Douglas K. Woods joined AMT as its President in 2009. A lifelong manufacturing professional, Doug is dedicated to promoting the world’s most innovative manufacturing technology and positioning AMT as a leader on issues that impact the industry. Doug sits on several industry boards, including the Reshoring Initiative; the MTConnect Institute; the National Center for Defense Manufacturing and Machining, and others.
Douglas K. Woods joined AMT as its President in 2009. A lifelong manufacturing professional, Doug is dedicated to promoting the world’s most innovative manufacturing technology and positioning AMT as a leader on issues that impact the industry. Doug sits on several industry boards, including the Reshoring Initiative; the MTConnect Institute; the National Center for Defense Manufacturing and Machining, and others.
Change is happening faster than ever. With it comes opportunities – as well as potentially insurmountable challenges to the status quo.
That’s what makes IMTS great: a wide breadth of technologies – and access to the knowledgeable people behind them.
Active intelligence is one part commitment and one part consistency. It may not get the attention of the other AI, but it is likely more important to your success for the foreseeable future.
There is a lot of work to be done as the country reclaims production that it has lost and rebuilds capabilities that have aged.
There is a proportional relationship between the capabilities of your people and the ability to increase sales and reduce costs. Recognizing this is important.
While there are many sources of data that you can find in a Google search, there is no specific source like the U.S. Manufacturing Technology Orders (USMTO) program that AMT administers.
Putting the authority for decision-making into the hands of others allows you to focus on the critical few issues – the 10, not the 100.
While it might seem that pursuing ER&D during a downturn would be unsustainable, it is actually a sensible approach. Let’s face it: When you’re busy, you’re not likely to have your people do anything other than focus on their main tasks.
"Cool things” may snag headlines, but the culture, infrastructure, and philosophy behind creating the cool thing are just as important. From World War II to Silicon Valley, creative teams are leveraging imagination and technology – and it’s paying off.
Our organizations need continuity, things that are fundamental. But they also need to understand that the way things have always been done is likely not the way forward.