NEWS | FEATURES | PRODUCTS | CASE STUDIES www.pwemag.co.uk @PWEmagazine1 New research shows UK manufacturers shifting from AI adoption to industrial execution Inside this issue 26 > Effective approaches to decarbonise existing industrial plant 32 > Automation drives safer container loading operations 36 > Unifying control in packaging lines page 7 @plant-&-works-engineering PWE Plant & Works Engineering Since 1981 June/July 2026 | Issue 493
If you or your company have a success that deserves industry wide recognition, these awards provide the perfect platform to get your accomplishments acknowledged, rewarded and celebrated. Following the huge success of last year’s presentation ceremony, the 2027 Pump Industry Awards Presentation Evening will again be held at the impressive St Georges Park - the home of English Football. So now is the perfect time to start considering which products, projects, initiatives and team members you will be nominating. With a little thought, effort and ambition, you could soon be joining our prestigious list of past Award Winners. Online entry forms will be available at www.pumpindustryawards.com from Wednesday 1st July 2026. You may submit multiple entries across the full range of award categories, and those selected as 2027 Finalists by our independent Judging Panel will benefit from valuable publicity in the lead-up to the Gala Awards Ceremony in March. So, what have you got to lose? Visit the website today and check out which categories best support your achievements. PUMP INDUSTRY AWARDS 2027 Recognising and Rewarding Excellence Nominations Open: 1st July 2026 Nominations Close: 27th November 2026 Judging Session: Mid December 2026 Voting: 11th – 15th January 2027 Winners Announced: 11th March 2027 www.pumpindustryawards.com Organised by on behalf of Hilton St George’s Park, Burton Upon Trent Thursday 11th March 2027 NOMINATIONS OPEN ON 1ST JULY Ensure you gain the recognition you deserve! 2026 Award Sponsors and Winners Event Calendar CONTRIBUTION TO SKILLS & TRAINING AWARD sponsored by WINNER: JOHN CRANE (Partnership with The University of Sheffield) RISING STAR AWARD sponsored by WINNER: Luke Norris (John Crane UK) SUSTAINABLE CONTRIBUTION FOR A BETTER WORLD sponsored by WINNER: APEX PUMPS SUPPLIER OF THE YEAR sponsored by WINNER: WEG MANUFACTURER OF THE YEAR sponsored by WINNER: SPP PUMPS DISTRIBUTOR OF THE YEAR sponsored by WINNER: METCOR PUMPS PROJECT OF THE YEAR sponsored by WINNER: BAKER HUGHES (From Design to Operation - Reliable Pumping Solution for Combined Cycle Plants) ENVIRONMENTAL CONTRIBUTION OF THE YEAR sponsored by WINNER: ABB (IE5 Synchronous Reluctance (SynRM) Motor Range) PRODUCT OF THE YEAR sponsored by WINNER: SELWOOD (SelTank)
AI’s value will ultimately be judged not by the technology itself, but by how effectively manufacturers can apply it to improve productivity, efficiency and competitiveness. Turning AI into industrial advantage The latest Make UK report on AI adoption in manufacturing provides a timely snapshot of where the sector currently stands. While awareness of artificial intelligence continues to grow, the findings suggest the implementation across UK manufacturing remains at an early stage, particularly within core production activities. According to the report, only a small proportion of manufacturers have fully embedded AI into their businesses, while a significant number have yet to adopt it at all. Where AI is being used, it is most commonly found in backoffice functions such as HR, finance and administration rather than in production, quality control or supply chain operations. That distinction is Editor’s Comment ‘ ’ important because it highlights the difference between using AI to improve administrative efficiency and deploying it in ways that directly influence manufacturing productivity. The report also challenges some of the more polarised debate surrounding AI and employment. Rather than replacing jobs outright, manufacturers are more likely to use AI to augment existing roles, automate repetitive tasks and support better decision-making. This reflects the reality of manufacturing, where new technologies have consistently complemented the work of skilled people rather than simply replacing them. Perhaps the report’s most significant finding is that the technology itself is not the principal barrier to wider adoption. Make UK identifies skills shortages, limited organisational readiness and a lack of practical implementation expertise as the factors holding businesses back. Many manufacturers acknowledge that they do not yet have the capability or confidence to deploy AI beyond isolated applications, while time and resource constraints continue to make workforce training difficult. The findings reinforce an important point for the industry. AI’s value will ultimately be judged not by the technology itself, but by how effectively manufacturers can apply it to improve productivity, efficiency and competitiveness. Whether that is through predictive maintenance, quality inspection, supply chain optimisation or other practical applications, success will depend on the skills, processes and leadership needed to integrate AI effectively. What emerges from the report is a sector that understands the direction of travel but is still working out how to get there. Manufacturers have never been short of innovation but what many now need is the capability to turn AI from a promising concept into another dependable production tool. June/July 2026 www.pwemag.co.uk Plant & Works Engineering | 03
AWARDS OPEN TO EVERYONE We’re celebrating the very best in the electro-mechanical service and repair industry — and every company is invited to enter. Big or small. First-time entrant or seasoned contender. If you, your company, a project, or a product/service offering is making an impact, we want to hear your story. The 2026 AEMT Awards Join the industry celebration: Thursday 19th November 2026 Doubletree by Hilton, Coventry 30th Sep Judges Convene 20th Apr Nominations Open 11th Sep Nominations Close 19th Nov Winners Announced 9th Oct Finalists Announced Entry is free of charge and multiple entries are not only allowed, but encouraged! For more information and to submit your entries, please visit: AEMTAWARDS.COM Enter one (or more) of the 10 categories: • Product of the Year • Project of the Year • Supplier of the Year • Rising Star • Diversity in Engineering • Service Centre of the Year – Large • Service Centre of the Year – Small • Electro-Mechanical Champion of the Year • Contribution to Skills and Training • Sustainable Organisation of the Year Sponsors: More sponsorship opportunities available!
June/July 2026 www.pwemag.co.uk Plant & Works Engineering | 05 Editor: Aaron Blutstein t| 01732 370340 e| editorial@dfamedia.co.uk Content Sub Editor: Leslah Garland t| 01732 370340 e| leslah.garland@dfamedia.co.uk Sales Director: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Sales Manager: Sara Gordon t| 01732 370341 e| sara.gordon@dfamedia.co.uk Sales Manager: Andrew Jell t| 01732 370347 e| andrew.jell@dfamedia.co.uk DFA Direct: Damien Oxlee t| 01732 370342 e| damien.oxlee@dfamedia.co.uk Production Manager & Designer: Chris Davis e| chris.davis@dfamedia.co.uk Marketing Manager: Hope Jepson e| hope.jepson@dfamedia.co.uk Reader/Circulation Enquiries: Perception t| +44 (0) 1825 701520 e| cs@perception-sas.com Financial: Finance Department e| accounts@dfamedia.co.uk Managing Director: Ryan Fuller e| ryan.fuller@dfamedia.co.uk Published by: DFA Media Group 192 The High Street, Tonbridge, Kent TN9 1BE t| 01732 370340 e| info@dfamedia.co.uk w| www.pwemag.co.uk Official Supporters: Printer: Warners, UK © Copyright 2026, DFA Manufacturing Media Ltd, ISSN 0262-0227 PWE is a controlled circulation magazine, published 11 times a year. Please contact DFA Media with any subscription enquiries. Paid subscriptions are also available on an annual basis at £100.00 (UK) or £170.00 (Overseas) P+P included. The content of this magazine, website and newsletters do not necessarily express6the views of the Editor or publishers. The publishers accept no legal responsibility for loss arising from information in this publication. All rights reserved. No part of this publication may be produced or stored in a retrieval system without the written consent of the publishers. Contents 12 36 20 26 BCAS official media partner Audit Bureau of Circulation – Average net circulation 10,274 January 2024 to December 2024 COMMENT 3 NEWS 6 A round-up of what’s happening in industry. INSIGHT 10 MAINTENANCE MATTERS - INCORPORATING PROBLEM SOLVER 12 Focus on: Smart Maintenance/ Condition Monitoring In engineering, obsolescence is usually associated with parts, platforms and systems. Kate Houlden argues that realising the value of long-term human experience could be a solution in plain sight. PROCESS, CONTROLS, & PLANT 20 Focus on: CHP/ Compressed Air As many of the UK’s CHP installations approach major overhaul intervals, plant managers are being forced to balance maintenance costs, asset condition, heat utilisation and decarbonisation targets. ENERGY & ENVIRONMENTAL MANAGEMENT 26 Focus on: Boilers, Burners & Controls/ Cooling Across UK manufacturing and processing sectors, the pressure to decarbonise is intensifying. Etienne Fourie reports. HANDLING & SAFETY MATTERS 32 Focus on: Handling & Storage Wouter Satijn looks at supporting safer forklift operations in container loading through automation. SPECIAL FOCUS FOOD & BEVERAGE 36 DIGITAL TWINS 38 PUMP INDUSTRY 39 PRODUCTS & SERVICES DIRECTORY 42
News 6 | Plant & Works Engineering www.pwemag.co.uk June/July 2026 A new Make UK report has revealed that while AI could unlock billions in productivity gains for UK manufacturing, skills shortages and low levels of adoption risk preventing businesses from realising its full potential. The report, AI, Skills and the Future of the UK Manufacturing Sector, highlights how AI technologies are already helping manufacturers improve efficiency, productivity and resilience, but warns that most firms remain stuck in the early stages of adoption. Despite growing awareness of AI’s potential, only 2% of manufacturers say AI is widely embedded across their operations. Just under 40% are using AI in some departments, while nearly one in five have not adopted AI at all. The findings come at a critical moment for UK industry. Make UK estimates the manufacturing sector loses around £6 billion in output each year due to unfilled vacancies and digital capability gaps, while wider digitalisation across the sector could unlock a £150 billion boost to UK GDP by 2035. However, the report warns that many firms lack the skills and organisational readiness needed to move from small-scale AI trials to full business transformation. Currently, AI use is concentrated in backoffice functions, with 83% of manufacturers using tools in areas such as HR, finance and administration. Adoption in core operational areas remains far lower, with only 11% using AI in production, 7% in supply chain and logistics, and 6% in quality control. The report also finds that AI’s impact on jobs remains limited for now. So far, AI has mainly been used to automate repetitive administrative tasks rather than replace workers or fundamentally redesign roles. However, nearly half of manufacturers expect AI to reshape jobs and ways of working within the next two years. Rather than eliminating jobs, the report suggests AI is more likely to augment existing roles and create demand for hybrid skills. Examples already emerging include maintenance engineers using predictive analytics, planners using AI-assisted scheduling tools and quality inspectors shifting from manual checks to exception management. Skills shortages are identified as the biggest barrier preventing manufacturers from adopting AI more effectively. More than half of manufacturers say capability gaps are their main obstacle, particularly at technician and operator level. The report found manufacturers are prioritising practical skills such as data literacy, problem solving, leadership and change management over specialist coding expertise. However, half of businesses say staff do not have time to train, while many remain unclear about what good AI skills look like for manufacturing roles. To address these barriers, and to support the ambitions of the UK’s Modern Industrial Strategy for a more productive, competitive and technology-enabled manufacturing base, Make UK is calling for: Nationally recognised AI skills standards for manufacturing roles Greater practical support for SMEs adopting AI, so smaller manufacturers can move from experimentation to implementation Flexible, shift-friendly training that works in factory environments Responsible, workforce-centred AI adoption that builds confidence and supports job quality Stronger support through programmes such as Made Smarter, alongside clear sector leadership to help manufacturers adopt AI at scale A strong role for the Advanced Manufacturing AI Champion in helping translate national ambition into practical action, convening industry and government, identifying barriers to adoption and accelerating the spread of proven use cases across the sector The report calls for education and training providers to deliver more practical, manufacturing-focused AI training aligned with real industrial use cases. Make UK will also expand its work through a new AI Skills & Adoption Working Group with government and industry partners to develop guidance, tools and case studies. It concludes that AI could significantly boost UK manufacturing productivity and competitiveness, but only if firms are supported to move from experimentation to implementation. Nina Gryf, Senior Policy Manager – AI & Digitalisation, Make UK commend: “AI has huge potential to improve productivity, efficiency and resilience across UK manufacturing, but our research shows that many businesses are still at the experimentation stage and have yet to embed these technologies at scale. While manufacturers recognise the opportunities AI presents, too many are being held back by skills shortages, limited capacity for training and a lack of practical support…If we are to realise the full economic benefits of AI and strengthen the competitiveness of UK industry, government, industry and education providers must work together to support widespread adoption.” Report finds manufacturers risk AI productivity gains without urgent action on skills and adoption
News June/July 2026 www.pwemag.co.uk Plant & Works Engineering | 07 Artificial intelligence is rapidly reshaping global manufacturing, redefining what productivity, efficiency and competitiveness look like for the next decade. For UK manufacturers AI offers huge potential. The majority of manufacturers believe AI represents a net gain for the UK economy. 78% of respondents think rapid and widespread AI adoption will increase Britain’s global competitiveness, while only 22% believe it will burden industry with more costs. This optimism stands out. It suggests that industry leaders see AI not simply as a tool, but as a strategic necessity, which is critical for competing with global manufacturing businesses wo are already investing aggressively in automation, advanced analytics and digital factories. Importantly, this confidence persists even though many businesses are still early in their AI journey. Manufacturers appear to accept that initial investment may be high, but the longerterm gains (productivity, efficiency, quality and innovation) are too significant ignore. Manufacturers were equally clear about the benefits they expect from AI. The dominant advantage, selected by 65%, is increased productivity an area where the UK lags its international competitors and where AI could unlock major gains. The UK Government has recognised this potential and is devoting significant resources too attracting international technology companies with the promise of huge data centres. The common perception of the use of AI is in functions such as marketing, research and through technology such as machine learning. However there is increasing take up of AI in health & safety where the promise of significant productivity gains are achievable and tools to manage health and safety across an organisation, all in one integrated platform. The need to manage health, safety and wellbeing across organisations is becoming increasingly important, not just in an age where the cost of not doing do is more prohibitive but, when there is clear evidence that managing health, safety and wellbeing effectively and across an organisation from top to bottom is just as important to boosting productivity as any other business investment. There are six key areas where AI can aid health, safety and wellbeing: risk assessments, incident reporting, fire and electrical safety, construction, training and competency and PPE detection. AI tools, offer a range of options across these areas including real time information, audit trails, automated reminders and professional reporting, all of which can be managed across multiple sites using a single account using a phone or tablet. AI can also integrate regular legislation updates and fast guidance on what is required with either template or customisable forms. However, as with many other aspects of business change, the introduction of radical change into any business process will require careful management and involve buy in from the whole workforce. For example, using AI to involve PPE detection and camera based monitoring will need to be done in a way that doesn’t make employees fearful that ‘big brother’ is watching you and is being done to keep them safe rather than watch over them. The way to avoid this, like any other business process is to ensure there is buy in across the business from top to bottom and, all processes are managed and monitored effectively. The benefits from AI in managing health, safety and wellbeing both as a contributor to boosting productivity, business performance and maintaining a safe and healthy workforce are becoming clear. By MAKE UK chief executive, Stephen Phipson MAKE uk - the manufacturers’ organisation monthly news comment Rockwell Automation announces new research showing UK manufacturers shift from AI adoption to industrial execution Rockwell Automation has announced the UK findings of its 11th annual State of Smart Manufacturing Report. The study, based on feedback from more than 1500 manufacturing leaders globally, highlights a clear shift in how UK manufacturers are approaching digital transformation. With 87% of organisations now recognising it as essential and allocating an average of 27% of operating budgets to industrial technology, the UK has moved beyond early-stage adoption and into a phase where digital investment must translate into operational performance. “UK manufacturers are moving beyond experimentation into a phase where digital technologies must deliver consistent operational outcomes,” said Phil Hadfield, UK managing director, Rockwell Automation. “The challenge is no longer access to technology, but the ability to embed it into production environments in a way that improves performance, resilience and competitiveness.” Artificial intelligence sits at the centre of this transition. Nearly half of manufacturers have already invested in AI, and adoption of generative AI is now widespread. The focus, however, is shifting away from experimentation toward practical use cases that deliver measurable value. Cybersecurity has emerged as the leading AI application, followed closely by quality control and process optimisation, reflecting a growing emphasis on protecting and stabilising increasingly complex production environments. This growing reliance on connected technologies is also reshaping risk. Half of UK manufacturers report experiencing at least one cyberattack in the past year, despite strong levels of investment in cybersecurity. The implication is clear: as digital maturity increases, so too does exposure. Cybersecurity is no longer a supporting function, but a central pillar of industrial strategy. At the same time, workforce dynamics are becoming a defining factor in how quickly digital transformation can progress. Rising labour costs now affect 40% of manufacturers, while change management challenges have increased significantly year-on-year. Rather than reducing headcount, organizations are focusing on reskilling and workforce development, with more than a third of employees now engaged in training programmes designed to support digital roles. This shift is closely linked to the growing importance of AI capability. A clear majority of manufacturers now see AI skills as critical to attracting the next generation of talent, highlighting a structural change in how industrial workforces are being shaped.
News 08 | Plant & Works Engineering www.pwemag.co.uk June/July 2026 Brian Holliday appointed Chief Executive Officer of Siemens UK and Ireland Alongside AI, simulation technologies such as digital twins are beginning to move from concept to deployment. While just over a quarter of manufacturers having already implemented these technologies, the vast majority are either investing or planning to do so, signalling strong forward momentum. These tools are enabling organisations to test scenarios, optimize processes and reduce operational risk before making changes on the factory floor. However, the full value of these technologies is being constrained by a more fundamental issue: data. UK manufacturers report using less than half of the operational data they collect effectively, pointing to a persistent gap between data generation and decision-making. Closing this gap is likely to be one of the most important factors in determining future competitiveness. More broadly, UK manufacturing is showing clear signs of maturity. Smart manufacturing technologies are now widely deployed, and adoption is accelerating as organisations focus on scaling what works rather than piloting new tools. Artificial intelligence is increasingly seen as the technology most likely to deliver meaningful operational improvements, reinforcing its central role in the next phase of industrial transformation. Taken together, the findings suggest that UK manufacturing is entering a new phase of digital transformation. The foundations have been laid, investment is established and adoption is widespread. The next challenge is execution — turning digital capability into consistent, scalable performance in an increasingly complex industrial landscape. UK at a glance 87% of UK manufacturers say digital transformation is essential 27% of operating budgets allocated to industrial technology 49% have already invested in AI, with 38% planning further investment 53% have invested in generative AI, with 33% planning adoption Cybersecurity is the leading AI use case at 48% 62% have invested in cybersecurity technologies Cybersecurity is the leading AI use case for UK manufacturers, cited by 48% of organisations 27% have deployed digital twins, with 47% planning investment (88% total) 45% of operational data is used effectively 40% cite rising labour costs as the top workforce challenge 36% cite change management as a key barrier 38% of employees are engaged in reskilling programmes 48% identify AI as the technology with the greatest operational impact Siemens has recently announced the appointment of Brian Holliday as chief executive officer (CEO) for the UK and Ireland. In the role, Holliday will lead Siemens’ strategy and engagement across the UK and Ireland, where the company employs 12,000 people and generated £4.6 billion in revenue in financial year 2025. Holliday has worked for Siemens for more than 32 years in a range of technology and leadership roles. He has worked with companies across the industrial spectrum to create value through technology and has been a noteworthy contributor to the UK innovation, industrial policy and skills landscapes. He will continue as managing director of Siemens Digital Industries and build on more than 10 years as a member of the UK and Ireland senior leadership team. “Brian brings a deep understanding of our strategic priorities and our customers, as well as strong insight into the challenges facing industry as it digitalises. His external experience with the Catapults and Made Smarter will also be a real asset,” said Matthias Rebellius, Managing Board Member of Siemens AG, responsible for UK and Ireland. “Brian will build on the strong foundations already in place, continuing to drive focus on the areas where we can make the greatest difference and create more value for customers. This will be even more important as we take forward our ONE Tech Company programme and ensure we serve our customers in a seamless, straightforward way.” Rebellius added. Holliday commented: “I’m honoured to take up this position at a time of significant change, where technology and talent can make a real difference. I’ve always been proud of our people and struck by the commitment and sense of purpose evident across our UK and Ireland organisation – thus I’m genuinely excited to lead this strong team. With global leadership in industrial technology and AI, as well as the partnerships we’ve developed, Siemens is well set to help our customers with their competitiveness, resilience and sustainability.” Holliday is a Fellow of the Royal Academy of Engineering and visiting Professor at the University of Sheffield. He holds degrees from Cardiff University and the University of Manchester as well as an honorary doctorate from Middlesex University. He began his career as an apprentice with Texas Instruments and remains a strong advocate for applied learning and vocational training. He has contributed to the UK’s innovation, skills and industrial policy agendas through non-executive and committee roles, including the High Value Manufacturing Catapult, Make UK and as Co-Chair of the Made Smarter Commission which works with SMEs to improve manufacturing productivity. Most recently, he was appointed to the board of Skills England where he formally advocates for SMEs and social mobility.
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10 | Plant & Works Engineering www.pwemag.co.uk June/July 2026 Insight Improving the efficiency of a vacuum system does not just rely on choosing the right vacuum pump. Much of the long-term performance is influenced by how the vacuum process is designed. This includes factors such as energy consumption, productivity, and operating costs. Typically, efficiency is defined not only as the reduction of resource consumption, but also as an increase in productivity. Smart choices at the outset of designing a vacuum system can therefore have a profound impact on efficiency over its whole life. This article explores four key considerations that can help in the design of more efficient vacuum processes. Improving vacuum system efficiency through better design Vacuum system efficiency is influenced by far more than the choice of pump. From staged pumping arrangements to condensate management and temperature control, careful process design can reduce energy consumption, improve reliability and boost productivity throughout a system’s operating life. 1. Multiple pumping stages can improve energy efficiency In many vacuum applications, especially those that require rapid pump-down times or low ultimate pressures, using a single vacuum pump to cover the full pressure range can be inefficient. A more effective approach is to use multiple pumping stages, typically by combining a backing pump with a vacuum booster. How it works: Each vacuum pump can operate within its optimal pressure range, avoiding the need to operate the backing vacuum pump at lower pressures where it would be less efficient. Pumping speed is improved at lower pressures. The combination of a backing vacuum pump and a vacuum booster achieves pumping speeds at low pressure much greater than the backing pump could alone. Smaller vacuum pumps can be used without compromising performance. For example, a vacuum booster used in conjunction with a dry screw or rotary vane backing pump can significantly reduce energy consumption compared to a single large vacuum pump. This is because vacuum boosters have excellent volumetric efficiency and can
Insight June/July 2026 www.pwemag.co.uk Plant & Works Engineering | 11 increase the performance of a vacuum system by up to a factor of ten. Designing a vacuum system with the appropriate number and type of pumping stages ensures the system meets process requirements without excessive energy consumption. This staged approach is particularly beneficial in vacuum packaging, drying, or degassing processes where evacuation or processing time is critical and high pumping speeds are often required. 2. Handling vapor loads through pre-condensation Processes that generate large volumes of vapour, such as drying, evaporation, or solvent recovery, present a challenge for vacuum systems. If vapours are drawn directly into the vacuum pump, they can condense inside the equipment, reducing performance and potentially causing long-term damage. One widely used solution is the installation of a precondenser upstream of the vacuum pump. Benefits of pre-condensation: Reduces the vapour load that reaches the vacuum pump, preventing condensates collecting in the pump, which improves vacuum pump longevity. Improves vacuum stability, as condensates can result in inconsistent pumping performance. Can reduce the required pumping capacity by up to 70%, depending on the process and vapor type, as the condensed vapor no longer needs to be evacuated by the pump. Some vacuum pump technologies, such as liquid ring vacuum pumps, offer built-in benefits in handling vapours. The liquid ring acts as a condenser, removing vapours from the gas stream and improving the effective pumping speed without external equipment. In any case, assessing vapour loads during the process design phase and planning for condensation management can significantly improve system efficiency and reliability. 3. Preventing efficiency losses from condensates and carryover In certain vacuum processes – especially those involving moisture, solvents, or fine particulates – condensates or process liquids may enter the vacuum pump. If these are not properly managed, they can reduce system efficiency and performance over time. Possible effects include corrosion of internal components, blockages or fouling, degradation of lubricants or seal fluids, and reduced pumping speed or stability. Design strategies to prevent these problems include: Using materials or coatings resistant to corrosion and chemical attack. Installing gas-ballast systems to allow noncondensable gases into the vacuum pump. Opening the gas ballast opens a pre-outlet valve allows the vapor to vent from the system before it has the chance to condense. This prevents internal condensation. Ensuring adequate gas throughput to purge residual condensates, especially after process interruptions or shutdowns. This can be achieved by installing a gas purge system and by running the pump for a period of time whilst isolated from the process. Designing for condensate management is particularly important in systems that operate intermittently or that process gas compositions with high condensable vapor loads, such as in drying applications. Maintaining clean, dry internals is not just a maintenance task; it is also a design responsibility if long-term efficiency is to be achieved. 4. Controlling vacuum pump operating temperature Vacuum pump performance can be influenced significantly by operating temperature. If a vacuum pump runs too cold or too hot, its efficiency and lifetime can be affected. When it is too cold, condensation may form inside the vacuum pump, especially in humid or vaporheavy processes, such as drying applications. This can lead to emulsification of oil, corrosion, or unstable pumping performance. On the other hand, elevated temperatures can cause thermal degradation of oil, increased wear, or polymerization of process gases. The optimal operating temperature depends on: Vacuum pump type (e.g., dry vs. oillubricated) Process gas composition Ambient environmental conditions Type of lubricant oil used Where there is a risk of condensation or polymerization, vacuum systems should be designed with vacuum pump operating temperature in mind to ensure efficiency is maintained and the system remains reliable over time. Cooling systems, ambient ventilation, and thermal insulation may all play a role in controlling vacuum pump operating temperature. Additionally, operators should ensure that: Vacuum pumps are allowed to warm up to operating temperature before they are exposed to the process Operating cycles are long enough for the vacuum pump to generate sufficient heat to keep temperatures within the optimal range During shutdown, vacuum pumps continue to run after they are isolated from the process to allow condensates to clear. Note that the above warm up and shutdown steps are often automated. Vacuum system efficiency begins long before the vacuum pump is switched on. The design of the process – including how vacuum is generated, how vapours are handled, how contaminants are cleared, and how operating temperatures are managed – all play a crucial role in determining energy use, maintenance need, and overall system productivity. By considering the four areas outlined in this article, vacuum systems can be built to operate more efficiently, more reliably, and at a lower cost over their lifetime. This article was contributed by Busch Vacuum. For further information please visit: www.buschvacuum.com
Maintenance Matters Focus on: Smart Maintenance 12 | Plant & Works Engineering www.pwemag.co.uk June/July 2026 For much of the past twenty years or so, the direction of engineering has been ever-increased digitalisation. IIoT, connected assets, predictive analytics and autonomous systems have long promised a more efficient, more visible, more controllable industrial environment. In this vision – now brought right up to the fore with the emergence of AI – knowledge becomes something to be captured, structured, and surfaced through systems. Total automation is almost assumed to be the ultimate goal across almost all industry forward-thinking and ambition. Yet in actuality, the picture is less straightforward. Across sectors, many organisations find themselves caught between the aspiration of seamless digital integration, and the persistence of work that resists being neatly captured or codified. When systems meet the real world Engineering environments are rarely as orderly as the models used to design them. Legacy assets coexist with modern systems. Processes evolve. Constraints change. Factors from outside the production plant come into play. And, at the heart of the matter, it’s people who adapt. The recently published ERIKS MRO Supply Chain Report offers a useful window into this reality. Its findings suggest that, in many organisations, formal systems struggle to fully reflect operational practice. In some cases, controls and data are described as “incomplete” or even “useless” when set against what actually happens day-to-day. One telling example is the report’s reference to the widespread use of so-called “squirrel stores”. According to the report, more than half of engineers surveyed admitted to maintaining these informal “secret” caches of spare parts kept outside official inventory systems, because they never fully trust the reliability of the supply chain system. From a purist systems perspective, this is would seem to be evidence of a failure. Systematically, it undermines visibility, distorts data, and introduces inefficiency. But from an operational perspective, is it so bad – if it works? These behaviours do not emerge for no reason. They arise in response to real-world pressures: delays in procurement, uncertainty in availability, and the very real cost of downtime. In that context, holding a private cache of critical Are humans the problem or answer to bridging the digital divide? In engineering, obsolescence is usually associated with parts, platforms and systems. Yet in a world increasingly focused on digitalisation, Kate Houlden of Like Technologies argues that realising the value of long-term human experience could be a solution in plain sight.
Focus on: Smart Maintenance Maintenance Matters June/July 2026 www.pwemag.co.uk Plant & Works Engineering | 13 components is not irrational. It’s arguably just pragmatic, in a very human way. Rather than viewing such practices purely as problems to be eliminated, they can be read as signals: evidence of where systems do not yet align with the realities of work. The value that isn’t on the dashboard This misalignment points to a deeper issue that not all engineering value is easily captured. Much of what keeps systems running effectively depends on forms of knowledge that are built through experience, shaped by context, applied through judgement. The ERIKS report above also acknowledges that significant value within engineering functions remains “dependent on the individual employee” – an organic contribution that sits outside formal structures. This creates an often-invisible tension within digitalisation efforts. On the one hand, organisations seek to externalise knowledge, embedding it into systems where it can be standardised and scaled. On the other, they remain reliant on expertise that is inherently difficult to formalise. It is here that the idea of the quest for some kind of “digital absoluteness” starts to look like a mission with no end. Sometimes – in the real world – the most critical insights are those that emerge from experience that cannot be logged digitally. “It’s making a funny noise”. “That looks wrong”. Even, “what’s that smell?” Anyone who watched the recent Channel 4 docu-drama Dirty Business, which focused on the perils of off-site monitoring in the utilities industry, will understand the sight of an engineer kneedeep in sewage on the phone to headquarters as they tell him the readings say everything is fine. The risk of optimising for the wrong thing None of this is to diminish the value of digital tools. Connected systems, real-time monitoring and predictive analytics have transformed many aspects of engineering for the better. But problems arise when digitalisation becomes an end in itself. When success is defined by the extent to which human involvement is reduced, rather than by how effectively systems and people work together, the persistence of informal practices, workarounds and locally held knowledge is often treated as a barrier to progress, rather than a recognition that humans still have value in the wider process. Reframing the human role The challenge of restoring value in human eyesand-ears insight, however, comes from the growing difficulty of recruiting and retaining experienced engineers, and the disproportionate impact when that knowledge is lost. What if, instead of viewing the human element as a source of variability to be controlled, it were seen as a source of resilience? A thing of real value. In practice, experienced engineers do more than execute tasks. They interpret incomplete information, adapt to unexpected conditions, bridge gaps between systems, and make decisions where rules fall short. These are not residual functions awaiting automation. They are core to how engineering operates in the real world. The most effective organisations are not those that pursue digital absolutes, but those that integrate digital tools with human capability, using technology to support judgement, not replace it . Bridging the divide The “digital divide” in engineering is often framed as a gap between analogue and digital. In practice, it is better understood as a gap between expectation and reality. Digital systems promise visibility and control. Human expertise provides context and adaptability. Bringing those two elements together means recognising that engineering has always been, and is likely to remain, a fundamentally human activity – enhanced by technology, but not defined by it. In fundamentally assuming humans are the problem in a pursuit of digital perfection, we risk overlooking the very thing that makes engineering work. We make earned, human knowledge obsolete at our peril. For further information please visit: https://www.liketechnologies.co.uk
Maintenance Matters Focus on: Condition Monitoring 14 | Plant & Works Engineering www.pwemag.co.uk June/July 2026 For much of the past decade, manufacturers have been encouraged to collect more data. From Industry 4.0 initiatives and predictive maintenance programmes to the rapid growth of wireless monitoring, the emphasis has been on creating greater visibility into asset performance. Today, many organisations have access to more machine condition data than ever before. According to Michael DeMaria, Director of Product Management at Fluke Corporation, the problem is no longer obtaining information. “Industry 4.0 was about gathering data,” he said during Maintec. “Plant and maintenance managers are done gathering data.” The challenge now is deciding what to do with it. That shift in thinking underpins Fluke Corporation’s strategy as the company continues to bring together technologies acquired over recent years, including Prüftechnik’s alignment and condition monitoring capabilities, the diagnostic expertise developed by Azima, and eMaint, its computerised maintenance management system (CMMS). Taken together, those technologies reflect what DeMaria sees as the next stage of industrial reliability: connecting machine data, diagnostic insight and maintenance action more effectively than has traditionally been possible. The issue is becoming increasingly pressing as maintenance teams face a combination of growing data volumes and shrinking resources. Across industry, experienced personnel are retiring while many organisations struggle to recruit and train replacements. At the same time, monitoring technologies are generating ever larger quantities of information. Manufacturers therefore face a difficult balancing act. They have more visibility into asset condition than ever before, but often fewer people available to interpret the information and act upon it. This is one reason why DeMaria believes discussions around artificial intelligence need to become more grounded in practical outcomes. “Customers are tired of hearing the hype,” he said. “If it’s not solving a problem on the plant floor, they’re tired of it.” For Fluke, the value of AI lies less in the technology itself and more in its ability to simplify complex tasks. The company is developing capabilities designed to help users generate work orders, create standard operating procedures, identify maintenance gaps and access technical information more quickly. The objective is not to replace maintenance expertise, but to make it easier to use and share. One example DeMaria highlighted is the ability to present information differently depending on the user’s level of experience. A reliability specialist and a newly recruited technician may need access to the same knowledge, but not necessarily in the same format. Beyond data collection However, AI represents only part of a wider reliability strategy. A recurring theme throughout the discussion was the need to connect activities that have traditionally operated in isolation. Condition monitoring systems identify developing faults. Diagnostic tools help explain what those faults mean. Maintenance systems are responsible for ensuring the appropriate actions are taken. The challenge, according to DeMaria, is bringing those elements together. This is where eMaint plays an important role within Fluke Corporation’s portfolio. While monitoring technologies can identify emerging issues, maintenance management systems help ensure that corrective actions are planned, executed and recorded. Bringing those functions together helps reduce the gap between recognising a problem and resolving it. The need for that connection has become more apparent as wireless monitoring technologies have matured. Historically, vibration data might have been collected quarterly or monthly. Wireless sensors have transformed that process, allowing organisations to monitor assets far more frequently and at much greater scale. Yet DeMaria argues that more data does not automatically lead to better decisions. Fluke was relatively late in bringing its own wireless sensor offering to market, a decision he says was deliberate. The company believed many early systems were effective at collecting information and generating alarms but often provided little guidance on what should happen next. “If you have a machine that’s red, how do you turn it green?” he said. For maintenance teams already stretched for time and resources, that distinction matters. Another source of data is only valuable if it helps solve a problem. The wireless sensor market also illustrates a broader challenge facing manufacturers. DeMaria noted that there are now dozens of competing technologies available, leaving many organisations uncertain about where to begin. In some cases, companies run multiple pilot projects simultaneously while trying to determine which approach delivers the greatest value. Turning asset data into maintenance action Manufacturers have invested heavily in condition monitoring, wireless sensors and predictive maintenance technologies, yet many still struggle to turn asset data into meaningful action. At the recent Maintec Exhibition, PWE’s Aaron Blutstein spoke to Michael DeMaria, Director of Product Management, Condition Monitoring and Alignment at Fluke Corporation, about why the next challenge for industry is not collecting more information but turning machine intelligence into maintenance action. Michael DeMaria, Director of Product Management, Condition Monitoring and Alignment at Fluke Corporation
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