8th December 2022
Reflection is important. Especially after such a demanding year for the industry. Reflecting allows us to gain perspective, learn from our experiences, and make more informed and thoughtful decisions.
That’s the mandate behind the REWIND22 campaign. We will relive the biggest challenges, but equally, celebrate the successes. And we should look ahead with optimism because the opportunities presenting themselves, are ‘once in a generation’ openings.
In 2022, UK manufacturers in every walk of working life faced several disruptions; still, the uncertainty surrounding Brexit plays its long-standing role alongside the impact of the COVID-19 pandemic, particularly on supply chains. Disruptions have intensified with rising transport and energy costs, availability of labour and a widening skills gap.
It’s made it difficult for us all in the UK manufacturing community. It’s been difficult to plan and create firm strategies, having to adapt repeatedly to changing market conditions.
Despite these challenges, the UK manufacturing industry remains resilient and continues to be an important part of the country’s economy. In 2023, there will be new and exciting opportunities for us all to explore, as new markets and new technologies develop at pace.
An increasing demand for sustainable products and processes, continued focus around supply chain risk management, and more scrutiny around corporate social responsibility with our chosen partners will continue to create opportunities within the UK manufacturing sectors.
Businesses, people and consumers are more conscious of their impact on the environment, and the notion drives new demands. There’s opportunity for increased innovation, and to develop products that meet this demand, which is only going to hasten from this moment on.
It will take significant investment and time to realise its potential – Investment in people and training, processes, automation and robotics, R&D, and collaboration are all key drivers.
Whilst 2022 challenges have been significant, and most (if not all) will linger on, there are also opportunities for growth and success in the coming years. By adapting to changing market conditions, significant investment, and embracing new technologies, UK manufacturers will continue to thrive and play a key role in the country’s economy.
Now, rewind and press play on 2022.
10 key stories of the year depicted as chart-topping records with audio reflections from our people.
A Spotify playlist for the UK manufacturing community to enjoy (or endure depending on your tastes), with songs of disruption, resilience, and opportunity.
A free 44-page e-book with the stories behind the record sleeves, all conceptual artwork and a forward (and fast forward) from CEO, Tony Hague.
And a chance to win a framed A0 poster ‘designed-to-order’ based on your favourite REWIND22 sleeve art.
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?
