"I never saw a résumé—and only a résumé—get a job," says Peter K. Studner, author of Super Job Search IV: The Complete Manual for Job Seekers & Career Changers"That's why you should put more effort into preparing for interviews than you do into any other part of your job search campaign."

          While there are no perfect answers, Studner says that some thought and discussion about potentially tricky interview subjects can help you avoid disaster.

• What Salary Are You Looking For? Whenever possible, Studner suggests that candidates not provide a specific answer to this question until the negotiations phase, after a position has already been offered. To defer the discussion, try returning the focus back to the interviewer: "It's hard to discuss salary without knowing more about the job or responsibilities." Or, if you are discussing a specific job: "What is your range?" Then relate your experience to the salary range without being precise: "I think my experience would put me near the high end of your range, don't you?"

• What Were You Making in Your Last Job? If at all possible, do not volunteer information about your past salary. A diplomatic way to put the salary question aside is to reply, "I was well compensated in my previous company but really do not wish to prejudice myself here by being too high or low. Can we delay this until after we've looked at all the aspects of your current need? What is your range for this job?"

• Have You Ever Been Fired? If the answer is yes, have a good explanation worked out and tested with friends. For instance: "We had a change in general managers, and although I had been doing a great job as you can see from my accomplishments, I was let go for one of his former associates." Or: "The company decided to close down its California operation and offered me a job in Chicago. We would like to stay in this area so that's why I'm looking around."

• Can You Work Under Pressure? Indicate that you can and ask the interviewer how much pressure is involved in the position. "Learn what the interviewer means by pressure," Studner advises. "The definition can vary significantly from person to person and company to company. If you are a pro at pressure jobs, describe a few accomplishments."

• What Did You Think of Your Last Supervisor? Whatever your true feelings might be, stay positive. This is not the time or place to list your boss's shortcomings or frustrating behaviors. Studner suggests responses like: "She was the kind of person I could learn from." Or: "We were able to communicate well and things got done quickly."

• What Is Your Greatest Strength? Before interviewing, reflect on your personal strengths and make a list of them (e.g., "natural number sense,""able to multitask,""good with people,""able to teach others," etc.). Then tie each of them to a professional accomplishment.

"When asked this question in an interview, answer with the strength you feel best fits the position being discussed, and be sure to offer the anecdote that goes with it," Studner advises. "Conclude your response by asking the interviewer if this is the kind of quality that would help his or her company."

• What Is Your Greatest Weakness? As with your strengths, prepare a list of weaknesses beforehand. This time, tie each weakness back to what could also be considered a strength. For example, "I like to get things done. Sometimes I get impatient, but I'm getting a handle on it." Or maybe you have actually come up with a way to mitigate your weakness: "I'm a stickler for details, but I do not want to be a micromanager. So at my last job, I asked each staff member to devise their own checklist of weekly tasks. It gave them some autonomy and satisfied my desire for quality control."

• You've Moved Around a Lot. How Long Would You Stay with Us? Make sure that your answer doesn't make you seem indecisive, fickle, or uncommitted. A good answer might be, "I'm seeking a long-term opportunity where I can learn and grow. Does this come with the position we are discussing?"

• What Motivates You? Resist the temptation to joke, "A steady paycheck!" Try to tie your motivation to the work being done at this specific company. "In addition you could mention things like the opportunity to learn and grow, to work with smart people who are passionate about their jobs, to innovate, and to contribute to the success of an organization," Studner says.

• What Do You Not Like to Do? This is a loaded question. A positive reply might be, "I'm the kind of person who does whatever is necessary to get the job done. When I do run into something disagreeable, I try to do it first and get it behind me. I have no particular dislikes."

• How Would Your Boss, Coworkers, and Subordinates Describe You? Be ready to give some examples of the kind of team player you are. If you are not into office politics and have harbored good relationships at work, mention it. "And remember that the interviewer may ask your references the same question," Studner notes. "I strongly suggest meeting with your references before the interview stage in order to talk through your career goals and how the reference can best support them."

• What Is the Toughest Part of Being a Manager? A good reply is: "To surround myself with people who are better than I am in their individual specialties."

• Why Do You Want to Work for Our Company? Your reply could be based on their reputation for products, management, international scope, technology, or as a nice place to work and grow. "The most important thing is to avoid generic answers," Studner says. "Know their products, policies, and potential for you."

• Why Should We Hire You? If you know the job requirements and can match them with some accomplishments, briefly share those anecdotes. Then say, "If there are opportunities to do that and more here, then this is a great fit. What do you think?"

• What Has Been Your Biggest Failure? Discuss this question with friends, mentors, and possibly your references before the interview. If at all possible, think of something you were later able to correct. Then the story isn't just about a failure, but also about a learning experience.

• What Kind of Day-to-Day Schedule Did You Have in Your Last Job? The interviewer isn't looking for a minute-by-minute breakdown of a typical day. "Stress action, performance, and results rather than administrative work," Studner advises.

• How Do You Feel About the Progress You Made in Your Last Position? Rather than discuss your feelings, per se, stress your accomplishments. For instance: "When I started with the Blake Company, I was given responsibility for their operations in Mexico and Costa Rica. After I turned them around, they made me general manager for Mexico and Central America. How are your international operations performing?" An answer like this communicates great information about your value as an employee while still conveying positive feelings about your progress.

• Did You Have Any Frustrations in Your Past Job? Frustrations are a normal part of any job, and interviewers know this—so don't claim you didn't have any. "Relate some of the bottlenecks you experienced, but more important, indicate what you did to overcome them," Studner suggests.

• Do You Like to Compete? Competition is great as long as it does not sacrifice the rest of the team. If you are competitive, Studner suggests relating that quality to the total company effort and not to your personal ambitions.

• How Long Do You Think It Would Be Before You Could Make a Contribution to Our Company? Don't be in a hurry when providing an answer to this question. There normally is a period of transition before a new hire learns the ropes. You might say, "If the transition goes according to plan, I would guess relatively soon. What would you expect?"

• What Was the Last Book You Read? You do read. Saying that you don't in this setting is a misstep. But be careful not to fib. Your interviewer may have read the same book!

• Don't You Feel That You're Overqualified for the Position? Ouch! If you have a lot of experience and the company is thinking of hiring a younger person, you may get this kind of query. A good answer is: "I imagine my experience would make me more valuable sooner!"

• Do You Mind Working for Someone of the Opposite Sex or Someone Younger Than You? It's the job that counts. Stick to the job specification and don't get sidetracked on implications.

• How Do You Take Criticism? Most people have problems taking criticism. If the criticism is part of a formal evaluation program where you can learn and improve, that is fine. "I would welcome the opportunity to learn how to do my job better. Do you have a formal program for employee evaluation?"

• How Do You Spend Your Free Time? Be reasonable. This is not the time to mention that you like jumping out of planes, even if it is true.

          "You may not be asked these specific questions in your interview, but knowing how you want to answer them will ensure that you're prepared to discuss a wide variety of topics that might come up," Studner concludes. "You don't want to have to formulate a complicated answer in the midst of an already nerve-wracking situation!"

About the Author:

Peter K. Studner is the author of Super Job Search IV. He is a master career counselor and former chief executive and board member of companies in the United States, France, and Great Britain.

To learn more, please visit www.SuperJobSearch.com.

About the Book:

Super Job Search IV: The Complete Manual for Job Seekers & Career Changers (Jamenair Ltd., 2015, ISBN: 978-0-938-6670-6-3, $26.95, www.SuperJobSearch.com) is available on Amazon as a paperback and as a Kindle book ($6.99) and at bookstores nationwide.

Audit Can Reveal Gaps, Dangers…and How to Remedy

Almost every U.S. company large or small annually conducts the essential financial audit. But many executives may not be aware that an audit of another kind may be just as critical to their organizations’ financial stability plus providing optimum customer service and, literally, protecting the well-being of the public. 

That audit? An evaluation of a firm’s compliance and operational practices in the shipment of dangerous goods by air, land and sea.

Almost every industry involved in any type of manufacturing and distribution transports materials classified as hazardous, some which on the surface may not seem dangerous. These include goods such as nail polish, perfumes, batteries, air bags, aerosols, paint, common chemicals like lubricants and adhesives, numerous electronics products and so much more. The number of different items deemed potentially dangers is staggering. To illustrate, some 1.4 million dangerous good shipments occur daily.

An audit of shipment procedures for such goods is vital. First, the financial repercussions from non-compliance could be devastating in the form of penalties and civil liability legal actions. Here’s just one example. To control costs, a large chemical manufacturer purchased non-compliant labels which, as it turned out, featured improper color, dimensions and specifications. When one of their customers received more than 10,000 packages and recognized the improper labeling, it demanded the labeling deficiencies be corrected, costing the manufacturer $180,000.

Over the past five years, the Pipeline and Hazardous Materials Safety Administration (PHMSA) and the Federal Aviation Administration have issued nearly $50 million in penalties to shippers for failing to meet hazardous materials regulations.

Two, if a carrier determines your shipment does not comply, it will mandate compliance before delivery is made. This can significantly and negatively impact the firm’s supply chain and greatly frustrate customers expecting to receive their shipments on time.

And, most important, improper packaging or labeling can lead to accidents and fatalities.

Conduct Audit Internally?

After a company recognizes the importance to audit its dangerous good transport procedures, the next step is to determine how to best conduct the analysis. A number of firms decide they have the internal capabilities to perform the job. And, some companies have sufficient expertise within their ranks.

However, for many, there are issues that often pose major obstacles to internally produce a thorough, objective and effective evaluation. Among them:

• The need to identify which division of the company is best suited to conduct the audit is often a challenge. Some companies may assign the project to its environmental, health and safety group (EH&S). But usually this department has many areas of responsibility, including the myriad of OSHA regulations to follow, and dangerous goods transport is not a primary or top-of-mind duty. Or, should it be assigned to logistics, warehousing and shipment personnel? But their focus is to move products from A to B to C as quickly and cost-effectively as possible. This group, therefore, must strive to balance that goal with adherence to shipment regulations.

• Dangerous goods regulations are extremely complex, quite specific to the type of materials transported and often updated or revised annually. Companies may not have personnel with in-depth knowledge of the various rules and accompanying nuances and/or do not want to incur the expense to have such experts on staff, particularly if such shipments are infrequent.

• Many companies may believe their current dangerous goods transport procedures are sufficient based on years of employing the same practices without experiencing any problems from enforcement agencies, carriers or customers. But with constant changes to the regs, this engenders a false sense of security. It takes only one penalty, lawsuit or accident to change that mindset.

Both Assess and Recommend

Whether a company retains a consultant or relies on its own staff, it is critical to recognize that an audit cover two vital phases: the assessment of compliance levels across a number of key areas and then a detailed summary of specific tactical recommendations to improve existing processes and to implement best practices.

An audit should address a wide range of compliance levels. We find it beneficial to utilize audit tools designed to replicate or “mimic” regulators to help identify operational gaps. Examples of key areas to assess include:

• Current compliance procedures and strategies
• Availability of required regulatory documents in appropriate shipping and receiving locations
• Packaging, labeling and documentation for outgoing shipments
• Loading of outgoing trailers and trucks
• Readiness (current and recent) for dangerous goods incidents and employee safety issues
• Training plans and records
• Receiving of incoming dangerous goods
• Security plans for dangerous goods stored at third-party distribution locations.

Next, it is important to prioritize the compliance findings to determine which need to be addressed immediately. Audits conducted by Labelmaster, for example, categorize findings by severity from most severe to less. A Category A finding represents a potential hazard and safety risk and significant violation of regulatory requirements; failure to remediate may result in serious injury or death, and civil penalties. Category B classification reveals a potential violation of applicable sections of regulations from leading bodies (e.g., 49 CFR, ICAO or IMDG); failure to remediate may result in civil penalties.

A finding that falls under Category C represents a potential failure to follow established or published corporate procedures. Failure to remedy may result in possible actions by the PHMSA for failing to follow documented and approves procedures. Lastly, Category D represents a potential failure to meet industry standards; failing to correct may result in inefficient work practices, duplication of efforts, or undue exposure of governmental oversight.

Comprehensive Recommendations Follow

Based on this thorough assessment, the audit report then details a plan of action. The recommendations may cover areas such as:

• Improvements of existing processes that have a high likelihood of leading to regulatory compliance
• Identification of dangerous good processes not currently formalized, documented or implemented consistently across the organization
• Tactical steps to rectify gaps identified between existing situations and regulatory requirements and/or best practices
• Identification of opportunities for cost savings and recommendations for reducing overall shipping costs
• Identification of practices to reduce the likelihood of frustrated shipments and carrier rejections
• Recommendations for development of dangerous goods policy documents and standard operating procedures

These recommendations should suggest design tools and jobs aids to both facilitate compliance and standardize how compliance can be implemented at different locations of the company.  A thorough report also can outline the kinds of employee training programs that should be established to address operational gaps identified during the assessment.

Once the well-defined procedures and programs are in place, it is important for companies to stay up-to-date on new rules and mandates that are constantly updated and revised by the regulatory agencies. This means ongoing education, a review of the most current publications that outline the complex compliance regulations and using the materials specified for the packaging, labeling and transport of the goods.

It also means considering such an audit annually as a standard best practice. Companies know they must annually audit the financial operation of the business. The same mindset should be fostered when evaluating dangerous goods transport operations.

If not, consequences a company could encounter can be dire – and dangerous. 

Author:

By Forest Himmelfarb, Vice President of Software and Services, Labelmaster

Forest Himmelfarb is Vice President of Software and Services at Labelmaster, where he oversees the company’s software and consulting services business.  Forest is responsible for the development and execution of strategy for these businesses, which focus on bringing advanced technology and leading industry experts to simplify dangerous goods shipping for Labelmaster’s customers.  

ZERO-FORCE METRO Length Gauge Now Available

HEIDENHAIN announces the latest expansion of its gauging line, the ZERO-FORCE METRO Length Gauge. With the uncompromising accuracy that HEIDENHAIN customers have come to expect, extremely sensitive materials can now be measured without fear of product deformation. It is especially suitable for measuring malleable materials in several industries, including medical device, chemical, and precision mechanics.

Two new  variants of the established 1Vpp METRO gauge are available immediately in 12mm stroke lengths; one with gauging forces of 0.25N in any mounting orientation with a weak spring and one with a gauging force of ~0.0N mounted vertically downward with a ZERO-FORCE spring mechanism.  Even with the improvement to the force spec, the METRO still maintains its high accuracy of ±0.2µm and thermal stability due to the optical encoder technology inside.

For more information, Product Specialist Stuart Graham at (847) 519-3296 / (sgraham@heidenhain.com).  Or write to us at HEIDENHAIN CORPORATION, 333 E. State Parkway, Schaumburg, IL  60173.  HEIDENHAIN can also be accessed directly via our web site at www.heidenhain.us.

Striking Union Members Join Forces with Workers in UK, Netherlands

PITTSBURGH, A delegation of striking refinery workers from the United Steelworkers (USW) will bring their campaign for a safer oil industry to Europe this week, meeting with allies from labor unions in the Netherlands and Great Britain.

The group, led by USW District 11 Director Emil Ramirez, includes striking workers from refineries owned by Shell, Marathon and Tesoro. Shell, which has taken the lead on bargaining for the companies, has its headquarters in the Netherlands.

The USW members will meet with leaders from the FNV oil workers union at Shell and LyondellBasell in the Netherlands today through Wednesday and then travel to London on Thursday to meet with leaders from Unite the Union, the largest industrial union in Great Britain and Ireland.

"The USW deeply appreciates the support of the FNV, UNITE and other unions in the oil industry worldwide in our fight to ensure that U.S. refineries are safe for our members who work in them and for the communities that surround them," said USW International President Leo W. Gerard.

The group will update the European unions on the status of bargaining and also carry a message of the importance of safety in an industry that in just the past eight years has seen at least 349 reported fires, many of which have led to fatalities, explosions and catastrophic injuries.  

More than 5,000 USW members are on an unfair labor practice strike at 11 refineries owned by Shell, Marathon, Tesoro, BP and LyondellBasell that began after Shell failed to offer serious proposals to address the USW's concerns about safety, onerous overtime and unsafe staffing levels.

The USW represents workers at 65 U.S. refineries that produce about 64 percent of the oil in the United States.

The USW is the largest industrial union in North America, representing workers in a range of industries including metals, mining, rubber, paper and forestry, oil refining, health care, security, hotels, and municipal governments and agencies.

CONTACT:
Emil Ramirez (USW), +1.785.806.3106
Ben Davis (USW), +1.202.550.3729
Egbert Schellenberg (FNV), +31.65.125.6770
Clare Baker (UNITE), +44.79.5862.4511

St. Louis, MO – The deadline is approaching to nominate candidates for the Gateway to Innovation Technology Leader of the Year and Innovative IT Project of the Year awards. Winners will be announced at the April 29, 2015 annual conference for Information Technology professionals from the St. Louis region and across the Midwest. Nominations will be accepted through March 9 on the Gateway to Innovation website at http://www.g2iconference.com/nominate.html

Technology Leader of the Year
The Technology Leader of the Year Award recognizes an individual who has achieved notable success in leading change, increasing productivity and effectively managing and executing business and IT strategies through the progressive use of Information Technology. All IT leaders – CIO, Vice President, Director, or Manager -- in the St. Louis region are eligible.

Innovative IT Project of the Year
The Innovative IT Project of the Year Award recognizes a company that recently implemented an IT Project that demonstrates value or impact to the organization by solving a business problem or by addressing a specific strategic objective for the company. All companies located within the St. Louis region are eligible.

Nominees will be selected by members of the Gateway to Innovation 2015 Honorary Advisory Committee, a group comprised of leading regional Information Technology executives. The recipients will represent technology innovators who have made lasting contributions to enhancing the quality of life and competitiveness of the St. Louis region.

Three finalists for each award will be notified no later than March 23, receive four complimentary tickets to the April 29 Gateway to Innovation conference at America’s Center Convention Complex in downtown St. Louis and will be invited to the awards breakfast where the award winners will be recognized.

Award submissions are welcomed from any IT organization in the St. Louis region.

About Gateway to Innovation: Gateway to Innovation is the premier annual collaboration and networking event for IT Professionals in the St. Louis region. Gateway to Innovation inspires innovation through premier educational opportunities led by the industry’s top leaders, provides an opportunity to share best practices and fosters collaboration with colleagues who face challenges and opportunities in our fast-paced industry. Since the first event in 2006, Gateway to Innovation has donated more than $628,000 in scholarships and grants to St. Louis area technology related non-profit organizations. More information can be found at www.g2iconference.com or contact Bill Stephenson at 515-332-7940. 

Five Businesses Receive Grants Totaling $400,000 

The Tennessee Department of Economic and Community Development is launching “LiftTN: Microenterprise,” a pilot program to expand microenterprise development across the state. The program—funded through the United States Department of Housing and Urban Development (HUD)—is aimed at helping businesses that have five or fewer employees expand. $400,000 in total grant money is being awarded over a two-year contract to these five grantees: 

• West TN: altShops through Communities Unlimited ($100,000)

• East TN: Mentor-Protégée Program through Knoxville Chamber of Commerce ($50,000)

• Middle and Statewide: Incubator Without Walls Expansion Program through Nashville Business Incubation Center ($200,000)

• Community-based Program: Sonneschein Green Initiatives (SGI) Marketplace in Hohenwald ($25,000)

• Youth: TN Code Academy for Youth ($25,000)

“I am extremely pleased TNECD can participate in this pilot program,” Economic and Community Development Commissioner Randy Boyd said. “Encouraging and supporting entrepreneurship is an important piece of a robust economic development strategy, as entrepreneurs choose to stay here and invest in our state, which ultimately helps create jobs and sustain long-term community growth.” 

In order to determine the grant recipients, TNECD—through its office of federal programs and the Business Enterprise Resource Office (BERO)—held four meetings across the state in January and February 2014. The purpose of those meetings was to gather information regarding unmet needs of microenterprises from agencies and organizations that work with small, women-owned, minority-owned, veteran-owned, rural and urban core businesses as well as youth entrepreneurs. 

“Through the five selected programs, microenterprises will have access to invaluable services and opportunities that will improve lives and communities,” TNECD’s BERO Director, Wisty Pender, said. “’LiftTN: Microenterprise’ is unique because of the diverse nature of the programs involved. All five engage in a wide range of activities that will serve as a template for possible future expansion of this pilot program.”

“When HUD encouraged us to use more Community Development Block Grant (CDBG) funding to support economic development, we decided to focus on microenterprise businesses,” TNECD’s Director of Federal Programs, Brooxie Carlton said. “It’s exciting to use some of our CDBG funds in this new way because it allows us to serve very small businesses across Tennessee. The goal is to continue the program beyond this two-year pilot period, ultimately expanding it throughout the state.”

Communities Unlimited will use the grant funds to operate the altShops program in the Bolivar and Somerville downtown areas. The altShops program is a business incubator program for popup retail shops that recruits business owners and assists them with startup costs, leasing of commercial property and other technical assistance The altShops program will fund three microenterprises in Bolivar and three microenterprises in Somerville. 

The Knoxville Chamber will use the funds to operate the Propel, a mentor-protégée program in cooperation with the respective chambers in Knox, Roane, Blount, Jefferson and Anderson Counties. Propel will pair protégés (microenterprises), which are relatively new to business with mentors who are established business leaders. In addition to a mentor, each protégé will receive coaching and technical assistance. 

Growth Enterprises Nashville will use their grant to expand the capacity of the Incubator Without Walls (“Virtual Incubator”), a program that provides virtual business incubation. Participants in the Virtual Incubator will receive one-on-one business counseling, as well as location-based training classes. 

Center for Holistic Ecology currently conducts the Sonnenschein Green Initiative (SGI) that promotes ecologically friendly business activity in the Hohenwald community and surrounding areas. The grant money will allow SGI to establish and operate the Hohenwald Marketplace, a place for local vendors to operate and sell services and goods. 

The TN Code Academy will use grant funds to expand the reach of its TN Code Academy for Youth, a program that conducts one-day workshops, camps and classes to further learning and increase interest in computer science and programming for students between the ages of 12-18. The grant will allow TN Code Academy to offer “Apps and Entrepreneurship”, teaching youth not only how to make an app, but how to monetize what they create. 

About the Tennessee Department of Economic and Community Development 

Tennessee was named 2014 and 2013 “State of the Year” for economic development by Business Facilities magazine. The Tennessee Department of Economic and Community Development’s mission is to develop strategies which help make Tennessee the No. 1 location in the Southeast for high quality jobs. The department seeks to attract new corporate investment in Tennessee and works with Tennessee companies to facilitate expansion and economic growth. Find us on the web: tnecd.com. Follow us on Twitter: @tnecd.  Like us on Facebook: facebook.com/tnecd. 

New size added to ML Series outdoor enclosures

Polycase, a US manufacturer of plastic electronic enclosures, has extended their NEMA 4X ML Series by adding a new size, the ML-44F. The new 4.50" x 4.50" x 2.44" polycarbonate enclosure is designed for rugged outdoor applications and is UL Listed to 508A, Type 1, 2, 4, 4X, 12 & 13 specifications.  With a high-quality silicone gasket seal and UL94V-0 flame rating, the enclosure is competitively priced as low as $10.27 each with no minimum order requirements. 

The ML Series outdoor enclosures are designed to house electronics applications that may be subjected to harsh environmental conditions. Boxes are molded in light gray UV-stabilized polycarbonate and offer a clear cover option. Additional features include molded on flanges, plastic PCB mounting bosses, and stainless steel screws for corrosion resistance.Optional accessories for the entire ML Series of NEMA 4X rated plastic enclosures include internal mounting panels and watertight cable glands.  

With extensive experience in CNC machining and printing, Polycase can add cutouts and graphics to the ML Series enclosures.  For more information on Polycase's value-added services visit http://www.polycase.com/customize-enclosures/.

About Polycase:

Polycase has provided packaging solutions to the electronics industry since 1951. Polycase continues to grow and innovate, expanding their product line and services to anticipate electronics designers' needs. The company offers over 2100 variations of enclosures from simple potting boxes to industrial NEMA-rated electronic enclosures.  For more information on Polycase, contact PRmedia@polycase.com or visit www.polycase.com.

For more information, contact:
Erin Brunner, Marketing Specialist
Polycase
440-934-0444 or 800-248-1233
Email

SOURCE  Polycase

Web Site: http://www.polycase.com

Fourth straight year for record growth

Kentucky-made products are being sold around the world at a record pace. Gov. Steve Beshear today announced that the Commonwealth exported a state-record $27.5 billion in 2014. It’s the fourth-straight year Kentucky has broken the previous mark.

“Kentucky’s impact on the global economy is significant,” said Gov. Beshear. “The fact that we’ve shattered export records for four years running shows our initiatives to help businesses succeed are working. Expanding Kentucky’s market is important to our business community, to our economy and to the prosperity of every person in the Commonwealth.”

The record represents a 9 percent growth in exports since 2013. By comparison, the average export growth rate nationwide was just over 2 percent. In 2013, Kentucky’s exports totaled $25.3 billion.

Leading Kentucky’s export growth is aerospace. Last year, the state shipped out $7.8 billion in aerospace parts and products, a 38 percent increase from 2013. Kentucky’s other top exports include motor vehicles, parts, and bodies and trailers ($5.9 billion), synthetic rubber and resin ($1.4 billion) and pharmaceuticals ($1.3 billion).

Among the state’s major industries, the export that accounted for the highest percentage increase in 2014 was motor vehicle bodies and trailers, up nearly 2,100 percent from the previous year. The products are being sold in Canada, Mexico and Japan.

In 2014, the Commonwealth exported to 191 nations. Kentucky’s top trading partner is Canada, with $7.6 billion in products and services. Mexico ($2.3 billion), United Kingdom ($2.3 billion), France ($2 billion) and China ($1.7 billion) round out the top five.

Kentucky experienced a significant jump in exports to France. Exports to France grew 93 percent. The increase in exports to the region is attributable to aerospace products and parts (up from $832 million in 2013 to $1.8 billion in 2014).

The Commonwealth’s yearly exports have increased 42 percent since Gov. Beshear created the Kentucky Export Initiative (KEI) in 2010. KEI is designed to better facilitate international trade opportunities for Kentucky businesses. Gov. Beshear also has led KEI trade missions to the United Kingdom and Canada. Another international trade mission also is being planned.

“To achieve success, we have to be focused on the global marketplace,” said Mandy Lambert, commissioner of business development in the Kentucky Cabinet for Economic Development. “We make world-class products in Kentucky, and now the world is taking notice.” 

Let’s face it - with over 2 million U.S. manufacturing jobs going unfilled because applicants lack the required skills, we have an urgent and critical need for manufacturing training.  Companies and community colleges are desperately trying to fill this skills gap, and portable simulators, also called trainers, may provide the edge that they need to be successful.  Portable simulators are rapidly gaining popularity in educational and industrial training facilities because they require less space than full-size simulators and consequently, come at a significantly lower price. 

Companies find it difficult to carve out additional training space from their already overcrowded manufacturing areas and community colleges are likewise struggling with their own space issues.  This results in instructors trying to train more people in less space which is very difficult to accomplish. This is where portable simulators shine. Portable simulators by their very nature are smaller and require less room than full size simulators. A portable simulator typically fits inside a suitcase and is easily transported in the trunk or the backseat of a car, whereas a full size simulator may range in size from three times that size to as large as a pickup truck. 

Yet, even though portable simulators are smaller, the amount and quality of training they provide is not diminished.  Well-designed portable simulators are not simply stripped down versions of their larger counterparts – they are designed to mirror the same skills, just in a smaller footprint.  Not only can instructors fit more of these smaller simulators in their available training areas, but the simulator’s portability allows instructors to take advantage of non-traditional training areas.  Conference rooms, workstations on the plant floor, and even empty cubicles become fair game when utilizing these portable systems.  Many instructors rotate different portable simulators in and out of their training areas daily, allowing them to teach multiple technologies such as PLCs, electrical systems, pneumatics, and motor control. This is unheard of with full size simulators.  The ability to quickly retask a training area and expand their training into new areas allows instructors to maximize their training capacity.

What about cost?  Even though portable simulators transfer the same skills to learners as the full size versions, portable simulators are actually significantly less expensive, often by as much as 50%.  There are several reasons for this, but the most obvious is that the smaller components necessary to fit the simulator’s “portable” requirement cost less, thereby reducing the overall price of the system.  Not only does this reduce an organization’s “cost per student” for budget justifications, but depending on available funds, instructors may be able to purchase additional simulators to expand their training offerings.

These simulators are becoming increasingly more prevalent in community colleges, industrial training centers, and high schools as instructors learn about their advantages.   For example, Bossier Parish Community College in Louisiana is preparing learners for work in the oil and gas industry using portable AC/DC electrical and pneumatics simulators as part of their training.  Companies such as Freeport-McMoRan Mining use portable simulators to teach topics that include Allen Bradley and Siemens PLC troubleshooting, electric relay control, pneumatics, and sensors.  Even high schools, such as Union County High School in Morganfield, Kentucky, use portable simulators to teach basic electricity.

Portable simulators cannot solve all of the problems faced by today’s instructors, but in certain situations, they offer unique advantages.

Amatrol designs and manufacturers technical training systems for educational and Industrial training facilities worldwide.   www.amatrol.com 

Larry Wade

Manager, Marketing Operations

Amatrol, Inc.

www.amatrol.com

An award-winning torque motor from ETEL is now available in North America, enabling users to expand the use of their machines that require both high and low speeds without sacrificing torque. Previously impossible, this dual ability is now achievable because of the unique "buried magnet" rotor design of ETEL's TMK motor series.

Now in the field, the TMK torque motor is able to rotate up to 9x faster and produce up to 30% more continuous torque when compared to a typical similar-sized torque motor. It also utilizes ETEL's patented motor designs which minimize force ripple while maximizing force density.

Well adapted for rotary table and  automation applications, the TMK offers a combination of accurate positioning with very high torque at low speeds, or by using a field weakening mode, switch to low torque at very high speeds.

The TMK motors are available in 24 different sizes with six diameters (198 to 1050 mm) and four height options in order to cover a range of continuous torque from 80 Nm to 10800 Nm.

ETEL S.A. is based in Switzerland with exclusive North American distribution through HEIDENHAIN Corporation. A leading international supplier of direct drive and motion control components and integrated systems, ETEL supports high tech industry with linear motors, torque motors, positioning stages, and motion controllers/systems.

HEIDENHAIN CORPORATION, 333 State Parkway, Schaumburg, IL 60173-5337 | 1-877-920-2703 + www.heidenhain.us + ©HEIDENHAIN 2014.

Company plans to increase its Kentucky workforce by a third; modernize facility

More jobs are coming to southwestern Kentucky. Gov. Steve Beshear today announced Douglas Autotech Corp. plans to expand its operations in Christian County. 

Douglas Autotech, a manufacturer of automotive controls, steering columns and shifters, is expected to create up to 115 jobs – a more than 30 percent increase of its workforce – and invest $14.1 million into the project.

“This is an outstanding day for Hopkinsville and the Commonwealth,” said Gov. Beshear. “I’m thrilled Kentucky could partner with Douglas Autotech to make this possible and bring 115 new jobs to the area. The automotive industry is a key component of our economy, and Douglas Autotech adds to the strength and success of the industry in the state.”

Douglas Autotech has seen tremendous growth in the past several years and, as a result, needs to expand its workforce to meet the demand. The company also will invest in new equipment to improve safety and quality performance at the 116,000-square-foot plant on Commerce Court.

“Douglas Autotech accepts the opportunity to continue to partner with our customers, the Commonwealth of Kentucky and Hopkinsville on workforce development and continued growth,” said Douglas Autotech Plant Manager Todd Thomas. “We are pleased with the talented workforce in Hopkinsville and the support provided by the surrounding community. We also commend Kentucky for developing and executing incentives designed to bring industrial growth to the Commonwealth. This growth secures many more years of stable work opportunity for Douglas Autotech and its employees.”

Douglas Autotech, a subsidiary of Japan-based Fuji Kiko Co. LTD, has two North American plants – one in Hopkinsville and a second in Michigan. The Hopkinsville plant opened in 1995 and currently employs more than 230 people. The new jobs will be added over the next three years. 

The Commonwealth continues to be a key player in the international automotive industry. Kentucky’s 465 motor vehicle-related establishments employ nearly 85,000 people. Over the last five years, nearly 350 motor vehicle-related projects have been announced in the state, representing 20,000 new jobs and more than $4.5 billion in new investment.

“We are excited to celebrate this good news and expansion with Douglas Autotech,” said Hopkinsville Mayor Carter Hendricks. “It’s further testament to our community’s outstanding quality of life, industry support and exceptional workforce and our state’s commitment to supporting business and industry. On behalf of the residents of Hopkinsville, we thank Douglas Autotech for its continued investment and job creation and look forward to the company’s continued success in the years ahead.”

“It is exciting once again to see Douglas Autotech make a significant investment in Christian County,” said Christian County Judge-Executive Steve Tribble. “We are very proud that Douglas Autotech continues to grow its operation, invest in our regional economy and provide quality jobs to our citizens.”  

To encourage the investment and job growth in Christian County, the Kentucky Economic Development Finance Authority preliminarily approved the company for tax incentives up to $3 million through the Kentucky Business Investment program. The performance-based incentive allows a company to keep a portion of its investment over the term of the agreement through corporate income tax credits and wage assessments by meeting job and investment targets.

A detailed community profile for Hopkinsville (Christian County) can be viewedhere.

New Manufacturing Plant and Additional Engineering Staff Support Demand for Intra-Logistics Solutions

MEXICO CITY, MEXICO –Dematic, a supplier of intra-logistics systems for the factory, warehouse and distribution center, announced today the addition of engineering support staff at the Dematic Mexico City Regional Office. Marcos Paduano has joined Dematic and provides solution development engineering and account management services. Marcos will support companies that are implementing solutions for receiving-to-shipping operations including storage, order fulfillment, kitting, buffer staging and packing.

Marcos brings a degree in Mechanical Engineering and 17 years of experience in the material handling industry to the Dematic engineering team in Mexico. Marcos will support customers throughout Mexico from the Dematic office in Mexico City located at Torre Leibnitz, 117 Leibnitz, Suite 304, Col. Nueva Anzures, Mexico D.F. C.P. 11590. A typical solution provided by Dematic Mexico is built around process improvements, controls, software and material handling technology.

In 2014, Dematic opened a world-class manufacturing facility in Monterrey, Mexico to better serve the Mexico market. This new production facility manufactures automated material handling technologies, such as the conveyors and sorters often utilized in Dematic solutions.

For more information about Dematic, visit www.dematic.com or view Spanish version at www.dematic.com/es-MX or contact Cheryl Falk at Cheryl.Falk@dematic.com or 262-860-6715.

About Dematic

Dematic is a global engineering company that provides a comprehensive range of intelligent warehouse logistics and materials handling solutions. With a global knowledge network of more than 4,000 skilled logistics professionals, Dematic is able to provide customers with a unique perspective in world-class materials handling solution design. Our commitment to solution development, combined with engineering centers and manufacturing plants in North America, Europe, and Asia Pacific, ensures Dematic has the range and capability to provide reliable, flexible, cost-effective solutions globally. Our successful track record has led to the development and implementation of more than 4,000 integrated systems for a customer base that includes small, medium, and large companies doing business in a variety of market sectors. Dematic generates a global business volume of approximately $1.5 billion.

GREENFIELD, Ind. -John Morrell Food Group, the oldest continuously-operating meat manufacturer in the country, announced plans today to locate a distribution center here, creating up to 260 new jobs by the end of 2016.
 
“John Morrell’s newest hub for logistics is coming to the Crossroads of America,” said Governor Mike Pence. “Indiana’s central U.S. location and expansive logistics network, with thousands of railway miles and more pass-through interstates than any other state in the nation, makes Indiana the ideal base for companies like John Morrell that serve customers across the country.”
 
The company will invest $43.5 million to build and equip a meat products distribution center, scheduled to begin operations by the end of this year. John Morrell, an independent operating company of Smithfield Foods, has 17 manufacturing facility across the country, including a plant in Peru, Ind.
 
“We’re looking forward to beginning operations in our state-of-the-art facility in Hancock County, Indiana later this year and becoming active in that community,” said Scott Saunders, chief financial officer of John Morrell. “Both John Morrell and our parent company, Smithfield Foods, are strong believers in being good neighbors and giving back to the communities where we live, work and raise our families.” 
 
The Indiana Economic Development Corporation (IEDC) offered John Morrell & Company up to $1,500,000 in conditional tax credits based on the company's job creation plans. These tax credits are performance-based, meaning until Hoosiers are hired, the company is not eligible to claim incentives. The IEDC will also provide the community with up to $250,000 in infrastructure assistance from the state's Industrial Development Grant Fund. Hancock County approved additional tax abatement at the request of the Hancock Economic Development Council.

“We are thrilled that John Morrell chose the Hancock County, Indiana site for their refrigerated facility in the Access 70 Business Park,” said Bill Bolander, president of the Hancock County Council. “John Morrell is a 180 year old company specializing in meats, including pork, ham and bacon products. This project became a reality because of the efforts of the board and team of the Hancock Economic Development Council.”

About John Morrell Food Group
The John Morrell Food Group, a member of the Smithfield Foods family of companies, traces its roots to the founding of John Morrell & Co. in England in 1827. The company is the oldest continuously operating meat manufacturer in the United States. It consists of national and regional brands that help drive profitable growth in meat categories such as ham, smoked sausage, hot dogs, deli meats, bacon, pulled pork and dry sausage. With brands that define the meat industry, the John Morrell Food Group brings its expertise to retail, deli, foodservice, direct store delivery, convenience store, club store, military and co-manufacturing outlets.
 
About Smithfield Foods
Smithfield Foods is a $14 billion global food company and the world's largest pork processor and hog producer. In the United States, the company is also the leader in numerous packaged meats categories with popular brands including Smithfield^®, Eckrich^®, Farmland^®, Armour^®, Cook’s^®, Gwaltney^®, John Morrell^®, Kretschmar^®, Curly’s^®, Carando^®, Margherita^®, and Healthy Ones^®. Smithfield Foods is committed to providing good food in a responsible way and maintains robust animal care, community involvement, employee safety, environmental, and food safety and quality programs. For more information, visit www.smithfieldfoods.com and www.smithfieldcommitments.com.
 
About IEDC
Created in 2005 to replace the former Department of Commerce, the Indiana Economic Development Corporation is governed by a 12-member board chaired by Governor Mike Pence. Victor Smith serves as the Indiana Secretary of Commerce and Eric Doden is the president of the IEDC.