Analysis

Southern regions to become collaborative industrial powerhouse

Can Southland and Otago’s manufacturing engineering sector be the fastest growing and most competitive of its kind in New Zealand? Despite the challenges being thrown at the sector, the Southland Otago Regional Engineering Collective (SOREC) believes it can. SOREC has launched its capability mapping project to establish these two regions as an elite collective of engineers and manufacturers who are able to execute projects across numerous industries and fields. SOREC was established by industry for industry, to ensure the sustainability of engineering in Southland and Otago. It is an incubator for industry to work together by growing and sharing the pie. As New Zealand cautiously claws its way to recovery post-Covid-19, it’s the country’s regions that can feel the greatest impact. However, those regions also have significant potential to drive economic recovery. SOREC has a plan to help build on that potential, and now that plan is being put into action. During the next few months, the organisation will be conducting research and surveying the manufacturing engineering sector in the two regions, to create a comprehensive matrix of all the businesses that fall into this industry and mapping their capabilities. SOREC general manager Ceri Macleod said this would create a database of skills and a prospectus of sorts for Southland and Otago. “This will effectively show potential clients what we can do, how vast our breadth of knowledge and skills are, and the value we offer in working collectively,” she said. “It’s going to give the southern region the ability to put forward compelling business cases for large manufacturing engineering contracts, in sectors such as defence, transport, infrastructure and high-tech production by working collaboratively.” If international and national contracts could be filled from the south, then the growth of the industry would mean more jobs, greater investment in new technology, […]

Setting the pace: Starting a step change in construction performance

By Stephanie Pretorius, Senior Consultant, Intent Group Lean in construction is still well behind manufacturing in terms of uptake in New Zealand. There are some key factors affecting the pace of change, including lack of an industry standard for ‘what good looks like’. Construction has just begun to realise the potential benefit that comes from a focus on continuous improvement to processes, maximising customer value and improving throughput. How can construction pick up the pace and make sustained progress towards performance improvement? Construction is a collaborative industry that has a number of recognised issues. A joint initiative between Government and Industry was started last year in an effort to address known issues and kick-start closing the gap towards better performance. The 2019 Construction Accord sent a clear signal that sector transformation is needed over a three-year span with improved performance being the goal. Downer’s Transport Services Northern business is an excellent example showcasing ways to actively realise the intent of the Accord. One of the objectives of the Accord is to lift performance through better business management practices. Downer started an improvement journey in 2017 that was aimed at introducing better practice and creating a stable foundation for continuous improvement (CI). Their culture was transformed over the last three years as the business pursued CI with dedication and commitment. While it is still the beginning of their journey, they have made remarkable progress due to strong leadership and wide team engagement towards the new direction. The initial driver for the business was a step change in culture with a focus on continuous improvement to better protect intellectual property across core processes within the business. Setting an intention to be significantly different in three years, the Northern Leadership team embarked on a transformation journey. The goal was to develop the capability […]

Post-Covid-19 construction crunch – From survive to thrive

-Stephanie Pretorius, Intent Group New Zealand’s construction industry has been heavily disrupted since the arrival of Covid-19 to our shores. A relief package is now available, with the New Zealand Government investing heavily in the industry to the tune of $3B. Funded infrastructure projects include a significant amount of ‘shovel ready’ projects identified to support the short-term pipeline over the next 12 months. Despite extra funding, certain segments of construction are likely to still be negatively impacted. As an example, Auckland alone recently lost $500m from Council revenue budgets; the flow on effects are still to be determined. The funding pipeline may be affected for multiple years and there is risk of misalignment of capacity as funding may swing between years. The intent of the fast tracked ‘shovel ready’ projects is to quickly stabilise cashflow, as well as the pipeline for the industry, and to help construction survive in the short term. But how can we take this further and help construction to thrive in the long term? As a sector, construction has been ‘sailing close to the wind’ for a long time with tight margins and low productivity. The Construction Accord (Accord) has set the tone for the future, outlining goals for improved productivity, capability and resilience. Now is the time for industry players to take ownership of the direction for their own long-term sustainability. If improving productivity is an Accord goal – who will be the first to take bold action? Staking a claim to become excellent at what you do, and getting better every day, is going to pay dividends in terms of preferred supplier status, higher profitability, people retention and development, and ultimately long term survival. Many construction businesses took away lessons learnt from their Covid-19 experience as the ability to respond and adapt to trying […]

Business, Covid, and the 2020 election

Most businesspeople approve of the Government’s handling of the COVID-19 outbreak, but many are uncomfortable with New Zealand’s resultant debt. And business wants a plan for raising economic performance to deal with Covid fallout. The key findings of the Deloitte and Chapman Tripp Election Survey hosted by BusinessNZ- were presented at the virtual Deloitte and Chapman Tripp Election Conference hosted by BusinessNZ in Auckland today. This year’s survey shows a clear view by business that the Government has done well in its initial response to the Covid-19 situation. There are mixed feelings about whether the Government has spent the right amount on business support, but there is strong support for the wage subsidy and leave schemes. Looking ahead to the period of Covid- and post-Covid recovery, businesses want to see the Government focused on economic well-being, with a coordinated plan for recovery that includes building infrastructure. For the general business environment, businesses want to see the regulatory burden on business reduced, the RMA overhauled, and 90-day job trials allowed for all businesses. A large majority don’t want tax increases. Deloitte Chief Executive Thomas Pippos says, “The survey defines the areas of interest to New Zealand business. This year’s results show a clear focus for future governments, even with the high levels of uncertainty caused by Covid-19. “There is an understanding that as a country, we are dealing with an unanticipated and disruptive situation. Overall, survey results suggest there is general support for the actions taken by the Government to date in dealing with the Covid-19 pandemic which is the key positive the Government can take from the survey findings.” Chapman Tripp Chief Executive Partner Nick Wells says, “With little sign of the pandemic easing in the short term, and an uncertain prospect of a vaccine, our collective focus needs to […]

Investment in our manufacturing industry is a win-win for all

-Helen Down,Chief Executive, Hutt Valley Chamber of Commerce. “The most important thing the Government can do in these turbulent times is to keep a strong manufacturing base in New Zealand. This will not only help solve the unemployment situation but it supports local supply chains and has a strong flow on effect to all society. “The Hutt Valley itself has a huge manufacturing base. There’s not a lot we can’t do in this valley and across New Zealand. “We have all the skills and resources as well as business owners motivated and keen to act with speed and manufacture things quickly,” said Helen Down, Chief Executive of Hutt Valley Chamber of Commerce. Since March the Hutt Valley Chamber of Commerce, along with Hutt City Council and Upper Hutt City Council, has been running a Hutt Valley Covid 19 Business Support Programme through various levels of lockdown. It has been working to ensure local companies get all the support they can and has been raising the profile of the needs of the manufacturing sector with government. “Several of our local manufacturers instantly pivoted their business during lockdown earlier in the year and have proven they can very quickly adapt their products and services to meet sudden domestic demand changes. “We all need to see this sector for what it can be going forward, and not what it used to be decades ago.” One example came as a result of a significant downturn in business at Lockdown. Local packaging and supplies company Packaging Products partnered with local manufacturer Aluminium Extrusions to create and supply a pedal operated freestanding hand foam sanitiser dispenser which requires no batteries or sensors. Aluminium Extrusions quickly designed and manufactured the unit with Packaging Products supplying the hand sanitiser as well as some distribution. Together, with the Hutt […]

Can we grow our future leaders?

Ian Walsh, Managing Director, Intent Group New Zealand’s fall from grace in the OECD rankings over the past 50 years, and our poor productivity overall, is underpinned by factors such as our geographic location and lack of investment in research and development. The primary reasons though, are our poor performance and second level leadership, with studies exposing our lag in this regard. Kiwis work in a unique commercial situation in that 90% of our businesses are SME’s, typically with less than 50 people employed. In this environment, the ability of businesses to invest in talent development, provide mentoring and to create a culture of excellence, is limited. Many business owners and managers need training themselves to develop their skills in finance, business planning and suchlike. In an environment where they are building a business, developing new products or services, employing people, managing finances and capital plans, there is limited ability and understanding to grow the human capital as well. It’s a day to day struggle just to remain afloat, and even more so since Covid-19 hit our shores. In such an environment, every hire is a big decision. It is a serious commitment. So, when confronted with graduates, businesses are naturally uncertain, recognising that it will be some time before their investment pays off and aware that the employee may soon head off on an OE. All of these considerations make it tough for graduates to get jobs, and create problems for the entire system, with people rightly questioning the value of a university degree. Many large companies have stated publicly that a degree is not required for a great number of roles. The reality is that if you can demonstrate you can do the job without the degree, then your experience becomes more valuable than the piece of paper […]

Post-Covid-19 construction crunch – From survive to thrive

– Stephanie Pretorius, Intent Group New Zealand’s construction industry has been heavily disrupted since the arrival of Covid-19 to our shores. A relief package is now available, with the New Zealand Government investing heavily in the industry to the tune of $3B. Funded infrastructure projects include a significant amount of ‘shovel ready’ projects identified to support the short-term pipeline over the next 12 months. Despite extra funding, certain segments of construction are likely to still be negatively impacted. As an example, Auckland alone recently lost $500 from Council revenue budgets; the flow on effects are still to be determined. The funding pipeline may be affected for multiple years and there is risk of misalignment of capacity as funding may swing between years. The intent of the fast tracked ‘shovel ready’ projects is to quickly stabilise cashflow, as well as the pipeline for the industry, and to help construction survive in the short term. But how can we take this further and help construction to thrive in the long term? As a sector, construction has been ‘sailing close to the wind’ for a long time with tight margins and low productivity. The Construction Accord (Accord) has set the tone for the future, outlining goals for improved productivity, capability and resilience. Now is the time for industry players to take ownership of the direction for their own long-term sustainability. If improving productivity is an Accord goal – who will be the first to take bold action? Staking a claim to become excellent at what you do, and getting better every day, is going to pay dividends in terms of preferred supplier status, higher profitability, people retention and development, and ultimately long term survival. Many construction businesses took away lessons learnt from their Covid-19 experience as the ability to respond and adapt to […]

Manufacturers call for urgent decision on Level 4 operating

Manufacturers are calling on the Government for a pre‐emptive decision to allow all manufacturing (including exports) to remain operating if there is a move to Level 4. New Zealand Manufacturing Alliance* spokesperson Rachel Barker, CEO of Plastics New Zealand, says New Zealand cannot afford to shut down its manufacturing again and businesses need a decision now. “Another shutdown of our manufacturing businesses would be devastating not just for sector businesses but for New Zealand,” says Barker. “The Government has had months to work on a decision to keep manufacturing open during Level 4. “Our businesses are prepared, with proven safe work protocols in place for operating under Level 3, keeping thousands of Kiwis in jobs and safe. It would be a smooth transition into operations under Level 4. “We need to see a proactive and pre‐emptive decision now from Government to allow all manufacturing businesses to remain operating ahead of any possible move into Level 4.” “Keeping all manufacturing operating will be critical to keeping people in jobs, domestic and export supply chains moving and helping our economy keep ticking over.”

The IoT supply chain risk: Why everyone should pay attention to Ripple20 vulnerabilities

By Michael DeCesare, chief executive officer and president, Forescout. We see IoT and connected devices all around us – there are billions of them, and they are hard to miss. I speak all the time about the cybersecurity challenges these devices pose, and advocate for organisations to protect themselves. But sometimes the threat lies under the surface. The reality is that when you buy an IoT device, you are buying a lot of embedded components and you do not really know where those components come from. For a variety of reasons, most IoT devices do not run standard Windows operating systems. Instead, they use organically developed and various third-party sourced code libraries for essential functions such as network communication. These code libraries pose just as much of a risk as the devices themselves, if not more so because a user or company likely has no idea what lies under the hood. Forescout Research Labs has been working closely on the disclosure of vulnerabilities of this type that could potentially impact tens of millions of IoT and OT devices. Working closely in partnership with JSOF, who first discovered the Ripple20 vulnerabilities, our researchers have leveraged the 12 million devices in our Device Cloud data lake to together identify nearly 100 vendors that are potentially affected. The Ripple20 vulnerabilities are in a software library and TCP/IP networking stack made by Treck. You probably haven’t heard of Treck, but the company has been around for 20+ years and its TCP/IP stack is used in many common devices, including industrial control systems, medical devices, VoIP phones, printers, etc. In total, JSOF estimates these vulnerabilities could affect tens of millions of IoT and OT devices. Given the widespread nature of the findings, JSOF has been working closely with the Cybersecurity and Infrastructure Security Agency (CISA), Department of Homeland Security (DHS), national CERTS (Computer Emergency Response Teams), as well as Treck to ensure a proper disclosure […]

Reimagining supply chains to build long term resilience in a post-Covid world

By Richard Morgan, Country Manager, Genpact The Covid-19 pandemic has disrupted all facets of supply chains. Whether it is in the retail, telco, or transport industries both global and local supply chains have been severely tested, having to adapt to new demand patterns, supply constraints and logistical challenges. This unprecedented disruption has only magnified changes in consumer behaviour, under-investment in supply chain tools, technology, and people that were already challenging organisations. As the risk landscape is set to only get more uncertain and complex in the future, building resilient and more agile supply chains is crucial. Learning the Covid-19 lessons If Covid-19 has taught us something is that the strength of a supply chain is only as good as its weakest link. Organisations must use the current disruption as an opportunity to do a full audit and assess how well its supply chain functions can better respond to future disruptions. To build long term resilience companies must re-examine their old supply chain assumptions and evaluate the strength of their end-to-end supply chains. Businesses need to fine tune demand planning, search for deeper visibility of material planning, test supply planning technologies and continuously evaluate logistics plans. Supply chains must move from executors and a cost centre to a source of competitive advantage that unlocks operational margins and builds stability in an uncertain world. Stabilising supply chains: a cross collaboration with risk management teams To address the volatile nature of current – and likely future – supply chain operations, organisations should start by mobilising a dedicated crisis and risk management team that can help advise supply chain teams. A cross collaboration with risk management experts can help build focused risk scenarios and assessments, as well as design new processes and frameworks for rapid replanning, demand forecasts, supplied engagement and reporting and governance. Working […]

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