NZ Manufacturer May 2021

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May 2021



Green Hydrogen Production system for zero-emission refuelling.

scene for heavy engineering’s future.

Listen to uniquely Kiwi stories contributing to New Zealand’s future

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Women on a mission

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By Femi Perumbally, thinkstep-anz Every woman in engineering and manufacturing has her own unique experience to share. To understand the role and experiences of women working in this area, ways of moving forward, and the benefits of diverse workplaces, we talked to some of the best sources we have: our female engineers at thinkstep-anz.

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Nicole Sullivan, Gaya Gamage, and Vi Kie Soo are three engineers from varied backgrounds who are applying their knowledge and experience to further sustainability efforts in New Zealand and Australia with thinkstep-anz. Women in engineering have struggled with many issues over the years, from unsuitable working conditions and unfair compensation, to limited recognition for achievements, and unequal advancement opportunities. Jos Cunnen,Times7 Founder.

City growth plans leave NZ’s growing manufacturing sectors in the cold Hutt Valley Chamber of Commerce calls for better consideration of commercial and industrial growth as part of city regional spatial planning in the next 30 years.

Although women still face many of the same issues to a smaller degree, this is slowly changing over time, as mirrored by the experiences of our female employees. Nicole, Gaya, and Vi Kie have a combined experience in academia and industry, and in areas spanning civil, environmental, electrical, process, and chemical engineering. We look at their diverse experiences in occupying male-dominated careers and the sustainability glue connecting their narratives.

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She also understands the experience of being the only woman in a hard-hat, having been in such a situation many times and in many contexts.

Boasting over four times the number of scientists, researchers, and technologists, per capita, when compared to the rest of New Zealand, the Hutt Valley is an incubator for innovative hi tech start-ups and advanced manufacturing.

As many cities and regions throughout the country experience rapid growth, it is imperative the manufacturing and technology sector is seriously

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The Hutt Valley is one of the largest manufacturing and technology engine rooms in New Zealand. The region has earned its name as ‘Technology Valley’ for being a hi-tech, innovative, and creative thinking hub.

With a strong research and development community, motivated venture capital companies, a network of support agencies, including the Hutt Valley Chamber of Commerce, Crown Research Institutes and the city councils, the region has become a desirable place to run a business, particularly for owner-operators in the manufacturing and technology sector.

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Nicole Sullivan

Standing out in a sea of hard-hats Nicole joined thinkstep-anz in late 2020 as Head of Strategy and Impact, adding sustainability consulting to an already impressive list of roles. With a degree in Chemical Engineering and 18 years of process engineering experience, Nicole understands manufacturing at what she calls the ‘hard-hat level’.

Being the only woman among hundreds of people while working in environmental management on one of the biggest projects at BlueScope took this experience to another level. For Senior Sustainability Specialist Gaya, working with clients such as NZ Steel and Tasman Insulation in a male dominated client base has not led her to feel out of place as a woman. Gaya’s experience in academia is another story. Even equipped with a PhD in Civil and Environmental Engineering, there are many instances she recalls being treated differently — considered like a student by those with similar qualifications, having

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11 LEAD LEAD Women on a mission.

Get growth your carbon onNZ’s track. City plansdiet leave manufacturing sectors in the cold.

4 EDITORIAL 4 EDITORIAL When EMEX 2021 comes to town. Aspirational women share their journey. BUSINESS NEWS 6 NEWS 6 BUSINESS Manufacturing in the age of sustainability.

Nanofibre manufacturer rebrands on back of Is NZ’s Covid response world class? expansion. UKK’s CPTPP a win for exporters.

TECHNOLOGY 8 MANUFACTURING MANUFACTURING AFCryo unveils Green Hydrogen Production 8 System for zero-emissionTECHNOLOGY refuelling.

NZ Code can make manufacturing more PIC competitive. What’s ‘bullwhip andnew howground. can we Dewaltthe Design Assist effect’ breaking avoid crises like the global chip shortage?




10 8

ANALYSIS 10 THE CONVERSATION 10 Time for change.

Is Chief Executive of BusinessNZ, New Zealand’s largest business advocacy body. He has held a range of senior positions at Westpac and is a barrister and solicitor.

Ian Walsh

Ian is Managing Director of Intent Group, a master black belt improvement specialist and global lean practitioner. He is passionate about improving productivity and helping to create world class New Zealand businesses.

Hoop talks to NZ Manufacturer. Anatomy of a data-driven supply chain.

TECHNOLOGY 11 MANUFACTURING EMEX 2021 14 Oasis Engineering: Increasing productivity, competitive. Floor Plan more and Exhibitors. -15 becoming ANALYSIS 15 ANALYSIS 16 HERA sets the scene. Achieving carbon neutrality: One company’s Productivity growth has stalled since 2005 lessons learnt. (and isn’t about to improve soon).

Leeann Watson

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SMART MANUFACTURING MANUFACTURING 17 SMART 20 Australia launches lunar exploration mission. Digital transformation paving the way to

recovery in a post-pandemic world.recovery. Cutting edge tool for underwater Hi-Tech welder on track to join global defence Matrix 320 reader empowers traceability for industry. automation and logistics.

23 21 New interior separation for E4Q energy chain NEW PRODUCTS QUALITY CONTROL

22 25 25

NDC sensors control manufacturing at the reduces assembly time. fromt line. Rope Analysis at the heart of crane safety, reliability and service life. NEW PRODUCTS SwipedOn new tech products for the hybrid workplace. Structural bearings deliver extreme low-level friction The highperformance. cost of energy. Cost-effective and lubrication – free mounting DEVELOPMENTS of solar panels. More spaces for skilled andhighest-level critical workers’ AC Servo System provides safety. welcome. New role streamlines Royal Wolf container DEVELOPMENTS operation. Mint Innovation $20m women to buildto gold Engineering duo raises want more join biorefineries. their trade. HRS highlights steam injection forfood foodexports Emirates SkyCargo supports N Z’s sterilisation. during pandemic. Is automotive ready for hydrogen?

27 REAR VIEW management will unlock the REAR VIEW 28 Information digital revolution in manufacturing.

Climate Change Commission calls for decisive action.

Is the Chief Executive of the Canterbury Employers’ Chamber of Commerce (the Chamber).and is a strong voice for Canterbury business.

Lewis Woodward


15 19 22 25 24 28

Is Managing Director of Connection Technologies Ltd, Wellington and is passionate about industry supporting NZ based companies, which in turn builds local expertise and knowledge, and provides education and employment for future generations.

Brett O’Riley

EMA chief executive Brett O’Riley has a background in technology and economic development. Brett actually grew up with manufacturing, in the family business, Biggins & Co. He currently holds board roles with Wine Grenade and Dotterel Technologies and is also on the NZ Film Commission board.

PUBLISHER Media Hawke’s Bay Ltd,1/121 Russell Street North, Hastings, New Zealand 4122.

MANAGING EDITOR Doug Green T: +64 6 870 9029 E:

Aspirational women share their journey The Budget is for welfare and the virus.


What else can be said? Except that how

Holly Green, Femi Perumbally Rebecca Reed, George Harb Peter Martin, Chris Hood

can people receiving between $32 -$55 a week improve their lot when this extra

ADVERTISING Doug Green T: + 64 6 870 9029 E:

money will be eaten away by increasing costs?

DESIGN & PRODUCTION Kim Alves, KA Design T: + 64 6 870 8133 E:

Another way of putting more money into pockets would


commonly held concept well worth consideration.

Julian Goodbehere E:

In this issue of NZ Manufacturer, we lead (Page 1 ) with an

have been no tax on incomes up to $18,000 per annum. A

excellent article from Femi Perumbally of thinkstep-anz who


shares the story of three aspirational women in engineering

On-Line Publisher Media Hawke’s Bay Ltd

and manufacturing and their experiences in moving forward.


Also on Page 1 Hutt Valley Chamber of Commerce boasts one of the largest manufacturing and technology engine rooms

MEDIA HAWKES BAY LTD T: +64 6 870 4506 F: +64 6 878 8150 E: 1/121 Russell Street North, Hastings PO Box 1109, Hastings, NZ NZ Manufacturer ISSN 1179-4992

in the country. Hutt Valley is known as ‘Technology Valley’ for being a high-tech, innovative and creative thinking hub. The Chamber is calling for better consideration of commercial and industrial growth as part of city regional spatial planning in the next 30 years. This region has become a desirable place to run a business,

Vol.12 No. 4 MAY 2021

particularly for owner-operators in the manufacturing and technology sector.

Copyright: NZ Manufacturer is copyright and may not be reproduced in whole or in part without the written permission of the publisher. Neither editorial opinions expressed, nor facts stated in the advertisements, are necessarily agreed to by the editor or publisher of NZ Manufacturer and, whilst all efforts are made to ensure accuracy, no responsibility will be taken by the publishers for inaccurate information, or for any consequences of reliance on this information. NZ Manufacturer welcomes your contributions which may not necessarily be used because of the philosophy of the publication.


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As Helen Down, Chief Executive says,




spatial planning supports economic growth.”

Doug Green

Success Through Innovation


Company Profile

How do you remain globally competitive in today’s manufacturing environment?

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NZ Manufacturer May 2021


Business News Nanofibre manufacturer rebrands on back of expansion Leading New Zealand nanofibre manufacturer, Revolution Fibres, has rebranded to NanoLayr to reflect its transformation into a Deep Tech Manufacturer and a global leader in high-performance functional textiles. Founded in 2009, the Auckland-based company proved itself as a pioneer of advanced nanofibre technology using its proprietary sonic electrospinning process to manufacture nanofibre products, including filter media for N95 and N99 face masks and collagen skincare product ActivLayr. CEO Ray Connor says the change to NanoLayr sets a platform for future innovation and the continued manufacture of nanofibre solutions that provide a competitive edge for its customers as well as benefiting society. “An increasing number of industries are embracing what nanofibre can do to make products better and stronger, to maximise performance, and establish that competitive advantage. “NanoLayr’s proprietary sonic electrospinning technology can lead the world in the production of nanofibre. Our focus is to maximise the potential of our platform technology in a way that we can make a positive impact on the lives of as many people as possible.” The rebrand follows a 12-month period where the company underwent significant expansion. It moved into a new factory over 20 times the size of its old facility and upscaled to meet global demand for nanofibre solutions across a wide range of sectors,

including filter media, skincare, and sound insulation for the construction and furniture industries. “The new factory quadruples our capacity and strengthens our capability to manufacture quality functional nanofibre textiles on a vast scale to meet ongoing international and local demand,” says Connor. NanoLayr’s new 5,500m2 facility is home to five customised sonic electrospinning machines that manufacture nanofibre rolls thousands of metres long for export to markets such as Asia, Australia, and the US. The company’s new factory has significant capacity for future growth. “A single kilogram of raw material can produce enough nanofibre strands that, when placed end on end, can reach from Earth to Venus – that’s 253 million km. “With our sonic electrospinning process, we are the custodians of an amazing platform technology that is leading the world in the production of nanofibre. Our new facility enables us to continue to advance the capability and application of nanofibre to manufacture useful, helpful, and valuable products,” says Connor.

With NanoLayr adopted as the company name, product names and branding has also changed to reinforce the Layr brand: • FilterLayr – SETA nanofibre filter media changes to FilterLayr to highlight its application across a range of air filtration products and systems from facemasks that meet N95 and N99 standards through to ventilation systems. • SonoLayr – Phonix rebrands to SonoLayr which uses electrospun nanofibres with extremely high permeability and absorbency to create the world’s thinnest acoustic veils. • DermaLayr – DermaLayr will be positioned as a premium bioactive nanofibre technology delivery platform. To support ActivLayr’s strong brand recognition as a collagen skincare brand it will be reinforced by a new platform brand, DermaLayr. • XantuLayr – The composite strengthening nanofibre product, which retains its original name, improves impact resistance, flexural strength, and fatigue life of composite it is used on products. “The new product platform names highlight the diverse range of high-performing nanofibre solutions NanoLayr delivers using our proprietary sonic electrospinning technology and process,” says Connor.

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NZ Manufacturer May 2021 /

Business News National framework provides diversity and inclusion standard for workplaces The launch of a national framework to assess levels of workplace diversity, equity and inclusion (DEI) will give New Zealand organisations an understanding of their current capabilities, identify areas for improvement and provide the information they need to create a roadmap for transformation. “This evidence-based framework was developed for the unique diversity and inclusion dynamics faced in workplaces in Aotearoa New Zealand,” says Diversity Works New Zealand Chief Executive Maretha Smit. The Aotearoa Inclusivity Matrix measures the maturity of DEI practices across seven components: leadership, diversity infrastructure, diverse recruitment, inclusive career development, bi-culturism, inclusive collaboration and social impact. “These seven components are the foundations of a strategic approach to creating an inclusive workplace culture, which is key to tackling inequity head-on and unlocking the social and economic benefits of diversity,” Smit says. “One of the most common questions we are asked about workplace inclusion is, what does good look like?” “The AIM framework sets that out very clearly and simply.” Organisations can analyse where they sit across five levels, from starter to advanced, in each of the seven

components. Diversity Works New Zealand is developing tools to assess individual organisations against the framework. These will be ready to use in the last quarter of 2021. “In time, the aggregated anonymous data will allow us to provide benchmarks by industry and organisation size so employers can assess the maturity of their DEI journey against similar workplaces,” says Smit. Benefits for workplaces Engaging with the Aotearoa Inclusivity Matrix allows organisations to: • Understand what good looks like when it comes to workplace diversity, inclusion and equity (DEI) • Benchmark the maturity of their DEI journey against other organisations in their sector or workplaces with similar characteristics (size, location etc)

• Create a pathway to shift the organisation through the matrix maturity levels • Prioritise investment in their DEI journey Download the AIM framework and a guide to using it from

These seven components are the foundations of a strategic approach to creating an inclusive workplace culture.

• Identify and analyse gaps in current practices

Find a great home for your business EAST TAMAKI A great place to do business


NZ Manufacturer May 2021


Manufacturing Technology AFCryo unveils Green Hydrogen Production System for zero-emission refuelling Christchurch-headquartered cryocooler developer AFCryo in conjunction with Clean Power Hydrogen (CPH2) has unveiled its Green Hydrogen Production System to provide a cheaper and more reliable way of generating green hydrogen from renewable sources for refuelling transport, generating power and industrial use. The revolutionary system, which splits water into pure hydrogen and medical grade oxygen without the polymer membrane used in common electrolysers, combines AFCryo’s world-leading cryogenic technology for gas separation and hydrogen liquefaction with unique and patented Membrane-Free Electrolyser technology from UK manufacturer CPH2. AFCryo and CPH2 have signed a landmark agreement to collaboratively develop and market the on-demand green hydrogen and oxygen production system. AFCryo is set to ship its first production unit to CPH2 in the UK, for integration with its electrolyser technology, for a commission to deliver Ireland’s first 1MW (megawatt) electrolyser-based system to produce pure hydrogen and oxygen. Christopher Boyle, Managing Director and co-founder of AFCryo, says the company is on a mission to add hydrogen to the global energy network to help governments, businesses and energy consumers reach bold emission reduction targets. “Hydrogen is one of the most scalable and viable options we have to help us make the energy transition to a lower-carbon economy. By joining forces with CPH2, we’ve created a faster, more reliable and more cost-effective renewable energy hydrogen production system. Importantly, the oxygen, considered a bi-product of the hydrogen production system, is pure enough to be captured for use in industry or injected into existing waste-water systems to improve the aerobic process.”

Christopher Boyle, Managing Director and co-founder of AFCryo.

have less reliance on fossil fuels.”

encourage the uptake of any emerging technology.

Jon Duffy, Chairman and CEO, CPH2, said: “Our ambition is to help clean up the environment for our children and future generations. To do this, we’re scaling up our business to meet the rapid growth and demand of the global electrolyser market.

“Our partnership will also pave the way for New Zealand assembly of large scale Green Energy Electrolysers, with the majority of the technology supplied by New Zealand companies. Alongside our cryocoolers, we’re also integrating technology from other local companies such as Enatel, which provided the DC power and energy management technology,” he says.

“Our technology offers a cheaper and more reliable alternative to the more common Proton Exchange Membrane (PEM) electrolysers which uses membranes to separate the streams of hydrogen and oxygen gases, which is expensive and can often break down. AFCryo is an important technology and manufacturing partner for our combined renewable hydrogen production system.” Dr Nigel Williamson, Technology Director of CPH2, said: “AFCryo will design our larger cryogenic systems, which include their cryogenic separation technology and New Zealand-made DC power systems, to form the back-end of our novel electrolyser technology for scales above 1MW.”

Boyle says government and industry investment in the hydrogen economy is critical to achieving global decarbonisation goals.

AFCryo has earned a reputation as a world leader in the design and manufacturer of cryocoolers and liquefiers.

“This technology is ready to help transport networks and industries globally transition to hydrogen to help achieve zero-carbon targets.

The company was established in 2017 as a joint venture between Christchurch, New Zealand-based Fabrum Solutions, an innovator in the design, development, and manufacture of composite cryostats, superconducting motors and cryogenic systems established in 2004 and Grenoble, France-based Absolut System, a specialist engineering company with advanced cryogenic engineering expertise founded in 2010.

“In New Zealand, an immediate opportunity is to turn the hydrogen refuelling network concept into reality with our technology for on-site and on-demand hydrogen production. We can manufacture our system as a re-locatable containerised module – ideal for a decentralised refuelling network – or as a large scale production plant,” he says. Government Minister Megan Woods, who has the Energy and Resources portfolio, as well as that of Research, Science and Technology says the project is an exciting development.

Hugh Reynolds, Technical Director and co-founder of AFCryo and Fabrum Solutions, said: “AFCryo and CPH2 are at the leading technological edge of sustainable, cost-effective green hydrogen development on demand.

“This is exactly the kind of collaboration that will start to un-lock a new energy future for New Zealand as we seek to decarbonise our economy and

“By cross-licensing our technologies, we can meet the demand for our combined solution at a highly competitive cost to the end-user - which is vital to


NZ Manufacturer May 2021 /

AFCryo’s cryocooler technology can liquefy and recondense nitrogen, oxygen, methane, argon, neon, biogas and hydrogen for animal science, food and beverage, research, medicine and energy applications. The technology has cooling power in the range of 100-10,000 watts, in a 40-150° kelvin temperature range – allowing it to act as a refrigerator to cool devices such as High-Temperature Superconductors (HTS) and detectors. Co-founders Boyle and Reynolds have been on a 17-year journey since Fabrum Solutions developed its first cryocooler in 2005, taking it through to full commercialisation with the support of Callaghan Innovation into spinout company AFCryo. Boyle says, “While customers worldwide use the cryocooler solutions we’ve designed for specific requirements in space, aviation, HTS, industry and emerging fields such as Biogas LNG – green hydrogen production represents our most significant global opportunity to date. “We expect demand for renewable hydrogen and oxygen production to intensify as costs fall with the scale-up of electrolyser-based technology and cheaper electricity generation. We are gearing up for local production for domestic and export markets, which will provide additional benefits in terms of jobs and a welcome economic boost for Christchurch and New Zealand,” he says.

Manufacturing Technology What’s the ‘bullwhip effect’ and how can we avoid crises like the global chip shortage? • An ongoing shortage of semiconductors has had profound impacts. • The current scarcity has been described as a result of the ‘bullwhip effect.’ • Experts say there are ways to mitigate the phenomenon, which can snarl global trade. It started with diapers. Babies were doing their part by steadily blazing through pairs of Pampers. But the maker of the disposable products realised in the 1990s it was enduring fluctuations in demand that hit harder the further one moved up the supply chain, from tiny consumer to manufacturer. The problem was dubbed the “bullwhip effect.” We’re currently receiving a crash course in the bullwhip effect, trade dynamics and supply-chain risk thanks to a global semiconductor shortage. In this case it’s not Pampers that are potentially in short supply, but the stunningly wide array of things we now rely on that require chips. The global auto industry is expected to make as many as five million fewer cars this year than anticipated due to the scarcity, and buying a big SUV could cost at least 20% more than it would have last year. The shortage is expected to take as much as a $4 billion bite out of Apple’s quarterly sales due to supply constraints on iPads and Macs, and Samsung cited a “serious imbalance” in global supply and demand for chips while warning it might delay the launch of a new phone. There are a number of causes of the bullwhip effect, like poor demand forecasting, price fluctuations, and a lack of clear communication. The semiconductor market’s issues began with an abrupt surge in demand last year for devices to keep us entertained and working remotely during the pandemic, which is still unfurling through supply chains.

is a water-intensive process – and abnormally cold temperatures in Texas that shut down manufacturing plants. The shortage has raised concerns about the concentration of so much chip manufacturing in relatively few countries. According to a recent estimate nearly three-quarters of global semiconductor manufacturing capacity is located in four countries in Asia. And when it comes to the most cutting-edge chips, capacity is limited to just two. The semiconductor shortage is a striking example of the pandemic’s potential to expose the vulnerabilities of global supply chains and trade patterns. But experts say there are ways to mitigate similar calamities in the future. For example, by curbing the sort of panic buying and hoarding that have contributed to the shortage of chips. And, suppliers can make efforts to more accurately calculate their buyers’ actual needs – and limit shipments beyond that point. In the US, the White House issued an executive order in February intended in part to bolster domestic manufacturing of semiconductors. “We need to prevent the supply chain crisis from hitting in the first place,” President Joe Biden said. In Europe, EU member states have signed a joint declaration pledging to increase the bloc’s self-sufficiency when it comes to chips. “We need to strengthen Europe’s capacity to develop the next generation of processors and semiconductors,” it reads. However, focusing solely on domestic manufacturing may underestimate the complex and inevitably global nature of chip production, and building a new chip foundry can be dauntingly expensive and time consuming.

That was followed by a rebound in demand for cars that use an increasing number of chips, adding a second crack of the whip.

Ultimately, some argue the best way to foster a semiconductor industry that serves everyone’s interests is through greater international cooperation.

Aggravating factors have included a drought in Taiwan, China – home to nearly a quarter of the global capacity for making semiconductors, which

• US-based Intel says it plans to invest billions of dollars in new factories to counter the concentration of chip production in Asia.

According to this piece, the move highlights just how far the company, and the US, have fallen behind. (Wired) • Taiwan, China, has not only been suffering from a drought – it’s also now faced with a potential brain drain of semiconductor engineering talent, according to this report. (The Diplomat) • No company is safe from the great semiconductor famine of 2021, according to the analysis. Part of the problem: setting up a semiconductor foundry requires an upfront investment of as much as $12 billion, and three years to become production ready. (The Conversation) • Several years ago, a business professor asked rhetorically whether the bullwhip effect was still a potential threat – and laid out this nice explainer of the phenomenon. (IMD Business School) • The European Commission aims to establish cutting-edge semiconductor manufacturing in the EU by the end of this decade, but according to this analysis it would be better off addressing its “Achilles’ heel”: a lack of chip design prowess. (Stiftung Neue Verantwortung) • Does the chip shortage mark the end of an era of globalization? According to this piece, the huge public stimulus spending needed to combat the crisis means the demise of “small government” and unlimited globalization. (JSTOR Daily) • The oversised role of the semiconductor industry in the economy of Taiwan, China, brings serious risks, according to this analysis – which suggests that making products highly attractive to the world’s two biggest economies may not be as enviable as it appears. (Brookings)

Image: World Economic Forum


NZ Manufacturer May 2021


The Conversation Hoop talks to NZ Manufacturer Chris Hood, Director, Hoop Ltd. How long have you been in business? We’ve been operating since 2004 and are one of the only third party agencies in New Zealand that brings promotional activity to life. We’re also the largest POS logistics provider to the FMCG industry. We started Hoop because we realised that nobody was providing a comprehensive brand activation or co-packing service to leading retailers. While we’ve had a lot of success with these services for over a decade, we’ve expanded our suite of services by establishing New Zealand’s most advanced co-packing solution to support local businesses to deliver shelf-ready products.

How are you finding current business conditions? Covid-19 brought about many obstacles that we never could have foreseen. We had to delay the launch of our new co-packing service, and 95% of our weekly work was put on hold due to all the lockdowns last year. Luckily, the business has bounced back to be in pretty good shape, our co-packing service is now live and operational, our merchandising service work has returned to pre-COVID levels and our POS logistics is up and running again.

What are the issues facing the country’s supply chain currently? This issue has affected us more than we had first anticipated given we do not import any products ourselves. However, a large portion of our clients are fully reliant on offshore supply chain and as such, a lot of our forecasted work for the first quarter in 2021 had been postponed due to shipping issues. The workload will still come but we cannot recoup our costs that were accrued during that quarter and then when it does come, we then face the challenge of scheduling the delayed work in with our existing scheduled tasks.

How difficult is it to improve these issues? It’s all about the communication we have with our clients in managing their expectations around the timing of their executions. We are finding that if you are up front with them on the issues you are experiencing (which can occur through no fault of your own) than they are more receptive to working with our timelines.

Is Hoop nationwide? If not where do you want to expand your reach? Our Hoop brand activators are nationwide but our main operations are in Auckland. We have recently acquired the New Zealand based assets of Australian co-packing company LJM, so we’re focusing on the local market for now. However, our future plans include building partnerships with like-minded companies in Australia to start working on some Trans-Tasman opportunities.

How big is your team? We have a national field team of nearly 400 people across our brand activation and co-packing teams who are scattered around the country. Our brand activators provide retail promotion set up services and our co-packers help to reconfigure brand packaging to suit New Zealand’s packaging preferences. We also provide brand owners Point of sales logistics, which combines all these services - essentially brand owners can use us as a one stop solution.

Is it a challenge finding the correct staff? Absolutely, this applies to all areas of our business. One of the biggest challenges we face is securing Brand Activators to service our supermarket night filling positions throughout the country. We have a dedicated recruitment and HR team who are working harder than ever to fill those key positions.

One of the key challenges we face with our head office team is not only trying to secure resource that is capable of performing the role, but finding people that also fit into our culture. We pride ourselves on our great team culture that supports our company ethics and leading service and communication levels.

What would make business easier? Communication is absolutely key to a successful partnership with our clients, technology will help deliver not only the communication flow, but also accountability. Hoop is constantly investing in technology to provide that transparency across all forms of communication. The information flow that transpires through our network is huge, from receiving on time and accurate briefings from our clients, to briefing our nearly 400 strong Brand Activators team, to their reporting outcomes that form our compliance reporting back to our clients. To add to this, we have to also manage the logistics flow of all promotional material to ensure it’s delivered on time to our Brand Activators and stores.

Our network is huge, from receiving on time TechRentals® is an IANZ endorsed Calibration Laboratory. We offer both IANZ Endorsed and Traceable Calibrations of test and measurement equipment inluding:

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NZ Manufacturer May 2021 /

Activators team.

Manufacturing Technology Oasis Engineering– Increasing productivity, becoming more competitive Business overview The company began as the maintenance division of the Gisborne Oasis soft drink brand, before moving to Tauranga and becoming known for its close-tolerance machined parts in difficult to work materials including stainless steel and titanium. It now makes parts for every major compressed natural gas (CNG) company in more than 40 countries.

This resulted in a significant delay in the feedback loop between identifying an issue and a reliable fix being in place. Following some research and having seen a number of organisations start putting their SOPs on to electronic devices, the Senior Leadership Team also realised there was value in also transferring other information to tablets, and embarked on a larger ‘paperless factory journey’ project to pilot to gain maximum return. The in-house team started experimenting, in their pilot zone, using their normal server folders as the source of SOPs. The initial trials encountered issues around accessibility across networks and potential security weaknesses, so they moved to a cloud-based

Background Around 2010 Oasis Engineering’s level of internal quality issues and customer complaints was too high. As part of their continuous improvement journey they decided to focus their offering by putting product development on hold for a year. This freed up capacity for the product and process development teams to build and standardise robust standard operating procedures (SOPs) for all processes, while at the same time introducing a robust feedback loop to resolve issues quickly and effectively. The SOPs started to provide the consistency in quality, however time was being lost by operators locating the laminated, A4 SOPs filed close to the point of use. Having the SOPs in this format also meant loss of agility for regular rapid changeovers between products and operators using their memory instead, sometimes exacerbating customer service and product quality issues. The other problem was that revision of these SOPs had become a mammoth task so a project had been created where all SOP updates would be completed every Christmas.

solution. However, this introduced duplicate copies of each SOP being generated, doubling the revision workload overnight. At this point feedback was sought from the assembly team, who noted that they were still having to locate the correct SOP by searching for different terms as they were not standardised, limiting the uptake and not achieving the overall goal of accessible and up-to-date standards directly to the fingertips of the shop floor team.

The solution Oasis Engineering consequently changed its production system to Ostendo in 2017 and the in-house Process Development Team identified how they could associate different components with the necessary SOPs in the system. This combined with applications downloadable straight to the tablet allowing it to interface with the production system, provided the desired result. In addition, an upgrade to their WiFi infrastructure in 2017 enabled the speed and security for success. After an audit against ISO9001:2015 and with a sustainability-conscious workforce the impetus was

there to scale the new system across all document types. This has resulted in close to real time data capture on the shop floor of test results, with other data streams becoming available in the near future, providing visibility of the shop floor performance live. Finally, the engagement of the shopfloor team has led to suggestions for further waste reduction. A key example is the coming transition to QR codes for product specification and servicing manuals, instead of using printed copies.

Conclusion Bringing task instructions, SOPs, tests, certificates, and any other production documents effectively to the shopfloor is an example of dramatically increasing Oasis Engineering’s Industry 4.0 Vertical Integration. The flow of data and updates between the shop floor and enterprise levels has improved productivity, sustainability and engagement from a workforce in need of better systems to adapt to more dynamic ways of working. The journey followed by Oasis Engineering exemplifies the ‘think big, start small and scale fast’ philosophy. They identified a significant benefit and a level of flexibility for the future, proved the concept and recognised their knowledge and infrastructure gaps early, which prevented potential sunken costs.

Key learnings and benefits • Look beyond the small change to the bigger picture of what it could do long term. This may support your business case for investment, where the initially smaller investment may not. • Identify the enablers such as WiFi infrastructure capability and security, standardisation of SOP format and locations. • Test quick and fail fast by starting small with a pilot to avoid excessive development costs. • Have a robust process to identify and rectify issues with the system and allocate resource to complete these improvements. • This agile approach - to run with newly developed systems that can be tuned to optimum rapidly - allows quicker implementation and a faster journey to ROI. • Weekly Kaizen meetings worked to share progress

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Women on a mission continued from Page 1

Women on a mission

technical material explained with unnecessary detail and many other moments like it. Senior Sustainability Consultant Vi Kie’s experience was slightly different as she transitioned into manufacturing after academia. When the award-winning researcher and systems engineer switched gear to manufacturing, many years after Nicole, she faced a similar reality: a less than even representation of women in the steel and metal industries that persists today.

Bridging the worlds of sustainability, manufacturing, and engineering While their recollections highlight individual differences, Nicole, Gaya, and Vi Kie also share what draws them to male-dominated industries and careers, besides an interest in the technical world — the desire to provide sustainability solutions to the manufacturing industry. Nicole knows what it is like to succeed in male dominated workspaces. She has many career highlights — playing a pivotal role in bringing industry leading initiatives to the forefront of the manufacturing and construction sectors during her time at BlueScope and the GBCA. Now, the industry insider’s focus is on being the bridge between manufacturing, engineering, and sustainability. As an engineer today, she sees her value in bringing an understanding of manufacturing and engineering into sustainability as they are often viewed as separate. Gaya’s more ‘traditional’ approach to engineering — focusing on the work behind-the-scenes and making the numbers count — makes her well-suited to guiding companies towards green action rather than ‘greenwash’.

generation of female engineers. She has never let considerations such as imbalanced gender ratios hold her back from her calling. I just do what I like. It never occurred to me that I cannot or should not follow my chosen career path because of the lack of women in engineering — or any other reason for that matter,” she says confidently. The motto has worked well for Vi Kie in industry and academia. She is keen to pass her motto on to girls as an advocate for introducing science, technology, engineering, and mathematics (STEM) topics from a young age. Although unstoppable in following her desired career, Vi Kie is keenly aware of the role that mentorship and support programmes can play in encouraging women to not only enter but also thrive in engineering and manufacturing roles. In 2021, the Diversity Agenda reported that around 29 percent of women engineers and architects leave within the first 5 years. Mentorships also provide a better understanding of what challenges women will face, and create a safe space for building resiliency to the difficulties that can occur in workspaces that have been or are traditionally occupied by men. Vi Kie actively takes part in opportunities to engage with younger audiences such as STEM panel talks. “Sharing our experiences as professionals in the field is the best way to encourage young women to try it”, says Vi Kie. While she works to inspire the next generation of women following a similar path, she turns to the women she works with for her own inspiration.

Being inspired by the qualities of female leaders

Vi Kie is highly interested in promoting holistic approaches to sustainability such as Life Cycle Assessment (LCA) and the circular economy.

At thinkstep-anz, all of Vi Kie’s projects since starting have been led by women including Gaya and Nicole, providing a source of inspiration. The number of women in leadership positions at thinkstep-anz — including the CEO, Barbara Nebel — is not taken for granted even by those in senior roles already. “Within thinkstep-anz, we have always had a woman at the helm and Team Leads who’ve almost always been women. In this setting, I don’t feel limited as a woman. Outside may be a different story,” says Gaya. Vi Kie notes that the women tend to work in different ways; they are highly

Vi Kie Soo


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Diversity needs to always be in mind for this conversation — creating a win-win situation for organisations with the creativity and innovation that comes with different people and backgrounds.

Why we still need to have this conversation There is more representation of women in engineering colleges, partially helped by targets in place to achieve a certain percentage of women in academia, and increasing number of mentorship programmes catered for women to understand challenges that are more specific to women. “We have made strides from my experience working with clients. We don’t need to explain why we [women] are here anymore,” says Gaya. Yet, the engineering world still remains quite male dominated, women make up only 14 percent of engineers (Diversity Agenda, 2021). There would be no need for this conversation otherwise. “You just have to walk into a manufacturing facility to see it,” explains Nicole. The sentiment is echoed by Vi Kie who found that there was better representation while studying than in manufacturing.

Women are one part of a wider conversation Manufacturing organisations can address the gender imbalance by considering the added benefits that diverse employees bring to a role — whether it be by gender, age, ethnicity etc.

More work towards changing outdated attitudes, creating opportunities, and improving work environment for women in such spaces is equally important.

While the three engineers are united by a shared vision to connect the worlds of manufacturing and engineering with sustainability, Vi Kie is also focused Gaya Gamage on the upcoming generations of female engineers.

The youngest of the trio profiled here, Vi Kie is passionate about encouraging the upcoming

For engineers in manufacturing, there can be an unspoken expectation to be ‘one of the boys’. Widening the conversation allows for women to be women and still do their job well.

These include anything from a more diverse academic or work background, to different approaches to problem solving and project management, ultimately working for an organisation’s best interests. Furthermore, there needs to be an awareness of unconscious biases present in the recruiting process among companies.

Getting environmental thinking in the mix as early as possible remains Gaya’s priority with the projects she works on.

Guiding the younger generation

organised and bring a different perspective and energy to their roles as engineers and leaders.

“Companies like thinkstep-anz are ahead of the curve by providing equal opportunities for women in engineering and leadership positions. We need this to become the norm not the outlier,” says Gaya. That means we need to start the conversation early. As Vi Kie sums it up: “There’s no gender-based occupation; we need to instil this in children from a very young age to open up the opportunities for both girls and boys.”

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Developments continued from Page 1

City growth plans leave NZ’s growing manufacturing sectors in the cold considered when spatial planning for the future. Helen Down, Chief Executive of the Hutt Valley Chamber of Commerce said smart forward thinking spatial planning supports economic growth. “For example, one of the biggest challenges facing the region is a scarcity of quality commercial and industrial buildings with good earthquake ratings, as well as Greenfield and Brownfield sites which enable businesses to build to specific requirements.” High-tech company, Times7, specialises in the design and manufacture of specialised radio frequency identification antennas, known as RAIN (UHF) RFID. From their base in Alicetown, Lower Hutt, Times7 exports all over the world. It is a well-established brand in the global radio frequency identification market. The company recently consolidated their manufacturing back onshore in their Lower Hutt facility after also manufacturing in the United States over the last four years. Founder, Jos Kunnen, said they are committed to sustainable manufacturing and the Hutt Valley. “With our increased local capacity and capability, our ongoing product development and process improvements, it made sense to bring this in house. One of our organisational design principles is that we operate our complete team in one location from marketing and sales to engineering and production,” Jos Kunnen said. Along with other local manufacturers, the company is experiencing huge growth, and has recently hired several young people to join their team in a variety of roles. This is good news, however, with that growth came challenges. “We have been looking for over a year for suitable premises to expand into, in reasonably close

proximity to where we are located now. We need good offices and amenities, as well as a reasonably large warehouse, workshop areas, and engineering lab space,” Jos Kunnen said. Several buildings that seemed suitable had very low earthquake New Building Standard ratings and because of high demand lease costs seem to be rising even faster than residential rents. The Hutt Valley Chamber of Commerce is concerned that the lack of good quality commercial and industrial buildings and development sites in the region long term will impact on attracting and retaining modern manufacturing and technology businesses. Chief Executive, Helen Down, is calling for all local and regional government agencies to proactively better incorporate commercial and industrial space as part of city spatial planning to support growth and development into the future. “I’m hearing from businesses nearly every week who can’t find space to expand into. We have had such rapid growth in the Hutt Valley, yet there is a lack of suitable commercial space to support the growth. In many long term spatial plans for future city and regional development there is nowhere enough consideration for new commercial and industrial spaces. While some reports will show there is capacity in current business areas, the composition of those areas reflect outdated business models and are not suitable for today’s manufacturing and technology business requirements,” she said. The Hutt Valley Chamber of Commerce wants councils to think more creatively and broadly about city development, if manufacturing and technology

companies are to grow and thrive and contribute to economic development. Jos Kunnen agrees and said councils need to make provisions in the long-term plans for space and areas for the development of appropriate industrial and commercial properties. “As hi-tech start-up manufacturing businesses grow, they need better space to accommodate their engineering and software development teams, as well as their production facilities. To entice and retain good staff, there is a need for sound, safe, modern working spaces, with the types of facilities one would usually see in a modern office block,” Jos Kunnen said. Times7 production is expected to double this year but the hurdle of finding larger premises to support the projected business growth is proving problematic to growth plans. Helen Down champions the Hutt Valley as an ideal location for manufacturing businesses and would like to see much more consideration and provision in the spatial planning to support this as well. “And it is not just a challenge in the Hutt Valley and Wellington Region. Country -wide there has been a lot of noise around residential housing and protecting horticulture land from urban sprawl, but no noise around prioritising good industrial land,” she said. “If we don’t consider new industrial and commercial land in spatial planning it will be disastrous long term. If we don’t plan smarter in our cities, and our regions then businesses will move elsewhere. As we all work hard to rebuild our economy and take advantage of the opportunities, failure to ensure we have suitable areas for commercial and industrial growth will seriously harm our long term employment and economic growth.” The Hutt Valley Chamber of Commerce is calling on government at all levels to consider how commercial space is being allocated as part of future spatial planning in the regions and cities. With closed borders and supply chain issues, more manufacturing and IT businesses are looking at how they can operate solely from home bases in New Zealand, and with New Zealand based supply chains. If spatial planning is all about how we will grow and thrive, then commercial property has to be part of that landscape to ensure our communities, employment and economic development are future proofed.


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HERA sets the scene for heavy engineering’s future with new digital ‘home for the tribe’ and fab4.0lab Heavy engineering research association HERA is at the forefront of the innovation march in an era of change. At its AGM on 19 May, HERA announced key initiatives designed to propel the industry forward as members focus on support for digital capability, transformation and innovation: the MetalMind app and the Fab4.0Lab for testing, implementation and research. The MetalMind app is the digital home for HERA’s training services and all things heavy engineering. It is a platform where HERA will grow and engage its tribe of metal heads and where people can share open and transparent innovation. HERA CEO Troy Coyle says, “MetalMind is our proprietary private social platform to connect with members exclusively, hold open and important conversations about steel industry issues, gather feedback, solve problems, and give people maximum value. “The big driver for developing MetalMind was our Innovation READY programme, which has been completely digitised including 10 podcast sessions with supporting content, along with the Lean Startup four-week course. “Over time members will be given early access to training materials and tutoring preparation ahead of welding certification examinations. “The people on the platform will be new to our industry right through to the most experienced, a truly diverse group who all have something to gain from engagement. “Users are onboarded into main channels and then given the information and services they need around innovation, training, education and the foundry, a newsfeed which drives conversation and delivers targeted and curated information to the industry. There will be verticals of content and services that users will progress through.” HERA Fab4.0Lab (named for the Fourth Industry Revolution, or Industry 4.0 as applied to fabrication) is a laboratory space based at HERA House in Auckland where fabricators can test concepts, new product ideas and iterations on specialist machinery that may not otherwise be easily accessible or available to developers.

June 2021 Issue 3D MANUFACTURING PRODUCTIVITY WHAT THE BUDGET MEANS FOR BUSINESS THE CIRCULAR ECONOMY COMPANY PROFILE involved in cutting-edge 4.0 research related to the steel fabrication industry.


“It is also a training lab where industry professionals will be upskilled and trained on robotics and implementation of 4.0 technologies.


“Related to Fab4.0Lab is the planned HERA Innovation Centre, a hub for the industry and a centre of excellence. It is both cyber and physical, part of a global network of research laboratory facilities.”

Advertising Booking Deadline – 8 June 2021 Advertising Copy Deadline – 8 June 2021

Dr Coyle says, “Our AGM is one of the major touchpoints for our industry, and we were pleased to able to share these key initiatives with our members. Innovation, digitalisation and practical support aren’t just buzzwords, they are the foundation for the collaboration and growth that will move heavy engineering forward in New Zealand, and this year has all come together in one place.”

Editorial Copy Deadline – 8 June 2021 Advertising – For bookings and further information contact: Doug Green, P O Box 1109, Hastings 4156, Hawke’s Bay Email: Editorial material to be sent to :

Fact Sheet

Doug Green,

• Industry 4.0 is characterised by the digitalisation and interconnection of present manufacturing and industrial technologies and practices, connecting the lines between physical, digital, and biological spheres. • The premise is that companies that have integrated these technologies in their business and fabrication models will be more competitive, innovative and productive. The underlying technologies include machine-to-machine communication (M2M), the industrial internet of things (IIoT), smart sensors, self-monitoring, digital twins, virtual and augmented reality, 3D scanners, integrated software, increased automation, artificial intelligence and big data. • HERA Fab4.0Lab focuses on the technologies that will facilitate the implementation of integrated 4.0 data collection and analysis, including:

P O Box 1109, Hastings 4156, Hawke’s Bay Email: Tel: 06 870 9029

At NZ MANUFACTURER our aim is to keep our readers up to date with the latest industry news and manufacturing advances in a tasty morsel, ensuring they do not get left behind in the highly competitive and rapidly evolving manufacturing world. Opinion

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HERA General Manager Fabrication 4.0 Michail Karpenko says, “Fab4.0Lab is the place where industry meets research, and where 4.0 technologies will be road-tested and implemented. We will also showcasing technologies and facilitating technology transfer from providers to industry, and will be

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Australian Report New to the Market Lean Manufacturing


NZ Manufacturer May 2021


Analysis Productivity growth has stalled since 2005 (and isn’t about to improve soon) Peter Martin, Visiting Fellow, Crawford School of Public Policy, Australian National University

Not long ago it seemed as if the future was going to get better and better — not long ago at all. The high point was around 2005, fifteen years ago.

Instead, they stagnated

I don’t know if you can remember how you felt at the time, but for me the surge in living standards, driven by an ever-building surge in output per working hour (“productivity”) suggested things were building on themselves: each new innovation was making use of the ones that had come before to the point where….

It’s as if the innovation we’ve had has been less useful. As if, in the words of PayPal founder Peter Thiel, “we wanted flying cars, instead we got 140 characters”.

Ray Kurzweil, now the director of research at Google, summed it up in a book released in 2005 itself, titled The Singularity Is Near. Singularity was “a future period during which the pace of technological change will be so rapid, its impact so deep, that human life will be irreversibly transformed”. Changes would build on each other to the point where everything changed at once. Kurzweil dubbed it the “law of accelerating returns”. Year by year in the leadup to 2005, Australia’s productivity growth had accelerated to the point where in the 15 years to 2005 it had grown 37%. If it kept accelerating… In the 1930s economist John Maynard Keynes foresaw “ever larger and larger classes and groups of people from whom problems of economic necessity have been practically removed”. On average the working week might fall to 15 hours. In the 1970s, futurologist Alvin Toffler spoke of a four-hour working day. And then from 2005 on productivity growth collapsed. In the 15 years since, Australia’s output per working hour (productivity) has grown by just 17%.

Or it might be that the things we do these days are harder to automate. A century ago roughly half the Australian workforce worked in service jobs — doing things such as hairdressing and writing reports. Today it’s 80%. Back then, 45% of us worked in farming or manufacturing. Today it’s not even 10% Services such as hairdressing, nursing and aged care are about as productive as they will ever be. It’s possible to cut hair or consult patients faster, but what’s lost is the time and personal attention spent doing it, which is part of the service.

We might be reaching hard limits If productivity is output (the service) per unit of input (time spent), it doesn’t make sense to measure it where much of the output is the input. That’s one of the reasons the Bureau of Statistics provides measures of what it calls multi-factor productivity for industries such as agriculture and mining, but not for “health and social assistance” which is Australia’s biggest employer. The Bureau is working on a measure for health, but it thinks it will have to use as the output changed life expectancy or surveys of patient “satisfaction” with their treatment. In the US as many as 30% of workers now work in “persuasive industries” including advertising, public relations and the law.

Thirty seven per cent turned out to be the high point.

It is almost impossible to measure their output — is it success in persuading people to change their minds?

And not only here. In the United States and other developed economies productivity growth is divided into “before 2005” when it was rapid, and “after 2005” when it collapsed.

For public servants and writers it is possible to measure output in terms of words produced, but deeply unhelpful. It is far from certain these workers would be more productive if they worked faster.

2005 is when Apple got serious about developing the iPhone. It was when many of our technological innovations really did start building on themselves.

Technology might even be sending us backwards

2005 is when things were meant to take off In his impressive book The Rise and Fall of American Growth economist Robert Gordon rightly points out that things like the iPhone are nothing like as genuinely useful as the innovations in the leadup to the 1940s. Gordon says not a single urban home was wired for electricity in 1880, but by 1940 nearly 100% had mains power, 94% had clean piped water, 80% had flush toilets and 56% had refrigerators.

Which is a way of saying that we might be coming up against hard limits in the amount we can squeeze out of each hour of paid work. Or perhaps not. The Singularity promises us robots that can talk to dementia patients and bots that can write political news. And the application of technology might even be sending productivity backwards.

He says whereas as all of us could quite happily travel back in time 60 years from today and enjoy a recognisable lifestyle, we couldn’t have done it if we travelled back 60 years from the 1940s.

British Computers are turning us into generalists.


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writer Tim Harford points out that what drove the really big advances in productivity in manufacturing was specialisation. The father of capitalist economics Adam Smith famously observed that a pin factory employing 10 specialists could produce 48,000 pins a day.

What drove the really big advances in productivity in manufacturing was specialisation. An individual who did all of those jobs working without specialised equipment could scarcely “with his utmost industry, make one pin in a day, and certainly could not make twenty”. Harford says technology is turning us into generalists. “Computers have made it easier to create and circulate messages, to book travel, to design web pages,” he says. “Instead of increasing productivity, these tools tempt highly skilled, highly paid people to noodle around making bad slides.”

It’ll matter for living standards I could say worse about smartphones and the 140 (now 280) characters in Twitter. They might be taking away more from our work-day output than they add to it. This failure of ever increasing amounts of technology to do anything like what was expected matters because productivity growth is what we were counting on to drive economic growth and the ability of future generations to support increasing numbers of retirees. Over four intergenerational reports the government has revised down its estimates of productivity growth and the size of the economy in four decades time. The next five-yearly report is due later this year.

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y r o t s r u o y l l e t We



NZ Manufacturer May 2021


ADVISORS Mike Shatford

is an expert in the field of technology development and commercialisation. His company Design Energy Limited has completed over 100 significant projects in this vein by consulting for and partnering with some of New Zealand’s leading producers. Among Mike and his team’s strengths are industrial robotics and automated production where the company puts much of its focus.

Sandra Lukey

Sandra Lukey is the founder of Shine Group, a consultancy that helps science and technology companies accelerate growth. She is a keen observer of the tech sector and how new developments create opportunity for future business. She has over 20 years’ experience working with companies to boost profile and build influential connections.

Iain Hosie

Iain Hosie, NanoLayr, Technical Director and Founder Iain is the co-Founder and Technical Director of Revolution Fibres. Iain has been deeply involved in nanofibre production and the development of many unique nanofibre products in the past ten years. Iain co-founded Revolution Fibres in 2009 and led the business since 2012, taking it from a small start-up to a recognszed leader in nanofibre production. Iain has recently moved to the Technical Director role – with a focus on keeping Revolution Fibres at the forefront of textiles innovation.


NZ Manufacturer May 2021


RevEng Software 2021 creates fast, high-quality CAD surfaces FARO RevEng Software 2021, the latest update to the RevEng software platform features automatic surfacing capabilities (NURBS), creating surfaces quickly and directly from scanned point clouds and meshes. This affordable and fast reverse engineering Scan-to-CAD software solution helps users get work done faster by reducing data capture time and eliminating overlapping data points. It is ideal for aftermarket design, creation of replacement parts, new design iterations or additive manufacturing. The Automatic NURBS (Non-Uniform Rational B-Spline) Surfaces Creation Tool allows for the creation of a full network of curves and surface patches with the click of a button, ready for immediate export into a CAD file. Full control is also possible by customising the surface patches in the sketch mode with its flexible control point placement, while curves are color-coded to quickly verify surface continuity. The 3D point cloud capture enables users to create models up to 1.75X lighter with a grid management feature to obtain clean, light, and consistent point cloud data.

Users can scan with a FARO ScanArm—paired with the optional 8-axis rotating platform to increase acquisition speed—to generate a mesh of the highest quality and quickly produce exportable CAD surfaces for machining, finite element analysis simulations or 3D modeling. Users can also import point cloud or mesh files from any source and repair the mesh with RevEng state-of-the-art optimisation tools, automatically repairing meshes up to 20X faster than current leading tools and improving smoothing effectiveness up to 1.5X faster. This makes RevEng software agnostic and can be paired with any inspection program—even for customers working with other software products. Additional RevEng 2021 upgrades include: • Deviation Color Range – When reviewing deviations, users can adjust the range of colors, facilitating the validation and review of critical areas • Info Panel – Additional data, including the number of holes as well as watertight mesh confirmation have been added, readily exportable for downstream applications

• Feature-reserving Remeshing – Makes it possible to preserve sharp features, allowing changes to mesh density while preserving the design intent in corners and edges, improving compatibility with downstream workflow and applications The RevEng intuitive user interface is another advantage that distinguishes this powerful software suite. The setup, which displays all tools in a single location, facilitates the easy manipulation and customisation of a 3D object and enables the fastest cloud-to-CAD conversion in the industry, significantly enhancing workflow productivity.

Parallel robots offer superior speed and precision Omron’s new iX3 and iX4 parallel robots are designed with high payload and high-speed for faster and more flexible picking and packaging applications.

- Tracks up to a conveyor speed of 1.4 m/s.

The iX3-565 boasts a payload of 8kg, and excels at high-speed applications in packaging, food and beverage, manufacturing and pharmaceutical industries.

- Extended vertical reach allows or a 12.7 ft workspace, enabling a wider variety of packages to be used.

High-speed and flexible Omron has taken efficiency to the next level with the iX3 parallel robot. This powerful robot supports integrated high-speed conveyor tracking, powerful vision guidance, and easy-to-use application software created specifically for the packaging market. Designed with a high payload, the iX3 is used for multi-picking and for faster pick and place.

Expanded material-handling The iX3 is the complete solution when it comes to packaging both primary and secondary food. It features a hygienic design that minimises contamination risks, including a standard IP65-rated work area and corrosion-resistant materials for easy wash-down. With the iX3, OMRON provides a safe solution for handling food and beverage products. Key features include:

- Designed with a high payload to support multi-hand (multi-picking).

- EtherCAT connectivity to the company’s NJ501-R controller and programming through the familiar IEC 61131-3 programming language or scripting.

World first four-arm rotational platform The iX4 four-axis parallel robot is the company’s fastest parallel robot yet. Boasting a payload capacity of 15kg, it is the only parallel robot in the world with a patented four-arm rotational platform delivering maximum speed, maximum acceleration and exceptional performance across the workplace. The iX4 parallel robot offers exceptionally fast and flexible packaging and material-handling applications. iX4 has four arms which help evenly distribute the load on the robot and support multi-picking making it faster than all other robots.

Expanded food-handling Omron has taken the concept of material-handling to a new level with the iX4 robot. It meets the sanitary standards of the United States Department of Agriculture and the Food and Drug Administration for prevention of product contamination, allowing the iX4 to be accepted for meat and poultry processing. Key features include: - Designed with a high payload to support multi-hand (multi-picking). - Meets the sanitary standards of the USDA and FDA. - Supports quick and high-precision pick and place applications on a fast conveyor. - EtherCAT connectivity to the OMRON NJ501-R controller and programming through the familiar IEC 61131-3 programming language or scripting.


NZ Manufacturer May 2021


Digital transformation paving the way to recovery in a post-pandemic world By Marcelo Tarkieltaub, Regional Director, Southeast Asia at Rockwell Automation

The pandemic presented new challenges for many industries, including manufacturing. With digitalisation on everybody’s lips, the question is, how can manufacturers best leverage technology, automation and IoT to rebound and future proof their organisations should a similar crisis occur? One of the biggest challenges to impact manufacturers was the restrictions COVID-19 placed on workplace access. With many employees encouraged to work offsite, it resulted in lean engineering and service teams on the factory floor, enterprise risk and limited availability of assets and operations. It left companies tacking a few questions. First, how to ensure an efficient workforce and operations, while protecting employees’ health and safety and conducting training. Second, how to keep their business running efficiently and profitably, maintaining business continuity in the mid to long term in the face of logistics challenges. Last, how to reduce downtime of assets and the need for maintenance while continuing to operate with lean onsite staff. To alleviate these challenges, manufacturers should follow three guiding principles to keep their workforce safe, while preparing for ongoing uncertainty and long-lasting changes to the work environment. 1. Protect the workforce. Standardise operating procedures and tools that keep staff safe, such as implementing regimented social distancing and protective garments on the factory floor, and building workforce confidence through effective, two-way communication that responds to concerns.

of IoT, AI and AR Manufacturers are familiar with Internet of Things (IoT) and Artificial Intelligence (AI), key features of digital transformation and Industry 4.0. IoT has many different applications, such as facilitating production flow, monitoring product development cycles, the management of warehouses and inventories through networked sensors and intelligent devices - devices that collect data to drive AI and predictive analytics and maintenance. AI, also known as ‘machine intelligence’, can be used to oversee operations and alert teams to production anomalies. Employees can investigate or intervene as necessary, observe product quality and specify issue causes, and flag equipment issues before unplanned downtime or catastrophic failure. AI also allows a company to leverage the data they are generating to increase capacity, reduce energy consumption and improve quality of their output. On top of IoT and AI, Augmented Reality (AR) is used to unlock opportunities across the value chain and build out resilient operations. In manufacturing, AR can be used to mock-up a finished product, identify unsafe working conditions and predict equipment and hardware servicing needs. By enabling IoT, AI and AR across various functions, companies can leverage these digital enhancements to address and overcome challenges presented by external threats like a pandemic.

2. Manage risks to help to ensure business continuity. Anticipate and be ready to respond to potential changes with speed and agility, as exemplified in the sudden demand for PPEs and masks at the height of the pandemic.

On the servicing and engineering front, virtual team collaboration is made possible through AR and VR, whilst AR and IoT enable remote servicing and customer self-service, reducing the need for the costly dispatching of technicians or truck rolls.

Coupled with export limitations from supplier countries, manufacturers had to quickly transition from their regular portfolio and pivot into PPE manufacturing. A flexible factory floor and scenario planning well ahead of the fluctuations enabled manufacturers to keep operations running smoothly despite unforeseeable volatility.

The technology also enables greater technician productivity and breakthrough digital product experiences.

3. Drive productivity at a distance, even when employees are unable to be physically present. Continue to effectively manage performance at facilities through remote monitoring and support while physical distancing and remote working policies remain in place. Digitally transformed businesses are best positioned to be agile, enabling manufacturers to respond and adapt quickly to any challenges faced. Amongst our customer base we have gathered evidence that those who started their digital transformation journey pre-pandemic (pre-March 2020) were better prepared to tackle these challenges.

Adopting and optimising the use


NZ Manufacturer May 2021


These technologies enable offsite employees to access machines or systems remotely, and AR can be used to upskill other employees on how to use these systems, enabling collaboration to continue efficiently even if engineering teams are forced to work remotely. This is best demonstrated through Rockwell Automation and PTC’s Vuforia Expert Capture, which enables augmented instructions to be easily accessed by new or reassigned workers, increasing accuracy, efficiency and maintaining safety. To support sales and product marketing efforts, product lifecycle management and AR can be used to create 3D holograms for

configured product demonstrations, and IoT and AR can be used to present differentiated product or brand experiences. This allows sales and marketing teams to continue to build a pipeline of leads, presenting their company’s capabilities, products and services effectively even when physical meetings are kept to a minimum. To maximise the benefits from IoT, AI and AR, these technologies must be embedded within an existing infrastructure that is secure and has both IT and OT systems in place. In turn, manufacturers need to protect and maintain this infrastructure, which is achieved through the application of managed security services like threat detection, response and recovery, infrastructure administration and monitoring, even 24/7 remote support. Device integration to the cloud allows for round-the-clock remote monitoring of device health and collection of performance data, enabling manufacturers to make data-guided adjustments to optimise systems performance and undertake predictive maintenance of assets, avoiding costly downtime. Flexible and agile manufacturing enabled by digital transformation is essential to maintaining business continuity, especially against the backdrop of an unpredictable and rapidly changing environment. Through Covid-19, manufacturers learnt very quickly that their workforce can be separated from the factory floor. For those who invested in digital transformation capabilities that equipped their employees with remote tools, they were able to maintain efficient processes, maximise throughput, optimise asset utilisation and decrease expenses. This ensured business continuity and protected the health and safety of employees. Should we face a similar future crisis, the digitally transformed manufacturers will be well placed to ensure business continuity.

EcoStruxure solution meets Mataura Valley Milk’s requirements title Building the world’s best nutritional business is the text ambitious goal that New Zealand dairy company Mataura Valley Milk set out to achieve in August 2016. Now the company’s milk production plant is an impressive accomplishment that comfortably justifies its early ambition. Mataura Valley Milk is now benchmarking innovation and performance for other milk plants. Situated north of Gore at the bottom of the South Island, the state-of-the-art facility was delivered on-time and within budget, an impressive achievement for a greenfield project. “To achieve our goal, we knew that choosing only the best people, partners, and infrastructure was crucial,” says Brent Robinson, Mataura Valley Milk’s Projects Manager. “The success of the project was a consequence of meticulous planning and strategy. We sought out and hired the most skilled staff; we chose construction partners with proven expertise; we purchased best-in-class plant and equipment; and we partnered with industry-leading suppliers and fabricators.” Schneider Electric was one such expert partner that delivered its EcoStruxure solution, tailored to Mataura Valley Milk’s strict requirements for a fully connected and integrated facility with real-time visibility of every process. Connectivity At Mataura Valley Milk’s core is its dedication to customers.

“We must have agility around what we produce with no sacrifice of quality. Producing nutritional products is a complex, high reward approach so the plant must be nimble and our expertise unmatched. To confidently make these decisions, visibility and trust in our data is crucial” says Robinson. Schneider Electric’s EcoStruxure Plant solution delivers and provides context to live, real-time data on every process at the plant through AVEVA’s System Platform, Batch Management and Manufacturing Execution System (MES) software. In short, Mataura Valley employees receive any data they require immediately and know they can trust it. Goal Mataura Valley Milk wanted to build a business that could quickly tailor production to specific customer requirements while guaranteeing the delivery of best-in-class quality products. Mataura Valley Milk’s first operating season proved that the plant can consistently manufacture world-class nutritional products with microbial results well below standard requirements. Over 3,300 Aerobic Plate Count tests were performed during the 2018/19 season to identify colony forming units per gram (cfu/g). Mataura Valley Milk’s highest recorded result was a mere 190 cfu/g, with the accepted limit being 5,000 cfu/g, believed to be a first for New Zealand and indicating that the plant’s critical hygiene areas and processes benchmark performance worldwide. Schneider Electric specified a robust EcoStruxure Plant and Power solution that delivers connectivity

across all layers of the operation, minimises energy usage, guarantees power quality, and provides real-time data so that transparency and integrity are maintained across the supply chain, from farm ingredients to manufactured products. Results A connected and scalable backbone that enables Mataura Valley Milk to seize market opportunities, secure in the quality of its product and the reliability of its infrastructure. “We’re able to track and trace every ingredient on its journey from the farm and through the facility. This track-and-trace approach provides complete transparency and trust for our suppliers and customers. “This visibility also contributes to our innovation programme and delivers great value in terms of R&D and process efficiencies. Data can’t be useful without precision and the Schneider solution gives us all the connectivity and accuracy we need. “The Ecoteur solution delivers connectivity to all our business layers. It proves itself to us every day as we interrogate data in the MES. We’re able to fault find and resolve issues immediately, receive alerts on any irregular findings throughout the plant, test and introduce process efficiencies quickly, and positively affect our final product.” says Robinson.


NZ Manufacturer May 2021


Hi-Tech welder on track to join global defence industry A manufacturer of hi-tech welding equipment is embarking on a joint project with a huge global player that it hopes will help it gain a foothold in the lucrative defence manufacturing sector. “That’s the real significance of it and also, once we’ve got some established in-service vehicles using this technology, there’s all the other armour vehicle manufacturers worldwide because the economic and quality benefits will translate into all the other vehicles – it’s a change of technology for everybody potentially.” The welding technology was initially developed in Adelaide more than a decade ago by Australia’s science body, the CSIRO, before K-TIG was spun out to commercialise the welding. K-TIG listed on the Australian Securities Exchange in October 2019 following a $7 million capital raise. It embarked on a further $6 million capital raise late last year.

Australian CSIRO technology to weld materials faster and stronger than traditional techniques.

Until now, the publicly-listed company has focused on the pipe, tank and pressure vessel industries. But this week, K-TIG signed a Memorandum of Understanding with major Korean company Hanwha Defence Group and Hanwha Defence Australia, to develop advanced keyhole welding procedures for armoured applications. Hanwha is South Korea’s largest defence company and also operates in aerospace, fintech, mining and clean energy. It is also the preferred supplier for the Australian Army’s Land 8116 self-propelled artillery project and shortlisted for the Land400 Phase 3 Infantry Fighting Vehicle project. The K-TIG system can perform a traditional six-hour weld in less than four minutes to a quality standard and, unlike traditional welding, it requires no edged preparation or filler materials. K-TIG managing director Adrian Smith said the MOU with Hanwha would trigger a 24-week joint project to demonstrate the K-TIG technology in Adelaide on the specific defence materials at specific joint geometries to prove its “superior hardness characteristics”.

“Traditionally when you weld two pieces of armour together you change the mechanical properties because you melt the metal and recrystallise it around the joint and the joint is not as hard as the base metal,” he said.

The company also established a North American sales and distribution network last year, which is beginning to pay dividends and has also established a formal R&D group in Adelaide. K-TIG has 12 staff in Adelaide where the welders are assembled from locally manufactured and imported parts before being shipped to customers around the world.

“But our technology and the way we weld in a single pass involves much less degradation in the strength of the joint so our joint hardness is comparable to the base metals plus we have less defects. “Once we’ve proven the suitability then we will look at building it into their manufacturing processes for 8116 and the Land400 vehicles they are bidding for. “If it’s successful on this project, they have manufacturing lines for these guns and the Land400 vehicles.” Hanwha will offer 30 of its K9 Huntsman self-propelled howitzers in the first phase of the 8116 Protected Mobile Fires project. It will build and assemble the vehicles in Geelong with a budget estimated at up to $2.6 billion. Smith said if the K-TIG welding technique proved successful, Hanwha would look to incorporate it into its global operations.

K-TIG managing director Adrian Smith (left) and Hanwha Defence Australia’s Richard Cho at the MOU signing this week.

The company is looking to expand to 14 SA staff in the coming weeks ahead of further growth. Smith said having a physical presence in America had helped K-TIG move its customer base from early adopters to mainstream users. “Now we’ve got 50-60 customers out there who are very happy with it and know that it works and we’re seeing scale growth because it’s an established technology,” he said. “It’s early days – we’re only six months into it – but it’s going great guns and we’re seeing really rapid growth in the number of companies wanting to engage with us because we’re now local in America. “We’re looking at 300-400 per cent revenue growth this year so we’re pretty happy with that.”

A Hanwha k9 self-propelled howitzer. Picture: Hanwha DefencePicture: Hanwha Defence


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K-TIG Limited has a market capitalisation of $81.8 million. Its shares opened at $0.49 on the ASX this morning.

New Products Rope Analysis at the heart of crane safety, reliability and service life Ropes and reeving systems are crucial to the safety of cranes and lifting devices

Operations Manager, Konecranes and Demag Pty Ltd (a member of the Konecranes Group).

• Can provide rope failure insights with a failure investigation report

Wire ropes and rope reeving systems form the heart of many cranes and lifting technologies, and their safe operation is of critical importance.

“Konecranes Rope Analysis can improve the total lifecycle costs of equipment by optimizing wire rope change intervals in high duty applications and critical equipment,” he said.

The Rope Analysis is part of a suite of consultation services available to optimise crane performance and efficiency.

Konecranes is introducing to Australia, New Zealand and SE Asia, its latest advanced Rope Analysis to look beyond what is visible to the naked eye. Konecranes Rope Analysis targets individual concerns such as rope selection, rope life, component failures, unexpected rope behavior, accident investigation or improvement opportunities, including recommendations on extending rope and component life. “Using proprietary 3D modelling and calculation tools, we provide an engineering assessment, calculation and inspection of a company’s ropes and reeving components, based on the EN 13001-3-2:2014 standard,” says Mr Mark Beckwith, Australian Service

Throughout the working life of a wire rope, the strands and core are subjected to tension, bending, and abrasion, which can compromise strength and safety.

Other services include Crane Hook Analysis, Crane Rail Analysis and Geometry Survey, Crane Reliability Study, Compliance Consultation and Operator Training.

Routine maintenance often relies on pre-determined replacement intervals regardless of the actual condition of the wire ropes, meaning that safe and operable ropes might be replaced too often or too soon, resulting in unnecessary downtime and increased costs.

Rope Analysis Benefits Konecranes expert consultations can provide a calculated estimate of rope life, recommendations for rope selection or rope reeving geometry improvement to target a variety of issues. Benefits include: • 3D simulation of the rope reeving provides a clear view of issues or concerns • Can offer recommendations for extending rope life in current or future use

3D modelling is used to provide an accurate assessment of the current condition of the rope and reeving systems

• Can give information that can be used to improve rope behavior

New interior separation for E4Q energy chain reduces assembly time Universal separators and shelves with locking tabs ensure flexible and user-friendly e-chain assembly For safe cable guidance in unsupported and long travels, igus has developed the E4Q energy chain which is available from Treotham. The bionically inspired design of the series saves weight, while a crossbar with locking tabs reduces the assembly time of the energy supply system by 40 per cent.

with the help of a special crossbar concept, saving the user 40 per cent assembly time. A concept that convinced users as well as the jury of the German Design Award 2021. In order to be able to fill the E4Q with cables even faster, igus GmbH has now developed a new flexible interior separation in co-operation with its customers. The system consists of universal separators and lockable shelves.

The cable-protecting separators have a grid for inserting the shelves. To assemble the interior separation, first place the separators on the crossbars. The shelves can then be pushed into the desired level from both sides.

Double locked with slider and crossbar An integrated slider allows the shelves to be positively locked in place so that they remain securely in place even during high accelerations.

To further facilitate cable filling, igus is now launching a new interior separation for the E4Q. Universal separators can simply be placed on the crossbars, shelves can be inserted from the left or right, either along the inner or outer radius.

If the user wants to change the interior separation of the energy chain, he/she can simply open the crossbar along the inner radius or the outer radius, depending on accessibility, unlock the shelf via the lateral slider and pull it out.

A mechanism in the separators automatically locks the chain when closing.

Treotham offers the new igus interior separation for its four E4Q sizes in different widths.

Simple and assembly-friendly, these were the goals that the igus developers set themselves with the E4Q energy chain. The result is an energy supply system for unsupported and long travels that saves material and 10 per cent weight through a naturalistic design.

Calculate guaranteed service life online and have it certified

At the same time, it is more robust than its predecessor series E4.1. The special feature of the energy chain: it can be opened and closed completely without tools

Quickly filled and doubly secured: 1. Flexibly slide the shelf into the separators, 2. Lock the shelves, 3. Securely close and automatically seal the chain with the locking tab crossbar.

The E4Q energy chain can be configured with cables and the interior separation in the e-chain expert on the igus website. igus promises a guarantee of up to 36 months on the complete energy supply system. The customer can easily generate the certificate online using the service life calculator.


NZ Manufacturer May 2021


New Products SwipedOn new tech products for the hybrid workplace New Zealand based technology company SwipedOn has launched a series of new product offerings with the essential features businesses need to operate safely during and post Covid-19. With a growing need for safe working spaces, SwipedOn’s latest features will help businesses all over the world adopt seamless processes for the new hybrid workplace. Developed during the height of the pandemic in response to real-time needs, SwipedOn’s new products include: contactless workplace sign-in, visitor and employee screening questions, a dedicated employee sign-in app, contact tracing and SwipedOn Desks - a new feature for shared workspaces.

Contactless sign-in • Contactless sign-in allows visitors to smoothly and safely sign in and out of the workplace using their own mobile, eliminating the need to touch a communal device. A QR code can be generated via the iPad or through the SwipedOn web dashboard to be printed and displayed in a sign in or reception area.

even set resources as unavailable to help ensure effective social distancing. Users can easily locate and book a desk on the go or in advance, check resource availability and locate key contacts quickly, such as fire wardens or first aiders. Note: SwipedOn Desks is a standalone product and does not connect to the SwipedOn visitor management system.

SwipedOn Pocket - employee companion app • SwipedOn Pocket is an employee companion app that helps facilitate a risk-free workplace via a contactless sign-in experience for staff using their Android or iOS smartphones. The app includes screening questions and employee movements are logged - giving a full oversight of who is in the building at any one time.

SwipedOn Proximity • SwipedOn Proximity offers verified on-site sign-in for employees by alerting users through the pocket app that they are within a predetermined radius of the workplace, prompting them to sign in.

Visitor and employee screening questions • Businesses can easily screen employees and visitors by asking them custom yes/no questions to determine if they are a safety risk to the workplace. If a high-risk person enters a workplace, they have the option to decline entry. Businesses can screen their employees, securely log their responses and trace their contacts if required.

Contact tracing button • The ability to contact trace has always been possible with SwipedOn, but it used to be a manual process. In the recent product update, contact tracing has been transformed into an automated process, it now has the capability to alert users who could have had contact with an individual who is later deemed high risk. All at the click of a button.

SwipedOn Desks • SwipedOn Desks is the new smart and simple approach to workspace management. It helps utilise shared spaces effectively, optimising operational costs, and offering greater control over workplace health and safety policies. The new feature allows administrators to manage hot desks, agile or activity-based working environments, keep track of office occupancy, and

The high cost of energy RS Components have released the latest edition of MRO Solutions – the essentials magazine for all your Maintenance Repair and Operations needs. This newest edition takes a look at Energy Efficiencythe products and opportunities to help businesses reduce energy consumption, optimise efficiency and minimise their production costs. It makes sense for businesses of all sizes to understand their energy use and costs and know the options

available to reduce them. One of those options is the game changing Fluke ii900 Sonic Industrial Imager, available for next day delivery from RS Components. A fast, simple way to detect compressed air, steam, gas and vacuum leaks. The handheld Fluke ii900 Sonic Industrial Imager enables maintenance teams to quickly and accurately locate air, steam, gas and vacuum leaks in compressed air systems.

Fluke have developed SoundSightTM technology which converts sound waves to a visual image, enabling the Fluke ii900, to detect compressor leaks quickly and easily. New Zealand research has found that system leaks account for up to 50% reduction in compressed air system capacity and consequently higher energy costs. Traditional methods for detecting leaks include monitoring and detecting leaking hissing noises, coating suspected areas in soapy water for bubble detection and ultrasonic devices to detect high frequency sounds often in an extremely noisy industrial environment. The Fluke ii900 Sonic Imager, on the other-hand, allows leak detection in difficult to access areas, detecting leaks up to 50 metres away and in spaces that are physically impossible for maintenance engineers to reach. RS has been serving the needs of buildings, facilities and energy management professionals for decades. RS works closely with strategic partners like Fluke to deliver problem solving solutions such as the ii900. The technology and innovation this product brings with it is a huge game-changer to many industries helping drive down energy bills – benefiting not only the environment but the bottom line. The Fluke ii900 Sonic Industrial Imager is shipping now from RS in Australia & New Zealand.


NZ Manufacturer May 2021 /

Developments New role streamlines Royal Wolf container operation Unprecedented demand for shipping container solutions in New Zealand has seen container specialists Royal Wolf create a new national role to streamline its operation across both islands. Graham Allison has been appointed National Manager – Customer Service Centres (CSCs) to oversee and manage the company’s 16 offices located from Whangarei to Invercargill. The change is a pivotal one for the business with container demand being driven by ongoing infrastructure and construction work, the booming primary sector, and need for storage containers in sectors such as retail, house removals, and household storage.

Allison has been with Royal Wolf for 11 years, working in a number of roles including Business Development Manager where he led the growth of Royal Wolf’s Building and Construction (B&C) product. He was most recently Regional Manager. He says his focus will be on supporting the team to better understand the business from both a strategic perspective as well as ensuring it delivers products that meet the specific needs of its customers. Allison has been key to growing the Royal Wolf business through negotiating and overseeing major projects, including a container green screen for blockbuster movie The Meg. He was also instrumental in delivering challenging projects such as the modified containers used as accommodation on the waterfront for the Volvo Ocean Race teams.

Building diversity in the structural steel industry In an industry first, Steel Construction NZ (SCNZ) has demonstrated its commitment to diversity and inclusion by publishing its Building Diversity in the Steel Industry article in English and te reo Māori. The industry organisation’s bilingual publication tells the story of D&H Steel Construction’s apprenticeship programme, which embraces diversity and equal opportunity. “D&H Steel has long prided itself on its commitment to family, equal opportunity and diversity,” says D&H Steel Construction managing director Wayne Carson. “We have a strong track record of supporting young people from diverse backgrounds to grow, develop and achieve their goals through hard work and focus.” Partnerships with organisations like Māori and Pasifika Trades Training, Unitec and Gateway offer a good fit with the Auckland-based structural steel contractor. D&H Steel benefits from a structured approach to bringing new blood into the business while also enabling it to help futureproof the industry and make a difference in the community.

to implement the Aotearoa Steel Industry Transformation Agenda. It identifies best-practice requirements to guide the industry towards future success, and highlights what an effective transformation should look like. The Agenda aligns with BRANZ’s Industry Transformation Agenda, the Construction Sector Accord and is based on the NZ Treasury’s Living Standards Framework. “We have pledged to contribute meaningfully to the Living Standards Framework and to the Construction Sector Accord, creating shared value for our members, our people and our communities,” says O’Riley. “One of the pillars of the Agenda relates to Human Capital and a commitment to promote diversity within the industry, which this bilingual publication is in support of.”

“While we are proud to bring this story to life in both of New Zealand’s official languages, English and te reo Ma-ori, the real story is about our industry’s commitment to encouraging diversity and equality in the structural steel workplace,” says SCNZ general manager Darren O’Riley. “D&H Steel is one of many businesses in our industry exemplifying this ethos.” SCNZ has recently developed a Sustainability Policy, which includes a pledge

More spaces for skilled and critical workers’ welcome The EMA says its members will be pleased with the announcement that more spaces have been allocated in managed isolation facilities for skilled and critical workers. Chief Executive Brett O’Riley says the message from its 7,400 member businesses has been clear over the past year. “They’re crying out for people with the right skills to fill jobs to help them get back on track post-Covid-19 and drive our economic recovery.” The opening of the trans-Tasman bubble and the allocation of 500 spaces a fortnight for the next 10 months for these workers is a great start, he says. Mr O’Riley hopes the boost the Government has suggested for the construction and infrastructure sectors materialises. “We need to understand better when and with what funding last year’s ‘shovel-ready’ projects will come to fruition, and what’s to come from the Provincial Growth Fund to support infrastructure in the regions, as this is what will drive New Zealand’s productivity.” “We would also like to see the Government more focused on developing a population strategy to decide how big we want our country to be, as this is what drives infrastructure, housing and health,” he says. In the meantime, the 20,000 vouchers being made available in the Managed Isolation Allocation System over the next three months for New Zealanders wanting to return home is most welcome.


NZ Manufacturer May 2021


Developments Engineering duo want more women to join their trade Think engineering isn’t for women? Two female Hamilton-based apprentice engineers are here to change your mind, leading by example in the male-dominated industry. Elizabeth Humberstone and Leilani Tunnicliff work for Apprentice Training New Zealand (ATNZ), the country’s largest employer of apprentices in mechanical engineering and related industries. ATNZ places their apprentices into “host” companies where they work and learn their trade. JP Marshall Engineering, one of the country’s longest-standing steel fabricators and industrial engineering providers, recently took on hosting Elizabeth and Leilani. In a staff of more than 90, mostly men, the two women do stand out, but as Elizabeth succinctly puts it: “The only way for it to stop being so male-dominated is for more women to join the trade.”

“The feedback from JP Marshall is very positive for both women. Their attitude and eye for detail is something the men sometimes lack, a point several companies have identified. I would say that industry is warming to having more women in the sector.” JP Marshall is a family-owned and operated business, with Adrian Marshall at the helm. He says training has always been an integral part of the company culture and hugely supports women joining the engineering trade. “From as far back as the 1950s, apprentices have been a key part of the JPM workforce. Our new female apprentices aren’t our first – we had one many years ago – but there aren’t that many knocking on the door in heavy fabrication. “We will always encourage more. With a lot more lifting assistance, profile cut parts and smaller components, the modern workplace has removed the strength barrier that has typically been an advantage for males”, he says. Each woman took a different journey to begin their engineering careers with ATNZ. Elizabeth is halfway through her heavy fabrication qualification and was placed into JP Marshall three months ago. She says growing up on a farm influenced her decision to enter the industry. “I think it was ingrained in me through watching my father constantly building and altering things on the farm. I love the whole process of engineering. At work, starting with a pile of steel and a drawing, and seeing it take shape in whatever it’s meant to be, is really enjoyable. There’s such a variety of projects it keeps things interesting.”

Elizabeth Humberstone

Leilani echoes her sentiments: “I say to other women ‘go for it’. It’s a lot of fun, and while at times it’s hard, it’s worth it in the end.” ATNZ Account Manager Adrian Gozdz mentors and supports Leilani and Elizabeth through their learning and says the different skillsets and talents the women bring to their host company is highly valued.

Meanwhile, Leilani did an engineering course at Wintec and liked the mechanical side of things. This led to her fitter machinist apprenticeship with ATNZ, of which she is in her third year. “I enjoy being able to repair and build all sorts of things. I like seeing the things I make become a part of something bigger that actually works! I love watching the different machines at work; it’s

Leilani Tunnicliff

fascinating,” she says. Leilani says she experienced sexism and “old fashioned views” in previous workplaces, but JPM is different. “There is open communication, and the people here are supportive and always help me if I’m stuck on something.” Adrian Marshall also strongly encourages anyone – male or female – to learn a trade through an apprenticeship. “Apprentices are the future of the industry. They bring a malleable mindset and willingness to learn from their more experienced colleagues. They’ll give anything a go, are enthusiastic and quickly adapt to the introduction of new technology.” Attributes shared by Elizabeth and Leilani With less than two years to go until they complete their nationally recognised qualifications, both women already have bright plans for their own futures in the engineering industry. Elizabeth aims to become the 2021 ATNZ Apprentice of the Year, while Leilani wants to manage a machine shop or try her hand at aeronautical engineering. And challenge outdated stereotypes and thinking along the way.

Emirates SkyCargo supports NZ’s food exports during New Zealand has always been a world leader in food production and exports. During the pandemic year, when global supply chains were disrupted due to the suspension of passenger flights, Emirates SkyCargo provided much needed air cargo connectivity through its cargo only passenger freighter flights to Auckland and Christchurch. This facilitated the export of food, produce and other commodities, helping the country retain its position as one of the global leaders in exports of premium food and produce.

world through Dubai. Overall during the year 2020, Emirates SkyCargo helped export more than 8,000 tonnes of cargo from the country on over 650 flights to close to 200 global destinations. Food items and produce formed more than half of the total exports from New Zealand. Some of the main food exports from New Zealand included meat, which formed close to half of the total food exports from New Zealand, seafood,

Emirates SkyCargo restarted cargo flights to New Zealand in early May with its passenger freighter aircraft*, working with the New Zealand government as part of its International Airfreight Capacity Scheme (IAFC) to connect exporters in New Zealand with their international customers. Currently, the air cargo carrier offers cargo capacity on six flights a week from Auckland and one flight a week from Christchurch connecting New Zealand to other markets in the region as well as the rest of the


NZ Manufacturer May 2021 /

fruits, berries and dairy products. Emirates SkyCargo also helped transport hundreds of tonnes of the much sought after Manuka honey from the country to international markets. With the exception of a period of five weeks between end of March and early May, Emirates SkyCargo helped provide a steady channel for the flow of essential goods such as PPE and medical equipment into New Zealand and for the flow of food exports out of the country. Emirates SkyCargo helped bring in close to 850 tonnes of essential pharmaceutical goods from Europe and India during the year 2020, amounting to close to one-fifth of the total cargo imported into New Zealand on Emirates’ flights. The growth of export markets over the last decade has provided a boost to farming communities and agriculture in the various production markets. *cargo only flights operated on Emirates’ Boeing 777-300ER passenger aircraft with or without cargo loaded inside the passenger cabin.

Rear View Information management will unlock the digital revolution in manufacturing -George Harb, Regional Vice President APAC – Business Ecosystems During the pandemic, many industries quickly realised they weren’t as prepared for digitalisation as they thought. The manufacturing industry was no exception; the rapid shift to remote work was a challenge as the necessary digital infrastructure was not in place for many organisations. This impacted the workforce significantly by limiting information access. The manufacturing industry was already facing a challenging business environment with increased supply chain complexities and expanding regulation. COVID added new challenges to the mix forcing organisations to adapt to the ever-changing circumstances. The organisations that had sufficient infrastructure in place were able to easily transition to remote work. Advanced technologies allow for a more agile workforce however, they can only succeed when there is a proper foundation, which is an effective information management (IM) solution. Investing in an IM platform allows manufacturing organisations to be agile and pivot at a moment’s notice. This is because key stakeholders can access critical information regardless of where they are located. Organisations that fail to implement an IM strategy will fall behind competitors, given the business lacks agility and the ability to react to changing market conditions. So, how can an effective IM strategy help manufacturing organisations gain full value from the transformative technologies available today?

The value of accessible data The manufacturing industry produces an astonishing level of data and the number of data collection tools is continuing to grow. For example, IDC estimated that connected Internet of Things (IoT) devices will generate 70 zetabytes of data by 2025. This increases visibility, control and efficiency, however these benefits are only achieved when useable data is created. When IoT is combined with data from other

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technologies such as artificial intelligence (AI) and blockchain, a real transformation can take place as there is greater collection of data from a range of sources; multiple sources create a more accurate picture. Comprehensive IM allows teams to access data easily and draw insights from it while maintaining information governance and meeting compliance policies.

Cloud is a central element to digital transformation Cloud is fast becoming the platform of choice for manufacturing organisations with the shift to remote work. Research by OpenText found 70 per cent of organisations across multiple manufacturing sectors are leveraging cloud-based, business-to-business networks in their operations. It is the preferred platform because it allows access to critical information on- or off-site which offers huge benefits in productivity as employees will always have access to all the information they need. It also brings agility, cost savings and a competitive edge.

Information management provides the foundation for AI and machine learning AI is transforming the way information is created and managed by manufacturers. AI and machine learning act as the brain that can process information in high volumes, allowing for reviews in real-time and enhanced automated processes. IM provides the foundation for the applications of AI and machine learning. It connects information, integrates the data and prepares it for inclusion in AI analytics solutions.

George Harb.

Supply disruptions set to continue The constant disruptions of Covid -19 have significantly impacted supply chains across the globe, and it won’t return to normal overnight. Deloitte claims the pandemic will have reverberations across the industry and impact supply, demand, liquidity and work for years to come. There are three key capabilities to create an adaptive supply chain, these include: • Ability to respond rapidly as and when changes in demand occur • Development and activation of a strategy that can shift to suit key market needs including labour and rates • Creation of a “what if” strategy to ensure resiliency with unforeseen disruptions

Information management is key to successful digital transformation Cloud based IM opens up access and useability of critical data to teams regardless of location. Access to data in real-time will allow organisations to adapt strategies rapidly providing them with greater ability to predict changes in the market. IM offers a wholesome perspective to the manufacturing industry by ensuring data is collectable, assessable and easy to pull insights from. Quality data will better inform the manufacturing digital revolution.

Oasis Engineering Increasing productivity, becoming more competitive

and gather feedback in order to refine the approach. • A cross functional team was essential to avoid a siloed approach to the project workload. • There was a 95 per cent reduction in time saved on searching for SOPs. • New staff can be trained and productive much more quickly with good quality SOPs at their fingertips. • There is scope for future improvements such as transitioning to video formatted SOPs and real time data capture now the infrastructure is in place. • Team engagement has given confidence in the accuracy of information and ultimately delivering the required quality.

About the site visits & Industry 4.0 The purpose of the Demonstration Network is to drive uptake of Industry 4.0 technologies among New Zealand manufacturers with the aim of increasing their productivity and global competitiveness. The Network of Site Visits (NSV) are part of the Industry 4.0 Demonstration Network, which also includes a mobile showcase and smart factory showing cuttingedge industry 4.0 technologies in action. The NSV takes selected companies through a fully-funded assessment process to help them accelerate their own journey towards Industry 4.0, and sees them share their knowledge with other manufacturers.


NZ Manufacturer May 2021


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