Schuler Presses UK Ltd.

A Message from Lord Pickles and Lord Blunkett, followed by Schuler Presses UK Ltd.'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 Schuler Presses UK Ltd. 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

Phil Leath-Dawson, managing
Schuler Presses UK is the largest company servicing the
pressing industry in the UK. Founded in 1839, Schuler
Group has a presence in 40 countries worldwide. Schuler
Presses offers comprehensive services for mechanical and
hydraulic presses made by Schuler and other brands. Managing
director Phil Leath-Dawson explains how Schuler use a forward-
thinking approach and a knowledge base that has been forged
over a number of years to stay ahead of the competition.
Our work
Schuler Presses UK is based in Walsall with 25 members of staff that provide
service, spare parts and modernisations to a wide variety of industries, such as
automotive, aerospace, defence, electrical, forging, minting, rail transport and
packaging, in both the UK and Ireland.
Schuler Presses UK is a subsidiary of Schuler Group, headquartered in Göppingen,
Germany, and is majority owned by the Austrian ANDRITZ Group. Founded in
1839, and operating in the field of forming technology, we are now the world’s
largest manufacturer of presses. Schuler supplies presses, automation solutions,
dies, process expertise and services for the entire metalworking industry and
lightweight automobile construction. We supply a wide range of innovative
products and solutions in all areas of forming technology, which includes
mechanical and hydraulic press systems, transfer and tryout presses, automation
equipment, dies, high-speed presses and systems for solid forming, hydroforming
and hot stamping. At Schuler, we place emphasis on being agile in everything we
»Managing director:
Phil Leath-Dawson
»Established in 2008
»Based in Walsall, West
»Services: Solutions for
the pressing industry and
comprehensive services for
mechanical and hydraulic
»No. of employees: 25 in the
UK, and over 6,500 globally
within the group
»Wholly-owned subsidiary of
Schuler AG
Schuler Presses UK Ltd
Highlighting best practice
do. Through this ethos, we believe we
are “Forming the future”.
The company has production sites
in Germany, Switzerland, Brazil, the
USA and China, having a presence
in 40 countries with its own sites
and representatives. Our strong
international focus makes it possible
for us to be close to our customers
anywhere in the world. Schuler’s
technologies and services enable
high productivity, improved energy
efficiency and reliable mass production.
With the extensive range of services
offered by our service division, Schuler
provides global support locally for our
customers in all business segments.
Organisational success
Schuler Presses UK had its most
successful trading year in 2017 with
sales of over £10 million and an overall
Group turnover of over 1.2 billion.
Our business is built on a strong focus
of delivering cost-effective, world-class
solutions to improve the standards in
the UK metal forming industry. One
of the factors of this achievement is
our ability to design and manufacture
components that previously had been
outsourced, allowing greater control of
quality and timing.
To improve the service levels offered
to our clients, a shift system was
also introduced that gave greater
availability of engineers on customer
sites and projects without the need to
charge any additional premiums. This
has seen a visible increase in customer
satisfaction and staff motivation levels.
Supply chain management remains a
key area of focus for the Schuler team,
with several strategic partnerships
undertaken to ensure the highest
standards are being delivered while
improving the overall profitability of
the business.
Schuler supports minting technology
with innovative developments and
numerous patents. Our customer-
focused practical research and
development is continuously improving
the efficiency of our machines.
Schuler Presses UK is proud to be
a member of the “Metalforming
Machinery Makers’ Association”,
which actively promotes improvements
in the manufacturing and metal-
forming industries. We are also a
founding member of “Made in the
Midlands”, which is focused on
uniting Midlands-based manufacturing
industries. Our commitment to
commerce in our local region is a point
of pride for the company.
Cost-effective, world-
class solutions
of employees
is key to our
Digital strategy
Two years ago, we unveiled our
vision for an intelligent, digitally
networked press plant as part of our
digital strategy. Since then, we have
developed the “Smart Press Shop”,
which features smart integration of
big data and the industrial internet
of things, which has made impressive
From the autumn of 2018, Schuler
customers will be able to take
advantage of added digital services for
more secure and efficient production.
This gives customers access to a
host of digitally supported analytics
and optimisation tools to assess and
increase the efficiency of their overall
system by using targeted data analyses.
Competitive environment and
human capital management
Continuous development of employees
and managers is a key component
to future sustainability. Schuler is
continuing the pursuit of its goal to
make the entire organisation and all
of its employees fit for the future, so
that we can successfully tackle the
challenges facing our company and
continue to improve performance.
As part of our ongoing training and
development strategy, in the past
year we created three new apprentice
engineering positions to bring much-
needed new blood. We will continue
to develop our training framework
and focus on apprenticeships for
industrial mechanics to better meet
future needs with local resources.
As a former apprentice of John Prior
Engineering, I experienced first-hand
the value and positive impact that
highly trained young people can bring
to an organisation.
Driving a better future with
new energy
As a global leader in forming
technology, we deliver systems,
tooling, process expertise and services
for the entire automotive industry.
The automobile of the future will be
driven by electric motors, the rotor and
stator plates of which will have been
produced on Schuler machines.
Our customers benefit from long
tool die life, reduced unit costs and a
consistently high product quality. The
Boston Consulting Group predicts that
the global market share for electric and
hybrid vehicles will grow from roughly
five per cent in 2017 to over 50 per
cent by the year 2030. Other experts
are also anticipating a major increase
for this segment; therefore, we
anticipate an increase in our market
share of electric and hybrid vehicles.
Two years
ago, we
unveiled our
vision for an
press plant as
part of our
digital strategy
Agile in everything we

This article was sponsored by Schuler Presses UK Ltd.. 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 Rt Hon Kwasi Kwarteng.

Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review

By Rt Hon Kwasi Kwarteng

This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.

In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.

We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.

Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.

With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.

And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.

As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.
Rt Hon Kwasi Kwarteng
Secretary of State for Business, Energy and Industrial Strategy