9th December 2014
Increasing tax benefits, a greater understanding from banks and a longer term view on return on investment could all help the UK catch up in the automation stakes, according to one of the sector’s leading West Midlands professionals.
Tony Hague believes industry in this country is still lagging behind when it comes to embracing new technology and the benefits of robotics…despite recent economic reports suggesting a greater appetite to ‘close the gap’.
The MD of PP Electrical Systems, who was named as one of the ‘Top 100 Manufacturing Role Models’, feels a change in policy by the government to encourage companies to invest could be a starting point and bring the sector closer in line with international rivals.
For the full story please Click Here
One of the UK’s leading strategic manufacturing specialists is tapping into the UK’s unprecedented investment in upgrading the electricity grid.
As Britain accelerates investment in grid infrastructure, protection and control capacity could become a critical delivery constraint.
The appointment of a new Prime Minister inevitably brings renewed debate about the direction of the UK economy and what it could mean for business.
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.
