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<title>Industry Market Trends</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/" />
<modified>2009-11-20T20:44:27Z</modified>
<tagline>From industry at large to the shop floor to the cubicle, Industry Market Trends delivers the latest developments, best practices and trends in the marketplace daily. IMT offers an insightful, thought-provoking and sometimes whimsical look at what keeps businesses and employees moving — and encourages readers to weigh in on topics with their own expertise and opinions.</tagline>
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<copyright>Copyright (c) 2009, dbutcher</copyright>

<entry>
<title>Light Friday: Bikini Fridays and other Odd Office-Related Requests</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/light-friday-odd-requests-to-hiring-managers-office-space-needs.html" />
<modified>2009-11-20T20:44:27Z</modified>
<issued>2009-11-20T19:13:13Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5465</id>
<created>2009-11-20T19:13:13Z</created>
<summary type="text/plain">Plus: Geek Laws that Should Exist, Tech Support Cheat Sheet (Flowchart) and Santas Want their Flu Vaccines....</summary>
<author>
<name>dbutcher</name>
<url>http://news.thomasnet.com/IMT/</url>
<email>DButcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Plus: Geek Laws that Should Exist, Tech Support Cheat Sheet (Flowchart) and Santas Want their Flu Vaccines.</p>]]>
<![CDATA[<p><strong>Odd Requests to Hiring Managers</strong><br />
In a recent <a href="http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?id=pr537&sd=11%2f11%2f2009&ed=12%2f31%2f2009&siteid=cbpr&sc_cmp1=cb_pr537_&cbRecursionCnt=2&cbsid=04bfb08460e146f88276a706624d4966-312034322-VC-4" target="blank">CareerBuilder.com</a> survey, nearly 3,000 hiring managers nationwide shared some of the more memorable requests or recommendations they have received in the office suggestion box.</p>

<p>Among the choice responses:</p>

<ul><li>Request to put beer in the vending machine;</li>
	<li>Request to add a tanning bed to the break room;</li>
	<li>Request that the HR person wear nicer shoes;</li>
	<li>Request that jail time be covered under family medical leave;</li>
	<li>Request to institute bikini Fridays;</li>
	<li>Request to work only during daylight hours because employee is scared of the dark;</li>
	<li>Request to replace a desk with a futon so an employee can work while lying down; and</li>
	<li>Request for more time off to pursue side business as a clown.</li></ul>

<p>If bikini Friday is granted, we want Hawaiian shirt Wednesdays.</p>

<p><strong>Bizarre Office Space Requests</strong><br />
<a href="http://www.officebroker.com/Unusual-Office-Requests!.obart" target="blank">OfficeBroker.com</a>, a U.K.-based online provider of commercial office space, released a list of some particularly unusual requests that have accompanied clients' office space needs.</p>

<p>Here are five:</p>

<ul><li>A company asked for an office with its own bomb shelter, which would withstand any terrorist attack including nuclear or germ warfare;</li>
	<li>A music industry mogul requested diamond-studded toilet seats for a certain demanding client;</li>
	<li>A company president asked for an office to be fitted with a personal spray tan booth;</li>
	<li>A rural office needed be at least a mile from the nearest farm so that staff would not be distracted by 'country smells'; and </li>
	<li>A medical professional with an interest in taxidermy wanted a gallery adjoining his office to display his collection of stuffed animals.</li></ul>

<p>A diamond-studded toilet seat? Really? We're surprised former-Merrill Lynch CEO John Thain didn't think of that one <a href="http://news.thomasnet.com/IMT/archives/2009/07/light-friday-5-unique-job-seeking-tactics-economy-gallows-humor-dumb-business.html">for his office</a>.</p>

<p><strong>How Can I Fix My Computer?</strong><br />
In flowchart format:</p>

<p><a href="http://imgs.xkcd.com/comics/tech_support_cheat_sheet.png" target="blank"><span class="mt-enclosure mt-enclosure-image" style="display: inline;"><img alt="xkcd_tech_support_cheat_sheet.png" src="http://news.thomasnet.com/IMT/xkcd_tech_support_cheat_sheet.png" width="398" height="448" class="mt-image-none" style="" /></span></a><br />
<i>Click image for larger view.<br />
Source: <a href="http://xkcd.com/627/" target="blank">xkcd</a> / <a href="http://creativecommons.org/licenses/by-nc/3.0/" target="blank">CC license</a></i></p>

<p><strong>H1N1: Mall Santa Occupational Hazard</strong><br />
Another item to add to the list of things to avoid because they're probably going to give you swine flu: mall Santa Clauses. Many of the nation's Santas want to be given priority for the swine flu vaccine.</p>

<p>Ric Erwin, secretary of the <a href="http://www.forbsantas.org/" target="blank">Fraternal Order of Real-Bearded Santas</a>, told the <a href="http://www.bostonherald.com/news/regional/view/20091119flu_vaccine_tops_santas_wish_list/" target="blank">Boston Herald</a> this week that those who don the red suit "probably should get it before the general public" because sick children and their parents are an "occupational hazard" that Santas face.</p>

<p>According to the <a href="http://www.google.com/hostednews/ap/article/ALeqM5gRZWd4eNfo_FXMuvkO07Ijnj5lowD9C1GD880" target="blank">Associated Press</a>, Ernest Berger, president of another group called <a href="http://www.santa-america.org/" target="blank">Santa America</a>, asked an Alabama congressman last week to designate Santas as a priority group for the swine flu vaccine, like health care workers or infant caregivers. </p>

<p>In response, a spokeswoman for the Massachusetts Department of Public Health (DPH) told the <i>Herald</i>, "We sympathize with Santas. However, they are in the same position as many teachers, day-care providers and parents."</p>

<p>Would a flu facemask even cover that big bushy beard?</p>

<p><strong>Non-Existent Geek Laws That Should Exist</strong><br />
Over at Wired.com, the <a href="http://www.wired.com/geekdad/2009/11/10-geeky-laws-that-should-exist-but-dont/" target="blank">Geek Dad</a> blog offers up "10 geeky laws that should exist but don't." </p>

<p>Some favorites (including a callout to <a href="http://en.wikipedia.org/wiki/Comic_Book_Guy" target="blank">a character from "The Simpsons"</a>):</p>

<blockquote><i><strong>5. Jobs's Law:</strong> No matter how well last year's cool tech gadget still works, it will seem utterly inadequate the moment the new version comes out.

<p><strong>9. Comic Book Guy's Law:</strong> There is no detail of a movie too brief or inconsequential to become the subject of an hours-long diatribe.</p>

<p><strong>10. The Unified Geek Theory:</strong> At present, the <a href="http://www.wired.com/geekdad/2008/11/5-signs-preside/" target="blank">President of the United States</a>, the <a href="http://www.forbes.com/lists/2009/54/rich-list-09_William-Gates-III_BH69.html" target="blank">wealthiest person</a> in the United States, and the <a href="http://www.timepolls.com/hppolls/archive/poll_results_417.html" target="blank">most trusted newscaster</a> in the United States are all geeks. At the same time, movies based on comic book characters are routinely taking in hundreds of millions of dollars. The only reasonable conclusion is: We've won!</i></blockquote><br />
Cheers.<br><br></p>]]>
</content>
</entry>

<entry>
<title>Industrial Production Slows in October</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/united-states-industrial-production-slowed-in-october-2009-federal-reserve-reports.html" />
<modified>2009-11-19T19:25:22Z</modified>
<issued>2009-11-19T18:39:09Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5464</id>
<created>2009-11-19T18:39:09Z</created>
<summary type="text/plain">Following several consecutive months of promising growth, manufacturing production began to slow in October, signaling a recovery in the industrial sector that will likely be slower and more fragile than many expected....</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Following several consecutive months of promising growth, manufacturing production began to slow in October, signaling a recovery in the industrial sector that will likely be slower and more fragile than many expected.</p>]]>
<![CDATA[<p>Despite <a href="http://news.thomasnet.com/IMT/archives/2009/11/employment-hiring-jobs-conditions-lag-behind-economic-recovery.html" target="blank">lagging employment numbers</a>, the nation's industrial sector has been moving in the right direction since mid-year, as evidenced by rising output, profitability, growth in new orders and improved productivity. However, new reports indicate that the recovery lost some of its momentum in October, raising concerns over the strength of the industrial upswing.</p>

<p>After averaging 0.9 percent growth each month for the previous three months, industrial production in the United States slowed to 0.1 percent growth in October, according to the <a href="http://www.federalreserve.gov/releases/g17/Current/default.htm" target="blank">U.S. Federal Reserve</a> this week. As reported by the Fed, total industrial production last month was down 7.1 percent from its year-ago level, and while capacity utilization rose by 0.2 percent to reach 70.7 percent in October, the rate was still 10.2 percent below the average for 1972 through 2008.</p>

<p>The Fed report also found that manufacturing output declined by 0.1 percent in October after making promising gains of 0.8 percent in September, 1.4 percent in August and 1.2 percent in July, which marked the end of the last cycle of decline. The October factory operating rate remained at 67.6 percent, unchanged from the previous month.</p>

<p>The Fed's index for durable consumer goods last month fell by 1.4 percent, including a 2 percent drop in output for automotive products, while non-durable goods gained 0.3 percent in October. Mining output declined by 0.2 percent, also following three consecutive months of growth, but utilities output rose by 1.6 percent.</p>

<p>"This squares with other data in suggesting that the early quarters of the economic and manufacturing recovery will be constrained by issues related to the sources of demand," <a href="http://www.mapi.net/Who/MAPI%20Archive/Waldman.aspx" target="blank">Cliff Waldman</a>, an economist for the Manufacturers Alliance/MAPI, said in <a href="http://www.mapi.net/MediaCenter/news/Lists/Posts/Post.aspx?ID=121" target="blank">an analysis of the Fed's report</a>. "Since June, manufacturing output gains have been catalyzed by the normal inventory cycle, in which a leveling of the rapid depletion of stocks requires positive output adjustments, and by a range of fiscal policy programs which provide only a temporary stimulus."</p>

<p>Although production for the industrial sector as a whole grew last month, the growth was partly due to increased output from utilities offsetting the first decline in factory production since June. The 2 percent drop in automotive production was motivated by tapering demand following the <a href="http://news.thomasnet.com/IMT/archives/2009/08/cash-for-clunkers-incentive-program-ends-wrapup-successes-shortcomings.html" target="blank">end of the "cash for clunkers" program</a> in August, <a href="http://www.google.com/hostednews/afp/article/ALeqM5goztoFvhjU947JGI82pZ-LHRyKHw" target="blank">Agence France-Presse</a> reports.</p>

<p>Manufacturing output is scaling back across a wide range of markets, with many key product categories under pressure as economic stimulus effects begin to wear off. "Production cutbacks were logged last month not only for cars, but also for appliances, furniture and carpeting, clothing, computer and electronic products, paper products, petroleum and coal products, fabricated metal products and other things," according to the <a href="http://www.google.com/hostednews/ap/article/ALeqM5jeZ42XgRmDCeDd_X1pV69CC0UHvgD9C1B9BG1" target="blank">Associated Press</a>.</p>

<p>Incentives for vehicle purchasing boosted the durable goods product group, which includes home appliances and furniture, but as of October, the market for these items has declined by 15.53 percent over the previous year and is currently at its lowest level in nearly 30 years, economics blog <a href="http://seekingalpha.com/article/173905-production-pullback-industrial-production-for-october-2009" target="blank">Seeking Alpha</a> reports.</p>

<p>In its newly released <a href="http://www.mapi.net/MediaCenter/news/Lists/Posts/Post.aspx?ID=122" target="blank">Quarterly Economic Forecast</a>, the Manufacturers Alliance/MAPI says manufacturing production is expected to decline by 11.3 percent through 2009. Despite this downturn, manufacturing output is predicted to rebound next year, growing by 4.6 percent in 2010 &#151; faster than the general U.S. economy, which is forecast to expand at 2.4 percent. Much of the new growth is expected to be driven by inventory adjustments, high-tech products, semiconductors and computers.</p>

<p>"We are pleased there is growth in the overall economy, and surprisingly strong growth in manufacturing," <a href="http://www.mapi.net/Who/MAPI%20Archive/meckstroth.aspx" target="blank">Daniel J. Meckstroth</a>, chief economist for the Manufacturers Alliance/MAPI, said in the latest quarterly report. "Yet, by historical standards it is still modest compared to recoveries from past recessions."</p>

<p>The report also forecasts industrial equipment expenditures to decline by 22.7 percent for the year, with spending to recover and post a 3.5 percent gain in 2010 and an additional 22.6 percent in 2011.</p>

<p>"There's no reason to panic," Paul Ashworth, senior economist at macroeconomic research firm <a href="http://www.capitaleconomics.com/index.php" target="blank">Capital Economics</a>, told the <a href="http://www.washingtonpost.com/wp-dyn/content/article/2009/11/17/AR2009111701084.html?hpid=moreheadlines" target="blank">Washington Post</a>. "But it is a timely reminder that it's not going to be a strong recovery, even in the industrial sector. It is a bit worrying to see that softness so early in the recovery."</p>

<p><br />
<strong>Earlier</strong></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2009/11/employment-hiring-jobs-conditions-lag-behind-economic-recovery.html">Employment Conditions Lag Behind Economic Recovery</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2009/08/cash-for-clunkers-incentive-program-ends-wrapup-successes-shortcomings.html">"Cash for Clunkers" Closes Out</a></p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.federalreserve.gov/releases/g17/Current/default.htm" target="blank">Industrial Production and Capacity Utilization</a><br />
U.S. Federal Reserve, Nov. 17, 2009</p>

<p><a href="http://www.mapi.net/MediaCenter/news/Lists/Posts/Post.aspx?ID=121" target="blank">MAPI Analysis on Industrial Production Report: 'Sluggish' Manufacturing Output</a><br />
The Manufacturers Alliance/MAPI, Nov. 17, 2009</p>

<p><a href="http://www.google.com/hostednews/afp/article/ALeqM5goztoFvhjU947JGI82pZ-LHRyKHw" target="blank">U.S. Industrial Production Mixed Following Strong Gains</a><br />
Agence France-Presse, Nov. 17, 2009</p>

<p><a href="http://www.google.com/hostednews/ap/article/ALeqM5jeZ42XgRmDCeDd_X1pV69CC0UHvgD9C1B9BG1" target="blank">Industrial Output Rises Less than Expected in Oct.</a><br />
by Jeannine Aversa <br />
The Associated Press, Nov. 18, 2009</p>

<p><a href="http://seekingalpha.com/article/173905-production-pullback-industrial-production-for-october-2009" target="blank">Production Pullback: Industrial Production for October 2009</a><br />
Seeking Alpha, Nov. 17, 2009</p>

<p><a href="http://www.mapi.net/MediaCenter/news/Lists/Posts/Post.aspx?ID=122" target="blank">MAPI Quarterly Economic Forecast: Mild, Sluggish Recovery</a><br />
Manufacturers Alliance/MAPI, Nov. 18, 2009</p>

<p><a href="http://www.washingtonpost.com/wp-dyn/content/article/2009/11/17/AR2009111701084.html?hpid=moreheadlines" target="blank">Signs Point to a Lukewarm Recovery</a><br />
by Neil Irwin<br />
The Washington Post, Nov. 18, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>How Union Membership Has Changed Over 25 Years</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/how-american-labor-union-membership-demographics-have-changed-over-past-25-years.html" />
<modified>2009-11-18T19:24:43Z</modified>
<issued>2009-11-18T18:32:38Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5463</id>
<created>2009-11-18T18:32:38Z</created>
<summary type="text/plain">Unions today are composed of a greater share of women, Hispanics, Asian Pacific Americans and more-educated workers, according to new data that also indicate a shift in unionized labor away from manufacturing toward services....</summary>
<author>
<name>dbutcher</name>
<url>http://news.thomasnet.com/IMT/</url>
<email>DButcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Unions today are composed of a greater share of women, Hispanics, Asian Pacific Americans and more-educated workers, according to new data that also indicate a shift in unionized labor away from manufacturing toward services.</p>]]>
<![CDATA[<p>Around the middle of the last century, labor unions represented about a third of all American workers. Since then, the United States labor movement has undergone major changes, particularly in recent years, not the least of which has been shrinking membership.</p>

<p>The union membership rate in the U.S. has fallen from 20.1 percent of employed wage and salary workers in 1983 to 12.4 percent in 2008, according to the U.S. Bureau of Labor Statistics' (BLS) <a href="http://www.bls.gov/news.release/union2.nr0.htm" target="blank">latest union members summary</a>, which reports that there are 16.1 million workers belonging to a union in the U.S., down from 17.7 million in 1983.</p>

<p>The dwindling membership base is not the only dramatically changing element of unionized labor across the nation.</p>

<p>A new study from the Center for Economic and Policy Research (CEPR), a progressive not-for-profit research center, points to a number of demographic shifts that have taken place over the last two-and-a-half decades.</p>

<p>The left-leaning think tank's report, titled <i><a href="http://www.cepr.net/index.php/publications/reports/changing-face-of-labor/" target="blank">The Changing Face of Labor, 1983-2008</a></i>, analyzes trends in the union workforce over the last quarter century and reveals that it is more diverse today than it was just 25 years ago.</p>

<p>"The view that the typical union worker is a white male manufacturing worker may have been correct a quarter of a century ago, but it's not an accurate description of those in today's labor movement," according to <a href="http://www.cepr.net/index.php/john-schmitt/" target="blank">John Schmitt</a>, a senior economist with the CEPR and an author of the report. </p>

<p>The new data indicates, among other demographic changes, a shift away from unionized manufacturing toward unionized services, particularly within the public sector.</p>

<p>In 2008, only one in 10 union members worked in manufacturing, down from nearly three in 10 in 1983. Five in 10 union workers were in the public sector last year, and the remaining four out of 10 were in the private sector outside manufacturing, according to the CEPR.</p>

<p>Within the public sector, local government workers &#151; including many workers in several heavily unionized occupations, such as teacher, police officers and firefighter &#151; have the highest union membership rate (42.2 percent), according to the BLS.</p>

<p>Meanwhile, the share of manufacturing workers in the unionized workforce has been rapidly declining. The CEPR report says that 12.2 percent of manufacturing workers were unionized in 2008, down significantly from the 30.3 percent of manufacturing workers who were unionized in 1983.</p>

<p>Among all occupational groups, workers in education, training and library fields have the highest unionization rate (38.7 percent), followed by protective service occupations (35.4 percent), according to the BLS's 2008 data. Sales and related occupations (3.3 percent) and farming, fishing and forestry occupations (4.3 percent) have the lowest.</p>

<p>Another point the CEPR makes clear is that unionized workers have much more formal education today than they did in the early 1980s. "In 1983, union workers were slightly less educated than the overall workforce," the report says. "By 2008, union workers were slightly more educated than the overall workforce."</p>

<p>Today, more than one-third of union workers have at least a four-year college degree, up from only one in five in 1983.</p>

<p>The CEPR report points to a number of other key union findings. Among them:</p>

<ul><li>Immigrants represented 12.6 percent of union members in 2008, up from 8.4 percent in 1994;</li>
	<li>Latino workers, the fastest-growing ethnic group in the labor movement, represented 12.2 percent of the union workforce last year, up from 5.8 percent in 1983;</li>
	<li>Asian workers have also made considerable gains, composing 4.6 percent of the union workforce in 2008, up from 2.5 percent in 1989; and</li>
	<li>Black workers represented about 13 percent of the total unionized workforce last year, a share that has held relatively steady since 1983.</li></ul>

<p>Some of the developments reflect changes in the broader U.S. workforce, which, for instance, also has more women in it today.</p>

<p>In fact, women are on track to constitute the majority of union workers by 2020, according to the CEPR report. Women represented more than 45 percent of unionized workers in 2008, up from 35 percent in 1983. Almost half (49.4 percent) of unionized women had at least a four-year college degree in 2008.</p>

<p>The percentage of men in unions has dropped to 14.5 percent in 2008 from 27.7 percent in 1983.</p>

<p>The typical union member is 45 years old, compared with 41 for the typical American worker. The age for both the typical union member and the typical worker is now seven years older than it was a quarter-century ago.</p>

<p>According to the study, the most heavily unionized age group was workers aged 55 to 64, with 18.4 percent of them in unions. The least unionized age group was 16- to 24-year-olds &#151; 5.7 percent were in unions.</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.bls.gov/news.release/union2.nr0.htm" target="blank">Union Members Summary: Union Members in 2008</a><br />
U.S. Bureau of Labor Statistics, Jan. 28, 2009</p>

<p><a href="http://www.cepr.net/documents/publications/changing-face-of-labor-2009-11.pdf" target="blank">The Changing Face of Labor, 1983-2008</a><br />
by John Schmitt and Kris Warner<br />
The Center for Economic and Policy Research, Nov. 10, 2009</p>

<p><a href="http://www.cepr.net/index.php/press-releases/press-releases/demographics-of-labor-movement/" target="blank">Demographics of the Labor Movement Shift Considerably Over the Past 25 Years</a><br />
The Center for Economic and Policy Research, Nov. 10, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Job Opportunities for Military Veterans</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/job-opportunities-for-united-states-military-veterans.html" />
<modified>2009-11-17T18:58:42Z</modified>
<issued>2009-11-17T17:58:25Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5462</id>
<created>2009-11-17T17:58:25Z</created>
<summary type="text/plain">Military veterans returning to the workforce do so at a difficult time, with unemployment still high and rising competition for fewer openings in the U.S. However, the private sector still offers job opportunities specifically for the nation&apos;s vets....</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Military veterans returning to the workforce do so at a difficult time, with unemployment still high and rising competition for fewer openings in the U.S. However, the private sector still offers job opportunities specifically for the nation's vets.</p>]]>
<![CDATA[<p>With the overall unemployment rate in the United States reaching <a href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-110909-worker-productivity-soars-in-third-quarter-2009.html" target="blank">a 26-year high</a> of 10.2 percent this October and an average of 6.1 workers <a href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-111609-united-states-september-trade-deficit-widens.html" target="blank">competing for each job opening</a> as of September, men and women returning from military service are facing an extremely challenging job market. Yet numerous employment opportunities remain for military personnel transitioning to civilian life, many of them specifically intended for the nation's veterans.</p>

<p>According to the latest veteran employment data from the U.S. <a href="http://www.bls.gov/cps/vets_current.pdf" target="blank">Bureau of Labor Statistics</a> (BLS), the overall unemployment rate for veterans reached 8.1 percent in October, up from 5.1 percent in the same month in 2008. Despite the year-over-year increase, this is considerably lower than the unemployment rate for the general population.</p>

<p>However, when divided according to age, younger veterans (those in service during "Gulf War-era II") have an 11.6 percent rate of unemployment, higher than both the non-veteran rate and the rate of any other generation of veterans since World War II, the BLS findings show. This means there are currently 193,000 recent veterans who remain jobless, compared to 122,000 in October 2008, and approximately 958,000 unemployed veterans in total.</p>

<p>Although returning to civilian life may present its own challenges, "[t]hat transition is even harder when the job market is arguably the harshest it has been in more than six decades," the <a href="http://www.ajc.com/business/vets-jobs-challenges-in-199084.html" target="blank">Atlanta Journal-Constitution</a> notes. "The experience of veterans now parallels the larger labor market: Joblessness is worse among younger workers."</p>

<p>Although the prospects seem grim, the elevated rate of unemployment does not take into account the particularities of a veteran's job search. The unique skills cultivated through military service are actively sought out by many different types of businesses, and while competition for openings remains high, veterans enter the workforce prepared with an important credential.</p>

<p>"Sometimes vet status is an advantage, as when an employer &#151; whether a vet or not &#151; makes an effort to hire vets," the <i>Journal-Constitution</i> adds.</p>

<p>Post-military career development magazine G.I. Jobs this month released its <a href="http://www.gijobs.com/2010-top100-military-friendly-employers.aspx" target="blank">Top 100 Military Friendly Employers</a> list for 2010, highlighting firms in the private sector (with annual revenues higher than $500 million) that are eager to hire military veterans despite the slowdown in job creation.</p>

<p>Topping the list was <a href="http://www.up.com/" target="blank">Union Pacific Railroad</a>, which reiterated its desire "for men and women with armed services experience to join our workforce," in <a href="http://www.uprr.com/newsinfo/releases/human_resources/2007/1107_gijobs.shtml" target="blank">a response to the findings</a>. Rounding out the top five military-friendly companies were transportation firm <a href="http://www.csx.com/" target="blank">CSX Corporation</a>, financial services firm <a href="https://www.usaa.com/inet/ent_utils/McStaticPages?key=about_usaa_main&wa_ref=pub_subglobal_footer_about_usaa_page" target="blank">USAA</a>,  railway company <a href="http://www.bnsf.com/" target="blank">Burlington Northern Santa Fe Corporation</a> and security firm <a href="http://www.mantech.com/mantech.asp" target="blank">ManTech International Corporation</a>.</p>

<p><i>(The full list can be found <strong><a href="http://www.gijobs.com/uploadedFiles/site_components/2010_Top100_Military_Friendly_Employers.pdf" target="blank">HERE</a></strong>.)</i></p>

<p>The manufacturing sector and the government are significant sources of employment for veterans reentering the workforce, and new initiatives are being implemented to enhance opportunities for veterans seeking jobs.</p>

<p>"Among all vets in 2008, 20 percent were employed by the government. Coming in second was manufacturing, at about 14 percent of all vets," the Washington Post's business blog <a href="http://voices.washingtonpost.com/economy-watch/2009/11/today_im_going_to_take.html" target="blank">Economy Watch</a> reports. "By gender, a much higher percentage of female vets (30 percent of all Gulf War II) work for the government, compared to male vets of Gulf War II working for the government (23 percent). The male vets have largely migrated to manufacturing jobs."</p>

<p>Veterans currently receive certain preferences when applying for federal jobs, such as five to 10 additional points on passing scores in civil service tests, and last week President Obama signed an executive order to further help those returning from military service obtain jobs, the <a href="http://www.washingtonpost.com/wp-dyn/content/article/2009/11/10/AR2009111017438.html" target="blank">Washington Post</a> reports. This new order will establish an inter-agency council to track and report employment progress among veterans, introducing a systematic approach to ensuring service members are able to find work.</p>

<p>"This is a very definite step forward in what veterans can take advantage of," <a href="http://clarencehill.legion.org/" target="blank">Clarence E. Hill</a>, national commander of the American Legion, told the <i>Post</i>. "There has never been anything like a veterans employment office. This is a big step."</p>

<p>"It's not just patriotism that fuels corporate America's pursuit of the 400,000 service members who separate or retire from the military each year," <a href="http://www.gijobs.com/2010-top100-military-friendly-employers.aspx" target="blank">G.I. Jobs</a> reported of its latest annual findings. "The leadership, discipline, integrity and 'can-do' attitude common to military veterans are exactly the qualities companies need to stay ahead of the competition in a slow economy."</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.bls.gov/cps/vets_current.pdf" target="blank">Employment Status of Persons 18 Years and Over by Veteran Status...</a><br />
U.S. Bureau of Labor Statistics, October 2009</p>

<p><a href="http://www.ajc.com/business/vets-jobs-challenges-in-199084.html" target="blank">Vets, Jobs: Challenges in a Tough Labor Market</a><br />
by Michael E. Kanell<br />
The Atlanta Journal-Constitution, Nov. 15, 2009</p>

<p><a href="http://www.gijobs.com/uploadedFiles/site_components/2010_Top100_Military_Friendly_Employers.pdf" target="blank">2010 Top 100 Military Friendly Employers</a><br />
G.I. Jobs, November 2009</p>

<p><a href="http://www.gijobs.com/2010-top100-military-friendly-employers.aspx" target="blank">G.I. Jobs 2010 Top 100 Military Friendly Employers</a><br />
by Dan Fazio<br />
G.I. Jobs, November 2009</p>

<p><a href="http://www.uprr.com/newsinfo/releases/human_resources/2009/1109_gijobs.shtml" target="blank">G.I. Jobs Names Union Pacific Railroad Top Military-Friendly Employer</a><br />
Union Pacific Railroad, Nov. 9, 2009</p>

<p><a href="http://voices.washingtonpost.com/economy-watch/2009/11/today_im_going_to_take.html" target="blank">Unemployment among Young Veterans Much Higher than the National Average</a><br />
by Frank Ahrens<br />
Economy Watch (The Washington Post), Nov. 11, 2009</p>

<p><a href="http://www.washingtonpost.com/wp-dyn/content/article/2009/11/10/AR2009111017438.html" target="blank">With Jobs Order, Obama Gives Veterans More to Celebrate</a><br />
by Joe Davidson<br />
The Washington Post, Nov. 11, 2009</p>

<p><a href="http://www.gijobs.com/press.aspx?id=be5ad10e-e571-4c0c-8832-4af9662bfbc2" target="blank">Annual Military Friendly Employers Survey Opens Today</a><br />
G.I. Jobs, Aug. 19, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Weekly Industry Crib Sheet: U.S. Trade Deficit Widens</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-111609-united-states-september-trade-deficit-widens.html" />
<modified>2009-11-16T20:02:31Z</modified>
<issued>2009-11-16T18:42:54Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5461</id>
<created>2009-11-16T18:42:54Z</created>
<summary type="text/plain">Plus: Asian Manufacturers Post Stronger Growth, European Recovery Remains Mixed, New Jobless Claims Drop and MORE....</summary>
<author>
<name>imtstaff</name>

<email>dbutcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Plus: Asian Manufacturers Post Stronger Growth, European Recovery Remains Mixed, New Jobless Claims Drop and MORE.</p>]]>
<![CDATA[<p><strong>U.S. Trade Deficit Widens in September</strong><br />
The United States trade deficit widened by 18.2 percent in September, reaching $36.5 billion from $30.8 billion (revised) in August, the <a href="http://www.census.gov/foreign-trade/Press-Release/current_press_release/ft900.pdf" target="blank">U.S. Department of Commerce</a> said Friday. This is the biggest percentage increase in the monthly trade gap since February 1999.</p>

<p>In September, the goods deficit increased $5.6 billion from August to $47.6 billion, and the services surplus remained virtually unchanged at $11.1 billion. </p>

<p>Exports increased to $132 billion in September from $128.3 billion in August. Goods were valued at $90.3 billion in September, up from $86.8 billion in August, and services climbed to $41.6 billion in September, up from $41.5 billion in August.</p>

<p>According to <a href="http://www.census.gov/indicator/www/ustrade.html" target="blank">highlights of the new report</a>, the August-to-September rise in exports reflected increases in the following sectors: capital goods ($1.7 billion); industrial supplies and materials ($1.4 billion); consumer goods ($0.5 billion); automotive vehicles, parts and engines ($0.2 billion); and other goods ($0.2 billion). A decrease occurred in foods, feeds and beverages ($0.4 billion). Over the same period, the rise in imports reflected increases in: industrial supplies and materials ($5.5 billion); automotive vehicles, parts, and engines ($1.7 billion); capital goods ($0.8 billion); consumer goods ($0.7 billion); and other goods ($0.5 billion).</p>

<p>The goods and services deficit in September was down $23.7 billion from the same month last year.</p>

<p>Real gross domestic product (GDP) in the U.S. rose an estimated 3.5 percent (at an annual rate) in the third quarter, following four consecutive quarters of decline. "Most forecasters anticipate another moderate gain in the fourth quarter," Federal Reserve Chairman Ben Bernanke said in <a href="http://www.federalreserve.gov/newsevents/speech/bernanke20091116a.htm" target="blank">remarks to the Economic Club of New York</a> today.</p>

<p>Economists have boosted their GDP forecasts for 2010 and 2011. In <a href="http://www.bloomberg.com/apps/news?pid=20601087&sid=aH6PVA6lrUKI&pos=6" target="blank">Bloomberg News</a>' monthly survey of economists, respondents said they expect the nation's factories to drive economic growth in the U.S. According to the median of 64 forecasts, the world's largest economy will expand at a 3 percent annual rate in the last three months of the year, compared with the 2.4 percent estimated last month.</p>

<p>According to the Commerce Department's data on Friday, the U.S. trade deficit with China widened to $22.1 billion in September, the largest since last October.</p>

<p><strong>Asian Manufacturers Post Stronger Growth</strong><br />
Manufacturing industries in the Asia-Pacific region have continued to expand business activity over several months, showing signs of a strong recovery in the Asian industrial sector. In October, China's industrial output increased by 16.1 percent over the same month last year, while retail sales had a year-over-year gain of 16.2 percent, the <a href="http://www.google.com/hostednews/ap/article/ALeqM5j1FZRNA_nf7XY7YePH-Od-tdunFAD9BTA2I80" target="blank">Associated Press</a> reports.</p>

<p>India, Asia's third-largest economy, in September showed a 9.1 percent growth in industrial output over the same month the previous year, following an 11 percent gain in August, according to <a href="http://www.industryweek.com/articles/indian_output_increases_9-1_20415.aspx?ShowAll=1\" target="blank">Agence France-Presse</a>. Manufacturing output increased by 9.3 percent in September, mining gained 8.6 percent, electricity generation grew by 7.9 percent and production of consumer durable goods expanded by 22.2 percent.</p>

<p>In Japan, machinery orders climbed to 10.5 percent in September, more than double the pace initially forecast and signaling a significant turnaround in capital spending, which "would lend stability to a recovery that has depended on temporary factors including government stimulus and a rebound in production spurred by run down inventories," <a href="http://www.bloomberg.com/apps/news?pid=20601087&sid=ak8B43CwwIDQ&pos=5" target="blank">Bloomberg News</a> reports. </p>

<p>However, some experts warn that a sustained recovery in Asian industrial markets depends largely on a rebound in foreign consumption and increased expenditure on manufactured goods from the Asian economies. </p>

<p>"Asia requires a return of global demand, and with credit expansion in developed economies being so weak, it is hard to know when that may develop," Patrick Bennett, a strategist at <a href="http://www.sgcib.com/" target="blank">Soci&#233;t&#233; G&#233;n&#233;rale</a> in Hong Kong, told the <a href="http://online.wsj.com/article/SB125715801899322565.html" target="blank">Wall Street Journal</a> <i>(subscription required)</i>.</p>

<p><strong>European Recovery Remains Mixed</strong><br />
Data released last week show the overall Eurozone economy expanding in line with the region's growth in industrial production, with GDP rising 0.4 percent in the third quarter of 2009, <a href="http://seekingalpha.com/article/173541-europe-s-big-economies-tasked-to-pull-whole-zone-out-of-recession" target="blank">Seeking Alpha</a> reports. German GDP climbed by 0.7 percent and French GDP grew by 0.3 percent, the second consecutive quarter of growth for both countries, while Italy broke its five-month long contraction with a gain of 0.6 percent in Q3.</p>

<p>Other Eurozone countries, however, are not faring as well. Ireland, Greece, Finland and Spain continued to contract between 0.3 and 1.4 percent in the last quarter, while the United Kingdom posted a 0.4 percent decline in its economy. In Spain, the unemployment rate is expected to exceed 20 percent in 2010, Seeking Alpha adds.</p>

<p>"The emerging recovery is patchy, traceable to national differences ranging from fiscal policies to industry profiles," the <a href="http://online.wsj.com/article/SB125811559961947021.html?mod=article-outset-box" target="blank">Wall Street Journal</a> notes <i>(subscription required)</i>. "It also could suffer a relapse if rising unemployment chills a nascent rebound in consumer spending, as government officials have warned."</p>

<p>These figures indicate that a European recovery increasingly depends on the larger Eurozone economies. Germany, the region's largest economy and one of the world's top exporters, has seen industrial output rise by 2.7 percent in September, while exports gained 3.8 percent due to rising demand for German-made goods, <a href="http://www.industryweek.com/articles/german_industrial_output_makes_surprise_jump_20368.aspx" target="blank">AFP</a> reports. It remains to be seen, however, whether the gains will be sufficient to offset contraction in nearby nations.</p>

<p><strong>Manufacturing Equipment Orders for September</strong><br />
Consumption of U.S. machine tools and related technologies totaled $153.55 million in September, up 17.8 percent from August, according to the latest monthly <a href="https://www.usmtc.com/Webdata/PressRelease/93d89997-ed53-4dce-8ea3-76c99dcc51d7/2009_09.pdf" target="blank">U.S. Manufacturing Technology Consumption</a> (USMTC) report from the <a href="http://www.amtda.org/website/article.asp?id=132" target="blank">American Machine Tool Distributors' Association</a> and the <a href="http://www.amtonline.org/newsroom/AMTPressRoom/usmtc-news-release-september-manufacturing-technology-consumption.htm" target="blank">Association for Manufacturing Technology</a>.</p>

<p>On a regional basis: Northeast region manufacturing technology consumption in September rose 50.8 percent from August; consumption in the Southern region dropped 42.8 percent; Midwest region consumption rose 33.8 percent; consumption in the Central region increased 8.5 percent; and Western region manufacturing technology consumption in September was up 39.7 percent.</p>

<p>With a year-to-date total of nearly $1.2 billion, 2009 manufacturing tech consumption is down 67.8 percent from 2008, as reflected in orders for specific manufacturing equipment.</p>

<p>According to a new report from the <a href="http://www.robotics.org/content-detail.cfm/Industrial-Robotics-News/Robot-Orders-Down-30-Through-September/content_id/1842" target="blank">Robotic Industries Association</a>, North American robotics companies suffered a 30 percent decline in orders for new units in the first nine months of 2009, along with a 43 percent decrease in dollar value over the same period. The industry trade group's latest figures indicate steep declines in sales to automotive customers &#151; both original equipment manufacturers and their suppliers &#151; historically the largest purchasers of robots. Through September 2009, $425.8 million worth of robots has been ordered by North American manufacturing companies, compared with last year's January-September totals worth $743.4 million.</p>

<p>In a separate report, the <a href="http://www.cemanet.org/news/press/PressReleases/Sep09.htm" target="blank">Conveyor Equipment Manufacturers Association</a> (CEMA) said that booked orders for conveyor products rose 16 percent in September from August. CEMA's September 2009 Booked Orders Index was down 17 percent from the September 2008 index. Shipments for September were up 4 percent from the prior month.</p>

<p><strong>New Jobless Claims Decline, But Worries Remain</strong><br />
According to the latest weekly claims report from the U.S. <a href="http://www.dol.gov/opa/media/press/eta/ui/eta20091367.htm" target="blank">Department of Labor</a>, seasonally adjusted new initial claims for unemployment fell to 502,000 for the week ending November 7, a decrease of 12,000 from the previous week's total and bringing the four-week moving average 4,500 lower than in the preceding reporting period.</p>

<p>Despite an ongoing recovery in numerous sectors of the United States economy, the job market remains unsteady, with the unemployment rate reaching <a href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-110909-worker-productivity-soars-in-third-quarter-2009.html">a 26-year high</a> of 10.2 percent this October.</p>

<p>"We've lived with this disjunction between rising output and falling employment for only a few months so far, but the consensus forecast sees it continuing for some time &#151; a disturbing prospect," the <a href="http://online.wsj.com/article/SB20001424052748703683804574533843234723498.html" target="blank">Wall Street Journal</a> claims.</p>

<p>According to <a href="http://www.bls.gov/news.release/jolts.nr0.htm" target="blank">a separate report</a> released last week by the Labor Department, employers advertised 2.5 million job openings at the end of September, meaning an average of 6.1 unemployed workers are competing for each available position. This figure is slightly lower than the 6.2 percent reported the previous month, a nine-year high.</p>

<p>The data have economists continuing to claim that lingering instability in the job market may <a href="http://www.chron.com/disp/story.mpl/ap/business/6714784.html" target="blank">threaten the overall health of the U.S. economy</a>, and others warn that <a href="http://www.google.com/hostednews/afp/article/ALeqM5iB4WVyXWwqNxJD9f72zr5bycrmqw" target="blank">unemployment could remain high for some years</a> to come.</p>

<p>Last week, President Obama announced he will convene a special forum in December to examine economic growth and specifically address the unemployment problem, the <a href="http://www.washingtontimes.com/news/2009/nov/12/obama-calls-jobs-forum-december/" target="blank">Washington Times</a> reports. Participants will include economists, corporate executives, small-business owners, labor union officials and representatives from the non-profit sector.<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Light Friday: The Fun Theory Effect</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/light_friday_110309-the_fun_theory_effect.html" />
<modified>2009-11-13T20:50:58Z</modified>
<issued>2009-11-13T19:42:20Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5460</id>
<created>2009-11-13T19:42:20Z</created>
<summary type="text/plain">Plus: A Spa Car, Images of the Galaxy&apos;s Center, Telepathic Computers and Robotic Vacuum Pac-Man....</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Plus: A Spa Car, Images of the Galaxy's Center, Telepathic Computers and Robotic Vacuum Pac-Man.</p>]]>
<![CDATA[<p><strong>The Fun Theory</strong><br />
Volkswagon recently posited an interesting idea: Is it possible to convince people to act better by making positive types of behavior more fun? A new initiative known as <a href="http://www.thefuntheory.com/" target="blank">The Fun Theory</a>, sponsored by <a href="http://personbilar.volkswagen.se/vwcms/master_public/virtualmaster/sv_se.html" target="blank">Volkswagon Sweden</a>, is testing the hypothesis, and the results seem to support the central premise &#151; people like having fun even if it means doing something they don't normally enjoy.</p>

<p>According to Volkswagon, the initiative "is dedicated to the thought that something as simple as fun is the easiest way to change people's behaviour for the better. Be it for yourself, for the environment, or for something entirely different, the only thing that matters is that it's change for the better."</p>

<p>One of the projects involved encouraging more people to recycle glass products, which, unlike recycling plastic bottles and cans, does not come with a monetary reward in Sweden. The Fun Theory folks decided to turn the process into a game, rigging up an arcade-style bottle bank machine. Over a single night, the "fun" bottle bank was used by nearly 50 times as many people as a standard recycling unit nearby.</p>

<p>Here's a video prepared by Swedish advertising agency <a href="http://www.ddb.com/" target="blank">DDB</a> for another Fun Theory project designed to convince more people to take the stairs instead of the escalator by adding a musical touch to the experience:</p>

<p><object width="283.33" height="229.33"><param name="movie" value="http://www.youtube.com/v/2lXh2n0aPyw&color1=0xb1b1b1&color2=0xcfcfcf&feature=player_embedded&fs=1"></param><param name="allowFullScreen" value="true"></param><param name="allowScriptAccess" value="always"></param><embed src="http://www.youtube.com/v/2lXh2n0aPyw&color1=0xb1b1b1&color2=0xcfcfcf&feature=player_embedded&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" allowScriptAccess="always" width="283.33" height="229.33"></embed></object></p>

<p><strong>The New Spa Car</strong><br />
The act of driving to a spa may soon become redundant, as French automaker Renault recently unveiled its Zoe Z.E. model, an electric car that reduces fuel consumption while also improving the skin and engaging the senses in a spa-like driving experience.</p>

<p>The vehicle was designed with help from cosmetics manufacturer <a href="http://www.biotherm.com/index.htm" target="blank">Biotherm</a>, and features a special air conditioning system that keeps the internal atmosphere "cool and hydrated," along with a built-in toxicity sensor that closes the car's vents "before free radicals destroy your healthy complexion," Wired.com's car blog <a href="http://www.wired.com/autopia/2009/11/save-the-planet-and-your-skin-with-the-renault-spa-car/" target="blank">Autopia</a> reports.</p>

<p>The car is also equipped with an electric diffuser that emits Biotherm-designed aromatherapy oils, "exclusive active substances adapted to the needs of the driver: dynamic in the morning, relaxing coming home from work and awakening vigilance while driving at night," according to <a href="http://www.renault.com/SiteCollectionDocuments/Communiqu%C3%A9%20de%20presse/en-EN/Pieces%20jointes/20951_PR_20091104_Biotherm_EN_F29305F7.pdf" target="blank">a joint statement</a> from the two firms.</p>

<p><a href="http://www.themotorreport.com.au/45769/renault-electric-cars-confirmed-for-production/" target="blank">Motor Report</a> says the Zoe Z.E. will enter production in 2012, and will form the core of the company's new line of electric vehicles for the European market.</p>

<p><strong>A Glimpse at the Center of Our Galaxy</strong><br />
In honor of the 400-year anniversary of Galileo's invention of the telescope, NASA's <a href="http://www.nasa.gov/audience/forstudents/postsecondary/features/F_NASA_Great_Observatories_PS.html" target="blank">Great Observatories</a>, which include the Spitzer, Chandra and <a href="http://news.thomasnet.com/IMT/archives/2009/09/light-friday-carrier-pigeons-faster-than-broadband.html">recently repaired</a> Hubble telescopes, have released startling composite images of the center of our galaxy.</p>

<p>The main image shows a section of space roughly half the size of a full moon at the very core of the Milky Way, Discover Magazine's <a href="http://blogs.discovermagazine.com/badastronomy/2009/11/10/hub-of-beauty/" target="blank">Bad Astronomy</a> blog reports. The bright spot to the right of the center and veiled by light years of gas and dust is the black hole at our galaxy's heart, a celestial body with 4 million times the mass of our own sun.</p>

<p>The arcs of gas on the left side are nebulae responsible for the birth of new stars, while the bright blue spot farther left is the Arches Cluster, which contains thousands of superstars each of which is enormously larger than the star in our solar system.</p>

<p><a href="http://hubblesite.org/newscenter/archive/releases/2009/28/image/a/format/xlarge_web/" target="blank"><span class="mt-enclosure mt-enclosure-image" style="display: inline;"><img alt="galactic_print2.jpg" src="http://news.thomasnet.com/IMT/galactic_print2.jpg" width="420" height="300" class="mt-image-none" style="" /></span></a><br />
<i>Click image for larger view.</i><br />
<i>Image Credit: <a href="http://hubblesite.org/newscenter/archive/releases/2009/28/image/a/format/xlarge_web/" target="blank">NASA</a></i></p>

<p><strong>The Mind-Reading Computer</strong><br />
A team of scientists in the United States recently developed and tested a new computer system capable of scanning a person's brain waves and producing pictures of what that person sees or remembers, effectively reading a subject's mind, the U.K.'s <a href="http://www.dailymail.co.uk/sciencetech/article-1224489/Psychic-plug-brain-thoughts-screen-developed.html?ITO=1490" target="blank">Daily Mail</a> reports.</p>

<p>Researchers from the University of California, Berkeley developed the device and equipped it with a functional magnetic resonance imaging (fMRI) scanner that records brainwaves from the visual cortex as a subject watches a video. The system then identifies links between colors, shapes and movements on the screen with specific patterns of brain activity, reproducing the mental images for technicians.</p>

<p>"At the moment when you see something and want to describe it you have to use words or draw it and it doesn't work very well," UC-Berkeley neuroscience professor <a href="http://neuroscience.berkeley.edu/users/users_profile.php?id=12" target="blank">Jack Gallant</a>, who helped conduct the experiment, told the Daily Mail. "This technology might allow you to recover an eyewitness's memory of a crime."</p>

<p>The technology is reminiscent of a <a href="http://www.newscientist.com/article/dn16751-brain-scan-reveals-memories-of-where-youve-been.html" target="blank">mind-reading system</a> developed in March, which tracked brain cells to determine a subject's spatial orientation and even predict where the person would go next.</p>

<p><strong>Robo-Vac Pac-Man</strong><br />
Ever had trouble deciding whether to clean your floor or play an addictive '80s video game? Thanks to the efforts of the do-it-yourselfers behind <a href="http://pacman.elstonj.com/" target="blank">Roomba Pac-Man</a>, you no longer have to choose.</p>

<p>The game's developers took a set of robotic vacuum cleaners and rigged them to play Pac-Man on a special game board laid out on the floor. Players control the Pac-Man robo-vac while the vacuum ghosts move autonomously, reading specific patterns from the game layout and responding to specialized software that enables them to behave in the appropriate digital ghost manner.</p>

<p>Here's a video of the game underway:</p>

<p><object width="283.33" height="229.33"><param name="movie" value="http://www.youtube.com/v/7JHtX2JwZAY&color1=0x3a3a3a&color2=0x999999&feature=player_embedded&fs=1"></param><param name="allowFullScreen" value="true"></param><param name="allowScriptAccess" value="always"></param><embed src="http://www.youtube.com/v/7JHtX2JwZAY&color1=0x3a3a3a&color2=0x999999&feature=player_embedded&fs=1" type="application/x-shockwave-flash" allowfullscreen="true" allowScriptAccess="always" width="283.33" height="229.33"></embed></object><br />
<br><br />
Have a great weekend, folks!<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>A Look at Chrysler&apos;s Ambitious New 5-Year Plan</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/chrysler-unveils-ambitious-five-year-plan-profitability-replenish-lineup.html" />
<modified>2009-11-12T19:56:58Z</modified>
<issued>2009-11-12T19:15:13Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5459</id>
<created>2009-11-12T19:15:13Z</created>
<summary type="text/plain">Chrysler, under the aegis of Fiat since early this year, has unveiled an ambitious five-year plan aimed at reaching long-term profitability following its bankruptcy and the sale of a controlling share in the firm to Fiat....</summary>
<author>
<name>dbutcher</name>
<url>http://news.thomasnet.com/IMT/</url>
<email>DButcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Chrysler, under the aegis of Fiat since early this year, has unveiled an ambitious five-year plan aimed at reaching long-term profitability following its bankruptcy and the sale of a controlling share in the firm to Fiat.</p>]]>
<![CDATA[<p>Chrysler Group LLC has been relatively quiet since it exited bankruptcy <a href="http://news.thomasnet.com/IMT/archives/2009/06/weekly-industry-crib-sheet-061609-redefining-manufacturing-through-cultural-changes-at-ma-progressive-manufacturing-summit.html" target="blank">this summer</a>, with the help of billions of dollars in aid from the United States government and a new partnership with Italian automaker Fiat, which owns 20 percent of the company.</p>

<p>That all changed last week, when Chrysler's new chief executive, <a href="http://blog.chryslerllc.com/entry/816/the_boss_speaks" target="blank">Sergio Marchionne</a>, and other top executives laid out details of how the automaker plans to increase its U.S. market share from its current level of 8 percent and achieve $3 billion in purchasing savings with Fiat by 2014.</p>

<p>"They said it would increase annual revenue to $67 billion by 2014, from $42 billion next year. It also predicted it would start earning a profit in 2011 and would be earning $5 billion a year by 2014," the <a href="http://www.nytimes.com/2009/11/05/business/05auto.html" target="blank">New York Times</a> reported.</p>

<p>As <a href="http://www.industryweek.com/articles/chrysler_presents_five-year_plan_20338.aspx?ShowAll=1" target="blank">Agence France-Presse</a> reported, Chrysler board Chairman Robert Kidder claims the automaker's top priority is to invest in creating "compelling brand and product offerings." The company will leverage its alliance with Fiat to develop global economies of scale.</p>

<p>"Efforts to shave manufacturing, material and administrative costs will continue," Kidder said, adding that Chrysler will also ensure that it matches production to actual demand which is "a significant departure from past practice."</p>

<p>The <a href="http://www.chryslergroupllc.com/business/" target="blank">newly announced five-year plan</a> includes spending $23 billion to overhaul or replace all Chrysler, Dodge, Jeep and Ram models by 2014.</p>

<p>"Much of the overhaul includes cost savings from combining purchasing and engineering with Fiat, and using Fiat's smaller, more fuel-efficient designs to replace aging Chrysler vehicles," the <a href="http://www.google.com/hostednews/ap/article/ALeqM5gif77pfp0g3h3__rgsHfbkzlw70AD9BP3C600" target="blank">Associated Press</a> reported.</p>

<p>While several current models will be phased out in the coming years, Chrysler said it will expand its offering in the U.S. to 28 models by 2014 from 23 in 2009. "It also plans to refresh 75 percent of its U.S. vehicle lineup by 2010 and have a totally new lineup by 2014," <a href="http://www.google.com/hostednews/afp/article/ALeqM5hKc12RS8iDgRMporycpsVeMMSz0A" target="blank">a separate AFP report</a> said.</p>

<p>Chrysler's Dodge brand will sell three Fiat cars &#151; a subcompact hatchback, compact sedan and midsize sedan &#151; and two of them will replace the Caliber and Avenger. Chrysler also plans to add a large crossover in 2010 and, by 2013, will introduce new Dodge models, including a seven-passenger crossover vehicle and a compact car.</p>

<p>By the end of next year, most current Dodge models will receive new exteriors, interiors and engines. Ralph Gilles, Chrysler's chief designer, said Dodges will have better handling and more luxurious interiors, and will be quieter and more fuel-efficient, addressing consumer complaints about all these issues.</p>

<p>"We get it," Doug Betts, senior vice president of quality, said. "We're not in denial related to the public record for quality for Chrysler."</p>

<p>Jeep will get three Fiat-based models in 2013, including a new version of the Liberty. The Patriot and the Compass will be discontinued after 2012.</p>

<p>"The Chrysler brand, the company's smallest, will expand from four to six models, including a Fiat small car and a new Fiat-based crossover," according to the <i>Times</i>. The next four new vehicles for Chrysler will all be engineered on Fiat platforms; they will include a compact sedan (2012) and a new small car (2013). "A replacement for the Sebring sedan and a new mid-size crossover will also be released in 2013," according to <a href="http://www.reuters.com/article/ousivMolt/idUSTRE5A40LU20091105?sp=true" target="blank">Reuters</a>.</p>

<p>The newly established Ram truck brand is considering adding two new commercial models built on Fiat platforms in the next few years. Few details were provided on the Ram brand, though the Dakota pickup truck will be phased out in 2011.</p>

<p>"If all goes to plan, and the U.S. market scratches its way up to a 14.5-million unit year in 2014 (Chrysler's estimate, more conservative than the 16.8 million unit sales Marchionne says analysts are predicting), Chrysler will break even next year, 2010," according to <a href="http://www.motortrend.com/auto_news/112_0911_chrysler_five_year_plan/index.html" target="blank">MotorTrend.com</a>. "It will have positive cash flow by 2011 and pay off U.S. ($5.8 billion drawn) and Canadian ($1.5 billion) loans by 2014. Marchionne believes Chrysler can spend $4.5 billion per year on product development and be profitable."</p>

<p>The automaker's goal is to sell 2.8 million vehicles globally in 2014. It's an ambitious goal, to say the least, as it represents double the 1.3 million vehicles sold in 2009. International sales are projected to grow from 150,000 in 2009 to 500,000 in 2014. To build its American market share to nearly 14 percent by 2014, the automaker would need to increase sales to 2 million from about 950,000 in the U.S. this year. Chrysler sold 65,803 units in the U.S. in October, a 30 percent year-over-year decline.</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.chryslergroupllc.com/business/" target="blank">Presentation: Chrysler's Plan</a><br />
Chrysler Group LLC, Nov. 4, 2009</p>

<p><a href="http://blog.chryslerllc.com/entry/816/the_boss_speaks" target="blank">The Boss Speaks</a><br />
by Ed Garsten<br />
Chrysler blog, Nov. 5, 2009</p>

<p><a href="http://www.nytimes.com/2009/11/05/business/05auto.html" target="blank">Party's Over: A New Tone for Chrysler</a><br />
by Bill Vlasic and Nick Bunkley<br />
The New York Times, Nov. 4, 2009</p>

<p><a href="http://www.industryweek.com/articles/chrysler_presents_five-year_plan_20338.aspx?ShowAll=1" target="blank">Chrysler Presents Five-Year Plan</a><br />
by Mira Oberman<br />
Agence France-Presse, Nov. 4, 2009</p>

<p><a href="http://www.google.com/hostednews/ap/article/ALeqM5gif77pfp0g3h3__rgsHfbkzlw70AD9BP3C600" target="blank">Chrysler Aims to Pump Life into Struggling Lineup</a><br />
by Dee-Ann Durbin and Tom Krisher<br />
The Associated Press, Nov. 4, 2009</p>

<p><a href="ttp://www.google.com/hostednews/afp/article/ALeqM5hKc12RS8iDgRMporycpsVeMMSz0A" target="blank">Chrysler Will be Profitable in 2011: CFO</a><br />
Agence France-Presse, Nov. 4, 2009</p>

<p><a href="http://www.reuters.com/article/ousivMolt/idUSTRE5A40LU20091105?sp=true" target="blank">Details of Chrysler's Turnaround Plan under Fiat</a><br />
Reuters, Nov. 5, 2009</p>

<p><a href="http://www.motortrend.com/auto_news/112_0911_chrysler_five_year_plan/index.html" target="blank">Fiatapalooza! Chrysler's Five-Year Plan</a><br />
by Todd Lassa<br />
MotorTrend.com, Nov. 6, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Does Multitasking Make Us Less Productive?</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/does-multitasking-make-us-more-or-less-productive-on-the-job.html" />
<modified>2009-11-12T14:44:44Z</modified>
<issued>2009-11-11T18:44:18Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5458</id>
<created>2009-11-11T18:44:18Z</created>
<summary type="text/plain">With an ever-rising number of demands on our daily attention, most of us are performing several tasks at once. But does multitasking improve our productivity, or does it actually get in the way of accomplishing tasks?...</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>With an ever-rising number of demands on our daily attention, most of us are performing several tasks at once. But does multitasking improve our productivity, or does it actually get in the way of accomplishing tasks?</p>]]>
<![CDATA[<p>The quickening pace of business in recent years already made it seem as if those who couldn't handle a tidal wave of work would be left behind. Add to that the number of jobs lost over the past year and half, and it's clear that layoff survivors are swamped with more tasks than ever before.</p>

<p>As a result, many workers <a href="http://news.thomasnet.com/IMT/archives/2007/06/multitasking_tips_e-mail_productivity_efficiency.html" target="blank">turn to multitasking</a> in an attempt to tackle several duties simultaneously. Technology reinforces this tendency, with employees concurrently answering e-mail, searching the Web and taking phone calls, sometimes all on the same device.</p>

<p>However, researchers at Stanford University have concluded that multitasking may actually impede productivity, reducing the quality of our work and the rate at which we accomplish it. Their study, published in the <i><a href="http://www.pnas.org/content/106/37/15583.abstract?sid=21e17034-b386-4789-95c8-48fd3ea6a181" target="blank">Proceedings of the National Academy of Sciences</a></i> in August, found that people who divide their efforts between multiple tasks pay less attention, have poorer control over their memory and experience more difficulty switching from one job to another than those who focus on completing one task at a time.</p>

<p>The Stanford University study tested a group of 100 students composed of both "high multitaskers," who regularly use four or more media simultaneously, and "low multitaskers," who engage with no more than two media at a time.</p>

<p>"Results showed that heavy media multitaskers are more susceptible to interference from irrelevant environmental stimuli and from irrelevant representations in memory. This led to the surprising result that heavy media multitaskers performed worse on a test of task-switching ability, likely due to reduced ability to filter out interference from the irrelevant task set," the study explained.</p>

<p>"We were shocked to find out that the high multitaskers did worse than the low multitaskers in all three basic aspects of successful multitasking," <a href="http://www.stanford.edu/~nass/" target="blank">Clifford Nass</a>, a communication professor and one of the study's authors, said in a <a href="http://webworkerdaily.com/2009/11/02/does-multitasking-make-you-more-productive/" target="blank">Web Worker Daily</a> report.</p>

<p>The three areas in which non-multitaskers excelled: 1) the ability to focus on relevant information while ignoring irrelevancies, 2) keeping information organized within the brain and 3) the amount of time necessary to mentally switch between multiple tasks.</p>

<p>Although many people assume that those who multitask successfully must have a great deal of control over how they direct their thoughts, the Stanford research team found that this is usually not the case.</p>

<p>"We kept looking for what they're better at, and we didn't find it," Eyal Ophir, a researcher in Stanford's Communication Between Humans and Interactive Media Lab and the study's lead author, said in <a href="http://news.stanford.edu/news/2009/august24/multitask-research-study-082409.html" target="blank">an announcement of the findings</a>. "They couldn't help thinking about the task they weren't doing. The high multitaskers are always drawing from all the information in front of them. They can't keep things separate in their minds," Ophir added.</p>

<p>Heavy multitaskers generally displayed slower response times to changing conditions, usually because they became more easily distracted by unrelated information or stimuli, which was then stored in their short-term memory, later interfering with their ability to recall pertinent details.</p>

<p>"There are some possibly frightening implications of the study. If it's not very reversible, then the way the culture has become might be pushing us all to become more and more distractible and less and less able to focus over sustained periods of time," <a href="http://neurosciences.musc.edu/faculty/full_time/aston.html" target="blank">Gary Aston-Jones</a>, professor of neuroscience at the Medical University of South Carolina, told <a href="http://news.health.com/2009/08/24/multitasking-harmful/" target="blank">Health.com</a>.</p>

<p>Given the climbing unemployment rate and <a href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-110909-worker-productivity-soars-in-third-quarter-2009.html">increasing average productivity</a> in the United States, it stands to reason that fewer workers are handling more responsibilities, and many them are likely multitasking in an effort to keep up their output. The problem is that, if true multitasking is impossible, then workers who attempt to multitask are actually slowing themselves down.</p>

<p>"Multitasking is shifting focus from one task to another in rapid succession. It gives the illusion that we're simultaneously tasking, but we're really not. It's like playing tennis with three balls," <a href="http://www.drhallowell.com/" target="blank">Edward M. Hallowell</a>, psychiatrist and author, told the <a href="http://www.nytimes.com/2008/10/25/business/yourmoney/25shortcuts.html?pagewanted=1&_r=1" target="blank">New York Times</a>.</p>

<p>A <a href="http://www.nber.org/papers/w13172" target="blank">2007 report</a> on information technology and its effect on worker productivity highlighted the importance of keeping multitasking at a low level, claiming that "productivity is greatest for small amounts of multitasking but beyond an optimum, multitasking is associated with declining project completion rates and revenue generation."</p>

<p>When confronted with a daunting quantity of work, perhaps it is better to avoid trying to tackle multiple tasks simultaneously, instead focusing on assignments one at a time. This strategy might turn out to be a more effective way to manage a heavy workload, and it will certainly be gentler on the nerves.</p>

<p><br />
<strong>Earlier</strong></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2007/06/multitasking_tips_e-mail_productivity_efficiency.html">Multitasking Terror</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2009/11/weekly-industry-crib-sheet-110909-worker-productivity-soars-in-third-quarter-2009.html">Worker Productivity Soars in Third Quarter</a></p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.pnas.org/content/106/37/15583.abstract?sid=21e17034-b386-4789-95c8-48fd3ea6a181" target="blank">Cognitive Control in Media Multitaskers</a><br />
by Eyal Ophir, Clifford Nass and Anthony D. Wagner<br />
Proceedings of the National Academy of Sciences, Aug. 24, 2009</p>

<p><a href="http://webworkerdaily.com/2009/11/02/does-multitasking-make-you-more-productive/" target="blank">Does Multitasking Make You More Productive?</a><br />
by Karen Leland<br />
Web Worker Daily, Nov. 2, 2009</p>

<p><a href="http://news.stanford.edu/news/2009/august24/multitask-research-study-082409.html" target="blank">Media Multitaskers Pay Mental Price, Stanford Study Shows</a><br />
by Adam Gorlick<br />
Stanford University, Aug. 24, 2009</p>

<p><a href="http://news.health.com/2009/08/24/multitasking-harmful/" target="blank">Drop That BlackBerry! Multitasking May Be Harmful</a><br />
by Theresa Tamkins<br />
Health.com, Aug. 24, 2009</p>

<p><a href="http://www.nytimes.com/2008/10/25/business/yourmoney/25shortcuts.html?pagewanted=1&_r=1" target="blank">Multitasking Can Make You Lose ... Um ... Focus</a> <br />
by Alina Tugend<br />
The New York Times, Oct. 24, 2008</p>

<p><a href="http://www.nber.org/papers/w13172" target="blank">Information, Technology and Information Worker Productivity</a><br />
by Sinan Aral, Erik Brynjolfsson and Marshall W. Van Alstyne<br />
The National Bureau of Economic Research, June 2007<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Rules to Work By: A Culture of Compliance</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/rules-to-work-by-a-culture-of-compliance.html" />
<modified>2009-11-10T17:35:39Z</modified>
<issued>2009-11-10T13:15:46Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5454</id>
<created>2009-11-10T13:15:46Z</created>
<summary type="text/plain">Rules and guidelines may not be enough to instill a sense of regulatory duty in every employee. Building a culture of compliance better ensures that workers at every level will abide by ethical standards and hold themselves and each other...</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Rules and guidelines may not be enough to instill a sense of regulatory duty in every employee. Building a culture of compliance better ensures that workers at every level will abide by ethical standards and hold themselves and each other accountable. Corporate compliance means not only following a set of external requirements, but also adhering to a company's internal rules, expectations, policies and best practices.</p>]]>
<![CDATA[<p><span class="mt-enclosure mt-enclosure-image" style="display: inline;"><img alt="iStock_gears_people_culture.JPG" src="http://news.thomasnet.com/IMT/iStock_gears_people_culture.JPG" width="244" height="218.6" class="mt-image-right" style="float: right; margin: 0 0 20px 20px;" /></span>Compliance is an integral part of any business, as it establishes standards and helps <a href="http://news.thomasnet.com/IMT/archives/2009/08/building-and-rebuilding-corporate-reputations-prepare-respond-to-risks.html" target="blank">build a reputation</a> for reliable service, while avoiding regulatory penalties and reducing liability.<br />
	<br />
Rather than merely distributing a set of rules for employees to follow, a company that works to build a <a href="http://news.thomasnet.com/IMT/archives/2009/06/whats-your-corporate-culture-organization-customer-employee-business-relations.html" target="blank">corporate culture</a> of compliance in which workers at every level of the organization understand the importance of following guidelines stands to benefit more from its policy-making.</p>

<p>"As organizations move from a mentality of erratic compliance validation to a culture of compliance, several benefits can be realized... such as better compliance planning, cost reductions from a decrease of introduced redundant solutions and overall hours dedicated to compliance. Finally, a culture of compliance will allow the organization to spend a larger amount of time and resources on business-critical functions," a compliance analysis from <a href="http://corp.bankofamerica.com/publicpdf/landing/merchantnews/pcidss/culture.pdf" target="blank">Bank of America</a> asserts.</p>

<p>Developing a culture of compliance and introducing specialized compliance enforcement roles have been significant priorities among businesses for several years. A 2005 survey from <a href="http://www.ey.com/Publication/vwLUAssets/Compliance_Survey_-_Corporate_Regulatory_Compliance/$FILE/CorporateRegulatoryCompliance.pdf" target="blank">Ernst & Young</a> found that 82 percent of businesses have issued guiding principles for instilling a culture of compliance in their firms, while 75 percent have specified compliance accountabilities for their executives and 67 percent have created expectations for leadership behavior based on corporate values.</p>

<p>Establishing a culture of compliance first requires building a system of oversight, evaluation, reporting, training and identifying areas that require corrective action. According to a report from industrial compliance management firm <a href="http://www.qualitymag.com/QUAL/Home/Files/PDFs/Building%20a%20Culture%20of%20Compliance.PDF" target="blank">IBS America</a>, a successful compliance culture displays the following attributes:</p>

<ul><li>It is established and exemplified by senior management;</li>
	<li>The system is integrated in education and training activities;</li>
	<li>Compliance behavior is reinforced through incentive programs;</li>
	<li>Those who violate policies are held accountable;</li>
	<li>It is incorporated in the management and use of information systems; and</li>
	<li>It remains inseparable from company structure, processes and management style.</li></ul>

<p>The report also says that a positive culture of compliance includes elements of enterprise risk management, identifying risks and establishing documented risk control points in each strategic area of the company. An important feature of controlling compliance risk involves collaboration with the specific people responsible for managing each compliance element.</p>

<p>According to <a href="http://www.infosectoday.com/Articles/Compliance.htm" target="blank">Information Systems Security</a>, cross-departmental compliance "requires commitment and cooperation among several areas of the organization including business owners, finance, IT, HR, senior management and the board. By combining regulatory compliance activities with business process improvement programs, organizations can maximize the return on their efforts."</p>

<p>Part of the challenge in implementing a <a href="http://news.thomasnet.com/IMT/archives/2008/03/minimize-risk-with-compliance-regulations-financial-data.html">robust compliance system</a> may stem from staff reluctance to accept a more vigorous approach to enforcing regulations.</p>

<p>"A lot of managers have heard over and over again that productivity is paramount," <a href="http://christopherbauer.typepad.com/about.html" target="blank">Chris Bauer</a>, a psychologist and ethics consultant, told <a href="http://www.workforce.com/cgi-bin/login.pl?reason=3&dest=%2Farchive%2Ffeature%2F25%2F76%2F79%2F257682.php" target="blank">Workforce Management</a> <i>(subscription required)</i>. "You can train them about wage and hour rules, but if they still think deep down that the bottom line supersedes everything else, your impact is going to be limited."</p>

<p>"If there's a lack of trust in the messenger, the implementation will suffer," Bauer added.</p>

<p>Hiring a corporate responsibility officer (CRO) to communicate and enforce compliance policies or expanding the duties of an existing CRO can help alleviate staff reluctance toward increased compliance measures.</p>

<p>According to <a href="http://www.thecro.com/node/68" target="blank">CRO Magazine</a>, a corporate responsibility officer must bring together various strategic functions within a company and "build consensus around a unifying theme, such as linking 'accountability' and 'responsibility' to business continuity and success. Once the overall goals are defined, the organization must develop a coherent strategy around these integrity goals."</p>

<p>In addition to cost savings and a stronger embrace of best practices, an integrated approach to compliance can also yield security benefits that reduce the risk of lost or stolen data.</p>

<p>"The value of user awareness and education in meeting regulatory compliance requirements is critical. After all, unless users are aware of corporate policies, they cannot be expected to follow them. Also, if users are not held accountable for their adherence to policies, they are unlikely to heed them. Any lack of adherence can, in turn, lead to a potentially costly data breach," <a href="http://www.wwpi.com/index.php?option=com_content&view=article&id=5818:building-a-culture-of-compliance&catid=159:summer-2006&Itemid=2701102" target="blank">Computer Technology Review</a> explains.</p>

<p>With penalties for breaching external regulations and the need for maintaining internal policy standards to reduce company liability, compliance systems remain a necessity in the modern business landscape. But by establishing a culture of compliance, many of the difficulties involved in enforcing and monitoring policies can be reduced as employees become accustomed to holding themselves and their coworkers mutually accountable.</p>

<p>"You need to get frontline managers and workers to believe that we all have some power to change things, at whatever level we're at," according to Bauer. "That's how you accomplish change."</p>

<p><br />
<strong>Earlier</strong></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2009/08/building-and-rebuilding-corporate-reputations-prepare-respond-to-risks.html">Building (and Rebuilding) a Reputation</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2009/06/whats-your-corporate-culture-organization-customer-employee-business-relations.html">What's Your Corporate Culture?</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2008/03/minimize-risk-with-compliance-regulations-financial-data.html?WT.mc_t=nlimt&WT.mc_n=811&channel=email">Realistic Steps to Robust Compliance</a></p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://corp.bankofamerica.com/publicpdf/landing/merchantnews/pcidss/culture.pdf" target="blank">A Culture of Compliance: Strategically Managing Compliance Efforts</a><br />
by James Barrow<br />
Bank of America, April 2008</p>

<p><a href="http://www.qualitymag.com/QUAL/Home/Files/PDFs/Building%20a%20Culture%20of%20Compliance.PDF" target="blank">Building a Culture of Compliance</a><br />
by Charles H. Le Grand<br />
IBS America, 2005</p>

<p><a href="http://www.infosectoday.com/Articles/Compliance.htm" target="blank">Creating a Culture of Compliance</a><br />
by Suzanne Dickson<br />
Information Systems Security</p>

<p><a href="http://www.workforce.com/cgi-bin/login.pl?reason=3&dest=%2Farchive%2Ffeature%2F25%2F76%2F79%2F257682.php" target="blank">Establishing a Culture of Compliance</a><br />
by Patrick J. Kiger<br />
Workforce Management, Sept. 8, 2008</p>

<p><a href="http://www.thecro.com/node/68" target="blank">Culture of Compliance</a><br />
by David Gelber<br />
CRO Magazine, 2006</p>

<p><a href="http://www.ey.com/Publication/vwLUAssets/Compliance_Survey_-_Corporate_Regulatory_Compliance/$FILE/CorporateRegulatoryCompliance.pdf" target="blank">Corporate Regulatory Compliance Practices</a><br />
Ernst & Young, November 2005</p>

<p><a href="http://www.wwpi.com/index.php?option=com_content&view=article&id=5818:building-a-culture-of-compliance&catid=159:summer-2006&Itemid=2701102" target="blank">Building a Culture of Compliance</a><br />
by Suzanne Dickson<br />
Computer Technology Review, Nov. 26, 2007<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>The Quality Imperative</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/the-quality-control-imperative.html" />
<modified>2009-11-10T17:06:27Z</modified>
<issued>2009-11-10T13:13:07Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5451</id>
<created>2009-11-10T13:13:07Z</created>
<summary type="text/plain">Product safety and quality in manufacturing have come under increased scrutiny in recent years. Organizations that skimp on quality control programs designed to maintain product and service standards are taking an unnecessary (and potentially costly) risk....</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Product safety and quality in manufacturing have come under increased scrutiny in recent years. Organizations that skimp on quality control programs designed to maintain product and service standards are taking an unnecessary (and potentially costly) risk.</p>]]>
<![CDATA[<p>Industrial quality control and assurance are vital processes that not only ensure that products and services function properly, but can also improve a company's production methods and standards for efficiency. Most manufacturers rely on various quality control systems to reduce the rate of product flaws that can result in recalls or even legal liabilities, while processing and service firms keep track of their work to ensure it meets specifications.</p>

<p>Quality control processes are an integral part of building relationships with customers and cultivating long-term contracts, but it is important to update systems to adapt to a changing marketplace. A company may have modified its production practices and product lines, or its business activity may have grown beyond the capacity of its quality control system. In these cases, focusing on improved quality management can make a significant difference in a company's profitability, safety and reputation.</p>

<p>"Most manufacturers would never think of eliminating the quality control function from their production processes. Without quality control, the number of defective products that must be reworked, scrapped or returned would dramatically increase," <a href="http://www.customerthink.com/article/importance_quality_control_how_good_data" target="blank">Customer Think</a> explains. "Almost all consulting/service organizations monitor the quality of the services they deliver to uphold their reputations, ensure satisfied customers and generate repeat business," according to the customer-centric business Web site.</p>

<p>These concerns are becoming increasingly important due to globalized distribution systems in which a single service or product error can have far-reaching effects through the supply chain and down to the customer level. Needless to say, most manufacturers would prefer to avoid a situation like the <a href="http://news.thomasnet.com/IMT/archives/2008/08/how-safe-is-made-in-china-medical-devices-pharmaceutical-industry-recalls.html">2007 Chinese product recalls</a>, which <a href="http://news.thomasnet.com/IMT/archives/2008/05/manufacturers-feeling-the-heat-of-sourcing-in-emerging-markets-deloitte-global-manufacturing-2008.html">hindered sourcing</a> and <a href="http://news.thomasnet.com/IMT/archives/2008/09/chinese-officias-claim-milk-now-safe-reputation-still-damaged-product-safety-system-doubted.html">damaged consumer trust</a> in numerous companies.</p>

<p>While many quality control systems are automated, the role of personnel is still important in maintaining standards. Quality control often begins at the manufacturing point, with the basic goal that a product should meet design and performance standards when it comes off the assembly line.</p>

<p>"The two main focuses of quality control efforts in the commercial sector include reducing the mechanical precision that is required to obtain quality performance, as well as controlling all aspects of the manufacturing operation to make sure that every part of the assembly remains within a specified zone of tolerance," technology systems site <a href="http://www.exforsys.com/tutorials/supply-chain/supply-chain-management-quality-control-in-industrial-engineering.html" target="blank">Exforsys.com</a> writes.</p>

<p>Statistical process control, in which random samples are taken from a product run and tested, is a common quality control method among industrial engineers due to the impracticality of testing every product in high-volume runs, Exforsys.com reports.</p>

<p>Lean techniques can also be applied to streamline the quality control process, and this approach typically involves the introduction of quality monitoring at each stage of the production cycle, bringing employees across manufacturing or service levels into the quality control system through a method known as <a href="http://web.me.com/tjackson5/taktx.com/quality.html" target="blank">Quality at the Source</a> (QATS).</p>

<p>"[T]he implementation of QATS focuses on placing the skills and knowledge in employees' hands to keep defects from moving through the value stream. To this end, employees are taught the minimum quality standards at each step of the process and empowered to correct defects or remove the defective item before value-added activity is conducted," <a href="http://www.qualitymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000206368" target="blank">Quality Magazine</a> explains.</p>

<p>In QATS, after a defect is spotted, it is corrected at the point of discovery and the corrective action is communicated back through the production process to reduce the likelihood of repeating the mistake. If the corrective measure is not cost-effective, the production process may need to be reevaluated to discover alternative methods to achieve the desired result without compromising quality or inflating the cost of production.</p>

<p>"In addition to this being the most cost-effective strategy for correcting defects, it also improves employee ownership in the process. This increased ownership is largely due to employees knowing that everyone else in the value stream is observing their work," Quality Magazine says.</p>

<p>Another approach involves a <a href="http://searchcio.techtarget.com/sDefinition/0,,sid182_gci798202,00.html#" target="blank">Learning Management System</a> (LMS), which functions like a company intranet but also provides operations manuals, training materials, videos and testing capabilities to improve quality control on an individual worker-by-worker basis.</p>

<p>"In addition to training employees, an LMS has profound implications for the introduction of new products and services. An LMS allows you to provide detailed information on new product or service offerings immediately across a wide audience while ensuring that it's being done according to your specifications, because it's both instantaneous and auditable," <a href="http://www.entrepreneur.com/franchises/franchisingyourbusinesscolumnistmarksiebert/article195882.html" target="blank">Entrepreneur.com</a> writes.</p>

<p>Apart from reducing the risk of defects and spreading product knowledge, quality control can also improve the efficiency of production methods by helping workers identify problem areas and the steps needed to enhance them. Improvement through quality management involves focusing on continuous progress rather than occasional efforts to eliminate obstacles to efficiency.</p>

<p><br />
<strong>Earlier</strong></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2008/08/how-safe-is-made-in-china-medical-devices-pharmaceutical-industry-recalls.html">How Safe is "Made in China?"</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2008/05/manufacturers-feeling-the-heat-of-sourcing-in-emerging-markets-deloitte-global-manufacturing-2008.html">Feeling the Heat of Sourcing in Emerging Markets</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2008/09/chinese-officias-claim-milk-now-safe-reputation-still-damaged-product-safety-system-doubted.html">China: Milk Now Safe, Reputation Still Damaged</a></p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.customerthink.com/article/importance_quality_control_how_good_data" target="blank">The Importance of Quality Control: How Good Is Your Data?</a><br />
by Andrew Greenyer<br />
Customer Think, Nov. 26, 2007</p>

<p><a href="http://www.exforsys.com/tutorials/supply-chain/supply-chain-management-quality-control-in-industrial-engineering.html" target="blank">Supply Chain Management: Quality Control in Industrial Engineering</a><br />
Exforsys.com</p>

<p><a href="http://web.me.com/tjackson5/taktx.com/quality.html" target="blank">Quality at the Source</a><br />
taktX, 2007</p>

<p><a href="http://www.qualitymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000206368" target="blank">Quality 101: Improving Quality Through Lean Concepts</a><br />
by Mark A. Nash and Sheila R. Poling<br />
Quality Magazine, Nov. 21, 2007</p>

<p><a href="http://searchcio.techtarget.com/sDefinition/0,,sid182_gci798202,00.html#" target="blank">Learning Management System</a><br />
SearchCIO.com, April 11, 2003</p>

<p><a href="http://www.entrepreneur.com/franchises/franchisingyourbusinesscolumnistmarksiebert/article195882.html" target="blank">How Strong is Your Franchise's Quality Control?</a><br />
by Mark Siebert<br />
Entrepreneur.com, July 25, 2008</p>

<p><a href="http://www.qualitymag.com/Articles/Column/BNP_GUID_9-5-2006_A_10000000000000671329" target="blank">Face of Quality: Big Q vs. Little Q</a><br />
by Jimmy L. Smith<br />
Quality Magazine, Sept. 29, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Technology&apos;s Role in Lean Today</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/role-of-technology-in-lean-manufacturing-processes-today.html" />
<modified>2009-11-10T19:03:06Z</modified>
<issued>2009-11-10T13:12:11Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5448</id>
<created>2009-11-10T13:12:11Z</created>
<summary type="text/plain">Early adopters of lean methodologies were satisfied with the flexibility provided by manual solutions. Today, technological advances and external pressures are making technology less likely to go head-to-head with lean....</summary>
<author>
<name>dbutcher</name>
<url>http://news.thomasnet.com/IMT/</url>
<email>DButcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Early adopters of lean methodologies were satisfied with the flexibility provided by manual solutions. Today, technological advances and external pressures are making technology less likely to go head-to-head with lean.</p>]]>
<![CDATA[<p>In the last couple of decades, lean manufacturing has seen huge growth as a way of identifying and eliminating waste, or activities and resources that do not add value. By focusing on value-added activity, customer requirements and removing wasteful processes, organizations have optimized business processes and improved customer satisfaction.</p>

<p>Early adopters of lean methodologies were satisfied with simple, manual solutions and the flexibility they provided, which may help explain why some practitioners say the most high-tech tools that lean should involve is paper, pencils and spreadsheets. </p>

<p>Yet a number of technological advances and external pressures &#151; ever-escalating customer expectations, pricing pressures and expanding supply chains &#151; are making technology less likely to go head-to-head with lean today.</p>

<p>According to an Aberdeen Group report earlier this year, titled <i><a href="http://www.aberdeen.com/summary/report/benchmark/5851-RA-lean-manufacturing-waste.asp" target="blank">Lean Manufacturing: Five Tips for Reducing Waste in the Supply Chain</a></i>, organizations applying proven technology to lean manufacturing today are significantly improving speed, efficiency and profitability.</p>

<p>Based on a survey of 117 companies, Aberdeen's findings show that the top-performing companies are using lean principles and software solutions "as a long-term strategy for improving people, processes and business results."</p>

<p>"Lean advocates often get a bad rap for being against technology in all forms &#151; such as using paper kanban cards and doing value stream maps with pencil and paper &#151; but this is not true," Mark Graban, a Senior Fellow with the <a href="http://www.lean.org/" target="blank">Lean Enterprise Institute</a> and founder of the <a href="http://www.leanblog.org" target="blank">Lean Blog</a>, told IMT. <i>(See today's <a href="http://news.thomasnet.com/IMT/archives/2009/11/experts-corner-mark-graban-lean-enterprise-institute.html">Expert's Corner</a>.)</i> "Lean thinkers are willing to use technology, but only, as Principle No. 8 of The Toyota Way says, when it is tested technology that serves the people and processes."</p>

<p>As much as lean initiatives have developed through processes and organizational structure, lean-enabling technology has also evolved.</p>

<p>In recent years, manufacturers have become more sophisticated with their lean-enabling technology implementation, moving beyond electronic kanban (using an electronic signal to notify plant employees when other departments need materials). For instance, they're integrating modeling and simulation into their applications and using value stream mapping to document the production process and value-added activities.</p>

<p>Aberdeen reports that these measures, along with supermarket sizing ("inventory levels planned based on uncertainty of demand and attainments") and order management integration ("visibility into manufacturing constraints when order promising") are among the "lean automation" tools being used by manufacturing firms today.</p>

<p>Moreover, 63 percent of top-performing manufacturers (top 20 percent) have enabled lean manufacturing practices through demand planning and forecasting systems. Best-in-class manufacturers are using such solutions to determine forward-looking inventory targets by customer, location and so forth, for production planning and scheduling.</p>

<p>The best-in-class manufacturers cited manufacturing execution systems (MES) and advanced planning and scheduling (APS) as rounding out the top three lean-enabling technologies, all of which are more likely to be used in tandem with the lean tools discussed above.</p>

<p>The MES allow manufacturers to more efficiently track and trace production across the organization, optimize production schedules that have real constraints and improve quality from both a process and finished product perspective.</p>

<p>APS results in the creation of production plans at different levels of granularity (from monthly to near real-time) using a variety of approaches, such as <a href="http://www.industryweek.com/articles/the_theory_of_constraints_exposed_13669.aspx?ShowAll=1" target="blank">theory of constraints</a> and <a href="http://www.isixsigma.com/dictionary/Takt_Time-455.htm" target="blank">takt time</a> scheduling.</p>

<p>A critical caveat for manufacturers who decide to leverage technology in a lean environment is that it should be reliable and thoroughly tested to serve the organization's processes and people, according to <a href="http://www.slideshare.net/ckvkarma/the-toyota-way-14-management-principles" target="blank">The Toyota Way</a>. That is, the technology should be pulled by manufacturing rather than pushed to manufacturing. </p>

<p>Instead of fixing the dysfunctions of day-to-day business processes, companies often throw technology at the issue. Yet, as <a href="http://www.factorystrategies.com/kevin-meyer.html" target="blank">Kevin Meyer</a> at <a href="http://www.evolvingexcellence.com/blog/2007/11/the-false-god-o.html" target="blank">Evolving Excellence</a> makes clear, "automating the management of a problem is not managing the problem."</p>

<p>While the implementation of technology to aggregate, update and distribute optimal plans and schedules can complement a lean environment, the benefits are never a substitute for companies' continuous-improvement programs.</p>

<p><br />
<strong>Earlier</strong></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2007/07/toyota_way_automaker_president_tps_lean_quality.html">The Toyota Way Forward</a></p>

<p><a href="http://news.thomasnet.com/IMT/archives/2007/07/lean_not_lame_tps_implementation_muda.html">Is Your Lean LAME?</a></p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.aberdeen.com/summary/report/benchmark/5851-RA-lean-manufacturing-waste.asp" target="blank">Lean Manufacturing: Five Tips for Reducing Waste in the Supply Chain</a><br />
by Matthew Littlefield and Nari Viswanathan<br />
Aberdeen Group, April 2009</p>

<p><a href="http://www.reuters.com/article/pressRelease/idUS150740+06-May-2009+MW20090506" target="blank">Five Proven Practices to Achieve a Lean Supply Chain</a><br />
Aberdeen Group, May 6, 2009</p>

<p><a href="http://www.aberdeen.com/summary/report/benchmark/RA_Lean_JB_2845.asp" target="blank">The Lean Benchmark Report: Closing the Reality Gap</a><br />
Aberdeen Group, March 2006</p>

<p><a href="http://www.apics.org/lists/GetActive/E-News/default.asp" target="blank">Still At Odds or Has the Time Come?</a><br />
by Jane Biddle<br />
APICS e-News (Vol. 6, No. 8), May 2, 2006</p>

<p><a href="http://www.industryweek.com/articles/the_theory_of_constraints_exposed_13669.aspx?ShowAll=1" target="blank">The Theory Of Constraints Exposed</a><br />
IndustryWeek, March 1, 2007</p>

<p><a href="http://www.evolvingexcellence.com/blog/2007/11/the-false-god-o.html" target="blank">The False God Opens a New Front</a><br />
by Kevin Meyer<br />
Evolving Excellence, Nov. 1, 2007<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Steps Toward a More Integrated Supply Chain</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/supply-chain-planning-and-execution-to-blur-integration-phases.html" />
<modified>2009-11-10T17:35:55Z</modified>
<issued>2009-11-10T13:11:49Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5447</id>
<created>2009-11-10T13:11:49Z</created>
<summary type="text/plain">In many respects, the practice of supply chain management has made great progress in recent years. However, few companies have yet reached high levels of integration between planning and execution, a recent report says....</summary>
<author>
<name>dbutcher</name>
<url>http://news.thomasnet.com/IMT/</url>
<email>DButcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>In many respects, the practice of supply chain management has made great progress in recent years. However, few companies have yet reached high levels of integration between planning and execution, a recent report says.</p>]]>
<![CDATA[<p>By 2015, supply chain planning and execution will blur, according to <a href="http://www.scdigest.com/assets/FirstThoughts/09-10-22.php?cid=2875&ctype=content" target="blank">a recent presentation</a> in which Supply Chain Digest's editor-in-chief, Dan Gilmore, discussed specific key issues that he believes receive negligible attention.</p>

<p>"For many years, analysts and others have offered separate models of 'supply chain planning' and 'supply chain execution' processes, and the technology vendors were generally organized in that sense as well," <a href="http://www.scdigest.com/assets/FirstThoughts/09-03-05.php?cid=2316&ctype=content" target="blank">Supply Chain Digest</a> said earlier this year.</p>

<p>Yet, according to Gilmore, "The need for response based on market demand and other factors is outstripping current planning cycles.</p>

<p>"Tactical and even some operational planning become completely intertwined with execution, causing changes in organizational structures, processes and technology," he continued.</p>

<p>A recent report from Supply Chain Digest's research arm, <a href="http://www.cscoinsights.com/index.php" target="blank">CSCO (Chief Supply Chain Officer) Insights</a>, asserts that the distinction between operational processes of planning and execution will become "increasingly irrelevant" in many areas.</p>

<p>Surveying more than 300 supply chain executives in a wide range of industries, the CSCO Insights report reveals some telling observations:</p>

<ul><li>Only one in 10 (11 percent) said that supply chain planning and execution were handled as a single, joined process;</li>
	<li>More than half (57 percent) said there was some integration of supply chain planning and supply chain execution; and</li>
	<li>Nearly one in three supply chain managers said there was little if any link between supply chain planning and execution.</li></ul>

<p>Of all the supply chain professionals surveyed, 92 percent believe it is critical to achieve better integration in the next two to three years.</p>

<p>CSCO Insights argues that this gap must be closed from a process perspective to meet the challenges of today's supply chain and reap its expected rewards.</p>

<p>"While we will always have 'planning and execution,' the two processes must clearly become more integrated, and be seen more directly as simply different ends of one long supply chain process continuum, more so than distinct functions and processes," the report claims. "As with any continuum, the edges between adjacent points on the line are blurred."</p>

<p>More than three-fourths of respondents (77 percent) rate improved customer service as a high potential benefit of improving integration of planning and execution. This is followed by improved inventory management/lower inventories (71 percent), out-of-stocks reduction (68 percent) and reduced supply chain/operating costs (66 percent). </p>

<p>There are several barriers to improved integration of supply chain planning and execution. The top barriers cited by respondents: achieving a synchronized/unified view of true demand; the current level of supply chain visibility; the basic function/organizational alignment of the company; and the integration of supply chain technology.</p>

<p>Chiefly, the barrier to integration is information flow.</p>

<p>According to recent findings from IBM, supply chain leaders understand the threat of information blind spots but are not very optimistic that they are using their valuable information for real competitive advantage. IBM's <a href="http://www-935.ibm.com/services/us/gbs/bus/html/gbs-csco-study.html" target="blank">2009 Global Supply Chain Officer study</a> revealed that 70 percent of the nearly 400 supply chain executives surveyed consider "overwhelming and fragmented data," as well as an inability to understand that data, to be among their top challenges.</p>

<p>However, only 16 percent of IBM's respondents indicated that they are effective at integration and visibility of information across the supply chain.</p>

<p>Overcoming these barriers toward integration is no easy feat. To that end, however, the CSCO Insights report offers a four-step progression of communication across departments at any given company.</p>

<ul><li><strong>Baseline</strong> &#151; Poor planning between sales and operations; disconnect between supply chain planning and execution;</li>
	<li><strong>Phase I, the Basics</strong> &#151; Improved feedback between planning and execution; consolidated view of customer/internal demand; closer link between operations and sales;</li>
	<li><strong>Phase II, Real-Time Supply Chain</strong> &#151; Real-time visibility; networks designed to react immediately, metrics for making/supporting decisions; and</li>
	<li><strong>Phase III, Sense and Respond Networks</strong> &#151; Multi-level visibility; new organization methods for supply chain planning; looking ahead to new supply chain technologies.</li></ul>

<p>"In the end," CSCO Insights says, "it will simply be about alignment &#151; having the entire extended supply chain fully and flexibly working together to meet the needs of the business and maximizing profit and shareholder value in alignment with customer demand."</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.cscoinsights.com/index.php" target="blank">Next-Generation Supply Chain Management: The Integration of Planning and Execution</a><br />
by Dan Gilmore and Robert Nardone<br />
CSCO Insights, 2009</p>

<p><a href="http://www.scdigest.com/assets/FirstThoughts/09-10-22.php?cid=2875&ctype=content" target="blank">Supply Chain 2015</a><br />
by Dan Gilmore<br />
Supply Chain Digest, Oct. 22, 2009</p>

<p><a href="http://www.scdigest.com/assets/FirstThoughts/09-03-05.php?cid=2316&ctype=content" target="blank">Time to Integrate Supply Chain Planning and Execution</a><br />
by Dan Gilmore<br />
Supply Chain Digest, March 5, 2009</p>

<p><a href="http://www-935.ibm.com/services/us/gbs/bus/html/gbs-csco-study.html" target="blank">The Smarter Supply Chain of the Future</a><br />
IBM, Feb. 24 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Then and Now: 1999 and 2009</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/then-and-now-1999-and-2009.html" />
<modified>2009-11-10T19:24:19Z</modified>
<issued>2009-11-10T13:10:28Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5456</id>
<created>2009-11-10T13:10:28Z</created>
<summary type="text/plain">IMT is celebrating its 10th anniversary. In commemoration of our first decade down, we look back at where industry was 10 years ago versus where it is today - by the numbers....</summary>
<author>
<name>imtstaff</name>

<email>dbutcher@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>IMT is celebrating its 10th anniversary. In commemoration of our first decade down, we look back at where industry was 10 years ago versus where it is today - by the numbers.</p>]]>
<![CDATA[<p>The following 10 indicators from 1999 and their corresponding 2009 (or most recent) data provide a glimpse of how manufacturing and its workers have changed in the last decade.</p>

<p><strong><u>International Trade Deficit</u></strong><br />
<strong>1999:</strong> The export and import of goods and services <a href="http://www.census.gov/foreign-trade/Press-Release/99_press_releases/December/ftdpress.txt" target="blank">in 1999</a> resulted in an international trade deficit of $25.5 billion for the United States.<br />
<strong>2009:</strong> Based on <a href="http://www.census.gov/foreign-trade/Press-Release/current_press_release/ft900.pdf" target="blank">the latest available data</a>, the nation's international trade deficit is $30.7 billion, with exports that increased and imports that decreased in August.</p>

<p><strong><u>Consumer Prices</u></strong><br />
<strong>Then:</strong> The consumer price index &#151; which measures the price level of consumer goods and services &#151; in <a href="http://www.bls.gov/news.release/history/cpi_10191999.txt" target="blank">September 1999</a> increased 2.6 percent over the previous 12 months.<br />
<strong>Now:</strong> The consumer price index decreased 1.3 percent over the last 12 months <a href="http://www.bls.gov/news.release/archives/cpi_10152009.htm" target="blank">up to September</a> (the latest data available).</p>

<p><strong><u>Manufacturing Orders</u></strong><br />
<strong>Then:</strong> New orders for manufactured goods in <a href="http://www.census.gov/manufacturing/m3/historical_data/pressreleases/prel/1999/sep99prel.pdf" target="blank">September 1999</a> were valued at $361.1 billion.<br />
<strong>Now:</strong> New orders for manufactured goods in <a href="http://www.census.gov/manufacturing/m3/prel/pdf/s-i-o.pdf" target="blank">September 2009</a> (latest available data) came to $356.1 billion.</p>

<p><strong><u>Manufacturers' Shipments</u></strong><br />
<strong>Then:</strong> Shipments of manufactured goods in <a href="http://www.census.gov/manufacturing/m3/historical_data/pressreleases/prel/1999/sep99prel.pdf" target="blank">September 1999</a> had a value of $358.9 billion.<br />
<strong>Now:</strong> Shipments of manufactured goods in <a href="http://www.census.gov/manufacturing/m3/prel/pdf/s-i-o.pdf" target="blank">September 2009</a> (latest available data) were valued at $363.1 billion.</p>

<p><strong><u>Worker Productivity</u></strong><br />
<strong>Then:</strong> Business productivity &#151; as measured by output per hour of all persons &#151; in <a href="http://www.bls.gov/news.release/history/prod2_11151999.txt" target="blank">the third quarter of 1999</a> rose 4.9 percent from the same quarter in 1998. Manufacturing productivity rose 4.9 percent from the same quarter in 1998.<br />
<strong>Now:</strong> Business productivity in <a href="http://www.bls.gov/news.release/prod2.nr0.htm" target="blank">Q3 2009</a> rose 4.3 percent from the same quarter in 2008. Manufacturing productivity rose 3.1 percent from the same quarter last year. </p>

<p><strong><u>Employment Costs</u></strong><br />
<strong>Then:</strong> The Employment Cost Index &#151; which measures changes in wages, salaries and employer costs for employee benefits &#151; for <a href="http://www.bls.gov/news.release/history/eci_10281999.txt" target="blank">September 1999</a> increased 3.1 percent from September 1998.<br />
<strong>Now:</strong> Compensation costs for civilian workers (non-farm private industry plus state and local government) rose 1.5 percent for the 12-month period ending <a href="http://www.bls.gov/news.release/archives/eci_10302009.htm" target="blank">September 2009</a>.</p>

<p><strong><u>Employee Tenure</u></strong><br />
<strong>Then:</strong> Based on <a href="http://www.bls.gov/news.release/history/tenure_08292000.txt" target="blank">biannual data</a>, the median number of years that wage and salary workers had been with their current employer was 3.6 years in February 1998 and 3.5 years in February 2000.<br />
<strong>Now:</strong> The median number of years that wage and salary workers had been with their current employer was 4.1 years in <a href="http://www.bls.gov/news.release/archives/tenure_09262008.htm" target="blank">January 2008</a> (latest available data), little changed from the 4.0 years reported in January 2006.</p>

<p><strong><u>International Comparisons: Hourly Compensation Costs</u></strong><br />
<strong>Then:</strong> Among 28 foreign economies, average hourly compensation costs (in U.S. dollars) for manufacturing production workers were 79 percent of the U.S. level <a href="http://www.bls.gov/news.release/history/ichcc_09072000.txt" target="blank">in 1999</a>.<br />
<strong>Now:</strong> Among 31 foreign economies, average hourly compensation costs (in U.S. dollars) for manufacturing workers were 85 percent of the U.S. level in <a href="http://www.bls.gov/news.release/archives/ichcc_03262009.htm" target="blank">the latest available data</a> (2007).</p>

<p><strong><u>Fastest-Growing Occupations</u></strong><br />
<strong>Then:</strong> According to <a href="http://www.bls.gov/news.release/history/ecopro_11301999.txt" target="blank">1999 data</a>, the following were projected to be the fastest-growing occupations for the period 1998-2008: 1) computer engineers, 2) computer support specialists, 3) systems analysts, 4) database administrators, 5) desktop publishing specialists and 6) paralegals and legal assistants.<br />
<strong>Now:</strong> According to <a href="http://www.bls.gov/news.release/history/ecopro_12042007.txt" target="blank">the latest projections</a> (2007), the following are expected to be the fastest-growing occupations for the period 2006-2016: 1) network systems and data communications analysts, 2) personal and home-care aides, 3) home health aides, 4) computer software engineers, 5) veterinary technologists and technicians and 6) personal financial advisers.</p>

<p><strong><u>Industries with Largest Wage Growth</u></strong><br />
<strong>Then:</strong> According to <a href="http://www.bls.gov/news.release/history/ecopro_11301999.txt" target="blank">1999 data</a>, the industries projected to have the fastest wage-and-salary employment growth for the period 1998-2008 were projected as 1) computer and data processing services, 2) health services, 3) residential care, 4) management and public relations, 5) personnel supply services and 6) misc. equipment rental and leasing.<br />
<strong>Now:</strong> According to <a href="http://www.bls.gov/news.release/history/ecopro_12042007.txt" target="blank">the latest projections</a> (2007), the industries with the largest projected wage-and-salary employment growth for the period 2006-2016 are: 1) management, scientific and technical consulting services, 2) employment services, 3) general medical and surgical hospitals, 4) elementary and secondary schools, 5) local government and 6) physicians' offices.<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>Building a Better Sales Team</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/building-a-better-sales-team.html" />
<modified>2009-11-10T17:23:55Z</modified>
<issued>2009-11-10T13:09:24Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5452</id>
<created>2009-11-10T13:09:24Z</created>
<summary type="text/plain">Even before the downturn, a shifting business landscape made competitive sales teams a driving factor behind success. An increasingly shrinking customer base in today&apos;s cautious buying environment makes it even more critical for an organization to have an effective sales...</summary>
<author>
<name>ileybovich</name>

<email>ileybovich@thomasnet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Even before the downturn, a shifting business landscape made competitive sales teams a driving factor behind success. An increasingly shrinking customer base in today's cautious buying environment makes it even more critical for an organization to have an effective sales team.</p>]]>
<![CDATA[<p>Adding sales personnel or increasing the effectiveness of existing sales staff may drive a company's growth, but making these improvements can be a challenge, particularly when faced with budget constraints or uncertainty about future fluctuations in demand. Addressing a company's sales system to determine if and how sales efforts should be changed depends on specifically set goals &#151; whether increasing profit margins or improving the market potential for a new product.</p>

<p>According to <a href="http://www.entrepreneur.com/growyourbusiness/howtoguides/article80602.html" target="blank">Entrepreneur.com</a>, enhancing a company's sales strategy requires evaluating the efficiency of an existing sales team to decide if changes are needed. In some cases, even a sales team that seems adequate for handling any foreseeable increases in demand may benefit from additional training or alterations to the compensation structure. </p>

<p>A sales force that is operating at maximum capacity under the existing number of accounts, however, may require the hiring of additional staff.</p>

<p>Before instituting any changes, Entrepreneur.com recommends deciding what the sales force needs to do for your company. For example, a firm may expect salespeople to handle only larger accounts and leave smaller orders for customer service systems, while others may need the sales force to serve as the outward face of the company, engaging closely with clients and interacting with delivery or repair service offers.</p>

<p>After determining the requirements and expectations for the sales force, the next step is to evaluate sales productivity. A simple method is to divide the volume of sales by the number of sales staff to determine the average per employee, but it is important to remember that some salespeople will be more productive than others.</p>

<p>On the other hand, some of those who are highly productive may be targeting the wrong profit lines or mishandling accounts that could become more profitable in the future, thus reducing the long-term benefits of a sales relationship in favor of short-term gains.</p>

<p>"Companies are looking for profitability over growth, which often means they require fewer sales people to get the same or better result. They are re-evaluating their priorities and forcing sales management to be accountable and do more with less. They are looking to put a structure in place that has the highest likelihood to prosper," <a href="http://blog.inc.com/sales/2009/08/how_to_stay_relevant_in_sales.html" target="blank">Inc.com</a> explains.</p>

<p>Productivity may not always reflect the actual effectiveness of a sales team. A structure capable of maximizing a company's sales potential must adapt to the changing business climate, and part of that involves understanding the changing ways in which new sales are accomplished. </p>

<p>"Sales rep turnover is higher, new rep ramp-up times are longer and despite the fact that more leads result in initial meetings, a lower percentage of initial meetings result in presentations. And fewer presentations are leading to deals closing," according to <a href="http://www.customerthink.com/paper/sales_2.0_part_1" target="blank">the first of a two-part whitepaper</a> from sales training and research firm <a href="http://www.landslide.com/" target="blank">Landslide Technologies</a> <i>(free registration required)</i>.</p>

<p>In the context of a sales team, this means that a greater degree of collaboration and a streamlined approach to pursuing potential revenue are key factors in improving sales performance. </p>

<p>"Sales teams at most enterprises today have evolved into geographically distributed teams engaged in non-face-to-face selling to their prospects. Their success increasingly depends on the ability to communicate and collaborate effectively with team members as well as prospects," according to <a href="http://www.customerthink.com/paper/sales_2.0_part_2" target="blank">Part II</a> of the Landslide Technologies whitepaper.</p>

<p>Inc.com recommends establishing a sales accountability system to better maintain expectations for salespeople and managers, as well as using a systematic approach to track sales volume indicators, skills and competencies within the team.</p>

<p>"Show your employees that you are in tune with the changing times and are willing to put structure around sales. A sales structure is not all that different from the ones you probably have in place for your factories, warehouses and other functions of your business. Make sure your employees are clear on their roles within the structure," Inc.com advises.</p>

<p>When it becomes evident that additional salespeople are needed for a team to meet rising demand, new employees can be hired to augment the sales staff.</p>

<p>"To hire the right salesperson for the job, you have to understand and be able to describe what the job is. That means clarifying whether this sales position is intended to immediately generate sales or perhaps develop contacts for a sales cycle that may stretch into months or years," Entrepreneur.com advises. "Do you want someone who is a closer or one who takes more of a consultative approach?"</p>

<p>Determining the specific role a sales team should play within an organization and gauging the productivity and workload of the current sales staff can help a company decide if and how to improve its sales force &#151; whether through additional hiring or structural changes to increase sales efficiency. In either case, stepping up sales effectiveness and strengthening a team's success rate can make an enormous difference to the company as a whole.</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.entrepreneur.com/growyourbusiness/howtoguides/article80602.html" target="blank">Build a Stellar Sales Team</a><br />
Entrepreneur.com, 2009</p>

<p><a href="http://blog.inc.com/sales/2009/08/how_to_stay_relevant_in_sales.html" target="blank">How to Stay Relevant in Sales</a><br />
by Patrick Stakenas<br />
Inc.com, Aug. 27, 2009</p>

<p><a href="http://www.customerthink.com/paper/sales_2.0_part_1" target="blank">Sales 2.0 Whitepaper: Part I</a><br />
Landslide Technologies, 2007</p>

<p><a href="http://www.customerthink.com/paper/sales_2.0_part_2" target="blank">Sales 2.0 Whitepaper: Part II</a><br />
Landslide Technologies, 2007</p>

<p><a href="http://www.forbes.com/2009/04/29/sales-strategy-sears-entrepreneurs-sales-marketing-roundarch.html" target="blank">Put Your Sales Effort on Steroids</a><br />
by Miriam Marcus<br />
Forbes.com, April 30, 2009<br />
<br><br></p>]]>
</content>
</entry>

<entry>
<title>What Countries Offer the Most Paid Time Off?</title>
<link rel="alternate" type="text/html" href="http://news.thomasnet.com/IMT/archives/2009/11/what-countries-offer-the-most-paid-time-off.html" />
<modified>2009-11-10T17:54:11Z</modified>
<issued>2009-11-10T13:08:57Z</issued>
<id>tag:news.thomasnet.com,2009:/IMT//2.5449</id>
<created>2009-11-10T13:08:57Z</created>
<summary type="text/plain">Most of us wish we had more paid time off afforded us each year. Here we explore the number of vacation days that employees in different countries are entitled to &#151; and how their holiday allowances measure up....</summary>
<author>
<name>snevison</name>

<email>snevison@thomanet.com</email>
</author>
<dc:subject>Stories</dc:subject>
<content type="text/html" mode="escaped" xml:lang="en" xml:base="http://news.thomasnet.com/IMT/">
<![CDATA[<p>Most of us wish we had more paid time off afforded us each year. Here we explore the number of vacation days that employees in different countries are entitled to &#151; and how their holiday allowances measure up.</p>]]>
<![CDATA[<p>In the United States, the land of the free, paid time off (PTO) may not be all that great when stacked up against other countries' paid time away from work. Mercer's <a href="http://www.mercer.com/summary.htm?siteLanguage=100&idContent=1282450" target="blank">2009 Worldwide Benefit and Employment Guidelines</a> offers an international look at statutory holiday allowance &#151; the amount of paid time off, by law, that employers are obligated to give employees &#151; as well as national public holidays.</p>

<p>The results, calculated as the national average entitlement of an employee working five days a week with an employment history of 10 years, are surprising.</p>

<p>The countries leading the world in state-mandated annual leave are Finland, Brazil and France, with annual holiday allowance minimums coming in at 30 days per year for each nation.</p>

<p>India, Canada and China have the lowest holiday allowance minimums, with India only requiring their employees to take 12 days of annual holiday allowance, and Canada and China both requiring 10. However, what India lacks in annual holiday allowance it makes up for with public holidays &#151; India is No. 1 in that category, with 16 public holidays each year.</p>

<p>When taking both annual public holidays and mandated holiday allowances into consideration, Brazil and Lithuania seem to have the sweetest deal. With 30 days of holiday allowance and 11 public holidays, Brazilians enjoy 41 paid days off per year &#151; no wonder they maintain such a high <a href="http://www.fifa.com/associations/association=bra/ranking/gender=m/index.html" target="blank">FIFA ranking</a>. Lithuania, too, topped the list with 41 days per year: 28 days of holiday allowance and 12 public holidays.</p>

<p>France, Finland and Russia are close seconds, each receiving a total of 40 days of PTO annually.</p>

<p>Meanwhile, Canada and China offer only 19 and 21 days of total PTO, respectively, while the U.S. and Singapore fare only marginally better, each offering around 25 days of PTO annually. </p>

<p>However, the U.S. differs from most other nations in one substantial way: Federal law does not mandate pay for time not worked. Although there is no statutory minimum holiday allowance, the typical national average for holiday allowance is around 15 days off annually (which is more than the 10 days Canada requires). While many U.S. workers aren't entitled to an allowance per se, many Americans may find themselves with varying amounts of paid days off depending on experience, company position and industry.</p>

<p>"There are often wide variations in the local implementation of employment practices governing public holidays," Matthew Hunt, a principal of Mercer's international team, explains in <a href="http://www.mercer.com/summary.htm?idContent=1360620" target="blank">a summary of the findings</a>. "Employers are often within their rights to ask employees to work on public holidays, or require that they be taken as part of their annual leave entitlements."</p>

<p>Furthermore, holiday allowances and public holiday entitlements may not be indicative of how many hours a person is actually working. In the Organisation for Economic Co-operation and Development's (OECD) latest data on <a href="http://stats.oecd.org/Index.aspx?DataSetCode=ANHRS" target="blank">global work hours per week</a>, nations were ranked according to "average annual hours actually worked per worker."</p>

<p>Of the nations analyzed by the OECD, Greece led the way with 2,120 average annual hours worked in 2008, or 41 hours worked per week. Yet Greece ranked No. 8 in total paid days off, with an average of 37. Not only do Greeks enjoy more paid annual leave, they also put in more working hours than many other nations.</p>

<p>U.S. employees logged an average 1,792 working hours annually in 2008, beating France, Germany and the Netherlands, who clocked an average of 1,542, 1,432 and 1,389 annual hours, respectively. France has the third-highest number of annual paid days off, at 40 days, while both Germany and the Netherlands enjoy significantly fewer days off, with annual paid holiday allowances of 30 days and 28 days, respectively. Still, their holiday allowances surpass the typical amount provided in the U.S.</p>

<p>The bottom line? Just because you're enjoying more time off doesn't necessarily mean you're less productive. Maybe it's time to go Greek.</p>

<p><br />
<strong>Resources</strong></p>

<p><a href="http://www.mercer.com/summary.htm?siteLanguage=100&idContent=1282450" target="blank">2009 Worldwide Benefits and Employment Guidelines</a><br />
Mercer, July 2009</p>

<p><a href="http://www.mercer.com/summary.htm?idContent=1360620" target="blank">Employee Statutory and Public Holiday Entitlements - Global Comparisons</a><br />
Mercer, Oct. 13, 2009 </p>

<p><a href="http://stats.oecd.org/Index.aspx?DataSetCode=ANHRS" target="blank">Average Annual Hours Actually Worked Per Worker</a><br />
Organisation for Economic Co-operation and Development, Nov. 3, 2009</p>

<p><a href="http://www.billshrink.com/blog/working-around-the-world/" target="blank">Work Hours Per Week Around the World</a><br />
BillShrink.com, Aug. 13, 2009<br />
<br><br></p>]]>
</content>
</entry>

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