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Better thinking, better results: The two-day world class productivity simulation that builds capability

By Neil Robinson, a Senior Business Consultant with Argon & Co (Auckland) specialising in productivity improvement, Lean systems and capability building. Welcome back! If you joined us for Article 1, you’ll remember how the World Class Productivity Simulation gives teams a powerful, hands-on experience of what helps — and what hinders — operational performance. Many participants leave that first session with a renewed sense of possibility. “The only sustainable competitive advantage is an organisation’s ability to learn faster than the competition.” — Peter Senge In manufacturing, it’s easy to fall into a trap: when performance dips, the organisation responds with speed — quick fixes, point solutions, and local optimisation. Sometimes that helps. Often it creates new problems elsewhere, because the symptom wasn’t necessarily the system driver. A more reliable approach is to build the capability to think well about improvement — to see what’s really happening, understand what the customer needs, consider the organisation’s direction, and make decisions that improve the whole system rather than one corner of it. That’s the purpose of the two-day World Class Productivity Simulation. Day one creates an unforgettable experience of flow, waste and performance. Day two builds something more enduring: the ability to learn as a team and apply a repeatable method for choosing improvements that stick. Even if you never attend the simulation, the principles below will strengthen your own improvement conversations. The difference between activity and improvement Many sites have no shortage of improvement activity. The real question is whether that activity is producing better system performance: more reliable output, improved quality and delivery, lower cost, safer work, and less firefighting. A simple test is to ask: What problem are we solving — and how do we know? What customer need does this improvement protect or enhance? Which part of the system […]

Making scope 3 manageable: how to use spend-based emission factors

Manufacturers need a clear view of emissions across their value chain to identify hotspots, manage risk and meet reporting requirements. The challenge is that supply chains are complex, with limited visibility beyond direct suppliers. This makes scope 3 emissions difficult to quantify. Unlike scope 1 and scope 2, they are rarely measured directly and rely on estimates. Data is often incomplete or unavailable, especially early on. Waiting for perfect data is not realistic. This is where spend-based emission factors come in. They use financial data to estimate emissions, allowing organisations to build a complete scope 3 baseline from the data they already have. Using financial data to get emissions insight Spend-based emission factors link financial data to greenhouse gas emissions. They express the average emissions associated with a dollar spent in a given category. This approach uses national economic data and emissions data to estimate the average emissions per dollar spent. In practice, it allows manufacturers to use their existing spend data to estimate scope 3 emissions. This is exactly how many organisations begin. Financial data is readily available, structured and complete. Using it as a starting point enables a rapid, economy-wide view of emissions without waiting for supplier engagement. Photo by Cooper Hofmann on Unsplash Why this approach resonates with manufacturers Manufacturers operate across complex supply chains, often with a mix of domestic and imported inputs. Understanding upstream emissions in detail is challenging, particularly early on. Spend-based emission factors address this by providing full coverage. Because they are built on national economic accounts and include import data, they capture emissions across both domestic production and international supply chains. This completeness is one of their defining strengths. Every dollar spent is linked to emissions somewhere in the value chain. They are also efficient. Organisations can apply them using […]

The emotional reality of a business exit

Mike Warmington, Director, Platform 1 Letting go of your business is often like letting go a piece of yourself. It’s been your life and you have been the business. Your identity is wrapped up in, and your confidence and self-worth are linked to its success. Staff feel like family and have shared the journey with you and your clients trust you. It embodies the sacrifices you have made including long hours, missed family time and sometimes financial and emotional stress. Exiting also means releasing control and direction of something you have built. For some it also involves grieving. It’s emotional as much as a financial transaction. The emotional side to an exit can often be the reason for delaying the process as you come to terms with the upcoming change you are not sure you are ready for. “The fact you will exit your business at some stage is inevitable” How can you lessen the impact? Firstly, it’s important to have a plan for your next phase of life before the exit regardless of the exit option you pursue. Prepare emotionally as well as financially. Not every business owner wants to go “cold turkey” and make a clean break. You can start the process well before you are ready to step out completely. An option is to start removing founder dependency over time, by bringing in a talented Business Partner who can free up some of your time and allow you to prepare emotionally for the shift. This person acquires shares over time and can give you the ability to emotionally exit at a timeframe of your choosing while protecting your legacy. Exiting your business is emotional because it’s not a transaction it’s a transition.

New Zealand still makes things, but for how much longer?

By Hon Dr Megan Woods, Labour spokesperson for Manufacturing and Industry The workers losing their jobs at the McCain’s Hastings vegetable processing factory don’t need economists to tell them that the economy isn’t working for them. They already know it. So do the workers at Heinz Wattie’s, at Kinleith Mill, at Winstone Pulp, at Sealord, and at the many businesses that have shut their doors in the last two years. New Zealand’s manufacturing sector has faced headwinds for a long time, but the past year has seen flash points that will be much harder to recover from. Under this Government, we’ve seen output fall sharply, and the economy weaken. High interest rates and cheap imported goods produced with low-cost labour are squeezing our domestic market. Internationally, our distance from major markets makes it harder to compete. Low productivity growth and a tax system that has consistently rewarded property speculation over productive enterprise have left our industrial base more fragile than it should be. No one party owns that history, but a government that understood the problem would have come in with a plan to turn it around. Since National took office, 36,000 New Zealanders have lost their jobs. Business liquidations have hit a fifteen-year high. Each closure, each lost shift, each production line that goes quiet hits suppliers, communities, and regional economies in ways that ripple outward for years. The recent closures of regional manufacturing plants – particularly in timber, pulp, and food processing – show how exposed some of our communities are to single employers. And in places like Hawke’s Bay, losing McCain’s doesn’t just impact the workers and their families, it impacts everyone in New Zealand. It impacts growers, who now have fewer places to sell their produce; consumers, who will face even higher food prices; and regions […]

Kauricone enhances InterfaceOS

NZ-developed operating system to reduce costs and boost productivity Kauricone has announced significant enhancements to InterfaceOS, its lightweight, productivity-focused operating system designed to help organisations and individuals reduce IT costs while improving performance on both new and older desktop and laptop computers. InterfaceOS simplifies computing environments by reducing system complexity, extending hardware life, and delivering a fully integrated suite of productivity tools — all under a single perpetual license. Users can purchase an InterfaceOS Suite Perpetual License for $162 (including GST), which activates one Parent License and five Child Licenses and includes all bundled application software — providing immediate value without ongoing subscription costs. Designed for performance and efficiency InterfaceOS is engineered to deliver fast, responsive computing: Lightweight Architecture — Quick start-up times and smooth operation Low Resource Requirements — Runs efficiently on as little as 4GB RAM and 256GB storage Optimised 64-bit Processing — Fast execution of everyday tasks Extended Hardware Life — Enables older computers to run modern applications without lag Simplified user experience InterfaceOS reduces complexity to improve productivity: Intuitive Interface Design — Easy to learn and navigate Integrated File Management — Consistent folder and file manager across browser and applications No Right-Click Design — Streamlined interactions for faster workflows Custom Window Sizing — Optimised screen real estate for multitasking Multiple Monitor Support — Portrait or extended display modes Pre-Installed productivity suite InterfaceOS includes a complete set of professional tools: Office Suite — LibreOffice Writer, Calc, and Impress Opens Microsoft Office files directly Save in Microsoft formats or OpenDocument (.odt, .ods, .odp) Creative Tools — GIMP image editor and VLC media player Developer Tools — Geany text editor and command-line interface Task Management — Interface Active Programs for fast switching and recovery Seamless connectivity InterfaceOS supports modern work environments: Smartphone file transfer integration Simplified Wi-Fi, wired, and […]

Marshall Industries celebrates ninety years of roofing in Southland

Manufacturing from 1938 and still going strong. A Southland business that has spent generations working on the region’s homes, farms, and businesses is marking a major milestone, with a legacy that has quietly helped shape the way New Zealand builds. Marshall Industries is celebrating ninety years in business, a journey that has seen the company become a familiar and trusted name across Southland and Otago, while also playing a pioneering role in the country’s roofing industry. Originally established in 1938 as Owen Marshall Plumbing Ltd, the business was responsible for a major innovation in New Zealand construction. The company was the first in the country to develop and produce continuous long-run corrugated roofing iron, designing and building its own machinery in Invercargill using local tradespeople. It was a breakthrough that changed how roofing was manufactured and installed across New Zealand, setting a new standard that is still widely used today. The company also led another national first, developing continuous spouting systems and manufacturing twenty machines locally, in the 1940s, which were then distributed across New Zealand, Australia and the Pacific Islands. Managing Director Tom Marshall says these milestones reflect a long history of practical innovation driven by the needs of the industry. “There has always been a strong focus on finding better ways to do the job,” Marshall says. “That early innovation came from local knowledge and skilled tradespeople right here in Southland, and it is something we are incredibly proud of.” Alongside this legacy of innovation, the business has continued to deliver roofing solutions across the region, protecting homes, farm buildings and commercial properties through decades of growth, change and Southland weather. Marshall says reaching ninety years is something the whole team is proud of, but it is also a reflection of the community that has supported the business […]

How one local council helped 1,200 low‑income residents finance solar and home energy upgrades

Could this work in New Zealand? Feedback please. Paris Hadfield, Research Fellow, Monash Sustainable Development Institute, Monash University Most of Australia’s existing homes are old, uncomfortable and expensive to run. Too many are energy inefficient, and rising electricity and gas prices are making things worse. Mainstream programs are supporting home energy upgrades. But the transition isn’t happening quickly enough and risks leaving behind the households that could benefit most. Innovative finance models could help. Local initiatives can make solar and electrification more accessible. Darebin City Council’s Solar Saver program Running from 2014-2025, Darebin City Council’s Solar Saver program helped almost 1,200 low-income and vulnerable homeowners in the area get A$4.8 million worth of home energy upgrades. Council paid the upfront cost of installing solar and, in later iterations of the program, reverse cycle air conditioners and hot water heat pumps. Factoring in state government rebates, these costs were added to the homeowner’s property taxes as a “special rates charge”. The homeowner could then repay this money over ten years – interest-free. Suppliers were selected through council tender to make the process easier for homeowners, while ensuring quality products and services including component and performance warranties. This provided certainty for residents, one of whom said: the council’s not going to get involved with some shonky person who’s going to come in and tell you: “Terribly sorry, we’ve got to double the price because you’ve got a nail in the wrong place on your roof” or something. The scheme reduced financial risks and burdens for low-income homeowners. By using council rates to repay the money, the loan is attached to the property itself rather than the homeowner. This means any remaining debt is recouped if and when the house is sold, avoiding a situation where someone is paying a debt for solar […]

The cost of Deindustrialisation: How New Zealand’s manufacturing decline threatens our economic future

NZ Manufacturer magazine wants more business owners and decisionmakers to speak up and positively make suggestions on issues affecting the future of manufacturing. Dont be silent when your ideas can make a difference. Speak up for your country. Doug Green, Publisher By Sean Doherty, Manufacturing Commentator | NZ Industry Trends Manufacturing is not just another sector in New Zealand; it is one of the core systems that keeps regional communities alive and anchors our standard of living. When factories close in Whakatāne, or the outer suburbs of Christchurch, we do not seamlessly “move up the value chain.” We lose well‑paid careers, technical capability, and the dense network of firms and supply chains that make an economy resilient. The signs of deindustrialisation are already all around us Long‑standing manufacturing plants shutting, production shifting offshore, and investment decisions quietly goes against New Zealand. The immediate impact is job loss, but the deeper damage is structural. Manufacturing has long provided thousands of solid, mid‑skill, mid‑wage jobs for people who are prepared to learn a trade, run complex processes, and take responsibility for quality and output. As these roles disappear, the labour market splits into a small group of high‑income professionals and a growing pool of low‑paid service jobs in areas like tourism and hospitality. That mix locks in stagnant wages, weakens social mobility, and drives up fiscal pressure as more households rely on government support to close the income gap. For regions, the consequences are even more personal. A single plant in a provincial town can support hundreds of families directly and many more through suppliers—maintenance firms, transport operators, engineering workshops, automation integrators, local business services. When production ceases, these networks unravel. Young people see fewer reasons to stay, schools lose roll numbers, and community struggle. Once this cycle takes hold, it is […]

Why our car dependence is now a strategic liability

Timothy Welch, Senior Lecturer in Urban Planning, University of Auckland, Waipapa Taumata Rau The war in Iran and the effective closure of the Strait of Hormuz have sent oil prices past US$100 a barrel – and Kiwis flocking to fill up. Petrol just hit NZ$3 a litre and some stations have reported running dry. In response to about 20% of the world’s oil supply being shut off in just a few days, the International Energy Agency announced its largest-ever coordinated reserve release of 400 million barrels. But analysts warn oil could reach US$150 a barrel if the strait stays closed. For a country that imports every drop of its petrol, diesel and jet fuel, this is not only a problem, it’s a hard reminder New Zealand has failed to mitigate such strategic vulnerability. Since Marsden Point stopped refining oil in 2022, New Zealand has imported all its refined fuel, mostly from South Korea and Singapore. Those refineries rely on crude oil shipped through the waters now blocked by Iranian drones. The latest official fuel stocks update suggests roughly 52 days of total cover, with less than 33 days of petrol in the country. This buffer was only designed to smooth over short disruptions, not substitute for a prolonged supply crisis. Motorists are already starting to hoard supplies, with petrol stations in Auckland already selling out of fuel cans. Some drivers may well be regretting not having bought an electric vehicle earlier. Failure to electrify New Zealand generates more than 85% of its electricity from renewable sources – rising to a record 96.4% in the last quarter of 2025. It has one of the cleanest and most oil-independent electricity systems in the world. Yet transport, which consumes nearly 40% of all energy in the country, remains almost entirely chained to imported oil. Electricity provides just 0.5% of domestic transport energy. It didn’t have to be […]

Tech companies are blaming massive layoffs on AI

Uri Gal, Professor in Business Information Systems, University of Sydney In the past few months, a wave of tech corporations have announced significant staff cuts and attributed them to efficiency gains driven by artificial intelligence (AI). Companies such as Atlassian, Block and Amazon have announced they would lay off thousands of employees due to increased reliance on AI. The narrative these companies offer is consistent: AI is making human labour replaceable, and responsible management demands adjustment. The evidence, however, tells a more nuanced story. The automation story is partly true Genuine disruption is visible in specific corners of the labour market, though the scale of that disruption is commonly overstated. Research from Anthropic published earlier this month shows that although many work tasks are susceptible to automation, the vast majority are still performed primarily by humans rather than AI tools. Moreover, some occupations are more exposed to displacement than others: computer programmers sit at the top of the list, followed by customer service representatives and data entry workers. Yet even within the most exposed occupations, AI use is still limited. The aggregate economic data reflects this reality. A 2025 Goldman Sachs report estimated that if AI were used across the economy for all the things it could currently do, roughly 2.5% of US employment would be at risk of job loss. That’s not a trivial number. However, the report notes that workers in AI-exposed occupations are currently no more likely to lose their jobs, face reduced hours, or earn lower wages than anyone else. The report does note early signs of strain in specific industries. Goldman Sachs identifies sectors where employment growth has slowed that align with AI-related efficiency gains. Examples include marketing consulting, graphic design, office administration and call centres. In the tech sector, US workers in their 20s in AI-exposed occupations saw unemployment rise by almost 3% […]

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