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Factory safety is not a theoretical issue for Gabe Glynn, CEO of the wearable tech firm MākuSafe.

This is a digest of news items focusing on how manufacturers are aiding the global response to the COVID-19 pandemic.

General Motors Co.’s quarterly profit plunged as the novel coronavirus (COVID-19) pared demand and caused the automaker to close factories.

Many job shops hold onto traditional, inexpensive tooling systems. ER collets and Weldon flats are tried and true; they work and are proven. At the same time, newer, advanced machining technology, such as multi-axis machines, may perform better when newer, advanced (and more expensive) toolholders are deployed.

Companies most likely to succeed in capitalizing on those opportunities will excel in digital transformation, among other things, according to the April 9 webinar “Market Impact of COVID-19: How to Respond, Reset, and Rebound,” by Aroop Zutshi and Mark Simoncelli of Frost & Sullivan Industry and Strategy Experts.

When weighing the choice of replaceable-tip mills and drills or solid-carbide tools, consider this succinct statement from one industry expert: carbide equals cost.

Micro components continue to shrink in size, demanding ever-greater precision and improved handling of parts with sub-micron-sized features. New approaches in micro machining technology include higher-precision systems from traditional micro machining developers, as well as techniques using additive manufacturing processes and semiconductor wafer-scale technology on the smallest of micro parts.

The challenges to manufacturing as it evolves into the 21st century are now familiar, and impact how metrology must contribute. Manufacturers face uncertain production volumes with roller-coaster demand, shorter production runs and faster product development cycles. Automation, while alluring as a way to reduce cost, needs to adjust.

Overall, there are two overriding customer needs: reducing cycle time and machine downtime. They want higher feed rates and depth of cut for greater metal removal.

To remain competitive in the fiercely contested North American automotive industry, the New United Motor Manufacturing Inc. (NUMMI, Fremont, CA) assembly plant, a joint venture between Toyota Motor Corp. (Aichi Prefecture, Japan) and General Motors Corp. (Detroit), has rededicated its efforts in lean manufacturing during the past few years by applying key tenets of the Toyota Production System (TPS).