British Aerosol Manufacturers Association confirms Tony Brealey as new Chairman
The British Aerosol Manufacturers’ Association (BAMA) has confirmed that managing director and co-owner of Reabrook, Tony Brealey, has been appointed the new Chairman of the association.
The decision will see Mr Brealey replace Sebastian Alvarez, who has been in the post for two years, this summer.
Having previously been the Chair of the Commercial and Planning Committee as well as the Vice-Chairman of BAMA, Mr Brealey has a wealth of experience to utilise in his new role as James Smith steps into his vacated position as Vice-Chairman after 14 years with Summit Packaging Solutions.
Patrick Heskins, BAMA chief executive, said: “I am pleased to welcome both Tony and James to their new roles.”
“As the new Chairman, Tony brings four decades of experience in the aerosol sector to the position and will play a pivotal role in shaping the future of BAMA and the aerosol industry during what is set to be a challenging period.”
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In his new role, Mr Brealey will target delivering the association’s 2020 strategy and working with members and partners of the association, in addition to improving relationships with sister bodies abroad to enable a sustainable aerosol industry.
Mr Brealey commented: “The aerosol sector has demonstrated sustained growth in the last six years, 2017 being another record year for the industry with more than 1.56bn aerosol cans filled in the UK.”
“As Chairman, I look forward to working more closely with all of BAMA’s members and partners in the coming months as we seek to strengthen relationships in the UK and abroad and safeguard the future of what remains an extremely important sector within UK manufacturing.”
Gartner: Leaders Lack Skilled Smart Manufacturing Workers
With organisations rapidly adopting industry 4.0 capabilities to increase productivity, efficiency, transparency, and quality as well as reduce cost, manufacturers “are under pressure to bring their workforce into the 21st century,” says Gartner.
While more connected factory workers are leveraging digital tools and data management techniques to improve decision accuracy, increase knowledge and lessen variability, 57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support their smart manufacturing digitalisation plans.
“Our survey revealed that manufacturers are currently going through a difficult phase in their digitisation journey toward smart manufacturing,” said Simon Jacobson, Vice President analyst, Gartner Supply Chain practice.
“They accept that changing from a break-fix mentality and culture to a data-driven workforce is a must. However, intuition, efficiency and engagement cannot be sacrificed. New workers might be tech-savvy but lack access to best practices and know-how — and tenured workers might have the knowledge, but not the digital skills. A truly connected factory worker in a smart manufacturing environment needs both.”
Surveying 439 respondents from North America, Western Europe and APAC, Gartner found that “organisational complexity, integration and process reengineering are the most prevalent challenges for executing smart manufacturing initiatives.” Combined they represent “the largest change management obstacle [for manufacturers],” adds Gartner.
“It’s interesting to see that leadership commitment is frequently cited as not being a challenge. Across all respondents, 83% agree that their leadership understands and accepts the need to invest in smart manufacturing. However, it does not reflect whether or not the majority of leaders understand the magnitude of change in front of them – regarding technology, as well as talent,” added Jacobson.
Technology and People
While the value and opportunities smart manufacturing can provide an organisation is being recognised, introducing technology alone isn’t enough. Gartner emphasises the importance of evolving factory workers alongside the technology, ensuring that they are on board in order for the change to be successful.
“The most immediate action is for organisations to realize that this is more than digitisation. It requires synchronising activities for capability building, capability enablement and empowering people. Taking a ‘how to improve a day in the life’ approach will increase engagement, continuous learning and ultimately foster a pull-based approach that will attract tenured workers. They are the best points of contact to identify the best starting points for automation and the required data and digital tools for better decision-making,” said Jacobson.
Long term, “it is important to establish a data-driven culture in manufacturing operations that is rooted in governance and training - without stifling employee creativity and ingenuity,” concluded Gartner.