Business News

Cosmed Group – a byword for innovation, efficiency, quality and respect

For Cosmed Group, the upheaval of the last two years has been unexpectedly good for business. Based in East Tāmaki, it’s the leading New Zealand-owned contract manufacturer (OEM and ODM) for the skincare, cosmeceutical, cosmetic, baby care, hair care, pet care and personal care industries. Co-founder, Dr Olga Garkavenko, says the pandemic came into this world unexpectedly and changed the way society operates. “This has caused a lot of businesses to rethink their strategy. Not only are the established successful brands switching to us, but there’s also many new players too,” she says. Dr Garkavenko’s core strength is in Biotechnology R&D, but she says it is a team effort all round. “I’m proud of all of our dedicated and enthusiastic team members. We have more than 100 years of combined experience across all the services. “This includes Cosmetic Science Research, Ingredient R&D, Business Management, Quality Management, Environment Management, GMP Production, Cosmetic Care, Personal Care, Health Products, Consumer Products, Supply Chain, Engineering and Customer Services”. Who and what About eight out of ten of Cosmed’s clients are based in New Zealand. Most of these clients want help in developing formulation of their own brand, ensuring quality across each stage of the process. Cosmed Group creates a unique business package for each client, including VI Design, packaging solutions, product IP issues and registration. Sustainability and ethical sourcing A big selling point for Cosmed’s products are that they are made in New Zealand which has a good reputation overseas for its natural and sustainable products. The demand for natural ingredients in cosmetics is on the rise globally, and environmental issues are growing in importance, making sustainability, ethical sourcing and their related labelling schemes more prominent. Changes in consumer behaviour and lifestyles are also creating openings for natural ingredients. Cosmed Group is BioGro NZ […]

Southland businesses benefiting from investment in technology

Businesses from Southland to as far afield as Canterbury are benefiting from a new computer numerical control (CNC) laser cutter investment from Southland firm MPE Limited, the first of its kind in the region. MPE Managing Director, Chris Hughes, said offering this technological capability had been highly sought after given the current pressures on labour and the continued focus on increased productivity currently experienced by southern manufacturing industries. “We’re helping our customers where we can, by taking the manual work out of specific jobs that can sometimes take days or weeks to complete. The automated function of the laser saves time and money, leaving the staff to utilise their time and skills more efficiently to add real value elsewhere in our clients’ businesses,” he said. Not only is the new machinery the single largest investment MPE has seen in decades, it is also an investment for the general industry in the lower to mid-South Island, offering customers a new, intelligent automated option for their steel processing and engineering needs. Chris said there were several machines that cut flat plate and used similar technology, but no machines in Southland that could do this to various profiles of sections other than plate. The design software converts 3D files into a code format for the machine and then the computer’s numerical control process takes over and produces high precision parts at speed which are more efficient than traditional methods, thus saving time and resources. Not only does it cut steel sections, but it was also designed and manufactured to be able to cut through a range of different profile sections in various steel, stainless steel, aluminium, brass and other material types. Chris said that MPE had further integrated into their clients’ supply chain by performing this type of work which has allowed their […]

Double,Exposure,Of,Engineer,With,Oil,Refinery,Industry,Plant,Background,

Endeavour Fund awards more than $10m to HERA to build world-leading construction sector

HERA, the heavy engineering research association, has been successful in the 2022 round of the prestigious Endeavour Fund, which supports important scientific research projects seeking to address some of our biggest challenges. HERA has been awarded a grant of close to $10.3 million to support a four-year research project focused on transforming the construction sector in Aotearoa New Zealand using Construction 4.0 approaches. Fundamentally, it will improve productivity for the construction sector more broadly, with key outcomes including better economic performance, building and infrastructure affordability, and a larger workforce which is more skilled, innovative, and digitally literate. HERA CEO Troy Coyle says, “Our research team is both excited and thankful that the Science Board, assessors and the Minister of Research, Science and Innovation appreciate the significant contribution this project will make to the sector and New Zealand economy. “This programme not only addresses key challenges identified by our members and wider industry, but will be world-leading in creating data-driven decision-making for the future of construction. “Currently there is a profound limitation in the way we perform construction in Aotearoa New Zealand. Complex decisions are being made based on simple data inputs and in linear silos with little inter-connection or data-derived decision support. “This project will improve design to construction (and beyond) by bringing together industry and a team of global experts rigorously vetted, who will use complexity science to build upon developing nascent global Construction 4.0 knowledge. “We also recognise the Science Board’s focus on Vision Mātauranga as it is something that aligns strongly to our own commitment in this space. We see this as an opportunity to bring a more holistic approach to the key components of the program of Industry 4.0, sustainability and mātauranga Māori. Our linkages internationally, to industry, and to existing research programmes will ensure project […]

To Trace or not to Trace, that is the question

EMA As our Smart Factory Showcase continues building momentum in the Industry 4.0, manufacturing and technology space, it’s time to share some insights into what we’ll be covering. Each showcase covers several key areas of operation at Nautech Electronics. These include sales and planning, systems, connectivity, research and development, production, testing, facilities, smart business models and implementation strategies. Industry 4.0 and the showcase are all about highlighting how a range of digital technologies enhance manufacturing performance, output, monitoring and control, keeping businesses globally competitive. Today, we’ll look at all things Traceability and help you decide whether implementing a traceability system might work to keep your business globally competitive. What is Traceability? In manufacturing, Traceability, or “Trace” and “Ability”, is the process of gathering and managing data related to your manufacturing processes. It allows you to effectively track all parts and products involved in manufacturing operations including history, location, status. It provides visibility and transparency from the moment raw materials enter your factory through to tracking your final products as they are exported, sold or shipped. Traceability systems use technologies such as QR codes, barcodes, sensors, IoT (internet of things), RFID (radio frequency identification) to trace the products or parts and relay the information back to a centralised system. There are two perspectives when it comes to product traceability, these include: Chain traceability This is forward and backward product traceability – This means that manufacturers can easily track products from raw material to the distributor, which ensures the distributors or consumers can understand where the product came from. In some sectors such as food and beverage, it is a requirement to trace at least one step forward and one step backwards in the supply chain. Internal traceability This is about monitoring the movement of parts and products within a limited […]

NanoLayr’s sustainability roadmap charts the way

Article from Dr.Barbara Nebel,CEO, thinkstep-anz www.thinkstep-anz.com Want to make your manufacturing business more environmentally and socially sustainable? When you’re a busy manufacturer, investing in a sustainability roadmap can be the difference between talking about sustainability and making it happen. In this article we explain what a sustainability roadmap is and why your business needs one. We also talk with Auckland-based functional textile manufacturer NanoLayr about the benefits it’s seeing from theirs. What is a sustainability roadmap? A sustainability roadmap charts the course your business plans to take to become more environmentally and socially sustainable. Think of it like a Google map. Plug in your destination (a more sustainable manufacturing business) and Google offers up a host of ideas to help you with your journey. Street names and directions? These are the high-level sustainability actions you need to take to reach your destination. In a manufacturing business they may include sourcing renewable materials or tackling waste in your packaging. Alternative routes? Think of these as your options and trade-offs. There are many ways to become more sustainable. You’ll need to assess different projects and prioritise them. Distances and different modes of transport? These are the resources you’ll need to commit and the people you’ll need to involve: team members with clear responsibilities, external stakeholders such as suppliers, and (probably) some budget. Journey times? They’re the high-level timelines you’ll work to. Map your sustainability actions into blocks of time. You may be able to complete some within six months to a year. Other activities will take longer. Assign them over the medium term (say one to two years) and longer term (say two years plus). Bring this ‘journey’ information together and you have your sustainability roadmap: a summary of your sustainability goals and the projects, resources and timetable that will help […]

Treotham presents world’s first driven e-chain system for long travels

High dynamics and long service life: the igus drive-chain is the world’s first powered e-chain system for long travels (1,000 metres and more). It works on more than 1,000 metres: igus drive-chain impresses with maximum dynamics and long service life, while saving up to six tons of weight Almost no limits on long travels, high dynamics, long running times – these are the characteristics that distinguish the innovative igus drive-chain. The world’s first energy chain with its own drive ensures significantly longer running times on extremely long travels because hardly any push/pull forces act on it. Across the globe, rail-mounted automated stacking cranes (ASCs) in ports are just one of the applications that benefit. 40 years ago, container ships were tiny compared to today’s vessels. They held an average of 1,000 containers. Today, giants in the Triple-E class carry almost 24,000 containers – and that number is rising. These sizes pose challenges for ports, which must continuously expand their infrastructure, including the ASCs that load containers onto lorries and trains. e-chains use their own drive to follow ASC movement The drive-chain design concept works as follows: drive boards are mounted on the outer radius and drive the e-chain in the lower run. The bottom rail has motor-driven friction wheels on the sides and rollers on the top. When the crane sets off, the friction wheels also start their motors. The lower run travels along the rail in a synchronised movement, during which hardly any push/pull forces from the moving end act on the chain links. e-chains with drives are an alternative to steel cable drums Self-powered energy supply systems are an economical alternative to traditional systems that have been used in ASCs for decades: steel cable drums that wind and unwind motor cables – often in two directions when the […]

RS PRO launches energy efficiency products for NZ manufacturers

RS is again expanding its Australasian RS PRO range with the addition of products that deliver improved energy saving and efficiency. Due to the popularity of these products they are being fast-tracked to market and will launch in September. The product range is tailored to reduce energy consumption from building facilities and the production line, from solar panel solutions, smart lighting options and high-efficiency power supplies. “We’re helping our customers embrace energy efficiency with the RS Pro brand,” says Scott Philbrook, Managing Director RS ANZ. “Both production line and facilities products are part of this launch. From energy meters, power supplies and lighting right down to PPE and Tool Kits that deliver improved energy savings and efficiency are included.” Each RS PRO product is backed by the RS Seal of Approval, which represents industry standards for audit, inspection, test, and certification. This, combined with longer than average warranties reflects RS Components confidence in the quality and longevity of their products. According to Scott, the expansion in the range is meeting demand in the market for affordable options for engineers looking for a choice. “Every corner of the manufacturing environment is being pressured by energy costs and this is an opportunity for our customers to have variety in their product selection,” he explained. RS has supreme confidence in the RS PRO brand and has invested heavily in expanding these product ranges and anticipates a favourable response and uptake in both the Australian and New Zealand markets.

How to successfully deliver your CRM project with Clarity, Simplicity and Certainty.

-Scott Fuller, Exception. Article 1 :: Project Charter – Universal Buy-in This is the first in a series of 6 articles looking at how to successfully deliver your CRM project, the rest of the series will look at: Architecture and Integration – The Big Picture Partner Selection – A Vendor vs A Partner Data; Data; Data – The Devil is in the Detail Project Management – Quality, On Time, On Budget Users, Usability and Usage – First, Last and Always The purpose of the Project Charter is to engage all interested and/or potentially affected parties, solicit feedback and gain a mandate to move to the next phase. It is a Pre-liminary Business Case, a succinct document preferably with an equally succinct presentation containing: Purpose: Definition and those Responsible Benefit: Objectives and KPIs, including indication of costs Resources: Key Players and Roles (RASCI Model), including external parties if known Architecture: Technology added, impacted or replaced Scope: Deliverables and Key Milestones The expected outcome is that everyone in the business is at least informed of the project scope and impact and those Responsible for the Delivery and Accountable for the Benefits are ready to drive the Project to its successful conclusion. The introduction of this Project ‘Vision’ gives many parts of the business an opportunity to participate in its inception and contribute to the direction. It should always be a 2-way engagement to create valuable buy-in and support. 3 x Critical Success Factors These are CSF’s for the Charter, not the Project: Multi-level and multi-functional buy in At the initiation of any project it is easy, and safer, to confine the visibility to the immediate user group and line management. However a customer management solution to be successful will require the commitment of all parts of the organisation, from Board to Basement, […]

Australasian manufacturers’ statistics on productivity increases may be world’s highest

Auckland based ‘Empower Workshop Productivity & Scheduling Software App’ has pioneered the technology of using touchscreens on the workshop floor, with a low-cost subscription – based productivity software app for all jobbing manufacturing and engineering industries, custom work, “one off” jobs, bespoke manufacturing, or small batch production. The method is simple, workshop staff use their touchscreens to access their job list then start and finish each of their jobs. 50-inch TV screens in the office and on the workshop floor display results in ‘real time’ and continuously throughout the eight-hour day: individual staff, all jobs, all job status, all job times and all job variances. Research over 20 years across 82 New Zealand and Australian jobbing manufacturing and engineering businesses using Empower technology has produced the following statistics. To our knowledge these statistics are both the most comprehensive research available (82 businesses involved) and the highest productivity increases confirmed in the world (23.56%). The key Metric for all manufacturers and engineers using this technology is % Labour Time Reduction on all Jobs, which is % Labour Cost Reduction on all Jobs. The eighty-two manufacturers and engineers using this technology achieved on average a 23.56% Labour Time Reduction on all Jobs, across all machining processes and all assembly and fabrication processes, which is across the entire business. In comparison, if you had 10 processes to manufacture a given product and you purchased a new CNC machine to reduce labour time by 50%, (there are 10 processes to manufacture a given product and your new CNC machine that you have purchased reduces labour time by 50% in that single process) that would be a 5% Labour Time Reduction on all Jobs, across the entire business. This research will continue for the next 10+ years with 24 additional manufacturing and engineering businesses adding […]

Plan Do, Plan Do, Plan Do………. Check Adjust?

-Ian Walsh, Managing Director, Intent Group Many of you will be aware of the PDCA (Plan Do Check Adjust) cycle made famous by Dr Edwards Deming and sometimes referred as CAPDo (Check Adjust Plan Do). This is a fundamental continuous improvement cycle and when deeply embedded in an organisation drives improvement behaviour and mindsets. It creates a culture of relentlessly managing improvement in an organised manner, ensuring the desired outcomes are achieved and when they are not drives a problem-solving mindset. Unfortunately, most organisations I go to in New Zealand have not mastered this process. I recently went to a manufacturing organisation who had decided to install a new labelling machine to add a label to the pack. I went to look at the process and on arriving there found a pile of labels on the floor. The machine was working perfectly, except for timing. The labels were shooting past the packs and landing on the floor. The operators had not been trained and did not want to stop the line (the packs were acceptable without the labels), so after they couldn’t fix it, they turned it off. I saw the manager and congratulated him on the new purchase and asked when he had last visited the line. “Oh, over a week ago” He said, “I’ve been really busy so haven’t had a chance to look at it myself, but it is pretty straightforward” he said. I explained what was happening and he was shocked and left for the floor immediately. The problem was soon fixed and the line operating normally. I reflected on PDCA. A really good plan do, but no check, and adjust. There tends to be an assumption by many leaders that when an activity is done it will work perfectly, everyone will just get on with […]

«‹ 30 31 32 33 ›»

News Ticker

Business News