Innovators

December issue NZ Manufacturer – The Year in Review

Our annual ‘The Year in Review’ December issue will be out soon. It includes stand-out commentary on achievements from some of our manufacturing companies, reflections on the year winding down and the new one ahead. Challenges that face us and suggestions for achieving success. There were a lot of articles competing for inclusion that could not be accommodated within the pages. Meaning the stories of many achievers – you know who you are – need to be re-read by revisiting monthly issues of the magazine. If you or your company are not receiving the magazine, nor on the subscriber database and want to receive December issue, email publisher@xtra.co.nz and we will get a copy to you.

Women in Business: Marina Rajic, CEO BioViros

Tell readers what it is that you do? At BioViros, we make special tools called viral vectors to help fight cancer. Imagine these as tiny delivery vans. We take a harmless virus, remove its contents, and put in a special package instead. This package has instructions that can teach our own immune system to recognise and fight cancer. We produce these viral vectors in large quantities so they can be used in cancer treatments. It’s a bit like running a factory that makes special delivery vans, but these vans are 0.000000001 meters in size, and their cargo is to equip our white blood cells. So far, we have established a laboratory for production in Lower Hutt, and hired key people to do run the process in NZ. As we expand in 2023, we are prioritising communication with our investors, understanding that their partnership is crucial for the team growth and production scale up to enable production of viral vectors for clinical trials in NZ and beyond. Where are the opportunities in Bio Tech? In the last couple of years, we’ve seen a growth of FDA approved drugs for cell and gene therapy. We have decided to dive deeper into this and place our bets on viral vector manufacturing. I hope to see New Zealand attracting a lot of talent in the field of cell therapy in the very near future. Globally we will also probably see a shift towards personalised medicine, driven by genomics and bioinformatics where precise algorithms can tailor the treatments for individual patients. Does BioViros have overseas markets? A large portion of BioViros market will be overseas. We’ve talked to people from Australia, US and will look into Asia as well. Customers are mainly interested in sourcing a high-quality product without the fear of delays, because that […]

Major international collaboration at the forefront of Construction 4.0

Dr Troy Coyle, HERA CEO I was on leave in the middle of the Australian bush, koala spotting, when we got the great news that after years of work in the background, our Endeavour Funding bid for $10.3 million had been successful. The need for this project had been brought to my attention during my member visits in my first 90 days as CEO of HERA, initially by Wayne Carson, Managing Director of D&H Steel Construction. I asked other members for their views in subsequent meetings, and heard the industry reflect that this was a big issue. How it was told to me (in summary) that there was a nexus between design, construction and beyond, leading to inefficiencies. There was a lot of data and knowledge floating around but it wasn’t connected, optimised or in an easily used form. Having established that it was a broader problem for the sector, I knew HERA had to do something to assist in solving that problem, including how decisions were optimised for sustainability. I also knew this was going to be a technically challenging (and huge) project requiring an Industry 4.0 approach. That member feedback, along with HERA’s commitment to its vision “of securing tomorrow’s future by innovating today” is what led us on a four-year long journey to get this project running. Why is this project important for the sector? Currently, there is a profound limitation in the way construction is performed in Aotearoa New Zealand. The challenge is that complex decisions are being made based on simple data inputs. Decision points in the process are in linear silos with little inter-connection or data-derived decision support. The process is entrenched and far from optimised. For example, designers do not have adequate tools to optimise designs for ease of manufacture/fabrication, let alone the ability to resolve the […]

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 […]

Steel turns to gold for Waikato-based manufacturing company

Industrial Tube general manager Ian Foster pictured at the company’s manufacturing base in Hamilton. Hamilton-based steel tube manufacturing company Industrial Tube has been awarded Gold Certification by the New Zealand Sustainable Steel Council. Industrial Tube general manager Ian Foster says Gold Certification reflects an almost 40-years commitment made by the company to sustainable, high quality steel and stainless tube production in New Zealand and Australia. Gold Certification status confirms that Industrial Tube sources its products from ‘responsible steel makers’, uses electricity from a 100% renewable supplier, has a waste reduction programme in place, and works with like-minded suppliers. It is also a nod to being a good employer, a supporter of diversity and inclusivity, and a good community citizen. “We’re absolutely thrilled to be the recipients of the Sustainable Steel Council’s Gold Certification, which shows we are on the right track towards our sustainable business targets,” says Mr Foster. When looking at the products, Mr Foster says steel is one of the most sustainable resources consumers can use. “Our products offer longevity and have a lower environmental footprint. All of our products are 100% recyclable, and we often use re-purposed materials,” he says. “We are continually innovating and looking at new technology to keep ahead of the game, ensuring we continue to deliver high quality and sustainable value-add solutions to our customers. “Our Ag-Steel products are an example of this, as they have been designed and manufactured with clean and smooth edges and surfaces to minimise insect and fungal accumulation that would build up on other materials. This results in an environmentally sustainable, long-lasting alternative to timber,” Mr Foster explains. The New Zealand Sustainable Steel Council (SSC) has a three-tier system – Gold, Silver and Bronze – for its members, which recognises sustainable business practices relating to people, resources, community […]

Luminescence sensors get a performance upgrade

New generation, new features: Treotham’s photoelectronic luminescence sensors by Wenglor combine innovative features and proven performance values for reliable detection of luminophors. In addition to an IO-Link interface, the two new models P1PA001 and P1PA002 also have a teach-in button for intuitive configuration. New features at a glance. The world speaks IO-Link – and the new Wenglor luminescence sensors from Treotham are no exception. The standardised communication interface makes it easy to configure parameters, output intensity values, operate condition monitoring or set on and off delays. Simply via IO-Link. But the sensor housing has also been given a functional facelift: A central teach-in button and two LEDs on the top of the sensor ensure a simple operating concept. If the button is held down for two or five seconds, objects can be taught in statically or dynamically. To teach in the sensor remotely, you can use the intuitive wTeach2 configuration software. “This makes the entire installation, configuration and maintenance easier”, says Wenglor product manager Stefan Reetz. “There are fewer elements on the sensor than before, and they can do more. Everything else can be conveniently adjusted via IO-Link 1.1.” The technology is housed in Wenglor’s tried-and-tested 1P housing (50 × 50 × 20 mm). An extended working range of between 30 and 90 mm and a small light spot diameter, combined with a high switching frequency of 2,500 Hz ensure an enormous performance range. Receiving ranges between 420 and 750 nm (P1PA001) and 570 and 750 nm (P1PA002) round off the new generation. Making the invisible visible Luminescence sensors emit UV light at a certain wavelength. If the emitted light strikes a luminescent object, it reflects within a visible wavelength range in accordance with the luminescent substance mounted. The sensors use this effect to make markings on labels visible, for example. Your advantage: These markings remain invisible to the human eye. Particularly when packaging […]

How Tidy International helps float Kingfisher’s boats

When the Mason family bought into a Tauranga-based manufacturer of catamaran-hulled boats, the business management software being used included TidyEnterprise and Xero, critical to the co-ordination and control of their production and supply. After steadily maturing the workflows over the course of the year that followed the Mason family involvement, Kingfisher Boats today enjoys a software system that provides accurate stock and Work-in-Progress reports, with further developments in the works to accelerate overall business efficiency, optimise production processes and deliver company-wide data visibility. Kingfisher Boats is both designer and builder of the Kingfisher range of quality aluminium vessels with catamaran hulls sold through an approved marine distributor network. This growing New Zealand business, with its workshop facilities based in the city of Tauranga, happens to be located in the same city as Tidy’s international headquarters. Kingfisher has built up a solid range of marine-craft products for over 19 years, including commercial and recreational vessels ranging from 3m to 18m in length. Laura Mason, General Manager of the company, comments “what sets Kingfisher Boats apart is our focus on alloy catamarans. We’re unique in producing metal cats under 6 metres with a single engine – delivering a more stable platform in a compact package.” Situation Upon joining the business, Mason soon recognised opportunities for enhancing the manufacturing processes. Applying experience she gained in the automotive industry, with its long history of process standardisation and optimisation; from the production-line efficiency made famous by Henry Ford to Toyota’s Kaizen methodology of continuous improvement, Mason sought to advance the somewhat unstructured approach characteristic of smaller businesses towards a defined and repeatable model. Mason emphasises, “this does need to be differentiated depending on the boat we’re manufacturing. When we’re doing a multimillion dollar 18-metre vessel, there’s a lot of customisation so repeatability isn’t important. But […]

The Interview: Mike Hendry, chief digital officer, Steel & Tube

HERA member, Steel & Tube is one of the oldest and largest providers of steel products and solutions in New Zealand. It sources, processes and distributes steel products to customers across New Zealand through its national network and also makes steel products to order on a project basis. The company has expertise across a broad range of sectors, from residential to commercial construction, large infrastructure products, manufacturing, rural and bespoke design. HERA spoke to Chief Digital Officer, Mike Hendry, about the future of the steel and construction sectors and the opportunity and challenges the company faces. How are you finding current business conditions? While demand growth for steel has been strong, macro conditions have been challenging with global supply chain constraints, a higher pricing environment and Covid-19 lockdowns and restrictions. The key focus for our team has been to maintain availability of product and high levels of service for our customers while navigating the current market conditions. We have seen strong growth in demand over the past year across a range of sectors and are fortunate to have a significant pipeline of secured contract work in place across the country. The residential construction market remains strong, particularly in Auckland, and government investment is driving large infrastructure projects across the regions. Commercial construction activity has been increasing and manufacturing expanding which is also driving up demand for steel products and solutions. Market conditions look to remain positive. How has your company been impacted by the pandemic? Our scale, diversity across a range of sectors and the ability of our team to adapt to new working conditions have helped to offset the impacts of the pandemic and the current challenging market conditions. We are very proud of our team and their efforts which have ensured we can keep providing our customers with […]

Hoop talks to NZ Manufacturer

Chris Hood, Director, Hoop Ltd.. How long have you been in business? We’ve been operating since 2004 and are one of the only third party agencies in New Zealand that brings promotional activity to life. We’re also the largest POS logistics provider to the FMCG industry. We started Hoop because we realised that nobody was providing a comprehensive brand activation or co-packing service to leading retailers. While we’ve had a lot of success with these services for over a decade, we’ve expanded our suite of services by establishing New Zealand’s most advanced co-packing solution to support local businesses to deliver shelf-ready products. How are you finding current business conditions? Covid-19 brought about many obstacles that we never could have foreseen. We had to delay the launch of our new co-packing service, and 95% of our weekly work was put on hold due to all the lockdowns last year. Luckily, the business has bounced back to be in pretty good shape, our co-packing service is now live and operational, our merchandising service work has returned to pre-COVID levels and our POS logistics is up and running again. What are the issues facing the country’s supply chain currently? This issue has affected us more than we had first anticipated given we do not import any products ourselves. However, a large portion of our clients are fully reliant on offshore supply chain and as such, a lot of our forecasted work for the first quarter in 2021 had been postponed due to shipping issues. The workload will still come but we cannot recoup our costs that were accrued during that quarter and then when it does come, we then face the challenge of scheduling the delayed work in with our existing scheduled tasks. How difficult is it to improve these issues? It’s all […]

Where are the world class leaders?

For more than three decades, Ian Walsh, Managing Director of Intent Group, has been driving improvements in organisations around the globe. Ian understands deeply what is required to deliver and sustain improvement. Here he shares his thoughts on what New Zealanders can do to recover from the impacts of the Covid-19 pandemic. The media coverage of recent elections, and their results both here and overseas, have given us a fascinating exposition on leadership, with starkly different approaches as to how to manage Covid-19 and the changes required to get on top of this pandemic. In my experience, no change initiative can succeed without strong leadership. Great leaders articulate a compelling vision and provide a road map to define the way forward. They create coalitions of key people aligned with the same purpose (think JFK – where are we going?… Moon. When by?… End of the decade). They role model the behaviours. This is very Mahatma Gandhi – become the change you envision. When things are bad, they take responsibility. When things are good, they praise their team. They encourage everyone to participate and contribute without blame or fear. In doing so, they create a learning culture that sustains well beyond their tenure. Selfless, long-term thinking. During the 1990’s I had the privilege of working with Kimberley Clark in the USA. In the book ‘Good to Great’ by Jim Collins, Kimberley Clark was one of only eleven Fortune 500 companies to have achieved year on year growth for over ten years. During Darwin E. Smith’s twenty-year tenure through to the early 1990’s, the stock price increased from $5 to nearly $40. He created a compelling vision to move from paper mills into commodity paper, with brands such as Kleenex and Huggies, and to take on Scott Paper (who they eventually purchased) […]

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