NEWS | FEATURES | PRODUCTS | CASE STUDIES April/May 2025| Issue 486 www.pwemag.co.uk @PWEmagazine1 The importance of energy efficiency for industrial ESG goals Inside this issue: 10 > Smart Manufacturing Week/ Maintec Preview 14 > Bridging the gap between CMMS & emerging technologies 28 > The rise of the electric thermal fluid heater page 30 @plant-&-works-engineering PWE Plant & Works Engineering Since 1981
Exhibition days 4-5 June 2025 The UK’s only dedicated maintenance & reliability engineering exhibition The go-to event focused on driving uptime and the tools, innovation, technology and people that support it. PART OF
By reducing dependency on the U.S. and expanding trade with emerging markets or Commonwealth nations, firms can buffer the impact of tariff-related disruptions. Finding opportunity in a shifting trade landscape Trump’s decision to impose tariffs on UK goods has complicated an already challenging transatlantic trade landscape. Specifically, as we are all aware a 10% tariff has been applied to all UK exports, with a more substantial 25% tariff targeting the automotive sector. These measures have prompted widespread concern across key industries, particularly in automotive manufacturing and steel production. In response, Prime Minister Keir Starmer has pledged to support affected sectors, with a focus on reducing global trade barriers and pursuing a broader economic partnership with the United States. The UK government has also engaged with France, Germany, Canada, and the European Commission to Editor’s Comment ‘ ’ coordinate a wider international response. While these diplomatic efforts are important and ongoing, UK manufacturers must also take proactive steps to withstand this period of economic uncertainty and trade friction. In the face of rising costs and disrupted access to international markets, resilience and adaptability are now essential. Diversifying export markets is a practical first step. By reducing dependency on the U.S. and expanding trade with emerging markets or Commonwealth nations, firms can buffer the impact of tariffrelated disruptions. Government-led initiatives to improve market access in Asia-Pacific and Latin America may provide new avenues for growth. Investing in supply chain resilience is also key. Manufacturers should consider near-shoring or dual-sourcing strategies to reduce exposure to geopolitical shocks. Digital tools and supply chain analytics can help identify vulnerabilities and manage risk more effectively. Moreover, innovation must remain central. Investing in automation, lowcarbon technologies, and R&D not only boosts productivity but may qualify businesses for government grants or tax relief schemes designed to support industrial modernisation. Collaboration between industry bodies and policymakers will be critical. Clear communication of sectorspecific needs can help shape targeted support measures, such as temporary subsidies or relief on customs duties. Business leaders should engage with trade associations to amplify their voice and access shared resources. While the broader resolution will depend on high-level diplomatic negotiations, UK manufacturers need not wait passively. By adapting to shifting dynamics and leveraging available tools, they can not only survive this turbulent period but lay the groundwork for long-term competitiveness. The road ahead may be uncertain, but resilience, innovation, and a global outlook will be essential to staying competitive. April/May 2025 www.pwemag.co.uk Plant & Works Engineering | 03
Organised by 4 - 5 June 2025 | NEC Birmingham Part of What’s driving the next wave of industrial innovation? At Drives & Controls 2025, five key topics lead the way: Motion Control Robotics & Automation Power Transmission Machine Safety Energy Efficiency Explore these crucial themes across our 8 content theatres this June at the NEC. smartmanufacturingweek.com
April/May 2025 www.pwemag.co.uk Plant & Works Engineering | 05 Editor: Aaron Blutstein t| 01732 370340 e| editorial@dfamedia.co.uk Content Sub Editor: Leslah Garland t| 01732 370340 e| leslah.garland@dfamedia.co.uk Sales Director: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Sales Manager: Sara Gordon t| 01732 370341 e| sara.gordon@dfamedia.co.uk Sales Manager: Andrew Jell t| 01732 370347 e| andrew.jell@dfamedia.co.uk DFA Direct: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Production Manager & Designer: Chris Davis e| chris.davis@dfamedia.co.uk Marketing Manager: Hope Jepson e| hope.jepson@dfamedia.co.uk Reader/Circulation Enquiries: Perception t| +44 (0) 1825 701520 e| cs@perception-sas.com Financial: Finance Department e| accounts@dfamedia.co.uk Managing Director: Ryan Fuller e| ryan.fuller@dfamedia.co.uk Published by: DFA Media Group 192 The High Street, Tonbridge, Kent TN9 1BE t| 01732 370340 e| info@dfamedia.co.uk w| www.pwemag.co.uk Official Supporters: Printer: Warners, UK © Copyright 2025, DFA Manufacturing Media Ltd ISSN 0262-0227 PWE is a controlled circulation magazine, published 11 times a year. Please contact DFA Media with any subscription enquiries. Paid subscriptions are also available on an annual basis at £100.00 (UK) or £170.00 (Overseas) P+P included. The content of this magazine, website and newsletters do not necessarily express the views of the Editor or publishers. The publishers accept no legal responsibility for loss arising from information in this publication. All rights reserved. No part of this publication may be produced or stored in a retrieval system without the written consent of the publishers. COMMENT 3 NEWS 6 A round-up of what’s happening in industry. SMART MANUFACTURING WEEK 2025 10 INSIGHT 12 MAINTENANCE MATTERS - INCORPORATING PROBLEM SOLVER 14 Focus on: CMMS/ Plant & Asset Management CMMS platforms are evolving, but integrating AI, IoT, and machine learning remains a major challenge. PWE reports. PROCESS, CONTROLS, & PLANT 20 Focus on: Compressed Air/ Seals, Bearings & Lubrication Terry Collier, Training and Development Officer at the British Compressed Air Society (BCAS) outlines the importance of the safe use of compressed air. ENERGY & ENVIRONMENTAL MANAGEMENT 26 Focus on: Boilers, Burners, & Controls/ Net Zero Thermal fluid heaters are increasingly popular for their energy efficiency, versatility, and precise temperature control. Etienne Fourie reports. HANDLING & SAFETY MATTERS 32 Focus on: Health & Safety Managing Zone 2 environments can be complex and costly, requiring careful attention to safety and compliance. PWE reports. SPECIAL FOCUS HIRE EQUIPMENT 36 INDUSTRIAL AUTOMATION AND MAINTENANCE 38 POWER QUALITY MANAGEMENT 39 PRODUCTS & SERVICES DIRECTORY 42 Contents 12 36 26 32 BCAS official media partner
News 6 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 Make UK’s Industrial Strategy Skills Commission has called for sweeping reforms to address the UK’s growing skills deficit, which is hindering economic and productivity growth. The Commission’s recommendations include the creation of a formal ‘Skills Covenant’ between government and industry to increase investment in workforce training and upskilling. Among its proposals, the Commission advocates for ringfencing the £800 million in unspent employer contributions to the Growth and Skills Levy and redirecting the £650 million raised annually from the Immigration Skills Charge solely to skills investment. These funds could train 40,000 new engineers, addressing the manufacturing skills gap that costs the UK economy £6 billion annually. The Commission also highlights the decline in vocational courses, particularly in engineering and manufacturing, due to financial pressures on education providers. To remedy this, it recommends increasing funding for key courses, such as the Level 3 engineering apprenticeship, and allowing levy funds to be used for investing in equipment and machinery. To further support upskilling, the Commission proposes a tax rebate for businesses investing in accredited training, along with a revamp of careers guidance in schools. It also calls for expanding the University Technical College (UTC) model to provide more technical training opportunities. Robert Halfon, Co-Chair of the Commission, emphasised the need for reform to support innovation in manufacturing and engineering, especially in new green technologies. He warned that failure to act could undermine the UK’s growth agenda. Make UK CEO Stephen Phipson echoed these concerns, criticising the current Apprenticeship Levy and urging immediate action to ensure proper funding for vital courses and recruitment of experienced trainers. The Commission’s message is clear: urgent action is needed to address the UK’s skills crisis and secure the future of its manufacturing sector. Make UK’s Industrial Strategy Skills Commission proposes sweeping reforms BPMA’s 25th Anniversary Awards recognise pump industry’s top innovators and winners On March 13, 2025, the British Pump Manufacturers Association (BPMA) returned for the third consecutive year to St George’s Park in Staffordshire, where it hosted the 2025 Pump Industry Awards presentation evening. Marking the 25th Anniversary of the prestigious awards, this year’s event was a resounding success, with a sold-out crowd of around 300 industry professionals gathering to celebrate excellence in pump manufacturing and distribution. The milestone anniversary saw a record number of submissions across the ten award categories, further highlighting the innovation and dedication within the sector. With entries reflecting the impressive breadth and diversity of the pump industry, the evening’s celebrations served as a powerful reminder of the value of in-person events, allowing professionals to reconnect, network, and honour achievements that are often hard to measure but essential to the sector’s ongoing success. Lee Tebbatt, Managing Director of Wilo UK and President of the BPMA, officially opened the evening with a warm welcome to the 2025 Awards Finalists. He emphasised their outstanding achievements, before turning to the BPMA’s work on non-compliant circulation pumps. Tebbatt also addressed the broader responsibility of the pump industry to address urgent global challenges, including water scarcity, energy shortages, and climate change—issues on which the sector’s innovations can have a profound impact. In keeping with the sporting theme that has characterised previous editions of the awards, the guest speaker for the evening, Perry McCarthy, delighted the audience with tales from his remarkable career. Known for his ‘against the odds’ journey to Formula 1, McCarthy captivated guests with anecdotes from his time as the original Stig on BBC’s Top Gear. The evening’s mood was further elevated as McCarthy took part in presenting the main awards and also participated in a charity game of ‘Higher or Lower,’ which raised £1755 for WaterAid—the BPMA’s chosen charity for the event. Wayne Rose, BPMA’s Director and CEO, expressed his satisfaction with this year’s awards programme, noting the enthusiastic participation and the high calibre of entries: “It was another great night celebrating the hard work and achievements of the pump industry. The awards dinner provides the perfect opportunity to catch up with industry colleagues and make new connections in a relaxed and friendly environment.” He continued: “I was again impressed by the quality of entries, and I am so pleased to have this fantastic annual showcase as part of the BPMA’s support package for the pump sector.” The evening culminated with the announcement of the 2025 Pump Industry Awards winners. With sponsorship from some of the most respected names in the industry, the
News April/May 2025 www.pwemag.co.uk Plant & Works Engineering | 07 awards recognised the outstanding achievements of businesses and individuals whose work stood out in the year leading up to December 2024. The full list of winners includes: Product of the Year – Sponsored by DFA Media Group Winner: Salamander Pumps – AquaScan Project of the Year – Sponsored by World Pumps Winner: Selwood – Complex Overpump during STW Repair and Maintenance Works for Northumbrian Water Group Environmental Contribution of the Year – Sponsored by SPP Pumps Winner: Crest Pumps – Revolutionizing Data Center Sustainability with AVF-C Pump Technology Manufacturer of the Year – Sponsored by WEG UK Winner: SPP Pumps Distributor of the Year (less than £3m turnover) – Sponsored by Calpeda Winner: Deckpro Pumps Distributor of the Year (more than £3m turnover) – Sponsored by Caprari Winner: Tomlinson Hall Supplier of the Year – Sponsored by Wilo Winner: WEG UK Contribution to Skills & Training – Sponsored by Crest Pumps Winner: Tomlinson Hall / Middlesbrough College – Pump Centre of Excellence Rising Star Award – Sponsored by Innomotics Winner: Patrick Worth, Anglo Pumps Sustainable Contribution for a Better World – Sponsored by AESSEAL Winner: Wilo – Water Security and Optimisation Project Entries for the 2026 Pump Industry Awards will open in mid-June, with a deadline for submissions set for November 28, 2025. The awards, free to enter and open to all companies within the pump sector, will once again celebrate the remarkable achievements of the industry. For more details and to submit entries, visit www.pumpindustryawards.com IMechE strengthens partnership with Primary Engineer The Institution of Mechanical Engineers (IMechE) is continuing its partnership with Primary Engineer, building on a shared goal of expanding engineering education throughout the UK. This ongoing collaboration focuses on introducing young students to the world of engineering while providing teachers with the tools to effectively teach STEM subjects in their classrooms. This partnership directly supports IMechE’s Education & Skills objectives, creating a clear alignment between the two organisations in their commitment to improving engineering education. By working together, they aim to inspire, engage, and support a broad range of stakeholders, including students, teachers, and industry professionals, all while widening the pool of future engineers. The ultimate goal is to address the skills gap in the sector and encourage more young people to pursue careers in engineering. Primary Engineer has significantly expanded its reach over the past year, engaging over 117,000 students in the 2023-2024 academic year alone. This growth reflects the organisation’s efforts to bring engineering education to a wide variety of schools, from city centres to rural areas. By offering practical, hands-on engineering projects, Primary Engineer provides students with the chance to explore real-world applications of engineering concepts. The organisation has also trained over 2,000 teachers, ensuring that the delivery of engineering education is consistently highquality and accessible. Industry involvement plays a central role in Primary Engineer’s approach. In the last academic year, 1,608 engineers and technology professionals volunteered to engage directly with students and teachers, offering valuable insights into the broad range of careers available in the engineering field. IMechE strongly supports this model, as it allows young people to see the practical relevance of engineering and gain a better understanding of the skills needed to succeed in the sector. The Leaders Award, one of Primary Engineer’s standout initiatives, encourages students to tackle real-world problems and develop engineering solutions. In 2023-2024, more than 75,000 students from across the UK participated in the competition, which provides an opportunity for students to receive recognition for their work. Each participant
News 08 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 The UK is in the middle of a trade union resurgence, with the trade union landscape changing this year as the Employment Rights Bill looks likely to repeal much of the Trade Union Act 2016. Membership of trade unions is on the rise once again. And, although numbers are below historic highs, this time the increase is being driven by retail and specialist professions in the private sector. The changing world of work is one factor influencing this growth in trade union membership, with the shift towards remote and hybrid working, the expansion of automation and the explosion of the gig economy all heightening employees’ need for collective representation. The government’s upcoming legal changes to strengthen workers’ rights, along with the successful negotiations on public sector pay rises, are also making union membership look a lot more appealing. So how can businesses prepare for these changes? Understanding the current laws around union recognition and collective bargaining is key, with the Government introducing significant amendments to trade union legislation through the Employment Rights Bill which is currently going through the commons. Proposed changes include day-one rights against unfair dismissal (previously requiring two years’ employment), new contracts for zero hours workers, and paternity leave. Furthermore, there is a simplified union recognition process to reduce membership thresholds and get rid of some procedures with calls for an ‘opt in’ to trade unions to be automatic. With these changes taking place how can companies work successfully with trade unions? As with any relationship, mutual trust and communication are key, with a respect for different viewpoints and a willingness to have regular and constructive meetings essential for nipping issues in the bud. In addition, companies should ensure managers are fully trained and supported to navigate difficult conversations and in how to handle negotiations to avoid industrial action. Open communication with all staff is vital, regardless of whether they’re a union member or not. Trade unions are redefining their priorities - and businesses need to adapt to these changing expectations. But, with a positive approach employee relations can be kept positive, together with a mix of preventative measures alongside effective negotiation and dispute resolution. It’s also crucial to be proactive about engaging with unions, which can prevent issues or disputes from escalating. In the event that negotiations are needed, a collaborative approach works best, with a willingness to listen and compromise, be respectful, and a use of data-driven insights to support fair outcomes. However, if there are disputes, a structured resolution process like mediation can help find solutions that work for both sides. With a stronger trade union landscape on the horizon as employment laws continue to evolve, employers need to stay one step ahead. Balancing the needs of business with trade union demands and employee rights will require a strategic approach, fostering open dialogue and making sure of compliance with new regulations. This is a fast-moving landscape. But by preparing for change, companies will be in the best position to work with the trade unions and approach the future with a motivated workforce. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment receives a certificate from an engineer, which not only acknowledges their effort but also reinforces the link between education and the professional world of engineering. Looking ahead, both IMechE and Primary Engineer are committed to continuing their work together to reach even more students across the UK. With a shared aim of addressing the engineering skills gap, the partnership is seen as a crucial way to equip the next generation with the knowledge and inspiration they need to pursue careers in engineering. Through this partnership, IMechE and Primary Engineer are helping to shape the future of engineering in the UK, ensuring that young people from all backgrounds are given the opportunity to explore the field and realise their potential as engineers. The Institution of Engineering and Technology (IET) has welcomed the UK Government’s commitment to boosting the nation’s defence industry in the Spring Statement, particularly the £400 million investment in the development and deployment of new technologies like quantum computing and artificial intelligence (AI). According to Stephanie Baxter, Head of Policy at the IET, this funding has significant potential to drive groundbreaking innovations in engineering and technology, not only advancing the UK’s defence capabilities but also benefiting the wider economy and society. Baxter acknowledged the government’s vision of making the UK a Defence Industrial Superpower, but she stressed that such ambitions would not be realised without a critical focus on the skills of the workforce. She explained: “However, we will not be able to become a secure, sustainable and resilient Defence Industrial Superpower without the highly skilled engineers and technologists who underpin the advanced manufacturing base. That is why it is critical that government also invests in the skills training and systems to ensure these new technologies are secure and resilient against vulnerabilities.” The IET’s statement underscores the need for government investment in skills training and systems to ensure that the next generation of engineers are equipped to tackle the complexities of emerging technologies. With the increasing reliance on cutting-edge innovations in defence, Baxter highlighted the importance of ensuring these new technologies are secure, resilient, and protected against potential vulnerabilities. As the UK looks to strengthen its position as a leader in defence innovation, the IET’s call for a balanced investment in both technology and talent development is a reminder that the country’s ambitions must go hand-in-hand with long-term strategies for skills development to maintain a competitive and secure edge. IET responds to Spring Statement
t 4JNQMF UP TFU VQ TJNQMF UP VTF t 'MFYJCMF MJDFOTJOH GSPN POMZ b QFS VTFS QFS NPOUI t 'SFF .PCJMF "11 •*OUFHSBUF XJUI PUIFS 4PGUXBSF 5IF QSPWFO NBOBHFNFOU UPPM UP IFMQ LFFQ USBDL BMMPDBUF BOE JNQSPWF FGGJDJFODZ • .BLJOH 5BTL .BOBHFNFOU FBTZ • $MFBS 1SFDJTF 4JNQMF • &BTZ UP DVTUPNJTF UP ZPVS SFRVJSFNFOUT • 'SFF .PCJMF "11 • *OUFHSBUF XJUI PUIFS 4PGUXBSF • 'SPN b 7"5 QFS NPOUI M *NQSPWJOH 1SPEVDUJWJUZ *ODSFBTJOH &GGJDJFODZ 5IF QSPWFO NBOBHFNFOU UPPM UP IFMQ LFFQ USBDL BMMPDBUF BOE JNQSPWF FGGJDJFODZ Improving Productivity Increasing Efciency The proven management tool to help Keep track, allocate and improve efciency • Making Task Management easy • Clear, Precise, Simple • Easy to customise to your requirements • Free Mobile APP • Integrate with other Software • From £10 + VAT per month Free 21 Day Trial
10 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 Smart Maufacturing Week 2025 Preview Smart Manufacturing Week brings together Smart Factory Expo, Maintec (especially relevant for readers of Plant & Works Engineering), Drives & Controls, Design + Engineering Expo, as well as the Air-Tech and Fluid Power & Systems zones, offering something for everyone. Taking place on June 4-5 at the NEC Birmingham, Smart Manufacturing Week 2025 Event Director, Grace Gilling said” “Over the past four years, Smart Manufacturing Week has evolved into a powerhouse event, growing in both scale and influence. We’ve expanded significantly; there are more event components, more exhibitors, and more visitors, making it an unmissable fixture in the manufacturing calendar. Based upon our research we have put together an event that is a showcase of the entire manufacturing lifecycle.” Key date for maintenance Maintec, the key exhibition for predictive maintenance, reliability and asset management, is a key part of Smart Manufacturing Week. One of the most exciting aspects of Maintec 2025 is the number of products and technologies that relate to the topics of AI, machine learning and even the evolving new concept of ‘Industry 5.0’. A simple definition of Industry 5.0 is that it is a new phase of industrial development that focuses on collaboration between humans and intelligent machines. It’s an evolution of Industry 4.0 that aims to make manufacturing more sustainable and human centric. IIoT, machine learning, and AI are becoming ever more integral to modern maintenance ecosystems. A prime example is Sparrow Networks, returning to Maintec for its third consecutive year, who will be talking about its cloud-based service for spares pooling, the optimising of inventory and data cleaning for industrial spare parts using big data and AI. Similarly, Chris Hansford of Hansford Sensors says: “Whether we term it Industry 5.0 or not, the direction of travel is to use more sensors, be that vibration, flow, temperature pressure or whatever and to automatically gather the data and use that to make decisions. It’s something that has been very high profile in Germany and we are starting to see more of that here.” A leading player in maintenance and asset management solutions, MaintMaster will also be exhibiting. At stand 5-J40, attendees can explore how combining a Computerised Maintenance Management System (CMMS) with Overall Equipment Effectiveness (OEE) software and IoT sensors can significantly enhance operational performance. Visitors can experience live demonstrations and engage with experts to learn how these integrated solutions can help proactively manage maintenance challenges and boost operational efficiency. While much of the excitement at Maintec 2025 centres around its Smart Maintenance pillar, there’s also plenty to discover within the more traditional pillars of Maintenance Products and Maintenance Services. There are many new companies exhibiting at Maintec 2025 and one that fits within Maintenance Products is Certas Lubricants (stand: 5-M40), which has developed a new distribution network capable of holding large stock volumes and delivering oils and lubricants without the risk of cross-contamination. Similarly, at stand 5-H50 Service Geeni will be showcasing its field service management software that allows companies to manage customers, engineers, and equipment – all in one platform. “At Maintec 2025, we’re not just talking about reducing downtime - we’re giving engineering teams full command over their Smart maintenance in the spotlight at SMW 2025 As Industry 4.0 continues to evolve, Smart Manufacturing Week (SMW) 2025 (June 4-5) provides a platform to examine how emerging technologies, ideas, and businesses are shaping the sector with Industry 5.0 now on the horizon. With a focus on digital transformation, workforce development, AI, smart maintenance, growth, supply chains, and automation, the event will offer insights into the trends and technologies influencing the future of manufacturing and engineering. PWE reports.
Smart Maufacturing Week 2025 Preview April/May 2025 www.pwemag.co.uk Plant & Works Engineering | 11 assets and operations.” said Gary Jones, head of sales at Service Geeni. Building on the theme of operational excellence, Rubix will be at Stand 5-M44, highlighting its industrial spare parts distribution offering as well as its InSite stores management service - where the company takes over the management of the MRO stores allowing manufacturers to focus on what they do best – manufacturing products. Full educational agenda Smart Manufacturing Week 2025 delivers a robust educational programme, carefully crafted in response to extensive research that identified key challenges facing today’s manufacturers and engineers. The seven Solutions Theatres cover a range of topics including Digital Transformation, Industrial Data & AI, IIoT & Connectivity, Design & Innovation, Automation & Robotics, Leadership & Strategy and Maintenance. For readers of Plant & Works Engineering the Maintenance theatre’s programme will be worth scrutinising. One panel format session to look out for is Transforming Maintenance Strategies: From Reactive to Proactive in Smart Manufacturing, which will explore how maintenance practices are evolving in response to digital transformation. Industry experts, including Ruth Rollings, Maintenance Engineering Manager at AETC, will discuss the shift from reactive approaches to predictive and condition-based methods. The session will dive into the ROI, operational benefits, and the technologies driving this transformation. Equally compelling is the headline keynote, Applying New Maintenance Methods and Technologies to Existing Production Systems where Nick Evans, General Manager of Maintenance, Process Improvement & Innovation at BMW (UK), will provide an overview of emerging technologies such as predictive maintenance, AI-powered solutions, and data-driven insights. This session will arm attendees with practical advice on integrating these innovations into existing production systems while minimising downtime and maximising efficiency. Beyond the Solutions Theatres, visitors can also take advantage of IfM masterclasses, offering expert-led insights into key manufacturing challenges, as well as the Technology Showcase Arena, an interactive space where cutting-edge advancements in wearables, robotics, and smart manufacturing will be demonstrated live. Smart connections and good times Smart Manufacturing Week provides ample opportunities for networking, drawing together a diverse mix of people from across the industry to exchange ideas, discuss trends, and form partnerships. For a dose of fun, the popular Guitar Legends competition returns, with a 3D-printed guitar up for grabs for the winner. Plus, the house band The Shadow Monkeys will pop up all around the event and return with their signature high energy and crowd-pleasing hits to close out the first evening’s visitor party. New for 2025 is ‘Smart Tank’, an exciting addition to this year’s schedule where entrepreneurs pitch their ideas to a panel of industry experts. Adding to the excitement, the Robot Fight Fest by Accu will bring thrilling action on day two, delivering adrenaline-fuelled action for tech enthusiasts. Visitors can also catch the FANUC WorldSkills UK Industrial Robotics Competition qualifier. Meanwhile, the Best of British Showcase celebrates the finest in UK manufacturing, spotlighting groundbreaking designs, pioneering methods, and export successes. Previous editions have highlighted industry leaders such as ThrustWSH, Airbus, Aston Martin, and others, giving visitors a glimpse into the cutting-edge of British innovation. Smart Manufacturing Week takes place at the NEC Birmingham on the 4-5 of June 2025. Other exhibitions taking place at the NEC at the same time include Automechanika run by Messe Frankfurt; Med-Tech Innovation Expo and TCT 3Sixty from Rapid News Group and Subcon from the Mark Allen Group. One visitor badge provides access to all events. For more information and to register for free visit: www.smartmanufacturingweek.com
12 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 Insight Britain’s manufacturing sector is facing an acute skills crisis that threatens its economic stability and global competitiveness. Despite being the world’s sixth-largest economy, the UK lags behind in adopting advanced manufacturing technologies, ranking 24th in global robot density. A lack of skilled workers is a significant barrier to progress, and the Bridging the skills gap to secure Britain’s industrial future Britain’s manufacturing sector faces a critical skills shortage, threatening its ability to apply emerging technologies. Make UK’s Industrial Strategy Skills Commission calls for a Skills Covenant to secure funding, strengthen industryeducation ties, and equip workers with practical expertise in automation, AI, and engineering—ensuring the UK remains competitive in advanced manufacturing. PWE reports. decline in apprenticeship numbers has only worsened the situation. Addressing this problem requires a strategic, long-term commitment from both government and industry to ensure that the workforce has the necessary expertise to apply emerging technologies effectively. For the past five months, Make UK’s Industrial Strategy and Skills Commission has worked with employers, educators, and policymakers to devise a plan to overhaul the vocational training landscape. The Commission has called for a ‘Skills Covenant’—a formal agreement between industry and government to increase investment in training and upskilling. This would be a crucial step in ensuring that Britain can close the skills gap, attract investment, and strengthen its industrial base. By prioritising practical applications of new technologies, businesses can ensure that workers are equipped with the skills needed to implement automation, artificial intelligence, and other emerging innovations effectively. Funding is at the heart of this issue. The Commission has identified significant sums of money that could be redirected towards skills training. It points to £800 million from unspent employer contributions to the Growth and Skills Levy—currently reallocated by the Treasury elsewhere—and £650 million raised annually from the Immigration Skills Charge. If these funds were ringfenced, they could finance the training of 40,000 new engineers, a move that would go a long way towards tackling the estimated shortfall of 55,000 engineers that is costing the UK economy £6 billion each year. This investment would ensure that workers are not just trained in theory but are able to apply their skills in real-world industrial settings. The Skills Covenant The Skills Covenant would not only ensure greater financial investment in training but also introduce measures to strengthen the link between industry and education. The proposal includes a workforce exchange,
Insight April/May 2025 www.pwemag.co.uk Plant & Works Engineering | 13 allowing manufacturers to second employees to educational institutions to help train the next generation. In addition, an electronic work skills passport would enable employees to track their qualifications throughout their careers, improving the transferability of skills across sectors and ensuring that acquired expertise can be practically applied in different industrial contexts. A major obstacle to progress is the declining number of educational providers offering technical courses. Many institutions have abandoned these courses due to high costs, leaving a gap in training provision. The Commission has urged the government to adjust funding bands to reflect the real cost of delivering high-value courses, particularly in engineering. The funding allocated for Level 3 engineering and technician apprenticeships, for example, currently stands at £27,000 but should be raised to £35,000 to meet actual costs. There is also a call for training providers to be allowed to use levy funds for capital investment in equipment and machinery, making it easier to set up engineering and manufacturing courses. Access to modern, industry-standard equipment is crucial to ensuring that trainees can immediately apply their learning in practical settings. The need for upskilling extends beyond new entrants to the workforce. Many manufacturers plan to increase spending on retraining their employees in the coming years, recognising that investment in workforce development is essential for growth. To encourage businesses to invest in training, the Commission has recommended tax rebates for companies that invest in accredited skills training in key sectors. This would provide a tangible incentive for businesses to prioritise skills development, ensuring that employees remain adaptable in a fast-changing technological landscape and are equipped to apply their skills to new processes and innovations. Beyond funding and industry commitments, there is a broader issue of perception. Careers in manufacturing and engineering are often overlooked by young people, partly due to inadequate careers guidance in schools and colleges. The Commission has called for a fundamental shift in how technical education is promoted, including the expansion of the University Technical College (UTC) model. Providing clearer pathways into manufacturing careers would help build a more robust talent pipeline, ensuring that young people see vocational training as a viable and attractive alternative to traditional academic routes, with direct applications in high-tech industries. Robert Halfon, Co-Chair of Make UK’s Industrial Strategy Skills Commission, has emphasised the urgency of reform. “Modern manufacturing and engineering are major drivers of the innovation needed to capitalise on the AI revolution and deliver on the Government’s growth agenda across new green skills technologies and opportunities. Yet all of this is at risk if we do not urgently ensure our skills system is properly fit for the 21st Century.” Apprenticeship Levy The shortcomings of the Apprenticeship Levy have further exacerbated the skills crisis. Since its introduction nearly eight years ago, apprenticeship starts in manufacturing have fallen by 42%, depriving tens of thousands of learners of valuable training opportunities. Stephen Phipson CBE, CEO of Make UK, has been vocal in his criticism. “The Apprenticeship Levy in its current form has been nothing short of a disaster. Apprenticeship starts in manufacturing have fallen by 42% meaning tens of thousands of learners have gone without invaluable training in the last eight years.” He has urged the government to take immediate action. “Government is sitting on a pot of cash that should immediately be ringfenced and spent on skills training. The first priority is properly funding courses, so colleges and training providers aren’t put off delivering higher-cost courses such as engineering. There also needs to be targeted efforts to recruit experienced tutors to train up the next generation in the skills we need now and in the future.” The proposals put forward by the Industrial Strategy Skills Commission present a clear and actionable framework for addressing the skills gap. The economic impact of inaction is too great to ignore. Without urgent intervention, Britain risks falling further behind in the race to adopt and develop cuttingedge technologies. A well-trained workforce is the foundation of a strong industrial strategy, and securing long-term investment in skills training will be essential to the country’s economic future. The government and industry must now come together to implement these recommendations and ensure that Britain’s manufacturing sector has the skilled workforce it needs to thrive, with an emphasis on applied expertise and technological integration.
Maintenance Matters Focus on: CMMS 14 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 Bridging the gap between CMMS & emerging technologies CMMS platforms are evolving, but integrating AI, IoT, and machine learning remains a major challenge. Compatibility issues, data inconsistencies, and a lack of expertise hinder adoption. To bridge the gap, businesses must prioritise modular systems, data standardisation, and phased implementation—ensuring technology enhances, rather than complicates, maintenance operations. PWE reports. In recent years, the role of Computerised Maintenance Management Systems (CMMS) has evolved dramatically. What was once a straightforward digital logbook for scheduling and tracking maintenance tasks is now expected to be an intelligent, predictive tool that helps organisations optimise their asset management. The shift towards predictive maintenance, driven by technologies such as Artificial Intelligence (AI), the Internet of Things (IoT), and Machine Learning (ML), is a logical progression. However, for many maintenance teams, this shift is proving to be a significant challenge. The problem is not the technology itself—AI, IoT, and ML have been around for some time and are already making a huge impact in various industries. The challenge is integrating these technologies effectively with existing CMMS platforms. Many organisations, particularly those with legacy systems, are finding that their CMMS simply isn’t built to handle the influx of real-time data from IoTenabled sensors or to apply machine learning algorithms to detect patterns in equipment failure. Instead of becoming more efficient, maintenance teams often find themselves bogged down by compatibility issues, inconsistent data, and unreliable system performance. For businesses that have already invested heavily in their CMMS, the idea of scrapping the system and starting from scratch is both impractical and expensive. Upgrading is often the preferred route, but even that comes with its own set of hurdles. Many CMMS providers are rushing to offer ‘AI-powered’ or ‘IoT-ready’ features, yet in practice, these capabilities often fall short of what’s needed in real-world maintenance operations. Systems that claim to be fully integrated often require extensive customisation, additional middleware, or workarounds that undermine the very efficiency gains they promise. Compounding the problem is a general lack of expertise in implementing and managing these new technologies. Maintenance professionals are experts in machinery and equipment, but they aren’t necessarily data scientists or software engineers. The result is a disconnect between the teams that develop CMMS software and the people who use it on the ground. Training is essential, but without the right tools and support, even the most skilled maintenance teams can struggle to make sense of vast amounts of data and extract meaningful insights. Implementation This isn’t to say that the integration of AI, IoT, and ML into CMMS is a lost cause. Far from it. There are businesses that have successfully implemented predictive maintenance strategies, using data-driven insights to reduce downtime and improve asset reliability. However, these success stories often involve organisations that have either built their CMMS with integration in mind from the outset or have been willing to invest significantly in bridging the gap between old and new technologies. So what’s the solution? First and foremost, CMMS providers need to prioritise seamless integration with emerging technologies rather than simply adding features as an afterthought. Open Application Programming Interfaces
Focus on: CMMS Maintenance Matters (APIs) and modular system designs should be the standard, allowing organisations to adopt new technologies without overhauling their entire infrastructure. For maintenance teams, investing in upskilling is key—training on data interpretation, AI applications, and IoT monitoring will help bridge the knowledge gap and empower professionals to make the most of their systems. Additionally, businesses should approach integration in phases rather than attempting a full-scale implementation all at once. Starting with small pilot projects can help identify potential issues early and allow teams to adapt before rolling out changes more broadly. Furthermore, collaboration between CMMS vendors and end-users must improve. Vendors should actively seek input from maintenance teams during the development of new features to ensure they are practical and truly beneficial. Many software providers focus on selling a vision of the future rather than addressing the immediate, everyday challenges maintenance teams face. More transparency is needed when it comes to the true capabilities of a system before organisations commit to significant investments. Another key aspect is data standardisation. Many businesses struggle with integrating new technologies because data is stored in different formats across multiple systems. Ensuring that CMMS platforms support universal data formats and seamless data sharing across departments will reduce friction and enhance overall system effectiveness. A lack of standardised data management often leads to inefficiencies and errors that counteract the very benefits that AI and IoT are meant to provide. Regulatory compliance is also a consideration. Many industries have strict regulations regarding data security and equipment maintenance records. As CMMS platforms evolve, they must continue to align with compliance requirements while leveraging new technologies. Organisations should assess whether new features introduced into their maintenance systems meet legal and operational standards, avoiding any costly compliance breaches. Finally, companies should take a pragmatic approach to AI and IoT adoption. Rather than viewing these technologies as a silver bullet that will instantly transform maintenance efficiency, businesses should recognise that meaningful improvements take time. AI-driven maintenance is only as good as the data it is trained on, so the quality and accuracy of existing maintenance logs are crucial. If organisations have poor historical maintenance data, AI predictions will be unreliable. Therefore, ensuring high-quality data collection should be a priority before expecting AI to deliver significant benefits. Ultimately, for CMMS to remain relevant in the modern industrial landscape, vendors must go beyond marketing buzzwords and focus on genuine compatibility, ease of use, and seamless integration. Organisations, in turn, need to be realistic about the effort required to make these technologies work effectively. AI and IoT have the potential to revolutionise maintenance, but only if they are implemented in a way that enhances—not complicates—the work of the people using them. By focusing on practical implementation, structured data management, and targeted upskilling, organisations can bridge the gap between traditional CMMS and cutting-edge maintenance technology, ensuring a smoother transition into the future. Safeguard your machinery – it doesn’t have to be complicated Wireless vibration and temperature monitoring Industry-leading measurement technology Wi-Fi or cellular network communication WE ARE EXHIBITING AT 01706 835 331 | info@spminstrument.co.uk | www.spminstrument.co.uk 4-5 June 2025 | NEC Birmingham COME AND SEE US AT STAND 5-M20
Maintenance Matters Focus on: Plant & Asset Management 16 | Plant & Works Engineering www.pwemag.co.uk April/May 2025 Why smart asset management is no longer optional As industrial sectors face rising costs, labour shortages, and growing sustainability pressures, smart asset management has become essential. By using data-driven strategies, companies can improve reliability, reduce downtime, and enhance cost-efficiency, while also supporting compliance and sustainability goals. Adopting these approaches is crucial for overcoming today’s operational challenges. Matt Kent, director of engineering at EMCOR UK explains further. Maintenance strategies across the industrial sector are undergoing a fundamental shift, driven by rising costs, labour shortages, and the growing role of technology. A recent maintenance trends recap found that 74% of maintenance managers now consider preventive and predictive maintenance to be essential to operational success - an increase of 14% in just two years. Yet, despite this progress, nearly 60% of companies still struggle with unplanned downtime, often due to insufficient data or outdated maintenance strategies. Compounding these challenges is a shortage of skilled workers, cited by over half of respondents as their biggest obstacle in the years ahead. The need to nurture the next generation of engineers is a subject that I’m passionate about as our industry has historically lacked apprenticeship opportunities and longterm skills-based work. In support of this, we are working closely with our industry professional bodies to further professionalise our workforce to help attract, train and retain the very best engineers. Sustainability is also becoming a key driver of asset management: 42% of maintenance professionals say environmental concerns are influencing their approach, prompting a shift towards smarter, more energy-efficient practices. Against this backdrop, manufacturers are looking for intelligent, data-driven solutions that not only extend asset life and reduce downtime, but also support compliance, costefficiency and carbon reduction goals. Asset management has therefore never been more important, or indeed more complex. But this complexity is exactly why we need to embrace a smarter way of working. In industrial environments where uptime is critical, and margins are under constant pressure, managing assets strategically is no longer a nice-to-have - it’s a necessity. Traditional maintenance models, whether reactive or based on fixed intervals, often miss the mark. They can drive up costs, increase risk, and fall short on compliance and sustainability. Instead, engineering leaders across manufacturing and processing sectors are turning to smart asset management. This dataled approach doesn’t just fix problems faster - it aims to prevent them altogether, improves decision-making, and aligns engineering performance with wider business goals. Understanding today’s pressures From food processing plants to chemical manufacturing facilities, many of the customers we support at are grappling with similar challenges. These include aging infrastructure and increasingly complex estates, fragmented data spread across disconnected systems and spreadsheets, and mounting expectations to increase reliability, reduce costs, and support ESG targets. Without a clear understanding of asset condition and criticality, it’s hard to know what to fix, upgrade or retire - let alone when or how. And in high-risk environments, a single point of failure can mean lost production, safety concerns, or non-compliance. Moving to a smarter model A smart asset management strategy puts data and engineering intelligence at its core. The goal is to answer key questions with clarity: What do I own? What condition is it in? What’s the impact if it fails? |What’s the most effective maintenance or replacement plan? It starts by building a digital asset register, populated with sufficient data attributes, consolidating data from across the estate into a single, secure source of truth. From there, organisations can apply modelling, predictive analytics and lifecycle insights to shift from, for example, time-based to condition-based or business Focused maintenance. A great example of this approach in action is our work with a global energy tech company which faced the challenge of managing real estate performance across five countries and 11 unstandardised data sources. By consolidating this into EMCOR UK’s One Data World platform, the customer gained a single source of truth for asset performance, compliance, and cost tracking. Key results included £500k in guaranteed annual savings, a 98% compliance rating, over 100 users collaborating across UK and European sites, and more than 30 efficiency and compliance improvements identified. This kind of transformation doesn’t require starting from scratch - it just needs a clear strategy, the right expertise, and scalable tools. Getting started: Building the foundations For engineering leaders wondering where to begin, the following steps are a good starting point: 1. Assess what you know: Conduct a gap analysis of your current asset data, systems and maintenance practices. 2. Define criticality: Identify which assets have the biggest impact on operations, safety or compliance. Where are the Single Points of Failure (SPoF)? 3. Align your goals: Link your asset strategy to broader objectives - such as reducing energy use, increasing uptime, or preparing for ESG audits.
RkJQdWJsaXNoZXIy MjQ0NzM=