18th February 2023
Three PP Control & Automation directors roll back the years and document the impact different investments over three decades have made on the business.
The result is a timeline of key investments that illustrate how ongoing success is a dedication to making quality, people, space, and technology the centre of attention.
Andy Whittaker (Engineering & Quality Director), Ian Knight (Chief Information Officer), and Stewart Robertson (Finance Director) contribute to an empowering story of investment.
Just over 30 years ago, PP Control & Automation, then known as Power Panels, was awarded BS5750, becoming one of only a handful of manufacturers in the UK to be recognised. It came within a year of David Fox purchasing the business and setting a blueprint for quality and lean manufacturing.
Shortly after achieving BS5750, PP C&A began working with what was considered its first ‘large machine builder’. Mazak, a global machine tool builder is still a customer to this day and the partnership celebrates 30 years of success and growth this year.
BS5750 was promoted in the United Kingdom in parallel with its European (EN29000) and International (ISO9000) counterparts as a means of ensuring quality of products or services. Known as the British Standard on “Quality Systems”, it pointed to Japanese post-war industrial success as being an example of Total Quality Management within the framework provided by the philosophy of Dr. W. Edwards Deming.
This philosophy was quickly grasped by leaders and engineers at PP C&A. The importance of learning from the manufacturing principles of machine builders like Mazak, adopting and then fine-tuning Japanese manufacturing disciplines became a catalyst for further quality investments and an internal mandate for continuous improvement and employee engagement.
The years leading up to the millennium were celebrated with awards for quality production, including a major accolade for Panel Builder of the Year in 1998. The year 2000 became a significant one in representing the business’ laser-focused intentions on delivering quality and ensuring continuous improvement.
With all the knowledge it had acquired in the years leading up to this point, PP C&A established its School of Excellence and has since invested a significant amount of time developing its training processes, in both the technical requirements and the tools required for quality production and continuous improvement.
This focus hasn’t waned, and today, the business holds and operates a Quality Management System which complies with the requirements of ISO9001 and ISO14001 for the design and manufacture of electrical and pneumatic control panels, electrical assemblies, and cable harnesses.
During the pandemic and lockdown restrictions, PP C&A became one of the first companies in the UK to be ‘virtually’ re-certified to ISO9001:2015, completing its three-year re-certification audit without a BSI assessor physically being on site.
John Leach, Quality Systems Manager at PP C&A, harnessed the power of the internet and video conferencing to provide access to processes and dedicated manufacturing cells that aim to achieve 99.5% right first-time quality and 98.5% on time delivery performance.
Since the training school was established in the year 2000, PP C&A has enjoyed celebrating several big accolades, including seven Best Factory awards, Investors in Excellence, a Customer Focus award, and several Manufacturing Excellence and Manufacturer of the Year awards.
In 2021, the PP C&A Bright Sparks University (BSU) was established, taking the principles of the School of Excellence, and expanding it by offering all of its 230 employees the opportunity to engage with in-house learning and development programmes, covering continuous improvement, customer service, finance, leadership & management, marketing, sales, and technical training.
BSU signals a major ramp up in investment, but one that is easy to make when you consider the benefits. Training builds self-confidence, keeps the mind sharp, helps with better decision-making and builds a stronger relationship between staff and the company.
Andy Whittaker
Engineering & Quality Director at PP C&A
“If quality is the key to success and recognition, PP C&A would make for a copybook case study and proof that an outsourcing partner can exceed the quality expectations of even the most well-respected machine builders worldwide.
Our investments over the years display a serious commitment to quality, which is essential in our line of work because it directly impacts customer satisfaction, costs, reputation, compliance, and safety. By maintaining high levels of quality, we can gain a competitive advantage and build long-term successful partnerships.”
As the business grows, so does its footprint. It is a reaction to ongoing success with a wider variety of customers, the necessity for more production cells, warehouse space and room for new equipment, as well as more space to train and develop employees.
The first of three facility extensions comprising of up to £2m of investments came in 2007 – the same year the company purchased its first Artos machine and were awarded Investors in Excellence.
The extension came at a time of high growth and ramped up interest in PP C&A’s strategic outsourcing services, so it was utilised to access more production space. Every customer has their own production cells, referred to internally as “mini factories” and the extension ensured that the business could support this approach for the foreseeable future.
Repurposing how certain spaces within the facility were used and ensuring that dedicated space was available for ongoing training and development was the agenda behind PP C&A’s second extension and it spoke volumes to its commitment to people and company culture. It comprised of additional office space for growing engineering, finance, and purchasing teams, as well as car parking and improved canteen facilities. But perhaps most interestingly, it housed dedicated training facilities.
Questions were asked about the amount of money and time invested in training people during this period and since – perhaps because this kind of dedication in similar organisations was few and far between. But Chief Information Officer, Ian Knight has a particularly insightful outlook on that notion:
The third extension in 2017 was a significant milestone. The £1m extension added a further 1,000 sq metres of production space to its existing 4,500 sq metre footprint, to facilitate growth in new technology markets and interest from a wider international customer base.
The extension houses a dedicated logistics and material department with a mezzanine floor, conveyor systems, and state-of the-art barcode scanning to ensure goods are moved around the shopfloor quickly and efficiently.
With three major facility extensions, room for further investment in dedicated space for specific means was at the business’ fingertips. In 2020, over £100,000 was invested into creating a new Electrostatic Discharge manufacturing facility. The dedicated and controlled environment helps facilitate more complex and delicate builds, encompassing high-end PCB assemblies and box builds.
A number of existing customers were asking for this additional capability, so it was agreed that the time was right to make the investment and bring this service into the wider offering. It meant developing an environment that met the specific needs of customers and legal compliance to the recognised standards and involved special flooring, benches, and test equipment – all grounded to earth to ensure that life of the electronics is protected from potential electrostatic discharge.
Furthermore, in 2021, the company underwent a £150,000 solar investment – 450 sq. metres of solar panels were installed and provide enough power to reduce the facility electricity consumption by 40%, saving more than 35 tonnes of CO2 every year.
Ian also oversaw three key technology investments on three separate occasions, with Artos machinery purchases. The first was installed in 2007 and then another in 2011. The latest addition, in 2019 marked a £250,000 investment in ‘world first’ technology.
The Artos CRX33-GVM is a world first in ‘crimping’ technology and was again, a reaction to increased demand for strategic outsourcing services. It is modified for its exact production requirements by Cablespeed UK. These modifications allow it to operate faster and with greater reliability thanks to unique software customisations, plus the integration of two Markem-Imaje Inkjet printers and the very latest in Z&F UNIC-GV Ferrule crimping units – the latter containing the very latest changeover technology.
The first two Artos machines delivered repeatable quality and, importantly, world class connectivity which the business regularly highlights the importance of. The latest addition is a slightly smaller model. However, it has been designed and integrated into a production line where its smaller footprint can benefit from shorter handling distances for processing cables, which in-turn provides even greater accuracy.
These types of investments in new technology are crucial to the business’ commitment to automation and underlines the importance it plays in making its manufacturing processes as productive as possible. When you are seeking strong growth both in the UK and further afield, PP C&A believe the only way to do this is to embrace the latest technology and employ and develop the best talent.
Ian Knight
Chief Information Officer at PP C&A
“A continuous improvement culture in manufacturing can provide a wide range of benefits beyond just improving operational efficiency and it often goes hand-in-hand with well-considered investments.
Investment in training and development, new technology, and your surroundings is a signal of your intentions and a catalyst for growth, not just in revenue, but in the confidence, belief, and wellbeing of your most important asset… People.”
Every investment is a big financial commitment, and several considerations enter the decision-making process, from how we pick opportunities, ensure they’re the right ones, and how investments will add value to customers, employees, and shareholders. And importantly, whether the timing is right.
But first and foremost, the investment should align with the overall business strategy and its objectives. Considering how the investment, be it in new technology and equipment, space, or people will support your long-term goals should help move the decision-making process in the right direction.
When recently interviewed for a feature in Reuters on how ‘broken supply lines’ are driving manufacturing back to the UK, CEO Tony Hague made a reference to investment that very much aligns with PP C&A’s own strategy and what he believes will see the UK manufacturing community through any period of volatility:
It is a simple yet solid piece of advice but behind it are several important points of consideration. Return on investment (ROI) and the cost benefits, for example, need to be analysed. At the highest level, PP C&A will evaluate the potential ROI of every investment, including the expected cost savings, revenue growth, or productivity gains. Assessing the payback period of the investment, and whether it will generate sufficient returns to justify the expenditure is obvious but will help decide whether the timing is right.
The recent solar panel investment is a good example whereby the payback period could be easily identified and therefore despite being in the midst of Covid constructed uncertainty, the investment made good business sense and aligned with the business’ pledge for increasing its positive impact on the environment.
Evaluating market demand is another key area and this means close communication with customers and the wider market. When PP C&A invested in its ESD facility, the opportunity arose because customer voices were heard. The question then is whether the investment will truly help meet the changing demands of customers or help the business stay competitive in the industry.
Lots of things enter any investment discussion and timing can play an important role in the success of a big investment decision. But timing can also be a tricky thing to get right even after carefully considering the market conditions, cash flow, technology changes, and competitive pressures.
Sometimes luck is on your side. Again, looking back at the decision to invest in solar panels was made for good reasons but was made even more beneficial when the cost-of-living crisis hit, and energy costs soared. This situation wasn’t something the business could foresee but thankfully the investment timing meant that the crisis had far less of an impact on the business. But perhaps the lesson here is that you make your own luck. And the simplest way to do that is to always have your eye on the bigger picture.
Investing for the long-term can help mitigate the risk of short-term volatility and maximise the potential for long-term gains. If timing is an art, then a long-term vision is the artist’s chosen perspective.
Stewart Robertson
Finance Director at PP C&A
“Thankfully, we have a leadership team of level-headed, big picture thinkers here at PP C&A and those qualities help to formalise a clear strategy when it comes to investment, identifying the right opportunities and making informed decisions.
It’s part of an organic growth strategy, so when we identify a new opportunity, it not only adds value to the customer, but it also must add value to our shareholders and our employees.”
PP C&A’s investment story underpins its success and its strategic approach to placing unwavering attention on quality, people, the facility, and its technology. These are the pillars to an investment strategy that has existed within the business since its blueprint for quality was laid out some 30 or so years ago.
Whilst these pillars are forever standing, there are also newer ones erecting. Now is the time to invest more stringently in sustainability and environmental initiatives, Corporate Social Responsibility (CSR), and automation. Recently, investment in new ways to manage supply chains has surfaced in the face of industry-wide disruption, and every new business challenge opens the door to new opportunities to make intelligent investment choices.
To reiterate the most important outcome of this exercise, the secret is to always look to the future and be comfortable with the bigger picture. With that said, investment plans going forward for PP C&A are already in the works – You’ll just have to keep an eye on the blog to see where this timeline for success branches out next.
PP Control & Automation has set its sights on breaking the £40m sales revenue barrier in 2024 after having seen sales rise from £24m to £36m over the last twelve months.
The third in a series of six programmes from UK Manufacturing TV looks at the challenge facing SME manufacturers to recruit the skills they need, now and in the future.
Three PP Control & Automation directors roll back the years and document the impact different investments over three decades have made on the business.
PP Control & Automation joined and hosted the WMG, University of Warwick Net Zero Innovation Network Cohort this month as it looks to further boost its green credentials.
PP Control & Automation has completed the installation of 450 sq metres of solar panels on the roof of its world-class facility in Cheslyn Hay.
PP C&A has signalled its intentions to ramp up investment in its recently launched Bright Sparks University (BSU).
PP C&A has invested over £100,000 into creating a new Electrostatic Discharge manufacturing facility.
A world first in ‘crimping’ technology has been installed PP C&A to help with increased demand for its strategic services.
A new £1m factory extension has been unveiled by PP Control & Automation as it singled its intention to double sales by 2021.
As part of an ongoing campaign that celebrates every walk of working life at PP Control & Automation, you’ll find out what makes us, well, us!
From outsourcing champions, exemplary engineers, culture promoters and rising stars, you’ll get access to thought leadership content, individual profiles and video interviews with key leaders, engineers, and apprentices, plus blogs and Q&As, all showcasing the honest and open opinions from inside the organisation.
Come back to the blog in the coming weeks and throughout the year as we continue the campaign celebrating people, processes and partnerships. Follow PP Control & Automation on LinkedIn, Twitter, and YouTube, or by searching #PPCAchampions. For more direct access, subscribe and receive stories from the campaign in your inbox.
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Ian Knight, Chief Information Officer at PP Control & Automation (PP C&A) challenges the prevailing, often vague narrative around AI adoption and reframes the conversation around a more practical starting point: operational constraints.
Artificial intelligence is no longer a distant concept for manufacturers. It is already being explored across quotation, production planning, engineering, quality, supply chain and customer service functions. Yet, for many organisations, the gap between experimentation and meaningful operational impact remains difficult to close.
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