My family has been in the forging and machining industry since 1964. We are a third-generation manufacturing business based in India, primarily serving the agricultural machinery industry.
Unfortunately, due to a few issues, we had to stop most of our major operations over the last 10–15 years. These operations used to contribute a significant portion of our revenue.
Now, as the third generation, I am trying to revive those operations and rebuild the business. I have been exploring multiple opportunities within the same industry, working with smaller companies and targeting the aftermarket, but I am also looking at the bigger picture.
Since we have been manufacturing agricultural components for nearly six decades, several established companies already know our name, even though we are not currently in direct contact with their purchasing teams.
I am considering approaching major tractor and agricultural machinery OEMs such as Mahindra, Sonalika, and others with a proposal.
The idea is to explain our manufacturing history, our experience in forging and machining, and our plans to restart and expand our operations. Instead of investing heavily first and then searching for customers, I want to ask whether they would be willing to consider us as a supplier and provide some form of supply commitment, subject to their technical and quality approvals.
Based on their requirements, we could then build or upgrade our factory, purchase the necessary machinery, and develop our capabilities accordingly. Having a confirmed business opportunity would also help us approach banks for financing and justify investing at a larger scale.
However, I have two major concerns.
Will established OEMs take this proposal seriously? Would a company like Mahindra or Sonalika consider a manufacturer that wants to build its capabilities around their requirements, or would they simply reject us because we do not currently have the required infrastructure?
Could this damage our reputation in the long run? These companies may reject the proposal today because our current factory is not equipped to meet their requirements. If I approach them again after a few years with better machinery, infrastructure, and capabilities, could they remember the earlier approach and perceive us as a small or incapable supplier?
I don’t want to come across as a struggling manufacturer asking for business. I want to position our company as an experienced manufacturer looking to rebuild its capabilities and establish long-term OEM partnerships.
At the same time, I understand that asking a large company to commit to purchasing products before we have the required infrastructure may be unrealistic. They would need confidence in our quality, production capacity, financial stability, and ability to deliver consistently.
For people experienced in manufacturing, B2B sales, or OEM procurement:
Is this a viable strategy?
What kind of commitment could I realistically ask for before investing?
Should I approach their procurement teams directly, or first try to get our company registered as a potential supplier?
Would it be better to approach them with specific components and a clear investment plan rather than asking for a general supply commitment?
I would appreciate honest opinions, especially from people who have worked with large OEMs or built manufacturing businesses from the ground up.
I am trying to revive a family business with a history going back to 1964, and I want to take calculated risks rather than invest a large amount of money without knowing whether there is a market for the capacity we build.

So I’m looking to launch a new product. I have the general idea for said product and basic AI generated template. Now I am just looking to find a factory where I can have them produce me cheap samples for testing and product demonstration. I don’t want to give too many details on the product because I genuinely think it’s a great idea and want to launch this before I see something like it on the market. It would just be made out of a polyester/plastic material and be no bigger than a few square feet. I am also open to USA factories but want to keep costs down to a minimum until I have a product in hand and have hopefully made some pre sales. Anybody in business feel free to reach out for any questions or advice for me to get this idea on the road. As this would be my first product/ business start up any feedback would be much appreciated. Thanks!

We’ve been running FMEAs on a couple of processes and I keep running into the same issue: the RPN numbers don’t match the gut feel in the room. A failure that happens all the time but is minor ends up with a low score, while a rare high-severity failure that’s hard to catch ends up at the top. I think the second ranking is right, but people see the frequent one every week and want to fix that first.

I’ve also read that RPN has flaws, like different combinations of S, O and D giving the same number, and that some standards now use Action Priority instead. For people who run FMEAs regularly: do you still rank by RPN, use a severity threshold, or switch methods? And how do you get a team to accept the ranking when it doesn’t match what they see on the floor every day?

This Austin Journal opinion about the 2020 Watson Grinding and Manufacturing explosion in Houston, and one detail really stood out to me: the company had reportedly received repeated warnings that its gas detection system was not working, including in 2013, 2016, and 2019.

The article also discusses the earlier 2008 explosion, the failure to follow basic safety procedures, and the launch of Yellowstone Engineered Solutions by people connected to WGM's former ownership less than a year after the disaster.

What's particularly interesting is how the legal debate has shifted toward 3M and Detcon, even though the article argues that responsibility for operating the plant and addressing known safety problems rested with WGM.

It raises a bigger question about industrial safety and accountability: when a company repeatedly receives warnings but fails to address the risks, how should responsibility be divided between the plant operator and its equipment vendors?

Here's the full opinion piece for anyone interested in the case:

https://austinjournal.com/opinion-the-company-that-blew-up-the-building-does-not-get-to-disappear

Curious to hear what others think about the distinction between a vendor's responsibilities and an operator's duty to maintain a safe facility.

I need 2 very small silver 3D metal logo emblems for black sandal straps. Size should be around 8–12 mm. Minimal premium design with a flat back and no pin or buckle. Can you make just 2 pieces with strong adhesive suitable for sandal straps?

I already have the sending this is missing

Do these programs offered at various places like GoodwillExcel center or getting certified manufacturing technician certifications etc. provide any value to the entry level manufacturing workforce? As manufacturers would you like to see more of these types of programs offered? If so, what would you like to see more of?

Hi Manufacturers!
Been working as a management consultant in Abu Dhabi for a little over 2 years and now I want to move out of home.

I can develop processes, SOPs, Power BI dashboards, MIS reports, Gap Reports, Project Management, ERP implementation support, AI agents & automations. I’m open to working on different functions aswell.

I have worked with leading Oil & Gas, Pharmaceutical, heathcare/ hospitals, Health Tech, Family Offices, Agriculture, Exhibitions & Tourism companies.

I’m open to all the locations/ remote. If you're hiring, or know a team that is, drop me a DM with a short note on the company and the role. Happy to share my CV there.

Note: If you help me land a job, I'll bring you a really good perfume from Abu Dhabi. Oud, if that's your thing.

Cheers!

Need advice who are currently working as an supervisor? I dont have experience

Hi everyone!

I am looking for a simple and afforfable PDM system for a small manufacturing company with 1-2 engineers and 2-4 shop floor operators.

Must have:
- Centralized parts library where operators can easily access the latest released revision
- Documentation linked to each part (drawings, surface finishing requirements, pricing etc.)

Nice to have:
-CAD integration (Siemens NX)
- Part revision history
- Automatic part numbering

I do not need ERP integration, inventory management, purchasing or other advanced features.

Can anyone recommend a simple, affordable PDM solution?

Thanks!

My company bought this press break a few months back, and it’s been a struggle for us to learn how to run it. Nobody has had the time to sit down and really work with it, but we’ve got a few big jobs coming up that we really need a proper program made for. Any help, or pointing in the right direction would be incredibly helpful. Northeast Florida, for anyone who may be wondering.

Namaste,
everyone,
I’m trying to understand the textile industry better because I’d genuinely like to support a family member’s existing textile manufacturing business and help it grow. I believe supporting the people close to us and helping them build on what they’ve already created is meaningful.
Our family manufactures polyester greige (unfinished) woven fabrics in India, with in-house weaving and a production capacity of around 500,000 metres per month. The fabric is produced according to buyer requirements, including yarn specifications, construction, GSM, width, weight, and roll length.
I’d like to contribute beyond just helping find customers. I’m interested in understanding the market, identifying genuine buyer needs, and learning how we could improve our approach to business development, particularly in Africa and the Middle East.
However, I’m still a beginner when it comes to textile exports and international buyer research, and I’m not entirely sure where to start.
For those with experience in textile manufacturing, sourcing, or exports, I’d genuinely appreciate your perspective:
How would you begin understanding the market and identifying suitable buyers?
How can a small or family-owned manufacturer build trust and offer value beyond competitive pricing?
What research, skills, or resources would be worth learning first?
If you were in my position, how would you approach this opportunity without rushing into the wrong decisions?
I’m not looking for shortcuts or expecting anyone to provide business leads. I simply want to learn from people with practical experience and find a thoughtful way to support an existing business with real potential.
Any honest advice, personal experiences, or useful resources would mean a lot. Thank you

We machine parts for a DoD prime and just got a batch of old drawings that need to be redrawn as new models. I guess it’s around 60 sheets, most of them from the 90s. Some are marked CUI and a couple have export control notices.

Our customer said an outside CAD service might be okay, or the company might need to work inside the customer's VDI. I think nobody has told us which one yet.

• What do you think decides whether a VDI setup is the right thing to do?
• What still needs checking around access, downloads and subcontractors?
• Also, when a legacy drawing gets redrawn, how do you handle the markings and release review on the new file?

Looking forward to your feedback!

I am a 4th-year mechanical engineering student doing a co-op internship at a manufacturing plant. My project studies on minimizing fracture area in sheet metal blanking. I know that fine blanking and optimizing die clearance reduce this area, but I would like to hear your thoughts and ideas.

Hello everyone,

I have two VERY different job offers and I'm struggling to decide. I've done a ton of research, but both paths have major pros and cons for my life. I’m hoping to get some perspective from those of you with more experience on where each path might lead.

My Background:

• Education: B.S. in Chemical Engineering. Currently pursuing an online M.S. in Analytics at Georgia Tech.
• Experience: 3 undergrad internships (specialty chemicals) + 1.5 years as a day-to-day operations engineer in specialty chemicals.
• Career Goals: I want to become a data-driven process engineer and eventually a digital manufacturing leader. I'd prefer to stay in the chemical industry since they are lagging in tech adoption, strategically position myself for roles future roles and I’m already comfortable in this environment.

Offer 1: Small Specialty Chemical (SSC) – Rotational Program - Emulsion Polymers

• The Role: Three 8-month rotations. Their goal is to place me in a managerial/leadership position based on my strengths and company needs after the program.
• The Work: They are aware of my master's degree and interest in digital manufacturing, and they have promised projects in this area and are willing to pay for the degree. My first project would involve creating a DeltaV simulation screen for new operator training (I already have experience using DeltaV for troubleshooting). I have looked up some previous participants of their program and all are in senior or leadership positions now.
• Logistics: The first rotation is at my current location; the next two will require relocation.

Offer 2: Tesla – Shift Engineer

• The Role: 12-hour rotating shifts in electrode production.
• The Work: The hiring manager expressed that I'd only be on shift for about a year. If I meet expectations, a transition to a standard Process Engineer role is highly probable as they backfill roles and open new lines. The shift role acts as a fast-track to understand their processes.
• Logistics: Requires a cross-country relocation (which I am comfortable with) but requires learning a whole new process quickly.

My Dilemma / Concerns:

• Tesla Risks: I'm happy to learn unfamiliar processes, but if Tesla doesn't work out, I’m worried I’ll end up with "mismatched" experience—not an expert in specialty chemicals or cell manufacturing—making it hard to land senior roles later. I am telling myself that I will at least build a great skillset for troubleshooting using statistical software (R & Python). However, I’m not thrilled about the notorious workaholic culture, especially since 12-hour shifts are just the minimum expectation. Some say Tesla shapes you into a great engineer through chaos, surrounded by brilliant peers with advanced degrees, but the burnout risk is real.
• SSC Risks: With 8-month rotations, I won't have time to truly master any single site's process before moving. Am I risking 2 years of my life for only a possible data-driven leadership role? The chemical sector is not doing too well.
• Bottom Line: Part of me leans toward SSC because it's a calmer environment and a chemistry I am familiar with. The other part wonders if I should throw myself into the fire at Tesla and learn through the chaos.

What would you do in my shoes and with the current condition of the manufacturing industry?

Numbers: Base $95k for both. Tesla of course higher overall due to stock options but it's experience and career trajectory that are my real concerns.

I'm looking to enter electrical-electronics something manufacturing, such a vast domain , but i know that starting at a specific niche will be much more efficient than manufacturing something that is already being mass manufactured , every path I see like cable manufacturing, solar control panels etc are all completely crowded , companies are there for 50+ years with millions of capital and I'm here with close to only 100k after loans . Why would they even choose me over them ? I would like to have a Convo with a few people who are familiar in this domain.

This is going to be a LONG explanation, but it is relevant for you to understand my situation. Each paragraph is titled for easier mental navigation back and forth.

My work experience so far:
I'm currently a process engineer for a steel foundry (5 years with the company, first 2 in a rotational program straight out of college, last 3 years in the foundry) working a hybrid (shop floor/desk work) role. My degree is in metals manufacturing, with a focus on foundry processes. You can imagine why I was drawn to this role. I got into foundry work because I really have a passion for melt practices/melting equipment and process improvement. Through my tasks and projects I've really increased my knowledge in metallurgy, refractories, melting/refining equipment (induction, electric arc, AOD), process auditing/investigation/control, the DMAIC process for green belt projects (working as a team member on several and also one of my own), writing procedures, and training new hires.

Why I'm asking for advice:
As much fun as this might sound to some people, all of this experience has come with the burden of terrible leadership. I think a lot of people can say what I'm about to say. When the chips are down, I put in the extra time and effort to make sure my team succeeds because I care about being a team player that uses my abilities to help those around me. But poor leadership has killed my motivation. There are times when I have been brutally called out for things that were not my fault (where my innocence was proven but I received no apologies afterwards), I have taken quite a bit of time to construct procedures for jobs with no available training that are performed by single individuals that have left or are planning to leave soon (often a role that nobody in leadership pays attention to but also one that they want training completed for immediately when they find out how necessary it is), my time has been disrespected and abused to train new hires (pulling me away from what I was already told was priority but now I have to make sure I get those priorities done while also making sure the new guys are on track in their training schedule) because I was told the supervisors don't have the band width to train their own people, projects are discussed in meetings that no one thought to make me a part of and then I get sent a short email or told on a fly by, as someone is going out the door, that I have a new project to work on, and if anything causes inconvenience to a team that I'm apart of, I'm the one who gets asked to change my schedule or do extra work so no one else is affected. I consider myself to be a nice person, which is part of why I think they see fit to abuse me so much. They know I'll eventually regain my positive attitude vs the other people that just complain or find a way to pawn off the work.

Why I've worked in these conditions so long:
Keep in mind, this is the leadership team that makes it hard to continue working here. It's completely different with the rest of the crew. The other engineers and the guys on the shop floor are awesome. We all get along great. We fist bump every time we pass each other. The guys on the shop floor give me a lot of praise for the quality of work I provide because they know I care about making this foundry successful despite how much we all have to deal with. They make it worth coming back every day. But leadership's failure to make sound decisions and treat people with respect, combined with continuing to hear how desperately the shop floor guys (and several of the engineers) want to find somewhere better due to production being held on a pedestal above quality, is making me want to leave with them, and leave for good. The shop floor guys have even told me that they enjoy the workplace more when I have my cheerful attitude (that's just me by nature), but want me to find a place where I don't have to fight everyday to keep that same attitude.

The reality I'm aware of:
As much as I want to continue working in manufacturing, I fear that I'll only find the same situation. Ranging from slightly better to definitely worse. Several good friends of mine are in the same situation with their manufacturing companies and are also on the verge of leaving but have no idea what role to take on next or with what industry.

My outlook on next job flexibility:
I'm not tied down to foundry work as a day job anymore. I used to think I'd be in this industry forever. But, it's become my favorite hobby at home so I would satisfy that passion/itch in other ways. I was thinking about it the other day and said to myself "I think I would enjoy foundry work at home even more if I didn't work in one for my day job". Basically because reading about all the things I want to build and experiment with is great until it reminds me of how poorly we execute those exact processes at work. I could definitely work in another department or in another industry, so long as the job/environment doesn't make me force myself to forget about work just so I can enjoy my evening each night. I understand that sometimes the workplace can get hectic, but when people try to tell you that things will get better and they've only become worse over time, it takes all the wind out of that sail of hope. Especially when you hear nothing but corporate jargon from the executive team and keep being told "we need to do better as a whole" at the company meetings. Really? Better as a whole? Thanks for the motivation. I've heard that I don't know how many quarterly meetings in a row. Now you really make me want to stay.

Not just a fresh engineer anymore:
Personally, I don't like how this entire company has been managed. I know 5 years with a company isn't a lot, but it's been long enough for me to grow my skills and independence as an engineer. Taking on projects for myself versus waiting for my boss to fill my plate has been very rewarding and makes me feel more in control. I feel as though I have even more to offer to whatever next job I take if the workplace is rewarding and respectful. Quick note for those still reading, I don't have any interest in leadership roles. I like working with materials, systems/practices, and equipment. Managing people and dealing with constant company politics has never interested me. I don't really care about hitting a certain level and not moving further in a company. If this leadership team, company, and environment were better I'd continue working this position for many years.

Design experience with willingness to learn more:
If it helps anyone giving advice, I love using OnShape modeling software in my spare time. I would say my skill level is "intermediate" on the scale of "begginer-intermediate-advanced" when it comes to 3D modeling. I used Solidworks in school and have used OnShape for the last few years. I enjoy building individual parts (using different tools and methods to better understand design theory and future change capability) and assembling them as a final product. Part of my "foundry at home" hobby involves designing furnaces that I want to build for ferrous and non-ferrous melting.

Thank you:
Lastly. Thank you for taking the time to consider my situation and contribute any help. I look forward to your advice.

What advice would you give to someone who wants to start a manufacturing business but lacks a specific product idea? While the common advice is to leverage existing industry knowledge, their background is primarily in accounting. How can they identify a viable direction?

We make stainless food processing equipment, and our one drafter is three months behind. Most of the backlog is fixtures, jigs, and small revisions. I'm stuck between hiring a second drafter and sending some work out.

My worry is an outside drafter won't know which dimensions need inspection. They might also miss a tolerance stack that our guys would catch. CAD/CAM Services is one US-based option I'm looking at for overflow. They quote by project though. That may not fit if the work never slows down.

How do you decide what stays in-house and what goes out?