Cutler developed the PR Advantage Affinity program for manufacturing associations' members. TR Cutler suggested that, "Due to our leadership role in the manufacturing public relations arena, we have decided to introduce a program that will allow manufacturing associations to offer their members deeply discounted PR services starting in September 2005. There is no cost for the manufacturing associations to participate in the program and offer these deeply discounted PR services to their members."

According to Dean Schmidt, Vice President of the Affinity Program for TR Cutler, Inc., "We had to find a way for manufacturers to rapidly experience ROI from China Nylon Thread Manufacturers an aggressive PR campaign. 45 press releases in 90 days generates extraordinary traffic to manufacturers' websites and optimizes search engine rankings." Schmidt acknowledged that new website traffic from potential customers often helps to quickly identify missing "call-to-action" messages and results in revised or updated websites.

In early Q3, Cutler conducted the largest North American manufacturer survey about anticipated marketing budgets in 2006. Statistically significant findings indicated that nearly two-thirds (64%) of the manufacturers surveyed anticipate a dramatic increase in PR budgets of 50% above 2005 levels; travel, print advertising, tradeshow exhibiting, and direct mail each revealed a 30% decrease in 2006 marketing versus 2005.

Schmidt also noted, "With almost nine out of ten manufacturers employing less than fifty employees, tight margins, global competitiveness, and enticing spending alternatives, PR is often relegated to the "back burner."

Manufacturer neglect, prompted the development and launch of the intensive Manufacturing PR Media Blitz' program, a 90—day program allowing even very small manufacturers to tiptoe into the public relations arena driving quantifiable and measurable impacts.

"Manufacturers spent the past fifteen years becoming lean, efficient, and highly competitive while completely ignoring their marketing and public relations efforts," according to Thomas R. Cutler, the nation's leading manufacturing journalist and CEO of TR Cutler, Inc. (trcutlerinc) based in Ft. Lauderdale, Florida.

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Harry Major Machine & Tool Co. (HMM), Clinton Township, MI, an automation and washer manufacturer and maker of conveyor equipment, extensively researched better ways to Nylon Thread Manufacturers bring its products to the marketplace, mainly for automotive and Tier One suppliers, including metalforming companies. To that end, the company recently implemented ETO enterprise-resource-planning software from Encompix, Cincinnati, OH, and is beginning to see substantial internal process improvements related to the implementation, according to Bill Jurek, HMM materials manager. "This ETO ERP system has assisted in analyzing in detail the material costs, schedules and releases to the floor," he says. That has allowed the company to build products on time and to the budgeted requirements, bringing improved timing on deliveries to customers.

To win business, ETO metalforming manufacturers must provide accurate estimates and quotations to a demanding customer base. Often, payment for a project is only received after it is installed and operating on a customer's site. Following the sale, these firms must provide warranty tracking and aftermarket services, including the sale of spare parts, which may constitute a significant share of the company's business. The institute (etoinstitute.org) provides resources, discussion boards and tools to assist ETO metalforming companies in overcoming their unique challenges. Challenges faced by Engineer-to-Order (ETO) and project-based metalforming manufacturers that cannot be resolved by traditional manufacturing systems are profiled in the October issue of Metalforming Magazine (metalformingmagazine).

Designing and building complex products to exact customer specifications frequently involve long lead times and heavy engineering content. Quantifiable results for a metalforming conveying manufacturer such as HMM, following an ETO ERP system implementation, should include reduction in costs by 30 percent; increase in margin by 10 to 25 percent; 100-percent revenue growth with little additional indirect cost; improved change control resulting in $250,000 in additional revenue; reduced delivery cycle times by 40 percent; greater visibility and control over project costs; reduced costs in one department by 50 percent; reduced accounting month-end closing time; and elimination of non-value-added activities resulting in savings of more than $100,000 annually.

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