How to manage a rapid prototyping project. – The Digital Project manager

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Rapid prototyping is a useful tool for digital project managers who want to help clients ask the questions: ‘But will it work?’ and “How will it work?”. Often, the simple but frustrating answer is, ‘We don’t know yet. But let us help you figure it out.’ This is a great way to work out the problem and is becoming more popular with clients and agencies.
Our industry is moving at lightning speed. As digital project managers, we must be able to adapt to new ways to work. Rapid prototyping is a good example. Nine months ago, I hadn’t worked on a rapid prototype project. Now, I’ve just completed my fourth rapid prototype project to quickly test product viability. If you haven’t worked on a rapid prototyping projects, you should.
This post will explain the different ways to explore product viability. It will also provide some guidelines to help you manage digital and analog projects quickly and confidently.
First, let’s talk about rapid prototyping.
Rapid prototyping is the process of building a proof-of-concept or prototype quickly. A prototype can be used to verify the validity of a design. You can develop more features faster, but this will usually come at the expense of quality, so the product will most likely be disposable.
Prototypes are available in a variety of sizes and shapes
There are many ways to evaluate product viability. Here are three:
Proof of Concept – A proof is a lightweight, throwaway prototype of the product that’s intended to test the idea behind it before it is built.
Rapid prototype – This is a lightweight prototype that can be used to test the product with real users before it goes into production.
Minimum viable product (MVP). An MVP is the first product-quality version of a product that provides all the features needed by users.
The main deciding factor in deciding which approach to take is your confidence in the product.
The more risky the idea, the faster you should move.
Some people might argue that if you think an idea is too risky, then you should take more time to think about it before building it. They may be right in some ways. It is possible to validate a need without building anything. There are many examples of validation testing that are worth looking into.
Once you’ve identified a need, the best way to prove it is to build it. Release it as soon as possible in its rawest form, get feedback, and iterate. We have found that customers will always say “I’d like that” when you are researching an idea. Then, when the product ships, sales don’t shift.
“I would definitely purchase that” – 100 people
10 people who will actually purchase it
— Jeff Sheldon (@ugmonk), September 1, 2016.

Rapid prototyping reduces risk by shortening feedback loops and ensuring you build a product that will sell.
How do you know which one is right?
Confidence
How fake is disposable
Proof of conceptLow
Completely
Completely
Rapid prototypeMedium
Partly
Partly
Minimum Viable ProductHigh
Very little/noneBuilt for the long-term
You must be open to new ways of working and processes in order to build things quickly.
Guidelines for managing rapid prototyping projects
It takes a new mindset to work in the manners described below. I recommend that you start your project with an internal kickoff to go through these principles and explain why it’s important.

How to Run a More Effective Daily Scrum or Daily Standup

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If done well, a daily scrum or daily standup is a great way to keep a project on track. It’s also a great team building tool and motivator. But if it’s not done well, it can be costly. A daily standup can be a great way to share progress, get feedback, measure productivity and adapt together, in order to keep a project moving in a positive direction. Although it is easy to lead a daily scrum or standup, it is not difficult to do so well. We want our project teams to succeed as Scrum masters and project managers. Here are some tips to help you run a more productive daily standup meeting.
Transforming a Daily Stand-Off into a Scrummier Stand Up
The Scrum framework’s daily standup (or daily sprint) is a well-known component. It’s also the one that falls over the SDLC (software development cycle) waterfall, which agile framework is trying not to. What starts out as 15 minutes, three questions and a daily Scrum ceremony, quickly deteriorates into a status meeting, which lost control of the rapids, bounced off some stones, and now sits still in the pool below the waterfall. How can we prevent this from happening and keep the standup moving, clear of the waterfall? Continue reading, friend.
Let’s first look at the characteristics of an agile team that meets every day.
15 minutes or less
Answer three questions: What did I do yesterday?
What can I do today?
What’s stopping me from making progress in my career?

For Scrum teams, create a 24-hour plan for action
Everyone standing (not required but encouraged)
These simple properties can become too routine and laziness can take over, and your daily scrum goes wrong. We lose sight of the intended outcome and benefits of collaboration and understanding and planning. We become standoffish and team members compete for attention or worse, stop engaging altogether. These are five easy tips to make your daily standup less standoffish.
1. Change the Standup Language
These three questions sound very status-like. We’re trying not to do that! You can easily change a few keywords to communicate obstacles, progress and plan towards sprint goals outcomes.
What did you do yesterday to help me get closer to our sprint goals and objectives?
What can I do today to help us get closer to our sprint goals
What’s stopping me from achieving my sprint goals?
This change also eliminates the conversation of: “I attended a meeting,”” “I ate lunch at Pizza for Lunch,” “I took my dog on a walk (wait! weren’t you at Work?!?!). )”
2. Eliminate the Waste
You might find that your daily meeting is too slow or involves too much chit-chat. Try two questions instead.
What should the whole team know?
What are you looking for help with?
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It achieves the same result, but it eliminates some of those conversations that are not directly related to achieving our sprint goals. Is it necessary for the team to know what you ate for lunch. No. They don’t need to know where you went to meet. Maybe. What do you need assistance with? Yes!
3. Get Rid of All Distractions
This is an easy one. If someone is looking out of a window, move on or pull a shade. Are other teams too loud? Move to another area. Teams are looking at computers and multitasking. Use a board. Not listening? Do not listen to them.
4. Walk the Board, not The Team
Many teams use a board for displaying their sprint stories. Many teams run their standups in the same order every day. Yes, we have to take turns but rather than organizing the board by team members, view each user story column by column on your task board.
Now, teams will be able to see all items in progress simultaneously.

Top 9 Free Project Planning Software

Project planning software can help you plan and execute your projects.
Planning the project correctly will ensure it succeeds, regardless of its size. It is your job as a project manager to create a detailed project plan that will help you avoid roadblocks. How will you know the workload of your team? How will you determine the budget required? How do you determine the timeline?
We understand that planning can be daunting. We have project planning software that will help you plan and your team execute more efficiently. It will allow you to clearly communicate the approach and process that your team will use to complete your project.
We recommend that you start with a free tool if you are just starting to use project management software in your small business. This will allow you to test the tool’s functionality before you purchase its premium version.
We’ve compiled a list with nine free project management software solutions, sorted alphabetically based on user ratings. (Learn how we chose the products.
Take me there1Asana is a customizable project template that allows you to list the best project management software.
Asana is a project management software that allows you to plan, manage, track and communicate about your projects. It allows you to outline key tasks and due dates, and set goals, milestones and objectives.
It provides project views in multiple formats such as list, calendar, Kanban, timeline, and Kanban. The dashboard displays the status of all projects in real-time. These dashboards can be customized and do not require manual updating.
This project planning tool includes a variety of project templates you can use to create your own projects. You can also create your own templates for common tasks. This tool can be integrated to over 100 applications including Microsoft Teams, Adobe Creative Cloud and Clockwise.
Asana offers applications for Android, iOS and Windows. It provides support via forums, guides, and articles. You can reach their team by filling out a form online.
*Analysis correct as of April 20222ClickUp – Allows software customization using ClickApps
ClickUp is a project management software with project planning capabilities. It allows you to plan, track, and work with your team members on projects. You can comment on documents and tasks, chat in real-time, or share attachments to facilitate communication.
This tool allows you to simplify complex tasks and projects by breaking them into subtasks. It provides 15+ views for projects, including board, calendar and Gantt views, as well as whiteboard, whiteboard, mind map and whiteboard.
ClickUp can be customized without having to modify its code. You can customize ClickUp with the 35+ ClickApps that it comes with, each with different functionalities.
ClickUp offers applications for Android, iOS and Mac, Windows, Linux, and Windows. It provides support via help docs and on-demand demos. Video tutorials, webinars, and FAQs are also available. Their team is available by chat and phone.
*Analysis correct as of April 20223GoodDay : Productivity Suite apps help to improve productivity
GoodDay is a platform for managing work. It allows you to plan, manage, visualize and track your project. You can choose from 20+ views such as Kanban board and task list.
The tool offers three types of resources and work load management. These allow you to plan resources based upon the project’s priority, task, and level. You can also create custom work schedules for your team members based on events like vacation and travel.
GoodDay is a company that offers spe

I, Project Manager: Artificial Intelligence Rising in the Workplace

In the next five-years, apps’ ability to use AI will be more important that their mobile or cloud capabilities.
According to a Gartner report entitled “Conversational AI: Shake Up Your Technical & Business Worlds”, authors Tom Austin, Mark Hung and Magnus Revang claim that artificial intelligence will become so embedded in the workforce that AI integration by 2021 will be essential. Gartner clients can access the full report.
Instead of relying on individual apps, businesses will use conversational artificial intelligence (think virtual personal advisors in the vein Amazon Alexa or Siri) to make decisions. They write:
Instead of relying on hundreds or even thousands of apps (often dependent on 4-to-6 apps per day), we expect [business] owners to rely upon multiple agents that learn their needs and preferences, do their bidding and provide proactive, context-sensitive support almost everywhere.
I was excited when I first read the report. It could help me integrate all my systems into one and provide different support depending on changing contexts.
According to project managers, communication is the most common reason projects fail. It makes sense to have systems communicate effectively with each other, translate by an AI, then communicate to the end user.
Despite its potential benefits, artificial intelligence is still a major concern in the workplace. Oliver Yarbrough, a PMP from the NCMA, wrote recently on LinkedIn that “AI” can analyze larger data sets and provide faster, more precise analyses than humans. This is the result: good-paying project management jobs are being increasingly replaced by more efficient machines.
Andrew Hill, writing for Financial Times adds, “Most managers will have to learn specialist skills, whether they are creative or technical that machines cannot yet master.”
Project managers who aren’t able to specialize (in their humanity, which I explain later), will have trouble keeping their jobs.
While machines may not be able display the same intuition as humans, AI is here to stay. It will undoubtedly change the way we do business today, and that’s not a bad thing.

Artificial intelligence at work
This article will provide information on artificial intelligence and its derivatives. It will also discuss how project managers will be affected by it.
This guide on artificial intelligence in the workplace will help you understand and prepare for any changes in project management. There is no way to stop AI disrupting the status-quo. In fact, by the end of this article you might not even wish to.
What is artificial intelligence?
Artificial intelligence is a broad term that describes technology that goes beyond routine calculations to deep levels of analysis that only humans can do.
Science fiction is a big source of confusion about AI. We think that AI will evolve to be “intelligent” but it hasn’t.
These are the three main problems when you think about AI in human terms.
Ava of Ex Machina, Andrew of Bicentennial Man, and Hal 9000 from 2001: A Space Odyssey won’t be visiting your office soon.
How can businesses use artificial intelligence at work?

Both consumers and enterprises have used artificial intelligence for decades. Consider everyday tools like:
I bet you don’t even think about them.
The quiet infiltration of AI into everyday life has huge implications for both consumers and businesses. Businesses that don’t invest in artificial intelligence have a huge competitive advantage.

What is Scrum Methodology? A Beginner’s Guide

Project management is a field that is full of buzzwords and fancy terminology.
A person might be astonished to hear the terms “burn-down chart” or “Six Sigma” but wonder if they are reading about project management or the next Mark Greaney novel.
However, Scrum is a term I find most confusing and confusing in project management.
The good news about Scrum is that it is not as difficult as it may seem. You might even be able to apply Scrum to your own projects, whether you are a formal project manager or not.

What is Scrum methodology?
Scrum is an incremental and iterative development approach that ensures the regular delivery of working parts of final product.
Simply put, Gartner research director Nathan Wilson stated at the 2017 Gartner PPM Summit that Scrum is a way to organize work to foster agility.
Gartner defines Scrum to be “a well-known agile method that provides a simple framework for project management for organizing teams and their approach towards system development.”
Physics is the result of things bouncing off each other.
The good news is that Scrum methodology’s basic concepts can be explained easily. Once you have mastered these basics, Scrum methodology can be used to foster teamwork, improve communication lines, and get more done in your business.
Let’s start by introducing the product owner. The person or entity that wants something made is called the product owner. The product could be a new piece or gadget, or a gokart.
Next, the product owner creates a wishlist of features (called the product backlog) that they arrange in order of importance to the final product. Let’s say that the go-kart has four wheels, a seat, and is technically a gokart. It will work better with a steering and brake system, which are high priorities. A cup holder or headlights might be lower on the priority list.
The Scrum team and the product owner meet for sprint planning. This is when the team decides what to do first from the product backlog. This small group of tasks is called the sprint backlog.
Here’s the meat of the process. The Scrum team receives marching orders and embarks on a sprint (typically two to four weeks depending on the complexity of product) to complete a feature in the sprint backlog.
The Scrum team doesn’t just push forward blindly. They meet every day to discuss progress and problems. The Scrum Master oversees this meeting, which is known as the daily Scrum. His job is to keep everyone on a straight path.
The Scrum Master acts as a coach and is on the field with the Scrum Team, removing distractions and making sure everyone follows the Scrum Playbook. The product owner is, on the other hand, like the coach. He or she asks for wins and trusts the Scrum team to deliver.
The team should have a working piece of something at the end of each sprint. It doesn’t matter if the product is an automated chatbox or a navigation system for go-karts, the important thing here is that it actually works at the end each sprint.
After the sprint period has ended, everyone meets for a sprint review to discuss what went well and what needs to be changed. Then, the team selects a new piece from the product backlog and begins the cycle again.
The entire process, which includes the sprint planning and the sprint review, continues until the deadline is met, the budget is exhausted, and the product owner is satisfied.
Scrum is the best way to ensure that your project is successful.

5 Steps to Overcome Obstacles in Small Business

“The sad thing about tennis is that, no matter how much I improve, I’ll never be able to match a wall.” – Mitch Hedberg
We face hurdles and walls both personally and professionally. In a lot of ways, walls are not like hurdles, however.
A hurdle is something that is difficult to see past and can be overcome with some planning and effort. On the other side, you never know when a hurdle will appear, they are hard to see past and many people can’t just leap over them.
For weeks, months, or even years, walls seem to be in our way. They are the things that we see in the distance and take the wind out our sails (metaphor mixing at it’s finest).
Take, for example:
These are not obstacles. These are not obstacles that can be overcome in a weekend. In fact, their mere existence makes it more difficult to address the root cause. It’s not possible to be “the best” if you don’t have the ability to work harder. It’s being at the bottom of the mountain without a rope.
Man, I love metaphors.

Overcoming obstacles and losing aversion
It’s not a good idea to let the perfect be the enemy. It’s difficult to formulate a plan of attack when you are faced with an overwhelming task like Amazon’s power. This is classic loss aversion.
Because we are hardwired to see potential losses, we don’t see the opportunities in things. This is how Carl Richards summarized it all in a New York Times article about the psychology of investing that he wrote a few years ago:
“We are hesitant to change the current situation because it requires us to have an opinion and make a decision. The very real possibility of making the wrong decision is part of making a decision. Even though it is costing us money, sticking with the status quo feels better.
Today we will look at five simple steps to help you overcome fear and walls.

Step 1: Establish realistic expectations
To overcome loss aversion, the first and most important step is to have realistic expectations about how things might turn out. You’re not likely to walk out of a casino feeling wealthy or destitute. Instead, think about what could happen and how much control you have.
Let’s say you are opening a store. Let’s say that you want to sell equipment for cameras.
Once you have achieved some success, things begin to level out and you can start thinking about the next steps. You realize that Amazon is your biggest competitor. How can you compete with Amazon, a $450 million business?
It’s already happening. You are in loss aversion paralysis.
Rephrase the idea of success in realistic terms to overcome the problem. Can you sell more camera gear that Amazon? No. You could sell more to the college if you worked with the art department. You could also focus on niche, high-end, used cameras. You can also focus on being a local winner rather than an Amazon destroyer.
There are many things that you can do to make your business more successful than just beating Amazon. You must have a realistic expectation of success if you want to overcome the wall. You must be happy with the success you are aiming for, even if that means Amazon stays in business.
You can’t be happy if you make yourself miserable, even in your success.
Step 2: Create a plan with an ending
The next obstacle to what seems insurmountable is that many plans we make are not finishable.
If the goal is to “sell more camera bags”, then thatR.

7 Project Management Conferences Worth Attending in 2017 & 2018

Conferences on project management are a great way for small and large businesses to learn about planning, hear about failures and successes from management professionals, and to refocus their eyes on the types of projects that they can handle.
Conferences are a place for collaboration, innovation, reflection, and sharing of past successes and failures.
Project management conferences 2017 and 2018.
You should attend them, especially if they’re of interest to you:
These seven upcoming conferences on project management are well worth your time. They were chosen based on their date, the value they offer, and their geographic location. All these PM conferences are either held in the United States, or hosted online.
For your planning convenience, they are listed in order of earliest to most recent.
1. ProjectSummit Business Analysts World

When: June 19-21st, 2017
Where: Washington, D.C.
Cost: Starting at $975
ProjectSummit is focused on the business side of every project management effort. The talks will focus on concrete ways to integrate business management into the project management process.
Some sessions are focused on group dynamics, while others focus on how individuals can make themselves a powerful player in every project.
Why should you attend?
This conference will feature 33 speakers, in an effort to engage and appeal all attendees. The conference will close with a grand commissionary talk entitled “Becoming the Best version of YOU!”
2. SeminarsWorld

When and where?
Cost: Members start at $725/$675 early bird; non-members start at $895/$700 early bird
SeminarsWorld is a small group format that allows attendees to share ideas, hear from experts, and learn from each other’s experiences and opinions. The conference’s content is based on Project Management Institute Talent Triangle.
Why should you attend?
SeminarsWorld offers potential attendees the opportunity to download a “letter of employer” online. The applicant can then print it, fill it out, and submit it to their project manager, if they are interested in attending.
3. Agile2017

When: August 7-11th, 2017
Where: Orlando, FL
Cost: $1,999/$1,849 for members/$1,649 for non-members
Are you interested in Agile? Agile2017 offers great resources, no matter if you are a beginner or an experienced practitioner. It’s also hosted by the Agile Alliance so you can be sure that the information will be top-notch.
Why should you attend?
The speakers will share their experiences with Agile and offer advice on project management interfaces. Participants will have the chance to exchange ideas, meet project managers experts, and learn new techniques all while enjoying Orlando’s stunning summer scenery.
4. Digital PM Summit
When: October 15-17 2017, 2017
Where: Las Vegas (NV)
Cost: Prices start at $1,099
Digital PM Summit, their fifth annual conference is all about harnessing project management tools to manage digital initiatives. This conference is for young professionals who are interested in making peer connections and revolutionizing the way project recruitment happens.
Why should you attend?
Speakers from many fields will discuss a range of topics, including money, career path and team conflict, project communication, empathy, and even empathy.
The video below gives you a sense of the conference’s energy.

5. PMI Global Conference

When: October 26-30 2017, 2017
Chicago, IL
Cost: Members start at $865; non-members start at $950
This conference is designed to bring together people from all walks of the life who are interested project management, becoming project leaders, as well as real-life knowledge from professionals. If you are looking for a conference that offers a variety of services, this conference is for you.

The Hidden Power of What You Say and Don’t Say

“I will tolerate any dissension up there. My word will be final and binding, without exception. I will not accept any decision that you disagree with. I will discuss it afterward, but not while we are up on the hill.
These were the words of Rob Hall, Adventure Consultants’ mountain guide. He was trying to descend from Everest’s summit when he was caught in a snowstorm and tragically lost his life. He wasn’t the only one to die.
His team lost three members, along with Scott Fischer, Mountain Madness’ lead guide, in an incident that was captured in mountaineering literature as well as film and dubbed the ’96 Everest disaster’.
One guide stated that a specific cause of this catastrophe was ‘to promote an understanding of all things that is not possible to be proven by politicians, Gods, or drunks’.
There were many contributing factors. One thing that was not explored, but could be of great value to future expeditions, as well as complex corporates and organisations in a wider context, is the use language.
David Marquet, a former US Navy submarine captain, is the author of the international bestseller Turn the Ship Around. He recently published a second book entitled Leadership is Language, the Hidden Power of What You Say and What you Don’t. This book examines the language used by the crew of El Faro, a cargo ship that sank in the Bahamas during Hurricane Joaquin, on October 1, 2015. All 33 people aboard were killed.
There are striking parallels to the 1996 Everest disaster. Marquet’s observations about the use of language suggest that more consideration of our words spoken and unspoken might help to prevent disaster in the mountains. This would also be relevant to the running of organisations around the world and the management of projects, especially when it comes down to speaking truth to power or addressing issues that leaders might be reluctant to address.
Rob Hall was a much more experienced climber than his clients and held a position as the expedition’s leader.
He had accompanied 39 clients to the summit. He would have seen firsthand, many times, the symptoms of summit fever. This is a condition that occurs when climbers are so ambitious that rationality is abandoned. Emotions rule and climbers move inexorably toward the summit, often without regard for the cost to others and themselves.
It is actually a particular example of a larger cognitive bias known as the “sunk cost effect”, which is the tendency for people not to abandon a course of action they have already taken substantial investments in. I’ve made it this far, I re-mortgaged my house, and I’m not giving in now.
Rob Hall devised the universally accepted “one o’clock rule” to avoid self-inflicted injury. It states that climbers must reach summit by 1.00pm to 2.00pm at most. If not, they must turn around and return to high camp to ensure safe return to high camp before oxygen bottles run dry.
Hall’s clear declaration of authority, “I will tolerate any dissension up there …’,” would have served to warn anyone who might disagree with him if they were to turn around before the summit. It also served to ensure that his clients remained passive, unfortunately.
The message was that Hall was the one who thought, not they, and discouraged them raising concerns when this was, as it turned, perfectly appropriate.
Unfortunately, Hall’s assertion of authority did not include the unpleasant truth that he could also be inflicted by summit fever, even if he was speaking on behalf of another person.
Hall assisted Doug Hansen, his client, with the last few fes around 4.00pm.

The Exposure Triangle: Aperture

It is essential to understand the exposure triangle in order to capture high quality footage that is perfectly exposed for your project. What is the exposure triangle? Proper exposure is important for both still and video photos. Aperture, Shutter Speed and ISO. In future articles, I will cover Shutter Speed as well as ISO. Here, we’ll be focusing on aperture.
What exactly is aperture?
Aperture can be viewed as the pupil of the lens. It allows more light to the sensor when it is open (lower f/stop#). It allows LESS light to the sensor if it is more closed (higher f/stop#).
A camera aperture has a few more features. It controls the amount of light hitting it, as well as Depth of Field. This is how blurred the background is in your photo or video. This is important because when you open the aperture to let more light in, it also SHOWS your Depth of Field. This can make it a little harder to keep your focus on your subject, especially if they are moving.
Here’s an example of a Buck Showalter bobblehead. (Go O’s! ).
The first image (top right) shows how the subject is sharply focused and the background blurry. This is sometimes called bokeh. In the final image, the subject remains in sharp focus, but the background is almost in focus. The exposure of the images has not changed. This is because I used a much LONGER shutter speed to capture the image, as I closed the aperture to f/22.
The aperture controls how much light is allowed onto the sensor. If I want to alter the amount of light hitting the sensor and maintain the same exposure, then I need to modify something else in the triangle. In this instance, I had to adjust the shutter OPEN for longer periods of time in order to maintain the same exposure because I was closing down the aperture (allowing less light onto the sensor). I could have kept the shutter speed unchanged and adjusted the ISO sensitive, but that comes with its own set of considerations. This is where the triangle comes into play. We’ll be covering the other corners of the triangle in future posts.
Hopefully, you now realize that aperture is more than an exposure setting. You can open the aperture to make your photo appear brighter, or you can close it to make it darker. But there’s more to it. Rarely do I think of changing the aperture to alter exposure. The powerful tool of aperture can make your photos more visually appealing. Aperture can only be used creatively if you understand how it affects your exposure.
Here’s another example.
A couple of years ago, I had the chance to shoot a music clip for Nelly’s Echo, a good friend and local musician. You may also recognize him from The Voice.
It was a beautiful day in Baltimore. It was difficult to balance all the bright sunlight bouncing off of the buildings while still keeping the background creamy and blurred in most shots. Nelson, the lead singer of the band and the namesake, was walking down the street while he sings. We alternated between a wider shot that showed Nelson from the waist up and gives you a sense for the place by showing the movement of the city and a closer shot to capture the emotion in his face.
The wider shot was to show the city but not distract from Nelson. The background should be blurred, but not completely out of focus. I wanted the focus to be solely on Nelson for the tighter shot. This is where I was able use my knowledge of aperture to my advantage.
This is also

Factory Machinery Makers Win With the Electric Vehicle Boom

Factory equipment manufacturers who supply the highly automated picks, shovels, and other tools needed to prospect for the EV gold rush are enjoying a boom in investment from both established and new automakers in the electric car market.
The recovery in U.S. manufacturing has led to good times for robot makers and other equipment manufacturers. According to the U.S. Census Bureau, new orders rose to nearly $506 million in June after falling to $361.8 Million in April 2020 due to COVID.
Here’s a graphic on U.S. manufacturing new orders: https://graphics.reuters.com/AUTOS-PLANTS/EQUIPMENT/zjvqkkqjbvx/index.html
New factories for electric vehicles are being built by investors who have bought shares in newly public companies like Lucid Group Inc, which is boosting demand. “I don’t think it’s reached its peak yet. Andrew Lloyd, the leader of the electromobility segment at Stellantis-owned Comau, stated in an interview that there is still much to be done. “Over the next 18-24 months, there will be a significant demand for our products.”
The success of Tesla Inc has accelerated growth in the EV sector. This is on top of the usual work that manufacturing equipment manufacturers do to support the production of gasoline-powered cars.
According to LMC Automotive, automakers will invest more than $37 billion in North American plants between 2019 and 2025. 15 of 17 new American plants will be built in the United States. More than 77% of this spending will go to EV or SUV projects.
Equipment providers don’t rush to increase their capacity.
Comau’s Lloyd said that there is a natural point at which we will say “No” to new business. According to industry officials, automakers can spend anywhere from $200 million to $300 millions on a single area of a factory like a body shop or paint shop.
“WILD, WILD WEST” John Kacsur, Rockwell Automation’s vice president for the automotive and tire segments, said to Reuters that there is a mad race to get these new EV variants on the market. According to Laurie Harbour, an industry consultant, there is a mad rush to bring these new EVs to market. According to Kacsur, automakers have signed agreements with suppliers to build equipment for 37 EVs in North America between this year 2023. This excludes all work being done on gasoline-powered vehicles.
Mathias Christen, a Durr AG spokesperson, said that there is still a pipeline of projects from new EV manufacturer. Durr AG specializes in paint shop equipment. It saw its EV business grow by about 65% last fiscal year. “This is why the peak is not yet seen.”
Kuka AG, a Chinese manufacturing automation company, received 52% more orders than expected. It now stands at just under 1.9 billion euros ($2.23 Billion). This is due to strong demand from Asia and North America.
Mike LaRose CEO of Kuka’s Americas auto group, stated that “we ran out of capacity for any extra work around a year and half ago.” “Everyone is so busy, there’s no room for everyone.”
Kuka is building electric vans at its Michigan plant for General Motors Co to meet demand before the No. One U.S. automaker will replace equipment at its Ingersoll plant in Ontario next year to handle regular work. Although automakers and battery companies must order robots and other equipment 18 months in advance, Neil Dueweke, vice-president of automotive at Fanuc Corp, stated that customers want their equipment sooner. He calls this the “Amazon effect” within the industry.
Dueweke said that he built a facility with 5,000 robots, and that shelves were stacked 200 feet high. This is almost as far as the eye can see. Dueweke also noted Fanuc America’s market share and sales records last year.
Some automakers have also experienced delays and problems due to COVID when trying to upgrade their vehicles.
R.J. Scaringe, CE