Profiles

Sweeping the globe

Scarab Sweepers is a leading manufacturer of truck-mounted road sweepers with a long history of environmentally-friendly product innovation

Established in 1979, Scarab Sweepers began life as an innovative family business. In the 1980s Scarab pioneered the development of a single-engine Truck Mounted road sweeper with the release of the Major 3000 arriving in 1988. And this Scarab 179 binnovation set the foundations for a company that, today, is the leading proponent of Ltdsingle-engine, eco-conscious products.

“Even back in the 1980s when it wasn’t topical or fashionable, Scarabs main ethos revolved around environmentally-friendly, single emission sweepers, and it remains as important to us now as it was back then,” Scarab’s Business Development Manager, Andy Farley says.

In 2011 Scarab became a member of the Fayat Group, and together with French company Mathieu, and Dutch company RAVO form the Fayat Environmental Solutions division. With over 150 years of combined experience, the division is committed to a clean future through the deployment of its broad range of sustainable sweepers for the compact, mid-size, truck-mounted, and specialist truck-mounted sectors.

“Emissions control is becoming more and more important for operators and contractors, especially for those operating in areas like London, Birmingham and Edinburgh where Low Emission Zones are being introduced,” notes Scarab’s Manager of Marketing and Product Development, Gary Kelleher. “We have remained strong with our message and as a result we are seeing an increase in enquiries for our single-engine solutions. We are also working in parallel with ongoing developments in alternative fuels such as CNG, electrification, and hydrogen. We’ve always been at the forefront of technological advancements and we’ve had a lot of success with our CNG solutions across various areas of the UK and Europe where the infrastructure exists. Our strategy is to support customers in transitioning from a twin engine, to a single engine platform, and then pave the way for the wide-scale introduction of alternative fuel solutions.”

Following on from the revolutionary early product developments, Scarab has continued to break new ground. In 2003, the Company became the first road sweeper manufacturer to supply all its sweepers with a CANbus control and diagnostics system. Intuitive and easy to use, CANbus has changed the way Scarab’s machines are operated and maintained, providing users with comprehensive feedback including warnings and service reminders, as well as real-time monitoring and datalogging capabilities. Gary explains, the company is always on the lookout for similar product development opportunities that ‘innovate’ rather than ‘copy’.

New product development
“For us, a large portion of product development is always going to be driven by customer feedback. Being close to our customers is vital for us to understand how to improve quality, ease of maintenance, reduce cost of ownership, as well as constantly refining the industry leading operating experience for which we are renowned. We are also constantly looking beyond what is happening in the sweeper sector to see if we can find innovative environmental solutions elsewhere that we can adopt in our own industry.

“We are preparing a number of interesting new products for release in the next six to 12 months. They all revolve around introducing positive, value-added solutions for customers, whilst also keeping an eye on the long-term goal. We are on a mission to have the most environmentally friendly range of sweepers in the industry; that is something we strive to achieve and is at the core of all new product development projects.”

As a truly global business, Scarab exports a large portion of its products to continental Europe and far beyond. Though the company focuses on single-engine solutions, it still offers their twin-engine counterparts, which have proven to be the product of choice from Chile to Bangladesh, and Saudi Arabia to North America. Despite this, Gary claims that Scarab’s Vision is still to introduce its single-engine solutions to more international customers in the future.

“We understand that there is a place in the market for twin-engine sweepers and for that reason we still have twin engine solutions in our range, with both Stage V and IIIA engines options available,” he states. “The M6 and M65T export sweeper kits we offer, for example, have been designed specifically for easy and economical shipping worldwide. Due to their flexible design, they are also easily mounted on a huge range of chassis from any region. This allows customers access to Scarab’s trusted quality anywhere in the world with minimal fuss.”

Facility acquisition
What unites all aspects of Scarab’s product offering is a central focus on high quality, high performance sweepers, recognized as some of the industry’s best options in terms of economy and system control. Manufacturing its products from sheet metal upwards, Scarab’s skilled local engineers have recently benefited from major investment in the firm’s production facilities.

“We’ve been in Marden, Kent, for over 40 years,” Richard Cardwell, Head of Manufacturing explains. “Over the years the site has developed through a process of evolution as we’ve taken on new processes and added new functions. These adjustments were made to the existing layout without ever really stepping back and optimizing the whole site, that is until very recently. The parts warehouse, service workshops and the new product development bay, were all intermixed around production operations in the same buildings. Furthermore, the assembly functions were disconnected in different buildings across the site so there was a clear opportunity to dramatically improve the visual management and lean performance of the whole process.”

After considering several options, Scarab opted to take over a new 34,000 square foot warehouse and workshop facility located on the same industrial estate. The acquisition allowed for a 30 per cent increase in the overall footprint of the operations. “It was a strategic decision for us,” Andy comments. “The building was completely refurbished with new facilities and a new office area to accommodate our aftersales team. The entire aftersales organization, including spare parts, service, and the demonstration fleet all moved into that building around October last year and having the whole team working together has brought considerable synergies.”Scarab 179 c

Workplace transformation
Richard comments: “In November last year we traded our main office block in for a two-storey office providing 5000 square feet of modern office accommodation - again on the existing site.” Now approaching the final stages of site development, Scarab expects the project to be completed by the end of September 2020 and Richard is confident that it will prove hugely beneficial in supporting Scarab’s plans to develop new products and markets and growing production volumes.

“In terms of production, it’s given us space in the factories to reorganize things in a more logical way and improve the flow of our processes,” he reports. “We’ve rolled out extensive 5S implementation across the whole site and transformed every square meter in terms of cleaning, painting and creating organized workspaces and visual management making it very lean. We’re very excited with the progress and keen, post-Covid, to start inviting customers and suppliers to come and take the Scarab Tour.

“Combined with this we have made significant investments in plant and equipment including cranes, material handling and access platforms which all help transform our processes and improve productivity and safety. We’ve always been vertically integrated as a manufacturer. We are not just an assembly plant - we cut a huge amount of metal using laser cutting, CNC folding, and extensive fabricating and welding on site for all the major components. Our painting process has undergone some significant development of both the paint system and the processes, and we are setting new standards in the industry in terms of paint finish. From sheet metal coming in at one end to a whole vehicle going out the door at the other, by carefully controlling these processes in-house we can optimize flexibility, maximise speed and dependability, keep our costs under control, and make sure that the quality we put out is of the highest possible order.”

Though the new facility is set to play an instrumental role in Scarab’s future, the company, at its core, is a friendly and personable business that values, above all, the contribution of its workforce. Communicating a shared vision across the business has been vital to Scarab’s growth, suggests Andy.

During the Covid-19 pandemic Richard confirms this was especially true. “Success has been about keeping our staff on board. We took the difficult decision towards the end of March to close the factory – a decision which we reviewed daily as a Senior Leadership Team over the course of five weeks. We maintained a skeleton team running the aftersales department for spare parts and service to ensure we continued to meet the expectations of customers who were still operating our equipment. We were fortunate that we had a healthy order book when the crisis started and a factory, product, and premises that allowed us to reorganize ourselves to socially distance when we brought people back to work. As our staff and visitors returned, we wanted them to have a safe space to work so we’ve introduced new cleaning regimes, new sanitizing and PPE stations in every work area, erected polycarbonate screens, created signage and floor markings throughout including one way systems and thermal cameras for checking temperatures when people come into the buildings. The workforce has been very supportive of all the steps we have taken going above and beyond to keep everyone safe.”

Business Vision
Having weathered the Coronavirus storm, Scarab now has its sights set firmly on the company’s long-term future. In October 2019, the Company appointed a new Managing Director in the shape of Gary Watson, who has already set about shaping the company’s future. For Scarab, it is clear that the next five or ten years will be about growth.

“When Roger Hoadley founded Scarab in 1979, he envisioned a technology that would revolutionize the world of sweeping,” Gary Watson says. “Single engine sweepers were little known at that time yet he had a desire to change the status quo. And in so doing, Scarab’s environmental credentials were born and its journey towards enhancing society’s wellbeing had begun. It’s my privilege to take the helm of a company built from such a clear purpose. And today, backed by the Fayat Group, Scarab has a healthy balance sheet, a skilled and dedicated workforce, and a desire to provide the most environmentally friendly range of truck mounted sweepers in the market. These fundamentals will breathe life into our Business Vision, which includes substantial investment in NPD and marketing, expansion of our business globally, and further expansion of our facilities. My role is to help position this incredible company for the next part of its journey, and I’m truly thrilled by that prospect.”

Scarab Sweepers Ltd
Products: Road sweeper manufacturer
www.scarab-sweepers.com

A winning mix

Founded in 1939, specialist manufacturer of workwear Wearwell has traded through wars and now a pandemic – and one area that has helped support its success, is the company’s dedication to manufacturing in Great Britain

Founded over eight decades ago, the Wearwell we see today has evolved through management buy-outs, new owners, updated factories, and changing market trends. The company as it stands in 2020, is now owned by Richard Wright and Rockpool Investments, and mainly manufactures heavy workwear for the ‘lease and laundry’ sector. Ross Gard, Marketing and Product Development Director, explained that a majority of Wearwell garments are sold to companies who rent Wearwell 179 bor lease garments into a company, along with a wash contract. “Our garments are used in a wide range of industries such as molten metal, engineering, the utilities sector, as well as food manufacturing,” he added. “Working with the majority of laundries, who supply workwear via the lease and lauder model, means we have supplied workwear to a number of high-profile blue-chip companies as well as direct to clients such as RWE, who own NPower.”

Given the credentials of its customer order book, Wearwell’s service offering has to meet exacting standards of not just quality, but also flexibility and choice, and as Ross highlighted this is achieved through its somewhat unique approach. “We very much still manufacture here in the UK from our site in Tamworth, this allows us to provide a very fast response time to clients who need orders quickly! We also manufacture in North Africa, which is our middle option – it’s cheaper than the UK, but it’s not as fast. Finally, we also offer a Far Eastern option where we offer clients who are price sensitive, but time rich, the same high-quality experience as if dealing with the UK.”

Ross credits the company’s British manufacturing capability and resulting speed of delivery as a cornerstone of its success: “None of our competitors have UK manufacturing on Wearwellthe scale that we do,” he asserted. “In the late 1980s/early 1990s a lot of companies took their business offshore to Eastern Europe and the Far East, at the time Wearwell was committed to UK manufacturing employing some 115 seamstresses. We felt there was an opportunity to continue to support the lease and laundry sector by supply good quality garments quickly, and that is how we have grown the business over the years.”

He continued: “We are, to this day, still committed to UK manufacturing, we design, manufacture and distribute our garments from our Tamworth factory and it is a real selling point for us. Clients regularly visit the factory to see what we can do, to see our equipment and facilities, and to see the garments being made by our seamstresses. It fills them with a sense of confidence and trust when they can see what we do and how we do it.”

With its UK manufacturing base and also a history of manufacturing medical garments prior to the trend of offshoring, Wearwell was ideally positioned when the Covid-19 pandemic hit the UK and the NHS needed thousands of additional scrubs. Ross noted that “traditionally there has been a lot of red tape involved with supplying the NHS. Wearwell used to be a direct supplier to the NHS but we found the price of our UK made garments couldn’t compete with cheaper offshore alternatives, however, during these difficult circumstances the UK government relaxed the rules to allow additional suppliers, such as Wearwell, to supply much need PPE.” As a result, the business was approached by several NHS trusts. “We ended up manufacturing around 30,000 scrub sets a week pretty quickly for different trusts. At the time we were lucky we had fabric in stock, and our close relationship with our UK supply network meant we were able to procure fabric quickly. But it wasn’t just the NHS we needed to support, we also manufactured a lot of food trade workwear and those industries were designated critical workers early on in the pandemic, so we flew into action manufacturing workwear for those companies who continued to work throughout the lockdown,” he explained.

Amazing team spirit
The decision to stay open during the pandemic wasn’t taken lightly by Wearwell – the company knew that it would be called upon at some point during the pandemic, but orders were slow to materialize and the management team were keenly aware of the safety requirements of its own staff. “ After many round table discussions, the management team went to the shop floor and we asked the staff what they wanted to do,” said Ross. “We explained the situation to them and told them that we believed in the coming weeks we would be needed by the NHS. We asked them what they wanted to do, stay open and answer the call when it came, or shelter with families until it was safe to return. The response was overwhelmingly supportive – they wanted to stay open.

“As a management team it was then down to us to best manage the safety aspects around the business. We made it clear that no one would be forced to come to work if they didn’t feel safe, and that we would do everything we could to ensure their safety. We met with the shop floor twice weekly to update them on any government guidance we had received and to listen to any concerns they had. It was a surreal and heart-warming experience to know that the factory floor wanted to stay open and help support the NHS, we just need the orders!

“When the NHS orders did then start to come in, the next issue we faced was fabric supplies. While we had some fabric on the shop floor, we needed a lot more to fulfill all the orders! Working closely with our brilliant UK fabric suppliers up in Manchester we were able to secure enough fabric for the first wave of orders. Unfortunately, they had a terrible turn of fate as one of their fabric stores caught fire wiping out a large amount of stock. As a result, we set about supporting them in any way we could which included renegotiating with the NHS on specific garment colours and fabrics– given these were quite desperate times, we were able to work out a solution that meant they were happy with the newly proposed fabrics.

“It certainly was a challenging time, not only did we have the safety of our staff in the forefront of our minds and the potential supply issues but we were working double shifts of over 12-hour days, 7 days a week to get these scrubs to the front line. I remember there was an overwhelming feeling that we didn’t want to let anyone down.”

Working in an atmosphere that Ross describes as ‘as close to what I imagine a war time spirit to be’, the staff at Wearwell rose to the challenge that was presented to them, not only through amazing levels of production but also on a personal level. “There was an amazing amount of kinsmanship throughout the pandemic – whether on the shop floor or simply in providing extra mental support to one another. The company was able to help as well by placing orders on behalf of the staff for essentials like nappies, milk and loo roll, it became a real family spirit with an added can-do attitude.

“Working in marketing often means I don’t get to spend much time the shop floor talking to the staff, but during the pandemic I really got to know them. What was nice to hear was that they felt they had gained an immense sense of purpose which I can honestly say energized the whole management team.”

Thanks to Wearwell’s efforts in manufacturing the scrubs, further opportunities to supply the NHS began to materialize: “We were approached by University Hospitals Birmingham NHS Foundation Trust (UHB) one of the largest teaching hospital trusts in England, to produce and supply surgical gowns,” said Ross. The gowns will be delivered to The Birmingham Hospitals Alliance (BHA), which looks after UHB, Birmingham Women’s and Children’s NHS Foundation Trust and the Royal Orthopaedic Hospital NHS Foundation Hospital.Wearwell 179 c

The contract win came about after BHA’s central procurement team realized it was unable to continue relying on international suppliers and the central supply chain. It took matters into its own hands to form a working group and selected Wearwell, amongst other local manufacturers, to produce and supply up to 20,000 high quality surgical gowns per week for NHS Trust use. The gowns will be used as both PPE and for use in operating theatres.

Special relationships
As a result of the contract, Wearwell invested circa £60,000 – £80,000 in state-of-the-art sonic welding machines, as the gowns are created from a fabric that the company wouldn’t conventionally use. While looking like a traditional sewing machine, they use certain frequencies to fuse non-woven fabrics together, rather than traditional stitches. “If we had used traditional sewing methods on these gowns it would mean punching holes in the fabric, and the gowns need to be waterproof to minimize exposure to liquid,” said Ross. “We could have sewn the gowns, then sealed them using a taped seam, similar to a waterproof jacket, but there aren’t many of those machines in the UK. We opted for sonic welding as this provided the best solution, especially since other manufacturers in the UK already use this technology, meaning the NHS was able to approach other manufacturers who wouldn’t necessarily make workwear, but who have the right machines that can be repurposed. Since the first order landed, we’ve ordered an additional three sonic welders and two additional stampers specifically to help the NHS on this. They are due to be installed in the coming weeks as we ramp up our production.”

The contract requires two different types of gown – non-sterile and sterile, both using the same non-woven fabric. “Our focus is on getting the non-sterile 20,000 disposable patient gowns right, and then moving on to the sterile gowns in Phase 2. The sterile gown has a bonded fabric on the front of the garment, offering additional protection to the wearer. After we have made them, we send them for sterilization. Finally, they are sealed in a clean environment before they are sent into the NHS,” added Ross.

Ross praised his suppliers for how supportive they have been throughout the pandemic period. “As a business, we have been working with a lot of our suppliers since our inception, so we know them on almost a personal level. Having a special relationship like this has meant we were able to secure supplies of fabric and other items quickly with an understating of urgency.

“We had daily calls to suppliers where we would update them on what we were working on and they in turn let us know stock availability, work in progress and any foreseeable hurdles in supply. As you can probably imagine, there aren’t that many suppliers who can supply hundreds of thousands of meters of medical fabrics, especially when demand shoots through the roof as a number of fashion textile manufacturers also turned to manufacturing scrubs. Lucky for us, our relationships put us in a great position as we were able to able to move quickly, out pacing other manufacturers.”

As the lockdown rules are gradually relaxed, production at Wearwell carries on at pace, and Ross believes that the epidemic has highlighted some weaknesses in offshore supply chains that the business is ideally placed to support. “In my opinion, the UK manufacturing sector has shown that should another pandemic arise, then having a strong British manufacturing sector is essential to not only the supply of PPE but in the supply of essentials such as food. The Government’s recent announcement that around 20 per cent of all PPE will be manufactured in the UK by the end of the year is fantastic news for our industry and very encouraging.

“I’d like to see British manufacturing not only survives this pandemic but thrives as a result of it and I hope more businesses come along and start manufacturing back in the UK as well. There is something intensely satisfying about taking a concept and making it into something real and tangible. I can’t quite put my finger on it, but there is bit of magic about seeing creativity coming alive.”

Going forward, Ross also sees a greater value being placed on products to be ‘Made in Britain’. “I am already seeing and hearing of people saying they want British made products, and whilst I’m not sure if this will last the distance, as price is usually one of the biggest factors in the decision-making process, it’s great that it’s becoming a consideration. Let’s say 20-30 per cent of people decide they want to buy British-made products, that’s still a big deal. That number alone can have a huge impact on job creation here the UK especially when it seems like jobs are vanishing on a daily basis. It also has the knock-on effect of lowering our carbon footprint – for me I see that as being part of a winning mix for the future.”

Wearwell
Products: Specialist workwear
www.wearwell.co.uk

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Brewing up the future

Less than 12 months away from the completion of a major new factory in China, Strix is building on its position as the world’s number one manufacturer of kettle controls

Headquartered on the Isle of Man, Strix is a global leader in the design, manufacture, and supply of kettle safety controls, as well as other components and devices involving water heating and temperature control, steam management, and water filtration. Established in the 1980s with the goal to dominate the kettle sector, today Strix is responsible for more than 50 per cent of the value share of the global market. Approximately 90 per cent of the company’s revenue is drawnStrix 179 b from kettle control sales. The remaining ten per cent is formed through sales from the water category - which includes filtration brands like Aqua Optima and HaloSource - and the appliance category – which is split between hot water on-demand applications and baby care products.

Alongside the company’s core services, a key part of Strix’s business model is its role as a ‘solution provider’ for 200 OEMs and 450 brands and retailers around the world. Often referred to as the ‘consultants of the kettle industry’, Strix is a true innovator within the ‘other services’ segment argues the company’s CEO Mark Bartlett.

“I think Strix is quite different to a normal component supplier,” Mark declares. “Whilst we make most of our money from selling our components to China-based OEMs, there are quite a lot of value-added services that go on in the background. For our OEM customers for example, we produce industrial designs of kettles or heating elements, perform compatibility testing, and offer a comprehensive MOT for any new products utilizing a Strix control. We also work very closely with the OEMs to sell their products. A lot of the them don’t have a remote sales channel, whereas we have dedicated salespeople out in the field that will take their products to over 450 brands and retailers around the world. It enables us to sell more controls and offers valuable support for a lot of our China-based OEMs.

“On the other side of the channel, we are constantly looking at the product ranges of brands and retailers and making recommendations about additional products we could provide. We will always try and pair them with OEMs so that they get the best service and we will also support the OEM in building the products. If there are ever any issues, we are usually one of the first people to get called because our customers know that Strix solves problems. There aren’t many brands and retailers that have the resources to deep dive into a China-based OEM to solve a problem like we can. It’s not a model I’ve seen in other industries and it’s a huge selling point for us, along with our significant market share. If an OEM is making a product and wants to sell as many as possible, it makes sense to work with Strix because we have a much wider reach than anyone else - we are almost four times bigger than our nearest competitor.”

Product development
A renowned industry pioneer, Strix has worked on countless successful projects over the years including development of the Tommee Tippee baby prep appliance and the Turbo Toaster. Committed to making the lives of consumers easier, Strix places great emphasis on its relationships with brands and OEMs as part of its product development process. In some cases, the firm is able to take control of the process, fully developing a concept before selling the idea to a brand and then taking it to an OEM for manufacture.

“It’s quite a unique process,” Mark says, “but we are very heavily involved in that project management role. We can provide the core technology and help both parties to get a product to market as quickly as possible. We have been investing heavily in product development since the company was listed in 2017 and we have R&D centers on the Isle of Man, China and in Seattle. Our strong partnerships with brands, retailers, and OEMs provide us with a wide variety of insights and the opportunity to leverage on their experience and data to ensure we are developing the right products with the right features and benefits for consumers.”

Accelerating an expansion to its product offering, Strix plans to launch 14 new products this year, across the three categories – a record high for the business. This will include adding to the company’s range of kettle controls in an attempt to make it more competitive across some of its less regulated territories, new baby products that provide consumers with improved efficiency and performance, and new water appliances that afford significant energy saving opportunities.

“One of these appliances - ‘Duality’ - helps to eliminate the overfilling of a kettle and with our HaloSource product, we have added sterilization to the water category, recently launching a new system to provide farms with safe drinking water for their animals using HaloPure technology,” Mark reveals. “Later this year, we will be releasing a product called Aurora, which is effectively a stand-alone water station that does everything from boiled water to chilled water. It’s a highly efficient way of boiling water and a system that provides significant energy saving.”

Expansion plans
A proactive response to the Covid-19 pandemic means that Strix has been able to limit the impact of the virus on its full-year forecasts and its development plans remain on schedule. Innovations such as the erection of a disinfection tent Strix 179 cthat employed the company’s own HaloPure technology helped Strix’s China factory to reopen before many of its competitors. Strix also helped to produce PPE and components in breathing apparatus for the Isle of Man government. The company’s positive contribution during a global crisis has not gone unnoticed.

“We received a lot of positive press over Covid and it’s had a very encouraging impact on our share price,” Mark comments. “I’m pleased to report that Strix has continued to make a solid start to 2020. Given the global macroeconomic disruption, we remain confident in the future prospects of the company and believe we will emerge as a stronger business, well-positioned for a market recovery.

“I’ve been looking very carefully at efficiency measures to make sure we can manage our bottom line and we’ve definitely put a stronger focus on the engineering side of the business. We’ve also put emphasis on enhancing some of the roles within the senior management team so we have the right skillsets to drive us forward and we’ve certainly ramped up the number of new products we are bringing to market.”

To support the company’s program of new product development, Strix has embarked on the construction of a new factory in China. The facility will double the firm’s capacity and will have the same operating costs as Strix’s three existing Chinese sites. ‘On budget and on schedule’, Mark is confident that the new facility will be operational by August 2021.

“We recently had what they call the ‘Ceiling Ceremony’ in China, effectively capping the roof, so all external construction of the five-floor factory and warehouse is now complete,” Mark reports. “The next step is to deal with the internal works like electricity, air conditioning, and design layouts.

“As far as the manufacturing capabilities are concerned, automation is a key part of our strategy and we have made significant investments in automation over the past three to five years. On the Isle of Man, we produce more than 500 million components per year with just 38 people, and in China we are now manufacturing around 80 million controls a year with the automated lines producing a control every 1.8 seconds. It marks a significant improvement in efficiency over the last few years.”

As we enter the second half of 2020, Strix is already enjoying a positive recovery in China, as well as a rebound in other markets as lockdown restrictions are eased around the world. Currently, there is only 35 per cent global household penetration for kettles, a statistic that Mark argues should offer Strix continued opportunity for growth.

“We are operating from a very solid base and we have ambitious expansion plans for the future,” he states. “We are constantly developing new ways to grow organically and, as a highly profitable market leader, we are always on the lookout for potential opportunities for acquisition in either the small domestic appliance or water filtration markets. We are about to complete the new factory, which will give us double our current production capacity, and we expect to fill this with the various opportunities we have identified over the coming years. It’s an exciting time for Strix as we change from what was perceived as just a yield company to a yield and growth business.”

Strix
Products: Manufacturer specializing in kettle controls
www.strix.com

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Judged on its merits

With innovative thinking and industry-leading technology at the core of its strengths, Merit continues to defy the odds by growing not only in size, but also in the strength of its capabilities

At its heart, Merit is and always has been seen as a dedicated engineering and construction company. Yet, as it is proud to confess, the skills of its people and its unrelenting drive to excel has allowed it to become a provider of an ever-Merit 179 bincreasing range of services to its clientele. These range from design and to to prefabrication and modularization, and from installation and validation of process systems to mechanical and electrical services.

An award-winning business with offices located throughout the UK, Merit’s Managing Director Tony Wells has been in the role since 2002. “Back then, I was actively looking for an existing business that had the potential to be turned into a tier one, clean room design and build entity, capable of taking on more complex, technical turnkey projects, and Merit more than fit the bill,” Tony begins.

Together with an entirely new management team that he brought into the company, Tony and the team welcomed a dramatic growth period with turnover increasing ten-fold to approximately £20 million in the space of six Merityears, taking in work both at home and abroad in Europe, Asia and Australia. Following the financial crisis of 2008, Merit consolidated much of its activity back into the UK, focusing its clean room services on industries such as the healthcare sector, which proved profitable.

“In 2015, we undertook what I would call a complete rethink of our existing business plan in order to determine how we could best position Merit for significant future growth,” Tony explains. “It was at that time that we made a commitment to only be a tier one contractor, working exclusively with project owners. This would give us the added security of payment and the ability to really affect the design of said owner’s projects in a truly positive way.

“We also elected to eliminate two suppliers from our business model, meaning that today we only work directly with imbedded tier three suppliers or handle the supply element ourselves. Our capabilities include self-delivery of complex packages of work such as clean and dry room installation as well as M&E services installation. This has resulted in a significant ramping up of our BIM and offsite manufacturing capabilities. More recently, Merit has begun moving into the realm of CFD analysis, which will mean that we can effectively design buildings digitally, thus making us a fully vertically integrated company, which is something very few other players in our space can claim to be.”

Among its growing list of contracts, Merit can today be found providing new build and refit projects for high-end manufacturing and clean services in the health, pharmaceutical and bio-pharmaceutical sectors. “Here, we are delivering design and layout solutions for clean room and dry room facilities, in a pre-designed and pre-manufactured format, three-quarters of which is created within a factory environment,” Tony details. “This process is somewhat revolutionary within this area of the construction industry, and has allowed us the opportunity to greatly increase Merit’s productivity.”

To support this, the company has made sure to invest capital back into its own infrastructure. “One of the things we have done is increase the capacity of our factory by 40 per cent, and we would like to double our existing capacity again in the short-term,” Tony adds. “As we are now also doing things like fabricating and manufacturing proprietary dryer delivery systems for HVAC duct work, we have also purchased a number of new pieces of equipment, such as a brand-new CNC bender to improve the efficiency of our fabrications. Meanwhile, to support the increase in BIM activities we have purchased a new factory building opposite to our existing facilities, which our team moved into recently and will be used primarily for tending and design operations.”

Merit’s efforts over the years have been recognized by a number of industry bodies in the form of several prestigious awards. Among these have been the North-East Business Awards’ Northumberland, Tyne & Wear Company of the Year, in both 2008 and 2018, and the 2014 CIBSE Building Performance Awards’ Refurbished Project of the Year (value over £5 million) for its work on the HVAC roof infrastructure of Harrod’s flagship Knightsbridge store in London. “Obviously, receiving any award is a fantastic achievement, provides a wonderful morale boost for our people, and helps us to raise the profile of Merit to a broader audience of potential clients, and also allows us to attract new talent into the business,” Tony enthuses, before revealing that the business had also just been shortlisted for the Offsite Awards in the category ‘Best Use of MEP and POD Technology’ – up against some very large contractors.

New business venture
Tony then returned to the topic of his staff and finding the best people. “When it comes to recruiting new members to our team, we are completely open as to whether they are male or female, young or old. Our focus is not so much on what kind of experience they have – although this can of course be taken into consideration – but rather whether they have a can-do attitude, are pro-active when it comes to their work, possess strong intelligence, and show a real passion for innovation. It is those individuals who meet that criteria that have shown themselves to be so integral to our increased productivity and growth. In short, if someone considers themselves to be hardworking, pro-active and keen for a Merit 179 cchallenge, then Merit is definitely the place for them!”

Turning our discussion to some of the more recent projects that Merit has been involved in, there are two that definitely stand out in Tony’s mind. “In a speech made by UK Prime Minister Boris Johnson back at the start of 2020, when he was talking up the country’s drive to be at the forefront of new technology and innovation, he made specific mention of gene therapy and the electric vehicle battery market. As fate would dictate, Merit was already responsible for building the UK’s flagship facilities for both of these sectors.

“In the case of the former, Merit was chosen to the deliver the second and third phase expansion of the Cell and Gene Therapy Catapult (CGTC) manufacturing centre in Stevenage, England. This has proven to be a tremendous opportunity for the company to demonstrate our offsite construction expertise in a bio-pharmaceutical environment, alongside a tremendous client to work for.”

Merit also now finds itself in the midst of providing the fit out for the clean rooms and dry rooms within the UK Battery Industrialization Centre (UKBIC) near Coventry. This flagship facility for bringing battery manufacturing to the UK forms part of the UK Government’s Faraday Battery Challenge, which is designed to ensure that the country leads the world in the global transition to a low carbon economy. “We have been tasked with building all of the technical spaces around the battery manufacturing process, and we currently find ourselves in the midst of the commissioning phase,” Tony says. “As with our work on the CGT Catapult, this is being executed via higher levels of offsite manufacturing and construction, utilizing pre-designed elements that allow us to deliver facilities that would traditionally take one or two years to go from inception to completion, in a matter of months.”

As mentioned in passing above, the focus of the business in the coming three-to-five years is to significantly increase its manufacturing volumes and thus also the number of projects it takes on. One of the ways it hopes to achieve this is through the forthcoming launch of a new business venture, Merit Health. “This will be a business that will be solely focused on our clients within the healthcare space and on providing whole hospital delivery,” Tony proclaims. “We have high expectations for it, and hope that within five years’ time it is turning over around £250 million, which would be a very sustainable, profitable level. Its success will also make a step change improvement in infection control in the hospital arena, delivered through 75 per cent offsite manufacturing. Together with our work in the gene therapy and battery manufacturing spaces, Merit Health will play a critical role in the expansion of the wider Merit operation, and we look forward to meeting our many aims.”

Merit
Services: Offsite construction specialists
www.merit.co.uk

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Positively different

A trusted advisor and partner to its many customers, Smith & McLaurin is best known for the supply of digital-ready label stock, environmentally friendly materials, and its growing influence in the wine and spirits market for pressure-sensitive label (PSL) materials

Smith & McLaurin (SMCL) is not a new name to the world of manufacturing. Indeed, the company can trace its history back more than 170 years, to 1849. Today, it is a leading player in the self-adhesive labels, tickets and tags industry, with an enviable reputation for innovation and customer service. SMCL’s sector-leading expertise, knowledge and resources combine to ensure that its reputation is based on its core values of service, trust and innovation.SM 179 b

Operating from its offices and manufacturing facility at Kilbarchan, Renfrewshire – from which is serves customers across the UK, Europe and further afield – SMCL has enjoyed 16 years of continuous profitable growth under its current ownership. This has positioned it at the head of its field in terms of product innovation, design and development, especially in the thermal, digital, drinks and – latterly – the sustainability sectors.

“SMCL design, develop and manufacture paper and filmic materials for a range of customers (convertors, printers and packers) that go on to comprise the packaging for some of the world’s best known brands across a multitude of sectors. We work with our suppliers, customers and our customers’ customer to deliver innovative solutions that ensure best-in-class performance and functionality,” explains Sales Director, John Radford. “Our coating capabilities, combined with the flexibility in our range of face materials, adhesives and liners, allows us to source and develop new products that will help our customers to increase their sales revenue with value added solutions. Our wide range of water based acrylic and hotmelt adhesives allows us to specify the correct solution, whilst our thermal coating technology is unique in the industry and allows us to maintain our leading position in offering thermally coated solutions.”

One particular area of success for the company has been its supply of digital ready label stock, which utilizes environmentally friendly materials. “Initially we developed, in conjunction with HP, a range of materials for their Web stream digital presses,” John continues. “These presses use a toner based system with electrostatic inks which needed a primer to ensure their inks adhered to the face material. Through development with HP we were able to apply a coating to ensure any PSL construction would be able to run through these presses. Latterly we have developed a range of inkjet grades for use in any water based inkjet press by again working closely with the various hardware manufacturers and material suppliers. This latest development has given us the market leading position for this type of digital media. We also have the option to combine these constructions with both FSC certified materials.”

Problem solvers
Sustainability, therefore, is clearly an important issue that SMCL takes seriously. “At SMCL, we are driven by all aspects of product sustainability – reuse, recycle and reduction – aiming to offer innovative solutions in partnership with our customers,” John states. “An example of this is the development of our Purity Wash range, which offers a choice of cold and hot water wash off adhesives. With regards to hot water adhesive technology, we are proud to have the first adhesive approved for this process that allows the clean recycling of PET in the bottle return process. We also have approved two cold water adhesives for both paper and film that allow for the clean removal of label stock from any plastic container. This technology can be combined with both FSC certified recycled and Post-Consumer Waste face materials.

“Alongside our Purity Wash adhesive collection we are also developing a range of paper based materials that will not only replace single use plastics, but will also take plastic coatings out of paper. Packaging is an area we are keenly exploring with our customers and with our developing Eco Pack range we are looking to provide paper based solutions with heatseal and moisture barrier coatings. We are also focused on sustainably sourced materials and recycled content. SMCL can now offer 100 per cent post-consumer waste face stock with wet strength properties for the drinks industry, in combination with any adhesive technology and paper or filmic liner.”

As one would expect from a company that can boast of such a long history, SMCL’s production process has been tried and tested over a number of years, with many completely new product development projects becoming the commercial norm. From its laboratory at Kilbarchan, the company’s in-house technical team have, over many years, developed products from new thermal technology and market leading products for toner and inkjet digital markets, to the current unique Purity Wash range of adhesives aimed at improving sustainability. SMCL’s technical team has over 80 years of combined experience within its field, which it is understandably always keen to offer its customers. Meanwhile, it has an extensive schedule of ‘Discovery’ meetings with suppliers to ensure that its product range remains at the leading edge of innovation, while all new products that it sources and develops are made available to key customers to give them a competitive advantage.

“Our focus as a business is very much on finding solutions to our customer’s problems,” John opines. “We believe this can be achieved by developing strong partnerships throughout the innovation process working with suppliers, machine Sm 179 cmanufacturers, brand owners and customers in collaboration. This enables us to fully understand the challenges faced, and develop long-term relationships across our customer base and – as importantly – within our supply chain.”

Innovation partner
The core values of the business – these being service, trust and innovation – remain as true today as ever, enabling it to meet the ever-increasing challenges that today’s market presents. Ensuring that these values shine through in all the work that SMCL undertakes are its employees. “The biggest asset of any business are the people and we are no exception,” John confirms. “We are very fortunate to have a loyal, highly skilled team at Kilbarchan, who combined have a tremendous amount of knowledge of the industry and of our coating processes, which we delight in sharing with our customers. Our culture is one of involvement in all areas of the business, and for all of our teams to encourage engagement with customers and suppliers alike. The fact we have various members of staff who have been with the company in excess of 30-to-40 years is testament to this philosophy.”

No greater challenge to face the company – arguably in its entire history – has been the onset and continuation of the global Covid-19 pandemic. Nevertheless, SMCL made sure from the get-go to introduce measures to ensure the safety and wellbeing of its team, while also being able to maintain the full manufacturing, technical and commercial support that its customers require. It was also fortunate in that it did not experience any significant delays within its supply chain, and remained able to offer continuity of supply, and therefore its ability to meet all order requirements in their entirety.

Needless to say, the effects of Covid-19 continue to be felt across all industries, and SMCL’s is no different, with further challenges yet to be faced as consumer purchasing habits continue to evolve. However, as John says, these unprecedented times also present an opportunity to highlight key themes, such as the need to improve the sustainability of packaging as a whole. “The solutions needed within the packaging and label industry to remove single-use plastic, I am convinced, will lead to new volumes for the industry, which I am confident SMCL will be well positioned to take advantage of.

“Looking ahead, I see SMCL’s core business remaining within the PSL arena, while we also look at how we can further diversify our offering in the packaging sector. In line with current initiatives, we aim to be a key innovation partner in the development of sustainable label and packaging solutions, whilst reinforcing a strong reputation for specialty products, enabling the business to continue its record of continuous growth,” John concludes.

Smith & McLaurin
Products: Self-adhesive label, ticket and tag materials
www.smcl.co.uk

Metal magicians

Now able to offer expertise in detail part design, prototype, tool build and high volume mass production, PTM Corporation has been producing metal stampings since 1972

Looking at PTM Corporation as it stands today, it is hard to envision its beginnings as a small shop in Mount Clemens, Michigan, and the singular efforts of its late founder Charles Russell. Now turning over $55m a year and employing around PTM 179 b300 associates, Charles’ daughters own the business, with Donna Kuhr taking the role of President and CEO. Under Donna’s direction and with the team she has built, PTM continues to invest and expand, always with the overall aim to create magic with metal.

Donna credits her father’s work ethic and philosophy of ‘never saying no to a customer’ as a cornerstone of PTM’s success. “We have always concentrated on helping customers address their challenges, and as we continue to do this successfully over the years, it built our reputation and people learned to trust us. So, we became known as problem solvers for our customers, and that remains our philosophy today,” she said.

PTM serves the big automotive original equipment manufacturers (OEMs) including General Motors, Ford Motor Company, Honda and Toyota, and many Tier 1 suppliers as well as newer entrants to the market such as Tesla and Rivian. PTM also provides tooling for aerospace, and works with the agricultural, construction, medical and military sectors, too. “The mobility market is changing very rapidly, which has been quite exciting to be a part of,” added Donna. “It is a nice mixture, with no one customer covering more than 12 per cent of our business. Our Corporationcustomer diversification is another key ingredient for our success.”

The products that PTM creates for this blue-chip customer list can be described in the simplest terms as ‘metal stampings’ and the group has literally produced billions of these over the years. From small clips and fasteners to car roofs and mower decks. PTM’s products also include the most complex assemblies, and its services and facilities mean that it is able to design, prototype, build and then produce the parts in-house, providing a one-stop source for cost-saving solutions.

“Customers can come to us even when they are not sure exactly what they want, and we assist with product design for them – all with the mind-set of ultimately production. That outlook means that we are always thinking about production, repeatability and longevity, all of these aspects are very important to our clients – they know when they are working with PTM, they get repeatability and quality baked in!”

From speaking to Donna, it is very apparent that always being able to meet and surpass the expectations of its customers is of paramount importance to PTM and this requires a willingness to invest in new technology. The most recent example of this is a large investment of nearly $2m into the Group’s Michigan manufacturing facility, which will enhance PTM’s ability to manufacture at lower production volumes. Donna gave some more details about this new avenue of operation and the reasoning behind it: “A lot of automotive OEMs are teaming up with new electric or hybrid vehicle companies, who are creating new models that should hit the market in the next few years. The volumes they are making are not going to be high, as they are putting their toes in the water to test the market and see what consumers are going to buy. With around 15,000 – 40,000 vehicles a year, this isn’t large scale production volume, so our prototype and production teams have been working together on cost models, particularly with one OEM, to find the sweet spot where it makes financial sense for us to do low volume vehicles. It means we can work on many types of vehicles, at lower volumes, still make a profit and still be competitive with customers and ultimately for consumers.

“As a result of our analysis we have invested in a flexible assembly cell that carries out various activities, including spot welding, hemming and adhesives. We have the capability to build multiple platforms simultaneously in our assembly cell and still be profitable, supply good quality and quickly change over from one product line to another.” Further reinforcing the new direction towards low volume, PTM has also invested in five new presses, as well as new laser technology, which will assist the company in areas such as blanks and finished products.

Code of Honor
Furnished with the latest equipment, the manufacturing and production facilities at PTM are impressive, but even the most state-of-the-art technology needs an excellent team of staff behind it in order to achieve success, and people and culture are a topic close to Donna’s heart. Certified by the WBENC Women’s Business Enterprise National Council, PTM prides itself not just on the diversity of its workforce, but also the family atmosphere that it works hard to create and maintain. “I started in the business out of high school and I wanted to learn from everybody – I didn’t care about race, religion or background – if you had something to do with metal manufacturing then I wanted to learn it!” said Donna.PTM 179 c

“I continue with that same philosophy with our people, and several years ago we said it doesn’t matter how large our organization gets, we want to have a culture that always feels like a family business – we don’t want people to feel like a number. We set up a task force and over six months we created our ‘Code of Honor’ – a vision and a mission that we wanted to live by, not just a nicely framed bit of paper.

“Abiding by our Code of Honor helps to create our culture – and for example Code item number one is ‘deliver exceptional performance and peace of mind to our customers’. That is why we come to work and so that must be number one and our team understands and lives by that principle. That has been our associate’s principle in all we do, and all associates need to understand and live by that principle.”

Furthermore, PTM’s reputation for excellence extends to its status as an employer of choice, which is a benefit in a tough employment market. “So many times, in interviews, I have people say that ‘it used to be a great company, but then it got sold out and it lost that special touch.’ We don’t want to lose that family feel and we need to be attractive to prospective employees as well.”

Another essential part of this approach is having a diverse workforce, and Donna believes that having a wide range of great people on staff helps the company to learn and grow, all with one uniting factor: “We all love metal and we all love the challenge of solving customers’ problems,” she confirmed. “That is what makes it a great culture to work in as we all love what we do, and we are all very passionate when it comes to helping our customers and each other internally.”

PTM was looking forward to the challenge of a record breaking 2020, and then the Covid-19 pandemic struck and the whole world was put into turmoil. “Our executive team, which comprises of my husband, our CFO and our Director of HR got together in March and discussed if we were going to need to shut down. April was a terrible month although we did make shipments and we were open on a limited basis, and what became our daily oxygen was checking if anyone had cancelled an order – and nobody did,” noted Donna.

“Production did get pushed back, but nobody cancelled orders. Right now, production is about 70 per cent of where we were prior to Covid-19, and it has been ramping up ever since May and June. July was a great month and we will be back to our normal levels by the end of the third quarter.”

Donna also highlighted that PTM had gained work through the pandemic, and she explained that this was due to the activities of the automotive industry in 2019. “For various reasons, a lot of prototypes were put on hold last year, so 2020 was supposed to be excellent for prototypes, advanced research and developing future vehicles. We thought that maybe those programs would be cancelled, but in fact we have won a lot more work, and with our prototypes we are on track to have a record breaking year – while we may not hit our original budget we are going to do very well.”

One problem Donna is dealing with now are kinks in the supply chain and getting the supply base back up to speed. One way that PTM is addressing this challenge is through investment into a new E Coat painting line. “We want to own and manage the E Coat painting side, rather than being dependent on a supplier who can say yes, no or maybe!” said Donna. “Right now, in Detroit, E Coating is a commodity that is putting a strain on metal suppliers as there is so much demand for it and not enough supply. We definitely want to own and control that aspect of production.”

In addition to the E Coat line, PTM is investing in more new equipment, updating and adding to its range of presses, as well as upgrading its business plan in order to optimize most areas of the business including engineering, estimating, sales, quality, and the HR side with training and development. “We want to make our company even stronger and we believe 2021, 2022 and 2023 could be record breaking years based upon the economics and our customers’ needs for the next three years,” Donna concluded.

PTM Corporation
Products: Metal stampings
www.ptmcorporation.com

Superior interiors

Harnessing the power of smart design and positive customer service, Rieke Office Interiors creates, manufactures, and installs turnkey commercial furniture solutions, from custom office cubicles to panel extenders that protect against Covid-19

In business now for 26 years, Rieke President and Owner Melissa Kehl describes her company as an organization of ‘culture experts for office furniture’. What started out as a retailer of used office furniture soon became a furniture Rieke 179 brefurbishment operation, before blossoming into the designer, manufacturer, and innovative ‘one-stop-shop’ that Rieke is known as today.

“We’re constantly adding new services,” Melissa states. “Since we started we’ve added flooring and full design services, custom office furniture manufacturing, accessories, wall treatments, lighting, ceilings, walls, floors, and all the furniture in between. We offer everything a customer could need – even construction management, which means we can move walls or add bathrooms as well. We have our own trucks, we do our own installations, so once you work with us, you don’t need to talk to anybody else. We want to build lifetime customers, so we try our best to make the whole process seamless.”

Design flair
From corporate offices to retail stores to manufacturing sites, Rieke serves customers across all industries. Benefitting from extensive millwork and laminate facilities onsite, the firm is capable of delivering highly bespoke reception stations, conference rooms, private offices, and a variety of alternative fittings. For Melissa, some of Rieke’s most successful and rewarding projects have been those that allow the company to showcase its flair for design.

“Some of the newer developments we’ve worked on have included a number of design elements. Coloring, flooring, furniture – we love blending it all together,” Melissa declares. “We recently completed a beautiful project for Echo, one of our big customers. As well as the design, we did some construction management and saved them as much money as we could along the way. We built them a beautiful curved reception station and even helped a contractor select additional items. Echo is a manufacturer itself and it was a really fun project to work on. They were so excited with us in the end that they held a big open house and invited us and some of their other customers. They spent the evening ranting and raving about how great we were, so that was certainly enjoyable for us, and more importantly, goes to show how happy they were with the finished product.”

Over the years, Rieke’s manufacturing strength has been built on a careful balance between automation and handcraftsmanship. As the business has grown, Melissa has added CNC machines and edgebanders to increase production speeds and improve efficiency, but the company has been careful not to abandon manual production completely.

“We definitely still perform a lot of manual processes,” Melissa comments. “We don’t stock inventory products; we only build for the job at hand. We go to the machine show every other year to make sure we’re up to speed with the latest technology, but we’re definitely not into artificial intelligence or robots. What we do is a little bit more of an art. We are a custom manufacturer - we’re not just running a line, where you create the same thing over and over again. Still, we are always asking our manufacturing team for suggestions on how to make their lives easier, and if technology can help then we will acquire those tools. We’ve purchased equipment like a contour edgebander, but sometimes it can be as simple as something like a conveyor belt to help simplify a process.”

As far as product innovation is concerned, Rieke has an experienced product development team tasked with solving its customers’ problems and challenging the business to explore new boundaries. However, this structured approach is not the only way the company devises the future. Sometimes, Melissa explains, inspiration can be more spontaneous.

“Earlier this year we were doing great until, all of a sudden, Covid-19 hit and the faucets just shut off. It was crazy,” Melissa remarks. “We had no orders, none. People were cancelling and refusing to let you in their buildings, so we had to shut down manufacturing for three weeks because we didn’t have enough business coming in. It was then that our CFO came up with an idea for a new safety shield. We all met up immediately - our designers, our engineer, our production manager, myself - and in one week we launched the product. From concept to pricing to prototype - the naming, the marketing, and the website was all done in seven days. From concept to launch, it was an amazing experience. We had orders on our very first day and it allowed me to bring back all of our manufacturing employees. It has saved our company in this downturn.”

Meaningful connections
Named SafeSpace™ Rx, the new product line comprises of specially designed protective shields, panels, and panel risers that are helping to transform workplaces into safe environments for returning employees.

“We started with shields for private offices, then workstations, then conference rooms, and soon enough, gyms and salons wanted to use them between treadmills and chairs,” Melissa reports. “Some customers without our product are only open at about 50 percent of their capacity, but we allow businesses to have every chair or table in use because they can have a divider in-between them. Panel risers can be used to grow office workstations and the same concept can be employed at restaurant booths and between slot machines in casinos. Thanks to our custom capabilities, we’ve been able to produce shields for curved units and oddly shaped offices. A customer can present us with a blank piece of paper, draw a sketch of what they would like, and we will be able to put something together.”

One added benefit of Rieke’s SafeSpace™ range is that the product line has introduced the company to new customers. Around 30 per cent of SafeSpace™ purchases have been made by brand-new clients and Melissa is pleased about the extra exposure it has afforded the firm.Rieke 179 c

“Customers who had never even heard of us before have been buying SafeSpace™ products,” she reveals. “Overall, we’re down on sales across the year, but to be able to connect with so many brand-new customers is pretty amazing and puts us in a great position for the future. Now these companies know who we are, we will be right at the front of the line when they next require an office renovation.”

A relationships-based firm at its core, Rieke values meaningful connections with its customers, vendors, and employees. Though the Coronavirus pandemic has made this difficult of late, Melissa is pleased to see customers returning to the company’s showroom where they can view products first-hand and experience the environment in which they are manufactured.

As we move into the second half of 2020, Melissa expects to see a continuing demand for SafeSpace™ products as well as Rieke’s space planning and office rearrangement services. The company is also currently working on getting children safely back to school. “Our shielding products are going to be around for a very long time because even after Covid we’ll be entering into the regular flu season. Office safety is going to be the new cultural norm,” she predicts.

Empowering culture
Over the next three to five years, Rieke hopes to bring construction services and architectural capabilities in-house, as well as working in partnership with its customers to build environments that match a company’s culture. Optimistic about the firm’s future, Melissa argues that Rieke will remain on a positive trajectory as long as it continues to value the contributions of its workforce.

“Concentrating on people is really important, and making sure you have the right people in the right positions is vital,” Melissa asserts. “Some companies just expect their employees to do their job, but we like to open up a meaningful dialogue. We’re constantly trying to cultivate an empowering culture. I think people on the front line have great ideas and if you listen, your company can go pretty far.”

Rieke Office Interiors
Products: Custom office furniture designer and manufacturer
www.rieke.com

The power of partnership

A family-owned plastics supplier renowned for its flexible and dependable nature, Oadby Plastics is the valued partner to some of Europe’s leading manufacturers

Over the 51 years that Oadby has been supplying specialised plastic products, the business has built strong, long-standing relationships with major firms across a variety of sectors, including the construction, food processing, automotive, and leisure industries. Despite celebrating its half century last year, Oadby is showing no signs of slowing down with age. What then is the key to the company’s longevity and continued success? Managing Director Mark Rojahn argues that Oadby’s lasting appeal is deeply rooted in its reputation for quality and reliability.Oadby 179 b

“The foremost factor is that we are a family-owned business and are always willing to go that extra mile, which sets us apart from the competition,” Mark says. “Our high-quality products are well established in the market and in many cases, are exclusively supplied by Oadby. Of course, customers require competitive prices, but it’s also evident they need to trust their supplier and feel assured the product they receive will be of the same quality time after time.

“We pride ourselves on being able to adapt to the market’s requirements. Industry demands just-in-time deliveries, as it generally doesn’t want to hold materials for future contracts. Many years ago, we decided that we would become a genuine supplier of industrial plastics by investing in materials that people want and stocking them in vast quantities; currently over 3000 tonnes. Orders are supplied when customers need them; they usually prefer not to have to worry about long lead-times. Something we’re often told by our clients is that we’re easy to deal with; we regard this comment as the ultimate compliment,” said Mark.

Oadby’s journey began in 1969 when Alan Driver, the company’s founder, started to supply wear-resistant plastic linings to the National Coal Board and, a few years later, diversifying into conveyor components and associated machine parts. By 1984, when the contracts from the coal industry began to dry up, the business needed to change direction. The focus was now firmly on distribution and the machining of plastics to the construction and food processing sectors. Oadby found success in supplying Polyethylene, Polypropylene and PVC products to companies looking at replacements for traditional materials such as metals and wood. Engineering and Display plastics were soon added to the Oadby range and before long, the company was vastly increasing its own machining capacity by the strategic acquisition of long-term customer ABG Rubber and Plastics.

“In 2004, we realised that one single facility wasn’t going to allow us to expand our distribution business effectively,” Mark states, “so we opened a West Midlands branch. This was then followed by branches in the North-West, South-West and the South-East. The regionalisation of our operation has further developed our local knowledge, and acquiring customers like Anglia Plastics in 2009 and Direct Plastics in 2017 has also been greatly beneficial by adding new services to our group. Anglia Plastics are renowned for the fabrication of plastics, whilst Direct Plastics are very strong in e-commerce which was not Oadby’s main focus.

“In 2016 our most ambitious decision was to move our head office in Leicester to a new 160,000sq/ft., purpose-built facility. This has allowed us to dramatically increase our capacity. With so many different branches and acquisitions, the extra space was key to making sure our group got the daily supply of materials it needed,” said Mark.

Bespoke machining
Bolstered by a dedicated 45,000 square-foot machining facility, Oadby boasts some of the industry’s leading capabilities. A supplier of finished CNC machine parts since 1997, the company has continually invested in state-of-the-art equipment and technology for the last 23 years.

“We’ve seen bespoke machining as a very sustainable area of our business,” Mark reports. “We have CNC routers, mills and lathes, with updated technologies being regularly introduced. We are constantly making sure we’ve got the latest equipment to produce the parts our customers need. Not only do we focus on technology, but also on the size capabilities of our machines. We are able to machine finished parts up to six metres by three metres, offering a big advantage to us and a huge help to our customers,” he added.

After the 50th anniversary celebrations of 2019, Oadby entered 2020 brimming with confidence. Like all businesses, the Covid-19 pandemic took the company by surprise, but as the industry became steeped in uncertainty, comOadby’s close network of trusted manufacturing partners provided reassurance.

“During March of this year, we were at a point of limbo where we didn’t know what was going to happen once the lockdown was announced,” Mark reveals. “Some of our European manufacturing partners explained their capacity was over-subscribed due to the need for clear material and recommended we act to make sure we were prepared for the certain demand.”

Mark continued: “We decided to increase our stocks tenfold during March and it certainly paid off. Even though product became depleted extremely quickly as demand was so high, our favorable terms with our manufacturers gave us the ability to keep supplying our customers. Our deliveries have recently topped 100 tonnes each and every week. To date, we’ve sold over 1000 tons of clear material that has been used for visors (PPE), food retailers, doctors and more recently, non-food retailers, pubs, restaurants, and hairdressers, to name a few. In fact, all businesses require these materials as they plan to reopen, and we are proud that we can be at the forefront of this supply.”

While the clear plastics sector remains busy for Oadby, sales in the firm’s traditional markets are around 30 per cent lower than usual. However, as the UK eases its way out of lockdown, Mark confirms that business is already picking up. In Oadby 179 cJune, the company assisted with the production of a moveable floor system for Tameside Wellness Centre’s new multi-activity swimming pool in Manchester. Clad using 20mm thick, chemical-resistant, non-slip polypropylene panels, the pool floor can be raised and lowered to different depths, this is hugely advantageous for children, disability swim sessions, aqua-fit aerobics, and adult lane swimming.

“There is no doubt that during this crisis we have seen a large reduction in our traditional markets; the construction, automotive and leisure sectors are being heavily affected by Covid-19, but we are experiencing an increasing amount of activity from certain customers and the Tameside swimming pool is a great example of the sort of things we are producing,” Mark comments. “We have done over 30 of these facilities now.

“More recently,” he adds, “we have been working on producing road management signs for the Government and many of these are focused on getting more cyclists on the road rather than cars, particularly in London. We are being asked to make many thousands to help manage these cycle lanes. Examples like this show how we continue to operate successfully as industry continues to re-start, albeit slowly.”

Versatility and resilience
For Mark, the key to Oadby’s future lies in the company’s workforce. As a family business that prides itself on transparency and an ‘open-door policy’ that actively encourages employees to communicate with directors and owners, Oadby continues to empower its staff members to take ownership of the company’s culture.

“It’s important to thank our teams for all their hard work, they are the lifeblood of our business,” Mark declares. “We always want Oadby to provide a progressive and secure career for all. Starting from day one we work really hard to help staff develop, our aim is always to retain and support our colleagues to allow for a successful and progressive career within the Oadby group.”

As a business with ISO 14001 status, environmental sustainability will be a guiding factor in the coming years for Oadby. Alongside utilising solar panels at three of its sites, the company is increasing the amount of recycled plastics it uses, and by 2021, it is also working towards using only recyclable packaging materials. Explaining that the business is a survivor of many difficult recessions, Mark believes the firm’s versatility and resilience will be vital in continuing its growth.

“The benefit of dealing with so many industries is that, no matter how bad the economy is, there will always be certain sectors that stay strong,” Mark asserts. “With that in mind, the next five years will see us continue to expand the business, increasing our product range and improving our branch network. We are turning over approximately £45 million a year, and by 2026, we predict that to be close to £70 million.”

Oadby Plastics
Products and Services: Plastics supplier
www.oadbyplastics.co.uk

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Cringleford Business Center
Intwood Road, Norwich, UK,
NR6 4AU

  +44 (0) 1603 274 130

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Testimonials

"The article Manufacturing Today wrote about us was spot-on. It was a pleasure working with them from interview to published article and everything was as promised.” – Jennifer Brozek, inside sales, Koyo Machinery USA Inc.

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