Jim Gitney

In conversation with manufacturing business owners/senior leaders we often discuss what are the levers to increase profitability and growth. Our answer is that there are five metrics where manufacturers can see tremendous impact to profitable growth. These leaders often ask how much can we improve? What is possible? Watch this video to learn the five metrics and the range of improvement manufacturers can see within their business. #lean #leadership #culturechange #privateequity #manufacturing #alphanovaconsulting

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What really shaped manufacturing supply chains in 2025? In this Supply Chain Byte, Lisa Anderson breaks down the three drivers that mattered most: • Geopolitics • Manufacturing Investment • AI & Advanced Technologies Understanding how these forces intersect is critical for manufacturers planning ahead and positioning themselves for continued success. 🎥 Watch now. #SupplyChain #Manufacturing #Geopolitics #AdvancedTechnology #AI #Leadership #Strategy

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𝗥𝗲𝘀𝗵𝗼𝗿𝗶𝗻𝗴 𝗜𝘀𝗻’𝘁 𝗝𝘂𝘀𝘁 𝗔𝗯𝗼𝘂𝘁 𝗧𝗮𝗿𝗶𝗳𝗳𝘀—𝗜𝘁’𝘀 𝗔𝗯𝗼𝘂𝘁 𝗧𝗮𝗹𝗲𝗻𝘁, 𝗧𝗼𝘁𝗮𝗹 𝗖𝗼𝘀𝘁, 𝗮𝗻𝗱 𝗧𝗶𝗺𝗲 A new industry report by the Reshoring Initiative® and Regions Recruiting® highlights a powerful shift in how U.S. manufacturers are thinking about reshoring—and the findings are too important to ignore. 𝗧𝗵𝗿𝗲𝗲 𝗸𝗲𝘆 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝘀𝘁𝗼𝗼𝗱 𝗼𝘂𝘁: 𝟭. 𝗦𝗸𝗶𝗹𝗹𝗲𝗱 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲 > 𝗧𝗮𝗿𝗶𝗳𝗳𝘀 For OEMs, the top driver for reshoring isn’t trade policy—it’s people. Without a strategic, national commitment to workforce development, reindustrialization will stall. To eliminate the goods trade deficit, we need to add at least 3–5 million manufacturing jobs at today’s productivity levels. 𝟮. 𝗧𝗢𝗖 𝗶𝘀 𝗮 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗔𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲 When companies calculate Total Cost of Ownership—including freight, duties, delays, and risk—reshoring makes strong business sense. Morey Corp used TCO to win a $60M contract against a lower-cost overseas competitor. A shift to TCO thinking across the board could bring $200B of manufacturing back—no subsidies required. 𝟯. 𝗙𝗮𝘀𝘁𝗲𝗿 𝗜𝘀 𝗕𝗲𝘁𝘁𝗲𝗿 40% of OEMs said they would pay 10–20% more for parts that arrive 5 weeks sooner. For small and mid-sized U.S. contract manufacturers, this presents a major opportunity to compete on speed, service, and engineering partnership—not just price. U.S.-based CMs (70% of whom earn <$25M annually) can gain ground by offering faster lead times, reduced geopolitical risk, and greater technical collaboration. This is their moment to move from backup plan to primary partner. Reshoring is no longer just about tariffs and trade—it’s about rethinking value, investing in people, and building a supply chain that’s fast, local, and resilient. Read the full report: https://lnkd.in/ga4xgApi Flipbook version: https://lnkd.in/gGjPfAwU #Reshoring #Manufacturing #WorkforceDevelopment #TCO #OEM #CM #Reindustrialization #SupplyChain #Leadership #FutureOfManufacturing

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This clip from Manufacturing Growth Talks – Episode 11 hits on something many leaders underestimate. Growth doesn’t come only from internal analysis. It comes from outside relationships. Steve Ramel talks about intentionally engaging peers, suppliers, customers, and industry contacts—not to extract competitive secrets, but to understand: Industry dynamics Emerging risks around margins and product availability Macro trends that won’t show up in internal reports until it’s too late Those conversations don’t give you someone else’s advantage. They give you context. And that context becomes invaluable when: Preparing for board discussions Anticipating margin pressure Stress-testing assumptions around supply and demand The key insight Steve shares: leaders have to let this happen. It requires trust, curiosity, and time outside the organization. 🎥 Watch the full conversation with Steve here: [https://lnkd.in/g2EwBD8S Where do you intentionally go outside your organization to pressure-test your thinking? #manufacturing #leadership #management #businessgrowth #privateequity

Manufacturers often delay sourcing initiatives, assuming savings will come eventually. The reality? Every month of delay means cash permanently lost - money that could have strengthened working capital, funded automation, or offset labor costs. Our latest article, There’s No Better Time Than Now to Launch a Strategic Sourcing Initiative on tenetconsulting.com, breaks down why strategic sourcing isn't just about cost reduction - it's about unlocking liquidity when you need it most. If you're asking when the right time to act is, the answer is simple: NOW Read the full article here: https://lnkd.in/eKxSTxyC

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Finding Alternative Suppliers and Expanding Manufacturing Capacity for Barrels, Bolts, Breech Components, and Firing Pins. Too often, critical supply chains depend on a handful of known suppliers when we have a dire need to not only ensure continuity but also to expand capacity. Yet across the U.S. and within allied partners, there are hundreds of capable precision manufacturers — many producing parts for aerospace, automotive, or commercial markets — that could be qualified for defense work. The challenge isn’t lack of capacity; it’s lack of visibility into direct and parallel supply chains. CASE STUDY In this case study, Defense Logistics Agency was looking to identify companies that could be engaged quickly while creating supply chain resiliency and expanded capacity specific to firearms parts and components. Through a PSF MI Sprint (2 weeks), we used a combination of our AI, data and analyst research to map the U.S. ecosystem of firearms parts manufacturers and identified 123 qualified companies across barrels, bolts, breech components, and firing pins. We used our OntologyMatch AI models to build a custom taxonomy, matched supplies both through our AI mapping and Analyst reseearch, segmented suppliers by capability and readiness, and created a prioritization framework for outreach. All in less than 2 weeks (because SPEED matters). At PS (Public Spend Forum), our mission is to make that visibility universal — helping agencies, regions, and companies see markets clearly and strengthen supply chains faster. #DefenseIndustrialBase #SupplyChainResilience #Manufacturing #MarketIntelligence #PublicSpendForum Kevin Landtroop Greg Lewis Anthony Di Stasio Tim Stark G. Nagesh R.

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In conversation with manufacturing business owners/senior leaders we often discuss what are the levers to increase profitability and growth. Our answer is that there are five metrics where manufacturers can see tremendous impact to profitable growth. These leaders often ask how much can we improve? What is possible? Watch this video to learn the five metrics and the range of improvement manufacturers can see within their business. #lean #leadership #culturechange #privateequity #manufacturing #alphanovaconsulting

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I’m honored to share that Industry Today Media has published my article: “4 Strategies to Close the Manufacturing Leadership Gap.” Manufacturing is facing a significant shortage of experienced and emerging leaders, from frontline supervisors to the C-suite. Too often, leadership development sits adjacent to the business rather than embedded within it. In this article, I outline practical strategies to move talent development into the flow of work... where leadership capability is built in real time and succession becomes intentional rather than reactive. Thank you to Industry Today for the opportunity to contribute to this important conversation. Read the full article here: https://lnkd.in/gfJiisWe

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There is a temptation to minimize valuation to the math. And although that is critical as it largely dictates the access to capital in the manufacturing space work in progress backlog, employee skill (and access to replacement), life of equipment, supply chain issues, and payment terms by vertical are just some of the factors that get rolled into the valuation. #cabinets #woodworking #carpentry #transworld #cepa #businessbroekr

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There’s no question that uncertainty continues to shape the U.S. manufacturing landscape, and I am sure you have heard me say - the recent tariff announcements may create short-term opportunities, but they are not a long-term solution — especially in the tooling industry. If you’re betting your business on tariffs alone, you're taking a risky gamble. Success won’t come from relying on external forces. It will come from tightening operations, engaging customers, and building sustainable value. - Operational excellence still matters. - Data-driven decisions still matter. - Customer relationships still matter. Now is the time to focus inward. Drive out waste. Improve lead times. Be the kind of partner customers want to return to — not because they have to, but because you offer competitive value and reliability. 👉 Read more about how manufacturers can respond with clarity and confidence: https://lnkd.in/eTTm9QaN

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🤩 Reshoring makes perfect sense, and I think any of my manufacturing connections who are not connected to Harry Moser should be. Check out his latest article.

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Sr. MD and Supply Chain Practice Lead Andrew Billings' latest article for Inbound Logistics addresses one of the most pressing questions in Supply Chain today: How do we drive productivity while maintaining engagement in a challenging labor market? The answer isn't cutting programs—it's evolving them to serve multiple objectives. His practical framework demonstrates how performance coaching and strategic incentives can simultaneously improve operational metrics and strengthen workforce commitment. The examples from leading organizations provide a clear roadmap for implementation. Read more about this here⬇️  https://bit.ly/3Mohmrg #LeadershipInsights #SupplyChainTransformation #OperationalExcellence

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Why Many Manufacturers Still Struggle to See True Labor Costs Most manufacturers are very good at tracking hours worked. Far fewer have clear, real-time visibility into the actual cost of those hours. That difference matters. Overtime, shift premiums, differentials, and union rules often exist in separate systems—or worse, spreadsheets. On the surface, labor seems controlled. Beneath the surface, costs quietly increase. When labor is managed primarily by hours: •      Overtime creep isn't visible until payroll closes •      Premium pay becomes "normal" instead of being analyzed •      Scheduling decisions are made without understanding costs   When labor is managed by dollars: •      Teams see the real cost of scheduling decisions in real time •      Operations, Finance, and Payroll stay aligned •      Margin erosion is identified earlier, enabling correction The issue isn't effort or intent. It's about whether your workforce systems accurately reflect how manufacturing actually operates—across shifts, plants, and complex pay rules. Are you managing labor by hours… or by dollars? Worth Following in the Manufacturing Conversation For practical thinking around operations, automation, and workforce economics, these voices consistently add value: Dave Griffith Jake Hall Dan Dwight Cooley Group Jim Vinoski Firesteel Industrial Solutions #Manufacturing #WorkforceManagement #LaborCosts #ManufacturingOperations #Payroll #OperationalExcellence #PeopleGuru

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Recent trade shows have made one thing undeniable: manufacturing in North America is entering a powerful new era. Onshoring, reshoring, and re-industrialization are reshaping supply chains across industries. Companies are no longer treating these as abstract strategies; they are actively implementing hybrid models that combine overseas production with increased domestic assembly, testing, and advanced manufacturing. This shift strengthens resilience, reduces risk, and brings innovation closer to the markets we serve. It’s a transformational moment for North American manufacturing and it’s been inspiring and exhilarating to see so many leaders driving this change forward!

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🚀 Flow Is Not a Theory. It’s a Competitive Advantage. And in January, we’re bringing it to the Tampa Bay manufacturing community, together with Bay Area Manufacturers Association (BAMA). Goldratt Consulting and Bay Area Manufacturers Association (BAMA) launching the TOC Flow Solutions Certificate Program: a hands-on, practical workshop designed to help organizations achieve operational excellence and sustainable growth in production, supply chain, and project environments. 🔹 What participants will gain: • Proven TOC tools such as Drum-Buffer-Rope, Demand-Driven Supply Chain, and Critical Chain Project Management • Real-world case studies with measurable business impact • Practical guidance to reduce lead times, cut inventory, and boost service levels • A customized action plan to identify and exploit the true constraint in your operation 📍 Location: Pinellas Technical College Media Center, Tampa Bay 🗓 Session 1: January 14, 2026 🗓 Session 2: February 11, 2026 Executives, operations leaders, supply chain managers, engineering teams, and project managers—this program is built for you. As my father, Dr. Eliyahu Goldratt, taught us: “Value is created by removing a significant limitation in a way that was not possible before.” If your organization is serious about throughput, reliability, and growth, without adding chaos or cost, this is your path forward. 👉 Registration details: bit.ly/FlowBAMA Looking forward to working hands-on with the Tampa Bay manufacturing community. #TheoryOfConstraints #TOC #OperationalExcellence #Flow #Manufacturing #SupplyChain #Leadership #ContinuousImprovement #BAMA #Goldratt

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Don't believe the hype. Manufacturing may be on the ropes, but certainly not out. Uncertainty continues to be a factor for many manufacturers, Susan Spence, chair of the Institute for Supply Management’s Manufacturing Business Survey Committee, said in a call last week. Other than transportation, manufacturing sectors **added** jobs in August. Plastics and rubber products added 4,300 jobs, food **added** 3,100 and chemical **added** 2,400. Textile product mills and machinery **added** 1,300 and 1,200, respectively. July separations, which include quits, layoffs and discharges, reached 324k, **down** approximately 5% YoY. Job openings decreased by 12.4% to 437,000 compared to last year, but it’s an estimated 10.4% **increase** month over month. Hires decreased about 10% YoY to 314,000, though it’s an **improvement** compared to June’s 293,000.

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