TR Cutler Featured in June InMFG and Managing AutomationWritten by Thomas Cutler
Thomas R. Cutler, President and CEO of largest manufacturing PR and marketing firm, TR Cutler, Inc. (www.trcutlerinc.com) received editorial coverage in both June issue of InMFG, a leading Reed Business Publication, as well as Managing Automation. Both articles can be found on right-hand column of website home page.Thomas R. Cutler is a contributing journalist for following publications: - Advanced Manufacturing - American Metal Market - Business Integration Journal - Canadian Manufacturers and Exporters - Fabricating and Metalworking - Food Engineering - Food Quality - InMFG magazine - Industrial Computing/InTech - IT for Industry - Machine Design - Manufacturing Automation - Metalworking Production and Purchasing - Moldmaking Technologies - Plant Magazine - Plastics News - Quality Digest - The Manufacturer - Time Compression Technologies
| | Gehring Goes Live with ETO ERP Encompix in Just Six MonthsWritten by Thomas Cutler
Established in 1976, Gehring L.P. launched its North American operations in Farmington Hills, Michigan. The 50,000 square foot facility provides a full service machine tool operation, engineering and assembly of custom precision honing machines, comprehensive research and development services, contract honing services, tooling re-work services, a highly skilled team of service technicians, spare parts and in-house manufacturing of super-abrasives by another Gehring Group member, Diato L.P. After a six-month implementation Gehring L.P. went live on Encompix, nation’s leading ETO (Engineer-to-Order) ERP system. The implementation or champion team was comprised of eight representatives from each department, including both end-users and managers. As with most successful implementations, president was heavily involved and committed to project's success. Adrian Mitrea was project manager for Encompix implementation. According to Mitrea, "We are seeing a streamlining of our processes with better communication between departments. Our people can see whole process and not just their piece. They now understand effect their work has on downstream operations, and we now have discipline to make things happen right way. This is a direct result of having a single, integrated system."
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