20th March 2023
Do you wish the government would just stop the ongoing tinkering to tax changes?
CEO, Tony Hague contributed to this piece in The Times, also published in the Sunday issue on March 19 2023, and it seems the consensus between all contributing business leaders is that it won’t inspire business to invest in Britain, and it especially won’t change long-term investment plans…
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PP Control & Automation has set its sights on breaking the £40m sales revenue barrier in 2024 after having seen sales rise from £24m to £36m over the last twelve months.
The third in a series of six programmes from UK Manufacturing TV looks at the challenge facing SME manufacturers to recruit the skills they need, now and in the future.
Three PP Control & Automation directors roll back the years and document the impact different investments over three decades have made on the business.
PP Control & Automation joined and hosted the WMG, University of Warwick Net Zero Innovation Network Cohort this month as it looks to further boost its green credentials.
PP Control & Automation has completed the installation of 450 sq metres of solar panels on the roof of its world-class facility in Cheslyn Hay.
PP C&A has signalled its intentions to ramp up investment in its recently launched Bright Sparks University (BSU).
PP C&A has invested over £100,000 into creating a new Electrostatic Discharge manufacturing facility.
A world first in ‘crimping’ technology has been installed PP C&A to help with increased demand for its strategic services.
A new £1m factory extension has been unveiled by PP Control & Automation as it singled its intention to double sales by 2021.
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?
