Research

What sort of computer can evaluate 67 million potential solutions in 13 seconds? Only a quantum computer. But what sort of problem has 67 million solutions to begin with?

Many manufacturing challenges do, from optimizing supply chain logistics to finding the most efficient way to load millions of pallets. In recent years, another mind-bendingly complex problem has begun to occupy the industry: how to get potentially dangerous chemicals in a category known as PFAS out of use and out of our environment.

Quantum computing firm D-Wave says that quantum holds the key, as its massive computing power could find new ways to remove or remediate the chemicals, or even help identify which of the thousands of chemicals in this class are indeed dangerous. We recently spoke to D-Wave Global Government Relations and Public Affairs Leader Allison Schwartz to get the details.

How it works: As Schwartz explains it, quantum is “a completely different form of computing.”

• “Due to superpositioning and quantum entanglement, quantum can look at all possibilities at once and come back with an answer very quickly,” she added.
• However, some of the best solutions are a product of both classic computers and quantum, an option known as “hybrid” applications. For example, Davidson Technologies collaborated with D-Wave to create a hybrid solution that produced the aforementioned 67 million scenarios in 13 seconds.
• “Classical computing alone can’t do that,” Schwartz observed.

When quantum meets PFAS: So how does this help with PFAS? Schwartz told us that there are two different types of quantum computing that would prove useful.

• The first, annealing quantum computing systems, are superior at providing optimized solutions. These systems can quickly run through millions of scenarios that model potential chemical spills, methods of remediating the chemicals, techniques for removing them from operations entirely and much more. These systems are commercially available today through the cloud.
• Meanwhile, gate model systems offer another avenue for dealing with PFAS—they can potentially invent alternative molecules that could substitute for the dangerous chemicals. However, gate-model systems are not large enough yet to tackle real-world problems.   

Doing the research: Quantum could also play a role in determining which chemicals are harmful in the first place, added Schwartz. There are thousands of PFAS chemicals out there, but so far, only a few hundred have been studied.

• To examine the effects of various chemicals, researchers and companies will have to undertake clinical trials. Quantum can help optimize the organization of those trials, as well as aid in analyzing the results—for example, by assisting with medical imaging reconstruction .

Read the whole story here.
 

Since the onset of COVID-19 in 2020, supply chains have faced extraordinary challenges around the world. In the midst of shortages and disruptions, as well as global conflicts, how can manufacturers ensure that they receive the materials they need and deliver their products on time?

At a recent NAM event, attended by more than 75 executives from both manufacturing companies and association partners, Supply Chain Insights Founder Lora Cecere addressed the question of how the industry can build resiliency into the supply chain of the future. Here’s some useful advice from her keynote speech, called “Supply Chain Workshop: Connecting and Securing the Supply Chain for 2030.”

Defining resilience: As Cecere noted, in many cases manufacturers may have different ideas about what resilience represents—and it’s important to settle on a clear definition.

• “I define resilience as the ability to have the same cost quality and customer service given the level of demand and supply variability,” she said.

Differentiating supply chains: While most manufacturers talk about the supply chain as a unified system, Cecere encouraged participants to differentiate various kinds of supply chains from one another.

• “We have responsive supply chains that are all about time—things like flu vaccines and bathing suits,” which must be shipped during certain seasons, Cecere observed.
• “And then there’s the agile supply chain, which is very low volume and not predictable. We can’t measure that in the same way we measure the efficient supply chain, but we need to manage flow.”
• “We don’t have just one supply chain. We have multiple supply chains,” she emphasized.

Putting customers at the center: As businesses design and adjust their supply chains, customers can get lost in the equation, Cecere cautioned. In one exercise she has used in her research, she asks participants to draw a supply chain—and the results she’s received show how many manufacturers are leaving out an important piece of the puzzle.

• “Most people will start with a truck, smokestack, then a factory, a mill,” said Cecere. “But isn’t the supply chain really about the customer? And how do we align the customer from the customer’s customer to the supplier’s supplier? … The role of the supply chain is the delivery to the customer.”

Using data effectively: According to Cecere, about 80% of supply chain data is not used. She encourages manufacturers to look creatively at the wide range of data available to generate useful insights.

• “We’re not looking at all the data we have, and we’re not thinking hard enough about how we use it,” she said.

Developing purple unicorns: Cecere encouraged participants to develop teams of “purple unicorns”—people with strong supply chain domain knowledge who can also innovate—and allow them to test new ideas and learn from failure.

The last word: “Supply chain excellence is not functional excellence—it is the ability to drive outcomes,” said Cecere. “This cannot be about the lowest cost; this has to be about the best potential of flow for cost, quality, customer service and inventory.”

Learn more: For more information, check out the full presentation here.

Since the onset of COVID-19 in 2020, supply chains have faced extraordinary challenges around the world. In the midst of shortages and disruptions, as well as global conflicts, how can manufacturers ensure that they receive the materials they need and deliver their products on time?

At a recent NAM event, attended by more than 75 executives from both manufacturing companies and association partners, Supply Chain Insights Founder Lora Cecere addressed the question of how the industry can build resiliency into the supply chain of the future. Here’s some useful advice from her keynote speech, called “Supply Chain Workshop: Connecting and Securing the Supply Chain for 2030.”

Defining resilience: As Cecere noted, in many cases manufacturers may have different ideas about what resilience represents—and it’s important to settle on a clear definition.

• “I define resilience as the ability to have the same cost quality and customer service given the level of demand and supply variability,” she said.

Differentiating supply chains: While most manufacturers talk about the supply chain as a unified system, Cecere encouraged participants to differentiate various kinds of supply chains from one another.

• “We have responsive supply chains that are all about time—things like flu vaccines and bathing suits,” which must be shipped during certain seasons, Cecere observed.
• “And then there’s the agile supply chain, which is very low volume and not predictable. We can’t measure that in the same way we measure the efficient supply chain, but we need to manage flow.”
• “We don’t have just one supply chain. We have multiple supply chains,” she emphasized.

Learn more: To hear more from Cecere, attend “Manufacturing in 2030: The Coming Data Value Revolution,” an event of the NAM’s digital-transformation arm, the Manufacturing Leadership Council, Dec. 6-7 in Nashville, Tennessee. Register here.    

Read the full story here.
 

In the push for more critical minerals, governments and companies worldwide are looking to “a new but also old source”: closed mines, or brownfield sites, The Wall Street Journal (subscription) reports.

What’s going on: “[O]pening new mines takes years—particularly when faced with strong local opposition—and delays might hamper policymakers’ efforts to diversify these supply chains. Even with recent investment announcements, analysts are forecasting supply shortfalls.”

• Reopening shuttered mines is often a quicker and less painstaking process because it allows the companies to “avoid damaging new land and work with local communities that have a memory of economic activity the industry can bring,” as a source told the Journal.

A successful start: One Swedish mining company is seeking to reopen an old copper-and-zinc mine in Norway that closed 25 years ago owing to low copper prices. “Last month, the local municipality unanimously approved plans to reopen” the mine.

• Several American firms are now seeking to reopen closed U.S. sites in the Southwest, and other projects are being planned in Italy and Germany.

​​​​​​​A “shift” in the U.S.: A U.S. company with plans to reopen an old gold mine in Idaho recently received funding from the Defense Department, which recognized the importance of the site as a source of antimony, a much-needed mineral in the defense sector.

• “The shift we are seeing in the United States is a growing recognition that we must secure supply chains, and a way to do that is bringing mining home and that means getting the public comfortable to bring mining home,” an executive at the firm told the Journal.

A new COVID-19 vaccine is set for a September release as cases of the new virus variant “Eris” rise nationwide, according to Reuters (subscription).  

What’s going on: “Some public health experts hope that Americans will welcome the new shot as they would a flu jab. But demand for the vaccine has dropped sharply since 2021 when it first became available and more than 240 million people in the U.S., or 73% of the population, received at least one shot.”

• Health care providers and pharmacies will begin offering the updated shots—which target XBB.1.5, “a sub-lineage of the still dominant Omicron variant”—in the second half of next month.
• The new vaccines still need authorization by the U.S. Food and Drug Administration and recommendation by the Centers for Disease Control and Prevention.

Why it’s important: Though the COVID-19 public health emergency ended in May and the private sector has taken on “much of the duty of vaccinating America,” virus-related hospitalizations are up 40% from June’s lows.

• “CDC Director Mandy Cohen said last week in a podcast that … Americans should view these shots as an annual measure to protect oneself, in line with the annual flu shot.”

Ever wondered how best to contact your members of Congress? Or invite them on a tour of your facility? The NAM’s advocacy division, which helps manufacturers express their priorities to D.C. decision-makers, recently released a new and important resource: a suite of toolkits for different advocacy activities, including facility tours and more.  

Congressional contact: There is an art to contacting Congress, as the NAM’s advocacy team will tell you. Their “Engaging Congress” toolkit provides simple, easy to remember rules for all types of communication, as well as sample letters and phone messages. 

• By email: A few key tips include using a clear subject line, making sure that you identify yourself as a constituent and providing strong facts and data. And don’t forget to make it personal—the congressional office should understand that you yourself are harmed (or benefitted) by the policy in question.
• By phone: The advice for phone calls is similar—make sure you identify yourself as a constituent and a manufacturer, and that you have a clear request for the congressional staffer answering your call. Personal details matter in this format as well.

Lastly, consider attending a town hall or other event hosted by your members of Congress, where you can also voice your opinions and connect with their offices. 

Facility visits: Another way to make an impact on your representatives is to invite them over to your place. Hosting a facility tour can seem daunting or complicated, but the NAM’s toolkit breaks it down into eight easy steps. This collection of advice from the experts includes the following:

• How to create a guest list, send invitations and coordinate with congressional office staff
• How to prepare for media participation and craft a CEO message
• How to organize the tour itself, from preparing the premises to greeting the lawmaker to providing safety equipment and more
• How to show the visitors around while dropping key talking points into the conversation

That’s only a snapshot of this helpful toolkit, which includes many hints that you may not ever have considered—such as designating a notetaker to join the tour and keep a record of it.

Become an ambassador: If you are interested in making advocacy one of your missions, consider becoming an NAM Ambassador. Ambassadors share their stories with the media and policymakers, take public positions on key manufacturing issues, publish op-eds, host elected officials at their facilities and much more. 

Check it out: Explore the whole toolkit and learn how you can become an effective public advocate for your company, your industry and the American economy. 

Ever wondered how best to contact your members of Congress? Or invite them on a tour of your facility? The NAM’s advocacy division, which helps manufacturers express their priorities to D.C. decision-makers, recently released a new and important resource: a suite of toolkits for different advocacy activities, including facility tours and more.

Congressional contact: There is an art to contacting Congress, as the NAM’s advocacy team will tell you. Their “Engaging Congress” toolkit provides simple, easy to remember rules for all types of communication, as well as sample letters and phone messages.

• By email: A few key tips include using a clear subject line, making sure that you identify yourself as a constituent and providing strong facts and data. And don’t forget to make it personal—the congressional office should understand that you yourself are harmed (or benefitted) by the policy in question.
• By phone: The advice for phone calls is similar—make sure you identify yourself as a constituent and a manufacturer, and that you have a clear request for the congressional staffer answering your call. Personal details matter in this format as well.

Lastly, consider attending town halls or other events hosted by your members of Congress, where you can also voice your opinions and connect with their offices.

Facility visits: Another way to make an impact on your representatives is to invite them over to your place. Hosting a facility tour can seem daunting or complicated, but the NAM’s toolkit breaks it down into eight easy steps. This collection of advice from the experts includes the following:

• How to create a guest list, send invitations and coordinate with congressional office staff
• How to prepare for media participation and craft a CEO message
• How to organize the tour itself, from preparing the premises to greeting the lawmaker to providing safety equipment and more
• How to show the visitors around while dropping key talking points into the conversation

That’s only a snapshot of this helpful toolkit, which includes many hints that you may not ever have considered—such as designating a notetaker to join the tour and keep a record of it.

Become an ambassador: If you are interested in making advocacy one of your missions, consider becoming an NAM Ambassador. Ambassadors share their stories with the media and policymakers, take public positions on key manufacturing issues, publish op-eds, host elected officials at their facilities and much more.

Check it out: Explore the whole toolkit and learn how you can become an effective public advocate for your company, your industry and the American economy.

Owing to Beijing’s “Covid Zero” policy, China’s economy may be facing slowed growth that mimics a recession, according to The Wall Street Journal (subscription).

What’s happening: “Millions of new graduates are struggling to find a job. Business confidence has fallen. Imports have plummeted, and nervous Chinese are socking away more savings.”

• Purchasing manager indices released last weekend by China’s government showed contractions in factory and service-sector activity for April, the second straight month of declines.
• Also dropping are cement production, smartphone shipments and intra-country sales of excavators.
• Youth unemployment is reported at 16%.

Beyond lockdowns: Fallout from the war in Ukraine has increased costs for Chinese businesses and led to less demand for China’s exports.

• Meanwhile, “[r]eal estate, a primary driver of the nation’s economy, went into free fall last year as developers buckled under heavy debts and home sales slumped.”

Why it matters: Long-term slowdowns in China are felt internationally.

• “China was projected to account for a quarter of global economic growth in the five years through 2026, according to data released by the International Monetary Fund last year.”

How to fix it: Loosened “Covid Zero” policies, which have hamstrung supply chains and kept consumers home, would be likely to jumpstart a partial recovery, according to the Journal.

• However, “Chinese officials are pledging to get the economy back on track, without abandoning their tough Covid-control policies. President Xi Jinping … has called for an all-out campaign to rev up growth through more infrastructure spending.”

As most of the world grapples with inflation, China is facing deflation that could push it into “an economic trap,” according to The Wall Street Journal (subscription).

What’s going on: “Prices charged by Chinese factories that make products ranging from steel to cement to chemicals have been falling for months. Consumer prices, meanwhile, have gone flat, with prices for certain goods—including sugar, eggs, clothes and household appliances—now falling on a month-over-month basis amid weak demand.”

• China’s economy is growing, but slowly, and the government recently announced a series of stimulus programs to help.

Parallels with Japan: While most economists see China avoiding a prolonged recession, some “see alarming parallels between China’s current predicament and the experience of Japan, which struggled for years with deflation and stagnant growth” in the 1990s, following collapses in stock market and real estate value.

• If Japan’s fate were to befall China, the latter would face another hurdle: the usual methods for combating these problems would be either unpopular or toothless “due to the country’s heavy debt load.”

​​​​​​​ A mixed bag: A long period of lower prices in China could help bring down inflation elsewhere in the global economy, including the U.S.

• But … “[a] deflationary spell in China would also likely mean weaker Chinese demand for food, energy and raw materials, which big chunks of the world rely on for export earnings.”

Effects of uncertainty: And the longer that prices fall and stay down, the more entrenched deflation becomes—making debts “harder to bear and profits and incomes fall. Companies shed workers to fatten shrinking margins.”
​​​​​​​

The Federal Reserve will likely raise interest rates again in the near future, Chairman Jerome Powell said Wednesday, according to The Wall Street Journal (subscription).

What’s going on: Powell said that because the Fed lifted rates so quickly last year, the effects haven’t been fully realized yet.

• “‘Policy hasn’t been restrictive for very long … so we believe there’s more restriction coming,’ Powell said during a panel discussion with other central bankers at the European Central Bank’s annual symposium in Sintra, Portugal.”
• Core inflation will probably not reach the Fed’s target of 2% until 2025, Powell added.

The background: While central banks throughout the world have increased interest rates quickly in the past year in an effort to control inflation, they “have been astonished so far at the resilience of their economies to higher borrowing costs.”

• Earlier this month, the European Central Bank raised its rates a quarter percentage point. Last week, the Bank of England raised its key interest rate by a relatively aggressive half percentage point, citing a resilient economy, tight labor market and large pay increases for workers.
• At its meeting earlier this month, the Fed left the benchmark federal-funds rate at 5% to 5.25%, following 10 consecutive rate increases at prior meetings.

What it means: “Slowing down rate increases, including by possibly raising rates at every other meeting, represents an ‘effort to get more information from the data to see how much restraint is really coming,’ [Powell] said.”

What’s next: Most central banks—including the Bank of England—will probably raise rates again in the near future, according to the Journal.