Automation Creates More, Better-paying Jobs
Robots, artificial intelligence and other forms of automation are often feared due to their job-destroying potential when in fact they’re creating more, better-paying jobs.
The brick-and-mortar retail swoon has been accompanied by a less headline-grabbing e-commerce boom that has created more jobs in the U.S. than traditional stores have cut. Those jobs, in turn, pay better, because its workers are so much more productive, according to the Wall Street Journal.
Throughout history, automation commonly creates more, and better-paying, jobs than it destroys. The reason: Companies don’t use automation simply to produce the same thing more cheaply. Instead, they find ways to offer entirely new, improved products. As customers flock to these new offerings, companies have to hire more people.
James Bessen, an economist at Boston University School of Law, has found in numerous episodes when technology was supposed to annihilate jobs, the opposite occurred.
After the first automated tellers were installed in the 1970s, an executive at Wells, Fargo & Co. predicted ATMs would lead to fewer branches with even fewer staff. And indeed, the average branch used one-third fewer workers in 2004 than in 1988. But, Mr. Bessen found, ATMs made it much cheaper to operate a branch so banks opened more: Total branches rose 43% over that time.
There are still plenty of logistics that only humans can handle. When the new 1.2-million square foot Amazon warehouse opened in Fall River, Massachusetts, Amazon workers had trouble stowing long, narrow things like shovels and rolled-up rugs, which don’t stack very well. Their solution? Large cardboard tubes, typically used to form concrete pillars, were fashioned into rows and rows of improvised barrels, according to the Boston Globe.
“One thing we learned is to find the cheapest and easiest solution possible,” said Andrew Sweatman, the Fall River general manager.
“We had people with a skill set that was nontransferable,” says Jasiel F. Correia II, Fall River’s 25-year-old mayor and a first-generation child of immigrants from the former Portuguese territory of Cape Verde. “Where does a person who sewed textiles for 20 years go if they’re laid off? Places such as Amazon fill that gap,” he says. “They got a chance to work for a Fortune 500 company. This community doesn’t get those chances very often.”
Seegrid Rolls Out New Self-Driving Pallet Truck
Seegrid has rolled out a self-driving pallet truck the Pittsburgh-based robotics company said doesn’t need human intervention.
As the leader in connected self-driving vehicles for materials handling, they’ve recently expanded the company’s suite of automated solutions with the announcement of the GP8 Series 6 self-driving pallet truck.
Further enhancing the Seegrid Smart Platform, which combines flexible and reliable infrastructure-free vision guided vehicles with fleet management and enterprise intelligence data, the self-driving truck has fully automated material movement to execute hands-free load exchange from pick-up to drop-off, according to Seegrid.
In the automotive industry, self-driving vehicles are used for consistent delivery of parts to line. The self-driving pallet truck picks up and drops off palletized car parts without human interaction, increasing productivity amidst labor shortages for automakers. In e-commerce, it enables fully autonomous delivery of goods to keep up with fulfillment industry growth and demand.
As part of the Seegrid Smart Platform, the Series 6 is aligned with Industry 4.0 and lean initiatives, helping companies transform into smart factories of the future.
Developing a Work Culture that Embraces its CMMS and Values Data Accuracy
First, establish new behaviors by creating a set of CMMS guiding principles.
Creating a culture that embraces CMMS and values data integrity begins with leaders changing their behavior. If they expect their organization to change, O&M leaders, including materials, procurement, and engineering functions, should jointly develop a set of CMMS guiding principles.
The development process creates ownership and alignment within the cross-functional group around new leadership behaviors. After completion and approval, leaders should post the CMMS principles, which will allow them to hold each other, as well as the organization, accountable. It will also enable the organization to begin adjusting to the new behaviors they observe. When leaders consistently behave differently, the organization will adapt and follow, according to Industry Week.
- No work order, no work
- 400-percent rule
- 100% internal labor, 100% of materials, 100% of contractor cost documented on work order, 100% of the time
- Completed field work documented
- All equipment failures receive a Root Cause Analysis (RCA)
- All spare parts have a stores item number
- All lowest maintainable equipment is identified by unique number, title, hierarchy and criticality rank
- Measure the process as well as end results
- Weekly work order audits
- Periodic communication
- Periodically audit the CMMS
Developing a culture that embraces utilization of a CMMS and values data integrity starts with leadership vision and behavior.