7th March 2023
The news and current affairs programme ran a story on Tuesday 7th March in response to MAKE UK’s attack on the government for its lack of industrial strategy.
PP Control & Automation CEO, Tony Hague agreed with MAKE UK’s stance and was also questioned on reshoring opportunities and long-term investment strategy. The feature starts at around the 15-minute mark and also includes commentary from Verity Davidge, Director of Policy at MAKE UK.
[LINK EXPIRED]
The news and current affairs programme ran a story on Tuesday 7th March in response to MAKE UK’s attack on the government for its lack of industrial strategy.
Buyers are using their experience to navigate an extreme landscape of supply chain volatility whilst also mastering the art of customer service.
This book details not just the supply chain disruption at play, but also the opportunity to break the cycle and take back control.
There is no magic ticket out of the supply chain mess, but it is a time when businesses with the ability to think outside the box can find opportunities, stand better ground and be better prepared when disruption eventually lifts.
After two years of global supply-chain disruption, and with dark clouds on the horizon, manufacturers around Britain’s second city of Birmingham say they are inundated with orders, helped by new and old domestic clients bringing some production back home.
PP Control & Automation CEO, Tony Hague has contributed the the UK Manufacturing Outlook 2022 with his Supply: The universal problem feature.
The latest edition of The Manufacturing Debates from ManufacturingTV came up with a series of proposals for creating a more resilient future for UK supply chains.
De-risking supply chains, mitigating long lead times and ensuring security of supply are driving a major reshoring trend back to the UK according to a leading manufacturing boss.
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?
