UK Manufacturing Grows: Is Your Risk Management Keeping Pace?

Myra Abordo
18 minutes ago
2 min read

Manufacturing workers reviewing production equipment and controls on a factory floor, illustrating manufacturing risk management during periods of increased output.

The UK manufacturing sector has started 2026 on a stronger footing. January data shows the Manufacturing Purchasing Managers’ Index rising to 51.8, signalling a return to growth driven largely by export demand. Source: Office for National Statistics (ONS) – Index of Production (Manufacturing)

Growth is positive. However, increased activity also brings pressure on systems, people and supply chains. When production scales up, risk profiles change. If management systems do not keep pace, gaps can develop quickly.

As manufacturing activity increases, risk management becomes less about maintaining stability and more about ensuring controls remain effective under changing conditions.

Why growth changes manufacturing risk management

Manufacturing growth often brings longer shifts, higher output, new suppliers and accelerated onboarding. These changes can introduce risk if systems are not reviewed.

Common pressure points include:

Increased workload and pace of work
Strain on quality controls
Greater reliance on suppliers
Changes to layouts, equipment or maintenance
Reduced time for review and oversight

Individually, these changes may seem manageable. Together, they can weaken control if not addressed systematically.

Quality and safety under pressure

As production increases, quality risks often become more visible. Tighter timelines and higher volumes can lead to errors if processes are stretched.

ISO 9001 quality management systems help organisations maintain consistency by requiring risks to be identified, controls reviewed and performance monitored as conditions change.

Health and safety risk also evolves during periods of growth. Faster production, extended hours and new equipment can alter exposure levels. ISO 45001 aligned systems provide a structured way to reassess hazards, review controls and maintain leadership oversight as operations expand.

Supply chain and resilience

Export driven growth increases dependence on suppliers and logistics networks. New suppliers or alternative materials can introduce risk if oversight is limited.

Integrated approaches to quality, safety and operational risk help ensure supply chain issues are identified early rather than managed reactively.

When systems fall behind

A common issue during growth is that systems remain static while operations change. Policies may exist, but without regular review they can drift away from how work is actually done.

This can lead to informal workarounds, reduced assurance and increased exposure during audits, inspections or customer reviews.

Growth should trigger review, not assumption.

Why integrated systems help

Integrated Management Systems allow organisations to assess change across quality, health and safety, and operations together rather than in isolation.

Digital platforms such as MyBase can support this by centralising documentation, tracking actions and providing visibility across sites. When used well, they support consistency and oversight rather than adding complexity.

Looking ahead

Manufacturing growth brings opportunity, but it also demands attention. Organisations that review their systems as activity increases are better placed to sustain growth without compromising quality, safety or resilience.