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Embracing digital transformation: A strategic roadmap for Argus ManuTech Ltd

-Adam Sharman, CEO LMAC Group, APAC Argus ManuTech is a new name, but it has over 50 years of experience as an industry-leading manufacturer of electrical products. It specialises in cable and harness assemblies, viscous reheating products, and electrical medical devices. It has a rich history of supplying local and global customers from its facility in Christchurch. The global manufacturing sector is experiencing a major transformation fuelled by rapid technological advancements and an increasing demand for efficient, sustainable, and data-driven operations. Recognising the opportunities these changes presented, Argus ManuTech set out to tackle key challenges such as improving productivity, optimising supply chains, and remaining competitive despite rising labour costs. To address these issues, the company developed a clear roadmap for its digital manufacturing transformation. Argus ManuTech’s digital transformation strategy was developed through an initial two-step assessment process. Initially, a business survey was conducted with all employees to understand their challenges and needs regarding their work and the opportunities for the organisation. This survey proved invaluable in shaping the transformation strategy and identifying key insights and themes. Nathan Hay, General Manager, says, “I can’t stress enough how impactful and important it was to engage with staff before developing any strategy.” The second step involved using the Smart Industry Readiness Index (SIRI) framework to guide Argus ManuTech in prioritising initiatives for digital transformation initiatives. The SIRI framework, an Industry 4.0 diagnostic tool facilitated for Argus ManuTech by LMAC’s certified assessors, was employed to evaluate the current digital state of Argus ManuTech’s factories. This framework addresses three fundamental aspects of Industry 4.0: Process, Technology, and Organization. Based on this assessment, four high-impact areas were identified for ManuTech to focus its resources on: vertical integration, shop floor automation, shop floor intelligence, and inter and intra-company collaboration. Using these impact areas, Argus ManuTech developed a […]

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 […]

Q & A: Frank Phillips, Managing Director, Fulcrum

We have all heard of our ‘productivity problem’. Adopting proven and well understood technology – not the bleeding edge risky stuff – will be key to tackling it. Anyone in manufacturing who has tried to search for technology solutions to solve a particular challenge knows the rabbit hole it can become. The associated lack of confidence in vendors (particularly when there’s no in country support) follows; so it goes in the too hard basket and progress stops. All this in a nation where Number 8 wire pedigree and ‘build it yourself’ solutions start to proliferate. This distracts from core business focus and can be a black hole of investment to develop and maintain. What does Fulcrum do? We save time; give confidence and ultimately help manufacturers get stuff done! Fulcrum connects New Zealand manufacturers to New Zealand technology partners. Part of this is a simple self-service platform, but we also act as your part time CTO, prioritising and advising to make sure the right things get done by the right partners. In New Zealand we have all the skills, knowledge and technology for manufacturing to thrive, but we often don’t do a great job of talking about it! Fulcrum works with manufacturers and primary industries of all sizes. We often find that our on-boarding and follow up sessions allow us to act as an unofficial ‘part time CTO’ – helping manufacturers to prioritise, build the foundations of their digital transformation and work with the right partners to deliver it. We’ve been conscious when onboarding Technology partners that their can be a right size fit to consider. A specialist contractor working independently may be the right fit for one manufacturer in agility and cost, but not right for another where long term support agreements are needed. Digitisation is the way forward? […]

NZ Manufacturer October issue out now

Read the best analysis and observations for the manufacturing future for New Zealand. Exchange opinions and experiences with your peers, who are enhancing Productivity and market share in local and international markets. Subscribe to the magazine and send your success stories to us. We will share them for you.Contact publisher@xtra.co.nz

Beyond the Status Quo: Rethinking Workforce Development for a Competitive Future

David O’Connor, Head of Emerging Markets, The Learning Wave As a nation, we take pride in our innovation and adaptability. However, when it comes to workforce development, we still find ourselves lagging behind. The challenges are clear: a widening skills gap, ongoing productivity issues, a growing need for both transferable and technical skills, and businesses struggling to meet global competition demands. Are we ready to push boundaries and adopt effective solutions for today’s workforce and tomorrow’s needs? Or are we content to tinker at the edges of a broken system? Recent conversations suggest the latter. So, what can we do? It’s easy to blame outdated educational structures, funding issues, inter-agency hurdles, and slow policy changes. But are we truly held back by the system, or are we reluctant to challenge the status quo? Current structures, though well-intentioned, often miss the mark when it comes to evolving business needs. We need a shift towards flexibility, continuous learning, and strong industry partnerships. We must stop waiting for the government to solve the skills gap; we require more business-led initiatives. Relying solely on government action is unrealistic and short-term thinking. Instead of waiting for mandates or funding schemes, the government should incentivize businesses with tax breaks for upskilling and training their staff. The business community must lead the way. Organisations can – and should- drive change by partnering to source and fund necessary skills training. Many companies recognize the value of investing in their workforce, and there’s an opportunity to create a coordinated, industry-wide effort that harnesses the best training available. Small businesses often claim they can’t make an impact, but we can transform isolated successes into a nationwide movement. Collaboration among businesses is key to creating a more agile and responsive training ecosystem that meets the needs of both employers and their […]

Holidays Act reform – let’s get it done once and done right

By EMA Head of Advocacy and Strategy Alan McDonald It’s hard to think of a piece of legislation that has needed reform for as long as the Holidays Act. Successive governments have been aware of longstanding concerns over the Act among workers, employers and payroll providers alike and promised to fix the issues. But they have also largely failed to deliver any meaningful change. Businesses have long been calling for the Holidays Act to be scrapped and rewritten, saying it’s too complicated and is costing businesses time and money. Unfortunately, the approach to addressing those issues has been largely to ignore the main problems and tinker with existing legislation, adding further complexity. The main issue for many employers was how the Act calculates annual leave, public holidays, sick days, and bereavement leave. With the rise of different styles of work, it was challenging to accurately figure out how much workers were owed. The previous government had a go at reforming the legislation, and in March 2020, Cabinet endorsed in full the 22 recommendations for improvements to the Act made by a tripartite Holidays Act Taskforce. However, the draft bill was far too complicated and didn’t see the light of day. Now, the coalition government is attempting to reform the legislation and an exposure draft on the Holidays Act Bill was released for targeted consultation in September. The EMA was one of the organisations tapped to review the exposure draft and provide feedback. We’ve worked with select members of the EMA to make sure we canvassed a range of opinions across the business community. We also recently tested out thinking with around 500 members on a webinar and they largely agreed with the direction of our approach as it provides something efficient and simple for employers to operate. We have been under a non-disclosure agreement as […]

Can we be world-class leaders?

From October issue NZ Manufacturer magazine www.nzmanufacturer.co.nz -Ian Walsh, Partner, Argon and Co Recently, I had the opportunity to work with business leaders on New Zealand’s productivity performance and, how it compares to key trading nations and OECD members. Over the past 50 years, New Zealand’s ranking has fallen from being in the top five to the bottom five. It’s a tough reality, but more interestingly, the discussion centred around why Scandinavian countries and Ireland excel while we continue to struggle. Many attribute New Zealand’s lagging performance to factors like distance to market, limited access to capital, and the small size of our domestic markets. Undoubtedly these do play a role, but they are largely beyond a business’s control. No matter how efficient we become, we still face the challenge of shipping goods across the globe. If we focus on these external factors alone, we will continue to run the risk of overlooking the most crucial areas where we can improve – leadership and people management. Studies show that New Zealand consistently underperforms in these areas compared to other OECD nations, and this is not a recent development. Over the last 40 years, other countries have systematically invested in cultivating great leaders, while New Zealand seems to have fallen into five fatal assumptions about leadership. The Five Fatal Assumptions About Leadership in New Zealand: Promoting the best operator to leader will work out Many workplaces fall into the trap of promoting the best operator to leadership roles. While they are often respected for their technical skills, they may lack the ability to manage people effectively. This can result in the loss of a great operator and sometimes even a demotivated team. Leadership requires a different skill set—one that needs to be developed, not assumed. Leaders are born, not made The […]

Winston Peters’ $100 billion infrastructure fund is the right idea. Politics-as-usual is the problem

-Timothy Wech, Senior Lecturer in Urban Planning, University of Auckland, Waipapa Taumata Rau New Zealand’s infrastructure woes are a constant political pain point. From ageing water systems to congested roads and assets increasingly threatened by climate change, the country faces mammoth upgrading and future-proofing challenges. Enter Winston Peters and NZ First with a surprise proposal for a NZ$100 billion “Future Fund” dedicated to infrastructure investment. Sounds promising – but the proposal’s success will hinge on getting the details right and, more importantly, getting the politics out of infrastructure planning. Unveiled at NZ First’s annual convention last weekend, the idea bears striking similarities to challenges previously highlighted by urban planning and infrastructure experts. The country currently has an estimated infrastructure deficit of over $100 billion which aligns eerily with the scale of Peters’ proposed fund. The Future Fund proposal sounds impressive on paper. Ring-fenced from political meddling and focused on national interests, it’s billed as a silver bullet for infrastructure funding problems. Peters claims he’s taken a page from the Singapore and Ireland playbooks – potentially breaking New Zealand’s habit of treating big infrastructure projects like they’re part of a three-year plan. Long-term savings As always, the devil is in the details – and the Future Fund is light on them. How exactly would this fund be financed ? How would projects be selected and prioritised? And, crucially, how would it be insulated from the political interference it claims to avoid? The potential benefits are significant.Research suggests that a stable, long-term approach to infrastructure investment and better utilisation of existing assets could unlock substantial savings – potentially up to 40% of total project costs. A well-managed $100 billion fund could provide the certainty and consistency needed to achieve these efficiencies. The scale of the fund also aligns with the urgent need for […]

We need to pay attention to completely natural, consumer quality-verified, unprocessed food

-Phyllis Tichinin, soil scientist, founder of True Health Ltd The health narrative is increasingly moving away from processed food, especially ultra-processed foods (UPFs). More emphasis is being put on vitamin and mineral, antioxidant and polyphenol content, also called nutrient density or ORAC. Consumers are becoming concerned about pesticides and packaging chemicals in what they eat. They are looking for food that fully nourishes and heals cells. Ultra-processed items are receiving bad press and labelled as the cause of chronic disease. In America, ninety three percent of Americans have some form of inflammatory chronic disease: cancer, diabetes, fatty liver, Alzheimer’s, allergies, etc. More than half of the population is obese. Seventy-seven percent of young men are unfit for military service. These figures are mirrored in health statistics worldwide. While sedentary screen time, air and water toxins, and stress are implicated, Influential functional medicine doctors and health celebrities are placing the majority of the blame on consumption of processed food. (Check out Dr Casey Means interviews on the Web or Spotify) Our NZ consumption of UPFs is only slightly lower than in the USA and the UK – around 50%, even for children under 5. This global trend has implications for NZ’s food and packaging industries. Most of the food we export is minimally processed, compared to the ultra-processed foods like packaged snacks, desserts, energy bars, etc. We are presently well positioned with a reputation for natural quality, but in most food categories Italy and France have international reputations superior to ours. We can’t cruise on our laurels in this space and we certainly can’t afford to lose any ground. Food wrapping and containers that preserve vitamins, minerals and flavour components without the use of any chemical, heavy metal, or plastic need to be a focus of innovation. Hand in hand […]

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 […]

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