‘Resilience’ has been a phrase
used countless times over the last year or so, and never has the importance of resilience been so clear. But what does resilience mean for engineers and how can it be built into the core of operations from initial designs and developments through to managing ageing plant assets? The findings are the outcome
of The Resilience Index, which is independent research commissioned by RS Components to show senior engineers how making changes to key resilience drivers of plant, process and people can make a big impact. After a year in which the resilience of
manufacturing operations and their supply chains has been tested like never before, the capacity of an organisation to withstand unplanned interruptions is more important than ever. However, while rebounding in the short term
from the unprecedented events brought about by the pandemic will be essential for many manufacturing enterprises, it is clear it will be the proactive adoption of a long-term strategic approach to critical resilience factors that will help determine future business security and underpin growth. Resilience is a key component of any
business’ ability to compete. Building resilience into an operation so it not only withstands the onset of unpredictable events such as COVID-19, but also other unwanted disruptions that can affect production and supply, revolves around critical areas such as investment, productivity, and employment. And the adoption of a longer-term view
towards building resilience within plants could be transformative for UK plc, and a key enabler to turbo charge productivity improvements.
We commissioned independent research into 20 years’ worth of data including historic investment actions, sector productivity and employment trends, which makes up The Resilience Index – an in-depth look at industrial resilience. The research revealed that £26bn of productivity value could be injected into the UK economy if productivity levels were enhanced on the back of better resilience across manufacturing plants and their supply chains.
From a plant perspective, what the findings tell us is that by focusing on five investment areas, senior management and engineers within UK industry can go a long way to building improved plant resilience. The five essential strategic investment rules
highlighted by the Index are: 1. Anticipate Shocks – whether it is the ever- present threat of a cyber-attack or using research and analysis to identify signs of changing or emerging trends in customer
behaviour that will impact future business direction, investment that puts companies on the front foot will pay off in the long run.
2. Resist Disruptions – building resistance to possible future production disruption is another area where strategic investment can have a positive impact. Whether this is taking steps to ensure flood defences are in place (if appropriate) ormoves tomitigate the potentially disastrous consequences of a cyber-attack. Think also about ensuring a healthy working relationship with trade unions. A proactive approach to resilience building is recommended.
3. Absorb Shocks – if shocks happen the establishment and investment in building multiple production lines or facilities, or adapting product lines or finding substitutes, will enable businesses to keep functioning. On an ongoing basis, the strategicmanagement of ageing assets and conditionmonitoring is vital to ensure business continuity, withmaintenance and replacement programmes a clear priority.
4. Invest in Recovery – in the broadest sense, not just IT. Look at insurance policies, the viability of systems and the development of a culture that enables remote working and other measures to get back to capacity.
5. Innovate for the Future – innovation requires an outward looking, agile company culture – the kind of attitude that helps to progress the previous four resilience-building investment areas. Investing in transformation, including innovation and R&D around original designs and machine specification, is not just about making reactive incremental adaptions, but the proactive creation of new systems, products, and models to ensure a business continues to be relevant. As a strategic partner, we focus on helping
engineers build their plant resilience through offering bespoke services and solutions within inventory, procurement, maintenance, and design. We work with senior engineers every day across this offer to help them take on the challenge of building a resilient plant. Our look into plant resilience is the first of
three chapters of The Resilience Index to be released. Senior engineers can read the full report, The Resilience Index: Plant at:
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Smithstown Light Engineering of Shannon, Ireland, has invested in a TRUMPF TruPrint 2000 3D printing systemto enhance its support for the country’s burgeoningmedical device industry. The firstmachine of its type in Ireland, the TruPrint 2000 is producing prototypes and samples for a variety of customers in 17-4 and 316 stainless steel.
Michell Bearings, a leading UK Babbitt bearingmanufacturer that supplies products to the global industrial and naval industries, has announced the incorporation of a USA business,Michell Bearings Inc. This will allow customers in North America to collaborate withMichell Bearings in amore efficient way.
Thomson Industries, Inc. has launched an online ball screw sizing and selection tool to give motion designers fast, intuitive, and precisely calculated ball screw solutions for their linear motion designs. The Linear Motioneering tool not only simplifies and streamlines the sizing and selection process, but it also provides the designer withmore direct, self-serve access to decades of Thomson ball screw application expertise.
The development has been driven by the
relative ease with which straight copper bar stock can bemore easily coated than bar that has already been shaped. But, it is possible to over stress the coating and cause stretches and cracks if thematerial is bent too far or too tightly. For this reason, significant research and development efforts were expended on formulating the capabilities and limits of the materials and the processes. Using bendingmachines, theminimum
bend radius for the high edge is approximately the same as the material’s height, while the minimum radius for the small edge is approximately the same as the material’s thickness. 90˚ twisting is also possible for confined areas where a bend could be problematic. In all instances,WilliamHughes can work with customers to help define the material cross section, the bend radii, the curve forms and the geometry possibilities based on the installation space.
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