Jill Jusko

1 week ago | industryweek.com | Robert Schoenberger |Anna Smith |Jill Jusko |Geert De Lombaerde

Making products and selling them is so 20th Century. It’s as backwards as manufacturing your goods in your own facilities instead of sourcing everything to sometimes-unreliable global supply chains. No, smart, modern companies know that as-a-service is where it’s at. Why own anything when you can shift all capital expenditures to operating line items?

3 weeks ago | industryweek.com | Jill Jusko

Welcome to IndustryWeek's ongoing salute to U.S. manufacturing companies that have achieved a celebratory age—100 years! In this gallery, we congratulate six manufacturers that reached the century mark in 2025 or before. It's a remarkable accomplishment and we applaud them all. We're looking foward to the next 100 years. Pictured above is a photo of a historical tractor provided by Caterpillar Inc., which turned 100 in 2025.

3 weeks ago | industryweek.com | Jill Jusko |Geert De Lombaerde |Anna Smith |Ryan Secard

With all of the recent talk about reshoring production to the United States, many companies have complained about not being able to find local suppliers, especially in certain high-tech industries dominated by companies from China. Thanks to more than a decade of state-sponsored investments, China controls much of the market for powerful batteries needed for electric vehicles, starting with the raw materials needed to produce them.

1 month ago | industryweek.com | Jill Jusko |Geert De Lombaerde |Anna Smith |Laura Putre

Editor’s note: Welcome to So That Happened, our editors’ takes on things going on in the manufacturing world that deserve some extra attention. This will appear regularly in the Member’s Only section of the site. Guess who is celebrating a centennial in 2025? It's Caterpillar Inc., which officially turns 100 on April 15.

1 month ago | industryweek.com | Jill Jusko

Blakney adds, “You’re moving the ball; you’re making improvements.” What was lacking “was getting things to stick.” One particular downside of this lack of stickiness: “If you got a really good person into [a] plant, they would drive really good, lean processes, but then when that person left, there was no bench strength to keep that up.” About two years ago, the company began discussions about the desire for a more formalized, systematic approach to operational excellence and business...