After opening remarks from Juan Perez, UPS’s chief information and engineering officer, the talks in Session 1 …
Why protectionism isn’t a good deal. We’ve heard a lot of rhetoric lately suggesting that importers, like the US, are losing valuable manufacturing jobs to exporters like China, Mexico and Vietnam. In reality, those manufacturing jobs haven’t disappeared for the reasons you may think, says border and logistics specialist Augie Picado. Automation, not offshoring, is really to blame, he says; in fact, of the 5.7 million manufacturing jobs lost in the US between 2000 and 2010, 87 percent of them were lost to automation. If that trend continues, it means that future protectionist policies would save 1 in 10 manufacturing jobs, at best — but, more likely, they’d lead to tariffs and trade wars. And with the nature of modern manufacturing inexorably trending toward shared production, in which individual products are manufactured using materials produced in many different countries, protectionist policies make even less sense. Shared production allows us to manufacture higher-quality products at prices we can afford, but it’s impossible without efficient cross-border movement of materials and products. As Picado asks: “Does it make more sense to drive up prices to the point where we can’t afford basic goods, for the sake of protecting a job that might be eliminated by automation in a few years anyway?”
Planning happiness. City planners are already busy designing futures full of bike paths and LED-certified buildings. But are they designing for our happiness? It’s hard to define, and even harder to plan for, but urban planner Thomas Madrecki has a simple solution: Ask the public. “Our quality of life improves most when we feel engaged and empowered,” he explains, and one of the best ways planners can do this is by making public participation a priority. He calls for an “overhaul of the planning process” through public engagement, clear communication, and meetings the public actually want to attend. It’s not enough for urban planners to be trained in zoning regulations, data methods and planning history — they need to be trained in people, says Madrecki. After all, happiness and health are not engineering problems; they’re people problems.
Innovators don’t see different things; they see things differently. As a Colonel in the Air Force Reserve and an MD-11 Captain at UPS, Jeff Kozak thinks a lot about fuel, and for good reason. For his airline, fuel is by far the largest expense, at over $1.3 billion a year. Kozak tells the story of a counterintuitive idea he had to optimize fuel efficiency and cut carbon emissions by focusing on finding the exact amount of fuel needed for each plane to get to each leg of its journey. Initially met with resistance by an industry that believed more fuel was always better, the plan worked — after just ten days the airline saved $500,000 and eliminated 1,300 tons of CO2 emissions. “Let’s all continue to strive to see things differently and stay open to ideas that go against conventional thinking,” Kozak says. “Despite the resistance this type of thinking can often bring, embracing the counterintuitive can make all the difference.”
Author: Brian Greene
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