9th March 2022
This collection of case studies examines some of the recent strategic outsourcing partnerships delivering against several business pains for machine builders and OEMs, and how those partners are benefiting from the PP C&A approach.
PP C&A look to adopt a consultative approach when engaging with customers, looking to first fully understand and appreciate their areas of constraint and ‘business pain’, before looking to design a manufacturing solution that will deliver specific remedies, based on their individual needs. The solutions PP C&A offer are able to deliver significant and measurable results for every customer.
These case studies have been used to highlight and promote the very real business benefits that have been realised through building close working partnerships with customers.
One of the UK’s leading strategic manufacturing specialists is tapping into the UK’s unprecedented investment in upgrading the electricity grid.
As Britain accelerates investment in grid infrastructure, protection and control capacity could become a critical delivery constraint.
The appointment of a new Prime Minister inevitably brings renewed debate about the direction of the UK economy and what it could mean for business.
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.
A leading aquaculture specialist – that is changing the way fish are vaccinated safely – has signed a major manufacturing deal.
On paper, defined discipline-specific suppliers can look organised. However, every additional supplier introduces another handoff, and every handoff creates another point where time, quality, communication and accountability can be lost.
Very rarely does growth not surface because an OEM lacks ambition. Shortcomings arise because operating models built to support such ambition don’t evolve quickly enough.
