Arromax Engineering

A Message from Lord Pickles and Lord Blunkett, followed by Arromax Engineering's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Arromax Engineering is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.arromax-engineering.

THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | ARROMAX ENGINEERING LTD
Ryan Ward, managing director
Coded MIG and TIG welding capabilities,
catering for one-off prototypes or large
batch quantities
Originally formed in 1979, Nottinghamshire-based
Arromax Engineering became a well-established welding
and fabrication company, successfully serving the
national mining industry. With the well-documented decline
of this industry, along with ever more challenging market
conditions, Arromax Engineering found itself in a situation
whereby it needed to diversify or it would have meant failure
of the business. In 2010, the company appointed Ryan Ward
as business development manager with a view to steering the
company in a new direction to help the company find new
markets and areas of growth. Ryan is now their managing
director and writes the following.
Who we are
Here at Arromax Engineering, we provide an extensive range of metal processing
services including laser cutting, CNC folding, automated sawing, coded MIG and
TIG welding, machining, drilling, rolling and finishing. Whether our customers are
looking for a one-off bespoke fabrication or require large batch quantities, we
always offer them a friendly, reliable service while delivering a quality product at
good value for money.
To date, Arromax Engineering is an ISO 9001:2015 accredited steel fabrication,
metal profiling and sheet metalworking plant. Continual investment in state-of-
the-art machinery and our people means we can offer high quality subcontract
Arromax Engineering
Ltd
FACTS ABOUT
ARROMAX ENGINEERING LTD
»Managing director: Ryan Ward
»Established in 1979
»Based in Shirebrook,
Nottinghamshire
»Services: Steel fabrication,
metal profiling and sheet
metalworking plant
»No. of employees: 13
»No. of apprentices: 2
»5-6 new employees by
December 2018 as a result of
company expansion
co.uk
57ARROMAX ENGINEERING LTD |
BEST PRACTICE REPRESENTATIVE 2018
manufacturing services to a broad
range of industries. Many of our
fabricated products are now found
all over the world, ending up in large,
blue chip, advanced production
facilities. Among these are, for
example, airports, warehouse and
distribution centres, hospitals, oil and
gas networks and retail outlets.
Being successfully awarded an EU
grant by Derby and Derbyshire
Enterprise Growth Fund (D2EGF)
has assisted Arromax Engineering in
investing in the latest technology to
increase its laser cutting facility and
create further employment opportunities
to help regenerate the local area.
By adopting a fresh approach,
changing the company’s culture,
investing in the right people and new
technology, our goal was more easily
realised – integrity being the keystone
to our success. Indeed, being an
essential key supplier to one of our
customers has helped them to become
two-time winners of the prestigious
Queen’s Award due to them exporting
their products all over the world.
Commitment to staff
At Arromax Engineering, we are
genuinely committed to investing
in people, apprentices, training
and creating the right culture. This
means obtaining the correct staff to
create an Arromax Engineering brand
mantra, whereby both employer
and employee strive towards the
same goal. As a company, we take
pride in what we do and in the
quality of products and service we
offer. Customer retention, after
all, is key and paramount to any
success. To have that retention, we
need commitment from all areas –
something we can only achieve by
proving our commitment tothem.
This general approach has already
brought results: with regard to job
vacancies, there is no longer any
need to advertise; we now find that
quality professionals seek us out for
employment. Worth noting also is
that a happy workforce makes for a
productive workforce – as glib as it
might sound, its significance cannot be
overestimated.
CNC press brake
with 170 tonne x 4m
capacity, complete with
wireless DigiPro ensuring
consistent accuracy
every time
By making sure
that integrity
was at the
forefront of our
philosophy,
Arromax
Engineering has
managed to
establish long-
standing
customer
relations, which
has become a
crucial part of
our success
THE PARLIAMENTARY REVIEW
Highlighting best practice
58 | ARROMAX ENGINEERING LTD
Future plans
With new markets secured, the
company found stability during the
period of 2012 and 2013. Since
then the company has experienced
consistent growth, year on year,
putting us in a position where we
can now invest in state-of-the-art
technology – something of which I am
deeply proud.
At the heart of this success is a
strong company ethos of putting
our customers first – and doing so,
moreover, while keeping an open and
honest approach. Entailed by this, for
instance, is ensuring we pay suppliers
on time. By making sure that integrity
was at the forefront of our philosophy,
Arromax Engineering has managed
to establish long-standing customer
relations, which has become a crucial
part of our success and is increasingly
becoming an extension of our
business-to-business customers.
Pull strategy
It’s important for us that we strive for
quality in everything we do. Our aim
is to create a pull strategy. This means
motivating customers to seek out our
brand in an active process due to our
solid reputation of being high quality,
cost-effective, honest, professional,
timely and reliable. The same applies
for our recruitment process and
supply chain. This makes it especially
important to pay people promptly so
that they trust and want to continue
dealing with us.
We are also committed to the
continuous improvement in process
and technology, which improves our
productivity, leading to reduced unit
costs. This is achieved by investments
in world-class manufacturing
technology and forming close business
relationships with our customers by
providing them with the right products
at the right time and at the right price.
Of course, great customer service
and engineering excellence are the
goals of many companies, but for us
the goal is to go one step further: to
become market leaders in our sector.
Long-term success depends heavily on
achieving this, and so we are treating
this ambition with the seriousness
itdeserves.
On top of this, we want to be more
than just a provider of solutions;
we want instead to be true partners
for our clients. In practice this
means forging lasting relationships,
communicating shared goals and
not delegating risk to someone else.
In short, we want to be a company
whose value system has at its core a
focus on the customer.
In staying true to these values and this
manner of operating, we will weather
whatever storms come our way, just as
we have done previously during critical
periods of our past.
In short, we
want to be a
company
whose value
system has at
its core a
focus on the
customer
State-of-the-art Trumpf
fiber laser ensures
optimum quality,
productivity and cost-
effectiveness

www.arromax-engineering.

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister