It is a well-documented fact that the single biggest contributor to machine downtime and field failure is caused by poor electrical connectivity.
Just one poor crimp connection can cause machine failure, and the sheer volume of electrical connections in and around a piece of complex machinery could make this particularly challenging.
In order to avoid the damaging costs associated with this failure and to not add interference to an already disruptive business landscape, you will want assurances from your outsourcing partner or control panel builder that they recognise the importance of repeatable quality…
In every manufacturing vertical, an hour’s downtime now costs a firm at least 50% more than it did two years ago. Pent-up post-lockdown demand, global microchip shortages, and inflation are key factors. The overall costs are eye-watering!
Imagine how good you would be at something if you did it every day for over 50 years.
The design and build of electrical control panels for many of the World’s leading machinery builders is a core discipline underlining the success of the company.
The quality of workmanship, engineering, connectivity and investment in automation is testimony to why PP C&A has developed its reputation as an award-winning and leading authority in control & automation systems and products from its 5,500 sq m² facility in the Midlands.
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.
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.
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