Analysis

Bringing graphene and new materials to market

Remember the computer triode? Unless you’re an early-tech enthusiast, it’s unlikely. Used as switches in the first electronic computers, these vacuum tubes consumed a great deal of power. They were unreliable and upon the invention of silicon chips, were quickly replaced. A new material has the potential to shift entire industries. Here, Kari Hjelt, Head of Innovation of the Graphene Flagship explains how graphene is set to do the same. ‎ Graphene, a material that is just a one atom thick, has exceptional physical properties. The European Commission launched the Graphene Flagship in 2013 to facilitate the transition of graphene and related materials from academic laboratories to applications. With a budget of €1 billion an initial period of 10 years, the Graphene Flagship is one of Europe’s biggest research initiative, aiming not only to continue developing graphene in academic laboratories, but also spearheads efforts for the commercialisation of graphene, preparing for its widespread adoption in industry. Halfway through the ten-year project, the Graphene Flagship has successfully developed over 25 commercial products, using the impressive conductivity, strength and flexibility of graphene to improve on the properties of previously used materials. However, bringing a new material to market is not without its challenges. ‎Historically, it takes an average of 30 years to take a material from its invention into the commercial realm. Low cost aluminium, for instance, was first isolated in 1824, and for a while during the 19 th century it was more expensive than gold, and considered as a very luxurious metal. Aluminium wasn’t widely used until an affordable manufacture structure was set up in 1886, and it didn’t become popular until the early 1900s. Materials that also experienced similar time lags in their adoption include titanium, Teflon, Velcro and polycarbonate, a plastic material used in the manufacture of bulletproof […]

Businesses urged to forget about AI and get back to basics

The average New Zealand SME business uses about eight different cloud applications without seeing any noticeable improvement in productivity or profit. Technology commentator and chief technology officer at OneHQ, Warren Hughes, said that while technology is seen by many as the solution to New Zealand’s productivity problems – the latest shiny object is artificial intelligence (AI) – most of the time the technology only complicates things and wastes time. “Not only are Kiwi businesses riddled with cloud software solutions that cost money, are largely unused and don’t talk to each other, but they’re surrendering control of critical data to offshore multi-nationals.” Hughes says that in his experience from more than 30 years as an IT specialist – in roles such as CTO for Lotto New Zealand, head of product development at Fronde and general manager of Equinox IT – his general observation is that Kiwis are easily seduced out of their technology dollars. “Big budget marketing hypes up many cloud applications like Trello, Slack, HubSpot and Basecamp. On the face of it, they seem cheap. What nobody is telling you, is that to get value out of these tools – and they can be useful – requires a significant investment in time and training. “At the same time, your critical data – such as financial information and your client details – are locked in these applications, which do not talk to each other. Not only do you not ‘own; your data, there’s not much you can do with it outside of those apps,” Hughes said. New Zealand businesses should not concern themselves with the benefits of artificial intelligence because the technology will become part of the software they already use, including apps like Xero and Vend. The technology is not nearly as important as the desired outcome. “If you are […]

Editorial July issue NZM: Be creative, don’t rely on technology

-Doug Green, Publisher. I am sure you know this and are still working out what you can do without – on a company and personal level. Simply, if we are doing well it is from the creative efforts emanating from our minds not from a robot or piece of technology. If we have four good friends it is about all we can cope with – juggling family, work and healthy activities. So, if you are one of those people with 5,000 friends on Facebook whom you have never met then I have one word for you – therapy! If you own or work for one of the high-flying tech businesses in our world then you need to check if you are using the technology properly or indeed actually doing any thing with it. Making things that is! If you work for or own a less advanced technology progressive company, then you need to ask yourself what the resistance is to making the technology work for you? – what exactly is holding you back! It may very well be the lack of real opportunities. Your company’s level of productivity is relative to its level of aspiration and creativity. Which is relative to what you need to be successful. If you don’t maximise the technology, then why have you got it? There may well be a good reason to this awkward and very expensive question. And that is you are clogged up, over exposed and continually being told about the latest software or gadget that will ‘definitely’ improve your business. Our multi-marketed, technology absorbed world is maybe not what you need. A coffee vendor refines the tools of her trade as does a boat builder. Just make sure you are using (and maximising) what you need. And keep it simple…

Smart technologies can improve safety in the oil and gas industry

By Gaurav Sharma, Head of Industries Business, ANZ, Cognizant Employee safety remains a key concern within the oil and gas sector. The nature of tasks and activities makes it a riskier industry than others. Workers’ fatigue is another factor increasing that risk. However, the oil and gas industry is in a prime position to take advantage of technologies such as robotics, wearables, artificial intelligence (AI) and machine-learning (ML) to minimise some of the risks, as well as drive innovation. The risks of fatigue Fatigue is a major contributor to safety incidents in the oil and gas industry. An oil and gas worker’s job includes inherently risky routine and physically demanding tasks such as positioning heavy equipment, climbing on scaffolds, and physical inspections and maintenance. Characteristics specific to the oil and gas industry are also factors increasing that risk, such as fly-in fly-out and shift work conditions, dealing with time zone changes and 24/7 operations, handling hazardous chemicals or working in extreme weather conditions. Research indicates that the injury rate of Australian shift workers is two times higher than other workers, due to fatigue-related factors such as insufficient sleep, disrupted sleep patterns, and extended working hours. Using digital technologies to predict fatigue risk There is an increasing awareness across risky industries that digital technologies have an important role to play in improving work safety. Leading oil and gas providers are now looking to improve their current standards even further through data collection, monitoring, and automation. However, there is still a long way to go to full adoption, as estimates suggest that just one percent of the data currently captured by operators is being used for improvement purposes. These technologies can provide companies with better control on workplace hazards and better training, while improving onsite communications and overall workforce and business asset […]

People, people, people – the future of work

So, I challenge you. When imaging the future of work, put people at the centre. Adele Rose – 3R Group Chief Executive What is the future of work? Is it a world filled with automation – machines ceaselessly performing tasks humans once did, never tiring, never falling ill, generating maximum profit? I believe he tangata, he tangata, he tangata (it is the people, it is the people, it is the people). I believe this because there is a shift starting to happen in business in which the impact of what we do is becoming an important metric of success. In the recent Institute of Directors Magazine overview by Chief Executive Kirsten Patterson, she states the seasons are changing. The skills needed to lead through the future of work challenges of tomorrow are quite different to the traditionally valued skills of yesterday. Kirsten reminds us that regardless of whether the robots are knocking on the door to your office yet or not, the new valuable skills for the future of work are our adaptability quotient, and our ability to be lifelong learners. It was Mahatma Gandhi who said we should, “learn as if we were going to live forever.” One of the great thinkers of our time on the future of work, Chris Kutarna, spoke at the recent Pacific Summit on the Circular Economy, which I attended. He reminds us that we can plan for the future we can see – the future that, from where we’re standing now, we know is coming. However, he asks us “what about the future we can’t see?” Chris challenges us to shift our thinking – our ability to conceive what is coming next – from an organisation-centred economy where people are sought to perform valuable tasks, but are also seen as a “cost”, and […]

The revival of strikes in New Zealand

Last year, more than 70,000 workers walked off their jobs in New Zealand – the highest number of people on strike since the late 1980s. The reasons for the strike wave are political and economic. Strikes were supposedly something of the alleged “bad old days” of the 1970s. But during the first year of Aotearoa New Zealand’s Labour-led government, a strike revival ensued. At least 70,000 people, if not more, walked out last year. Strikers included nurses, teachers, bus drivers, port workers, fast-food workers, retail workers, steel workers and public servants. While official figures for 2018 have not been published yet, this represents the highest number of people involved in strikes since the late 1980s, and possibly the most working days not worked due to stoppages since 1992. For many strikers, it represents the first time they have participated in walkouts. An unexpected strike wave? According to some, this strike wave was not supposed to happen. Trade unions were thought to be too weak to strike. One employment relations textbook asserted in 2009 that “strike action is seen increasingly as an inefficient and outdated strategy”. The Public Service Association (PSA) secretary Erin Polaczuk recently argued that as unions today have become more feminised and mature, they have increasingly avoided “stupid oppositional behaviour”. Nevertheless, women have led the strike wave. Women made up most participants in most strikes, and female union delegates were often at the forefront of disputes. Indeed, stoppages have mostly occurred in majority female occupations such as teaching, nursing and government sector work in general. It is as difficult to predict strike waves as it is to predict recessions. This is because both are the result of many complex causes, including the unpredictable nature of human agency. This wave is no exception. Political causes Political factors help to partly explain the stoppages, but cannot […]

Energy efficiency on the land

-Edgar Ludwig, consulting engineer for energy efficiency Efficient use of fossil fuel and electricity will help farmers to reduce greenhouse gas emissions and the energy bill. While fossil fuel is mainly used for the vehicle fleet, electricity is used for running equipment such as milk processing and feed processing. Each farm is different and there is no general data available to gain sufficient understanding about their specific energy use and emission. This makes it hard for farmers to identify detailed saving opportunities and take actions. Particularly on milk processing where there are a variety of opportunities which should be addressed. Such as: Adequately sizing and locating equipment such as coolers, compressors and condensers. Optimising the operation for equipment such as pumps for vacuum, milk and water. Insulating tanks and recovering the heat from the refrigeration side to generate hot water. Operating the lighting with energy efficient bulbs, natural lighting. Deploying of renewable energy sources such as solar PV. The New Zealand government and the advisory sector provide practical advice and funding to help the agriculture economy to reduce their impact on climate change. The Energy Efficiency and Conservation Authority EECA provides a wide range of self-assessment tools to map the energy efficiency, the achievable savings and compare against other dairy farms across New Zealand. More details are provided in their web site. https://www.eecabusiness.govt.nz/tools/dairy-farm-energy-efficiency-tool. The Energy Management Association New Zealand EMANZ provides a directory of specialist for conducting detailed energy surveys in accordance to industrial standards. The outcome of such an energy survey will include: Analysis of current energy use and greenhouse gas emissions. Analysis of the farming benchmark and tariff structure. A plan to measure and manage the energy users. A business case for each opportunity to make a decision on the investment. An action plan. More details are provided […]

Greater focus needed on the wellbeing of business

-Leeanne Watson, CE, Canterbury Employers’ Chamber of Commerce Perhaps unsurprisingly New Zealand’s first Wellbeing Budget isn’t a business budget and it’s certainly not about to transform our economy. Yes, there were pockets of funding for innovation, research and development, skills and infrastructure which will help some businesses develop at higher levels and contribute to growing the economy. This included the Government’s $300 million fund for investing in New Zealand’s venture capital markets, $157 million to assist firms in developing high-value low-emissions products, $197 million allocated to vocational education, and $1 billion earmarked for rail. At a local level we are also very pleased to see an increase in funding for the Christchurch Schools Rebuild Programme. However, the focus of the Budget was largely on dealing with pressure points in respect to key social issues such as education, health and housing. While investment in our most important asset – our people – is significant, it needs to be remembered that only through strong economic growth and a business sector that is willing to invest can many expenditure programmes be supported over the long term. The key aspect that has been overlooked is an explanation of how the Wellbeing Budget approach will support and enable business growth, lift productivity and reduce the burden on business. We need to focus on productivity as the main driver of economic prosperity. This isn’t news – in fact, it’s far from it. Comparative to other countries in OECD, our economy has long had the challenge of how to increase productivity. According to the OECD, New Zealand performs about 30% below the OECD average in terms of GDP per capita. While the Government seems to have skirted the whole productivity issue, for manufacturers, there is one area where the Budget did deliver – with the Future-Proofing New […]

The four factors essential to building a quality production line

-Andrew Stackpole, Assembly Shop Manager at Facteon Developing an efficient and polished machine building process can take a manufacturing company decades. What’s most important is that throughout this process, the focus is on building a quality production line that allows for the manufacturing of best-in-class product. Since beginning my career as a Machine Builder in 1994 and working through to my current role as Assembly Shop Manager at Facteon, I’ve come to learn that there are four key factors involved in developing a quality production line. 1. Quality components produce quality product By keeping the production of machinery components in-house where practical and possible, you will play a more active role in quality control. It was for this very reason that Facteon established its own in-house Build Shop and Machine Shop to cater to internal and external customers. The team retains full control over every component produced and as it’s not heavily relying on delivery by third parties, it can be certain that the component will be available on site when required. To achieve the necessary levels of precision in component manufacturing, collaboration is key – both in the initial phase of producing your components and in the build phase of the production line. Looking at opportunities to integrate the latest technologies with more traditional machining methods, will allow you to fully harness the potential of the machinery while using the latest technology to improve precision and efficiencies. Partnering with reliable external suppliers For any components that can’t be produced in-house, consider looking beyond your own capabilities and using the services of thoroughly vetted external providers. For example, Facteon uses suppliers based in New Zealand, China and the United States and vets these suppliers through a tiered rating system to ensure that our standards are met. If you’ve outsourced the […]

What is a Wellbeing Budget?

It is commendable for Government to tackle things in different ways, to take an in depth look at how are all doing and try to make our lives better -Doug Green, Publisher, NZ Manufacturer There are plenty of areas to focus on – one might say the usual suspects – health, education, housing, domestic violence and the shocking role alcohol plays in this…just saying, skills training – to lead to fairness and equality. However, the strength in the Wellbeing Budget will also be seen in the focus Government gives to economic matters – in an economy that is starting to slow down. Circling all this good will and intent is Productivity. Grant Robertson knows this. If Productivity cannot be lifted, then there cannot be wage growth. If we don’t experience wage growth, then people do not get ahead. Have you ever heard of a power company or cable provider reducing their charges because the consumer isn’t keeping up with the cost of living? Dieter Adam, Executive Director of The Manufacturers’ Network tackles some of this in his article on Page 10 “Relearning what it means to be globally competitive” when he says “we could sell more if we could make more, and we could make more if we had the right people for it”. And of course, the right people are the well-paid people who can afford a home, good healthcare and education for their children with the incentives in place for them to do a good day’s work. I am impressed with EMA Chief Executive Brett O’Riley’s personal viewpoint on Page 29 about the Overseas Investment Office’s decision to block Waihi mining company OceanaGold’s application to purchase nearby farmland to expand its operation. He sees this decision as a disincentive to business investment for the good of the […]

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