The cost of Deindustrialisation: How New Zealand’s manufacturing decline threatens our economic future
NZ Manufacturer magazine wants more business owners and decisionmakers to speak up and positively make suggestions on issues affecting the future of manufacturing. Dont be silent when your ideas can make a difference. Speak up for your country. Doug Green, Publisher By Sean Doherty, Manufacturing Commentator | NZ Industry Trends […]
Turning manufacturing around
The announcement by McCains of their closure in Hastings and that of Heinz Wattie’s to close three sites around the country has come with a (wait for it) vacuum of comment, suggestions and concern. Neither does it affirm the benefits of having fifty cent cans of vegetables coming into NZ […]
Ecostore: Building world-class sustainable manufacturing from Auckland
Offering environmentally responsible and eco-friendly alternatives to conventional products has been the goal of Ecostore since its foundation in 1993. That purpose is backed by a sophisticated manufacturing operation in Auckland, where ecostore develops, manufactures and packs its home cleaning, personal care and baby products at its own Toitū Net Carbon […]
Exporting in 2026: Sustainability and proof
Exporters are not being asked for their sustainability commitments. They are being asked to prove them. Across global markets, sustainability is becoming a condition of doing business. Not because it is the “right thing to do” (although it is), but because regulators, retailers and procurement teams are building sustainability into […]
Why our car dependence is now a strategic liability
Timothy Welch, Senior Lecturer in Urban Planning, University of Auckland, Waipapa Taumata Rau The war in Iran and the effective closure of the Strait of Hormuz have sent oil prices past US$100 a barrel – and Kiwis flocking to fill up. Petrol just hit NZ$3 a litre and some stations have reported running […]
Tech companies are blaming massive layoffs on AI
Uri Gal, Professor in Business Information Systems, University of Sydney In the past few months, a wave of tech corporations have announced significant staff cuts and attributed them to efficiency gains driven by artificial intelligence (AI). Companies such as Atlassian, Block and Amazon have announced they would lay off thousands of employees due to increased […]
Workplace literacy: The hidden lever of performance
Adam Harvey, Business Performance Partner – Manufacturing, The Learning Wave We all know the story: New Zealand productivity lags behind much of the OECD. For years, it’s been in reports, debated at conferences and written in board packs. You feel it when the same issues resurface, rework creeps back […]
In God we trust: All others bring data
David Altena is Head of Growth & Partnerships at SmartSpace.ai & Co-Founder & Host of The Better SMB Podcast. david@altena.solutions Rob Bull is Director of the New Zealand Lean Academy. rob@nzla.nz Edwards Deming’s line has been quoted so often it risks becoming wallpaper. But for New Zealand […]
Uncertainty and opportunity for Kiwi exporters
By EMA Head of Membership and Export, Simon Devoy With the global trading environment shifting rapidly, uncertainty is the new normal for Kiwi exporters. The latest developments around tariffs from the Trump Administration show just how quickly the rules can change, and how vulnerable small, open trading economies like […]
Busy Isn’t Productive: The Hidden Cost of Broken Flow
A practical reset for factories stuck in firefighting, batching and workarounds. By Neil Robinson, a Senior Business Consultant with Argon & Co (Auckland) specialising in productivity improvement, Lean systems and capability building. A Six Sigma Black Belt and experienced facilitator, he helps manufacturing teams make flow visible, stabilise performance […]
Find a Business Partner – DIY or Not ?
Mike Warmington, Director, Platform1 New Zealanders often like to try their hand at projects especially when it comes to DIY jobs around the house. We pride ourselves on having a can-do attitude. This can transcend itself into business when owners are looking at exit planning strategies. It may sound […]
Q & A Stephanie Fry, General Manager, Stratmore
Stratmore is proud to be a 100% New Zealand owned and operated, family business, with over 71 years expertise in building and construction products supply. Stratmore manufactures and distributes premium, high-performance products for construction and repair and provides comprehensive consulting for the New Zealand construction industry. Stratmore is also […]
Prevention is the strategy for performance in infrastructure delivery
From March issue, NZ Manufacturer magazine Stephanie Pretorius, Managing Principal, Argon & Co Infrastructure projects operate under relentless pressure: tightening margins, rising complexity, public scrutiny, and near-zero tolerance for delay. Yet many delivery environments still default to recovery — catch-up programmes, overtime, task-force escalation — only after performance has already deteriorated. In manufacturing, results improve when the production system is stabilised. Once flow is predictable, investment in capability, automation, and quality at source delivers compounding return. Stability creates ROI. Construction rarely affords itself that discipline. Each project is framed as unique, variability is normalised, and management attention focuses on reacting to disruption rather than designing it out. But the underlying principle does not change. Stability precedes return. In infrastructure delivery, prevention — of defects, rework, design ambiguity, coordination failure, and flow breakdown — is the equivalent of investing in a stable production line. It is a deliberate decision to engineer reliability into planning, commercial strategy, stakeholder alignment, and daily management before work intensifies. The most reliable infrastructure projects take a different path. They do not wait for delay to surface. They design systems that prevent instability from taking hold. Prevention is not a support activity. It is the strategy. Why recovery fails as a performance model Most delays are not caused by a single failure or a lack of effort. They are the predictable outcome of how work is planned, coordinated, and managed across the system. Common causes include: Unreliable handoffs between teams and contractors Late decisions and unresolved constraints Recurring problems across projects not addressed as delivery risk Overloaded schedules with no capacity for variation Poor visibility of emerging performance risks Escalation that happens too late—or not at all By the time these issues show up on a critical path report, the cost has already been incurred. Recovery […]