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By Stefan van Bussel, Teamlead Technical Services, and Jeroen Wijnen, Maintenance & Installations Leader, Berkvens Doorsystems

Every morning in a manufacturing facility, before a single machine is switched on, a maintenance team lead is already working. Reviewing overnight breakdowns, scanning shift logs, checking notifications, building a picture of what the machine park looks like before the day begins. Here at Berkvens Doorsystems, that process used to take between 30 minutes and an hour. Every day. Per team lead.

Team leads now no longer need to spend this time; it is recovered by artificial intelligence (AI).

A manufacturer with nearly a century of tradition

Berkvens Doorsystems is a family-run manufacturer headquartered in Someren, Netherlands, and part of Xidoor. With three production facilities and five brands, we produce interior doors, frames, and sliding door systems for the housing, healthcare, hospitality, and education markets across Western Europe. Manufacturing at this scale demands disciplined asset management - diverse equipment across multiple production environments, high standards for uptime, and a technical team responsible for keeping it all running.

Like many manufacturers, we have made a foundational investment in an enterprise asset management (EAM) platform to bring structure to maintenance planning, work order management, and equipment tracking. EAM gave the technical department visibility it had previously lacked. But visibility only goes so far when the volume of data such as notifications, shift logs, work histories, and equipment records, keeps growing. At some point, reviewing all of it manually becomes the constraint. That is the problem AI is now solving.

The business case has never been clearer

Our experience sits within a broader industry shift that is accelerating. According to Ultimo's Maintenance Trend Report, 63 percent of manufacturing organizations are struggling with an aging workforce - a challenge that is as much about knowledge as it is about headcount. The diagnostic expertise accumulated over decades of hands-on maintenance work does not transfer automatically to the next generation. When experienced technicians retire, they often take with them an understanding of how specific equipment behaves that exists nowhere in any system.

AI in the form of digital workers is changing that equation. By learning from operational data over time, it can surface patterns and institutional knowledge that would otherwise be invisible or lost. For manufacturers already running an EAM platform, that intelligence is embedded in data they are already collecting. It simply needs the right tools to unlock it.

A digital worker is an AI system embedded in operational workflows that can independently monitor data, initiate actions, and complete multi-step tasks - handling the routine cognitive work that would otherwise fall to a person

What changed at Berkvens Doorsystems - and how quickly

We adopted Ultimo's digital workers as one of the Company’s earliest users. The starting point was practical: digital workers that analyze the data the team was already generating, delivered through the EAM system already in daily use. No new platform. No disruptive implementation. Intelligence added to the workflow already in place.

The morning review process was transformed almost immediately. Where our team leads had previously spent up to an hour manually cross-referencing breakdowns, notifications, and logs to build a status picture, the digital worker now assembles and summarizes that information automatically.

The digital workers’ output matches the team's own manual analysis more than 95 percent of the time, meaning the time recovered is genuine, not traded against accuracy. Across a team of technical leads, that amounts to between 125 and 250 hours of recovered productivity per person per year, with a direct financial value of roughly €12,500 to €25,000 annually per team lead depending on hourly rates.

Insights that were not visible before

Efficiency gains are the most measurable outcome, but not the most strategically significant one. What has mattered more for us is what Ultimo digital workers surface that manual review would have missed entirely.

By combining data across sources such as work orders, logbooks, and maintenance histories, the system identifies patterns that are hard to detect when each data stream is reviewed in isolation. This revealed that certain equipment issues were recurring structurally rather than randomly. That single insight changed how the team approached maintenance planning and where it directed improvement efforts.

By intelligently combining data from different sources, new insights emerge, enabling teams to set better priorities, identify structural issues, and carry out more targeted maintenance and improvements.

This is the practical meaning of Intelligent Asset Management: not AI as a reporting layer, but AI that changes which decisions get made, and when.

One lesson every manufacturer should hear

The most consistent message from our experience is that the value of AI is directly proportional to the quality of the data it works with. We believe that disciplined, consistent registration of notifications, work orders, and operational data is a prerequisite, not something AI can substitute for. Poor data hygiene does not get corrected by AI; it gets amplified.

For manufacturers evaluating where to start with digital workers in maintenance, this is the practical readiness test. The technology is capable. The question is whether the data foundation is there to support it. For us, years of structured EAM usage meant it was.

What comes next

The team's expectations continue to grow. The area generating most interest is troubleshooting support – a digital worker that not only identifies what has gone wrong but assists the troubleshooting.

Think of digital workers that analyze similar past failures and immediately suggest possible solutions. This can help technicians arrive at the right solution faster and further reduce downtime.

For a manufacturer operating across multiple factories and brands, that kind of embedded guidance - turning accumulated failure history into real-time decision support for any technician, regardless of their experience level - represents exactly the kind of knowledge transfer that the industry's workforce challenge demands.

The conclusion we have reached is the one more manufacturers are arriving at: AI does not replace the judgment and skill that experienced maintenance professionals bring. It removes the administrative burden that keeps them from applying it - and it finds the signal in operational data that no manual process reliably could. The starting point is closer than most organizations expect, and the returns begin earlier than most anticipate.

At the Food & Beverage Engineering Show 2026 and Sustainable Food Factory exhibition held at Derby Arena, industry professionals gathered to discuss the challenges and opportunities facing modern manufacturing. Among the experts sharing their insights was Andy Gailey, Managing Director of UPTIME Consultant Ltd, who highlighted the growing relationship between reliability, sustainability and operational efficiency.

The event, which brought together engineering and sustainability professionals under one roof, reflected a growing recognition that these disciplines are intrinsically linked. According to Gailey, sustainable manufacturing cannot be achieved without reliable assets and effective maintenance strategies.“Reliability and sustainability are two sides of the same coin,” he explained. “If you don't have a reliable plant, it becomes extremely difficult to achieve meaningful sustainability targets.”

This connection is becoming increasingly important as manufacturers face mounting pressure to reduce energy consumption, minimise waste and improve overall operational performance. Equipment failures, unplanned downtime and inefficient processes not only affect productivity but also contribute to unnecessary energy use and increased environmental impact.

Drawing on more than two decades of experience within the food manufacturing sector, Gailey emphasised that maintenance and reliability professionals play a critical role in supporting sustainability objectives. By ensuring equipment operates consistently and efficiently, organisations can reduce their consumption of electricity, gas and water while simultaneously improving production output.

The discussion also explored the current state of the food and beverage manufacturing sector.

While many businesses experienced a challenging and uncertain trading environment during the previous year, Gailey reported signs of renewed confidence across the industry.

As a specialist consultancy, UPTIME Consultant Ltd works closely with manufacturing organisations seeking to improve reliability and operational performance. Demand for these services has increased as businesses look for practical ways to enhance efficiency while controlling costs.

However, significant challenges remain. Rising employment costs, increased regulatory pressures and economic uncertainty continue to affect investment decisions across many sectors. Manufacturers are being forced to operate leaner than ever before while maintaining competitiveness in increasingly demanding markets.

One of the most discussed topics during the interview was artificial intelligence and its future role within manufacturing operations. While AI has become one of the industry's most widely used buzzwords, Gailey offered a more measured perspective.

Having spent several years studying machine learning and artificial intelligence technologies, he believes that many current applications fall short of the expectations often associated with true AI. He compared today's AI hype cycle to the early days of Industry 4.0, when numerous technologies were marketed under a broad and often misunderstood label.

Rather than relying solely on cloud-based systems and large-scale infrastructure, Gailey predicts that future industrial AI applications will increasingly move closer to the assets themselves. Manufacturers are likely to deploy smaller, site-based machine learning models that focus specifically on analysing plant performance, equipment condition and operational data within their own facilities.

This approach could offer several advantages, including improved data security, faster response times and greater relevance to individual operational requirements.

The interview reinforced a key message for maintenance and engineering professionals. Regardless of emerging technologies, the foundations of manufacturing success remain unchanged. Reliable equipment, effective maintenance practices and a commitment to continuous improvement will continue to underpin both sustainability and profitability.

As manufacturers navigate an increasingly complex operating environment, the organisations that successfully combine reliability, efficiency and innovation will be best positioned to meet future challenges while delivering long-term sustainable growth.

For more information visit www.uptimeconsult.co.uk

As artificial intelligence, predictive maintenance and digital transformation continue to reshape industry, many organisations are questioning how best to modernise their maintenance strategies. Donal Bourke, Managing Director of Eleco Asset Management, explains why successful asset management is not about chasing technology trends, but about building strong operational foundations that enable organisations to evolve with confidence.

The maintenance and asset man agement landscape is undergoing a period of significant transforma tion. Organisations across manu facturing, utilities, infrastructure and other asset intensive sectors are facing growing pressure to improve reliability, reduce costs, meet sustainability targets and embrace new technologies. At the centre of this evolution sits Eleco Asset Management, bringing together decades of expertise through solutions including Shire System and PEMAC. For Donal Bourke, Managing Director of Eleco Asset Management, the challenge is not simply about delivering software.

It is about helping or ganisations understand where they are today and identifying the most effective path towards greater maintenance maturity and operational excellence. According to Bourke, one of the strengths of the Eleco Asset Manage ment portfolio is its ability to support organisations at different stages of their maintenance journey. Some businesses are still heavily reliant on reactive maintenance practices, while others have developed ma ture preventive maintenance programmes and are now exploring con dition monitoring, predictive maintenance and artificial intelligence. The key, he explains, is recognising that there is no universal model for success. Every organisation operates within its own regulatory environment, culture and operational constraints. As a result, asset management strategies must be tailored to individual circumstances rather than forcing businesses into a predefined framework.

Despite the excitement surrounding emerging technologies, Bourke be lieves many organisations continue to face fundamental maintenance challenges. Ageing infrastructure, increasing compliance obligations, skills shortages and rising operating costs remain common concerns across multiple industries. At the same time, organisations are under pressure to adopt digital technologies and modern maintenance approaches. While these inno vations offer significant potential, Bourke cautions against focusing on advanced capabilities before addressing the basics. He frequently encounters organisations that have yet to standardise maintenance processes,

struggle to complete preventive maintenance activities consistently or lack reliable asset data. In these situations, introducing advanced technologies often creates additional complexity rather than delivering meaningful benefits. The most successful organisations, he argues, focus first on discipline, process and data quality. Once these foundations are established, tech nology becomes a powerful enabler capable of accelerating improve ment and supporting better decision making. Artificial intelligence has become one of the most discussed topics within maintenance and asset management.

While Bourke acknowledges its potential, he is careful to avoid overstating its capabilities. He believes many organisations are currently more focused on AI capability than AI readiness. The dis tinction is important. Artificial intelligence relies on structured processes, quality data and consistent behaviours. Without these foundations, even the most sophisticated AI tools will struggle to deliver reliable outcomes. Maintenance teams must therefore consider whether their organisation is genuinely prepared to benefit from AI. Robust maintenance processes, well structured asset hierarchies, effective data governance and strong workforce engagement all play a crucial role in determining success. Equally important is the human element. Main tenance technicians must consistently capture meaningful information about the work they perform. Procedures must be followed and systems must be used correctly. If data quality suffers, artificial intelligence simply magnifies existing weaknesses. Bourke describes AI adoption as a journey rather than a destination. Rather than asking what AI fea Page - 8 | June/July 2026 - engineeringmaintenance.info believes significant gains can also be achieved through better mainte nance practices.

Operational excellence and sustainability, he argues, are far more closely linked than many organisations realise. Looking ahead, Bourke believes the most successful asset manage ment organisations will be those capable of balancing operational discipline with a willingness to embrace change. Strong maintenance processes, trusted data and effective governance will remain essential foundations. At the same time, organisations must be prepared to adopt technologies that genuinely improve decision making and workforce effectiveness. tures they need, organisations should first assess whether they possess the operational maturity required to take advantage of them. He also highlights an important distinction between AI enhanced and AI enabled environments. In AI enhanced environments, people remain at the centre of decision making while artificial intelligence improves efficiency.

Examples include automatically triggering maintenance workflows when condition monitoring systems identify potential issues. AI enabled environments represent a more advanced stage of maturity. In these situations, artificial intelligence takes on a greater share of structured activities, analysing maintenance history, identifying recurring failure patterns and generating recommendations based on historical outcomes. Predictive maintenance is another area often surrounded by miscon ceptions. Bourke argues that many organisations are closer to achiev ing predictive maintenance than they realise. Modern industrial facilities already generate vast quantities of oper ational data through SCADA systems, equipment sensors, IoT devices and condition monitoring technologies. The challenge is not neces sarily collecting the information but determining what happens when anomalies are detected.

Successful predictive maintenance depends on the ability to convert operational insights into effective maintenance actions. Maintenance activities must be prioritised, work orders generated and planners pro vided with the information required to intervene before failures occur. In many respects, predictive maintenance is as much a workflow challenge as it is a technology challenge. The organisations achieving the greatest success are those that integrate operational intelligence directly into maintenance execution processes. Ultimately, the future of asset management is not about choosing between people and technology. It is about creating an environment where both can perform at their best. For organisations willing to focus on fundamentals while embracing innovation responsibly, the next era of asset management offers significant opportuni ties to improve reliability, efficiency and long term business performance.

www.eleco.com/ pemac Customer expectations are also changing rapidly. Businesses increasingly expect maintenance software to be intuitive, con figurable and capable of integrating seamlessly into existing environments. Rather than focusing exclusively on functionality, customers are increasingly evaluating outcomes. They want to under stand how quickly value can be realised, how reliability can be improved and how systems can support compliance requirements while reducing administrative burden. For Bourke, this shift reflects a broader trend within asset management. Organisations are no longer investing in software simply to digitise existing processes.

They are seeking measurable improvements in reliability, planning effectiveness, decision making and workforce productivity. Sustainability is another area where maintenance plays a critical role. Well maintained assets operate more efficiently, consume less energy and often remain productive for longer periods. Effective main tenance strategies reduce unnecessary downtime, minimise premature equipment replacement and optimise spare parts consumption. While sustainability initiatives are often associated with large scale capital investments, Bourke believes significant gains can also be achieved through better mainte nance practices. Operational excellence and sustainability, he argues, are far more closely linked than many organisations realise.

Looking ahead, Bourke believes the most successful asset manage ment organisations will be those capable of balancing operational discipline with a willingness to embrace change. Strong maintenance processes, trusted data and effective governance will remain essential foundations. At the same time, organisations must be prepared to adopt technologies that genuinely improve decision making and workforce effectiveness.

Ultimately, the future of asset management is not about choosing between people and technology. It is about creating an environment where both can perform at their best. For organisations willing to focus on fundamentals while embracing innovation responsibly, the next era of asset management offers significant opportuni ties to improve reliability, efficiency and long term business performance.

www.eleco.com

Donaldson, a global leader in technology-led filtration products and solutions, today launches its iCue^™ Connected Technology for compressed air and hydraulic fluids filtration equipment.

The iCue^™ Connected Technology monitors the performance of industrial filtration equipment across a manufacturing plant, analysing data to help drive efficiency. Sensors track performance indicators to provide operators with real-time insights to help support uptime, manage maintenance intervals and extend equipment life.

Available on the Ultradryer+ series of heated desiccant dryers, the iCue^™ Connected Technology provides additional equipment status visibility to organisations that rely on clean and dry compressed air and gases. The technology is also integrated into the Donaldson Hy-Pro^™ Vac-U-Dry (VUD) vacuum dehydrators, designed for the removal of water and particulates from hydraulic and high viscosity lubricating oils to help optimise equipment performance. Already widely available on Donaldson Smart Collectors, this expands Donaldson’s portfolio of filtration equipment with iCue^™ Connected Technology capability.

Bart Robbeets, General Manager of Industrial gases at Donaldson, said: “The iCue^™ Connected Technology on both systems uses an array of standard and optional sensors that deliver performance metrics specific to the end-user’s equipment and application. Organisations in demanding environments can set operational parameters and alerts to monitor performance from any connected device, with the dashboard providing 24/7 visibility

Hyster announces the E2.2-3.5XN2, a 2,000 - 3,000kg capacity cushion tyre, electric lift truck series that builds upon the success of the established XN models to provide high performance, minimal downtime, and reduced total cost of operation in tough indoor applications. The XN2 series provides operations with the flexibility to pick the best electric power source and performance configuration for their requirements, along with ergonomic features and simplified service. The result is a lift truck that delivers the productivity required by manufacturers and distributors to keep paper and packaging, automotive, agriculture, and other products moving.

Operations can select their XN2 trucks with the Intelimatch^ä configuration that provides smooth, efficient performance or opt for the Duramatch^ä specification that delivers a boost in energy efficiency of up to 20% and higher performance. Operations can also select from a variety of battery types, including purpose-built Hyster® lithium-ion batteries engineered specifically for seamless integration and greater efficiency. To match operational requirements, users can choose from multiple box sizes and other battery chemistries in addition to modular Hyster lithium-ion power, including lead acid and thin plate pure lead batteries.

“While no two operations are exactly alike, constant pressure to do more with less is a common theme, from keeping equipment costs in check to gaining more productivity from a limited pool of experienced lift truck operators,” said Lauren Grady, Global Product Manager, Hyster. “The new XN2 lift truck models set the bar higher, with the ergonomics, visibility and performance demanding applications require, while empowering operations to configure the right solution for their unique requirements.”

The XN2 series features the largest through-mast window in its class - 34% larger than the previous model - and the Duramatch configuration provides up to 65% faster lift and lower speeds compared to leading competitors. Clear sightlines and a near-zero turn radius help operators to effectively navigate tight spaces as they push to meet high productivity targets. Additionally, suspended and air ride seat options reduce the shock and vibrations transmitted to the operator, enhancing operator comfort, confidence and productivity throughout a shift. Intuitive controls and a flip-up armrest also aid operators in avoiding fatigue.

Fully sealed wet brake axles require 20% less service over the life of the truck when compared to the previous model, helping to reduce total cost of ownership and limit maintenance-related downtime. When service is required, the truck is designed to help technicians quickly access trouble areas and service the truck.

The wireless monitoring tier of the Hyster Tracker^ä telemetry system is standard on the XN2 series, alongside a touch screen display that provides easy access to critical information such as speed and battery life, and enables users to calibrate performance. Operations looking to further support their safety initiatives can add the optional Hyster Dynamic Stability System or Hyster Reaction^ä pedestrian awareness camera to help reinforce lift truck operating best practices.

The challenge

A global food manufacturer was carrying tens of millions of pounds in spare parts across its sites, half of which hadn’t moved in more than four years. That prompted a business review, highlighting that stock levels and purchasing decisions were spread across multiple departments. They had one unified CMMS but at each site different people managed the spare parts decisions. Each site managed its own inventory in isolation, so the same part could sit unused on one shelf while another site bought it new. The data needed to run leaner already existed, there just wasn’t enough time or resource to feasibly optimize each decision.

What we did

Parts Control was selected to help embed a long-term software solution, not a one-off review project. We were so confident in the opportunities, we even offered to refund any fees if we couldn’t deliver the savings we promised!

Then we established ways to ingest the company's existing and historical maintenance data from their CMMS, covering spare parts usage, stock and purchasing activity. Our platform surfaces a list of suggestions for the experts in the business to approve or decline. Using agentic AI this list of suggestions is constantly being updated and refined to show where money is being tied up or spent unnecessarily.

In practice that meant highlighting where min/max levels could be safely tightened, flagging local overstocks, and identifying items that had become potentially obsolete. Crucially, the platform doesn't just point out the problem, it provides the route to act. Rather than write surplus stock off, it can be shared with other sites that need it, or sold through established marketplaces and professional resellers, turning idle inventory back into cash.

The numbers

The company runs 21 global manufacturing sites. They spend around £20m a year on parts and hold roughly £30m of stock worldwide.

At go-live, the platform surfaced suggestions worth £1.35m. These weren't theoretical figures, each suggestion came with the underlying data for a user to have the confidence to approve the updates. Within two weeks, the team had reviewed and approved enough verifiable savings that the system paid for itself almost immediately.

What's next

With the value proven for internal efficiencies and network sharing possibilities, now the focus turns to sourcing. Benchmarking the prices they’re paying for their parts as well as the quantities recommended in the spares lists by their OEM suppliers. Ensuring they always have the right amount of parts at the right price.  

Let's discuss if we can save you money.

Visit www.partscontrol.com or get in touch at This email address is being protected from spambots. You need JavaScript enabled to view it. to find out more.

As asset-intensive organisations continue to navigate evolving technologies, rising performance expectations and increasing pressure to do more with less, the conversation around asset and service management has never been more important. This October, SAP for Asset & Service Management Europe returns to Seville, bringing together SAP users, industry leaders and technology experts to explore how organisations can turn innovation into measurable business results.

Taking place from 27-29 October 2026, the conference is designed for professionals responsible for maintenance, asset management and field service operations who are looking to stay ahead of industry change and maximise the value of their SAP investments.

This year's agenda focuses on the challenges and opportunities shaping the future of asset management. From SAP Intelligent Asset Management and Field Service Management to AI, predictive maintenance and digital transformation, delegates will gain practical insights from organisations that are already delivering results through modern asset strategies.

One of the biggest topics on the agenda is how businesses can make better use of their asset data. As organisations generate more information than ever before, the ability to transform that data into actionable insights has become a key differentiator. Through customer case studies and expert-led discussions, attendees will discover how leading companies are improving reliability, increasing efficiency and driving smarter decision-making across their operations.

Artificial intelligence is also becoming an increasingly important part of the asset management conversation. Rather than focusing on future possibilities alone, the conference will showcase real-world examples of how AI is already helping organisations improve maintenance planning, identify potential issues earlier and support more proactive ways of working.

Predictive maintenance continues to be another major area of focus. By moving beyond reactive maintenance models, organisations are finding new ways to reduce downtime, extend asset life and improve operational performance. Delegates will hear directly from industry practitioners about the lessons learned, challenges faced and benefits achieved through predictive maintenance initiatives.

Field Service Management will feature prominently throughout the event, with discussions centred on workforce productivity, customer expectations and service excellence. As field teams become increasingly connected, organisations are looking

for practical ways to equip their workforce with the tools and information needed to deliver better outcomes for both customers and the business.

Alongside the conference content, attendees will have the opportunity to connect with peers from across Europe, share experiences and discuss common challenges in an open and collaborative environment. These conversations are often where some of the most valuable learning takes place, providing fresh perspectives and ideas that can be taken back into the workplace.

Whether attendees are at the beginning of their transformation journey or looking to build on existing successes, SAP for Asset & Service Management Europe offers a valuable opportunity to learn from industry experts, hear directly from SAP customers and gain practical insights into the future of asset and service management.

Selecting the right corrosion mitigation strategy is critical to maximising asset life, reliability and performance in refining and petrochemical operations.

In this latest white paper, Integrated Global Services (IGS) provides a practical overview of the leading cladding and coating technologies used to protect process vessels in demanding operating environments.

The guide covers:

✅ Weld Overlay
✅ High Velocity Thermal Spray (HVTS®)
✅ Organic Coating Systems

You'll discover:

🔹 How different cladding materials and technologies perform in corrosive process environments
🔹 The key differences between weld overlay, HVTS® and organic coating systems
🔹 Application, durability and maintenance considerations
🔹 Best practices for inspection, quality assurance and solution selection

Whether you're responsible for asset integrity, maintenance, reliability or plant operations, this white paper offers valuable insights into selecting the most effective corrosion mitigation strategy for your operating conditions.

📥 Download the white paper here: https://bit.ly/4omuyMh

The British Compressed Air Society (BCAS) has appointed Derek Leith, Regional Director for Northern Europe at Ingersoll Rand as its new Vice President.

Working alongside the BCAS president, Wendy Hayward and BCAS board members, Derek will continue with the progression already made by the Society to recruit new talent into the compressed air industry; a challenge felt keenly across the sector with many engineers reaching the end of the careers.

He is also keen for the Society to continue adapting to the changing pace of industry, supporting members as they navigate complex legislative and environmental demands to deliver the best outcomes for customers.

Derek brings a wealth of experience in the compressed air industry to the role, including almost a decade in distribution in Singapore and Malaysia prior to his current role handling direct sales teams for Ingersoll Rand in the Nordics, Benelux, UK and Ireland.

Commenting on his new role, Derek said:

“The compressed air sector is full talented engineers, but as we hear all too often, many of these engineers are reaching the end of their careers, meaning we face a skills gap. As the sole trade body representing compressor manufacturers, distributors and end-users, it is incumbent on us to encourage the next generation of young technicians into our industry, by demonstrating the opportunities available for skills’ development, ongoing training and progression.

“Prioritising future engineering talent is good for everyone. For our members, it ensures a steady pipeline of skilled technicians, and for end-users, it provides the assurance of ongoing and quality technical support. To help address this, we are in the process of setting up a young person’s committee, where we’ll be looking for fresh ideas that we can take to our member network.”

Continues…

BCAS has been promoting a culture of continuous professional development across its member network. With AI technologies bringing a new dimension to system control and traditional service regimes being enhanced with predictive maintenance, engineers must update their skills regularly to use new software and methodologies effectively. Changing industry standards mean that continuous leaning is essential to maintain compliance and competence.

BCAS has continued to adapt its training offer to ensure that courses not only remain technically relevant in a changing industrial workplace but provide meaningful support for engineers keen to improve their skills and competence.

Derek continues:

“With my experience in compressed air distribution, I know how important it is for our members, especially some of our smaller distributors to have the support, knowledge and backing of their trade association and to feel part of a wider collective with a shared goal. During my vice presidency, I will be encouraging further engagement from our members to ensure that the Society delivers the resources and the support needed for continued growth.”

Ashley Quarterman, Executive Director at BCAS concludes:

“We are delighted to welcome Derek to the role. With his extensive compressor distribution and sales experience, he will be a great asset to the BCAS board. We look forward to working together as we continue to build a robust and agile Society, fit for future industry demands.”

The classic, linear 1D barcode is about to retire. 2D barcodes, like DataMatrix and QR, are becoming the new standard. These next generation codes have the capacity to provide globally unique identification for any part and can optimally support digital twins and Internet of Things applications.

But how to make sure your part, product, parcel or location code is unique and easy to share? Enter the GS1 standard.

Physical to digital

GS1 identification keys enable the creation of globally unique identifiers, governed by strict management rules, to avoid that two physical entities would share the same digital identity.

A complete GS1 code will include a company prefix, an item or reference number and a mathematically derived digit that validates the code’s integrity. These can be joined by application identifiers, batch numbers, location references and an indicator or extension indicator, depending on the type of code.

Printing GS1 codes

GS1 codes can be serialised and printed as 2D datamatrix codes, QR-codes and others that can hold vastly more data than the traditional 1D barcode. To reliably print these codes in an easy-to-scan resolution, professional label printers from Brady are a great solution.

300 dpi printers can already print 2D codes, 600 dpi printers can print them reliably in smaller sizes, important when item surface and packaging area come at a premium.

DPP compliance

Looking to comply with the European Union’s Digital Product Passport regulations? Get expert information on identification solutions that enable compliance - without slowing down production.

Discover more >>

BRADY Corporation

www.brady.co.uk