16th January 2018
The third and final instalment in our strategic outsourcing series gives an insight into the tangible, real world (and potentially massive) benefits of strategic partnerships.
Ishida Europe is a global business primarily in the weighing and packaging industry. As one of its premier partners, PP Control & Automation are essential to their continued growth. Thanks to a collaboration with Ishida, we can provide an insight into the successful partnership.
The Ishida production model relies on partners like PP, because the company understands the added value to be gained from strategic outsourcing. The relationship began with the sourcing of simple PP harness units, but has led to complete mechanical assemblies and machine body integration. PP’s growing role is in accordance with the increased capacity on Ishida’s part, who – thanks to the added manufacturing power – can widen their range of products and maximise their output, growing profit margins year on year.
Ishida Europe now considers its room for growth virtually unrestricted. By relying on premier partners like PP to handle (and optimise) machine assembly, they are no longer constrained by the physical size of their factory. More than that, they have room to expand into new areas thanks to the added areas of expertise and innovation that a company like PP Control & Automation provides.
Ishida’s focus is in maintaining the ability to respond to customer’s needs. Allied with a flexible outsourcing partner like PP Control & Automation, Ishida can respond to an order intake level that fluctuates from one month to another. Maximising output or reducing costs when necessary.
Our partnership with Ishida is just one of a number of long term successful relationships we’ve been able to build. PP consistently provide our partners with tangible business benefits as well as technical innovation that deliver results.
Maximise your company’s growth potential and remove associated barriers by getting in touch with PP Control & Automation. We can arrange a no obligation meeting and discuss your individual needs.
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?
