Manufacturing

The Manufacturing Competitiveness Network brings together member organisations to address the rapidly shifting national and global manufacturing landscape.

The organisations are then in a position to uncover the actions that can be taken now to enable them to build on and dramatically bolster their manufacturing and economic competitiveness in the future. The network meetings are supported by experts in their field and in collaboration with universities. The focus of the Network is to share and identify how to increase international competiveness in production and highlight strategic investments in technologies and business practices that leverage competitive advantages and overcome competitive disadvantages as well as demonstrating the power of partnerships. Examples of past Manufacturing Networks include:

Emerging Technologies in Manufacturing
A wake-up call to manufacturing industries in the emergence of additive manufacturing and 3D printing. This was provided through a four hour seminar at the Science park given by Graham Tromans, previously of Loughborough University and who was involved in the early development of the new technology. The network was attended by over forty companies and supported by Queens University and the N.I. Science Park.

Leading & Managing Change in Manufacturing
This network covered international best practice in leading and managing change in manufacturing. It was designed to share international best practices in the leadership and managing of change within manufacturing operations. It provided case study best practices applied by major companies in more than 1,000 operations in 65 countries around the world and demonstrated a solid framework in which to integrate all manufacturing improvement activities. The workshop included a presentation by Du Pont, Maydown on the impact of an integrated approach to Leading and Managing Change.

The seminar content incorporated results from 25-years of collaboration with global organisations, that have helped them create sustainable competitive advantage. The integrated approach had been developed with thought leaders, research bodies, top business and management schools — such as Cranfield University, the University of Oxford and University of Capetown. The integrated approach showed how a multi-level improvement process (TRACC) that captured the interaction of all manufacturing activities provided a good foundation on which to build a world class operation.

 

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Please contact Bob Barbour at bob.barbour@cforc.org

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