Manufacturing Today Europe Issue 113 Final Edition

MANUFACTURING

EURO

PE

BEST PRACTICES FOR INDUSTRY LEADERS

ISSU

E 11

3 fI

nal

www.manufacturingtoday-europe.com today

The EU has set a target for manufacturing to account for 20 per cent of European GDP by 2020

changingReady for a

world

Revolutionary times for manufacturingThree industrial revolutions have been driven by steam, electricity and electronics, now the ‘Internet of Things’ is powering Industry 4.0.

Are we nearly there yet?The evolution of social media in the business world, and how for manufacturers, it can play a pivotal role in boosting productivity

Also in this issue:

Clear, succinct and brief:With case summaries, indexes and bullet points so you can easily pick out what’s relevant to you

Practical, informative and comprehensive:Health and safety news reported and analysed, with full references supplied for your ease of use

Unbiased, trusted and critical:Gives you the facts

Request the latestissue free of charge

Subscriptions: £195 for 12 issues Contact: Doris Wellst: 01603 274280 e: [email protected]

www.healthandsafetymonitor.com

Health & Safety Monitor is the newsletter of choice for professionals across all industries because it is:

If you don’t Have tHe tIMe to read It all, read wHat you need

www.healthandsafetymonitor.com

Chairman Andrew Schofield

Group Managing DirectorMike Tulloch

Sales DirectorDavid Garner Editor

Libbie Hammond

Design/Art EditorDavid Howard

Staff Writers Matthew High

Jo CooperAndrew Dann

Steve Nash

Production ManagerFleur Daniels

[email protected]

Adverising AdministratorTracy Chynoweth

[email protected]

Head of ResearchPhilip Monument

Editorial ResearchersLaura ThompsonJeff GoldenbergMark CowlesTarj D’Silva

Emily Claxton

Advertising SalesJoe Woolsgrove - Sales Manager

Tim EakinsDave King

Darren JolliffeGraham AllinsonMark Cawston

[email protected]

Schofield Publishing Cringleford Business Centre,

10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K.Tel: 044 (0)1603 274130Fax: 044 (0)1603 274131

www.manufacturingtoday-europe.com

©2015 Schofield Publishing Ltd

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

[email protected]

The manufacturing sector across Europe has had a very

tough few years. UK manufacturers can now at least

look at the latest figures with a degree of hope for a

stronger market going forward – in his article on page

eight Mark Swift notes that there is a strong growth forecast for

over three per cent this year and over two per cent in 2015.

But as he also highlights, in the second quarter of 2014 the

German and Italian economies contracted and France posted no

growth. Business and consumer confidence remains fragile and the

full impact of EU sanctions on Russia has yet to be seen in the data.

Given the hard times manufacturing has been through, I am

pleased we can again celebrate the achievements of successful

companies in the pages of Manufacturing Today Europe. I

hope George Utz, Teagle Machinery, Wax Lyrical and Spicer

Gelenkwellenbau are the first of many to share their success stories

with our readers – if you’d like to tell yours, please let me know!

www.manufacturingtoday-europe.com 1

MANUFACTURING

EURO

PE

BEST PRACTICES FOR INDUSTRY LEADERS

ISSU

E 11

3 fI

nal

www.manufacturingtoday-europe.com today

The EU has set a target for manufacturing to account for 20 per cent of European GDP by 2020

changingReady for a

world

Revolutionary times for manufacturingThree industrial revolutions have been driven by steam, electricity and electronics, now the ‘Internet of Things’ is powering Industry 4.0.

Are we nearly there yet?The evolution of social media in the business world, and how for manufacturers, it can play a pivotal role in boosting productivity

Also in this issue:

Editor’s Comment

achievementsCelebrating

www.sdmo.co.uk

23 George Utz With a history dating back nearly 70 years, the Utz Group has developed a market-leading reputation in the design, development and manufacture of both custom and standardised material handling products

27 Teagle Machinery Teagle’s latest product line-up is firmly planted in a rich heritage of agricultural machinery, and its Tomahawk range forms the cornerstone of the company

31 Spicer GelenkwellenbauSpicer Gelenkwellenbau concentrates on the sales, engineering, manufacturing, distribution and service of heavy driveshafts for industrial applications under the brand name GWB

35 Wax LyricalOffering customers a range of candles, reed diffusers, room mists, scented sachets and refreshers, Wax Lyrical focuses on the best ingredients and materials, stunning designs and bold fragrances

Features

Profiles

4 NewsUpdates and announcements from the manufacturing sector

8 Ready for a changing worldHow can the UK and the rest of European manufacturing improve competitiveness and implement the structural and supply side reforms to create sustainable growth?

10 ERP - what you should be looking forTo get the best from any ERP investment, companies need to make any decision based on a holistic business perspective and not an IT, functionality-based set of considerations

8 Lead story

CONTENTS


12 Bearing upThe latest developments in plastic bearings, and how industrial manufacturers can use them to produce cost savings while increasing their environmental credentials

13 Are we nearly there yet?As data continues to explode and decisions have to be made faster and more intelligently, social media has a pivotal role to play in the enterprise

16 What can go wrong Jonathan Wilkins runs through a list of the top five causes of electric motor failure

18 Get positiveIncreasing employee engagement is not something to be entered into lightly but it is worth focusing on

20 Revolutionary times for manufacturingIn the past, fortunes were made from the first three industrial revolutions; today Industry 4.0 offers even greater promise to those who venture

13 Special feature

20 IT

23 Jubail

35 Wax Lyrical

4 www.manufacturingtoday-europe.com

16

Industrial automation components supplier European Automation has produced a helpful buzzword guide on cloud computing for the automation industry. The concise directory is aimed at giving a relevant outline of some of the most popular, but occasionally mystifying terms used in cloud computing. The top ten is available for download from the industry guides section of European Automation’s website - www.euautomation.com/en/automated/industry-guides.Like many rapidly developing sectors, the automation industry is prone to using buzzwords to describe innovative and evolutionary processes. Terms like ‘Industry 4.0’, ‘disruptive technology’ and the ‘Internet of Things (IoT)’ are just a few examples that continue to appear time and again. “Companies want to record information for two reasons: compliance and most importantly, power,” explains Darren Halford, group sales manager at European Automation. “However, as with any specialised modern technology, cloud computing comes with a whole host of acronyms, buzzwords and technical phrases that describe some fairly basic ideas and services. To help less techy people out, we decided to compile a list of the top ten most commonly used terms and give a short definition for each one.”

Head in the cloudsPicture perfect Xplore Technologies Corp. a manufacturer of powerful, long lasting, ultra and fully rugged tablets, has launched Xplore xCapture Pro camera software for its Bobcat and XC6 Windows-based tablet PCs. The new camera software provides end users with photo editing, geo tagging and enhanced barcode scanning functionality. The addition of xCapture Pro as an integrated tool for the Bobcat and XC6 reduces the need for additional devices in the field and offers functionality to enhance the productivity of mobile workforces.“We continue to listen to our customers and deliver the features and capabilities they’re looking for,” said Mark Holleran, president and COO at Xplore Technologies. “Our new xCapture Pro camera software is another example of the innovative engineering and design that Xplore is bringing to its robust line of ultra and fully-rugged tablet PCs.”Xplore xCapture Pro is an ideal enterprise solution for field service calls, asset management, inventory management or occasional scanning of barcodes. The software is also beneficial for users who may need to know the time and location for when and where a photo was taken, such as a field service technician or insurance adjustor who wants to document an event or condition. They can also use the software to simply edit a photo or make notes on the image.

Digital demoThe Manufacturing Technology Centre (MTC) in Coventry has seen the launch of the UK’s first digital factory demonstrator. The project is designed to showcase how a ‘fourth industrial revolution’ could shape the future of British manufacturing and features a virtual 3D factory alongside a physical production line capable demonstrating mass customisation of consumer goods.Also known as the Industry 4.0 demonstrator, the digital factory demonstrator is the first of its kind in the UK and seeks to put Britain at the centre stage of global research and development in manufacturing.The immersive, 3D virtual reality environment allows users to interact with a ‘living lab’ that has been modelled from an existing real-world machine. The machine mimics a continuous production environment and allows universities, manufacturers and key stakeholders to innovate production processes using the latest technologies that help improve productivity, quality and energy efficiency.Several leading manufacturers and organisations have contributed to the project, including Siemens, the Electronic Systems Community (ESCO), automation trade association GAMBICA, HP, Shadow Robotics and Ubisense. Indeed, Siemens now wants to work with industry partners to build a full living laboratory at the MTC to link smart sensor technology to intelligent automation and supply chain systems.Clive Hickman, CEO of the MTC commented: “We are proud to be at the centre of the UK’s first digital factory demonstrator and it is absolutely vital that industry and Government partner together to build on the Foresight report which set out a road map for the future of manufacturing. In order for that to happen we must invest in technology and encourage its uptake throughout the supply chain. By doing this we can be at the forefront of the ‘great technology race’ - which in turn will result in greater inward investment for UK PLC.”

The 3D digital factory demonstrator

MANUFACTURING NEWS


44

According to new research launched at The CoreNet Global EMEA Summit in late 2014, the emergence and adoption of new technologies, including 3D printing, collaborative robots and big-data, are now the driving forces in global manufacturing. This is leading to businesses focusing on proximity to customers and the need for increasingly flexible supply chains.Colliers International, the global property adviser behind the report, Getting Closer to the Customer, has revealed how consumer demand and advances in technology are driving a fast-approaching industrial revolution led by a society demanding mass-customisation.Guy Douetil, managing director of EMEA Corporate Solutions, Colliers International noted: “Consumer demand for speedy delivery of customised products, coupled with the rising labour costs in markets typically associated with mass production, has the potential to alter the global balance of power in manufacturing, as businesses increasingly bring their production facilities closer to their customers in growing domestic markets. This move towards decentralised production could lead to emerging economies, such as China, losing the status ‘factory of the world’.”According to Colliers’ research, the effects of these shifts are already visible in the supply chain. A significant 62 per cent of manufacturing companies consider robots important in their production process, with 64 per cent looking to increase automation in the next three years. Of those manufacturers that repatriated in 2013, 83 per cent identified proximity to their consumers as a top three factor affecting their decision to re-shore.Guy added: “We expect more businesses to assume a ‘best-shoring’ approach to their supply chains, resulting in less demand for manufacturing facilities in foreign markets, the demand for space in local markets will be offset by the space-saving benefits provided by technological advances. It is likely, however, that as more automated manufacturing processes are adopted, fit-out requirements will become more rudimentary as companies make cost savings by reducing heating and lighting facilities in areas where processes are undertaken by robotics.”

Getting closer to the customer

Large hadron collider upgrade

Strategic expansion A $20 million investment by the Edinburgh-headquartered Premier Hytemp is going to create a 67,000 square foot precision engineering facility in Singapore, which will serve the downhole tools, wellhead and subsea tree markets. This will complement the established Premier Hytemp manufacturing operation in Singapore that primarily serves only the wellhead and subsea tree markets.The company has acquired land for the development adjacent to its existing 78,000 square foot facility in the industrial area of Jurong in western Singapore and expects to start construction later in 2014. The strategic location offers easy access to Singapore and throughout the Asia with excellent port facilities for export shipments.Campbell MacPherson, chief executive officer of Premier Hytemp, said: “This $20 million investment in our second Singapore facility will significantly increase our capacity to serve clients in the downhole tools market and complements our existing service offering for wellhead and subsea tree components out of Singapore.“The expanded scope of the new facility and our ability to manage products from raw material through to fully tested, final machined and assembled consignments means that we are strongly positioned to deepen our relationships with established customers and attract new business. Our control of all aspects of the product manufacturing process also provides our clients with additional assurance in terms of quality control and on time delivery.”

Cobham Technical Services is providing its Opera electromagnetic simulation software to help scientists at CERN design the magnets needed for the forthcoming upgrade of the Large Hadron Collider (LHC) in preparation for its high luminosity operation. Both the two-dimensional (2d) and three-dimensional (3d) versions of Opera are being used to model a wide variety of the LHC injectors’ normal conducting (NC) electromagnets and permanent magnets, starting with the magnets of the new 160 MeV H- linear accelerator and including upgrades of the magnets used in the transfer lines and other accelerators on the way to the LHC. According to Daniel Schoerling, project engineer for NC magnets in CERN’s Technology Department: “With most of our magnet designs, we require very high prediction accuracy of the magnetic field quality in the good field region, typically of the order of 1/10,000 or better. Over the years we have gained confidence in Opera’s magnetostatic simulation performance for solid and laminated yoke magnets, supported by the effective correlation between simulation results and magnetic measurements obtained from manufactured units. When we observe differences higher than a few parts in 10,000 we can usually attribute them to factors such as mechanical error or uncertainty of the BH curve of the material used for the magnet’s manufacture. In fact, because of the accuracy of the software’s magnetic length and field quality predictions, with many of our magnet designs we no longer need to incorporate any means of performing post-production field quality correction.”The core finite element analysis technology behind Opera was developed originally to support the design of particle accelerator magnets, starting with a project in the 1970s by scientists at the UK’s Rutherford Appleton Laboratory. At that time, the software required a mainframe computer and was intended principally to help solve design problems with the move towards superconducting magnets for higher energy particle accelerators. Today, the software addresses multiple types of physics – including electromagnetic, thermal and stress – and offers 2d and 3d design, simulation, analysis and optimisation facilities to anyone with access to a standard PC.

Premier Hytemp is investing $20m in a second precision engineering plant in Singapore to service global oil and gas markets with components for wellheads, subsea trees, valves and downhole tools.

MANUFACTURING NEWS


16

A new study from Frost & Sullivan, Analysis of the Global PLM Market in Discrete Industries, has found that the market earned revenues of $20.45 billion in 2013 and estimates this to reach $27.78 billion in 2017. Within the discrete industrial setting, demand for collaborative product definitions management (cPDM) will grow the fastest.“The increasing focus on collaborative operations will play a key role in influencing PLM functionality in discrete industries,” said Frost & Sullivan industrial automation and process control research analyst Karthik Sundaram. “Hence, capabilities such as product data management, portfolio management, collaboration solutions, content management and enterprise integration that provide an able platform for discrete manufacturers to heighten innovation, efficiency and operational productivity will help expand the global cPDM market.”Despite this potential, the presence of a large number of competing suppliers is bound to have a negative effect on market growth in the long run. Moreover, the availability of several functional variants for a specific product from different suppliers is likely to cloud end-user perception and delay purchases. The weak economic climate in Europe and North America will add to the challenge.Taking into consideration the enormous scope for the uptake of PLM applications in discrete industries, it is essential for vendors to consolidate their progressive technological innovations. Large PLM vendors with well-formulated product suites offering end-to-end industry solutions will exert dominance in the market over the next few years.“The emergence of new end-user industries such as the biomedicine and pharmaceutics will make product portfolio expansion all the more crucial,” concluded Sundaram. “Extending capabilities to include virtualisation and 3-D immersive reality will also become a necessity to keep pace with demand in the global market.”

Opportunities for PLM

Rising confidence? Confidence among businesses in the manufacturing and engineering industry is on the rise according to research conducted by business insurance specialist, QBE. The research, conducted among 400 businesses across the UK in 2014, found that firms in the sector are feeling more positive now than six months ago and concerns about consumer and business confidence are diminishing. An overwhelming 79 per cent of manufacturing and engineering businesses plan to invest in more than one operational area in the next 12 months, including in new or additional facilities, machinery or production processes, above the national average of 74 per cent.Unease about interest rates, however, has grown substantially over the last six months with nearly one in five businesses nationally citing the outlook for interest rates as the single most concerning aspect of the economy.Matthew Crane, managing director UK & Ireland, QBE added some comments about risk, a topic also covered in the research: “Our research has shown that businesses in the manufacturing and engineering sector are facing increased levels of business risk, including many which they are encountering for the first time, such as cyber. In our experience, we know that a robust and rigorous approach to risk management is essential. It is therefore reassuring to see from the research that a large proportion of businesses plan to invest in their risk management practices. I would urge all businesses to work with their insurers to obtain advice and an assessment of their approach to risk management in order to reap the operational and financial benefits that well managed risks can deliver.”

Predicting the futureThe latest version of SigmaGuardian Early Warning and Prevention (EWAP) software, from Warwick Analytics, automatically analyses data to give early indications of future quality issues in a manufacturing process.The core algorithm in SigmaGuardian EWAP continually searches through the raw data from the manufacturing process, however incomplete, disparate and dirty to identify the root causes of faults both inside the factory and in warranty. Because the algorithms are based on ‘information theory’ and they are non-statistical, they can detect and resolve issues early, even before they are statistically significant.Crucially, no hypotheses are needed and it doesn’t matter if parameters are within their control tolerances or not: SigmaGuardian will still find the root cause of ‘clash’ or ‘stack’ tolerances which would otherwise not be picked up by MES or SPC systems. Six Sigma manufacturing can truly become a cost-effective reality.For example, routine issues in an automotive OEM such as squeaks & rattles, No Fault Found electrical issues, supply-chain issues and even drivetrain problems can be resolved on the fly rather than by using manual or statistical techniques where even defining the problem clearly can be a challenge. It can be applied to any industry – discrete or continuous manufacturing.Dan Somers, CEO of Warwick Analytics says: “Through our significant investment in product development, our SigmaGuardian software continues to revolutionise how manufacturers can enhance their productivity and focus their resources effectively, rather than continually fighting fires.”

Do you want to save £1000? According to a new scheme run by a utility broker, manufacturers could save at least £999 on their energy bills every year. Business Energy Consultants (www.bizenergy.co.uk) are offering a guarantee to businesses in the manufacturing sector to provide them with cheaper utility bills.As James Longley, managing director of Business Energy Consultants explained: “Energy and utility costs are a significant expense for the manufacturing industry, seriously impacting on profit margins. As energy prices continue to rise, we are working with manufacturers and associated businesses to save substantial amounts by finding better tariffs and contracts. We have an expert team that are dedicated to finding the right fit for each individual client.”BEC work with hundreds of companies all over the UK. They evaluate an organisation’s utility usage as a starting point for negotiating new contracts. They have access to changing tariffs so they can arrange the most cost effective deal for each individual customer. For example, greater savings can sometimes be achieved by signing up to a longer contract with a fixed higher price than a one-year contract at a lower rate. BEC advisers also check their clients are paying the correct rate of VAT as this varies from industry to industry.


44

PanelPilotACE, a new hardware and software display platform that enables the rapid development of fully customised industrial and commercial user interfaces and panel meters, has been launched by Lascar. PanelPilotACE’s combination of a multifunctional touch-screen colour display with simple drag-and-drop design software removes the need for any coding, cutting development time for even the most advanced displays by months.The PanelPilotACE Design Studio software provides a number of building blocks to allow users to easily add elements to their project. From background images to text elements, analogue and digital style meters, touch-screen navigation elements and even complex logic statements, users can rapidly build up sophisticated multi-screen interfaces without needing to write a single line of code.When complete, designs are uploaded to the first PanelPilotACE compatible display hardware, the SGD 43-A, via USB. This display features multiple standard inputs and interfaces, providing the flexibility for users to implement touch-screen navigation, measurement and display of analogue, digital and bus inputs, as well as control of outputs and alarms.Ben Savage, PanelPilot Manager at Lascar, said: “PanelPilotACE really does make the development of advanced user interfaces as simple as dragging and dropping all of the elements you want onto a screen. That ease-of-use means that PanelPilotACE is a true blank canvas - enabling users to quickly create, at a fraction of the cost of alternative development paths, an almost unlimited variety of intuitive interfaces.”

Blank canvas

New British technologyFiltertechnik has launched Filtasorb 2, a new water absorbency media. Filtasorb 2 can hold twice the volume of water than the previous version and three times as much as its nearest competitor. In a demanding trial, using diesel at a flow rate of 150 l/min, Filtasorb 2 removed six litres of free and absorbed water to bring the water content to under 100ppm in a single pass from an initial level of over 44,000ppm.The filter media has been developed by Filtertechnik in the UK, where it will be manufactured. Filtasorb 2 is doubly beneficial as the filter cells also have a one micron nominal capture outer layer to remove particulate matter as well as water. Filtasorb 2 is currently manufactured to fit in size one and two filter bag housings but it can be manufactured to suit other filter housings by special order.

PRODUCT NEWS

Off the chainTsubaki has developed a range of chains and associated sprockets for use in the harshest industrial environments, such those exposed to frequent washdowns, harsh weather conditions or involve a chain being submerged in water. The company manufactures three series of stainless steel chain – the SS, AS and NS chain – which are resistant to corrosion, chemical attack and extreme heat. They find many applications in food and pharmaceutical manufacture and can even be used inside furnaces. They are also popular for packaging machinery and in semiconductor and electrical equipment production, where clean operation is required.Complementing these are hybrid chain designs, which combine stainless steel and engineering plastic parts with a long lubrication-free working life, designated Polysteel Chain, Polysteel SY Series and LSC Series. These are all much favoured in the pharmaceutical and medical device industries, in printing, papermaking and other applications where clean operation is essential. Their quiet operation also makes them ideal in office equipment.

Tsubaki, one of the world’s leading manufacturers of premium quality chain products, has developed a range of chains and associated sprockets for use in the harshest industrial environments.

Lift me upKeeping any warehouse or distribution centre operating smoothly relies on each piece of equipment within the loading/unloading process operating smoothly and reliably. The sara LBS range of scissor lifts has a maximum load of 12 tonnes as standard and can be programmed to integrate with other equipment on-site. This leads to a safer and more productive environment, which in turn increases the profitability of operations.The sara LBS range of scissor lifts is designed to meet the strictest safety standards and perform reliably and efficiently - even in areas with high workloads. Lifts are constructed from steel as standard and include a number of safety features including a ‘dead-man’ safety switch and safety trip edge; designed to detect any possible obstructions and stop the lift immediately during descent. A selection of platform tops are available including smooth and non-skid designs..


he European manufacturing industry has endured a difficult period since the financial

crisis in 2008, reflecting the overall difficult position of the Eurozone economy. As we

enter Autumn 2014 there may have been signs of light emerging from some European

markets, but more recent GDP data for the eurozone bloc again provide some cause for caution. In the

second quarter of 2014 the German and Italian economies contracted and France posted no growth.

Of the four main eurozone economies, only Spain posted an expansion.

While some of the weakness can be explained away by temporary factors, business and consumer

confidence remains fragile and the full impact of EU sanctions on Russia have yet to be seen in the

data. A sharp turnaround in fortunes in not on the cards and we expect eurozone growth to come at

just 0.9 per cent this year.

Having fallen faster and further than some of its European competitors, UK manufacturing has

proved to be an exception to this weaker performance with strong growth forecast of over three per

cent this year and over two per cent in 2015. UK manufacturers have benefitted in particular from the

strong performance of the automotive and aerospace sectors where the UK has a particular strength.

This has fed down through the supply chains benefitting the sector overall. This fed through into

strong recruitment intentions with employment in UK manufacturing having risen for five consecutive

quarters, a trend not seen across the sector for more than a decade.

The EU has set a target for manufacturing to account for 20 per cent of European GDP by 2020. Mark Swift takes a look at the current state of play in the market

TWhile some of the weakness can be explained away by temporary factors, business and consumer confidence remains fragile and the full impact of EU sanctions on Russia have yet to be seen in the data

changingReady for a

world


However, despite this improvement in

performance there are few signs that rebalancing

of the UK economy away from consumption and

towards trade and investment is taking place.

Despite hopes that net trade would now be

making positive contributions to UK economic

growth, official trade data have continued to

disappoint. In the latest three-month period to

June 2014 total goods exports fell by 0.7 per

cent (the fourth consecutive quarterly drop),

with sales to non-EU markets

showing a particularly marked

decline, coming in at their lowest

level since the third quarter of

2013. Exports to the EU were

largely supported by a pick-up

in demand from Germany but

even this modest improvement

does not mark a reversal in the

downward trend over the past

year. Given recent data showing that growth in

Germany is slipping there are fears over whether

this improvement can be sustained.

While the current prospects for UK

manufacturing remain relatively positive, clouds

are gathering again over the Eurozone. The latest

data for Germany shows that key gauges have

fallen to a 15 month low as ongoing tensions

over Ukraine weighed on the sector. France fared

no better with the economy overall showing

no growth in the second quarter of the year.

Italy, one of European manufacturing’s traditional

powerhouse has lost a quarter of its industrial

capacity since 2008.

So where does UK and the rest of European

manufacturing go from here? How does it

improve its competitiveness and implement the

structural and supply side reforms to create

sustainable growth?

There are encouraging signs that European

leaders now talk about the need for reform

and herald a new industrial strategy, which

has competitiveness at its heart. The new

Commission and Parliament must take a fresh

look at embracing and delivering a new industrial

strategy for Europe that supports all member

states and, puts the EU back on the path to

sustained growth. Manufacturers want to see

a reformed EU, one that is more dynamic and

focused on economic, as well as social, goals. They

also want to see an EU that is fit for a changing

world, doing everything possible to reduce red

tape and promoting a robust market economy,

while securing multi-billion pound trade deals in

key markets.

Beneath this there are a number of specific

area that the EU should focus on to boost the

performance of the EU economy overall and

drive a new spirit of competitiveness. Skills are a

problem for industry right across Europe. With

an ageing population the EU must work with

member states to encourage the brightest and

best of Europe’s young people to choose a career

in industry.

Innovation is also key to meeting the economic

challenges of the future. The EU has huge power

and economic resources at its disposals and

should leverage its international scale to boost

the innovation performance of member states.

Successful programmes such as Horizon 2020

should be expanded.

The EU must also change a culture that has

sought to regulate, at the expense of promoting

competitiveness. There must now be a relentless

drive to free up labour markets, as workplace

flexibility is a two way street that benefits

workers and the businesses they work for and

have a stake in. Reducing this flexibility can harm

businesses and their employees.

Looking forward the EU has set a target for

manufacturing to account for 20 per cent of

European GDP by 2020, up from the current

level of just over 15 per cent. This is a tall ask

given the starting base is a depressed economic

bloc surrounded by considerable global

uncertainty. But, whilst the EU and member states

can do nothing about the wider outlook, they can

look to institute reforms that will free up labour

markets, drive innovation and put competitiveness

at the heart of their agenda. By doing this they

will give European manufacturing every chance of

coming close to, if not hitting the 2020 target.v

Mark Swift is head of communications at EEF, the manufacturers’ organisation. EEF is the representative voice of manufacturing in the UK together with UK Steel. EEF has a growing membership of over 6000 companies of all sizes, employing some 900,000 people from every sector of engineering, manufacturing, engineering construction and technology-based industries. For further information visit: www.eef.org.uk.

Report

Mark Swift

There must now be a relentless drive to free up labour markets, as workplace flexibility is a two way street that benefits workers and the businesses they work for and have a stake in


his needs to be set against an ERP sector which has seen wide ranging consolidation over

the past decade, inevitably leaving manufacturers with fewer products and vendors from

which to choose. Not only do many solutions now look similar, they often promise the same

level of functionality. The functionality considerations most often sought include real time Key Performance

Indicators (KPIs), Workflow Management, fully integrated Shop Floor Data Collection (SFDC), Field Service

Management (FSM) capabilities and seamless integration up and down the supply chain. It goes without

saying that the best solutions are expected to be built on the latest architecture and designed to be

future-proof.

Faced with this, a growing number of manufacturers have made a high priority out of working with

an UK author such as Exel. For some, such as Linecross, a full service supplier of innovative, high quality

engineered polymer solutions, it was the decisive factor.

As finance director David Austin explains: “We quickly realised that most of the solutions we reviewed

could probably do what we needed, which brought the focus onto the solution provider. An investment of

this nature involves making a long-term partnership/collaboration with a supplier, because once the system

is in you are reliant on them if anything goes wrong. We didn’t want a system developed by a couple of

guys in an office, nor did we want to deal with a large reseller of a US programme developed in India. We

wanted to work with a partner that shared our ethos, our approach and our passion for our business.”

He continues: “It was obvious from the outset that Exel not only was a similar size to ourselves but

also shared many of the same values. It was as passionate about its own products as we are to ours,

understood our business and was committed to developing its products on a long-term basis. The fact

Exel is also just down the road also helped,” adds Austin, “because if anything ever did go seriously wrong, I

could be down there right away until I got it resolved.”

Another key consideration is investing in a system that provides class leading levels of customisation

ERP-what should you be looking for?

Exel Computer Systems plc provides an insight into the most important factors manufacturers are taking into consideration when deciding on their ERP investment

An investment of this nature involves making a long-term partnership/collaboration with a supplier, because once the system is in you are reliant on them if anything goes wrong

T


allowing the best possible fit not just with existing

business processes but also the necessary

flexibility and agility to adapt in the future as

these business processes evolve. This was very

much the case for Kent Brushes, one of the UK’s

oldest companies and long-time user of Exel’s

ERP solution, EFACS E/8, as production manager

and IT director Steve Davis explains. “It is the

flexibility and customisability of EFACS E/8 that

remains the most valuable contribution to the

company’s current and ongoing success. It remains

as important as ever for our ERP system to be

easy to customise without going down the path

of bespoke. The ADAPT toolset that comes with

EFACS E/8 enables us to internally tailor the

system to our requirements and also quickly and

cost effectively make use of external consultants.”

While selecting a UK-based author and a

flexible, customisable ERP solution are clearly

important factors, so also is the ability to

successfully implement this quickly, efficiently

and with minimal disruption to the ongoing

nature of the business. For some manufacturers,

especially those without dedicated IT teams, this is

mission critical because a disruption in day-to-day

running could cause the company to go under.

However, what works for one company won’t

necessarily work for another, so what is central

is the need for a flexible, reliable implementation

approach that makes best use of the resource

of both vendor and manufacturer. For example,

Ondrives Ltd, a precision manufacturer of gears,

gearboxes, bearing housings and mechanical drive

components, opted for a very specific, in-house,

approach as sales director Andy Higgs explains.

“I called Exel and told them we would be going

live on April 1st 2011, which was only a matter of

a few weeks away. I then told everyone involved

at Ondrives they were going to have a headache

for a few weeks.” And go live the company did,

successfully, on April 1st, and while it undoubtedly

was hard work, Higgs credits the success to

“everyone pulling together, including the help we

received from Exel.”

It was a totally different scenario with Bennett

Opies, a leading manufacturer of quality pickles

and preserves enjoyed across the world. Business

development director Paul Fox explains why.

“With Exel we knew we would be building a

partnership directly with the authors of the

software – those most knowledgeable about

the system – and this proved invaluable during

our implementation.” This was because of Opies’

recognition of the value of the right approach to

training. Not only did senior management attend

in-depth training at Exel’s dedicated training

centre, Exel provided an onsite consultant that

worked directly at a hands-on level with each

EFACS user.

This had a much greater benefit than simply

ensuring that the implementation went smoothly,

as Fox explains. “Many times the Exel consultant

would make suggestions about doing things

differently which had a real impact on our overall

business approach. This was exactly what we

needed and as a result, we ended up with a

business in much better shape than when we

began and much better than we expected.”

Finally there are businesses, which have more

than just one company to take into consideration.

As well as seamless inter-company communication,

a key requirement here is accuracy and visibility

of data not just at a company but group wide

level. Leading manufacturers and suppliers of

commercial building interiors Laidlaw Interiors

Group has first-hand experience of this.

Generating sales of £130m from its 1500 staff in

35 locations in the UK and overseas, the group

initially was selecting an ERP system for Komfort,

one of the group companies with a £45m

turnover.

Ian Govier is head of IT & business systems for

the group and explains just how important this

was. “EFACS E/8 from Exel had been identified as

the best ERP solution, not just for Komfort but for

the entire group. At the heart of this decision was

the fact that EFACS has a hierarchical framework

structure ideal for individual companies working

within a combined group. EFACS also provides a

built-in workflow facility that enables companies

to automatically interact with each other while the

powerful customisation facilities make it possible

for the same solution to be tailored to the specific

needs of each company. Irrespective of what the

user sees, everything across the entire group will

ultimately be driven by EFACS E/8 in the backend.”

Modern ERP has evolved to the extent that

many systems, if implemented correctly, now

have the potential to interact with not just every

area within a manufacturing enterprise, but

increasingly outside the physical constraints of the

business to suppliers and customers alike. While

every manufacturer will have their own unique

requirements, it is clear that to get the best from

any ERP investment, companies need to recognise

this and make any decision based on a holistic

business perspective and not an IT, functionality-

based set of considerations. v

www.exel.co.uk

ERP


he history of the plastic plain

bearing goes back a long way,

spurred on by the discovery of the

lower friction properties of nylon in around 1860.

But in the last few decades, the composition of

plastic materials has been refined considerably;

in the last 30 years igus has developed 35

different tribologically-optimised materials,

which offer a lower coefficient of friction than

conventional metals or composite materials –

from the economical iglidur G all-rounder to

the FDA-conforming iglidur A180 material. In

addition to being lubricant free, plastic bearings

are maintenance-free, impervious to dirt, water,

chemicals, heat and shock loads; and because they

have essentially the same dimensional structure

as conventional bearings they are relatively

straightforward replacements.

The base of each polymer bearing is, depending

on specific requirements, a carefully selected

and blended thermoplastic matrix material. To

increase the compressive strength of the bearing,

reinforcing fibres are embedded within the

material during the moulding process, as well as

solid lubricants that optimise resistance to wear

and reduction of friction. The solid lubricants are

very important for the dry-running performance

of bearings between the running surface, usually

a shaft and the bearing, where they sufficiently

lubricate the immediate area.

The great advantage of this type of

homogeneous construction is its lack of layers;

during the transition to the next layer, there is a

distinct change in material properties which can

cause wear with traditional composite bearings,

this usually means the end of the bearing, since the

huge increase in rates of friction and wear lead

to catastrophic failure. With an injection-moulded

iglidur plain bearing however, this does not occur,

and the friction and wear rates are constant over

the entire wall thickness and therefore life of the

bearing.

Replacing metal bushingsigus self-lubricating and maintenance-free plastic

plain bearings are today replacing millions of

metal bushings that require oiling or greasing.

They increase the safety of the machinery, reduce

costs and protect the environment; and because

igus rigorously tests it plastics continuously – over

8000 tests per year for durability, friction and wear

– their lifespan can be reliably predicted.

At www.igus.co.uk/iglidurproducts, the

‘Product Finder’ tool helps engineers find the

upBearing

most appropriate iglidur polymer material that

matches specific requirements (highest service

life in dry run operation, dirt-resistant, vibration-

dampening, resistance to chemicals, good for edge

pressure, etc) and state the allowed static surface

pressure, as well as upper and lower temperature

information.

Every year igus develop many new and

innovative plastic-bearing materials; this

interdisciplinary research involves mechanical

engineers, materials scientists, physicists and

chemists working closely together to meet

industry demands. By investing in plastic

bearings, engineers can reduce production and

maintenance costs whilst their equipment and

machinery operate with total reliability in a more

environmentally friendly way. v

Plastic bearings

Rob Dumayne is a director at igus, the largest producer of injection moulded polymer bearings and reinforced plastic cable carriers in the world. Product lines include industry-leading e-chain cable carriers, chainflex continuous-flex cables, iglidur plastic plain bearings, igubal spherical bearings, drylin linear bearings and guide systems. For further information visit: www.igus.co.uk.

Rob Dumayne

TRob Dumayne reviews the latest developments in plastic bearings, and how industrial manufacturers can use them to produce cost savings while increasing their environmental credentials

Social media & productivity


ince Mark Zuckerberg invented Facebook a decade ago it has attracted a billion users

worldwide. Twitter now reports over 200 million users who send more than 400 million

tweets every day. Compounded by record IPO valuations well into the $billions, there is

little doubt that the social media way of life is here for the duration.

But while it may seem like social media is still relatively new, it has moved through a number of stages

in its ten-year evolution so far. Only a few years ago when its popularity amongst consumers was soaring,

its role in a business environment was at best confused, and at worst extremely negative.

Reports of Facebook being banned as it was viewed as a distraction, and instances of employees being

dismissed because Facebook had revealed to managers that employee absences were not genuine, were

not uncommon. In my experience the mere mention of social networking in a business environment

- especially within manufacturers - has resulted in negativity bordering on rage as managers fear a

derogatory impact on the productivity of their workforce.

Are we nearly there yet?In the years that followed, the business software industry merely fanned the flames of these perceptions,

adding social networking applications alongside systems with no real agenda or purpose. Mere ‘chatter’

was perpetuated but there was zero business value.

The value of social networking, or social media as it was becoming known as, in a business environment

started to be seen as forward thinking, and predominantly consumer-facing, businesses, embraced its role

as a marketing tool – incorporating blogging, Facebook, Twitter and YouTube into marketing programmes.

yet?Are we

nearly there

Phil Lewis looks at the evolution of social media in the business world, and explains how, ironically, for manufacturers, it can play a pivotal role in boosting productivity

Reports of Facebook being banned as it was viewed as a distraction, and instances of employees being dismissed because Facebook had revealed to managers that employee absences were not genuine, were not uncommon

S


Much of this was focused on capitalising on the

huge audiences these platforms attracted and

campaigns were often on exploiting them as

additional outlets to reach audiences.

In the wake of this shift, the role of social media

in business suddenly resonated as valid – but its

role had been monopolised almost entirely by the

chief marketing officer.

Other functions within a business remained

largely immune to the charms of social media, with

negative connotations of Facebook as a workplace

distraction prevailing, and many managers unable

to make the mental shift from consumer products

asking you to ‘like’ them on their Facebook page,

to the role of social media in running a production

plant. That is, until very recently.

Revelations for a revolution The disastrous early examples of ‘social chatter’

within the business environment highlighted that

for social media to be valuable in this environment,

it has to be used collaboratively. Instead of chatter

persisting in parallel with the task in hand, it must

be an integral part of that task, or the business

application in use.

And while marketing programmes had

used social media successfully, the majority

of campaigns were focused on platforms as

channels and few exploited the capabilities of

social media to support multi-way conversations.

In light of these lessons and in the hands of

other departments, it soon became apparent

that social media could be used to engage and

empower employees to make more informed

decisions, which in turn can address problems,

reduce procurement costs, boost productivity,

facilitate better customer relationships and drive

profitability.

Applied to the business software, which

underpins these functions, social media represents

a whole new way of promoting collaboration

amongst disparate groups. Instead of mere

chatter, it uses messages and alerts that are

embedded in the business applications themselves

to influence business processes and deliver value

to users. It harnesses relevant, live information

to capture and inform the real decision making

process – a process which is almost impossible to

create fully from unstructured communications

around a boardroom table, around a water cooler,

As data continues to explode and decisions have to be made faster and more intelligently, social media has a pivotal role to play in the enterprise – not just for marketing but in the systems which underpin crucial back office functions


Social media & productivity

Phil Lewis works at Infor. Infor is fundamentally changing the way information is published and consumed in the enterprise, helping 73,000 customers in more than 200 countries and territories improve operations, drive growth, and quickly adapt to changes in business demands. For further information, visit: www.infor.com.

Phil Lewis

on a telephone call or even over e-mail.

It works in the same way as Facebook and

Twitter through selecting feeds from say, an

ERP system that the user defines. But as well as

following individuals, users can follow machines,

projects, orders and even pieces of data which are

pertinent to their business function, and receive

a constant feed of everything which is relevant

to it. For example, on the back of an urgent

order, a production manager might follow details

on current production schedules, stock levels,

and warehouse capacity, as well as the people

responsible for those areas, in order to ensure that

he has a comprehensive, meaningful perspective

on exactly how the order can be met, and in

what timescales. With the ‘Internet of Things’ a

production manager can even follow the ongoing

performance of a machine on the production

line. In a manufacturing context, social media is

so inclusive, it can even give inanimate objects a

voice!

And of course the other crucial benefit of

applying social media to business software is that

generation Y – the new employees who find

it incredibly difficult to get their head around

working with a form-based clunky system having

spent their university years immersed in the likes

of Google, Facebook, YouTube and Twitter – can

embrace and enjoy using it instantly. This inevitably

means less training and more time spent on the

task in hand.

A meaningful makeoverThe truth is that business software was well

overdue a makeover. Through incorporating social

media thinking to this makeover to ensure that

any one user is only a click away from another

user’s world, business software has undergone

an unprecedented transformation – to social

business.

As data continues to explode and decisions

have to be made faster and more intelligently,

social media has a pivotal role to play in the

enterprise – not just for marketing but in the

systems which underpin crucial back office

functions. Through driving user engagement,

empowerment to make better, more informed

decisions, and boost productivity, the success of

social business in the workplace may only be at

the very beginning of its journey. v


xcessive heat is one of the biggest killers for electric motors; this is the granddaddy

of motor issues. In fact, the other four items on this list are often damaging precisely

because they contribute to excess heat generation.

The oft-stated rule is that the life of the motor winding insulation is halved for

every ten degrees centigrade of additional heat to the windings. Because of the excessive levels of

deterioration that entails, keeping your motors running at optimum temperature is one of the best ways

to extend their life.

Dust and contamination: Can’t keep them outParticles suspended in the air will find their way into an electric motor. Once inside, the damage they

cause depends on the type of particle. If they are abrasive they will wear down components, while some

particles are electrically conductive and can interfere with currents across components. Lots of these

particles blocking cooling passages will also contribute to overheating. Naturally, selecting the right level

of IP (Ingress Protection) can help with this to a certain extent.

Power supply issues: Thunderbolts and lightning, very, very frighteningHarmonic currents caused by high frequency switching and pulse width modulation can lead to voltage

and current distortion, overloading and overheating. All of these factors reduce the life of the motor and

its components and increase long-term equipment costs – but that’s only one issue. Power surges cause

their own problems, as do over- and under-voltage. Managing these issues is a task that requires constant

attention and care.

wrong?What can go

There are a myriad of issues that can cause electric motors to fail. However, among this gallery of problems there is a set of usual suspects that crop up more often. Jonathan Wilkins runs through a list of the top five causes

EThe oft-stated rule is that the life of the motor winding insulation is halved for every ten degrees centigrade of additional heat to the windings


Humidity and moisture: I feel it in my fingers By themselves moisture and humidity contribute

to the corrosion of components, but when

coupled with particles from the air they can create

a deadly combination for a motor. Certain particle

contaminants can combine with moisture and

create even more damaging solutions, shortening

the life of motor components even further.

Improper lubrication: The Goldilocks zoneThe problem with correct lubrication is that it’s a

balancing act that can be very difficult to achieve.

Just like Goldilocks and the three bears, there are

multiple options to get it wrong and only one

way to get it right. Over-lubrication and under-

lubrication both pose problems, but there can also

be issues with contaminants in the grease, or the

use of a lubricant not suited to the task at hand.

It is worth remembering that these problems

are all interrelated, tackling only one of them won’t

necessarily solve the problem. All of them also

have one thing in common; they can be avoided

with correct motor usage and maintenance as well

as environmental management.

When European Automation buys a motor

for future re-sale, we ensure that these problems

are no longer affecting it. However, you should be

aware that the European Design Directive puts

a limit on the amount of repair work you can do

without beings considered to be ‘introducing a

new product to the market’, rather than repairing

an existing one. v

Jonathan Wilkins works at European Automation, which stocks and sells new, used, refurbished and obsolete industrial automation spares. Its global network of preferred partner warehouses, and wholly owned distribution centres, enables it to offer a unique service within the automation industry, spanning the entire globe. It provides worldwide express delivery on all products meaning it can supply any part, to any destination, at very short notice. For further information visit: www.euautomation.com.

Electric motors

Jonathan WilkinsAll of these factors reduce the life of the motor and its components and increase long-term equipment costs – but that’s only one issue. Power surges cause their own problems, as do over- and under-voltage. Managing these issues is a task that requires constant attention and care


he positive aspects of employee engagement are well documented. Yet in the manufacturing

industry, we still seem to struggle to achieve happy and productive employees. In a recent

survey, sponsored by Festo Training & Consulting, 63 per cent of manufacturers say that

maintaining morale is the biggest issue within the workplace, followed by employee engagement (53 per

cent). However, less than half of the respondents (46 per cent) measure employee engagement. The survey

also showed that the majority of managers spend approximately half of their time dealing with disengaged

employees. This is a double whammy that impacts on productivity.

Employee engagement makes the difference between keeping valued staff and losing them to

competitors. It creates a highly productive workplace and enables organisations to grow faster and more

sustainably than others. It’s what underpins the brand of organisations and contributes to becoming one

of the ‘Best Companies’ to work for. If there are no measurements in place there are five warning signs of

disengagement.

1. Poor retention of staffIf an organisation has a high turnover of staff, this could be a sign of disengagement. Ask the HR

department for figures for how many employees have left in recent years. Conducting exit interviews is an

important part of understanding the reasons why employees leave. This takes tact and diplomacy, as staff

are often reluctant to divulge the exact reasons. Perhaps it might be a poor manager, lack of reward and

recognition or slow career progression. Understanding these reasons can help combat churn in the future.

2. Lacklustre business performanceA perennial issue for business leaders is how to increase profits and turnover. Engaged employees are

positiveGetGary Wyles highlights the five signs of disengagement

TEngaged employees directly impact the bottom line through increased levels of customer satisfaction, proactivity and innovation


more productive and can be the key to unlock

business success. Whether the organisation is

looking to develop new markets, launch new

products and services or introduce new processes,

all of these involve motivating staff to achieve

these goals. Engaged employees directly impact

the bottom line through increased levels of

customer satisfaction, proactivity and innovation.

3. Poor productivityWhile the desire to grow and expand is in place

for manufacturers, the industry suffers from a skills

gap. This means that productivity needs to be high

– usually summed up in the phrase ‘doing more

with less’.

According to the Office for National Statistics,

the UK’s output per hour is 21 percentage points

below the average for the rest of the major G7

industrialised economies in 2012, the widest

productivity gap since 1992.

4. Skills gapA recent EEF report1 found that, “There is an

increasing risk that growth plans will be restricted

because of problems accessing employees with

the required skills.” In Festo’s recent research, we

have found that 82 per cent of manufacturers are

suffering a skills shortage and 86 per cent say this

is likely to stay the same of get worse over the

next year. The largest skills gaps are in experienced

engineers (61 per cent), skilled shopfloor (57 per

cent), and multi-skilled engineers (40 per cent).

While employee engagement does not directly

lead to closing the skills gap, it will aid recruitment

of people and the retention of those already in

the organisation. This means that investment in

training up employees will be retained for the

benefit of the organisation.

5. Low levels of customer satisfactionA price driven strategy is one of the hardest

for UK manufacturers to adopt, due to tough

competition from new and emerging economies

that are focused on driving costs down. UK

manufacturers have to assess different ways to

compete. This might be through innovation and

new technologies, however, customer service and

satisfaction underpins all drives for growth.

There is a direct correlation between customer

satisfaction and employee engagement. A report

by the Hay Group2 says: “Businesses that have high

levels of engagement show customer satisfaction

scores 22 per cent higher than companies with

low levels of engagement. But companies that

both engage and enable employees demonstrate

a total increase in customer satisfaction of

54 per cent.”

Part of understanding successful practices

for employee engagement is the fundamental

realisation that the modern day workplace has

changed. Pay and perks have been replaced by

flexibility, self-realisation and work-life balance as

key motivators.

The first step to understanding employee

engagement is for leaders to assess the levels

in their own organisation. This might be the first

time that the views and opinions of employees

have been listened to. It can be tough and it can

be challenging. It is easy for issues to be glossed

over. Measurement is no good though if it’s just

for measurement’s sake, or for reaching a specific

target.

Allow people to tell managers what they think

and feed back to them. Leaders must be prepared

to identify priorities for action and when these are

going to be put in place.

Increasing employee engagement is not

something to be entered into lightly but it is

worth focusing on. High levels of employee

engagement will ensure the business goes from

strength to strength, outstripping the performance

of competitors, attracting the best talent and

becoming one of those companies that others

look at with admiration and, quite often, a touch

of envy. v

Recruitment

To find out more about employee engagement and why it is important, download the whitepaper Manage to Engage…, The role of managers in employee engagement, available from www.festo-didactic.co.uk/ee

Gary is managing director of Festo Limited and has been with the company for more than 25 years. Festo Training & Consulting specialises in the development of people, organisation and technology. Offering a range of open courses, structured development programmes and tailor-made, customer-specific projects, the business has over 40 years experience when it comes to training clients and helping them achieve their maximum productivity. For further information visit: www.festo-didactic.co.uk.

Gary Wyles

High levels of employee engagement will ensure the business goes from strength to strength, outstripping the performance of competitors, attracting the best talent and becoming one of those companies that others look at with admiration and, quite often, a touch of envy

1‘Skills for Growth: A more productive and flexible labour force’. EEF The Manufacturers’ Organisation2 ‘Tough decisions in a downturn don’t have to lead to disengaged employees’. The Hay Group. 2009


n preparation for the next decade when there will be literally billions of network-connected

physical products in the world, the concept of a fourth industrial revolution ‘Industry 4.0’ is taking

hold whereby new ways to harness the power of the internet is being driven across manufacturing

operations. Soon internet-enabled products, machines and devices will communicate semi-autonomously

with us and among themselves to optimise production and resources, resulting in a completely different

production and end-user experience for these products.

When companies use smart, connected machines, they can manufacture with far greater detail and

intelligence, and then use the information to be more productive. For example, it will be possible to easily

schedule thousands of machines across multiple locations remotely, from a central hub. Under this type

of scenario, machines could self-diagnose and order spare parts autonomously within a fully connected

system. Better-organised production and maintenance scheduling could be introduced to further increase

output while minimising down time. This would help improve efficiency and value across manufacturing

operations.

In this burgeoning and dynamic market, information will be transferred across departments, within and

between manufacturing cells and be used to produce accurate real-time production information. When

everything about a production system and its condition is known and visible, it becomes more controllable,

flexible, efficient and serviceable.

Industry 4.0, however, is more than just machines talking to other machines. People will still play

an important role to ensure the right product is being made in the right way, at the right time. IDC

Manufacturing Insights emphasised in a recent report written on the factory of the future that ‘despite

growing plant automation, people — and the flexibility and decision-making capabilities they provide —

will be at the centre of the factory of the future. Finding skilled workers will prove to be a key issue in

manufacturingRevolutionary times for

Three industrial revolutions have been driven by steam, electricity and electronics, now the ‘Internet of Things’ is powering Industry 4.0. By Tom Comstock

ITechnical training is important at the launch phase, but also throughout the life of the equipment to provide information for new employees as well as refreshers for existing staff


the industry.’ In fact, the skilled worker shortage

IDC refers to already exists. For this reason, it is

imperative that these workers are as productive

as possible, which includes making the right

decisions at the right time, to help ensure the

highest possible productivity.

Compress to accelerateBy adopting connectivity within and between

machines, people and processes – and the

products they make – companies can more

efficiently design and produce 'mass customised'

products uniquely tailored to individual demand. To

support and accelerate this new type of Industry

4.0, manufacturers must have better, faster access

to visibility on the shop floor. This technology is

now available, and can now be used to accomplish

these objectives.

As part of my role at Dassault Systèmes,

I have had the opportunity to see first-hand

what possibilities exist with enhanced visibility

and control from across a wide scope of

manufacturing operations. One example is a large

engine and industrial equipment manufacturer

that increased quality, throughput and efficiency.

They implemented a Dassault Systèmes software

solution that lets the company configure products

that better, more closely match customer

requirements. And, with expanded visibility to

better manage their operations on a multi-site

perspective, significant throughput increases have

been made possible by adding output without

additional fixed costs.

Another company was able to increase quality

by better matching automotive components

for final build and assembly according to their

individual manufacturing tolerances. This type of

operations management technology becomes

even more attractive to enterprises when logistics,

maintenance and quality systems are fed with real-

time manufacturing intelligence to feed continuous

improvement initiatives.

The results of this movement can also be seen

in electronic-equipped consumer devices, such as

smart phones and automobiles that communicate

autonomously. Also on the horizon are more

'intelligent' and connected products that have

an understanding of their environment and can

react accordingly. With these, location condition,

temperature, energy consumption and other

lifecycle characteristics can be communicated

between machines and the products they make

without any human intervention.

Energy and dataEnergy consumption is another interesting

component of the fourth industrial revolution.

With ready access to ‘live’ energy costs and

the flexibility to easily move operations across

sites, Industry 4.0 makes it possible to switch

manufacturing to locations that take advantage

of energy prices that are best suited to specific

operations. Adding supply and transactional costs

to the equation gives an even bigger picture that

helps people make better business decisions

based on more accurate and timely information.

In the end, it all comes down to the user

experience. The more manufacturing visibility

and intelligence that is readily and easily available

to make better decisions, the more likely a

manufacturer can make products that are well-

received in the marketplace, resulting in greater

customer satisfaction from a more positive user

experience. This is the rationale behind why

Dassault Systèmes has been investing in building

a 3DEXPERIENCE platform so more people

can view and understand the mass of data and

optimise their actions accordingly. When big data is

marshalled this way, it becomes usable intelligence

and a valuable company asset – as more parts are

added to the whole ‘system,’ greater options are

revealed and performance increases accordingly.

Where's the money Like all revolutions, Industry 4.0 is affecting a

redistribution of wealth. Some forward-looking

companies view manufacturer’s big data assets as

a huge potential market opportunity. Several are

developing Internet of Things strategies, and are

already helping their customers to, for example,

introduce predictive maintenance scheduling that

is less disruptive to productivity.

Applying an enterprise approach to

manufacturing operations management – ideally

within a modern 3DEXPERIENCE software

platform (or equivalent) being deployed

throughout an enterprise – readily links operations

to real-time manufacturing intelligence. And, this

Tom Comstock is Vice President of DELMIA Strategy & User Experience, Dassault Systèmes. Dassault Systèmes, the 3DEXPERIENCE company, provides business and people with virtual universes to imagine sustainable innovations. Its world-leading solutions transform the way products are designed, produced, and supported. For further information visit: www.3ds.com.

Industry 4.0

Tom Comstock

strategy can reduce errors that can result from

using data that is trapped in silos or ‘data tombs.’

The electronics industry that has so rapidly

advanced its manufacturing technology gives

significant clues to the potential future for other

types of producers. Quick, accurate responses

to profit and loss, prompt reaction to market

demand, retention of company knowledge, a

powerful innovation and reward culture, and

control of supply chains and channels have

catapulted the electronics industry to the success

it currently enjoys. Other types of manufacturing

that have not adopted this dynamic approach are

ill prepared for the coming times.

Integrating and connecting within and beyond

an enterprise offers new technical and commercial

possibilities that enable the capitalisation of

revolutionary ideas. Manufacturing is becoming

another cog in the great machine of the internet.

This means that more data can be treated as a

business resource to be exploited for profit. Using

this new asset to optimise individual machines,

manufacturing cells, whole factories and potentially

a global production environment offers untold

business opportunities. In the past, fortunes were

made from the first three industrial revolutions;

today Industry 4.0 offers even greater promise to

those who venture. v

www.reisner-gmbh.com

George Utz Ltd, part of the Utz Group, is expanding

its Alfreton factory to meet rising demand

Breaking the mould

George Utz

George Utz Ltd

Products:

Material handling products Sites:

UK, Switzerland, Germany, Poland, France, the US and China

Employees:Aprox. 800

www.utzgroup.com


W ith a history dating back nearly 70 years, the

Utz Group has developed a market-leading

reputation in the design, development and

manufacture of both custom and standardised

material handling products in plastic. These

are boxes, containers, pallets and returnable

transport packaging (RTP) for the global market.

The company was founded as Georg Utz, Toolmakers in Zürich,

Switzerland by Mr Georg Utz during 1947 and today remains a successful

family owned company with production facilities in Switzerland, Germany,

the UK, France, Poland, the US and China. George Utz Ltd was established as

the UK branch with a sales office of the group during 1990 in Alfreton, UK

and continues in the tradition of delivering off-the-shelf and bespoke material

handling solutions across the automotive, chemistry and pharmaceutical, food,

textiles, postal, warehouse and logistic, electronics and retail and distribution

industries.

Along with the other associated members of the wider Utz Group,

George Utz Ltd is able to act independently to respond to the needs of the

local market, while enjoying the financial support and stability of its healthy

parent company. “The Group has a turn over of around 200 million euros

and approximately up to ten per cent of this is reinvested directly into the

business for new facilities, equipment and technologies,” explains George

Utz Ltd general manager, Carsten Diekmann. “The main market focus for

Epsilon technology for George UtzSuperior cooling technology for maximum efficiency: George Utz relies on German cooling system manufacturer Reisner GmbH to support its injection molding production. The Reisner ‘Epsilon’ cooling system is equipped with Turbocor compressors and a unique control unit. It reliably provides the needed cooling capacity while operating on a minimum consumption of energy. This combination of operational safety and economic efficiency has proved extremely successful for two years now.

ReinseR

need additional capacity and new machinery and

equipment as well as to reduce lead-time, to be

leaner and to be more efficient because customers

tend to not want to wait anymore. They need

a product today and they want it more or less

tomorrow.”

During March 2014 George Utz Ltd announced

a £3.5 million expansion to its Alfreton factory

including increased manufacturing space, offices

and warehousing to meet the rising demand for

of-the-shelf products and bespoke RTP solutions.

The increased manufacturing space will house

a new 2700-tonne injection-moulding machine

to complement the UK companies existing

650-tonne to 1000-tonne machine range. “Our

plastic containers are primarily used in the retail and

automotive markets where they are used to move

parts around supply chain company’s distribution

centres. The UK is moving in the right direction and,

although it is still tough, there are lots of positive

signals. We make approximately a million parts a year

and with this investment, we are looking to double

our output in the future. The building work should

be completed by Christmas and then the additional

injection moulding and vacuum forming equipment

can be installed,” Carsten elaborates.


the group is Europe, the US and China and all of

these areas are currently developing well. The need

for logistics is growing and we follow our customers

and grow with them so we offer the same good

service throughout the entire business. Presently the

group works with nearly 130 injection and vacuum

moulding machines and converts around 50,000

tonnes of raw materials into products. Investment

is mainly in machinery and injection moulding tools

where we are investing in new product families in

Europe and globally.”

Within the UK specifically, George Utz Ltd is

preparing to double its turnover by 2020 and

to capitalise on the momentum it has built over

the years. “Within the UK we have experienced

constant growth and during the last ten years we

won considerably new customers within England

and Ireland with new innovations and products. In

fact each year we deliver between nine and ten new

products that are developed inline with customers’

needs and also for the general market,” Carsten says.

“We have a strong growth strategy in place and we

George Utz

inotec Barcode Security are Europe‘s leading Auto ID label specialists, supplying George Utz as their chosen label partner for ten years and supporting their significant investment in in-mould technology.inotec‘s in-mould labels, allow full-colour logos and barcodes, to be injection moulded into the wall of a container, eliminating the need for costly post mould, printing or label application processes. The permanent bond offers a smooth edgeless surface, highly resistant to heat, sunlight and totally waterproof.

Inotec UK

http://www.inotecbsl.com/


The KraussMaffei Group is amongst the world’s leading suppliers of machinery and systems for producing and processing plastics and rubber. Its products and services cover the whole spectrum of injection and reaction moulding and extrusion technology, giving the company a unique position in the industry. The KraussMaffei Group is innovation powered, supplying its products, processes and services as standard or custom solutions which deliver sustained added value along the customer’s value adding chain. The company markets its offering under the KraussMaffei, KraussMaffei Berstorff and Netstal brands to customers in the automotive, packaging, medical, construction, electrical, electronics and home appliance industries.

THE KraussMaffEi Group

“We have a core strategy for really high

quality machinery where we invest in additional

equipment that is also more energy efficient and

environmentally friendly. Within the Group the

main companies that supply our injection moulding

equipment are KraussMaffei from Germany and

Engel from Austria,” he continues.

Environmental concerns and responsible

operation are at the core of how George Utz Ltd

conducts its business and interacts with its customers.

“We are audited in the UK for our environmental

management system, which is compliant under

ISO 14001,” Carsten details. “We recycle the material

that we use and we also promise customers that

once products have reached the end of their life

cycle, that we will take the products back and recycle

it to use the raw materials in new production runs.

Furthermore we also use our own production

rejected heat to heat the factory and our offices so

environmental concerns are something that have

been quite important to us for many years.”

As well as increasing the productivity of the

company through greater numbers of machines

and more efficient energy management, the new

equipment due to go into operation in 2015 will

allow George Utz Ltd to enter in a new market with

a new plastic pallet as an effective alternative to the

traditional wooden design. “We will enter into new

markets through the creation of 1200 millimetre by

1000 millimetre dimension plastic pallet for the UK

market, with the additional advantage that we will be

the first UK plastic pallet producer and we will have

the benefit of avoiding logistical costs because we will

manufacture here in Derbyshire,” Carsten says. “The

pallet will be produced using a new large injection-

moulding machine. An additional 1000-tonne

injection-moulding machine for RTP products will

arrive at the end of 2014, supplied by KraussMaffei

from Germany.”

In terms of the advantages of plastic pallets over

wooden pallets, Carsten observes: “The lifetime of

a plastic pallet is longer and the quality is very high.

The dimensions can be guaranteed, which is very

important for automated warehouses and there is

not a problem with water or oil becoming absorbed

into plastic pallets. The main advantage is the lower

Total Cost of Ownership (TCO) of the pallet and

in terms of health and safety plastic pallets does not

splinter in the way that wooden ones can, which is

very important in food processes and distribution.”

As George Utz Ltd and indeed the wider Utz

Group seeks to expand its market share and grow

the business, its will continue to focus on increased

capacity, efficient fabrication and new products.

However, core to its strategy is also it commitment

to long-term customer relationships as Carsten

concludes: “We are committed to develop the

company further and offer our customers the

security to know that we will produce locally for the

local markets and remain on hand for the next ten

to 20 years, so it is real long-term investment.”

www.kraussmaffei.com

www.fuchslubricants.com

the post-war years and the range and scope of

machinery that my grandfather developed was

quite incredible,” says Tom Teagle, sales director,

continuing: “He actually developed his own two-

stroke engine that was fitted into hedge trimmers

and lawn mowers and all kinds of different

handheld machinery. We actually made some of

the first mounted broadcasters and spreaders in

the world.” The business has manufactured a range

of products, from fertiliser spreaders, to the Titan

range of trailers and the Toucan forage harvester.

In the mid 1980’s Teagle Machining developed

its first machine for processing straw to be used

for bedding livestock. Named the Tomahawk 100,

the range has become the cornerstone of the

company and makes up a large proportion of

its turnover. The Tomahawk range is made of the

widest variety of feeder bedders available from any

manufacturer in the world with over 30 unique

Teagle Machinery Ltd is very dedicated to developing

innovative new products and getting them to market effectively

Generations on

Teagle Machinery

Teagle Machinery Ltd

Products:

Agricultural plant and machinery Sites:Global

Employees:150

www.teagle.co.uk


In 2013 the family-run business Teagle

Machinery Ltd celebrated its 70th

anniversary, which was born from a long

history of running farms. With a keen

interest in manufacturing machinery, Tom

Teagle Snr started off supplying local

farmers in the Cornish area with equipment such

as tip carts, manufacturing more sophisticated

machinery as the business developed. As interest

grew, the decision was made to sell off parts of

the family farm to invest in the infrastructure

needed to make the machinery. Today, the original

farmhouse on the site has become a conference

centre for training distributors, dealers and service

teams. “With six members of the family involved

daily in the company, we try very hard as we grow

to retain that family business ethos, which is really

important to all our customers.

“There was a real boom for mechanisation in

tow

cent of our workforce is focused on research

and development. It is also important to get the

product to market effectively and whilst the UK

is a very mature industry we are successfully

developing it further, finding new markets and

developing new products. Recent growth has been


models; these machines are designed to deliver

comfort to livestock and to ensure the correct

preparation of feed and performance.

“One of the most important strands to our

success has been ensuring that we offer innovative

and reliable products, and to achieve this ten per

Teagle Machinery

www.hydroscand.co.uk

www.manorcoatingsystems.co.uk


In addition to technology within agriculture moving at a fast pace, farming practises are also changing quickly, and it is really important that the machinery we are offering to the market is in tune with the demand from the farmers

‘‘on the back of enormous investment in developing

export sales, which started 20 years ago when

my father began focusing on the export trade,”

explains Tom. Over the last six years, this drive has

been further progressed, seeing in the employment

of a US based salesman and a European sales

manager, to which Tom adds: “When working in

export markets it is important to have a structured

aftermarket service, whether that is servicing or

spare parts and we ensure that these aspects of

the business are first class.”

One of the key considerations for the company

is addressing the difficult question of how to

protect designs and intellectual property from

being copied, particularly when selling to a global

market. “The way to ensure that it doesn’t become

a problem is to make sure that by the time

someone has copied one design we are already

onto the next one. In addition to technology within

agriculture moving at a fast pace, farming practises

are also changing quickly, and it is really important

that the machinery we are offering to the market

is in tune with the demand from the farmers,”

says Tom. Through ongoing research the business

is always looking for ways to offer machinery to

farmers to facilitate this to make sure that livestock

are comfortable, productive and ultimately, for the

farmer, that they are profitable.

As a family company it reinvests heavily to

ensure a good foundation for future growth. Every

year over the last six years there has been a major

capital project delivered on the site, from a new

hall for precision machining, to a shot blasting and

powder coating facility, the redevelopment of the

farmhouse, and a new production hall specifically

for manufacturing larger machinery. “As farms grow

larger, so do tractors, and ultimately machinery

too. In 2015 we will open an additional building to

accommodate a restructuring of the factory layout.

Our focus has been on utilising the space we have

more effectively to reach new potential.

“We have also established what is essentially a

strategic partner arrangement, where we work

hand-in-hand with businesses specialising in

electronics and hydraulics, both very sophisticated

systems,” points out Tom, explaining that this

www.trelleborg.com/wheelsystems

ensures the ability to keep up with the fast

moving pace of the technology. Recognising the

challenge of recruiting individuals with the correct

skill base to succeed within the manufacturing

industry, the company works closely with Harper

Adams Agricultural University, and also provides

apprenticeship-training schemes, in all aspects of

the business.

During the first three quarters of 2014 the

product range has been sold to over 35 countries

worldwide, trading to countries such as Germany,

Poland, Czech Republic and Ukraine, as well as

North America, South Africa, Japan, Australia and

everywhere in between. Commenting, Tom says:

“The strength this this give us is that we can spot

trends that are taking place and develop machinery

to take to other parts of the world as the trend

emerges. That presence worldwide is an enormous

strength for us.” The company’s leading position

is highlighted by the 50 per cent market-share in

the UK. “Of course we have to work very hard to

stay in that position and almost every year we are

releasing a new product. We need to maintain the

focus on our home market because it provides

us with a significant ability to continue with our

export activities. We are continuing to put in

additional resources and recruiting salesmen to

be resident in export regions, and by localising

our offering, and developing machinery specifically

for those markets we are going to substantially

develop our turnover,” he adds.

Over the past five years not only has the

business directly grown its manufacturing

capabilities but it has also invested heavily in

renewable energy sources such as PV and wind

power and today 50 per cent of electricity used

on the site comes from renewable sources. “We

have a really strong appetite for growth and

nobody on the board is satisfied with sitting still.

We are always looking to develop and expand

what we offer to our customers. With 15,000

sqm of production halls on the site we have a

strong manufacturing ethos and invest heavily in

precision machining centres where we make our

own hydraulic rams and gearboxes. In total, 85

per cent of what we sell is manufactured on site,

ensuring we can maintain good quality control. We

have also invested in a new website, delivered in

11 different languages. With around 90 per cent of

our customers researching products on-line before

they make a purchase this is increasingly important.

In addition the new site allows our dealers and

product owners to interact with us more easily, so

developing stronger relationships. It is important

that people feel comfortable with the product that

they are investing in,” concludes Tom.


Teagle Machinery

www.williamshaulage.co.uk

and assembly, welding, balancing and painting

(every desired colour or paint specification) are

all undertaken with German craftsmanship under

a lean philosophy.

“Furthermore, a focus on continuously

reducing waste in the process and on avoiding

stagnation results in a top quality product with

shorter lead times. We can proudly say that

we are successfully implementing automotive

lean thinking, in a low volume and project

environment.”

Hubert also highlighted that alongside

the manufacture of driveshafts, Spicer

Gelenkwellenbau offers inspection on site

everywhere in the world with GWB engineering

capabilities, as well as shaft repairs, which are

undertaken in its service workshops or the

workshop of a certified distributor with original

GWB parts. “Over the past years we have

The GWB brand of industrial driveshafts from Spicer Gelenkwellenbau is

recognised across the world

Drive

lifefor

Spicer Gelenkwellenbau


Products:

Industrial driveshaftsSites:

Several, globallyEmployees:

150 in Germany, 600 worldwide

www.gwbdriveshaft.com


Spicer Gelenkwellenbau is part

of Dana, and for almost seven

decades it has focused on the

sales, engineering, manufacturing,

distribution and service of heavy

driveshafts for industrial applications under the

brand name GWB. Hubert Lepoudre, MD of

Spicer Gelenkwellenbau, explained that the

company’s facility in Altenessen, Germany has

worldwide sales and engineering responsibilities,

but still performs the bulk of its machining and

assembly of driveshafts in Germany. “The core of

our manufacturing capabilities remain German,”

he confirmed. “With a material content below

50 per cent of the COM, it is a fairly vertical

integrated plant that does both machining and

assembly. In-house we machine our split design

yokes, complete journal crosses, and length

compensations on dedicated machines. Machining

Our driveshafts are designed for infinite life,

not just on paper, but also in genuine working

situations.”

GWB also continues to strengthen its global

presence by closely supporting and co-operating

with a number of approved first class value-

added distributors that can deliver parts and local

service. These include GKN, MSI, JP and DLS.

Given this overall dedication to excellence

across the board it is no surprise that customers

keep returning to the GWB brand. “Our

clients value a robust solution, that is German

engineered towards the application and with the

guaranteed quality that comes with GWB,” said

Hubert. “They are supported by a vast network

of trained and certified value added distributors

who are close to the customer, and this means

that customers can focus on the production

process, knowing that GWB will support them

with a product that assures the best cost of life

for his installation.”

Going forward into the New Year, the GWB

brand looks set to remain at the forefront of

the industry. “Markets are not expected to have

a spectacular growth over the next couple of

years, but GWB is well equipped to continue to

position itself as a market leader in its territories,

as well as continue to expand its product and

service offering, reduce its lead times and being a

customer oriented solution provider,” said Hubert.

These plans are reinforced by the skills and

support of a very successful parent company –

Dana. “We belong to the Off-Highway division

of Dana,” added Hubert. “Being part of a

multinational like Dana is an advantage for a 170



strengthened this position to deliver aftersales

service with genuine GWB knowledge from this

location, as well as having a manufacturing and

service site in China,” he said. “But this is not

the end of our value proposition. We want to

expand our support service towards preventative

services, and even play our role in further

development of smart monitoring, to enhance

predictive services.”

One of the strongest foundations of Spicer

Gelenkwellenbau is the excellent market

reputation of the GWB industrial driveshaft,

which can be considered a best buy when looking

at total cost of ownership. It is this product, in

combination with added value services that really

creates such an attractive market proposition.

“GWB does not only deliver a standard

driveshaft,” said Hubert. “We pride ourselves in

offering best solutions for the customer, based

on our in-depth knowledge of the applications in

which the driveshafts operate. We are the original

developer of the split eye design, which facilitates

assembly and disassembly of the knuckles. Our

service free journal crosses dramatically reduce

the intervals between lubrication, thus further

reducing the cost of ownership for the end user.


The sourcing knowledge and combined sourcing purchasing power, gives us a competitive advantage, and the global presence gives us access to markets in regions where we were not active in before

‘‘

people plant, playing in a global environment.

Given the fact that Dana believes in ‘local

ownership’, we still fully own our strategy and

future, and maintain our agility to allow us to

quickly react in the market.

“Dana however brings to us a lot of processes

that we independently could not roll out.

They bring us experienced support in lean

manufacturing (with access to professional

lean tools, and specialists that support us with

subject matter expertise to drive continuous

improvement), HR processes, IT, program

management, VA/VE and so on.”

He concluded: “Dana gives us access to the

best engineering resources in an innovation

oriented multinational. The sourcing knowledge

and combined sourcing purchasing power, gives us

a competitive advantage, and the global presence

gives us access to markets in regions where we

were not active in before.”

www.welte-group.com


http://www.eff-ware.com/

http://www.roberts-metpack.co.uk/

www.meadekingrobinson.co.uk

www.t2display.com

purest and finest ingredients. Offering customers a

range of candles, reed diffusers, room mists, scented

sachets and refresher oils from its own Wax Lyrical

collections, the company’s products all emphasise its

commitment to the best ingredients and materials,

stunning designs and bold fragrances. Furthermore,

the company has partnered with five prestigious

brands, the Royal Horticultural Society, Jelly Belly,

Fired Earth, Julie Dodsworth and Churchill China

(UK) Limited Hidden World; by manufacturing

these products under license, the company has

further strengthened its appeal to a broad range of

Following a major change in its business model in 2008,

Wax Lyrical has transformed itself from an ailing organisation

to a major success

More than

scentscommon

Wax Lyrical

Wax Lyrical

Products:

Luxury scented candles, reed diffusers and private label collections

Sites:Cumbria

Employees:130

www.wax-lyrical.com


Based in the scenic Lake

District, home fragancing

company Wax Lyrical’s

team of 130 skilled and

dedicated employees strive

to produce and market

more than 15 million high quality products to its

global customer base. Perfecting its innovative

and unique products in Ulverston, Cumbria, the

company collaborates with the best fragrance

houses in Europe to ensure customers receive

true to life fragrances that come from the

managing director Joanne Barber discusses: “The

Williams family had been using candles in their

hotel and restaurant and, upon realising that there

was an opportunity in the market place, began

manufacturing candles in 1980. Following business

growth, the company, then known as Nice Things,

moved to our current site in 1990, which was

opened by Princess Diana. The company’s name


consumer groups.

Originally established in 1980 by the Williams

family when they noticed potential in the home

fragrancing market while working as hotelier and

restaurateurs, the company has exchanged hands

over the years and faced financial difficulties

before its was acquired and rebranded by

owner and chairman Mike Armstead in 2006, as

Wax Lyrical

Fragrance Oils is extremely proud to be a key fragrance supplier to Wax Lyrical. We have worked alongside them since their establishment and during this time, we have gained a unique insight into their growth and success. We have an in depth understanding of the Wax Lyrical brand which enables us to create bespoke fragrances that are tailored to suit the company’s evolving consumer base. Our ongoing partnership is built on trust and loyalty and the secret of our joint success is the fact that we share many of the same philosophies and values. Equally important is our mutual passion for the luxurious world of home fragrance.

Fragrance oils (international) ltd

www.fragrance-oils.com


was changed again to Colony Gift Corporation

and was later sold to Blyth Industries, an

American candle manufacturer. While in Blyth

Industries’ hands the company became more

of an importer and began to lose money to

the point that by the time Mike acquired it the

company was on the brink of administration. It

was in dire need of a turnaround, but we have

now been profitable for five years, employ

130 people and are market leaders for the

manufacturing of home fragrances in the UK.”

Renamed Wax Lyrical in 2010, the company

today is a true success story for British

manufacturing, supplying many of the major

retailers in the UK and across the globe with

its luxury scented products. By rejecting the

previous owners decision to import 65 to 70

per cent of its goods from the Far East and India,

the dynamic and innovative firm has reaped

the benefits of manufacturing 95 per cent of its

products in-house. Indeed, by bringing the focus

back to UK manufacturing and exporting, the

company has not only enjoyed major success in

a struggling economy, but has also enhanced its

control over issues such as flexibility and product

quality, as Joanne discusses: “Reverting from

importing to exporting was a key aspect to our

successful turnaround, a strategic decision we

made in 2006 when most companies were still

sourcing from locations such as the Far East and

China. It was an unusual choice to make back

then, but it has become more typical over recent

years for companies to say they are a proud UK

manufacturer.

“This decision enabled us to shorten our

lead times and ensure quality to our customers;

Continental Bottle Company ltd

Owner and chairman Mike Armstead

Continental Bottle Company’s (CBC) vision is to provide their customers with the highest level of customer service and be recognised in the home fragrance, perfume, and cosmetics market as the first choice for the supply of candle glass, glass bottles and quality closures.CBC strives to create new products and ranges to enhance the ever changing requirements of the industry.Its mission is to be the first choice for glassware, delivering products of outstanding quality and great service through Its commitment, hard work and dedication to meet their customers’ requirements.CBC serves both large and small companies nationally and internationally, and the company attributes its success to the fact that it offers a wide range of exceedingly flexible services. Its full decoration service includes screen-printing, frosting, spraying, hot foil stamping, sublimation and metallisation. This can be supplied on bottles or glasses for wax fill.Future investment in new innovative projects and designs ensures that CBC remains at the forefront of the industry.CBC has a wealth of experience and design know-how contributing to quality and excellence in all parts of the design process. CBC is here as your first choice on custom projects to complement your packaging requirements.

www.continentalbottle.co.uk

we are the first home fragrance factory to be

awarded the British Retail Consortium quality

approval, which we have had for seven years

now. This was a real accolade for us, but our

core focus was on enhancing our manufacturing

capabilities, IT and management information

and planning systems to ensure we could drive

productivity and double our production rate. For

example, tealights were not a product that we

could previously manufacture, but we now have


Wax Lyrical

Raiseprint packaging is a specialist in design and production of bespoke, printed, die cut packaging, encompassing everything from blister cards to gift boxes, in solid board and micro flutes. All Raiseprint’s packaging is designed and manufactured in the UK, offering quality, flexibility and control. These are important underpinnings when working with retail driven clients like Wax Lyrical, who need to be responsive to their market’s needs. Over the last four years, Raiseprint and Wax Lyrical have worked closely to align themselves, making the best of every opportunity.

The RaisepRinT GRoup

http://www.raiseprintgroup.co.uk/

www.modernutilitymanagement.com 39

Managing director Joanne Barber

the machinery in-house; this is also the case with our reed diffuser

range.”

Joanne notes that other strategies used by the company to

ensure further growth included investment into training for staff

and developing stronger relationships with more locally based

suppliers: “We weren’t just focused on bringing back manufacturing

to the UK, we also looked at our supply base in the UK and

focused on enhancing these relationships to allow for a more short

and flexible lead time. We now work closely with our suppliers at

all levels.”

With 35 per cent of its products sent abroad to emerging

markets such as Russia, the Middle East and Europe, Wax Lyrical

is keen to continue its success story with further expansion both

in the UK and across the world. Affirming that a growth plan is in

place for the company’s ongoing growth, Joanne concludes: “We

want to remain a key player in the UK and global market place and

be a strong, profitable company. To make this aim a reality we will

invest further into our factory, which will double our output on our

tealight line and potentially result in 60-70 per cent growth in our

wax filling lines too. Investment is key to retaining our status as a

market leader.”

We want to remain a key player in the UK and global market place and be a strong, profitable company. To make this aim a reality we will invest further into our factory, which will double our output on our tealight line and potentially result in 60-70 per cent growth in our wax filling lines too. Investment is key to retaining our status as a market leader

‘‘

www.harrisonpack.com

www.hmtshipping.co.uk

Schofield Publishing Limited Unit 10, Cringleford Business Centre, Intwood Road, Cringleford, Norwich, NR4 6AU, UKTel: +44 (0) 1603 274130 Fax: +44 (0) 1603 274131

Schofield Publishing

Editor: Libbie [email protected]

Sales manager: Joe [email protected]

MANUFACTURING

EURO

PE

BEST PRACTICES FOR INDUSTRY LEADERS www.manufacturingtoday-europe.com today

Manufacturing Today Europe Issue 113 Final Edition

Documents

Transcript of Manufacturing Today Europe Issue 113 Final Edition