Manufacturing Technology

Tech isn’t the Hero, it’s the plucky sidekick

Frank Phillips, Director, Fulcrum NZ The Tale of Two Manufacturers Imagine two companies, both manufacturers here in New Zealand, standing on the brink of change. Company A embraced digital technology not just as a solution but as a stepping stone to reshape their operations. They invested in data analytics, IoT, and automation, with a clear vision to enhance their product offerings. They didn’t see tech as a shiny new toy; they saw it as a tool to make existing processes more efficient, reliable, and insightful. As a result, they grew sustainably, adapting each new piece of tech to complement their strategy. Company B, on the other hand, rushed into the world of digital with stars in their eyes and a sense of FOMO. They adopted everything from machine learning to augmented reality but hadn’t mapped out where these would fit into their overarching business vision. Within two years, they were drowning in tech debt and bloated processes, with digital “solutions” that solved nothing but looked impressive in investor presentations. The difference? Company A used tech as a supportive actor, not the main character. Company B? They gave tech top billing without considering how it fit into the wider story. The lesson here? Industry 4.0 should be the sidekick in your journey—not the destination. Tech as a Strategy or a Sidekick? It’s tempting to make Industry 4.0 your main strategy—after all, the tech is exciting! But if you’re all about tech and not about your business goals, you might end up with a whole lot of digital flash and little substance. In manufacturing, the real heroes are efficiency, quality, and customer satisfaction. Industry 4.0 tech—be it sensors, AI, robotics, or data analytics—is just the toolkit to help us get there. For New Zealand manufacturers, it’s about knowing that “the “cool factor” […]

Aotearoa’s Industry 4.0 journey

From November issue, NZ Manufacturer magazine (below) Sean Doherty, Product Manager, Callaghan Innovation The advent of Industry 4.0 has been a game-changer for the manufacturing sector and can deliver real returns for New Zealand businesses, through increased efficiency, productivity, and innovation. However, many manufacturers remain hesitant to embrace these technologies. This reluctance often stems from persistent myths that cast doubt on the practicality and benefits of Industry 4.0. Based on Callaghan Innovation’s experience working with New Zealand manufacturers who are on their Industry 4.0 journey, we’re keen to dispel some of these common myths and provide some evidence-based solutions to encourage Kiwi manufacturers to confidently step into the future with Industry 4.0. … Myth 1: Industry 4.0 is only for large manufacturing operations. The Reality: Industry 4.0 is not exclusive to large manufacturers. Small and medium-sized enterprises (SMEs) can also leverage these technologies to enhance their operations. Indeed, as a nation of SMEs, this is where Industry 4.0 technologies arguably have the most potential to boost this country’s productivity and economic output. Companies like Nautech Electronics, Gyro Plastics and Oasis Engineering, are all great examples of SMEs deploying Industry 4.0 technologies to good effect. The key is to start small and scale up. For instance, SMEs can begin by implementing IoT sensors and use data analytics to optimise their existing processes. Retrofitting new hardware systems to older equipment can be a cost-effective way to integrate Industry 4.0 technologies without the need for significant upfront investment in new machinery. Myth 2: Exorbitant costs outweigh the benefits The Reality: While initial investments may seem daunting, the long-term benefits of Industry 4.0 technologies can lead to substantial cost savings and increased efficiency. Several McKinsey and Company case studies show manufacturers gaining a 10-20% increase in efficiency, between 10-15% improvement in quality and […]

South Auckland logistics facility to support future infrastructure projects

A new multimillion dollar green logistics facility in South Auckland will help boost access to steel construction materials needed for New Zealand’s major infrastructure and renewable energy projects. Latest Government data shows more than $120 billion has been forecast to be spent on infrastructure by the Crown, Crown entities and KiwiRail over the next five years.[1] The investment is designed to address New Zealand’s infrastructure deficit and prepare the country for future challenges, including population growth and climate change. Key areas of investment include transport, regional infrastructure, resilience and emergency preparedness, public buildings and schools. Dean Brown, CEO of Asmuss Group, says with over 1,400 infrastructure projects valued at $10 million or more planned in the coming years, improving the construction industry’s supply chain capacity will be critical to the efficient delivery of these projects. He says the new $25 million, 15,400m2 purpose-built logistics facility at Drury South Crossing can store over 12,000 tonnes of steel, around 2.1 times the steel volume used in the Auckland Harbour Bridge. “Most of New Zealand’s structural steel needs are met by overseas suppliers and developing the capability to manage the rapid distribution of large volumes of these materials will help ensure that materials are sourced, transported, and utilised effectively to avoid delays. “The operating model at the new facility has been designed to move high volumes of steel across multiple bays simultaneously, significantly improving operational efficiency and customer service deliveries. “In practice, this could see us unload 1,000 tonnes of steel, around 42 truckloads, from the port in a matter of days. By introducing greater redundancy and reducing any supply chain bottlenecks we can help support the development of New Zealand’s infrastructure in a shorter timeframe,” he says. Brown says seven high-capacity, 32-metre-wide anti-sway gantry cranes can move large quantities of steel safely […]

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 […]

Paying a ‘unique’ price: Why it can pay to be the same

-Frank Phillips, Managing Director, Fulcrum The Hook “But we’re unique, no one else takes bespoke orders that morning, processes and ships them that afternoon.” “Not even your competitors?” “Yes, they do….but they are much bigger and can afford to develop systems that are perfect for themselves”. “Is there anyway to test how bespoke these orders really are?” The Problem This conversation, in various guises happens regularly with clients, and sometimes it’s true, but often, we’re not as unique as we think. And that’s a good thing! The more unique we are, or decide to be, in our operations the more expensive our journey to digitisation becomes. This becomes particularly salient against the backdrop of New Zealand’s beating heart of manufacturing SME’s being in the midst of a perpetual battle when it comes to digitisation. Firstly, weighing up the challenging costs of developing digital systems and automated processes that are fit for purpose with realistic return on investment. Whilst secondly, being touted the value of Industry 4 technologies but facing a skills barrier to adoption. The Solution So what advice would I give to any manufacturing business looking to digitisation and automation be? It’s simple. Start thinking about your internal operations differently. Or paradoxically, not different at all. Whilst there is widespread appreciation for needing a clear competitive advantage, that thing or things that set you apart and make you unique. Extending this thinking to everything about your business can hamper digital progress, driving you to look for or build bespoke solutions that match your processes perfectly. Where competitive advantage should be ‘up in lights’ externally. Internally we should be asking ourselves the question ‘how can we make this process as similar as possible to other operations’. This is for two reasons: It’s cheaper to borrow than build. If that’s the […]

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 […]

Digital Factory Accelerator: Driving Northern Ireland’s Manufacturing into the Future

From: August issue NZ Manufacturer www.nzmanufacturer.co.nz -Adam Sharman, Senior Partner, Dsifer As New Zealand’s manufacturing industry continues to evolve in the face of global challenges, it’s crucial to look beyond our shores for inspiration and insights. In this article, we review the approach taken in Northern Ireland, where a pioneering initiative is reshaping the manufacturing landscape. This case study offers valuable lessons for New Zealand manufacturers seeking to navigate the complexities of digital transformation and Industry 4.0. In an ambitious move to boost the competitiveness of Northern Ireland’s manufacturing sector, a groundbreaking initiative called the Digital Factory Accelerator (DFA) has recently concluded its pilot phase. This innovative program, spearheaded by the Advanced Manufacturing Innovation Centre (AMIC) and Invest Northern Ireland in partnership with the High Value Manufacturing Catapult (HVMC) and LMAC Group, aims to accelerate the adoption of Industry 4.0 technologies across the region’s diverse manufacturing landscape. The DFA pilot, which wrapped up in June 2024, involved 32 companies ranging from small enterprises to large multinationals. Using the internationally recognised Smart Industry Readiness Index (SIRI) assessment tool, the program provided participating companies with a comprehensive evaluation of their digital maturity and a roadmap for future transformation. One of the differentiators of SIRI is the ability to benchmark globally based on company size, and by sector. The DFA pilot used the XIRI analytics platform provided by INCIT to develop meaningful insights that are crucial in shaping strategies for manufacturing within regions. Key findings from the pilot revealed that Northern Ireland’s manufacturing sector, while producing world-class products and services, lags behind international benchmarks in terms of digital adoption. The average SIRI score for UK manufacturing companies was 1.12, significantly lower than the peer group average of 1.84 (on a scale of 0-5). This gap highlights both the challenges and opportunities facing the […]

Ten tips to make your business case for sustainability stack up

This information is based on a guide we wrote with the Sustainable Business Council and Kaitiaki Collective. It’s a situation we know many manufacturers face. You want to make your business more sustainable. (Bravo!) You can see the many benefits of manufacturing products that reuse resources, avoid modern slavery and create fewer environmental impacts. But – here’s the kicker – you’re struggling to get the business case for making these changes ‘over the line’ with your accountant or finance team. These ten tips will help you. Tip 1. See becoming more sustainable as an investment Sustainable businesses are excellent businesses. They create value in the short and long terms – economically, environmentally and socially. Treat your sustainability programme as an investment and manage it as one. Tip 2. Identify your stakeholders Consider the many people who have a ‘stake’ in your business succeeding sustainably. You will naturally think of your investors, customers, suppliers, team, local community and regulators. Think longer term and wider too. Include the environment and people who will live many years in the future. Tip 3. Confirm where to focus with a materiality assessment Your business case needs to reflect the views of all these stakeholders and your business too. Start with a ‘materiality assessment’. It’s a practical way, using interviews and surveys, to home in on the sustainability activities that your stakeholders and business care about and to prioritise the ones that matter most. A materiality assessment takes a broad view of sustainability and covers environmental, social and economic topics. Include your top priority topics in your business case. Tip 4. Understand who you need to convince Who do you need to influence to get your business case over the line? What are they interested in? What are they concerned about? Who else has their ear? […]

Productivity is the only game in town!

From July issue NZ Manufacturer www.nzmanufacturer.co.nz Ian Walsh, Partner, Argon & Co It is great to see that finally we are talking as a nation about the need to be more productive. Our poor performance in productivity terms is not a new issue or problem, but given the current economic environment, it has become clear to everyone that we have a significant gap to countries with which we compare ourselves. The consequences of this are significant, with many young New Zealanders leaving for foreign shores for better pay, conditions and quality of life. This problem has been disguised for decades by global financial crises, pandemics, earthquakes and media misdirection (“We are the most liveable country!”, “Auckland is one of the top 10 cities!” etc.). Like climate change it has been possible to ignore for a long time. However, most of us are aware that our infrastructure is creaking. We can’t invest in health education, police, transport and other programs to the extent that we would like to, as we can’t afford it. Productivity is essential for economic growth, competitiveness, profitability, job creation, resource efficiency, and work-life balance. Focusing on productivity improvements at individual, organizational, and national levels can lead to numerous benefits and contribute to overall prosperity. I have been to many business meetings, and the focus for any improvement drive is return on investment – they are asking whether investing in an activity makes the business more profitable, more competitive and ultimately whether it will result in better return for shareholders, so they can invest in future programs to improve the product or service, grow the business and offer better products or services. The same is true at a national level, the government can only spend what the economy generates (balanced budgets and low debt). Profit (or in more […]

Electronic governor enhances marine engine speed control

Due to a failure of a Caterpillar Hydraulic Governor on the Tug Vessel “Te Matua”, operated by South Port NZ, Emee NZ Ltd of Mossburn, was consulted to check out the possibility of an improved, reliable, readily available, cost-wise and serviceable system. Having deliberated and sourcing suitable and reliable hardware involved to substitute the original system, it was found that the movement of the Caterpillar 3606 Engines Fuel Injection Pumps mechanisms demanded a high torque to move such from idle to full throttle. The requirement was also to have a system that originally was air control to the Bridge, superseded by simple “Rotational Dial” and have simple 4–20mA wiring connection. Other air control levers and parts subject to age failure were removed. Recommendation and Solution It was decided to use a combination of a GAC ACB 2001 12Ft Lb Actuator and an AXIOMATIC AX100310 Unidirectional Digital Control for each engine to supersede the original equipment. The combination of both these products together with suitable developed programed firmware and a mechanically driven encoder has now made reliable use of this vessel. This equipment was fitted to both Engines and to date has more than proved their worth in speed control which incidentally this vessel is used extensively for moving large ships within the Island Harbour complex and narrow channel entrance. Installation Installation of the Emee System is very simple, with a Manufactured Actuator Bracket fitted to each engine with linkage, also an enclosure for the required wiring and having the Axiomatic Controllers externally mounted for access. The Axiomatic units are totally encapsulated protecting the internal hardware from the sea environment. This is a major plus to eliminate corrosion and damage. A further feature is an emergency “override key switch” which in the event of Bridge Control failure will put the engine […]

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