Polymer Succession Planning … Without the Drama
EDITOR ’ S CHOICE FORWARD PLANNING
SUMITOMO
Polymer Succession Planning … Without the Drama
If you ’ ve been gripped by the brutish award-winning series Succession , you ’ ll be forgiven for picturing every top-level management transition as a dynastic psychodrama . Yet , as technical toolmaker and trade moulder Cybertools can testify , the retention struggle for UK SMEs in the manufacturing space can be eased with some sensible forward planning combined with the support of external industry training .
Succession planning is something that every business needs to face . Whether through retirement or an unexpected shift in personnel , having a plan is strategically crucial . However , it is not an overnight process .
Marking an important phase in the company ’ s growth and having just secured a 40-percent share in a Chinese-based tooling factory , founder and leader of Cybertools Paul Brown has put in place a robust plan for the Buntingford-based firm ’ s business continuity . Investing heavily in his workforce , the forward-looking MD is one of the strongest advocates of removing development barriers and nurturing talent internally .
Rather than reacting and filling positions passively , Cybertools is instead developing its workforce to grow into these future gaps . Part of this process includes incrementally adding responsibilities and booking team members onto the IOM3- accredited Sumitomo ( SHI ) Demag Academy courses run by Darren Vater-Hutchison .
Mould Setter Leo , accompanied by Quality Control Production Trainee Jiji , are now on an accelerated progression journey at Cybertools , with a vested interest in carrying forward the company ’ s legacy .
Jigi ( L ) and Leo ( R ) with Cybertools founder and leader Paul Brown , a strong advocate of removing development barriers and nurturing talent internally .
A rising tide lifts all boats As the third largest employer in the UK , the plastics industry comprises a high proportion of SMEs . Like Cybertools , most of these are lean , family-run businesses , headed up by owners looking to retire in the next decade or sooner .
With the industry ’ s technical education and skills system still teetering on a precipice , and conscious that time is ticking , Paul took the proactive steps to invest in his teams ’ future , earmarking several colleagues for progression and booking them onto three Academy courses . Leo is three quarters of the way through his development program at the Daventry facility , with just the Advanced Injection Moulding course to complete . Jiji is close behind .
The reciprocal , and equitable benefits of investing in development , are multiple , exclaims Paul . “ We are creating a work environment where everyone can feel they can give their best and that this will lead to a fulfilling career pathway . By extension , it increases their confidence in our business , which increases loyalty . The more skilled team members become , the more I can delegate and step back from the day-to-day management tasks .”
Returning from their respective Sumitomo ( SHI ) Demag Academy courses at the end of 2023 , both Leo and Jiji expressed heightened confidence in operating the injection moulding machines and a more detailed understanding of advanced setter processes .
Although subtle , the productivity benefits are also evident states Paul . “ Confidence results in quicker set up times . This probably gives us 2-3 hours more of production capacity each week . However , the most
28 PECM Issue 68