March May

A Message from Lord Pickles and Lord Blunkett, followed by March May'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 March May 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
Pickles signature Rt Hon The Lord Eric Pickles

www.marchmay.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | MARCH MAY
Philip Boddy, managing and
technical director
UK headquarters for design and
manufacture
March May is a family-run business that dates back
to the early 1970s. It has grown its reputation and
become a leader in the design and manufacture of
seal-less magnetic drive pumps for the transfer of fluids in
many demanding applications ranging from industrial, scientific
and medical to the nuclear, food or beverage sectors. In-house
high precision machining, injection moulding processes, a
strong and practical engineering design team, a determination
to achieve excellence and a long-term vision for growth
with ongoing investments in quality and innovation have
strategically positioned March May as a trusted, modern and
forward-thinking partner.
We have a vast and broad product range of our own, which is complemented
by partnerships with other pump manufacturers from the UK, Europe and the
USA. Alongside the majority of our competitors, we are unique – we do not just
supply pumps, but also design and manufacture them. This provides an extra level
of confidence for the end-user of a March May project – we can cost-effectively
specify and provide fit-for-purpose solutions, every time.
A customer’s needs are of paramount importance, and, for original equipment
manufacturers (OEMs), we are able to offer a flexible approach to manufacturing.
This often means adapting or modifying products to meet specific customer
requirements, and we can also react to product demand through our flexibility in
production planning.
FACTS ABOUT
MARCH MAY
»Managing and technical
director: Philip Boddy
»Established in 1972
»Based in St Neots,
Cambridgeshire
»Services: Design and
manufacture of seal-less
magnetic drive pumps
»No. of employees: 20
»Ships around 25,000 units per
annum across a range of sectors
»70 per cent of our business is
in the UK, with 25 per cent in
the EU
»We offer end-to-end product
development – design,
manufacture and installation
March May
41MARCH MAY |
BEST PRACTICE REPRESENTATIVE 2018
Imagination is as important as
knowledge
Our investments in research and
development are greatly aided by the
specific tax credits made available by
the government. These have helped us
to explore more freely new technology,
and to lift the technical profile of our
engineering and design expertise, as
we are seeing a growth in requests
for customer-specified products. The
use of cutting-edge 3D modelling
and simulation software expedites the
development of new product design;
furthermore, 3D machining and
3D-printed solid parts quickly provide
a means to fast-track prototyping for
absolute testing and design evaluation.
The STEM skill gap is a real challenge
for us – to achieve the best results, we
must see technology and knowledge
working together in tandem. Research
and development is an area for
growth for us, and we are looking at
year placement university graduates
to bring fresh innovation to the
company. In return, we offer them an
opportunity to understand deeper all
the attributes found within the product
design cycle, and a slew of real-world
experiences that cannot be taught
through books or academicstudy.
Small company engineers are an
invaluable resource to their industry,
as they offer a wider breadth of
knowledge and practical know-how
that surpass the larger, corporate-
specific roles seen today. They can
bring together a balanced, practical
approach to problem-solving, with
an enthusiasm and excitement that
can only help to inspire the growth
intheyoung engineers of today.
Evolutions
The effects of Brexit are leaving
many small to medium-sized UK
manufacturers facing a level of
uncertainty that has stunted growth
and investment. We continue to
remain strong and stable, holding
firmly to an ethos of an honest realism
which is reflected in our company-
wide implementation of quality and
management directives. High-quality shrouded
impeller injection
moulding tool
Technology
and
knowledge
working
together in
tandem
Workstation using
cutting-edge 3D
design software for
manufacture and
simulation
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | MARCH MAY
We are far more than just bricks and
mortar; as a small unit, we are able
to maintain a people-centred, family-
orientated working environment where
respected management, like anyone
else, will build the product, clean the
floors and make the tea.
The world is striving to be a greener
place; this is driving industry to
become more efficient and energy
conscious, both in its manufacturing
environment, and in the development
of smarter products – pumps are no
exception. As a provider of one of
the most universally used mechanical
products in the world today, we see
opportunities to save both energy and
money for many different companies
and offerings.
We are committed to investing in
new product development and design
solutions to save the planet and find
more cost-effective solutions. As
such, we have recently introduced
our first ECO energy-saving remote
chiller pump for the beverage industry.
We have investment planned for our
later products to utilise new motor
technologies such as electronic
commutation (EC), and to reappraise
the traditional concepts of pump
design using flow simulation software
packages so we can secure the best
performance possible for our products.
Casting the net
With more cars than ever on the roads
today, and considering the time lost in
travelling as a result of the UK’s poor
carriageway infrastructure, how we
market and sell ourselves has changed.
Digital marketing has become key to
putting one’s name in front of potential
clients and promoting the products
on offer. As people use their smart
phones and other digital devices to
shop, industry too is becoming smarter;
digital marketing campaigns are giving
rise to more and more opportunities to
be seen and sell moreglobally.
Website design and its management
are now prominent parts of almost
every successful company, and a
designer requires clear understandings
of systems and products to be able
to effectively utilise the platform and
unlock its full potential. Government
funding has gone a long way towards
enabling the redesign of websites and
training in platform analytics.
Client relationships still need to be
fostered and maintained, and we
now employ sales and marketing
staff with both traditional and digital
backgrounds. We also have a training
programme in place to draw both
areas of the spectrum together.
We recognise that the best way of
maintaining contacts is through
networking at the larger UK and
European engineering and specific
exhibitions, and we are increasing our
presence suitably at each.
We are
committed to
investing in
new product
development
and design
solutions
ECO energy-saving
remote chiller pump for
the beverage industry

www.marchmay.co.uk

This article was sponsored by March May. The Parliamentary Review is wholly funded by the representatives who write for it. The 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