Manufacturing Today Europe Issue 174 March 2020

Manufacturing Issue 174 2020

BEST PRACTICES FOR INDUSTRY LEADERS

today

EUROPE

www.manufacturing-today-europe.com

Understand the benefits By utilising robot and cobot technology, food and beverage manufacturers can reap the benefits of greater efficiency, profitability and performance

Heat exchangers • Internet of Things Connected factory • Human resources

Chairman Andrew Schofield

Editor

Managing Director Joe Woolsgrove Editor Libbie Hammond Assistant Editor Will Daynes

Manufacturing www.manufacturing-today-europe.com

BEST PRACTICES FOR INDUSTRY LEADERS

Production Manager Fleur Daniels Art Editor/Design David Howard Advertising Administrator/Office Manager Tracy Chynoweth studio@schofieldpublishing.co.uk Operations Director Philip Monument Operations Manager Natalie Griffiths

Stepping

Research Managers Jo-Ann Jeffery Ben Richell Editorial Researchers Mark Cowles Tarj D’Silva Jeff Goldenberg Mark Kafourous Richard Saunders Kieran Shukri Advertising Sales Mark Cawston Dave King Theresa McDonald Gary Silk Sam Surrell Exclusive Features Darren Jolliffe Web Sales James Whiteley web@schofieldpublishing.co.uk Social Media Abigail Blake

Issue 174 2020

A

up

today

EUROPE

Staff Writer Alex McDonald

Understand the benefits By utilising robot and cobot technology, food and beverage manufacturers can reap the benefits of greater efficiency, profitability and performance

Heat exchangers • Internet of Things Connected factory • Human resources

s I write this the world is dealing with the coronavirus pandemic and there are tough times ahead for everyone. But I am already receiving reassuring information from manufacturers with details of the steps they’re taking to keep staff safe, and keep their operations running, and how determined they are to meet new demands for deliveries and supplies. Everyone is stepping up – not just at an industrial level but at a domestic level too (please wash your hands!)

It seems as though most people have a theory on how to proceed going forward - TSSA General Secretary, Manuel Cortes, has urged the Government to immediately set up a Ministry of Supply in the battle against coronavirus. The Transport union boss says the new Department would focus on keeping the country moving, medically and economically over the coming months. What do you think about that idea?

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Features 4 Manufacturing news

Updates and announcements from the manufacturing arena

6 Heat exchangers

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Matt Hale takes a look at heat regeneration technology, which can reduce costs over the lifetime of the equipment and provide other benefits

8 Internet of Things

Industry 4.0 provides powerful opportunities for manufacturers but it also means that criminals are developing new ways to hack into critical IT infrastructure

10 Connected factory

Why are manufacturers slow to get fully on board with connected factories, and will that change in 2020? James Kemp reports on the issue

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12 Robots & cobots

Robots are being applied in the food and beverage industry to assist in functions including packaging, handling, quality control and maintenance

14 Human resources

To overcome the recruitment challenges of today, it is essential that the manufacturing industry evolves to become more attractive to candidates

17 Plastic packaging

It is widely believed that getting rid of plastic packaging is a good idea – manufacturers must look more closely to see if this perception is accurate

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Contents Focus on...

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22 TSL Healthcare

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26 Encocam Ltd 28 Chromalox (UK) Ltd

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30 Caps Cases 34 Plockmatic Group 36 Fabdec Ltd 40 Mpac Group 44 Coating Applications 46 AMB 48 Quintus Technologies 54 Robinson Packaging Innovations Ltd

36 56

56 VGB Group – VGB Truck Equipment 60 Spaljisten 62 Vrogum

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News in brief Green targets Mondi has announced its new sciencebased targets as part of its commitment to support the global transition to a low-carbon economy. The targets have been set in collaboration with WWF’s Climate Savers programme and are approved by the Science Based Targets initiative, a collaboration between CDP, the United Nations Global Compact, World Resources Institute (WRI) and the World Wide Fund for Nature (WWF).

The first target pledges to reduce scope 1 and 2 greenhouse gas (GHG) emissions by 34 per cent per tonne of saleable production by 2025 and 72 per cent by 2050, from a 2014 base year. The second target commits to reducing scope 2 GHG emissions by 39 per cent per MWh by 2025 and 86 per cent by 2050, also from a 2014 base year. The setting of a science-based GHG reduction target is an important step in supporting the achievement of Sustainable Development Goal (SDG) 13 Climate Action.

Major order The industrial robot manufacturer FANUC and the automotive group BMW AG have signed a framework agreement for the supply of 3500 robots for new production lines and plants. FANUC robots will be used in the production of current and future generations of BMW models. The first robots were installed at the end of 2019.

Further robots will be used at German and international production sites of the BMW Group in the coming years.

FANUC winning this project is an important milestone as a strategic partner of the BMW Group. The robot manufacturer is continuously investing in research and development as well as in the expansion of its service network to support its customers all over the world.

With over 110 robot models in the range, FANUC offers the widest range of robots for industrial applications worldwide. Various FANUC robot models will be used by the BMW Group in the future – including newly developed ones that have been tailored to the customer’s individual requirements. The robots will be primarily used in body shop construction and for the production of doors and bonnets. In cooperation with manufacturers of hose packages and traversing axes, FANUC is rounding off its range of supplies to the BMW Group by providing peripheral components.

Royal visit

Going electric Exel Composites has supplied Chinese bus and coach manufacturer Yutong with fiberglass profiles for 33 electric buses, which have been delivered to Helsinki, Finland. The introduction of the electric buses is part of the country’s goal to reduce carbon dioxide emissions by five million kilograms a year.

“Light weight fiberglass was important to this project as it reduces operating costs, and helps to increase energy efficiency and that helps improve environmental sustainability,” explained Olli Tevä, SVP, Sales and Marketing.

“Additionally, our composite profiles resist deformation and corrosion from the harsh road environments typical in Finnish winters. Repairing fiberglass is straightforward and can be done in depot. This means that the overall lifetime operational and maintenance costs of the buses are decreased.

Our composites help reduce weight, improve performance, and decrease total life cycle costs, all while helping increase energy efficiencies and supporting environmental sustainability.”

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His Royal Highness The Prince of Wales officially opened CAF’s state-of-the-art manufacturing facility at Celtic Business Park in Newport, South Wales on Friday 21 February. CAF invested £30m to open the factory and received significant grant support from the Welsh Government’s Inward Investment Programme.

The facility currently employs around 200 staff, which will eventually grow to around 300, providing opportunities for skilled technicians and engineers, management and support staff, as well as apprentices.

The Prince was given a guided tour of the production facility - currently constructing Civity DMUs for Northern and West Midlands Trains - by Darren Cumner, Chief Operating Officer of CAF Rolling Stock UK. The Prince boarded a Civity DMU destined for the Northern franchise, and was later invited to unveil a plaque to commemorate the official opening.

During the tour His Royal Highness met members of the factory workforce and vehicle manufacturing team, and learnt about the CAF digital manufacturing system.

Darren Cumner, Chief Operating Officer of CAF Rolling Stock UK, said: “It was an honour and a pleasure to welcome His Royal Highness to officially open CAF’s Newport manufacturing facility.

“The factory is fundamental to the company’s growing business operations and strengthens our position as the manufacturer of choice for the UK rail industry.”

Manufacturing News Cap solution INEOS Olefins & Polymers and Forever Plast SpA have formed a partnership and together they have developed a range of new Polyethylene grades that mirror INEOS virgin grades and perfectly fit injection moulding and compression moulding machines.

The new Recycl-IN products take Post Consumer Recyclate (PCR) from used bottle caps and carefully blend them with highly engineered virgin polymer to create new high-quality caps. Over the next five years an incredible 6.5 billion bottle caps will be diverted from the waste stream to be recycled.

Iain Hogan, CEO INEOS Olefins and Polymers said “For a while PET bottles have been increasingly recycled but this is one of the first circular developments to tackle the caps. This is a major step forward. We are creating a truly circular approach to ensure used bottle caps are recycled and returned to the market as new highly engineered high-quality caps, rather than being thrown away or wasted.”

The steam team Engineers and purchasing teams are being offered a new window into the importance of control valve specification and design following the launch of a new guide from steam experts Spirax Sarco.

Authored by Darren Silverthorn, Spirax Sarco’s National Controls Specialist, ‘Increasing Your Process Productivity and Boosting Process Efficiency’ highlights the best practice approach to specifying control valves for your system and avoiding challenges such as product quality and spoilage issues, control valve failure and unplanned downtime.

The guide offers a tool to help users find the lowest total cost of ownership (TCO) by looking beyond the initial cost at different requirements including process characteristics, energy saving capability, maintenance and support. The tool enables users to score against a series of key questions they should be asking their supplier about control valve design and the support they can provide. In turn, this will help indicate towards a valve that can offer the lowest total cost of ownership from those assessed.

Best sales year The London EV Company (LEVC) celebrated a record sales year, thanks to month-on-month growth in 2019, delivering an impressive 2507 sales of its electric TX model and more than doubling the volume of the previous year. The TX has not only proved successful in London but across the UK and overseas too, with growing demand from taxi operators and ride sharing shuttle services in Germany, France, Switzerland, Denmark, Middle East and Japan.

Over 3800 TX electric taxis have now been sold since launch, making a significant international contribution to improving air quality. So far, 30,000 tonnes of CO2 has been prevented from entering the atmosphere – the same as 1785 return flights from London to Melbourne.

The TX is the world’s most advanced electric taxi and its eCity technology, which combines 80 miles (128km) of zero-emissions pure electric range with the flexibility of a total electrically driven range of 377 miles (600km) - made possible thanks to the on-board range-extender. Passengers also benefit from the TX’s quiet, comfortable and luxurious cabin – capable of seating six – alongside charging points for mobile phones and laptops, on-board Wi-Fi and a breath-taking panoramic roof.

Commenting on the brilliant performance, Joerg Hofmann, CEO of LEVC, said: “Our TX has been a huge success with drivers and passengers alike. The TX provides the perfect solution to the growing demand for green mobility solutions in cities across the world, and we rapidly continue to grow our export business to introduce TX taxi and TX shuttle to more new markets.

“We will also grow our product range in 2020, with the launch of a new

electric van. This exciting new model will enable the commercial vehicle sector to also benefit from the successful TX combination of eCity technology, unrivalled turning circle capability and renowned durability.”

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The regeneration

game

The benefits of heat regeneration in heat exchanger systems. By Matt Hale

Above: Regenerating the heat used to pasteurise digestate can reduce overall energy requirements

H

eat exchangers are devices which transfer heat from one medium to another. As such, they are highly versatile and can be used for a range of heating and cooling operations. One of the options which may often be discussed at the design phase is the recovery of heat, also known as heat regeneration.

Heat exchangers which employ heat recovery or regeneration should not be confused with ‘regenerative heat exchangers.’ These are a specific type of heat exchanger in which the product and service fluids flow alternately through the heat exchanger, with the heat being stored in the structure of the exchanger. What we mean by heat regeneration at HRS is the recovery of as much surplus heat (or cooling capacity) as possible after the primary function of the heat exchanger has been performed. This can then be reused to either improve the efficiency of heat exchange process or used elsewhere.

While it is undeniable that adding heat regeneration to the design of a heat exchanger system will increase the initial purchase price, it will reduce energy costs over the lifetime of the equipment, as well as providing a number of other benefits depending on the purpose and design of the system in question.

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Examples of heat recovery A classic example of heat recovery can be seen in food pasteurisation.

If we imagine a factory producing pasteurised cream; the cream needs to be heated to the necessary temperature to achieve pasteurisation, then rapidly cooled to maintain shelf life and quality.

This is achieved through the use of two heat exchangers. The first uses hot water to raise the temperature, while the second uses chilled water to cool the cream down again. In the second process, the temperature of the cooling water is increased significantly. There are three options for dealing with this heated water: discard or discharge it elsewhere; cool it again for re-use; or cool it again for re-use, but use some of the heat it contains towards the heat required for the pasteurisation phase. This third option utilises heat recovery or heat regeneration, reducing the amount of new energy required for the subsequent first heating phases.

A second example shows how heat left over from one process can be recaptured to be used elsewhere. Many anaerobic digestion (AD) plants use heat exchangers to pasteurise the digestate produced during the AD process, so that it can be sold as an agricultural fertiliser. The ‘surplus’ heat which is generated after the system has been running for two hours is

Heat exchangers Below: HRS DCS Digestate Concentration System uses the steam produced by each evaporation cycle as the heating media for the next effect

heat from the high temperature exhaust gases leaving a large chemical reactor. This recovered heat is then used to help pre-heat the chemicals entering the reactor to around 500˚C. As well as helping to improve energy efficiency at the plant, the new unit has been designed to cope with challenging operating conditions in order to provide a suitable working life.

Benefits of heat recovery

Below: HRS recently supplied a large gas cooling heat exchanger to recover heat from exhaust gases and is used to pre-heat industrial chemicals prior to reaction

used to preheat the digestate, reducing total heat load and improving overall plant efficiency by increasing the amount of generated energy which is available for export or other uses, as opposed to being required for pasteurisation.

However, the greatest benefits of heat recovery can be seen where multiple heat exchangers are combined – for example, in a multi-effect evaporation system such as the HRS DCS Digestate Concentration System. This uses heat exchangers and evaporation to reduce the volume and increase the concentration of sludges and digestate. The first evaporation stage heats liquid digestate and uses a cyclone separator; the steam produced from this first cycle (usually available at 70˚C) is then used as the heating media for the second effect, whereby the process is repeated. The subsequent steam (usually available at 60˚C) is then used as the heating media for the third cycle. The number of effects is determined by the level of dry solids required and the amount of surplus heat available, up to a maximum of four cycles. After the final stage the steam is condensed back to water and this heat is used to pre-heat the incoming product before the first stage of evaporation.

Heat recovery is not limited to systems dealing with liquids. HRS recently supplied a large G Series gas-to-gas heat exchanger to recapture

Heat recovery improves the energy efficiency of heat exchange processes. This can manifest itself in different ways depending on the type of heat exchanger and the installation in question.

The most obvious benefit of improved efficiency is that less energy is required to achieve the necessary level of heating or cooling. In turn, this reduces running costs and also improves the environmental footprint, compared to other exchangers which do not include heat recovery.

The lower initial energy requirement can also make it possible to utilise heat sources or heating media which would otherwise not be feasible. For example, if warm water is available, adding heat recovery may allow it to be used as a heating medium elsewhere in the process.

Alternatively, the improvement in efficiency can be used to provide the same level of heat transfer but in a smaller package. When combined with technologies such as corrugated tubes, heat recovery can enable a heat exchanger to be installed in locations with restricted space or other limited factors.

Where energy input and space is not an issue, with all other factors being equal, the improved process efficiency provided by heat regeneration may allow faster processing or greater product treatment rates.

Whatever lies behind the decision, utilising heat recovery when specifying a heat exchanger installation is good for your process, good for your wallet and good for the environment. v

Matt Hale Matt Hale is International Sales and Marketing Director at HRS Heat Exchangers.

Located in the UK, HRS Heat Exchangers is part of the HRS Group which operates at the forefront of thermal technology, offering innovative heat transfer solutions worldwide across a diverse range of industries. With almost 40 years’ experience in the food, waste, energy and pharmaceutical sectors, HRS specialises in the design and manufacture of an extensive range of turnkey systems and components, incorporating its corrugated tubular and scraped surface heat exchanger technology. www.hrs-heatexchangers.com

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Connected risk Cyber security and the IoT. By Joe Lomako

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ndustry 4.0 presents powerful opportunities for manufacturers to develop new competitive advantages. Across industries, increasing digitisation is delivering increased efficiencies, unmatched flexibility and innovative business models. In order to harness these opportunities successfully, they must also be aware of the new challenges and take steps to minimise the risks that potentially threaten their business.

While the Internet of Things (IoT) delivers significant opportunities, as systems and processes become digitised and interconnected cybercriminals are increasingly hacking into the critical infrastructure of connected production facilities. Ongoing investment in cyber security is therefore crucial to keep up with both technological developments for competitive advantage, alongside effective measures to combat hacker attacks.

Ongoing investment in cyber security is crucial to keep up with technological development, as cybercriminals rapidly develop new forms of attack to hack into critical IT infrastructure. However, companies often neglect their staff ’s IT-security training, even though social engineering has long been a standard weapon in every cybercriminal’s arsenal. This is where cybercriminals use psychological manipulation to trick users into making security mistakes or to give away sensitive information.

Cyber security is becoming a focal topic not only for IT managers,

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but increasingly also for C-level management. However, executives and IT experts often do not communicate effectively and adopt vastly different perspectives on many issues. In this case, it is helpful to adopt a level of communication that is appropriate for the respective target group. Otherwise, communication problems may delay necessary IT security investment.

Following new IT investment or company acquisitions, businesses often forget to disconnect obsolete or unused equipment. As these are running unsupported operating systems and are missing updated security patches this opens gaps for hacker attacks. ‘Security by design’, which considers the security requirements for software and hardware right from the design and development phase, is one possible solution for avoiding security gaps. Risks can be also minimised by continuously monitoring the security of the IT infrastructure and clearing out outdated equipment and software.

Traditionally ‘pattern matching’ has been used to identify security risks in the IT infrastructure, but this is no longer enough as cyberattacks are increasingly implemented with the use of machine learning and artificial intelligence. Companies should therefore focus on identification of anomalies by deploying artificial intelligence in their cyber security efforts.

Internet of Things Compliance considerations While there are defined standards available globally, they are not complete and ratified, neither are they mandatory. However, these do represent a first line of defence, and as a first step: l Think ‘Secure by design’ and take a proactive approach to cybersecurity recognising that attacks are “when not if ’. l Ensure up to date compliance with all standards. l Constantly review ‘cyber resistance’ status.

As Industry 4.0 and the IoT advance, systems and installations will become increasingly interconnected on a global scale. While, digitisation and the increasing connectivity provided by the IoT bring enormous opportunities, unforeseeable risks and serious vulnerabilities can be exploited by new forms of cybercrime. Both industrial IT security and the security of wireless products which manufacturers produce will therefore become increasingly important. Given this, the risks of misuse will have to be re-assessed and new mechanisms developed to offer improved protection against malicious attacks.

Whilst having some level of internal security knowledge, many manufacturers will benefit from working with external specialists who have wider exposure to assessing various types of product or infrastructure and be better equipped to help manage new and evolving cyber threats.

Tackling the problems of cyber security risks can only be realised by comprehensive planning, periodic evaluation, updates and monitoring from design through to obsolescence. l

Is what you manufacture secure?

In the IoT age every wireless-enabled product that is produced represents a potential threat to data security and privacy. Proactive holistic security planning enables a manufacturer to manage cybersecurity risk while avoiding costly product recalls, design changes and heavy penalties.

Preventative security measures should be both end-to-end across the technology stack and integrated across the product life cycle and IoT ecosystem. It should cover design and manufacturing through to implementation and product obsolescence, and be continuous.

End-to-end cyber security decisions entail trade-offs between security level, system complexity, time-to-market and cost. This process begins with an assessment of the business impact and probability of risks. After risks are understood, the next step is to evaluate the technology compilation. Testing of the individual components against requirements determined by the risk assessment is the foundation of a secure product.

Security is very difficult to install as a software add-on after product development. Every aspect of the product must therefore be assessed for vulnerabilities, including device hardware (chipsets, sensors and actuators), wireless communication modules and protocols, device firmware (OS and embedded applications), cloud platforms and applications. Following component testing, an end-to-end assessment should be performed to determine the attack resilience of the individual components and support services. Product manufacturers must also take into account unintended misuse by the consumer and ensure that they are made aware of potential issues.

Joe Lomako Joe Lomako is Business Development Manager (IoT) at TÜV SÜD, one of the world’s leading experts in product testing and certification, with 150,000 product certificates in circulation globally. Its Product Service division analyses over 20,000 products each year in Europe, Asia-Pacific and the Americas, using its technical expertise to help customers optimise market access. www.tuv-sud.co.uk

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The right

resources The Connected Factory will deliver huge benefits of efficiency, flexibility and competitiveness for many manufacturing sectors over the coming decade. So why are manufacturers slow about fully getting on board and will that change in 2020 and beyond asks James Kemp

W

e are on the cusp of an Industry 4.0 revolution. A brave new world where computers and technology are connecting and communicating to share real-time data for a more efficient, productive and safer factory and

supply chain.

Yet the ultimate dream of this Connected Factory, as it is known, where processes end-to-end are interconnected, streamlined and optimised through technology, still feels a long way off for many manufacturers.

The UK in particular lags behind the Industry 4.0 curve, though surprisingly the US is yet to catch up with Europe and Asia according to a recent World Economic Forum and McKinsey report (Fourth Industrial Revolution Beacons of Technology and Innovation in Manufacturing).

What we are seeing is that many manufacturers are still only realising the huge potential of this technology, or are just beginning to take tentative steps towards a fully connected factory.

As global manufacturers such as BMW, Bosch and Tata Steel, who have already embraced the Connected Factory model demonstrate, there is a world of possibility for manufacturers as the technology evolves and advances at an incredible pace. Hardware and software that enables automation, analytics, Internet of Things (IoT) and digitisation, so that manufacturers can connect and maximise their whole value chain, are already a reality for some.

Why now?

The Connected Factory will be put into even sharper focus as labour and energy costs continue to rise and global competitiveness intensifies. As manufacturers feel these burdens, they will no longer be able to put off the inevitable; having to install and use these new technologies to make their assets work harder and more efficiently.

However, as compelling and exciting as that sounds, it won’t be easy as there’s certainly no simple, short-term or cheap solution to implement and to get it right. Every manufacturer will have different resources, expertise and requirements proving that there’s no ‘one-size-fits-all’ approach.

We deliver complex engineering projects and capital works programmes for clients in UK, Europe and beyond across a diversity of sectors from food and drink, advanced manufacturing to energy, so have seen first-hand the barriers and challenges that clients face when trying to integrate this technology into their operations to achieve greater connectivity.

Breaking down the barriers For many manufacturers cost is still the single biggest factor in slow or failed adoption of connected factory technology. In cases where they have

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James Kemp

dipped their toe in the water, they often find their own cost limitations coupled with a lack of a robust strategy, leads to poor decision making and outcomes. This can result in a reluctance for senior management to sanction further spend and an abandonment or postponement of progress towards a connected factory.

To overcome this, manufacturers need to approach and treat digitisation as they would any other capital project. In order to give it the best possible chance of success, it is vital that they seek independent support to help them set clear objectives and targets and to ask all the right questions up front. Many smaller and medium sized manufacturers don’t have the level of expertise needed in-house to fully assess the project from all angles and don’t always know where to turn to find it.

We have also seen how businesses can all too easily get seduced into procuring new technology to get on board with Industry 4.0 without really thinking it through and nailing down the outcomes they want to get from the piece of kit they’ve bought. Inevitably, this leads to frustration, additional costs and mistrust of technology among senior decision makers within the organisation.

Data is king, if you know what to do with it!

A Connected Factory is also an Intelligent Factory. Technology has the ability to transform a factory and its supply chain end-to-end through the collection and deep analysis of real-time data.

Connected factory

Through the continual monitoring and integration of data from across all areas of the site, valuable insights such as around energy usage, production speeds, wastage, maintenance and safety, can all help manufacturers boost productivity, reduce lead times, eliminate errors and improve output quality.

However, there is no point having reams of data without the right software or resources in place to optimise its potential. We have seen instances where manufacturers have spent considerable money upfront gathering data only then to not know what to do with it or have the resources to fully capitalise on its invaluable insights.

This is why taking a holistic approach is crucial. Having clear objectives and targets to aim for, a robust strategy to deliver these and the right people and expertise in place up front will help to ensure a good return on investment is realised. Without these essential project management resources then the technology and its outputs essentially become redundant.

What is also crucial is that senior management understands the breadth of resources needed to make their investment in technology worthwhile - this could be upskilling existing engineers, appointing a head of efficiency and making sure their outcomes are aligned to overall business objectives and are management driven.

As Elon Musk famously said in a tweet: “Excessive automation at Tesla was a mistake. To be precise, my mistake. Humans are underrated.”

What’s next?

There’s a myth that only big global players with huge budgets can afford and achieve Connected Factory status, but this is not true. With the right systems, resources and foresight in place, even small- and medium-sized manufacturers can and will begin to seize the opportunity for continuous improvement and leaner manufacturing through advanced data analytics.

We are likely to see the cost of the cost of this technology fall over the coming decade and as pressures of energy costs, sustainability and labour intensify, more manufacturers will be turning to technology. So perhaps that dream of a Connected Factory will become a reality for many more manufacturers in this new decade - I hope so. l

James Kemp James Kemp is Managing Director of Pentadel Project Management, a company of architects, engineers and project managers supporting clients throughout the UK, Europe and globally with the smooth, timely and cost-effective delivery of complex engineering projects and capital works programmes. Whether a client is planning a new development, the extension of a current facility or the modification of a newly purchased building, the Pentadel team has a strong track record of delivering entire projects from concept to commissioning. www.pentadel.com

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Understand the benefits

Ensuring the success of the ‘cobotics’ movement in the food and drink manufacturing space.

By Martin Walder

R

obots working alongside humans has undoubtedly permeated popular culture. What comes to mind when discussing robots?

Most likely a popular tv or film characters such as R2D2 or Robocop. The depiction of robots as cyborgs has warped our view of what robots are, what they do and even what they look like. The reality of it is, that robots are being applied to many aspects of our day-today lives. Their capabilities are greater than ever before and uptake over the last few years has simply exploded. The food and drink industry is a prime example. Here, robots are being used to carry out tasks previously carried by humans, but in just a fraction of the time it would take a human. Robots are being applied to the food and beverage industry to assist in functions including; packing, handling, quality control and even maintenance.

The explosion of ‘cobotics’ Like many industrial processes, food and drink production is always at risk from human error, which can cause downtime, poor quality and product loss, ultimately increasing costs. To minimise these risks and protect the production line, we are seeing the introduction of ‘cobotics’ - compact, easy-to-use and collaborative robots to work alongside humans.

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As automation developers introduce better sensing capability and more responsive safety systems, the application of robotic equipment in this space will only increase – paving the way for improved interaction so that complex processes can be completed faster, more easily and more safely.

With this change comes an additional benefit for a skills-poor industry struggling to attract engineering expertise. The cobotics movement doesn’t replace humans, rather it simply frees up highly skilled workers time for more value-add activity.

Minimising the risks With the collaboration of robots and humans becoming increasingly a focus point for UK food production lines and supply chains, we are beginning to see how this collaboration can minimise risks to employees working on the factory floor. Robots are able to perform more dangerous and repetitive jobs that can often be hazardous for humans, such cutting and slicing. In turn, this allows workers to apply their skills elsewhere. It also eases the social implications of the trend, ensuring the two parties can work in harmony towards productivity goals, while tackling the problem of engineering expertise retiring out of the workforce.

Robots & cobots

The journey to success

An example of robots’ capabilities to work alongside humans is the meat packing process. This involves handling and sorting products with a high degree of variability. Such differences are only visible to highly trained individuals and have not yet been mastered by machines.

However, the repetitive nature of the physical packaging of the meat is far more effectively performed by robots. This is a situation in which humans and robots can work on the same production line to create an environment with a greater level of flexibility, measurability and ultimately high quality.

In addition, with increasingly sophisticated sensors and more highly functional robotic equipment, the collaboration between humans and machines on the factory floor is imperative to ensure uniformity and efficiency. This is because robots not only reduce the chances of human error, but also because they manage resources to achieve the best margin.

For example, food manufacturers such as bakers have started to notice increased productivity and quality as a result of incorporating smart technologies into their equipment. Connecting these devices has shown it is possible to control speed, precision and the volume of ingredients, combining high turnover with consistent quality.

For food manufacturers to ensure that they are getting the most out of their food lines, it’s important that they implement robotics and analytics.

Ultimately, the only way to protect the food line from human error or equipment failure is to gather a greater insight into processes – with the capability to react in real-time. If we are to progress and take manufacturing to the next level, incorporating robotics into the production line is a vital part of this and the health and longevity of the sector relies on it.

Manufacturers ought to be prioritising the safety of their staff in these robot-human collaboration scenarios. To do this, manufacturers will need to work to upskill staff on how to mitigate the risk of robots on the factory floor – all supported with advancements in technology. As our capabilities continue to grow, advances in computer-vision, information technology and engineering can enable manufacturers to deliver real-time information and guidance at the point of use. Thanks to real-time insights, operators on the factory floor are kept up to date at all times, ensuring the appropriate action is taken should a risk be identified.

For the ‘cobotics’ movement to grow into a huge success, it’s time we work on educating our workforce as to its benefits. With a greater understanding, will come a greater implementation of the technology. It’s time we start reaping the benefits of greater efficiency, profitability and performance in the food and drink industry. l

Martin Walder Martin Walder is VP Industry at Schneider Electric. Schneider believes access to energy and digital is a basic human right.

It provides energy and automation digital solutions for efficiency and sustainability. It combines world-leading energy technologies, real-time automation, software and services into integrated solutions for Homes, Buildings, Data Centres, Infrastructure and Industries. www.se.com

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The recruitment Effective recruiting could determine the future of manufacturing says Mandy Watson

R

ecruiting the right staff in any industry can be challenging, but the manufacturing industry in particular often steps that challenge up to another level. But why is that, and what can businesses do to tackle the problem?

In a time where many businesses are struggling to find staff that fit their needs, recruiters that service the manufacturing sector are having to work extremely hard. The current candidate shortage is starting to have a real impact on the manufacturing industry. A report conducted by British Chambers of Commerce in conjunction with Total Jobs revealed that 73 per cent of businesses who attempted to hire new staff in Q3 2019 encountered difficulties. That is up from 64 per cent in Q2 2019, proving that things are only getting worse.

There are plenty of factors behind this sudden slump in available candidates for manufacturing roles. Uncertainty surrounding Brexit and the effect on UK immigration has been a consistent thorn in the side of recruiters, with the manufacturing industry amongst the hardest hit.

Reduced immigration from the EU, which forms an important part of the labour supply chain, has resulted in labour shortages for many industries, not least manufacturing.

Today, employers are fighting a constant battle to attract the best possible talent. The manufacturing industry is currently having difficulty sourcing unskilled workers to fill its lines, a problem that didn’t exist before.

This is mainly due to lower immigration numbers, something that will only get worse after Brexit. The problem recruiting for senior roles is more attributable to skills shortages, fears around job security and the economy,

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challenge

meaning fewer people wanting to change jobs. For businesses to make sure that those desirable candidates don’t go elsewhere, they need first to establish their employer brand.

An employer brand is the image of yourself that you want candidates to see. Consider your position as an employer - how attractive is your proposition to candidates? Who are you in competition with for the top talent? Are their pay and benefits offering better than yours? These are important questions to ask when you’re looking to recruit the best of the best.

An employer brand also goes beyond just your proposition. Company culture, training and progression opportunities and the opportunity for employees to make a real difference are all crucial parts of your brand.

What makes you different from your competitors? What’s your unique selling point? Your brand is just as important to those on the shop floor as it is to the highest positions in senior management. You want people to want to work for you, and in a jobs market that is in relative decline, that is incredibly important.

The first port of call when recruiting is remembering that you first need to focus on attraction over assessment. If what you’re offering to candidates isn’t clear in responsibilities or opportunities, they’re very unlikely to apply for a role. Adverts need to be written in clear, digestible language, avoiding copying an internal job description filled with company jargon. Candidates want to know what’s in it for them more than anything else on the page.

It’s important to ensure that the application process isn’t off-putting, neither too time-consuming. The whole process needs to be fool-proof.

Human resources

Arguably the final stage is ensuring that your assessment process is well designed. Does your interview process reflect your company culture? Who conducts your interviews?

Are they formal or informal? How many people are on the panel and what is their relationship to the role you’re recruiting for?

Interviews are a two-way process, does yours ensure you get the best from candidates and conversely, do candidates get a real insight into your business and the role? One of the worst things that can happen is after accepting and starting a role, the candidate turns around and says that the job wasn’t what they expected and resigns. Something as simple as implementing a tour of the site so a prospective hire can see the working environment or integrating a brief job shadow within your recruitment process can go a long way to prevent such issues. It’s crucial to ensure that the basics are right before getting stuck into recruiting new talent. You only get one shot to impress the candidates you want.

How you recruit is also important. Recruitment can be so fast-paced and how people are looking for work is continually evolving. Whereas in the past companies could advertise in newspapers and expect applications, today recruitment is very different. The most recent shakeup for the industry was the boom of social media. Now employers can post jobs on their social pages and have instant responses from their most engaged followers. It takes the guessing out of who is interested in working for you but isn’t entirely the best way forward.

More manufacturers are turning to recruitment agencies, leaning on their knowledge of various industries and a personal touch to attract candidates. Agencies usually operate on a success-only basis for permanent recruitment, so there’s nothing to lose. Often forgotten is the fact that the best talent is usually people who are already in a job. These ‘passive candidates’ are the most valuable to businesses, and recruiters at agencies are an employer’s best bet at encouraging them to take up a new position elsewhere.

Attracting new candidates isn’t the only thing that employers need to be worried about. It’s also retaining the staff that you already have. According

to a report by Oxford Economics, on average, a new hire costs a business £30,000, so a high turnover of staff can prove quite costly. Promoting a healthy work environment with opportunities for staff to grow in the business and positive office culture are just some of the ways that companies can keep a hold of the people that keep the wheels turning.

The future of the manufacturing industry rests partly on the people who work in it and the skills that they bring. Overcoming the recruiting challenges of today should help ease the worries of tomorrow, but it is essential that the manufacturing industry evolves to become an attractive proposition for skilled and unskilled candidates to work in. It’s time for companies to take a look at their offerings and attempt to bring in a new wave of candidates, either through their own recruiting methods or by leaning on the expertise and experience of recruitment agencies. It’s time to act now. l

Mandy Watson Mandy Watson is Managing Director of recruitment agency Ambitions Personnel.

Founded in 1990, Ambitions Personnel is one of the largest recruitment firms in the East Midlands. With 11 offices across the country, it serves food production, manufacturing and many other industries to find the best talent and skills for the workforce. www.ambitionspersonnel.com

www.manufacturing-today-europe.com l 15

The power of sealing Quick-release couplings for thermal management Stäubli offers a range of clean-break couplings for thermal management applications. The flat-face technology ensures a totally spillage free connection and disconnection. Compact, reliable, durable and lightweight, they are specifically designed for all elecronics cooling applications.

Discover our solutions at www.staubli.com

Stäubli (UK) Ltd - Phone: +44 (0) 1952 671918 - Mail: connectors.uk@staubli.com

Plastic packaging

Innovative approaches

Packaging waste: why plastic is not the problem.

By Martin Leeming

Martin Leeming, CEO of TrakRap

P

lastic packaging is a vital part of the manufacturing supply chain – especially in the food and drink sector. As well as keeping products protected during transit, plastic prevents them from spilling, leaking or becoming contaminated, keeping them fresh for longer and reducing food waste. However, there’s no denying that when irresponsibly disposed of, plastic packaging can cause enormous damage in the natural environment – as highlighted by the BBC’s Blue Planet II programme – and this is driving the perception that all plastic packaging is bad.

With manufacturers under consistent pressure to improve their eco credentials, reduce waste and their carbon footprint, all whilst improving efficiency and reducing costs, is removing plastic from their packaging the way forward?

It is not. Global warming is the biggest issue facing the planet today and CO2e emissions are accelerating it, so the time has come to acknowledge the carbon footprints of different types of packaging.

Many manufacturers are unaware that plastic has the lowest carbon footprint of all packaging materials, emitting far fewer greenhouse gases than paper or cardboard, even though these are frequently

heralded as being more environmentally friendly options because they are biodegradable. Despite being biodegradable, corrugated cardboard actually has a far larger carbon footprint than plastic due to the enormous amounts of energy required to create it and because it releases its stored carbon back into the atmosphere when it decomposes.

Similarly, paper carrier bags have largely replaced plastic bags.

However, paper bags have carbon footprints more than four times higher than their plastic equivalents, meaning any manufacturer using paper-based packaging in large quantities is increasing their carbon footprint at a time when carbon reduction targets are more important than ever. This is a particularly important issue for consumers, who increasingly refuse to spend money with any company that isn’t doing everything possible to reduce its carbon footprint all the way along its supply chain.

It is widely believed that getting rid of plastic packaging is a good idea, but how long will it be before manufacturers realise that the alternatives are more harmful to the environment than keeping it?

In a developed economy like ours, manufacturers need to adopt a

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Plastic packaging

new approach to packaging - one that allows them to utilise the low carbon benefits of plastic while also embracing the principles of the circular economy to massively increase recycling rates and prevent plastic getting into the natural environment. But with many caving to public pressure and announcing plans to eliminate plastic from their operations, how can packaging companies help make this happen?

First, they need to recognise that not all plastics are born equal.

There are ‘good plastics’ - like PET and LDPE - which can be recycled many times over, and ‘bad plastics’ - like black plastic, PVC, PLA and polystyrene - which cannot. Although some companies are aware of this, the packaging industry needs to make these plastics easier to identify by using a simple colour coding system on their packs.

Next, manufacturers need to embrace the principles of the circular economy. PET and LDPE can be recycled back into themselves many times over and LDPE can also be turned into harder plastics that have long-term use. These are valuable commodities with an established value chain and justify local authority investment to enable them to be separated and returned to source for recycling.

Finally, it must become easier for consumers to make informed choices. By printing the carbon footprint of the packaging on the pack, attitudes to plastic will change. Consumers want to protect the planet so it must become easier for them to identify ‘good plastics’ and get them back to manufacturers for reuse.

Today, eco-innovations are available that use ‘cold wrap’ technology to replace traditional secondary packaging systems, which are used to safely package items for transit. These systems use an ultra-thin, 100 per cent recyclable LLDPE stretch film to wrap products, completely eliminating the use of heat from the packaging process. Compared to shrink wrap systems, cold wrapping reduces plastic usage by as much as 70 per

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cent, energy usage by as much as 90 per cent and carbon footprints by as much as 70 per cent, while innovative pack designs can also reduce cardboard usage by as much as 40 per cent. In addition, the film can be colour coded making it easier to collect and return to the supplier in a closed loop system.

Manufacturers should embrace these innovations as a matter of urgency to help them meet their carbon reduction targets and allow them to take responsibility for the packaging they send out via a closed loop system. And because these systems use less of everything, they also cost less, typically reducing end of line packaging costs by between ten per cent and 20 per cent.

The idea of banning plastic packaging is both unhelpful and impossible. Instead, manufacturers should turn to eco-innovation, try to use less of everything and, when it comes to plastic, ensure they use the right type – that which is recyclable and can be contained in a closed loop system. v

Martin Leeming Martin Leeming is CEO of TrakRap. Low-carbon secondary packaging company TrakRap designs and produces sustainable packaging solutions for manufacturers in the Fast-Moving Consumer Goods (FMCG) sector that supply supermarkets and retailers.

TrakRap’s packaging solutions are created using revolutionary cold wrap technology – an environmentally friendly, cost effective alternative to the traditional shrink-wrapping process that uses 100 per cent recyclable, ultrathin stretch film to stretch wrap products. http://trakrap.com/

Niton UK

Sorting plastics

has never been easier P ost-industrial and post-consumer materials need to be accurately identified and sorted to achieve high quality reprocessed material. Recycling of plastics, carpeting and other polymer materials is increasing as more of these products are being recovered, recycled and reused by consumers and recycling facilities.

Plastics analysis and recycling is a topic that is increasing in attention around the world. Recycling rates in the UK have come a long way and continue to grow each year but the complexity of sorting and processing of plastics has been challenging. In 2000, only 13,000 tonnes of plastic bottles were recycled, compared to the 350,000 tonnes the UK now recycles1. Many countries offer programs to encourage consumers to recycle plastic containing products. The resulting mixed plastics are sent to large sorting facilities where they are processed. In order to achieve a high quality of reprocessed material, plastics need to be accurately identified and properly sorted.

The microPHAZIR™ Plastics Analyser from Thermo Scientific™ is an Near-Infrared (NIR) spectroscopy tool that rapidly screens and identifies a variety of polymers, plastics and fibre types on-site to streamline inspection without compromising accuracy and quality.

The 2.75 lb (1.25 kg) microPHAZIR analyser is a completely selfcontained, powerful and cost-effective tool for the proper sorting and recycling of post-industrial and post-consumer polymer materials and carpet fibres.

The microPHAZIR offers many benefits, including: • Save time: Rapid and accurate results displayed within seconds.

• Easy to use: Simple point-and-shoot operation designed for non expert users, the analyser is fully automated, calibrated, and requires no user input.

• Portable: Small and lightweight for fast identification of materials in the field or at the sorting facility.

• Safe: No sample preparation or burn test necessary, NIR is fast, safe and non-destructive.

Identification of common plastic types, including: PLA, PET, PP, PS, ABS, PI, PSO, PE, PPS, TPV, PTT,PC, PMP, PBT, PA (nylon), PETG, SAN, EVA, PB, PPO, CA, PMMA, PUR, PI, PVC, PLA, Ionomer, Styrenic terpolymer, Elastomer, POM, Nylon+ABS

Niton UK is the market leader for handheld instruments analysing metal alloys, precious metals, hazardous material and plastic polymers.

This leadership encompasses not only the number of instruments sold and market share but also significant market experience and expertise in the handheld XRF and LIBS product range. v

For more information, please contact us: Telephone: 01256 397860 Email: plastics@nitonuk.co.uk Website: www.nitonuk.co.uk 1

British Plastics Federation - https://www.bpf.co.uk/sustainability/plastics_recycling.aspx

www.manufacturing-today-europe.com l 19

Manufacturing www.manufacturing-today-europe.com

Focus on...

22

today

EUROPE

BEST PRACTICES FOR INDUSTRY LEADERS

22 TSL Healthcare 26 Encocam Ltd 28 Chromalox (UK) Ltd 30 Caps Cases

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34 Plockmatic Group 36 Fabdec Ltd 40 Mpac Group 44 Coating Applications 46 AMB 48 Quintus Technologies 54 Robinson Packaging Innovations Ltd

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56 VGB Group – VGB Truck Equipment 60 Spaljisten 62 Vrogum www.manufacturing-today-europe.com l 21

Enabling active

lives

TSL Healthcare’s spirit for innovation and operational excellence is driving the healthcare manufacturer to develop high-performance products for current and yet unexplored markets

T

he key to success, as defined by Chris Patterson – CEO of TSL Healthcare (TSL) – is to first develop a strong organisational identity and a clear vision of what kind of business you want to be. In other words, what you can be great at and how you can win in the marketplace. Guided by these principles, Chris joined TSL in September 2017 with a desire to develop a long-term strategy which was underpinned by a strong focus on execution; in short, getting things done consistently well. Putting in place the right systems, processes, ways of working and ensuring the business got the right people on the bus, then empowering them. Whilst

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in parallel striving to continuously align goals, projects and activities to deliver the strategy.

Somewhat naturally, following almost two years of determined efforts Chris led a management buyout in July 2019, which saw him take control and the reins of the business.

“I joined TSL in September 2017 and was initially tasked with introducing the operational changes that were required to build the foundations for growth,” begins Chris. “The MBO itself was a longer-term aspiration and a natural conclusion to me joining the company.

The act of actually acquiring TSL did not change either the direction or goals of the company we’d already set, except for the fact that we have brought in several new people at a

leadership level to help us continue the growth curve we’d started in late-2017 and early-2018. It was important for us to retain much of what had already made the company successful, but also to implement and embed essential changes in order to maintain sustainable growth in an ever complex and demanding marketplace.”

It has indeed been an impressive development for TSL over the past few years.

Having ended 2017 on just under £23m turnover, Chris predicts that by the end of the company’s financial year it will have passed the £30m revenue mark for the first time. “The growth does not come without its challenges, of course,” he notes. “We have to remain agile

TSL Healthcare

and efficient if we want to remain competitive, but we benefit from the fact that we are still a relatively flat organisation that can take actions and decisions quickly. The simple fact is that the buck rests with the team. Our drive for operational excellence and doing things right first time enable us to react swiftly to market changes, helping us to manage the many varied challenges that come our way.”

Over the years TSL has become a soughtafter partner for retailers in multiple healthcare product categories including First Aid, Feminine Care, and Continence Care. The company has grown to become a leading private label supplier that has gained the trust of some of the biggest names in the UK. Among TSL’s

most prominent clients stand the names of Tesco, Asda, Morrisons, Waitrose, Boots, and Superdrug. In Chris’ opinion, the organisation’s innovative approach, complimented by excellent service levels and a strong operational and technical bias is the catalyst for success.

“We want to lead in innovation in every respect,” he maintains. “Part of our strategy is to lead in sustainability and to diversify our product portfolio in a way that reflects consumer needs and changing market conditions. Consumers are becoming more and more conscious of their favourite brands’ environmental impact and demand that they are made with a thought for the environment.

Therefore, we are working to reduce the plastic content in all our products and are also looking to launch our first sustainable brand this year. We are working with a number of partners to develop a best in class sustainable Feminine Care range in the UK market and are investing in technology that will significantly enhance our sustainability credentials. We believe our sustainable products/range will

‘‘

We are known for supplying the largest blue-chip organisations in Britain and we hold a fantastic record of delivering our products On Time In Full (OTIF). Together with this our technical knowhow and operational efficiency will be key to winning potential international customers over

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TSL Healthcare have industry matching performance at a price that will be attractive to big brand consumers that don’t want to pay a significant premium to be more environmentally friendly. It certainly shouldn’t cost the earth to save it.

“Whilst driven to deliver a market leading Feminine Care category, we are also constantly looking at developing different ways to our cement our position as industry experts and the ‘go to’ company in the market,” Chris continues.

“For example, we have a unique propriety technology called Complete Odour Control for our Continence range, which differentiates TSL from the competition.

Such developments are key to our ambitions as they set us apart in the marketplace.”

The diversification TSL is setting in motion will include expansion into the Care Homes sector and the development of a fruitful relationship with the NHS, which is in its infancy. “In addition,” Chris says, “we aspire to strengthen our retail shelf presence by exploring complimentary categories to our existing offering. What is more, we are also getting ready to enter the e-commerce field and make concerted efforts to increase our online sales with our product offering.”

At the moment, TSL sells almost 95 per cent of its products within the UK as a Private Label supplier to leading Grocery Retail and High Street Pharmacy chains. However, for the company’s concept of diversification to be complete the organisation has also decided to expand its overseas presence by increasing its export potential as this would provide further untapped opportunities in markets that are aligned to both private label and sustainable brands. “We are happy to say that there has been some interest in our product ranges coming from South American clients,” Chris reveals. “Furthermore, we are presently in five tenders across Europe, hoping that we can win additional business in several EU countries.

We have also made contact with companies in Australia. Our international expansion is a work in progress, but we are confident that we are heading in the right direction,” he adds.

Moving on to talk about the common

challenges about growing internationally, Chris singles out the mere need to get your name known when you are a relative new entrant to foreign markets. “It’s never easy but we have to find a way to be recognised and for clients to be aware of our capabilities if we want to be successful. Whatever the difficulties we believe we have a strong reputation in the UK which will help us gain a foothold in the targeted export markets. We are known for supplying the largest blue-chip organisations in Britain and we hold a fantastic record of delivering our products On Time In Full (OTIF). Together with this our technical know-how and operational efficiency will be key to winning potential international customers over.” When we look at the rate at which TSL has expanded in the years following Chris’ appointment as a CEO it would be a safe bet if we predicted that the company will meet its objective to turn over £35m by 2021. Achieving this will mean that the business has grown by over 50 per cent in just four years. Chris comments further: “We have set ourselves a target to achieve an ambitious 11.5 per cent compound annual growth rate (CAGR) and whilst a stretch we feel well placed to hit the numbers.

“With regards to our goals beyond 2021, it is inevitable that we have to sit down at some point later this year to take a critical review of our success and challenges and then set new goals for the period up to 2025,” he acknowledges. “I can’t say right now what these goals might be because it depends on many

factors and things are still unfolding. The key is to keep reviewing and evolving the strategy to ensure it remains relevant and will continue to deliver on our macro objectives. In any case, we feel that we have worked extremely hard to set the foundations and then recruit the right people who make consistently good decisions to take the company forward. We are satisfied with the progress we are making but there’s always more we can do to ensure TSL (formerly Toiletry Sales Limited prior to a rebranding exercise) continues to be successful; providing products that consumers want at affordable prices, and importantly, being known as a great employer in the West Yorkshire area for years to come.”

TSL Healthcare Productss: Healthcare products (first aid, feminine hygiene, and continence care) https://tslhealthcare.com www.manufacturing-today-europe.com l 25

Delivering solutions A world leader in engineering, Encocam combines innovative design with traditional engineering skills

Corex: Aluminium Honeycomb (left) and Nomex (right)

I

t’s been a little over a year since Encocam was last featured in the pages of Manufacturing Today Europe, and in the words of Dr Mike Ashmead, OBE, the company’s Founder and Chairman, it has been ‘another busy year for Encocam across all the brands!’

The divisions to which Mike is alluding – Cellbond, Corex Honeycomb, Stonehill Engineering, Mykon, BCP (Bespoke Composite Panels), Euro Road Safety (ERS), Herald Motor Company and Racetek Performance Parts reflect how the company has continuously evolved in response to customer needs. Today they stand as a collection of individually successful brands, working across a range of industries, including automotive, composites, motorcycles, rail, marine and precision engineering.

While each division has its own speciality, Mike highlighted just a few of the most significant successes that have been achieved recently, including product launches and exciting new contracts. “BCP continues to work with new customers developing specialist Vacuum Tables as well as offer specialist panels to the rail sector. We are seeing increasing demand for interior panels that include specialist laminates,” he began. “The specialist architectural brand Mykon has delivered some stunning products for exclusive projects, while Corex Honeycomb has expanded its product range distributing paper (Nomex) honeycomb as well as PP honeycomb, in addition to the development in house of a

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Cellbond ATD in order: Q-Series including the Q3, Q6 & Q10, THOR-50M and the aPLI (advanced Pedestrian Legform Impactor)

flexible aluminium honeycomb product. This is in demand in the motorsport and marine sectors in particular.”

He continued: “Herald Motor Co’s British-built motorbikes are working through development into production and will be complemented by the range of merchandise as well as Herald Coffee – we’re building a quality lifestyle brand we are very proud of.

“Cellbond continues to lead the global market in the development and manufacture of specialist NCAP deformable aluminium crash test barriers for the automotive sector, with the development of new cars including electric and autonomous vehicles continuing to create demand for our test equipment.”

Another area of special interest for Cellbond is the development of Crash Test Dummies (anthropomorphic test devices – ATD) with its child-size range currently seeing a high level of promotion. “Cellbond ATD’s Crash Test Dummies have seen a huge increase in demand, largely because of the progressive way Cellbond works with the specialist sector and develops products that solve outstanding issues for the teams that use them,” he said. “Some of our key products will be used in new testing by the automotive sector to improve safety testing from this year and more from 2021. We are also working on an international project looking at the impact on safety of different seating positions in autonomous vehicles and how crash

test dummies will need to be adapted to deal with this; and another one looking at improving protection levels of motorcycle helmets.”

In another development that reflects its growing popularity, Cellbond ATD is working with a new agent in India, a well-established distributor in the region called Josts. India is a key market for Cellbond, and Mike is confident that Josts’ expertise, excellent customer service and reach in the Indian market will be a valuable source of new business going forward.

He also noted that as the Cellbond product range develops and expands, there is an ongoing requirement for significant expansion of production facilities and resources and investments have been made in manufacturing equipment, including new industrial ovens, a spray booth and increasing use of robotics.

He pointed out that these sorts of ventures are driven by the needs of customers, and Cellbond’s (and ultimately Encocam’s) priority is to make their own product development easier or to resolve the challenges they, and customers, face. “Product innovation driven by customer challenges has always been fundamental to Encocam,” he confirmed. “It’s about working with our customers and understanding their needs.

The development of cars with both higher and lower bumpers require new tests to understand the impact of these should they hit pedestrians.

Cellbond ATD has been working with industry experts to develop a new, more biofidelic test

Encocam Ltd BCP: toilet doors

product – the advanced Pedestrian Legform Impactor (aPLI) to ensure that cars minimise injuries when involved in collisions. We are also working hard to develop the ATD production processes to meet the increasing demand for our products.

“Outside of Cellbond, the way we’ve increased the Corex Honeycomb product range is a great illustration of the way we work with clients. By increasing the range of products we offer, we can work with customers to ensure we can better support their own product development and manufacturing processes.

“Similarly, BCP has been working with customers in the Rail sector to help them develop products to meet Rail Industry targets – Universal Access Toilets on all trains is a key area for the sector and we are working with a number of customers to help them address this.

“As a team, we never rest on our laurels, we continually strive to improve products for our customers. We aim to be the best we can be; we use our knowledge and expertise to develop in all areas.”

Mike referred to BCP working with the Rail sector, and he also noted that the Marine segment is on the company’s agenda as a potentially growing market for them. “We have products that could help not just take weight out of existing designed products but also support quality development,” he asserted.

“Product development is a continuous effort at Encocam – it is the one constant for the business. We are working hard to develop production processes to manage the increase in demand and increase efficiency. While Brexit continues to be a concern we are planning ahead with different ways to manage the situation as best we can. Business always throws challenges our way, the skill is in how you manage them, with customers always at the forefront of our decision making.”

The past two years have witnessed some major milestones for Encocam, including its 30th anniversary, and Mike’s own recognition

Dr. Mike Ashmead receiving his OBE from the Queen

for the great impact his work has had, in the form of an Order of the British Empire (OBE) for Export and Innovation in Engineering in the 2019 Queen’s Birthday Honours.

“I attended Windsor Castle in the Autumn to receive my Award from the Queen along with two of my children who are now working within the business and our Head of Finance and HR, Jane Corbett, who has been with the business from our very early days. It was such an honour,” he stated proudly, before concluding with some wise advice: “Developing the business takes so much determination and perseverance. Every change, every investment, every new product, demands energy and drive to make a success. You have to be listening so carefully to the industry and your customers to ensure you are solving their problems, not going off at a tangent.

“I have a great team and they support me every step of the way with their enthusiasm and commitment.”

Encocam Ltd Products & services: Engineering company working across a range of industries www.encocam.com

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The heat is on With a well-earnt reputation for engineering electric thermal solutions for the world’s toughest industrial heating applications being solidified on a constant basis, Chromalox (UK) Ltd continues to develop innovative new systems, solutions and products to serve its demanding markets and customers

W

hen Manufacturing Today Europe previously documented the activities of Chromalox (UK) Ltd – part of the wider Chromalox group – back in early 2019, the Croydon-based manufacturer of thermal technologies for the world’s toughest industrial heating applications was in the midst of a significant period of expansion and investment.

When catching up again with Country Head Paul Skidmore in March 2020, he details how, while growth has steadied in the last 12-plus months, the company continues to make strides towards capitalising on future opportunities.

“Due to a number of global market uncertainties, such as Brexit, and social and political turmoil in key regions, growth in 2019 was a challenge to come by,” Paul says. “However, Chromalox did still open additional regional offices, giving the group the ability to provide products and services in supplementary countries

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like Greece, Azerbaijan, Spain and thus in Scandinavia.”

Chromalox’s presence in the UK began in 1971, when it acquired a manufacturing facility in Grimwood, and expansion throughout the country continued at a pace thereafter.Today, the activities of Chromalox in the UK revolve

around its work as a design, engineering and project management house, specialising in thermal industrial heating solutions. Within its facilities, it is able to provide various marketing, sales, design and project management functions, as well as carrying out some light-assembly and shipping from stock.

Where growth has been registered in more recent times by Chromalox, a good percentage of it can be attributed to its Medium Voltage Electric Systems, which have been in increasing demand in heavy industry sectors such as power generation, oil and gas, chemicals, and petrochemicals.

“Chromalox is the world’s leading player in medium voltage heating technology,” Paul explains.

“We have heating systems rated up to 7.2kV, which provide a significant reduction in amperage compared to 400V/690V systems. In addition, our Chromalox DirectConnect™ systems – which are shown to slash installation and lifecycle costs, while providing pollution-free operation for process heating – are ATEX/IECEX certified and suitable to be installed either indoors or outdoors.”

Chromalox (UK) Ltd

As renewable energy technologies take on an increasingly large role in the energy generation space, particularly batteries used for energy storage, the demand for the supply of electric Loadbanks – which are used to provide precise energy control for loading dissipation needs – and related Control Systems has increased. “In the second quarter of 2020, Chromalox will begin to supply a full Loadbank system of up to 2500kW at 780VDC,” Paul adds. “The purpose of this system is to test batteries that will be used as storage for renewable power generation.

“In the meantime, as the demand for connecting devices to the Internet and to other connected solutions has continued to rapidly transform the level of communication between equipment and users, Chromalox has developed and introduced to market a Human Machine Interface (HMI) touchscreen. A practical user interface with machinery, complete with wireless technologies and Modbus communication, this product also allows the user to monitor and control apparatus remotely, whether they are using a desktop PC, laptop, or a compatible mobile device.”

One particular range of solutions to benefit from harnessing the above product developments is the company’s new Century Panel control panels. A standardised, cost-effective tool that enables the accurate control of electric heaters installed in safe and classified areas, the introduction of HMI and related Modbus communication into its design makes the Century Panel an outstanding and versatile product for any end user.

As documented in our previous article on Chromalox, 2019 also marked the opening of its Quick Response Centre warehouse in Croydon.

In the time since, this facility has continued to support the growth of the business in the UK. “The existence of this building not only allows us to considerably reduce the lead time of many of our product lines, but also to locally manufacture our new Century Panel range,” Paul states. “This gives us the opportunity to further

control component costs, lead times, and build an ever-closer connection between our R&D and manufacturing teams.”

With many of the necessary foundations in place for Chromalox to continue to build upon its past successes, the business’ plans for 2020 are clear according to Paul. “We are planning to expand geographically in the coming months by opening a series of new sales offices in locations where we deem demand for our products and services to be strong.This, together with our

ongoing manufacturing activities and continued R&D work, will assist us as we aim for growth of approximately five per cent during this calendar year,” he concludes.

Chromalox (UK) Ltd

Products: Thermal technology products and services www.chromalox.com

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The perfect package Having reaped the rewards of a five-year investment strategy during 2019, Caps Cases intends to spend 2020 building upon its recent successes, while continuing to target fresh growth opportunities both internally and externally

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A

s detailed previously by Manufacturing Today Europe, for Caps Cases – one of the largest independent manufacturers of corrugated cardboard packaging in the UK – 2018 was very much a year of consolidation for the company. During this time, an amalgamation of its manufacturing activities into its facilities in Glasgow and Newmarket, helped to significantly streamline operations, setting the stage for what Managing Director Trevor Bissett anticipated would be a healthy 2019.

Catching up with Trevor in March 2020, it is heartening to hear that his prediction for

the preceding 12 months proved accurate.

“Last year was a good one for business, with a healthy growth rate of approximately four per cent being recorded and a good return on investment being made,” he says. “Much of this growth was driven by the fact that our existing customer base also enjoyed strong levels of performance, and the most important thing from my perspective was that Caps Cases continued to keep all of its customers happy and did not let a single one down in their pursuit of better packaging solutions.”

In fact, Caps Cases has been keeping its customers more than happy since 1982,

Caps Cases

‘‘

As is the case at all times, we remain fully focused on our ‘on-time-in-full’ performance and on providing the very best levels of service possible in all that we do

it seemed a logical one for is to push forwards with as a business, we now feel well placed to meet this demand head on due to the investments we have made in both digital and flexographic equipment and the skills we possess within the business.”

Said equipment makes up one element of a dedicated five-year investment strategy that the company successfully concluded in 2019. “As discussed in our previous conversations, investment during this time period has included the purchase of

when it was founded by Chairman Charlie Bissett and Peter Bush. Since then, it has constantly aimed to deliver quality cardboard packaging at competitive prices by utilising a mix of state-of-the-art production technology, high-quality customer service and advice, and access to an unmatched range of products and services. “In more recent times, we have found particular success in our ability to aid brand owners that wish to use there packaging as a way of communicating with consumers,” Trevor details. “This tends to coincide with a greater requirement for higher standards of printed graphics. This has always been a strength of ours and therefore

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additional high-quality digital and flexo post printing equipment, and more recently in the machinery and tools necessary to deliver self-adhesive, self-sealed packaging to our growing portfolio of e-commerce customers,” Trevor states.

“The final phase of this particular programme, which took place in 2019, saw us concentrate our efforts on further improving our employee facilities so as to better their welfare at work. This included building an entirely new canteen unit, refurbishing the existing one, and modernising all of the communal washrooms and associated spaces. I am happy say that all of the above has had a very positive impact on morale, however it does not represent the end of our investment plans. We are constantly looking at ways to improve parts of the business, so to that extent it’s fair to say that we are not resting on our laurels.”

An example of where the next cycle of investment will be heading can be seen in the company’s present-day efforts in devising an improved means of printing of both sides of its materials in one pass. “This is a process that we have already found to be extremely beneficial – producing printed, double-sided materials with just a single touchpoint – therefore it makes sense to be examining the possibility of investing in new, specialist machinery to make our capabilities in this field ever-more efficient,” Trevor adds. “We are currently having positive

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Caps Cases

conversations with our trusted suppliers and contacts about this issue, and look forward to adding new equipment to our roster in the coming months.”

As has been the case for several years now, Caps Cases – with its use of water-based inks and paper-based end products – has found itself at the forefront of meeting its customers’ increasing need to address the sustainability and environmental credentials of their packaging. More recently, however, with a high percentage of its existing customers having addressed these concerns, their attention has turned more towards issues surrounding wastage and efficiency. “An area of concern for a growing number of our customers lies in making sure that they are not sending out unnecessary packaging space through their respective courier networks,” Trevor continues. “By focusing in on factors like pack size and the rationalisation of our range of products, we are helping to address the evolving needs of said customers.”

For 2020, Caps Cases has designs on achieving similar growth rates to those

achieved in 2019, while at the same time retaining the impetus it has when it comes to continuous self-improvement. “As is the case at all times, we remain fully focused on our ‘on-time-in-full’ performance and on providing the very best levels of service possible in all that we do,” Trevor concludes. “We are also constantly measuring key KPI’s around responding to enquiries within a certain timescale and attracting new business, to name just two. Most importantly of all, our people continue to display their collective ability to pull in the same direction, leading the business forward, and so long as this remains the case Caps Cases will be well placed to meet our targets and goals.”

Caps Cases Products: Corrugated cardboard packaging www.capscases.co.uk

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An imprint on the

industry

Plockmatic Group’s comprehensive range of products and the ability to respond to emerging market demands in a timely fashion has turned the company into a go-to provider of finishing solutions to the printing industry

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nity is strength’ is a very pertinent proverb when it comes to the latest activities of the Plockmatic Group – a wellknown Swedish supplier of finishing solutions to the print and mailing sector. The company, which was established in 1974, has performed three significant acquisitions in the space of five years to grow a broad portfolio of products.

By enriching its catalogue, Plockmatic can now compete in every market segment, being able to serve entry-level customers, as well as larger and more demanding clients who may require 24/7 care.

Jan Marstorp, CEO of the group, details: “We have traditionally been known for our inline and offline booklet makers, but the acquisition of UK-based Morgana in 2013 has enabled us to add creasers and folders to our range. Three years later, we purchased an Italian company called KGS, which manufactures PUR binders, and in 2018, we acquired another British business – Watkiss Automation – to extend our booklet making range into the high-end market segment where digital prints are created using both toner and advanced high-speed inkjet technology.”

In parallel with expanding its product

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portfolio, Plockmatic has also strived to maintain an efficient global network of independent dealers. Today, the company works with about 80 of those, having also set up its own distribution operations in countries like the US, the UK, Sweden, Norway, and the Baltic nations.

“In America, in particular, we have built a robust organisation to offer technical, sales and marketing, and even logistics support to our customers, because we want to stay close to

them. The US is the biggest market for products like ours so we have to make sure that people there have our full attention,” Jan adds. “Europe comes in second, but our approach on the continent has to be slightly different, as the market here is not as uniform as the American one. Instead, we have to target countries on a national level.”

Jan has already mentioned that the booklet makers are Plockmatic’s most popular range.

Plockmatic Group He now elaborates on the reasons for this: “It mainly comes down to the fact that we use a patented finishing technology called squarefold that allows you to have stapled booklets that look almost like perfect-bound booklets. Couple this with the competitive price at which we offer this solution and you will understand why it holds such a strong position in the digital print market.

“The AutoCreaser and DigiFold ranges from Morgana are performing very well, too. Last year, we launched a new generation of these products, with more new technology scheduled to be released in 2020,” Jan continues. “Another focus area for our R&D team has been the development of new technologies for our PUR binding machines. The DigiBook binders are equipped with another patent – a closed gluing system where the spine and side gluing is automatically applied by a slot applicator for the best binding quality and accuracy. We intend to come up with a new technology for this product family, as well, and we expect this to happen sooner rather than later this year.”

With the advancement of technology in the past couple of decades, the top five printer providers in the world – Canon, Ricoh, Xerox, Konica Minolta, and Sharp – have inevitably upped their engineering game. As a result, better-quality printers that could also work with a greater range of paper formats and types, have been developed. “Digital printing has clearly been challenging the more traditional offset technique, which has increased the number of printing applications,” Jan comments.

“For instance, we have recently seen the emergence of print engines that can print on longer sheets. Another strong application that is starting to gain traction is what we call Line A4 book, which is slightly different from the standard A4 format, and we will shortly be launching booklet makers capable of making these enhanced booklets. All in all, more diverse and challenging applications have sprung up and are growing in demand and we have to continue expanding our portfolio to meet client needs.”

He goes on: “A big part of our success stems from our ability to respond to shifting market demands. We have structured the business in a way that allows us to closely monitor the direction in which the market is headed to.

By having this understanding of the ongoing processes, we can then base our engineering on the market information we have, which results in us creating solutions that address the issues of the day across the industry.

“We have invested further in our logistics setup, as well, and this is another crucial aspect

2020 will be a year of product launches across all key Plockmatic ranges. Meanwhile, the company is planning to further tweak its internal infrastructure to reflect the requirements of the situation it finds itself in.

“Longer-term, the challenge remains to try and understand where the market is taking us,” Jan remarks, before concluding: “The next few years will be all about serving our customers with the sorts of products they need and increasing our efficiencies, so that we are as good as we possibly can be. We have a set growth target for the next five-year period and we are confident that we will achieve it with the help of the strengths that define us as a business.”

Jan Marstorp, CEO

of our proposition. The way we have organised our supply chain, has made it possible to set industry-beating prices to our goods and have good economies of scale within the business,” Jan adds.

Keen to maintain and exceed its performance in releasing innovative new solutions to market,

Plockmatic Group Products: Finishing solutions to the print and mailing businesses https://plockmaticgroup.com

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60

The recent installation of a new state-of-the-art CNC Fiber Laser Welding System

Still fab at

As Fabdec Ltd approaches its 60th anniversary, the specialist producer of stainless steel heat transfer products looks to build on another award-winning year for the company

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The Skid Mounted Brewing System in manufacture

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market leader in the dairy equipment sector, Fabdec Ltd enjoyed another award-winning year in 2019. Following on from being named Shropshire’s Best Manufacturer in 2018, Fabdec took home last year’s International Growth Through Export prize at the Shropshire Business Awards. The achievement crowned a successful year for the company.

“In 2019, we sustained the growth that we achieved over the previous two years,” explains Managing Director, Chris Powell.

“We also completed some significant capital investments and started a new company,

6ix Fabdec.” The new company serves the brewery sector with a full range of highquality stainless steel brewery vessels, including design, consultancy, installation and after sales service.

Fabdec now sells its products in over 40 countries and has recently experienced growth in Ireland, mainland Europe and the Far East. “We have a structured, forward thinking approach to trading overseas with a local presence in a number of regions,” Chris says. “We tailor our products to suit the needs of different market places.” In September 2019, the company launched a new website with a user-friendly interface

Fabdec Ltd Unvented Water Heater with patented technology

Brewery vessel with laser welded plate

reflecting Fabdec’s diverse range of products.

The website includes full translations in German, French, Russian and Polish to maximise the company’s international presence. Fabdec also boasts in-house language skills and has exhibited at a number

of international trade shows, including Eurotier.

International growth is not the only area on Fabdec’s agenda. The company is currently working on an innovative automated skid mounted brewing system for a new London

‘‘

We hear time and time again that people like to deal with us. Our ability to support customers from the initiation of an enquiry through to its completion is one of the biggest drivers of our growth www.manufacturing-today-europe.com l 37

Long service awards presentation

based brewery. The system was exhibited at BeerX in Liverpool in March, before being transported to the new brewery site. It is the latest example of Fabdec’s expertise in custom manufacturing brewery vessels to a client’s specific requirements. Specialists in thermal transfer technology, the company uses cutting-edge design software to stay at the forefront of brewery engineering.

Fabdec’s continued success is driven by major investment in its manufacturing facility, including the recent installation of a stateof-the-art CNC Fiber Laser Welding System.

The company is already reaping the benefits.

“The system has increased our capacity to manufacture heat exchange plates for our brewery, milk cooling and heat recovery products,” Chris says. “It has also improved our capabilities to manufacture bespoke products for specialist customers requiring heat transfer.”

Alongside the laser welding system, Fabdec has installed a new 150 tonne H-frame

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press for metal forming operations, as well as a 200 tonne CNC Press Brake, allowing it to bend stainless steel material up to four metres long, reducing the need for welding and polishing operations. Chris emphasises the positive impact the equipment has had on the company’s drive to achieve sustainable manufacturing. “It has improved our manufacturing efficiency, given us more capacity to grow, and improved the working environment for our employees,” he adds.

This focus on supporting its employees is clearly paying off for Fabdec. At the end of 2019, seven employees were rewarded for their long service with the company.

“We’re committed to continuing to invest in

our people and build a sustainable working environment that maximises their wellbeing,” said Chris, who, incidentally, celebrated 40 years with Fabdec at the end of the last year.

The investments Fabdec made in 2019 will also benefit its customers. Chris believes that a commitment to achieving client satisfaction is one of the keys to the company’s longevity.

“We hear time and time again that people like to deal with us,” he says. “Our ability to support customers from the initiation of an enquiry through to its completion is one of the biggest drivers of our growth.”

Fabdec has always aimed to exceed customer expectations and this looks set to continue well into the future.

Fabdec Ltd Fabdec’s factory roof consists of a solar photovoltaic system with 908 solar PV panels to generate its own renewable electricity

Looking ahead, Fabdec is preparing for another successful year in 2020. The company is forecasting an overall growth in sales and plans to continue working on product innovation. “We are going to be introducing a whole new business IT system which will improve our efficiency, support our growth plans and allow us to support our customers even better,” Chris states.

Last year, as part of its commitment to good environmental practices, Fabdec equipped its manufacturing facility with a solar PV system consisting of 908 solar panels.

The system allows the company to generate its own electricity at its manufacturing plant and head office. It is another suggestion that, as Fabdec approaches its 60th birthday, the company has its eyes firmly on the future. “It is a tremendous milestone,” Chris says of the anniversary. “We are very proud of it and we want to make the most of it by promoting our company, its longevity and its impressive green credentials.”

Fabdec Ltd Products: Stainless steel tanks and vessels www.fabdec.com

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Below: MAESTRO-c, side load carton machine

Ingenious

engineering

Basing its success on a long engineering history combined with a willingness to adapt and change, Mpac Group entered 2020 on a trajectory for further growth

T

Above: Cartoner 4.0 exhibited at Pack Expo 2019 in Las Vegas

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he pedigree of the Mpac Group is one of leadership in world markets, and this position has been achieved thanks to inspired innovation, and a change of direction – in 2017 the company, then called Molins PLC, divested itself of its instrumentation and tobacco machinery business, and adopted the name Mpac Group.

Today, focusing 100 per cent of its efforts on the supply of innovative, high-speed packaging solutions and related support services, the Group operates as a single business, principally serving the pharmaceutical, healthcare, and food and beverage sectors.

Tony Steels, Mpac Group CEO, is delighted with the progress made since the changes were implemented. “This has been a period of real development as a group and has delivered profitable growth. Since we sold the legacy tobacco machinery and testing business (which was tantamount to selling off the family silver!) we have had a strong balance sheet to support

both organic growth and the acquisitions that we have done since.”

This success has been underpinned by the strategy that Tony and his team put in place in 2018, based on what they called the ‘One Mpac business model’ – a global sales and service approach supported by plants utilising common processes, procedures and systems, aimed at delivering consistently high quality projects wherever customers choose to build their plants.

“There were some necessary changes to the business culture to promote our One Mpac business model, as it needed a leadership team that absolutely understood the benefits of being a strong global player as opposed to a local silo,” added Tony. “This isn’t easy and I am proud of our leadership team and the progress they have made in bringing the businesses along this journey.”

One of the major high points for 2019 was Mpac’s acquisition of Lambert Automation

Mpac Group

Limited (Lambert) a provider of leading automation solutions to the medical and consumer healthcare markets. Typically working upstream in its customers’ product and production lifecycle, the addition of Lambert will enable Mpac to offer a more comprehensive and broader range of automation and packaging solutions to its customers. “Our acquisition strategy was very clear – we targeted a company in the primary packaging space, ideally in the healthcare sector. In addition, we were looking for a wellrun business with real latent potential to grow,” commented Tony.

“The business was a good fit because it met our strategic intent and a bonus was the great team that already worked at Lambert’s site in Tadcaster. The integration has been very smooth and we now are focused on leveraging the business globally in partnership with our other companies. The acquisition of Lambert is a highlight for us, in that it fulfilled our tactical commitment to be a full solution provider, and has achieved the targets we set when the business became part of our group.”

Lambert had been providing remarkable products and exceptional service for nearly

50 years, and had grown from a handful of staff to an international company. Now called Mpac Lambert, the division focuses on the creation of fast, flexible, cost-effective factory automation platforms for the healthcare sector.

Its ingenious machines are based on proven processes with a modular design. Dedicated to providing a truly end-to-end service, Mpac Lambert supports the entire product lifecycle, from first prototype to palleted products, from one single purchase order.

With Lambert bringing expertise in healthcare to the table, Tony noted that this sector was a major area of focus for Mpac, alongside Pharmaceutical and Food and Beverage. “Our primary focus on healthcare/ personal care has brought some real traction to the business, not least since the acquisition of Lambert, which is 100 per cent focused on this growth market,” he said. “We will continue to develop our product range to support this market with full solutions, and with the increased scale of the business our customers and potential customers are very supportive of our plans.”

Leveraging the Lambert business globally is a top priority for Mpac, starting in the

‘‘

We see service as an increasingly important product for our customers and so we see this as a strong growth and innovation area especially around Industry 4.0 technologies, which we will launch in May 2020

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Right: Mpac Langen’s Intelligent Machine Interface.

Experience greater connectivity, enhanced user experience and access to new capabilities in line with Industry 4.0

USA, and as Tony explained, further additions to the company’s stable are always under consideration. “Our acquisitions pipeline is robust and we will continue to develop discussions to acquire businesses, which complement our strategy and innovation Above: Lenze with Advanced HMI

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programme,” he confirmed. This is in addition to the organisation’s focus on organic growth: “We believe our businesses have huge latent potential to provide a broader range of solutions to our customers and potential customers,” he added.

Mpac Group

Above: The latest addition to Mpac Langen’s next generation case packing portfolio; the ALISIO is a flexible side-load case packer that guarantees high productivity

Trading alongside the Mpac Lambert division, is Mpac Langen, which designs, delivers and services precision-engineered machinery for the automated processing and packaging of products across the food and beverage, consumer and healthcare goods, and pharmaceutical sectors. Following the Lambert acquisition, the Mpac Langen site in Coventry, UK was also rebranded as Mpac Lambert (its sites in Canada, The Netherlands, Thailand and Singapore remained unchanged.) Bringing together the two existing UK businesses to trade under one brand name supports Mpac’s strategy to drive innovation and remain at the frontline of special purpose assembly and packaging machinery.

The new strategies and approaches undertaken by Mpac Group have already been seeing results, with Tony pointing to a strong order book and a vibrant innovations pipeline, and a number of new products scheduled to be launched in 2020. “We will launch full line solutions in the healthcare and food and beverage markets this year based on platform, modular technology, and we are confident in continuing our growth journey,” he confirmed.

Another further exciting development is linked to the product development area, as in early March 2020 Mpac Group signed a partnership agreement with Siemens Digital Industries in the UK. Under the new relationship, Siemens Digital Industries will function as a partner to supply end-to-end solutions to Mpac Lambert.

The co-operation will boost Mpac Lambert’s

robustness and efficiency in delivering digitally scalable machines to its global clients.

“Our digital partnership with Siemens will enable us to co-create solutions with digital technologies, make sense of the data and, most crucially, develop it so that we can address customer needs to provide bespoke solutions,” noted Tony. “It is very important to us in order to be fast to the market and have a control and software platform which enables Industry 4.0 functions for our customers and a single intuitive human machine interface (HMI).”

Siemens will support the original equipment manufacturer in its value chain with planning and design, engineering and the ordering process to installation. The holistic portfolio of total integrated automation, Internet of Things (IoT), software solutions is included in the partnership.

It is clear that Tony and the Mpac Group team have created not only a solid base from which they can grow the company, but that they are positioning the company at the forefront of technological innovation in order to ensure that their products are ready for the future.

“We have an ambitious plan to more than double the size of our business over the next five years,” said Tony, corroborating that Mpac Group has no intention of slowing down its momentum. He also highlighted two further areas where Mpac will be concentrating its efforts: “We see service as an increasingly important product for our customers and so we see this as a strong growth and innovation

area especially around Industry 4.0 technologies, which we will launch in May 2020. In fact, we have already launched a number of important new products over the last two years that have Industry 4.0 enabled features, and these provide our customers with future proof investment and increased tools to support OEE improvement. Leveraging our One Mpac business model will also mean that our customers will be able to have a consistently high level of service wherever they choose to build plants in the world.”

With a group mission to be the global leader of high speed packaging and manufacturing automation solutions, Tony won’t be taking his eye off the ball in 2020, but that’s not to say he doesn’t take the time to enjoy the success the business has experienced so far. “The highlights for me are the organic growth the business has been able to achieve together with the focus on service,” he concluded. Add these to Mpac’s upgraded ability to provide its customers with a much more comprehensive support programme to maximise their return on investment, and it is clear that the organisation really does offer the full package.

Mpac Group Services: Packaging machinery manufacturer www.mpac-group.com

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Coated in success A market-leading producer of specialist coated fabrics; Coating Applications uses rigorous methods to achieve its goal of manufacturing the industry’s highest quality PVC covered products

O

riginally formed in Yorkshire in 1981, Coating Applications crossed the county border in 2010 and moved to larger premises in Accrington, Lancashire. More recently, the company relocated again, this time moving to a factory in the town of Nelson, East Lancashire. A member of The Allied Textiles Group, Coating Applications now operates from the same site as its sister company, William Reed Weaving, a fellow member of the group. Managing Director Simon McLean suggested that the move to Nelson will benefit the coated fabrics manufacturer now and in the future. “Relocating our PVC

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coating operations to our Nelson site was to ensure the long-term viability of this part of the business,” he says. “It will allow us to offer a fast, efficient delivery service and shorter lead times.”

With almost 40 years of industry experience behind it, Coating Applications is widely regarded as the UK’s leading PVC fabric coating specialist. Simon suggests that the company’s commitment to progress and development is one of the keys to its long history of success.

“We are dedicated to technical innovation and constant improvement,” Simon insists.

“Along with our significant expertise, it is part of what has given us a world-wide reputation

for delivering high-quality, high-performance products at competitive prices.”

Coating Applications produces a wide range of PVC coated fabrics for various markets, including sports, leisure and technical uses.

The products go on to be a part of indoor play areas, bouncy castles, chemical protection suits, camping gear, pipeline repair, and even underground ducting. The company also works with specialist coating technologies, including waterproofing, flame retardance, anti-static, phthalate-free and chemical resistance. “The specialisms we provide mean that our products can be used in diverse performance-led areas,” Simon states. “Our three coating lines allow

Coating Applications one roof. This allows the company to easily monitor and constantly improve its production processes. “All our business and management practices have been independently tested to ensure that they conform to all British, European and International standards,” Simon proclaims. “This includes the demanding requirements of quality management standard BS EN ISO 9001:2015.”

With its eyes on the future, Coating Applications operates a strict environmental code of conduct. The company utilises a series of energy saving manufacturing systems, which allow it to create fabrics that comply fully with the Environmental Protection Act of 1991, and further its credentials as a modern, environmentally-conscious organisation.

Coating Applications

Services: Manufacturer of specialist coated fabrics www.coatingapplications.co.uk us to change from product to product quickly, and operate smaller bespoke runs from as low as 500m. This has given us a significant market advantage because it is something that many of our competitors are not able to do.”

Permalite PVC is one of the popular fabrics that Coating Applications manufactures.

Designed to be lightweight and soft, but highly chemical resistant, Permalite is hard-wearing and offers consumers the optimum compromise between comfort and performance. “Permalite PVC fabrics are intended for use in hazardous environments where chemical splash protection is necessary,” Simon declares. “The range of fabrics suit a variety of situations and degrees of protection. Our Permalite products range in weight from 265gsm up to 440gsm, although, as with most of our products, they can be made bespoke to the customer’s requirements.”

The company also produces Caflex and Polyplax products that are ideal for leisure, inflatables and industrial uses. “By using the highest quality UK woven base fabric, either nylon or polyester, along with the best available chemicals, we can create PVC coated fabrics that are widely viewed as the best in the inflatable and soft play market,” Simon reports.

“We hold a large stock of Caflex and Polyplax PVC fabrics, in a variety of colours, to ensure quick lead times and fast delivery.”

To encourage synergy in the company’s quest to achieve the very highest standards, all Coating Applications’ research development and quality control facilities are situated under

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Designed to be

different

Following its acquisition of TDX Limited, AMB has become a complete food packaging solution provider, with a one-supplier relationship with both its national and international customers

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n June 2019, Italian company AMB, one of continental Europe’s leading manufacturers of high-barrier, rigid, flexible and sustainable packaging for the food industry, announced its acquisition of TDX Limited, itself a dominant force in the fields of PET, RPET and laminated rigid films for the food and packaging industries in the UK. While said acquisition was covered extensively at the time, in February 2020, Manufacturing Today Europe was presented with the opportunity to speak with Mark Prinn, Managing Director of AMB in the UK, and Jamie Davies, AMB’s International Marketing and Communications Director.

During the course of this conversation, the two were happy to discuss the benefits and synergies created in the months since the two businesses came together, as well as how they continue to learn from one another as AMB strives to become a global market leader all of the aforementioned sectors.

“The acquisition of TDX – which also included its Design, Prototyping and Tooling division – has enabled AMB to transform from being a films supplier into a full, end-to-end packaging solutions provider,” Jamie begins. “Today, AMB can offer its customers in the form-fill-seal and thermoformed packaging markets a full range of services, from design to prototype samples, production tooling, rigid films, flexible films and printed films.This unique offering provides customers with a single point of contact for integrated services to streamline their supply chain, and ensure a holistic product development approach.”

Strategic benefits created by the acquisition include, a UK manufacturing base to enter the form-fill-seal market, and access to existing TDX customers with AMB products such as flexible films for laminating and printed films.

Additionally, it gives AMB access to new markets via TDX’s customer base and presence in Scandinavia, the Benelux, North France, and even further afield through its Design, Prototyping and Tooling business.

“What AMB identified in TDX was a complementary business that would give them access to the form-fill-seal market in the UK,

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post-Brexit, as well as an entry point to global customers in the thermoformed packaging arena.

At the same time, AMB’s customer base, which supplies its goods across Europe, would be able to gain access to our expert design, prototyping and tooling services,” Mark explains. “It was our shared belief that we could leverage such synergies in order to bring the AMB of today ever closer to

its customers and drive global growth.Thus far, all of the signs are very good, and we are moving forward with what we call our ‘Vision 2024’ plan to triple the size of the business in the next threeto-four years.”

The integration of TDX into AMB was considered a smooth process, albeit much hard work was required behind the scenes to make

AMB this a reality. “Strong marketing has ensured that the all rebranding since the acquisition has been quick enough to inform the market of any changes, without confusing it,” Jamie continues.

“The UK sales team has integrated well into the international sales team, with cross selling, access to new markets, and access to group capacity and capabilities really driving sales. Furthermore, the international team has shown a great interest in TDX’s Tooling Division, and we are starting to see doors opening to new customers in new market territories as a result. Meanwhile, integration of procurement has ensured that excellent synergies have been identified to rationalise supply and optimise cost savings.”

AMB has always been a business that is committed to investing in its own future, and this ethos has remained as strong as ever in the months following its acquisition of TDX. For example, at the time of publication – March 2020 – the company will be installing a new 10,000MT per annum Bandera extruder line, which will become fully operational on May 1, 2020. With in-line slitting capabilities, this line will enable AMB in the UK to manufacture smaller rolls to supply food manufacturers with form-fill-seal base webs.

Installation of the new line has also already been accompanied with the inclusion of offline slitting in an industry leading clean room environment.

“As is the case with almost every business that is involved in the manufacture of plastics and is looking to future proof itself, we invest heavily in – and have a dedicated R&D team to develop – products that are the most sustainable on the market,” Mark enthuses. “We very much take a long-term view as far as innovation is concerned, focusing in on technology and solutions that we feel could well shape the market in the coming decade or more.”

To date, the company has poured capital into things like ‘super cleaning’ technology at its plants in order for the business to supply 100 per cent post-consumer RPET film to customers that demand it. AMB’s R&D team is also constantly exploring the use of mono material structures – multi layers that can be disassembled – and the simplification of structures designed for recycling.

The company knows that a key objective for itself must be to develop products and films that are designed to be recycled so that it plays a role in improving circularity.

“Our approach to innovation and our investment in sustainability encapsulates our brand positioning, which is that AMB is ‘Designed to be different’,” Jamie states. “We are innovators, and we believe that in order to find the answers to the big questions facing our industry, that one has to step outside of their comfort zone. AMB’s pursuit of constant improvement drives us to design, create

and deliver the best in everything we do – not for us as a company, but ultimately for the benefit of our customers.”

In 2020, the primary objective at AMB in the UK is to oversee the smooth installation of the new Bandera line in order to provide the UK food industry with much needed RPET capacity to facilitate the ongoing switch from PVC and PVC/ PE. While this is ongoing, at group level, AMB will be working to grow globally and extend its reach with closer customer contact in local markets.

This year will also see the business make an appearance at the interpack 2020 international trade and packaging fair, between 7-13 May in Dusseldorf. “We will have a very impressive stand present at the event, and we look forward to telling our story and making a big splash there,” Jamie declares. “We do intend to launch some new products on the stand, however, the most important point we will be looking to put across will be the fact that AMB is today an end-to-end, one-stop-shop packaging solutions provider, and one that is always looking to innovate, has a keen eye on sustainability, and is actively participating in improving industry circularity.”

AMB Products: High-barrier packaging, printing, and PET, RPET and laminated rigid films, design, prototyping and tooling www.ambpackaging.com

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Close to

customers

It has now been almost a decade since Quintus Technologies introduced fundamental changes to its operation, resulting in strong growth across multiple high-profile sectors

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hat Quintus Technologies was before 2012 and after that year, are two different beasts. At the time CEO Jan Söderström joined the business, Quintus was operating on a project-by-project basis, creating tailor-made equipment for each individual customer it had. Since 2012, however, the provider of high-pressure sheet metal forming presses and hot and cold isostatic presses for densification of advanced materials has triggered several key changes to the way it functioned. By doing this, Quintus successfully grew in a number of

global markets, also posting a 20 per cent year-on-year increase in turnover over the last five years.

“We focused on three main areas that we wanted to evolve,” begins Jan. “First of all, as we export 99 per cent of our products, we took the decision to set up sales and marketing offices in the locations where we sell our machines. As a result, we now have organisations in the UK, Germany, France, United States, China, and Japan as well as additional representation by distributors and agents on selected markets.

“In parallel, we also began to standardise

Quintus Technologies Left: The Quintus Application Centres allow customers and partners to verify processes and materials before full-scale production

With a workload capacity of 600 kg (1322 lb), the new model QIH 60 M URC® combines heat treatment and cooling in a single process, High Pressure Heat Treatment (HPHT), for faster throughput, higher quality, and lower capital investment and logistics costs

our equipment. Instead of offering tailor-made products, we broke our machines down into 11 submodules, which has enabled us to standardise the components. Consequently, we reduced our delivery time by some 50 per cent and got our costs down, as well,” Jan adds.

The third business aspect Quintus concentrated on, was the development of an efficient aftersales service. In 2016, the company launched a five-year support programme called Quintus Care, in which it takes responsibility for the operation of each machine it has installed at its

customers’ premises. “Not only do we provide maintenance, but we also educate our clients on technology developments and how to increase productivity and quality at reduced cost. Equally important is our effort to secure our partners’ future business volumes by sharing the latest in how modern HIP technology can be applied to new products, materials and processes. We have had tremendous success with Quintus Care and we are incredibly proud of how it has strengthened our offering,” Jan enthuses.

As it aspires to be its customers’ global partner for advanced manufacturing applications, it is no surprise that Quintus is at present heavily exploring the ways in which it can make the most of the rise of 3D printing.

Jan comments: “In fact, we have got two hot isostatic presses called QIH 48 and QIH

60 that are in high demand at the moment, because they are perfect for 3D printing activities. The last couple of years have seen us sign several contracts with 3D printing companies – mainly in the medical and aerospace sectors – who we are helping to optimise the whole process and get the right material properties of their components.”

Together with the aerospace and medical industries, Quintus also serves the automotive, oil and gas, and energy sectors.

Understandably, each of these has its specific requirements and for the company to be able to address them effectively, it had to completely change its approach in the past few years.

“We used to be a machine builder and were mainly recruiting engineers who we were able to design and build our equipment,”

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Below: Turbine vanes on a built-plate after HIP

Jan discusses. “What we have been doing since 2013, is recruiting senior professionals coming from the industries we are supplying our products to. They are experts not in building the machines, but in their application, which has entirely transformed our selling process. We can now fully understand our customers’ needs

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and, instead of simply giving them a quotation when they come to us, we sit down with them, we discuss their challenge, and create a business case together. To maintain the level of expertise we are operating three Application Centres where we are conducting application development together with Customers,

Institutes and Universities. It is a different model of operation, so, to make it work, we need real experts in the application of every machine we make.”

In Jan’s opinion, the medical and aerospace sectors will continue to grow in demand over the coming years. He also mentions that, while it represents only 30 per cent of Quintus’ isostatic press business, the company also makes equipment for sheet metal forming that is being supplied mainly to the aerospace industry.

Quintus Technologies Below left: The QIH 48 M URC® press is equipped with Quintus’ patented Uniform Rapid Cooling URC® technology for cost-effective production and combined HIP and heat treatment Right: The Flexform™ Fluid Cell Press is ideal for sheet metal prototyping and low-volume part fabrication when short lead time and reduced cost are of the essence

Quintus Technologies Products: High-pressure sheet metal forming presses and hot and cold isostatic presses for densification of advanced materials “We are pleased with its continuous growth.

The volume of new-build planes increases every year, which is a good sign for the future development of this side of the business,” Jan points out.

Speaking of the company’s ambitions for the years to come, he outlines Quintus’ desire to deepen the relationships it has already formed with its clients. “A lot of companies, both in Europe and the US, are now aiming to establish themselves as fully-fledged service providers and we want to help them achieve that by teaching them how most effectively to use our machines. This is part of our Quintus Care programme and we will remain fully committed to offering our customers detailed application knowledge for them to become more efficient in their work.

“In the long-term, we can definitely see a considerable growth in 3D printing, so we have to be ready to meet the demands of the market. Our latest technology is High Pressure Heat Treatment which combines the HIPing and the Heat Treatment in the same cycle. What gives us confidence that we will succeed, is our belief that we have the best people in the company who exemplify our applications-based approach and who know how to support our customers. Last but not least, we stay on top of the ongoing digital developments, making use of AI and the smart factory concept, in combination with 3D printing, which emphasises our willingness to always learn and adopt the best modern practices, so that we stay relevant in the marketplace,” Jan wraps up.

quintustechnologies.com

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Ahead of the pack After 180 years in business, packaging manufacturer Robinson PLC continues to develop its products and modernise its practices

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hen JB Robinson purchased a round box company in Chesterfield in 1839, it is unlikely he could have predicted the success his company would go on to achieve. Renowned for producing high quality paperboard packaging throughout the 1800s, Robinson Packaging Innovations diversified into surgical dressings, before becoming the most advanced carton manufacturing and printing facility in the UK in 1921. “When the company celebrated its centenary in 1939, it had around 3700 employees,” explains Managing Director Steve Haley. “It must have seemed as though the whole of Chesterfield worked for Robinson.”

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Inextricably linked with the town, the company is still headquartered in Chesterfield today.

It also operates three UK manufacturing facility based in Nottinghamshire, as well as two Polish locations in Warsaw and Łódz. Over the course of its illustrious 180-year history, the company has provided packaging for some of the world’s most famous brands, including Radox, Nescafé, Tesco, Bisto and Gillette. An industry pioneer, Robinson purchased a patent for the first ever disposable nappy in 1949, before achieving unprecedented success in the 1950s when it produced Quaker breakfast boxes and designed the first Smarties tube for Rowntree & Co – a market first. By 1957, Robinson had begun investing in the latest

technology to develop its injection blow moulded products, and that’s where the company’s focus lies at present.

“Robinson operates primarily within the food, household, drink, confectionery, cosmetic and personal care sectors, providing niche or custom manufactured products to major players in the fast-moving goods market,” Steve says. “Today, our main activity is the manufacture and sale of injection and blow moulded plastic packaging.”

Currently used to manufacture thin walled containers, tamper evident tubs, flip top caps along with PET and HDPE bottles which is a highly versatile, flexible, and consistent process in which molten plastic is forced at high pressure

Robinson Packaging Innovations Ltd into a mould cavity. It has been used by Robinson to produce products such as the Nescafé Azera coffee cap across three conversion technologies.

The company’s Poland operation in Warsaw is considered Robinson’s centre of excellence for blow moulding, a process in which plastic is melted and extruded into a hollow tube, before air is blown through it so that it takes on the shape of a mould.The blow moulding technique is employed to create liquid dosing bottles, angled neck bottles, or laundry bottles, such as the one used by Poland’s Pollena Ostrzeszów laundry care brand.

Steve believes that the company’s experience in these areas, as well as the comprehensive range of technical services it offers in the development phase, are part of what has helped build Robinson’s reputation as an industry leader. “Our expertise and heritage in producing sustainable plastic and paperbox products means that our clients truly trust in our service,” Steve states.

“Our three sites in the UK have the latest BRC accreditation and perform to strict standards that our customers trust and appreciate.

“We are currently enjoying success in four key areas: food and drink, personal care, household products and luxury gift packaging,” he adds. “Our clients include powerhouse multinationals like Unilever, Jacobs Douwe Egberts, and S.C. Johnson.

Our luxury gift boxes attract small to medium enterprises in the premium chocolate, home fragrance and beauty sectors. We also produce for most UK supermarkets across their own-brand chilled food and herbs and spices ranges.”

This enduring success, after almost two centuries in business, is something that Steve attributes to Robinson’s ability to respond and adapt to the ever-changing packaging environment.

“We constantly invest in new technology to keep abreast of best production standards and efficiencies,” he says. “We are always looking at ways to keep our operations lean, our products light, as we constantly drive for a sustainable future.”

In keeping with the industry’s shift towards sustainable business practices, Robinson plans to further develop its partnerships with Pledge2Recycle and RECycling of Used Plastics Limited (RECOUP). Working with RECOUP, a registered recycling charity and not-for-profit member-based organisation, has helped Robinson to produce plastic products more responsibly and minimise the negative environmental effects of its production. “We handle, recycle and respectfully care for all the precious resources we use,” Steve says. “We have made great strides to improve the likelihood of products ending up in recycling by using single polymer materials with clear product labelling. We hope to see a future where all

products are traceable and recycled as part of a circular economy.”

Overseeing Robinson’s efforts to become a more sustainable operation will be Dr Helene Roberts, who was appointed as the company’s new Chief Executive in 2019. Helene, with a PhD in Polymer Engineering and former Managing Director at Klockner Pentaplast, arrived at Robinson’s with an extensive knowledge of sustainable materials technology. “Helene’s deep understanding and experience of plastic packaging – which includes materials, product design and innovation, end-to-end business improvement and the plastics circular economy, combined with her leadership talent, gives the board great confidence that she can lead Robinson on the next phase of our journey,” explained Chairman Alan Raleigh at the time of Helene’s appointment.

After experiencing strong growth in 2019 - Robinson invested heavily in new plants and equipment, as well as recruiting new staff to enhance the skillset within the business.

“Looking forwards to the rest of 2020, the challenges in the market around plastic packaging will not get any less. Innovations in our recyclable range and the use of recycled materials will continue to drive current and future success,” Steve states.

Deep into the latter end of its second century, Robinson’s vision for the future is clear. “The company’s continued strength will come through a focus on customer relationships, our expertise and our workforce,” Steve says, “and we will continue to invest in new equipment, new infrastructure, simpler processes, and most importantly, our people.”

Robinson Packaging Innovations Ltd Products and services:

Packaging manufacturer for food, drink and personal items https://robinsonpackaging.com/

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In safe

hands

The products and services offered

by VBG Truck Equipment – a division of VBG Group – provide its customers and users significant value in the form of increased personal safety, reliability and efficiency

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ounded in January 1951 by former truck salesman and selfconfessed traffic-safety enthusiast Herman Krefting, VBG Group is an international industrial group with more than 1600 employees in 18 countries. Today, the four divisions that make up the group – VBG Truck Equipment, Edscha Trailer Systems, Mobile Climate Control, and Ringfeder Power Transmission – each hold a prominent, leading position in their respective niche markets. Each is responsible for developing, manufacturing and distributing products of exceptional quality and value, which are

marketed and sold under strong, well-known brand names.

VBG Truck Equipment is a world leader in the manufacture and sale of drawbar couplings and truck equipment, such as drawbars, drawbeams and underrun protection. Its products are sold under two brands – VBG and Ringfeder – which together account for a market share of approximately 55 per cent. The division also holds a dominant position in the field of automatic tire chains through the Onspot brand. Though it has its base in the European market – with production and product development

VBG Group – VBG Truck Equipment largely concentrated in Sweden – VBG Truck Equipment is today very much a global player, operating within the United States, South America, Australia and China through its own companies, retailers and distributors, and with sales in approximately 70 countries to date.

In 2018, the division celebrated a 10.1 per cent increase in year-on-year sales, with an EBITA margin of 19.1 per cent. As Executive Vice President of VBG Group and Division Manager at VBG Truck Equipment, Anders Erkén reveals, this trend very much continued in 2019. “Last year was another very good one for the division, growing by a further five per cent year-on-year,” he says. “As a matter of fact, when we take this figure we see that our average rate of growth for the past five years stands at almost nine per cent.”

Contributing factors behind this success have included favourable business conditions in several key markets, the timely expansion of the division’s product range, and the subsequent winning of market share. “A great deal of what sets us apart as a business is our ability to innovate and to develop solutions and products that meet the latest trends, regulations and needs of our customers,” Anders states. “Digitalisation, for instance, is a massively important trend right now, and we have spent the last few years focusing some of our efforts into digitalising our marketing and sales activities in order to strengthen our relationships with end users. A big part of this involved the upgrading of our websites, so as to make it easier for our customers to engage with the business, and to acquire all of the data and information on our products that they need.

“Digitalisation also continues to play a significant role in our product development as we strive towards having a more digitalised offering. This has been driven by our parent group’s ongoing commitment towards reinvesting a significant percentage of our profits into our manufacturing capabilities.

With this, we have been able to purchase state-of-the-art equipment and machinery that not only helps to create the latest, innovative products, but also remain a reliable provider of solutions that boast short lead times and impeccable performance.”

Investment in product development, digitalisation and digital marketing during the course of 2018 and 2019 has certainly helped in strengthening the hold that VBG Truck Equipment has in its particular niche market segments. Indeed, it is the division’s desire to develop ever-more functional solutions for the benefit of the end user that

‘‘

A great example of our ongoing growth worldwide would be our efforts in Brazil, which is a market that we identified as having great potential for us several years ago

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Bufab We can provide you with the world’s strongest bolt.

Different stainless steel grades are available to provide the optimal fastener solution to meet the needs of your specific application. It is essential to consider the required properties, such as corrosion resistance, temperature resistance, mechanical strength and magnetic permeability, etc. We are specialists and have long standing experience of selecting the best material to optimally meet your particular needs.

In addition to our BUMAXÂŽ branded premium stainless-steel fasteners, we also keep a large stock of 140,000 standardised products for immediate delivery.

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will be key to retaining profitable growth in the future.

Equally as important, will be the continued internationalisation of the division and its brands, as it targets growth markets outside of its classic core regions of Europe and North America. In

2018, it intensified its work in China following the signing of a distribution deal the previous year, and since then it has also established a firmer foot print in other countries. “A great example of our ongoing growth worldwide would be our efforts in Brazil, which is a market that we

VBG Group – VBG Truck Equipment

identified as having great potential for us several years ago,” Anders reveals. “In 2019, in particular, we have made excellent progress here as it relates to our sales activities, and we believe that this will be a healthy market for VBG Truck Equipment for many years to come.”

For Anders, there are a number of ongoing and developing trends that bode well for the continued growth of the division. These include the positive momentum that e-commerce businesses are still enjoying, and the generally

agreed view that goods volumes across the world’s major economies will grow further still in 2020 and beyond. “While it is not a certainty that we will again see growth rates of between five and ten per cent this year, we are confident that that the upward trajectory that we have been on in recent years will remain consistent, and that we stand in good stead to capitalise on the numerous opportunities this will present VBG Truck Equipment around the world,” he concludes.

VBG Group – VBG Truck Equipment Products: Coupling equipment for trucks and automatic tyre chains www.vbggroup.com

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That’s a

wrap

Masters of the art of foil wrapping, Spaljisten finds itself in the midst of an exciting investment programme, having being buoyed by the winning of the largest single contract in its history

F

or Florim Mustafa, the beginning of February represented a personal milestone, with it marking the first anniversary of his appointment as Chief Executive Officer (CEO) of Swedish foil wrapped furniture specialists Spaljisten. Taking on the role vacated by Niklas Lundin – who left to become CEO of sister company Anebyhusgruppen AB – Florim has since guided a business of 150 proud employees, and which generates annual sales of over SEK 550 million by manufacturing over 60,000 cubic metres of foiled particle board within its 35,000-square metre factory in Åseda, Sweden, into the next phase of its development.

“The last year has been an extremely rewarding time, not just for myself but for the business a whole,” Florim begins. “Ever since the first day I walked into Spaljisten as CEO I have been consistently impressed by the men and women who make up its employees, and of the culture that exists amongst them. A year later, and the best part of my job remains the dialogue that I get to share with our employees. Through these conversations, I can see how everyone here believes fully in what we are doing, believes in our ability to compete with the very best companies that our industry has to offer, and in helping to take things forward in the right direction.”

The culture that Florim refers to is reflected in the company’s receiving of the ‘Employer of the Year 2019’ award in its region at the Show the Way Awards (considered by many to be Sweden’s most important labour market ceremony). The award honours employers who actively work to eradicate exclusion and create inclusive workplaces that benefit all individuals by focusing on what people can do, not what they cannot.

Florim’s time at Spaljisten began with something of a reforming of the key management team, and an updating of the business’ strategic plan for the next five years through the introduction of a new set of KPIs and the establishing of fresh targets. Now, 12 months on, Florim is very pleased to be able to say that key performance indicators from the first two months of 2020 have shown an improvement on those recorded in 2019. This, he believes, is down to not only hard work, but also working smarter.

The rewards of this work are certainly bearing fruit, with news being announced in February of this year that the company had entered into a new frame agreement with one of the world’s largest international players in the furniture industry, one that represents the biggest contract won by Spaljisten in its 45-year history. Beginning in September 2021, the agreement covers the delivery of foiled fronts to various storage systems, mainly for wardrobes, and kitchen, bathroom and media furniture. Speaking at the time of the announcement, Florim stated: “We are very proud of the confidence and commitment that our customer has shown us through this

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Spaljisten Below: Florim Mustafa,CEO of Spaljisten

is that all departments throughout Spaljisten understand the journey that we are on and why achieving higher levels of efficiency will only end up helping us all.”

Bearing in mind the aforementioned contract wins, investment programme and the drive to adopt Lean manufacturing learning, 2020 is shaping up to be an incredibly important year for Florim and the rest of the Spaljisten family. “We have an ambitious plan to increase turnover this year to more the SEK 600 million,” he declares. “By working hard to reach all of our stated goals, I see no reason why this cannot be achieved, all while continuing to deliver the service to our existing customers that we have come to be known for.”

Spaljisten

Services: Leading manufacturer of foil wrapped furniture www.spaljisten.se

agreement. It lays the foundation for the continued development of our co-operation, allowing us to grow the business through new products and markets. The expertise of our employees, in combination with new investment, gives us the necessary tools to continue to be a world-class manufacturer in our business segment.”

In light of this agreement, and in line with Spaljisten’s own business plan, the company aims to make investments totalling more than SEK 300 million during the coming years. As part of the first phase of this plan, its plant in Åseda will increase in size to 41,400 square metres.

“Work on this expansion began in March of this year, and we expect the additional space to be operational by the end of 2020,” Florim reveals.

“In the meantime, we will be installing a number of new machines for foil wrapping, edge processing, internal logistics and packaging as we go about increasing doubling the capability and capacity of the factory.

We will also continue to examine ways that we can introduce more automation into our material flows and production processes so as to drive ever-greater efficiencies.”

Efficiency certainly seems to be a central pillar to the growth strategy that Florim has enacted within Spaljisten. A key facet in achieving his desired aims is the implementation of a Lean manufacturing roadmap that the company will be navigating through to 2025. “I have personally worked with Lean principles for a number of years now, and therefore I am very familiar with how they can help to guide operational excellence when applied correctly,” he says. “One of the important tasks that I made a priority to do in my first year here as CEO was to create a visual Lean plan that all of our employees could engage with. This has allowed everyone to truly understand where we are as a business, where we want to go, and what we need to do in order to realise this. The result

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Below: A villa in Hamburg fitted with Solberg vertical sliding windows

Windows to the

future

Environmentally-conscious work practices are nothing new to Vrogum, a window manufacturer with a long history of sustainable production

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n many ways, Vrogum has always been ahead of its time. Since the company was established in 1957, sustainability has been at the heart of everything it does. “It has been a focus since the company started,” CEO Frans Vindbjerg states. “Of course, in the last few years it has been very modern to talk about sustainability and I think people are beginning to show more interest in it, but our company was actually based on this attitude. It’s been a part of our strategy all the way.”

Located on the west coast of Denmark, Vrogum has been a manufacturer of wooden window and door solutions for over 60 years.

In that time, the way the company sources

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its materials has changed very little and it prides itself on using only the highest quality timber from FSC certified forestry in northern Scandinavia and the Arctic Circle region.

“We think timber is the best and most beautiful solution for windows,” Frans explains.

“Especially the timber we get in northern Scandinavia. The long winter and short summers mean that its slow-growing, giving it remarkable strength and resistance. Not only does it give you the most beautiful surface for windows, but pine wood has better insulation qualities than other kinds of timber, so there’s a lot of ways it contributes to being a sustainable option.”

Vrogum’s product range can be separated into three main areas: Classic, Solborg and Svarre. “The Classic line has been the basic product since the company was founded,” Frans expounds. “Of course, a lot of development was made within this range and eventually this led to the Solborg vertical sliding window – a very common window in the UK market, but not so much in Denmark and Germany where it is more used for restaurants, small houses, and English style cottage designs.”

The latest line of products the company has introduced is the Svarre range, which utilises a completely new, three-way glazing technique, meaning the timber can be covered

Vrogum Below: Penthouse apartments in London fitted with Solberg vertical sliding windows

Below: Company headquarters in Copenhagen fitted with the Classic line windows

by the window’s outer pane. “This is the new generation of timber windows,” Frans proclaims.

“Aside from occasionally repainting, you don’t have any maintenance to do on the timber from the outside.”

Frans, who took up his role at the company in 2011, admits that this is not the only low maintenance option on the market, but it’s the only solution that aligns with Vrogum’s ideology. “In the volume market, when you want something with less maintenance, they tend to go for an alu-clad window that combines timber and aluminium. Aluminium has never been an option for us. We don’t see it as a sustainable solution like timber and glass.

The fact is, our solutions are more expensive than alu-clad windows, but we are not in the volume market. We look for customers that like our windows and still want to go for the sustainable, beautiful solution.”

According to Frans, this unyielding commitment to the company’s founding values, along with a focus on quality over quantity in production, have both been key factors in assuring Vrogum’s longevity and continued success. “It’s always been important for us to stay focused on our niche strategy,” Frans says.

“Many of our competitors have taken a more volume-orientated approach, and certainly there is a need for that too, but here we are

more interested in bespoke solutions. We have some basic product lines, different window designs, and from that starting point we try to adapt our product to what the customer needs.

We are a more specialised kind of business.”

A strong focus on product customisation means that Vrogum’s manufacturing processes are not always typical of a company its size.

The organisation takes a more fluid, adaptable approach to production, blending technology with the vast expertise of its staff. “We have to be very flexible,” Frans remarks. “We use a combination of machines and handcraft, because to make these customised solutions we need very skilled people who can operate

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Vrogum Below: A villa in Iceland fitted with Svarre, a unique design with a virtually maintenance-free exterior

small machines. We have a lot of very capable employees who do manual work, but we also use high-level IT systems.”

As technology develops, the question of whether or not to invest more heavily in automation is at the forefront of many manufacturers’ minds. While Frans suggests that automation can be useful for a company like Vrogum, he insists that only certain machines would be compatible with the company’s specialist manufacturing processes. “In a way, we are going for more automation, but our focus is on flexibility. The capabilities of CNC machines are improving and becoming more flexible all the time, but we would not be interested in simply producing the same component at a very high volume. A lot of machines do that and that’s not our focus.”

On the sales front, Vrogum continues to experience success in Denmark and the rest of Europe, establishing particularly strong markets in Germany and the UK. Around two years ago, the company installed bespoke, tinted, sliding Solborg windows at The Old School Yard in London. More recently, Vrogum fitted the new headquarters of a Danish company with products from its Classic range, as part of a business development in Copenhagen’s harbour district.

As well as regular smaller projects for villa owners and on listed buildings, Vrogum’s newest product line is opening up opportunities for the company in the newbuild market. “We have always been popular with renovations, but with the Svarre range, you can see that we have a product with great insulation and soundproofing values that is relevant for new-builds in some areas,” Frans comments. “The Svarre window has the potential to be integrated with buildings that can generate their own electricity and so we have some very interesting projects in our pipeline.”

With modern trends moving closer to the company’s way of thinking, Vrogum, an organisation that has always stayed true to its roots, is preparing for many more exciting years to come. “The future looks good for us,” Frans says. “The public focus on sustainability is a development that has benefited us and we are very positive about what comes next.”

Vrogum

Services: Manufacturer of sustainable windows and doors www.vrogum.dk

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