“We tremendously appreciate how Dan has positioned MAGNET for increased social and economic impact over the last five years. Built on new investments in staff as well as a wealth of deep partnerships like those with WIRE-Net and Jumpstart, we fully believe that Ethan will take MAGNET to new heights,” said Felix Brueck, Chairman of the MAGNET Board and former McKinsey Director. “Since Dan announced his retirement in February, the Board has actively interviewed potential candidates for his replacement. While there were many qualified candidates, none had the business acumen, technical know-how, ability to build partnerships and teams, and clear vision for MAGNET that Ethan brings.” Dan has been given the title of President Emeritus and will join MAGNET’s Board of Directors while continuing to consult with MAGNET.
“We are fully confident that Ethan will continue to lead MAGNET by increasing the organization’s impact on Northeast Ohio’s manufacturing community. Our constituents – manufacturers large and small, local philanthropic organizations, and government agencies – understand the critical role that MAGNET has played for over 30 years in growing manufacturing companies and employment in our region. Just as importantly, they are all excited about, and deeply engaged in, ensuring a strong future for manufacturing in Northeast Ohio,” said Chris Mapes, CEO of Lincoln Electric and Vice-Chair of MAGNET’s Board of Directors.
“I am incredibly excited and humbled that our board has entrusted me with the responsibility to serve Northeast Ohio’s manufacturing community through MAGNET,” said Dr. Karp. “As demonstrated by President Obama’s visit to MAGNET in March, and based on the regional economic data, manufacturing is the beating heart of Northeast Ohio yesterday, today, and for decades to come. If we successfully help small manufacturers grow, our local towns and cities will be stronger with more middle-class, well-paying jobs. The potential to help hundreds of Northeast Ohio manufacturers capture opportunities to make new products, improve processes, find new customers in new markets, and find skilled employees is higher than it’s ever been, and MAGNET will continue to find new ways to help companies do all of this. One huge pillar of this work will be pioneering the first true European-style, business-led apprenticeship program in the United States right here in Ohio.”
Since joining MAGNET from McKinsey & Co. in December 2013, Ethan Karp has led an organization-wide transformation from traditional economic development nonprofit into a growth-focused manufacturing consultancy with deep expertise in engineering, product development, sales and marketing, and more. As Vice President of Client Services and Marketing, Ethan led the integration of MAGNET’s services into the PRISM (Partnership for Regional Innovation Services to Manufacturers) program. Through PRISM, Ethan’s team has impacted well-known Northeast Ohio companies like Vitamix, as well as entrepreneurial ventures like Cleveland Whiskey. “We approach companies completely differently than we did even 3 years ago. Today, it’s about the whole business and what a CEO’s goals truly are; we start with small projects and quickly move to company-wide transformation.” Under Ethan’s leadership, MAGNET has doubled the number of clients engaged in deep growth work and grown revenue by 150%, an important indicator that MAGNET is providing value to its clients. Ethan’s education background began with Chemistry and Physics at Miami University of Ohio and continued with a Masters and Ph.D. in Chemistry from Harvard.
In Northeast Ohio, MAGNET plays a critical role by strengthening manufacturing, a central pillar of the regional economy. According to the most recent data compiled by Cleveland State University’s Maxine Goodman Levin College of Urban Affairs, manufacturing companies make up 19.5 percent of the Northeast Ohio economy, directly employs over 19 percent of Northeast Ohio’s workforce – second only to healthcare with 263,516 total jobs – and makes up the vast majority of the region’s exported products. Moreover, according to a recent study by Team NEO, manufacturing’s share of the Gross Regional Product will grow to 22 percent over the next decade.
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 email@example.com
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