What we do
Production of high specification critical component
parts and assemblies to our customers requirements
•71st year of business
•Contract manufacturing service
•Larger high complexity components
•22m Milling, 3.7m turning, 40t lift
•Project / Safety critical items
•Wide industrial base
•Partnerships / manufacturing cells
•Two manufacturing sites located centrally in UK
The key area of
We need the next wave of young apprentice
trained workers – without them we have a bleak
Our work is technically demanding and a highly
skilled workforce is the critical component of our
A lack or government initiatives, educational
support, quality external training, and apprentice
programs over the past decades has led to a
looming manufacturing skills gap
Strategic Challenge thought
To illustrate the
skill level required
Imagine sitting an
exacting exam on
abilities every day,
The maximum potential score is 1000 – the variables
The pass level is 100% - no less
One mistake = a fail = lost money, lost lead time, lost
cash, damaged reputation, etc, etc
The Leitch report
To investigate the problem the UK Government
commissioned Sandy Leitch in 2004 to undertake an
independent review of the UK's long term skills needs.
The report shows that the UK must urgently raise
achievements at all levels of skills and recommends that
it commit to becoming a world leader in skills by 2020.
This means doubling attainment at most levels of skill.
Responsibility for achieving ambitions must be shared
between Government, employers and individuals.
World Class skills by 2020
The UK is the world's sixth largest
manufacturer but has a
manufacturing sector with a
workforce that has 41% over 50 and
close to retirement.
• Average employee age is 43 with 30% over 50.
• High Skill level in the 41+ age range
• We have abetter age profile than the average but the problem is still
coming in the under 40 age range.
• 45 Newburgh trained apprentices are employed at Newburgh
• 85 of our total 105 employees are apprentice trained
30 and under
Activity to date summary
•IT IS OUR DUTY TO REPLENISH SKILLS AND WE ARE:
•Promoting engineering as a career choice at every opportunity
•Continuing our support of the Newburgh apprentice program
•Collaborating with local manufacturing businesses to establish the
New Era apprentice program
•Raising the bar on apprentice training programs
•Lobbying teachers and the educational establishment
•Stimulating interest in our sector – Bloodhound, Green Power
•Visiting local Schools and organising pupil visits to Newburgh
•Generating strong media coverage of our activities and Sector
•Participating in Skills Fairs
Stimulating new minds and introducing the next
generations of skilled people into manufacturing is critical
to our future sustainability and success
Your thoughts and ideas?
Strategic plan overview
1. Mentor to understand Mentee capability and existing offer to market. This
will assist in future strategic planning.
2. Mentee to understand Mentors position in supply chain and key drivers in
Norwegian market. Why and when does Norway buy from UK.
3. Asses and explore Norwegian and UK competition for Norwegian contracts.
Capacity & offer to market
4. Prospect potential Norwegian customer base. Look at opportunity,
Understand the order route from customer to subcontractor
5. Understand the order route from Norwegian prime customer to UK
6. Initial market test @ ONS Trade Show 20th - 24th August
7. Is Norway the right market for Newburgh?
8. How will we service the ongoing market - Contact level required, existing
Sales Team, recruitment, Agents, Other,?
9. Draw up detailed Norwegian Marketing Plan
i have printed copies of our
strategic plan – your
comments & advice on this