The good folks at Kiplinger are primarily in the business of forecasting — both in the near and long term. A few current facts, of course, are mixed in.

Here are a few of their recent postings regarding technology. I would categorize them as ones that make you stop and say, Wow!:

•  Electronics now make up 40% of the cost of automobile materials, up from 15% in 2005. The average car is run by 40 microprocessors and 40 million lines of digital code

• New cars and trucks cost less in real terms than in 1995. Prices for housing, food, energy, etc. have increased by more than 50% over a similar time period

• Look for much faster smart phones by 2014 when wireless technology will let phones receive and send data at least five times as fast as today’s models

• Computer speeds will leap too as electronic processors will be replaced by chips that  use light waves. The chips will be able to crunch data far faster than the current sending and receiving of slower electrons. 

On the last item, Kiplinger predicts commercialization around the year 2020. But don’t worry; there will be plenty more technology advancements between now and then.

Walkerton Tool & Die began 50 years ago, when Harold Rizek started the business in his mother’s garage, performing second-hand drilling and tapping operations for Caterpillar. Now, his son Scott runs the company, although Harold remains a key part of the daily operation.

"He’s still day-to-day; he’s 76, and still here every day at 7 a.m. doing what he needs to do," Scott says of his father. "Just seeing what he can do at that age is great motivation, even for me. It doesn’t surprise me the company’s been going for 50 years because of the great work ethic he instills – and all the guys do, really."

Caterpillar remains the company’s largest customer – and all of its customers reside in the Midwest. While providing parts to Caterpillar has remained a constant part of the company’s business, Scott explains the industry has changed over the years.

"Back in the 1960’s, tool fixturing and dies were where the money was," he says. " Today, we really don’t do tool and die work or fixtures, it’s mostly short-run to high-production machining. You went from the highly skilled die makers and tool makers (to more tech-based production), but the technology is leaps and bounds ahead."

He adds that the economic decline in recent years caused the company to change how it operated.

"With the downturn, we saw volumes go down," Scott relays. "So we had to get more efficient. We moved machines into cells so one machinist runs two machines… and we invest in new equipment with faster machining times to help productivity. We were coping with lower volumes, but getting more economical to still turn a profit."

In the future, Walkerton Tool & Die will likely further diversify its capabilities to meet customer needs.

"Over the years, my father built the company to where we don’t specialize in one size of part," Scott offers.  "We can run little parts off of bar feed lathe and we can go up to seven feet long; we’ve machined some big axels for bulldozers. So we want to keep diversifying our machine capabilities as far as sizes, and that will help us in the long run."

He adds that many patrons who come into the shop are surprised by how much activity goes on in the 17,000 square foot building.

"One thing people always tell me, whether it’s a customer, a salesman, or a new guy coming in, is that our shop isn’t super huge but when you get in here, everything’s organized, it’s a clean shop and it’s a lot of technology," Scott notes. "Everything’s compact in here and it makes us more efficient as far as moving parts from machine to machine. A lot of people say they’ve driven by here for years and can’t believe what it’s like inside."

All told, Scott looks forward to 50 more years of productivity from the Walkerton business, which remains a point of stability in an industry and economic climate that are sometimes precarious.  

"In this trade, if you’re in business 50 years, you must be doing something right because it’s tough to stay in business nowadays," he concludes.

What’s going on in the venture capital world and where does Indiana rank compared to other states? We’ll let the experts provide the analysis (below). As far as Indiana’s status, the 14 deals in 2011 (ranking 26th among the states) were similar to previous years; the nearly $178 million invested (20th ranking), however, exceeded recent trends. In other words, we had bigger deals in 2011.

The State Science &Technology Institute offers the following on a national level:

U.S. venture capital activity continued to rebound in 2011, with total investment dollars reaching levels similar to venture capital activity before the late-2008 drop, according to the latest data from the National Venture Capital Association (NVCA) and PricewaterhouseCoopers (PWC) Moneytree survey. Venture capitalists invested $28.4 billion last year in the U.S., up 30.3 percent over 2010. The NVCA/PWC announcement ranks 2011 the third highest year for investment in the past decade. Venture deals, however, grew by only 12.1 percent, stemming from higher valuations and continued support for portfolio companies.

Early stage investment activity grew substantially last year, while seed stage investment declined. VCs invested $8.3 billion in 1,414 early stage companies, an increase of 47 percent in terms of dollars and a 16 percent increase in deals over the previous year. Early stage investments represented about 29 percent of all venture dollars and 38 percent of deals, a modest increase over 2010. Seed stage investments, however, declined by 48 percent in terms of dollars to $919 million. Seed stage deals remained steady at 396. These numbers indicate that even though the overall trend in 2011 suggest a preference for larger deals, seed stage deals experienced a decline in average size.

Most states shared in the increase in venture activity last year. Among 2010′s top ten states for venture dollars, only North Carolina and Washington had decreases in activity in 2011. The decline caused North Carolina to drop out of the top ten for the year, replaced by Virginia where venture dollars increased by 61.8 percent to $607.6 million. California, which was the recipient of 51 percent of all venture dollars last year, experienced a 32.1 percent increase in investment.

View SSTI charts on dollars invested and deals.

I’m wrapping up the finishing touches on a March/April BizVoice article on logistics initiatives in Indiana, and it highlights the new Logistics Training and Education Center in Plainfield. Inside INdiana Business interviewed Vincennes University President Dick Helton about the development. See the video here:

Vincennes University is dedicating a new Logistics Training and Education Center today in Plainfield. The launch of the facility has been aided by a $500,000 grant from the town. In an interview to air this weekend on Inside INdiana Business Television, VU President Dick Helton talks about the role the center is playing in helping train the state’s logistics workforce.

I recently posted a blog mentioning some of the good things McDonald’s was doing on social media. Today comes a cautionary tale from the fast food giant about Twitter hashtags. The Huffington Post reports (or whatever you call it when an aggregate news site reposts stuff):

From there, the #McDStories hashtag was born, but probably not in the way McDonald’s was hoping. Negative tweets about the fast food giant began to proliferate, prompting the New York Observer to remark that "some stories are better left untold." Tweets ranged from tweeting about being high while eating McDonald’s to throwing up the food.

While the hashtag grew steam, McDonald’s also had a back and forth with PETA on Twitter, in which McDonald’s tried to correct some of PETA’s allegations about using mechanically separated white meat.

This isn’t the first time that a fast food company has lost control of its hashtag, points out MainStreet.com. Perhaps even worse than #McDStories was Wendy’s hashtag of last year, #HeresTheBeef.

In a column for Inside INdiana Business, Larry Gigerich of Ginovus lays out the case for right-to-work in plain English.

1. Percentage Growth in Non-Farm Private Sector Employees (1995-2005)
a. Right to Work States: 12.9%
b. Non-right to Work States: 6.0%

2. Average Poverty Rate-Adjusted for Cost of Living (2002-2004)
a. Right to Work States: 8.5%
b. Non-right to Work States: 10.1%

3. Percentage Growth in Patents Annually Granted (1995-2005)
a. Right to Work States: 33.0%
b. Non-right to Work States: 11.0%

4. Percentage Growth in Real Personal Income (1995-2005)
a. Right to Work States: 26.0%
b. Non-right to Work States: 19.0%

5. Percentage Growth in Number of People Covered by Employment Based Private Health Insurance (1995-2005):
a. Right to Work States: 8.5%
b. Non-right to Work States: 0.7%

As noted above, right to work states create more private sector jobs, enjoy lower poverty rates, experience more technology development, realize more personal income growth, and increase the number of people covered by employment-based private health insurance. These facts provide public policy thought leaders with compelling information regarding the importance of being a right to work state. Many of the states that are faring most poorly in terms of unemployment rates and economic growth are non-right to work states. Most assuredly, this is not the only reason, but it is an important contributor to these states’ struggles. It is important for state-level policy makers to remove any barriers to economic growth in their state. A non-right to work state changing to a right to work state is an excellent example of how leaders can improve a state’s outlook. Elected officials in non-right to work states should seriously examine this issue and consider the potential benefits to their citizens.

With recognizable company names from Warsaw to Bloomington and spots in between, most people probably realize that Indiana is a player in the medical devices industry. A new study, though, reveals we might be a bigger player than many realized.

From Hearts to Hips: Indiana’s Leadership in Life Sciences was recently released by BioCrossroads. High economic output, exports and employee wages well above the state average are all part of the mix.

The medical devices industry is one of Indiana’s most valuable economic assets employing over 20,000 people and generating more than $10 billion of annual economic output. Today, the medical devices sector accounts for more than 40 percent of the jobs in the state’s life sciences industry, placing Indiana as the fifth largest state in percentage of medical technology industry employment.

And in 2010, Indiana’s medical device companies manufactured more than $2 billion worth of exports, or approximately $100,000 per employee. The industry provides high-paying jobs with the average employee earning $60,000 annually, more than 56 percent higher than the state’s average private sector worker.

“From small towns to larger cities, the economic impact of the medical devices industry is significant and is well-distributed throughout the state,” said David Johnson, president and CEO of BioCrossroads. Major companies such as Biomet, Boston Scientific, Cook Medical, DePuy, Medtronic, Roche Diagnostics and Zimmer are either headquartered or maintain major operations within the state and develop a wide variety of medical devices for from cardiovascular to urological to diagnostics and orthopedics.

“This report is proof that Indiana’s medical devices sector is robust and resides on a solid foundation that positions us well for future growth,” added Johnson. “There are still many external factors like the economic, regulatory and health care reform environment that pose real challenges for this industry.”

The report delves into external challenges the industry faces today. In addition to the current economic conditions that have lowered the demand for some medical devices, the industry faces even bigger challenges to overcome in the next decade including:

• A rapidly changing health care market

• Tax policies that discourage innovation

• Increasing regulatory uncertainty

• A shift to overseas production and expansion to overseas markets

• Technological changes requiring more worker education

• Increasingly competitive global market.