Editorial

The only way is up: how Gallagher Security’s vertically integrated manufacturing model delivers

Global security manufacturer, Gallagher Security has a proud history of delivering its solutions to the world with uninterrupted movement and the assurance they can ship 95% of purchase orders the next day, worldwide. On the eve of World Manufacturing Day on October 4, Gallagher, a frequent award-winner for its manufacturing prowess, acknowledges its vertically integrated manufacturing and engineering capabilities which are backed by more than 86 years of entrepreneurial spirit. Gallagher Security Chief Executive, Mark Junge says, “Because our solutions are designed, engineered, manufactured, and distributed from our head office site in Hamilton, New Zealand, we have complete oversight of manufacturing and distribution, ensuring we maintain quality, and can quickly and easily make changes, invest in raw materials, and implement strategies to ensure continued availability.” With control over the full supply chain, Gallagher can rapidly respond to emerging challenges resulting in shorter lead times, guaranteed quality, full visibility, and the ability to deliver on demand. Such was the case with events of recent years which hit manufacturers around the world hard. The Covid-19 pandemic and associated supply chain and shipping complications pushed Gallagher to re-engineer its products with parts they could access to ensure continued supply. It’s this ability to pivot and their commitment to relentless innovation that minimises the risk of third-party limitations and global risks to people and organisations,’ echoing their customer centric approach and putting people at the heart of everything they do. And the world is watching. In 2023 alone, Gallagher took home five manufacturing awards across Australia, the United States, and the United Kingdom at the Australian Security Industry Awards, US, and UK OSPAs (Outstanding Security Performance Award), Security and Fire Matters and Fire and Security Matters awards, respectively. Already in 2024, Gallagher has been awarded a further three Manufacturing awards at the Fire […]

Northland focus: Fiona Bycroft, CEO, Naut

Catherine Lye, CEO of Advanced Manufacturing Aotearoa (AMA) on a recent business trip to Northland, suggested a focus on the movers and shakers and innovators up there. Fiona Bycroft of Naut gets the ball rolling… Fiona Bycroft, CEO, Naut (left) What does Naut specialise in? Naut enables customers to head out on the ocean or lakes, have an amazing day doing everything they usually would, and sometimes more, and return home leaving nothing but wake! We do this by providing electric propulsion systems that fit into the boat of the users choice with the final drive of the users choice, be that stern drive, jet unit, or the Naut outboard. A key difference between a Naut system and a conventional system is the reduction of noise, fumes and pollution and higher reliability. A key difference between the Naut system and other electric systems is the power – the Naut system is 350hp+ and can easily get a boat planing. How is Naut finding current business conditions? Naut has technology that is ready to go to market. Like any new tech, it needs those early adopters to come on board to demonstrate the technology in different sectors and use cases. Naut is excited about where the conversations are going with these early adopters, so watch this space (or maybe I should say watch the waterways near you) Are there export opportunities for your products? Absolutely! We are keen to see more systems sold to NZ based individuals or companies first, and then Australia and USA are natural next markets. However we have already received interest from a number of other countries, and are always open to talking to either boat builders or boat users from around the globe. How easy is it to find the right staff members? Because we are […]

Stop calling workplace safety failures ‘accidents’

By Paul Jarvie, EMA Manager of Employment Relations & Safety With the Government signalling that significant reform of our workplace health and safety regulations are on the way, it’s time to look at the language we use around preventable harms. For too long, ‘accident’ has been a blanket term that absolves responsibility. Whether at home, on the road, or in our workplaces, we’ve grown accustomed to shrugging off incidents as ‘accidents’. But are they truly random acts beyond our control, or is there more to the story? When we label something an ‘accident’, we imply innocence and inevitability. It’s a linguistic shrug that suggests nothing could have been done differently. But the reality, backed by extensive research, paints a different picture. Insurance companies that provide cover for ‘accidental damage’ base their premiums entirely on historical data of such events. They know these events will happen, how many, when and how. The premium setting process uses vast databases to ensure the number of claims do not exceed their premium income – that’s how they remain in business. It’s a similar system to ACC for injury claims. In 2023, ACC handled nearly 200,000 workplace claims, with many stemming from repeat incidents that were likely to have been identified in companies’ hazard registers. As such, they were neither unknown nor unforeseen. This data underscores the need for a more nuanced approach in our safety lexicon. In workplaces, terms like ‘incident’ or ‘near miss’ are often used interchangeably with ‘accident’. Yet, these terms don’t adequately capture the essence of what really happened: a failure in systems, procedures or human judgement that resulted in harm or damage. Take aviation, where research from the Pilot Institute found that pilot error accounted for 69.1% of plane crashes, with 17.2% due to mechanical issues and 13% of unknown […]

Mackwell & Co. – Empowering energy sovereignty with advanced steam engines

Mackwell & Co. of Christchurch was established in 2016 by Founder Sam Mackwell. The company’s purpose is to “empower energy sovereignty” with a focus on energy resilience and fossil-fuel-free transport. Mackwell realised the two concepts needed to address this are the use of accessible and low value biomass as fuel, and a technology that can safely and cleanly convert this to useful work without relying on extensive infrastructure. The Mackwell A35 features a unique biomass fired water tube boiler that is compact and responsive enough for use in transport as well fixed shaft power or electricity generation. The A35 traction engine is designed for horticultural and small farm towing up to seven tonnes at 40 km/h, and the same boiler and engine will be produced as a 26kW generator set offering up to 180kW of heat. Once this concept is proven in the market the design will be scaled to 600kW for industrial and marine use. Mackwell & Co. technology has shown to have a number of other applications. Earlier this year Mackwell partnered with Biocare Pty Ltd. to design and manufacture four large combustion chambers for a project in Kangaroo island which is set to be one of the largest biochar projects globally. Discussions are now underway with New Zealand forestry operators to use large steam engines to directly drive equipment such as disc chippers. The A35 has attracted five pre-orders for businesses including portable sawmills and essential oils distillation. Customers can expect more than 35% in overall cost savings where replacing diesel engines, and a 96% reduction in CO2 emissions. Small engines are suitable for manual fueling, and larger applications will require a mechanical feed system to maintain the 2.5kg/kWh input requirement. Mackwell engines are of additional value where heat is needed, such as hydronic […]

Lifting productivity: Why investment in talent and technology must go hand in hand

-David O’Connor, Head of Emerging Markets, The Learning Wave In the evolving landscape of the manufacturing sector in New Zealand, the adoption and successful implementation of smart technology are undeniably key drivers of productivity. However, without parallel investments in upskilling the workforce, the potential gains from such technological advancements may be left unrealised. At a recent industry event, a business owner shared their experience of raising significant capital to introduce cutting-edge technology in their food manufacturing business. The implementation, however, came to a halt as it became clear that the existing staff lacked the necessary skills to operate the new systems, which led to multiple challenges to meet production requirements. This scenario raises the question: Is this an isolated incident, or a reflection of a broader trend where businesses overlook the critical need for workforce readiness in their technology strategies? Investment in both areas —developing your talent and adopting the new advanced technologies— must be seen as complementary rather than separate business strategies. Business leaders must ensure that their HR and training teams are fully integrated with their Operations and IT efforts, creating a seamless approach to lifting staff capability that aligns with technology implementation plans. When these efforts are given equal priority, they create a cycle where skilled and engaged workers drive technological adoption, and in turn, the technology enhances the capabilities and productivity of the workforce—a win-win situation. One client likened their smart technology experience to “buying a Ferrari but then handing the keys over to kids on their learner’s license in full knowledge that they would crash it’. While this analogy might be an apt description of their workforce’s current skill level, it also serves as a cautionary tale for business owners. The cost and potential setbacks of implementing advanced technology without a focused and skilled workforce […]

Navigating the manufacturing technology landscape: MES vs MDH vs MMP

Adam Sharman, CEO LMAC Group, APAC As manufacturing organisations strive to optimise their operations, the adoption of technology has always been a key focus. In the last 10 years, developments in digital technologies for manufacturers have increased pace and, whilst most organisations recognise the opportunity presented by these developments, the rapidly changing ecosystem of systems can make it difficult to identify the best fit for the business. The landscape of manufacturing or operational management systems has evolved considerably in recent years, with multiple options available to fit the needs of the business based on scale, complexity and requirements. Three solutions that have gained significant traction are Manufacturing Execution Systems (MES), Manufacturing Data Hubs (MDH), and Machine Monitoring Platforms (MMP). Each offers unique benefits and comes with its own set of limitations. This article aims to provide a comprehensive comparison to help manufacturers make informed decisions on which of these solutions is the best fit when considering investment in OT software. Manufacturing Execution Systems (MES) MES is a comprehensive software solution that manages and monitors work-in-process on the factory floor. It operates in real time to enable the control of multiple elements of the production process, including: – Resource allocation and status – Production scheduling – Dispatching production units – Quality management – Labor and material tracking – Performance analysis MES serves as a bridge between planning systems like ERP (Enterprise Resource Planning) and the actual production processes, providing a holistic view of how current conditions on the plant floor can be optimised to improve production output. Benefits Comprehensive Production Management: MES provides end-to-end visibility and control over production processes, from order release to finished goods. Real-time Decision Making: Offers real-time data and analytics, enabling quick responses to production issues. Quality Control: Integrates quality management processes, reducing defects and improving overall […]

Manufacturers have unique opportunity to bank talent

With forecasts from the Hanga-Aro-Rau Workforce Development Council showing the manufacturing, engineering, and logistics (MEL) sectors will need to fill over 157,000 jobs over the next 5 years, existing recruitment strategies need to be widened to include those with transferable skills from other industries. As NZ Manufacturer business advisor and director of Auckland public relations agency Impact PR Mark Devlin has found, recent government cost-cutting measures could provide an opportunity for manufacturers to access a resource critical for the sector’s future growth. With thousands of government and private sector workers made redundant during the recession and from public sector cuts in recent months, the opportunity exists for the manufacturing sector to create a talent bank of skilled workers. This could help futureproof the sector by accommodating thousands of new employees in manufacturing firms nationwide. A large proportion of the 6,000+ Government workers who are losing their jobs as a result of public sector cuts have highly transferable skills that are in short supply and could be absorbed by a wide range of manufacturing firms that contribute directly to the country’s economic growth. What we know of government workers is that they are well-trained in many of the key competencies in desperate need within the manufacturing sector. This includes people from government departments with an existing relationship with industry such as WorkSafe, NZTE, ACC, and MPI. With Māori and Pacific Peoples expected to make up a growing proportion of the workforce the sector needs to be looking to bring in greater diversity and more cultural awareness – and the Government workforce has an abundance of expertise in this area. As a nation, we have invested heavily in developing our government workforce and it is critical we move to retain these skills, many of which are unique to our ethnic and demographic […]

Editorial: Fires everywhere

From September issue, NZ Manufacturer We lead this issue with an energy story (Page 1) to “empower energy sovereignty”, the purpose of Mackwell & Co of Christchurch, with a focus on energy resilience and fossil-fuel-free transport. Mackwell realise the two concepts to achieve this are the use of accessible and low value biomass as fuel and a technology that can safely and cleanly convert this to useful work without relying on existing infrastructure. I have been trying to get my head around the deep concern being felt around the country regarding the cost of energy and the damaging effects this is having on domestic and business users at this time. With companies not being able to see a way ahead and closing, with the exorbitant price to the domestic market (where those disconnected have to find the money to be reconnected when they cannot pay the bill) what is the country meant to do? One thing, the energy companies need to be challenged on their pricing and why the return to shareholders is, at this time, more important than the wellbeing of the future of business in New Zealand. Another thing, make it affordable for all New Zealanders to have solar panels on their buildings and homes. How does a smart, innovative country like New Zealand find itself in the situation where with high power costs, imports will become more expensive? Where our reliance on the rural sector to succeed on export markets becomes a challenge; when the price of energy means their products become more expensive on world markets? Higher energy prices assist government coffers. But at what cost?…regions lose the financial input of (now) closed businesses whose staff leave and look afield to Australia. Regards, Doug Green, Publisher www.jezmedia.net

Improvement Snakes and Ladders

From September issue of NZ Manufacturer magazine. -Ian Walsh, Partner, Argon & Co NZ As we head into Spring 2024, it’s encouraging to see fresh growth – both in nature and in the economy. I appreciate it’s too early to celebrate from the rooftops, but I’m invigorated by the growing number of activities emphasising what matters most – productivity! The recently repurposed National Infrastructure Agency (NIA) has a remit to drive better practices through New Zealand’s industry sectors. Done right, the promotion of growth in capital investment should lead to an overall improvement in business performance. But to lock this in as a reality, we know that dedicated investment in people and processes is the only true way to lead to a better performance culture. I thought it might be timely to call out some of the “myths and misunderstandings to avoid” and to talk through what a good continuous improvement program looks like, as you may be contemplating what your business can do to ride this wave. Here is my Improvement Snakes and Ladders. Unfortunately, it is not a touch it once and let it go fix; like fitness, use it or you lose it! Improvement Snakes and Ladders We don’t need to do this. In NZ less than 20% of businesses know what a continuous improvement or transformation programme truly is. In more competitive markets it’s 100%. Can you wait to find out if you have a competitor who is significantly better than you? Your call, but it sounds risky. Why wouldn’t you do it? At this point, you haven’t even put your piece on the board. We did that. It didn’t work. If you believe you have “done” lean, you don’t understand lean. It is not a project; it is a continuous improvement programme designed to […]

How well are NZ companies reporting their climate impacts?

(Left)Sarah Walton, Professor of Sustainable Business, University of Otago (Right)Andrea Foley, Assistant research fellow, University of Otago Interpreting corporate reports on carbon emissions can be challenging. The current, adhoc approach to how businesses share this information makes it difficult to see whether they have set the right targets, have realistic plans to meet them or are being transparent about their progress. While there are frameworks for reporting climate and sustainability data, there are still big differences in the way the data is being disclosed. We developed the Climate Action Tracker Aotearoa (CATA) to address these issues. Based on the global Net Zero Tracker, CATA evaluates company reports and climate plans to share and explain their climate action. Using the tracker, we analysed 21 companies in Aotearoa New Zealand, focusing on the top emitters and companies in the energy, retail, agriculture and transport sectors, as well as the banking sector. We evaluated three aspects – targets, plans and reporting – by reading through publicly available information provided by the company. These three aspects help make sense of what a company is doing and going to do to mitigate climate change. Here is what we found. Setting targets While the majority of companies have 2030 targets (86%) and absolute targets (81%), only five companies of the 21 (25%) have targets that have been verified by the Science-based Targets Initiative. All but two companies include scope one (emissions the company creates directly) and scope two (emissions created indirectly from, for example electricity or energy it buys for heating and cooling buildings) – the areas companies have the most control and ownership over. But when it comes to scope three emissions, which come from company travel in planes, trains and taxis, and the supply chain, far fewer companies have set such targets. Scope three targets are […]

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