While machining processes remove material from metal pieces to create parts, fabrication is all about shaping and joining metal. Fabrication services include cutting (with lasers, saws, and waterjets), forming (manipulating metal with press brakes or other machines), assembly (putting the pieces together, often through welding), and finishing (deburring, polishing, and adding coatings to enhance the surface of the metal). These actions are typically performed on steel plates and sheets, bars, and tubes.

An important application for many sectors, metal fabrication is an absolute necessity in the defence, aerospace, construction, and energy industries. In such sectors, performance is paramount and a part failure could have catastrophic consequences. Components on airplanes, submarines, and ships need to work perfectly under the most extreme conditions imaginable (cold, heat, intense water pressure, wind, hail, rain, et cetera). Reliability and durability are crucial under such circumstances.

Within the energy sector, fabricated steel structures and components are integral to power stations, oil refineries, oil drilling operations (on land or at sea), wind turbine towers, and hydroelectric facilities. These structures and parts must also be built to endure brutal weather, protecting personnel and the site. In a similar fashion, oil and gas pipelines must be able to withstand corrosion, high internal pressure, ultra-cold or hot temperatures, windstorms, floods, and more.

In construction projects, steel fabrication is central to the creation of structural framing, staircases, HVAC systems, metal façades, and other elements. Pre-fabrication (in which large segments of a building are manufactured offsite then put together onsite) is becoming more common in construction circles.

Metal fabrication frequently entails a high degree of customization (hydroelectric dams and drilling platforms, after all, come in a variety of shapes and sizes, requiring some specialty touches) and is often performed by relatively small companies. In fact, it’s safe to say that small fab shops punch way above their weight class.

“Not many industries can say they’re dominated by small business these days—but metal fabrication can. Operations employing fewer than 50 people make up the vast majority of fabricators in North America,” writes Tim Heston in Building a Diverse Platform to Scale in Metal Fabrication for The Fabricator, official magazine of the Illinois-based Fabricators & Manufacturers Association (FMA).

Regardless of their size, many fab shops are employing future-forward technologies, including AI. Legacy shops can integrate such programs with existing technology such as vision sensor systems and Internet of Things (IoT) networks to augment performance monitoring and data collection. AI algorithms can analyze production stats and make predictions about upcoming machine failures as well as wear and tear on tools.

AI can also be utilized to create and run “a digital twin,” a computer simulation of a machine tool’s processes, assets, and procedures. These digital replicas let operators address issues and smooth out glitches without wasting material.

Artificial Intelligence might make fabrication shops safer as well. “Machine vision and navigation algorithms are widely used by autonomous mobile robots, which use AI-powered technologies to navigate themselves about a facility. These algorithms aid autonomous robots in avoiding hazards and floor workers, while lessening the chance of collisions,” states a recent Motion Automation Intelligence blog post, The Impact of Automation on Metal Fabrication.

If using AI on the shop floor is still a work in progress, the technology can be readily applied for internal purposes. Pundits recommend against using AI to write emails to clients, a process fraught with the potential for embarrassing gaffes and clunky phrasing. Instead, they suggest adopting AI solutions for behind-the-scenes work, such as gleaning and compiling production and sales data. AI-enabled programs can review previous emails and texts to and from clients to gauge response rates and determine what messaging works best. AI solutions can also gather and summarize data regarding labour costs, material prices, production times, and other factors, which is helpful when preparing estimates.

While AI is the new kid on the block, there are plenty of other tech tools that can greatly augment metal fabrication methods. Fab shops have long used robots, for example, to perform cutting, quality inspection, material handling, and especially welding. There is a growing trend toward integrating collaborative robots or “cobots” within fabrication outfits. Cobots can work next to humans without any safety issues, and are ideally suited for repetitive, tiring tasks such as materials handling. As a result, shops can save on labour costs and free up staff to tackle more demanding duties.

Like other manufacturing and industrial plants across North America, metal fabrication shops have been impacted by ongoing labour shortages. As has been widely reported, younger people are not flocking to join the skilled trades to replace existing workers who are reaching retirement age. Cobots and other high-tech solutions can help shops address this labour shortage.

CNC (Computer Numerical Control) systems are another metalworking mainstay. Simply put, a CNC automates the control of a machine tool. Engineers or staff will develop a 3D design using CAD (Computer Aided Design) software, import the design into a CAM (Computer Aided Manufacturing) program to create toolpaths and then enter the resulting instructions into a CNC controller. A CNC lathe or mill then executes the toolpath and creates parts, under human guidance.

“Computer aided design (CAD) software has become an essential tool in steel fabrication, enabling engineers to create detailed blueprints and simulate stress tests before production begins,” says the article Why Steel Fabrication is Essential for the Energy Sector posted on the website of Benchmark Fabricated Steel.

Laser cutters, meanwhile, offer speed, accuracy, and consistency in metal fabrication work. Computer controlled laser cutters focus an intense beam of light on metal surfaces, which melts or vaporizes material. Laser systems have the added advantage of minimizing material waste while performing extremely precise cutting.

Other developments aiding metal fabrication include 5-axis machining. While 3-axis machines have been commonly used in the past, a 5-axis machining centre allows the cutting tool to contact the workpiece from all directions. The machining of complicated parts can be accomplished in a single setup (operators don’t need to manually maneuver the part multiple times, which makes for greater productivity and less opportunity for human error). Some fab shops have also introduced Augmented Reality (AR) or Virtual Reality (VR) systems for training purposes. These technologies provide an immersive environment in which apprentice welders can be trained in a low-risk manner without having to waste material or tie up a machine.

Additional tools include Enterprise Resource Planning (ERP) systems to track and manage raw materials and Manufacturing Execution Systems (MES) to monitor the shop floor in real time. Once again, these existing software programs can be tweaked or supercharged via the judicious use of AI.

Of course, there are plenty of other things domestic fabricators can do to shine outside of investing in new technology. Developing a speciality in rapid prototyping or custom work is an excellent way to compete against offshore rivals. Offshore firms that excel at large fabrication assignments might balk at doing one-off, specialty projects. Focusing on niche areas such as micro-welding or exotic materials serves the same purpose. Offering turnkey services and maintaining a diversified customer base is strongly recommended as well.

There are also tremendous advantages to being based in the United States or Canada. North American firms that use domestic fabricators benefit from shorter lead times, for a start. With no oceans to cross on slow-moving transport vessels, delivery is vastly cheaper and faster. Domestic fabricators can meet in-person with clients (depending on their location), something that might be tricky to arrange with an offshore firm in a foreign locale.

During the COVID pandemic of the early 2020s, North American manufacturers realized the folly of being too reliant on overseas suppliers. When the pandemic hit, oceanic transport slowed to a crawl and ports became jammed. Hiring a domestic fabricator is a good way to avoid many of these pitfalls in the future. Going local can also mean dodging extra expenses associated with tariffs. And, while metal fabricators already make extensive use of recycled steel, going forward, fabricators are becoming increasingly fond of low-carbon steel, which is even more environmentally friendly—an important consideration in an era of government-mandated green regulations.

Given all this, the outlook for the domestic steel fabrication sector is positive. By adopting automation, integrating new technologies, and emphasizing homegrown strengths, metal fabricators in Canada and the United States can more than hold their own against the biggest offshore players.

The post Metal Mania<p class="company">North America’s Fabrication Renaissance</p> appeared first on Manufacturing In Focus.

“Our area of expertise is bulk material handling equipment, so conveyors, apron feeders and belt feeders, and other related equipment,” explains IEM President Chuck Walls. “We design and build spile bar systems which act as isolation gates in mining operations. We also design and manufacture ball handling systems for mining operations and we build rotary de-barkers for forest product manufacturers. We build the biggest rotary de-barkers in the world.”

A spile bar system enhances safety in ore bins and transfer chutes at mines, while ball handling systems are used to store steel grinding balls for mining applications. As their name implies, de-barkers remove bark from logs. IEM has made de-barkers that can process 450 cubic meters of wood per hour or more.

The company’s main markets include mines, oil and gas operations, and forestry/wood handling. Cement and aggregate plants, port infrastructure, and grain handling facilities represent other sectors for which IEM has built products.

Forging a strong team
The business was founded in 1953 under the name Industrial Equipment Company (IECO). Half a century after the launch, John Hards and Joe Wurz purchased the machinery design and manufacturing division of IECO. The new owners changed the name of their acquisition to Industrial Equipment Manufacturing Ltd. and introduced an employee-ownership plan. At present, “maybe 95 percent,” of IEM staff own shares, Walls explains, with ownership of shares limited to employees only.

IEM has roughly 55 employees at present, up from around 50 at this time last year, and about half of these workers belong to the United Steelworkers (USW) union. The company typically hires newly graduated or junior engineers who can be trained in the company’s practices, such as its hands-on approach. “Our engineers can walk into the shop, see what they’ve designed, see how it’s being built,” says Walls. Here, shop floor staff can directly approach the engineers to refine designs or suggest ideas, a collaborative setup that gives IEM a competitive advantage over companies that perform engineering work in one country and manufacturing in another, notes Walls.

IEM is Engineering and Manufacturing ISO 9001:2015 certified and the company’s welding services are certified by the Canadian Welding Bureau (CWB) to CSA W47.1 and CSA W47.2 standards, for steel and aluminum respectively. The IEM Vice President of Manufacturing is tasked with ensuring that quality benchmarks are met, while the company’s welding supervisor, who is certified in non-destructive testing procedures, conducts extensive weld-related tests.

Safety-wise, IEM employs toolbox talks and strict hazard-avoidance procedures, says Walls. Employees also rely on the company’s close-knit spirit to keep them safe. This is “not a big operation,” so everyone knows everyone else, as well as their spouses and children, says Walls. “We believe that the most important aspect of safety in any operation is—and it sounds corny—how much you care about the people you’re working beside. We find that our senior folks are always looking out for our junior people, making sure they’re doing things right, not taking shortcuts,” he continues.

Competing on quality
The company is based out of a 50,000-square-foot facility conveniently located near both Vancouver International Airport and major ports. While many of its clients are Canadian, IEM has sold equipment to companies with operations in Mongolia, Indonesia, and South America as well. It has also done “a little bit in Europe, and the U.S. of course,” adds Walls. “We specialize in mechanical design, while anything structural or electrical, we would subcontract out.”

IEM also stocks a huge number of spare parts, primarily to provide replacements for its own equipment. For example, it designs and manufactures specialized equipment for surface mining operators in Fort McMurray, Alberta, the epicenter of that province’s oilsands industry. Among other items, IEM supplies specialty equipment including plows, belt cleaners, and pulley cleaners. IEM uses a welding robot built to create wear parts that address the challenges of working with bitumen. Spare parts for such gear might be hard to find outside of IEM.

Walls acknowledges that competition within the bulk equipment handling space can be brutal. “We compete against some very, very large companies [including some] that manufacture all over the world, where the wages are much lower and it’s much cheaper to produce equipment… We can compete with them because of the custom engineering facet of our business,” he shares.

For example, “If you want an overland conveyor, to go from A to B, you go to [the competition]. But if you want three or four kilometers of underground conveyor that’s going to be attached to the ceiling of your mineshaft, you will come to us.”

IEM’s longevity also stems from its reputation for making quality products. “We can’t afford to produce sub-par equipment,” says Walls. “Our quality standards are very high, and we provide excellent after-sales service. What we find is, once we get a customer, they keep coming back. We’re not generally the cheapest when it comes to sticker price, but we compete very well on total cost ownership.”

Wins and challenges
Clearly, clients like what IEM has to offer, as the team has taken on a number of major projects over the decades. The company was hired to build conveyors and galleries—the enclosed structures that go around conveying systems to provide protection from the elements—for a company operating in Nunavut, Canada. Construction was done in sections, which were fitted together in IEM’s shop then painstakingly shipped to the client via barge and ice highway, among other methods. “That was a pretty cool project and quite challenging,” recalls Walls.

IEM has also built cable reel structures for storing ship cables for a major maritime company in British Columbia building supply ships for the Canadian navy. IEM has also designed and manufactured massive de-barkers for a forestry business in Michigan and a pulp and paper companies in Alberta and B.C. Company engineers frequently attend mining and other industry trade shows to meet existing and potential customers face-to-face.

Given the nature of IEM’s work, it is no surprise that Walls cites “the cyclical nature of the natural resources business,” as the company’s biggest challenge while, interestingly, tariffs imposed by the White House have benefitted IEM in some ways. The company has taken on some non-American customers that are eager to find suppliers elsewhere. “We just signed a contract with a small company that builds water treatment systems. They were looking for an alternative tank supplier [to their normal U.S. supplier], because they sell both into the U.S. and Canada, and it’s much simpler for them to have [their systems for Canadian customers] built in Canada,” says Walls.

Embracing the future
Going forward, the company is looking into using artificial intelligence (AI) in its operations. Design work is currently performed with 3D design software, and IEM is open to new technology. “We’ve contracted an AI expert to come in this summer and train some of our people,” Walls shares. “They will look at some of our manufacturing processes and our drafting to see if there are some opportunities to improve quality and efficiency.”

As for the business itself, he personally would like to see the company grow over the next five years, perhaps through acquisitions. One plan would be to buy a fabrication firm, then incorporate IEM’s engineering methodologies into the work practises of the new purchase. Vertical integration is another possibility under consideration. “We spend a lot of money on painting, for instance. As the company starts to build some capital, I wouldn’t mind seeing us invest in a paint company or another kind of supplier to us, and running the companies separately, but owned by IEM.”

Given the company ownership model, any decisions regarding the future must be endorsed by an employee-run board. Naturally, the board is averse to risky ventures that might jeopardize the future of the business if things do not go as planned, notes Walls—and he is fine with this, viewing employee-ownership as a strength.

“It’s nice to work for a company where, when we succeed, all the employees succeed with us—not on a figurative level, but on a very real financial level.”

The post A Reputation for Quality Products and Custom Work<p class="company">Industrial Equipment Manufacturing (IEM)</p> appeared first on Manufacturing In Focus.

For all of its manufacturing prowess, the company’s success can be largely attributed to its client-centered approach. “We put the customer first,” says Sales Manager, Francie Williams. “That’s why we have the customer retention we do, and why we’ve been in business so long.”

Being relatively small, the company is nimble and highly responsive to client needs. Flex Technologies also has a loyal, dedicated workforce and invests in the communities in which it has a presence.

In addition to the company headquarters, it operates an extrusion plant in Midvale. Injection molding and assembly work is done at sites in Mount Eaton, Ohio and Lafayette, Tennessee while a division called Polyflex, based in Baltic, Ohio, specializes in polyvinyl chloride (PVC). This process entails blending PVC resin with various additives to create custom plastic material.

All work is self-performed, a major point of pride for the company. Being vertically integrated makes things more convenient for customers and is “pretty much our main selling point for the bigger assemblies with large customers,” notes Williams.

Flex Technologies’ products can be grouped into three main categories: assembled products, injection molded components, and custom extruded products. The assembled products category includes sunroof drain tubes, fuel line assemblies, vacuum, and PVC assemblies, as well as vapor emission assemblies and carbon canisters. These are produced through automated processes and then assembled by skilled manual workers.

Products in the injection molded components category include fuel vent valves, fuel line valves, fuel caps, specialized fuel delivery connectors, and specialized couplings. The company uses presses ranging from 85 to 440 tons and excels at shuttle molding—a technique to mold multiple components in a single cycle.

Tough and durable aeration tubing to inject oxygen into soil or water is a flagship product in custom extrusion. This category also covers protective boat moldings to prevent rub and clear PVC tubing, among other goods.

Flex Technologies’ capabilities range from on-site compounding and material customization to custom extrusion and injection molding, design and engineering, rapid prototyping and validation, assembly, testing, and quality assurance. The company also performs laser etching, 3D printing, in-house tooling, and welding, and markets served include marine, consumer, automotive, lawn and garden, and industrial.

“We ship worldwide,” Williams explains. “We have quite a few customers outside of the United States, but our main focus is the U.S. just because shipping costs are so high.”

Flex Technologies boasts both ISO 9001 and IATF 16949:2016 certification, the latter being a global automotive standard—in this case, for thermoplastic assemblies, spin welding, and manufacture of injection molded components. Dedicated quality assurance teams conduct inspections, tests, and quality checks, and the company’s guiding principle is “quality products, the first time, on time, every time,” she says.

To maintain quality, productivity, and efficiency, Flex Technologies works hard to stay on top of the latest technological developments. Besides 3D printers, it uses computer-aided design software and just purchased new CNC machines for mold-making. “We’ve been hiring mechanical engineers to help with making our processes better and improving the way we make, produce, and assemble, making it all more cohesive and faster,” adds Williams. “We’re always continuously working on improving the products.”

The company was founded in 1975 by Glenn Burket, and at first featured a tiny staff of roughly a dozen employees working from an extrusion plant in Midvale. It initially focused on making specialized tubing for the automotive sector. Three years later, the Polyflex division was established, and the business was able to achieve vertical integration. PVC compounds created by Polyflex are used for everything from toys and shoes to wires, cables, hoses, and molding, in the agricultural, automotive, fencing, and extrusion markets.

At present, Flex Technologies/Polyflex operates six compounding lines with an annual capacity of over 150 million pounds. The Polyflex division can perform color matching for customers who send in material samples and offers goods in a variety of colors, formulations, and formats, from highly flexible to semi-rigid. Polyflex complies with relevant U.S. guidelines as well as Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH) and Restriction of Hazardous Substances Directive (RoHS) regulations, two European Union standards.

Founder Burket served Flex Technologies for decades. He passed away in early November 2024, but many aspects of his original vision remain in place. For a start, all the company’s sites are still located in small towns, a reflection of Burket’s community-minded spirit. “Our founder [thought it was] very important to keep it local and to support local,” says Williams.

The company has been a long-time sponsor and supporter of community groups, local sports teams, and 4-H agricultural events. Burket was well-known for purchasing meat at local county fairs and then distributing it to his personnel.

In the same spirit, Flex Technologies proudly manufactures its products in America, and when possible, uses recycled materials, be it cardboard or reprocessed plastic (used thermoplastic material that has been cleaned, then melted down and extruded into pellet form to be re-used). Keeping production within the United States gives the company more control over quality and ensures shorter lead times, and the company extends this viewpoint to its supply chain, aiming to obtain its raw materials from within the U.S. This makes good business sense, given the chaos that engulfed global supply chains during the recent COVID crisis.

At present, the company has approximately 135 employees across all divisions. The workforce is highly diverse, represents a wide range of ages and backgrounds, and is proud to have a female leader in Chief Operating Officer, Rachel Tetreault. Anyone looking for a job here needs to demonstrate self-motivation and a positive mindset, says Williams, and once brought on board, the company offers staff an array of opportunities. While outsiders are more than welcome to apply for positions, Flex Technologies likes to promote from within. The company encourages camaraderie through special events such as the recent Easter Egg hunt at the Lafayette site in addition to celebrating personal milestones. An employee in the prototype shop, for example, was recently honored on her fortieth anniversary of working there.

Over the decades, Flex Technologies has received numerous industry kudos, the most recent being a General Motors ‘Customer Care & Aftersales Excellence in Supplier Performance Award’ for 2025. This honor was the latest in a series of awards bestowed by GM and other sources for work well done.

“We’re very, very proud every time we get any of these awards,” Williams says. “It is one of the biggest highlights for our teams to see these awards and they are very proud to receive them. It gives our employees a great boost to morale.”

The company does face its share of challenges, including supply chain woes despite domestic sourcing. “Right now, raw material prices are skyrocketing,” explains Williams. “We’re looking at increases that nobody has seen before, other than during COVID, for plastics and resins.”

Inflation has pushed up the cost of machinery, equipment, and software as well. Outside of purchasing, it also causes headaches on other fronts; when customers insist on sticking to quotes made a year or two ago that are now outdated thanks to inflation, profit margins suffer. All of this is compounded by upheavals within the automotive sector as the Big Three American OEMs cope with overseas competition and unpredictable markets.

For all that, Flex Technologies continues to innovate and is eager to create new offerings. “We have new products in the pipeline,” Williams shares.

She has a very positive outlook on the company. Within five years, she hopes to see the company “increase our portfolio, increase our sales, and absolutely keep our customers happy… We’ve been in business for 50 years. We’re looking forward to the next 50. To [reach our centennial] we are upgrading and improving and working to keep our quality high, keep our employee retention high, and to have a work environment that stays positive.”

The post This Specialty Plastics Firm Hits the Half-Century Mark in Style<p class="company">Flex Technologies</p> appeared first on Manufacturing In Focus.

“We’re very excited in the sense that the controller and the cable will be the same for all three platforms,” states MC Fastening Solutions General Manager, Jeremy Crockett. “With competition being so tough these days, this gives us a great advantage.”

For anyone outside of the manufacturing world, nutrunners are power tools used to tighten bolts, screws, and nuts in industrial settings, with fixtured nutrunners for automated systems being the segment that brings in the most revenue at present. A servo press is a motor-driven, high-precision industrial press that generates force via a servomotor rather than a flywheel or hydraulic fluid.

MC Fastening Solutions is a division of MC Machinery Systems of Chicago, which itself is part of Tokyo-based Mitsubishi Corporation. MC Machinery Systems distributes and services Mitsubishi laser systems and electrical discharge machines across North America, and there is some overlap between MC Fastening Solutions and MC Machinery Systems in terms of accounting, information technology, and marketing. “Outside of that, we are 100 percent self-sustaining [in terms] of our products and solutions,” says Crockett with pride.

High-performance products
AFC3000 fixtured electric nutrunners are one of the company’s main product offerings. These feature advanced digital control technology and ensure angular feedback and precision motor position control. The high-performance, high-speed tools offer consistent, accurate fastening for clients in automotive assembly, general industry, or electronics manufacturing.

The company’s micro nutrunner systems offer excellent control and accuracy for low-torque applications and are well-suited for sectors in which precision is a prerequisite, such as assembling medical devices or manufacturing electronics. AFC3000 software enables simplified setup and monitoring capability while the eco-friendly design of micro nutrunner systems reduces noise, energy use, and maintenance needs.

MC Fastening Solutions’ HFC3000II handheld electric nutrunners, meanwhile, offer high performance and accuracy. Featuring leading-edge digital control technology, these lightweight, compact nutrunners fit in an operator’s hand. Their ergonomic design means they can be used for prolonged periods without inducing fatigue in operators.

The company’s DSP3000 electric servo press segment blends efficiency, accuracy, and low cost of ownership. These servo presses enhance productivity and flexibility, and are designed to handle myriad industry applications. Safety is maintained via an integrated safe torque off feature.

A platform in common
Now, the handheld nutrunners, servo presses, and fixed nutrunners from MC Fastening Solutions feature a common controller platform and cable. This common platform is a boon for “customers trying to create efficiencies in spare parts and off-the-shelf components,” says Crockett.

The new common controller platform/cable should prove particularly attractive for clients in automotive, a sector that “doesn’t lend itself to downtime. You need to have spare parts,” and automotive accounts for roughly half of the company’s business at present. Other markets served include medical, general industry, electronics, testing, defense, and energy.

The common platform is not the only new product at MS Fastening Solutions. Another recent enhancement is a new, patented anti-cross thread feature for nutrunners. “After you’ve damaged the threads, you’ve got to throw out your part. So, with us, we are doing active cross-thread detection,” Crockett explains.

Providing peace of mind
As to what makes MC Fastening Solutions stand out from the competition, Crockett says, “for me, it’s really peace of mind.” In addition to being extremely high-quality, the company’s products are robust, reliable, and long-lasting, while controller software is designed to be user-friendly. “You receive all the functionality and capability, so the licensing becomes simple. In some cases, with our competitors, you’re buying licenses and then that becomes a mess. We try to keep everything simple and plain in that regard.”

Programming and setup has been designed to be “more like an Android product than an Apple, in the sense [that] it’s a little bit more open-source,” he adds. “Our objective is to make a tool system that can provide intelligent data in a format that is accepted by many different protocols.”

The company’s products are intended to be “open-ended, so anybody can tap in and get the information they need” for manufacturing execution system compilation and analysis, he explains. This system is a software program that tracks, monitors, and collects data during a complete factory production process.

Quality, too, speaks for itself at MC Fastening Solutions. The company’s products are ISO compliant, and the firm holds Canadian Standards Association, UL Research Institutes, and TÜV—a German standards organization—certification. “All of our products are tested and certified [before being] delivered to our building. From there, we will do another check of the system, then put the system together, put a program in there to make sure everything is functional,” Crockett explains. “Everything gets double-checked before it leaves the facility.”

Service above all
MC Fastening Solutions has 12 employees, including Crockett, but punches way above its weight. Among these dozen staff members are product specialists and manufacturing, sales, and engineering personnel who can guide clients from a project proposal to production. MC’s small size actually works to the company’s advantage, in that it is able to provide hands-on customer support. Should a problem arise, clients can avail themselves of day-and-night phone support or send in their files for review by staff.

“We want to make sure our customers are self-sufficient on the product and they’re able to at least understand what’s going on,” says Crockett. “For me, customer service is the most important aspect of this business.”

Given the relatively small size of the team, Crockett looks for new hires with “attitude, drive, and passion” for the company’s products and solutions. “I believe that technical experience and knowledge can be developed over time; our product is intuitive enough. There’s a little bit of nuance as far as terminology goes, but the fundamentals are there, and everything is straightforward,” he says, noting that what the company requires “is someone who is able to anticipate the needs of the customer. That’s how we step beyond—by understanding their needs really, really well.”

As a small, lean organization, MC Fastening Solutions can also tweak software and products speedily to suit client needs without having to go through endless layers of corporate bureaucracy. “We are able to make changes to the product, to the software, quite quickly. We’re very responsive to customers,” says Crockett. “Having that adaptability and that flexibility, I think, offers great value to our customers.”

In spite of being relatively small, MC Fastening Solutions does much of its own promotion. The company is in the process of developing new how-to videos as part of its mission to make clients more comfortable with its products and confident about using them, says Crockett.

Looking ahead, he would like to see MC Fastening Solutions be “more of a player in the industry. I see growth in having more tools and more products. I would like to see, in five years, our figures double.” With its combination of advanced fastening technology, responsive customer support, and the flexibility to adapt quickly to changing client demands, the company appears well-positioned to achieve those ambitions. As manufacturers across industries continue to prioritize efficiency, reliability, and data-driven production, MC Fastening Solutions is intent on proving that even a lean organization can deliver world-class innovation and service.

The post This Small but Mighty Company Offers Nutrunners, Servo Presses, and a New Common Controller<p class="company">MC Fastening Solutions</p> appeared first on Manufacturing In Focus.

“It’s a big company with a small company feel,” says Chief Executive Officer, Bob Hazelton.

ABA-PGT specializes in full-service injection molding and mold making. The company produces high volumes of parts and products for the automotive, bill validation/paper handling, water management/lawn sprinkler, window and door closure, HVAC, and medical markets. Of these sectors, medical accounts for about a third of all business at present.

Most services are self-performed at a 68,000-square-foot plant in Manchester and a 14,500-square-foot operation in Vernon, Connecticut. “99 percent of the work we do right here,” says Hazelton. “We do our own heat-treat, our own design work, our own gear engineering. We’re big on gear engineering. That’s our bread and butter. We do our own tool build, molding, and prototypes.”

The company can make everything from production molds to two-shot molds, high-cavitation molds, single cavity molds, multi-cavity molds, and multi-side action molds. In addition to molding machines, the team uses CNC machining as well as the latest technologies—manual mills, lathes, grinders, electrical discharge machining (EDM) systems, and laser welders—in its mold building processes. About 60 percent of its products are shipped to international clients.

ABA-PGT describes itself as an “invisible suppler,” and by this, it means clients can count on receiving high-quality goods in a timely fashion with as few hassles as possible. Customers will not be barraged by sales pitches either. “We tend not to try to dazzle the customers with a Bruins game or a golf tournament. It’s more about the products and the projects and solving problems,” Hazelton states. “Without the customers, we’re nothing.”

The company’s history extends back to 1944, when three entrepreneurs blended their last names—Anderson, Bertsche, and Anderson—to create ABA Tool & Die. At first, the company focused on metal component machining, expanding into precision injection molding in the 1950s. During the 1960s, ABA started making precision injection molds for plastic gears and in 1969, injection molding work was spun into a separate branch called PGT (Plastics Gearing Technology).

The two separate branches were merged to form ABA-PGT Inc. in 1992. More milestones followed, with the Vernon facility opening in 1996, followed five years later by the addition of two-shot molding as a service. In 2002, the company moved into its current facility in Manchester.

The merger between the company segments also marked a new direction. ABA-PGT became an employee stock ownership plan (ESOP) corporation. Under an ESOP, stock is made available to all staff, who directly benefit from the company’s overall success. Instead of being owned by a single person or a handful of partners, ownership is spread among the workforce. ABA-PGT staff members also gain from a profit-sharing arrangement, dental and medical coverage, and a generous 401(k) plan.

“The ESOP owns the company. The employees own 100 percent of the stock of the company. As people retire, the stock gets turned back in and gets redistributed to the current employees,” says Hazelton.

The ESOP has helped cement employee loyalty, as evidenced by the fact the firm has minimal turnover. “The employees here feel like it’s their company, and they pitch in. At the end of the year, if there’s a net income, it goes to the employees one way or the other, either back into the company, the bank, or as a cash bonus payout.”

To mark its 80^th anniversary in 2024, ABA-PGT offered everybody in the company and their spouses a sea cruise, and regularly hosts summer picnics, Christmas raffles, and other special events. “The culture in the company is different than a lot of companies out there. When something is needed, these guys step up and pitch in, whether it’s extra effort or hours,” says Hazelton, adding that the company has “the greatest employees.”

Management is also happy to sacrifice if need be for the good of the business. Managers voluntarily took a five percent pay cut during the 2009-2010 recession, for example. The company has since gotten back on its feet and done a roaring business over the past few years.

ABA-PGT currently has 120 employees, most of whom work at the Manchester site, while the Vernon plant operates in lights-out fashion with molding machines kept on throughout the night without human supervision. A small crew arrives each morning to review the night’s output, make needed adjustments and perform other tasks; the company operates on a continuous work schedule.

For all its success, ABA-PGT does face its share of challenges, such as securing new workers. “We have a tough time finding employees… they’ve got to be the right ones. They have to have a full understanding of all the benefits,” says Hazelton. “It’s such a long learning curve to learn what we do here. We can’t afford to have people come in, [have us] train them, then they leave. So, we really invest in people… Because they’re the owners, you want them to succeed.”

To this end, the company prefers to promote from within and will pay 100 percent of schooling costs for staff who wish to further their education.

ABA-PGT relies heavily on repeat business and referrals, does not employ outside sales staff, and keeps promotion to a minimum. “We don’t do a lot of advertising; we don’t do a lot of marketing and sales,” Hazelton tells us, adding that good word-of-mouth is the best advertising there is.

Certainly, it helps that the company has a reputation for doing excellent work and a breadth of quality certifications. Over the years, ABA-PGT has earned ISO 9001:2015 and ISO 14001:2015 status for manufacturing precision plastic components and other products via injection molding, and ISO 13485:2016 certification for medical-related molding work. It is also ISO/TS 16949:2009 and IATF 16949:2016 certified for automotive products sold to international markets.

To maintain these certifications, ABA-PGT runs a comprehensive production inspection process that entails extensive documentation, monitoring, measuring, and verification. The company uses coordinate measuring machines, vision systems, sensors, and other software and hardware to gauge quality and stresses the importance of high standards at every step.

While plenty of other tooling and molding businesses employ their own thorough quality assurance procedures and own measurement/inspection equipment, ABA-PGT has an additional asset that helps it shine: the company’s ESOP status means there is no money-obsessed owner “that wants to squeeze every dime out of the company,” says Hazelton. Since everyone at ABA-PGT benefits from maintaining a healthy revenue stream, employees recognize the importance of consistently hitting quality benchmarks. On top of this, the company regularly buys new, top-notch equipment. Recent purchases include a five-axis machining center and a high-speed milling machine.

Going forward, ABA-PGT is intrigued by the possibilities posed by AI. The plan is to utilize artificial intelligence in various machines and procedures. “We just started to incorporate it into our development process and production. I want that AI presence in the company,” says Hazelton. “The times we’ve use it, it’s really helped out. It’s definitely a focus right now.”

While exploring AI’s potential, ABA-PGT is also “very eco-conscious,” and focuses on maintaining a clean facility, he continues. The firm recently conducted an energy audit at its facilities, adding optimized lighting among other measures.

Expansion is also on the agenda. Instead of building a new facility or adding on to existing structures, Hazelton is investigating the idea of purchasing a small molding company with experienced workers. “There are a lot of companies out there that have talented individuals: toolmakers, molders, and inspectors,” he notes.

Buying another company would enable ABA-PGT to grow without the need for a lengthy training period to bring new staff up to speed. Making such an acquisition is entirely doable, given its excellent financial position. “The company itself is debt-free. We own both facilities and the land and every piece of equipment in it. The employees are the owners,” says Hazelton.

Expansion is such a given that he frets more about the dangers of runaway growth. He aims to continue to build the company up, but not in a pell-mell fashion. “My goal right now is not to grow too fast—have controlled growth. It’s definitely going to involve AI and a lot of automation. We want to get into some assemblies and bigger programs but do it in a way where we can compete.”

ABA-PGT managers like Executive Vice President, Brian Lavoie, agree, emphasizing the human factors that have made the company such a success. “It is really about the people at the end of the day—the synergy we have all working together,” says Lavoie. “It’s really made it a totally awesome place.”

The post This Employee-Owned Business Offers Tooling, Molding, and a Positive Work Environment<p class="company">ABA-PGT</p> appeared first on Manufacturing In Focus.

The first event occurred just before Christmas in 1924, when representatives of light bulb manufacturers met in Geneva, Switzerland. This international group formed something called the Phoebus cartel to control the global light bulb market. Among other issues, the cartel was concerned about the longevity of their products; at the time, household light bulbs lasted an average of 1,500 to 2,000 hours before they needed to be replaced.

This lengthy lifespan benefited consumers but was a drag on new sales. So, the cartel devised a scheme to develop shorter-lasting bulbs, then poured money into R&D to make this goal a reality. By altering the filament and other technical interventions, the lifespan of household light bulbs was reduced to about 1,000 hours. The Phoebus cartel eventually fell apart, but its signature achievement remained a crucial step in the move toward planned obsolescence.

Planned obsolescence received another boost in the later years of the 1920s as a way to address a crisis in the American automotive industry. While the car had proven to be an overwhelming success, vehicle manufacturers were worried about market oversaturation. Many drivers were content to stick with one car for years on end before buying another.

To goose sales, Alfred Sloan, CEO of General Motors, came up with an ingenious idea. Instead of launching a brand-new car each year—a move that would have been prohibitively expensive—GM introduced the notion of an “annual model change.” Automotive manufacturers would tweak their lineup each year, adding new colours, enhancements, and other features to existing vehicles. Many of these modifications were minor, but it didn’t matter; the objective was to make old models seem hopelessly passé. The plan worked, and buying the latest model each year, even if your current car worked fine, became seen as a marker of wealth.

These examples highlight the different types of planned obsolescence. There is manufactured obsolescence (products are deliberately produced using materials with a limited lifespan), systemic or technical obsolescence (upgrades are introduced that render older products useless), and stylistic obsolescence (consumers are told they will be uncool and out of touch if they don’t buy the latest and greatest version of an already available product).

If the light bulb conspiracy exemplified manufactured obsolescence, systemic obsolescence is commonplace in the consumer electronics industry. Think of software updates that aren’t compatible with older computers and laptops, or electronics with parts that can’t be replaced. Stylistic obsolescence is rampant in the smartphone industry, where small changes are irresistible to tech enthusiasts who want to stay ahead of the curve.

Planned obsolescence keeps consumers buying, which in turn is good for the economy. On the downside, the need to constantly buy new goods results in mountains of cast-off electronics, clothes, household items, cars, and other consumer wares.

Other issues abound. Manufacturing frequently involves the use of what are called “conflict minerals,” minerals commonly found in regions wracked by war, poverty, and abusive governments. Some of the gold, tin, and tungsten used in electronics and other goods is mined in the Democratic Republic of Congo, which has been embroiled in extremely violent civil warfare for decades.

The constant churn of new consumer purchases also prolongs economic abuses in developing nations. Many electronic products and other products subject to planned obsolescence are produced in low-cost overseas nations. As long as demand for brand-new items remains strong, miserable working conditions will prevail in such locales.

The profligacy inherent in planned obsolescence has produced a large backlash, as evidenced by the rise of the “right to repair” movement. Consumers are demanding information on how to fix electronics and other manufactured goods, and leaning into a trend called “BIFL.”

“BIFL stands for Buy It For Life, and the acronym encompasses both an approach to shopping as well as a description of products that are designed and manufactured to last a lifetime. Buy It For Life items can last the life of the owner or the accepted life of the product, or they might come with an ironclad warranty such that you won’t have to purchase the item ever again,” explains Roxanne Dawson in a February, 2024 article in Forbes magazine.

The BIFL movement is being spurred by consumer self-interest and concern for both the environment and global economic disparity. Purchasing long-lasting products is a good way to limit the amount of consumer goods in landfill, the need for conflict minerals, and exploitative, low-cost, offshore manufacturing practices.

While Buy It For Life has become a new buzz phrase, the movement has very old roots. Prior to the Industrial Revolution, pretty much all consumer goods were BIFL. Peasants who bought shoes from a cobbler could be expected to keep them for years, mending them when necessary. Even if they paid for repairs, keeping footwear for long periods was more affordable than tossing out old shoes and buying new ones constantly.

There are two major drawbacks to Buy It For Life wares: they are generally more expensive than conventional consumer goods and harder to find. If you do a comparative analysis, however, buying a single pricey item might be less expensive over the long run than having to purchase the same item multiple times at a lower price.

As for availability, major media outlets such as Forbes, Wired magazine, and the New York Times have all compiled lists of recommended BIFL products and the companies that make them.

The Forbes list includes Merino wool socks from a firm called Darn Tough, which are ideal for hikers but can be used by anyone fed up with constantly buying replacement socks due to rips, tears, and holes.

In terms of kitchenware, Forbes recommends the Field Company No. 8 Cast Iron Skillet, a pan that the makers claim will last for decades, and the Le Creuset Dutch oven. The latter features enamel coating and requires some care, as it needs to be washed by hand and you’re not supposed to use metal utensils with it. On the plus side, it offers longevity and reliability.

The list from Wired, published in February 2025, includes the Shun Cutlery Sora 8-Inch Chef’s Knife (the contributor who posted this product sharpens it twice a year), the HMPLL Whetstone Kit (a set of whetstones to keep kitchen knives in peak cutting condition), and a Sonder Los Angeles Walnut End-Grain Cutting Board for slicing, which is less likely to warp than other versions.

Wired also recommends the Dualit Classic 2 or 4-Slice NewGen Toaster (originally designed for commercial kitchens, these hand-assembled toasters are extremely reliable and hardy) and the Weber Original Kettle 18-Inch Charcoal Grill, a simple design with tub, ash catcher, metal legs, and plastic wheels that lasts for ages if kept covered or stored in a garage when not in use.

Birkenstocks are also featured on the Wired list. While these slip-on sandals are frequently mocked as hippie footwear, Birkenstocks are actually very durable if kept in good condition with water and stain repellent, cleaning solution, and similar care.

Interestingly, Wired also includes a few old-timey items, such as the Lamy 2000 Extra-Fine fountain pen—if you don’t mind replacing the ink, a fountain pen can last for decades, unlike disposables—and Zippo lighters. Introduced in the 1930s, Zippos became hugely popular due to their reliability. They can also last for decades if users are willing to replace the wicks and flints.

The New York Times list, published in September 2025, covers a wide swath of consumer goods, including men’s jeans. It offers two BIFL jean brands: A.P.C. New Standard dungarees, which are pure cotton and “fashionable but not trendy,” and 3sixteen CT-100x denims. The latter are made with heavyweight denim that is tough to break in but very long-lasting.

And people with home gyms might want to investigate the Rep Fitness Kettlebell, a simple set of colour-coded weights with wide handles and a lifetime warranty for U.S. and Canadian customers.

Beyond these goods, some items have always been made with BIFL in mind. High-end musical instruments, for example, can be used for decades or even centuries. Among guitarists, playing a 1959 Stratocaster or 1965 Gibson SG in excellent condition is a point of pride. The movie The Red Violin centers on a priceless instrument passed between different owners over three centuries. The violin’s age is not considered a detriment but rather an attraction.

Of course, not everything lends itself to BIFL. While buying the latest car model each year just to stay trendy might be excessive, only an expert mechanic, or someone who lives near a repair shop, would likely feel comfortable driving a 1944 Buick Roadmaster on their daily commute.

“Some categories lend themselves well to lifetime purchases: homewares, outdoor gear, and heirloom clothing came up in my research,” writes Dawson. “Other categories, like beauty products, technology, and trendy fashion, encompass products that you will likely need to replace over time for safety, utility, and comfort. As a general rule, regardless of product type or category, following the manufacturer’s care instructions will help prolong the life of the items you buy.”

Planned obsolescence was never an accident; it was a strategy, engineered in boardrooms and refined over decades to keep consumers spending. But awareness is a powerful counterforce. As the BIFL movement gains momentum, shoppers are increasingly voting with their wallets, choosing quality over novelty and durability over disposability. In the end, buying less but buying better may be one of the simplest and most consequential choices a consumer can make.

The post Built to Break, Built to Last<p class="company">The Rise of Buy-It-For-Life</p> appeared first on Manufacturing In Focus.

Arguably, the biggest new development has been the company’s initiative of pre-engineered, configured-to-order (CTO) products to complement its customized solutions.

For Grotnes, CTOs offer multiple benefits including “faster delivery times, common platforms of parts, and spare parts that can be used across different models,” explains Vice President, Jim Zielinski. That said, customer specs sometimes demand a tailored approach, which is why Grotnes will never abandon custom work. “The custom side will always be part of our business. It’s our DNA… but the organization is trying to align itself around repeatable platforms,” he says.

Grotnes continues to build machines for four main technologies: expanding, shrinking, roll forming, and spinning. Expanding processes involve shaping metal parts for pipe couplings, jet engine components, metal containers, and the like. Shrinking entails the exact opposite procedure and aims to reduce and shape parts for motor frames, conveyor rolls, and exhaust components. Roll forming involves bending hoops of metal, while spinning is a metalworking technique based on mechanical rotation. Closing tools, used to seal or close items such as pail lids or the tabs on large-size paint cans, are also becoming a growing category.

Monumental as the introduction of CTO solutions might be, there have been other big changes at Grotnes as well. For a start, the company is going through “a digital transformation” that entails “the leveraging of AI where it makes sense in the business,” says President Mike Walker.

To this end, the company will soon launch Grotnes’ AI assistant, a tool that could be compared to Amazon’s AI-enabled, voice-led personal assistant Alexa, but for internal use only. “There’s no gateway to the outside world. It’s utilizing AI’s ability to search our databases, our files, our drawings, our pdfs, to be able to respond quickly,” explains Walker. “We’re very careful right now to adopt it where it really adds value to the company… We’ve spent a significant amount of time really focusing on, ‘How does it add value and help our customers at the end?’”

It is quite the leap for a firm that traces its roots to 1898 and a decision by one Charles Grotnes to open a machine works operation in Chicago. That business initially focused on manufacturing metal rings to hold barrel staves together. The company founder and namesake invented a time-saving machine to shape and stretch these metal rings to an appropriate size, and things took off from there.

At present, Grotnes serves the oil and gas, general industry, automotive, aerospace, rigid packaging, forging, and tanks and appliances sectors. The company uses the term ‘tanks and appliances’ to characterize its work for the power distribution and appliance markets with the tanks in question being metal storage containers.

“We do metal forming machines for large tanks that are typically used for isolation transformers, so there’s the power distribution angle, and then, from the appliance standpoint, tanks for things such as water heaters, drums for washers and dryers, dishwashers, and things like that,” Zielinski explains. Over the past year, aerospace and automotive generated the most business, a pattern that is likely to hold steady in 2026, he adds.

He has noticed something of a resurgence in the market for catalytic converters, the devices that reduce harmful exhaust emissions from combustion engines. Since large, commercial trucks would require huge electric batteries, thus limiting payloads, concerns about battery size have stalled the drive toward vehicle electrification in certain sectors. With gas and diesel-powered trucks still dominating, the demand for catalytic converters remains high. This trend is good news for Grotnes, which has been a pioneer in making machines that are used in catalytic converter production.

The company has maintained its ISO 9001:2015 certification and is gearing up to get certified when the new ISO standard (9001:2026) is released later this year. As befitting an ISO-certified company, quality assurance procedures here are rigorous. The company utilizes a coordinate measuring machine and other inspection equipment to ensure that all parts are shaped and sized correctly. Completed machines are subjected to rigorous factory acceptance testing procedures at the plant. If the machine achieves these benchmarks, it gets shipped to a customer, and the system is then put through site acceptance testing at the client’s worksite to determine that everything is in perfect working order.

“ISO is a very big part of our business and really drives the quality in our organization. We embrace that in a big way, especially the continuous improvement side of it. Every employee in our organization is able to submit improvement suggestions regardless of their position in the company,” says Walker.

The advent of a configured-to-order line is further proof of the company’s commitment to continuous improvement, he continues. Offering pre-engineered solutions will enable Grotnes to “focus on a standard design and continue to refine it for our customers’ needs and bring additional value by bringing costs down and benefits up,” he explains.

Company officials are well aware that excellent equipment requires servicing and upkeep. As such, the team kicked off a preventative maintenance initiative called the Grotnes Service & Spares Club last year. Customers who join the club receive discounts on spare parts, labor, training, phone and remote support, and other maintenance measures. The overall aim is to keep client equipment in excellent condition.

At the time we last spoke, the company maintained sales and service branches in Monterrey, Mexico and Atlanta, Georgia. While the Mexican branch is still flourishing, the Atlanta operations have been relocated to Niles. This transition has drastically reduced turnaround times for some products; solutions that might have taken a month to produce and ship in Atlanta now take maybe 48 hours, according to Walker. The company continues to ship products around the world and works with European sales partners as well.

Grotnes also runs a facility called Formitt Metal Labs as well as an in-house machine shop. Formitt Labs does prototyping and feasibility testing for customers as well as research and development. Recent equipment purchases for the machine shop, meanwhile, include a lathe and a wire electric discharge machine. The company’s five-year growth strategy includes the possibility of offering machine shop services as a separate business component for customers, a strategy that would build on already existing competencies. “We have customers who are not interested in a capital purchase and just ask us to do the production for them,” notes Zielinski.

In terms of promotion, Grotnes regularly attends trade shows. Last year, the company took part in FABTECH USA in Chicago—the top conference for fabricating, finishing, welding, and metal forming in North America, as well as Fabtech Mexico in Monterrey, Mexico. It also showcased its metal forming skills at the 40^th Space Symposium, a major aerospace event which took place in Colorado Springs, Colorado in April 2025. The company has revamped its website as well, with a view to adding updates regarding its configured-to-order (CTO) offerings.

All told, roughly 43 people work at Grotnes. Beyond the requisite education levels and skills, the company seeks applicants who can think on their feet and offer creative solutions. Personnel must be prepared to pivot in the face of challenges, think outside the box, and adapt to changing circumstances since “ours is a pretty fast-paced technology business,” says Zielinski.

Current challenges include dealing with the rising cost of materials, due in part to tariffs imposed by the United States and other nations. That said, “The biggest challenge for us continues to be the ability to hire the right people, and secondary to that, finding them. Every position in our company is really a skilled position,” states Walker.

To address this issue, the company instituted a four-year apprenticeship program which blends hands-on training with classroom learning. Apprentices attend evening classes at Lake Michigan College, which is based in Benton Harbour, Michigan and has a campus in Niles. The program just graduated its first apprentice, who specialized as an electrical technician, and apprenticeships are also available for machine builders and machinists. There are ongoing discussions about expanding the program to include engineering.

For a near-term forecast, Walker circles back to CTOs and AI. “Completing our journey on the CTOs is really critical to us,” he shares. “It’s not something that’s going to happen overnight; it’s not something that’s quick, because it’s got to be right.”

As for artificial intelligence, “We’ve come up with some pretty interesting initiatives,” he says. “Three years from now, I think we’ll [have a lot] to talk about… We believe it’s going to help us tremendously.”

The post Making the Machines that Run Industry<p class="company">Grotnes</p> appeared first on Manufacturing In Focus.

“We build trailers for people who work hard. That’s our mission. That’s who we design for, that’s who we respect,” says Francis Wieler, head of Marketing.

Regardless of the industry served, the company’s trailers are used by “working professionals who rely on this equipment daily,” he adds.

Products of the highest standard
RawMaxx has recently launched a variety of new trailers as well as an advanced solution called 3D Configurator. The latter enables prospective customers to create digital trailer designs on a computer screen based on their input, while the new trailers include the G7X Series, GDX Knight, DTX Deckover Tilt, and SGX models. Wieler describes the G7X Series as “an evolution of our GTX Series.” While the GTX trailer is 102 inches wide, the G7X is narrower, at 83 inches. As such, the new G7X Series represents a more affordable option for clients looking for a trailer that is both maneuverable and compact.

Trailers in the G7X Series include the versatile Bumper Pull model, which is available in 20, 22, and 24-foot lengths and comes with a front toolbox, powder coat finish, and a gross vehicle weight rating of 14,000 pounds (the measure of the total weight of a fully-loaded trailer).

The G7X Gooseneck trailer is another model in the new G7X Series, also available in 20, 22, and 24-foot lengths with a 14,000-pound gross vehicle weight rating and front toolbox. The G7X Gooseneck trailer offers exceptional stability and is well-suited for heavy loads.

The company’s GDX lineup consists of general duty dump trailers, a category popular with contractors. The new GDX Knight trailer features 10-cubic-yard capacity, 41-degree tilt angle, and a manual tarp system. The trailer offers durability and efficiency, and loading and unloading is a cinch. The GDX Knight is designed “for crews who consistently push heavier materials or higher volumes. It has structurally reinforced walls and increased capacity,” says Wieler.

The DTX Deckover Tilt is also designed for handling heavy loads, with a GVWR of 14,000 pounds. This model boasts 17-degree tilt angle and a hoist-lift system fitted with a 5×16” cylinder for speedy and efficient loading and unloading. An upgraded version offers a gross vehicle weight rating of 20,000 pounds.

The SGX trailer, meanwhile, has a gravity-tilt design, an 8,000-pound gross vehicle weight rating, and is suitable for moving boom lifts, scissor lifts, and cherry pickers.

Some of these trailers feature the Milwaukee PACKOUT system, an innovative, modular storage setup comprising various chests, boxes, and cooler units for heavy-duty storage. Milwaukee PACKOUT “gives operators an organized space and secured tool storage placement under the trailer directly,” Wieler explains.

Quality from the start
RawMaxx was founded in Mexico in 2017 with a focus from the start on manufacturing heavy-duty steel trailers. “While the product line has expanded significantly, the core mission has remained the same: build strong, dependable trailers,” says Wieler.

Manufacturing and design work is all performed in-house aside from a few components such as axles and hydraulic systems, which are obtained from trusted outside suppliers. The company uses CNC laser cutters, press brakes, plasma cutters, and other machinery to self-perform its engineering, fabrication, welding, assembly, and finishing. “We maintain control over our production process to ensure consistency in quality,” says Wieler.

The company sells its products through an extensive dealer network—most based in the United States, with a few in Canada. While clients cannot buy directly, Wieler sees this as an advantage.

“We do not sell to end users,” he says. “This allows us to focus on manufacturing products and development. It also helps keep the price lower, because we can sell a full load to a dealer, which ensures that the customer is going to get a better price. If somebody from New York buys a trailer from us directly, the cost of shipping that one trailer is going to be more than if we ship seven or eight trailers on one load.”

People-powered service
At present, the company employs 600 people, an increase of about 40 from this time last year. The spike in personnel can be attributed to increased demand for the products in the United States.

When it comes to new hires, RawMaxx looks for people with a strong work ethic, a willingness to learn, a team mindset, a sense of accountability, and an alignment with the company’s values of integrity, hard work, expertise, innovation, and adaptability. “The culture overall here is blue collar, performance-driven, with a focus on continuous improvement and respect for the craft,” Wieler says.

The company prides itself on being “non-corporate,” he adds. There is no rigid company bureaucracy; issues are dealt with right away, and do not require months of meetings, memos, and analysis to address.

Customer support is offered via the company’s nationwide dealer network, and to this end, RawMaxx offers spare parts, replacement parts, service guidance, technical assistance, product updates, and warranties including five years for axles, three years for structural issues, and one year for paint. “If a customer has an issue, we work directly with the dealer to ensure that it’s resolved quickly and properly,” says Wieler.

In addition to its customers, the company believes in supporting charities and its workforce, with charitable endeavors including funding for a local orphanage and an overarching commitment to its nearby communities. And the RawMaxx team is happy to help fellow staff members through rough patches with financial aid or other forms of assistance. Staff members “will always stand together and support each other in times of need or when surrounding communities are in need. The entire team will rally and organize food, clothing, and financial drives. It’s part of the culture here at RawMaxx,” says Wieler.

Safety, of course, is also central to the company culture. Workers receive comprehensive safety training with established protocols in case of accidents or mishaps. Personal protective equipment including helmets, work boots, and googles, are mandatory and paid for by the company.

Making customization easy
RawMaxx has also forged a partnership with prominent automotive celebrity Dave ‘Heavy D’ Sparks, who co-starred on the reality show Diesel Brothers on the Discovery Channel. Heavy D shouts out the company’s innovative design, superior components, focus on safety, excellent customer service, wide array of products, customization, and heavy-duty construction in his glowing testimonial on the company website. Heavy D also participated in the launch of 3D Configurator at the North American Trailer Dealers Association (NATDA) 2025 show in Nashville, Tennessee and praises the solution in a company YouTube video.

3D Configurator, as mentioned, allows potential customers to view digital trailer models based on their selections regarding size, specifications, options, colors, and models. Customer input is used to add or remove details, and the ensuing image can be viewed from multiple angles, giving clients a clear sense of what they are buying. Customers “can see where every dollar is going. They can see visually what the trailer is going to look like,” states Wieler, adding that the 3D Configurator “is a tool to give as much confidence to the buyer as possible.”

The solution has earned the company industry kudos and took first place in a competition for ‘Best in Show for Services & Software’ at last year’s NATDA conference.

Facing challenges
While optimistic, Wieler is well aware of certain challenges facing the company, including volatility in the trailer sector. Underlying this volatility are rising material costs, supply chain changes, and regulatory developments. RawMaxx addresses these issues “through strong dealer and supplier relationships, in-house manufacturing control, operational efficiency, and strategic pricing adjustments. We focus on stability and long-term relationships rather than short-term reaction,” says Wieler.

Going forward, the company has plenty of new ideas, enhancements, and product concepts in the pipeline. “There’s always new stuff that comes out. We have a few engineers who consistently look at the market, look at what the needs are out there and what people are asking for. It can take months or years to refine something before we do release a new type of trailer.”

Over the next few years, Wieler also hopes to see the company strengthen its dealer network even further, continue to innovate on the digital front, and maintain its reputation for durability and integrity.

“Our goal is sustainable growth, while protecting product quality and brand reputation. That’s very important. There are a lot of people who depend on RawMaxx to make a living, whether it’s the people building the trailers or the people who depend on them to get their job done,” Wieler states. RawMaxx plans to be there, serving all of these people with quality, innovation, and integrity, for the long haul.

The post New Products, New Partnerships, and New High-Tech Solutions<p class="company">RawMaxx</p> appeared first on Manufacturing In Focus.

The paper manufacturing industry, as it is called in government records, covers everything from pulp and paper mills to companies that make paper products. Pulp mills separate cellulose fibers from other wood impurities, while paper plants form these fibers into sheets, which manufacturers then cut and shape into various wares.

The North American pulp and paper sector is both very old and very large. The first American paper mill was founded in 1690 in Pennsylvania, while the first Canadian paper mill opened its doors in Quebec in the early 1800s.

As of 2024, there were nearly 800 establishments in Canada within the pulp, paper, and paper products segments, and together, they generated over $17.2 billion in exports that year, reports Canadian Industry Statistics.

The American paper manufacturing sector, meanwhile, employed more than 350,000 people in December 2025, according to the U.S. Bureau of Labor Statistics. The overall U.S. pulp and paper market was valued at over $52 billion in 2023 by international research firm Fortune Business Insights.

Yet for all its size and success, the pulp and paper sector suffers from an image problem. Rightly or wrongly, people often associate papermaking with clear-cut forests, old-fashioned sawmills, and mills polluting water with effluent.

Such critics would be surprised at the extent to which the industry has embraced new technologies, methods, and materials. The aim is to modernize the sector while making it more eco-friendly. These are timely goals, as new opportunities beckon for pulp and paper companies even as traditional markets decline. While demand for newsprint shrinks, e-commerce has spurred a huge increase in door-to-door deliveries, which means far more packaging.

High-tech solutions for the pulp and paper sector include sensors and camera systems that track performance, collect data, monitor quality, and detect slight changes in equipment that could necessitate preventative maintenance. Remote monitoring allows staff at a pulp or paper mill to keep track of processes and machine performance even when they are not on site. An Internet of Things (IoT) network can compile input from sensors, cameras, and other tools, analyze the data, and offer suggestions for improvement. Some firms have begun to utilize IoT sensors to monitor and control the moisture of wood chips and to track raw material flow during production.

Regardless of the solutions or tools used, the prevailing message is the same: “digitalizing” pulp and paper mills can boost revenue and improve performance.

“Beyond efficiency and sustainability, the mills that embrace digitalization typically see throughput gains between five percent and 10 percent, yield improvements of up to five percentage points and significant material, chemical, and energy savings… For Canadian pulp mills, digitalization represents a high-impact, low-capital investment strategy for maintaining global competitiveness,” wrote Keijo Pyörälä in April 2025’s Digitalizing Pulp Mills in Pulp and Paper Canada magazine.

Going forward, the advent of Artificial Intelligence (AI) could add a whole new dimension to pulp and paper production by offering enhanced solutions, suggestions, and historical examples.

Robotic systems are also becoming more common within the paper industry. Robots are particularly well suited for repetitive jobs such as monitoring quality, product handling, palletizing, depalletizing, and unloading rolls of paper. Using robotics in this manner can improve efficiency, boost safety by removing the need for humans to work around massive rolls of paper, and cut costs.

If robots are a useful addition when it comes to paper production, some companies are looking to add a dash of electronics to paper itself. “Smart paper,” as it has been dubbed, consists of paper with embedded lightweight radio-frequency identification (RFID) tags. These tiny electronics can transmit and receive information, a highly useful capability for applications such as school textbooks, interactive books, or medical diagnostics.

In addition to adding technology to plants and electronics to paper, companies might want to take a closer look at their base materials. To this end, a wide array of non-wood pulps can be used to produce paper, potentially saving forests in the process. This category includes “stone paper,” which is exactly what it sounds like, paper made from 80 to 85 percent CaCO₃ (calcium carbonate, a natural compound found in some rocks). It is a niche product for now but does represent an alternative to cutting down trees and putting them through chemical-laden pulping and paper making processes.

“Not a single tree or drop of water are used to manufacture stone paper materials, nor any of the harmful acids, dyes, and bleaches otherwise required to whiten and treat pulp and paper,” says the website of BC’s Stone Paper Solutions Ltd. Stone paper production requires only a fraction of the energy needed to make traditional paper and entails a drastically smaller carbon footprint, says the company.

If stone paper seems unconventional, there are plenty of plant materials including wheat straw, flax, reed, bamboo, and hemp that can also be used to make paper. Bamboo in particular offers several advantages, as noted in a 2021 paper by Kelly Buchheit, Alternative Fibers in the Tissue and Towel Industry from Solenis LLC of Delaware: “Bamboo captures more carbon dioxide and releases more oxygen while requiring less maintenance than trees,” writes Buchheit. “Bamboo is harvested by cutting the stalk but leaving the root intact, which can reduce deforestation.”

Bamboo also lends itself well to the pulping process, a bonus for companies concerned about sustainability and efficiency. “For pulp manufacturers, bamboo is the easiest non-wood fiber to pulp, allowing for conventional chippers and similar cooking conditions to hardwood, which enables the fiber to be used in conventional continuous digesters,” notes Buchheit.

Offering a viable alternative to plastic is another way that pulp and paper companies can shine. Bags and packaging made from non-biodegradable plastics have dominated the consumer goods market for decades, causing significant ecological harm. The challenge has been to find a paper-based solution that does not get soggy and weak when wet and can hold up as well as plastics.

To this end, Dublin, Ireland-based Smurfit Kappa Group launched a Better Planet Packaging Initiative with materials substitution in mind. Smurfit’s contributions to this field include AgroPaper (sustainable and biodegradable paper made from long pine fibers that offers a suitable replacement for polyethylene), TopClip (a paper-based, 100 percent renewable replacement for plastic shrink wrap that can be used to bundle cans), and a new paper pallet wrap (a completely paper-based alternative to polyethylene stretch wrap designed to secure loads on pallets). Smurfit, listed among the top pulp and paper manufacturers in the world circa 2023, has since merged WestRock of Atlanta, Georgia to become Smurfit WestRock.

Other developments that could push the pulp and paper industry forward include “dissolving pulp” (DP) and recycling. DP is a raw material gleaned from wood cellulose that can be dissolved in solvents and transformed into man-made cellulosic fibers (MMCFs) such as lyocell, viscose, and modal for textile manufacturing. MMCFs can be used as a replacement for synthetic materials such as nylon and polyester, which are derived from petroleum. DPs offer decent performance without the negative side effects associated with fossil fuels.

Of course, one of the simplest ways to go green and reduce costs at the same time is to make new paper from old paper. Manufacturers can save forests—and money—by using recycled paper instead of virgin fiber from trees. New de-inking processes, which eliminate contaminants from recycled paper, hold the promise of improving the quality of the final product.

From AI to paper with embedded electronics, automation, sensors, and wood alternatives, North America’s pulp and paper sector has multiple ways to go high-tech for a sustainable and profitable future.

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While such components have been around since the 19^th century, the company has a very modern mindset, as evidenced by its flexibility, creativity, and unique four-day workweek.

“Our products power the systems that everybody uses. Without transformers and inductors, you don’t have electronic devices or electricity to feed them,” notes President and Engineering Manager, Tom Bresele, P.Eng.

The Region of Waterloo is host to two universities, one of which, the University of Waterloo, is an engineering/computer science powerhouse. The area also boasts the Perimeter Institute for Theoretical Physics, a world-renowned research centre, and the company BlackBerry Limited (formerly Research in Motion), a pioneering smartphone developer. Google, Shopify, Honeywell, and OpenText all have a presence in the community.

Against this state-of-the-art technology backdrop, Electronic Craftsmen continues to thrive. In addition to producing quality products, it has endured by offering stellar client support and a spirit of humility.

“We have a very talented engineering team whose main focus is custom design,” shares Vice President of Finance, Kathy Hastie. “That seems to attract some of those niche markets that need the extra attention,” she says, adding that they “take the time to get to know our customers and what their specific objectives are. We take the opportunity to ensure that customer service is at the forefront of what we do. We’re in the tech centre of Canada, being in Waterloo, but we’re not a new technology. This kind of technology has been around since electricity distribution.”

Old-fashioned as the company’s products may be, the team is “always willing to adapt to the changing marketplace,” says Bresele. Electronic Craftsmen’s design work is all self-performed, with a company database containing thousands of unique designs for inductors and transformers. And even though the firm’s heritage dates back decades, it remains open to new concepts and ideas. “We’re always making new transformers and new inductors for new applications,” states Bresele.

In practise, this means taking a hybrid approach to manufacturing. Some of the company’s high-volume parts are made in China, while more complex components are produced in Waterloo, where it maintains an in-house machine shop that produces custom moulds and parts. Electronic Craftsmen can perform winding, soldering, and coil assembly, among other services, and can custom-grind ferrite to tolerances of 0.001 inches (a ceramic material commonly used in electronics magnetics).

The company sells its products across multiple sectors, with the aircraft parts and industrial controls markets generating the most business activity. Other sectors served include water treatment systems, induction heating, conventional and LED lighting, airport security, rail transportation power systems, and naval sonar systems.

As the company name implies, craftsmanship is central to everything it does. In the past, Electronic Craftsmen followed the Canadian Standards Association Z299 quality assurance guidelines. An ISO 9000 precursor, Z299 certification denoted an ability to achieve rigorous quality assurance benchmarks. Today, Electronic Craftsmen is an ISO 9001 and AS9100 registered operation, the latter being an aerospace standard.

Quality Manager, Otilia Vandici, M. Eng., ensures that standards are upheld and that the company stays up-to-date on regulatory changes and new quality assurance requirements. It undergoes a survey audit each year and a full audit every three years. Vandici “does a great job of making sure we’re adhering to and implementing the evolving quality standards,” notes Hastie.

The company was established in 1956 by Hugh Watt, whose last name seems entirely appropriate for the founder of an electronics company. Over time, there have been ownership changes and tweaks to the company name which was, for a while, called E Craftsmen; no matter the name, however, the importance of maintaining good workplace relationships has been a constant throughout the company’s history. “We really appreciate the employees we have,” says Hastie. “We take pride in the longevity of our team at Electronic Craftsmen. Many of our employees have been with us for more than 30 years, with some surpassing 40 years of service.”

Electronic Craftsmen’s personnel—a team of 48 at present—enjoy some unusual perks such as a four-day workweek, a workplace benefit that stems from the company’s experience during the recent COVID pandemic. Even though the company stayed open as it was deemed essential in building parts for medical test equipment, management was concerned about COVID’s impact on its employees. Many other businesses had been closed by government order or had switched to remote work, making day-to-day life difficult. “We wanted to give our staff a little extra time to get out, get their groceries, while staying safe. So, we decided to close our doors on Wednesdays for our team to have an extra day,” explains Hastie.

The concept went over so well, high-level discussions were had about making the temporary measure permanent. Fueling these discussions was research about the positive benefits of a four-day workweek in the Netherlands. A decision was made to approach staff with an intriguing proposal based on their existing work schedules: employees enjoyed two paid 15-minute breaks a day, plus an unpaid lunch. “We asked for our team’s input and support. We needed to ensure that the change would benefit our employees without compromising our quality standards or customers expectations,” recalls Hastie.

Team members responded enthusiastically and a temporary measure instituted during a pandemic became standard company policy. Staff who perform their usual 32 hours of work a week do not have to come in on Fridays but still get paid for the time off. “We call it a bonus day,” she says. The company’s adoption of the four-day workweek is further proof of its flexibility and concern for its workforce.

The company received a huge promotional boost in 2019 when it was featured on the Discovery Channel’s How It’s Made show. Filmed in its facility at 73 Schaefer St. in Waterloo, the episode offered a step-by-step description of the inductor manufacturing process. Beyond this, promotion largely consists of word-of-mouth referrals from satisfied customers. In part because the company has been around so long and has such a good reputation, Electronic Craftsmen has a sizeable share of repeat customers, and universities around the world frequently contract it for various goods.

“We make parts, even one-offs, for research and development for University projects, and when those graduates go out in the field, they remember the company that made this one-off and we get repeat business that way,” explains Bresele.

When it comes to challenges, Electronic Craftsmen faces many of the same issues affecting other manufacturers across Canada. These include an aging workforce since, just as skilled industrial workers tend to skew older, young people are not flocking to apply for transformer and inductor jobs. Tariffs imposed by the United States on a variety of goods have also proven to be a major obstacle. The company is “taking a measured approach as it awaits further updates on export taxes,” says Hastie.

Most parts made at the Waterloo facility are CUSMA-compliant (the Canada-United States-Mexico Agreement being the latest iteration of a North American free trade pact). While this is helpful, many of the company’s customers are also reeling from international tariffs, adding to woes. For all that, Electronic Craftsmen remains “a Canadian-controlled, private corporation,” that serves an incredibly important function, notes Bresele with pride.

Staff members are optimistic and point out that new hires who do come on board are often familiar with cutting-edge technology, which bodes well for the future. Going forward, “I think we’re going to see a change in our staff, of course,” Hastie shares. “As some of our workforce considers retirement, we are focusing on attracting the younger generations to bring their new ideas and skillset into the industry. We’re going to see some interesting changes in the next five years.”

There are no plans, however, to allow robots and AI-controlled computers to run this venerable electronics firm. Bresele concludes: “As technology changes, we will adapt to use the tools to aid and design but manufacturing will remain hands-on here because of the custom work we do.”

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