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THE COUNTDOWN TO DIGITAL MANUFACTURING WEEK 2022 has begun in earnest here at The Manufacturer HQ; at the time of writing, we are less than 50 days away from the doors opening at UK manufacturing’s premier showcase event, and you can feel the excitement in the air. Our October issue is continuing our pre-event coverage and features Part 2 of Reporter James Devonshire’s Smart Factory Expo preview which began in September. This month sees him catch up with headline sponsors Deloitte, Porsche-owned MHP, Made Smarter, Invest Liverpool City Region and Nokia (page 6)
Multimedia Editor Tom St John sits down with three industry leaders who will be participating at this year’s Manufacturing Leaders’ Summit to get the lowdown on some of the primary discussion points at the event (page 52), while Conference Production Manager, Ashley Oulton, gives a sneak preview of the SME Growth Summit and introduces us to some of the keynote speakers (page 36). In addition, we’re also featuring an interview with ASMPT UK (formerly ASM Assembly Systems Weymouth), a company that claimed two titles at last year’s The Manufacturer MX (TMMX) Awards: Product Innovation & Design (Large Enterprises) and overall runner-up for Manufacturer of the Year (page 18). As part of Digital Manufacturing Week 2022, TMMX Awards will take place on 17 November where the winners will be announced at a gala dinner.
Moving away from Digital Manufacturing Week for a moment, against the backdrop of skyrocketing energy
prices and further supply chain issues, it would perhaps be remiss not to mention the recent announcement of a new government energy support package for businesses. While some highlighted a number of positive measures that will help shield companies from the worst impact of escalating costs and help protect jobs, others expressed concern that the support guarantee period is not without uncertainty and is more of a short-term fix rather than a long-term strategy (the full story can be found here: https://bit.ly/EnergySupportArticle).
In other news, the pound plummeted to an all-time low against the dollar in late September. However, despite the obvious negative connotations, John Mills, Founder of The Institute for Prosperity, feels that this could actually provide a boost to UK manufacturing.
“Our political leaders must shift away from our national obsession with policies that lead to an overvalued pound,” he commented. “Sterling has been much too strong, and has driven our manufacturing industry into the ground for far too long, creating an unproductive and low-growth economy.
“Now the pound is more competitive, we must commit to keeping it that way. There is now a vital opportunity to boost manufacturing and drive-up growth in the economy. This new level of the pound would help to steer us out of the economic crisis.” You can read a full interview with John Mills in the November issue of The Manufacturer magazine.
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EXECUTIVE CHAIRMAN
JJ Churchill and The Manufacturer Top 100, Exemplar 2014
DIRECTOR OF INDUSTRIAL POLICY Manufacturing Technology Centre
DIRECTOR OF STRATEGIC BUSINESS DEVELOPMENT Tata Steel
MANAGING DIRECTOR Drallim Industries, and The Manufacturer Top 100, shortlisted 2014
Jan Ward CEO Corrotherm, and The Manufacturer Top 100, Exemplar 2014, current Judge
MANUFACTURING OPERATIONS DIRECTOR MAI BAE Systems and The Manufacturer Top 100 Exemplar 2017
INNOVATION LEAD
Rolls-Royce plc. Young Manufacturer of the Year, TMMX Awards 2017
HEAD OF FACTORY OPERATIONS
Siemens Digital Factory, Congleton
CHIEF COMMERCIAL OFFICER
SDE Technology, and The Manufacturer Top 100, Exemplar 2016
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ENGINEERING INTEGRATION MANAGER Airbus Defence and Space, and The Manufacturer Top 100, Member 2016
MANAGING DIRECTOR
G&B Electronics and The Manufacturer Top 100, Member 2016
for the following…
In this second part of his Smart Factory Expo 2022 feature, The Manufacturer’s James Devonshire speaks with key individuals from Deloitte, Porsche-owned MHP, Made Smarter, Invest Liverpool City Region and Nokia about what we can expect from them at this year’s show.
Smart Factory Expo 2022 is shaping up to be the biggest and best iteration yet, with visitors able to benefit from all manner of demonstrations, immersive experiences and hands-on opportunities with some of the most innovative manufacturing technologies out there.
ABOVE: Deloitte's Nick Davis says there are 7 Smart Factory journey sins of which every organisation should be aware
Cyber security, organisational change and the ‘7 sins’ of the smart factory journey
Nick Davis, Partner, Industry 4.0 Leader at Deloitte, provides insights into what we can expect from the headline sponsors at this year’s Smart Factory Expo.
What will your focus be at Smart Factory Expo?: We are excited to be the Headline Sponsor of the Smart Factory Expo for the third time. This year, we are focusing on what makes a sustainable, successful smart factory journey and the common pitfalls to avoid. Over the coming weeks, you can read more about these ‘7 Sins’ in our article in The Manufacturer.
What will people learn if they come and visit Deloitte at SFE?: Regardless of whether you have mature smart factory initiatives, are in the process of transforming your journey or are just
thinking about the ways that technology can help your manufacturing operations, there will be lots to learn about, discuss and see over the two days of the expo.
Solutions Theatre: We are excited to be hosting four sessions in the Solutions Theatre over the two days.
On day one, learn about the common pitfalls encountered on a smart factory journey and our perspective on how to avoid them through the ‘7 Sins of Smart Factory’ from some of our team, based on their experience of smart factory transformation. Later, we will be joined by a multinational client to talk about their transformation journey with us.
On day two, we will deep-dive into the ‘7 sins’. In the morning we have a specific focus on cyber security and the complexity of data and asset connection. We’ll then explore what effective organisational change in a smart factory journey looks like in the afternoon.
The Deloitte stand: Our stand will be the home of everything Deloitte. Visit us to learn about the breadth of expertise we offer, chat to us about your journey or how we can help you reap the benefits of a smart factory journey, experience our immersive demos, meet the people behind some of the most complex and challenging digital transformation journeys or just come to say hello.
Expect insights on:
• 7 sins of the smart factory journey
• Digital thread
• Cyber security
• Organisational change
• Our global network of smart factories
• Client smart factory stories
Guy Williamson, CEO (below left), and Mohammad Wasim, Director - Sales, at MHP, say Smart Factory Expo visitors are in for a treat with the Porsche-owned consultancy’s offerings at this year’s event.
ABOVE: MHP's stand at Smart Factory Expo 2022 will feature a Porsche 911 Turbo S and visitors will be able to enter a competition to win a day out at the Porsche Experience Centre at Silverstone
Nick Davis, Partner, Industry 4.0 Leader, Deloitte
• Routes to realising a sustainable smart factory transformation
• Positioning smart factory initiatives for success: What can manufacturers focused on smart factory deployment learn from those that have already done it?
• What makes a smart factory transformation sustainable? The importance of culture, operating model and change
What are you looking to get out of the event?
• Connect with our clients, suppliers and potential new talent in the Industry 4.0 ecosystem
• Learn about latest tech advancements from industry and academia
• Catch up with our manufacturing clients across IP&C, consumer, automotive, life sciences and healthcare
• Discuss topics such as digital transformation, digital lean, sustainable manufacturing and AI
• Share our experience, what we are seeing and best practice
> Visit Deloitte – stand F37 in the Digital Transformation Zone – at Smart Factory Expo to find out more.
What will your focus be at Smart Factory Expo?: Our focus has always been on helping both automotive and industrial manufacturing companies to really develop their engineering, manufacturing, supply chain and other capabilities. We cover everything from smart manufacturing in factories and leadership and strategy, all the way through to after sales and crucial technology areas like cyber security.
What will people learn if they come and visit MHP at SFE?: We’ve done a lot of work with a number of OEMs, specifically large automotive manufacturers, to develop visualisation platforms that help them achieve photorealistic visualisation for their online vehicle configurators. Our technology allows these OEMs to provide their customers with a CAD accurate, photorealistic way of visualising online exactly what their car is going to look like.
Furthermore, this tech allows the OEMs to offer territory-specific options and design specifications. It’s an area of digital manufacturing that we’ve witnessed a huge amount of success with and we’ll be looking to showcase it at Smart Factory Expo. Part of this will involve pods where people can test the configurators and we’ll also be looking to highlight how the technology can be used in other manufacturing areas, such as the production live on the factory floor.
MHP will also have a rather special exhibit: an actual Porsche 911 Turbo S sports car. Visitors will be able to learn
more about the car and take advantage of a number of photo opportunities. There will also be the opportunity to enter a competition to win a day with us at the Porsche Experience Centre at Silverstone. It’ll be a fantastic day out and provide the winner(s) with an opportunity to better understand the stuff we’re doing.
As well as all that, there will be a number of MHP experts in attendance, who will be able to provide deeper insights into the company’s work and answer any questions.
What are you looking to get out of the event?: Smart Factory Expo will provide us with an opportunity to further establish ourselves as part of the UK manufacturing ecosystem. We're really well known in other parts of the world, but probably not so much in the UK. So it’s very important for manufacturers to get to know us and better understand how we can help bring in international experts who have developed smart factories with IIoT, AGVs, Big Data and more. It’s also important for us to get to know manufacturers, so we can better understand how we can help them on their Industry 4.0 and digitisation journeys.
We’re also proud supporters of the Automotive 30% Club, which is a voluntary group of MDs and CEOs from automotive manufacturing, retailing and supplier companies. The club was founded by Julia Muir, CEO of Gaia Innovation, with the purpose of achieving a better gender balance within the automotive industry and with the aim of filling at least 30% of key leadership positions in the member organisations with women by 2030. It’s an initiative we’re fully behind and will be happy to discuss more at Smart Factory Expo.
> Visit MHP – stand I36 in the IoT and Connectivity Zone – at Smart Factory Expo to find out more.
© 2022 Dr. Ing. h.c. F. Porsche AG.Helping manufacturers realise their full capabilities through digitisation and innovation
We are excited to be the Headline Sponsor of the Smart Factory Expo for the third time
ABOVE: Every Made Smarter Innovation Alley exhibitor has been incorporated for less than five years, and some even less
• Automation & Robotics
• Industrial Data & AI
• Digital Transformation
• IIoT & Connectivity
• Smart Infrastructure
• Innovation Alley
• Innovation Village
The Institute for Manufacturing (IfM), University of Cambridge will also be putting on a series of masterclasses which are designed to challenge and extend your thinking in relation to some of the most pressing challenges and opportunities you and your organisation face. Using research and frameworks developed at the University of Cambridge, you can gain practical insights and recommendations you can take back to your business after Digital Manufacturing Week.
N.B. These interactive workshops are free to attend, but places are limited to 25 due to the format of the sessions. Early registrations will have priority booking access.
Dr Ben Farmer, Deputy Challenge Director – Made Smarter Innovation, provides a look into this year’s Made Smarter Innovation Alley, which will feature a host of start-ups looking to change the manufacturing landscape over the next five to ten years.
What can people expect from this year’s Made Smarter Innovation Alley?: This year’s Made Smarter Innovation Alley will build on the enormous success of previous years and, for me, is the highlight of Smart Factory Expo, running right down the centre of the show.
The vast majority of the start-up exhibitors have only been incorporated for the last two to three years and some even less so, but they all have one thing in common: they’re doing really exciting stuff in the digital manufacturing space.
As always, we’ve got a fantastic crosssection of brilliant new companies that are representing all types of industrial digital technologies. There's artificial intelligence companies, Industrial Internet of Things (IIoT), additive manufacturing, AR/VR, robotics, sensors and lots more. There’s literally something for everyone.
This year will be slightly different in that we’ll have two of our funding innovation hubs situated at the centre of Innovation Alley. Both of these are oriented towards SMEs and there will be announcements regarding the Smart Manufacturing Data Hub, so even more reason to come along and see what’s on offer.
We’re also looking to help inspire people and introduce them to the opportunities that exist in the use of digital technologies in manufacturing. Our particular focus areas are productivity and outcomes that help grow the economy, as well as the ever-important
sustainability improvements, such as the digital technologies that can help improve resource and energy efficiency.
What benefits do Made Smarter Innovation Alley exhibitors stand to reap?: The primary benefit is the opportunity to engage with manufacturers of all shapes and sizes from different industry sectors. Moreover, the start-up exhibitors also get to talk with each other, which can be particularly beneficial as it enables them to compare notes and glean insights from companies similar to themselves.
We’ve also seen some start-ups go on to collaborate in the future and that’s something which has stemmed directly from their interactions at Made Smarter Innovation Alley.
Finally, there is the wealth of benefits and information they stand to reap from the wider show, including the solutions theatres, the KTN-led pitch fest and the specialist media presence.
> Made Smarter Innovation Alley is located at the very heart of Smart Factory Expo. Meet and engage with early-stage companies and their founders to discover groundbreaking new solutions from the next wave of tech and consultancy businesses transforming the UK manufacturing sector.
Date: 16-17 November 2022
Venue: Exhibition Centre Liverpool, Kings Dock Liverpool, L3 4FP Website: www.digital-manufacturingweek.com/expo
SFE Opening Hours: 16 November - 09:30-17:00 17 November - 09:00-16:00
BELOW: Before locating to the Liverpool City Region, the MTC had little presence in the North West and needed to be based in an area that has a strong access to market
Liverpool City Region is the inward investment brand used by Growth Platform – Liverpool City Region Growth Company to promote opportunities for national and international businesses to locate, invest and expand in the City Region. Simon Reid, Head of Sectors at Growth Platform, outlines what will be happening this year on the Invest Liverpool City Region stand and more.
What will your focus be at Smart Factory Expo?: This year, our stand is going to be the biggest and best yet. Our primary aim at Smart Factory Expo is to showcase the Liverpool City Region and highlight the benefits that companies are reaping as a result of investing and locating here. The main themes we’ll be focusing on will be sustainability, digital transformation, automation, lean manufacturing, innovation, diversity and skills.
What will people learn if they come and visit Invest Liverpool City Region at Smart Factory Expo?: We’ll have plenty of written and video case studies on companies that are thriving as a result of being in the Liverpool City Region. One example is the Manufacturing Technology Centre (MTC) which is an independent Research & Technology Organisation in Liverpool, which opened its doors in 2015.
Before locating to the Liverpool City Region, the MTC had little presence in the North West and needed to be based in an area that has a strong access to market.
Visitors can also learn how Liverpool City Region has been identified by the Department of International Trade and Investment as a vaccine discovery, development and manufacturing hub. A great example to highlight is the fact that all UK flu vaccines this year will have been produced and manufactured by CSL Seqirus in Liverpool’s Speke suburb.
There will also be some expert speakers, including Philippa Glover from CNC Robotics in Bootle, who will provide insights into what it’s like being part of the Liverpool City Region ecosystem.
Finally, the Invest Liverpool City Region stand will feature a demo area where visitors can have an immersive experience with some of the technologies that are driving manufacturers’ digital transformations.
Digital Manufacturing Week, Smart Factory Expo will boast over 150 exhibitors across five technology zones and two innovation zones, and runs from 16-17 November at Exhibition Centre Liverpool. If you’d like to attend Smart Factory Expo head over to www.digitalmanufacturing-week.com/expo and book your ticket. Admission
Can you tell us a bit more about the planned site visits this year?: In terms of the fringe events, we are hosting site visits across Liverpool City Region to SciTech Daresbury and Knowledge Quarter and will include a slice of culture. Digital Manufacturing Week visitors will be able to join these visits on 15 November and find out more about facilities that are enabling digital transformation and the companies which have located to the Liverpool City Region and are reaping rewards as a result. Registration for the tours is open now for Digital Manufacturing Week ticket holders!
> Visit Invest Liverpool – stand I10 in the Smart Infrastructure Zone – at Smart Factory Expo to find out more.
is free for manufacturers. Solution providers, schools, institutions and press representatives are advised to contact us to find out how they can get involved.
For even more value and greater insights, manufacturers should consider either Manufacturing Leaders’ Summit (from £75) or SME Growth Summit (from £45) – both of which include access to Smart Factory Expo (exhibition hall and solutions arena presentations) plus numerous networking opportunities –the value really is tremendous.
• Optimise performance and productivity and lower the costs of your manufacturing operations. Nokia high-performance network solutions, platforms and intelligent business applications help you speed processes, lower operational costs and improve visibility and quality.
• Securely adapt to meet changing customer demands and business needs. Leverage secure, scalable 4.9G and 5G private wireless networks for a more flexible manufacturing environment that helps you dynamically adjust your operations and processes to meet your business needs while protecting your data and intellectual property (IP).
Tom Richter, Global Head of Manufacturing Verticals at Nokia, explains that while many people associate Nokia with smartphones and similar technology, the Finnish multinational telecommunications, information technology and consumer electronics corporation has many more strings to its bow.
What will your focus be at Smart Factory Expo?: Smart Factory Expo visitors will be able to see how Nokia is helping manufacturers realise their smart factory ambitions with innovative networking solutions and wireless technologies.
As Tom said: “A 5G smart factory is only as intelligent as the network that connects it” and that’s where Nokia comes in.
What will people learn if they come and visit Nokia at SFE?: Industry 4.0 and 5G factory automation are bringing incredible opportunities to the manufacturing sector.
Indeed, in a 2022 survey of more than 1,000 manufacturers by ABI Research and Nokia, 90% are considering 4G/5G private wireless technologies to improve the flexibility and agility of their operations. The days of inflexible, immovable, locked-in linear production lines and inaccurate asset tracking are over. A 5G smart factory optimises… everything.
In the 5G smart factory, people and
MAIN PIC: With a 5G smart factory, the days of inflexible, immovable, locked-in linear production lines and inaccurate asset tracking are over ABOVE: Tom Richter, Global Head of Manufacturing Verticals at Nokia
machines work safely together to increase productivity, improve efficiency and produce goods in a way that achieves carbon neutrality objectives.
With the right smart manufacturing network and expertise, your plant operation and business goals become a reality. Your smart manufacturing network provides a reliable, secure and highcapacity foundation that supports all aspects of your digital transformation.
Nokia provides high performance, easy-fit industrial-grade private wireless solutions and applications, combined with proven expertise to help your 5G smart factory:
• Realise the benefits of your digital transformation journey. Nokia manufacturing networking solutions provide the capacities, throughput and connectivity needed to support new levels of automation and flexibility while bringing you knowledge, technical experience and support to ensure your 5G smart manufacturing objectives are met.
Driven by the need to cope with everchanging and fast changing supply and demand, efficient production is required that is flexible and agile in operation, yet sustainable. A shortage of a skilled workforce and the need to adapt to changing production environments requires solutions to support and augment workers in manufacturing plants.
Tom will also be delivering a presentation, entitled ‘Enabling the next level of digitalized production’. In this presentation, he will demonstrate how 4G/5G private campus networks from Nokia can provide a high performance, easy-fit industrial-grade private wireless solution and applications combined with proven expertise and global reach. He will elaborate on use cases in the area of asset management, machineto-machine communication and the connected workforce and how IT and OT will converge in the future. A set of global references will also illustrate how these solutions come into life.
>Visit Nokia – stand E22 in the Automation & Robotics Zone – at Smart Factory Expo to find out more. If you would like to pre-book a meeting with the Nokia team, please email taylor.franks@nokia.com
To those not directly involved in the industry, misconceptions about manufacturing and engineering often give a false impression of the sector. Of course, that couldn’t be further from the truth. Here, The Manufacturer’s Lanna Deamer speaks to Neelofar Ansari, Senior Manufacturing Development Engineer at BAE Systems, about the importance of STEM-based careers
In reality, manufacturing is one of the most innovative sectors in the world. It is regarded as the backbone of both social and economic development. It aids in the modernisation of agriculture for example, and the reduction of people's significant reliance on agricultural income by offering jobs in the secondary and tertiary sectors, and let’s not forget –engineering is also one of the most highly paid sectors.
However, how do we go about changing misconceptions about the industry, encourage the younger generation into the sector and put STEM subjects front and centre of learning? Research tells us that the more interactions young people have with engineering professionals, the more they understand what engineers do and the more likely they are to consider a career in the sector. We all need to be showcasing engineering careers to young people, giving them the opportunity to get hands-on with STEM, to meet and learn about people working in STEM careers and to understand
the diverse range of career opportunities available in engineering.
Looking ahead to Digital Manufacturing Week, I’m excited that we will be opening up Smart Factory Expo during the afternoon of the second day to inspire the next generation of industry talent. Students will be able to take the first step into their careers and engage with the rapidly evolving world of manufacturing via the innovation, products and services that represent the future of the industry within the exhibition.
In this article, I speak with Neelofar Ansari, Senior Manufacturing Development Engineer at BAE Systems, who is working hard to inspire new engineers and is looking for opportunities to promote and teach STEM subjects.
A member of The Manufacturer Top 100 2021 alumni, Neelofar grew up in Manchester where she studied an Aeronautical Engineering degree as well as completing a Master’s in Aerospace Engineering. Her interest in engineering stemmed from her
love of maths and physics, which deepened when she began to learn about space. She told me: “I was one of those children that always knew what they wanted to do when they grew up and for me, I was either going to be a rocket scientist or a neurosurgeon. I still felt like this during my GCSE years but when I got to university, it was always going to be engineering for me. I had developed such an interest in the subject that it just made sense. I absolutely loved my course at university – I loved the group work, team building activities and especially the parts where we got to design aircrafts.”
After university, when applying for jobs, Neelofar began working in the Submarines department at BAE Systems, which she described to be very different from her aeronautical engineering background. She said: “I didn’t realise it at the time, but it doesn’t matter what engineering degree you’ve done, you can pretty much be any engineer as long as you’ve got a core understanding of how engineering works.”
NA: I was part of the graduate scheme at BAE Systems for two years before making the move within the company to air. During the graduate scheme, I devoted a lot of time to promoting STEM which had been a passion of mine from a young age. When I was 16, I was tutoring my peers in maths because I realised that it was something I enjoyed. Teaching has since turned into another passion and I’m now a private tutor. At the same time, the graduate scheme allowed me to become a STEM ambassador at BAE Systems which led me to get involved in several activities; one of those being Lego Robotics for primary school children, which was really fun.
I was also part of a Science Girls Project aimed at just the girls in the school to encourage them into STEM subjects. During this project I learned that some girls stop showing an interest in science when they get to a certain age because they feel that
boys take over the classroom. After this, it was clear that when the girls were taught on their own, they were more willing to get involved in experiments compared to a mixed class.
This is a perspective that I only fully appreciated when I started talking to the pupils. In one primary school I visited, I met a young girl who, I later found out, had gone home and told her parents she wanted to be just like me when she grew up – this is what made me realise that we need to be showing kids what is available to them at a young age. The fact that I had inspired her, and she could see herself in a similar role, was amazing.
Sometimes a lot of STEM work is done at secondary school, but this might be too late for many young people; we need to
If young people can’t see someone who represents them, it’s hard to imagine they can do the job themselves, so it’s about showing that there is a fully diverse environment for those people to come into
ABOVE: Neelofar Ansari, Senior Manufacturing Development Engineer at BAE Systems
be instilling that spark from a far younger age. Trying to ignite a spark in children when they’re teenagers is a challenge because they tend to have so much going on that they often end up going with the easiest options.
I’m still doing a lot of STEM work; continuing with private tutoring, mainly on a voluntary basis. This is because there’s a lot of young pupils in the areas around me that can’t afford it. I’m also starting a Saturday and Sunday school for GCSE students in my local community.
What does your current job at BAE Systems entail?
I’m currently a Senior Manufacturing Engineer at BAE Systems, working in the technology delivery team. We get given a problem that exists on the shop floor, and we’ll look at the manufacturing processes, systems or even machines. For example, one of the common problems my team encounters is when a process might not be fast or efficient enough. Sometimes there are skills gaps where a department is onboarding new staff, but it’s taking too long for them to learn how to do the job, so they’ll ask us if we have a technology that can help solve the problem.
We’ll then do an in-depth analysis into the problem to figure out why it’s happening and then we can look at which technology might be best suited to help solve the problem. The best way for me to describe it is when you go to IKEA to buy a piece of furniture, the younger
• Instil that interest in STEM subjects from a primary school age, rather than at secondary school
• To encourage more young people into the sector, investment needs to be put in now, for any changes to be made in the future
• More female leaders are needed within the sector so that young people can see a full diverse environment that represents them
• More male role models are also needed to have the right balance of encouragement
generation will prefer to watch a YouTube video on how to build it rather than read an instruction booklet. A lot of traditional engineering methodologies and processes still have those instruction booklets, even if they are in digital form.
This can be very hard for engineers because when they’ve got a 3D part in front of them and they’re trying to relate it to a screenshot, then often information can be misinterpreted which causes faults, delays, and increases the time required to complete the job.
My job is to find technology solutions to make it easier. These might include projection technologies, augmented reality, or mixed reality headsets, which
overlay the CAD model of the part, highlighting areas that need attention.
Not only this but I partake in some work on collaborative programmes with external companies, as well as doing a lot of research and development in general; if there’s a new software or piece of kit out there, I will do the research to see if it’s something that could be implemented into the current factory and if not, figuring out what can be done for the team to make that change.
Is BAE Systems doing anything to combat the shortage of skills in STEM subjects?
Diversity and inclusion are a massive part of the company’s ethos. BAE Systems has an ambition to ensure that women make up at least half of our executive committee by 2030 and increase the representation of race, ethnicity, and gender in our workforce. In the UK, and by 2030 at the latest, the aim is to have women make up more than 30% of our workforce. This includes more women in senior grades and in STEM roles.
Recently, I took part in a two-day conference where over 100 young girls joined from around the UK to talk to different female leaders within BAE Systems. The conference covered the type of work the company is involved with and the various routes to take.
It also gave attendees basic skills around how to apply for a job, which is something that a lot of people struggle with.
Some of our basic training courses at BAE Systems are about knowing the difference between conscious and unconscious bias which is something I believe is so important. A lot of our
ABOVE: Neelofar is one of the roundtable discussion leaders at Manufacturing Leaders’ Summit, part of Digital Manufacturing Week, taking place 16-17 November
courses also told us that women find it harder to apply for a new job because they will try and tick every single box in the jobs category, whereas males will probably fit 50-70% of the criteria but still apply for the job. This is something that women do unconsciously, but we must make them aware of this.
There’s a lot of STEM activities going on within the company, and in particular BAE Systems' Apprenticeship Scheme, which offers intermediate, advanced, higher and degree apprenticeships where young people can get hands-on work experience on real-life projects. They also get on-the-job training and mentoring from professionals at the company’s in-house training facilities and partner universities. BAE Systems has built up a community of apprentices across the UK with lots of different people from across the business; 95% of apprentices choose to stay on and there are so many opportunities and roles to explore.
In terms of who works in the industry, we’ve still got a long way to go. In other areas of the business, there is more diversity, but we struggle in the manufacturing environment because of the traditional view of manufacturing being hands-on, skilled jobs. It is, of course, but there should be more diversity on the shop floor.
It's improving but not at the rate we’d like it. As such, there is a huge push on getting Industry 4.0 technologies deployed and trying to get connected factories implemented etc. The problem with a company like BAE Systems, especially in air, is that products are designed every 20-30 years, so the rate of production makes it slightly harder for a company like us to progress as fast as we’d like.
The investment needs to be put in now, for any change to be made in the future. I mentioned earlier how we need to be encouraging young children at primary school age, not wait until secondary school.
There has been a massive change but there still aren’t enough female leaders in senior positions within the sector. There are more than when I was at school but if young people can’t see something that represents them, then it’s hard for them to imagine they can do the job themselves, so it’s about showing that there is a fully diverse environment for those people to come into, not just from a female perspective but a cultural one too.
It’s not just about having more female role models but also, having more male role models who encourage women - it’s important to have a balance.
Neelofar is one of the roundtable discussion leaders at Manufacturing Leaders’ Summit, part of Digital Manufacturing Week, taking place 16-17 November.
Sometimes a lot of STEM work is done at secondary school, but this might be too late for many young people; we need to be instilling that spark from a far younger age
Innovate UK KTN speaks to eight of the highly innovative businesses already signed up to exhibit at this year’s Made Smarter Innovation Alley - all boasting disruptive digital technologies, powering the smart factory revolution. Dr Megan Ronayne, Head of Industrial Technologies & Manufacturing at Innovate UK KTN, reports
MadeSmarter Innovation Alley is the UK’s primary showcase of new, disruptive, innovative digital technologies for the manufacturing sector. It runs through the heart of Smart Factory Expo, the exhibition area of Digital Manufacturing Week taking place in Liverpool on 16 and 17 November 2022. Innovate UK funds 50 of the UK’s most innovative businesses to exhibit on Innovation Alley each year. Supported by Innovate UK KTN, this is a great opportunity for start-ups and scale ups to:
• Reach the right audiences
• Build partnerships
* Market test new ideas and solutions
The companies that are selected to be on Innovation Alley are aligned with the Industrial Digital Technologies (IDTs) identified within Made Smarter Innovation - additive manufacturing, blockchain, data analytics, artificial intelligence and machine learning technologies, immersive technologies such as VR and AR, industrial internet of things (IIoT), robotics and automation, and sensors.
In particular, the Made Smarter Innovation team is looking to drive forward on AI and machine learning, as well as robotics and automation.
AI is seen to be a key enabling technology in controlling work flows within supply chains. Technologies developed by companies such as Luffy AI provide manufacturers with the opportunity to utilise those state of the art technologies.
Luffy AI develops adaptive neural networks that allow learning and adaptation at the edge. Its AI control systems can learn the nuances of the process being controlled and adapt to changes over time to maintain optimal process efficiency. The AI will replace conventional PID controllers and allow better control of the temperature profile, reducing the tuning time of the process and increasing overall throughput and efficiency.
“We would like to engage with Industry 4.0 OEMs and manufacturers, particularly organisations in materials, forming and foundation industries,” said Matthew Carr, CEO.
However, AI will never be the full solution in itself and will usually work in tandem with other technologies, for example those that can capture and transform incoming data from which AI technologies can make decisions. A company showcasing this type of technology is SparkIntelligence.
SparkIntelligence provides end-to-end consultancy services to organisations of all sizes who may be looking to implement or test computer vision use cases from requirements elicitation, data acquisition, data preparation, algorithm development to deployment, using its computer vision platform, ‘SparkFlow’.
Michael Olabode, CEO of Spark Intelligence said: “We are interested in being part of the alley as it is the ideal meeting place for us to network and engage with prospective customers and partners, all under one roof.
Vu3D is a another example of a technical solution for accessing data on which to make process and quality improvements.
Vu3 has a suite of 3D immersive solutions providing a 3D digital twin for manufacturers with integrated digital content and realtime data streaming info from IoT sensors or activators, allowing stakeholders to immerse themselves in a manufacturing space, and gather info without being there in person.
Director Ben Ghazani said: “This is a fantastic opportunity to interact with manufacturing partners and clients and demonstrate how 3D digital twins can deliver real-time data capture without physical visits.”
The ability to interpret and analyse data is in turn reliant on the right data being available at the right time, and at the necessary stage of manufacturing, which is achieved through the latest sensing technologies from, for example,
A fantastic opportunity to demonstrate how 3D digital twins can deliver real-time data capture without physical visits
Ben Ghazani, Director, Vu3D
Observant Innovations, which designs and manufactures solutions for inspection, monitoring and surveillance challenges.
Chairman John Scholes said: “Being on the alley will give Observant the opportunity to show its capability to precision manufacturing and complementary technology providers of sensors, lighting, optical components and robotics.”
A further example is Scottish-based Clyde Hyperspectral, specialists in hyperspectral imaging and optical spectroscopy, which provide a wide range of both hyperspectral and conventional spectroscopy instruments and full systems. Its products are supported by leading software for data acquisition, analysis and display.
John Gilchrist, Managing Director said: “We are coming on the alley to increase our exposure to new companies across a wide range of sectors including food and beverage, food packaging companies and machine vision integrators.”
The companies above provide in-depth analysis and understanding of, what can be, complicated manufacturing processes. However, the key to a specific company's successful adoption of digital technologies may simply be from the benefit of knowing the location of materials and products in
the first instance. These solutions can be provided from companies such as RFIDiom
Its RFID asset tracking solution, Stokware, helps businesses to have a bird's eye view of where their assets are at any time. It allows for intelligent picking of stock from warehouses, root cause analysis in the event of problems and real-time reporting to ensure that critical targets are met.
Operations Director, Sujita Purushothaman said: “Made Smarter Innovation Alley is a great opportunity for us to meet customers, partners and suppliers.”
There are a multitude of potential solutions that companies exhibiting on Innovation Alley can bring to the UK manufacturing ecosystem regarding
There are only a few fully funded places left on Innovation Alley 2022. If you have an innovative digital technology that will transform manufacturing, sign up at: K www.digital-manufacturing-week. com/innovation-alley-funded-stand or speak to Mat Wasley at K ktn-uk. org/people/matthew-wasley/ to find out more.
collection, visualisation and interpretation of data. But employees should not be forgotten as manual intervention will be required during the manufacturing processes. Technology can also help here, for example, with detecting when human error is likely to occur.
Globally there are 375 million workplace injuries and 380,000 fatalities every year, costing over $1.1tn. Human error is a factor in over 90% of these incidents. Developed by neurotech start-up FC Laboratories, CoreTech is a wearable worker wellbeing solution that provides individuals, teams and businesses with data which identifies, quantifies and predicts the risk of human error, enabling them to reduce errors and mistakes and increase productivity and profitability.
CEO Mathew Norbury said: “We are keen to build engagement with the manufacturing sector to raise awareness of what we're doing, get feedback from potential customers (or other partners), add manufacturing companies to our Validation Group (with field trials underway from October 2022) and identify potential partnership/collaboration/integration opportunities with other technology solution providers.”
Finally, Innovation Alley can be used to share novel manufacturing processes to meet a specific market need. For example, Q5D which makes equipment that uses 5-axis 3D printing and other techniques to automate the process of adding electrical functions, components and wiring, to complex shaped components such as an injection moulded part or composite panel.
Operations Manager Peter Todd said: “Made Smarter Innovation Alley is a great place for us to raise awareness of our technology to aerospace, automotive and other manufacturing sectors.”
These IDTs supported across Innovation Alley are instrumental to the future success of the UK manufacturing sector to become more resilient, flexible, productive and sustainable. They also form the backbone of the government’s plans to revamp the sector.
Made Smarter Innovation Alley is a great opportunity for us to meet customers, partners and suppliers. We want to show SMEs how easy it is to use Stokware and highlight where it can really add value Sujita Purushothama, Operations Director, RFIDiomINNOVATION & DESIGN PARTNER CONTENT
ASMPT UK (formerly ASM Assembly Systems Weymouth) claimed two titles at last year’s TMMX Awards: Product Innovation & Design (Large Enterprises) and overall runner-up for Manufacturer of the Year. Now, following a recent rebrand, the endto-end electronics manufacturing sector solutions provider is forging forward with its plans to “enable the digital world”. The Manufacturer’s James Devonshire recently caught up with Jon Maloney, VP for High End Printing at ASMPT, to find out more
Theprinting portion of ASMPT was founded in Weymouth in 1968.
DEK, as it was known, was then bought by the Dover Corporation in the US in the 1980s. In 2014, the company joined ASM, a much larger organisation and then, just last month, officially rebranded to become ASMPT.
Under Singapore-headquartered ASMPT, which has around 14,000
employees globally, the company is able to shape a bright and sustainable future for customers, employees, investors and society.
Jon picked up the story: “When we were part of the Dover Corporation, the focus was solely on printers. Now, as ASMPT, we provide end-to-end equipment and software solutions to the electronics manufacturing sector.”
When you say “printers”, we’re not talking inkjets, right?
JM: Our products print, primarily, but not always, solder paste onto a PCB. So we’re talking extremely high accuracy stuff (15 microns). To give you an idea, we could print something onto the end of a human hair if we needed to. The real key is being able to do it over and over again at high volume, as one PCB is printed every 10-15 seconds. There’s no scope to stop the machine and recalibrate in between. It just has to work, extremely accurately, 24x7x365.
Once printed, our Process Lens (solder paste inspection) solutions can then check the finished product to ensure it meets the exceptionally high standards in terms of solder paste volume and positioning.
The bottom line is the PCBs that feature in an array of electrical devices, such as smartphones, cars, medical equipment and more, could have been printed with one of our printers.
In terms of the culture of the business, we've always believed in a collaborative and consultative management style, one that’s very open. In Weymouth we have open offices and we've always thrived on being
a friendly organisation which encourages two-way communication among and within our teams. This has helped drive a highperformance culture throughout, which is underpinned by our POWER values: Passion, Ownership, Winning with our customers, Excellence and Respect.
Certainly the feedback we get from our staff, including new starters, is that it’s very friendly and open here; management is accessible and the organisation does not have a hierarchical feeling.
What were the driving forces behind ASMPT’s enormous success at last year’s TMMX Awards?
I’m not exaggerating when I say we weren’t expecting to win anything last year. The fact we walked away with two awards, including overall runner-up, was fantastic.
I believe the main factors behind that success is how we bring products to market, particularly the way we engage our customers. By having their involvement and bringing them along on the journey, we benefit from their voice throughout. The continuous, constructive feedback is invaluable during the development process.
Furthermore, we also involve and obtain feedback from every area of our business during development. After all, a product not only has to be manufacturable, it also has to be sellable, shippable, installable and serviceable, which is why involvement from the relevant teams in these areas is a must. All of this achieves the best possible outcomes and that’s been a large part of our success.
We're also really open to collaborating with third-party partners. We will work with
LEFT: ASMPT provides end-to-end equipment and software solutions to the electronics manufacturing sector
research institutes, universities and also our suppliers to gain a better understanding of how to develop certain technologies. It could be vision, it could be motors, it could be something for achieving a very high accuracy machined module. The point is we actively reach outside of our walls to achieve the best outcomes possible.
Another key component is ensuring all of our teams are well versed on all of our products. For example, we use e-learning to equip our CRM teams with the tools they need to talk to customers about products.
Something else we’ve introduced, driven largely by the pandemic, is virtual product acceptance. So instead of having to travel to us and inspect a product, our customers can do so virtually. We’ve set up a mini studio here in the factory which has four or five cameras trained on the machine.
PCBs that feature in an array of electrical devices, such as smartphones, cars, medical equipment and more, could have been printed with one of our printersINNOVATION & DESIGN ABOVE: The printing portion of ASMPT was founded in Weymouth in 1968
This allows us to run the machine from here and our customers inspect and scrutinise it remotely to ensure it fully meets their requirements.
What advice would you give to anyone considering entering the TMMX Awards?
For us, a valuable part of the exercise was involving the whole team. Our Weymouth facility has around 400 people, but we wanted everyone to know what we were doing, why we were doing it, etc., to ensure everyone understood the reasons and possible outcomes. Throughout the whole process, we kept our people updated on progress via town hall meetings, team
meetings and newsletters.
From the very outset, we went into the process wanting to learn. We wanted to discover more about ourselves, identify areas of improvement and benefit from the insights and feedback of the industry experts involved. What we didn’t do was go in thinking we’re in it to win it.
Something that was really great was seeing the pride our people take in showcasing what they do. Of course, everything was conducted remotely via video calls, but that didn’t stop our people giving virtual facility tours and explaining the different areas – from talking about the paternosters we’ve installed to improve our material logistics, through to designers
explaining the methods behind product management and how we engage with our customers.
I’d also advise any aspiring TMMX entrants to appoint someone to manage the process, as we did. It doesn’t need to be full-time but having one person focused on collating the documents and ensuring you keep to timelines is very beneficial.
Nominations are now closed for this year's TMMX Awards. Did you submit your entry ahead of the deadline?
We actually haven't entered this year. That was a conscious decision driven from our desire to take stock of the suggested improvement areas we need to address. We are now actively following up on those suggestions.
Will we enter again in the future? I think there’s a good chance and we’d probably look at different categories (maybe people-related) as it’s another of our strengths.
We have a high-performance culture which is underpinned by our POWER values: Passion, Ownership, Winning with our customers, Excellence and Respect
One of the biggest challenges facing manufacturers is the ongoing skills shortage. How is ASMPT addressing this?
We’ve been working hard to combat this particular challenge for some time. First of all, we do a lot of work with local colleges and other academic institutions to raise awareness about our business. Getting the ASMPT name known by pupils and teachers alike in the local areas has been a particular focus.
We've also done a lot of work on our employer value proposition, as well as how to get people interested in STEM subjects and subsequent careers. We work with a lot of the local schools and colleges to help them understand the world of work. Part of this is our young enterprise projects and apprentice open days, where people can come along and find out more about what it’s like to work here.
We take in around 14 placement students every year, who spend time here and can then apply to be part of our graduate retention scheme. This allows them to finish their final year, working with us for around
LEFT: ASMPT claimed two titles at last year’s TMMX Awards: Product Innovation & Design (Large Enterprises) and overall runner-up for Manufacturer of the Year
LEFT: ASMPT's Weymouth facility employs around 400 people
eight hours a week in their project time, before returning full-time once they’ve graduated. This has been really successful in our R&D department, particularly software.
The feedback we get from our placement students is how refreshing it is here in the fact they get to actively participate and deal with customers. So rather than just watching and learning, we encourage them to get more hands-on and that’s further boosted our reputation among graduates.
Something else we actively promote and facilitate is work experience for year 10 and 11 pupils. This sees young people coming in and shadowing our staff over a two-week period. This gives them a fantastic insight into ASMPT and what it’s like to work in such an organisation.
Internally, we’ve created a supply chain academy, which is designed to help find career pathways for our people. It enables our production staff to upskill and forge definitive career paths for themselves. This is an important aspect as it demonstrates to people who come in at the production build area that there are potential careers here for them.
These are exciting times right now. We're investigating some innovative new printing and deposition technologies. We like to keep moving forward at all times.
There's also the rebranding, which I think will really help us as an organisation obtain our own unique identity. The previous ASM brand and logo that most people will know is actually something that came from a lot of different companies which split off into different pathways over the years. Now we have our own unique identity, our own brand and logo, which will now act as a platform for us to take the next steps on a global level as a business.
From IoT to 5G and artificial intelligence, we’re already seeing multiple advanced digital technologies converge, drawing the physical and digital worlds ever closer. The impact of this convergence will be felt most acutely in industry; revolutionising the way we design, plan, operate or deliver consumer facing products and services.
Paul Ceely, Director of Technology Strategy, Digital Catapult explains
A mong other trends in the cyber-physical world - like the metaverse, or digital twins - the rise of remote and autonomous machines is a trend manufacturing businesses will need to take note of: in fact, Digital Catapult pinpointed robots and autonomous machines as a key trend for 2022 – with the projected global market size for robotics by 2026 coming in at a staggering £53.8bn.
While the most well-known example of an autonomous system is a so-dubbed ‘self-driving’ vehicle, the pandemic has led to increasing interest in advanced digital technology enabled autonomous machines for many other parts of the economy – the manufacturing sector being one.
Where does the hype and excitement stop, and when will the impact begin? What are the biggest challenges to the deployment of robotics and autonomous systems?
Paul Ceely, Director of Technology Strategy, Digital CatapultThe ability for robotics and autonomous systems to assist human workers on the shop floor and in the factory is more than just hype – it’s already being realised across the UK and beyond.
Machine learning and artificial intelligence technologies are providing the power for automated systems, robotics and cobots (robots that can learn multiple tasks to assist humans) to help reduce cycle time, labour time and quality errors. On a basic level, robots can even assist humans with ‘heavy lifting’as is becoming common in countries with an ageing population, like Japan.
The main benefits of robots and autonomous machines in factory environments is that they are able
to conduct the mundane, repetitive, physically demanding or even dangerous tasks that humans would otherwise have to do - for example, National Grid’s work with Boston Dynamics, using robots for monitoring a hazardous environment. This not only protects worker safety, but allows them to carry out better quality work by being more productive on the shop floor.
Exacerbated by the pandemic, we’re also seeing a rise in manufacturers conducting work at a distance using a mixture of immersive technologies, 5G and robotics. Ford, for example, is just one company using immersive headsets and tools like the Microsoft Hololens to carry out remote meetings and training at a distance for their engineers.
Although there are emerging signs of supply issues easing, the challenges experienced over the last two years –from staffing to parts shortages - have exposed systemic inadequacies in the
way supply chains are run that cannot be ignored. Robotics and autonomous machines have the potential to at least alleviate some of this pressure, particularly in regard to labour shortages.
We’re not quite at a stage where this is commonplace, but thanks to ongoing research and development, in the longer term, we could see autonomous trucks or automated drones making deliveries to both urban and remote areas. At the moment, for example, a trial at the Nissan factory in Sunderland is testing 5G’s ability to boost productivity through autonomous trucks to move parts.
And, autonomous robots can help to test, sort, inspect and build; organisations like Ocado are already using autonomous machines to support picking and packing processes, and we will see these moving outside of controlled warehouses, for example, autonomous logistics information systems could carry out scans of product deliveries.
With the human population generating around 2.12 billion tonnes of waste every single day, the effective use of automation to better manage resources and relieve the effects of the waste epidemic on our planet is critical. And, while waste management in the manufacturing sectors has increased by 35% since 2011, there is still work to be done.
Machine intelligence, artificial intelligence and computer vision is allowing for the effective use of robots to identify, tag and sort large waste flows. There are also early examples of intelligent bins and containers, which can communicate with disposal systems or even drop off waste at a disposal site, that are growing in sophistication. By exploring technology-led waste management solutions like these, manufacturing leaders will not only benefit from a clean conscience, but ultimately, deeper pockets.
At a time of seemingly never-ending skills shortages and recruitment challenges, these advanced technologies represent a tremendous opportunity for helping train up and assist employees in their day-to-day jobs, as well as freeing up valuable time for employees - allowing them to focus on improving their quality of work.
The main benefit of robots and autonomous machines in factory environments is that they are able to conduct the mundane, repetitive, physically demanding or even dangerous tasks that humans would otherwise have to do
• Digital Catapult identified robots and autonomous machines as a key trend for 2022, with the projected global market size for robotics by 2026 coming in at a staggering £53.8bn
• Robots and autonomous machines can conduct mundane, repetitive or dangerous tasks that humans would otherwise have to do in factory environments
• Machines carrying out autonomous deliveries, picking and packing could help alleviate supply challenges and labour shortages
• The manufacturing industry is just one that will benefit from the growth of autonomous systems to address the impacts of excessive waste on our planet
• While the opportunities for autonomous machines and robots are extensive, industry is working to address ongoing barriers – from ethical development, to creating more generalist and multi-purpose autonomous systems
That said, there are evidently still barriers to full scale robotic autonomy being achieved. Developing a robot or autonomous system that can cope with a number of variables, such as fluid or ever-changing environmental conditions – e.g., changing light, temperature, etc - is technically challenging, and many autonomous systems require long periods of training on data streams. Autonomous systems are also built to tackle a certain task - a ‘generalist’ robot with dozens of successful use cases in manufacturing has yet to be developed.
Meanwhile, these systems must be developed in a human-centric
manner, with responsible and ethical use of technology at the front of mind. This means they need to be built with the benefits to employees and wider
as close to an unbiased input as possible in the development stage. This requires careful coordination and consensus across industry, which is proving a challenge to reach. For these reasons, it’s critical that these systems have diverse input when developed, and humans must remain involved in the key decision-making and operational processes to some degree.
The future of remote and autonomous machines
The opportunities for autonomous machines and robots to respond to some of the biggest challenges we’re facing as a society at the moment – whether economic or social – are endless. However, as the need for automation grows exponentially, we must ensure that we are working to improve accuracy, reliability, and security for these machines, and they fit harmoniously in the environment with the workers and neighbours, particularly if they are operated remotely.
To read the 2021/22 Digital Futures Index, and to find out more about our cyber physical infrastructure work visit: www.digicatapult.org.uk
The integration of immersive technologies enables and improves remote working, particularly while integrating new methods of connectivity like 5G
Chris White, Electrification and Global Engineering Alignment Manager, Ford Europe
Digital technologies have the power to enable greater resilience and agility for the design and manufacturing industry.
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Last month, The Manufacturer’s Lanna Deamer and Tom St John got the opportunity to visit one of Lush’s seven manufacturing sites. They left with a bath bomb, sweet smelling clothes and an education in sustainable practices and manufacturing processes
Itwould be safe to assume that yes, the Lush manufacturing site in Poole is up there with one of our favourite visits. It was just as cool and colourful as you would imagine! The scents were incredible and we left smelling better than when we arrived.
Lush has seven different manufacturing sites across the world, in places as far afield as Toronto, Tokyo and Sydney. From these locations, Lush made 118 million products by hand in 2021; 95% of them being vegan-friendly.
Worldwide, Lush employs 12,000 colleagues, hundreds of which are compounders, who are trained to follow recipes that make fresh products every day. We were blown away by how central people are to this process.
Lush employs hundreds of compounders around the world to hand-make all its products. Their names and faces are proudly displayed on every product’s batch sticker – you may not have noticed this before but it’s now likely to stick in your mind every time you purchase a Lush product.
We began our day at the Lush Green Hub, where we were met by Elena Gronlund, Learning and Development Manager for Manufacturing who hosted our factory tour. She was joined by Karen Huxley, Global PR for Lush, and Annabel Platt, Manufacturing Communications Officer.
At the Green Hub, we were introduced to Ruth Andrade, Strategy Lead, Earthcare. Sustainability is quite clearly very important to Lush, so this seemed like a good place to
the manufacturer that is leaving the world lusher than they found it
start. Ruth explained that the very design of the Lush Cosmetics business model is centred around sustainability – it has always been a huge part of who the company is. Lush has created many sustainable innovations over the years, with a particular focus on inventing products that don’t require packaging. The shampoo bars are a favourite of Ruth’s because they are completely plastic-free and self-preserving.
Although sustainability has always been a key focus right from the inception of the business, things are constantly changing, so when new information comes to light, around for example, supply chains, then Lush always aims to act as soon as possible. Ruth explained: “We have over a decade of experience when it comes to ethical purchasing, renewable energy and recycled packaging, but there is a cost to becoming an early adopter. In hindsight, we can look back and see the mistakes we made at the beginning; it was an interesting time as we were constantly trying to innovate. It was also an expensive period in our history - which is often the case when you are experimenting with new things for the first time - but it was worth it because we learnt so much.
“I’m very proud that Lush now has an established, sustainable culture. It is part of what we do and for us, it’s a no-brainer because sustainability is so embedded within our business model. That’s the advantage of becoming an early adopter; we’ve got so much experience in sustainable practices that it has just become part of our culture.”
ABOVE: Lush deploy a similar process to catering; using similar kitchen equipment, but on a larger scale
When it comes to using energy, in both the factory and worldwide stores, Lush wants to keep practising what it preaches by continuing to operate in the most sustainable way possible, particularly when it comes to the transportation of its ingredients, products and people. Like many other businesses, particularly those using natural materials, a large chunk of the environmental footprint is in the supply chain and this impacts massively on where the company sources its materials.
“Our manufacturing is so important because it’s what we have direct control of, and when we look at our direct operations, energy is a big concern,” Ruth added. “We have been on renewable energy tariffs since 2008 and have also been actively installing more solar panel capacity on our sites.
“Everyone that has a roof should be prioritising installing more renewable energy capacity as locally as possible, not just from a sustainability point of view, but also now in terms of economic resilience, as this will ensure that you are less exposed to all the energy fluctuations that we’re currently seeing.”
The company has also employed a dedicated energy manager to identify opportunities for energy saving throughout the business, whether its adding roof insulation, working on the fabric of the building or electrification. Methods to drive both a reduction in energy demand through efficiency and other measures have been looked at, as well as tackling how to increase the supply of renewables.
We were shown around the Lush Green Hub and took in the enormous plethora of plastic that could have easily gone to waste. “At Lush, we wanted to create a centre that could showcase what it’s like to think from a circular economy perspective,” said Ruth.
“This means making sure that the value of material keeps circulating, and that we’re not incinerating or sending materials to countries that don’t have the infrastructure to process them. We want to make sure we take full responsibility for the materials that we turn into waste in the UK.
“We also encourage businesses to do the same, that’s why it’s called a centre. Here, we can run workshops for visitors and more importantly, it’s a place where we can all collaborate together, because there’s no circular economy without collaboration; it cannot be about one person or business.”
This is another opportunity for the manufacturing industry to come together and figure out how we can really operate from an industrial ecology point of view. In the Lush Green Hub, the company is bringing materials that it collects from customers, where they can be washed, grinded and turned back into packaging. Not only this but Lush also reuses furniture from its stores and has a space to repair materials rather than throwing them away; and all of that in a place where people can come to visit and learn.
The company’s tagline is ‘leaving the world lusher than they found it’ and Ruth explained that means having a positive impact on the world. Not only do they want to do good, but Lush also wants to go beyond generic sustainability practices and have a regenerative impact to the point where it is planting forests, cleaning water and preventing waste from polluting the environment.
We’ve made an effort to get into schools and universities to tell young people what is available at Lush – we have over 63 careers here Jason Muller, Global Manufacturing Director
The future aim of the Poole site is to fully decarbonise energy and transport as well as ensuring all the buildings are completely zero waste. Ruth concluded: “We want to make sure that we have our own internal loop of collecting, washing and returning on our own just-in-time system from reusable and returnable transit packaging. For me, manufacturing is like a forest; we should be making use of the sun, wind and water to ensure that all our cycles are integrated and that there is nothing linear where we’re creating.”
To see the various units on Lush’s campus-like facility, we drove in convoy.
While grumbling about the quality of my car, Lanna’s vague laugh told me she didn’t care; as a self-professed “Lushy” she just wanted to get into the ballistics department to see where all the magic happens.
The fresh, handmade philosophy at Lush is noticeable to every sense. You’re greeted with the smell; a sweet, powdery kind of scent, your eyes are treated to the bright array of what looks like coloured sherbet being swirled around and shaped by gloved hands, and by the back wall, an assortment of glistening bath bombs sat dreamily in silver basins. You can even taste it on your tongue, I thought to myself. But as good as they look, you can’t eat these products, so don’t try.
Jason Muller, Global Manufacturing Director at Lush, joined us for a chat: “From 1995, we had a small unit of around 7,000 square feet. Over the years, we've expanded and we've now got about 19 units within Poole and there’s around 300,000 square feet of manufacturing space. We’ve got about 650 year-round staff, and now we're in the middle of taking on seasonal staff - probably another 475.”
As I mentioned on a recent episode of The Manufacturer Podcast, the manufacturing process at Lush looks like cake making. Vivid pinks, blues, oranges, greens and yellows were being pressed and shaped by hand in front of our very eyes. It’s no surprise, that Lush Co-founder and Product Inventor, Mo Constantine, had a chocolate factory
in the family while growing up – it’s what stoked her interest in manufacturing from a young age.
As I say, you can’t eat them, but much like your favourite foods, careful conditions are required when it comes to Lush products.
Jason continued: “I suppose it's a very similar process to catering. We use similar kitchen equipment, but on a larger scale. We take fresh ingredients and put them together, similar to a chef.”
“Those fresh ingredients are put into mixers, blended together and then handmade. It's all fresh - we actually have a policy where we won't let anything leave our warehouse if it's older than 28 days.”
A key reason for Lush’s hands-on approach is to be more accessible. It’s the norm for large manufacturing companies to deploy cobots and automated processes to assembly lines to efficiently churn out high volume products. This is the case in the cosmetics industry, as well as many others. However, Lush
BELOW AND RIGHT: An assortment of the colourful products produced by Lush
Scan the QR code to view the video of The Manufacturer’s site visit to Lush
There’s no circular economy without collaboration; it cannot be about one person or business Ruth Andrade, Strategy Lead, Earthcare
makes smaller, fresher batches than typical cosmetic manufacturers and its products have a shorter shelf life.
“We didn’t want to go down the automation route,” explained Jason, “Making products freshly by hand puts a lot back into the community and creates jobs. The formulas are very innovative, so having that handmade element in the introduction, R&D and so on, caters all the way through the product.”
He continued, “We’re not ever going to go fully automated – that’s not what we’re about. People might question that at some point, because of the challenges facing manufacturers at the moment, but we’re sticking to what we know best, which is fresh, handmade products.”
I wanted to question Jason further on these challenges, which for so many manufacturers have taken similar forms. I assumed Lush can’t have escaped unscathed from the turbulence of the last few years.
“We’ve had to adapt the production to a degree”, he explained. “Especially during COVID. If you go back even further to Brexit, we’re now seeing the impact on supply chains, so there’s been challenges of adjusting our forecasts, and in some cases that has meant moving back to local manufacturing in the UK.
“We’ve adapted, but everything we set up in the beginning has allowed us to be flexible and fluid with everything we do. We’re able to take production up and down as required, and that’s ultimately down to the fact we rely on people and not automation.”
- Manufacturing agility is so often linked to people – much depends on how workforces operate
- Lush’s focus on its people goes all the way through the products; from the skills provided within the factory to the batch stickers that are visible to the consumer
- Handmade manufacturing doesn’t just enable accessibility and agility, it caters to the innovation and delicacy of the products
- Sustainability is so embedded within Lush’s business model that it has become part of the culture
- Creating a more sustainable planet means going beyond generic sustainable practices
As we made our way over to the bubbles department, I commented at the diversity of the workforce that we’d seen at the ballistics factory. “We’ve always welcomed everyone,”
replied Jason, “We’re very diverse; we've got 34 nationalities working for us. The split is probably around 60/40 female to male at the moment. But that’s how we built the business. It’s nothing new for us, we’ve done that from day one. Poole is a small place, so we’re always looking to encourage more staff to join us.
“For us, it’s about creating opportunity for anyone,” he continued. “We’re seeing a trend at the moment of people retiring earlier so we’ve made an effort to get into schools and universities to tell young people what is available at Lush – we have over 63 careers here. Being able to talk to careers advisors within schools and let potential staff know about the career opportunities here adds a huge amount of value to the business.”
Artisan manufacturing can still be innovative Our tour finished next to some immaculate displays of pudding-like bath bombs and fragrant smelling soaps, accompanied by various other products. We have toured some amazing factories this year, and we often marvel at the advanced tech, automation and robotics that exist in the modern-day smart factory. When we’re presented with something slightly against this grain, it’s genuinely fascinating. Certain approaches work for certain businesses, and fresh cosmetic manufacturing comes best in small batches.
This is no less precise, or innovative, despite the fact that machines are removed from the equation. As a chef you may follow the same recipe, but no batch is ever identical. Crafting products such as these is akin to making a beautiful, finely balanced, intricate cake. But you can’t eat it.
Steve Evans, Director of Research, Industrial Sustainability, IfM, University of Cambridge
Insights from the Institute for Manufacturing (IfM), official knowledge partners of Digital Manufacturing Week 2022, show that rapid sustainability improvements are not only achievable, but can also improve the bottom line
sustainability is moving from a ‘good idea’ to a necessary part of doing business. As the cost of energy and materials rise and growing numbers of consumers put sustainable shopping and the environment high on their list of priorities, continuous improvements in sustainability can be the difference between thriving or shutting-up shop.
Through increasing energy and resource efficiency, the UK stands to gain £10bn per year in additional profit for manufacturers (according to research from the IfM).
However, according to Professor Steve Evans, Director of Research in Industrial Sustainability at the IfM, the
manufacturing industry has some distance to go to achieve these targets.
He said: “Around 90% of the resources processed to create goods are not reaching the person for whom they are made; 50% of edible food is not eaten, and only about 50% full loading is achieved in freight trucks in the UK.
“For manufacturers, there is now a real
The IfM talked to practitioners from a range of global manufacturing firms, as well as sustainable manufacturing experts, to identify common success factors and best practices in businesses that had achieved consistent, rapid sustainability improvements. The study revealed that using continuous improvement initiatives can be an excellent way of achieving rapid sustainability improvements; demonstrating that the journey towards sustainable manufacturing doesn’t have to be expensive.
1Look at your existing resources: No organisation can improve without understanding its current condition, so it’s vital to first assess existing resources at a surface level. While identifying current waste may seem trivial, the research shows it’s in fact very important and is the first and most vital step toward conservation. Choose three to four priority issues and identify target performance dimensions such as energy/CO2, water, waste and/or potentially one other significant pollution challenge for your business. Reducing energy consumption is not only good for sustainability performance but also reduces costs, so this alignment with key business drivers helps sustainability quickly become mainstream.
2Don’t wait for a full sustainability strategy: Set realistic targets achievable in the short-term to avoid discouragement and build confidence among employees and managers. It can help to start by holding internal discussions on priorities and focusing on well-known issues and impact points. For example, during interviews in the study, companies highlighted opportunities to switch processes and equipment off.
3Include sustainability KPIs: What gets measured gets improved. Monitoring metrics that align with sustainability is key to driving sustainability improvements through continuous improvement. It’s enough to start small with KPIs, selecting a few Continues over...
Sustainability is not a race and emphasising collaboration over competition is important. It's critical to make employees feel important and at the heart of the improvement process
Professor Steve Evans, Director of Research in Industrial Sustainability, IfM
that track the current sustainability condition in a cell or facility, such as the use of electricity, water, coolant or the volume of materials waste. It’s also important to share these metrics often (ideally in real-time) with key stakeholders, especially on the shop floor, so they can also seek improvements and start to drive those KPIs in the right direction.
4Start small: A simple yet effective approach teams can look at straight away is to review resource variation; the difference between energy used on good days and bad days.
Teams can identify ideas and processes that have already been proven to work as they have ‘been done before’. One organisational sustainability example achieved over 15% in improvements remotely simply by identifying and acting on performance variation in annual production and resource data.
5Get people involved: Companywide engagement and commitment were found to be the most influential factors in achieving rapid improvements and a successful sustainability transformation. Quick sustainability wins can be used to seek top management buy-in by communicating their success in achieving costs savings as well as environmental benefits.
6Recognise effort and success: Recognising effort and success was another important element for rapid sustainability improvements. Creating a working environment that strongly recognises and rewards efforts towards sustainability improvements can help employees at all levels engage with sustainability challenges. It is critical to make employees feel important and at the heart of the improvement process.
opportunity to be proactive in recognising future challenges, taking decisive action and making the most of the opportunities that will come from a global shift toward sustainability. It’s a daunting task but it’s one manufacturers should – and need –to address as the sustainability imperative continues to grow.”
Having agreed to pursue sustainability, maybe even setting a specific target, for many organisations, the exact pathway remains unclear. To help manufacturers gain clarity about both ‘what to do’ and ‘how to do it’, the IfM established the Sustainability Association to help businesses get the support they need to progress sustainability initiatives.
“Manufacturing organisations want advice on the best place to start with sustainability initiatives,” Steve added. “They want to know the best strategy for effective returns and how to avoid common pitfalls.”
As part of the association, members work with the IfM to commission new projects in areas of mutual interest. Topics that have been identified as priority areas for the association include supply chain sustainability and Scope 3 emissions, the path to net zero and the role of digital in transforming sustainability.
The most recent project focused on how to achieve quick wins in sustainability improvements. The IfM talked to practitioners from a range of global manufacturing firms as well as sustainable manufacturing experts to identify common success factors and best practices in businesses that had achieved consistent, rapid sustainability improvements.
Small steps lead to longer-term gains Sustainability, when included as a part of continuous improvement objectives can act as a foundation for building a sustainability culture. However, it’s also important to note that any initiatives should be a part of a larger (long-term) sustainability agenda to avoid reverting to small improvements.
“Even after a step change, businesses can continue to implement continuous improvements to optimise the system and seek further sustainability improvements,” said Steve.
“Rapid sustainability improvements resulting from continuous improvement initiatives can create an opportunity to justify larger sustainability projects or at least provide flexibility in the company budget.”
• Sustainable business transformation can have a positive impact on both job growth and the bottom line
• Continuous improvement initiatives are an excellent way of achieving rapid sustainability improvements
• Quick win actions include identifying current waste, monitoring metrics that align with sustainability and securing company-wide engagement
• Quick wins are typically good for profit and show that the journey towards sustainable manufacturing doesn’t have to be expensive
• The IfM’s Sustainability Association can provide training, tools and practical leadership support to enable businesses to progress sustainability initiatives
The study into rapid sustainability improvements, including the 20-step checklist, can be downloaded via the IfM Engage website or by scanning the QR code.
Come and talk to the IfM at Digital Manufacturing Week 2022 to find out more about implementing environmentally sustainable business practices. The IfM will also be running a number of sustainability workshops.
Sign up here: www.digital-manufacturingweek.com/ifm-masterclasses
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In recent years, manufacturing has been impacted by a relentless series of seemingly unrelated world events. However, is there a single reason for the severity of the impact these events are having and, more importantly, is there a solution?
John Robinson of Kearney explains
Since the turn of the century, we have seen an exponential growth in technological advancements. The rapid, mass adoption of these technologies in society has completely changed established models across the spectrum. When we consider a simple PEST analysis, it is clear to see how much technology has driven change in the other three areas of politics, economics and society. Most of us are now part of a single, global, real-time network. This all-pervasive, technology-enabled network is a complex system that has broken down traditional silos and linear flows in all areas including, but not limited to, information, goods and people.
The issue for the manufacturing sector is that it has not adopted these new technologies at the same rate as wider society and a technology gap has emerged. In addition to the technology gap, manufacturing has also not adapted its business processes to cope with the system complexity of the new world.
The result is that manufacturing and the rest of the world are operating in two different systems. These systems function in different ways and at different speeds and the harsh reality is that manufacturing cannot keep up.
Despite significant hype and investment, numerous studies have shown that the benefits of Industry 4.0 have simply not materialised for manufacturing
The technologies that have driven this global change are both applicable and available to manufacturing. The impact they were predicted to have was heralded as the Fourth Industrial Revolution. But despite significant hype and investment over the past decade, numerous studies have shown that the benefits of Industry 4.0 have simply not materialised. Furthermore, a recent report on IT/OT Convergence conducted by The Manufacturer* suggests that the Third Industrial Revolution is still a long way from maturity. One key finding in the report that illustrates this point is that ‘just 23% of manufacturers have achieved more than a basic level of IT and OT convergence’. IT/OT convergence has been on the agenda for over 20 years and yet is still an aspiration for most.
So, if we accept that the rate of technology adoption and process change in manufacturing is slower than society, the next question is why?
I believe the answer is because the high level strategic operating model of manufacturers has not fundamentally changed in decades. Many manufacturers are still organised and managed in the same functional silos they have been throughout the modern era. e.g., marketing, sales, R&D, planning, procurement, IT, manufacturing, logistics etc. KPIs within these functional silos create an element of internal competition, self-interest and self-preservation. In addition, information and material flows are still mainly vertical and horizontal e.g., divisions, reporting lines, production lines and supply chains.
In particular, a manufacturers relationship with its main technology vendors is an area that has not really changed. At present the normal relationship between a manufacturer and technology supplier is peer-to-peer and too competitive. In
LEADERSHIP & STRATEGY PARTNER CONTENTJohn Robinson is a Specialist Director and European Industry 4.0 Lead at Kearney
...the future operating model of successful manufacturing has to be built on collaboration
RIGHT: Collaboration within manufacturing would positively impact many of the key challenges we face with respect to both business and the environment
addition, the collaboration between the technology suppliers to a manufacturer is also very limited..
These characteristics are very different to the more collaborative, self-deterministic way society now functions. Not long ago manufacturing was operating a supply chain and route to market that sold to large demographic groups. We are now talking about personalisation, omni-channel and a batch size of one.
If the operating model is the problem, then what should the new operating model look like?
It has been my long-held belief that the future operating model of successful manufacturing has to be built on collaboration. Furthermore, this principle of collaboration must be applied both internally and externally.
The changes I am proposing would be aimed at moving from competition, silos and linear flows to a collaborative network of empowered real-time decision makers at all levels.
I called my vision for this collaborative operating model The Quorum Principe and have written and presented on this topic extensively over the past two years.
Possibly the single biggest change The Quorum Principle brings is with respect to the collaboration between the manufacturer and its primary suppliers. Instead of the current model, a new more collaborative model would be created
* Download your copy of the IT and OT Convergence Research Report now: info.themanufacturer. com/it-ot-convergenceresearch-report-2022.
The overall programme of change that constitutes The Quorum Principle has been codified into a playbook and will be presented at the Digital Manufacturing Week in Liverpool in November. For more information visit: www.digital-manufacturing-week.com.
where the manufacturer and its five most strategic partners form a ‘Quorum’. The Quorum would have a common goal and objective and would bring together skills in the areas of strategy, IT, OT and operational excellence. I believe that the combined value of this operating model would far outweigh the value of any individual contributor.
The Quorum Principle has several workstreams and each is critical to success. In addition to some well-established best practices, it also incorporates some important new ways of thinking such as system complexity, system design and life centred design.
Adopting The Quorum Principle would represent a transformational change for an individual manufacturer and as such, it must be a management led initiative. If adopted by a significant number of manufacturers, The Quorum Principle would bring about a paradigm shift in the supplier ecosystem and the manufacturing sector globally.
I believe that the changes I am proposing will release the value of people, technology and organisations. The combined value this collaboration would bring will positively impact many of the key challenges we face with respect to both business and the environment.
Technology has brought about enormous changes to the way that we operate globally. In my opinion, the manufacturing sector has not adapted quickly enough to these changes and has to act now before the gap grows even bigger.
The SME Growth Summit 2022 takes place in Liverpool on 16-17 November, where key figures from the SME manufacturing sector will get together to discuss the issues that matter relating to people, product and process. It offers a unique opportunity for manufacturers to develop their growth strategies and network with their peers. Ashley Oulton, Conference Production Manager, reports
There is cause for cautious optimism as a recent survey by the CBI (Confederation of British Industry) found that the UK’s SME manufacturing sector is seeing growth in output at the fastest pace on record in the three months to July.
However, despite the apparent upturn, manufacturers are still facing difficulties recruiting and retaining skilled labour and
SME Growth Summit is for all senior professionals responsible for people, platform and process and for those looking to bring in new ideas into their business model.
Find out more: K www.digitalmanufacturing-week.com/growthsummit-why-attend
sourcing materials and components which is limiting output. They also cite concerns about rising cost and price pressures, supply chain disruptions and the fastest increase in export prices in four years.
We’re bringing together senior professionals from across the UK’s SME manufacturing sector including defence, aerospace, automotive, food and drink, FMCG, pharmaceuticals and electronics.
Our interactive conference format revolves around a series of interactive roundtables, enabling you to sit next to your peers and topic experts and have your questions answered first-hand. This isn’t about passively listening to hours of keynotes – you’ll sit down face-to-face with leaders like you to share challenges and collaboratively develop solutions.
Troy Barratt, Director at BAMUK, had this to say about the previous SME Growth Summit: “We’re an SME business and it’s a great way for me to learn what large, medium and small companies are doing.
“What I like most about The Manufacturer events is the small-form facilitated discussion groups. After we hear a speaker, attendees sit in groups of around six to eight and have a facilitated discussion around particular topics, and that’s where I get the most practical learning, which I will then take back to my companies and suggest what could be done.”
Each day will consist of two one-hour interactive roundtable discussions sessions where you will have the opportunity to sit down with your peers to discuss the answers to important challenges such as:
• How to attract the right talent and how to make apprenticeships work for you
• How to make the most of new products and increase your market share
• Are your people and processes ready to scale?
• Which financing method is right for your business?
• Does your reach exceed your grasp?
Choose which Discussion Tables to join for each 60-minute session – enabling you to participate in four different discussions during the course of the two afternoons and have the conversations that matter to you.
Discussion Tables Include: People
- Making Apprenticeships Work
- Developing Leadership Capabilities
- Building an Engaged Workforce
- Talent Acquisition Platform
- Product Innovation
- Building a Sales Engine Process
- Automation for Productivity
- Built to Last: Scalable Systems
- Sustainability for Competitiveness
has been driving improvement through product, process and people to deliver improved customer satisfaction and organisational value.
Laura McBrown, Managing Director at G&B Electronics is looking forward to discussing leadership and topics such as overcoming obstacles caused by misunderstanding within the workforce.
Katy Davis, Managing Director at CamdenBoss is keen to engage with her peers around the challenges of people strategy – skills, recruitment and growing their workforce. Katy has been trying to raise awareness for manufacturing to be an option in schools and has invested heavily in apprentices. She is proud to say that they currently have eight percent of their workforce in ‘learn and earn’ type arrangements and they’re looking to grow that.
Doug Knifton, Plant Director at Alphasense, has three decades of experience in technology-driven manufacturing companies, spanning a range of industries from semiconductors to complex analytical instruments. The organisations have ranged from start-ups to global corporates and a number in between. The common thread through all these roles
Penny Morton is a Senior Project Engineer at Koolmill Systems and the founder of DIYWomen. She is looking forward to sharing her experience in creating a more diverse and inclusive manufacturing workforce.
Katrina Ritchie, People and Culture Director at Gripple, will be sharing her experience gained from developing a unique people and culture strategy. Including how banning HR at Gripple has empowered managers to lead and take responsibility for their own people, and given the People & Culture team the time and space to execute the people strategy.
Amber Numamato, Head of Operations and Sustainability at Unrooted Drinks, will be sharing her experience in leading small businesses from various phases of their growth to the next big step, whether that be in new product development, automation, expanding production, B-corp certification, revenue growth or new routes to market.
Confirmed roundtable Discussion Leaders at the event include senior representatives from organisations such as McGeoch Technology, Gripple, Alphasense, G&B Electronics, Koolmill, Unrooted Drinks, Brompton Bycycles, NGF Europe and Starbons.
Many excellent research and innovation projects have been funded through UK Research and Innovation’s Faraday Battery Challenge, which invests in projects and facilities to drive the growth of a strong battery business in the UK. David Elson, Head of Manufacturing and Materials at Innovate UK, takes a closer look at a particular successful use case
Specialist manufacturer H V Wooding has secured new business and is investing in new production capabilities as a result of a research collaboration with the Nuclear AMRC.
Kent-based H V Wooding, which specialises in precision engineered metal components for the automotive and aerospace sectors, worked with materials and engineering researchers from the Nuclear AMRC and other parts of the University of Sheffield to improve the quality of its busbars.
Busbars are insulated metal strips which carry high-current power between different parts of an electrical system.
The project, supported through the Faraday Battery Challenge, aimed to develop a new powder coating process to improve the quality and performance of busbars for the fast-growing electric vehicle market.
With the demand for busbars expected to increase significantly as road transport is electrified, an optimised
and automated manufacturing process would give H V Wooding a significant competitive advantage in a rapidly expanding international market.
During the one-year project, the Nuclear AMRC team drew on additional expertise from the University of Sheffield. The AMRC, like the Nuclear AMRC, part of the UK’s High Value Manufacturing
Catapult, advised on how the optimised process could be automated and scaled up, and the university’s Department of Electronic and Electrical Engineering helped develop a standardised test procedure for quality assurance.
H V Wooding previously worked with the Nuclear AMRC through the Fit For Nuclear programme, which helps manufacturers meet the quality expectations of the nuclear supply chain. It is also working through the Fit For Offshore Renewables programme, a collaboration between the Nuclear AMRC and Offshore Renewable Energy Catapult.
UK registered organisations can apply for a share of up to £25m for game-changing and commercially viable R&D innovationABOVE: Demand for busbars is expected to increase as road transport is electrified
Projects are sought to share £5m in funding and improve power electronics, machines and drives (PEMD) manufacturing supply chains in the UK. Run by Innovate UK, the ‘PEMD scale-up’ competition from the driving the electric revolution challenge at UK Research and Innovation, supports the growing need to invest in UK PEMD manufacturing.
Being run in two strands, the £5m funding competition will enable the scale up of PEMD manufacturing in the UK. These projects are designed to develop a resilient, crosssectoral, UK supply chain for these enabling technologies critical for net zero.
The deadline for applications is Wednesday 7 December.
Innovate UK is offering up to £25m in loans to micro, small and medium sized enterprises (SMEs). Loans are for highly innovative late-stage research and development (R&D) projects with the best potential for the future. There should be a clear route to commercialisation and economic impact.
2022/23 Round 4 UK registered academic institutions, RTOs or catapults can apply for a share of up to £9m to fund innovation projects with businesses or not for profits. The Knowledge Transfer Partnership (KTP) programme allows a UK registered business or not for profit organisation (which we will refer to collectively as the ‘business partner’ from now on) to partner with a ‘knowledge base partner’ (either a UK higher education (HE) or further education (FE) institution, research and technology organisation (RTO) or catapult).
The KTP partnership brings new skills and the latest academic thinking into the business partner to deliver a specific, strategic innovation project. The knowledge base partner recruits the ‘associate’ to work on the project. The associate has the opportunity to lead a strategic development within the business, developing new skills and gaining valuable experience.
UK registered organisations can apply for a share of up to £25m for game-changing and commercially viable R&D innovation that can significantly impact the UK economy. This funding is from Innovate UK, part of UK Research and Innovation.
The closing date for applications is Wednesday 26 October 2022.
The KTP partnership brings new skills and academic thinking to deliver a specific, strategic innovation project
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Data-minded manufacturing leaders will be coming together for the fifth year to discuss the role of data and analytics in their business. They will be exchanging views on the best practice to collect, manage, and leverage their data to enable them to run their factories and businesses in a more efficient and cost-effective way, which is critically important in this present economy. industrial-data.uk
Manufacturers are aware of the benefits that a sustainable strategy that leverages digital technology can bring and the results to-date have proven that sustainability practices go together with increased profits and competitiveness. However, there is still a lot of confusion over how best to incorporate it into existing products and processes, and this event will provide the answers. sustainable-manufacturing.uk
Digital-minded manufacturing leaders will be discussing how to successfully plan and implement a digitalisation strategy across their businesses.
The symposium will investigate key issues such as organisational and operational change, upskilling the workforce and when and where to implement enabling technologies. manufacturing-digitalisation.com
Concise deep dives into specific topics led by industry specialists. Watch a back catalogue of practical how-to webinars on demand, or watch live and ask questions to stay on top of the latest trends and technologies with our fortnightly schedule.
themanufacturer.com/webinars
The home for directors and the C-Suite of manufacturing businesses interested in networking with their peers.
Regular virtual roundtable discussions over a glass of wine, focussed on key business issues to drive efficiency, sustainability, and innovation. Apply to join: directorsforum@hennikgroup.com
There's no question that smart factories are at the heart of the future of manufacturing. But what are they exactly, what factors add the ‘smart’ piece of the jigsaw and what technologies make them tick?
Ina nutshell, smart factories are manufacturing facilities that rely heavily on digital technologies to improve efficiency and productivity. This means incorporating 3D printers, cobots, 5G, artificial intelligence, cloud and edge computing, and more into the manufacturing mix.
As suggested, there is certainly no one ‘silver bullet’ when it comes to creating a smart factory. Rather, it is a myriad of emerging technologies working together to take manufacturing into a new era. Here, we highlight some of the key tech that will be integral to achieving this vision.
A smart factory wouldn't be complete without a few 3D printers. These versatile machines can create parts and products from scratch, using digital designs as a guide. And because they can produce items on-demand, they are perfect for prototyping, small batch manufacturing or even custom orders.
3D printing, or additive manufacturing to give the technology its proper title, is creating a whole new world for design engineers. Ideal for rapidly creating functional prototypes and enduse parts that are high in detail, it has opened the door to complex geometries that are impossible via any other means. Far from a one-size-fits-all technology, there are a variety of processes, techniques and materials used in 3D printing including stereolithography, selective laser sintering, multi-jet fusion, fused deposition modelling (FDM), vacuum casting, direct metal laser sintering and composite-based additive manufacturing (CBAM), which can all be used to quickly build parts in a range of plastics and metals.
3D printing can help reinvent manufacturing and the future of design. In the modern world customers are demanding far greater levels
of personalisation and customisation of products, and as such, 3D printing can be a differentiator in how manufacturers plan their supply chain strategies. Why stock a complete assembly of parts in high quantities if you have the capability to quickly print the exact part required ondemand, in turn reducing the need for spares?
Jurgen Laudus, Vice President, Manufacturing Segment, at 3D printing services provider Materialise, commented: “Everybody knows that you can use 3D printing for prototyping purposes, but a lot of companies are now more aware that the technology can also be deployed for the manufacture of end use parts.
“There are several benefits of doing this; firstly, you don't need to make a mould, thus eliminating the start-up costs typically associated with traditional manufacturing methods. Second, you have much more freedom of design, meaning parts can become far more complex without an increase in cost. And thirdly, production can be done more locally and closer to the design phase, decreasing the possibility for disruption within the supply chain. This can greatly reduce the number of stock items thanks to a digital inventory where, if you need a part, you can simply print one.
“In addition, additive manufacturing can provide weight savings,” continued the company’s CTO Bart Van Der Schueren. “This is important for anything that features moving parts, because movement needs energy. So, the lighter the parts, the less energy required, and the better that product is for the environment.
“I see additive manufacturing becoming an integral part of the production chain, for a whole series of components in plastic, metal and even ceramics; it is growing into an established production technology.”
Collaborative robots, or cobots, are another key component of smart factories. These physically versatile machines are designed to work alongside humans, making them ideal for tasks such as packaging and assembly. And thanks to their user-friendly interfaces, cobots can be easily trained to perform new tasks as needed.
The UK has traditionally been slow on the uptake when it comes to robotics, however, running as a parallel stream of automation, cobots are experiencing fast growth, particularly within the SME sector which has the greatest opportunity for transformation.
Unlike traditional robotics, cobots can be deployed within a matter of weeks, and therefore can quickly save money. Other advantages are that cobots are easy to set up and program, and flexible enough to be moved around the factory.
Cobots have the potential to take over 3D jobs - dirty, dangerous and dull - many of which are still performed by humans. By working with cobots, employees can then focus their time on more fulfilling roles, and reduce their time spent on
mundane tasks, improving overall wellbeing. This includes, in some cases, eliminating the night shift, known to have an adverse effect on the health of workers.
“Cobots are a powerful example of the way smart technology empowers businesses to improve everything from higher productivity, to increased safety and better product quality,” commented Mark Gray, Country Manager, UK & Ireland at Universal Robots.
“Many businesses believe automation is out of their reach as they can’t afford large, complex robots. Cobots are changing the game for these organisations, providing a more costeffective and simple way to introduce automation into their workflows.
Everybody knows that you can use 3D printing for prototyping purposes, but a lot of companies are now more aware that the technology can also be deployed for the manufacture of end use parts
Jurgen Laudus, Vice President, Manufacturing Segment, Materialise
“One of the lesser-known benefits of collaborative robots is their nearly maintenance-free operation and long-term reliability. Many of these machines can be programmed to run automatic systems checks and can accurately diagnose potential issues, providing smart factory managers with alerts to resolve issues before they cause operational downtime. As demand continues to rise, reducing this downtime is critical and ultimately leads to higher productivity over time.
“With the global smart manufacturing market forecast to reach $620bn by 2026, it’s vital for businesses to continue to invest in new technologies to transform the factory floor if they are to boost productivity and plug the labour skills gap the industry is facing.”
infrastructure on which to build smart manufacturing solutions and a scalable foundation to digitalise their operations. “5G can integrate both northbound towards the IT infrastructure of an enterprise or cloud, and southbound, by partner devices, towards the operational technology (OT) layer. 5G networks offer increased predictability, better coverage and the possibility to combine local and global connectivity. This goes beyond the factory and connects the entire supply chain and whole lifecycle of a product. A private network can guarantee full coverage in an operational area, both indoors and outdoors as required, as well as in remote locations where public networks are not available.”
Duncan Hawkins, VP Sales, Enterprise & Service Providers at Ericsson, added: “The interest in 5G for manufacturing has really taken off and cellular technology is rapidly reshaping the sector. By 2030, there will be 4.7 billion wireless modules across smart manufacturing floors, with a value of over $1tn.” ▼
5G is the next generation of wireless technology, and it's set to revolutionise manufacturing. That's because smart factories rely heavily on data, and 5G will provide the high-speed, low-latency connections that are needed to transmit large amounts of data quickly and efficiently.
5G can provide the means to tackle the manufacturing sector’s greatest challenges, from achieving net zero and attracting future talent, to maximising uptime and accelerating product development. Offering almost limitless capability, the next generation of mobile connectivity has the potential to revolutionise every phase of a manufacturing operation, and with so many prospective applications, manufacturing is one of the sectors expected to benefit most from 5G’s arrival.
5G is around ten times faster than 4G, with peak speeds capable of reaching above 1Gbps (gigabit per second). And, unlike previous generations, 5G isn’t simply an upgraded communication network. It has been built from the ground up to deliver better user experiences, empower new deployment models and deliver new services.
Björn Odenhammar, Head of Networks & Managed Services, Pre-Sales Customer Unit, UK & Ireland, Ericsson said: “5G will provide factories with a flexible, secure and high-performing
Artificial intelligence (AI) is another area where smart factories are leading the way. AI can be used for tasks like predictive maintenance, quality control and material handling. And as AI technology continues to evolve, smart factories will only become more efficient and effective.
Smart factories use integrated systems that communicate with each other, automatically passing data back and forth. ERP is the glue that links all these systems together
David Roddis, Senior Advisor, Digital Transformation, Manufacturing Technology Centre (MTC)
algorithms designed to optimise operations or achieve lights out manufacturing. While we are some way off achieving that scenario, there are many other use cases where manufacturers are adopting AI quickly and across the entire value chain of the industry. Use cases exist around workplace safety, machine/ building management, machine vision and cyber security.
Combining AI/ML with other technologies such as sensors, machines and human inputs will dramatically improve operations and likely lead to new forms of innovation and productivity in the industry.
Speaking earlier this year, following the publication of a report from Yell that focuses on the growing potential of using AI in business, Claire Miles, the company’s CEO commented: “The digital revolution has already changed many aspects of our everyday lives, both at home and at work. It seems we are on the verge of another revolution with AI, with the timesaving and money-making capabilities of the technology being an absolute game-changer.
“The responsibility is now on business leaders of the world to ensure that any form of artificial intelligence is implemented properly, with the right security measures to alleviate trust and privacy concerns, as well as using it effectively and sensitively to create more specialised jobs, as the way we all work changes.” ▼
“Other business systems are integrated to the ERP system which can automatically schedule a job into the right place in the production plan to meet delivery requirements. Using an ERP system integrated to other tools enables a business to capture and analyse data to make real-time, data driven decisions, allowing that organisation to be reactive immediately to an issue, and for deeper analysis on business performance to ensure improvement activities are targeted at the right areas.
“To remain competitive in their sectors, businesses need to improve their productivity, reduce waste and downtime, and improve quality and on time delivery, which increases capacity, customer satisfaction and profitability. The ERP system provides the data to drive these improvements.”
ERP can be a game-changer in a sector such as manufacturing where efficiency is king. ERP acts as a centralised method of managing every aspect of facility operations and processes and allows for unprecedented visibility, coordination and management across the disparate processes that make up a manufacturing business — ultimately resulting in greater operational efficiency.
Given the numerous processes that must occur every day just to keep a facility running, ERP and manufacturing are natural bedfellows. Not only can ERP aid inventory management, supply chain, maintenance and quality assurance, it also enables these processes to talk to each other.
“With the evolution of Industry 4.0, and the requirement for data capture, information flow and data analysis, ERP systems have become more important for manufacturing businesses than ever,” said David Roddis, Senior Advisor, Digital Transformation, Manufacturing Technology Centre (MTC). “The smart factory of today uses integrated systems that communicate with each other, automatically passing data back and forth to where it is needed. ERP is the glue that links all these systems together.
Cloud computing is a must for smart factories. That's because cloud-based systems offer the scalability and flexibility that smart factories need to stay agile. Plus, they can help to reduce costs by eliminating the need for on-site hardware and software.
By delivering computing services such as servers, storage, databases, networking, software, analytics and intelligence over the internet (or cloud), manufacturers can achieve faster innovation, flexible resources and economies of scale. Cloud services typically operate a pay as you use model, helping companies lower operating costs, run infrastructure more efficiently and scale as business needs change.
As well as cost and speed, other advantages of cloud services include being able to deliver the right amount of IT resources when they are needed, and from the right geographic location; eliminating the need for complex onsite infrastructure such as ‘racking and stacking’, hardware set up, software patching, and other time-consuming IT management chores; and of course, increased reliability and security. In addition, many cloud computing services run on a worldwide network of secure data centres, which are regularly upgraded to the latest generation of fast and efficient computing hardware.
“Manufacturers are under more pressure than ever before, but by embracing intelligent cloud solutions, they can
achieve new levels of agility, sustainability and increased operational efficiency within their facilities and beyond,” said Richard King, Head of Manufacturing and Aerospace for Microsoft UK.
“Cloud technologies can enhance operational visibility by providing a 360-degree view of overall plant systems and workflow. In doing so, manufacturers can empower operators to analyse problems and enhance workflow efficiency. Kennametal, which builds parts for machines in its factories around the world, invested heavily in cloud technologies to upgrade its manufacturing plants and turn them into factories of the future. Through IoT-enabled machines, operators will eventually get a constant stream of data that they can use to ultimately monitor, troubleshoot and optimise performance. Once implemented, these technologies can also be used to improve and monitor environmental impact.
“Cloud technologies can also be used beyond the factory and across the supply chain – to streamline processes, provide a more complete picture of the environmental impact of products and improve resilience. As manufacturers brace themselves for continued worldwide disruption, it’s essential they embrace the smart factory to achieve the agility needed to respond to an uncertain future.”
Edge computing is another important piece of the smart factory puzzle. Edge computing systems are designed to process data locally, rather than sending it to the cloud, bringing enterprise applications closer to data sources such as IoT devices or local edge servers. This helps to improve response times and reduce latency, which is critical for manufacturing applications. This proximity to data at its source can deliver strong business benefits such as faster insights, improved response times and better bandwidth availability.
Fundamentally, data is processed and analysed closer to the point where it's created. Edge computing can help unlock the potential of the vast amounts of data being created by evermore powerful connected devices. This increased analytics capability in edge devices can power innovation to improve quality and enhance value, plus provide deep insights and predictive analysis in near-real time.
No matter the size or age of a business, the success of a manufacturing unit depends
on the cohesion with which the disparate parts of the system work together. Edge computing helps silos collaborate around a dynamic, accurate view of manufacturing processes, efficiently coordinating updates across the production line.
Euan Pirie, Account Technical Leader, IBM Technology, commented: “Edge computing is really exciting as it allows us to make decisions and take actions closer to where data is created. This is especially important in a manufacturing context, as we need to make use of all the data that flows from a production line, including the sensors and machinery. This equipment is producing a lot of data that can be used to improve efficiency and quality and reduce downtime. We’re also seeing examples where it is being used to improve worker safety. Ultimately, edge computing allows us to apply business logic to where it’s needed most.
“At IBM, we use this technology to help our clients unlock value from the full extent of their data, which is a huge challenge for most businesses. We work with clients to develop a platform strategy that spurs innovation by establishing a common means of connecting the disparate sources of data together, then unlocking hidden data and fully exploiting it. We are seeing huge inroads in this exciting space, which has the potential to help businesses overcome challenges in the current economic climate, such as improving productivity and cost efficiency.
“A good example of this is our work with Reckitt to develop its factory of the future model. We took a platform approach to disparate sources of data to meet use cases on overall equipment effectiveness (OEE), factory maintenance, energy efficiency and sustainability.”
Duncan Hawkins, VP Sales, Enterprise & Service Providers, Ericsson
A digital twin is essentially an assistance system for production facilities which uses integrated simulation models to find solutions quickly when problems arise.
These simulations give operators a glimpse into the heart of physical assets to determine ideal operational workflows, drawing on current data flows to swiftly find clear options to help the system operators reach a decision; without the time and cost that would be involved in testing theories in the real world.
These highly complex virtual models act as an exact counterpart (or twin) of a physical ‘thing’. Connected sensors on the physical asset collect data that can be mapped onto the virtual model. Operators looking at the digital twin can see crucial information about how the physical asset is performing in the real world.
Digital twins are vital tools to help engineers and operators understand not only how products are performing, but how they will perform in the future. Analysis of the data from the connected sensors, combined with other sources of information, allows accurate predictions to be made.
“A term which means something different to different people, a ‘digital twin’ can be used throughout the production lifecycle, depending on a manufacturer’s challenges,” said Daniel Smalley, Business Manager, Digitalisation UK & Ireland, Siemens Digital Industries. “The potential application for a digital twin depends on what stage of the product lifecycle it models. Simply put, there are three types of twins: product, production and performance. So, whether simulating a single process, virtually commissioning a whole machine or collecting data on an operational production line, digital twins considerably reduce development time and risk in machine building, while increasing the quality of the finalised product or process.
“The digital twin evolves and continuously updates to reflect any change to the physical counterpart throughout the product lifecycle, creating a closed loop of feedback in a
virtual environment that enables companies to continuously optimise their products, production and performance at minimal cost.
“With the benefits of the digital twin already widely understood, there’s a key reason as to why its adoption is predicted to increase dramatically over the next decade; net zero. By combining the real and virtual worlds with the digital twin, manufacturers don’t just save time and cost, while producing better products, the technology allows manufacturers to increase the efficiency of machines, minimise the materials wasted, maximise the productivity of people and, perhaps most importantly, reduce the energy used in factories.”
As you can see, there's a lot that goes into making a smart factory tick, and this is by no means an exhaustive list. However, with the help of these cutting-edge technologies, smart factories are able to operate at a level of speed, precision and flexibility that traditional factories simply can't match. And as the world increasingly relies on digital manufacturing processes, smart factories are only going to become more prevalent – and more important.
As manufacturers brace themselves for continued worldwide disruption, it’s essential they embrace the smart factory to achieve the agility needed to respond to an uncertain future
Richard King, Head of Manufacturing and Aerospace, Microsoft UK
Rutland Plastics has undergone a high-impact business transformation over the past two decades. The results are reflected in its strong partnerships with customers and the groaning shelves of its trophy cabinet. Jonny Williamson reports
Theprocess of plastic injection moulding has largely gone unchanged in 100 years. Molten plastic is forced under pressure to fill a mould cavity where it cools, hardens and is then released. What has changed is the efficiency of modern machines, the power of software and the importance of environmental stewardship.
Combine all three and you can understand why Rutland Plastics was named Processor of the Year at the Plastics Industry Awards (PIA) 2021. As the judges noted, they were looking for a company demonstrating exceptional business growth, technological innovation, people development, manufacturing efficiency, customer relations and environmental concerns.
The custom plastic injection moulder was also a finalist in the PIA’s COVID-19 Business Hero category and won a similar award earlier that year from the Made in Group. It was an easy decision for Rutland Plastics to support the local and national response, having been part of the East Midlands community for more than 65 years.
ABOVE: Printing its own end of arm tooling was a natural progression from creating its own jigs and fixtures in 3D print ALL IMAGES: RUTLAND PLASTICSThe firm succeeding through continuous improvementTHE MOULD
A key factor in Rutland Plastics’ ongoing success is a steadfast belief in continual investment. Over the past 18 months alone, the family-owned company has invested more than £1.5m in the latest machine technology, including five new moulding machines and a machining centre for its tooling department.
The new machines have increased production capacity, enabling the business to become a 24/7 operation for the first time in its history. They are also significantly more energy efficient than older machines – up to 40% more in some cases.
The investments are the latest in a string of improvements that includes the redevelopment of almost the entire site, additional moulding and toolroom equipment, 3D printers, an ERP system, 3D simulation software, a paperless shop floor, ISO 14001 (Environmental) and ISO 13485 (Medical Devices) accreditations and a 250kWh solar panel installation.
Equally important is the change in business strategy and leadership style spearheaded by Managing Director Steve Ayre and fellow Director Stuart Johnston. I sat down with Stuart to learn more.
Your arrival in 2009 coincided with adopting a bottom-up management approach and a push to diversify the business. What influenced those decisions?
SJ: When I joined in early January 2009, Rutland Plastics had just had its strongest year ever. The ensuing 12 months were much harder for obvious reasons. Around that time, we realised that 40% of our business was reliant on one customer and we needed to diversify.
BELOW: Rutland Plastics originally manufactured its own range of products from artificial flowers to children’s toys. Cheap imports led to it diversifying more into injection moulding for other companies
We focused on our strengths – building strong partnerships with our customers, suppliers, colleagues [staff] and the community, while investing in areas that add real value – and devised a strategy that brought that to the fore.
Our strategy had three pillars. To take on more technically challenging work, something that Rutland Plastics is known for, having helped develop the process of electrofusion
ABOVE: Whether it’s low volume or preproduction tooling, or even high speed, multi-cavity stack tools, Rutland Plastics is able to specify and manufacture the most appropriate mould tools
welding for plastic pipes during the 1980s; focus on small to medium-size customers seeking a long-term partner; and provide complementary value-added services such as design for manufacture, rapid prototyping, machining, assembly and warehousing.
We also reflected on how the business operated. Like many SMEs, Rutland Plastics was very much a top-down organisation, with colleagues waiting to be told what to do. Steve and I wanted to involve all our colleagues in the business and give them a more active role.
We initiated a process whereby management information is very openly shared and people have ownership of their own part of the business. They are responsible for taking that part forward and understanding how that helps the whole company. Crucially, every colleague feels they have a long-term stake in the business.
Did those changes help put the company in a more secure position during the pandemic and resulting lockdowns?
Yes. That was a testing time for anyone involved in manufacturing.
“There's nothing out there currently that can challenge the speed, affordability and scalability of plastic injection moulding… yet
Stuart Johnston, Director, Rutland PlasticsLEADERSHIP & STRATEGY
The introduction of our new strategy did put us ahead of the curve, but we also have a fantastic team who understand what we’re trying to achieve.
It was a challenging period, but our plan was simple; unless the government physically locked the factory doors, we would do everything possible to stay open because we knew the world wouldn’t stop and customers would need to continue being served.
Medical products are part of our portfolio and we extended our output with additional components, some of which went into the NHS Nightingale Hospitals. We were also part of the national consortium geared up to increase the manufacture of ventilators, and helped produce full-screen face shields distributed for free to front-line NHS staff and key workers.
Things are probably going to quiet down now for a period. There are always external factors beyond your control. Our approach is to focus on managing our operation and maintaining strong relationships with our customers so that when the situation changes, we can accelerate out of the blocks as fast as possible.
The financial crisis stimulated a shift in how Rutland Plastics was structured and operated. Has the pandemic done likewise?
Largely it just galvanised our sense of being on the right path. One thing it did emphasise was the need to become more efficient. As a result, we have dedicated time and money to explore how and where we can introduce automation.
That’s easier said than done. We typically change the work running through our
machines every 24 or 48 hours. That makes introducing traditional automation quite challenging compared to a business that produces the same thing day in, day out.
Consequently, we’re focusing initially on collaborative robots and using jigs and fixtures. Our aim is three-fold. Firstly, to become more efficient; secondly, to improve quality; and thirdly, to eliminate the mundane tasks some of our colleagues perform.
One process we’ve successfully automated regards jobs where plastic is moulded around a threaded metal insert. A cobot now inserts and removes those parts rather than it being done manually.
Our use of jigs is about finding ways to help colleagues perform repetitive tasks less frequently. For example, if a robot is physically incapable of handling a particular
ABOVE: To help manufacture more sustainably at Rutland Plastics, 80% of a product’s environmental impact is determined during the design phase
insert, can a jig system enable someone to insert a stack of eight rather than just one? The colleague now has time to perform another task while the machine works through those eight before returning to load another stack.
Sustainability is a large part of your continuous improvement. What actions have you taken to reduce your environmental impact?
The redevelopment of our site involved building a new £2.2m 3,500 pallet-space
ABOVE: More than 900 photovoltaic panels have the capacity to generate around 20% of Rutland Plastics’ demand at their peak
warehouse, the single biggest investment in our history. It was built partly to offer customer stockholding, which has quickly become a competitive edge for us. It enables us to swiftly dispatch goods straight from the warehouse rather than a customer having to wait five weeks or more from order to delivery.
The building has a 30,000 sq. ft. roof and solar panels just seemed like a nobrainer to Steve and I. We’re both very keen on minimising our power usage and our environmental impact.
Our installation of more than 900 photovoltaic panels has the capacity to generate approximately 20% of our demand at peak. In June 2022, we produced our one millionth kWh of electricity – enough to power approximately 750,000 homes for an hour.
In addition to generating our own solar electricity, all our purchased electricity is through the Renewable Energy Guarantees of Origin (REGO) scheme. We are also reducing our energy consumption by using a free air-cooling system, smart lighting, barrel jackets fitted to all moulding machines, a real-time energy monitoring system and continuous investment in more efficient machines.
All recyclable plastic waste is recycled on-site or via off-site partners, and we have drastically reduced paper waste through cloud-based storage, document management and implementing ePayslips.
Regarding manufacturing more sustainable products, 80% of a product’s environmental impact is determined during the design phase. Our expertise allows us to guide customers in taking as much plastic out of their design as possible and choosing the right plastic.
That might be using a recycled or easily recyclable plastic; it may be a plastic which contains a talc or glass filler. For example, if the specification calls for the product to be very strong, the traditional solution would be to make it very thick. Adding glass fibres provides enhanced
strength, which allows you to thin the design and use less plastic.
What are the opportunities and challenges for your business and the UK plastics industry?
We see huge opportunities, particularly on the back of Brexit and COVID-19. There has been a realisation that global supply chains aren't working and that we need to build more secure and value-added supplier networks. That starts with looking closer to home.
We’ve picked up quite a lot of work recently, not from reshoring per se, but rather production not being offshored to start with. Many of our customers will have an evolutionary approach to product development and will periodically release the next generation. Those customers are
• Plastic injection moulding has largely gone unchanged in 100 years
• Rutland Plastics is a privatelyowned custom injection moulder serving a wide range of industries
• The company employs more than 150 staff and turns over in excess of £15m
• In the 1980s, the company patented an electrofusion welding process for joining plastic pipes
• The owners have always believed that continual investment is vital to the company’s success
LEADERSHIP & STRATEGYcoming to us to manufacture those new products rather than using their existing Asian suppliers.
In terms of challenges, the immediate risk is the soaring price of energy. We’re assisting the British Plastics Federation and Make UK to make the case for government aid to industries like ours. The price cap on wholesale power prices for six months is welcome, but the question remains - what happens after that? The review in January will have an option to extend support to vulnerable businesses, but what does this mean in reality?'
I don’t know what form, if any, that assistance will take or what systems the government will put in place, but I do know that if we don't do something more longterm, a lot of manufacturing businesses, particularly those that are energy intensive, won't survive the next 24 months.
The longer-term threat is our lack of a robust, coherent UK manufacturing strategy. Manufacturing policy works, at best, in fiveyear terms for the government; that doesn’t work for industry. Politicians in Westminster need to recognise that manufacturing is a hugely important part of the economy and if they want us to invest in capital equipment and new factories, and create jobs and add value to the economy, then we need a longterm industrial strategy.
You've invested £1.5m in the past 18 months and transformed all but one building on-site; what's next?
Honestly, we’re going to pause and plan. We brought a lot of investment forward because the right government incentives were in place to do so. We're pausing because of global economic uncertainty but also to reflect on what we’ve achieved so far and where we go next.
There has been a realisation that global supply chains aren't working Stuart Johnston, Director, Rutland Plastics
Chronic supply chain issues, the race towards net zero, the transformational power of digital technologies and the availability of skills – all this and more will be discussed at Manufacturing Leaders’ Summit 2022. The Manufacturer’s Multimedia Editor Tom St John spoke to three industry leaders who will be participating this year
The above problem areas are the four key issues at the top of the agenda for manufacturing leaders. Supply chain issues centre mainly around resilience, agility and visibility; all against the backdrop of global inflation.
The ongoing issue of skills continues to worsen in UK manufacturing, particularly due to the ever-changing requirements that exist around digital capabilities. The industry still grapples with the need to attract the right talent, which has come about partly due the false perception of the world outside the factory; that manufacturing is a dirty, oily rag craft.
The other two wider issues, digitalisation and sustainability, are heavily interwoven.
The COVID-19 pandemic and other recent global issues have created a general consensus among leaders, that a more holistic digital approach, with robotics, automation and disruptive technologies at the core of operations, is a way to protect the future of the industry.
This also aligns with protecting the future of the planet, as it is also recognised that implementing these digital projects could position manufacturers to accelerate net zero goals and take thousands of tonnes of carbon out of the atmosphere.
Manufacturing Leaders' Summit returns to Liverpool on 16-17 November, with the same tagline as the previous year, ‘sustainable growth through digitalisation.’ Here is a
taste of the kind of conversations that you can expect to hear.
What has been your biggest challenge as a leader this year?
Lina Emilsson, Quality Director at Britishvolt: There have been many. Just coming out of the COVID challenges, followed by a very unsettled financial climate and the impact of the war in Ukraine is causing havoc with energy prices and supply chains globally. This is impacting every business and creates uncertainty. Unease among employees as a consequence must be addressed. They must be provided with transparent information and be given reassurances of the pathway forward, as well as personal support to those who worry.
Alex Roberts, Head of Manufacturing – MCTC at McLaren Automotive: The biggest challenge as a leader has been around supply chain constraints. As technologies continue to advance and we move more towards hybrid and electrical vehicles, the requirement for a robust supply of semiconductors is paramount. Unfortunately, this hasn’t been the case. After finding a business plan to help navigate through the global semiconductor shortage, we all faced the Ukraine/Russia crisis which caused further supply chain challenges.
Neelofar Ansari, Senior Manufacturing Development Engineer at BAE Systems (a full interview can be read on page 12): Personally, the biggest challenge we've had, which will continue, is finding the balance with hybrid working. The challenge mainly exists around how we manage a sustainable work environment where people can come in and work as a team, which is the norm in the manufacturing industry.
However, at the same time, people need to and should be working from home as well. But then what do we do with those working spaces? What do we do with that energy and the costs that are associated with it? Do we shut some of the buildings down because they're not in use as much? How are we going to manage future ways of working? These are big challenges.
What truly constitutes sustainable growth within manufacturing?
LE: Utilising lean methodology for scaling efficient manufacturing is key. Growing too fast inherently puts a lot of waste into operations, where processes are not optimised, people are not trained and problem solving methodology isn’t mature enough. This all causes poorer sustainable performance. Planning a structured growth where the lean principles can be built in from the start is critical to achieving efficiency objectives.
This is pivotal to ensuring that sustainability is at the forefront and not implemented as an afterthought. Aspects such as energy efficiency and recovery, net zero buildings, minimising waste and water consumption etc, should be a core element of the production system and any expansion/growth initiative. When there is already a clear corporate strategy and methodology to achieve this, the results will be greater, as you can plan sustainability in at concept stage of growth planning.
AR: By implementing and achieving some of the following, all manufacturing companies would take a step towards their carbon net zero goals. All manufacturing companies will have effectively worked on all the points below anyway - there is now a far more aligned approach across the sector.
Firstly, waste elimination and recycling. A really good example of this is FAST STEP 3 (a field assisted sintering technology for swarf titanium to engine parts in three steps). This is a £1.8m collaborative research
and development project - part funded by Innovate UK (developed at The University of Sheffield) - to reduce the cost of titanium alloy components.
The aerospace sector will generate vast and increasing quantities of titanium alloy swarf, which is effectively a waste product. The FAST STEP 3 project will show it is possible, with appropriate cleaning and grading, to recycle this waste swarf as a feedstock for the FAST-forge process to produce near-net-shape parts that are then lightly machined into finished components.
Secondly, reducing and recovering energy could be a huge step towards sustainable growth. This can be as simple as turning off machinery when it’s not being used. Or even implementing or retrofitting variable speed drives when appropriate. I carried out a project nearly ten years ago by replacing single speed motors on a hydraulic system with a closed loop variable speed drive solution. Although, I’ve not personally used this technology, I have been made aware of how some companies have implemented something similar to the way that brakes work on a car - by using the decelerated, regenerative power in one press/machine to help accelerate another. This has no effect on the process or cycle time and actually reduces energy consumption. And thirdly, reducing time of processes through the implementation of kaizen and lean ideas. Reducing cycle times on equipment would certainly help - quite simply by reducing the amount of time required to run.
NA: That's a very hard question. I believe sustainable growth should be about being able to make products without causing damage to the environment and without taking up more resources than necessary. This also ties in to rethinking the resources we take, and maybe finding new resources to use that are more sustainable.
I also wonder whether this question on sustainable growth should be purely based around the environment and resources. I think we should also talk about workforces, because we live in a world where people like to change jobs quite a lot. Therefore, we need to think about how we upskill our workforce - that should be core to a model of how to grow sustainably. There needs to be an easy way for skilled workers to pass on knowledge before moving on because people are changing jobs so often these days.
Sustainability is a clear competitive advantage and if you’re top of the class, stay close to legislators and impacting organisations to push the regulations to be more stringent in areas you’re already good at
Lina Emilsson, Quality Director at Britishvolt
LEADERSHIP & STRATEGY
Who should manufacturers be collaborating with to improve sustainability?
LE: Each other; to ensure sustainability requirements are pushed upstream in the supply chains to all suppliers and to all logistics providers. Building a sustainable ecosystem in the supply chain is fundamental. It is also very important to have partners who provide benchmarking data to answer questions such as what are top performers doing in the space of sustainability? What strategies could be beneficial for my particular industry?
Sustainability is a clear competitive advantage and if you’re top of the class, stay close to legislators and impacting organisations to push the regulations to be more stringent in areas you’re already good at. This will have a positive impact on global sustainability too and others will follow your example. Exploring new technology is another aspect, to stay curious and open to new ways of doing business and being an early adopter of novel innovations.
AR: The key word in this question is ‘collaborating’. Lots of organisations and businesses (mine included) have their own very clear roadmap to sustainability. Unfortunately, this process will take some time – companies are all working on slightly different ideas and initiatives. I use the example of The People’s Ventilator Project. Producing a pressurecontrolled, fully automatic mechanical ventilator at cost, manpower and volume was only made possible by cross functional collaboration with a common goal. If we learn from this and apply it to sustainable growth, I am confident of positive results.
NA: Energy companies, perhaps. There’s a big push on electric vehicles for example, which is amazing, but then when you really think about the amount of electrical charging points that we would need to meet that demand, I'm not really sure how that's going to work. There are plenty of people who don't live with a driveway, who maybe live in flats and apartmentshow are they going to charge their cars? So, I would say collaboration with energy companies and local councils is key to building this sort of infrastructure.
Where are the key areas that digital can assist in sustainable growth?
LE: The digital factory is a key element to drive efficiency improvements but also to track sustainability KPIs in real-time. Net zero buildings need digital connectivity to monitor and track performance. So does every production operation, to keep the sustainability footprint as good as possible. By tracking operations in real-time, the business can optimise its every impact and recover as many losses as possible, e.g. heat.
Furthermore, a digital supply chain enables detailed mapping of the CO2 footprint from raw material to end customer and will improve the LSA models for all products. Utilising AI/ML technology will also allow continuous optimisation and improvement of the end-to-end supply chain and manufacturing.
NA: Knowledge transfer is a key aspect when we talk about skills gaps. Sometimes, we as manufacturers will produce on mass without realising what effect we're having. Showing something digitally on a screen to clearly indicate that your company has had a good or bad week from a sustainability point of view, will improve the ethos of workers day-to-day and improve the way they do their jobs. If each individual does their bit, it helps the whole company. And that can only really be achieved in a digital way by visually showing people; it's harder for someone to realise the impact they're having on the environment if they're not able to see it.
When looking ahead to future workforces, what skills will they need? Is it all about digital talent?
LE: There will always be a need for the more ‘manual’ lean methodology where this is built into the mindset of workforces.
Adding the digital tools and using them to drive improvements will be a critical skill on the shop floor. Perhaps in the future we’ll have a non-human workforce, but I believe there will always be a need for people in manufacturing where the lean principles will always play a key part.
Undoubtedly, the digital portion of the workforce will increase to build and code smart manufacturing solutions.
Unfortunately, this process (roadmaps to net zero) will take some time –companies are all working on slightly different ideas and initiatives
Alex Roberts, Head of Manufacturing – MCTC at McLaren Automotive
Ericsson, IBM, AMRC, Castrol, Accolade Wines, SAP, IfM (Institute for Manufacturing), University of Cambridge, Kearney
There will also be a total of 22 discussion roundtables that will be taking place across the two-day event. For full details visit: K www.digital-manufacturingweek.com/leaders-why-attend
AR: Manufacturing is constantly evolving and absorbing new technologies. As we transform towards digital manufacturing, we will work with artificial intelligence, advanced robotics and cognitive automation as well as advanced analytics and the Internet of Things (IoT). So yes, the skill sets will change but I don’t think it will be an obvious line in the sand. In parallel, existing technology and methodology is just as important in our digital transformation roadmaps.
NA: It definitely won’t be all about digital talent; there will always be a requirement for manual work. There are elements that can be automated and situations where robots will take over certain parts of a job. But there is always going to be more intricate jobs, where robotics will be less impactful. No time soon will we see robotics replacing the abilities to build small parts, and to collaborate in the design elements of products.
While digital is crucial, there needs to be someone behind the scenes, who's coming up with the ideas - you can never make that digital. Ideas come from imagination. There's always going to be the need for a mix of talent; it will become a lot more digital and maybe more autonomous, which will allow things to be done faster and more efficiently, but it doesn't mean that they will solve all our problems - to solve a problem you need a human.
Are you hopeful that the industry will overcome these challenges in the near future?
LE: Unfortunately, I do believe all industries are moving too slowly to overcome the climate crisis; it is already upon us. We are now relying on governments to
further the necessary legislation and on the brave few companies who currently lead the way. We need to ensure a wider commitment to drastic improvement in the next few years. Ensuring financial sustainability isn’t contradicting environmental and social sustainability is the key, as is using new digital technologies to accelerate improvement.
AR: The challenges we’ve discussed are big, and they’ve existed for a while – particularly the issues around skills shortages. With regards to sustainability, many companies have a clear roadmap, but these different ideas and initiatives will take time. The industry must capture that spirit of imagination and collaboration, as we did for The Ventilator Project, and continue to scale digital technologies and programmes.
NA: There's always hope. I don't think the changes are going to be as fast as we'd like them to be. But I think there's a lot of people, big players, that are trying to do their best. They’re looking at this from a very futuristic point of view, and we need those people in the industry to look into the future and imagine what technology could be like in 50-100 years - we've got people doing that.
Manufacturing Leaders' Summit taking place in Liverpool 16-17 November. Visit K www.digitalmanufacturing-week.com
It's harder for someone to realise the impact they're having on the environment if they're not able to see it Neelofar Ansari, Senior Manufacturing Development Engineer at BAE Systems
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Thedrive towards net zero is not only forcing manufacturers to look inwardly at energy consumption and the efficiency of their own processes, but it is also vital that sustainability is considered up and down the supply chain; beyond the boundaries of an individual manufacturing site, commonly referred to as Scope 3 emissions. In other words, it is no longer enough to have energy efficient processes in place to manufacture a product if the raw materials used, or the method of transporting them to customers, is carbon intensive or causes pollution.
As an island nation, shipping and the maritime sectors are among the most important industries to the UK economy. Manufacturers rely on shipping to import their raw materials and to export their finished goods, and last year a total of 445.5 million tonnes of cargo was handled at all UK ports.
According to The Organisation for Economic Co-operation and Development (OECD), 90% of traded goods are carried around the globe via the oceans. As such shipping is one of the world’s most polluting industries, exacerbated by the fact that as demand for global freight increases, maritime trade volumes are set to triple by 2050.
MAIN PIC: Shipping is one of the world’s most polluting industries, exacerbated by the fact that maritime trade volumes are set to triple by 2050
Driven by investor, regulatory and public demand, a variety of new technologies will be required to decarbonise the world’s shipping industry. Joe Bush reports
It is perhaps understandable that the emissions from shipping have flown (or sailed) under the radar of the public conscience. We see and hear road and air freight on a regular basis; we watch it fly overhead and drive past it on the motorway. However, unless you live near Dover or Felixstowe (or other such ports), maritime freight may well be a case of out of sight, out of mind.
Despite this, the shipping industry accounts for approximately three to four percent of global CO2 output which is comparable to a country the size of Germany. And of course, demand is growing; more countries are requesting more goods. Therefore, in the last decade, regulations around shipping have increased significantly.
While the industry has historically been a little slow to move towards newer technologies, better ships and reducing emissions, it is something that is very much on the radar now. The Energy Efficiency Design Index (EEDI) focuses on the efficiency of how new ships are built, and the Efficiency Existing Ship Index (EEXI) is a framework for determining the energy efficiency of in-service vessels. In addition, there is further regulation on emission targets from the EU and the International Maritime Organization (IMO).
SUSTAINABILITYShip owners and charterers are also beginning to feel the pressure from consumers and large retail chains who want to source products from sustainable suppliers and no longer accept the transport of goods using highly emitting fuels. So, not only is there a transition towards better, more efficient ships, but also greener fuels that are emitting less or no CO2.
Catching the tailwind of this trend is London-based Silverstream Technologies, a specialist in air lubrication technology for large ships, which reduces frictional resistance between a vessel and the water by deploying a ‘magic carpet of air’ in the form of millions of tiny bubbles, which coat the vessel’s hull and can cut fuel burn and CO2 emissions by an average of five to ten percent net, depending on vessel type.
“The shipping industry today uses mainly heavy fuel oil (HFO) which is the most efficient for the sector but is also extremely polluting,” said Silverstream Founder and CEO, Noah Silberschmidt. “HFO has the highest calorific value. A new fuel like green methanol emits less CO2, but the mileage in one tonne is less than in one tonne of HFO.”
In short, a ship running on HFO will be able to travel further than one using a more sustainable alternative. Therefore, by moving into greener fuels, which will
Air lubrication is one of the proven technologies that can help ships to achieve fuel savings and reduce energy lossesRIGHT: Severfield was involved in the project at 22 Bishopsgate, London
aviation will have more money to spend on greener fuels, and therefore are more likely to be an early adopter.
In addition, there is a further question around manufacturing capability. Ship owners need to have the supply chain in place, have it working and get production facilities built. “In my opinion, it's great that we're discussing new, greener fuels, but it's not going to happen overnight,” added Noah. “It's going to take a lot longer for the supply chain to be in place and for adoption by ship owners.
“The media is discussing greener fuels like they're happening tomorrow – it’s true that some ships are built to incorporate alternatives and we are working with owners who are looking into methanol for example, but we're forgetting that over the next decade we will still have the same issues around burning traditional high emitting fuels. The reality is that all decarbonisation pathways will rely on fossil fuels as part of the fuel mix for some time yet, so right now, we need to reduce emissions, and apply as many technologies as possible to do that.”
Silverstream’s technology is fuel agnostic and can be deployed on any type of vessel, be it a cruise ship, tanker or rollon/roll-off (RORO) car carrier. There is evidence of air lubrication in literature over 150 years ago; the concept of introducing air around the hull of a vessel (the boundary layer), creating a thinner substance than water.
The Silverstream System fundamentally changes the interaction between water and a vessel. It shears air from air release units (ARUs) in the hull to create a uniform carpet of microbubbles that coat the full flat bottom of a vessel. As a result, frictional resistance is decreased –dramatically reducing fuel consumption and associated emissions.
Silverstream works with MSC, Maersk, Shell, Carnival and Grimaldi, among others, and the company’s growing orderbook illustrates the traction the technology is establishing in the industry - from three installations in 2018, to 90 orders today, and an anticipated 500 by 2025. In one such case study the Silverstream System is saving the world’s largest container shipping company, MSC, 1.6 million tonnes of CO2 – equivalent to the annual emissions of 350,000 cars.
“Air lubrication is one of the proven technologies that can help ships to achieve fuel savings and reduce energy losses. With the right hull design, the substantial reduction in carbon emissions that the Silverstream System can offer perfectly matches our ambition to fit our fleet with the latest technologies available, helping us move closer to a zero-carbon future,” said Giuseppe Gargiulo, Head of New Buildings at MSC’s ship management company in Sorrento, Italy.
be more expensive, a ship will need to be even more efficient to be able to sustain the same mileage (unless tank capacity is increased which would negate the increased efficiency from the greener fuel).
The fuel currently used in shipping is rarely deployed in any other sector. For the most part it is an unwanted, unloved, thick, nasty substance. This has created an artificially low price for the fuel which has been a benefit to shipping for decades.
As industries of all kinds navigate towards greener fuels, there will be an increase in demand, meaning that shipping will have to compete on a pricing level. Sectors like
Frictional resistance between the hull and the water represents the biggest energy cost to a vessel’s operation. Reducing this frictional resistance is therefore essential to improving operational efficiency, regardless of fuel type. Deployed effectively, air lubrication enables a vessel to glide more easily through the water, achieving a higher speed from the same propulsion power, or maintaining the same speed while reducing the propulsion power and using less fuel.
Noah added: “Silverstream is the first company that has been able to find a solution to air lubrication technology that's commercially viable. And we don’t just state on our website that we’re saving 5-10% net in CO2 emissions; we have a testing protocol that's agreed with customers, industry and third-parties (such as Lloyd’s Register in the UK) which verifies the results.”
Eighty percent of Silverstream’s customer base is new build vessels, however, there are currently around 90,000 ships that are already registered in the IMO database, 15,000-20,000 of which are commercially large tanker vessels that are relatively new. This represents a portion of the addressable retrofit market Silverstream is targeting.
A vessel will typically enter dry-dock every five years for a minimum of two weeks, essentially serving as the shipping equivalent of an MOT. Noah added that during this time, Silverstream can fit its system in as little as six days.
“Everything on a ship requires regular maintenance because the sea is such a harsh environment; nothing is fit and forget. Therefore, it's extremely important for there to be service availability globally. As such we have linked up with companies that are helping us service our technology, for example, the air compressors and blowers that are producing the air.”
A key focus for Silverstream currently is how to service customers after installation;
To fully decarbonise, the shipping industry will need a variety of new and emerging technologies working togetherSUSTAINABILITY
the after-sale service component, making sure spare parts are available when needed, while also focusing on the data element which is vital in verifying savings to customers.
Global demand for lower energy consumption, increases in regulation and rapidly rising energy costs mean that the opportunity is there for air lubrication technology to be installed on all new build ships, aided by the fact that Silverstream’s technology is fuel agnostic.
“We are in something of a perfect storm,” continued Noah. “We have a technology that is trusted by customers and was proven many years ago. We also have the backup from third-parties, but also very well-known industrial companies. With a focus on reduction of energy it would be
• 445.5m tonnes of cargo was handled at all UK ports in 2021
• 90% of traded goods are carried around the globe via the oceans
• The shipping industry accounts for approximately three to four percent of global CO2 output
• Today, the shipping industry uses heavy fuel oil (HFO) which is the most efficient for the sector but extremely polluting
• Lubrication technology can save the shipping industry 5-10% in CO2 emissions
LEFT: Manufacturers rely heavily on shipping to import their raw materials and to export their finished goods
strange not to install a system like ours, which is relatively simple to implement in the new build process.
“We expect the Silverstream System to be installed on around 500 of the 800-1,000 new ships built each year. And of the existing 90,000 ships, of which 20,000 are relatively new, there’s no reason not to have at least 500 ships a year also installing our system. To do this we are planning to link up with a variety of local organisations. In Japan, for example, we have partnered with a very large conglomerate called Mitsui, and we have linked up with a large dry-docking yard in Malaysia. The plan is that we create the capability for our system to be installed on licence everywhere, either during a new ship build or while repair work is taking place.”
Noah added that although the technology is currently performing well, the company has also started working with machine learning and AI technologies, using data points and the information gathered by the system to optimise its performance. Taking into account varying journeys, weather, wind, wave and operational patterns, these automated solutions can help the system increase or reduce air to optimise net savings for the vessel owner.
Silverstream’s technology is certainly no silver bullet and Noah stressed that to fully decarbonise, the shipping industry will need a variety of new and emerging technologies working together. “In shipping, there are currently few new technologies that are verified,” he said.
“In the last 12 years since I've been part of the industry, there have been companies that have made bold claims who are no longer around. But I'm hoping there'll be more verified technologies coming online, because the industry will need five to ten technologies like our system that can save 5-10% net to be able to reach a total of 4060% emission reduction.”
The clock is ticking for marine decarbonisation and maximising vessel efficiency, irrespective of fuel choice. As shipping moves towards the adoption of future fuels that enable it to meet its emissions targets, these fuels will be more expensive to handle and consume. It is therefore critical to incorporate proven, clean technologies in shipping’s decarbonisation journey.
Manufacturers often operate in niche markets with a finite number of prospects to target. That means every opportunity is precious and getting in front of the right audience at the right time is crucial. Alex Elborn, Marketing Manager for Intergage explains
This is probably why a whopping 95% of manufacturers currently invest in digital marketing – but is there a pathway to success?
Intergage has been working with B2B manufacturers for 20+ years to drive growth and generate qualified sales leads. Over that time, the UK marketing agency has identified three key pillars for success when it comes to industrial marketing.
1. Increase visibility and get more eyes on your products/services
2. Have a solid understanding of your audience, their challenges and buying triggers
3. Increasing the conversion rates at each stage of the buyer’s journey so you win more business
So, what does success actually look like? Let’s take a look at the partnership
between Intergage and Clamason Industries to get some insight. Intergage began working with Clamason Industries in December 2020 when Clamason identified a need to get in front of a wider audience and convert more website visitors into
prospects. While the business had brilliant relationships with existing customers, it struggled to showcase capabilities and products due to their bespoke nature – a challenge often felt by B2B manufacturers. Driving relevant traffic to the site was also a challenge bottlenecking Clamasons’ success, as was converting website visitors into prospects.
Who is Clamason Industries? Clamason Industries is a leading manufacturer of precision metal pressings with 70 years’ experience in global manufacturing and export markets. Supporting clients from design to development, Clamason has developed an enviable reputation and are well regarded by clients all over the world. www.clamason.com
With ambitious goals and growth plans, Clamason reached out to Intergage to provide a solution. As a response, Intergage used its proven methodology and threepronged approach consisting of:
1. Analysis 2. Sales messaging
3. Content and campaign creation
Digital marketing analysis Intergage started with a full analysis of Clamason’s marketing to understand how
Working with Intergage has been pivotal to our digital marketing success. The team has truly made the effort to understand us as a business and shine a light on the areas of our marketing that we haven’t looked at in detail before
Anna Mullins, Head of Marketing at Clamason Industries
the business was performing and where effort needed to be placed. The analysis revealed:
• A lack of strong competition in search engines, leaving space for Clamason Industries to grow online market share and boost organic visibility.
• The need for stronger sales messaging to make Clamason’s proposition clear to potential buyers while also resonating with the challenges of potential customers.
• A requirement to improve thought leadership content to help answer common user questions and rank for product and service-related terms –something the competition was not doing.
• An oppor tunity to use paid search to reach prospects actively looking for Clamason Industries’ services.
Great sales messaging is wildly underestimated but is often the key to attracting potential customers and differentiating in a crowded marketplace. On average, you have around eight seconds to draw a potential customer in. Without strong sales messaging, this is almost impossible. In manufacturing this is made even more difficult with the increased likelihood of complex products and services – something Clamason was familiar with.
Intergage worked with key stakeholders at Clamason Industries to fully understand their audience, buying triggers and challenges to develop a set of pertinent sales messages.
As with many manufacturing companies, long sales cycles and complex buying decisions involving several
decision makers were challenges for Clamason Industries. This meant that sales messaging needed to appeal to different personas while also guiding prospects through a complex buying journey.
Following the analysis and sales messaging stages, Intergage worked with Clamason to focus on increasing visibility by creating contextual, informative content targeting common challenges within their target audience. Content included emails, blog articles, website content, Ebooks and infographics.
This was used to create pathways to help educate potential customers to the point of enquiry while targeting the relevant keywords to help Clamason climb search engine positions and gain a higher level of online visibility.
Having followed this three-step process, Clamason Industries has achieved a number of key milestones including:
• 187% increase in search engine impressions
• 179% increase in website conversions
• £5m lead acquisition
Anna Mullins, Head of Marketing at Clamason Industries stated: “Working with Intergage has been pivotal to our digital marketing success. The team has truly made the effort to understand us as a business and shine a light on the areas of our marketing that we haven’t looked at in detail before. Their thorough approach means no stone is left unturned and so far, we are delighted with the results. There really is no question that using a professional, dedicated marketing agency like Intergage completely pays off.”
While the three-pronged approach is the key to success, there is no one-size-fitsall. A strategy that works for one industrial business may not be so successful for others.
Having worked with manufacturing companies for the last 20+ years, Intergage has the experience to develop a blend of marketing activities that generates real results. Forget about followers, likes and shares. We’re talking a real return to your bottom line – just as this case study with Clamason demonstrates.
If you want to explore the possibilities of your own marketing and start generating real results, get in touch with Intergage using the QR code.
Who is Intergage? Intergage is a marketing agency 100% focused on the manufacturing industry. For the last 20 years, Intergage has been helping ambitious manufacturing businesses grow through digital marketing, marketing strategy and marketing automation. www.marketing-engineers.co.uk
LEADERSHIP & STRATEGY PARTNER CONTENT
Since 2020, the COVID-19 pandemic has given far greater prominence to health, safety and environment (HSE) within the manufacturing sector. Throughout 2022, organisations have devoted more resource and strategic consideration to the HSE function than ever and carried out the hiring drives which many expected at the outset of the pandemic.
Michael Page Manufacturing explains
Despitea far greater HSE focus, in this candidate-short market, attracting top talent is hard. Here, we discuss the talent shortage, and how current and aspiring professionals can benefit from their enhanced value in this landscape.
Why is there a candidate shortage? Many anticipated a major recruitment surge for HSE professionals during the pandemic, especially given the need for so many manufacturing professionals to continue working in physical locations. Instead, we saw many business leaders becoming directly involved in HSE themselves, a trend which has given the function greater prominence in the post-pandemic manufacturing sector, since so many senior stakeholders now recognise its importance, and the need to bolster it with top talent.
PEOPLEHowever, candidate scarcity, which has posed big challenges for employers in recent months, is hitting the HSE function hard. One major reason for this is the number of experienced HSE professionals leaving the manufacturing sector to explore other industries, opening up hard-to-fill vacancies.
Joe Walton, Director for Michael Page Manufacturing, said: “Many of the candidates we work with have enjoyed the increased mobility between sectors which has characterised the post-pandemic job market and have seen their careers benefit from the exposure to these new environments. As well as providing new paths for those candidates, this trend has created exciting new opportunities for HSE professionals within manufacturing and has also made those individuals’ skillsets more valuable.”
Another factor contributing to the candidate shortage would be the lingering effects of Brexit - specifically the ending of freedom of movement between the UK and European Union member states. While the
At Michael Page Manufacturing, we source top talent across a wide range of roles, from operations to technical and compliance. Health, safety, environment and quality roles are an essential part of our offering, and we are delighted to be able to help ensure the safety and wellness of all workers in the organisations we work with.
If you are looking for new opportunities in the Health, Safety, Environmental and Quality space, please get in touch on the details below: Joe Walton, Director of Michael Page Manufacturing k Joewalton@michaelpage.com
process itself does not tend to be excessively difficult for most HSE professionals, the added barrier has nonetheless further thinned the candidate pool.
Shortage puts candidates in the driver’s seat With a renewed focus on hiring for HSE roles and so few qualified candidates on the market, employers have found themselves in a difficult position. Apart from the ongoing need to manage the wellness and safety of their own staff, there have been contractors visiting sites throughout 2022. There is now far greater urgency when it comes to onboarding professionals capable of facilitating this.
Moreover, as of February 2022, the UK government lists HSE roles, including environmental professionals and health and safety officers, as eligible occupations for a Skilled Workers Visa. Clearly, the need is being recognised at the highest levels.
Natalie Hudson, Business Manager for Michael Page Manufacturing, added: “Salaries for HSE roles have been on the rise for years, as the profile of the function has grown. But the acute shortages of the last year or so have accelerated this process, with top end salaries for NEBOSH Diploma (or equivalent) qualified candidates rising from around £50,000 in 2016, to around £58,000 in 2022. Indemand candidates stand to benefit massively from the current market.”
HSE is changing for the better Health, safety and environmental, as well as associated functions like quality and sustainability, are rewarding and fulfilling careers, and professionals in these fields tend to have a high degree of job satisfaction. However, some organisations have traditionally treated these functions as ‘box-ticking’ exercises and failed to allocate suitable resources to them.
As a result, many businesses have clustered these functions together under HSEQ/SHEQ/QUESH roles. The quality function has pulled itself away from the HSEQ family over time, however, and we are now seeing the next evolution of these compliance and technical specialisms with the rise of sustainability initiatives and carbon net zero targets, both of which hinge on HSE expertise. Within the health, safety, environmental function, ‘environmental’ has rarely taken precedence. However, the opposite
is now true, with myriad opportunities arising for professionals to specialise in environmental and sustainability projects and initiatives within their businesses.
This is something we are seeing across the board at Michael Page. As the importance of HSE grows, more and more organisations are breaking the function down into its constituent parts, opening up more specialist roles. This means that candidates who are especially passionate about health and safety, or environment, will have the opportunity to focus on these more niche areas.
We also expect to see more SMEs hiring their first in-house HSE roles with a focus on sustainability; the candidates likely arriving from larger corporate settings. This will create a further need for qualified professionals, as well as an exciting opportunity for experienced candidates to advance their careers in new contexts.
Why there’s never been a better time to enter HSE
Of course, HSE needs more qualified professionals to grow its prominence in the business landscape, and to enable further specialisation. Luckily, this is one of the most exciting job markets we have ever seen for specialists in this function. Today’s HSE professionals can expect impressive salaries, great long-term specialisation opportunities, and highly respected positions within their organisations. The function also offers an opportunity for truly meaningful work, protecting the health and wellbeing of coworkers as well as driving positive business and organisational outcomes.
Joe said: “The HSE professionals we work with have some of the highest levels of job satisfaction of any of the candidates we place. If you are considering a career in HSE or are already in HSE and are looking for a new challenge, this is the perfect time to take advantage of a buoyant market and land your dream job.”
Salaries for HSE roles have been on the rise for years, as the profile of the function has grownPEOPLE & SKILLS PARTNER CONTENT Natalie Hudson, Business Manager and Joe Walton, Director at Michael Page Manufacturing
A new report from The Manufacturer, in partnership with NetApp, has revealed the current state of IT and OT convergence among manufacturing organisations. Interestingly, while a significant proportion of companies are embracing the cloud and next-generation technologies, less than a quarter have achieved more than a basic level of IT and OT convergence
Information technology (IT) and operational technology (OT) are two fundamental areas of manufacturing. Yet, traditionally, they haven't always functioned as a unified entity. As a result, a gap often existed and, in many cases, still exists between the enterprise and the shop floor. However, as manufacturers further accelerate their digital transformation aspirations, converging IT and OT is a pivotal piece of the puzzle. After all, smarter shop floor machines produce better data. And better data helps to make machines operate more efficiently. The mutual benefits for enterprise and the shop floor of IT and OT convergence
• 77% of manufacturers are at least 50% cloud-based in terms of infrastructure, while a further 14% are at least 25% cloud-based. Just 6% have no cloudbased infrastructure
• 96% of companies are using at least one nextgeneration technology in their organisation
• Yet just 23% of manufacturers have achieved more than a basic level of IT and OT convergence
hile a quarter still choose to air gap plant operations from enterprise IT
And less than half (42%) of manufacturers agree that their IT and OT visions are aligned
Now, a new report reveals where manufacturers are on their IT and OT convergence journeys. Produced by The Manufacturer, in partnership with hybrid cloud data services and data management specialist, NetApp, the new report is based on a survey of more than 100 senior manufacturing professionals. In addition to revealing the current state of IT and OT convergence among manufacturers, the report also provides valuable contextual insights gleaned from followup interviews with a number of respondents.
The result is an informative look into where manufacturers are on this important digital transformation journey.
Commenting on the report, Henry Anson, Director of Hennik Group, publishers of The Manufacturer magazine, said: "Fascinating to discover that despite the frequent discussions surrounding IT/ OT convergence, less than a quarter of manufacturers surveyed have achieved more than a basic level and less than half state that there is alignment between the two.
"This debate has been raging for years but there are few signs of any real progress. However, encouragingly, 96% are using next-generation technology, which surely demonstrates that the debate about whether to digitalise or not has been won."
Russ Sagert (above), Business Development Director – Industrial Manufacturing, NetApp, added: "Succeeding in the modern manufacturing landscape means eliminating silos and achieving complete connectivity. By leveraging a data fabric powered by NetApp, manufacturers can achieve complete connectivity from production line to enterprise."
This debate has been raging for years but there are few signs of any real progress
Henry Anson, Hennik Group
