2nd October 2018
Here at PP Control & Automation, we combine our extensive engineering and production capabilities in order to design an outsourcing solution that delivers the desired result. This latest video concentrates on our Engineering and Production Capability in Electrical Control Systems – One of 6 core capabilities which make up our total Control & Automation solution.
We will be releasing more in this new video series in the coming weeks, including an insight into capabilities such as, Electronics – integration and “box build”, Pneumatics & hydraulics, Vacuum chambers and gas management systems, Mechanical assembly and Cabling & Interconnectivity Solutions.
We provide a full outsourcing solution, from smaller box builds to large floor standing suites and our Electrical Control Systems capability is part of a full production engineering service that ensures repeatable quality and performance.
Our comprehensive engineering design capability is seen through to production with full approval for North American markets to UL508A. A complete panel and machine ‘design for compliance service’ involving part selection and layout is all included, and the numerous business benefits are clear. Find out more about UL capabilities and the benefits here.
Every customer requires a specific outsource solution that is unique to their needs. We will never assume that what has worked for one client will work for another. We will work with you and your team, considering all factors that can impact the program.
With our help, alongside our trusted technical partners, you can boost your production without increasing overheads, saving you money on your bottom line.
Please complete the form below and our team will be in touch.
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.
Recent weeks have brought two important industry moments into sharp focus, concluding that demand for AI and automation is rising, but investment, skills, and long-term thinking must follow.
For decades, one question has sat at the heart of operational strategy for machine builders and OEMs: make or buy? It’s a familiar debate and it isn’t the wrong question by any means, but perhaps it is an incomplete one.
In most machine building businesses, change is still treated as an exception. A late-stage drawing revision, component substitution, or wiring tweak discovered during build. Each one is handled, resolved, and signed off. And then everyone moves on. But what if that’s the wrong way to think about it? What if change isn’t the disruption to the system but the system itself?
