“We’re delighted to have Ethan Karp join us” said Daniel Berry, president and chief executive officer at MAGNET. “His background and experience will add immediate capacity that will enable us to expand and accelerate our efforts to help small-to-mid- sized manufacturers identify and capitalize on their growth potentials.”
“PRISM is an ambitious and exciting opportunity to do something new and powerful for our region’s manufacturing sector” says Karp. “I hope to add fuel to this groundbreaking program that will lead to new jobs in all of our backyards. Northeast Ohio manufacturers are poised to be models for manufacturing growth in the U.S., PRISM aims to bring them the resources they need to achieve their growth goals.”
MAGNET’s Partnership for Regional Innovation Services for Manufacturers (PRISM) program seeks to achieve manufacturing growth through innovation. PRISM focuses on serving a large number of small and medium-size manufacturers who have aggressive growth opportunities capable of generating significant economic impact in Northeast Ohio via new jobs, revenue and investment. The program assists these manufacturers through MAGNET’s services and by providing a guided, deliberate portal to the many manufacturing innovation resources in the region.
Karp most recently served as an Engagement Manager for McKinsey & Company Cleveland office where he served world-leading, Fortune 500 companies on topics ranging from growth strategy to operations improvement. Among his prior projects Karp also developed strategies for public and private school systems, state budget proposals, and economic development for Northeast Ohio.
Prior to his work with McKinsey, Karp worked in the field of bioinformatics at Harvard University and Harvard Medical School. He worked with leading nuclear magnetic resonance equipment suppliers and other universities on expanding their products to new technological applications, while designing original drugs via statistical models that could be used to explore the underpinnings of brain disease and cognition.
A trained scientist in physics, chemistry and biology, Karp was also a teacher in Harvard’s General Education program for three years and a professional editor for American Journal Experts.
Karp has a PhD and Masters in Chemistry from Harvard and Bachelor of Science degrees in Biochemistry and Physics from Miami University of Ohio. He is the founder of the Harvard Graduate Volunteer Consulting Group and currently serves as a board member for the Men’s 2100 Lakeside Homeless Shelter in Cleveland.
See Crain’s Cleveland Business article about it here.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or firstname.lastname@example.org
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for