Manufacturing Today Europe Issue 131 August 2016

BEST PRACTICES FOR INDUSTRY LEADERS

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today

Future

challenges What are the six biggest challenges for those involved in the recycling of electronic and electrical waste?

Also in this issue:

Lean manufacturing Increasing productivity Health & safety Counterfeit goods

Going 3D Brexit Flexible manufacturing Smart plants

Water usage

Focus on logistics

EUROPE

131 August 2016

MANUFACTURING

Editor’s Comment

Chairman Andrew Schofield Editor Libbie Hammond Art Editor/Design David Howard Staff Writers Jo Cooper Andrew Dann Joshua Younespour

Positive

position

Production Manager Fleur Daniels

H

Production studio@schofieldpublishing.co.uk Advertising Administrator Tracy Chynoweth studio@schofieldpublishing.co.uk

ave you felt any impacts from Brexit yet? I am getting a lot of emailed predictions about what ‘might’ happen, but it’s such early days, none of us can be sure of what the future might hold. We do have two new Brexit articles in this issue and this is a topic that will be covered on a regular basis going forward. I am very keen to hear from readers who are feeling the effects (or just have strong opinions!) so please do get in touch.

It is also with a great sense of pride that we are able to feature so many positive stories from manufacturers in this issue – 64 in total. While the market may be uncertain about the future, it is heartening to be able to report stories of success, innovation and growth from all across Europe and beyond.

Operations Director Philip Monument Editorial Researchers Mark Cowles Tarj D’Silva Jeff Goldenberg Laura Thompson

Advertising Sales Joe Woolsgrove - Sales Director Mark Cawston Tim Eakins Andy Ellis Darren Jolliffe Jonas Junca Dave King Theresa McDonald

libbie@schofieldpublishing.co.uk

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What are the six biggest challenges for those involved in the recycling of electronic and electrical waste?

Also in this issue:

Lean manufacturing Increasing productivity Health & safety Counterfeit goods

Going 3D Brexit Flexible manufacturing Smart plants

Water usage

Focus on logistics

©2016 Schofield Publishing Ltd Please note: The opinions expressed by contributors and adver tisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effor t is made to ensure that the information published is accurate, and correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the proper ty of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Features 4 News

Updates and announcements from the manufacturing arena

6 Lean manufacturing

As manufacturers seek growth and consider how to embrace digital factories, they should take the opportunity to break free of organisational clutter and treat the business as an integrated ecosystem

16 Water usage

If you are considering switching water supplier at deregulation, you should already be interrogating your water system

Given the current economic situation and the increase in skilled wages, improving productivity has become more important than ever

10 Health & safety

Stress in the workplace is a real problem that is having a major impact on business – there is support available to help

12 Electrical waste

The recycling of WEEE isn’t straightforward – Susanne Baker looks at six of the biggest challenges

14 Counterfeit goods

Imported counterfeit goods are thought to make up around 2.5 per cent of global trade and are not a victimless crime

Why manufacturers need to use an innovative platform to capture all design requirements at the beginning of a project

16 Water usage

18 Going 3D 8 Increasing productivity

22 Flexible manufacturing

Lightweight materials may bring benefits but manufacturers will need to ensure their fastening solutions are up to scratch

20 Brexit Looking forward

24 Smart plants

SPM – Smart plant and manufacturing – drives three core functions and allows manufacturers to properly harness new technologies

Terry Scuoler offers some advice to UK manufacturers about the steps needed to rebuild confidence

21 Brexit - Advice for supply chains

Guy Courtin looks at what Brexit means for supply chains, particularly in the automotive sector

21 Brexit

26 Focus on logistics

The workforce in logistics is getting older and there’s a lack of diversity – skills and training in this area must be a priority

28 Bijur Delimon International

Bijur Delimon International (Denco Lubrication Ltd) now offers a Condition Monitoring package to enable clients to take a more proactive approach to increasing efficiency and reducing downtime 2 www.manufacturing-today-europe.com

CONTENTS

Profiles 32 35 45 48

Chemical Industries Association Brenntag UK & Ireland Briar Chemicals Ltd CalaChem Ltd

52 Birmingham Powder Coatings 56 Engro Fertilizers 59 LoneStar Fasteners Europe 62 Red Arch Manufacturing 66 Thyson Technology Ltd 69 JC Atkinson 72 JRI Orthopaedics 75 Offsite Solutions 78 Arjowiggins Creative Papers 80 Datalink Electronics Ltd 82 Duun Industrier AS 84 Carrs of Sheffield 86 Crown Paper Mill Ltd. 88 Ronaldsway Aircraft

Company Limited 90 Tele-Fonika Kable 92 Bischoff Textil AG 95 Plessey Semiconductors 99 The Sertec Group 109 Blatchford 115 MรถllerTech Ltd 118 Viraj Profiles Limited 123 Marshall Aerospace and

Defence Group 129 Airedale International Air

Conditioning Ltd 135 Wilton Carpets 140 Colin Mear Engineering 143 Nexans Power Accessories 146 PKC Group Plc

35 Brenntag UK & Ireland

62 Red Arch Manufacturing

72 JRI Orthopaedics

148 Sherwin-Williams 150 Westex Carpets 152 Woxna Graphite 154 Analog Devices Inc. 156 Chargepoint Technology 158 Hayley Group 162 Morgan Motor Company 170 BAE Systems Military Air

& Information 177 Burnside Eurocyl 181 Optare Group 184 European Springs & Pressings 188 Nico Manufacturing Ltd 192 Bibby Scientific Ltd 196 Powder Systems Ltd 199 JS Burgess Engineering Ltd 202 Keltech 205 Inciner8 208 Hendry Hydraulics Ltd 212 Spirotech-SRD 215 Millers Oils 218 SAM 222 Servis Tyres 226 Evoke 229 Alkor Draka 232 Weiss Spindeltechnologie 234 Twin Disc 237 Avnet Embedded 240 Benham Precision Engineering 242 Thurne-Middleby Ltd 244 Tec Systems 246 Colombier Group 248 Servopresse 250 Romi Machines UK 170 BAE Systems Military Air & Information

118 Viraj Profiles Limited www.manufacturing-today-europe.com 3

News in brief Leading supplier

ARC Advisory Group has recognised IFS as the leading supplier to the global aerospace and defence industry in its most recent ‘Enterprise Asset Management Global Market Research Study’. According to the report, IFS has gained market share in the aerospace and defence industry in each of the last four years, growing approximately 25 per cent since 2012. IFS has a strong and growing customer base in aerospace and defence including Affinity, BAE Systems, Lockheed Martin, General Dynamics, SAAB Group, GE Aviation, Royal Thai Airforce, TAE and Emirates.

Flexible work is key

If your business doesn’t offer flexible work options then top employees may look to switch to somewhere that does according to a new survey from Regus.

Over 3000 professionals across a variety of sectors were quizzed on the importance of flexibility in today’s working life. And office-based workers in the manufacturing sector left very little doubt about the value of a flexible approach. Ninety-one per cent of workers in the manufacturing industry said that, faced with a choice of two similar jobs, they would choose the one that offered flexible working. And nearly a third of respondents (30 per cent) also stated that they would have stayed longer in their previous jobs if flexibility had been offered.

Lack of understanding

Only eight per cent of UK manufacturers have a significant understanding of Industry 4.0 processes despite 59 per cent recognising that the fourth industrial revolution will have a big impact on the sector, according to a new report published by accountancy and business advisory firm BDO LLP in association with the Institution of Mechanical Engineers (IMechE). According to the BDO/IMechE report, increased productivity, better data analysis, increased competitiveness and lower manufacturing costs are the top ways in which Industry 4.0 will affect UK manufacturing.

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Quality first

Kloeckner Metals UK’s Dudley site has been accredited with the ISO/TS 16949 certificate by BSI to manufacture products for the automotive industry. Developed by International Automotive Task Force (IATF), the ISO/TS 16949 quality management system demonstrates both commitment to product quality and compliance to customer specific requirements. The standard encourages suppliers to introduce a continuous process to help find and report on improvements in their quality and management systems and relevant processes in the business.

ISO/TS 16949 certifies that Kloeckner Metals UK meets all the necessary specifications for the design; manufacturing, installation or servicing of automotive related products. Throughout the years it has developed extensive expertise in supplying automotive parts for seating, bumpers, steps, petrol fillers, wing mirrors and chassis. With six state-of-the-art tube laser-cutting machines and wide range of processing capabilities Kloeckner Metals UK is able to deliver customised, high quality components efficiently and on a just-in-time basis nationwide.

Kaha Avaliani CEO of Kloeckner Metals UK commented: “We are very excited and proud about ISO/ TS 16949 certification which reflects the hard work of all our employees. This coveted certificate further demonstrates our dedication to maintain and continuously improve quality and management control systems which benefits our partners and customers.”

Manufacturers urged to export

A Midlands precision engineering specialist is urging fellow UK manufacturers to take a brave leap into the export market, after experiencing its own surge in exports following Brexit.

MNB Precision is one manufacturer reaping the benefits of a weak pound following the uncertainty caused

by Britain’s decision to leave the EU, and is claiming that businesses need to take advantage of export opportunities provided by Brexit in order to boost industry during uncertain times.

Managing Director Luke Benton said that he only expects the pound to go one way over the next few months – down. “Brexit has left huge uncertainty in the UK business community, but something it has presented are huge export opportunities and this is something we are already taking advantage of. The sharp fall in value of the pound is making UK goods more attractive to overseas buyers and I only see this continuing.

“It presents UK industry with a huge opportunity to grow exports, and it also de-risks export market entry for businesses that are yet to trade with the rest of the world. Now is the time for the manufacturing industry to market our quality all over the world to ensure that when the UK does enter talks about trade agreements, Europe and the rest of the world already know what we have to offer.

“Manufacturers need to play the cards they have been dealt,” he said. “During this period of economic uncertainty, the worst thing the sector can do is sit back, consolidate and wait. Instead, we need to take advantage of any opportunities in front of us to grow our revenues and continue to compete on a global stage. At the moment, that’s in the export market. Overseas trade is likely to offer the sector huge opportunities over the next few months and the worst thing we can do as an industry is let this pass us by.”

MANUFACTURING NEWS Industry 4.0 in its purest form

The machine tool and laser manufacturer TRUMPF is building a demonstration factory in Chicago that is designed from the ground up as a flexible, digitally connected production plant. The entire ‘sheet metal process chain’ – from ordering of a sheet metal part to its design, production and delivery – is intelligently interlinked according to the very latest principles. Unlike the classic show rooms of the TRUMPF Group, where the emphasis lies on individual machines, the Chicago plant will be focusing on the entire customer process, complete with material and information flow. Covering an area of roughly 5500 square metres, the new site is aimed at demonstrating the interaction of people, machines, storage equipment, automation, software, and Industry 4.0 solutions.

The Industry 4.0 offerings at TRUMPF are all subsumed under the name TruConnect. All the key TruConnect modules will be in operation at the Chicago plant, enabling comprehensive demonstration of production according to the principles of Industry 4.0. The production line is designed in such a way that entire real production processes can be carried out – that is, customers at TRUMPF in Chicago can dispatch their own orders.

The demo factory, with its initial staff of around 30 employees, is aimed at everyone working in sheet metal fabrication; the main target group is small and medium-sized job shops that are just starting out with digital connectivity. Their requirements, and findings from production, will be collected in the development offices on-site and then made available to the central R&D departments of the TRUMPF Group. Also important in this regard is the experience of entirely new Industry 4.0 business models

such as capacity pooling, which can be systematically gathered within the fully connected factory.

TRUMPF Chicago is seen as an international centre of excellence for Industry 4.0 solutions, and has architecture to match. The ‘Control Center’ - a command centre with large display areas – makes various process parameters available to visitors in real time. With construction costs estimated at about 13 million euros, the demo factory was designed by the Berlin architectural office of BarkowLeibinger, and its official opening is planned for the summer of 2017.

A cut above

44

After extensive research into fibre laser cutting machines on the market, subcontractor McAuley Engineering in Northern Ireland concluded that the 6 kW BySprint Fiber from Bystronic UK offered the best performance. During cutting trials at three potential suppliers, average production cost per laser-cut part was lower using the Bystronic machine than on the other shortlisted models.

The scope of the review was far-reaching, encompassing not only capital investment but also machine running costs including power consumption, cutting gas usage, other consumable costs and after-sales service. It led to a BySprint Fiber 3015, the company’s first laser cutting machine, being installed last year at the subcontractor’s 7000 sq m factory in Ballymoney, County Antrim.

Managing director Jonathan McAuley said: “Typically, 60 per cent of our sheet metal throughput is aluminium and we also process stainless steel and copper. These reflective materials are cut much more efficiently using fibre laser technology than on a CO2 laser machine, which shaped our purchasing decision. We frequently profile light gauges down to 1 mm and a fibre laser is well known to be several times faster when processing thinner materials up to, say, 5 mm. However, it was a customer’s 15 mm thick, plasma-cut component that we asked the three potential fibre laser cutting machine suppliers to nest and cut out of a plate of aluminium. Not only was the Bystronic machine faster but the quality of the cut edge was easily the best. We are still getting the same performance from the machine one year on.”

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Time to break

Mark George discusses differentiating beyond lean: new approaches to contribute to competitiveness

The truth is, keeping pace is about more than being lean, it’s about being agile, adaptable and making the right investments to achieve sustainable, profitable growth

T

he rules of competitiveness are changing. Manufacturers cannot afford to miss a beat if they want to differentiate themselves and keep pace with today’s unprecedented demands for speed, scale and flexibility in a global marketplace where digital drives disruption.

To keep pace many manufacturers have turned to Lean Transformation only to find they cannot seem to gain a competitive edge. The truth is, keeping pace is about more than being lean, it’s about being agile, adaptable and making the right investments to achieve sustainable, profitable growth. That requires a very strategic, holistic approach to manufacturing management.

Too often, historically, the adoption of lean became a bit of a scattershot approach to trimming perceived fat from a business – manufacturer or not. Manufacturers need to have a clear understanding of which resources, capabilities, activities and processes directly contribute to valued outcomes and growth. Only with that knowledge the truly non-value adding costs and activities be identified and eliminated.

That knowledge also informs investments and focus in areas where a manufacturer can differentiate itself in today’s business environment.

It truly is a matter of differentiate or be left in the dust by competitors.

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But it’s not easy. Differentiating a business is getting more difficult by the day. Many large manufacturers are stuck in traditional operating modes; inextricably tied to their matrices, organised for the sake of old rules about functions and processes instead of leading by changing the wants and needs of customers and innovating from the outside in.

Furthermore, they oftentimes adopt new technologies for technology’s sake as opposed to selecting technology because of what it can do to help bring their manufacturing strategy to life. In fact, our research has found that many manufacturers have misaligned expectations for their technology investments, and they were not deploying the technologies that could give their business the biggest boost. Among those: robotics, simulation, 3D printing, machine to machine, telematics, the Industrial Internet of Things and smart products.

Consequently, manufacturing organisations are often disrupted by start-ups. They have simpler structures and greater transparency - resulting in faster innovation cycles greater agility.

But manufacturers need not despair.

Acknowledge the main barriers that can stall progress:

• Oftentimes, outcomes are impeded by a

lack of alignment and visibility into the drivers of differentiation caused by an inability to break out of a functional, siloed management of operations.

• There’s minimal understanding of how effectively resources, systems and investments can work together to differentiate and create or destroy value.

• There’s an inability to reward the individual behaviors that result in enterprise outcomes and differentiation.

So what can manufacturers do to differentiate themselves and achieve outcomes?

Move beyond creating lean operations and focus on the outcomes. Start by aligning the organisation’s leadership by developing a blueprint for value creation, working back from the desired outcome. With this approach, management must

Lean manufacturing

consider what that outcome should be and what business landscape it operates within.

Differentiation should be part of that thought process. Without differentiation, why would customers select one manufacturer’s product over a competitor’s? If the outcome is to create an ‘effortless customer experience,’ then management needs to consider where that experience starts and where it ends. Is it really just the point of fulfillment, when the customer receives the product that was ordered, or does that experience extend across warranty management or some form of reverse supply chain?

To understand where the experience begins and ends, the manufacturer needs to walk in their customers’ shoes and examine each step along the way to effectively reverse engineer the path across the manufacturers’ underlying capabilities and inputs regardless of the point of origination. By doing so, a manufacturer can create an integrated customer point of view.

That view can holistically inform the systems, people and processes that deliver value to the overarching business outcome and determine how to improve that customer experience with new structures, systems and technologies.

Surprisingly, Accenture research shows this is more revolutionary than it may sound. Only five per cent of companies use such end-to-end diagnostics to assess their business issues, and 42 per cent rely on data analytics in discrete, narrow areas of the business – analyses that were never meant to be integrated diagnostics tools as they don’t include the broader business landscape of offerings and services.

Without the necessary insights, management doesn’t even ask a very important question: Is the function or process needed? An exclusively functional focus can impede a manufacturer’s ability to sustain competitiveness as unnecessary functions and processes bog an organisation down and impede agility. That said: A holistic approach that begins with the customer is key.

Capture the complexity in the manufacturing operation. Oftentimes, manufacturing organisations become increasingly complex as they create an array of products and services to target multiple customer segments, with transactions - more recently via social channels that include the help of mobile – layered onto traditional sales channels.

Unraveling what for many may seem like a large tangled knot begins with gaining a view of the integrated business landscape. Management must examine the array of customer transactions that exist across that landscape. How many different operating scenarios does that landscape

require? How much of this complexity driven out of these various types of transactions does the customer actually see and value? Does each variant or iteration directly differentiate the customer experience, contributing value to the enterprise? Or, are they meaningless to the customers and expensive to maintain?

If the customers don’t value the activity it may be adding unnecessary costs that erode margins, while bogging down processes. As a result of gaining that kind of view of customer journeys across the business, manufacturers can identify areas where they could benefit from investing in innovation and systems, where to standardise and simplify processes, and where to eliminate complexity altogether.

Bottom Line: Question the status quo. Lean transformation, business process management, and Six Sigma are all methods for optimising operations – driving out waste and variability, especially in processes. Although each has their place, one flaw of each approach is that it does not first question whether a process or function should continue. An examination of value should start at the customer as it relates to business outcomes. And, it should not be assumed that all processes, structures and systems create value or that they are necessary. Too often new processes, structures and systems are simply added to and carried forward over the years without such consideration.

Without an understanding of how the business actually operates, not simply how its organised, it can be nearly impossible to unlock maximum value from new operating models, systems and processes. Why? Because it’s their unification, which creates differentiation – not isolated optimisation.

As manufacturers seek growth and consider how to use new technologies to create digital factories, they should take the opportunity to break free of organisational clutter and move beyond managing and improving the business one function, system or process at a time. They must treat the business as an integrated ecosystem, which exists to create differentiated customer value. Inputs and costs that are not core to this outcome must beg the question: Are we placing the right bets to ensure growth? v

Mark George Mark George is a managing director in Accenture Strategy, Operations Strategy. Accenture Strategy operates at the intersection of business and technology. It brings together its capabilities in business, technology, operations and function strategy to help clients envision and execute industryspecific strategies that support enterprise wide transformation. Accenture Strategy focuses on issues related to digital disruption, competitiveness, global operating models, talent and leadership help drive both efficiencies and growth.

For more information, follow @AccentureStrat or visit www.accenture.com/strategy.

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Fundamental The productivity puzzle: evolution or revolution?

By Cara Haffey

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T

he acclaimed writer, Franz Kafka once stated that ‘productivity is being able to do things that you were never able to do before’. But delivering on our productivity ambitions here in the UK has not always been a smooth path.

Media headlines recently proclaimed that UK labour productivity has fallen at the fastest pace since the financial crisis in 2008, when the UK was in recession. According to the Office for National Statistics (ONS) worker output per hour in the UK fell 1.2 per cent during the last three months of 2015 compared to the previous quarter. Output per hour fell two per cent in manufacturing.

What is more concerning is the fact that the UK now has a productivity shortfall compared to most of the other major EU/Western

economies and that gap is widening. In 2013 the average German worker produced a level of GDP nine per cent above the UK average but by 2014 that gap had widened to 11 per cent.

Similarly, in 2013 the average American worker produced 37 per cent more than the average UK worker – by 2014 that gap had widened to 38 per cent.

Productivity is rightly a concern because it is a major determinant not only of living standards but also of the extent to which firms and businesses can remain competitive in global markets.

Increasing productivity A theory of evolution?

Any current measure of productivity can only be based on current manufacturing processes and methodologies. The danger with this is that any improvement in productivity also focuses on the ‘here and now’ and looks for ways in which improvements can be made; reducing material content for example. This approach is based on the principle that improving productivity is a continuous journey.

It’s simply not viewed as a binary beforeand-after proposition, but rather an evolution of careful analysis and detailed implementation, followed by feedback and periodic adjustments.

The most successful initiatives improve not only the efficiency of a workforce but also the culture of an organisation.

Given the current economic situation and the increase in skilled wages, improving productivity has become more important than ever, and it can pay compelling financial dividends. There is no doubt that such improvements are necessary.

Here in the UK, manufacturers are under intense pressure to reduce cost in order to grow the manufacturing element of the economy through growth in exports. The scale of task is highlighted by the fact that UK workers are less productive than their counterparts in every other G7 country except for Japan.

Activities centred on continuous improvement and lean manufacturing techniques have undoubtedly given manufacturers some tremendous gains but their marginal impact inevitably reduces and further step changes in productivity require an in-depth analysis to identify where true opportunities lie.

They’re talkin’ bout a revolution

So what alternatives are there? Clearly manufacturers can continue to follow the same approach as before; focus on what you do and look for ways to do things better.

However, a more radical approach would be for manufacturers to consider embracing advanced manufacturing techniques as a way of fundamentally redesigning what they do and how they do it. Such a fundamental assessment offers the potential for manufactures to achieve a step change in their cost base, which in turn offers them the possibility of taking a leap forward against the competition.

This is more revolution than evolution and it’s becoming increasingly apparent that this technology renaissance that has the potential to transform the look, systems and process of organisation.

Often referred to as Industry 4.0 or the fourth industrial revolution, this is characterised by the increasing digitisation and interconnection

Productivity is rightly a concern because it is a major determinant not only of living standards but also of the extent to which firms and businesses can remain competitive in global markets

of products, value chains and business models.

In a recent PwC survey of manufacturers, respondents expect that the digital transition will lead to a significant transformation of their companies that will require considerable investment. They estimate the share of investments in Industry 4.0 solutions will account for more than 50 per cent of planned capital investments for the next five years. German industry will thus invest a total of €40 billion in Industry 4.0 every year by 2020. Applying the same investment level to the European industrial sector, the annual investments will be as high as €140 billion per annum.

Driving change

The first significant driver for the advance of industrial internet solutions lies in the opportunity to integrate and better manage horizontal and vertical value chains. Companies surveyed expect a productivity boost in excess of 18 per cent over the next five years. While today only one fifth of the industrial companies have digitised their key processes along the value chain; in five years’ time, 85 per cent of companies will have implemented Industry 4.0 solutions in all important business divisions.

Another factor is the digitisation and interconnection of products and services (internet of things/services). It will contribute strongly to ensuring competitiveness and promises additional revenues of two per cent to three per cent per year on average. For the European industry sector, additional revenues amount to €110 billion annually.

A third major driver is the newly emerging, often disruptive, digital business models that offer significant additional value to customers through tailor-made solutions. These new business models are characterised by a considerable increase of horizontal cooperation across the value chains, as well as the integrated use and analysis of data. They are therefore capable of better fulfilling customer requirements.

The various opportunities, the large extent of

change and the elevated need for investments make the industrial internet one of the most important topics for corporate management.

However, the numerous challenges that the transition entails are also not to be underestimated. Besides the partly still unclear business cases for the industrial internet at company level, industry standards have to be defined and agreed upon and questions need to be answered, for example, in the area of data protection. Access to a techsavvy workforce in an increasingly digitised company could also be a major obstacle. Policy makers and industrial associations can provide significant support with these issues.

The fourth industrial revolution has begun and offers attractive opportunities for industrial companies. However, the industrial internet is not an end in itself. It is closely tied to clear economic objectives and holds the potential for clearer differentiation in global competition.

Obviously such radical shifts are not easy.

They may require a complete shift in the manufacturing process or a complete redesign in the supply chain for a product. None of these are easy or quick to implement but the potential they offer is such that these options bear serious consideration; if for no other reason that other countries are already embracing these changes and could stretch their lead over the UK even further. v

Cara Haffey Cara Haffey is UK head of industrial manufacturing at PwC. PwC’s purpose is to build trust in society and solve important problems. It is a network of firms in 157 countries with more than 208,000 people who are committed to delivering quality in assurance, advisory and tax services. www.pwc.com / www.pwc.co.uk

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Tackle the Stress in the workplace: how to ensure a happier, healthier and more profitable business

W

ith one in five people in the UK taking at least one day off a year due to stress, and even more worryingly 93 per cent of these lying about the reason for their absence1, it’s clear that mental illness is both increasingly prevalent and yet still a taboo subject. In addition, a study by the Engineering Employers’ Federation (EEF), reported that business leaders across the manufacturing industry are increasingly concerned about long-term sickness absence, and that stress ranked as the most common cause of long-term absence – so it is certainly an issue, which those within the sector cannot ignore. Kevin Rogers, CEO of Paycare – a not-for-profit health cover provider – outlines the impact of mental health on not only the employee, but the business as a whole, explains how manufacturing organisations can up their game to ensure their workforce feel empowered and supported, and discusses what measures they can put in place to ultimately ensure a happier, healthier and more profitable bottom-line.

“Workplace stress was one of the big talking points for employers in 2015, and the spotlight is shining on it even more so this year,” explained Kevin. “Stress is a serious employment issue which

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Health & safety

can insidiously eat away at profits, productivity, and efficiency, and ultimately be the reason why businesses lose valued staff. So what is stress?

What should and could employers do about it?

And how can it be managed?

“A Labour Force Survey found that between 2011/12 and 2014/15, there were 24,000 reported cases of stress, depression and/ or anxiety across the manufacturing sector, of which over half were new conditions. For an individual, the presence of a mental health issue can have a significant impact on their confidence, self-esteem, concentration, and motivation, but because – unlike physical ailments, illnesses, or injuries – stress is faceless, it can often lead to an ‘out of sight, out of mind’ approach. From an employer’s perspective, however, the impact of a member of the team’s poor mental health can be significant, and can result in lower productivity levels, diminished morale (both in terms of the individual and the wider team), and subsequently reduced profits.

“Despite the negative impact of poor mental health being hugely evident, what’s clear is that there are often two major barriers to managing stress and mental health. The first is a lack of proper understanding of the issue and mental health as a whole, with employers not feeling confident enough to act appropriately, and therefore shying away from it. The second is when an employer does have an understanding but isn’t willing to delve any deeper to solve issues, and therefore looks elsewhere for blame such as performance-based or operational issues.

“Both of these barriers are exacerbated by the fact that, according to the EEF study, almost a third (30 per cent) of employers across the industry don’t have support systems in place to help members of staff with mental healthrelated long-term sickness absence. Indeed, whilst those within the manufacturing sector have stringent procedures and processes in place should machinery and equipment fail to operate effectively, it seems the same emphasis isn’t yet placed on preventing (and dealing with) any potential failure caused by an employee not performing to their best ability.

“There are, however, huge opportunities for an employer to break down these barriers and to ultimately improve the wellbeing of their teams and therefore profitability, and it can simply be done with an openness to approaching the subject head-on. Managers in particular can monitor their team’s workloads more closely, increase communication efforts, and make small changes to their behaviour to appear more approachable to others – who otherwise might see them as being too busy to interrupt.

Stress is a serious employment issue which can insidiously eat away at profits, productivity, and efficiency, and ultimately be the reason why businesses lose valued staff “Training managers and employers to spot the early signs of mental health issues is also crucial.

Away from the sector, BT’s three-tiered strategy to tackling stress and mental health issues in the workplace has already paid huge dividends.

It includes offering advice, guidance and tips on the internet, skills sessions, and training for managers to spot early signs and understand the support and treatment available. As a result of its innovative approach, stress and anxiety sick leave has fallen significantly across BT, including by 24 per cent in just one area.

“Another way in which businesses can support their teams is by putting an Employee Assistance Programme (EAP) in place, which offers staff the opportunity to seek help from independent professionals on a private and confidential basis.

Established in the 1970s, EAPs are designed specifically to support individuals facing difficult or challenging situations, which might adversely affect their work performance, health and wellbeing and have increasingly been hailed as a valuable and cost-effective way for employers to provide specialist help to employees.

“Programmes such as these can be vital, particularly in workplaces that don’t adopt an ‘open’ environment or encourage employees to speak openly and freely, where employers and line managers appear to be ‘unapproachable’, or when the employee anticipates any answers or feedback to be unhelpful, judgmental or negative – and they can be used for a wide variety of issues, from relationship and financial issues, through to mental health issues like stress, anxiety, depression or even suicide.

“Ultimately, it’s not about managers training to become therapists and psychiatrists, but so much more about encouraging them to get their head out of the sand and getting to grips it with now, realising it’s a very real problem that’s having a major effect on their business, and seeking readily-available training, advice, and guidance to help them support their teams in becoming happier, mentally healthier, and more productive,” concluded Kevin. n

Kevin Rogers Kevin Rogers is Paycare’s CEO. A well-respected and dedicated not-for-profit health cover provider, Paycare has helped individuals, families and businesses across the Black Country and Wolverhampton protect themselves against everyday healthcare costs and bills for over 140 years.

For further information about Paycare’s full range of health cover please call 01902 371000, email enquiries@paycare.org, or visit www.paycare.org.

1 One in five people take a day off work due to stress, of which 93 per cent lie about the real reason or their absence (Mind mental health charity)

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Future Susanne Baker outlines the six biggest challenges for those involved in the recycling of electronic and electrical waste Ultimately the WEEE regulations should support a process to enhance environmental performance, subject to good practice, which may change over time

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rompted by statistics that waste electrical and electronic equipment was one of the fastest growing waste streams, driven by short innovation cycles and a rapidly expanding market, since 2007 producers of electrical and electronic equipment have been legally responsible for ensuring that their products are properly treated and recycled at the end of their life.

The current legal basis is the recast Directive 2012/19/EU on waste electrical and electronic equipment (WEEE). From 2016, member states are required to ensure that 45 per cent of the

WEEE placed on the market in the preceding year is collected, rising to 65 per cent of EEE placed on the market or 85 per cent of WEEE arising in 2019. From 2019, an open scope means that there will be a much broader community of manufacturers that will be captured by the regulation.

It may be easy to assume that after several years of bedding in systems to recycle electrical and electronics waste that it will be relatively easy to accommodate the increased scope and more ambitious targets. But in a dynamic and fast moving sector, and as our relationship with technology evolves, challenges remain. Here are my top six challenges on the horizon that we will need to consider as we move closer to 2019.

1. We need to be mindful that the nature of WEEE will change in the coming years

Predictions of the number of smart, internetenabled devices that will be available on the market in future years are as high as 500 billion by 2050. Products could range from smart washing machines and light fittings to wearables

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Electrical waste We will need to significantly improve our understanding and reported statistics of all the waste that is collected and recycled, regardless of who handles it, and take measures to ensure WEEE is either channelled through the official, compliant routes; or otherwise properly treated and then reported, either directly or through the use of substantiated estimates. Without it we risk a distorted understanding of the market and incorrectly framed legislation.

and appliances that today have no electrical function. Given that just a simple chip embedded in a product is likely to bring it under the scope of the WEEE directive, products affected could increase significantly.

This will bring challenges, not just for recyclers but also potentially in meeting future targets.

Concerns are starting to be raised that personal data protection fears may reduce confidence to offer products for recycling and reuse. We will need to consider how we manage this challenge.

We need to ensure that consumers trust that their data will be properly eradicated at the end of life or recycling systems risk being sub-optimal and targets will be missed.

2. We need to account for WEEE being treated and recycled outside of the official system

Not all waste electrical and electronic equipment is being treated and recycled through the authorised networks. WEEE may be picked up from small-scale door-to-door collections or larger scrap dealers and recyclers.

The Countering Waste Electrical and Electronic Equipment Illegal Trade Project, led

by INTERPOL, found that only 35 per cent of all the WEEE discarded in 2012 ended up in the officially reported statistics. The other 65 per cent was exported, recycled outside of the formal WEEE system, scavenged for valuable parts or simply thrown away.

3. We need to improve enforcement to prevent illegal waste exports We will also need far better enforcement to prevent illegal waste exports. The INTERPOL project referenced above estimated that 4.65 million tonnes of WEEE, 49 per cent of generated WEEE, was either mismanaged or illegally traded in Europe during 2012.

This cannot continue. Producers are looking to public authorities to implement and enforce harmonised recycling standards for WEEE and trans-frontier guidelines for usable electrical and electronic waste, as agreed under the Basel Convention.

circular economy action plan to refine our systems and correctly align incentives, but this must be based on impartial, technically robust evidence and be considered alongside our ambitions to improve energy efficiency – or we could get locked into sub-optimal processes.

Ultimately the WEEE regulations should support a process to enhance environmental performance, subject to good practice, which may change over time. What it should not do is force rigid doctrine that may quickly be shown to be wrong and which may also lead to unintended consequences.

4. We need to harmonise producer responsibility schemes, carefully

The Commission has signalled its intent, through the Circular Economy Action Plan proposals, to encourage greater harmonisation between producer compliance schemes across Europe to increase their cost effectiveness.

Here the challenge will be to avoid introducing increased administrative burdens and work with the grain of the systems already established in member states. The latter will be reluctant to have to invest in expensive redesigns of their systems, so a light touch will be needed.

5. We need to debate the role of WEEE recycling within a circular economy

What is the best way to deal with electronics at the end of its life? Is it repair? Is it remanufacturing? Or are the energy efficiency benefits of newer models likely to mean recycling is the best end of life option? And how will this impact our ability to meet 2019’s targets?

There is an open assumption in discussions on the circular economy that repair and remanufacture is the most desirable outcome at the end of life. However, as life cycle assessments have shown over and over again, what is intuitively right and what the science shows us can be two different things entirely.

We have a huge opportunity through the

6.The sophistication of recycling processes needs to improve

We have all seen the statistics that there is more gold in a tonne of WEEE than the equivalent ore. But it is also true to say that most European recyclers are not equipped to extract the precious and valuable materials in WEEE. The challenge is providing this capability cost effectively so that secondary materials are price competitive with virgin materials.

Here, the money that the European Commission has put aside for innovation under the EU Research and Innovation Programme (Horizon 2020) could be put to good use.

We need to encourage, trial and demonstrate innovation to drive more effective, more sophisticated recycling if we are to abstract critical raw materials routinely. v

Susanne Baker Susanne Baker is techUK’s head of environment and compliance. techUK represents the companies and technologies that are defining today the world that we will live in tomorrow. 900 companies are members of techUK. Collectively they employ more than 800,000 people, about half of all tech sector jobs in the UK. These companies range from leading FTSE 100 companies to new innovative start-ups. www.techuk.org

www.manufacturing-today-europe.com 13

A real Danielle Best takes a look at the fight against the counterfeit goods trade

An extreme example is the failure of counterfeit bolts which in 1989 caused Partnair Flight 394 to disintegrate in midair and crash off the coast of Denmark killing all 55 people on-board

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espite an EU regulatory framework for customs authorities to enforce intellectual property rights with a view to preventing counterfeit goods from entering the EU market, campaigns such as the EU Stop Fakes campaign launched in 2013, and the creation of an EU Customs Action Plan to combat infringements from 2013 to 2017, the counterfeit goods trade remains a significant problem in all sections of industry.

According to a report released by the Organisation for Economic Co-operation and Development and the EU’s Intellectual Property Office on 18 April 2016, imported counterfeit goods are thought to make up around 2.5 per cent of global trade, valued at $461 billion in 2013, and up to five per cent of goods imported into the EU are thought to be counterfeit. China is the top producer with branded footwear, clothing and leather goods topping the list of copied products.

Contrary to the beliefs of many consumers, the counterfeit goods trade is far from a victimless crime. In addition to its close links to organised crime, the trade exposes consumers

to dangerous and ineffective products, which can have catastrophic results. An extreme example is the failure of counterfeit bolts which in 1989 caused Partnair Flight 394 to disintegrate in midair and crash off the coast of Denmark killing all 55 people on-board.

Then there is the economic impact of the counterfeit goods trade which is a massive drain on the global economy removing billions in legitimate economic activity, depriving people of legitimate jobs and governments of revenues resulting in higher burdens on taxpayers.

Businesses that fail to stop counterfeit goods from entering their supply chain face damage to brand and reputation and the potential impact that can have on customers’ trust and loyalty.

They can also face criminal or civil proceedings for trademark infringement, copyright infringement and even fraud, which can result in injunctions, the payment of significant damages, fines and even imprisonment.

It is therefore crucial for businesses to take all possible steps to prevent counterfeit goods from entering their supply chain and to take appropriate action if it is discovered that such goods have slipped in.

Counterfeit goods

Best practice

If a deal looks too good to be true then it probably is!

Weightmans has advised various businesses and individuals on issues related to counterfeit goods and we are well versed with the problems faced in a world of long global supply chains. There are some points of best practice, which may help to prevent unwitting involvement in the counterfeit goods trade: Where possible validate/check products with a laboratory or other expert before import to ensure authenticity. If done via a lawyer legal privilege will attach to communications with the expert and assist with confidentiality.

Try to gain knowledge of origin and test items through the whole product cycle, including verifying batches and serial numbers.

Implement a validation strategy for products.

Seek to build trusted and transparent relationships with suppliers who have proven credentials.

•

• • •

•

•

•

If a batch of goods is counterfeit:

• Importers of goods will often first become

aware that goods they are seeking to import

•

are counterfeit following receipt of a notice from customs that suspected infringing goods have been detained. In that case, unless the goods can be shown to be genuine, they will likely be destroyed.

If the importer has other stock from the same supplier then it should be retained in storage with a view to authenticity being confirmed. Transporting, exporting, or distributing the goods could constitute a criminal offence. Goods should not be returned to the supplier since this could be seen as seeking to gain from goods known or suspected to be counterfeit, and potentially releasing them for distribution into the market.

Insurance policies should be checked to see if they might cover legal costs associated with any disputes with suppliers or customers in relation to counterfeit goods.

Where goods are discovered to be counterfeit other by way of a customs notification, the relevant authorities should be notified immediately and the goods retained in storage, pending instructions.

Legal advice should be taken to assess potential claims against suppliers or any

other proceedings, which may arise as a result of the intellectual property infringement.

If you believe that your goods are being counterfeited:

• If you believe that counterfeits of your

•

goods are being imported then an application should be made to customs to detain goods suspected of infringing your intellectual property rights.

Legal advice should be taken to assess potential options such as securing an injunction or damages and any other steps that may be necessary to protect your position. v

Danielle Best Danielle Best is a Solicitor at Weightmans LLP. Weightmans LLP is a top 45 UK firm, with offices across the UK. Weightmans offer a substantial and diverse range of commercial services for public sector bodies, large institutions, owner managed businesses and PLCs. www.weightmans.com

www.manufacturing-today-europe.co.uk 15

Get water Jon Wadley explains how industry should prepare to maximise cost and consumption savings ahead of deregulation

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s water deregulation approaches, many manufacturers are taking a closer look at their water management systems and finding that, while compliant, they are inefficient and out of line with their ambitions to drive down operational costs and improve sustainable performance.

In April 2017 water deregulation will become a reality for English and Welsh non-domestic customers. For those manufacturers with a high water usage site, or multiple high water usage sites, water deregulation is an opportunity to consolidate invoicing and seek out cost savings.

While all non-domestic customers can benefit from deregulation, the greatest benefits are likely to be achieved by multiple site, high water usage organisations. Until the changes come into force, multi-site manufacturers will continue to receive (and manage) multiple bills from a range of water companies, each operating in different regions. On a practical level, deregulation will allow these to be centralised, saving time and cost on administration.

By purchasing through a deregulated supplier, manufacturers are also likely to have access to improved services as a result of their supplier’s strong negotiating position. We also expect to see improved services in terms of consolidated multi-site/multi-meter monitoring, a reduced reliance on estimated charging, and additional services put in place such as high usage alerts and support with water saving initiatives.

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It is important to know that water bills comprise two elements: retail and wholesale.

Deregulation only applies to the retail element that makes up 12 per cent of the total water bill. For high usage/multi-site water users, a reduction in that fraction of the total bill will prove significant.

Emulating energy

More than that, deregulation is also likely to foster a new era of water efficiency, in the same way that energy deregulation has helped users recognise and implement energy reduction programmes.

To an extent, water has been the ‘forgotten utility’, with users focusing attention on critical operational requirements such as compliance, treatment and safety. By contrast, the primary term associated with energy is efficiency, with innovation a close second. That these two utilities can be viewed so differently is the result of historical market differences. But the gap is closing, quickly.

As deregulation approaches there in an increased focus on costs, consumption and technologies, which is where manufacturers and the process sector stands to make significant operational savings.

This is important as there is a risk that while deregulation might drive water costs down in the short term (due to new entrants and competition) estimates are still suggesting a 30 per cent rise in water costs over the next decade. To mitigate against this and remain competitive, manufacturers must prioritise water infrastructure upgrades.

Water usage

To an extent, water has been the ‘forgotten utility’, with users focusing attention on critical operational requirements such as compliance, treatment and safety Jon Wadley

Know your water profile

Echoing changes in the energy market, those that audit, understand and are innovative with their water processes stand to be the biggest winners, with reduced consumption, reduced costs and an immediate ability to make informed buying decisions.

So where do manufacturers start the water improvement process to ensure they’re in good shape for the deregulated market? The first step should be a full water audit. This should be broad and consider supply, use, measurement, treatment, compliance, waste and disposal. For many this will be a step change as the focus is frequently on water management, treatment and compliance to meet essential regulations rather than efficiency of operation.

The audit should be used to inform a set of prioritised recommendations which take into account technology and market changes, regulatory requirements, cost, tax incentive schemes and funding opportunities, infrastructure, sustainability and wider business objectives.

From this broad approach, manufacturers can then compare the business cases associated with a range of interventions such as improvements to compliance programmes, alternative water sources, recycling and reuse, heat and energy capture and waste minimisation.

Water recycling…

Key areas recommended for early review are industrial water recycling, which is often a missed opportunity, with most only meeting the lowest regulatory requirements. Reverse

Osmosis water treatment should also be considered. Many manufacturers may have looked at this previously, but it is now worth a review as escalating water costs and improved technologies are making these systems increasingly viable.

The benefits to the business can be significant and will certainly increase savings over and above a simple switch in retail services supplier. In addition, manufacturers can expect: associated energy savings; minimised consumption; improved sustainability; carbon savings; contribution towards CSR and water compliance objectives; and delivery of BREEAM requirements for new builds.

Progressive businesses are already starting to investigate these options. If you’re considering switching water supplier at deregulation, and we suggest you do, you should now be: interrogating your water systems to ensure that new quotes are an accurate representation of current activity and streamlining and improving water-based engineering systems and processes to reduce costs and consumption to increase savings.

Preparation, as ever, is key. v

Jon Wadley Jon Wadley is Water Management Director at Minimise Water. Minimise Water is part of the Minimise Group of sustainability companies.

Minimise Group helps organisations become more sustainable, increase profitability and meet environmental, corporate and legislative targets. The Group’s integrated range of technologies, products and services includes energy efficiency, energy measurement and verification, water management, sustainability consulting and project financing. www.minimisegroup.com/minimise-water

www.manufacturing-today-europe.com 17

Going As manufacturers look to lightweight materials for improved fuel economy, the associated fastening problems necessitate zero defects through 100 per cent inspection. By Del Williams With today’s highvolume, auto-feed systems and pass-through parts, fasteners require more integrity than ever

Fastener manufacturers are increasingly requiring high-speed 100 per cent fastener sorting as well as more inspection capability from fastener sorting machines

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rom automotive, trucking, and heavy equipment to aerospace, agriculture, and high-volume appliance/electronics, manufacturers looking to reduce weight (or for cost savings) have turned to lightweight materials like aluminum, plastics, zinc and magnesium. The associated fastening issues require zero defects from fastener manufacturers as production speed and quality depends on them.

While fastener manufacturers have long relied on sorting to remove defects before they enter production, the fact is that cold heading, moving, and inscribing metal with threads is not entirely predictable. Each piece must be inspected for visual imperfections like burrs, scratches, thread damage or head cracks to dimensional measurement such as thread parameters, lengths, diameters, tapers, radii, straightness, perpendicularity, recess depth, and head protrusion.

With today’s high-volume, auto-feed systems and pass-through parts, fasteners require more integrity than ever. To maximise production uptime, critical part safety, enhance brand, as well as prevent potential rework, recall, or liability, manufacturers expect fasteners today to have zero defects despite the use of lightweight materials on the mating hole/application.

Accordingly, the fastener industry is increasingly relying on higher resolution, 3D inspection of billions of fasteners. Gauging, sorting, and cylindrical part inspection systems incorporating laser, vision, and eddy current for dimensional measurement and determining metallurgical defects are now used for high-speed inspection of fasteners ranging from bolts, screws, studs, and cylindrical parts to nuts, washers, fittings, and bushings.

Challenging lightweight materials While automotive manufacturers have long required zero defects from suppliers, the introduction of lightweight materials, such as

aluminum body panels, engines, and manifolds in companies from Ford and GM to Audi and Jaguar, has made this a particular challenge when the fasteners are still steel.

“With the switch to aluminum bodies, such as in the Ford F-150, you can’t weld like with traditional steel,” says Mike Nygaard, President of General Inspection, a developer of high-speed measuring and sorting fastener inspection systems. “Instead, there’s billions of self-piercing rivets (SPRs) used, and their dimensions, bore size, and other attributes must be exact with no obstructions.

It’s critical to ensure not only that steel fasteners don’t damage the aluminum or lightweight material they’re inserted in, but also that they’re flush, fastened properly and not loose.”

According to Nygaard, in high-speed automotive production lines relying on automatic torquing systems, even a few fasteners that fail to meet dimensional specs out of a million used per hour can cause zero uptime, if they jam and require troubleshooting to get production going again. The wrong sized pitch diameters on threads, burrs on the thread, or similar issues can trigger auto-torque failure, stopping thread insertion.

Quality control is critical because even small defects can cause big problems in working with lightweight materials, such as having to rework engine blocks if male threaded fasteners strip out of threaded holes. If there’s an obstruction in the SPR bore or the dimension is wrong, the rivet may also fall out or not sit flush, which can become a potentially serious, visible quality issue.

Higher resolution, 3D inspection

To address these production and quality issues, the increasing use of lightweight materials is requiring high-speed 100 per cent fastener sorting as well as more inspection capability from fastener sorting machines.

“While in the past it was ok to look at a fastener’s silhouette to see if it had a thread or

Special feature

gross thread damage, now sorting machines need the ability with to find any defect,” says Nygaard.

“Thread damage can be anywhere, and if you’re not looking at it from 360 degrees, that burr will get you.”

Today laser and vision-based machines can provide 100 per cent high-speed 3D fastener inspection. Some use 3D information from multiple laser beams to detect defects that may only be on one side of the part such as damaged threads.

Laser topography, in fact, can provide a detailed 3D image of the part, detecting dents, flatness, chips, and dimensional characteristics.

Other measuring machines use a series of advanced vision systems to detect defects. Such a multi-view system can provide images from all around the part for greater than 360° coverage, plus an ability to measure all dimensions and find visual defects such as cracks, scratches, porosity, and laminations.

Some advanced optional sensors can also provide an axial view vision, so the camera can ‘see’ the side of the fastener head or flange to detect cracks or recess defects. In addition, an internal viewer lens can expand the view inside the part, providing complete detail of ID threads for a full 360 degree view of the entire length, to detect very small defects.

Eddy current sensors can also detect metallurgical defects such as in plating or heat treatment, which can help to prevent premature fastener rusting as well as cosmetic defects. This can be vital in safety critical parts such as a wheel bolt, which may be subject to constant vibration or weather exposure.

While the most precise high resolution, fastener inspection machines can measure with as little as two microns of total error, typical equipment can be several orders of magnitude less precise.

“Eliminating defective parts is all about precision and repeatability,” says Nygaard, whose company General Inspection has over 40 patents or patent pending for high-speed measuring and sorting fastener inspection systems.

“A typical part today might have 10-30 dimensions checked, all important to how it assembles and functions,” adds Nygaard. “Any error in measurement increases the odds of falsely failing the part or falsely passing it, either of which is bad for profitability and quality control.”

According to Nygaard, to minimise error and gain precision in fastener inspection equipment it is important to ask questions like: How well is the part positioned in the mechanical handling apparatus? How flat is the surface that part riding on? Is there any vibration distorting the image? Is the part aligned with the optics properly?

But he says this is the most important question

Laser topography can provide a detailed 3D image of the part, detecting dents, flatness, chips and dimensional characterictics

to ask: “Is the sorting machine National Institute of Standards and Technology (NIST) traceable?”

Since many companies are ISO 17025 accredited, their quality manual, in fact, requires any gauging system they use to comply with NIST traceability. Calibration and NIST traceability are actually mandatory, even though many fastener companies do not realise this requirement.

“A sorting machine is a gauge when you’re using it to check dimensions on a part, but the dirty little secret in the sorting industry is that most machines are not traceable to NIST,” says Nygaard. “That can wreak havoc on your production and quality control because what you think you’re sorting for isn’t really what you’re sorting for. It can be like using a mis-marked 13” ruler to measure and sort for 12” parts.”

According to Nygaard, selecting a fastener sorting system with intelligent software is also important in eliminating defective parts. “If the parts aren’t uniform, the algorithm needs enough artificial intelligence to properly place fastener feature start/stop positions,” says Nygaard. “To improve lean manufacturing and process control, you want to find and reject only the defects, and then use that data to prevent defects, reduce scrap and variability to increase yield.”

Despite the increased precision of today’s high-resolution fastener inspection equipment, they can be as fast as or faster than traditional sorting machines.

“Fastener companies can expect to sort about 300-1000 parts per minute with the best fastener inspection machines, but with better precision and coverage of the part than typical sorting machines,” says Nygaard. “The machine should be flexible enough to accommodate thousands of different part numbers, but there’s a tradeoff in flexibility and speed.”

While the cost of these fastener inspection systems is higher than traditional sorting machines or cut-rate overseas made equipment, over the course of a typical five to seven year lifespan, the net cost is often just 1/10 a penny or less per fastener in high-volume operations.

“If you’re making safety critical, lightweight parts or will be functionally checked by auto-torquing mechanisms, why roll the dice with your company’s good name? Would you pay 50 per cent less for a life insurance policy that covered everything, with the exception of cancer and heart attack?” asks Nygaard. “Relying on the most precise 3D fastener inspection systems for 100 per cent sorting will help ensure that fastener companies remain profitable, top-tier suppliers.” v

Del Williams Del Williams is a technical writer based in Torrance, California.

For more information visit www.generalinspection.com.

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Brexit - Looking forward

Building

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he decision to leave the EU is not the outcome that many businesses wanted. The immediate political and economic fallout following the vote was immense and manufacturers have not been immune.

Demand conditions in the next six months are expected to be weaker, with demand from UK customers the biggest area of concern. Almost three in ten firms (29 per cent) are bracing themselves for UK orders to decline.

Confidence has been knocked. The referendum outcome was followed by the biggest drop and lowest scores in both business confidence and confidence in wider UK economic conditions since we started measuring two years ago (Q3 2014). Undoubtedly, this has been driven by the broad range of risks manufacturers have identified for the year ahead.

Three quarters of manufacturers are concerned about exchange rate volatility. Other risks on their radar are political uncertainty and increased costs. Just five per cent of firms have not identified any risks to their business in the year ahead.

While the subsequently weaker pound is an opportunity for over half of firms, a third of manufacturers have already seen input costs rise,

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Making Brexit work for British manufacturers.

By Terry Scuoler, CEO of EEF, the manufacturers’ organisation with over half expecting this to be the case over the next six months.

All of our forecasts now point to manufacturing remaining in recession until at least the end of 2017. This means that now, more than ever, the Government must step up to provide a stable business environment, scrap burdensome and costly policies and reinstate a long-term national industrial strategy.

Government and business must now get on with the important job of determining what is in the best interests of the UK in forging a new relationship with the EU. For manufacturers there are three main priorities - maintain tariff free access to the EU market for goods and services, ensure regulatory stability and continue to address the UK skills gap.

Trade will be one of the most important measures of success for our sector. The negotiations must deliver an ambitious and comprehensive EU trade deal, unimpeded by tariffs, which also ensures that UK manufacturers have access to the developing single market in services – an important growth area for our sector.

At the same time, the UK benefits from Free Trade Agreements between the EU and more than 50 partners. These must be rolled over with

the conditions of trade maintained, without the UK having to renegotiate them.

While trade is a priority, manufacturers also recognise that UK law is intrinsically interwoven with EU law and unpicking this will be complex and not without risk for business. To minimise the potential dangers, manufacturers want to see a clear roadmap for the process of disentanglement and to be key stakeholders in the legislative review.

There must also be recognition that skilled overseas workers make an important contribution to our economy and are part of the solution to our sector’s unresolved skills gap. Manufacturers must be able to continue to access these skills (as well as send employees to other sites in Europe).

Whether or not we agree that Brexit was the right decision, with these building blocks in place at least businesses will again feel confident that the UK supports their ability to invest and grow. v Terry Scuoler is CEO of EEF, the manufacturers’ organisation. EEF, the manufacturers’ organisation, is the representative voice of UK manufacturing. This year it celebrates 120 years of backing Britain’s makers.

Collectively it represents 20,000 companies of all sizes, from start-ups to multinationals, across engineering, manufacturing, technology and the wider industrial sector. It directly represents over 5000 businesses that are members of EEF. Everything it does – from providing essential business support and training to championing manufacturing industry in the UK and the EU – is designed to help British manufacturers compete, innovate and grow. www.eef.org.uk

Brexit - Supply chain

– The impact on Manufacturing Supply Chains

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n 23rd June 2016 the UK held an EU Referendum and the results will go down in history.

51.9 per cent of the British people voted to leave the European Union, vs the 48.1 per cent who voted to remain. The immediate impact on the financial markets was felt and Pound Sterling dropped to its lowest levels versus the US Dollar since 1985.

The stock markets across the globe shed value and the impact on British companies suffered big losses on the market. The long-term repercussions of this momentous event on the manufacturing supply chain are still unknown. What is known is the uncertainty that lies ahead; how manufacturers will need to reconsider their manufacturing locale and figure out how to absorb the possible additional costs incurred due to the Brexit.

Brexit will force manufacturers to make decisions under the spectre of the unknown.

Those who planned to build additional manufacturing facilities in the UK may delay investments or even pull out of the plan altogether and evaluate alternative locations in Europe. When selecting a plant site, manufacturers may now view the UK as a riskier option since the long-term implications of Brexit are so uncertain.

Countries like Germany, Eastern Europe or Ireland may become more attractive options for manufacturers who want to set up in Europe.

In the UK there was one industry that was a clear supporter of the Remain campaign the British car industry. According to the SMMT (Society of Motor Manufacturers & Traders) – the voice of the UK motor industry – 77 per cent of members said remaining in Europe was best for their business, according to the 2016 survey by independent pollster ComRes. There was overwhelming support for EU membership across the board, with 88 per cent of large SMMT member companies and 73 per cent of SME members in favour of remaining.

The £15 billion UK car industry has been somewhat of a success story of the UK economy

By Guy Courtin, VP, Industry & Solution Strategy, Development, GT Nexus

since the financial crises. Last year the UK exported the highest number of vehicles on record and over half of the vehicles produced in the UK were EU exports. Before the EU referendum, Mike Hawes, chief executive of the Society of Motor Manufacturers & Traders

(SMMT) SMMT, said Brexit is “one of the most important issues facing UK automotive industry” and that being in Europe is “vital for the future of this industry and to secure jobs, investment and growth.” For auto manufacturers in the UK who didn’t see Brexit coming this outcome will have come as a rude awakening. Their fears of losing business to EU competitors is a real concern now. They believed that access to a single market and the free movement of components, finished products and skilled workers within the EU was extremely beneficial and an essential part of dayto-day operations and growth. By remaining an active and influential member of the EU, the UK could help shape European regulations but that will not be the case now.

For UK manufacturers the daunting potential of having to move manufacturing facilities as well as the possibility of being faced with tariffs and other trade inhibitors, may turn manufacturing in the UK less attractive for EU distribution.

Will companies such as Nissan, who made large investments in cities such as Sunderland, rethink their long-term commitments to the UK? Could these automotive players reduce their production at their existing plants to serve only the British market but move capacity and output to plants on the continent? These will become real issues for the districts that have worked so tirelessly to attract car manufacturers to establish production facilities in their cities and towns.

One can only make an educated guess of what will happen in the long term. However, it is clear that in the near term there is much confusion and concern surrounding UK manufacturing and particularly the automotive industry and what they will do with regards to the UK and their facilities. v Sources: http://www.smmt. co.uk/2016/03/101076/ http://www.smmt.co.uk/2016/01/best-year-ina-decade-for-british-car-manufacturing-asexports-reach-record-high/

www.manufacturing-today-europe.com 21

Join the

dots

T

he bedrock of any solid relationship, whether that is professional or personal, is communication; and the same is true in design and manufacturing. Each step along the process needs to be connected seamlessly. But as companies merge with others and develop or take on new products, doing business becomes far more complex. This puts additional strain on everything from the design to manufacturing process and increases the need for flexible, agile communication. Right now, the only way that manufacturers can address this need is to try and force their existing development cycles and systems to adapt and talk to each other and this simply doesn’t work.

Strong communication is the key to delivering agile manufacturing; something that is critical in the connected era. Here, I explore why manufacturers need to join the dots.

Designing products in a fast-paced world

Consumer demand for products is becoming increasingly unpredictable. They want better quality products delivered in far faster timeframes, all at much cheaper price points and

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Flexible manufacturing: redefining the way we make. By Asif Moghal

with more personalisation than ever before. As a result, manufacturing devices in the connected era are becoming more and more of a challenge and, in response, manufacturers must innovate to bring agility back into their processes. This is something that rings true when looking at a report from The EEF, which revealed that 69 per cent of UK manufacturers think the UK ‘could do better,’ when it comes to supporting business innovation.

stakeholders. It also allows sufficient time to iron out any errors. This process is often left far too late, by which point the materials are already being cut.

By joining the dots first and designing products in a more agile environment, ultimately manufacturers across all sectors, can make their processes more efficient and reduce the orderto-production time significantly, boosting their overall productivity and innovation.

Breaking down the barriers to better communication

Polypipe: getting agile manufacturing right

Today, every manufacturing business has a process to follow, right from the initial enquiry through to the invoicing stage. While many businesses believe they have a unique formula, the vast majority will follow a typical pattern; with each process made up of a number of discrete steps. To bring engineering agility back into the process, all of these steps must be connected seamlessly.

So how can manufacturers do this? They should start by using an innovative platform to capture all of the design requirements at the beginning of a project. This way manufacturers can break down manufacturing silos, becoming more collaborative and flexible with

Plastic pipe manufacturer, Polypipe, is one organisation benefitting from taking a more joined up approach. Aiming to offer its clients an end-to-end water management solution, it was important that knowledge and expertise could be readily shared across its three main divisions: Residential, Commercial and Civils and Infrastructure. Having both consistent file formats and a standardised approach to product development, project solutions and manufacturing helped the organisation to avoid duplication within the business as a whole and reduce waste.

Cutting down production processes just as Polypipe has done means that manufacturers will

IT - Flexible manufacturing

free up their time to design smarter products through smarter machines. This leads us into a truly exciting area: the industrial Internet of Things. Embedding sensors into machinery enables data to be captured as the machine is being operated, valuable information that can be fed directly back into product lifecycle management; improving the design of product and also making the manufacturing process more efficient in the long-run.

This allows manufacturers to focus the remaining resources on other areas of the business. This could be carving out more time to improve the customer experience – whether it be designing more personalised products or offering services beyond the shop floor – to not only better meet the needs of existing clients but also find new ones.

Planning for the future of making things

In today’s increasingly complex manufacturing landscape, investment in design agility must be made now if companies are to build connected products and services that meet the needs of consumers. The age of going from concept to design and production, and then to market and eventually product retirement, is over.

However, being ready for this future of making things doesn’t have to cost the earth or be overly complex. By harnessing new innovative platforms that connect the dots and make data more accessible, companies can broaden their manufacturing capabilities and introduce more flexible approaches to their business; disrupting traditional business models and creating new streams of revenues and cultivating brand loyalty.

Manufacturers must ensure they take advantage of tools that can help support agile processes, drive innovation and boost productivity. Changes in buying habits and t he emergence of new technologies means we are ushering in a new era of making things and manufacturers can’t afford to miss the boat. v

Strong communication is the key to delivering agile manufacturing; something that is critical in the connected era

Asif Moghal Asif Moghal is manufacturing industry manager at Autodesk. Autodesk helps people imagine, design and create a better world. Everyone - from design professionals, engineers and architects to digital artists, students and hobbyists - uses Autodesk software to unlock their creativity and solve important challenges.

For more information visit: autodesk.co.uk or follow @Autodesk_UK

www.manufacturing-today-europe.com 23

The next big As Shamdutt Kamble notes, manufacturing may be high tech – but is it smart?

In spite of an ultramodern image, the efficiency and profitability of these plants is constantly under threat as these practices and platforms, as well as the machines and materials that they power, evolve at an unprecedented rate

24 www.manufacturing-today-europe.com

T

oday’s manufacturing plants contain some of the most advanced technology in the world.

In contrast to the noisy and dirty factories of old, today’s plants are a picture of modernity. Machinery whirs away as finely-tuned machines process millions of parts, carried by conveyor belts and robotic arms to an assembly bay where they are bonded and coated using the latest, space-age chemical processes.

However, the fact is all of the robotic arms, advanced process control and automation systems in the world can’t ensure the profitability and productivity of a plant without the right practices and platforms in place. In spite of an ultra-modern image, the efficiency and profitability of these plants is constantly under threat as these practices and platforms, as well as the machines and materials that they power, evolve at an unprecedented rate.

There is a wide range of variables and factors, which govern the efficiency of a plant, where these practices and platforms play a part. For example, manufacturers have to manage various facilities, plant operations and a wide range of other assets. They also need to be as flexible as possible in order to respond to ever-changing market conditions, deliver products quickly and handle as many different orders as possible – all at high-levels of quality and at a competitive price.

Customer demands are also constantly changing as they themselves look to take advantage of or adapt to the latest trends among consumers.

In response to these issues, manufacturers have traditionally implemented systems such as MES, SCADA and LIMs. However, the fact is these programmes are no longer enough to keep plants profitable and productive in the face of tougher and tougher market conditions.

These programmes lack key features such as real-time performance management, predictive performance and autonomous decision-making ability.

Today, much greater functionality is required

in order to detect, predict and optimise plant performance. These new features include integrated plant cross functional performance analysis, the incorporation of decision intelligence and plant digitisation by implementation of next generation technology like cloud, augmented reality, big data, and the internet of things. These platforms are commonly known as SPM - smart plant and manufacturing.

SPM is no longer a choice but a necessity of manufacturing operations. It provides platform for real time operations visibility. It not only helps to unearth the hidden manufacturing process patterns but it also help to identify production dependencies and bottlenecks across operations.

SPM enables manufacturers with better plant insights and actionable information to predict plant performance, which helps to take timely decisions.

Generally speaking, SPM drives three core functions: integrated plant performance analysis; incorporating decision intelligence; and collaborative workflows.

Integrated plant performance analysis involves three aspects. The first involves indexing accounts for productivity and quality metrics for cost across the whole manufacturing operations and processes. Secondly, plant managers and operators are able to correct and manage manufacturing and production variability in a dynamic environment by combining operations surveillance with large amounts of data. This means fewer process errors, equipment losses and other inefficiencies. And thirdly performance prediction based on process and equipment behaviour characteristics and efficiencies degradation.

This use of data can deliver outstanding quality and production-efficiency gains. In research carried out by the Economist Intelligence Unit and commissioned by Wipro, two thirds of manufacturing companies that used insights gathered from production data analysis reported annual savings of ten per cent or more in terms

IT - Smart plants of the cost of quality (that is, net losses incurred due to defects) and production efficiencies. About one-third said their savings on both measures have been in the range of 11 per cent to 25 per cent.

Decision intelligence enhances plant performance as whole by aligning operations and processes to adapt to the plant’s states and conditions. Contextualised events and data such as machine locations, time of operations and tool conditions are modelled to identify current conditions within the plant. For given performance fault mode (i.e. those that are productivity and quality related) and context model inputs, decision intelligence identifies the right corrective actions at plant managers and operators level.

Further collaborative workflows enable all teams in plant (productions, quality, and maintenance) to work in harmony and synchronisation to drive performance optimisation. Collaborative workflows are best realised by plant digitisation implementations - cloud, big data analysis, mobility and BYOD, augmented reality and the industrial internet of things.

What’s more, when a unified data model is applied to these technologies, the result is a scalable architecture that can be used to manage the plant anywhere from line level to enterprise level. Since SPM is an open platform it makes global standardisation easy, with simple IT-OT integration and scalability. This means it can easily be rolled out company-wide, across different types of production and plant facilities, around the world.

Due to tough market conditions, changing customer demand and the quickening pace of the evolution of new technologies, manufacturers are under constant pressure to produce new efficiencies and produce more than ever before with the same - or fewer - resources. What’s more, the platforms and solutions that have

traditionally helped them to do so are no longer fit for purpose. With that mind, the benefits of smart plant and manufacturing - a platform that allows manufacturers to properly harness new technologies such as cloud, big data, augmented reality and the industrial internet of things to drive productivity and efficiency - are obvious. It can help cut plant cut costs by 15 per cent per unit on average, as well as boosting net profit margins by ten per cent and improving order fulfilment by upwards of 12 per cent. These numbers show that SPM is the next big thing in manufacturing. v

Shamdutt Kamble Shamdutt Kamble is Group Head – Industrial Automation Practice, Wipro Limited. He is responsible for providing innovative technology solutions for industrial automation customers worldwide. Wipro Ltd. is a leading information technology, consulting and business process services company that delivers solutions to enable its clients do business better. www.wipro.com

www.manufacturing-today-europe.com 25

Train for Supporting the development of skills and training in logistics. By Patrick Henry

I

n the UK alone, 2.2 million people are employed in logistics – around eight per cent of the workforce. It’s an industry worth over £90 billion per year and growing, and the number employed is set to increase. In fact, another 1.2 million new people will be required by 2022. However the sector is finding it hard to attract the new entrants it needs and skills shortages are beginning to appear.* This, in turn, is presenting an obvious and growing concern for many manufacturers.

Whether they run their own logistics or outsource to third parties, every manufacturing business depends upon efficient and costeffective transport and logistics to receive raw materials and packaging and to deliver finished goods to market. So what are the key recruitment and training challenges in logistics and how can we work together to address them?

Attracting young people…

The workforce, in many logistics roles, is ageing.

In fact just nine per cent of the current logistics workforce is aged under 25, with half aged over 45*. There’s also a lack of diversity when it comes to gender – with less than a quarter of workers being female**. So finding ways to attract young people, and especially young women, into the logistics sector is vital. If we fail to do so, the wheels of industry might literally grind to a halt!

Research has found that the most common reason for the struggle to attract young people to the sector is a lack of awareness of the opportunities available. And that’s hardly surprising if you think about it – logistics often takes place behind security fences, inside warehouses, at the dockside, out of view. If people do spare a thought for logistics they tend to think it’s simply about truck driving.

26 www.manufacturing-today-europe.com

It would be easy to blame the predicament we find ourselves in on poor careers advice and guidance. And it’s true that understanding, in schools and colleges, of the opportunities available in our sector could be improved. But it’s far more complex problem than that.

Even on the inside there’s a lack of understanding about the wide range of jobs available, potential career paths and progression routes. If someone is working in a manufacturers’ warehouse, for example, would they consider themselves to be working in logistics or manufacturing? Would they think of training to be an LGV driver, or working towards a more advanced role in the supply chain?

And this leads to a second key point. The problems we face are not limited simply to the recruitment of young people to the sector.

There are significant skills gaps and shortages in the current logistics workforce, across every sector and at every level. Set this against record investment in our transport infrastructure, and it’s clear that we need to do things differently.

A fresh approach to apprenticeships…

The good news is that all of this is high on the Government’s agenda and articulated clearly in a new report - Transport Infrastructure – Skills Strategy: building sustainable skills. It sets out the challenge we face very clearly, and calls upon government, employers, professional organisations and educational establishments to work together to effect real change.

It outlines ambitious targets, for example, for the trebling of apprenticeships in the transport and logistics sector, and explains that these will be available to mid-career changers, returners to work and the existing workforce, as well as young people.

Focus on Logistics

Patrick Henry

The problems we face are not limited simply to the recruitment of young people to the sector.

There are significant skills gaps and shortages in the current logistics workforce, across every sector and at every level

It calls upon employers to get involved in the development of new apprenticeship standards, where it is agreed they would be of benefit, and the introduction of the ‘Apprenticeship Levy’ from April 2017 should provide a powerful incentive for them to do so. This 0.5 per cent contribution will be paid by employers with payrolls over £3 million. Its aim is to support the creation of new apprenticeships and improve the quality training provided by putting employers at the centre of the system.

In the run up to the introduction of the Levy, apprenticeship courses are being developed and reviewed by ‘Trailblazers’ - sector-specific industry groups, comprising a minimum of ten businesses, set up for the purpose. The logistics sector Trailblazer has identified the need for three new apprenticeships areas: warehouse and distribution, drivers and administrators and those dealing with freight forwarding, importing and exporting.

Work is progressing well and when complete, the new courses will be put before BIS – the Government standard for training – before being given the green light. If successful, they will attract new funding and the new apprenticeships will go ahead.

funded by the Grimsby Institute Group and the Humber LEP, when it opens in September this year, it will be the UK’s first multi-modal logistics training provider. Our facilities will include state-of-the-art simulators for maritime crew, truck drivers and crane operators; warehousing, engineering and rail safety training facilities and the UK’s only freight forwarding academy.

The idea of having everything under one roof is to centralise training support for businesses who have more than one requirement, or who are part of a supply chain with multimodal disciplines that need more consistency and connectivity between them. It’s also designed to help individuals acquire the multi-disciplinary advanced skills they need to succeed in our rapidly evolving sector.

So there you have it. We have a huge challenge, but an even greater opportunity. By working together in new and imaginative ways, I think that we can succeed. v

Patrick Henry Patrick Henry is CEO of Modal Training. Modal Training is a new £7million centre of excellence for the ports, energy and logistics sector, providing integrated, multimodal logistics training for sea, road, rail and air. Jointly funded by the Grimsby Institute Group and the Humber LEP, Modal Training is based in Immingham, North East Lincolnshire, in a purpose-designed 5,696m2 facility, it is set to open in September 2016. www.modaltraining.co.uk

Getting lots of things right…

The development of new apprenticeships alone, however, will not solve the problem. We need to work together to make the sector more visible to potential recruits. Part of that will be to support those that offer advice and guidance to young people about our sector to provide a more rounded picture. We must also invest in high quality, specialist training provision and facilities.

Modal Training, the £7 million project I’m currently working on, is a great example. Jointly

Figures taken from UK Commission for Employment and Skills report on Understanding skills and performance challenges in the logistics sector – October 2014 *

Figures taken from the Department for Transport: Transport Infrastructure Skills Strategy: building sustainable skills.

**

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Chemical Industries Association (CIA)

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With the chemical industry making so much of today’s technical innovation possible, it is up to the Chemical Industries Association to ensure the UK can remain competitive on a global stage

I

n 2015, the UK’s chemical industry saw remarkable production volume growth of 5.5 per cent thanks to a competitive oil price and strong demand from around the world. As an export intensive industry, 51 per cent of its export production was shipped to continental Europe, helping it post a trade surplus of around five billion sterling. A year on, and whilst challenging demand conditions in China and Europe have seen a drop in projected growth levels to two per cent, the industry was still one of the UK’s only manufacturing sectors to report

32 www.manufacturing-today-europe.com

a positive trade balance in the first quarter of FY2016. It would be no understatement then, to suggest that representing the needs of such an industry is a vital role in the UK’s wider economic interests.

Having done just that for the past half-century, the Chemical Industries Association (CIA) is engaged on all levels to help create a business climate in the country that is as attractive as possible to trade from and invest in when it comes to chemicals. Today, 51 years after its inception, the weight of its membership only

serves to prove how successful its efforts have been, with major multinational plcs all the way down to niche fine and speciality chemical manufacturers all signing up for the Association’s support. Big names such as INEOS, SABIC, GSK, Dow, Croda, Johnson Matthey and Synthomer, amongst many others, all feature on the list.

“So, what do we do?” answers CIA’s current CEO, Steve Elliott. “Firstly, and this is really the bread and butter, we lobby on the collective concerns of our industry opposite the UK government and reflect them in a European

context through our membership of Cefic – the continental body – and on an international platform through the ICCA (International Council of Chemical Associations). Alongside this, we are increasingly active in providing practical support, guidance and advice to members through benchmarking, best practice sharing and general networking opportunities.”

Practical support comes in many forms, from the establishment of subsidiaries like CIABATA (CIA Broking and Trading Agency), which helps businesses collectively respond and benefit from the requirements of the Climate Change Levy, and REACHReady, a similar initiative for the recently introduced REACH legislation, to financial and practical support for companies to exhibit at trade shows around the world. “We have 26 members of staff here at CIA, many of

whom are sector experts on either a national or international level right across the spectrum of things that impact our sector, be they operational concerns, legislation, workforce issues, health, safety and environment factors, and so on,” Steve continues. “Furthermore, our industry’s biggest customer is itself, with many members buying from and supplying each other, so, whilst being ever-mindful of Competition Law responsibilities, we also provide a really key network to help facilitate and stimulate these trade relationships.”

One of the central driving forces fuelling CIA’s activity is its need to develop and maintain the UK’s competitiveness in a highly active global industry. In a sector that is energy intensive and heavily regulated, constant challenges need to be overcome in order to do so. “One of our member companies uses as much electricity as the City of Liverpool,” Steve outlines. “This takes the form of both energy and as feedstock in production processes, and it highlights just how intensive the industry’s energy usage is.

Whilst energy in the UK has been cheaper in recent years, it is still expensive compared to other parts of the world, who we are competing with. Therefore it is important that we can help members become more efficient and competitive.”

Part of this is informed by the Association’s Responsible Care Guiding Principles, compliance to which is a condition of CIA membership.

This outlines the industry’s commitment to continuous improvement in HSE performance – a key performance feature of which has been the sector’s 35 per cent improvement in energy efficiency over the past 20 years and a 70 per cent reduction in greenhouse gas emissions over the same period.

“Supporting our members to respond to the Climate Change Levy, is a part of this, as is our

Responsible Care programme, which ranges from seminars and workshops to an annual awards ceremony where environmental leadership is one category we recognise,” explains Steve. “We are also very proactive and positive on the merits of responsible shale gas exploitation in the UK, giving evidence to support its benefits and addressing any public concerns, as we see it as a necessary transitional solution over the next five to ten years to achieve a low carbon economy.”

Further helping to stimulate growth and competitive advantage in the global marketplace, CIA is one part of an industry CEO-led Chemistry Growth Partnership alongside the UK government, trade unions and other key industry bodies. With a primary objective to grow the chemical sector’s value added contribution by 50 per cent before 2030, Steve highlights the core focal points of the long-term commitment. “It is ambitious, but to make it happen we’re focusing on energy, innovation and the supply chain,” he says. “In terms of the supply chain we need to be engaging with our customer industries, like the automotive industry, to understand their current and future needs, such as hybrid or electric technologies and lightweight materials, and then ensure that they understand the strengths of the UK’s chemical manufacturers to help them achieve these goals.

“When it comes to innovation it’s all about understanding where the UK’s strengths lay.

In such a globally competitive market, the US benefits increasingly from natural resources, like shale gas, the Middle East still has oil, China has cheaper labour and strong government backing, and the UK has world-class universities and knowledge base. This is where we need to maintain our focus and build on in order to secure continued competitiveness around the world.”

www.manufacturing-today-europe.com 33

Chemical Industries Association (CIA) Steve Elliott with Lee Griffith,Young Ambassador 2015

Formulation science is one such area where Steve believes the UK’s chemical players occupy a particularly leading position, and CIA is currently supporting the process of securing financial support to set up a National Formulation Centre to cement this. “Complex formulated products are abundant in both everyday domestic and industrial life – take for example medicines, cosmetics and washing powders – and the formulation science and chemistry behind these is supporting ever-changing design and application mechanisms from powders through to liquids, gels and tablets. I believe the UK is already world-class in formulation science in many respects, but this new nationally focused centre - which has already gained interest from companies such as GSK, Unilever, P&G and Croda - will help to solidify this and enable the UK to better access this estimated $1000 billion/annum global market.”

True to its belief that the UK’s strength lays in the talent and expertise of its people and Young chemists of the future

universities, CIA has established the Future Forum – a networking opportunity for young and aspiring chemical industry employees to band together. With competition in the jobs market increasing all the time, Steve notes that it is a particular challenge not only attracting younger people to study chemistry or chemical engineering through school and university, but also convincing them to stay after completing a very technical degree, the skills of which are equally sought after in the legal and financial sectors.

“People leave university with very marketable skills, so the Future Forum provides them with a great opportunity to engage with the industry and meet with other young people in the industry to discuss their experiences and prospects,” he explains. “It’s not an exclusive forum either in that we encourage people from all backgrounds and qualification levels to get involved and regularly engage them with projects that can inform the

future, and opportunities to sit on some of the bodies we work with. When we’re trying to influence something with a long-term outcome, it is going to impact the younger people in the Future Forum more than the current generation so this participation can prove significant.”

CIA also annually awards a Young Ambassador, which not only supports the career development of the winning candidate, but also helps the organisation’s outreach efforts to encourage and attract more talented young people to follow a path in science and chemistry fields.

As CIA and its industry members look ahead, a number of challenges will define the coming months, not least in the uncertain run up to and outcome of the UK’s EU referendum. Continuing its efforts in encouraging the responsible exploitation of shale gas in the UK will play a big role over the course of 2016, as too will its participation with European bodies to redress the balance between risk and hazard when it comes to governments imposing restrictive legislation.

“Over recent years, Europe has somewhat stifled innovation and research surrounding the key development of chemical based applications,” Steve points out. “GMO is a good example of how general hostility can prevent something from growing to its full potential – this is only just starting to turn around following the publishing of some positive reports. Nanotechnology is another area that has massive potential for our society and we need to make sure we don’t tie ourselves in regulatory knots without sufficient proof to act on concerns.”

Of course, the everyday running of the Association will also continue to address its responsibilities to the industry in terms of energy usage, innovation and supply chain optimisation.

“In the longer term I think the greatest thing we can do is reconnect the genuine value that our industry brings to improving the everyday quality of life of the public,” expresses Steve.

“People understand tangible things like planes and cars, and the automotive and aerospace industries are often spoken about when it comes to the UK’s manufacturing ‘crown jewels’, but I would personally like to see the chemicals industry – which is slightly less tangible but no less important – added to this list when we look at the UK’s economic performance and exporting excellence.”

Chemical Industries Association (CIA) Services: The UK’s trade body for the chemicals and pharmaceutical sector

www.cia.org.uk

34 www.manufacturing-today-europe.com

Brenntag UK & Ireland

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With roots reaching back over the course of many decades, Brenntag UK & Ireland is today the market leader in full-line chemical distribution, providing global business-to-business distribution solutions for industrial and specialty chemicals into diverse manufacturing sectors

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~

ChemiGuaRrdÂŽ Transfer is temporary, Safety is permanent Source - Health & Safety Laboratory Loss of Containment Incident Analysis HSU2003107 Uncontrolled releases accou nted for 88% of loss of con tainment incidents and 63 .6% of all substa nces rel eased during incide nts were subject to the COMAH regul ations.

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From a single spiral wound storage tank or complete turnkey systems to chemically resistant pumps or pipe-work Chem Resist Group Ltd is able to design, supply and install to your specific requirements.

The latest addition to the Chem Resist portfolio is Chemiguard – the safer way to offload road tankers and a range of dosing cabinets.

With a shared focus on safety, quality and reliability Chem Resist Group Ltd has a strong working relationship with Brenntag UK Ltd and has recently installed 2 Chemiguard units at the Brenntag Bristol Depot to increase safety during tanker offloading.

Contact Chem Resist Group Ltd for technical advice tailored to your individual needs.

O

perating as part of the global Brenntag group, Brenntag UK & Ireland is part of an organisation with a proud history that dates back close to 150 years. The business that would grow to become the modern Brenntag was originally founded as an egg wholesale business in Berlin, during 1874, prior to entering into the chemical distribution market in 1912. Today Brenntag operates a worldwide network covering more than 530 locations in 74 countries, with a global workforce of more than 14,000 employees.

During 2015 the global business generated strong sales of €10.3 billion.

The genesis of Brenntag within the UK and Ireland began in 1974 with the founding of Crystal Chemicals, which was followed by several other transactions and acquisitions until the company was finally acquired by Albion Chemicals in 2006. Prior to its acquisition by Brenntag, Albion Chemicals represented a leading distributor of inorganic liquids, solids, solvents and specialty chemicals, with full geographic coverage of both the UK and

Ireland. Over the subsequent years Brenntag UK & Ireland has grown to employ close to 900 people across 22 strategic sites, including three sea-fed facilities with a dedicated fleet of over 100 vehicles, achieving sales of over €500m in 2015.

From its headquarters located within Leeds, Yorkshire, the company offers its business partners a wide range of products and value added services such as filling services, mixing and blending, as well as technical support inside of various industries within the life science, environmental and material science sectors.

“Brenntag is a full-line chemical distributor of both industrial and speciality chemicals, which has been our superior and very successful business model for several decades. The chemical distribution sector is a highly granular market in which we offer a full-line portfolio of over 10,000 products, as well as value added services as a one-stop-shop to more than 20,000 customers in the UK and Ireland and in excess of around 180,000 customers worldwide,” elaborates Russel Argo, President of Brenntag UK & Ireland. “The company benefits

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Brenntag UK & Ireland

“

We have invested heavily to expand the company’s specialty chemicals capabilities in recent years and many of our investments during the last 18 months, as well as our planned investments leading in to 2020 and beyond, are designed to support our strategy of being the best solution provider

from being a full-line distributor by efficiently using one infrastructure for both industrial and speciality chemical products. Our commitment to developing business opportunities jointly with our partners is another important factor that contributes to the success of our business. As Brenntag co-operates with the best speciality chemicals suppliers and delivers top quality products, we are able to create true value for our customers in the specialty chemicals business.”

Over the years the company has built on its established material and life divisions and embraced new market sectors including coatings, construction, cosmetics, pharma, rubber and polymers. Additionally, the proven experience of Albion Chemicals in its historical market of paper has been further driven by the Brenntag Colours business – a leading manufacturer and supplier of dyestuffs, pigments and performance products to the plastics, coatings, paper, board and janitorial industries worldwide. In line with this development, Brenntag UK & Ireland has established impressive technical resources across several industry sectors that have enabled it to work with prestigious industry names

Russel Argo, President of Brenntag UK & Ireland

including Dow Cellulosics for the food sector; Elementis Surfactants for cleaning and other applications; Nynas Naphthenics for the rubber and coatings industries; Bluestar Silicones across several sectors; food flavour ingredients supplier Silesia; and the innovative cosmetics ingredients

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40 www.manufacturing-today-europe.com

ISS Projects (UK)

Brenntag UK & Ireland

ISS Projects (UK) undertakes design, build, installation, maintenance & upgrading of Tank Gauging and Overfill Protection systems. It can provide the complete gauging solution encompassing all types of sensors and displays from local tank side displays to remote user web based access, using Modbus, Profibus, Hart or 4-20mA input, a high Level Alarm panel built to BS EN 61511 which can form part of a SIS for overfill protection, traceable testing and calibration using certified equipment.

Bespoke planned preventative maintenance and service packages.

The company supplies and maintains remote telemetry units, sending emails or SMS alerts for preset conditions.

manufacturer Stephenson Group to name a few.

Brenntag UK & Ireland maintains a level of infrastructure and technology that is unrivalled within the chemical industry. This is supported by a continual investment into the company’s warehousing and associated infrastructure to ensure compliance with even the most exacting requirements, whether they be related to third party accreditations or commercial demands.

These investments have also utilised technology from the food processing and pharmaceutical sectors to adapt the company’s warehouses to create high quality and clean space within its existing network, with further developments due over the coming years.

“We have invested heavily to expand the company’s specialty chemicals capabilities in recent years and many of our investments during the last 18 months, as well as our planned investments leading in to 2020 and beyond, are designed to support our strategy of being the best solution provider. By this I mean addressing whatever challenges our customers are faced with, be they related to cost structure, stocking, storing, getting the correct blend, or getting the technical support from our team when

required,” Argo says. “In terms of life science investment in the north west, the Brenntag Widnes food hub site will also develop a new food application lab to allow us to work with our customers and suppliers to provide added value in the arena of flavour and ingredient development. This large-scale food application laboratory will feature formulation, product and stability testing operations and cover both flavour and ingredient development, with a view to allowing us to deliver real added value rather than just acting as a product supplier.”

During 2016 Brenntag UK & Ireland will also invest in its Scunthorpe operations by further developing a new GMP filling facility, which will give the company greater access to the expanding pharmaceutical and cosmetics sector. The developed facility will complement its existing GMP-accredited laboratory and dedicated filling systems for pharmaceutical customers in Germany and the group’s cosmetics formulation and development laboratory in France. In addition to its ongoing investment into its facilities and infrastructure, Brenntag has also recently acquired 12 brand new Volvo Globetrotter Tractor Units and six

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Brenntag UK & Ireland

new Scania vehicles to further support the business. “These units have been added to grant additional support to the bulk liquid chemical business, both directly to customers and to our own distribution sites, as well as to general packed goods distribution,” Argo reveals. “We have also made significant safety investments in areas including vehicle telematics, metered bulk tankers and enhancements to tail lifts and load security to provide built-in flexibility, as well as a TranSend Mobile Delivery Management System which we are installing for added safety and efficiency. This will allow us to address the industry’s increasing need for short-term ordering and reduced shipment size.”

By leveraging its position within the wider Brenntag group and its unique combination of technical, sales, commercial, logistics, added value services and an expert core of employees, Brenntag UK & Ireland is able to deliver a leading-edge service within the field of chemical distribution. “Added value is an important and much talked about aspect in the chemical distribution industry and in my view, it can come in a number of forms from improving customer service to providing technical support for our business partners including customers and suppliers,” Argo reflects. “A good example of this can be found in Brenntag Blending Services (BBS), which maintains a number of operational

locations across the UK & Ireland. We are also expanding our offering even further and have already started a major investment and redevelopment programme in our Bradford BBS facility, where we are investing in the upgrading of blending facilities and more particularly the application laboratory, which includes increasing the level of technical and sales resource available to the BBS business.”

As the company continues to implement its investment into developing its infrastructure and technical expertise, Brenntag UK & Ireland will also work towards the global Brenntag Group’s ‘2020’ vision. It describes the company’s strategy to pursue its goal to be the preferred distributor for both speciality and industrial chemicals, while representing an industry leader in terms of safety, sustainable growth, human resources, as well as commercial and operational excellence. “Organic growth is always our focus but we will give it a helping hand with sector specific acquisitions to enhance our added value offer across the markets. This will bring exciting new product portfolios, suppliers and customer relationships as well as knowledgeable people who can enhance our organisation. In the speciality chemicals business, relationships of trust and long-term engagement with suppliers are imperative. Industries such as paper, cosmetics and coatings will develop

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Brenntag UK & Ireland Kevin Morgan, Solvents Director, Brenntag UK & Ireland

further on the European stage as our improving offer gives better access to customers and suppliers. Included in this will be our formulation expertise, as we aim to become the market leader in all chosen sectors. Organic growth is to be achieved by further growing our product and service offering,” Argo concludes. “Alongside organic growth, one of the pillars of our strategy includes further acquisitions. At Brenntag, acquisitions have three main objectives; building up scale and efficiencies, expanding geographic coverage and improving the full-line product portfolio. We have a long and successful track record of acquisitions, as you see throughout the history of our organisation in the UK and Ireland, as well as globally. We therefore continue to seek acquisition opportunities that support our overall growth strategy.”

Brenntag UK & Ireland Products: Full line chemical distribution

www.brenntag.co.uk

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Solvents at Brenntag

As part of its extensive portfolio, Brenntag UK & Ireland is a leading distributor of solvents. In 2012 the company acquired Multisol, a company specialising in the formulation, blending and distribution of high value fuel and lubricant additives, base oils and speciality chemicals.

Since 2012 the focus of Brenntag has been to target organic growth in the solvent and performance liquid sector and the group has taken on 17 new speciality chemical distribution agreements. Manufacturing Today Europe talks to Solvents Director for Brenntag UK & Ireland, Kevin Morgan about the company’s growing presence in this area.

“We supply solvents in bulk and packaged configurations from four strategic locations and can also supply bespoke solutions.These are either products that are designed for specific applications that replace more traditional solvents or we blend solvents to meet certain performance criteria,” Morgan details. “Our customers are diverse and cover many sectors - they are usually the same customers as that of the Brenntag distribution arm, as our customers generally have a need for other chemicals in their processes.”

Indeed, by maintaining a broad product portfolio that represents a wide range of suppliers, the company can connect an impressive number of chemicals to its customers, resulting in a one-stop-shop solution for both chemicals and solvents.This has allowed Brenntag UK & Ireland to grow its sales in solvents to record levels during 2015 and the company aims to continue to expand its strength in this market while catering to a prestigious client base. “We have a leading-edge because of our well invested facilities, as well as our knowledge and know-how of the market place. We have the technical expertise to provide unique solutions and our supplier base is the most elite in our industry,” Morgan concludes. “We operate four solvent hub sites that encompass over 14 million litres of storage capacity, drumming and IBC facilities and dedicated blend tank and small pack facilities. We have invested substantially in the company’s main hub in Scunthorpe since 2015, increasing our IBC filling capacity and new life science filling facility to supply more packed solvents into the food, feed and pharma sectors. We have our own dedicated technical resource who can offer bespoke solutions for customers and we are aligned with the very biggest and best manufacturers in the industry.”

Briar Chemicals Ltd

A global

partner

Briar Chemicals’ leading example of innovation, process development and sustainable partnerships is playing a key role in its global growth strategy

B

riar Chemicals first started manufacturing back in 1956 as May & Baker, later to be renamed Rhône-Poulenc. Based in Norwich, the site was acquired by Bayer CropScience in 2002 and a decade later became an independently operated contract manufacturer, wholly owned by Aurelius AG. Throughout its history the business has built a name for itself producing crop protection and veterinary products for leading innovator companies in the international marketplace.

Today, the company stands upon long-standing expertise in contract manufacturing, a high quality asset base and an established reputation for manufacturing excellence and dependability to serve these clients around the world.

From its 46-hectare facility, with a further 13.6 hectares available for future development, 220 employees help Briar to export more than 95 per cent of its production capacity overseas to markets such as Australia, Brazil, Canada, Finland, France, Germany, Japan and the USA. Thanks to the highly focused, experienced and knowledgeable team, sales revenues for the firm currently sit around £45 million, with around £6 million of this being returned into the business in the form of CAPEX and maintenance investments every year.

The range of technologies included within Briar’s expert offering to the market extends from ammonolysis, bromination, chlorination and cyanation, through diazotisation, esterification, iodination, nitration and oxidation to the

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Briar Chemicals Ltd

recovery and recycling of solvents and copper salts, sulphonamide formation and sulphur dioxide reactions. A range of analytical support services, as well as formulation and packing from bulk down to 0.25 litres supports these activities.

All of this is made possible by an extensive portfolio of solids and liquids manufacturing assets that includes a total reactor capacity of 700 cubic metres, batch and continuous distillation facilities, and bulk storage for raw materials, intermediates and finished products.

Within its formulation and packing facilities, the company operates vessels with capacities ranging from 14,000 litres to 27,000 litres, and has six packing lines capable of packing from 0.25 litres to 200 litres packs at speeds of up to 30 containers a minute. The result is a maximum daily packing output of 90,000 litres. The Kilo Lab facilities add yet another dimension to Briar’s service offering with process scale-up and optimisation capability provided by walk-in fume cupboards, extensive analytical method development expertise and the ability to scale up from grams up to 50 litres.

However, Briar prides itself not only on this extensive manufacturing capability but also in the way that it is able to work closely with customers to develop products from concept to full-scale production in a timely and cost effective manner. “At Briar we provide an end-

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to-end service,” explains Head of Commercial, Susan Brench. “This includes development through to manufacture and logistics. We will not always be the least cost option, however we add value by employing our operational excellence techniques and optimising our customers’ technology.”

As such, the company follows a five-stage new product implementation strategy to take an initial enquiry through costing, laboratory work, development – an intensive period of activity, which includes scale-up and process optimisation, the supply of samples, process safety testing and raw material sourcing – to trial and full-sale production. By taking care to meet a variety of demands from its clients, Briar’s ultimate goal is to deliver complete customer satisfaction and, ultimately, develop long-term and sustainable partnerships.

One example of this process in action is illustrated by a successful project to introduce a three-stage synthesis within 18 months of receipt of enquiry. The project required the handling of two new hazardous raw materials, which in turn necessitated the installation of specialised, cost-effective handling facilities, using in-house design, for ammonia and sulphur dioxide. Although the process was successfully scaled up and implemented Briar did initially face some challenges such as lower than expected

yield, quality issues and a problematic liquidliquid phase separation step. Fast analysis and unrivalled experience quickly identified the root cause of all problems, which, once fixed, saw yield improve 25 per cent, process impurities reduced by more than 50 per cent, phase separation improvements and a 70 per cent

reduction in settling times. Crucially, the quick response and highly effective results helped to secure repeat business with the client.

Throughout its operations corporate social responsibility and environmental protection sits at the heart of everything Briar does. With the aim to minimise its impact on the environment from its activities, over six million pounds is invested every year to maintain and improve site assets. The most recent example of this is the commissioning of a new £290,000 superefficient boiler, designed to meet the site’s steam requirements as well as providing hot water and heating for the buildings. Highlighting the company’s energy-saving drive and longterm development, Tim Green, Site Manager, commented on the investment saying: “We’ve been working hard to increase energy efficiency on the site and this boiler is a big step up. It uses the latest, most efficient heat-recovery and fuel-firing systems to control burn, producing steam on demand. It is also future-proofed for emission regulations so should meet all our requirements for many years to come.”

Having been in the market for 60 years in 2016, Briar is no stranger to tackling major

challenges and providing the best solutions to its clients, and continuing this very much sums up Susan’s outlook as the company looks forward. “Briar is constantly searching for ways to remain competitive versus global competitors, especially those in Asia, by increasing efficiency through innovation, technology or the adoption of new working practices, including greater automation,” she says. “The business has been successful in diversifying its client base since we became independent in 2012 – we have for example secured a new deal to supply an American customer with a product to reduce emissions in the energy sector– and new talent is being employed to ensure that we achieve our ambitious growth targets as we grow long into the future.”

Briar Chemicals Ltd Services: Specialise in custom and contract manufacturing solutions

www.briarchemicals.com

Roomfoss have been delighted to supply Briar Chemicals with various control systems for their Norwich facility and enjoy an excellent working relationship with their engineering team.

We have been manufacturing all types of control systems from LV switchboards to both conventional and intelligent motor control centres, plus process control systems incorporating the latest technologies for over 30 years. We have been an Authorised System Builder for Schneider Electric for more than 10 years and are one of only a handful of companies that can design, build and supply both the Okken and Prisma systems. Uniquely we also specialise in the design, manufacture and supply of bespoke stainless steel road tunnel equipment, including LED wayfinder signs used to direct personnel in the event of an evacuation. We have been proactive with the design and testing of these products and they are now installed in numerous places including tunnels on the M25 and A3, and at Heathrow Airport. We have a dedicated team of engineers who have first class knowledge of our customers’ industries, specific needs and site requirements and are committed to providing the high levels of service now recognised as standard by our customers.

If you would like any further details, or if we can help you with an upcoming project, please get in touch.

North Lynn Industrial Estate, King’s Lynn, PE30 2JG roomfoss.co.uk 01553 771413 sales@roomfoss.co.uk www.manufacturing-today-europe.com 47

CalaChem Ltd

up

Scaling

CalaChem has been on a journey to enhance its commercial offering to the market and after five years of investment and development it’s well on its way to greater success

A

Neil Partlett, MD

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ble to trace its roots at the Grangemouth site in Scotland back to 1919, the past century for CalaChem has been defined by multiple-ownership and the continued development of services and capabilities. However, it has been over the years since 2010, when the CalaChem name first appeared under the new ownership of German investment firm Aurelius, that the company’s strength has allowed it to become a key player in the UK’s chemical industry. Under the direction of MD Neil Partlett, the business, which once existed as a satellite manufacturing facility for Finnish based KemFine, has become a profitable entity turning over £45million and employing 180 highly qualified staff.

“The core of the business revolves around the large scale contract manufacture of chemical products. This is predominantly intermediate and active ingredients for the agrochemical sector, so things like herbicides and fungicides,”

Neil explains. “This chemical business revolves around process development, whereby we scale up either newly developed chemical products or transfer manufacturing from a lower volume set-up. However, on top of this, we also provide infrastructural services, such as utilities, to other businesses around the site, which significantly enhances our business.”

When Neil arrived at the firm in 2013, his ambition to grow the company into one that was able to compete with global manufacturers sparked a major programme of commercial development. A commercial department was set up with sales and marketing activities installed, new people were brought in and a culture of continuous improvement was instilled within a team of people who had been working at the site for a number of decades. A ‘Six Sigma’ toolbox was also introduced allowing chemical processes to become more efficient and costeffective.

The improvement programme has also borne

“

We have brought, on average, three new apprentices on board every year for the last five years. With the programme running for four years, three of these have already graduated and joined the company on a full-time basis

a new apprenticeship scheme to encourage the development of young talent in the company with a long-term view of employment. “We have brought, on average, three new apprentices on board every year for the last five years,” outlines Neil. “With the programme running for four years, three of these have already graduated and joined the company on a full-time basis. Working in partnership with Forth Valley College, this

gives young, skilled recruits the opportunity to be trained to a high level within the chemical industry and also helps to future-proof the business, which has historically relied on an older workforce.”

With a new approach to doing business and a highly skilled workforce providing the necessary expertise to compete in the market, CalaChem is able to deliver a strong package to its clients.

With a focus on developing and optimising its processes, the company has quickly earned a positive reputation amongst its clients. Dow Agro-Sciences (DAS) and Veolia, for instance, have both benefited from a close partnership with CalaChem in order to achieve better performance.

Development under the new ownership of Aurelius continues at pace, with most recent activities beginning to centre around installing a more efficient combined heat and power (CHP) plant to replace a 20 year old existing energy centre, which relies on gas burning. The £150 million investment, which is currently

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CalaChem Ltd

Sinojie Hanson

SINOJIE HANSON aims to provide a first class chemical sourcing, development and supply chain from China to the Western world markets.

Through its structure and approach SINOJIE HANSON has eliminated those issues faced by chemical users, namely reliability, quality, traceability, health and safety, environmental and logistics.

By being based in China, SINOJIE HANSON is able to offer products and services to the world’s chemical industry at highly competitive prices, without compromising on quality, safety and service. This has, in turn, resulted in SINOJIE HANSON becoming the Chinese partner of choice to a number of important international customers.

seeking planning permission, could potentially be operating by 2018, creating 20 permanent jobs and up to 200 during the construction phase. The CHP plant will be powered by refuse-derived fuel (RDF), so will not only help to power and heat CalaChem and address surrounding businesses’ energy needs, but will also help to contribute towards renewable energy and waste reduction targets. Neil also notes continued investment into its effluent treatment plant and equipment as it introduces new products.

With competition present around the globe, ensuring it can continue to perform efficiently and with a commitment to process development is key for CalaChem. “The agrochemical market is showing signs of depression at the moment,” Neil highlights. “There are high product stock levels in the supply chain and this combined with the low global food prices is putting cost pressures on the industry. The low food prices mean that farmers are not prepared to spend so much money on chemicals to protect their crops. Around the world we’re seeing a lot of rationalisation with the merging and acquisition

of major players, which is fairly typical at the bottom of a cycle in this industry. However, it is also a large market, our share of which is relatively small, so even in a downturn there is still a lot of opportunity to grow.”

With this in mind, the future for CalaChem will see it continue much of the same focus that has driven its success over the last five years. “Strategically, our aim now is to grow our chemical business with more complex products with new and existing customers as we currently have available capacity within the facilities,” Neil notes. “Beyond that we’re also growing well in the environmental treatment side with legislation creating a potential opportunity for us. We’ll also be pushing to achieve the CHP project and greatly enhance the side of the business that services other businesses on the site.”

CalaChem Ltd

Products: Specialist chemical contract manufacture

www.calachem.com

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Birmingham Powder Coatings Birmingham Library, UK

A lasting

impression

With over four decades of industry experience, Birmingham Powder Coatings is widely acknowledged as one of the leading applicators of quality architectural powder coatings

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T

he history of Birmingham Powder Coatings (BPC) can be traced back to 1975 when the company was founded as a powder coating company working on British Army barracks bed frames, which were required in black as standard issue and in beige for use in desert environments. The company was originally founded by the Metal Treatments group to apply phosphate and powder coatings to steel and its client base quickly grew from military applications to include clients producing hospital equipment, cars and vans. Today BPC works and operates as part of the wider Tomburn Group and manages a 45,000 sq ft. factory that is situated at the centre of the UK’s extensive motorway network.

Over the years the company has provided expert coating services to clients within the automotive industry including Ford, Land Rover and British Leyland, prior to moving into the field of architectural powder coatings. Here BPC has developed a growing reputation for added value activities such as the assembly of solar

shading modules, taping of coated profiles and logistics. “The main activities of BPC are now based around the architectural sector and the company currently produces work for most of the large system companies and fabricators in the UK,” elaborates Chairman, David Hepburn.

“Throughout the business, steel presently accounts for approximately five per cent of BPC’s current turnover.”

By operating as part of the wider Tomburn group, BPC is able to ensure that it is on-hand to provide comprehensive coating services to clients throughout the UK and equipped with the very latest, modern coating solutions.

Tomburn Limited manages two UK divisions comprised of Birmingham Powder Coatings and LBL Finishers, as well as a further subsidiary in the Czech Republic. The company’s strong international presence is complemented by a dedicated and experienced workforce, which enables BPC and the wider Tomburn business to command an enviable position within the architectural coatings sector. “The company’s equipment in each of its locations is similar, but

BR Learning Centre, UK

not identical. This allows us to service a variety of market sectors as well as to service across the whole of the UK. From our three locations we can provide coating solutions to a broad customer base, which gives the company the best opportunity to remain busy in what can be a volatile market place,” David says.

“We are also lucky to have a very strong workforce, many of whom have worked for us for a great number of years. We have experts within the business that cover every discipline in the coatings industry, which helps us to provide solutions to our customers’ unique problems – sometimes even before the work arrives with us,” he adds. “We work very hard to ensure that we understand our clients’ requirements and deliver the appropriate level of service to them.

Our experience within the industry has enabled us to build strong relationships with customers, resulting in significant repeat business.”

During its history BPC has completed several high-profile projects by providing coatings to important public buildings including Alder Hey Children’s Hospital, Oxfordshire’s Diamond Synchrotron, Chiswick Park, the Birmingham Library and London’s Embassy Gardens development, as well as to plots S7 and S8, which form the residential element

of the International Quarter development in Stratford, East London. This success is replicated throughout the wider Tomburn Group with international projects completed in Disneyland, Hong Kong; Sizewell ‘B’ Power Station, Suffolk; the Brooklyn Art Museum, New York; and the Princess Juliana Airport located in the Caribbean.

Through these projects both BPC and the Group have developed a leading and trusted international reputation for quality and lasting reliability. “Indeed, the Second Severn Crossing bridge was painted by Tomburn some 20 years ago and still retains its original paintwork in excellent condition today,” David observes.

To further enable the company to deliver the

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Birmingham Powder Coatings Glasshouse Gardens,TIQ, Stratford, UK

National Assembly of Wales

Sizewell B, Suffolk, UK

Second Severn Crossing, UK

very latest coating solutions, BPC is currently in the process of completing a significant investment into its Stirchley, Birmingham coating facility that will add new lines to its existing capability. “BPC is about to complete a new coating line as well as new pre-treatment line, in addition to its existing three other powder coating lines. These are comprised of a polyamide thermal break machine, a taping line and a large shot blasting facility, as well as the space and capacity to build and assemble components for our clients,” David explains. “It has been a difficult task to try and build a new pre-treatment and coating line whilst continuing to service our customers using our existing plant, but we have accomplished this and the refurbishment is almost complete. Once finished it will enable us to improve our already consistent deliveries to our customers. We pride ourselves on our flexibility and forward thinking and our new pre-treatment line has been built to accommodate the necessary changes to chrome free pre-treatment that by law, must be implemented by September 2017.”

As the company readies itself for the completion of its new pre-treatment line and facility refurbishment, BPC will also continue to focus on developing its staff and guiding the business through an uncertain market. A key strategy for the business will be to strengthen its leading edge and exclusivity in the market by further increasing its capabilities while

expanding its portfolio of completed projects.

“We have an excellent training and quality team who continually train and assess our staff. We firmly believe in allowing staff to grow within the organisation and have many examples of members of staff who have joined us at base level and now work in senior management positions,” David concludes. “The market has been challenging and will continue to be so as the construction industry comes to terms with the effect of the decision to leave the European Union. However, we are confident that the market will settle down and adjust in a relatively short time. As we move forward our ability to stay competitive and keep our quality and delivery services on track will remain of paramount importance to us.

Many of our customers are now friends and it is the development of these relationships that will enable BPC to continue to develop and thrive.”

Birmingham Powder Coatings Products: Leading applicators of quality architectural powder coatings

www.tomburn.com

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Engro Fertilizers

Encouraging

growth

A renowned name in Pakistan’s fertiliser industry, Engro Fertilizers produces leading fertiliser brands that are optimised for local cultivation needs and customer demand

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I

ncorporated in June 2009 as part of Engro Corporation, then known as Engro Chemical Pakistan Limited, Engro Fertilizers Limited was established following the group’s announcement that it was demerging the fertiliser business into an independent operating company.

Caused by expansion and growth in the company as a whole, the establishment of Engro Fertilizers Limited formed part of an overall expansion strategy and growth vision, which resulted in the various businesses within the group to be served and managed under a holding company.

Once the demerger became effective from January 1st 2010, all fertiliser business assets and liabilities were transferred to Engro Fertilizers Limited. Furthermore, to reflect these changes, Engro Chemical Pakistan Limited was renamed Engro Corporation Limited; this too came in effect from January 1st 2010.

Although the inception of Engro Fertilizers took place in 2009, its history dates as far back as 1957, when Pak Stanvac, an Esso/Mobil joint venture, stumbled upon vast deposits in Mari

that were rich in natural gas while in pursuit of viable oil exploration in Sind. While Pak Stanvac focused exclusively on oil exploration, Esso made the strategic decision to invest in the massive industrial potential of the Mari gas field and thus proposed the establishment of a huge urea plant in Daharki, approximately ten miles from the Mari gas fields, with the goal of using the natural gas produced as its core raw material to turn out urea fertiliser.

With an agreement signed in 1964, Esso had the blessing of the Government of Pakistan to set up a urea plant with an annual capacity of 173,000 tonnes; the plant was state-of-the-art for its time and boasted commercially tried facilities and a highly distinguished pool of technical expertise, all of which helped ensure a smooth establishment. Following a massive investment of $46 million investment, the plant began production in December 1968.

Two decades on, Esso, known as Exxon since 1978 as part of an international name change, decided to divest its fertiliser business on a global

basis; this resulted in the employees of Exxon Chemical Pakistan Limited, in partnership with leading international and local financial institutions, buying out Exxon’s 75 per cent equity – arguably the most successful company buy-out in Pakistan’s corporate history. Following this development, the company was renamed once again in the 1990s as Engro Chemical Pakistan Limited and went from strength to strength in terms of financial performance and growth of its core fertiliser business. This led to diversifaction into new sectors such as foods, energy, chemical storage and handling, industrial automation, trading and petrochemicals over the following years.

Today a renowned name in Pakistan’s fertiliser industry, Engro Fertilizers has maintained the traditions of its parent company as well as its vision to improve productivity and lifestyle of thousands of farmers across Pakistan. The company not only benefits from being part of a reputable organisation that is trusted by its customers, but is also led by visionary business leaders within Pakistan’s fertiliser industry; this is thanks to Engro’s commitment to bringing together the best business leaders into its boardrooms and uniting them into a dedicated

team that are all striving for excellence and growth.

Traded on the stock market under the symbol ‘EFERT’, the company holds an impressive nationwide production and marketing infrastructure. Moreover, it produces leading

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Engro Fertilizers

fertiliser brands that have been optimised for local cultivation needs and demand and is also a leading importer and seller of Phosphate products that are marketed extensively throughout Pakistan as phosphatic fertilisers.

Products within Engro Fertilizers include Engro Urea, which the company produces 975,000 tonnes of per year; having set up the world’s largest single train urea plant of 1,300,000 tonne capacity, the company has adequate capacity to meet the fertilizer demand of the country.

Engro DAP (Di-Ammonium Phosphate), meanwhile, has been imported and marketed

by Engro Fertilizers since 1996 and it is the most trusted importer of DAP in the country.

Because plants require three major nutrients for healthy growth, namely Nitrogen, Phosphorus and Potassium, DAP, which contains 46 per cent Phosphorus, is the most widely used source of Phosphorus for the plant.

For those seeking Nitrogen and Phosphorus in almost equal amounts, Engro NP has served the needs of this niche farming community since 2005, while Engro Zarkhez is the only branded fertiliser in Pakistan that contains all three nutrients. Introduced in 2002, the presence of all three macro nutrients in Engro Zarkhez results in synergistic plant nutrient uptake and improvement when it comes to the size, taste and quality of foods. Currently available in three different grades of 50 kg bags with nutrient proportions suitable for sugar cane, fruit orchards, vegetables, potato and tobacco, the grades popular amongst progressive farmers thanks to the convenience, low moisture content, appropriate granule size and high crush strength that it offers.

Other products within its portfolio include Zingro, which contains 33 per cent granular zinc sulphate and monohydrate and Engro Envy, which contains Nitrogen, Phosphorus and Potassium in an equal percentage of 14:14:14 and comes in a 1kg pack. There is also Engro MOP, which targets crops such as potato, maize, sugarcane, wheat, rice, cotton, vegetables, fruits, orchards and tobacco; it contains 60 per cent Potassium nutrient and is the most concentrated form of granular potassium.

Proud to base its working relationships on trust and reliability, the successful and conscientious Engro Fertilizers has sown the seeds for further growth throughout its early years in operation as it continues to meet the needs of customers through expansion, plant facility upgrades and the delivery of high quality products.

Engro Fertilizers Products: Fertilizers

www.engrofertilizers.com

58 www.manufacturing-today-europe.com

LoneStar Fasteners Europe

International

integrity

LoneStar continues to dominate the global market, supplying fasteners, seals and precision-engineered products into the world’s energy and heavy engineering supply chain

L

oneStar’s headquarters are based in the UK, however the Group’s presence across the world is vast.

Employing over 1000 people across 13 locations, the company is able to utilise an international logistics network of manufacturing and distribution operators to supply and support customers in Europe, America, the Middle East, Central and South East Asia and Australia. Through this extensive network, the LoneStar Group provides fasteners, gaskets, seals, flow control and precisionengineered components, as well as specialised coating and plating, to the world’s energy and heavy engineering markets.

LoneStar Fasteners Europe fully embodies its Group’s approach to business; exemplary quality, reliability and service to its customers. Formed through the alignment of three well-established fastener companies, the business now combines the functional resources and expertise of all three to create a large, modern manufacturing and

distribution facility able to offer a wide range of products and technical support, whilst maintaining those traditional values of high quality and outstanding service.

LoneStar Fasteners Europe is fully engaged with industries that demand not only high performance and reliability, but also availability of product on short and critical lead times, from a wide variety of material specifications. Supplying quality and safety critical components, with fully tested batch traceability to ensure comprehensive adherence to all specification requirements, is at the core of LoneStar Fasteners Europe’s market leading position.

Through continual investment, the company has maintained world-class production facilities that includes state-of-the-art CNC machining, hot forging and thread rolling technology. These were further enhanced by the opening of a modern, fully equipped UK based manufacturing plant in 2015. It boasts a worldwide stock network of fully certified raw materials, enabling the business

to produce either customer non-standard parts, or supply in accordance with national and internationally recognised standards and specifications. All in materials ranging from mild, carbon and alloy steels, aluminium, bronze and brass right through to high grade stainless steels, titanium, duplex and high nickel alloys.

With such a broad spectrum of inventory available, LoneStar can demonstrate a manufacturing capability that extends from small batch prototyping, right through to full production quantities and supply. Working with a diverse range of customers from Distributors, OEM, EPC and End Users, LoneStar can provide certification / documentation packages fully in accordance with current industry requirements, including 3.2 witness endorsed certification.

Testimony to the rigorous attention and importance LoneStar applies to its quality management systems, lies a host of industry accreditations and client specific criteria approvals.

LoneStar holds ISO 9001/14001/18001, along

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JaW® Industrial Supply Co.

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LoneStar Fasteners Europe

Fasteners and gaskets

MSC

MSC are a leading distributor of metalworking and maintenance, repair and operation (MRO) products and services, a $2.8 billion company covering North America, Europe and Asia.

We passionately believe in the UK Industry and exist to help fuel your potential by transforming how you operate, drive down costs, get to market faster and become more profitable.

Our expertise and experience can help you change the way you manage inventory, select products, utilise suppliers and optimise processes.

Doing business with MSC couldn’t be easier. Our catalogue brings together over 90,000 products, with the names you know and brands you trust, making us the one stop shop for any industrial buyer.

with Achilles FPAL and UVDB Verify registration, whilst working towards API, Norsok M650, and Fit for Nuclear approval status. Significant investment in a total quality culture within the company is clearly evident.

Supporting these quality objectives, LoneStar Fasteners Europe also operates a fully accredited ISO 17025 independent laboratory and test house on-site at its West Midlands facility.

Independent tests performed here include non-destructive examination, chemical analysis, mechanical testing and charpy impact testing at ambient, elevated and sub-zero temperatures.

LoneStar prides itself on delivering tailored, high-performance critical components to cost-competitive and quality / safety critical environments. To achieve this, the company maintains substantial stock coverage, which underpins a consistent, reliable level of delivery performance. In support of this, the company has developed multiple business models that interface with customer forecasts, along with production software to optimise on-hand delivery for daily production needs. Six-Sigma lean methodology

is employed to better serve the needs of the customer, with a range of accessible solutions from online ordering, Just-In-Time and Kanban to strategically stocked custom products for high stress applications.

Key to the continued success of these programmes is an on-going commitment towards inventory investment. Using a combination of on-location and on-site consignment stock, LoneStar has the means and experience to create a programme solution that helps reduce cycle times, and reduce costs, for its client base around the world. Its geographical footprint further enables the company to deliver such a strong service to its customers. Thanks to its vast contact network and leading supply management competence, the Group is able to meet the exacting demands of any marketplace by bringing its international expertise to a local level.

The state-of-the-art 115,000 sq ft manufacturing facility enables the company to in-house manufacture a variety of fasteners and precision-engineered components for the power generation, subsea and energy industries across Europe. In addition to this, LoneStar Fasteners Europe also has a dedicated petrochemical distribution centre, which has been designed exclusively to serve its customers in the petrochemical and offshore sectors with quick turnaround, short lead times and competitive prices. In total, the firm holds over ÂŁ7.5 million of raw materials, finished and semi-finished goods for customers who need reliability and the reassurance of knowing that the right product is available when needed.

This refined combination of optimum product availability, rigorous pre-despatch testing and effective service delivery, which permeates throughout the Group, is the platform for End Users, Operators and Distributors around the world to turn to LoneStar for their fastener needs.

LoneStar Fasteners Europe Products: Global manufacturer and supplier of high performance fasteners and associated bolting.

www.lsfe.com

www.manufacturing-today-europe.com 61

Red Arch Manufacturing

The drive for

success Red Arch Manufacturing (RA) is the UK’s leading automotive OE small/medium volume component and accessory parts specialist

I

ncorporated in 1996, Northamptonshire, the UK, Red Arch Manufacturing (RA) celebrates 20 years in the business this year. Established in response to the growing trend for vehicle individualisation and greater diversity in mainstream automotive production, the company saw the opportunity to support this new ‘small series’ or accessories market and has not looked back since. “Red Arch was responsible for the first John Cooper Works tuning kits,” states Mike Theaker, Managing Director of Red Arch Manufacturing. “Approved by BMW and sold through MINI dealers, worldwide sales topped 15,000 units and kickstarted the market, which in turn opened the eyes of many vehicle manufacturers to the potential in this sector.

Mini JCW tuning kit

62 www.manufacturing-today-europe.com

BMW exhaust and carbon trims

M4 carbon titanium exhaust trims

“

Red Arch engineering

With more than 400 unique products in its portfolio and a cutting edge factory, the innovative firm is wholly able to meet the evolving needs of its demanding customer base that includes BMW, MINI, Overfinch, Rolls Royce and Aston Martin

“Market figures indicate growth of 25 per cent year-on-year with a worldwide market totalling 15 billion euros; products in this sector sit within a band of 100-30,000 pieces per year.

Within the automotive industry, most suppliers are geared for either much higher volumes of over 200,000 pieces or much lower volumes of less than 100 pieces; Red Arch is aiming to plug the volume gap in the market place.”

Beginning operations as an engineering company that only conducted design, development and quality activities while parts were manufactured via suppliers throughout the UK and Europe, RA made the strategic decision to begin manufacturing its own parts in 2013. Two years on the company opened its new production facility in August 2015, which currently employs 36 people in the production, quality, material planning and accounting areas of the business. “With more than £1 million invested during 2015/16 the facility is a stateof-the-art production plant that is designed to be configurable and flexible, with a capacity of 20,000 plus exhaust systems per year and more than 100,000 components,” highlights Mike.

“Designed primarily as a tube manipulation and final assembly facility for exhaust systems, exhaust trims and components, quality and continuity of supply was the key factor in its inception,” he continues. “As such, Red Arch decided to buy the very best, cherry-picking the latest in machine technology from the best factories across Europe and the world. High quality bent tube is produced on the Crippa 980LE fully electric CNC tube bending machine.

With a capacity of 80 mm and 1D bend radius, it provides fast, repeatable and high quality bends.”

Initially scanned using a Faro platinum laser scanning arm to check directly against CAD data, the results are used to correct the bending machine settings as required. The scan also determines the length to be cut from each end of the bend; this data is then fed directly to the Mille Miglia DTR-70E saw, which provides safe, fast and burr free cutting. “This technology, along with the tube end forming, slotting and canning machines employed within RA are found in the biggest exhaust factories in Europe at the likes of Eberspaecher and Boysen,” explains Mike.

“The key drivers for the new facility were quality and continuity of supply. Within the existing supply chain RA found it difficult to support these two critical requirements as the market for this type of product grew. The new factory addresses these issues and provides us with a firm basis for sustained growth and future development.”

www.manufacturing-today-europe.com 63

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Titanium Exhaust Technology TI-TEK IUK) acting as agents for 5+0 Spezialsta hl hove an established stock range of Titanium KSTi - 1,2ASN which is 10 be introduced 10 the automotive exhaust market for both Cars and Bikes.

TITANIUM KSTl-l ,2 ASN - The number 1 for all light weight Automotive and Perform ance Exhausts.

Features: • light weight . High strength at high temperature . Excellent oxidation resista nce The Titanium Grade KST1-1,2 ASN is based on commercially pure Titanium, and stabilized with AI, $i and Nb. The grade has been developed by Kobe Steel of [open and has been successfully introduced 10 existing manufacturers 01 exhaust systems.

The properties of KSTI-l, 2ASN with high temperature oxidation resistance up to 700 ond excellent fotigue properties make it ideal for exhaust manufacture. The high oxidation resistance gives on added advantage of weight saving because it is possible to use thinner wall gauges than it w as previously possible.

Desp ite the stabi lizing elements thaI have been introduced, the formability of KSTI.l , 2ASN remains excellent with similar characteristics to that of Titanium Grade 2.

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Red Arch Manufacturing

With more than 400 unique products in its portfolio and a cutting edge factory, the innovative firm is wholly able to meet the evolving needs of its demanding customer base that includes BMW, MINI, Overfinch, Rolls Royce and Aston Martin. In fact, since its plant opened, RA has been delivering almost 10,000 exhaust systems and 80,000 specialist trims and other components annually. “Current products include the latest incarnation of John Cooper Works Tuning Kit, which features RA patented Bluetooth control technology, a system that has proven incredibly popular with all of our customers,” says Mike. “The new BMW M2 exhaust also features this technology and is manufactured within the same facility.”

Aware that innovation is key to the company’s continued success, RA heavily invests in the development of new products and processes and is driven not only by market trends but by customer demands. This strategy of operating has proven highly fruitful, with the company’s recent innovative developments – Bluetooth 4 and lightweight material technologies – resulting in 80 per cent growth for the business in 2015/16 alone. Indeed, RA has championed the use of lightweight technology through new materials and new applications for existing materials for a number of years alongside Loughborough University, which has resulted in RA producing 25,000 pieces of one component in 2015 for a major automotive manufacturer. Alongside this innovative development, the company has also reduced overall exhaust system weight by around 20 per cent since 2010, which typically equates to an estimated CO2 saving of up to 1g/1km.

With a brand-new facility in place and a solid returning customer base, RA is prepared for the future demands of the automotive industry, as Mike concludes: “Within the next five years I believe we will start to see the shift in our product range. I think we will be producing more electronic components and systems and less traditional powertrain components. We are already planning for this and see great opportunities within the emerging market sector.

The management team at Red Arch are very positively focused on taking the business to the next level, we have very ambitious plans which will further cement our position as a supplier of choice in the exclusive automotive OE market.”

Red Arch Manufacturing

Products: Small/medium volume component and accessory parts for automotives

http://redarcheng.co.uk www.manufacturing-today-europe.com 65

Thyson Technology Ltd

An analytical

approach With over two decades of industry experience, Thyson Technology Ltd has established a reputation as a leading provider of complex analyser systems, project management, contracting and manpower services for the process industries

B

ased at the Thornton Industrial Estate in Cheshire, UK, Thyson Technology was founded in 1994 to provide a comprehensive range of engineering services for process industries. It services range from the design, build and commissioning of bespoke highvalue analyser systems through to independent project management, contracting and specialist manpower resourcing and electrical maintenance services for water and waste treatment facilities.

Today the company has amassed an impressive base of on-site experience in executing projects in the major energy-producing regions of Europe, the Middle East, Asia, Australia, North America, Brazil and Africa.

Thyson Technology specialises in the manufacture and delivery of integrated process analytical systems, ranging from single sample conditioning systems to complete analyser houses. The company offers bespoke solutions for applications including offshore platforms, chemical plants, oil and gas transportation,

66 www.manufacturing-today-europe.com

refinery activities and steel works, as well as other industries requiring reliable analyser system integration. “Traditionally, Thyson Technology is a solutions provider to the utilities industry, working primarily within the oil and gas sector, where we work to provide an end-to-end solution from design and procurement to integration and then finally installation,” elaborates Managing Director Mike Braddock. “The products that we deliver are comprised of units such as analyser houses, which are typically container-sized modular housings that are delivered with a full suite of technical analyser equipment inside. Most importantly they include a conditioning system, which allows gas and liquid samples to be stored and conditioned in the right way so that the analyser can take an accurate reading of the sample.”

In recent years Thyson Technology has continued to provide trusted analytical solutions to the leading operators within the UK gas network, while expanding its presence within the emerging biogas industry. “We have recently

moved into the biogas area, where we provide grid entry units that are used in applications where farmers or industry contractors have waste products that can be processed as feedstock in anaerobic digestion plants. These produce bio methane that is then cleaned up before reaching our grid entry unit. We then do the clever bit, which involves testing the gas to make sure that it is of the correct calorific value for use and if it’s not we will add propane to it as well as odorant so the gas is ready for entry into the grid via our housing and entry points,” Mike reveals. “Our main customers in that area are Qila Energy and CNG Energy Services, which are both important operators in the biogas market.

We have also undertaken a lot of work for the National Grid during the past five or six years by upgrading various sites across the UK.” By operating within a broad base of industry sectors, Thyson Technology has continued to enjoy positive growth despite the impact of the drop in oil price on oil and gas activities. By expanding into the biogas market the company has positioned itself in what is sure to become an increasingly important sector. “The gas distribution market still remains very buoyant as the main four UK gas distribution networks continue to spend in upgrading their systems and infrastructure,

meaning that we still see work as a result of that.

In terms of other markets, the situation is rather more mixed. There is no question that the recent fall in oil price has reduced the amount of spend that we are seeing in projects around the world and thus a reduced number of projects that we are involved in. However, the oil and gas market is not dead and has not stopped completely, our expectation is that when the oil price recovers

at the back of 2016 the market should see more CAPEX begin to come through,” Mike explains.

“Biogas diversification was just a natural extension of our skills, we are primarily an engineering solutions provider and our skill-sets can easily be transferred into other markets. Our experience with working with National Grid and connecting into their network for example, meant that we were well qualified to work with operators

www.manufacturing-today-europe.com 67

Thyson Technology Ltd

looking to connect to the national network using biogas.”

During 2016 Thyson Technologies intends to increase its annual turnover from £12 million to £15 million and further plans to reach a turnover of £20 million by 2020. As a market leader in the niche market of analytical engineering the company has recently expanded its Ellesmere

68 www.manufacturing-today-europe.com

Port headquarters to cope with the continued growth of the business and during the coming months and years, Thyson Technology will continue to focus of further expansion in new and exciting markets. “We maintain a high level of skills within the business of a type that are scarcely available. We maintain the skills required to operate within a niche part of the market and are able to apply this capability to a number of process industries that require a measurement solution,” Mike concludes. “The next 12 months will be focused on continuing to grow in the biogas market as this is a very dynamic and fast-moving sector at the moment. We will also continue to strengthen our position within the gas network while increasing our footprint within the oil and gas industry globally. We currently have the largest order book in our history as well as the strongest pipeline of potential orders that we have ever had; this is an incredibly positive period of growth for the business.”

Thyson Technology Ltd Products: Integrated process analytical systems

www.thyson.com

JC Atkinson

Water Hyacinth half round

The natural

choice

Known as ‘the natural choice’, independent family run JC Atkinson is the UK’s unrivalled manufacturer of green, environmentally friendly coffins and caskets

“

Approximately ten years ago the idea of themed coffins came to light as it became clear you don’t just have to have a wooden box and can instead personalise the coffin

F

ounded in 1936 by John Clifford Atkinson to supply local funeral directors with coffin sets, JC Atkinson began producing ready-made coffins in the 1960s before changing production capabilities so coffins could be made in their entirety on-site.

Keen to progress with the times, JC Atkinson gained Forest Stewardship Council certification in the 2000s and implemented a robust environmental strategy to ensure all coffins were certified or that wood used came from a known and ethical source.

During this period, the Newcastle based company set up a new purpose built factory, complete with environmentally friendly features such as rain water storage for its own use, which thus saves over 200,000 litres of drinking water per year; the location also has its own biomass combined heat and power system, which utilises the company’s wood waste to heat and help power the factory. This commitment to environmental enhancements resulted in JC Atkinson winning the Sunday Times Best Green Company Award as well as regional and national awards for Environmental Best Practice.

Alongside these developments, the company also diversified its product portfolio by offering coffins it doesn’t manufacture such as Willow, Seagrass and American caskets; it also began offering the innovative Reflections product range, which at the

time was the only picture coffin on the market.

“Approximately ten years ago the idea of themed coffins came to light as it became clear you don’t just have to have a wooden box and can instead personalise the coffin. For this service, we take a brief from the family, find out what was special about the person and then come up with a design that matches the brief and celebrates their life,” explains Greg Cranfield, Commercial Director at JC Atkinson. “The funeral trend is drastically changing at the moment, with the funeral arranger becoming more like a wedding planner; it is more like a celebration of life than commiserating death.”

Today run by Julian Atkinson, the grandson of John Clifford Atkinson, the company has benefited from Julian’s forward-thinking approach to business. For example, it was he who purchased the domain name of www.coffins.co.uk during the 1990s, initiated computerisation at the firm and strengthened its ability in catering to the unique needs of each customer. This flexibility has resulted in the company providing clients with anything from gold-plated coffins to cardboard ones, as well as coffins with printed images; regular requests include football club badges and flags, urban and rural views such as the River Thames.

“The younger generation has been more adept to these changes in the funeral market and more

www.manufacturing-today-europe.com 69

JC Atkinson

A ‘Reflections’ picture coffin

send the draft off and will get feedback before signing off and sending the information over to manufacturing.” aware of what options are possible. JC Atkinson Aware that a picture is worth a thousand has been at the forefront of leading that supply words, the company’s Reflections picture coffins of innovative, bespoke coffins to customers and range offers customers a range of themes on its meeting their unique requirements,” says Greg. website, including floral tributes, animal kingdom, “To make this possible, we have our own in-house life in music, abstract, style statements, hobbies design team who take a verbal brief from the and passions, sporting life and transport. However, family; this could be something like a particular should customers want a more bespoke design, sport, which our guys will then source relevant this is also available, as is the option to print images for. Other customers may want photos of the name instead of having it engraved on a the family, which we can scan and arrange into a nameplate; this makes the name part of the collage or image. Once we have the image we will design and cane be as simple or intricate as the client likes.

In addition to the Majestic bronze casket Reflections picture coffin, the company also offers a superior range of traditional coffins, American and English caskets and Eco Coffins.

“We source our fair-trade coffins from locations such as Indonesia and work with fairtrade accredited companies to ensure the coffins are 100 per cent environmentally friendly,” says Greg.

Within the Eco range is Swaledale woollen coffin

grey wicker, water hyacinth, Whitby woodland, Brighton woodland, Seagrass, Chestnut Willow and Limestone Wool. For Limestone Wool the woollen outer layer is carefully hand-fitted around a strong 100 per cent recycled cardboard frame, which is then reinforced with an MDF base; each coffin interior, meanwhile, is generously lined with organic cotton and is edged with jute before it is completed with a soft organic cotton covered pillow. The exterior is then finished with a beautiful blanket stitch detail, jute handles and simple wooden toggle fastenings. Offered through a partnership with Hainsworth coffins, the Natural Legacy Range of wool coffins are made using British wool that is expertly woven in Yorkshire.

While the Eco range provides customers with a less severe and more personalised goodbye thanks to their soft and gentle look and feel, Guardian caskets, available in both wood and metal, offers a distinctive and elegant feel to any funeral arrangement.

Having grown ten-fold over the last 20 years and expanded to more than 100 dedicated workers, the company is certain to continue this trend for success thanks to its ongoing commitment to providing a personal approach to customer requirements. By listening to the needs of clients and expanding in areas such as personalised coffins in line with market demand, the company will be able to build on its achievements without sacrificing the culture of flexibility that it has cultivated over the last 80 years. “Our ability to respond quickly to customer requirements as well as changing trends in the market is a key strength of ours that has ensured we have remained a leader in a competitive market. Over the coming years we will focus on and prepare for further growth through the addition of new product ranges,” concludes Greg.

JC Atkinson Products: Coffins and caskets

www.coffins.co.uk www.manufacturing-today-europe.com 71

JRI Orthopaedics

Going the

distance

JRI Orthopaedics Ltd is a British manufacturer of orthopaedic implants and surgical instrumentation. World-class manufacturing is based in Sheffield, alongside research, product development, customer services, marketing, warehousing and distribution

72 www.manufacturing-today-europe.com

T

he body goes through a great deal in a lifetime, which can cause stress and strain on the bones and muscles within it, and JRI Orthopaedics Ltd provide the means to counter the deterioration.

There is an aging population that makes the work JRI does increase in importance, and there is no company better placed to take on this responsibility. The company has the history, the facilities, the skills, the research investment and the products needed to be the best choice supplier for the world’s orthopaedic needs.

The origin of JRI centres around one man, something which Chief Executive Keith Jackson elaborated on: “The company was formed in 1970 by eminent orthopaedic surgeon Ronald Furlong, in order to import into the UK the best hip replacement at that time for his patients. He

then developed new designs, including the Furlong HAC with a ceramic coating of hydroxyapatite - the mineral found in bones. This was a world first and was recognised with a Queen’s Award for Technological Achievement.

Thirty years on it still has outstanding clinical results. When Ronald Furlong and his wife passed away, the ownership of the company was passed to the Furlong Research Foundation, an orthopaedic charity that he established. The charity is now known as Orthopaedic Research UK and receives the majority of JRI’s profits as gift aid to fund independent orthopaedic research and medical education, which will ultimately benefit patients.” The company’s commitment to innovation and to patients is something that began with Furlong and continues to this day.

Innovation is something that runs to the core of JRI, there is an expanse of research connections and investments going on all the time, and this work was something Keith was keen to emphasis: “JRI is engaged in a long-term programme of collaborative research with academic and supply chain partners. The company has been very successful in recent years at securing research funding to support this important work. Our current focus is on regenerating and repairing joints and the application of additive manufacture techniques.” The research also encompasses customer feedback and involvement, this has helped to reinforce the reputation JRI has in the field, as Keith discusses: “We continue to develop pioneering products, which are supported by leading research and customer insight. We ensure that new products are introduced responsibly with robust monitoring to generate clinical evidence, with good customer training and support – our expertise and experience in biocompatible implant coatings is unparalleled. This has resulted in JRI having been recognised with multiple awards for innovation, manufacturing excellence and customer focus.” At JRI there is a real impression of every product being designed with the patient in mind, aiming to provide the best, and the pursuit of research to push the industry forward.

All the products that JRI produces are manufactured in a world-class facility in Sheffield that has a highly skilled workforce. The factory contains five axis machines, honing machines, and skilled manual polishing, as well as an advanced vacuum plasma spray system to apply JRI’s unique hydroxyapatite ceramic coating. There is a clear focus on achieving a high product standard, and Keith highlighted this as fundamental: “Quality is a given in the medical device arena and JRI precision machines locally sourced forgings, castings, and bar into high specification devices with very exacting tolerances and surface finishes.”

There is a wide selection of orthopaedic products that JRI manufactures. In 2010 it entered the shoulder market having developed a new implant system VAIOS that was based upon extensive biomechanical modeling and clinical experience, working with Newcastle University and Nottingham NHS trust. Other products JRI manufactures include Furlong HAC, Furlong Evolution and Aeon hips and JRI distributes the Trekking knee system.

With such a large range of products, and an aging population, JRI will be in high

www.manufacturing-today-europe.com 73

JRI Orthopaedics demand, and Keith was clear on how the company aims to meet this: “This increase in demand is stretching health care budgets world-wide, so it is critical that we can offer our high quality products at a price that health care providers can afford.”

The growing market for JRI goods is not limited to just the UK either, there are exciting developments elsewhere, and Keith gave an insight into this: “There are many international markets that are investing to improve healthcare and JRI are now producing implants for Brazil and China.

We will also introduce a new hip product range and continue to expand our international reach - in five years JRI will be providing a broader, more contemporary product portfolio in many more markets so that more patients can benefit from our leading British technology.”

The UK, and the rest of the world will not suddenly stop aging or living longer, and now many people expect a level of health care provision that includes the orthopaedic products of JRI. Therefore, there is no doubt that

Medical Engineering Technologies Ltd

Excellence in medical device testing - efficiently delivered Medical Engineering Technologies is delivering excellence in medical device testing to companies like JRI Orthopaedics in 25 countries. Its laboratory is accredited to ISO 17025, but this is not all. With ISO 13485 accreditation it provides pilot production and number of other services: project management, regulatory consultancy, development, equipment, product and process validation, and human factors studies.

The engineers and scientists at MET have a deep understanding of medical devices, giving you complete confidence in the quality of the work and the robustness of the results.

74 www.manufacturing-today-europe.com

a demand for the company will grow, and at an increasing pace. This should result in a wealth of opportunities in the future for JRI, and it has everything in place to take advantage of these.

JRI Orthopaedics Products: Design, manufacture and distribute orthopaedic implants and surgical instruments

www.jri-ltd.com

Offsite Solutions

Room with a

Celebrating its ten-year anniversary in 2014, Offsite Solutions is the leading bathroom pod manufacturer in the UK, supplying more than 10,000 pod units annually to contractors and developers

F

ounded in 2004, Offsite Solutions has grown over the last 12 years to become the premier bathroom pod manufacturer in the UK with a solid reputation as a specialist in the manufacture of GRP composite units and premium steel-framed bathroom pods. Able to offer a comprehensive range of high-quality pods to suit all sectors and budgets, the company’s designs can either be selected from a diverse range of footprints in its design library, or,

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alternatively, customers can have a bespoke design developed based on their individual project requirements.

By combining innovative design with superior manufacturing exper tise, the company delivers a solution that not only exceeds the standards of today’s construction industry, but also the expectations of its customer base. Benefits of using factory built bathroom pods instead of constructing bathrooms on-site include reduced construction time, cost certainty,

www.manufacturing-today-europe.com 75

programme cer tainty and access to the company’s bathroom design and manufacturing exper ts. On top of this, the use of factory built bathroom pods also offers customers reduced requirements for skilled labour and supervision on site, reduced deliveries, reduced waste, consistent quality and a single point of contact throughout.

Recognised as one of the 1000 most innovative and fastest growing SMEs across the 28 countries in the EU in the recent 2016 London Stock Exchange group 1000 Companies to Inspire Europe Repor t as well as the 2016 LSEG 1000 Companies to Inspire Britain Repor t, Offsite Solutions has established itself as a successful organisation that has shown growing revenue over the last four years and has also outperformed its competitors.

A major benefit for Offsite Solutions is the fact it belongs to par t of a family owned group of companies that includes Deanestor Plc and Dentalstyle Ltd, which have both been manufacturing products and supplying the construction and healthcare sectors for more than six decades. Operating under this umbrella is par ticularly beneficial for Offsite Solutions when it comes to its working relationship with

76 www.manufacturing-today-europe.com

Deanestor, one of the largest fixtures, fittings and equipment suppliers in the UK. Deanestor’s furniture and fittings are supplied to the healthcare, education, laboratory, airpor t, accommodation and commercial markets; it also supplies the construction industry for new build and renovation projects and works directly with clients that include NHS Trusts, schools and accommodation providers. Working together, Offsite Solutions and Deanestor provide the most comprehensive accommodation solution in the market: furniture and bathroom pods for student accommodation, hotels, PRS, key worker accommodation, residential and healthcare environments.

At the hear t of Offsite Solutions’ success is its dedicated, specialist, in-house design team, who work in tandem with architects, M&E consultants, construction project managers and customers to deliver optimum results through the best possible solution. Within its design depar tment, the company’s specialists utilise state-of-the-ar t 3D SolidWorks technology and versatile facilities to produce bespoke designs and configurations in an efficient manner. Committed to technical innovation

Offsite Solutions

and continuous product enhancement, the company uses R&D workshops to maintain its competitive edge in the market when it comes to technical expertise in steel frame, lightweight, durable, low maintenance composite GRP. Following the design process, the company progresses into the manufacture of its bathroom pods. For steel framed bathroom pods, the box section base frame is boarded with 188mm tongue and groove exterior grade WBP plywood; this forms a stable platform for the pod, not only throughout the manufacturing process, but during transport, installation and after. Wall frames are manufactured in house from cold rolled galvanised steel C section and are then double lined with 11mm OSB 3 and 12.5mm moisture resistant plasterboard. Selftapping screws are then used to fix both layers of sheet metal to the frame on the inside.

Vir tually all bathroom pods manufactured

by Offsite Solutions are fitted with a GRP composite ceiling panel, which significantly enhances both the appearance and durability

of the unit, making it robust, easy to clean and waterproof. Once complete, the carcass provides the optimum balance when it comes to durability and weight, which provides benefits when it comes to transpor tation and ease of manoeuverability.

Further benefits of GRP composite panels include rigidity and a lack of susceptibility when it comes to delamination, which is thanks to the company’s wall and ceiling panels containing a honeycomb Polypropylene core. Moreover, the company only uses premium quality marine grade and WRAS approved resins and gelcoats to create its panels, which fur ther enhances the level of quality and reliability of the end product.

Once the pod carcass is in a rigid state, it undergoes various finishing processes under rigorously controlled conditions. The plumbing system used on most units is the Uponor multilayer composite (MLC) pipe with brass PPSU fittings; the longevity of this system has been tested and confirmed by a number of certification bodies throughout Europe.

Proud to offer a 50-year guarantee on all GRP composite pods provide to customers in all sectors (terms and conditions apply), Offsite Solutions has gained an enviable customer base thanks to its extremely efficient production process, and commitment to quality, innovation and flexibility.

Offsite Solutions Products: Bathroom pods

www.offsitesolutions.com

www.manufacturing-today-europe.com 77

Arjowiggins Creative Papers

Living the

ream

Through recent investments Arjowiggins Creative Papers, a world leading manufacturer of creative and technical paper, has been able to increase output and broaden its manufacturing capabilities at its Stoneywood mill in Aberdeen to serve its global customer base

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ith a history dating as far back as 1770, Arjowiggins Creative Papers has mastered the craft of making fine papers, the craft of giving life to paper for those seeking to give life to ideas. Today the company has perfectly adapted its range of papers to the most demanding printing and finishing techniques, whether it is brand identities, corporate brochures, high-end labelling, luxury packaging or security documents that is required by its global customer base. Arjowiggins Creative Papers division forms part of Arjowiggins Group, owned

by Sequana, and comprises seven business units, five production sites and one R&D centre.

Within this division, the Stoneywood mill focuses on the manufacture of business stationery and corporate communications, advertising and promotion, luxury packaging, labelling and security documents. Alongside

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these activities, the company is also a world leader in speciality businesses such as tracing/ translucent paper, bookbinding and passport covers and is a pioneer in paper for printed electronics, “Arjowiggins Creative Papers is a worldleading manufacturer of creative paper, offering the broadest range of applications marketed under well-known brands,” says Angus MacSween, General Manager of Stoneywood mill. “We are world-renowned for our long tradition of high quality manufacture and market-leading brands that are led by innovation, which thus offers customers a wide choice of products to meet their needs.”

He continues: “Our products are available worldwide in well over 120 countries via reliable, long-standing distributors; we employ just under 1000 personnel operating across the globe and have production facilities in the UK, France, Spain

and China. Our largest mill is Stoneywood, with four paper machines, a coater and embossing and finishing equipment. Our other mills are single paper machine mills as well as two coaters and numerous embossers in our mill in Gelida, Spain. In addition our Priplak, France, based facility has polypropelyne extruders and finishing equipment.”

Following an announcement by Sequana on a refinance of debt and an operational restructure at Arjowiggins in 2014, the group has undergone a number of changes with the goal of significantly reducing Arjowiggins’ exposure to the standard coated paper segment while also strengthening its position in the recycled paper and creative papers sectors.

This development resulted in the closure of the company’s Charavines mill in France, which focused on the production of premium fine papers and security documents, in June 2015

and Stoneywood becoming the main European site for the production of Arjowiggins Creative Papers. It is also here that the company has a thriving watermark business; with its flagship Conqueror brand still its best-selling paper, having first been produced in 1888.

“Overall we invested over ten million euros which enabled us, in record time of just over a year, to increase our output and broaden our manufacturing capabilities in order to accommodate approximately 20,000 tonnes that had to be transferred from our French mill following its closure,” says Angus. The investment is certain to complement the company’s lean manufacturing principles and continuous improvement in all areas.

The bulk of the investment was focused on upgrading its PM8 machine to efficiently produce heavier papers used by both graphic and packaging clients who demand a high and consistent quality; the machine was previously capable of making paper up to 160 sgm, but can now handle up to 400 gsm at 165 m per minute.

With the rebuild of the PM8 completed in 2015, the company is now focused on completing some modifications to its PM9 and PM10 machines, which is anticipated to be complete by the end of the first half of in 2016. Following this significant upgrade, the mill’s four paper machines, one tandem coater and 20 finishing machines can produce just shy of 70,000 tonnes of paper per annum.

While Arjowiggins undergoes an operational restructure, Angus provides some information on the market developments of the three areas Arjowiggins Creative Papers operates in: “Overall printing and writing paper is suffering from a structural decline in the market, however we are seeing a resurgence in the use of creative papers in the graphic communications sector as brands and advertising agencies are returning to paper as a powerful element of integrated multi-channel campaigns. Luxury packaging is also a growing segment and is a market that we have been supplying to for many years, however because we are growing geographically we will broaden our range and support our customers with global availability and service. Meanwhile, commodity security grades such as cheque paper are also suffering from a rise in digital solutions, but sectors such as identity verification are providing growth.”

Moving forward, Arjowiggins aims to remain a worldwide leader in the sectors in which it is present through the delivery of high quality products and services to customers, however, in the near future the company will be focused on product developments and strategic partnerships, as Angus concludes: “We will be driving our strategic alliance with Mohawk Fine Papers, notably through the digital itone range, and will also be moving forward with a new product development that will be launched

with the next volume of the PaperBook for 2018. Ultimately, we want to continue to be recognised as valuable partners to our customers, developing business together.”

Arjowiggins Creative Papers Products: Graphic and speciality paper, creative paper and security paper

www.arjowigginscreativepapers.com

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Datalink Electronics Ltd

Joined up design and

manufacture

With a proven reputation for designing creative, high technology electronic products, Datalink Electronics Ltd represents more than a traditional ‘Contract Electronics Manufacturer’ (CEM) with its comprehensive blend of design and manufacture capability

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ounded during 1984 and based in Loughborough within the East Midlands, Datalink Electronics Ltd (Datalink) designs and manufactures electronic products and sub-assemblies for clients, specialising in high-technology product development and low-to-medium volume manufacturing. “Datalink offers customers the complete spectrum of electronics product development, ranging from initial invention through to the manufacture and delivery of finished goods. All of which is undertaken within a framework that ensures compliance to industry standards and regulations.

Our services are all provided from our modern Loughborough facility that further boasts excellent transport links to the rest of the UK and beyond,” elaborates Development Director, Dr Jim Allen. “ISO9001 accreditation, together with an advanced MRP system, underpin our manufacturing activities ensuring delivery to the quality, time and cost targets. For medical devices, we have ISO13485 accreditation. Also, we support and advise our customers requiring products to work in explosive atmospheres where ATEX and IECEx standards apply.”

Due to the ubiquitous nature of electronics,

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Flo Wood, MD

Datalink works across many market sectors however, the company remains traditionally focused on high-technology markets where the need for safety and reliability are critical. Broadly speaking the company’s activities are divided between, but not limited to, oil and gas; scientific instrumentation; life sciences and medical; industrial controls; environmental and utilities; transport and low carbon applications.

Within the oil and gas sector for example,

Datalink has provided leading electronics design and manufacturing solutions to the industry for over three decades, while it continues to develop innovative electronic design and manufacturing solutions for its customers that have made the oil and gas market both safer and more efficient. The company’s electronics design team has developed ATEX / IECEx certified products and solutions for use in various applications in the oil and gas sector that include pipeline inspection and data acquisition in hazardous areas; acoustic emission leak detection for valves; intrinsically safe barriers for instrumentation and control applications; subsea positioning and tracking systems; electrohydraulic well-head controls; and lead monitoring systems.

Datalink is committed to creating products that incorporate the latest technology to market, while continuing to push the boundaries and innovation.

“Our track record really does speaks for itself. On the medical side for example, we have developed a dose-measurement system for a needle-free syringe and a urodynamic system for diagnosing urinary problems. We have also collaborated in the development of a diagnostic system for measuring the glucose levels in interstitial fluid, and we are presently developing a drug delivery

Xenon Dosing System electronics for anaesthetising crash victims to assist with recovery

Jim, Arash and Flo receiving Medilink EM awards

the documentation needed to manufacture and maintain the final product. The customer is not locked into manufacturing the product at Datalink as we would prefer that they select us for manufacture on merit.”

The market for electronics is a technically demanding and competitive arena in which state-of-the-art design and expert quality are prerequisites for success. With its proven track

record and broad base of industry experience, Datalink represents a trusted technical solution provider and is confident of further success over the coming years. “There is a lot of competition in electronics manufacturing both from offshore and on-shore. To survive you have to be innovative, price-conscious and very good at what you offer. The main strengths of Datalink are in the combination of electronics design with manufacturing. In combining these two capabilities we are able to support our customers much better by offering engineering expertise, faster time to market, design-for-manufacture, design-for-test etc,” Jim concludes. “Perhaps for too long we have not advertised our expertise and capabilities as much as we should. However, since taking a more forthright approach to marketing we have been recognised with awards for innovation and export from Medilink East Midlands and are looking forward to greater success in the future.”

Datalink Electronics Ltd Products: Bespoke electronic product design and manufacture

www.datalink-electronics.co.uk

Multiple boards designed and manufactured for tracking the movement of ‘Hollywood’ lenses using inertial measurement devices (MEMs)

system. Furthermore, Datalink recently won a significant contract with NeuroproteXeon for the supply of xenon-dosing equipment to anaesthetise adult patients who have received head injuries, as it has been found that xenon has a reparative effect on the brain when the patient is in an induced coma,” Jim says.

To ensure that the business is at the leadingedge of industry design and that it provides clients with the most suitable solution, Datalink manages an embedded design team that operates from inside the company’s manufacturing facility.

This means that there is a close relationship between the design and manufacture divisions of the business, resulting in greater levels of understanding and an increased turnaround on prototyping, development and final unit construction.

“Datalink has all the people, equipment and processes to deliver state-of-the-art electronic products to the market. This includes surfacemount and through-hole assembly, box build, and cable manufacture as well as a good IT infrastructure and, of course, exceptional people,” Jim reveals. “There is also no quibbling over Intellectual Property Rights (IPR) either - as long as the client has paid for the development of a new product in full, we will provide them with

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Duun Industrier AS

Ploughing ahead

Celebrating 60 years in the business in 2016, Duun Industrier has developed a solid reputation in the market for its range of machinery thanks to its motto of making ordinary things unusually well

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eginning operations in the former ‘people’s housing’ in Branndalen, Duun Industrier was established in 1956 by husband and wife Even and Lilly Duun who saw opportunities in the agricultural market. Focused on the development of items for agricultural use such as potato planters, potato harvesters and repair work,

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the company enjoyed steady growth and the old community building was extended and refurbished, which enabled further product development. Shortly after, a big chain drive excavator was built from rejected World War II material that was brought from various dealers in the Trondheim area. Because these materials were of high quality, the excavator boasted high performance, which resulted in a boosted reputation and growth for Duun Industrier.

In 1956 income from ditching was approximately 9000 euros, which enabled further product development for the agricultural sector and the launch of the first safety frame for tractors in 1961; this was swiftly followed by a light version cab being available in 1962. Following further diversification in the products and service offers, the company’s turnover passed 200,000 euros in 1967, which resulted in a relocation to Asen to enable further growth in a modern plant.

“Our first industrial product was safety frames for agricultural tractors; a product that came to a complete

stop in 1982 when tractor manufacturers began making the cabs themselves, which resulted in market shares dropping from 100 per cent to zero per cent overnight. Cabins and fork lifts replaced some of this volume and a close cooperation with Moxy articulated dump trucks developed during the 80’s and we also developed some tractor implements in order to compensate for lost turnover,” explains John Erik Duun, CEO of Duun Industrier AS. The following decade saw the company developing slurry pumps in collaboration with a specialist in hydraulics and tooling, which led to optimised design and performance. The pumps were an immediate success and gained a big market share in Norway, however, the company’s growth was hindered in 2002 when Moxy began to manufacture all of its components mainly in the Baltic States. “Because of this, we decided to develop various implement machines under the Duun brand, which ensured a market share regardless of the decisions made by customers or dealers,” says John. “Today we develop a range of products that includes snow blowers, sand spreaders, firewood processors, slurry propelling systems for our core customer base that includes the Norwegian Case New Holland distributor, LMB Sweden and Oehler Maschienen. We also

have big subcontract customers that mostly buy customised sheet metal parts.”

Operating within a 9000 square metre facility that is used for both warehousing and manufacturing, John says the company has remained true to its founders by continuing to focus on innovation: “From day one we had focused on innovations in three dimensions: product design, materials that contribute to improved product functions and manufacturing systems contributing to reduced costs and improved quality.”

Another way the company has enhanced its product range is through the utilisation of high tensile steel quality for its products, which has taken place since the year 2000. “This ensures that our products can withstand much more strain before they become damaged; this is important for most of our products since they are subject to more intense use.”

To ensure optimum quality and reliability, products are manufactured at the company’s factory through automatic processes for sheet metal work, machining, welding and surface treatment. The company also applies its own manufactured key components in order to secure the best possible operation and quality of its products. Automated welding is available 24/7 and the company recently finished the installation of its new FMS welding plant that comes complete with fully automated internal transportation of objects for storing and welding, which thus ensures perfect welding quality and a far more cost-effective process.

Examples of new products due to be launched in 2016 include the snow blower model TF265 with hydraulic operated auger screw, which optimises tractor resources and reduces complications. The hydraulic drive for the feeding screws ensures an easy disconnection at overloads; the screw can also be reversed for cleaning, which means no safety bolts need to be replaced.

With sand spreaders also due to be updated and adopted for the company’s FMS plant and flail mowers due to be launched in 2017, Duun Industrier is certain to remain busy over the coming years as it maintains a focus on innovation and continued growth, as John concludes: “Our main vision is to ensure growth so we have the turnover to justify the costs for overall development. However, in the short term, we are committed to the establishment of new management and the improvement of

process systems; we will also be establishing a more systematic market activity and bringing our ERP system to a higher level that ensures less paperwork and more precise information.”

Duun Industrier AS Products: Tractor implements and machines for agriculture and snow markets

www.duun.no

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Carrs of Sheffield

Hallmark of

distinction With 40 years of industry experience, Carrs Silver represents a leading name in high-quality, British-made silverware and cutlery

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perating from the UK’s fifth largest city, Sheffield-based Carrs Silver has a prestigious history that dates back to 1976 when the former production engineer Ron Carr established a business as a self-employed jeweller, producing hand crafting silver jewellery designs.

Carrs of Sheffield Limited was incorporated soon after in 1977, during the same year as the Silver Jubilee of Her Majesty Queen Elizabeth II. The rapidly expanding business moved into its first industrial premises, where it continued to produce an increasingly large range of silver jewellery and commemorative products.

By 1992 Carrs was ready to move to its newly built 80,000 sq. ft. premises from where it immediately began planning for further product development and expansion. The company began manufacturing a comprehensive range of cutlery patterns and tradition silverware products throughout 1994, which rapidly became a much sought-after line with customers globally. The following year the company opened prestigious

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retail concessions in London’s Harrods and Selfridges department stores and by 1996 Carrs silverware could be purchased from high-end retailers in over 50 countries around the world.

Throughout the opening decades of the 21st century the significance of Carrs, its silverware and cutlery brands has continued to grow.

“I am proud to be able to say that Carrs is now the largest silver giftware and cutlery manufacturer in the UK,” reveals Managing Director, Richard Carr. “We have however grown from a humble beginning, expanding from a workshop rented for £2 per week to a purposebuilt state-of-the-art factory of over 100,000 sq. ft., plus satellite units and a number of subcontractors. This has been the result of almost four decades worth of effort, enterprise and lifetime dedicated to making top class products for a worldwide clientele.”

In 2009 Carrs Silver purchased Osborne Tableware, one of Sheffield’s oldest and most respected cutlery producers with a heritage of more than 300 years encompassing unique style

and a comprehensive range of iconic patterns.

The Osborne Collection has a soul and charm that is unlike anything else and offers clients seeking the finest quality in a wide choice of both traditional contemporary designs in electro plated nickel silver (EPNS) and sterling silver, some of which can also be further enhanced with fine gold. Today like other lines in the company’s comprehensive collection of silverwares, The Osborne Collection is available through the Carrs concession within The Silver Room at London’s prestigious Harrods department store, as well as through Selfridges and other key stockists throughout the UK. “The acquisition of the assets of the Osborne Group, the largest cutlery-blanks manufacturing organisation in Britain, has given us access to what is believed to be the most comprehensive range of cutlery patterns to be found anywhere in the world, with an incredible archive of hundreds of cutlery patterns spanning over three centries,” Richard elaborates. “Today our range embraces the most comprehensive variety of silverware

manufactured in the United Kingdom, backed up by a young design team that ensures that we stay at the forefront of fashion whilst still reflecting the very best of British traditions and craftsmanship. One of the keys to our success has been that of self-sufficiency, so much so that silver is melted, cast and rolled at one end of the factory and emerges at the other as a finished product. Woodworking and cutlery manufacturing divisions, together with the first in-house hallmarking operation, provided by the Sheffield Assay Office complete a unique self-contained manufacturing facility.”

Presently Carrs exports to more than 80 countries globally, with export revenues representing over 50 per cent of the company’s turnover. “We have a very varied client base that extends across the globe. In the UK, which is our strongest market, we supply silver giftware to over 800 top quality high street jewellers who promote the Carrs brand. We also have long standing relationships with many of the large multi-channel retailers in the UK. America is our biggest single export market where we supply many large well-established multi-channel retailers along with a selection of boutique tabletop stores in many of the major cities. Other important export markets for us include Asia, the Middle East and of course Europe,” Richard says. “The highest revenue generating lines are from our sterling silver giftware collection. The product categories are focused around photograph frames, children’s gifts, and barware and gents accessories.”

With a unique manufacturing process that merges traditional techniques with the latest technology, Carrs operates from a self-sufficient

its growth into new markets globally over the coming years. “The luxury hospitality market it currently a major target area for future growth, with a main focus on cutlery, in stainless steel, silver plated and even sterling silver. The luxury hospitality market is a much larger business segment than the silverware retail market that is currently our main business, so developing our brand within this new market is a very exciting prospect for Carrs,” Richard concludes. “In terms of our vision for the next few years, obviously we hope for a larger share of the hospitality market and we would like to see the other aspects of the Carrs business continue to progress. We are committed to bringing younger people into the manufacturing side of the business and training them in the traditional and modern techniques we preach here at Carrs of Sheffield.” foundation that allows the company to be in almost total control when it comes to managing deadlines and meeting the standards of its demanding client base. These strengths combined with its exemplary history in the manufacture of exquisite silverware will be defining factors for Carrs as the company seeks to continue

Carrs of Sheffield Products:

Designer and producer of hand crafted siverware and cutlery www.carrs-silver.co.uk

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Crown Paper Mill Ltd.

roll

On a

With two decades of manufacturing experience, Crown Paper Mill Ltd. represents a leading name in the production of premium quality tissues

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rown Paper Mill Ltd. is a tissue paper manufacturing mill based in the Ajman Free Zone, Ajman, located near Dubai within the United Arab Emirates. Throughout its history Crown Paper Mill has serviced clients in both the domestic and international market within the UAE, Oman, Pakistan, India, Sri Lanka, Zambia, Australia and the UK. In early 2016 it was announced that Ittihad International Investment has finalised the acquisition of Crown Paper Mill, signalling the multi-disciplined investment group’s entry into the tissue manufacturing market. Prior to its purchase of Crown Paper Mill, Ittihad was already active within several industries in the manufacturing, trading, contracting and services markets. Its portfolio of owned businesses includes Ittihad Paper Mill LLC (IPM), the first printing and writing paper production facility in the GCC. The experience of Ittihad within the paper production industry and the company’s

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strong financial base provides Crown Paper Mill with a strong platform from which to further its own manufacturing presence within the tissue market. Crown Paper Mill produces prime quality tissues in jumbo rolls using 100 per cent virgin pulp in various grades including facial, toilet, kitchen towel, napkin, C fold towels and carrier tissue. As a result of its purchase of the business, Ittihad has established an immediate presence within the regional tissue market in the UAE, despite being a new player in the industry.

At present Crown Paper Mill operates two machines with a total capacity of 35,000 tonnes per year, with further investment into production expected as early as 2017. “We are currently completing an investment valued at around $60 million in Crown Paper Mill. I had previous experience in the tissue business and Ittihad had been discussing the possibility of acquiring a tissue production plant within the GCC. We knew that the owners of Crown Paper Mill had experienced some management

issues and were looking to sell the plant and we had an experienced team with knowledge of the tissue industry, which allowed us to acquire the business,” reveals Managing Director, Abdullah Al Khateeb. “The tissue business in general is a great market and with our experience we are sure that we will be able to expand our presence in the local region and beyond. As our position in the market grows following the acquisition, we will look to expand the company by adding another plant or by expanding our capacity at Crown Paper Mill with another machine.”

While the purchase of Crown Paper Mill

by Ittihad International Investment represents an exciting milestone for both organisations, there are challenges within the tissue industry globally that will need to be addressed during the coming years. Presently there are significant pressures within the tissue market relating to the depressed price of jumbo tissue rolls and the rising cost of pulp in the paper industry,

which creates a greater need for efficient manufacturing practices. Furthermore, the global trend in recycled paper and reduction in consumer spend on toilet paper has had an impact on the price of tissue roll to manufacturing clients around the world. For example, Mintel research published during 2016 shows that within the UK over the past five years the toilet tissue market has declined from £1,192 million in 2011 to £1,117 million in 2015, representing a drop in market value of six per cent. To combat these challenges, Crown Paper Mill will continue to focus on the delivery of premium quality tissue, while seeking new opportunities in both its traditional and new markets.

“Although prices are down slightly in line with the current state of the local economy, the market is still relatively strong. The main challenge that we have at present comes from the import of product from regions like China, Indonesia, Turkey and India,” Abdullah concludes. “All of these contribute to market challenges in terms of price, however we have several advantages including quality, location, convenience and flexibility. We are investing to improve the overall level of quality of our paper and we are the only company locally that is able to produce high grades of 35 GSM and above. We currently have a production capacity of around 35,000 tonnes per year and we are looking to increase this through future investment and greater efficiencies.”

Crown Paper Mill Ltd. Products: Premium quality tissue paper manufacturer

www.crownpapermill.com

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Ronaldsway Aircraft Company Limited

Technology optimised With a history dating back more than six decades, Ronaldsway Aircraft Company Ltd offers a complete supply chain solution in the provision of components and services to the aerospace industry

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perating from its original base located on the Isle of Man, situated next to the island’s Ronaldsway Airport, Ronaldsway Aircraft Company Ltd (RAC) operates as a world-class

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manufacturer of high-precision machined details and aircraft sub-assemblies. The company was founded in 1955 and during more than 60 years in operation has established a firm reputation as an innovative solution provider for clients with complex manufacturing and assembly requirements. Throughout this period RAC has driven forward with its continuous development and improvement culture, which has enabled the company to achieve some notable milestones during its history. These include the development of a unique ‘cradle to grave’ facility that provides the basis of an extensive range of manufacturing solutions comprised of aerospace component assembly, testing, surface and heat treatment, machining, finishing, plating, painting, fabrication, kitting and packaging services.

Ronaldsway Aircraft Company is fully AS9100 approved and holds a number of customer approvals. The business generates a turnover of over £25 million a year and operates from a 170,000 sq. ft. facility on the Isle of Man. The company is today part of the RLC Engineering Group (RLC), which is also headquartered on the Isle of Man and has sales in excess of £120 million and over 800 employees. RLC presently has manufacturing facilities in the Isle

of Man, Northern Ireland, Northern England and Singapore, allowing the business to supply many of the major aerospace companies in Europe and North America.

By working with clients during prototyping and early product development through to the production stage and on into full life cycle support, RAC can ensure the most effective solution and the highest levels of customer service. RAC’s extensive capabilities include; three, four and five axis machining, together with sheet metal and fabrication which allow RAC to produce a wide range of different products.

The company has always re-invested in new equipment and its latest investment, a Mazak 4 axis Mill/Turn machining centre will be installed in September. This is the first machine in a significant programme of investment for this year which will not only include further major assets but also expanding and upgrading the assembly facilities and creating a dedicated prototyping cell.

This is added to the company’s range of finishing operations, heat treatment, plating and painting, all of which are NADCAP approved, and allow it to provide a complete service to its customers. It also has its own NDT facility, which is NADCAP approved. The ability to control all of

its finishing operations in-house gives a significant advantage over other suppliers who have to subcontract these operations.

RAC also produces a wide array of sub-assemblies with the majority of the components manufactured on-site. These include electromechanical actuators, flight harness buckles, timing and firing mechanisms for fighter ejector seats along with complex engine sub-assemblies for the civil aerospace market. The services the company offers include assembly, pressure testing, load and functional testing so that the finished assembly can usually be incorporated in higher levels of assembly by its customers without any further testing Its comprehensive service portfolio coupled with its membership of the wider RLC group, has allowed RAC to work with respected Tier-1 aviation organisations including Rolls Royce, MTU, Siemens, BAE Systems, Airbus, and Martin Baker. The company’s strong position and trusted reputation has allowed both RAC and the wider RLC group to win high-value contracts, as well as developing long-standing relationships with clients.

Over the last year RAC has signed a number of new contracts across both the civil and military aerospace markets, which include supplying components for the Rafale and F35 fighter aircraft, and supplying a major European aircraft engine manufacturer. RAC is continuing to grow and is actively looking at new market sectors. It has initially focused on science and technology and is now an approved supplier to CERN in Switzerland.

RAC see the spares and repairs markets in both aerospace and defence as significant opportunities. It has significant experience of producing legacy components and re-engineering

apprentice training centre and the ‘Careers in Engineering’ schools programme.

As well as training and developing their existing staff, RAC are constantly looking to recruit new talent to the business. As a result of the continuing growth of their business, they will be looking to employ new staff at all levels within their organisation in the near future and have a number of current opportunities.

components from castings to a ‘machine from solid’ solution where necessary.

To support this renewed sales activity RAC is about to launch its own dedicated website which will stand alongside the RLC group website and it is looking at exhibiting at a number of different exhibitions over the next few years as well as supporting the RLC group’s exhibition programme.

As part of its commitment to the Investors in People programme, it is proud to hold the Silver award, and looks to provide a clear career path for all its employees. RAC has an extensive apprentice programme and typically employs between six and eight apprentices per year. It is also a major supporter of the Isle of Man

Ronaldsway Aircraft Company Limited Products: World-class manufacturer of highprecision machined details and aircraft sub-assemblies Contacts: Sales: Cheri Crompton cheri.crompton@rlc-ronaldsway.com Careers: Colin Bagshaw colin.bagshaw@rlc-ronaldsway.com Ronaldsway Aircraft Company Limited Ballasalla, Isle of Man. IM9 2RY Tel +44(0) 1624 820555

www.rlc-ronaldsway.com

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Tele-Fonika Kable

Growing connections

Ranked in the forefront of the global cable industry, Tele-Fonika Kable SA (TF Kable) is the third largest manufacturer of cables and wires in Europe and sells its products to over 80 countries

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stablished in April 1992 in the city of Myslenice, in close proximity to Krakow, Tele-Fonika civil partnership company began by constructing a modern and state-of-theart production plant that specialised in the manufacture of copper, computer and fibre optic telecommunication cables. The company swiftly became a leading supplier in the Polish market and took the strategic decision to maintain its position in the market by initiating the production of advanced copper telecommunication cables that allow for data transfer in a bandwidth up to 100Mhz at a maximum speed of one Gbit/s.

With market demand for its products booming by 1996, the company began doubling manufacturing capacity for that product group.

One year on, the company progressed into the production of fiber optic cables and, following the purchase of advanced equipment by Nokia Maillefer, TF Kable was able to produce up to 216 strand fiber optic cables. To further strengthen its foothold in the market, Tele-Fonika SC acquired a majority stake in Krakowska Fabryka Kabli SA (KFK), which specialises in rubber isolated cables.

These developments resulted in the commissioning of a modern, automated and robotic production facility in Krakow - Bieżanów; this facility focuses on flexible highly stranded conductors, aluminium wire rods, aluminium alloy

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overhead aerial cables; trolley traction wires and PVC and building wires. With the acquisition of a majority stake in Elektrim Kable SA finalised in December 2001, a new entity was formed Tele-Fonika Kable SA (TF Kable). As a result of two plants Bydgoska Fabryka Kabli and Fabryka Kabli Załom became part of the Tele-Fonika Kable Group and Ożarowska Fabryka Kabli was closed.

Following further business developments, TF Kable today is the largest wire and cable manufacturer in Poland, operating from six production facilities and boasting a significant local market share. Benefiting from its impressive manufacturing capabilities, the Group produces approximately 25,000 different products for its broad customer base, as Bartlomiej Zgryzek, Vice President at Tele-fonika Kable highlights: “The products offered by the Group are classified into six main categories: 1 kV cables, medium voltage and high voltage cables, telecom cables, wires, rubber isolated cables and other cables. Sales on

the Polish market account for approximately 40 per cent of total revenues, with sales in foreign markets generating the 60 per cent; the core markets are Germany, the UK, the US and Baltic region countries.”

He continues: “The main customers of TF Kable include wholesale network distribution companies, energy companies such as power plants, utilities and network operators; companies in the oil & gas and mining sector, the telecommunication segment, which includes telecom operators and their suppliers and large industrial companies.”

Operating from six production facilities, four of which are based in Poland, the Group made the strategic decision to go through a reorganisation process in 2013 that has led to each production plant in the country specialising in specific types of cables; this decision has enabled TF Kable to not only improve cost controls when it comes to production, but also logistics and sales processes.

“TF Kable’s main competitive advantage lies in our high quality products and operational effectiveness,” says Bartlomiej. “Therefore, we have to compete by carefully controlling our operating costs above all as it seems to be the key to commercial success. The operational excellence is strongly supported by the complete specialisation of our production plants.”

In more detail, the Group’s Myslenice plant today specialises in the production of telecommunication cables, while Krakow Bieżanów specialises in processing copper and aluminium rods as well as manufacturing semi-finished products such as copper wires and cords. The Krakow Wielicka plant, meanwhile, is the largest cable producer for the power industry in Poland and produces a wide range of cables; these include power cables, control and signalling cables and special purpose cables such as rubber isolated cables. Bydgoszcz specialises in the production of power cables as well as self-supporting and suspended cables, fittings and power cables. The two facilities that are abroad, Zajecal, in Serbia, and Czernichow, Ukraine, both specialise in low voltage cables, however, the Zajecal plant also produces building wires and rubber isolated cables, while Czernichow also manufactures building wires.

The massive diversity of products and the superior production capability of plants has resulted in the Group’s involvement in a number of major projects. For example, in 2011 the Group supplied power to one of the main Euro 2012 arenas, the National Stadium in Warsaw.

For this project, the Group’s Bydgoszcz plant manufactured speciality high voltage cables, rated 110kV, with fiber optic cables; the cable line was approximately 510 metres and was installed in a conduit running under the Vistula River, cable conduit installation took place through the utilisation of Horizontal Directional Drilling (HDD).

Proud of its commitment to shared principles and objectives when it comes to the ethical, sustainable and high quality cable development

and manufacture, the Group became a member of Europacable, signed the Europacable Industry Charter in September 2015 and the CEO of Tele-Fonika Kable became the Vice-President of the Europacable Association. Having joined the ranks of Europacable, the Group not only gets opportunities to network with representatives of other cable market players, but also gains additional knowledge when it comes to respecting product quality and safety.

Consistently focused on operational excellence and the delivery of high quality products, TF Kable anticipates further growth in the future following positive changes in the market since 2014. In

response to these opportunities, the Group will further develop and expand its vast product portfolio with more complex products such as MV and HV cables and cables in line with European CPR requirements, which will thus enable it to meet the increasingly challenging needs of its customers across the globe.

Tele-Fonika Kable Products: Copper and aluminium cables and wires and optical fibre cables

www.tfkable.com/en

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Bischoff Textil AG

Threaded by

history With a history streatching back close to 90 years, Bischoff Textil AG is today a leading name in the global embroidery industry

‘‘B

ischoff Textil was founded in St.Gallen, Switzerland in 1927 during a rather difficult time for the Swiss embroidery business, however the company founders believed in the potential of the industry and in only a short time this belief was proved to be justified,” reveals the COO of Bischoff Textil, David Rygula. “Today the company operates on a global level with both customers and agents on every continent. During 1994 for example, Bischoff Textil opened its first production plant in Thailand, representing an important expansion of the business. We have also built another factory in Sri Lanka, which allows us to provide our customers with well-known Bischoff quality at very attractive prices.”

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Throughout its history Bischoff Textil has developed a strong presence within its traditional markets inside of France, Italy, USA and Germany, while today the company is further developing its presence in new markets within China and beyond. Bischoff Textil serves a broad base of clients, which is comprised of lingerie-manufacturers, outerwear companies and producers of specialist products globally. Its clients include leading names such as Alexander McQueen, Chanel, Versace, Chloé or Armani, as well as wholesale stockists around the world.

Key to the success of Bischoff Textil is the company’s ability to follow and understand both generational and industry changes, which enables the business to continually develop its market strategies and adopt new trends accordingly. This is supported by the use of modern and industryleading manufacturing equipment that enables Bischoff Textil to operate flexibly with regards to industry demands for both delivery and quality.

To further drive this efficiency the company also continually invests into new technology, including single-frame machines, to give the business a leading edge in the market. “We manufacture our embroideries on schiffli machines from both

Lässer and Saurer. Just as important is the fact that we use the same machines across all of our manufacturing facilities; this allows us to be very flexible in being able to switch production from one factory to another according to the needs of our clients,” David elaborates. “We constantly observe the progress of technology in the field of embroidery and are therefore keen to work closely with the manufacturers of stitching machines and the like. We understand the growing importance of being flexible during the production process; therefore single-frame machines have and will continue to grow in importance. This trend has already influenced the company’s decisions when it comes to the renewal of its manufacturing setup.”

With a long and well-established history of manufacturing within the embroidery market, Bischoff Textil has developed a proven reputation for quality and innovation across a number of product applications. This has allowed the business to forge strong relationships with clients within a broad base of industries all over the world.

“We are not just active in the field of lingerie and outerwear - we are also presently actively pushing several specialised projects. For example,

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Bischoff Textil AG

we are proud to say that we were recently able to work with the leading watch manufacturer, Hublot, where one of our designs was used in the company’s ‘Big Bang’ series and we do not intend to stop there and we are trying to penetrate other fields as well. Embroidery is a very exclusive product that can be tailored to suit whatever level of exclusivity is requested. There are many possibilities and we are more than willing to push and stretch existing boundaries,” David says. “Creativity is considered to be a key factor for us and we endeavour to offer our designers everything they need to live up to their full creative potential. Furthermore we do not want to inhibit the creative process once our designs have been created, instead we are willing to also involve and influence the designers of our customers. The overall aim of the company is to work on the best solutions for our customers and to do so together with them.”

During the coming 12 months and beyond Bischoff Textil will continue to focus on improving its manufacturing processes as well as offering an affirmative environment for its employees.

The company will also ensure that it further builds on its existing strengths so that it is able to continue to deliver innovative solutions to the needs of the embroidery industry and its clients.

“We are a well-known company with established values and a long tradition combined with the will to innovate, which is something that defines our business. We understand that the market moves faster than it has done in the past and our ability to adapt gives us a significant competitive edge in the industry. We currently see potential on a global level and are increasingly interested in new markets such as India or Iran. Thanks to our improved manufacturing processes, we are able to offer high-quality products at competitive prices, which greatly enhances our potential in our current and future markets,” David concludes.

“The embroidery sector, as well as the textile market in general, is indeed very challenging – but challenging does not necessarily mean difficult.

Everything depends on a company’s ability to adapt and we feel the market has several opportunities rather than threats.”

Bischoff Textil AG Services: Switzerland’s leading embroidery company

www.bischoff-textil.com

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Plessey Semiconductors PhytoLux grow lights Attis – 7 used in tomato growing

Illuminating the

future Semiconductor manufacture and lighting technology innovator Plessey is at the cutting edge of LED technology

S

emiconductor chips have been manufactured at Plessey’s Plymouth factory since 1987. Under various guises and periods of ownership, millions of pounds have been invested into the facility to maintain a state-ofthe-art production capability over the years, and as such the company has often seen itself at the cutting edge of technological development – for instance, leading the way in the silicon-based chip revolution in the 1960s and 70s. After numerous changes of ownership, a management buyout in 2010 once again saw Plessey occupying a spearhead position at the forefront of innovation.

“Our heritage has always centred around Integrated Circuit (IC) chip technology, but in 2011 we acquired technology from a Cambridge University spin-out, which had developed ground breaking Gallium Nitride on Silicon (GaN on

Si) technology for LEDs,” explains Operations Director, Mike Snaith. “This saw us change direction towards becoming a lighting technology company. Bringing this GaN on Si capability into Plessey is a major step to help innovate and move the lighting industry forward as silicon solutions can create a range of benefits.”

Within the LED market, around 80-90 per cent of LEDs are currently based on sapphire technology, which is naturally very costly. Mike explains that silicon is not only cheaper as a raw material but has other inherent advantages too such as better thermal performance, requiring less heat sink components in lighting applications, and can be operated at higher currents levels, all which help to bring down the cost, weight and footprint of the overall LED component or luminaire. “The other major benefit is that the emission of light is from the surface of the GaN

on Si based LED rather than being volumetric as typically the case with Sapphire devices,” he continues. “ In many applications this can aid optical design and again help with the overall reduction in the cost of a lighting solution.”

However, whilst LED manufacture is already a complex process, working with silicon requires a completely new set of skills and expertise, and Plessey’s long-standing background in the technology puts it in the perfect position to take on this innovation. “It’s not just our experience of silicon development, but also the experience of the processes involved with the production of the technology and the processes that come with that,” Mike notes. “We have been able to bring all of these lean manufacturing processes, engineers and tooling over to the LED sector, marking us as one of the few company’s in the world with the capability to do so.”

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Plessey Semiconductors Aixtrom MOCVD Reactor for growing GaN on Silicon substrate for LED “8 wafer production

Indeed, as innovation continues to define Plessey’s business strategy, some of its capabilities and development focal points are truly unmatched. Amongst these is its current move towards new chip packaging from chip-scale, wafer-scale and novel packaging for high power LEDs with class leading thermal performance.

Mike notes that much of the cost of producing an LED is held with the packaging, so by developing new techniques further cost can be driven out of the end product. These developments will also see the team incorporating more and more secondary components onto the semiconductor itself. “This involves using a secondary wafer in a flip-chip design onto which we can grow and manufacture other components at the same time,” he outlines. “This can lead to more smart, integrated – what we call monolithic – silicon LEDs, which not only help to lower costs but also reduce the footprint and allow lighting fixture

Walkbury Electronics

Walkbury Electronics is delighted to be supporting Plessey Semiconductors as its preferred CEM partner. With over 35 years industry experience, Walkbury is well positioned to offer high quality, responsive services, utilising state-of-the-art manufacturing equipment, coupled to a highly skilled workforce. Walkbury provides assembly services to a wide range of sectors including aviation, medical, lighting, industrial control consumer electronics and energy metering. It offers a full range of services from design and procurement to final test and packaging.

Walkbury wishes Plessey every success with its expansion plans.

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designers to create more efficient and innovative products.”

A second area of differentiation, unrivalled by competitors around the world, is the work currently being done on beam steering technology. Plessey is also creating tiny dot-LEDs for wearable technologies like smart watches.

Crucially, by moving towards higher-tech and higher-powered technologies and away from medium-powered LED applications the company is able to occupy a niche in the market and exploit opportunities untapped by Chinese manufacturers, who have otherwise saturated the market and created an un-even playing field.

Beyond its immediate focus on GaN on Si LED technologies, Plessey is also looking at a number of other areas to deliver innovative solutions to markets around the world. It recently acquired the sole rights to novel horticultural lighting technology developed by Phytolux, a manufacturer of lighting fixtures designed to emulate specific wavelengths to stimulate plant growth in greenhouse-type applications.

By creating wavelengths similar to those of sunlight, this technology has seen 20-40 per cent improvements in plant growth and could have

PhytoLux grow lights Attis - 7 used in commercial strawberry greenhouse

significant implications as the world’s population rises alongside global demand for food.

“Not only does this allow plants to be grown in areas untouched by direct sunlight, but there are also opportunities to take this kind of technology into human wellbeing as well,” says Mike. “We’re

LED Beam forming module

currently working with a company to develop a solution that can work with the body’s circadian rhythms through lighting, which could have benefits for people who have changing sleep patterns, such as night shift workers.”

Plessey is also holding on to its semiconductor

chip roots with the development of awardwinning EPIC technology. Essentially, a perfect volt metre with many applications including ECG monitoring, for which imPulse, Plessey’s EPIC based hand held ECG solution, is currently undergoing clinical trials, has full FDA approval and will soon be introduced into GP surgeries and is also being utilised as a driver awareness sensors in the automotive industry.

“Moving forward will very much be defined by a continuation of this innovation and process development that has put us at the front of the industry when it comes to GaN on Si LED technology,” explains Mike. “Here in Plymouth we currently have three clean room facilities with AIXTRON MOCVD tooling for six inch wafer manufacturing. However, in October 2016 we will start upgrading these facilities with AIXTRON’s newest state-of-the-art G5 Plus tooling, which will take the technology to the next level and increase our capacity three-fold during 2017.”

With demand for more energy efficient and cost effective lighting solutions ever on the rise, the opportunities for a company with Plessey’s experience and expertise in silicon technology are undoubtedly plentiful. There is a real sense of excitement about the future when talking to Mike, not only in the potential for GaN on Si technology to revolutionise the LED industry, but also in the development of solutions for a much wider range of sectors and applications. Fresh investment into its facilities will mark the next significant step for Plessey as it takes its capacity to a level that will enable it to perform with higher volumes on a much larger scale, but it is the company’s commitment to innovation that will arguably see it continue achieving its longstanding success well into the future.

Plessey Semiconductors Products: Specialists in manufacturing siliconebased semiconductors

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Automatic-Systeme Dreher GmbH Obere Talstr. 1-5 72172 Sulz a.N. – Renfrizhausen, Germany Phone 0049 7454 881 0 Fax: 0049 7454 881 11 Mail : info@dreher.de Web: www.dreher.de

Your Solution Expert for Complex Tasks With a history going back more than 45 years, we are a mediumsized, owner-operated German company with a broad wealth of experience. This know-how comes from our approximately 200 highly qualified employees, who are extremely dedicated and help us realize tailor-made solutions for our customers worldwide. As a result, we have established DREHER as a leading manufacturer of system solutions in the field of press automation.

Our product spectrum includes solutions for sheet metal forming (coil and blank handling equipment) and solutions for massive forming.

Our extensive range of services helps us do more than just build machines: We form solutions.

Moving in a New Dimension One of our main products are transfer systems. We developed with our FlexMotion transfer technology a universal transfer device for sheet metal forming. It is so flexible that it can be used for all common press types and brands.

The FlexMotion technology consists of a modular automation toolbox, covering every application area for sheet metal forming. The name FlexMotion stands for absolute flexibility in movement processes, especially thanks to its separate drive technology.

For our transfer systems we use a coherent control concept, based on Siemens components. With the Simotion D Motion Control System, converters from the Sinamics S120 family, and 1FK-series servomotors, we have established a consistent automation solution.

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The Sertec Group Ltd

The right

components With more than five decades of industry experience, The Sertec Group has established itself as a specialist manufacturer of automotive components in aluminium and steel

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The Sertec Group Ltd Head office, Wincaster House

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Kloeckner Metals UK

Kloeckner Metals UK recommended for ISO/TS 16949 Kloeckner Metals UK are happy to announce that they have been recommended for ISO/TS 16949 certificate by BSi to manufacture products for the automotive industry.

ISO/TS 16949 certifies that the suppliers meet all the necessary specifications for the design, manufacturing, installation or servicing automotive related products. Developed by the International Automotive Task Force (IATF) it is the highest international quality standard for automotive production, to create common processes and procedures across the industry.

The standard encourages suppliers to introduce a continuous process to help find and report on improvements in their quality and management systems and relevant processes in the business.

Kaha Avaliani CEO of Kloeckner Metals UK: “This is a big milestone for Kloeckner Metals UK and demonstrates our commitment to quality management and supplying high quality products to our customers. We are a reliable partner to the automotive industry and other customers by focusing on what matters to them, working hard to improve efficiency and continuously delivering high-added value service.”

The follow up process of granting Kloeckner Metals UK with the official certificate will take another four to six weeks, and all customers and stakeholders will be notified in due course.

he Sertec Group Ltd (Sertec) was founded in 1962 as an engineering business, predominately in the manufacture of press tooling for the automotive industry and has since grown to represent a major force within the UK manufacturing industry. “In 54 years, Sertec has witnessed dramatic changes in the UK automotive sector with a clear objective to grow and prosper. The company’s strong management team and commitment to excellence in everything it does has seen it not only survive where others have fallen, but rise to become the largest independently owned manufacturer of its kind in the UK,” explains Group Managing Director, Dave Steggles. “Quality manufacturing has ensured the continued success of the business and through a policy of continued improvement, investment and acquisition, Sertec is now responsible for over 1500 employees across its five manufacturing sites that deliver sales of over £200 million.”

Sertec operates two factories in Coleshill, one in each of Aston, Saltley and Tyseley in Birmingham as well as a tooling business in Guangdong Province, China. Across these sites the company is specialised in the delivery of

products ranging from stamped components in both steel and aluminium; complex assemblies utilising robotic and manual welding; as well as employing the latest automated riveting technologies required for aluminium structural assemblies.

Sertec also supplies tubular assemblies including exhaust bright trim and wire formed products; with customers currently including world leading names such as Jaguar Land Rover, Ford, Scania, Tenneco, Denso, UYS, Unipart, Arvin Meritor, TRW, ZF Lemforder and GKN. By working with several industry-leaders in the automotive sector, the company has established a strong market presence with its products reaching markets within China, the USA, Mexico, Germany, Sweden, Holland, France, Belgium and Brazil. The business has enjoyed significant growth over the last eight years with sales rising from £40 million in 2008 to £200 million today.

The trusted and long-standing relationships between Sertec and its customers have been founded upon the company’s dedication to working in close collaboration with them to ensure that it delivers the best solution to meet every component’s unique requirements. Once a solution has been agreed on, Sertec remains on hand to provide assistance throughout the

Sertec’s new logistic centre

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ZANI‌why look elsewhere We are a fully family owned Italian manufacturer of advanced high quality metal working power presses offering an extensive spectrum of machines, in various formats, to the world of Pressworking.

With machines ranging from 1,000 kN to 30,000 kN power available in single, double or four point configuration and fixed or adjustable stroke up to 800 mm you are able to choose which option of kinematic drive systems is the most suitable for your application from the following group.

SERVO MASTER ECCENTRIC or KNUCKLE JOINT kinematics with Servo Motor to provide a flexible press cycle programme in conventional mode or pendular MOTION MASTER LINK MOTION kinematics to provide ram slow down at or near bottom dead centre

For information we are currently engaged in a substantial contract in the UK with JLR tier one supplier Sertec Group Holdings comprising some 11 Motion Master machines ranging from 400 to 800 tonne capacity.

POWER MASTER CONVENTIONAL ECCENTRIC kinematics HIPRO MASTER CONVENTIONAL ECCENTRIC kinematics but with dynamic balance system and plungers for higher operational speeds

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With ZANI you are assured of high technology, quality and performance, which is the result of 55 years of dedicated design, research and high quality manufacture by a professional engineering staff always looking to the future so as to remain at the forefront of our industry.

The Sertec Group Ltd

£16 Million investment in a brand new Stampings facility at Sertec’s Birmingham factory

entire development of the final product. “In co-operation with our main customers, Sertec has been successful in innovating and enhancing the use of aluminium to deliver a broad base of ‘lightweight structures’. We intend to develop these products further with significant investment and engineering resources focused purely in this area. Over the coming years we will also continue to work to further develop our understanding and knowledge of alternative materials,” Dave says. “Sertec manages a dedicated design team that supports our customers with design feasibility right through from initial design to full design testing and prototype supply. Our commercial and logistics team also operate established teams to support any customer aftermarket requirements.”

To allow Sertec to continue to better serve its customers, it was announced during February this year that the company had secured a £20 million funding package from the Business Growth Fund (BGF) and Lloyds Bank Commercial Banking to support the company’s management team in its continuing expansion plans for the business. Sertec currently produces over three million components per week across its five operating sites within Birmingham, while

new BGF funding will allow the business to accelerate its production and growth strategy.

The funding comes in addition to £20 million in working capital that was invested into Sertec by Lloyds Bank in August 2015.

Indeed, Sertec invested heavily across all of its operating centres during 2015, through the implementation of new robotics, presses and site upgrades. During 2016 the company will complete a brand new £16 million press shop at its Coleshill factory, where 13 new transfer and progression presses will be fully operational within the next 12 months. The investment

by BGF and Lloyds Bank will facilitate Sertec’s continued expansion to support Jaguar Land Rover’s exciting development of new vehicles such as last year’s launch of Discovery Sport and Jaguar XE and this year’s arrival of Jaguar’s new crossover F-Pace and the convertible version of the record breaking Range Rover Evoque.

“Partnering with both the BGF and Lloyds is critical to the next steps the business needs to develop not only our product range, but also our international footprint,” Dave observes.

“Following a full review of our UK plants, the board decided to not only focus our stamping facility in one UK facility, but to also replace

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The Sertec Group Ltd

Head office assembly hall

predominately manual capacity with the latest progression and transfer automated capacity. This will both improve the productivity of the group as a whole as well as to future proof the site.”

Additional to allowing Sertec to invest in its plant and equipment, this latest deal also supports the company’s on-going programme of restructuring. The reshaping of the business began as long ago as 2006 with long term plans in mind; and as part of this latest investment, Sertec’s founding Mosedale family have retired from the business, with a strong executive management team comprised of Grant Adams (CEO), Dave Steggles (Managing Director) and Finance Director Martyn Hughes taking over the reins of the business. Across this team there exists over 83 combined years of experience in working at Sertec and a passion that will ensure that they will continue to lead the company for years to come. “Bringing BGF on board complements the strong partnership we have enjoyed with Lloyds Bank for over 50 years and allows us additional flexibility for our ambitious growth plans. The combination provides a well-balanced source of support and funding, both now and in the future,” Group CEO Grant Adams says. “Whilst we share important plans with Jaguar Land Rover, we must also expand

our customer base and extend our geographical reach into Europe. It is testament to our potential that this is The Business Growth Fund’s largest single investment in the automotive industry to date.”

Since securing the latest of a series of financial investments into the business, Sertec has moved to increase its manufacturing footprint.

For example, during May 2016 the company announced an agreement to lease a brand new Logistics facility at The Hams Hall Estate, just a mile from its head office as part of its ongoing expansion plans. Indeed, as Sertec continues to grow, the inclusion of this new facility will allow the company’s existing storage areas to be reallocated to the production of finished goods. “Our Group strategy has always been to attract more customers and a more diverse range of products to manufacture. Furthermore, export markets are becoming more and more important to us and we must improve our sales to both existing and potentially new customers overseas,” Dave details. “Given such targets, this exciting new development will allow us to not only demonstrate greater manufacturing capacity across our factories, but now we have added an outstanding stand alone distribution centre to our business. As we invest in our

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The Sertec Group Ltd

Robotic weld technologies

future, such developments are essential to accelerating growth whilst continuing our drive for performance excellence.”

But the very latest initiative is all about the people Sertec employs. With the continuing success locally to Sertec of Jaguar Land Rover and the automotive industry in general, the pressure on the UK Midlands supply chain to find new skilled labour continues to be an issue.

The Sertec Group’s investment in bricks and mortar, plant and equipment has certainly increased manufacturing capacity. But to sustain such growth, the business is now investing in its people with the launch of the Sertec Learning Academy.

Training has always been a part of building an effective and efficient workforce. But with the launch of the Academy, Sertec can now take new, unskilled people, give them a world class induction and train them before a single day’s work is done.

Based at Sertec’s Wincaster House headquarters, the Learning Academy covers all aspects of the manufacturing processes involved in the supply of automotive components, not only for new starters but for existing employees too.

CEO Grant Adams said: “This is only just the beginning. The possibilities are endless in our efforts to up-skill our workforce and with our current team of 1500 people increasing by a further 100 workers over the next 12 months, the Academy is an essential development in the future of our business.”

Quality and performance excellence is the be all and end all in automotive manufacturing and Sertec has instilled a mentality and a structure

to reflect that. This is achieved through the implementation of quality procedures that are fully compliant with all applicable industry standards used throughout the Sertec Group of companies. Shared database facilities and group wide functions such as advanced quality planning (AQP) and supplier development ensure that the quality of products and services is of the highest quality of all times.

Jaguar Land Rover has in recent years awarded Sertec its highest accolade relating to supplier quality and manufacturing, over and above more than 1200 JLR suppliers worldwide.

The combination of the company’s modern production facilities, dedicated staff and leading quality management systems have made Sertec a trusted partner to some of the automotive industries most demanding clients and will further strengthen the business as it continues through the second half of 2016 and beyond.

“Market conditions generally remain positive for us at present and we expect the sector to remain strong throughout 2016 as we launch several new products,” Dave concludes. “Our main competitive edge remains as it always has been on our people and our ability to adapt to market and technological changes. This is added to class leading quality and delivery performance.”

Sertec Group Ltd Products: Specialist manufacturer of components in steel and aluminium for the automotive sector

www.sertec.co.uk

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Blatchford Precision assembly department

Award-winning

Progressive Technology

Progressive Technology has been working alongside Blatchford for over ten years, delivering its first job back in 2004. During this time the relationship between the two businesses has grown enabling Progressive to become a major supplier for Blatchford. It is a pleasure to work with a company that shares its core values.

performance World-leading rehabilitation provider Blatchford has used its clinical expertise in prosthetics, orthotics, special seating and wheelchairs to deliver innovative and advanced artificial limbs that work in sync with the human body

S

ince its foundation in 1890, Blatchford (originally Chas. A. Blatchford & Sons Ltd) has developed a global reputation as a pioneer in the provision of lowerlimb prosthetics and orthotic products. Responding to the needs of young amputees returning from World War II with a prosthetic knee that allowed for stabilised weight bearing and flexion when walking, the company became an industry leader in prosthetic innovation.

Over the years, Blatchford has continued to develop increasingly sophisticated prosthetics and remains committed to creating the future of mobility with the utilisation of microprocessor-controlled technology that ensure the smoothest possible gait pattern.

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Blatchford

Poeton

Poeton is a world leader in the development and application of performance, protective, and functional coating innovations. Poeton has gained an enviable worldwide reputation for developing and supplying coating solutions to the aerospace commercial and military markets. Poeton is now turning its attention and coatings expertise to the Pharmaceutical, Engineering, Automotive, and the Food markets. Each day at Poeton its innovations and solutions help make others’ progress possible around the world.

Linx, (world’s first fully integrated, microprocessor controlled lower limb system.) MacRobert Award 2016 winner

This dedication has resulted in the company winning the Queen’s Award for Technology Achievement three times, the Prince of Wales Award for Innovation and a Millennium Products Award.

In June 2016 the company continued this trend by winning the prestigious MacRobert award, which is regarded as the leading prize to recognise innovation in UK engineering, by the Royal Academy of Engineering for Linx, the world’s first fully integrated lower limb system. Representing ground-breaking technology within the prosthetics industry, Linx continuously shares information between the knee and foot to automatically adapt to changing terrain and circumstances, which then allows for more freedom, confidence and stability for the user.

“Linx is unique as it has a number of sensors in both the knee and ankle that communicate with one another. This is completely different to previous prosthetic limbs where the knee and ankle would both work in isolation; we now take the sensor readings of both, which is translated back to the user to ensure a more controlled manner of operation,” explains Mark Hemmings, Supply Chain Manager at Blatchford.

“Linx is connected electronically, so it senses what the knee and ankle are doing, and the stresses and loads they are under at any point in time, so the knee and ankle can communicate to provide the best information for each other.

This enables the user to walk more efficiently and naturally,” adds Ian Keeley, Manufacturing Engineering Manager at Blatchford.

“Linx was in the pipeline for around four years, as it took a long time to get the knee and ankle to communicate effectively. Following a great deal of R&D activity we have created an integrated limb that can’t be found anywhere else in the marketplace. The fact a small company in Basingstoke has managed to go from an idea to a successful product launch and subsequent sales is a great success for us,” highlights Chief Operating Officer Paul Hutton.

A provider of clinical services to the NHS and military in the UK, and to private patients both in the UK and internationally, the UK headquartered Blatchford invests in its Research & Development department to maintain its

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Blatchford The Elan foot

maxon motor uk

The élan foot uses two microprocessors to automatically alter the resistance around the artificial ankle joint so that it replicates how a human ankle works and allows amputees to walk more easily on inclines.

The microprocessors work in tandem with the hydraulic ankle, which sits on top of carbon-fibre foot springs. The ankle control ensures silent operation and sinuous movement that biomimetically matches the user’s body and walking style. Two brushed DC motors from the maxon RE family noiselessly operate the precision hydraulic valves. The RE10 motors use precious metal brushes to give the advantage of low stiction at low speed plus a low current draw. A maxon motor Menc encoder (Magneto-Hall-Effect) is used as it requires little space and is also low power, which is very important in a battery powered application. maxon motor uk has been working with Blatchford since the development of the first microprocessor controlled joint in the early 1990’s. As the motors and gearheads run on every step an active user can easily generate several million movements. To date maxon haven’t had a failure

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leading position for innovation in the market.

As a result of this, the company has a range of award-winning products within its portfolio, including the Elan foot, for which it was awarded the Smart Product Award by the Engineering Employers’ Federation (EEF).

An electronically controlled foot and ankle system that senses speed and terrain and responds instantly to ensure the amputee can take on an active lifestyle with confidence on anything from traversing ramps, stairs or flat ground, the Elan foot also gives a boost when the user walks at faster speeds.

Another notable product is the company’s Silcare Breathe Liners, which feature laser drilled perforations along the length and distal end to allow moisture to escape, which leads to drier skin and a healthier environment for the residual limb. “We developed this patented product from scratch and are starting to get a bit of traction in the market as the Silcare Breather Liners enable highly active people such as tri-athletes to complete a half marathon with no problem at all. It’s a massive improvement as heat and sweat management is a big issue for our customers,” says Paul.

Alongside the investment in R&D, Ian notes that the company has also invested in its facilities: “We have just installed a new CNC lathe, which replaced some older equipment; another will be added in approximately three months. The reason behind this investment is to improve efficiency, as we previously had CNC machines down for hours or even days and we are now down to minutes between switching from one to another. This predictability enables us to add security to processes and improve them to reduce lead times. In fact, throughout the company we are enhancing processes to reduce lead times and reduce components, which mean we will hold less inventory and save money. If we know we can effectively produce the components we don’t have to hold a large safety stock; this is a big focus for us, to improve processes and give a better supply of components into assembly.”

Indeed, since joining Blatchford 12 months ago as Chief Operating Officer, Paul Hutton’s core focus has been on complementing the company’s impressive product portfolio with an exceptional level of customer service. “When I came onboard a strategy was in place to

Silcare Breathe liner - innovative perforated liner to protect stump and allow moisture (sweat) and air to escape, providing a more secure fit for throughout the day

improve Blatchford’s customer focus,” he says.

“For example, delivery times within 48 hours was previously at a low percentage but is now at 85 per cent plus. Moreover, the first-time pass rate for components was low but is now at 91 per cent of all the units we are making.

Supply performance was also poor 12 months

ago, with only 60 per cent of orders from suppliers delivered on time, now they are at 95 per cent.

“We haven’t brought in any new employees to reach these results and haven’t changed the structure; instead I developed key performance indicators that are monitored week-in,

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Blatchford Blatchford designed a custom tool turret to hold a variety of tooling to be permanently fixed in the machine.This cuts down on manufacturing time as tools don’t have to be swapped manually when changing product

Wicked Coatings

In the world of custom coatings – one company is standing out when it comes to innovation and an unfaltering commitment to quality. The ISO:9001 team at Wicked Coatings in Poole has produced some incredible results for manufacturers in a wide range of sectors including medical, military, aviation and industrial. Facilities include bead & shot blasting bays, automated water transfer printing machines, six spray booths and a dedicated quality control team with on-site ICorr and NACE inspectors. For an exceptional finish with some of the fastest turnaround times in the industry, manufacturers are turning to Wicked Coatings for protective and decorative coatings brilliance.

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week-out. From these we have seen steady improvements right the way across the board.”

These improvements have led to strong results for the company, with sales in 2016 already beating those from 2015, a trend that Paul is keen to improve further over the coming years. “We want to continue to deliver for our customers and improve customerfacing activities within the company, whether its order fulfillment or turnaround times on repairs. It is about challenging the current ways of working even further to become more productive and efficient while also developing the next generation of new products for our customers,” he concludes.

Blatchford

Products: Prosthetics, orthotics, special seating and wheelchairs

www.blatchford.co.uk

MöllerTech Ltd

Every step of the

T

way

he Möller Group can trace its roots right back to 1730 when the eponymous family started to trade and process copper in Warstein, Germany. A process of evolution and development ensued throughout the industrial revolution, which saw Möller adapt and change with the times, determining what the markets demanded and producing the right materials accordingly. As such, throughout its history the group has manufactured products from copper, leather and rubber before moving into plastics during the first half of the twentieth century. It is in plastics where today’s group is internationally renowned with leading expertise in both hard and soft plastic.

At present, the group splits into three separate business units, MöllerTech, MöllerWerke and MöllerFlex, each focused specifically on automotive, functional and flexible applications respectively. With the international automotive industry as strong as it has ever been, MöllerTech

With unrivalled development and process expertise in plastic componentry, Möller has been an integral part of the global automotive industry for decades

is a perfect example to illustrate the global strength, production efficiencies and growth strategies that define the group as a whole.

The business unit is acknowledged the world over for its expertise in the development and production of plastic parts within the automotive industry. Curiosity, passion and ability are the

values that set Möller apart in the market and are what has driven the innovation and commitment necessary to deliver bespoke and tailored products for individual customer solutions. As such, the company has forged deep and longstanding customer relationships with some of the world’s largest and well-respected manufacturers.

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MöllerTech Ltd

With such a strong presence within the sector it is no surprise that the company currently operates from nine key sites across the world. In Germany, Romania and the USA, the company is focused on developing products and solutions alongside customers, whilst production facilities are located in Germany, Great Britain, the USA and China. A range of technical services is promised at each site, ensuring MöllerTech provides the best service and product solutions to meet the varying needs of its customers.

Innovation undoubtedly sits at the heart of Möller’s market proposition, and actively requests that its customers challenge it with complex engineering problems and demands. The company prides itself on the knowledge and experience of its engineers and technicians in being able to take on ever-challenging projects and provide the best possible solutions. Numerous examples from over the years exist to demonstrate the firm’s position at the cutting edge of plastic components for automobiles, many of which have helped clients deliver lighter, stronger and cost effective vehicles.

In the 1950s for example, MöllerTech delivered the world’s first plastic dashboard for the Borgward Isabella, and in 1954 came up with the idea to manufacture a rear door for Daimler out of Duroplast, sparking a relationship that stands to this day. In 1972, it also invented the plastic radiator grill, which can be seen on the majority of modern day vehicles, and in 1995 developed

an innovative blow-moulded plastic solution for Smart’s dashboard. More recently in 2006 it helped Audi replace its metal backrest with a plastic solution and in 2008 it delivered the first complete interior trim made from plastic for the Mini Clubman.

Being able to maintain such an innovative position in the market is supported by an extensive range of processes from surfacing, flocking, backing and lacquering, through leather covering, module composition, foaming and deep drawing, to punching, riveting, stapling, gluing and stitching amongst many other high-end capabilities. However, this current capacity is not limited, and every day MöllerTech engineers are working to bring new products, methods and materials into production to improve working processes and overcome new challenges. In fact, over recent years the company has registered over 250 patents to facilitate this and solidify its competitive position in the market.

Continuous improvement exists as the guiding principle within all of MöllerTech’s design and manufacturing facilities, with Kaizen acting as its core philosophy. By regularly questioning its own working methods and rediscovering new ways of operating all the time, the company has been able to develop its own version of Kaizen called TotalSyncro, whereby all business departments within the firm are open to this optimisation process.

Indeed, a closer look at the company’s manufacturing plant in Wales shows this process of continuous improvement in action. MöllerTech Ltd in the UK is currently busy implementing a new Kaizen Roadmap, which has involved big changes within the facility that has increased overall efficiency by 40 per cent. During February 2016 it also began work on a new TotalSyncro 48 initiative, which will see the combination of three assembly halls compress into one, reduce inventory levels across the plant, and increase productivity in order to achieve a time of order to time of delivery of less than 48 hours.

The success of the kaizen activities within MöllerTech Wales has resulted in several awards received in the last two years, such as the 2014 & 2015 EEF business efficiency regional award winner, where MöllerTech went on and was awarded national winner for business efficiency in 2014 and national runner up in 2015, and in 2016 the plant has been nominated for a European Lean Award within the automotive industry where the final result will be known in November 2016.

The values that drive MöllerTech’s ongoing success are clear to see. It is an unwavering commitment and passion to overcome the biggest challenges its customers from across the world’s automotive industry can pose. No job seems to be too big or complicated to take on, and an ability to develop innovative formulations, solutions or manufacturing processes seems to be commonplace during a day’s work for its engineers and technicians. Undoubtedly, as car manufacturers continue to search for new solutions and concepts to deliver quality, reliable, cost effective and desirable products to consumers around the world, MöllerTech looks set to remain central to the sector for years to come.

MöllerTech Ltd Products: Specialise in the development and production of plastic parts for the automotive industry

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Viraj Profiles Limited (VPL)

The long

view

Viraj Profiles Limited (VPL) is the second largest manufacturer of stainless steel long products in the world and is ranked number one in stainless steel flanges

W

ith a vast product range that includes stainless steel wires, wire rods, fasteners, bright bars, profiles and flanges; Viraj Profiles Limited represents a world leader in stainless steel long products and is one of the largest manufacturers and exporters of stainless steel long products in India. Nestled in the Industrial township of Boisar near the commercial city of India, Mumbai, the company exports its products to more than 90 countries across the globe.

Company’s Chairman & Managing Director, Mr Neeraj Raja Kochhar, the visionary behind Viraj Profiles Limited (VPL) began operation during 1991 with a single induction furnace and

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a team of around 150 employees. Today the company has grown to encompass six separate manufacturing plants and a recently established fully automatic section rolling mill. With its single induction furnace, Viraj started out in the manufacture of steel for the domestic market within India and has since evolved into the world’s second largest manufacturer of stainless steel products in the world and is ranked number one for its stainless steel flanges. The company has the unique ability to do complete backward and forward integration across the product lines starting from sourcing scrap, making billets and using these to manufacture other products like wires, fasteners, bright bars, profiles and flanges etc. The organisation’s highest quality products

are well known amongst companies operating in steel, defence, construction & structural buildings, power, petrochemical and marine industries.

Mr Neeraj Kochhar, Chairman & Managing Director, Viraj says: “Initially the company started manufacturing utensil-grade steel for the domestic market. But looking at the market growth potential in overseas market, we soon set our eyes on the international market and started planning for expansion. To make international expansion a possibility, in 1995 Viraj started increasing its production capacity, diversifying into new grades and product ranges, and enhancing its production processes. Since then, Viraj Profiles Ltd. has transformed itself into the world’s second largest stainless steel long products manufacturer

Mrs. Renu Kochhar

with a capacity of 528,000 tonnes per annum and human resource strength of more than 9000 employees and with an annual turnover close to $1.5 billion.”

Throughout its history Viraj has steadily expanded its global presence, reaching several important milestones through the establishment of its profiles, wire, wire rod mill and fastener divisions between 2000 and 2006. By 2011 the company had reached its current position as a major manufacturer of stainless steel products and in 2013 further strengthened its position by beginning first phase production at the new section rolling station (SRM). Today this facility has achieved level-2 automation and has annual capacity of 180,000 tons per annum.

Mr Kochhar further adds: “In the year 1995, we commissioned our Flanges and Bright Bars division and started exports of Bright Bars.

Then after around five years, in the year 2000, Mrs. Kochhar came on board and together we

Mr. Neeraj Raja Kochhar

established our Profiles division predominantly catering to overseas clients. In no time, our profile range of products started drawing attention from some of the major overseas clients and soon we were exporting 99 per cent of our total production of Profiles products. One of our biggest achievements came our way in the year 2008 when Viraj was ranked 3rd largest producer of Stainless Steel Long products in the world.

And from then on we have kept on setting new landmarks.”

Establishment of the fully automatic Section Rolling Mill was one of those important milestones for the company. The one-of-a-kind Section Rolling Mill was established in Tarapur, Maharashtra and represents a national first, being equipped with completely automated processes meaning that there is no other industrial-scale unit of its ilk within the Indian state. Spread across ten hectares, the plant boasts of some of the finest technologies in the world’s stainless steel industry, while its online pickling facilities, and automatic labelling and packaging line, enable it to manufacture more than 700 different shapes and designs of angle, flats and other profiles. The use of fully automated processes ensures the accuracy of the measurement and dimension of each and every product being manufactured in this plant.

The furnace is walking beam type with special emphasis on operational efficiency and fuel saving.

The automatic combustion control guarantees a uniform heating of the billets while also providing limited stack emissions. The plant is equipped with FeHR cassette rack system, which is also known as a honeycomb warehousing system, enabling quick storage and retrieval of bars, all at the touch of a button. The SRM is part of the company’s strategy targeted at creating the most modern manufacturing facilities possible - a strategy aimed at improving product quality, raising production volumes and increasing the output of high addedvalue products.

While the establishment of its SRM

represented a significant milestone for the company’s presence within India and its total service offering, Viraj also maintains an impressive base of manufacturing facilities and global support networks that make it an important player throughout the stainless steel market place. Indeed, the company enjoys a strong global footprint that is spread across six continents, more than 90 countries and serves around 1300 customers around the world. VPL represents one of the largest exporters of stainless steel long products in India, exporting nearly 90 per cent of its production. This has enabled the business to grow as a very dominant player in the global export market, with its own offices in some of the key financial districts of several countries.

Furthermore, a strong network of talented agents and sales representatives caters to the rising demand for stainless steel long products and a thrust of business on the international market over the years has assisted in seeing Viraj’s export percentage growing steadily.

Further to pushing the boundaries in terms of its manufacturing capability and leading edge technologies, Viraj is also a progressive company in the opportunities offered to and development of its staff. For example while the global steel manufacturing industry is a traditionally very male dominated field, VPL’s Managing Director, Mrs. Renu Kochhar has played an important role in taking the company from strength-to-strength.

Mrs. Kochhar, with a management degree from the prestigious Harvard University, joined VPL in 2000 as Director of the Profiles Division and actively participated in the day-to-day function of the department. During 2010 Mrs. Kochhar was recognised as the ‘Business Woman of the Year’ at the Madhavrao Scindia Leadership Awards (MSLA) in Kanpur and under her diligent leadership, VPL was later awarded with the Top Exporter Award, Silver Trophy for the year 2013 to 2014. Mrs Kochhar left no stone unturned in taking the company to newer heights and

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Viraj Profiles Limited (VPL)

acquiring some of the well-known customers across the globe. Living out of a suitcase and shuttling between her own office and clients’ locations, meeting the channel partners became a part of her life in those initial days. But she never gave up on her strong determination and took one step at a time to meet up with the clients and the partners to understand their requirements and slowly she was able to expand the operations in more than 90 countries. Today Mrs Renu Kochhar heads the most important function of the company, Sales and Marketing

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along with other important departments like HR, Communication and Facilities Management to name a few.

Talking about the current market scenario and Viraj strategy to meet up the challenges ahead, Mrs Kochhar adds: “We manufacture more than 50,000 SKUs across different product verticals. In fact, we are one of the largest suppliers of flanges for marine applications. We have more than 92 certificates and approvals for supplying stainless steel flanges to our various global customers.

We have now also moved into the production

of super duplex stainless steels. These grades are especially in demand for the oil and gas industry, marine applications and architecture and construction where high load bearing capacity is desired. As part of our growth strategy, we are in the process of setting up facilities for manufacturing special steels and super alloys for critical applications in aerospace, defense and power projects. To achieve this, we are upgrading with special melting and re-melting furnaces such as Vacuum Induction Melting (VIM), Electro slag re-melting (ESR) and Vacuum Arc re-melting.

These special grades shall be used in Power sector, defence sector, aerospace sectors.”

Talking about some of the recent product developments, Mrs Kochhar adds: “In addition to our range of austenitic, martensitic and ferritic grades, we have also developed martensitic grades with hardening and tempering. Our wire plant has developed soap-coated fine spring wires in size ranges of 0.35 mm – 0.65 mm and we have also developed TIG and MIG welding wires.

Viraj Profiles has also developed special coating wires, which are used for springs and nails. This process leaves a very light lubricant film on the wire; as a result guides are not jammed, tool life is increased and epoxy coating on nails is improved during processing at the customers’ end.”

Across its business Viraj exports to clients in Europe, the Northern and Southern Americas, Africa, Asia and the Middle East, with a manufacturing capacity of circa 528,000 tonnes per annum. Throughout its operations Viraj believes that conducting business ethically and striving to do the right thing are vital to the success of the company. Its entire staff and, in particular, the company’s managers are responsible for ensuring that an ethical workplace is maintained. Employees are

encouraged to monitor their respective areas to identify and address situations that may lead to ethical dilemmas. Viraj adheres to the values of integrity, respect, co-operation, collaboration and innovation to help foster success through excellence, accountability and personal and professional growth. These values coupled with the company’s steady investment into it manufacturing and support networks provide a stable base from which Viraj will continue to grow and solidify its position as a world-leading supplier of high-quality stainless steel long products.

Corporate social responsibility Viraj Profiles has an extensive CSR policy and does not mind walking an extra mile to reach out to the under privileged sections of the society to provide them social, economic and environmental benefits. Its CSR projects focus on key areas such as health, education, environment and female empowerment. Mrs. Renu Kochhar who also heads the CSR wing of the company always cherished the dream of providing world-class education to the students of Boisar. It took her almost two years to realise this dream when she founded the Viraj Shri Ram Centennial School providing education matching international

standards near the company premises in Kurgaon.

The school was recently awarded ‘One of The Top Emerging Schools’ in Mumbai from the Times of India newspaper.

Mrs Kochhar shares: “The prime motto of our school lies in providing wholesome education to its students and providing them with a platform where their hidden talents can be channelled and portrayed. VSRCS has succeeded in doing this because of its strong pillars: curriculum, faculty and methodology. We conform to the ideas of equal opportunities and believe whole heartedly in saying – use what talent you possess and harness it.”

Viraj Profiles Limited Products: Manufacturer of stainless steel long products

www.viraj.com

CNA Metals Limited

CNA appreciates the 20+ years of business it has had with Viraj, and it looks forward to many more in the future.

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Marshall Aerospace and Defence Group

The right

heading D

With a world-class pool of engineering talent under its command, Marshall continues to deliver leading technical services to industries around the world

avid Gregory Marshall began work at the age of 14 in the kitchens of Trinity College in Cambridge; he had soon proven his wor th and in his 20’s was appointed Steward of the exclusive Pitt Club, quickly conver ting losses into profits.

His university contacts and enthusiasm for the potential of the motorcar led him to start a hire service for wealthy dons and undergraduates, with two chauffeur-driven cars. In 1912 when an Beta II, an Army airship in need of repairs landed in Jesus College grounds Marshall engineers were sent to look at its engine and so began the company’s longstanding involvement in aerospace – this deep seated innovation and entrepreneurial spirit is still at the hear t of Marshall 106 years later.

Today, still privately owned the Group is involved in the automotive, proper ty and aerospace and defence sectors. “One of the

key things that the company prides itself on is its integrity and its values,” begins MD of the group’s Military Aerospace unit, Ruper t Dix. “At the core of what we do is a drive to solve the seemingly impossible problems that others have within the engineering and support domain.”

Headed by CEO Steve Fitz-Gerald and suppor ted by over 2000 employees, the Aerospace and Defence business has offices on four continents and has six primary businesses, each the result of a diversification strategy that has seen Marshall grow into the leading provider that it is today. Military Aerospace, Civil Aerospace, Aviation Services, Land Systems and Aero Structures, Advanced Composites and Major Projects combine to put the firm at the forefront of engineering, suppor t and services. From CT Scanner integration into deployable infrastructures that won the Queen’s Award for Enterprise in

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Innovation in 2013, to design and manufacture of advanced composite components for nuclear submarines. However, it is undoubtedly its aviation focus that represents Marshall’s biggest achievements.

“People are at the hear t of our success and we have over 450 engineers with the knowledge, skills and experience to be able to solve the most difficult of challenges,” Rupert continues. “I am incredibly proud of the breadth and depth of our engineering capabilities - you only have to look at what we have achieved having worked on over 90 different aircraft types - but I am excited about what we are delivering now and the exciting projects we have coming up in the future.”

As par t of the strategy set out by Steve FitzGerald, rebalancing the military and civil market is key to Marshall and the Civil Aerospace business is performing strongly in suppor ting high-profile airlines with capability insertion, MRO and modification and upgrades as well as engineering services in the VVIP market and Special Mission marketplace. An example of this would be the cabin upgrade engineering integration for TAP on two of their A330’s.

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Marshall Aerospace and Defence Group

Bolloré Logistics

As contracted logistics partner, Bolloré is an integral part of Marshalls’ supply chain for goods moving domestically and worldwide. Bolloré offers a range of scheduled and time-critical services, designed to optimise the operational efficiency of the group. Whether it’s regular daily vehicles or planned strategic imports, Bolloré has solutions in place. The aim of Bolloré Logistics as a valuable partner is to supply an innovative and evolving solution, tailored to Marshall’s needs, in a changing and challenging aerospace and defence landscape.

When it comes to Military Aerospace, three central pillars define the services offered by Marshall: ‘Fleet Sustainment’ including fuselage fatigue analysis, obsolescence management load analysis; ‘Suppor t Services’ provides manpower, materials and technical services to fleet maintenance operations around the world; and ‘Product and Capability Inser tion’ can involve anything from minor modifications to complete cockpit upgrades.

“We’re seeing a larger demand around capability inser tion because there is a need from clients to keep some of their fleet flying for longer and therefore are moving towards multi-role aircraft, or a complete change of role,” Ruper t explains. “Much of this would demand more capability to be added to a platform that was originally intended for something entirely different and our team of engineers are able to help deliver this – we are world renowned for our unique spectrum of

capabilities and our pedigree of performance and delivery.”

Perfectly demonstrating the level of service provided by Marshall to the Military Aerospace industry is its long-running work on the RAF’s C-130 fleet. 2016 marks 50 years of suppor ting the Royal Air Force on the C-130 fleet and 2015 was marked with the signing of the next pricing period for the HIOS (Hercules Integrated Operational Suppor t) programme, a £369 million contract and in the 2015 SDSR the out of service date of the C-130 was extended to 2035.

“Suppor ting our armed forces is impor tant to us, we are proud of the trust placed with us and our focus is on how can we do things better. We have increased fleet availability by one third whilst reducing costs by one fifth,” outlines Ruper t. “This was incredibly hard to do but we did it and it’s a shining example of par tnership and collaboration with the RAF

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Steve Fitz-Gerald, Chief Executive

and our industry par tners, Lockheed Mar tin and Rolls Royce.” This achievement was recognised though the award of the Ministry of Defence Procurement Award in 2015.

The KPI driven programme, which allows Marshall to detail long-term maintenance and upgrade plans, successfully continues to deliver over 70 per cent availability across the RAF’s total Hercules fleet – an impressive achievement and one which is setting new standards.

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As the Aerospace and Defence business moves forward diversification continues to remain a key factor of its success. “We are privately owned and independent business and will remain so – we are focused on suppor ting our customers in the military, civil and business aviation markets and defence solutions.”

The Award of the 2016 Queen’s Award for Enterprise in International Trade demonstrates the increase of expor ts for Marshall.

As Ruper t points out: “The strategy for us

Marshall Aerospace and Defence Group

is all about using our broad range of skills to deliver value in engineering and support to our customers around the world.” Current activities include deployable hospital systems for the UK MoD, design and manufacture of the auxiliary fuel tanks for the Boeing P-8 programme, Northern European dealer for HondaJet and a FBO at Birmingham Airport.

Inspiring future generations starts at the top and Steve Fitz-Gerald, CEO of Marshall Aerospace and Defence Group and over half of his Executive started as apprentices. For over 96 years Marshall has run an apprentice programme of its own run through its own AeroAcademy business and now offers degree programmes that combine practical and academic experiences.

“It’s a competitive environment, but our spectrum of capabilities sets us apart from anyone else, we have a proven pedigree in delivery,” Rupert says as he discusses Marshall’s long-term vision. “We know where we are going and what we have to do, we are proud of our history but we are focused on our future.”

Marshall Aerospace and Defence Group Services: The UK’s largest independent aerospace and defence company

www.marshalladg.com

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We are a comm itted partner to Airedale International and 700 other UK manufacturers. How can we help you?

TRUMPF is a high-tech compan y offering innovati ve and reliable manufacturing solut ions. We consistent ly invest in research and development at a level we ll above industry average. As a result, our products and services cont inuously set new indu st ry standards. As an independent famil y business we think and act lon g-term. Our dri ve to shape t he fu tur e makes us a guarantor of conti nuous innovation. By combining expertise w it h an in-depth understanding of custo mer requirement s, the prof essional team at TRUMPF can suppo rt your business to be successf ul and create real compet it ive advantages.

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Airedale International Air Conditioning Ltd

A breath of

fresh air

Airedale has overcome numerous challenges to get to where it is today, but occupying its current market leading position has been maintained by a consistent approach to innovation, quality product and strong customer service

Trumpf

TRUMPF is a high-technology company offering innovative and reliable solutions for flexible sheet metal processing to subcontractors and original equipment manufacturers.

The company consistently invests in research and development at a level well above industry average. As a result, its products and services continuously sets new industry standards in the most diverse industries including aerospace, automotive, climate and energy, electrics and electronics, furniture and lighting, marine, medical, oil and gas, safety and defence, scientific research, white goods and yellow goods.

By combining expertise with an in-depth understanding of customer requirements, the professional team at TRUMPF can support your business to be successful and create real competitive advantages.

A

iredale International Air Conditioning was founded in 1974 by two Leeds based entrepreneurs, Alan Duttine and Peter Midgley, who recognised an opportunity to develop specialised air conditioning solutions for computer and healthcare environments at the dawn of a new technological era. Today, the firm is a leading British manufacturer exporting to 60 countries around the world with manufacturing facilities in the UK, South Africa and the USA, and operation hubs in Russia and the Middle East. Having been bought by US firm Modine in 2005, Airedale is able to grow and develop with the support of a group that employs 6400 people at 30 facilities in 16 countries.

Deriving much of its business from the data centre market, as well as the process cooling, commercial and laboratory sectors, Airedale has a number of products over six air conditioning

product ranges. These comprise precision air conditioning, IT cooling, chillers, comfort cooling, condensers and condensing units, and air handling units. “We also provide building management systems (BMS) and controls design, as well as integration, service, maintenance, spare parts and offer training courses through our on-site school,” explains Tony Cole, Operations Director.

“A special projects team also manages largescale, complex upgrade programmes for key customers including the country’s leading telecoms providers.”

Indeed, it is not just major telecoms companies that Airedale can count amongst its many clients. In fact, leading data centre design and build specialists, M&E contractors around the world, plus leading names like Iceland, Vodafone, Virgin

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Airedale International Air Conditioning Ltd

Provides Metalmeccanica

Provides Metalmeccanica Srl has been a shell and tube heat exchanger manufacturer since 1990, and the company has led the way in technology in this field for over 20 years. Its ‘standard’ Shell and Tube Dry Expansion heat exchangers are the most efficient in the market today – thanks to the company’s continuous research.

But this wasn’t enough and so Provides decided to revolutionise ‘shape and size’ – recently it introduced the Compact ‘Spray’ Flooded Heat Exchanger (E3 - evaporator and C3 - condenser) a small footprint, but an extremely high efficiency AND extremely low refrigerant charge with easy serviceability.

To provide a global service, Provides has production sites located in Italy, USA and China.

Carel

CAREL is one of the world leaders in control solutions for air-conditioning, refrigeration and heating, and systems for humidification and evaporative cooling. CAREL’s products are designed to bring energy saving and reduce the environmental impact of equipment and systems.

Its solutions are used in commercial, industrial and residential applications. CAREL has 19 fully owned subsidiaries and seven production sites, with partners and distributors in a further 75 countries.

CAREL is heavily committed to basic and applied research into energy savings, reduction of environmental impact and innovation in the management of HVAC/R units and systems, allocating every year around seven per cent of its consolidated turnover to R&D.

Media and IBM, all benefit from the firm’s quality products and unrivalled customer service. As Tony explains, quality and customer service have undoubtedly been core pillars in the company’s historical strength and on-going success.

“We design and manufacture all of our units in the UK, keen to minimise outsourcing in order to maintain high quality standards,” he says. “We have a high level new product design team who are always looking to create new products that meet the changing needs of our customers – something that is heavily supported by feedback from our sales team. Critically, we make sure never to stand still and as such are always innovating to take advantage of new technologies and new market opportunities. This we back up by offering the full package, from BMS to installation.”

Perfectly illustrating this approach to product development, Airedale has recently launched its brand new TurboChill™ chiller range with

centrifugal Turbocor compressor technology.

Developed to meet the demand for higher efficiency, yet compact, water cooled chiller units, the system brings a number of sectorleading benefits to its end users. “The unit is only 1000mm wide, which represents a 67 per cent reduction in footprint compared to a standard evaporator system,” Tony details. “It also provides cost reductions and environmental benefits to the tune of a 56 per cent reduction in refrigerant weight compared to a standard system. The result is the provision of up to 11 per cent more cooling per square metre than our nearest competitors’ and the offer of market leading energy efficiency – notably Class A EER up to 5.4, which is a seven per cent increase compared to other leading units.”

Demonstrating the full range of services and savings delivered to its customers is a recently completed project for BAE Systems at one of its major Military Air and Information sites in North

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Airedale International Air Conditioning Ltd

Danfoss

After a fire at Airedale, the project team turned Innovation in chiller design is driven by the need to be environmentally friendly, which includes increasing demands for energy efficiency as well as requirements for low GWP refrigerants.

As a supplier to chiller equipment, Danfoss offers not only excellent technical support, but also a broad and innovative portfolio covering 70 per cent of its customers’ material cost needs, including: • DSH compressors making it easier to meet the latest energy standards with minimal redesign costs • ETS Colibri electric expansion valves with more precise and responsive control • Microplate heat exchangers with a compact Z plate design for higher efficiency • Microchannel heat exchangers with a lower refrigerant charge

West England. Thanks to Airedale’s solution of retrofitting EC fans, EEVs and other energy efficiency components, upgrading refrigerant in line with current legislation, upgrading control systems, implementing control strategies and integration with BMS, and re-commissioning units, the client has been able to achieve annual savings up to 70-80 per cent on its computer room air conditioning energy costs – equivalent to £350,000. Payback was achieved in 15 months and Airedale was praised for its ability to deliver the programme over a 12-month period without disrupting critical testing and production of combat and training aircraft.

Based in Rawdon, Leeds, 2016 saw the opening of a brand new state-of-the-art manufacturing facility for Airedale following a fire that devastated its previous premises in 2013.

Now covering around 23,000 square metres, the factory is designed around the needs of a 21st century manufacturing business offering greater efficiencies in operation. The site also includes a cutting edge R&D department, which has the capacity to test systems up to two megawatts

and is one of the largest of its kind in Northern Europe.

“The new factory has been designed for energy efficiency and future capability,” Tony explains. “With regards to production capability, all assembly operations are now undertaken on one level, as opposed to the previous three, new cranes have been installed to assist with handling, as has an automated and manual powder paint line. This new paint line allows 100 per cent of waste paint to be recycled and colour changes to be undertaken in 20 minutes.

In the machine shop we have invested over £1 million in a Trumpf combination punch/laser

GRINNELL

After a fire at Airedale, the project team turned to GRINNELL, part of Tyco Mechanical Products and its range of grooved piping solutions, in order to reduce installation time and costs. A complete grooved mechanical solution including couplings, butterfly valves, strainers, check valves and grooved end metering stations was specified. The pipe jointing method of GRINNELL reduced safety risks through the elimination of hot works, whilst speed of installation helped minimise the build schedule, enabling Airedale to avoid loss of production.

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Airedale International Air Conditioning Ltd

and material storage/part stacking system – this is one of only a few machines in the world capable of offloading four-metre long parts. We have also invested in a brand new round tube, plate fin coil assembly plant, which allows us to manufacture the vast majority of our in-house requirements, giving us even greater control over stock levels and quality.”

With its new operations successfully under way and a continued focus on innovation gaining momentum, the future for Airedale looks positive. Of course, Tony notes a number

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of challenges, not least in relation to EU referendum uncertainties, low oil prices and more general global economic pressures, yet he remains confident that the business is strong enough to overcome these hurdles to retain its reputation within the industry. “We operate in a highly competitive industry where technological advancements shape and shift the market at an accelerated rate,” he highlights. “These present a range of enjoyable challenges, which we as a manufacturer and systems provider have to embrace with our customers, so we

can continue presenting a range of products that meet the exacting requirements of the applications they serve.

“As such, our focus over the next 12 months will be to expand and strengthen our range of high performance cooling solutions, including extended ranges of inverter compressor technology. We will also look to move into new vertical markets and continue to develop even more efficient, compact, cost effective and environmentally compliant products. We will continue offering the highest levels of customer service and a market-leading product and service – designed, built and maintained by a highly skilled workforce. Longer-term, the strategic vision firmly targets aggressive export growth throughout new and existing ranges.”

Airedale International Air Conditioning Ltd Products: Design and manufacture innovative, high efficiency cooling solutions

www.airedale.com

Wilton Carpets

Jumeirah Carlton Tower, Knightsbridge

Tallow Chambers Livery Hall, London

out

Rolling

With such an extraordinary heritage beneath it, Wilton Carpets continues to be a superb ambassador for British manufacturing around the world

B

ased in Wiltshire, weaving has taken place on Wilton Carpets’ site as far back as the early seventeenth century. Located between three rivers, early looms were powered by mills running through the mills making it the ideal place to grow a thriving carpet industry. Today, the business in its newest form has been under the guidance of three motivated entrepreneurs since 1996 and has seen Wilton Carpets become a premium brand used in some of the world’s most prestigious buildings.

Designing and weaving Axminster, tufted and Wilton carpets, Wilton Carpets can be found in hospitality and leisure venues across the UK, Europe, the Middle East and North America.

“The business itself is a traditional one based on a very long history,” explains CEO, James Sprint. “However, what we are doing is combining this with the latest state-of-the-art technology and contemporary design. Our strategy predominantly focuses on the high end of the market, and we actively seek out smaller projects where we can produce extremely creative and surprisingly delightful designs custom-made to create unique environments in iconic buildings throughout the world.”

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Wilton Carpets Cheltenham Racecourse

“

If we say it’s going to be delivered in six weeks, it will be delivered in six weeks; if we say it will be 1200 grams it will be 1200 grams. This has allowed us to compete in this top segment of the market against foreign imports that cannot give the same surety

It’s a strategy that last year afforded Wilton Carpets with ten per cent sales growth to hit £16 million in revenue courtesy of the 110 people currently employed. However, nurturing a strategy to bear such fruit is the result of a robust international reputation for reliable quality and service delivery. “The business has always delivered on time and to the correct quality,” James continues. “If we say it’s going to be delivered in six weeks, it will be delivered in six weeks; if we say it will be 1200 grams it will be 1200 grams. This has allowed us to compete in this top segment of the market against foreign imports that cannot give the same surety.”

Beyond its reputation for quality and service, Wilton Carpets is also defined by its strength of design. Whilst providing a range of standard products, it is its bespoke service that allows it to stand out. James highlights that very often clients have an idea of what kind of thing they want, but that this is usually limited by them not understanding the full range of options that are available to them, or are possible with the company’s expertise. “We have a team of designers who always come up with a number of options which we can put forward to the client to give them the widest selection to make a favourite choice from,” he says. “More often than not they will go for something that we’ve

come up with rather than what they originally had in mind.”

Active in multiple markets around the world, Wilton Carpets benefits from balanced conditions, whereby periods of downturn in some markets are offset by booms in others.

North America is presently performing well, with a number of major refurbishments and iconic developments taking place. Highlighting the company’s penchant for unique design, it has recently completed a contract for the conversion of a large religious building into a hotel. “They sent us some photographs of the architecture in the roof structure and based on the shapes and designs we saw in the roof we created a range of options that reflected this,” James outlines. Another recent prestigious project completed by the manufacturer was for the major Cheltenham Racecourse redevelopment. Two carpets for the project were delivered, both conjuring an equestrianinspired theme with horseshoe and Cheltenham Gold Cup motifs patterning the floors.

“As we operate at the top end of any market and never compete purely on price we need to be active in the apex of as many markets as possible,” explains James as he talks about the company’s growth opportunities. “We therefore have a plan for expansion and will drive up

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Wilton Carpets

“

As we operate at the top end of any market and never compete purely on price we need to be active in the apex of as many markets as possible

James Sprint

exports in a number of markets from the USA and Europe to the Middle East and Southeast Asia.”

Helping to facilitate this growth, and in line with increasing productivity, Wilton Carpets has recently implemented £1.5 million investment into the UK’s first high speed Axminster weaving loom. Using robotics and high-speed technology, the new loom requires only the exact amount of yarn necessary, can weave three-times faster than a traditional machine and has much a higher accuracy tolerance. “We’re able to reduce waste, dilute labour costs by a third and manufacture carpets with a much higher degree of accuracy when it comes to tuft length,” James explains. “One saving is going to reduce waste by about 100kg per week, at £6 per kilogram, so quite significant.”

Keen to continue the benefits of such an investment, Wilton Carpets is set to acquire a second high-speed loom in the coming months,

with a potential third for the longer term, although James does point out that this may be part of opening a satellite site beyond the confines of its presently water-locked facility.

With favourable interest rates, the company is keen to invest wherever it can to improve its long-term profitability, and has also been looking at once again harnessing the power of its passing rivers with hydropower generation systems.

Ultimately, however, continuing to produce high quality and striking, bespoke carpets and knocking on the doors of lucrative export markets will remain core to Wilton Carpets as it moves forward.

Wilton Carpets

Products: Design and weave Axminster, tufted and Wilton carpets

www.wiltoncarpets.com

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Colin Mear Engineering

A CME engineer

Repackaging C

Colin Mear Engineering is taking a fresh approach to the market as it looks forward to growth and diversification

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olin Mear Engineering Ltd (CME) first appeared in 1983 and over the last three decades has established itself as a leading solutions provider for the packing needs of some of the global tobacco industry’s biggest players. With years of engineering experience providing a solid platform, CME designs and builds automated packing and wrapping equipment, with a particular focus on high quality, bespoke systems for a range of applications.

“Tobacco has traditionally been CME’s core marketplace,” begins recently appointed MD, Paul Knight. “However, this market has become

very challenging over recent years and this is only continuing as new legislation forces even greater change globally. Therefore, there must be a renewed focus on reinventing our place in our core market, as well as ensuring that our business can transfer the skills, experience, products and IP into new markets such as pharmaceuticals, food and medical devices. This is being implemented alongside improvements to our cost-base and efficiency, through the introduction of lean manufacturing and a culture of continuous improvement.”

However, as with any diversification the challenges facing CME as it looks to broaden its appeal are plenty. “It is always challenging for a

CME bespoke packer

CME pharmaceutical project

company that has traditionally worked in one marketplace to move into another, because you’re unfamiliar with the market, the standards, the performance requirements for products and the different applications,” Paul continues. “We recently won a major contract worth around £1 million in the pharmaceutical sector, for instance, and overcoming the differences in regulation, documentation and quality standards compared to the tobacco industry has been a really important journey for us.”

With years of experience across multiple sectors and various positions, Paul was drafted in to help CME achieve this strategic refocus.

Working his way up through numerous

engineering, manufacturing, sales and general management positions from a mechanical engineering apprenticeship, Paul has worked for SMEs and multi-national corporations alike in sectors ranging from aerospace and defence to oil and gas. As a result, he brings with him the perfect toolkit to lead the company into a leaner, more diversified future. “I have developed a good blend of capabilities that will help enable a small business to stay agile, flexible and responsive, but also the importance of implementing robust business processes and driving efficiency, which are critical to successfully running a much larger organisation,” he outlines.

However, it is not just the firm’s newly structured business operation that will enable CME to win over customers in new markets, but also its long-standing and deep-seated ability to innovate unique solutions and service its clients to the full. Whilst generic, packing, wrapping and cartoning equipment is offered by the company, it is its bespoke offering that has afforded the business its leading position in its core markets.

“The team here have got an incredible ability to design a completely unique, robotised and automated packaging line including the

integration of any third party equipment required - from scratch,” Paul emphasises.

“This could be a complex solution more that £2 million in value, that we can manufacture much of the componentry for, assemble, integrate, install and provide lifetime service and spares support to.

“Sometimes clients will provide us with a reasonably detailed specification that we can use as the basis for a design, and sometimes it can just be a simple idea. We then collaborate very closely with both them and our supply chain partners to come up with the best solution. Whilst we can do a lot in-house, often a complex packing line solution won’t just be about the equipment that we design and build – we may also need to be a systems integrator and bring in other people’s equipment, so engaging with our suppliers early on is key.”

Indeed, with its current push for diversification, innovation doesn’t stop at simply developing products for its core markets. Paul highlights that it is also playing a role in reducing the manufacturing cost of existing designs and improving designs to provide more features for new and existing markets.

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Colin Mear Engineering

CME bespoke project

CME spares

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In terms of its present success, with a customer base spread across the world, market conditions for CME are currently strengthening.

Solid activity in the Middle East and South East Asia, as well as in emerging African markets is providing significant opportunities for the Somerset-based manufacturer as it looks ahead to its future “The next 12 months will be heavily focused on continuing this diversification strategy whilst

at the same time ensuring that we are still doing everything we can for customers in our core markets,” Paul explains. “There will also be a lot of efforts being put into modernising a lot of our business processes and introducing lean manufacturing principles to encourage continuous improvement. This will be supported by some capital investment to consolidate and replace ageing equipment and to improve some of our facilities.

“In the longer term I would like to see 25 per cent of our revenue coming from these new sectors in pharmaceutical, food and medical over the next three years, and to double our aftermarket support and spares service in the same time period. Aside from this I would certainly expect to see and feel the culture of continuous improvement embedded within the business as well.”

Colin Mear Engineering Services: A leading design, manufacture and systems integration company for automated packaging machinery

www.cme-ltd.com

Nexans Power Accessories

Bringing energy to

life

A fully-owned subsidiary of Euromold NV Belgium, Castleford (West Yorkshire) based Nexans Power Accessories Ltd is responsible for the sales/marketing and technical issues related to the cable accessories that are manufactured within Nexans and then sold to the UK market

“

T

he basis of our activity was Euromold, the European subsidiary of Elastimold, which was acquired by Nexans in 1987,” begins Roland De Wolf, Marketing Director of Nexans Power Accessories Business Group.

“In parallel to this, Nexans had a heat shrink operation in Italy, low and medium voltage joints operations in France and ferrules and lugs in Germany; these activities were all merged together in the 90s under one management and further expanded with several acquisitions in Italy, Germany, Australia and South Africa.

Lately participations have been taken in start-up companies that are active in promising markets such as tidal energy or electrical vehicles.”

Nexans offshore

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Cold shrink joint

Ferrules and lugs

“

Recent investments in our production include a new production unit in Germany for the increased production of our shear bolt technology, new heat shrink lines in Italy and more efficient robotised lines in Belgium and France; we also have electrical labs in every site

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Electrical vehicles

Today the main customers are primarily DNOs in all western European countries as well as major OEMs, EPCs and distributors in sectors such as power distribution, renewables, oil and gas, rolling stock and rail infrastructure. “Our biggest market remains Europe, however Asia Pacific and the Middle East are rapidly growing in our portfolio also,” says Roland. “The main products provided to our customer base include plug in connectors, cold and heat shrink joints, bushings, terminations, surge arrestors, shear bolt connectors and lugs; crimp connectors and lugs, solutions such as junction boxes, jumpers and smar t accessories with sensors. Voltage class responsibility ranges from one kV to 132 kV. We also produce high voltage accessories in Belgium, which are sold in systems with cables in the network.”

A growing sector for Nexans is wind, within which it has won a number of several large contracts, as Roland notes: “We are involved in many wind projects, both on and offshore with Siemens, Schneider, ABB, GE, Nordex, Enercon, and Gamesa to name a few from the OEM market. We are also working with Enedis, Iberdrola, Dong and Enel and others for the infrastructure connection of wind farms to the grid. Even connections in wind substations are par t of our activities. We propose solutions to connect the incoming submarine cables to junction boxes to reduce precious space and set-up time.”

To ensure optimum quality, safety and environmental awareness during the manufacture, delivery and utilisation of its products, Euromold’s independent electrical laboratory ELAB, in Belgium, is fully equipped and has received BELAC accreditation. This means its highly competent and experienced employees can perform type tests on low and medium voltage cable accessories in accordance with international standards EN50393, IEC 60502-4, IEC 61442 and HD 629. Fur thermore, Euromold is cer tified according to DIN EN ISO 9001 as well as in the sectors of environmental protection and occupational safety.

“One of our major strengths is that we have all technologies localised in highly specialised European production sites. Our products can also be offered as a total solution, if required, together with cables produced in other par ts of the group. On top of this, we have a highly reliable and experienced R&D depar tment and sales team that is dedicated to offering solutions that strengthen the link with customer needs. Recent investments in our production include a new production unit in Germany for the increased production of our shear bolt technology, new heat

Nexans Power Accessories Heat shrink termination

Sub-station

shrink lines in Italy and more efficient robotised lines in Belgium and France; we also have electrical labs in every site,” says Roland.

This continued investment in enhancing operations has ensured Nexans Power Accessories remains at the forefront of releasing high quality products that meet the changing demands of the sectors in which it operates. “The world demand for energy is increasing globally, of course with differences in speed, which is good news for Nexans. However, the real new challenge is the increasing impact of renewables in terms of how DNOs have to organise their network; this has a direct impact on how we have to develop our accessories to become smart as the network has to compensate for demand and production profiles that aren’t the same. This thus requires flexible decisions based on measurement and communication technology and our products are ready for this challenge,” highlights Roland.

For those in the renewables sector, the company is able to offer a number of services including complete solutions to facilitate the connections of submarine cables and their connection to a junction box.

The boxes are themselves are connected with high quality jumpers to the switches. This ensures separation of responsibility between interconnection of the wind turbines and the tower manufacturers.

“Our global approach also makes it possible to connect the turbine to the transformers inside the tower through very long jumpers mounted and tested in Germany,” added Roland.

While it focuses on the successful completion of the projects it is currently undertaking, Nexans Power Accessories will also seek to continue developing its scope of solutions for customers and increase its presence in new markets, as Roland concludes: “We need to continue to enlarge our markets outside Europe by getting into new wind countries and new segments; we also need to support our customers needs by expanding our product range. Grid management will become increasingly more important and integration of sensors and communication devices into our traditional products will become a must. Smart solutions will be the future.”

Nexans Power Accessories Products: Cable accessories

www.nexanspoweraccessories.co.uk

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PKC Group Plc

Managing

complexity Founded in 1969, PKC Group is today a global partner in the transportation industry, providing comprehensive service and production network on four continents

T

he history of the PKC Group (PKC) begins with Pohjolan Kaapeli Oy, a subsidiary of Nokia, establishing a wiring systems factory in 1969 in Kempele, Finland. The plant was

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commissioned to manufacture wiring systems for both passenger cars and commercial vehicles.

During these early years the company gained two significant customers that would pave the way for future success that continues to drive the business today. Indeed, Pohjolan Kaapeli Oy operated as something of a pioneer in terms of internationalisation to develop business its presence globally, while its early association with market leaders such as Saab (Saab-Valmet and Saab Scania) and Volvo (Volvo-Auto Ab) are testament to the success of this strategy.

The business continued to develop and evolve until 1994 when the company’s

owner, Nokia, decided to concentrate on the telecommunications market and therefore put - what was then called Nokia Johdinsarjat Oy - up for sale. This led to one of the most pivotal moments in the history of PKC when it underwent one of the largest management buyouts in Finland when the acting management acquired the wire harness business operations of Nokia Johdinsarjat Oy. The company was incorporated as PK Cables and over the subsequent years continued to grow while expanding its presence globally and in 2014 PKC celebrated its 40th year in operation.

Today, PKC represents a globally recognised specialist in the manufacture of electrical distribution systems for the transportation industry. The unique expertise of PKC enables the company to maintain a position as a trusted value-adding partner for its clients. PKC has a

strong global insight and extensive experience as a preferred electrical distribution systems (EDS) and electrical cabinets supplier for leading commercial vehicles and rolling stock brands.

As the electrical architecture in commercial vehicles and in rolling stock continues to become increasingly complex, PKC offers innovative and customisable solutions in this area. Throughout a host of transport applications, PKC provides its customers with leading industry expertise through a full service package of design capabilities and delivers tailored, cost-efficient solutions for a variety of customer needs. Its comprehensive product range is comprised of components including EDS; vehicle electronics; components; wire and cable; and electrical cabinets and power packs.

In order to further develop the competitiveness and capabilities of its global manufacturing operations and to ensure successful new programme ramp-ups, PKC has recently invested into several new product introduction (NPI) centres. The new centres are located within Keila, Estonia; AcuĂąa, Mexico; and Suzhou, China. The objective of the newly established NPI centres is to ensure seamless customer program ramp-ups from the early design phase to the final, full mass production phase as well as to improve existing manufacturing processes to PKC and its customers. The development process of PKC in introducing new products includes careful execution of skilled methods in lab content; documentation and the implementation of best practice; production support for system development; plant logistics; production technology; and organisation.

Through the careful implementation of best practices and a system of continuous improvement, PKC is able to provide several competitive advantages to its clients. These include short lead times; customised solutions; low-cost tooling development; in-house capabilities; on-time delivery; and premium quality. These have allowed PKC to win several important and desirable contracts in recent months. For example, during May 2016 it was announced that the company had entered into a significant global partnership agreement with Bombardier Transportation related to electrical systems deliveries. The global partnership agreement makes PKC a strategic supplier partner to Bombardier Transportation with an opportunity to capture 40-70 per cent of Bombardier Transportation’s annual buy of electrical systems commodity. The global rolling stock electrical cabinet, powerpack and electrical distribution system market is valued at approximately ₏2 billion annually. This agreement clearly demonstrates the ability of PKC to meet

the requirements of leading transport industry operators, meaning that the company is set to remain as an important industry player well into the future.

PKC Group Plc Products: Electrical distribution systems for the transportation sector

www.pkcgroup.com

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Sherwin-Williams

Integrity

assured

Ending the ‘never ending job’ painting the Forth Rail Bridge

Celebrating its 150th anniversary, Sherwin-Williams is a globally recognised supplier of trusted and high quality paints

Celebrating 150th birthday at the NYSE

S

herwin-Williams was founded in 1866 in Cleveland, Ohio and has a long history of providing coatings for iconic structures and installations around the world. The company remains based in Cleveland to this day and presently employees some 47,000 members of staff globally with regional HQs in the UK (Manchester), China and Brazil. Throughout the business, Sherwin-Williams is entirely focused on providing its clients with the highest levels of service and market-leading quality coatings.

“We are a Coatings Company and only sell paint.

The company’s sales in 2015 were $11.3 billion and our products can be found everywhere - we make the White House white, and the Hollywood sign shine,” reveals Senior Director, Marketing & Business Development, Dave Wright. “We cover iconic structures like Tower Bridge and the Golden Gate bridge and we have ended the old adage about the ‘never-ending job’ by painting the Forth Rail bridge in a new technology that lasts for 25 years. Our paint is found on The Shard and the Burj Khalifa and we

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New powder plant in Poland

coat the desks of the French President, the Irish Taoiseach and President Putin.”

Today the company operates more than 4000 Sherwin-Williams paint stores in the Americas, and opens a new store every three days. These stores serve high-end DIY consumers as well as painting & decorating contractors. In Europe, the company is also well known for its Ronseal brand in the UK and its Altax range in Poland. The company’s current success is built on a century and a half in operation and the knowledge and dedication of its staff. During 2016 SherwinWilliams celebrates its 150th year in operation with festivities set to take place at its locations around the world. “We are extremely proud of our heritage and have celebrated throughout this year with our employees and customers,” says Wright. “There have been literally hundreds of local celebrations, focused on charity work in our communities, plus major events in Shanghai, Manchester and Orlando, where we filled a basketball arena with team members from across the continent.”

Sherwin-Williams has a history of innovation

including the development of the world’s first ready-mixed paint, the first resealable paint can, the first aerosol spray paint and it invented the paint roller. Further to its architectural and decorative paints, the company has a long heritage in coatings for industrial applications, which it today divides into three divisions comprised of protective and marine; automotive and aerospace; and product finishes. Indeed during 2016 Sherwin-Williams Protective & Marine Coatings EMEA was recognised through the Queen’s Awards for Enterprise in its innovation category for its Dura-PlateTM 301W. “This breakthrough product has unique surface, humidity and low temperature tolerant properties designed to protect assets in the harshest of environments, offering a longer painting calendar, increased efficiencies and reduced overall project costs. This new product is helping to change the face of the energy and infrastructure markets in Europe,” Wright explains. “The cost of downtime on maintenance has long been an issue in many offshore European locations, with shortened seasons for

Making the Hollywood sign shine

this combination enhances Sherwin-Williams’ position as a premier global paints and coatings provider,” Wright says. “The transaction results in an exceptional, diversified array of strong brands and technologies, accelerates Sherwin-Williams’ growth strategy by further expanding its global platform in Asia-Pacific and EMEA, and also adds new capabilities in the packaging and coil coating segments.”

With 150 years of industry experience behind it, Sherwin-Williams has proven to be a trusted and reliable player in coating solutions within many industries across the world. Over the coming years the same principles of integrity and quality that have allowed the business to reach its current enviable position, will drive the company as it continues to work with both long-standing and brand new clients. “We remain focused on our customers, delivering innovative coatings solutions that improve the beauty and performance of the products they coat, while

providing operational and environmental benefits as well. In the medium term we expect to continue to expand, both organically and through targeted acquisitions, our technical capabilities, product lines and global footprint, to establish new growth platforms,” Wright concludes. The British Coatings Federation use a phrase; ‘the coatings industry is the most looked at, but most over-looked industry.’ We want to continue to supply some of the world’s top companies with coatings that protect their products, enhance them, show off their beauty and ultimately help to sell more of them. I am proud every day when I see the myriad of items around us that are coated in our paint.”

Sherwin-Williams

Products: Market leading paints and coatings

www.sherwin-williams.com

coating depending on how low temperatures have fallen in winter. By working with key customers, the technical team developed a cold curing expansion of the surface and humidity tolerant epoxy technology, keeping the same broader field of applications covering its use in immersion as well as atmospheric service conditions in offshore, marine, industrial and infrastructure applications. Dura-Plate 301W offers cold curing down to 0ºC and extended re-coatability of up to six months, two important extensions of this technology reach.”

As the company grows, Sherwin-Williams will continue to develop new products while seeking further opportunities to expand its product range and industry presence. Last month it opened a new state-of-the-art powder coatings plant in Sady, Poland and during March the company announced that it had entered into a definitive agreement with Valspar under which Sherwin-Williams will acquire Valspar for $113 per share in an all cash transaction.

“Sherwin-Williams and Valspar have highly complementary paints and coatings offerings and

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Westex Carpets

Grand

designs

“W

ith our roots firmly planted in the sheep farming and textile heartland of West Yorkshire, the UK, Westex Carpets’ current contemporary approach to premium carpet manufacture draws on our industrial heritage and traditional wool industry,” begins Mark Vale, National Sales Director of Westex Carpets. “Westex was originally the concept of a master dyer who wanted to offer a wider range of colour and quality within carpet manufacture. Today, we continue to draw on and develop that legacy with two dedicated manufacturing hubs.”

Proud to supply the finest quality carpets by using only the best quality materials, Westex Carpets’ quality control centre is owner/ management controlled, while its exclusive ranges and special dye service ensures its products can be found in many discerning homes, private establishments and public spaces across the globe.

Not only using only the best wools, spinning techniques, dyeing, tufting and high quality protectors, the company also ensures quality and resilience through its two and three fold yarn; acting like a spring, the yarns offer exceptional

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Following 35 years of manufacturing premium carpets, Westex Carpets has developed a winning combination of innovation, performance and design

durability such as non-crush properties and also prevents pile reversal that isn’t due to footfall. Complementing this level of quality is the company’s range of more than 1500 options when it comes to style and colour, which means choosing a Westex carpet offers nothing but optimum customer satisfaction.

“We are a fully vertical UK manufacturing facility that has total control over all aspects of the business, from design to distribution. Along with our colour, quality, service and multi-width options to reduce wastage, we have created a winning combination that ensures an efficient and rapid delivery system to our customers,” says Mark.

Mainly trading in independent retail stores alongside the larger national groups, Westex Carpets has had to face moderately volatile markets due to the economic downturn.

However, due to its commitment to quality during the manufacture of durable, luxury and resilient 80/20 wool nylon and 100 per cent wool carpets the company has continued to succeed. “Even within this challenging market there still remains projects where the primary focus is on colour and quality as opposed to price and this is where we thrive. Opportunities in the commercial

sector are also seeing growth with recent successes and a growing number of enquiry levels shows signs of upward activity in the market,” comments Mark.

Some examples of the company’s strong capabilities in delivering the best possible product to customers include the manufacture of 3000 square metres of custom made graphic carpet for the jewellers Ernest Jones as well as its sister brands in 13 working days during the Christmas period. “We also carpeted the Queen’s stateroom and banqueting suite with our Ultima collection on the Royal Yacht Britannia and provided a special dyed velvet carpet for the Dubai airshow,” says Mark.

Benefits of choosing a Westex carpet include the company’s large range of standard colours, the superior quality of the product, which thus ensures lasting resilience, and stain resistance to keep carpets looking newer for longer. Moreover, the carpets are treated to prevent dustmites, are mothproof and all ranges are available in multiple colour matching widths.

Another notable benefit is the special dye service thanks to Westex Carpets’ extensive colour bank and dedicated dye house, which allows the company to match any colour of

colour it nearer to the point of order, but then process the small batch quickly due to machine availability.”

Having established a solid reputation in the market for premium quality solutions and a swift turnaround, Westex Carpets is to continue boosting its presence both in the UK and Europe through product launches while also driving its service and quality commitment to an even higher standard. Discussing the company’s plans for the future, Mark concludes: “We want to expand our commercial product portfolio and continue growing in the contract sector too.

Export also offers excellent opportunities for growth with the assembly of a proposed new export division to aid agents placed throughout Europe.”

Westex Carpets Products: High quality carpets

www.westexcarpets.co.uk

the clients’ choice. “This service has a minimum quantity of 40 square metres and we will provide a colour yarn pom that must meet the client’s approval before production is underway.

“We can dyematch your colour sample, be that a paint card, swatch of fabric or more unusual object’s requested to match such as a snooker ball, baby socks, and business cards – the choice is endless. Customers send us their required colour and we then send them a colour matched yarn pom for them to approve, usually within three days,” highlights Mark. “Once approved we can deliver the carpet within three weeks; competitors who also offer this service usually discuss manufacturing lead times of five to six weeks for this same service!”

Indeed, operations at Westex Carpets are based on small batch, quick turnaround with operator input on quality at all stages of manufacture. “Because of this way of manufacturing, there is a lot of machine capacity, which can mean low utilisation but a lot of product variation. This gives the choice and service that our customers demand at the premium end of the market,” explains Mark.

“However, the vertical nature of the process means we can hold the yarn in its white state and

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Woxna Graphite

Energising

S

change

peaking to Blair Way, CEO of TSXlisted Flinders Resources and Mikael Ranggard, responsible for sales and marketing at Woxna Graphite, there is a clear sense that the graphite industry in Europe and North America is on the verge of revolutionary change. Based in Central Sweden at the Woxna graphite mines, Woxna’s processing facility ran operations from 1997 to 2002, primarily servicing the traditional graphite markets of refractory bricks, for steel production, and crucible applications. However, with the steel industry in Europe in decline, falling demand for graphite saw prices plummet, and despite the acquisition by Flinders in 2011, the subsequent refurbishment and 12 months of continued operation in July 2014, the facility now exists in a state of suspended operation.

“The traditional market in Europe saw demand somewhere in the region of between 60,000 and 85,000 tonnes a year but with the steel industry’s downturn we estimate that demand dropped by at least 30 per cent,” Blair explains. “Therefore the decision was taken to put the Woxna facility into a production ready state during the summer 2015 annual maintenance shutdown. When the market conditions alter to make start up viable again it can be doen so very efficiently.”

When this will be is uncertain, but for Blair and Mikael the future of Woxna exists outside producing graphite commodities for these traditional markets and in the next stage of battery development. Possessing heat-resistant, electrical and thermal conductive, chemicalpassive and lightweight properties, graphite is a vital component in Li-ion batteries, which appear in everything from smart phones and laptops to the emerging boom of electric vehicles and static energy storage solutions. Crucially, as demand for the technology rises, as too does the need for more efficient, lightweight, higher capacity and more reliable solutions, and of course graphite availability. There is also the future application of graphene, which could revolutionise the performance of electronics in years to come.

“Because of its range of high performance properties, there are a myriad of opportunities

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As the world is on the cusp of a battery-powered revolution, Woxna Graphite is at the heart of ensuring the entire supply chain is ready to serve growing demand for high-purity graphite in a cost-effective and sustainable way

for graphite in a number of applications,” Blair continues. “However, these applications rely on value added graphite such as high purity spherical graphite, and will involve an upgrade at the existing facility to produce a wider range of products. Whilst this is relatively inexpensive and not overly complicated there is no point in entering production just yet as there are no customers in Europe producing battery cells to sell to. All battery cell manufacturers are currently based in Asia where there is already a strong presence of battery grade graphite suppliers, and whilst this is a market we would look to serve in the future we believe it is Europe and the US where the emerging market present the best opportunities.”

Elaborating on the competition in Asia, Mikael talks about the growing need for a European supplier and the challenges posed by the market’s present situation. “It is a fact that more or less 100 per cent of the world’s battery-quality graphite is produced in Asia and this is where the skills for doing so are,” he says. “However, you only have to look at the automotive industries in the US and Europe, with Tesla’s new Li-ion battery gigafactory as an example, as well as other applications like stationary energy storage, to see that demand is going to increase a lot over the coming years and it doesn’t make sense that all this high purity graphite comes only from China.

“For now the freight rate from Asia is exceptionally low, and unfortunately people are only looking at price and quality when it comes to their supply. However, the cells are heavy, dangerous and they’re still expensive to transport from Asia, when we could have a facility set up

in Europe to serve the new demands in the US and Europe. As we move forward, I hope people start to consider the environmental impact of buying from Asia as well as just price and quality.”

Giving Woxna Graphite a key advantage in the race for battery-grade graphite supply in Europe and the US are a number of factors. Firstly, the amount of graphite producers with the permits and facilities in place to create high-purity graphite is incredibly low, in fact Woxna is one of only two on the continent. Secondly, are the critical relationships it has already established with Asian experts in converting its existing facilities into one capable of producing the new type of graphite. “Other companies that are looking at this opportunity are working with European or US engineering companies that have no experience with this type of facility or process, so having this from our Chinese partners is a big plus,” Blair explains. “Combined with the infrastructure and capacity we already have in place we’re potentially two years ahead of any competitors already.”

The opportunity for Woxna Graphite then is vast. Mikael notes a variety of ongoing discussions that will help solidify the case for a highpurity graphite facility in Europe to serve new and emerging customers and industries. Blair also points out that the opportunities created by this growing need for environmentally friendly energy storage solutions do not stop at graphite production. “We have identified from speaking with many of the end users that it is not just graphite that they’re looking for, but other value added resources such as lithium,” he notes. “By Autumn 2016 we will have completed a merger with a company called Tasman Metals – another TSX listed company – to bring together two very strong assets at the same time as pursing other commodities that will serve the green energy storage market. Ultimately, it’s about becoming more than just a mining company, but one that can supply specialised, individually specified and value-added quality products to the entire supply chain, right down to the end user.”

As Mikael points out, it is an incredibly exciting time for the industry: “Something big is happening and everybody will start seeing big changes in the products they are using over the coming years. It’s extremely interesting and has the potential to impact on the world in a really positive way. It is vital then that we are able to set up a strong position in Europe to serve this trend.”

Woxna Graphite

Services: Own and operate one of Europe’s only graphite production facilities

www.flindersresources.com

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Analog Devices Inc. Having achieved global success for its silicon semi-conductor chips, manufacturer ADI is seeking to extend its product range to serve the development of the Internet of Things

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manufacturer of silicon chip semi-conductor products for over 50 years, global organisation Analog Devices Inc (ADI) has 9000 personnel driving its success as a supplier of a wide range of products to more than 100,000 clients across the world. Serving a number of markets and applications, the company has a global HQ near Boston, a manufacturing facility in the Philippines and an Irish plant in Limerick.

Established in 1976, the Irish plant employs approximately 1100 people operating in business segments such as manufacturing, design, sales and marketing, and forms one of the three main global ADI operations. Discussing the complex work undertaken by the Irish plant with Manufacturing Today Europe in August 2015, Manufacturing Operations VP Denis Doyle said: “The analogue market is a very complex specialty in the overall electronics market. We manufacture products that interface between the real physical world, by taking measurements, and the digital world, by converting those measurements into digital signals, and vice versa.”

Across its global supply chain operations, ADI delivers approximately 20,000 different types of product to its diverse customer base and processes around 750,000 orders each year.

Main markets include industrial, communications, automation, health care and consumer; this diverse spread offers an advantage to ADI to remain stable during economic fluctuations.

Notable examples of the company’s capabilities in some of these markets include the use of its MEMs accelerators for airbag deployment and the utilisation of its semi-conductor chips or radios in virtually every base station in the world; this means every mobile text, call or data usage goes through one of ADI’s devices.

With the invention of new technology that can be applied to a diverse range of markets at the heart of ADI’s operations, the company has continued its focus on the Internet of Things (IoT) since it was previously featured in Manufacturing Today Europe last year, as Denis notes: “For a manufacturing perspective we want to go into the IoT space, which offers a lot of opportunities despite causing disruption when it comes to business. To enable these opportunities we realise we need a broad suite of tools to manufacture everything from RF

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Breaking

tradition

transceivers, and actuators and most importantly sensors. In the IoT space all sensors have to be the same size, shape and cost as traditional semi-conductors, and this is where our strengths in manufacturing come to the fore.

“Because we have existing capabilities in semi-conductors and extending this range, we have used this experience to further expand our tools and clean room space while also developing strategic partnerships with both start-up and mature companies with the goal of developing a whole new range of sensors, transceivers and actuators in line with growing market demand.”

Indeed, following a major 50 million euro R&D investment programme at its campus in Raheen, Co. Limerick, ADI is further investing in a new clean room that will enable new technologies to be expanded and replaced. “It is important to have space for growth,” says Denis.

“New technologies take a long time to develop, which is why a new and flexible clean room with new tools is needed so we can prototype new equipment or products quickly. This is one of the major changes for us here at ADI since we last spoke as it will enable us to buck the trend while other traditional silicon component makers close their manufacturing facilities. To stay ahead of market demand and competition our plan is to use and expand our clean rooms, utilising the strengths of our personnel and develop our established technology to make mini sensors and actuators for IOT. There are huge opportunities for us despite the market being challenging at the moment, but if we play our strengths we will continue to grow.”

The most recent product to be launched by the company is the RadioVerse technology and design system, which provides customers with integrated transceiver technologies, a

continue to prove fruitful during this complex period of evolution, as Denis concludes: “We have gone from main frame computers to PCs, laptops and mobile phones and are now in a hugely disruptive third wave that people call the Internet of Things. In ten years’ time we will look back and say this was a great time of disruption and opportunity. Although there will be challenges, by playing to our strengths and extending beyond our traditional component business into solving broader system problems we will continue to have a positive outlook for the future.”

Analog Devices Inc. Products: Silicon semi-conductor products

www.analog.com

strong design environment and market-specific technical expertise for the client to quickly move their radio designs from concept to creation.

Unveiled in May 2016, RadioVerse is redefining radio design at the circuit, architecture, system and software levels to make integration simpler and accelerate the customer’s time-to-market.

Other recent innovations of note include MEMs switches, which are used for high frequency RF’s; by using gold, the company is manufacturing mini switches to be used in RF instrumentation and test equipment as well as other applications. To make this production possible, the plant set up an isolated clean room to prevent contamination with its silicon chip processes.

Unique in its approach to look beyond the immediate opportunities its capabilities can serve, the company’s commitment to reinventing itself through specialised technologies that aren’t available off-the-shelf anywhere else will

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Chargepoint Technology

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Renowned market leaders in powder containment and aseptic transfer valves Chargepoint Technology provides operator safety and sterility assurance for customers in the pharmaceutical, biotech, chemical and other process industries

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lthough it was formed in 2009, Chargepoint Technology Limited’s history dates as far back as 1996 when the first Chargepoint split valve was built in the UK in conjunction with Glaxo Pharmaceuticals (now GlaxoSmithKline). Previously known as Contained Transfer Coupling (CTC), the valve’s fundamental features have still been retained in the most up-to-date design today.

A common solution for contained charging/filling or discharging/dispensing of potent compounds from a wide variety of pharmaceutical and chemical process equipment such as reactors, isolators and tablet pressing equipment, the ChargePoint valve has become a pharmaceutical standard for high containment batch transfers. A key strength of the ChargePoint split valve design is its flexibility, which has enabled it to be applied within other areas of the pharmaceutical production process; these include bulk formulations and aseptic

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processes, it is also suitable for other markets such as the beverage industry.

Major milestones in the company’s history include the opening of its new inhouse manufacturing facility in 2010, which was followed one year later by the launch of the ChargePoint Bio valve. In 2012, the company won the coveted Queen’s Award for International Trade before it made the strategic decision to expand into China with an office in Hong Kong. Following this major expansion, the company pressed on with increasing its global presence with the opening of ChargePoint Inc. New Jersey Incorporated, which enabled it to have a closer relationship with clients in the US. Throughout these major developments, the company continued to focus on innovation, a move that resulted in the launch of new product ranges in 2013: Pharmasafe, Aseptisafe and AfterCare.

Today the company’s products and services are split into six divisions: ChargePoint

PharmaSafe, ChargePoint AseptiSafe, ChargePoint AfterCare, ChargeBag, ChargeBottle and Accessories. Through the manufacture of powder containment valves, PharmaSafe is able to offer the highest level of containment performance to assure the safe handling of potent API, intermediates and pharmaceutical formulations.

Also within this business segment is the ChargePoint ExtraSafe system, which provides safe dust particulate extraction in conjunction with the PharmaSafe pro-containment valve when there is no suitable air handling available.

ChargePoint AseptiSafe aseptic transfer valves, meanwhile, offer increased sterility assurance during the handling of sensitive ingredients and small components in fill/finish aseptic processing and biotech sterile API production. Key benefits of using the valves include the optimisation of product quality with increased sterility assurance, simple in process sterilisation and high containment performance for hazardous products. Additionally, the transfer valves now

and on-site services. Spare parts, consumables and accessories available include ChargeBottle rigid containers, ChargeBag flexible packaging, clamp components, storage, protection and maintenance accessories; cleaning and washing accessories and containment, handling and docking accessories. The ChargeBottle range includes products such as ChargeBottle P, small scale polypropylene containers to suit a range of specific requirements and ChargeBottle MX, pressure rated stainless steel/Alloy 22 containers that are available with optional purge connections and viewing ports to ensure maximised transfer yield.

Meanwhile, the operation and maintenance training available includes correct and safe use of the valve and basic cleaning procedures for operators, while training for maintenance personnel the services available include disassembly and reassembly of the valve, what to look for in terms of signs of excessive wear and troubleshooting.

Should a customer require ChargePoint’s services on-site, service engineers can be deployed internationally to provide customers

with a rapid response to both planned and unplanned maintenance visits. On top of this, the company offers preventative maintenance contracts that are tailored to each customer’s requirements as well as validation services such as performance qualification (PQ) testing, IQ/ QQ (Intallation Qualification/ Operational Qualification) execution and documentation and SATs (Site Acceptance Test).

Continuing with its goal of delivering optimum quality products that meet the expectations of world-leading manufacturers across the pharmaceutical, chemical, biotech and food industries, the ISO 9001 accredited company moved to new premises in June 2016 that will not only enable it to make bigger valves but also target a larger market.

Chargepoint Technology Products: Containment valves and integrated materials handling equipment

www.chargepoint.com

come with a VERIFi Intelligent Monitoring Platform.

Launched at INTERPHEX 2015, VERIFi, an intelligent monitoring platform that communicates vital equipment performance data that helps significantly enhance the reliability, safety and profitability of the facility and its final drug product, adds a new dimension to split valve equipment as it combines the highest levels of performance and reliability with unique technology. This impressive combination enables manufacturers to meet the most stringent requirements of regulatory bodies.

Once customers have invested in ChargePoint’s products, the company offers high quality AfterCare services thanks to its team of experts who work closely with clients to identify key areas that will enhance the usage of the acquired solution. On top of this, these dedicated employees offer responsive customer support, the supply of spare parts, upgrades, consumables and accessories, training

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Hayley Group

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As the UK’s largest inventory supplier, Hayley Group remains committed to its customers through innovation and service development

eople, stock and service – these are the three keys to our success,” begins John Holden, National Accounts Director at Hayley Group, which has grown to become the UK’s largest independent engineering inventory supplier since its formation 1976. “Our nationwide network of over 40 branches provides a combination of product supply and technical expertise 24 hours a day, 365 days a year, to both MRO and OEM customers. As such, we have the ability to meet both urgent demands as well as more predictable scheduled demand.”

With annual turnover of over £115 million, Hayley Group has become a market leader because of its continued focus on making the lives of its industrial clients as easy as possible when it comes to inventory management.

As appointed distributors for an increasing number of established manufacturers with international repute, the company is able to supply all types of MRO products from bearings,

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pumps and lubricants, to fasteners, drives, power transmission products and tools, as well as its own inventory management services and stores solutions.

“Inventory is perhaps the most central strength of the business, with a company-wide stockholding in excess of £27 million and each of our 40-plus stores carrying a minimum of £300,000 of stock,” John explains. “Alongside this we have a dedicated, committed and highly-experienced team of people, and our staff turnover level is less than seven per cent, meaning that our customers know who they are dealing with at both a local and national level.

Crucially, it also means that we can provide an unrivalled combination of product supply and technical expertise 24 hours a day.”

Complementing a core of standard product supply and engineering services within Hayley Group, is an exemplary responsiveness and flexibility. This is the result of an extremely flat management structure that empowers branch managers to take decisions at a local level,

eliminating unnecessary bureaucracy and time delays and allowing the company to stick to its promise of delivering whatever the customer needs within the timeframe required.

One particular service that defines the group’s ability to respond to market needs and deliver a timely and professional service is its 25,000 sq ft gearbox, motor and pump refurbishment centre, which handles everything from installation support to special design. “We are effectively able to offer a one-stop-shop approach for gear box repairs and new units and offer a comprehensive range of new gear boxes and reconditioning services,” outlines John.

“Thanks to a wealth of skilled and experienced engineers we are able to cater for any gearbox specification and our service range includes strip down, in-house and onsite repair and installation and the ability to build gearboxes from modular sub-assemblies that make 10,000 gear unit solutions from stock possible within two hours.

Hayley Group has available stockholding on this product of £3.1 million.”

However, the group is keen to continue its tradition of delivering an outstanding service to its customer and as such remains committed

to innovation and development. “We continue to work with manufacturers to indentify new innovations and ensure that our customers are kept informed of any new developments,” John highlights. “We have been selling pumps, for instance, throughout our branch network for

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Hayley Group

many years, but as one of the fastest evolving technologies in the industry, we believe we can demonstrate new cost saving technologies that customers are unaware of and bring new ideas and new practices to them that our competition are failing to fulfil.”

Furthermore, it is not just in supporting the ongoing innovation activities of its suppliers where the company is able to improve its customers’ performance, but also in the development of its own services and management processes. The most recent example of this is the Hayley SmartVend solution. “One major problem that customers have always experienced is the amount of inventory carried to ensure less downtime when breakdowns occur and the control of assets, plus the consistent availability of health and safety products to a workforce,” John describes.

“Hayley Group has developed SmartVend as a simple and affordable solution that can provide a lean and controlled flow of product to the point of use, at a total operating cost of

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just pence per hour. The technology is based on an internet appliance platform, and enables the customer to monitor and track the usage of a product, allowing for a reduction in inventory and an ability to manage assets and access health and safety products at any time. Since the introduction of this inventory solution the company has grown its sales to over £100 million and customers have enjoyed benefits such as 25 per cent reduced consumption and more immediate availability, asset control and automated ordering.”

As it moves forward, innovation, ease-ofavailability, technical expertise and energy efficiency will all remain key focal points as Hayley Group looks to improve the performance of customers in all sectors up and down the UK.

Hayley Group Services: One of the fastest growing engineering inventory suppliers in the UK

www.hayley-group.co.uk

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history Morgan might be recognised for its classic appearance, but the company’s grip on the cutting-edge of technology remains as tight as ever

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We have invested heavily into new machinery over the years and this has been part of the secret behind the success of the business – investing back into the company

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The Morgan 3 Wheeler

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aving been producing cars since 1909, the Morgan Motor Company is the oldest privately owned car manufacturer in the world. In the course of over a century the Morgan has risen to become an iconic British sports car recognised the world over for its classic looks and handcrafted build quality. Based at its site in Malvern, Worcestershire, Morgan has been producing cars in the same factory for 107 years and has eschewed modern production line methods for its own evolution of a more traditional but highly skilled and flexible coach building set up. Given this approach to manufacturing and design, it may be easy to confuse the company with one soon to be resigned to the annals of automotive history, particularly in a period that is seeing the

modern car change almost beyond recognition in a buzz of hybrid and electric technology. Yet looking beneath the time-proven surface reveals something very different.

“We still make our cars from handcrafted ash frames and make extensive use of coach building techniques, which no other manufacturer does for any other modern production vehicle,” explains Managing Director, Steve Morris.

“However, what really sets us apart is the marriage of traditional craftsmanship with modern technology across the entire range of cars we make and sell today. We’re using the very latest in cutting-edge technology for componentry and power-train systems, but underpin it with a very unique range of skill sets that have defined the Morgan icon throughout its history.”

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Morgan Motor Company The Morgan Aero 8

Avon Tyres

Avon Tyres has been established for over 100 years and is proud to supply the Morgan Motor Company. All of its tyres are designed, developed and tested in the UK. Avon offers a broad range of tyres and sizes to fit most popular vehicles on the road, from ultra high performance tyres such as the Avon ZZ5 and newly launched Avon ZX7 for high performance SUVs, to the Avon ZT5 designed for small family cars.

The company is active in over 150 motorsport championships worldwide and the technology and knowhow used in its race tyres is transferred across to its road tyre ranges.

The three-wheeler set the original stage, followed in 1936 by a four wheeled design that has remained in production ever since, and today’s model line up is a perfect illustration of the brand’s proud history. The range now includes everything from a 2011 re-launched three-wheeler, four variants of the classic four wheeler with engines ranging from a pokey1.6l four-cylinder unit to a boggling 4.8l V8, and the

fifth generation of Aero 8, which puts the brand firmly on the luxury supercar stage. It’s a range that continues to attract buyers from all corners of the world, yet keen to appeal to a more diverse segment of driving enthusiasts and take its own lead towards greener pastures, Morgan has set a clear course for the future.

In January 2016 it was announced that the British marque would lead a consortium with

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Morgan Motor Company The Morgan Plus 8

Radshape Sheet Metal Radshape Sheet Metal’s relationship with Morgan spans nearly two decades and the company is immensely proud to be a supplier to this iconic brand. Since 1999 Radshape has supplied the Aero 8 bonded chassis from its facility in Birmingham and it is believed that Morgan is only one of four automotive manufacturers in the world to embrace this technology.

Radshape’s strong customer focus has been central in becoming a major supplier to Morgan in supplying the chassis, windscreens/side screens, cowls, grilles plus other componentry across the Morgan range.

A dedicated team of commercial & innovation engineers has been able to forge strong links with its counterparts at Morgan and over the years the teams have worked together on many projects.

An on-going commitment in Apprenticeship systems has been the hallmark in ensuring that both companies continue to prosper in the future.

Radshape is extremely pleased to be part of the future growth of Morgan Motor Cars.

Delta Motorsport and Potenza Technology to benefit from £6 million of government funding to develop alternative powertrain technologies. The funding kicks off a new threeyear programme to investigate hybridisation and electrification technologies with the aim to progressively introduce hybrid options to its entire model range by 2020. “It’s a massive requirement for any automotive manufacturer to be on that treadmill towards alternative propulsion and I think you ignore these things at your peril,” Steve says. “For us, to be on this journey as a small niche player is hugely important to ensure we’re where we need to be at the right time.” The project will also look at how the firm can adapt its manufacturing capabilities to facilitate the future of hybridisation.

As a low volume car manufacturer the

emissions legislation that hounds mainstream manufacturers does not represent the same pressures for Morgan. However, Steve points out that large tax penalties can create high cost of ownership in some markets and is therefore putting potential customers off. “Where we’ve seen some shrinkage in European markets over recent years, thanks to higher taxes, a more economical and low-emissions option will help to reignite that,” he points out.

Whilst the company has been involved in alternative propulsion developments for a number of years – its been a decade since it ran its LifeCar hydrogen fuel cell programme – 2016’s Geneva Motor Show saw it take a major public step with the unveiling of the EV3 concept. Based on the three-wheeler, the EV3 replaces the petrol-powered v-twin engine with a 46kW motor and 20kWh lithium battery. “EV technology is better placed for lightweight vehicles as it can boast better battery performance the lighter the platform,” Steve highlights. “At around 500kg, the threewheeler is a really interesting vehicle to put that technology towards.” Although only a concept at this stage, the reception of the EV3 by journalists, industry leaders and Morgan owners alike has exceeded the firm’s expectations and

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Morgan Motor Company The Morgan EV3

The Morgan factory in production

has played a key role in publicising its sustainable intentions for the future.

Away from alternative power trains, in March this year Morgan announced a significant motorsport partnership with the University of Wolverhampton aimed at enhancing both the student experience and Morgan’s own future product development. “Morgan has a racing pedigree spanning our 107 years in business,” Steve explains. “From grass roots motorsport through to victories at Le Mans, we have a very rich racing history. It’s great for any manufacturer to continue this association but you have to be able to balance the costs of doing so with what you’re doing it for.”

The collaboration gives engineering students the opportunity to prepare and test two competing cars throughout the 2016 AR Motorsport Morgan Challenge Series, and offers a unique insight into Morgan’s marriage of traditional craftsmanship with modern innovation. In return, information taken from sensors and data loggers fitted to the cars will be fed back into the firm’s R&D department to inform the future development of its road cars. “We’re a people-based organisation always looking to encourage bright engineers into the automotive industry, so providing this opportunity whilst also gaining access to technical resources we never normally would is fantastic and the ongoing work is phenomenal,” expresses Steve.

Today, the Morgan remains as popular as ever.

The company’s order book is full for all models with build capacity for aluminium platform vehicles sold out for the next year. Despite continued legislation and skills challenges presenting a variety of pressures, the company’s future is full of opportunities. However, testament to its heritage any progress made will continue to uphold the traditional brand that has seen Morgan carve out a devoted niche in the market for so many years. Ultimately, whilst its eyes may be locked on the future, its feet remain firmly rooted in its history. And it is proud to be recognised for it - 30,000 visitors are still drawn to the onsite museum and experience the factory tour every year.

“We have an opportunity to carry on doing something that is different to what everybody else is doing, and making sure we do it well,” Steve expresses in conclusion. “I believe there will always be a market for Morgan cars if we do the right things and continue moving with the market’s requirements, but doing so whilst retaining our iconic shape and feel will undoubtedly remain central to the business.”

Morgan Motor Company Products: Iconic British car manufacturer

www.morgan-motor.co.uk

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BAE Systems Military Air & Information

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Operating as part of BAE Systems Group, the company’s Military Air & Information (MAI) division delivers cutting-edge military hardware and an array of associated training solutions, support and information services

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ncorporated in 1999 by the £7.7 billion merger of the UK based Marconi Electronic Systems (MES) and British Aerospace (BAe), BAE Systems today provides some of the world’s most advanced, technology-led defence, aerospace and security solutions. As a successor to some of the most iconic names to have appeared in the defence and aerospace markets, the legacy of these companies continues today through the leading edge and highly renowned technologies delivered by BAE Systems across the globe.

“BAE Systems Military Air & Information is the military aircraft division of BAE Systems and is a business that can trace its roots back to the earliest days of aviation. Throughout its history the company has grown through the acquisition of several dominating businesses including English Electric, Hawker Siddeley, Blackburn Aircraft and A.V. Roe,” explains Manufacturing Operators Director – Military Air & Information, Dave Holmes. “As of 2016 we employ circa 13,000 people at 24 sites across the UK, predominantly in Lancashire although with significant populations based on RAF bases

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and in East Yorkshire. We have leading edge expertise in the design and manufacture of fixed-wing military aircraft and training aircraft, as well as provide training, full product life support and information services for the UK RAF and other customers worldwide.”

Further to providing technically advanced and robust modern aerospace assets, BAE Systems Military Air & Information (MAI) also provides an array of defence information systems, networks and delivery platforms for a wide range of programmes that are predominantly in the military arena. BAE Systems is presently the UK’s largest manufacturing employer and the country’s most significant employer of professional engineers. The company has a proud history of implementing advanced manufacturing techniques to produce some of the world’s most efficient military equipment and is today involved with a number of major military programmes. These include its position as a key partner in the consortiums that manufacture the Eurofighter Typhoon and F-35 Lightning II combat aircraft. MAI also engineers and manufactures Hawk, an advanced jet trainer that

Wesco Aircraft

Wesco Aircraft continues to enjoy over 20 years of partnership with BAE Systems. Wesco Aircraft is embedded in all of BAE Systems military aircraft programs, offering an incredibly diverse range of products and services at their numerous locations across the globe.

Wesco Aircraft and BAE Systems have worked together over the years to develop innovative, lean supply chain solutions. The latest example of F-35 rate readiness is being approached using Wesco Aircraft’s tried and trusted ‘can do attitude’ and desire to deliver world class customer service. Wesco Aircraft focuses on the longer term, providing significant total cost of acquisition (TCA) savings to BAE Systems.

Wesco Aircraft is looking forward to working in partnership with BAE Systems for many years to come on their exciting new projects and programs. This long term relationship is a source of great pride and satisfaction for Wesco Aircraft’s employees and shareholders.

BAE Systems Ad May 2016.pdf 1 5/17/2016 2:08:17 PM

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EQUIPMEN T

LT D

Telephone - 0161 371 6130 Email: sales esqequipment.co.uk Web: www.sgequipment.co.uk

BAE Systems Military Air & Information

S.G. Equipment

SG Equipment has developed into a one-stop ground support and test equipment supplier to the aerospace industry. Whether it is manufacturing to customer’s drawings or a full design and manufacture function that is required, SG Equipment is able to comprehensively fulfil its customer’s needs. The breadth of its on-site capabilities ranging from mechanical, hydraulics and electrical assembly to ultrasonic cleaning and haberdashery manufacture with the support of a fully documented quality and inspection process, gives its customers the comfort of a true single point of contact. With over 25 years’ experience, SG Equipment is perfectly positioned to not only continue to service its existing customers but also to develop new mutually successful associations.

is presently used by 18 nations across the globe to train future jet pilots, while simultaneously taking a leading position in the development of unmanned aircraft.

“Throughout our history we have faced the challenges created by a changing manufacturing landscape and those we face today are no less real than those we have faced in the past. Our main challenges today are to ensure we provide our customers with the technology which meets their requirements within a competitive environment where cost is a major factor and bid discriminator,” Dave observes. “On the F-35 Lightning II programme for example, we are preparing for a rapid increase in production rates on the world’s biggest defence project to meet our commitments to the programme, led by US firm Lockheed Martin. F-35 Lightning II represents the UK’s ability to continue with advanced manufacturing in the future and is at the heart of our manufacturing strategy. The ten per cent workshare we have on the F-35 Lightning II programme is important in helping the UK with its deficit reduction with around 95 per cent of the work exported, helping drive real GDP growth for the UK.” Throughout its business MAI is developing

its manufacturing processes in response to the challenges generated by the production of low-volume, high technology products. The company’s continued investment and research into areas such as additive manufacturing, augmented and virtual reality and the use of robotics are just a few of the ways that MAI is ensuring that it is ready to meet the challenges for a technically demanding industry.

Furthermore, the increased presence of the business within international markets will see the requirement to extend its manufacturing footprint overseas and to facilitate the transfer of advanced production capabilities. This is exemplified by the on-going relationship between MAI and Hindustan Aeronautics Limited (HAL) in India, which licenses the manufacture of Hawk training aircraft for the Indian armed forces.

As part of its on-going programme to increase the efficiency of its manufacturing and design processes, MAI has recently opened its new Product and Process Development Centre. The centre is designed to embrace new technologies, revolutionary materials and processes to enable BAE Systems to become one of the earliest adopters of leading edge

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A&G Precision & Sons Ltd

A&G Precision and Sons Ltd are proud to have been associated with BAESYSTEMS as a supplier of precision machined components for over a quarter of a century. We currently support both their fast jet production programmes and spares support activities. A&G are a fully ISO approved supplier holding the SC21 Silver Award for 2016, and we utilise the latest CNC technology manufacturing from a wide range of metallic and non-metallic raw materials..

a flexible, modern environment allowing for better engagement with schools, as well as greater capacity for overtraining to ensure other companies in the supply chain and sector have the skills they need for the long term.

From a manufacturing perspective, the academy will have the latest equipment, including 3D printing, robotics and machining tools, which will allow our craft and technical apprentices the opportunity to develop skills using the equipment making them ‘factory-ready’ to join the workforce.”

Throughout 2016 and beyond, BAE Systems and its Military Air & Information division will continue to develop its manufacturing practices, while engaging with several high profile and demanding projects. The F-35 Lightning II for example, represents the world’s largest defence programme and has seen BAE Systems set new standards for precision manufacturing, assembly precision and the ability to deliver on its commitments to the programme. “The manufacturing and assembly expertise which we are developing on the F-35 Lightning II programme is an evolution

of techniques employed on our Eurofighter Typhoon programme,” Dave concludes. “BAE Systems is a business with a strong order book which includes some of the world’s most advanced manufacturing programmes, employing thousands of highly-skilled workers. The recent Strategic Defence and Security Review (SDSR) by the UK Government included a commitment to working to develop the next generation of unmanned combat aircraft, which led to the announcement by the UK and French government of a project to build an unmanned combat air system demonstrator.

“This contract will secure high-end engineering jobs both now and in the future.”

BAE Systems Military Air & Information

Services: Military Air & Information: advanced, technology-led defence, aerospace and security solutions

www.baesystems.com

technologies. “The New Product and Process Development Centre (NPPDC) was set up at our site in Samlesbury, Lancashire during 2015 to bring a range of capabilities from across our Military Air & Information business under one roof,” Dave elaborates. “It is a facility that covers all manufacturing activities through to assembly, including carbon fibre, and has been created to pull through new technologies and get them delivering improvements on our aircraft. Additive layer manufacturing, or 3D printing, forms the centrepiece of this facility with a number of machines able to produce parts using a variety of different manufacturing techniques, which have gone on to inform and develop the way we work to ensure we are as efficient and effective as possible.”

While advanced technology is naturally a vital component in the development of the very latest military-grade hardware and communication technology, BAE-MAI is keenly aware that it is the company’s people and engineering competence that enables it to maintain a leading market position and that will allow it to continue to do so well into the future.

As such, the company has invested £15 million into the development of a new BAE training facility.

“The new Academy is scheduled to open in September 2016, to coincide with the arrival of the latest cohort of apprentices and early careers employees, and is presently under construction,” Dave outlines. “It will provide

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Customer

Burnside Eurocyl

focus

One of the leading suppliers of hydraulic cylinders in Europe, Burnside Eurocyl is proud of its commitment to consistent high quality

H

aving celebrated four decades in business in 2014, today Burnside Eurocyl remains part of the Burnside group of companies, which was founded by the four Byrne brothers in 1974. It began by providing general engineering products and services for local industry, but as Anthony Byrne, Joint Managing Director explained after the first two years the decision was made to concentrate on the production of hydraulic cylinders. “We believed there was a market for these products, as there were some local companies producing equipment such as front end loaders for tractors, but there was no local manufacturer of cylinders in Ireland. At first we just supplied the local market requirements, but soon afterwards we began supplying to Northern Ireland and then to the UK,” he noted.

Further to this successful expansion, Burnside Eurocyl made the decision to enter the mainland European market, with a focus on Germany. “We had great success in the German market over the first few years and we went on to supply customers in almost all countries in Europe,” added Anthony. “In the past few years we have been very successful in gaining other markets in various segments and areas, and as a result we are now shipping cylinders around the world including to the US, Canada, India and China and as far away as New Zealand and Australia.”

The products exported to these countries include double acting, displacement, single acting, telescopic, double ended and sensor and positioning cylinders. They are all manufactured at Burnside Eurocyl’s purpose-built facility, which is situated on a 20,000m2 site in Carlow, southeast Ireland. “We are strongly focused on the production of high quality cylinders for the mobile machinery market, especially construction machinery,” Anthony highlighted. “We supply direct to customers which are all original equipment manufacturers (OEMs), many of which are the leading companies in the world in their field. Our client list includes Doosan, JCB, Komatsu, Kubota, Niftylift, VOLVO, The Wirtgen Group, Thwaites, and Wacker Neuson among many others.”

As Burnside Eurocyl is dealing with some of

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“

We have established a reputation for providing a fast, reliable service all the way from the start of the process to the customer’s assembly line and we work hard to ensure we only produce the best quality products to best-in-class production standards

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the best-known brands in engineering, it has to maintain very high standards of excellence across all departments – as a result, its production facilities offer only the best in systems and personnel. A customer focused cellular manufacturing system allows the team to focus directly on customers’ exact requirements, and continuous investment in modern CNC machinery and robotic manipulation helps keep products competitively priced and reliable.

Part of this strategy included a significant new factory expansion, and as Anthony noted, this will enable an increase in production of around 20 per cent. “We have recently extended our facility to approximately 100,000 sq ft, which will enable us to install more state-of-the-art production methods including robotic handling.

It will also allow us to increase our output substantially to over 5000 cylinders per week, and it will also allow us to offer a greater range of cylinders including larger types than we could handle up to now,” he confirmed.

“We are also now supplying many cylinders with added technology such as electronic sensors, which have become very popular in the market place

Burnside Eurocyl

over the last number of years. This development will allow us to expand into some sectors of the market where we believe we can increase our market share substantially.”

This kind of new product evolution is the result of a dedicated research and development (R&D) department. Staffed by skilled engineers, this team keeps a close eye on trends in the industry and enables Burnside Eurocyl to research and design prototypes with confidence and purpose.

“We also provide a full design service for all our customers, and over 90 per cent of all our products have been designed in-house,” added Anthony. “Clients can benefit from our employees’ years of experience in the design of all types of cylinders for various types of application, and R&D and the continual launch of innovative new products are essential parts of our plans for the future.”

Going forward, Burnside Eurocyl aims to continue on its growth path over the coming years, with plans for expansion into new geographical areas and other sectors of the market worldwide.

But supporting this strategy will be its dedication to maintaining superlative levels of production quality and service. “Our main strengths are our highly committed and qualified staff and our highly advanced production facilities,” stated Anthony.

“We have established a reputation for providing a fast, reliable service all the way from the start of the process to the customer’s assembly line and we work hard to ensure we only produce the best quality products to best-in-class production standards.

“After over 40 years in business we are still a family owned company with the second generation now fulfilling many of the main roles in management. We believe this also gives our customers confidence in the continuation of our commitment to them in the long-term.”

Burnside Eurocyl Services: Manufactures hydraulic cylinders for a range of markets

www.burnside-eurocyl.com

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Metrodecker provincial specification

Optare Group

Metrocity provincial specification

Delivering the buses of the

Sydney Airport Tempo

Mercedes-Benz Powertrain Mercedes-Benz Powertrain offers outperforming and individual engineered aggregates – engine systems, transmission systems and axles – providing OEMs with the highest durability and proven Mercedes-Benz quality. The advanced technology results in very smooth running characteristics, low weight and superior fuel efficiency to compose an unbeatable powertrain. For more than 15 years, MercedesBenz Powertrain has been delivering over 3.500 engines to Optare. As Optare’s reliable partner for the future, Mercedes-Benz Powertrain is excited to supply the industry leading 4 cylinder OM 934 Euro 6 engine for the Metrodecker bus.

Eberspächer UK

Eberspacher UK are pleased to support Optare and have worked with them for many years designing and supplying bespoke heating and air conditioning systems for both single and double decker variants. Demist units, supplementary diesel fuelled heaters, driver cab and whole bus air conditioning systems have been engineered into the current range of Optare models, including the latest Metrodecker for customers at home and abroad.

Looking to the future, as a leading manufacturer of heaters for electric vehicles, Eberspacher electric heaters are now fitted on the pure electric EV range of Optare vehicles.

future

With over 100 years of industry knowledge, the Optare Group utilises a century of expertise and the latest technologies in bus design and manufacturing to deliver the vehicles of today and tomorrow

F

rom its production base located in Sherburn-in-Elmet near Leeds, the Optare Group (Optare) operates as part of the Hinduja Group through its parent, Ashok Leyland – a company ranked within the top four global bus manufacturers. Although the roots of the business date back to the formation of the Leyland Motor Company during 1907, Optare itself was founded in 1985 following a management buyout of the Charles H Roe body building factory in Cross Gates, Leeds.

Throughout the subsequent years, Optare has introduced several iconic vehicle designs including the Excel, Solo, Solo SR and Versa models. During 2008 the Darwen Group acquired the business with Ashok Leyland acquiring 25 per cent of the business in 2010

and increasing its stake to a controlling share in 2012.

As Optare has continued to grow it has gained a reputation as a leading player in the design and manufacture of buses. During 2011 the then Minister of Transport, Norman Baker officially commissioned the company’s current manufacturing plant in Sherburn-in-Elmet and by 2012 Optare had celebrated the production of its 10,000th vehicle. During 2012 the company also introduced its Metrocity bus, which was followed by the introduction of the prototype of its Metrodecker double deck bus in 2014.

These achievements have placed Optare at the core of innovation and design for the wider Ashok Leyland organisation. “We have listened to the voice of the loyal Optare customers and are delighted to support Optare’s evolution and

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Optare Group

long term commitment to the bus industry,” says Ashok Leyland Senior Vice President Global Bus, Thyagarajan Venkataraman. “Ashok Leyland and Optare’s new management team have aspirations for Optare to become our ‘Global Centre of Excellence’ for buses.”

Optare products are currently sold worldwide, 95 per cent of its buses are sold to the UK market, and the remainder purchased by customers across New Zealand, Australia, the Middle East, Europe and South Africa.

Each of the vehicles that are designed and ultimately manufactured by Optare are based on the fundamental principles of innovation and lowest whole life cost. The innovative, light weight, modular design of Optare vehicles ensure maximum kerb appeal and incorporate environmentally aware low-carbon options. To ensure a low lifetime cost for each vehicle, both simplicity and ease of maintenance are at the heart of Optare’s innovative designs. Optare also believes that extended warranties and professional aftercare are important in reducing whole life costs.This philosophy has contributed to Optare to retaining its position within a highly competitive market.

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“2015 saw growth in the UK bus market, however the first quarter of 2016 saw a slight decrease in demand.

Twelve to16 tonne single deck and double deck buses dominate UK sales and this is therefore the most attractive market segment in terms of growth and size. The UK bus market is highly competitive, with a focus on fuel efficiency moving away from heavy weight single decks. Optare’s lightweight design presents an obvious advantage in these market conditions,” elaborates Optare Group President, Graham Belgum. “There is also planned growth in electric vehicles (EVs) not only in UK, but across Europe, the Middle East, India and Oceania. As the leading bus manufacturer in this area with over 100 operational EVs we see huge opportunities for us in the future.”

Although Optare has taken an early lead in the development of EVs, the demand for EVs and other low emission buses as well as £30 million in Office for Low Emission Vehicles (OLEV) funding will further drive the

Solo EV

demand for low carbon solutions between 2016 and 2018. “Optare electric vehicles were independently verified by TfL in January 2016 as some of the most efficient vehicles in London.

Optare vehicles were found to be using an average of 1.2kWh per mile, while other electric buses in the capital were using an average of 2kWh per mile,” Graham explains. “However the challenge set by TfL and operators has always been to achieve a whole day’s operating range with little or no need for opportunity charging throughout the day. Optare have taken on the challenge to improve the range of their vehicles and recent development work has increased the range of a Solo electric bus by 50 per cent

Metrocity EV Tfl specification

without compromising the passenger capacity of the vehicle.”

During the coming months the company will continue to solidify its place in the market through the development of its Metrodecker and EV buses as the key trends in modern transport solutions, which will take Optare and its clients into the future. “Double deck buses account for around 40-45 per cent of the market and we expect this market to increase to around 50 per cent in the next five years. This is a sector that Optare has been absent from for the last ten years and we see the Metrodecker as an opportunity to grow our share of the market. The operators we have spoken with have welcomed a further player in the double deck market, which they believe can only lead to more choice and better overall products,” Graham concludes.

“We will continue to focus on introducing production of the Metrodecker and further improvements in our EV range including the development of a fully electric Metrodecker.

We hope this will enable us to increase our market share both within the UK and globally.”

Metrodecker Tfl specification

Optare Group Products: Bus design and manufacturing

www.optare.com

Dynamic ideas.

Unique solutions.

Our vision is to create sustainable coatings solutions for you and your Commercial Vehicle business.

We partner with Optare to deliver optimized processes, increased energy HIÀ FLHQF\ DQG PDWHULDO VDYLQJV WR PD[LPL]H SURGXFWLYLW\ DQG SURÀ WDELOLW\ www.sikkenscv.com

Commercial Vehicle Coatings Dynamic ideas. Unique solutions.

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European Springs and Pressings

Poised for

success

European Springs and Pressings Ltd represents the exceptional quality, highly innovative and strong service that continues to define British manufacturing

Spring window displays at Liberty of London

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irst established back in 1948 and existing under several names throughout its evolution, European Springs and Pressings Ltd has grown to become a leading expert in the field of spring manufacturing and high speed press technology. As part of the Swedish Lesjöfors Group since 2007 the company now operates from three sites across the UK in London, Cornwall and Yorkshire, and under the new group it has grown from strength to strength. At the time of the acquisition the business was turning over around £5.5m but today this figure has risen to over £16.5m.

“We are quite unique in comparison to other UK spring and pressing manufacturers in that we cover a whole variety of disciplines,” begins MD, Stuart McSheehy. “We have stamping, coiling, multislide, heavy coiling, high speed stamping and assembly facilities, as well as both high and low volume production capabilities.” Regarding its capacity range, the company is capable of

manufacturing tension, torsion and compression springs with diameters ranging from 0.1mm to 26mm, pressings and multislides up to 130 tonnes and an unlimited design spectrum of wire forms. Serving clients from major blue chip manufacturers right down to specialist niche companies, European Springs and Pressings is active in numerous sectors such as electronics, automotive, aerospace and construction, to name but a few.

“I believe what really sets us apart is our ability to take our customers’ ideas and concepts and engineer them into reality, ready for both low and high volume production,” Stuart continues. “This is all about keeping it personal, listening to their needs and using our combined skill sets, and some of the very best manufacturing technologies available, to solve their problems and meet their demands. We also have access to 23 other manufacturing companies within our parent group, which helps massively in delivering a complete range of products and services to our clients.”

Based across the three sites, European Springs

and Pressings boasts a catalogue stock of over 12,000 individual standard products such as disc springs, gas springs and circlips and, thanks to ongoing R&D relationships with its clients, is currently running between 30-40 new products through its facilities every month, either on a short or long term production programme.

Thanks to an extensive range of machinery, and state-of-the-art design facilities, the company is able to deliver one-off prototyping services right up to full-scale serial production. At its peak capacity it is able to produce over three million components every hour. This is supported by a stock of over 600 tonnes of raw material to ensure it is able to react to all production and service demands from its clients.

Such an unrivalled capacity has resulted in a company that is quick to react and is highly flexible to the needs of its customers and a continuous investment programme enables the factory to maintain this service. “We’re always developing new products with our clients and major partners and we’ll often invest in new pieces of machinery to enable us to satisfy

Stainless Band

Stainless Band is a leading supplier of stainless coil processed products serving many sectors including the automotive, building and oil and gas industries throughout the world. Its processing facility has the latest production and testing equipment and supplies stainless steel coil, oscillating/bobbin wound, polishing and slit blanks in a range of grades, thicknesses and widths. A multi-lingual team is always on hand to assist customers with advice, costs and delivery schedules.

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European Springs and Pressings

Stuart McSheehy, MD European Springs and Pressings, London

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their changing demands,” explains Stuart. “For instance, we’ve just invested in a new WIM-20 heavy gauge coiler for our Cornwall site, which took the spring diameter capability up to 26mm from 16mm based on demands from both the construction and oil and gas industries. In London, we’ve recently put a new 50 tonne

Bruderer high-speed press into operation and have invested in a Wafios FMU-4 machine for large wire forms.”

However, it doesn’t matter how much money is invested in new tools, without the strength of its people, European Springs and Pressings would fall short of the success it has grown accustomed to. “It’s the attitude of the people and the way they approach strong and flexible relationships with our clients that allows us to operate in such a technically demanding and agile way,” Stuart adds. “This was particularly evident in a project recently completed for our client James and Taylor who were supplying the anti-climb zone façade for the Tate Modern. We had been working with them a few years ago on some corbel clip samples for the project but, this year, they came to us with a new design needing a turnaround time of about a week to ensure they were able to deliver their programme on time. Thanks to the dedication of both our material suppliers and our staff, we were able to complete the order very quickly and meet their demands.”

When it comes to remaining successful,

Manufacturing at European Springs and Pressings

Michael Gibbs, MD European Springs and Pressings, Cornwall

European Springs and Pressings’ commitment to flexible operations and the maintaining of relationships with its clients, is essential in securing sustainable, long-term growth. Stuart emphasises the importance of this longterm future, noting that establishing strong partnerships and large-volume production runs are key to maintaining a profitable business well into the future.

In considering the company’s future, Stuart reflects on the current situation. “The market is very buoyant for us at the moment as we follow the positive trends set by many of our clients.

“The UK is very strong in low to medium volume, quick turnaround and innovative manufacturing and engineering, and we need to ensure we can support and reinforce this as we move forward. Therefore, steady and sustainable growth, whilst maintaining close partnerships with our customers, will define the coming months and years as we look to become the most respected springs and pressings supplier in the UK.”

European Springs and Pressings Products: Specialist manufacturers of springs and pressings

www.europeansprings.com

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Nico Manufacturing Ltd

Locking in

growth Nico Manufacturing’s approach to innovation and investment sees it well on course to becoming a global market leader

Telescopic Shootbolt

Seciurity Espag

F

irst founded in Velbert, Germany, in 1874 and moving to Letchworth, England, in 1932, Nico Manufacturing has evolved over the years into a key player amongst the world’s lock and hinge developers. As one of the world’s longest established hinge manufacturers, the company’s heritage lies in metal work, but innovation has ensured it continues to offer high quality and market leading hinge, locking and window hardware solutions across the globe.

From its present site in Clacton-on-Sea, where it has been since 1959, Nico’s products are available worldwide through distributors and fabricators, as well as directly from the business.

“The site in Clacton is a self-contained manufacturing facility, which, with subcontracting kept to a minimum, is capable of handling all aspects of production from initial design, diecasting, plastic mould injection, electroplating and assembly, through to packaging, warehousing and

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dispatch,” explains Steve Dalton, the company’s Works Manager. “With a purpose-built tool room and eight full time toolmakers, all press, die-cast and mould tools are also manufactured in-house.

“All of these processes are carried out by an extremely knowledgeable, long-standing and dedicated workforce, the result of which means that we can work with our customers in the design and/or modification of new and existing products. Consequently, we can manufacture the best products in exceptionally short lead-times.

This capacity, coupled with an unprecedented drive towards outstanding quality – which is assured by full ISO 9001 accreditation – and customer service is the background to our continued success.”

In 2015, this internal strength, combined with the continual improvement of manufacturing processes including lean and automated methods, led Nico to achieve its best profit

Grade 10 Butt Hinge

figures ever recorded. A highly focused sales team and the ongoing introduction of new and innovative products also played an integral role in the one-stop-shop for cost effective and quality products continuing this successful growth trajectory.

A look at recent activity on the innovation

front only serves to demonstrate this continual push to deliver such a service to the market. Most notable is the launch of a new quick fit, high performance window locking system called Security Espagnolette. “The Nico Security Espagnolette and striker is a system that is exceptionally strong and easy to fit,” Steve explains. “It is ideal for both flush fit and a wide range of window styles. It has a double cam lock design, which locates into a steel striker to provide a smooth and secure locking, and meets the requirements of PAS024 as a critical component. Crucially, this product has been endurance tested over a 30,000-duty cycle in the Nico Test Centre. To further the success of this system a retractable version is currently in development for an expected launch in latesummer 2016.”

Recent months have also seen Nico bring to market the Telescopic Shootbolt system, which is designed specifically for strength and reliability. Built to the most exacting standards

to provide an effective, secure locking system and a smooth closing action, the unique and patent-applied for telescopic design results in no cropping and great time savings in fitting. “Steel shootbolts have adjustable throws, meaning they can lock into robust, profile specific keeps, with mushroom cams providing additional strength and weatherseal compression adjustment,” outlines Steve. “With fewer components, stockholding of parts is reduced.”

Keen to ensure the future of Nico resembles the same growth and development that has defined its history up until now, the company, which is currently one of the area’s main contributors to full-time employment with over 140 personnel, is committed to investing in its people. Full training is given to all non-skilled employees whilst continual investment sees employees’ potential consistently developed.

Parallel to this, the firm is also no stranger to upgrading its facilities, made evident with the recent purchase of new power press, diecasting and tool making machinery.

Maintaining this level of investment is absolutely critical if Nico wants to remain

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Nico Manufacturing Ltd

Loadpro 4915 3D Adjustable Door Hinge

KTS Wire

KTS Wire Ltd, part of the Suzuki Garphyttan Group of companies, has over 60 years’ experience in the manufacture and supply of specialised flat, shaped and round wires to customers in the UK and overseas. KTS produces wires in low carbon, high carbon and low alloy steel grades in various finished conditions including oil hardened and tempered.

KTS is proud to be an approved supplier of flat wires to Nico Manufacturing for the production of multilock and espagnolette parts.

Security Butt Hinge

competitive in what is a challenging market space. “Far-east competition, global recession and a slow building market have created big pressures over recent years. However, by simply focusing on producing innovative, quality, cost effective products, coupled with unprecedented customer service and ongoing investment, we are confident of continued success,” Steve expresses. “We have long recognised a requirement to embrace new technological and modern automated methods of manufacturing in order to stay ahead of competition, yet this is extremely challenging in the current market where equipment costs far outweigh the benefits, particularly for SMEs budgets. When it comes to equipment, and indeed staffing, the Government need to recognise that today’s SMEs are tomorrow’s major companies and that their growth is vital for the UK’s future economy.

Therefore, it needs to start seriously investing in it.”

Despite his concerns however, Steve still remains positive about the business as he looks ahead. Expanding Nico’s export footprint with new opportunities in Europe and Central America, the launch of two new products over the next 12 months, and the continued investment into its operations and people are all defining features of this vision. “Of course, concentration on further manufacturing efficiency and automation will also be central to growing the business to develop the brand into a recognised market leader over the coming years,” he concludes.

Nico Manufacturing Ltd Products: Design and manufacture hinges, fittings and window hardware

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Bibby Scientific Ltd

Equipped for

success With five industry-leading brands under its portfolio, Bibby Scientific is at the forefront of laboratory equipment around the world

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O

ver the years, Bibby Scientific has grown to become one of the world’s largest broad based manufacturers of laboratory products, providing internationally recognised brands with reputations for product quality and high performance. Under five famous brand names, Bibby Scientific supplies an extensive range of top quality lab equipment and products, and its range of benchtop science equipment is the largest offering available on the market. The five brands comprise Stuart, Techne, Jenway, Electrothermal and PCR Max. Stuart provides a complete range of highly specialised equipment such as blood tube rotators, colony counters, hotplates, hybridisation ovens, rockers, shakers, stirrers and water purification systems. Committed to innovation across its range of brands and products, Bibby recently launched the new SMP50 automatic melting point system under the Stuart brand.

The SMP50 incorporates high-resolution video technology combined with an intelligent melt algorithm to determine the melting point of up to three samples, simultaneously and automatically.

This addition can be trusted to measure sample melting points automatically, through monitoring

and identifying small changes in the sample. Its accurate and reliable capabilities save valuable time and labour for scientists whilst conforming to Pharmacopeia and GLP standards.

“Stuart has been instrumental in making the automatic melting point a commonplace piece of laboratory equipment,” says Jackie Taylor, Product and Marketing Communications Manager at Bibby Scientific. “The new SMP50 is built on cuttingedge, intelligent technology that fully automates melting point measurements in a simple, compact and user-friendly unit that’s suitable for labs of all sizes.”

Other recent additions to the Stuart range include the SA6 Vortex Mixer, a robust, die cast construction vortex mixer featuring a sophisticated inbuilt counterbalance system as well as a suction cup to prevent any walking issues often associated with budget vortex mixers. The SA6’s mixing speed ranges from 2500 to 4500 rpm making it suitable for a range of applications.

Techne, meanwhile, is a world leader in the manufacture of temperature control equipment, including water baths, Dri-block heaters and molecular biology products such as hybridisation incubators and thermal cyclers. Chief amongst

Techne’s most recent product launches is the revolutionary new Prime Pro 48, which offers enhanced qPCR performance, whilst maintaining ease of use for a wide range of applications.

The new system offers greater accuracy and higher quality data and sets novel standards of performance, simplicity and versatility. With 400 associated qPCR detection kits, the Prime Pro 48 can cover applications spanning everything from veterinary and clinical to food and biohazard testing. The system uses an economical 48-well PCR plate, which is simple and fast to set up. Its smaller size and patented block technology also help to deliver the highest thermal uniformity of any block-based qPCR system on the market. This, combined with fast ramping means researchers are able to save money and reduce waste of precious DNA template while increasing throughput.

Jenway offers an extensive range of analytical instrumentation such as electrochemistry products, spectrophotometers, flame photometers and colorimeters. Earlier in 2016, Bibby announced the launch of two new portable pH meters, models 550 and 570, under the Jenway brand, both designed to be used in field to perform accurate measurements, thus

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Bibby Scientific Ltd removing the need to take samples back to the laboratory. The 550 model is a general-purpose portable meter that displays both the temperaturecompensated pH readings and temperature, whilst the 570 measures pH, mV and temperature, and is completely waterproof. “Bibby Scientific is committed to providing reliable and high quality products, and these new portable pH meters will complement Jenway’s comprehensive range of application-specific electrodes and consumables,” comments Becky Underwood, Product Manager at the company.

Next up is the Electrothermal brand, market leaders in heating mantle design and manufacture. Focused predominantly on heating control systems, Electrothermal supplies a range of products including electromantels, reaction stations and histology products. One figurehead of the brand’s offering to the market is the Integrity 10 reaction station, which enables the user to conduct ten different reactions simultaneously within the same reaction unit, each reaction being conducted in its own cell, at its own individual temperature and stir rate. With a temperature range of -30°C to 150°C and a stir rate of 350rpm to 1200rpm, the highly accurate Integrity 10 has proven itself as an excellent tool for establishing ideal process conditions.

The final brand represented under the Bibby group is PCR Max, which offers a range of real time PCR instrumentation and end point thermal cyclers, along with an expanding range of lyophilised real time molecular diagnostic test kits. With nearly 20 years’ experience developing PCR systems for applications around the world, the PCR Max brand is able to serve a number of different needs with its range of Alpha, Delta, Eco, Lambda and Gamma products.

It is clear that as Bibby’s portfolio of globally leading brands grows, its values of innovation, high quality products and market-driven service will remain absolutely central to its strategy. It is these values that have provided the company with the international reputation upon which its historic success is founded and holding on to these will be just as key as it moves forward.

Bibby Scientific Ltd Products: Specialise in a range of benchtop laboratory equipment and high quality lab supplies

www.bibby-scientific.com

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Powder Systems Ltd

PSL assembly

The process of

success Internationally renowned for its approach to innovation and technical excellence, Powder Systems Ltd is at the cutting edge of process development in the pharmaceutical industry

The PSL team

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ince it was first founded in 1989, Powder Systems Ltd (PSL) has grown to become one of the world’s leading equipment suppliers into the pharmaceutical and chemical industries. Based on a constant drive for innovation and quality excellence, the award-winning manufacturer provides high-end technology with process development expertise to the pharmaceutical, biopharmaceutical, chemical and laboratory sectors. PSL has long been regarded as a pioneer for designing and engineering bespoke advanced filtration, drying and high containment powder handling solutions for a number of blue-chip clients and applications across the globe.

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MSR awards

PSL UK

“

Amanda Pitcher at the Young Professional Awards 2016

Today, with seven international offices strategically placed to best serve its clients, in addition to its headquarters in Liverpool, UK, PSL can boast an expanding portfolio in excess of 1200 installations. “Our strength lies in the fact that we design and manufacture quality and innovative equipment that is based on a clear understanding of the customers’ specific process requirements,” begins MD, Amanda Pitcher. “Instead of just delivering products off the shelf, we talk to the customer, look at their floor space, their application and their working environment and use our knowledge and existing engineering concepts to create the best solution for them. We’re certainly not at the lower end of the spectrum when it comes to cost, but it is in service, customer relationships and expertise where we excel.”

Indeed, it is exactly this approach that has enabled PSL to establish a sure foothold in markets all around the world. Amanda notes that the pharmaceutical industry is unique in the way it moves and evolves with major acquisitions and relocations commonplace on the global stage. The company’s ability to flex, follow and appeal to new and existing clients as this flows has been key to it now sitting on an

average 95 per cent export level.

“This ever changing environment of course causes challenges but it’s ultimately positive for us, as many moves require customers to replace or upgrade equipment, and it takes us into new markets that we never had a route into before,” she says.

“Having such high export levels does mean we have to deal with lots of different countries legislation, engineering standards, import rules, taxes and so on, but we’ve had nearly 30 years of doing it so we are very good at adapting and making sure we can overcome these hurdles to take advantage of new opportunities. We’re also very good at building strong personal relationships, so as high level employees move to new countries or companies we are often able to generate new business accordingly.”

Further to robust relationships taking PSL around the world, its ability to innovate is also a major factor for its international success, with new products and developments catching the attention of new markets all the time. The most recent example of internationally acclaimed innovation in the pharmaceutical industry is the firm’s filtration and drying solution for microsphere technology. “There is a lot of work going into a new drug delivery technique where microspheres can be injected into the bloodstream with a time release,” Amanda explains. “These are being formulated for a whole range of conditions and we have been working for a number of years on developing a microsphere refiner to support its development and production. Over the last three to four

Our strength lies in the fact that we design and manufacture quality and innovative equipment that is based on a clear understanding of the customers’ specific process requirements

years this has ramped up to a full product range and has involved a constant process of development and upgrading as we learn about new customers’ requirements.”

Supporting this ongoing development is an equally strong relationship between PSL and its supply chain. Amanda explains that whilst the company carries out all of the design, detailing and technical assembly, it relies heavily on outsourced expertise for fabrication. “It is important, therefore, that as we move forward we help our suppliers to move forward as well and inform them of the steps that we’re taking in our new designs and so on,” she says. “It’s also key that we remain open to new suppliers who can bring innovative products and materials of their own that can help us to advance.”

Such is the innovative and global success of PSL that in 2016 it was awarded two prestigious Queen’s Awards for Enterprise in Innovation and International Trade. “To win one would have been wonderful, to win two was out of this world,” comments Amanda.

“The difference between the Queen’s award and other UK awards that we have won is that it is internationally recognised and supports our high-end quality image around the world.

The effect is internal as well, as our staff are very excited and proud to have achieved this together.”

However, winning the accolades is only a small integral part of the foundation for PSL’s future growth and success. Keen to expand its global presence and international expertise even further, the company is currently setting up a Center of Process Excellence (C.O.P.E.) in Pennsylvania, USA, to work on the front-end

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Powder Systems Ltd

PSL dispensary isolator

of process development in the pharmaceutical industry. Working closely with industry experts, C.O.P.E. has been set up as an independent entity, transforming PSL into a group, and creating a new stream of both profitability and reputation.

“On top of this expansion, we are also working on a number of new innovations and solutions behind the scenes, which we hope to launch over the coming months and years, creating more opportunities for growth and development,” Amanda highlights on a closing note. “Ultimately, we want to ensure we can sustain the positive growth that we have seen over the last couple of years and to keep building on that – everything we are doing at the moment will help us achieve this.”

Powder Systems Ltd Products: Specialise in providing a full range of filtration, drying and high containment powder handling solutions

www.powdersystems.com

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JS Burgess Engineering Ltd

Dragon’s

approval

Entrepreneurial spirit and a keen commitment to both supplier and customer relationships means that JS Burgess Engineering is currently on a strong growth trajectory

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tillage manufacturer, JS Burgess Engineering Ltd had been established for about ten years when husband and wife, Jonathan and Thea Patoff purchased the business in 2004. Without any engineering knowledge but with a wealth of commercial experience and success behind them having already grown and sold a number of very profitable businesses, Jonathan immediately recognised the potential in Burgess Engineering.

By applying good business practice, focusing on a number of niche industries and working hard to build a dedicated work force, the business soon began to grow into what is one of the largest stillage manufacturers in the UK today.

Burgess Engineering today supplies over 40,000 stillages per year into a number of key industries including the automotive, and aluminium and plastic profile sectors. Known as a relationship-supplier it has developed a reputation for quality, service and price with a number of large well known blue-chip customers – all of whom return year on year and some actually integrating Burgess into their production processes. Some names include Jaguar-Land Rover, Jewson, Magnox, Network Rail and Toyota.

A recent Customer Satisfaction Survey carried out as part of the ISO9001 annual review showed that Burgess scored consistently above 95 per cent for product quality and range, service and communication.

In 2015 Burgess purchased adjacent factory buildings and also surrounding land from United Utilities, which enabled it to increase production to meet the

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JS Burgess Engineering Ltd

believes this investment is a clear indication of its commitment to the future prospects for UK companies; supporting UK based suppliers is also testament to this. Part of JS Burgess’ success can be attributed to choosing the right supplier as it looks for reliability, service and also quality of products. Be it a steel stockholder, a component or consumable supplier or a transport company, once they prove themselves and meet expectations, Burgess is happy to be a loyal customer and share success with them long into the future.

It is Jonathan and Thea’s intention to continue to grow its manufacturing output from its base within the High Peaks for many years still to come.

ever-increasing demand for stillages and also continue the expansion programme Jonathan had planned for the business.

“Much has happened in the last 12 months for Burgess and it’s been an exciting year for us,” explains Jonathan. “Being well known for the quality of the products we make and the service we provide, our customers have become extremely loyal over the years, which has meant demand for production has increased enormously. We were only too aware of our lengthening lead times and the pressure it was putting on our customers, so when the opportunity presented itself to purchase the factory next door we jumped at it!

“Purchasing additional land was also a key piece in the jigsaw and it has enabled us to increase our yard and storage space, having a very positive impact on our production capacity. In addition, we have invested heavily in new equipment plant and machinery, including new FLTs, cranes, band-saws and also a new hi-tech spray plant facility.”

Continued growth has enabled Burgess to take on extra staff both in the office and welders, painters and labourers on the shop floor. In addition it is looking to employ new, dedicated CAD designers to aid the expediency of order enquiries, processing and fulfilment, key elements to facilitate the company’s continued growth.

JS Burgess is one of the few firms with the ability to fund, project-manage, manufacture and deliver such large production runs within this field. The company was even recently commended by Dragons Den’s Theo Paphitis in recognition of its commitment to growth and quality.

Burgess is very proud to be a British manufacturer and

JS Burgess Engineering Ltd Products: The UK’s largest independent manufacturer of stillages and associate products

www.jsburgess.co.uk

ADS Precision Ltd

ADS Precision Ltd is a family-owned company specialising in all forms of metal cutting throughout the UK. With years of experience and extensive technical expertise its aim is to help customers reduce their cost per cut and improve their overall efficiency. ADS offers the complete package – saws, blades, servicing, spares and in house production cutting. ADS is proud to have been a supplier of saws and saw blades to JS Burgess Engineering Ltd for over ten years.

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Keltech

A trusted

partner

Despite challenging market conditions, Keltech has increased its market share by 20 per cent over the last 12 months and is now recognised as one of the top contract-manufacturing partners in its industry. Interested to find out more about just how Keltech has bucked the market trend to submit impressive growth numbers, we met with Seamus Lawlor, Keltech Business Development Manager and Ray Breen; Keltech Founder and Managing Director

H

aving experienced predominately positive growth since its inception in 1987, Ireland-based Keltech, originally Kel-Tech Engineering, has established a strong position in the market next to major players in the Original Equipment Manufacturers (OEM) industry. With cut, fold, weld, pretreatment, painting and final assembly facilities all under one roof at its 90,000 square foot plant in Waterford, Ireland, Keltech offers a one-stop-shop to its customers. Its core offering can be split into four ‘sweetspots’: Acoustic enclosures with fuel integrated bases; integrated fuel and hydraulic tanks; overhead guards & integrated cabins; and Telecommunications enclosures.

Keltech has continued to enhance its services and strengthen its presence in the market through a number of strategic developments since previously being featured in Manufacturing Today Europe in September 2015. For example, over the last nine months the company has further increased its focus on sustainability through the promotion of lean manufacturing principles, a decision that has resulted in three

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senior members of management achieving 1st class honors in a two year Masters Programme in Lean Practice at the Waterford Institute of Technology. “In fact, our three members of staff were so successful and passionate about the programme they are regularly asked to go back and lecture at the institute,” explains Ray. “Firm in our belief that continuous improvement of people, processes and plant results in the achievement of business objectives, our ongoing training and the development of employees ensures we retain a competitive edge in the market place,” Ray continues.

In line with these developments the company has undergone a rebranding programme, which involved a change of name from Kel-Tech Engineering to Keltech as well as a new, clearer website for customers to use. “We have also adopted a new slogan: ‘You sell great products, we build and deliver them!’ The reasons behind the change in logo, slogan and style of our website is due to our strategic decision to expand into contract manufacturing for the OEM market.

These developments have gained great traction both with new and existing customers,” says Ray.

“A major driver in the current growth spurt experienced by Keltech is our supply of fuel and hydraulic tanks,” Seamus adds. “Both new and existing OEM customers have really latched onto the considerable value Keltech can offer through our tank supply. We have produced tanks here at Keltech for almost 20 years now,” he continues.

“In 2013, having carried out considerable market research we identified a changing need in relation to tanks. Tanks must now be supplied to the highest standards of internal cleanliness.

“Both fuel and hydraulic systems have become increasingly sensitive to contamination.

For example many of our customers have implemented Tier 4 engine systems; the fuel system has changed to a common rail to produce greater power, efficiency, and cleaner operation than prior types of diesel fuel injection systems.

“Our research found that one key to accomplishing these gains is the common rail system, but these operate at pressures around four times that of traditional systems and with much tighter part clearances and tolerances. Owing to these tighter tolerances any contaminants that enter the fuel system have the

ability to cause damage to devastating effect,” Seamus explains.

The tank was a primary area of concern for OEM’s when reviewing how to ensure fuel and hydraulic systems were contaminant free. Due to the manufacturing process there was plenty of opportunity for foreign bodies to develop within the tank that if left in situ could hamper performance during early machine operation.

Keltech took a 360 degree stepped approach to the project Ray recalls. All elements were reviewed: “We chose to work with unscaled base material specially sourced at Sebden steels - our

valued partner for over 20 years - the cutting process was analysed, SOP’s drawn up in the tank fabrication cell, which included constant consideration of the tank internal walls, and while these all helped but still we felt there was more we could do.”

Keltech took the decision that post its painting process it needed to implement a final ‘catch all’ internal tank cleaning station. Working in partnership with its chemicals supplier Chemetall it developed an anti-corrosive treatment formula that could be used to wash out the tanks. After several trials the team found a pressurised

power ball system that could rotate and jet the chemicals at pressure at all internal tank wall surfaces for a sustained period of time. The liquid is then drained off and with it any harmful contaminants are removed. After that Keltech fits all final fit furniture to the tank such as filters, gauges, caps etc and block off any remaining ports meaning the tank is now fully sealed and ready for transport. This process of manufacture now gives the OEM the utmost confidence to directly fit a Keltech tank safe in the knowledge that harmful contaminants have been removed.

Keltech’s tank output has doubled in the past

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Keltech

18 months and the company is now producing almost 400 tanks a week for its diverse OEM customer base in Ireland the UK and Europe.

Seamus adds that new customers have benefited greatly from Keltech’s knowledge in the area of tank cleanliness. “On many occasions over the past year and half we have not only seamlessly taken over supply of their tank demand but at the early stages of project we have assisted in design support in relation to existing tanks making modifications to ensure the utmost cleanliness standards are reached,” he says.

MP Filtri Ltd

When Keltech were selected by a major international OEM to manufacturer their tanks, we were asked to support Keltech in getting the tanks to a high level of cleanliness. We work closely together on contamination control and with our extensive range, our relationship has grown. We have assisted Keltech in their tank design with our Computational Fluid Dynamics software ensuring that each design utilises the maximum amount of tank space to provide cool, clean oil to the pumps. We wish Keltech success in the future and look forward to working with them on new projects for many years to come..

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Over just the last two months Keltech has, through the above-described process, achieved a tank cleanliness standard specification set out by a major yellow goods OEM based in the UK with a view to beginning supply in early 2017. With a growing strong pipeline of work related to the tanks side of Keltech’s business the future is bright.

With a new look and enhanced services, Keltech is optimistic despite the sluggish market, as Ray concludes: “It is our goal to further embrace lean manufacturing methodology and to increase sales throughout the company by 20 per cent year on year until 2020. Although

the market is expected to remain at the same level over the coming years, we have ambitions to continue growing through our concentration on our expert areas.”

Keltech Products: Acoustic Enclosures, Tanks, Cabins & Over-head guards and Telecommunications enclosures

www.keltech.ie

on

The heat is “

We pride ourselves on being one of the few incinerator manufacturers that carry a large stock of finished product; this gives us a competitive advantage

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ormed in 2004 by Founder and Chairman Vincent Ferguson, Inciner8 swiftly generated demand from the animal by product, medical and general municipal waste streams. “Inciner8 manufactures waste incinerators for animal waste, medical waste and industrial/ general waste. We also manufacture waste to energy equipment. I set the business up after leaving a livestock equipment company with the original plan of selling incinerators to livestock farmers for fallen stock. The business quickly developed over the years into the medical waste sector and latterly into general and small municipal waste. We have been

i8-1000 flagship model

Inciner8

Inciner8 has developed a strong global reputation for its superior product portfolio of incinerators for all applications in the waste management industry

lucky enough to supply the likes of the British FCO, American Government and military, United Nations and Red Cross to name a few governments and aid organisations we have worked with,” begins Vincent.

“We pride ourselves on being one of the few incinerator manufacturers that carry a large stock of finished product; this gives us a competitive advantage. Furthermore, in 2012 we invested in a new manufacturing plant when we acquired a sheet metal business in Southport; this strategic development has doubled our output,” he continues.

Having supplied 172 countries across the globe, the company is established in Africa, Eastern Europe, South America, India and Russia and is growing its presence in areas such as North America, the UK and China. An integral part of this impressive growth is Inciner8’s impeccable track record for supplying high quality standard models as well as a bespoke service for specialist markets and requirements, which thus ensures it can fully cater for the needs of clients in this growing industry.

On top of this, the company realises the importance of environmental awareness in waste management operations and strives to understand deliver the best possible solutions based on each country’s regulations and standards; a commitment that has been enhanced recently through its range of products that deliver an extensive range of pollution control systems and heat recovery options.

Proud of its ongoing success and the strong reputation of its brand, Inciner8 believes new product development and listening to customers will further enhance its position on a global stage. “We have recently developed the world’s first fully mobile human crematorium,” says Vincent. “This is primarily for aid organisations as and when the need arises. We are also releasing our first Waste to Energy (WTE) incinerator that produces electricity and hot water; this will be the first of its kind on small/medium scale incinerators. This innovative solution was developed through strategic partnerships and uses a patented low energy machine. Most solutions are large scale and static, whereas our

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Inciner8 Containerised cremation unit in situ

A recent project for an Aid agency

Double Queen’s Award Winners 2016: Inciner8 have won two of the highest accolades awarded to any businesses in the UK in recognition of our exports & innovation

latest model can be completely containerised for quick setup and operation around the world.”

Outside of the funeral industry, human incineration is performed through the utilisation of mobile cremation units; designed to burn a human body in 60-90 minutes, these faster cremation cycles and the ‘hot hearth’ design can help save on fuel in situations where it may be necessary to perform more than one cremation a day. Self-contained and easy-tomove, the mobile cremation units have been designed to work in remote areas and are ideal for disease control thanks to their 700 litre fuel tank, hydraulic door operator, liquid retention still and ash collection drawer. Due to the reasons of their deployment, these mobile incinerator units offer a safe and dignified cremation process for victims of disease, war or famine.

Meanwhile, with China recently announcing it is to build 300 WTE sites in the country over the next few years, Inciner8 has been working closely with strategic partners to develop a range of relevant solutions for those who run and manage waste incineration programmes.

In recognition of Inciner8’s exports and innovation, the company won the Queen’s

Award in 2016 for the second time. Discussing this award, Vincent comments: “This is the second time we have won the Queen’s Award and I firmly believe that winning the award raises our game and creates better visibility. I am also convinced that it plays an even greater role in the international market as our Royal Family is held in high esteem… in fact, there has been a number of occasions where overseas visitors have had their photograph taken next to our Queen’s Award Certificate.”

With boosted visibility in a growing global market, Inciner8 will continue to build on its brand through the delivery of good customer service and support while also consistently developing systems and products that meet the needs of its broad client base. “The market is always challenging, but one thing that doesn’t change is the continuous increase in waste generated around the world. Our biggest ambition and challenge is to produce systems with zero emission technology. However, looking at the next 12 months our goal is to focus on the release of our first WTE incinerator as well as the cremation systems. Over the next five years, meanwhile, we will not only continue to develop WTE systems and lower emission technology, but will also aim to establish offices in two strategic locations: the US and Asia,” concludes Vincent.

Inciner8

Products: Incinerators

www.inciner8.com

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Hendry Hydraulics Ltd

Sound

investments Initially formed as a family company serving the agricultural industry with telescopic cylinders, Hendry Hydraulics Ltd has evolved into a manufacturer and global supplier of hydraulic cylinders

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endry Hydraulics Ltd’s roots date back to the transformative years of the 1960s.Mr James Hendry purchased the company in 1964. During this time the business operated solely in the manufacture of telescopic cylinders with a single employee.

After acquiring the business, Mr. Hendry saw an opportunity to supply double acting cylinders to the agricultural industry during the late 1960s and the business has continued to grow during the subsequent years. “The business has grown according to a well-controlled trajectory, allowing expansion to be managed year on year. In 1969 we moved to a new site and the business is still based at this location today.

The site now encompasses over 100,000 sq ft,” expands Managing Director, Mike Hendry. “We will be looking to further expand this site in the near future. In 2002 we also opened a second factory in Ashington, just north of Newcastle

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which is a mirror image of the Elgin plant.”

Today Hendry Hydraulics delivers an extensive line of hydraulic cylinders to a broad base of industry applications including the construction, oil and gas, automotive, agricultural, environmental, mining, forestry, access work platforms, and material handling sectors. The company works with leading UK, European and global OEM’s as well as clients seeking to make orders as small as only one or two cylinders. Furthermore, Hendry Hydraulics is proud to be associated with technical advances, and successful innovations in applied hydraulics through the delivery of both standard and bespoke designs. “We have a full design department with many years of industry experience in the design of hydraulic cylinders. We are able to offer clients both highvolume batch run orders as well as prototype and small batch work. It is important to be able to show that the company has strong

prototyping experience. This process would be the start point for larger production volumes.

We have divided the business somewhat and currently operate high, medium and low volume production sections. Throughout the business, work is undertaken by a highly skilled team of staff and apprentices,” Mike elaborates.

“We have invested heavily into new machinery over the years and this has been part of the secret behind the success of the business – investing back into the company,” he continues.

“We have more than 60 CNC machines within our factory facility where we do all of our processes in-house. Utilisation of robots within the factory allows us to undertake high volume machining and welding, as well as an automated paint line. This means that we can offer the client a turnkey manufacturing solution, from design and manufacture through to the final paint job.

We are able to offer a full package of services that is fully ISO 9001:2008 accredited.”

During the course of its history Hendry Hydraulics has continually invested back into the business, which has allowed the company to consistently grow both in terms of market presence and manufacturing capability.

Additionally Hendry Hydraulics also takes pride in employing a skilled and dedicated workforce, which represents a further investment for the business in terms of training and individual development. “During the past 30 years we have operated several apprenticeship programmes.

We are located in an area where the main industry is comprised of whisky production, farming and fishing, and there is limited access to good engineering training packages. Therefore we have traditionally had to employ a lot of inhouse training to ensure the future engineering capability of the company. Today we have a lot of staff who have been with Hendry Hydraulics for long periods of time, having begun with the business as young lads and trained as apprentices. These members of the team have been trained up through the manufacturing system and are capable of monitoring the robotic cells and high-tech CNC machine tools

Acenta Steel

Acenta is a leading UK supplier of engineering grade bar with a unique three-tier value chain.

Acenta Hot Rolled is the number one producer of sharp corner flat and square hydraulic quality bar, Acenta Bright Bar produces an unrivalled range of precision drawn and machined engineering bar, and Acenta Distribution is the UK’s leading national engineering bar stockholder.

As key supplier of engineering steels and cast iron to Hendry Hydraulics, Acenta continues to improve range, capability and service towards the hydraulics industry.

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Hendry Hydraulics Ltd

plant equipment, as we have had the required funds available, generated by and reinvested into the business,” Mike concludes. “I anticipate that while we continue to win further work, 2016 will represent a relatively flat year. We will use this time to introduce a new production scheduling system, which will take some time to implement but will allow us to start to push once market confidence returns during 2017 and 2018. We are very fortunate to have longterm relationships with several large OEMs which provides continuity and means that we seldom have to look far to know what we will be doing next. This allows us to plan our production schedule three months in advance.

This continuity gives us the opportunity to engineer the cylinder giving our customers a quality and competitive product.”

that the company employs today,” Mike details.

“We have several highly skilled manual machinists in our small batch prototype department. We are investing in in-house training, developing apprentices dividing their time between working on the job and attending college,” he continues. “While it is a significant advantage to have retained most of our employees for long periods of time, there is a danger of becoming complacent and before you know it there is a need to bring new blood into the business. I think it is quite exciting to bring new people into the company because the younger members of the team are keen and eager to learn, which is something that gives everybody a lift.”

By investing its own capital back into the business, Hendry Hydraulics has developed a strong base of core strengths ranging from modern manufacturing facilities to a well trained and skilled workforce, that will keep the

company in good stead during the rest of 2016 and beyond. “I think that one of the company’s main strengths is that we consistently continue to grow the business and have managed to fund this growth ourselves. We haven’t had to borrow any sums of money to purchase new

Hendry Hydraulics Ltd Products: Design and manufacture of hydraulic cylinders

www.hhcyl.com

John Stokes Ltd

The Directors of John Stokes Plating are pleased to have been consistently chosen by Hendry Hydraulics as their principal provider for Chromium Plating of their products for almost 20 years.

Over this period Hendry Hydraulics has grown to become one of our larger domestic accounts, for whom we are only too willing to offer, when invited, the wealth of both plating and engineering experience available from John Stokes Ltd in assisting with the development of new products and markets.

We look forward to sharing in Hendry Hydraulics continued success and development in the future.

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Spirotech-SRD

Silo assembly, built to hold mixing ingredients for a paint production company

up

Bulking

S

ince its foundation in 1979 by John Owen and Derek Wheldon, Spirotech-SRD has developed its services to be at the forefront in the bulk handling industry. Originally a small workshop focused on the production of screws and replacement flight segments for the agriculture and cement industry, the company enjoyed strong growth throughout the 1980s as the founders responded to market demand for the design and construction of bespoke conveying systems.

Providing further information on the company’s progress is Managing Director Russell Gadsby: “Having identified a gap in the market, John and Derek made the brave move to take on a mortgage and erect a purpose-built factory in St Neots, and, by the mid-1980s, had moved on to the design and build of bespoke conveying systems. The market for these goods flourished and Spirotech began to export its products across the globe to a range of markets including food, chemicals and pharmaceuticals.”

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He continues: “By the mid-1990s, Spirotech had grown to be one of the biggest and most well-respected suppliers to the bulk handling sector in the UK. This in turn led to the need for even further expansion and a move to a 40,000 square foot factory in the late 1990s; this enabled the business further room for growth.

Following these developments, Spirotech was sold to the SRD Group in early 2005; this move introduced silos and pressure vessels, along with screw conveyors, into the scope of supply and thus opened up markets for both organisations.

Since Spirotech and SRD were merged together the level of investment now exceeds £3 million, paving the way for Spirotech-SRD to maintain its place at the forefront of its market activities across the globe.”

In 2013 the ISO 9001 and ISO 14001 accredited firm made the strategic decision to open a new service, maintenance and spares division based in York, which has enabled it to offer service plans for all equipment produced as well as spare parts on a 24/7 basis. This

Spirotech-SRD Group Ltd is a global leader in the design and manufacture of equipment and machinery for handling and processing materials

segment of the business includes six wholly qualified engineers alongside a designer, engineer and an estimator that have experience in both mechanical and electrical systems. Proud to go above and beyond for its customers when it comes to sourcing obsolete items or finding a suitable replacement, Spirotech-SRD’s team will even travel globally to help set up and install bulk handling and conveying systems that have been built at its head office near Peterborough, in the UK. Additionally, engineers carry out scheduled maintenance programmes that are designed to fit in with the customer’s production schedule, which ensures disruption at their plant is kept to an absolute minimum.

Having supplied the bulk handling sector for 25 years, the company has utilised its longterm experience in finding solutions to specific challenges as well as moving and storing bulk solids and liquid wastes through its screw conveyors, tanks and bulk storage products to develop a solid reputation in the food and

ATEX compliant biomass dust screw conveyors

Spirotech-SRD pressure vessels

beverage industry. In fact, Spirotech-SRD has become one of the biggest suppliers to the bulk handling sector worldwide, with blue-chip customers including Coca-Cola, Airbus, British Sugar, Anglian Water and Shell; the latter of which being a result of the company’s expansion into the oil and gas industry.

Recent projects for the company include the delivery and installation of a 100,000 litre stainless steel water vessel for a major food producer in East Anglia. Having worked closely with the client, Spirotech-SRD ensured all aspects of the manufacture were fully taken care of before the vessel was lifted into position in early 2016. The firm has also recently been awarded a new contract with a major biscuit manufacturer and developed a stronger presence overseas with projects in locations such as India, the Philippines and Thailand.

Discussing the reasons for Spirotech-SRD’s success, Russell comments: “We believe the edge we have over our competitors comes from three core areas: the level of expertise within the business that has been generated from nearly four decades of trading; our state-of-the-art factory and machinery, and our ability to listen and understand each customer’s requirements so we can deliver the

Screw conveyors for Saudia Arabian plastics manufacturer

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right product on time and to budget. A good percentage of Spirotech’s customers have been trading with us since our doors opened nearly 40 years ago, I put this down to us offering a high quality product at competitive prices, with second-to-none aftersales.”

In addition, Spirotech-SRD was awarded accreditation from Safecontractor for its commitment to achieving excellence in health and safety in November 2015 and carries out the majority of its engineering in-house, which means customers benefit from a one-stop-shop service. For clients who require equipment quickly, the company has established the ‘RapidBuild’ programme, which allows it to offer a design and build service; it also has the capacity to almost double working time overnight thanks to the way its manufacturing systems are set up.

With an investment of £2 million put into the business over the last two years, the dynamic company is seeking out further growth as it plans to open a new service centre in York this year. By continuing to diversify its market sectors and further invest in service and maintenance,

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an area that has seen an 80 per cent increase over the last 12 months, Spirotech-SRD will be able to handle the bulk of work that is certain to come its way in the future.

Spirotech-SRD Products: Equipment and machinery for handling and processing materials

www.spirotechgroup.co.uk

NORD DRIVESYSTEMS

Nord Drivesystems is a true global supplier of full-scale, comprehensive drive solutions and is proud to be a supplier to Spirotech SRD. Its portfolio ranges from standard drives to customised solutions for demanding application requirements together with energy-efficient or explosion-protected drives. It has subsidiaries in 36 countries around the world and an extensive distribution and service network ensure minimal lead times and provide customer-oriented services wherever needed on short notice.

Silo maintenance

Millers Oils

Progress without

friction M

With close to 130 years of experience in delivering oils and fuel treatments, Millers Oils works to guarantee a smooth motoring experience

illers Oils was founded in 1887 by John Watson Miller and has since grown into a trusted independent blender of oils and fuel treatments, distributing products all over the world including the Far East, USA and South America. The company was the first to offer diesel specific engine oil for cars and continues to push boundaries to earn its place as a world leader in the technology of low friction.

“Millers Oils launched nanotechnology engine oils in 2012 and when tested against a competitor’s oil of the same viscosity, Nanodrive recorded 40 per cent lower friction at operating temperatures of 110°C, with significantly improved film strength. Millers Oils uses the expertise gained in motorsport and performance car development to ensure it remains a leader in automotive and industrial oils,” reveals Sales & Marketing Director, John Burton.

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“Millers Oils main strength is the development in leading edge technology. Originally developed for motorsport, Nanodrive has more recently been used widely in passenger cars, classic cars and in the commercial vehicle sector, reducing the friction between engine components and in turn improving component life, reducing wear and

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tear and boosting performance,” he continues.

“Nanotechnology works by using nanoparticles, which act like millions of ball bearings, smoothing out the surface roughness of metal parts used in machine components, in turn reducing friction which has a detrimental effect on machine life and productivity. Millers Oils intends to take its nanotechnology expertise and apply it to industrial applications, specifically industrial gearboxes, compressors and hydraulic systems.”

Indeed, while Millers Oils is highly active within the automotive, commercial, motorsport and classic markets providing oils and treatments for a range of passenger vehicles, the company is also present within industrial sectors. Its industrial applications vary from hydraulic oils that are used in plastic injection moulding machines to metal working fluid in metal fabrication. General industrial applications include compressor and gearbox oils used in a wide variety of sectors anything from manufacturing to mining. “Oil is all-too-often taken for granted by industry, but our experience of other sectors suggests that it can have a major contribution towards increased energy efficiency and reduced wear and tear,” details Technical Director, Martyn Mann. “The obvious place to take Nanodrive next is into industry and with many industrial companies facing a constant challenge to improve their ‘green’ credentials, the new Nanoteq range of

ultra low friction oils can make a real difference in achieving these objectives.”

The Millers Oils state-of-the-art Research and Development Centre was inaugurated during 2011 and enables the business to constantly push the boundaries of technology to create the next new product. “Our product innovation is dedicated to improving customer processes and improving efficiency. New product development is inspired from a number of sources and not just in the laboratory, however all innovation starts with rigorous testing in the R&D Centre,” John says. “Based on the successes of the Nanodrive low friction technology in motorsport applications and more recently in some classic car formulations, Millers Oils now has a number of laboratory and field trials underway. These will test compressor and gearbox oils in industrial applications to save energy consumption. Most recently a trial on a compressor saved as much as 12.75 per cent power when compared to the standard lubricant.”

Millers Oils currently manufactures out of its single site located in Brighouse, West Yorkshire. Here it has developed much of its own equipment to allow the company to be both flexible and efficient. The business aims to

be innovative in all that it does and its in-house engineering department is no exception. Millers Oils builds its own filling equipment to ensure that it is accurate, minimises waste and is very flexible, meaning that the company has total control over quality and production. This will allow the company to continue to grow its presence into new markets and applications, as John concludes: “Our aim is to extend the penetration into industrial markets, with low friction technology, and to continue our growth within the motorsport and passenger car sectors.

Our mission is to continually develop lubricants that will outperform those of our competitors for any given application. We are known for our innovation, enthusiasm and integrity and our customers can see the difference both in the products that they use and the service that they receive.”

Millers Oils Products: Oils and fuel treatments

www.millersoils.co.uk

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SAM

Moulded for

success

With over 25 years of industry experience, SAM manufactures an extensive number of MDF internal and external mouldings available in a variety of finishes including primed, unprimed, fully finished or wrapped

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SAM started its journey supplying materials to builders’ merchants within Northern Ireland and has since grown its customer base to include new territories covering the UK, Ireland and Europe

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ased in Antrim, Northern Ireland, Springfarm Architectural Mouldings Ltd. (SAM) was founded by Sam and Julienne McCrea in 1990 and today continues to operate as a family owned business.

The company was established with the core values of teamwork, integrity, respect and loyalty and has since grown from a handful of employees to 180 dedicated members of staff.

Throughout its history SAM has remained highly committed to its people, which was exemplified

in 2004 when the company became the first manufacturing business globally to achieve Investors in People Champion status. During October 2015 the team at SAM celebrated the company’s 25th year in operation, through both buoyant and challenging market conditions, throughout which the business has maintained its commitment to its core ethics.

“We have always worked to the ethos of looking after our people and we are immensely proud of our team. It is what has built this company over the years,” exclaims SAM Managing Director, Richard Holmes. “The company has enjoyed a large amount of growth during the past 25 years despite the difficult recession, which had a major impact on the industry. SAM started its journey supplying materials to builders’ merchants within Northern Ireland and has since grown its customer base to include new territories covering the UK, Ireland and Europe and new markets including picture framing and kitchen manufacturing. More recently we have formed relationships with architects, contractors, housebuilders, joinery workshops and offsite construction companies to highlight product solutions that would benefit them and their building projects.”

SAM manufactures and delivers a comprehensive range of high quality MDF internal mouldings in a wide variety of profiles available primed, unprimed, fully finished (SAM Zero) or wrapped (SAM Wrap). SAM Zero is an innovative UV gloss finish that eliminates the need for on-site painting after installation, and therefore reduces overall cost for the customer.

SAM Wrap is a cost-effective alternative to traditional wood mouldings with the added benefit of negating knots, twisting and warping.

The company also provides the marketplace with an extremely durable fibreboard (SAM Trimax) for use in external projects such as cladding, facades, fascia, soffit and decorative bargeboard. These are available in any RAL colour and are manufactured to the bespoke requirements of the customer. “Our core business is to produce primed internal MDF mouldings such as skirting board, architrave, door linings and windowboard. Our other product ranges (SAM Zero, SAM Wrap and SAM Trimax) add value for the customer, whether that is by reducing installation time and costs, minimising waste, reducing maintenance

costs or delivering an extended product guarantee,� Richard elaborates.

Whilst market conditions have been tough over recent years, SAM has continued to invest in both its people and equipment in

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SAM

“

We will be launching new products and services and targeting different markets and territories. We have worked hard to get to this stage and we are excited about what the future will bring

line with demand. During the past three years for example, the company has doubled its workforce from 90 to 180 employees and has invested more than £2 million into new factory equipment. As demand within the construction industry increased, this investment ensured SAM was still able to offer the same quality product and service to its customers.

“We have introduced a number of measures to ensure we could cope with the economic upturn such as hiring a weekend shift, meaning the factory is operational seven days per week.

We also streamlined our production flow, which improved our efficiencies,” Richard explains.

The company also recently established a New Product Development role to explore opportunities within the industry and a Marketing department to develop effective communication channels between SAM and its target markets. The first major project was the

launch of the new customer-focused company website, which allows visitors to easily navigate through the information they need. Over the coming years SAM will continue to increase its market share. “We have a five-year plan during which we intend to double the company’s turnover and increase profitability,” Richard concludes. “We will be launching new products and services and targeting different markets and territories. We have worked hard to get to this stage and we are excited about what the future will bring.”

SAM Products: The UK’s leading manufacturer of MDF mouldings

www.sammouldings.co.uk

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Servis Tyres

Increasing

momentum W hen it comes to tyres and tubes, Servis Tyres is the first brand that comes to mind in the Pakistan market, and also increasingly across the globe. With its headquarters in Gulberg Lahore, Pakistan, and manufacturing facilities in Gujrat and Muridke, Servis Tyres is able to draw on the experience and knowledge gained from a long and proven history of almost half a century in manufacturing. As a result of its passion and dynamism in the market, Servis Tyres is today regarded as a pioneer in manufacturing tyres and tubes for motorcycles, bicycles, rickshaws and other wheeled vehicles, which are used by millions of commuters throughout Pakistan and beyond.

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Representing a powerful brand falling under the wider Service Industries Limited Group, Servis Tyres is a leading global tyre and tube manufacturer based in Pakistan

Manufacturing Today Europe spoke to Muhammed Ejaz, Country Manager, Sales and Marketing, to gain some insights about how the company evolved and expanded from serving its local market to exporting across the world: “Servis Tyres is part of Service Industries Limited (SIL), a public limited company listed on the stock exchanges of Pakistan, with annual revenue of about $165 million,” he began. “Service Industries Ltd has been involved in tyre and tube manufacturing in Pakistan since 1970, and it began with bicycle tyres and tubes, venturing out to the manufacturing of motorcycle tyres and tubes back in 1990.

“We now ship our products to Asia, South America, Europe, and Africa, doubling sales every three years, and earning a fair profit for the

shareholders,” he continued. “We have a work force of over 9000 employees and millions of dollars per annum turnover, and we are growing in both domestic and international markets.”

Muhammed went on to highlight what keeps the company at the top of the marketplace: “It is our brand strategy that distinguishes us from our competitors and underpins our approach to product development,” he said. “We allocate resources to a full range of brands, and the portfolio is focused on a range of different segments in key industry areas that offer the most vigorous source of volume and profit growth.”

Throughout all of its operations, Servis Tyres is fully committed to quality, innovation and customer satisfaction, and this extends from the start of the process all the way through to the final delivery. Furthermore, while maintaining adherence to the highest benchmarks for business and financial performance, the company also observes the most demanding standards of corporate social responsibility. “Our success is due to placing a premium on quality standards and a dedication to continuous improvement,” Muhammed elaborated. “In addition to conducting our business in accordance to the

ALL WELL IND

ALL WELL IND., has established and developed long-term partnerships with many world-famous tire manufacturers since 1980.

ALL WELL has partnered SERVIS TYRES on numerous projects ranging from motorcycle tires and scooter tires to light truck tires and tubeless tires for more than 16 years.

The company provides not only the innovative machineries, but also the complete solutions from mechanical design, safety regulations, installation and commissioning to product training and site support.

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Servis Tyres

highest standards of professional excellence, Servis Tyres maintains an ongoing commitment to transparency, dialogue and respect for our clients and partners.”

It is within its state-of-the-art manufacturing operations where Servis Tyres puts its plans and strategies into action and it currently maintains a 46-acre site in Gujrat, Pakistan. The plant’s employees are committed to delivering excellence, in terms of both procedure and final production, and the factory of course utilises the very latest in advanced manufacturing equipment and procedures - there is constant investment into new technologies and machinery. “Over the last two years Servis Tyres has invested $25 million in new equipment and research and development,” stated Muhammed. “We believe in continuous improvement in our quality and this can only be ensured through constant investment.” Perfect examples of recent innovations include newly released tyres with 08 ply in motorcycle and 12 ply in rickshaw for the first time in Pakistan.

As the company prides itself on excellence in all areas of operation, it is no surprise that this approach is applied to marketing, and Servis Tyres’ latest ad campaign is a visual treat, aimed at

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capturing the essence of a fast-paced and youthful lifestyle. “We decided to take the ambitious step of producing a ‘masterpiece ad’ that is bigger and better than anything that has been done before in the Pakistan tyre industry,” explained Muhammed. “The concept of the ad is inspired by the youth of today who are passionate about living life to the fullest – a life filled with friendship and love, daring and dashing, spumed on adrenaline rush. Depicting this youth in the ad

are young bikers living a side of life that everyone desires to have.” But not only are these bikers youthful and handsome, they are also Pakistani superstars - Shaan Shahid, Hamza Ali Abbasi and Danish Taimoor! While the stars enjoy life on their motorcycles, a background score sung

by Ali Zafar adds to the look and feel and the combination has created a dramatic, eye-catching commercial that grips the viewers’ attention and has created an improved perception of Servis Tyres, as well as breaking new creative boundaries for tyre advertising.

While it is clear that the tyre side of the business is exceptionally successful in all of its approaches, it is not the only product area where SIL is a world leader. In addition to tyres, SIL also holds a position at the forefront of manufacturing leather footwear. “We have a production capability of circa 15 million pairs of shoes in this sector and more than 60 years of proven expertise,” Muhammed noted proudly. “Our in-house production process covers all aspects of the shoe manufacturing value chain and we are the largest group in Pakistan to be involved in the manufacturing and export of leather footwear.

The two facilities (Gujrat and Muridke) are equipped with state-of-the-art machinery and we recently added another facility in Colombo – Sri lanka to cater to emerging business needs and increase our footprint globally,” he added.

Through decades of hard work and dedication, Service Industries has risen to hold a top position in the business arena, and this work has been supported all the way by its visionary leadership and hardworking management team.

On the footwear side, the team is constantly creating innovative new products designed to offer comfort and style to an ever-expanding global customer base. On the tyres side, the company is always looking towards the future and as Muhammed asserted, it has a vision to become a ‘global, world-class and diversified tyre brand, which leverages its brands and its people.’ Continued global expansion is on the agenda, together with the sustained release of innovative and sophisticated products, and this means Muhammed and his team foresee a bright future for Servis Tyres. Considering the company’s solid foundation and new success that is already being seen in Asian, African, European and South American markets, their confidence and pride in this world-class business is well founded and sure to be sustained well into the future.

Servis Tyres Products: Global tyre and tube manufacturer

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Evoke

Strength of As its global blue chip clients look to roll out digital systems across the world, Evoke’s goal to become a leading supplier of interactive digital solutions looks set to become a reality

interaction W ith over 30 years in multisector product design there is no doubt that Evoke has the expertise behind it to design cutting edge and fit-for-purpose consumer products. The company experienced a management buyout in 2003 and four years later, amidst growing pressure in the UK market, a unique opportunity to diversify and refocus the business came about.

“A normal design brief came our way from a company in Manchester looking for a self-service library kiosk,” explains Technical Director, Dean Ward. “Chinese manufacturing and low costs were taking over and we had to look at other ways of diversifying, keeping afloat and exploiting new avenues. We took the brief and decided that we could manufacture the product as well. From this point on, we set up as a design

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and manufacturer and eventually dropped our traditional design consultancy services to focus purely on interactive kiosks and digital solutions including signage and video walls.”

From a team of six in 2007, the company has now grown to almost 50 people and in 2015 drove sales growth of 70 per cent, thanks to major contracts with blue chip customers like McDonald’s and JD Sports. “The digital market is very challenging and moves incredibly rapidly with new technologies and innovations entering the sector all the time,” Dean says. “However, by bringing our breadth of design expertise to the table we are well suited to help customers come up with bespoke solutions. We sit down with customers like JD Sports, McDonald’s, Debenhams or Travelodge, who want to integrate unique digital solutions into their services, and we work from a blank canvas to make sure we can

deliver this. It’s about understanding their brand, their customers’ needs and the experience they’re trying to offer, and then ensuring that we can align with that.”

Evoke’s size and structure have proven to play key roles in the success of the company over recent years. Steady growth has seen the business bring more and more talent into the organisation and now many of the skills required are held in-house. “We have designers, engineers, fabricators, software developers, assembly staff, support and installation engineers and so on,” outlines Dean. “Essentially, we are now at a point where we can manage the whole process very efficiently and this has born a great agility to turn things around very quickly. Where we are able to compete with major corporations is in our ability to react and turn around prototypes or upgrades in a matter of days. This is something that our major customers hold in high regard.”

Having a lean and highly flexible manufacturing facility has also helped to support this core strength. Evoke has moved several times to keep up with increased demand, but its own state-of-the-art production scheduling system affords it the visibility to assign projects in a lean and efficient process. Regular training and support is given to employees to ensure that workspaces remain as flexible as possible, as products from tablet-sized systems to five-metre video walls are assembled. Also contributing towards a lean manufacturing process is a strong supplier network of fabricators and engineering services. “Out-sourcing these services means that we don’t have our own machinery sitting around doing nothing when they’re not needed,” Dean points out. “This allows us to remain flexible and our supply partners bring a whole range of specialities to what we can achieve.”

Being able to perform with such flexibility is essential for Evoke in serving its customers in the best possible way. “Many of our customers are highly innovative, they are ahead of the curve and they want to be using the latest technology to remain a leader in their market,” says Dean. “They expect the same from us so it is vital that we can stay tuned in to the key technology trends in the market and understand the changing needs of their customers.

Offering a digital experience in store is becoming a new way of attracting people into stores. It is allowing shops, hotels, restaurants, and so on, to become more lean, to scale down their operations into a smaller footprint, but still offer a wider range of products and services to their customers.

There are lots of opportunities for technology to develop this interaction

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Evoke

and we need to be able to remain at the leading edge in helping people adopt it.”

The last 18 months for Evoke have seen it do just that. A key contract with McDonald’s to design and supply self-service kiosks to its restaurants has arguably been a game changer.

“We had to almost double our capacity over night when we won the contract and it has helped us to look internally to strengthen our processes and to build a better business,” Dean

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continues. “McDonald’s is a fantastic reference to have, and along with our work with JD Sports, which has also taken off over the last 12 months as they expand across Europe, we are now in a great position to offer some really innovative solutions to the market. Another big client, Bibliotheca, a library systems integrator, have just merged with 3M Library systems and are also looking at global implementation, so is another boost in activity for us.”

It truly is a strong position that Evoke has been able to solidify thanks to an array of flexible and cutting edge expertise. Dean remains aware that challenges from ever changing technological innovations will always put pressure on the company, but is confident that by continuing to expand across the world and into different sectors the business will be able to strengthen itself against them. As such, Evoke is targeting continued growth of around 50 to 60 per cent over 2016, which will be supported by continued improvements in its production facilities and internal competencies. ”There are lots of opportunities for a whole range of sectors to adopt digital technology to interact with their customers in new ways,” he concludes. “Going out to attract new customers, whilst continuing to deliver more to existing ones is key, and we will ensure to deliver this by working closely with them and driving even more innovation into the sector.”

Evoke Products: Award-winning designer and manufacturer of interactive kiosks and digital systems

www.evoke-creative.com

Alkor Draka

Vinyl

collection Alkor Draka’s commitment to customer service, quality and sustainability marks it as a leader in vinyl products as well as other substrates, around the world

I

n 2015, Alkor Draka celebrated its 50th anniversary of producing high quality vinyl films for numerous industries around the world. Operating out of two plants, Enkhuizen in Holland and Liancourt in France, the company serves a range of industries from stationary, medical and technical, to customised films for the graphics, decorative and tapes markets.

The mission of the Enkhuizen plant is: ‘we craft unlimited solutions with foil to encourage innovation!’

Quality comes first in everything the business does, from product design and production through to sales and supply, and is geared towards the highest standards in accordance with ISO 9001 accreditation. To facilitate this, Alkor Draka’s long history has been consistently defined by upgrades and developments within its ultramodern production facilities. Equipped to handle a full range of services such as rewinding, slitting, printing and laminating, the company offers a large range of flexible products upwards of 60 microns thick. Strict process controls are also operated in order to meet exact customer specifications demonstrating an

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Alkor Draka

exemplary level of reliability within the sector.

Not only are the production facilities constantly upgraded but also the ERP system is renewed. The new QAD system ensures that the productivity is maximised by automating different company processes.

“Our major markets remain to be in the UK and Germany,” explains Alkor Draka’s COO Pieter de Graaff. “However, we are a truly global company, exporting to around 65 countries around the world. At present, with stable market conditions a general feature, we are seeing very good business prospects in Eastern Europe, North and Latin America and also in the Middle East.” Supporting this international spread, the business operates a strong strategic distribution network around the world. A multi-lingual sales department also ensures that the company can deliver the best possible service to customers wherever they are based.

“Another particular strength that helps to maintain this global reputation of quality and reliability is the fact that, whilst we are predominantly an industrial company supplying by container load to major clients, we also keep a large stock availability in warehouses across key markets,” outlines Pieter. “We keep about 400 separate product lines with different designs and different colours and can supply by the roll if needed. This is very valued by our stationary and promotional sector customers who are often working to turn their own projects around quickly. Therefore, it is important that we can

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provide a flexible, reactive and fast service to support them in the best way possible.”

Operating within the plastics industry, Alkor Draka currently represents a demonstrable commitment to sustainability, and as such is a member of VinylPlus. VinylPlus is a renewed ten-year voluntary commitment of the European PVC industry, which builds on the progress made by its predecessor, Vinyl 2010. The organisation is set up to create a long-term sustainability framework for the entire PVC value chain in Europe and aims to realise the following vision: ‘PVC is a preferred material in terms of quality, value and environmental safety. It helps others to reach their sustainability goals and is seen as a safe material providing convenience, comfort and high social value as well as having good sustainability credentials.

This has been achieved by leadership and commitment from the industry, itself working with others in an open and honest way.’

One of the core forces being driven by the organisation is the recycling of vinyl products and implementing this into its operations has been a clear strategy of Alkor Draka over recent years. Today, supporting both the recycling and the creation of recyclable products is one of the business’ top priorities. The company recycles both its internal waste, by intercepting waste during the production process, and (where possible) waste from customers, which can be shredded and reused in production. Of course, ensuring that long-term recyclability is designed

into any products produced by Alkor Draka is also a core part of the firm’s activity.

The company is also part of a significant multiyear agreement with the Dutch government to reduce energy consumption every year and Alkor Draka has implemented a number of initiatives to help reduce the emissions of CO2 within its operations. Beyond sustainability practices, the company also plays a responsible role in supporting local communities and has helped implement projects such as the renovation of an iconic and historic monument in Enkhuizen. The Drommedaris is a cultural centre, which had to be adapted to modern access, safety, comfort, durability and usability standards.

Responsibility towards its local communities, the environment and its customers will remain a defining feature of Alkor Draka as it moves forward. Pieter highlights that market conditions in Europe are particularly favourable, and focusing on developing markets like decoration, tape and clear vinyl film will attract specific efforts over the coming months and years.

Innovation and expansion will also continue in order to remain flexible in line with changing customer demands as the industry looks towards the future.

Alkor Draka Products: Specialist manufacturer of flexible vinyl films and other substrates for a broad range of applications

www.alkordraka.com

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WEISS Spindeltechnologie

A digital

revolution With a solid background of industry experience, WEISS Spindeltechnologie GmbH represents a state-of-the-art company specialising in high precision spindle units that are applied in turning, milling and grinding applications

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EISS Spindeltechnologie GmbH (WEISS) was incorporated in 1993 when Siegfried Weiss founded the company with just 77 employees. Over the subsequent years the business steadily increased its market share with a growing presence in both the US and Europe. As WEISS forged ahead on a path of further expansion, the company reached a major milestone in its development when Siemens AG (Siemens Digital Factory Group, DF) acquired a majority interest in the business during 2001.

Today, WEISS continues to operate as a market leader in the manufacture of high precision spindle units that are applied in turning, milling and grinding applications from its headquarters in Schweinfurt, Bavaria and its production centre in Maroldsweisach, in the district of Haßberge in Bavaria. Furthermore, the company maintains a strong global presence with repair and service centres across the US, Brazil, the UK, Spain, Italy, Germany, Turkey, Russia, India and China.

“We are producers of highly customised motor spindles for all manner of cutting technologies; by focusing on providing tailored solutions for the machine tool industry’s evolving requirements we have become one of the technology leaders in this field,” elaborates Claus-Peter Lehnert, CEO of WEISS Spindeltechnologie GmbH. “Not only do we manufacture the spindles, here in our production facility in Germany, we also offer

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a global service to ensure our customers can receive maintenance, repairs or new bearings in close proximity to their location. As such, our operations are under two business segments, GSS – Global Spindle Solutions, which is our spindle solutions brand, and SWSS, Siemens WEISS Spindle Service, our spindle service brand.”

WEISS was last profiled by Manufacturing Today Europe in August 2015, during which time Claus discussed the development some of new standardised items in conjunction with the company’s tailor-made spindles. In March 2015 for example, the company showcased its hybrid range of spindles that were developed for the Asian market at the Timtos 2015 exhibition in Taipei, Taiwan. The new 132-spindle design has an A63 interface and delivers a torque of up to 140 Nm and boasts a maximum speed of 3000 min-1. Especially designed for machines that process steel components and are capable of heavy cutting, the hybrid series is an economic alternative to indirect spindle drive solutions.

During the following months, the company’s pioneering range of standardised and bespoke spindles has allowed WEISS to increase its presence within the Asian regian.

“We have recently intensified our sales in China and won a significant order from a Chinese machine tool company for grinding spindles, which will require hundreds of spindles for a project in the area,” Claus says. “We took the decision to intensify our sales activities in China because we see the region as a strong future market. Today conventional and mechanical spindles, which are driven by a belt and the main spindle motor, dominate the spindle market in China. However, during April 2016 I attended the CCMT trade fair in Shanghai and left the event with a feeling that there that it is a shift in the Chinese machine tool industry and that now there is a bigger opportunity for sophisticated spindles and motor spindles in that market.”

While the market in China may show signs of a future shift to more complicated and technically demanding manufacturing techniques, the export market to the region currently remains depressed due to the slowdown of the Chinese economy.

Although the drop in trade with China has had a marked impact on growth opportunities within a range of industry sectors, WEISS has compensated for reduced trade with Chinese clients by securing new clients throughout Europe. Therefore, while trading conditions have not allowed for large advances in the growth of the business, WEISS has been able to remain

both competitive and buoyant as the company continues to develop new technologies and practices in anticipation of an upshot in the global market in the near future.

As WEISS continues to develop greater manufacturing efficiencies, the company has taken an early lead in the introduction of increased digitalisation within the precision spindle and machine tool market. The integration of digital technology during the production process, allows information relating to the operation of spindles to be observed and collected, offering clients the opportunity to monitor and enhance their manufacturing practices. “We have introduced the WEISS Spindle Sensor Module SMI24, which facilitates spindle commissioning, reduces the amount of hardware required for the integration of spindle signals into control systems and displays spindle state information on the human machine interface. The SINUMERIK integrated spindle monitor (ISM) can be used to access additional information on spindle state and data on spindle use via HMI screens,” Claus explains. “This data can be transferred to an external cloud or server by the end user. Where a client wants to ensure the further protection of their data, information

can be transferred to an internal server and can be available for analysis without leaving the company.”

During the coming years WEISS will focus on the development of its digitalisation technology in co-operation with its colleagues within the wider Siemens Group. This will enhance the service offering provided by the company as it looks to strengthen its presence in various global markets.

“We formed new collaborations in Turkey and Spain during 2015, but are increasingly interested in Russia while China represents the main market for the repair and service sector,” Claus concludes.

“We aim to extend our network of service partners or third party service providers to make our network more dense. In Russia and China for example, we would like to open new spindle repair centres during the next 12 months, as well as in other countries.”

WEISS Spindeltechnologie Products: High precision spindle units

www.weissgmbh.de

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Twin Disc

Power to

perform Twin Disc’s innovation has been driving world-class performance across multiple sectors for nearly 100 years

S

ince 1918 four generations of the Batten family have seen Twin Disc grow into the world leader it is today. Founded originally with the introduction of the first twin disc clutch for farm tractors and, later, construction equipment, ensuing years saw it develop into marine transmissions, industrial torque converters and other products for a host of industries. Today the company is a leading player across the world in numerous sectors, predominantly supplying the marine, off-highway and military industries with heavy-duty off-highway power transmission equipment.

At present, North America represents the company’s biggest market, with the EMEA and Asia/Pacific regions also contributing significant sales volumes. With such an international spread, Twin Disc approaches the market with a ‘think global, act local’ strategy, which sees it engage with its customers with a wealth of market, product and application expertise. As customers in a variety of sectors continue to face unique challenges everyday, a problem-solving attitude defines the way the company’s employees react and capitalise on market opportunities. As a

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result, Twin Disc now has a reputation around the world, which builds on a long history of collaboration and engineering excellence.

Implementing this global strategy was a key success for 2015, which saw an organisational restructure to better manage its international operations. In the company’s 2015 report, CEO John H. Batten explains the shift: “We have implemented a global organisational structure to centralise key functions and better harness our strong, local presence with processes that increase speed to market and enhance responsiveness to clients. Engineering, sales, marketing, operations and product service are now aligned around a global structure that better positions us to collaborate with our customers, deliver complex solutions and ensure exceptional product quality and worldwide support.”

Over the last year numerous solutions have been delivered to clients across a number of sectors that perfectly demonstrate the level of engineering expertise and service afforded to its customers by Twin Disc. In the pleasure craft sector, for instance, the business recently worked closely with the owner of a 61-foot Maritimo M58 Cruising motoryacht to improve slow-

speed control. The company equipped the vessel with an Express Joystick System (EJS), Express Positioning and Quickshift transmission, in a package that allows exceptional slow speed control for easy manoeuvrability in any direction during dock and tight situations. Express positioning adds an even higher degree of control helping the yacht to maintain a fixed position in a canal’s current or whilst waiting for a bridge or lock to open. The Quickshift transmission ensures the vessel handles smoothly without lurches and couples perfectly with the fingertip movement control of Twin Disc’s EJS technology.

Continuing to deliver marine systems to a more heavy-duty commercial setting has also been the focus of much attention over recent years.

Working with Penguin International, which produces high-speed commercial vessels for a variety of offshore duties such as crew transfer, cargo transport, platform security and emergency evacuations, Twin Disc has delivered robust and reliable solutions, in a simple and cost effective manner. The firm consistently delivers customised transmission and propulsion solutions to ensure Penguin’s vessels perform at desired speed, comply with its high standards for quality and reliability and help it meet the escalating demand for crew boats on a timely basis. For nearly a decade Twin Disc has supplied transmission systems to the majority of Penguin’s mid-sized Flex crew boats, attesting to its ability to deliver on promises and to quickly resolve emerging issues.

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Twin Disc

In an industrial setting the company has recently been able to develop an innovative remote power take-off (PTO) solution for Entech Industries – a manufacturer of high performance dust collectors.

The client is currently fieldtesting Twin Disc’s RO-211 Remote Over Centre PTO for one of its large, trailer-mounted applications. The RO-211 leverages a patent-pending design to remotely engage the PTO’s over-centre mechanism via an electronic control.

Crucially, Twin Disc’s solution takes the guesswork out of a complex equation, greatly minimising the potential for operator error and costly downtime.

Also on the ground, Twin Disc has been working in collaboration with Rosenbauer to develop a unique solution for its Panther fire truck. The Panther is widely considered as bestin-class for Aircraft Rescue Fire fighting (ARFF), thanks to its speed, safety and outstanding fire fighting performance, all of which are essential to responding to airport disasters around the world. Significantly, the Panther makes use of a sophisticated Twin Disc transmission system with an engine-mounted torque converter, six-speed TD61-1179 or eight-speed TAD81-4001 powershift transmission, and the advanced TDEC-500 electronic control system. This innovative system allows the Panther to be driven and use the fire pump at the same time, eliminating the need for a second engine.

Whilst only a small portion of work, these examples perfectly demonstrate the way in which Twin Disc listens carefully to its clients’ needs and tailors specific solutions and packages to match their exact requirements. That it is able to deliver crucial performance to some of the world’s sector-leading products is testament to the apex position it has been able to acquire over years of hard work, innovation and business development.

Whilst the ongoing global oil crisis noticeably choked expected performance levels for Twin Disc in 2015, successfully continuing to deliver this unrivalled service has kept the company at the top of its market. In his annual statement, John Batten reports that whilst the early half of the 2016 financial year may mirror the latter half of 2015, he does expect the recent strategic changes to start generating results by the second half of the year.

However, it is an echo of his father and thirdgeneration leader, Michael Batten’s vision that aptly sums up Twin Disc’s direction as it moves forward: “My father was fond of saying that life is 3D; you have to see it from everyone’s perspective to really understand where you are and where you are going. That explains why at Twin Disc, we believe that our best ideas come from listening to our customers. The road ahead will be demanding, but we are clearly on the right course to build a brighter future for our customers, our employees and our shareholders.”

Twin Disc Products: World leader in manufacturing and distributing power transmission equipment

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Avnet Embedded

Totally

connected Avnet Embedded EMEA offers customised hardware and software solutions including services to help clients at all stages of their technology lifecycle

P

art of the multi-billion dollar turnover Avnet group, Avnet Embedded serves leading industrial equipment and device manufacturers who need to develop better and smarter devices for their end customers. The company is able to provide advice and technical support on every step of the journey from concept to production and by working in partnership with a wide range of world-class suppliers, it can advise on products and components to provide a fast and secure development path.

Brian Stack, Director of OEM Enterprise at Avnet Embedded EMEA added: “Avnet Embedded is uniquely placed within the Avnet organisation with access to offer the full portfolio for products from the Edge to the Enterprise to our OEM customers across the globe.”

Following the advice stage, Avnet Embedded has the capabilities to offer end-to-end services stretching all the way from concept to actualisation – this enables clients to focus on their core competencies at the same time as accelerating their time-to-market. A major part of this process is Avnet’s Integrated Services provision, which helps clients to grow their revenue by expanding their offerings and enhancing customer service. As an outsourcing partner, Avnet makes it easy for customers to provide services that go beyond the design and development of technology to include a wider range of offerings, including installation, troubleshooting, preventive maintenance, project management, technical training and managed services. In addition to expanding market reach, Avnet’s advanced services automatically level the playing field for a business when competing against larger market players with significant

in-house capabilities. Whether clients require a single customised solution or a volume offering for thousands of customers, they can rely on Avnet to put its expertise, skills and resources to work to deliver the highest-quality solution – quickly, accurately and cost effectively.

The services give customers access to Avnet’s Global Solutions Centres (see graphic overleaf) – a facility that enables the Integration Services team to build and ship over 57,000 units annually and meet integration requests of any scope and scale quickly and effectively.

With other benefits on offer including targeted project teams, proven best practices, a consultative approach, integrated supply chain management and quality assurance, it is obvious that Avnet’s Integrated Services enable clients to deliver more complete solutions to their customers while generating renewable revenue for their business.

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Services

Solutions

Technology

Design anywhere, build anywhere Tailored OEM Solutions with Hewlett Packard Enterprise and Avnet Embedded Your Benefits

Why Avnet Embedded

• Product Lifecycle

Avnet’s competitive advantage is our ability to launch a customer anywhere in the value stream and seamlessly offer more upstream and downstream value anywhere in the world efficiently, reliably and with confidence.

• Product and Platform Stability • Customised Solutions • Global Business • Ded�cated Resources

Avnet Embedded UK For more information, please contact us at avnet_oem.uk@avnet.com or call us at +44 (0)7557 851868. www.avnet-embedded.eu

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Avnet Embedded

The products available from Avnet Embedded fall into five categories: Computing, Displays, Server & Storage Solutions, Printers, Wireless & Embedded Software. There is an extraordinary range of products offered within these sectors, including panel PCs and motherboards, mono or touch displays and kiosk & ticketing printers to name just a few. Therefore, for clients looking to build dedicated or fixed function devices like kiosks, digital signage, POS/EPOS devices or intelligent industrial automation applications and so forth, Avnet Embedded can help develop faster, robust and secure solutions.

“Avnet Embedded serves customers who take their intellectual property to market, product launch & increasing profitability – ultimately, enhancing competitiveness. Our local support and global reach capabilities make us an ideal partner as we build and deploy complex, intelligent solutions for our partners across a myriad of key industries,” highlighted Brian.

The company is also highly experienced in embedded licensing for software, and is a wireless product expert, with a focus on the ‘Internet of Things’ phenomenon. The company

is fully embracing this new ideal of total connectivity – in fact, in December 2015 Avnet Embedded France sponsored the Connected Devices Congress in Paris, an event from French publisher L’Usine Digitale.

At the event, Technical Director Nicolas Sebille presented a keynote session about ‘connected production facilities’ where he explained why Avnet Embedded is so keen to encourage manufacturers to adopt this new technology. “There’s a lot of talk about the Internet of Things (IoT) and connected cities or connected enterprises, but a lot less about connected production facilities. However, IoT has a strong role to play in this space, enabling the processing of data to deliver real customer benefits,” he said.

“In particular, optimising on-demand data collected from businesses’ industrial production facilities, we believe, is now an absolute necessity.

Every networked industrial application, whatever its place in the hierarchy, must form a link in the company’s enterprise IoT strategy.

“The aggregation, extraction, processing and analysis of information from the production line

must be right at the heart of the drive to boost financial gain; through public and private Cloud solutions, as well as hybrid deployments.”

Nicolas also highlighted what Avnet Embedded can bring to the table for IoT. “Our part in it focuses on the business benefits of IoT, and how the right choice of Cloud-based solutions can deliver these benefits both to our existing clients and to many other industrial production sites, too.”

So not only can the company draw on the knowledge it has gained from listening to the market, but it can also offer practical advice to clients on how to simplify the integration of ‘wireless’ into their hardware, and it works with suppliers and labs to maximise the range or throughput of a finished device. Avnet Embedded also has a broad selection of boxed modems, routers and IoT gateways, as well as airtime partners, which makes it a one-stopshop for the complete Edge to Enterprise solution.

Indeed, the end of March 2016 saw the release of a new IoT product, the EL-20 series, on behalf of Intel and Gigabyte. Described by the organisation as a ‘perfect IoT gateway solution’ the EL-20 was developed as a reference design for Intel’s Bear Ridge platform.

It is a small form factor industrial computer with all the features and flexibility required to be gateway solution bridging unconnected legacy systems and aggregating their data output.

Featuring key benefits such as an Intel Pentium processor N3700, the EL-20 also has dual independent 4K display ports, a slim line, fanless design and energy-efficient 24/7 operations. It is designed as an entry-level industrial controller, and would be ideal for digital signage or access control and security applications.

With Intel predicting the global number of connected devices to grow to 50 billion by 2020 and Cisco estimating the value of IoT to reach $14.4 trillion over the next decade, it is clear that the potential of this phenomenon is almost without limit. Avnet Embedded is already ideally positioned to supply complete solutions with real-world applications in this area, and with its dedication to R&D and its finger on the pulse of what’s to come, the company is also ready to help its clients get ready for the future.

Avnet Embedded

Products: Distributor, integrator and manufacturer of complex embedded products, systems and solutions

www.avnet-embedded.eu

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Benham Precision Engineering

Optimum

precision

F

Benham Manufacturing is an established supplier to aerospace and defence OEM contractors and is committed to providing a flexible and responsive service to customers

ounded in 1978, family business D A Benham Engineering Limited was established to supply components for the communications industry.

Almost two decades after its inception, the Southampton based firm acquired a precision engineering company that had similar strengths, capabilities and customers within the aerospace sector in 1995; the two businesses merged in 1998 and moved into a single purpose-built manufacturing facility located on the edge of the New Forest.

“The purchase of a green field site, erection of the current facility and the merging of the two organisations into one unit was quite an impor tant time for us,” says Paul Benham, Managing Director and son of the founder, Dennis Benham. “Since then, the company has seen a significant transition in its business activity and is today, in terms of supply, 75 per cent operating in the aerospace and defense sectors.”

Now trading as Benham Precision Engineering and occupying 21,000 square feet, the site boasts state-of-the-art equipment and highly skilled, dedicated staff; a mix that enables Benham Precision Engineering to undertake a broad range of work such as the assembly of par ts for anything from prototyping to being a strategic supplier supporting major aerospace and defence programmes. It is at this site that the company operates a 24-hour shift pattern that ensures customers receive increased flexibility through optimum efficiency. Notable investments include the purchase of six five axis prismatic and ten mill-turn work centres.

Recent investments are focusing on enhancing the inspection capability at Benham.

In line with market trends and technological developments, Benham Precision Engineering also boasts CAD/CAM capability, which ensures it can consistently deliver a costeffective and high quality manufacturing

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solution. On-site equipment includes Creo Elements 3D Modelling Mastercam, Camware and Camware MT as well as five axis plus 2D and 3D programming. This cutting edge, temperature-controlled inspection environment is staffed by fully qualified personnel, which ensures optimum quality assurance of all products, from the simplest component to the most complex.

The company has adopted the EFQM Business Excellence Model Framework. Total quality management in all areas of the company includes manufacturing excellence through

adopting lean manufacturing and ‘just in time’ philosophies; a 5s approach to cleanliness and housekeeping and a 7 Wastes continuous improvement programme. The adoption of this framework has been set up with the goal of creating a workforce that is empowered to put quality first.

In addition to continuous improvements and strategic investments on equipment and the facility itself, Benham Precision Engineering has recently brought the majority share-holding of Newturn CNC Machining Limited, which will enable it to improve service offerings via access to additional capacity, capabilities and a highly skilled workforce, as Paul comments: “Our customers are original equipment manufacturers (OEM’s) who supply product that is onboard most aircraft platforms. For these clients we manufacture complex and medium complex component par ts and some assemblies. To fur ther strengthen our business, we recently acquired the majority share of a business, which will enable us to suppor t growth oppor tunities and service our customer base accordingly.” The two organisations will continue to operate as two separate entities, with Newturn CNC working as a subcontractor to Benham Precision Engineering.

This strategic acquisition was under taken at a good time for the aerospace market, which continues to enjoy strong growth. In line

business in a manner that meets the needs of its new or returning clients.

“As a business we are looking for oppor tunities to fur ther develop our customer base, specifically within the civil and defense aircraft sectors where Benham offer extensive capability, ” concludes Paul.

Benham Precision Engineering Products: Complex components and assemblies for aerospace, defence and hi-tech sectors

www.benhammanufacturing.com

with increased volumes of new and repeating work from customers, the company is seeking to expand its workforce to meet demand and suppor t future expectations. Discussing these developments, Paul says: “There are always challenges in the market because business is forever changing and there is no such thing as permanent stability. However, I would say there are oppor tunities in the market and we see the future as positive, with exciting oppor tunities ahead of us.”

Continuing with an explanation on the reasons behind the company’s success, Paul comments: “It is not only our capability, but also the investment in our people, plant and facility as well as our strong customer focus and agility. Another reason for our growth, from a machine tooling perspective, is the par tnership we have had in place with Mazak Machine Tools, a company that we have been working with since 1989.”

Not a company to rest on its laurels, Benham Precision Engineering will be looking for growth opportunities as it continues to develop the

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Thurne-Middleby Ltd.

action

A slice of the With over 45 years of industry experience, Thurne-Middleby Ltd has a proven international reputation in delivering high quality, precision-engineered slicing systems for bacon, cooked meats and cheese applications

S

ince its formation as Thurne Engineering in 1967, the Thurne brand has developed a reputation as a leading name in the provision of high speed slicing equipment, through a succession of ‘industry first’ slicing machines that pioneer vision, scanning and computer technologies that benefit small family firms and large multi-site corporations alike.

Through a series of mergers and acquisitions, Thurne Engineering joined forces with AEW Engineering and Delford to form AEW Delford Systems. AEW had previously excelled in the manufacture of high-speed bandsaws as well as

Thurne IBS4600 - the world’s first high speed four blade slicer

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automatic portion control slicers and saws, while Delford had earned a worldwide reputation for its pioneering labelling and dynamic weighing technology. During 2006 the business became part of the Marel group as part of the company’s expansion in food processing equipment.

During the close of the first quarter of 2015, the Middleby Corporation acquired the assets of the Marel high-speed slicing business unit. The roots of the Middleby Corporation date back to when the company was founded a bakery supplier in 1888. In 2014 Fortune Magazine named the Middleby Corporation as its fastest growing company, while today the business continues as a leading provider of commercial cooking equipment, industrial processing equipment and residential appliances.

As part of the purchase, Middleby took the decision to rebrand the unit under its original trademark of Thurne while continuing in the manufacture of the company’s broad line of highspeed slicers and integrated slicing systems. The slicing technology developed by Thurne includes market leading, automated bacon, deli-meat and cheese slicing equipment that delivers clients

unique solutions that reduce labour, increase production throughput and reduced food costs while assuring quality and precise portion control.

“Both Thurne and AEW began as Norwichbased engineering companies involved in producing process equipment for the food industry, with Thurne operating as a leader in technology for high-speed slicing,” elaborates President at Thurne-Middleby Ltd, Peter Jongen. “Thurne was the first company to develop the ‘vision system’ with an aim to improve the accuracy of individual slices for deli products. Thurne is currently solely focused on concentrating on slicing technology, with its biggest market currently in the field of bacon slicers in the United States. The company also continues to have a strong presence in the UK and has always remained an innovator in food slicing solutions.”

Thurne is presently highly active within the US, where its products are currently employed by nearly all of the country’s large bacon processers.

As part of the company’s on-going growth strategy for 2016 and beyond, Thurne is keen to expand its presence within the UK and Europe and attended the IFFA in Frankfurt exhibition for the meat industry during May 2016. The show gave the company the opportunity to both meet with current and potential future clients, as well as to demonstrate the technologies available to clients. “IFFA is one of the world’s largest exhibitions in the meat industry, where food processing companies and manufacturers are all present,” Peter says. “We displayed our IBS4600 precooked bacon slicer, which is a four-blade slicing machine. The machine itself was developed around eight years ago and we have an install base of 25 units at present, so it is not a new machine in that respect. Within Europe however, the IBS4600 is a relatively new development and a unique slicing technology, meaning that there is no competing machine on the market.”

The IBS4600 is essentially four slicers in one, featuring four independent feeds, four independent blades and four independent cameras, which are combined with Thurne vision technology. As the world’s first slicer to have four independent feeds, the IBS4600 represents

Thurne IBS1000 bacon slicer

a bacon processing revolution that is becoming increasingly known the world over. Each of the unit’s independent feeds is equipped with its own vision system that gives weight control of individual slices, regardless of belly size. High yields with low giveaway are the norm thanks to the precision and control that delivers constant weight portions with remarkable consistency, while end user and consumer appeal is enhanced because the end product has a uniform appearance, texture and quality and can be sorted into fixed weight and count packs.

Through the invigorated marketing of its new and existing machines, Thurne is already expanding is presence within the UK market.

During February 2016 for example, the company launched its IBS1000 Bacon Slicer with great success. “We launched the IBS1000 early in 2016, specifically for the UK food industry. We have sold more than half a dozen of the machines already and expect more sales to follow as there is great interest in the machine,” Peter reveals. “The IBS is very efficient and therefore increased volume and yield. It is capable of high blade speeds and throughput to match production needs, while ensuring consistent slice thickness and integrity.

The machine also has a small, space saving footprint and can produce a variety of retail and food service pack formats.”

While the largest market for Thurne is presently within the bacon-slicing sector, the company continues to manufacture slicing solutions for the deli and cheese markets, where it began in slicers several decades ago.

These include machines for slicing beef loins, cheeses and so on. Across all of its targeted market sectors, Thurne offers comprehensive aftercare solutions, which allow clients to order with full peace of mind and form a core pillar of the company’s continued growth strategy. “We offer service level agreements in various grades, including taking full ownership of the machines.

We carry out inspections regularly and deliver

spare parts from Norwich to Europe and also have a service office based in Chicago to service North America. Thurne also has field engineers living in the US and the UK to ensure that we are always close to our customers,” Peter concludes.

“I think that presently we are doing very well and we are keen to continue to grow within the UK, because although the US is a highly successful market for us, we want to expand the success in the UK and Europe. Our membership of Middleby is a great strength for us in this respect, as it is a strong company in food processing with

various other companies within the group. This allows us to make use of its vertically integrated systems to strengthen our market leading position.”

Thurne-Middleby Ltd.

Products: Precision-engineered slicing systems for bacon, cooked meats and cheese applications

www.thurne.com

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Tec Systems Robotic laser marker

Flatbed laser cutting machine

Expert

innovation

An expert provider of bespoke automation and laser systems, Tec Systems is expanding its portfolio with a standard range of high quality, cost-effective laser systems

P

roud to offer a turnkey service, from design to automation production, Midlands based firm Tec Systems has developed a solid reputation thanks to its successful undertaking of technically complex projects in a diverse range of markets. Indeed, business sectors that benefit from the 20-strong company’s expertise in delivering exceptional quality solutions include aerospace, automotive, electronics, food, plastics and pharmaceutical.

Focused on both form and function, whether this is creating small standalone cells or full turnkey systems, a core competitive edge for the company is its commitment to technological advancement and its swift integration of new technologies and engineering innovations into projects. This way of working means Tec Systems can deliver up-to-date advice and cutting edge solutions to customers that require anything from lasers, robotics, servo systems and bespoke mechanisms to intelligent vision systems.

Additionally, the company also offers clients

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a comprehensive service and spares package, which includes extended warranty, repair and test service, PLC software support and programme modifications, robot programming and support, spare parts manufacturing and training.

Tec Systems has enjoyed strong growth thanks to the wealth of knowledge retained by its expert personnel, many of whom have been working together in the same industry for 30 years. By drawing this knowledge under one 12,000 square foot site, the company has enjoyed positive growth over the last seven years and particularly strong market growth in sectors such as automotive and aerospace.

In fact, a recent project for the company involved the provision of six individual leak testing machines, each of which was designed to suit specific engine components, for a high profile automotive supplier. Having previously provided a number of automation machines for the supplier’s UK factory, the major firm had no hesitation when it came to contacting Tec Systems again.

To verify the quality of high performance

engines, it is necessary to perform accurate leak testing of components and assemblies such as the pressure decay method, which is a triedand-tested way of identifying faults in sealing or component integrity. Using this method, air is injected into the test object that has been sealed to allow a build-up of pressure; this pressure is then monitored for a set period of time to check for any decay of pressure that will indicate a leak.

For this project, high-level testing of the casting integrity was required.

With an established track record in automated leak testing, the company assessed the requirements of the customer before providing the six machines, each of which has a fabricated metal base frame that provides a rigid support structure for mounting of the various machine elements. Due to the design and manufacture of such intricate tooling which is a vital part of the leak testing process, the knowledge that Tec Systems provided to this project was integral to the project’s success. In addition to the delivery of a number of leak testing stations, the company

Leak and pressure testers

of specifying the robot and fibre laser source suitable for the application under consideration, Tec Systems can also flexibly work with the preferences of the customer in terms of a certain robot supplier or laser source supplier.

Meanwhile, 2015 saw the launch of a new model in the Hyperion range of CNC laser machines. Aimed at the laser processing of flat sheet metal alloys, the Hyperion 3GF laser cutting system offers a number of benefits when it comes to speed and efficiency in comparison to other systems on the market. Intended to provide an advanced alternative to traditional

laser cutting machines that use CO2 laser sources, the Hyperion 3GF system offers a high power solid state laser that achieves several advantages over rival traditional machines. For example, using a solid state laser, the power of the laser beam is delivered to the workpiece via a flexible fibre optic, thus avoiding the need for multiple mirrors and beam guides that are used on the CO2 laser system.

As new laser technology continues to enter the market, Tec Systems capitalises on these innovative developments with its long-term knowledge of the industry. With an everincreasing product portfolio and a strong team in place ready to deliver flexible solutions to customers, the company looks set for another successful year as it seeks to maintain its top spot for bespoke solutions in the automotive and aerospace sectors, while also developing a strong foothold in the standard laser equipment market.

Tec Systems Products: Automation and laser systems

http://t-e-c-systems.com

Leak testers

also provided an assembly machine and a robotic laser marking system to identify the components going through the production line for this project.

Indeed, while bespoke automated solutions are at the core of Tec System’s operations, the company made the strategic decision to launch a range of standard laser cells for the processing of metals, plastics, fabrics, composites and ceramics/glass. Known as the Hyperion range, these standard laser cells suit a broad spectrum of production requirements and can also be modified to suit each customer’s unique requirements.

A recent addition to the Hyperion range is a multi-axis laser welding system; consisting of a six-axis robot integrated with a two station tilt-and-turn manipulator, the aforementioned system allows for eight axes of motion. This allows for increased efficiency in the movements of the robot to cope with square or round corners without the requirement of rapid movement of the robot axes; the system also has a laser head for welding at the end of the robot arm. Capable

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Colombier Group

Strong

Mobile Reel divider

roots

Among the largest forest product-converting co-operations in Europe, the pioneering Colombier Group is the premier service brand to the global paper and board industries

W

ith a history dating as far back as 1892, the Bjornberg family-owned international paper firm Colombier Group today has a solid global reputation and paper processing operations in Spain, The Netherlands, the UK, Finland, Germany, the Czech Republic and Belgium.

Offically founded in 1975, the group became independent in 1997 and celebrated its 40th anniversary in 2015; this was a mere two years after its ownership was consolidated by two family members: Henrik and Gustaf Bjornberg.

With both Bjornbergs passionate about their belief in paper as a successful media platform and the environmental sustainability of the paper packaging and print industry, the two new owners have focused on re-financing the group’s operations in Finland and also secured long-term financing for its UK based business since taking over. The strategic decision to complete these actions has proven significant in guaranteeing the future financial health of the group; additional changes over the last three years have included acquisitions and expansion into new locations.

Operationally, the group is committed to further developing its extensive mobile and on-location conversion service network as well as its sales

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Juha Viitala, Managing Director

network for forest products. The group is also adding some prime paper sales to its portfolio, most of which will be sold under the private label Bjornberg 1892, which Colombier holds the license for.

The company also benefits from holding a patent for its paper sizers, as Juha Viitala, Managing Director of Colombier Group, discusses: “Owning licenses and patents definitely give us a competitive edge in the market, particularly when the paper sizers have become the fastest growing area of our business. We also own these for the mobile paper resizers that cut reels offsite and were actually

the first in Europe to operate a stationary paper saw in 1992. Since then this led to us starting up with paper sizers in the UK in 1999 and essentially revolutionising our business through the delivery of this solution to customer locations. Instead of customers bringing the material here, we now go to the material; this of course offers a great deal of benefits to clients such as less logistical costs and less risk, the list goes on.”

Within its service division the group operates ten mobile paper sizers across Europe and has expanded this with a range of complementary mobile support services such as reel packing and core reduction, the latter of which reduces the size of the inner cores of reels. These high-end sawing and resizing techniques have ensured the pioneering Colombier Group has taken the crown as the European leader in modern conversion.

Meanwhile, the group’s on-site services, available at its units in The Netherlands, Finland, Belgium and the UK, are comprised of rewinding, resizing and sheeting; resizing is also carried out at premises in Germany, Spain and the Czech Republic. The most common reasons for rewinding include a change of diameter, a change of core, production of multiple webs, the replacement of a damaged or crushed core and quality control and removing unmade joins. Colombier Group’s Jagenberg and Valmet rewinders are capable of handling a wide variety of paper and board grades, with processed goods finished off with integrated packing lines that deliver mill standard packing; these offer the possibility of customising labels and bar coding.

Moreover, two sheet cutters are operated within the UK; these have differing specifications, which allow for a broad range of converting parameters in terms of board, woodfree, coated/ uncoated, LWC and specialty qualities. There is also a sheet cutter in operation in Belgium that is suitable for board and heavier paper grades.

Represented through sales offices across Europe, Colombier Group’s customers include publishers, printers, merchants, retailers and paper and packing producers and converters across the globe. “Our customers cover such a large spectrum as we have two activities in Europe, trading and paper conversion. The latter of which

Mobile Reel sizer

MRD 3

Rewinder

Slitter

has become increasingly focused on packing materials, so wrapping paper, folding box boards and liner boards, we have a wide range of packing materials,” says Juha.

The group’s sales division is a well-established supplier of printing papers as well as a range of board and specialty paper grades; many specifications are carried in stock located across Europe. To remain competitive, Colombier Group continuously invests in its systems and processes to further accommodate smooth integration to customer routines; the group can also provide highly bespoke services when it comes to the delivery of the goods and conversion services.

Whatever the demand of the customer, Colombier Group has the high quality product and all industry standards available.

Divided into three segments, prime trading, job lot and stocklots, Colombier Group offers a comprehensive supply of products to customers.

Prime material, for example, is delivered backto-back with the supplying mills, with customers enjoying ongoing, long-term supply and technical support. Prime grades include mechanical coated sheets 60-100 g/m2, mechanical uncoated sheet 48-55 g/m2, light weight coated reels, MG (un) bleached Kraft, ribbed Kraft, crepe paper and liquid container board.

The group also offers a quality controlled, neutrally branded product known as Joblot, which is delivered with runnability and often even printability guarantees that are suitable for multicolour printing on both sides. Many Joblot grades are held in stock at production locations in The Netherlands, Finland, the UK and Spain.

Last but not least is the Stocklot sales segment; the group has developed a reputation for offering competitive prices and prompt collections of unwanted stock, with paper, board and specialty stocklots sourced and delivered across the globe.

Having recently expanded into Prague, where its shareholders also operate Bjornberg 1781 (www.bjornberg1781.com) Colombier Group anticipates continued growth over the coming years as it benefits from access into European markets. Alongside solidifying its foothold in a new market, the group will also be seeking to localise its services across all areas that it is based, as Juha concludes: “As a business we don’t face competition on a global scale, however, we do see the need to localise our service offering over the next few years. On top of this, we also further strengthen our presence in areas such as Italy and France.”

Colombier Group Products: Printing papers, boards and specialty paper grades

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Servopresse Srl

Aid to

press

With a history dating back over more than 45 years to when the company was founded with the aim of designing and producing equipment for process coil material for presses, Servopresse has developed a reputation as one of Europe’s leading companies in this sector

S

ervopresse products are found in shears, forming machines and machines that use sheet metal coils across several industry sectors.

The company was founded in 1970 and today continues to operate as a mid-sized privately managed organisation, with around 40 employees and partners operating in its factories in Milan and Nice covering a combined space of 5000 sq. metres. Throughout its history Servopresse has remained at the forefront of developing markets, new customer requirements and ongoing technology trends, which the company is able to respond to quickly, owing to its experience as a family owned business.

Indeed, since Silvano and Umberto Cecchi first established the firm, Servopresse has sold in excess of 5000 coil lines to customers worldwide.

The business is in its second generation and is currently under the successful guidance of Dario, Lara and Paolo Cecchi, operating as technical, commercial and financial managers respectively.

“The name Servopresse comes from a play on words, with ‘servo’ in the Italian language meaning aid or servant, while ‘presse’ simply means press. Therefore the name Servopresse Heavy coil

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Lara Cecchi, Commercial Manager, Servopresse

literally translates to ‘aid to press’. My mother conceived this name 46 years ago, when the company was founded and the brand was later officially filed in 1975,” reveals Commercial Manager, Lara Cecchi. “In recent years this name has been increasingly useful to us, because the development of technology in building presses with servomotors, has resulted in greater visibility for our company. Since we obviously own the trademarks and domains for Servopresse that are recorded for our organisation, this is something that does somewhat ‘stick in the throat’ of several press manufacturers who would like to have the exclusivity of this major brand. It is a fact that we received some interesting takeover offers in recent years, especially from manufacturers based in Asian countries wishing to expand their activities in Europe. This would give them a major advantage over their competitors since they would then automatically have a point of distribution in Europe, however Servopresse is a family company and the progress that we achieved in the last few years has given us a lot of confidence. Therefore, we are keen to continue to push further in this area, by endeavouring to build even more advanced lines in the future.”

Around 95 per cent of the components produced by Servopresse are exported to clients outside of Italy through a network of technically qualified distributors, which are able to offer customers full installation services and

aftersales support. This has allowed Servopresse to gain a reputation as a trusted supplier to leading OEMs including Sertec – an important equipment supplier for Jaguar-Land Rover. The company’s production range covers all coils up to a maximum capacity of 20 tons, widths of up to 2000mm and thicknesses of up to 20mm.

Servopresse can build single machines, compact lines and special lines comprising: Decoilers: single or double, with or without motor, and hydraulic self-centring expansion.

Straighteners: normal or feeding straighteners, comprising a cast iron drafting head and hardened and ground steel straightening rolls.

Electronic roll feeders: easy to use and suitable for automated lines.

Traditional lines: these feature decoilers and straighteners to be used with an independent feeder.

Compact lines: these are composed of integrated decoilers and feeder straighteners.

Special lines: to satisfy most sophisticated working requirements such as zigzag feeding lines; straightener cradles; bar feeders; complete cutting lines; micro perforation and embossing coil lines as well as automatic multi-disc cutting lines from coil.

• • • • • •

Heavy duty line

Traditional coil loop line

The company’s comprehensive product portfolio is supported by its flexible management structure and ‘made-to-measure’ manufacturing processes that have allowed Servopresse to remain both buoyant and competitive in a challenging market. Rather than operating as a simple assembler, the company manufactures around 85 per cent of the components it uses in-house, which enables it to satisfy even the most sophisticated, diverse and complex manufacturing requirements.

“Through a period of global financial downturn that has affected most of the world across almost all sectors, we have emerged stronger with a close-on threefold increase in production and our forward order book is full up to mid-2017,” Lara exclaims. “For example, we have seen an increasing demand for machines that can process new, high-strength materials or aluminium. It is important for our customers that our machines are very capable and increasingly automated.

Most of our customers are big companies

wrestling with shortages in skilled operators, meaning that machines need to be automated to support their operations. In the last year, our production has changed from semi-automatic to fully automatic line production and we have therefore developed new automatic threading adjustment systems for coil feeding equipment which enables us to offer complete decoiling, feeding and straightening lines able to automate the set-up phase of these machines.”

During the next 12 months and beyond, Servopresse will continue to provide marketleading solutions to its clients while managing the demands of a volatile global market. Its international customer base has given the company a diverse range of clients and a strong order book that will help the business to further develop its global reputation and win new orders over the coming years. “The UK is the most important market for us right now and we deliver to a lot of customers there. We are honoured and proud to be a supplier to one of our best customers, Sertec where in recent years, we have delivered almost 15 large lines ranging from 1000mm to 1600mm/10-15 ton coil width. Sertec operates multi-production runs so automation is very important for the business, meaning that it wanted compact lines that are very small and space saving. Line safety is also a key prerequisite for us and we fix protective barriers as an integral part of the machine and not as an add-on,” Lara concludes. “Servopresse also has customers in Poland, Hungary and Scandinavia as well as Italy. It has also delivered lines to customers in the US, Mexico and Brazil and is currently in the process of delivering a machine to a rollforming manufacturer in India, with a further project for a customer in Russia.

We view the Italian and global markets market as a challenge but also, more importantly, an opportunity.”

Servopresse Srl Coil and associated equipment specialist

www.servopresse.com

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Romi Machines UK

Breaking the

O

mould

riginally Sandretto UK, Romi Machines UK was established in 1975, selling and servicing more than 3000 injection moulding machines in the UK and Europe before becoming part of the Romi Group in 2014. “Romi Group is a Brazilian based company, however its founder, Emilio Romi, is of Italian descent; he emigrated to Brazil 80 years ago and has sgrown the business into a £300 million £400 million company, which is still family controlled. Romi produces a range of products including CNC machining centres such as vertical milling machines, lathes, turning centres and injection moulding machines. We cover a wide range of industries, from aerospace, automotive, engineering, packaging and building to medical and oil and gas, so it is a very diverse market place that we serve. Within these sectors, the machining centre market is our core business area,” begins

Romi EN 100

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With a portfolio of more than 140 products, Romi Machines UK has sold and serviced over 3000 injection moulding machines in the UK and abroad since its inception in 1975

Romi EN 450

Neil Bathard, National Sales Manager at Romi Machines UK. Today the company manufactures, services and sells plastic injection moulding machines and CNC machine tools; the former of which range from 70 tonnes to 1500 tonnes, while the latter starts with precision tool room teach lathes and continues through to extra heavy duty lathes that are designed for the challenging oil and gas

industry. Committed to keeping all of its Sandretto machines up and running with both spare parts and a growing team of qualified engineers, the company retains more than £1.2 million of stock, thus offering customers a broad range of superior products that are manufactured to the highest of standards.

Recent projects for the company include delivering a new EN 600 injection moulding

system to BSA Mouldings, one of the UK’s biggest independent trade moulding companies, in October 2015. This product replaces a Sandretto Series 7 machine and was chosen for its technological prowess, energy efficiency and precision; it also offers greater flexibility in tool size. BSA Mouldings has 13 injection moulding machines, 12 of which are Romi-Sandretto machines ranging from 130 tonnes to 1300 tonnes.

Following this project, the company announced it had completed a project for Suscom Industries in November 2015. This contract involved the installation of two new plastic injection moulding machines with full automation robotics, which will enhance the output of five star office chair bases while also ensuring products can be made at a price that is competitive with China. Noted for their energy efficiency and quality, the advantages of using simple-to-use Romi Primax 600 R plastic injection moulding machines were key to Romi Machines UK being awarded the contract.

Additionally, it was also the company’s willingness to bring together a six-strong supplier list and to project manage the design to installation work in a swift and efficient manner that swung it for Suscom.

“Romi Machines UK has the technical ability to manage special projects because of the support and team work of our suppliers: Isocool, Jenco, Kawasaki & Sepro Robotics, Evershed and Ultrapolymers. This is why Wigan-based Suscom International turned to Romi when it wanted to bring the manufacture of office furniture equipment back in-house with the establishment of a completely new moulding facility. Meanwhile, Kings Lynn based BSA Mouldings Ltd is a high quality moulder that uses Romi for its investment

Romi EN 220

Cybertools Ltd

Cybertools Ltd have always enjoyed a close relationship with Neil Bathard, the national Sales Manager for Romi UK. We have been delighted with the service and support we have received whilst purchasing Injection Moulding machines but have also supported Romi UK when they have appeared at various Trade shows, we have helped produce tooling solutions for customer hand outs so prospective buyers can view the machines in a manufacturing environment and take a little gift home.

Romi UK are always keen to add value to their services by offering clients the complete turnkey solution and bringing together all the associated machinery and personnel to create an efficient manufacturing environment.

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Romi Machines UK

Romi EN 600

in injection moulding machines to remain competitive in the market,” explains Neil.

A core attribute to the company’s technical ability is its continuous investment in research and development, which it believes will lead to further growth and market success. “The R&D department will be launching a new control system on the plastic moulding machines with improved graphics, greater control over the moulding process. This enhanced reliability and repeatability will save on material and reduced waste. There will also be

internet wireless control, offering the ability to access machines outside of business premises and motion machines in operation outside of working hours,” says Neil.

In addition to this soon-to-be-released innovative system, the company has a wealth of products within its portfolio that it exhibits at events such as the Open House event that took place on May 18th and 19th this year. “Our Open House event at Rugby showed the C420 lathe, D range milling centres, GL machining centre, EN 100 T, EN 170 T and EN 380 T plastic injection moulding machines, along with our key suppliers in cooling, robotics, ancillaries, hot runners, tool making and streamoulding material saving system,” notes Neil. “We will also be exhibiting at the PDM show in Telford on June 14th and 15th, where we will be showing our EN 70 T hydraulic plastic injection machine.” Romi Machines UK was also exhibiting its high quality machine tools and machinery at MACH 2016 in April.

With a range of more than 140 products and a focus on enhancing machinery and technology in line with market trends and customer demand, Romi Machines UK and its clients will remain strong in a difficult market, as Neil concludes: “The market has been challenging around the world as industries recover from the global recession, however, by investing in our machinery and technology, customers in different sectors can continue to grow. Our focus over the coming years is to improve, develop and grow our service, so we can support our customers with the level of commitment they expect and receive. We will also be seeking opportunities to boost new business in all sectors of manufacturing with the Romi brand.”

Romi Machines UK Products: CNC milling machines and injection moulding machines

www.romiuk.com 252 www.manufacturing-today-europe.com

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Editor: Libbie Hammond libbie@schofieldpublishing.co.uk Sales manager: Joe Woolsgrove jwoolsgrove@schofieldpublishing.co.uk

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