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Beyond the roadmap: How Argus made people the engine of change

Adam Harvey, Business Performance Partner – Manufacturing, The Learning Wave Running operations today feels like living in two realities at once. On one hand, you know the plant has to modernise. The systems are creaking, customers want more for less, and digital tools promise the efficiency you need. On the other hand, you look around the floor and think: “My people aren’t ready for this.” That’s where we see so many transformations stall. The roadmap is clear, the tech is lined up, the investment made, but the people who have to use it don’t feel confident, don’t trust it, or don’t see why it matters. And then the numbers don’t move. Dashboards gather dust. Automation creates frustration. The new machine sits there like an expensive ornament. Argus chose a different path. One that not only delivered the transformation but unlocked double-digit lifts in productivity and quality along the way. Technology set the stage, people made it work After engaging LMAC to run a SIRI readiness survey, their plan was clear: invest in digital tools, shop-floor intelligence, automation, and smarter integration. Dsifer built the data backbone. Design Energy explored automation. The roadmap was solid, and the tools were lining up. The Board and GM believed in the vision, but crucially, they also believed that the only way this transformation would stick was if they first invested in their people. They knew that tech doesn’t run the factory, people do. Dashboards don’t drive performance if no one looks at them. Automation doesn’t add value if the team doesn’t trust it. New systems don’t solve problems if people are too nervous to use them. That’s why Argus called us. “We need you to work with our people and get them ready for this transformation.” We built people’s confidence so they trusted the […]

Age-Inclusive Manufacturing: Making Flexibility Fair on the Factory Floor

By Shyamini Szeko, reflecting on Master’s research into ageing and work in New Zealand manufacturing (AcademyEx, 2025) Why Flexibility Matters “My 32-hour week lets me maintain a healthy sleep schedule and personal life,” one long-serving factory worker told me during my research. That small adjustment meant he could keep working instead of being forced to leave early. But not everyone is offered this chance. In my survey, 86% of manufacturing staff said flexibility is “very important,” yet almost half reported seeing no age-inclusive action in their workplace. The message is clear: older workers want to stay engaged, but workplaces are not keeping pace. Unless manufacturers change course, they risk losing valuable skills and knowledge just when they need them most. The Flexibility Gap On the office side of manufacturing, flexibility is common. Staff can work from home, adjust hours, or take phased retirement. But on the factory floor, older workers face rigid shifts, heavy physical demands, and inconsistent support. As one HR professional told me: “Flexibility simply does not work on the factory floor.” Yet my research shows that is not true. Even modest changes to duties or scheduling can keep people in the workforce for longer. The issue is not whether flexibility can work, but that it is unevenly applied, often depending on the goodwill of a manager instead of fair, transparent policy. Health, Shifts, and Real Lives Rigid shift patterns can take a toll. Fatigue, musculoskeletal strain, and disrupted sleep become harder to manage with age. When schedules are adapted, the impact is immediate. The worker who moved to a 32-hour week is one example. Others told me that reduced rotations or less physically demanding duties made the difference between staying on the job or considering early retirement. Flexibility is not about lowering standards. It is about sustaining […]

The Business Owners Exit Dilemma

David O’Connor, Platform 1 Many aging business owners have worked hard all their lives and are at a stage where they have built up a business that has given them a good income and lifestyle and it’s part of who they are. They know they should do something at some stage but often the easiest thing to do is to delay, however procrastination can be costly, not just in lost time but in missed opportunities to secure the future of your business. The earlier you start planning the more options you will have. There are many different reasons we hear for procrastination in relation to exiting a business : “I have still got 5 years in me” “Nobody has the knowledge to run it like I can” “What if I don’t find anyone?” “But someone offered me $5M 5 years ago…” “The market and our sales are down so maybe I should just delay until next year ?” “What exit options do I have ?” “Do my kids even want to take over and do they have the skills?” If you’re considering an exit plan, start now rather than focus on the “why not” to ensure the best outcome for you and your business. Talk to someone who has experience in this area and understands the various options. “ There is no one exit option that is right for all business owners “ Our advice is to review all the options before make a decision. Options could include : Your staff (Management Buy-Out) An Outright Sale Business Owner Transition (Management Buy-In) Merger Private Equity – If you are big enough Most people understand the outright sale process and it can be a go to strategy simply because it’s well known. It’s the right option for some business owners but […]

Could a laser-generated plume be the next biohazard scare?

By Ruth Nicholson, Laser Safety Officer and Director at NZ Laser Training Institute Ltd Lasers are an emerging technology used across various industrial applications such as precision cutting of metals, welding components with minimal heat distortion, or hardening to improve wear and corrosion resistance. Unlike ordinary white light, they emit a single wavelength of light specifically designed to target materials. When workers use lasers for welding or removing corrosion from surfaces, a laser-generated plume is created. The plume or visible smoke that you can see identifies the bigger particles. However, it is what you can’t see that causes more hazard and harm. The plume is a mixture of smoke, invisible vapours, and airborne contaminants that can be produced as a byproduct of laser processing, where heat sources interact with substrate materials. Plume generation occurs with Class 4 lasers and some Class 3B lasers and can be either ‘contained’ or ‘airborne’. Each scenario presents a risk. However, the hazard level depends on how the by-product plume is managed afterwards. This interaction between the laser and the target relies on the scientific principle that specific wavelengths of light energy can affect targets such as grease, soot, paint, rust, oil, debris, or other forms of corrosion. Laser-generated plumes are a non-beam hazard; they are silent, subtle, and often overlooked. The contents of the plume depend on the materials being lasered and they can include carcinogenic particles, such as silica and hexavalent chromium. Specific laser interactions can decompose materials into toxic substances, such as hydrogen chloride and hydrogen fluoride. It’s essential to emphasise that exposure to non-beam hazards can pose immediate safety threats or delayed health issues, some of which may not be readily recognised, as the hazard itself is still emerging. Laser-generated air contaminants (LGACs) can appear in both particle and gas forms. Some of the […]

“We’re working really hard”

-Sean Doherty Across New Zealand’s Government and manufacturing alike, one phrase is repeated almost like a badge of honour: “We’re working really hard.” Yet, when you look at the numbers, it’s clear that hard work isn’t translating into higher productivity. Rising input costs such as wages, electricity, and raw materials continue to eat into profits. Many local manufacturers now find themselves running at full capacity but achieving less output per hour than they did a few years ago. The question leaders should be asking is simple: Are we working harder, or are we working smarter? The Productivity Wake‑Up Call New Zealand’s ongoing productivity slide isn’t a reflection of a lack of effort. It’s a signal that many manufacturers are stuck in a cycle of firefighting meeting daily demands while long-term efficiency initiatives fall down the priority list. True productivity improvement isn’t about longer hours or more pressure; it’s about creating systems that make workflow more efficiently, engaging people to solve problems, and embedding smarter measurement. Becoming more profitable and productive can feel like a daunting challenge when you’re struggling just to get product out the door. But here are my top five tips. Choose just one to focus on for the next 90 days and let me know how it goes. Engage Your People The best productivity ideas often come from the people who do the work every day. Leaders who create time and space for operators, planners, and even office staff to identify improvement opportunities can unlock huge value. Start by running short weekly sessions focused on “fix one thing” improvements. Empower staff to own small wins, such as setup time reduction or improved information flow. When people see that their ideas are acted on, engagement and performance rise together. Measure What Matters Many manufacturers collect a sea of data but […]

AI for Manufacturing Operations: It’s the bus you can’t afford to miss

Gareth Mitchell, Associate Partner, IRIS by Argon & Co Manufacturing globally faces relentless pressure for operational excellence, efficiency, and resilience. Over the past five years, Artificial Intelligence (AI) has emerged as a revolutionary innovation and a true economic engine reshaping modern manufacturing. As companies encounter supply chain disruptions, predictive maintenance needs, and real-time quality demands, AI adoption is becoming essential. However, much confusion remains about the economics of AI. Below, we demystify this confusion and explain why integrating AI into your strategy is both the smartest and most cost-effective path for leaders focused on competitiveness and capturing new value. AI is expected to add approximately $7 trillion USD to global GDP over the next decade, mainly by automating tasks, increasing productivity, and driving new value creation. IRIS by Argon & Co is already sees significant ROI across planning, supply chain, document and spend intelligence, and manufacturing efficiency. However, AI adoption represents a fundamental shift in how businesses create value and how labour may be structured in the future. AI’s cost-saving potential is profound, and exceedingly more high-ROI use cases appear across industries. AI has in some cases increased productivity by 40% and delivered cost reductions through AI automation and optimization. Businesses see stark improvements when AI automates repetitive actions, allowing workers to focus on higher-value tasks. The types of real-world use cases IRIS and its clients are developing show real AI-enabled efficiencies, such as reduced error rates, predictive AI reasoned planning, and automation of routine service tasks, all which lead to substantial improvements at all levels of the P&L. Besides economic advantages, early AI adopters gain multiple competitive edges. Early adopters benefit from foundational AI infrastructure that supports future innovation and ongoing productivity. AI-driven companies are focused on productivity gains and disciplined ROI, enabling faster data-driven decisions, better productivity, […]

NZPO an impartial voice

Media Hawkes Bay Limited, publishers of this magazine, has founded and launched the New Zealand Productivity Organisation (NZPO) to assist in moving manufacturing and business forward. We understand that New Zealand companies may well have their own clients they communicate with regarding productivity. However, New Zealand Manufacturer is an impartial voice and collaborates with many companies for better business and better times. Your company is invited to be a part of NZPO, as we share stories and experiences of our businesses as they tell them to us. And we find ways to greater prosperity. We were extremely concerned that the NZ Productivity Commission ceased with no noticeable feedback and input from the business community. Is it missed? Does anyone care? We intend to find out. Contact publisher@xtra.co.nz or Tel: o27 280 1992 to discuss further and be added to the NZPO Data Base.

New defence strategy opens doors for small businesses and manufacturers

By Hon Chris Penk Growing the New Zealand defence industry offers a significant opportunity for small businesses and manufacturers. Wearing both my hats as the Associate Defence Minister and the Minister for Small Business and Manufacturing, I launched the New Zealand Defence Industry Strategy alongside my colleague and friend Defence Minister Judith Collins in early October. This follows the major Defence Capability Plan released earlier this year, which outlines a path to double defence spending over the next eight years, starting with $12 billion of planned commitments in the first four years. The Defence Industry Strategy shows how Defence and industry will work together to deliver these plans while building a strong, resilient sector that provides economic opportunities for local businesses and opens doors to export markets. Small businesses and manufacturers are at the heart of this approach. New Zealand already has a highly skilled industrial base, with more than eight hundred suppliers providing essential services and capabilities to the Defence Force. The strategy creates pathways for these businesses to grow, take on high-value projects, and work on initiatives that were previously the domain of larger multinational companies. Several practical actions support this aim. Major suppliers will be required to outline how they will collaborate with local companies, and Defence will work with Kiwi innovators to showcase New Zealand-made equipment and services to international partners. The strategy also opens the door to more involvement in projects that deliver and sustain defence capability, from engineering and maintenance to training and commercial services. The establishment of a Technology Accelerator, with an indicative investment of one hundred to three hundred million dollars, will give small and medium-sized enterprises the chance to develop advanced technology with both domestic and export potential. New offshore opportunities will allow Kiwi businesses to access international markets and gain […]

New steel business exemplifies promise of more competitive building products landscape

The Government’s announcement of the new Building Product Specifications (BPS) document, designed to open the doors to thousands of additional building products and bring construction costs down, has been welcomed by the building industry – and one operator has already taken control of long-standing competition issues in the roofing sector. Roofbuddy, the roofing marketplace which brings together homeowners and qualitied roofers to transact, has launched its proprietary roll-forming steel business, Guardian Steel, to address lack of competition, improve service delivery, and offer an end-to-end service to homeowners with complete accountability and transparency. For years, roofers and customers have had to deal with monopolistic control of the steel sector. Historically, NZ Steel (owned by ASX-listed BlueScope in Australia) has been dominant, with over 80% market share. Since Guardian Steel launched – ahead of the Government’s announcement – to offer an alternative, the take-up has been significant: while Guardian Steel is open-market, the main clients initially have been Roofbuddy roofers. They have proved highly receptive to the new, vertically integrated offering, which delivered 48 roofs in its first two weeks on the market. There are 100 current, vetted Roofbuddy service providers all over New Zealand – each one is trade qualified with active Licensed Building Practitioner (LBP) certification and operative public liability insurance. Roofbuddy monitors the quality of their work and checks their performance benchmarks through the company’s on-site 65-point quality assurance framework. The new BPS document includes roofing and wall cladding systems, stating they are eligible when compliant with international standards outlined in the Ministry of Business, Innovation and Employment (MBIE) guidelines. Guardian Steel’s product is compliant with these standards and the New Zealand Building Code. The Guardian Steel machinery is made in New Zealand for local conditions by Angus Robertson Mechanical, a Rangiora-based world leader in roll-forming machine manufacture. The […]

Alpha Group visit, Prof Yihau Gao is presented with a letter of acknowledgement by Provost Prof Giselle Byrnes (1)

Do we do enough to honour manufacturing pioneers?

What began in 1998 as a small garage start-up in West Auckland is now one of New Zealand’s largest dual-market export operations From a West Auckland garage start-up to a $225m global biotech expansion, Professor Yihuai Gao’s journey shows how manufacturing innovation can transform New Zealand’s economy if only we celebrate and support the people behind it. NZ Manufacturer business advisor and director of public relations agency Impact PR Mark Devlin, says Gao’s success highlights the need for New Zealand to broaden its definition of innovation beyond agriculture and technology start-ups. When New Zealand talks about innovation, the spotlight too often shines on technology start-ups, film, or agriculture. Yet the nation’s manufacturing success stories are equally compelling and frequently overlooked. The recent recognition of Professor Yihuai Gao by Massey University is a timely reminder of the people driving breakthroughs behind the scenes of our manufacturing economy. A life in science and manufacturing Earlier this month, Massey University honoured Professor Yihuai Gao for a two-decade scientific collaboration centred on medicinal mushrooms. Gao, founder of nutraceutical manufacturer Alpha Group, has built a bridge between science, manufacturing, and international commerce. What began in 1998 as a small garage start-up in West Auckland is now one of New Zealand’s largest dual-market export operations. Alpha Group operates a biotech manufacturing facility in Manukau alongside a growing international footprint. Its nutraceuticals, built on validated bioactives from fungi and plants, are distributed to markets across Asia and beyond. This is not just a research story. It is a manufacturing story. Turning fungi science into certified health products that meet stringent global standards requires advanced processing, regulatory expertise, and scale. Alpha Group exemplifies the type of high-value manufacturing New Zealand needs more of, yet the name of its founder is unfamiliar to many outside the sector. From […]

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