508/index.php?startid=16 http://www.nxtbook.com/nxtbooks/thomas/ma0508/index.php?startid=16 http://www.managingautomation.com/takeone48 http://www.managingautomation.com/next52 http://www.managingautomation.com/next50

Table of Contents Feed for the Digital Edition of Managing Automation - September 2008

Managing Automation - September 2008 Contents Take 1 Letters Tech Vendors Defy Economic Slump by Plugging into Developing World Growth New E2open Chief Outlines Plan to Accelerate Growth Is This Marketing as It Used to Be or Something New? The OMAC Group Attempts to Widen Its Influence Automation Federation Names Chief, Plots Growth Notes Cover story: The Innovation Gap Special Report: Meet the Progressive Manufacturing High Achievers Progressive Manufacturer of the Year Business Model Mastery Innovation Mastery Customer Mastery Supply Network Mastery Data & Integration Mastery Education & Training Mastery Leadership Mastery Operational Excellence Mastery Special Report: Catching the Wireless Wave Part 1: No Clear Infrastructure Winner Part 2: Wireless Apps Take Wing Part 3: The Human Side of Wireless Product Scan Advertiser Index Next

Managing Automation - September 2008

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