29th May 2024
Richard Spears, PP Control & Automation (PP C&A) Marketing Manager and the person behind the formation of the PP Plus network joins Christopher Greenough in conversation on SMEFocus.
SMEFocus is brought to you by FactoryNOW TV, MTD and Jefferson, showcasing brilliant UK-based SMEs and their people. In this episode, Richard discusses the formation of PP Plus, its mission, and working towards a blueprint for better collaboration.
Watch the 10-minute episode on demand.
“One point that we really need to get across is that there is an important pre-requisite to all of this, and that’s that any economic wealth created stays here in the UK.
Yes, we want to support these innovators to the point of manufacture, but also be saying that the UK is where you should be manufacturing your new product”
Richard Spears, Marketing Manager,
PP Control & Automation
PP Plus is an easy access support network designed to help create a more sustainable and environmentally friendly future by supporting the growth of technological innovations in the UK.
PP Plus offers three pillars of support (Manufacturing, Business, Academia) that give access to hundreds of capabilities, services, and methods to help fledgling businesses rise through seed investment, to the flourishing market debut of their ground-breaking green technology.
The PP Plus partner network, founded by PP C&A, is a carefully curated collective, selected with discernment and purpose. They share a unique blueprint for better collaboration. Together, they constitute the most accessible growth support network in UK manufacturing, serving as the catalyst for a multiplier effect that unites entire communities in the shared mission of guiding successful innovation.
For more information on how PP Plus is supporting GreenTech innovators, see the brand new website, launched to promote its important mission and the services of its network of over 20 partners.
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?
