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We are not out of the woods yet

Having hopefully survived the pandemic, many people are talking a return to the “new normal”. Unfortunately, in terms of businesses, the new normal is a very scary place. It is a very well used phrase, but as we come out of the pandemic, businesses large and small are being buffeted by the outlying winds of a “perfect storm”. A combination of factors conspiring to make the post-pandemic business landscape very difficult for businesses large and small.

Many UK businesses took advantage of a number of government schemes design to help them through the pandemic. Bounce Back Loans, CBILS, BBILS etc have added billions to UK plc’s balance sheet. These loans must be paid back. The support provided by the government was predicated on very low interest rates. However, all these support measures do not have fixed interest rates, they are variable. So, if the Bank of England interest rate increases, so do the repayment schedules.

But that’s okay because interest rates are at an all-time low and they’re going to stay there stay there, right?


The real world
Because of the pandemic and other issues, things that we took for granted have changed significantly. Due to the insatiable desire for cheap sparkly, new products, UK manufacturing has been progressively hollowed out by governments of all political hues. Companies have off-shored, predominantly to Asia for their consumer and business-to-business products. The supply chains supporting this business model, have been developed and honed into a very slick, low-cost operation resulting in these products being readily available.

During the pandemic the worldwide availability of containers used to bring the shiny products to the UK effectively halved. Now, as economies recover from the pandemic, global demand for sea-freighted product has escalated to the extent that more than 99% of the world’s fleet of container vessels are in operation or under repair. There simply is no spare capacity. As a result, a container, which pre-pandemic might have cost £800 to £1600 to ship from China to the UK, is now costing between £10,000 and £16,000. These costs inevitably have to be passed on to consumers.

In our business we must compete with imports brought in by our competitors from Asia. This is where most fasteners used in all sorts of manufacturing in the UK and worldwide come from. However, the cost calculation these importing companies now have to make has changed dramatically.  On a container containing, perhaps, £30,000 worth of fasteners, with relatively low margins, can their business stand an on-cost of £10,000 to £16,000 for transport? I suspect the answer is no. It’s not just fasteners. This calculation has to be made in boardrooms up and down the UK, in businesses as diverse as supermarkets to clothes stores. Due to the low margins many of these work on in order to compete, even if the container has £100,000 worth of product on it, the transport inflation is between 10% and 16% – on products where these businesses may only be making a 5% margin.

In addition to these cost increases, the actual time from shipment to arrival has increased significantly. This has been exacerbated in recent months due to the problems with the Suez Canal, which have been well documented in the press. Containers used to seamlessly go from say a Chinese manufacturer to the port and were then loaded within a few days and arrived in the UK four weeks later. Those days have gone. Many Chinese manufacturers cannot get their products booked into the shipping port for between two and four weeks. When they are loaded, the transit and offload time can be up to six weeks, so the supply chain time is doubled, playing havoc with just in time deliveries.
While the transport issues and their stealth inflation on input costs are being wilfully ignored by economists, advisors and mainstream media (wilful as these costs are hiding in plain sight) they will undoubtedly start having real-life impacts, which will apparently come as a surprise. But unfortunately, this is just part of the storm.

Due to the effects of the pandemic and lockdowns, many steel manufacturing plants either closed or were running at very low capacity. As we started to unlock across the world, these plants were not able to keep up with the increase in demand. The costs of raw materials for steelmaking – iron ore, coal and steel scrap – have also increased massively, a combination of demand and the impact of the pandemic on their supply chains. The result is steel shortages worldwide and when there are shortages prices go up – and they have at a pace that is unprecedented. This issue has been made even worse in the UK and therefore the on-cost implications even greater, by Steel Safeguarding measures. These have meant UK manufacturers importing steel grades they are unable to source from UK mills are faced with the risk of 25% import tariffs, if the quotas set by Government are exceeded. To make matters worse Liberty Steel, a UK steelmaker, is struggling to stay afloat, creating supply uncertainty which means manufacturers need to obtain supplies from abroad, using up the quotas much faster, potentially obliging the manufacturers to either swallow or pass on the tariff cost on top of the increased cost of the material itself.

All of this would be bad enough, but again, as a result of the pandemic and lockdowns, and particularly the ban on air travel, many integrated petrochemical plants worldwide had to reduce their throughput drastically. These plants convert crude oil into vehicle and jet fuel, but also provide the basic materials for products we directly or indirectly rely on every day, such as plastics, fertilisers for farms. As planes aren’t flying, and vehicle mileages have fallen radically, these secondary products are in short supply, again driving major price increases, and also compromising production and supply chains.

Automotive companies worldwide are struggling with lack of supply of semiconductors – the ‘chips’ that today are critical to all vehicles, as well as phones and computers, and myriads of the systems we don’t even think about. With this crisis has come the realisation that a huge proportion of the global supply of these vital components is concentrated in a handful of geographic areas, most notably Taiwan. Vehicles are being manufactured and parts then retrofitted or worst of all not being manufactured at all, hence the reason many new vehicle deliveries are being put back.

A perfect storm indeed.

These broken supply chains are going to have to make companies and governments think very carefully about the strategic position of manufacturing in the UK and its value, as opposed to its cost.
The results of all of the above is that there is an inflationary shockwave heading our way, which no one seems to want to talk about. When the full effect of these inflationary pressures start hitting businesses, already hobbled by the loans they have taken out in order to survive, they will be faced with increasing costs of financing existing loans and the near impossibility of getting new ones.

Business’s ability to fight back against the above issues, will be further compromised by the UK Government’s decision to remove the trade credit insurance safety net at the end of June, which means that businesses relying on invoice discounting for their cash flow are going to find their availability severely compromised.

This is the business version of a pandemic, and it is coming to a High Street near you.

Our New Optical Sorting Machine

We are delighted to announce we have recently taken in delivery of a latest, state of-the-art sorting machine!

This is our most advanced optical sorter – having four cameras and an Eddy current checking station which can be used for comparative testing; ensuring parts are to the correct heat treatment specification (Property class).

As our sales of threaded parts in general continue to increase, with clinch studs in particular, we wanted to provide customers with a greater level of security regarding the products property class – rather than simply supplying a second-party heat treatment certificate.

The cameras not only check for contamination and dimensional inaccuracies, but also incorrect aesthetic elements such as misshapen heads, clinch ring defects, and colour. As well as lettering and other non-dimensional problems.

The parts which pass the camera and Eddy current scrutiny are fed directly into the dispatch boxes ready for shipment to the customer. This ensures no post-sort contamination. The combination of these technologies ensure we move nearer to our goal of defect-free products, and to build upon our already impressive quality record.

Cold Forging Basics

Riveting is one of the oldest forms of fastening.

Solid rivets have been found dating back to the Bronze Age (ended 800BC)

You will have seen rivets hidden in plain site on bridges, ships, Aircraft and Trucks to name a few common applications.

They are also common throughout your home, if you have double glazing then you will probably have our rivets in the hinges.

Rivets are formed by a process called Cold Forging, this process produces no waste as the head of the rivet is formed by upsetting the shank of the rivet. This ensures the grain flow of the material remains in-tact thus strengthening the fastener.

The rivets are inserted in the material to be fixed together and “set” by deforming the end of the shank of the rivet to product a permanent fix


The more popular, semi-tubular rivet is set in a similar way but require a lot less setting load and provides a “Clinch” fix which pre-stresses the material

Many engineers are unaware of the advantages or even the function of rivets, tending instead to fall back on threaded fasteners which are more widely available.

The most recent development in Riveting is the self-piercing rivet, where you do not need a hole in order to rivet two materials together. This process is now commonplace in state-of-the-art automotive manufacturing plants. JLR being pre-eminent in this regard.


The process used to produce these fasteners has been developed in order to use the same manufacturing technique, Cold Forging, but to enable finished components to be forged outright, with the same benefits, no waste and a very strong structural integrity.

We are happy to help customers or prospective customers with any queries that may have regarding riveting or cold forging. We have recently helped a number of companies by producing and riveting prototype designs for them.

We have been in this business since 1939, over that time we have provided innovative, low cost solutions to many fastening and cost reduction requirements, thrown at us by our customers.

In the first instance, contact me, Steve Hardeman either by e-mail ( ) or by telephone on +44(0)121-378-0619

A brief History of…..Clevedon

Clevedon fasteners are cold forging company, our main product line is rivets, not pop rivets but solid, semi-tubular, fully tubular and self-piercing rivets. For anyone reading this that is not sure what I am talking about, if you have double glazing at home then the window hinges holding the windows in place were probably made using our rivets. The multi-point locks on your patio doors probably have our gears in their drive mechanisms and lock adjusters in parts that lock the door to the frame.

Riveting is one of the oldest but most robust form of fixing usually plate but also other materials together

This is the History of Clevedon Fasteners Ltd a sunset business which according to conventional wisdom should have passed into history long ago, but as you will see, the business is far from conventional and is alive and thriving .

Clevedon Fasteners Ltd started life as Clevedon Rivets and Tools in 1939, it took its name from the road in which it was established, Clevedon Road, Balsall Heath, Birmingham.

The company was founded by colleagues Bertram (Bert)  Godwin and Frederick (Fred) Wood. In those days, all cold heading tooling was made from tool steel.  Bert and Fred saw an opportunity as they believed that Carbide would provide tooling with much greater tool life. Having been unable to convince their employers at the time Baxter’s Bolts, Screws and Rivets, they took the plunge and set up Clevedon Rivets and Tools.

No one was particularly interested in this new-fangled material which was much more expensive than the tradition tool steel tooling, but the pair persisted, sending out tools on a trial basis to other cold forging companies

Fred also recognised early on, that there was a future in non-ferrous rivets and started making Aircraft rivets

Eventually the tooling found its way to a company called Guest, Keen and Nettlefolds, known today as GKN, one of the largest fastener manufacturers in the UK at the time, They were amazed at the longevity of the carbide tools they put on test and as everyone in the industry knows, what GKN approved became the tooling of choice for all manufacturers.

The advent of the war in September 1939 proved another step in the development of Clevedon as due to their tooling prowess and knowledge of aluminium alloy rivets, they were awarded the plumb products by the War Ministry when they rationalised the UK manufacturing for the war effort. Clevedon supplied rivets for the manufacture of aircraft for the RAF including Spitfire’s made at Castle Bromwich in Birmingham, currently home to Jaguar Land Rover.

As the business developed, the pair had to move premises and on one fateful weekend, when the move was due to take place, due to the lack of people to help move on the weekend, they decided to move on the Friday, during the day. On the evening the Clevedon Road premises were flattened by the Luftwaffe!

In 1940, the pair were joined by Bert’s brother, Ron Godwin.

Clevedon Rivets and Tools were incorporated in 1943 and remained a private company until 1954, when together with a company called Samuel Smith and Sons, they became a public company.

Clevedon have always been a profitable company and when the venture with Samuel Smith and Son started to fail, an entrepreneur by the name of Dennis Dukes saw an opportunity to add to his growing group Astra Securities.

Wanting to change the personnel in his new venture, Dennis Duke telephoned Richard Wood, Fred’s son and offered him the position of Managing Director. Richard accepted, but his first task in his new role was to get rid of the incumbent Managing Director………His father!

Clevedon Fasteners Ltd moved to its current premises on the Reddicap Trading Estate, Sutton Coldfield, Birmingham in 1955

In 1960 a young man by the Name of Ken Hodges joined the business at the tender age of 14. Ken is still employed by Clevedon Fasteners Ltd at the age of 73!

Clevedon Rivets and Tools was run by Richard wood and a young engineer by the name of John Mathews, son in law of Bert Godwin one of the original founders, from 1968 onwards

The business went through numerous ownership and personnel changes over the intervening years, in 1972 they joined a Company called BTEC and were added to their Fastener group, headed by the improbably named Bifurcated and Tubular Rivet Company in Aylesbury, Buckinghamshire. Known as Biff and Tub, at its height Biff & Tub manufactured 100,000,000 fasteners per week

The business went through various ownership changes with various groups and small conglomerates culminating the purchase of Clayhithe by a company called Roxspur in 1998

During the years Biff and Tub used to manufacture products known as Bifurcated (split rivet) rivets, these were used predominantly in the wooden packaging industry to rivet crates and reels. The advantage of the Bifurcated rivet was that it did not require a hole to set the rivet, instead the bifurcated rivet was forced into two layers of wood and the legs of the rivet splayed into the second layer forming a bond

Engineers at Bif &Tub took this idea on stage further and applied it to semi-tubular rivets (SPR). Hence self-piercing rivets came into being

This revolutionary technology, being able to bond layers of dissimilar materials without the need to drill holes, giving a clinch that was stronger than traditional spot welding was seized upon by automotive companies keen to bond lightweight aluminium panels to steel. SPR’s had the advantage that plated panels could be bonded without any degradation to their corrosion resistance.

Roxspur immediately saw the commercial possibilities and broke Biff & Tub (now renamed Aylesbury Automation) into three component parts, Aylesbury Automation (manufacturers of specialised machinery) The Fastener Division and a self-piercing division called FastRiv

Various companies made bids for the Fastener interests of Roxspur. Textron (later to become Avdel and subsequently Stanley Black & Decker) were eventually successful in purchasing FastRiv but were not interested in either Clevedon Fasteners, or the specialised machinery division of Aylesbury Automation

Steve Hardeman (Fastener division General Manager and General Manager of Clevedon), Charles Hopkins (Aylesbury Automation and Clevedon Finance Director) and David Davis (Production Manager, Clevedon Fasteners) mounted and MBO for Clevedon in 2000. Unable to source funds through traditional Venture Capital routes due to the relatively low value involved, they were eventually backed by Langham Industries, a privately owned group of companies based in Dorset.

Textron were unable to make a success of Aylesbury’s Fastener Division and decided to move “Fast-Riv” (the self-piercing product) to Langenhagen in Germany and close the Aylesbury site.

Clevedon made a successful bid for the assets of the ex-Aylesbury Automation Fastener division and after a complex set of negotiations, the Fastener Division was relocated to Sutton Coldfield along with a number of ex-Aylesbury employees, over a six-week period commencing in May 2001. This move involved over 25 machines, associated tooling and stock. It is a credit to the team involved that customer deliveries were unaffected by this move

Textron had significant production problems in Langenhagen and Clevedon supported them, being the source of Fast-Riv for Textron worldwide until the problems were resolved.

Having just purchased the business, albeit as minority stake holders, the renamed Clevedon Fasteners Ltd was then dealt a near fatal blow by the tragic events of 9/11. British Aerospace a major customer to Clevedon for aircraft rivets, took the turmoil caused by 9/11 as an opportunity to close their regional jetliner (RJ) business in Manchester. By 2nd Qtr. 2002 Clevedon faced the loss of £300k of profitable business on a turnover of £2.4m

Faced with such a business critical issue, the usual route is to cut costs (usually people costs) and retrench.

Instead Clevedon signed up to go to their first oversea exhibition, this process was aided through “Passport to Export” a government-sponsored initiative. Brochures were produced in three languages, the web site was upgraded, key members of staff had basic German lessons and support for overseas travel was given. In September 2002 Clevedon exhibited for the first time at Automechanika in Frankfurt.

The response from ex-colonial territories, the Far East and Eastern Europe was astounding. Having been told by government of all complexions how UK manufacturing was poor in terms of quality and delivery, visitors were astounded to learn that there was still a UK company producing rivets and the orders rolled in. The £300k turnover shortfall was quickly replaced and Clevedon went from exporting to only two countries to twenty eight and their largest overseas territory became the Far East. In 2002 Clevedon’s exports were £30k they are now (2018) £1.2m

In 2003 the Birmingham Chamber Of Commerce awarded the “Best New Exporter” to Clevedon Fasteners Ltd. As a result of Automechanika and the demand generated.

In 2008 when the banking crisis stopped the commercial world in its tracks. It was clear that Clevedon’s business model needed modifying to ensure greater resilience in the future. Clevtec became a buying and selling arm of Clevedon Fasteners Ltd in 2010. Clevtec was able to buy product not normally associated with fasteners necessarily

Clevedon main product lines have usually been non-threaded, but it soon became apparent through Clevtec that there was a market that Clevtec were unable to service due to our lack of expertise and equipment to manufacture socialist threaded components

In 2012 Clevedon purchased Blakeacre Ltd. Blakeacre had developed a range of technically competent threaded products including:-

Clinch Studs                                     Weld Bolts                                             Lok Bolts and Collars                          CD Studs

In addition, they manufactured Various standard  and customer specific threaded products.

Given their location in Great Barr, Birmingham, they were a perfect fit to enable Clevedon to now offer a full range of fasteners. Blakeacre’s product range are now sold under the Clevtec Brand.

In 2015 Clevedon became involved in a project run by Aston University, called Servitisation. This was based on the experience of MAN trucks who (under a UK MD) effectively stopped selling trucks in some of its markets and started selling a service, i.e. for a monthly fee, the truck, servicing, tyres were all looked after, but also lots of by-products came as standard, for instance, drivers performance was monitored in order to drive down fuel costs. This process has been taken up by many large scale manufactures including Rolls Royce Aero-Engines

Clevedon have always given outstanding customer service, however a discernible trend became obvious as more companies moved their manufacturing off shore. When new products were needed or new applications, Clevedon would be contacted, provide the necessary information to give a solution only to find that information, given freely to customers as a service, resulted in drawing and ideas, when they moved into volume manufacture, being sent abroad to be made, with no benefit to Clevedon.

The other worrying trend was that Young Designers brought up on computers and IPad and using the latest iterations of Computer Aided Design software which now combine the traditional Drafting Facilities with structural, flow and performance, Finite Element Analysis. In theory products can be taken from concept to proposed solution, rendering, testing and performance simulation through to proposed manufacturing route. All of this within the software environment, reducing time, the need for expensive physical testing, resulting in a fully formed solution that meets the design concept envelope.

The problem is that the resulting design is then stopped from proceeding when it meets the real world and the purchasing department give them the bad news, that the new shiny design is far too expensive

The lack of understanding of basic engineering processes and techniques and their associated costs is frankly, shocking

Visualization 3d cad model, 3D rendering isolated on white background

As a result of these combined trends Clevedon through Clevtec now offer a “design Support Agreement” to customers where we take design performance envelope and subject it to basic engineering assessment within a defined cost point. This was introduced in 2017

On the 4th of January 2015 Steve Hardeman (MD) and Charles Hopkins (FD) bought out the major shareholder in Clevedon Fasteners Ltd, Langham industries.

In 2016 in order to provide improved customer service and to streamline Clevedon’s processes, all storage and despatch was moved into a purpose built facility in Wednesbury which include a finished product optical sorting operation

Clevedon Fasteners Ltd have just finished 2018, which will result in a further improving in profitability for the year. The next 80 years beckons and if it is anything like the first 80, it certainly won’t be dull.







Many pundits bemoan the lack of productivity in the UK. They may have a point but then again…

Measured productivity is the ratio of a measure of total outputs to a measure of inputs used in the production of goods and services. Source UK Gov’ Stats.


International Comparisons of Productivity – Final Estimates, 2016
Table 3: Constant price GDP per hour worked
2007 = 100
  Canada France Germany Italy Japan UK US G7 G7 exc. UK
1995 85.3 80.5 80.8 92.7 81.7 78.2 77.9 79.9 80
1996 85.2 81.4 82.7 92.9 83.5 79.4 79.8 81.4 81.6
1997 87.2 83.5 85.2 94.4 84.7 81.3 81.3 83.1 83.3
1998 88.6 85.8 85.9 94.3 85.3 83.4 83.7 85 85.1
1999 90.9 87.6 88.9 94.8 87.3 85.6 86.6 87.5 87.6
2000 93.5 91 92.7 97.7 89.4 88.4 88.2 89.8 89.9
2001 94.5 91.7 94.7 98.2 90.8 89.6 90.1 91.4 91.5
2002 96 94.5 96.3 97.8 92.7 92.4 92.3 93.3 93.4
2003 95.8 95.3 97.1 97.6 94.3 94 94.5 94.8 94.9
2004 96.5 95.9 98.4 98.1 96.8 95.4 96.9 96.8 96.9
2005 99 97.3 98.5 99 98.6 97.3 98.6 98.4 98.5
2006 100 100.1 98.9 99.4 99 98.9 99.2 99.2 99.2
2007 100 100 100 100 100 100 100 100 100
2008 99.9 99.3 100.1 98.7 100 99.3 100.6 100.1 100.2
2009 100.6 98.6 97.7 96.6 99.2 97.7 103 100.6 100.9
2010 102.1 100.1 99.8 98.9 102.5 99 105.6 102.9 103.3
2011 103.9 101.3 103.1 99.4 102.8 100.5 106.2 104 104.3
2012 103.6 101.6 104.1 98.9 103.6 100 106.4 104.3 104.7
2013 105 103.1 104.5 99.6 105.7 100.4 107.2 105.3 105.8
2014 107.6 101.7 105.1 99.5 105.7 100.3 108 105.8 106.4
2015 107.6 102.1 106.1 99.3 107.3 101.1 109.2 106.9 107.5
2016 108.6 103.4 105.7 98.4 107.6 101.6 109.1 107 107.6
Sources: OECD, Office for National Statistics

And there we have it in black and white, the UK’s productivity is worse than our international competitors with the exception of Italy. Case proven m ’laud…

This is where it gets tricky. The government statistics include services and the public sector. I am not clever enough to calculate the productivity of a service, but my experience of public services suggests that productivity is not high on their agenda.

As manufacturers, I am only interested in manufacturing (someone has to be!)
Contrary to widespread perceptions, UK manufacturing is thriving, with the UK currently being the world’s eighth largest industrial nation. If current growth trends continue, the UK will break into the top five by 2021. In the UK, manufacturing makes up 11% of GVA, 44% of total UK exports, 70% of business R&D, and directly employs 2.6 million people.
Source: The Manufacture

We are simple “metal bashers” (read some of our other blogs and you will realise we are much more than that, but it helps my case to keep it simple!). As far as I am concerned, productivity is the labour input against the productive output.

As you may know, My FD and I bought out our major shareholders in 2015. We started to seriously focus on Productivity towards the end of 2016.
I looked at various publications and went to a number of seminars on the subject. Most were by their nature, generalisations, many were purely academic exercises which bore no resemblance to the real world and I gained no new insights to how we may improve our productivity.

So back to basics, literally.

Our measure of productivity is labour hours against productive output (number of parts produced in our manufacturing plant, number of dispatches made in our warehouse)

We switched off half of our ERP system and re-wrote the key data requirement to enable our managers to have the information specific to them, that they used on a day to day basis, in Access. This had the effect of freeing up their time inputting information into the ERP system and saving time by them not having to trawl through reports to find the information they needed. We are an SME, this drastic course of action may not suit all companies, but it certainly helped focus departmental responsibility and accountability in the correct areas.

We focused on the simple things, why our overtime bill was static when in some months we didn’t meet our output targets, but when we exceeded them, overtime increased. OK I know you are reading this and saying “that wouldn’t happen here. Do the exercise, you might be surprised how many people come in early to avoid the traffic!

We shared much more cost information with our employees that specifically related to their areas, so they could see the costs rack up for little gain.

We employed a coach to work with our managers to ensure they managed and gave them the support to improve in areas that they recognised their weaknesses. This was a key move as the coach was not a member of the senior management team and was tasked with improvement not weeding out failing managers. Buy in to this took time but the results were better than I could have hoped.

Using 2016 as a base                           100%
Productivity 2017                                 107%
Productivity 2018                                 114%

This has resulted in higher profits, a lower break-even, better cash flow and less fire-fighting.

It’s a little like sport science, get the basics right and make small steps.

That’s our journey so far regarding Productivity (please note no employees were harmed during this process!)

If you have any queries or comments call me on 0121-378-6950 or e-mail me

Brexit: No Deal


October 2018


Impact of Clevedon Fasteners Ltd and Clevtec in the event of a no-deal outcome to the EU withdrawal negotiations

We are beginning to get letters from customers asking what our position will be in the event of a no deal Brexit

The following seeks to give the reader a flavour of our view on the subject

Clevedon Fasteners Ltd use sub-contractors for Heat Treatment and Plating processes who are predominantly local to us and all are in the UK. These entities are relatively immune to the effects of a no deal scenario as their main drivers are Gas (heat treatment) chemicals and Electricity (plating plant). We have our own tool room but occasionally sub contract tooling. Again these companies are not expecting a problem as they have well established workforces and there their material stocks are high

The only product we purchase from outside the UK is wire which we use to manufacture our parts.

There has been no suggestion in the literature available that either the UK or any of the EU27 are expecting to cease work when we leave the EU. The main focus has been around potential tariffs, added paperwork and delays at the border.

We sell all over the world and so we are used to paperwork

We hold relatively high (3 months) stock of fast moving raw material

We source our wire from the UK, the EU and non UK companies

In the UK, British Steel have just upgraded their rolling mill with a £50m investment and we can switch EU product to non EU suppliers relatively easily if we need to

The other big unknown is the exchange rate and in the event of a no deal the GBP will fall significantly in value in the short term, but so will the Euro, therefore it will be pretty much the same, but lower. The fundamentals of the UK economy are sound and any hit will be short lived as it was when the UK voted to leave the EU

We are in the relativity enviable position of not having to purchase anything from outside the UK for approximately 10/12 weeks, during which time the effect of a no-deal scenario will be well on the way to being resolved.

Not wishing to stray into the political arena, but no matter how much of a hash the politicians of all complexions make (and are making), in the end it all boils down to trade and pounds, shillings and Euros.

As things stand I believe we are well placed to cope with the short term disruption and will be able to continue to provide the excellent service our customers have come to expect

As more information comes into the public domain that significantly changes our view I will update this notice

Yours sincerely


Steve Hardeman

Managing Director


PS: Clevtec is a trading division of Clevedon Fasteners Ltd. Clevedon Fasteners Ltd is the legal entity

We have commissioned our 15th Salvi Cold Heading Machine!

We are pleased to announce the commissioning of our 15th Salvi cold heading machine. Our latest investment is part of our continued programme to expand our capacity to deal with the growth in our export order book.

Clevedon Fasteners manufacture 24m parts per month in our two production facilities in Birmingham. We manufacture solid, semi tubular and self-piercing rivets, as well as clinch studs, CD studs, weld bolts, plastic thread screws and a wide range of specialised cold forgings.

Clevedon’s largest export market is the Far East – check your calendar, this is not the 1st of April!

We supply many OEMs and distributors in the UK and worldwide, with high quality, competitively priced products. In the company’s 79 year history, we have been able to help and advise our customers on new projects and cost saving methods which has given us an unprecedented technical capability. This together with world class customer service (if we don’t supply, big companies stop working, and we can’t allow that to happen) has meant that our order book continues to increase.

We also undertake cost saving and design and development support projects through our Clevtec division, as well as sourcing products and machines from around the globe for anything that we do not manufacture.

Our warehouse in Wednesbury holds our stock and handles all of our despatches, enabling next day delivery for our customers.

We would be happy to talk to you about any of the above products or services.

Please contact us on 0121-378-0619, email us or
pop in for a coffee at No. 3 The Courtyard, Sutton Coldfield, West Midlands,
B75 7BU

Designed to Fail

In this age of high tech, computer based design. A growing problem is becoming obvious to us here at Clevedon. As you know, whilst we do some very clever cold forgings and self-piercing products, our main business is based on the humble rivet. Solid Semi-Tubular and Fully tubular rivets. Some of you reading this blog may not even know what these products are or will confuse them with “pop” or other blind rivets

Therein lies one of the problems with modern design techniques. A confluence of two factors, demise of “old style” apprenticeship’s where some of our best engineering talent learned their trade and the rise of the computer savvy, Ipad literate younger generation, many young designers have not been taught some of the most basic, fundamental engineering techniques.

This is not their fault, most CAD systems are great at producing designs drawings. Unfortunately, only certain techniques are included in the various wizards and “look ups” which mean that only certain outcomes will be produced.

Quite often these unintentionally, pre-defined outcomes are very difficult to productionise and more importantly very costly to manufacture.

We have had experience of being told by very well meaning designers that our suggested fixing proposal will not work because their Finite Element Analysis (FEA)testing show that the rivet will fail at a particular load. This despite that fact that in our long history (we began business in 1939), we have never encountered a failure mode of the type the FEA predicted would happen. To prove the point, we undertook practical testing to discover what happens in actual practice. The rivet did not fail.

Drawings  are sent to us where in order to realise the designers dream, the product needs to be turned, milled, drilled, ground etc.  Each operation results in expensive individual set up and run times and thereby the final product is very costly to manufacture, at which point some very innovative designs are dropped because they do not make economic sense to peruse.

Powder printed samples are very good straight off the CAD system, but are incapable of predicting that the whole project will fail due to the lack of basic engineering input at the beginning. The old adage rubbish in, rubbish out, still holds true. All of these very sophisticated, technologically advanced  CAD and FEA systems all have the same fundamental, inherent weaknesses and results in the waste of large amounts of time, money and company resources, to say nothing of the potentially game changing design concepts that never come to fruition.

Here at Clevedon we do not claim to have all the answers but we are very good basic engineers. Having had to fight against overseas competition that has destroyed many good UK engineering companies we do have a very good track record in providing low cost, practical, innovative solutions to seemingly intractable design issues.

For the above reasons we have introduced a “Design Support Agreement” to work with designers to put some of the practical elements back into the design process that don’t come straight out of the can. We have found this has the most beneficial effect when we are involved early on in the design cycle but have also been able to re-engineer designs that have got into difficulty (usually cost difficulties)

Please contact us and ask for Steve Hardeman and we will very soon be able to let you know if we are able to help.


Transition completed


The new revision of ISO 9001:2015 is significantly different to its predecessor ISO9001:2008. ISO allow three years transition for changes but due to the magnitude and change in emphasis involved in ISO9001:2015, many companies are finding this timescale challenging. This gives companies up to 2018 to complete the transition to bring their systems and processes into line with the new standard.

One of the most fundamental differences is the idea of Organisational Context, this requires business to be cognisant of the internal and external issues and requirements that can impact on the business and thereby its management system. Context becomes a fundamental business consideration and helps to ensure that the management system is designed and suitably adapted for a specific organization. This helps provide the right focus, approach, and balance to the different elements of the management system rather than the same generic approach across all organizations.

This is a new departure for ISO9001 and I believe is a prelude to the eventual dove tailing of ISO9001, ISO14001, ISO18001 (shortly to be re-named ISO45001) and possibly others into a coherent standard covering all aspects of the businesses day to day operations and social responsibility within the environment and the wider community

A key aspect to the change is the move towards the business taking a risk-based approach to thinking and acting. Now an organization will need to determine the risks and opportunities that need to be addressed to give assurance that the Quality Management System (QMS) and therefore the business can achieve its intended outcomes.

Much of this focus on risk and risk management has been cemented in the new system by a requirement to specifically relate the role that top management plays in creating and supporting the QMS. There are now more areas where top management needs to demonstrate their involvement and engagement with the quality management system, such as:

  1. Ensuring integration of QMS requirements into the organizations’ business processes
  2. Promoting awareness of the process approach
  3. Assuring the QMS achieves its intended results
  4. Supporting other relevant management roles to demonstrate their leadership

These changes are wide ranging and significant but I am very pleased that Clevedon Fasteners have been through the transition with our certification body, BSI and have been awarded our ISO certificate for ISO9001:2015