A Day In The Life Of – Keith Greenleaf

Many of us are entering a period of social distancing. So we thought we’d share “a day in the life of” a number of our key staff, who are keeping Interpump Fluid Solutions running. Today, we meet UK Sales Manager, Keith Greenleaf.

A Day In The Life Of Keith Greenleaf

Keith, what time do you get up on a typical work day?
A change of life. A change of discipline for us all. With this week being one of the most rollercoaster and challenging times in our lives, I struggle to call these present days typical. Currently I wake up at 6.30am and normally I’m in front of the laptop by 7.30am

Can you give an example of where you might be heading?
Unfortunately and as with the majority of the country, working from my home office is now becoming the norm, utilising our remote access and direct links to all our facilities. Our warehouse / production facilities and mobile service are fully open, providing a diversity of products and services to support UK mainline services in these times of need. We our constantly monitoring the government guidelines and continuing to provide the upmost safety procedures and equipment to all our first-class dedicated staff and customer.

What kind of customer contact are you having at the moment?
In light of the current unprecedented times my day is spent communicating with our customers on the telephone and emails and increasingly incorporating social media. Having such a diversity of customers, including end users, stockists, distriutors, OEM and manufacturing, to name just a few, ongoing daily communication is a key.

How are customers’ sites looking and feeling at the moment?
Having not visited customers over the last week, but spoken with many, the general consensus I feel is uncertainty, but a large degree of togetherness.

What’s the best part of doing a job like this?
Normally meeting such a diverse range of customers and discussing their requirements and providing the appropriate solutions. This has now become even more important in communicating with our customers and staff.

How does the rest of your day shape up?
Working from home has forced me into totally different disciplines; setting out timescales, tasks and goals throughout the day.

What are the biggest challenges you are facing at work right now?
Our challenges are changing by the day. Currently we have a highly motivated and dedicated staff with the usual stock available for next day delivery.

How do you see Interpump Fluid Solutions developing in the coming months and year?
We have a unique opportunity and are strategically situated in the marketplace, having such a diverse product range, combined with a high level of investment to be able to provide first-class total fluid solutions in the months and years to come.

From your perspective, what are the big opportunities?
Working closely with our key stockist and distributor’s to enhance their access to our full product range.

If you could name one thing you most enjoy about your job?
I’m always meeting different people.

What kind of time do you clock off at the end of a typical day?
Currently the working day continues way into the evening.

How do you balance your life outside of work with a demanding job like this?
During normal times, I am a level four football referee and normally I’m out every Saturday. Having played football for many years, this has given me the opportunity to give something back to the sport. I also spend quality time with my family.

What’s your Top Tip for working through these current challenging times?
Stay focused, disciplined, proactive, optimistic and look after everyone. Hopefully out of diversity, something positive will come.

Meet Lorenzo Panzone, Technical Manager at I.M.M. Hydraulics Italy

Our Head Office in Atessa, Italy  interviewed Lorenzo as another key figure in our company. They asked him to tell us the key features that most distinguish his work.

Read The Interview Below

Can you tell us what your role of Technical Manager involves?

Some of the processes the Technical Manager is responsible for are:

  • Product Design, Development and industrialization;
  • Product Certification;
  • Technical Documentation issue.

Another main task is to ensure that the documentation, procedures and communication flows smoothly. Also ensuring everything is in compliance with our high standards. After all, our target is – “Excellence”. As I.M.M. Hydraulics core business is technical products (Hose, Fittings & Machines) It is paramount the technical manager keeps everything clear, precise and accurate. Alongside this I have to consider the technical needs of our two crucial stakeholders:

  • Customer: specification, requirements, requests;
  • Company: the technical business unit is responsible for the correct communication aimed to inform and to train towards production (process engineering and documentation), marketing (technical documentation to support the proper product launch in the market), sales (technical support), quality (specs definition in order to define the related control plan), purchasing (in order to define the proper terms of purchase for the supplier).

Lorenzo is also the focal point for all phases of technical product management for the Stakeholders.

What is the value of timings as the person responsible for all these procedures?

First, I would like to thank you for this question and quote Peter Ducker:

Time is the scarcest resource and unless it is managed nothing else can be managed.

It is clear that the “Time to Market” concept is not only applicable to sales & marketing, but it can be extended to all company levels. In my specific area of the company, time management is a critical success factor. For example, in project management. Time is one of the main constraints as well as cost, quality and scope. Once technical construction specification is set up, timing is the base of product management. The engineering process cannot exceed certain time parameters, this also includes the fulfilment process of our production lines. These provide the final product from the raw materials.

Have you adapted any methods over the years to help with these output targets?

The outputs, as a measurement of the process, are not the only interesting parameters for a technical manager. An important issue to consider is the outcomes, as are the results of a process or a project that can be evaluated in terms of ROI or impact on business.

I have 3 methods I like to use:

Project Management – This is a really efficient tool that can generate great value in my position.

The Deming cycle – PDCA (Plan – Do – Check- Act) This is my second most important tool. An important task for me is to support and promote the continuous improvement of products and processes. For this reason, it is paramount to create a worthy cycle that takes the “AS IS” condition and establishes a path for an improved “TO BE”.

Risk-based thinking is also a powerful tool I use. I use this approach to do a risk evaluation and analysis (in accordance to technical specs, process and non-conformity or failure mode) and produce a dedicated action plan for design and construction process this then minimizes any the negatives and maximize the opportunities coming from a product and a process “value added” base.

All tools I use for technical issues must be based on the final target of a proactive approach to participate with all company entities, business development and continuous improvement with a clear and committed focus on the customer (internal and external).

What are the possible obstacles that you may have to overcome in this role?

As per my role and vision, I aim to always have a clear layout of targets and numbers. All related to the process and/or the product to be managed. Then my first challenge is to fully analyse the problem that I need to overcome, whilst keeping our different stakeholders in mind. The second challenge is to ensure we are always getting the best results from our inputs and meet all requirements. I wouldn’t call them obstacles within the company but more an “inertia” that comes from natural company dynamics with different approaches due to several entities involved.

Finally, my most important task is to keep a value-added approach coming from our products. Making sure they are:

  •  perfect for the requirements;
  • customer focused;
  • developed in an efficient, productive and sustainable way;
  • Always in a continuous improvement process.

Interpump Fluid Solutions at the Commercial Vehicle Show

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Interpump Fluid Solutions attended the CV Show (Commercial Vehicle Show) at the NEC, Birmingham 30th April – 2nd May.

 

The Commercial Vehicle Show

The CV Show is the best attended, largest and most comprehensive road transport and commercial vehicle event held in Britain, providing truck and van operators with far greater choice than can be found anywhere else in the UK. The Show attracts close to 21,000 business visitors and its central location at the NEC Birmingham, ensures a truly nationwide attendance. For operators it’s the annual meeting place and for sector suppliers the ultimate showcase for products and services.

 

“Being the first major show in the UK we attended after our Brand launch at the NFPC, we have been very well recieved!”

Displaying just some of our compatible products, we were able to bring our solutions driven approach to the market. From Pumps, Wet kits, Tanks and Power Take-Offs to Hydraulic Hose, Fittings and Machinery we had products available to cater for a wide range of applications.

A fantastic effort by the Interpump Team!

 

See some photos of our stand below:

 

 

Meet Vincenzo Ciarelli – Head of Quality

Versatility and customer satisfaction are the focus of the role of the Quality Manager

We asked Vincenzo Ciarelli, Quality Manager at Interpump Fluid Solutions, to tell us about his role in the business.

What does a Quality Manager do?

The Quality Manager is responsible for implementing the company’s quality processes and systems so that they conform to required standards. The Quality Manager oversees the overall company’s qualitative machinery, making sure that all processes respect the quality plan and guarantee the achievement of the targets within required time frames. Obviously, this implies a professional adaptability that includes the attention to the customer, the planning, and constant involvement in manufacturing and business processes.

What does it mean for you to be Quality Manager in a company like this?

Being a QM in a market leader is first of all a challenge and it also requires a constant professional updating and daily commitment to the creation of value for the company.

Could we say that the QM is the guarantor of all the internal and external company processes?

The QM is certainly the guarantor of the company quality processes globally. The QM has a systemic vision of the organization and through involvement and participation can be considered as the driver of the continuous improvement for internal and external satisfaction. However, we need to point out that every company branch carries out its own tasks, taking into consideration the quality of the processes and systems. The awareness of each area of its quality targets lays at the basis of the creation of the quality itself.

Quality must be perceived as a mission by the organization. The task of the QM is to increase the collective commitment towards quality. The QM alone is not able to create quality for the whole organization but helps to drive overall understanding.

Nowadays more than ever business and quality go at the same pace. Do you agree with this statement?

I absolutely agree. To be a successful company nowadays you must be able to match all the customers needs, to guarantee a constant improvement of the product offering, to invest in research and development and create new technologies and focused procedures to get better results. This allows continuous improvement which must never stop.

Do you have new targets for this year?

The customer is my priority. This is the Quality Department’s main focus for this year and this is the message that we want to share throughout the company. We want to improve all the manufacturing processes in order to increase customer satisfaction. We’ll therefore direct the know-how, the experience, and our strong motivation for continuous improvement, because we believe these drivers are essential for reliability and trust.

I.M.M. Hydraulics Receives Champions of Innovations Award – “Premio Campioni di InnovAzioni”

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Read more

Supporting Britain’s Big Builds – Hinkley Point C

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Read more

Interpump Fluid Solutions Hits The Road

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Read more

Meet Paul Childs – Director

Meet Paul Childs, he is the Director of Interpump Hydraulics (UK) Limited t/a Bristol Hose, now part of Interpump Fluid Solutions.

Paul has been part of the Bristol Hose company since its inception in 1993 and became a Director when the company became Limited in 2001.

He has been involved in the hydraulics field for over 30 years, spending 25 of those years in the on-site hydraulic hose replacement business.

“It is a 24/7 very demanding business due to the immediacy of its nature, so customer service is paramount”.

Over his time in the industry, Paul has acquired in-depth knowledge in sales & marketing, finance and people-management. He has found these skills to be instrumental in growing the Company and building a team to meet demands.

Outside of work Paul enjoys cycling and country walks with his family.

“I look forward to being part of the future under the Interpump banner”

Contact Paul Childs

Sorry, I don’t speak Hydraulics

Sorry I don’t speak Hydraulics!

On reflection, most of the tiny hurdles that stand between you, the newbie, and you, the knowledgeable employee who, a few months down the line, is clapped and cheered every morning as you enter your place of work (does this not happen to other people?) relate to the simplest of workplace customs such as understanding the finer balances of interpersonal relations, finding out who knows how the printer works and to learning how often to offer to make everyone else a hot drink.

In the right environment, feeling like you belong shouldn’t take much time at all, but sounding like you belong might take a little longer…

As with every industry, the hydraulic hose crimping industry speaks its own technical language, a combination of highly specific terms and well-established jargon to set it apart. In fact, I’d say that our industry sits even further apart in that the subject itself is so niche, yet in many cases there is no standardisation in terminology, meaning that a relatively fixed list of equipment is referred to by any number of names and combinations of descriptions.

At Hydralok, most of us speak two or three languages meaning that we’ve had to tackle these linguistic technical difficulties on several fronts, often with quite interesting results.

The translation for ‘die set’ brings up some good examples. Whilst ‘jeu des mors’ in French, which translates as ‘set of jaws’, just about makes sense, I only initially knew the Spanish equivalent, ‘mordaza’, to mean ‘gag’, as in ‘ley mordaza’ or ‘gag rule’. When a South American customer asked for eight female greyhounds for their swaging machine, I was even more confused. It turns out ‘galga’ – which does indeed translate at ‘female greyhound’ – can also mean ‘die set’ and is also the name of a species of yellow ant in Honduras. This was also news to me, but I imagine that all the Spanish-speaking myrmecologists* out there probably already knew that.

Ever fashion-conscious, French hydraulic engineers even have hydraulic skirts or ‘jupes hydrauliques’. Whilst the mind boggles at the potential applications of hydraulic clothing, that doesn’t quite tell the whole story. ‘Jupe’ is the French word for ‘ferrule’, which I suppose makes perfect sense if you were to think of a hydraulic hose as a pair of human legs. Even so, I’d say that if it takes more than 100 tonnes of crimping force to get your skirt on securely, it’s almost definitely too small. The word in French for the main part of the machine, the ‘head’ in English, is ‘cloche’, which translates literally as ‘bell’ and prompted a bit of confusion the first time we heard it in the office – the word, not the bell.

Across France and Spain, a quite common translation of ‘hose’ is ‘flexible’ (say it in the French-est or Spanish-est accent you can). However, if you’ve ever tried bending one of these hydraulic hoses, you’ll likely agree that ‘flexible’ is the last word you’d use to describe them!

Almost no matter the description, with a healthy mix of determination and good humour, we always manage to decipher even the most uncommon technical requests. After all – and I don’t want to jinx it – to this day we still haven’t sent any customer a box of eight yellow Honduran ants or a brand new replacement bell.

*Specialists in the study of ants

Girls Can Do Technical

“Could you pass me on to someone technical please” – The immediate response of quite a high number of customers when the Hydralok phone is answered by a female member of staff. For a lot of people in the hydraulics industry this is natural reflex and I’m sure there’s no offence intended but for me it’s the same sinking feeling mixed with rage and indignation that I feel in toyshops when faced with an aisle of pink, glitter and domesticity.

GIRLS CAN DO TECHINCAL. We can distinguish compact and swept 90O fittings, convert PSI to bar and talk you through calibration methods – all in a day’s work here at Hydralok.

This industry is still undoubtedly male dominated – yes, we’re frequently mistaken for secretaries, the sole female in meetings and all too often asked to make the tea- but there are positive steps being made at all levels to change and challenge this culture. Hydralok for example has consistently employed female staff and in roles throughout the company; technical sales, purchasing, engineering, logistics. Government is playing their part in encouraging and showcasing women in STEM subjects. Big business has recognised the importance of women in industry with the likes of Audi, Boeing, and Amazon sponsoring events such the WoMen Power conference at Hannover Messe and International Women in Engineering Day 2018.

We need to do everything we can to support these actions and promote change. I think that part of it is making people, especially young girls, aware of the varied opportunities with engineering and industrial sectors. Yes, engineering can be bridge building; computer-work and CAD design; oily machines and dirty hands… and no, these are not just “jobs for the boys”. But it’s also so much more; innovative technology; life-long learning, global opportunities….

I fell into the engineering sector almost by accident, but am very happy to stay and encourage others to join!

– Katherine Séverin, Operations Manager, Hydralok