In the world of original equipment manufacturing (OEM), effectively managing fastening complexities and assembly variability is crucial to preventing costly bottlenecks while safeguarding return on investment (ROI). Bossard Americas addresses these challenges and more.

With a selection of over 1 million rivets, nuts, bolts, and other fasteners, Bossard Americas is a trusted fastening hardware distributor providing innovative, value-added services that extend far beyond basic fastening. With nearly two centuries in the industry, this formidable thought leader delivers layers of value that make its assembly solutions portfolio exceptionally robust.

Ultimately, Bossard Americas restores the definition of ROI to its rightful place. As every OEM knows, resolving bottlenecks leads to long-term project success and improved bottom lines. To this end, the company provides turnkey engineering integration, fastener fabrication, smart factory assembly, testing, and AI-assisted inventory management through smart factory logistics. It is trusted by some of the world’s best-known OEMs and pre- and sub-assembly suppliers of all sizes to optimize their assembly strategies with expert engineering and forward-thinking technology.

Established in 1831 in Zug, Switzerland by founder Franz Kaspar Bossard-Kolin and his family, the once-small hardware store has grown into a multinational company with impressive reach. While the parent company remains headquartered in Zug, Bossard Americas is based in Cedar Falls, Iowa. A collective team of almost 3,000 employees serves customers in 35 countries around the world.

The myriad assembly challenges OEMs can face make working with Bossard an obvious choice: high-speed fabrication comes with unplanned assembly risks; lightweight materials present fastening difficulties; torque variability causes rework; joint design failures demand downtime; inventory deficits slow down fabrication, and, perhaps most critically, workforce issues lead to process inconsistencies. As a powerful industry partner that works to address all these challenges, staying at the cutting edge is essential, so Bossard’s service technicians provide onsite support during onboarding, ensuring processes are set up for optimal success.

Committed to remaining abreast of technology in its field, Bossard Americas continuously invests in the latest automation systems available, passing on the benefits to its customers. “Everything we do is geared toward launching our customers and partners on the right foot with proper engineering, making sure their designs are optimized and that their material flow processes really work to make them as productive as possible,” explains Keri Miller, Director of Marketing.

One of Bossard’s most popular offerings, an inventory management system called Smart Factory Logistics (SFL), has been part of the company’s portfolio for a quarter of a century. Beyond inventory management containers, such as IoT-enabled SmartBins, SFL also provides advanced predictive AI capabilities. This involves collecting detailed information on customer consumption, logistics, and supply chain landscapes. Once the team has a firm grasp of these foundational details within a customer’s facility, systems can be automated to maintain stock levels perpetually with minimal human intervention. This reduces administrative burden for teams, as the sophistication of the product frees them up on multiple levels to focus on crucial customer-facing tasks.

Moreover, this system can now be integrated into Bossard’s Smart Factory Assembly (SFA) solution. Developed in response to ongoing industry labor challenges, this solution aims to provide a fast and efficient automated guide for new employees with little to no assembly experience. By offering simple, clear, digitized work instructions, it enables virtually anyone to build an assembly to exacting standards, making process replication straightforward. Consequently, digitization enables easy and accurate monitoring of material handling processes and system performance while simplifying the management of assemblies across different product ranges. This speeds up worker changeovers, provides clear labor support, and minimizes defect rates.

The solution is also fully compatible with a range of add-on systems such as robotics, drills, and camera systems, all focused on improving and maintaining quality standards while tracing all processes and providing the hard data needed to substantiate claims. Quality reports can be integrated into customers’ ERP systems, significantly minimizing reruns due to defects. Data provides vital metrics regarding improved efficiency, quantity surveying, labor time invested, and more.

“Not only are we providing the foundational process for the assembly—the elements that tie it all together—but we’re digitizing and connecting that process all the way through to the end, so every step is guided, traceable, and consistent,” says Miller.

To further ensure optimal outcomes on every project, onboarding clients is a thorough process. First, new facilities are carefully studied. Necessary elements, such as additional tools and workbenches with optional weight-managed scales, are provided to fully support the assembly process. This is followed by an integration process in which the Bossard team arrives on-site to provide customer teams with essential software training for complete control over all processes, including assembly programming. This gives end-users carte blanche over their systems, allowing them to set up any number of product lines based on their requirements and resources.

“We can provide a total solution as far as end-to-end service on assemblies goes,” says Steve Prostinak, New Business Development Manager.

Moreover, when the Bossard team is engaged early on in a project, its engineering team can ensure that every aspect of the product design is equipped with the correct fasteners for peak performance, longevity, and overall cost efficiency. “Depending on the level of automation, having the correct fastener for the job can be a real time-saver,” Prostinak advises. Considering redesign costs, involving the firm early in the development phase just makes good sense.

“Get us involved early so we can help you with the design, ensuring that you’re using the right components from the start,” says Doug Jones, Applications Engineering Manager. The company also assists with establishing optimal assembly strategies, including minimizing vibration issues and optimizing the torque used to fasten hardware. It also provides training, help with managing bills of materials, and more.

Looking forward to attending Automate 2026 in Chicago this year, the team anticipates meeting companies aiming to advance the technological aspects of their assembly lines, especially those looking to start small and scale as production grows alongside systems like SFA. “SFA enables you not to have to spend millions of dollars updating your factory floor and all of the hardware that goes along with it. It’s something that can be very easily integrated into your current workflow,” Miller says.

Beyond cost, the logic of such investments remains crystal clear: by leveraging Bossard’s full-service offering, OEMs can significantly improve their system reliability and bottom lines. To this end, Bossard Americas emphasizes the importance of incremental progress and enhancement. With assembly flow optimization at the core, partner customers would be hard-pressed to find a team better aligned with this mission than Bossard. By remaining relevant to their customers’ success, the company’s reach is growing steadily.

As most OEMs start to view assembly as a strategic discipline in response to speed becoming a growing factor in supply chain reliability, companies that recognize the cost of process variability in high-speed automation—caused by operator inefficiencies, supplier fragmentation, and inventory complexities—and choose to address the issue with such a complete solution set themselves on a new trajectory. Ultimately, assembly efficiency drives automation ROI, and achieving this requires expert engineering, advanced digital resources, and optimized logistics integration. Bossard Americas provides this sophistication and more.

The post From Hardware Distributor to Top-End Assembly Partner<p class="company">Bossard Americas</p> appeared first on Manufacturing In Focus.

While the company’s non-stop progress has meant significant change, the team—accustomed to big things happening fast—has taken the process in stride. With customers in Ontario and across Canada, the United States, and 14 other countries throughout Europe, the United Kingdom, and Asia, Black Controls’ appeal and impact are growing globally.

As these capabilities have grown, so has the depth of the organization. Today, Black Controls operates with specialized departments across mechanical and electrical design, in-house manufacturing teams, advanced programming, and software development. Together, they provide a unified technical perspective that ensures every automation solution is resilient, scalable, and built to perform.

The art of not standing still
While Black Controls still offers design, engineering, fabrication, mechanical, and programming services for controls, the company’s expanded capabilities have been a game-changer for customers needing a partner capable of deeply complex undertakings in this field. This momentum is fueled by the trust built into every integration, establishing the company as a trusted name in the field of automation.

This culture of innovation starts from within. By bringing its branding and technical marketing in-house, Black Controls has ensured its identity reflects the scale and range of the projects it delivers. This internal momentum is supported by the recent implementation of a comprehensive ERP system, ensuring that the company’s standards for traceability and documentation are as high-performance as the automation itself.

Alongside its main mission of developing industrial automation equipment, Black Controls provides retrofits for existing legacy systems that are facing obsolescence or are no longer performing as required.

With its popularity at a steady high, the company continues to expand. Following its rise to industry prominence when it burst onto the controls scene around six years ago, Black Controls recently took ownership of a six-acre plot of land in in Oro-Medonte, Ontario. While the current 13,000-square-foot facility houses its development, operations, engineering, assembly, and manufacturing departments, the company is now ready to plant deeper roots. Over the next three years, Black Controls will construct a new, permanent home on this site—a move that solidifies its foundation in the community and provides a dedicated space for the team’s growing scale and range.

A complete solution
While the new facility is on the horizon, Black Controls continues to build out its current operational capacity. The company has already successfully integrated a fully fledged mechanical department into its existing site, bringing expert machinists on-staff. This move allows for immediate, hands-on collaboration between departments, ensuring that the high standards established in the design phase are maintained through every stage of the physical build.

By bringing these resources in-house, Black Controls maintains complete oversight of the project lifecycle, keeping the delivery of excellence and expertise entirely within its own trusted team. “We’re able to offer the full solution now, where before we were a little limited,” says Sales Account Manager, Mike Lake.

Since 2019, Black Controls has grown to a team of nearly 30, with a focus on bringing in emerging talent from the industry. For recent recruit Zaahiya Kachwala, the company’s emphasis on career development is a significant factor. “The company recognizes that individual growth drives the company’s growth,” she says. Regular strategy sessions and professional coaching are central to this, ensuring each team member has access to the job-specific technical training and leadership skills required for their work, fostering personal development alongside the company’s overall growth.

Education, education, education
While Black Controls may be comparatively young, it has already taken big strides in establishing a legacy, underscored by providing education and training to young, soon-to-be professionals new to the field. The company’s extensive collaborations encompass working with The City of Barrie, trade shows, and local post-secondary education facilities, including Lakehead University and Georgian College—all efforts that benefit the quality of its service delivery.

Recognizing the need for continuous skill development, Black Controls provides regular training and workshops focused on both technical and strategic growth. This approach ensures the team remains proficient in the latest automation technologies and has the resources to adapt as the industry evolves.

In addition, the company emphasizes cross-training, giving the team exposure to a wider range of technical disciplines and internal processes. This strengthens their abilities and the diverse capabilities of the company, ensuring they can support one another as project requirements shift.

“The goal for us is to be able to have an energetic team that can help in many areas, because as a project progresses, there are different needs,” says Lake of consciously nurturing a multi-talented, capable staff.

Beyond the technical work, there is a strong emphasis on community, whether through team gatherings or supporting charities. This shared energy is a core part of the company’s identity. “We have a culture where everyone pushes each other to reach that next step,” says Kachwala, highlighting how the team’s drive for personal growth defines the atmosphere at Black Controls.

Getting the word out
The company also focuses on attending relevant trade shows where its people thrive on meeting new collaborators and showcasing technologies and capabilities. These include the Canadian Manufacturing Trade Show (CMTS), which was held in Toronto in 2025, and Chicago’s Automate in June of this year. Lake also attends industry forums such as A3 with owner Rick Black, who was named one of Manufacturing AUTOMATION’s ‘Top 10 Under 40’ in 2021.

These events also serve to grow the company’s network of trustworthy suppliers and other industry partners, which is invaluable, Lake tells us. “It is a huge advantage when industry partners bring us leads because they know, without question, that we’ll deliver a high-quality result. That reliability is the backbone of those relationships.”

With its capabilities having expanded. the team is looking for opportunities to push boundaries and transcend current limits. With many customers now reaching the second phase of their development and installation projects, this aim is welcomed by visionary firms looking to grow their technological capabilities.

“Autonomous Mobile Robots (AMRs) continue to grow in popularity for their ability to navigate busy shop floors and integrate into existing systems,” says Lake. “Beyond standard AMR deployment, we’ve developed a Conveyor Top Module that automates material transfer between stationary conveyors. This motor-driven roller system handles loads up to 1100 kg, significantly reducing manual handling and freeing up floor space by eliminating the need for fixed conveyors.”

Fully customizable and accessible on the MiRGo marketplace, the module integrates seamlessly with AMR control and safety systems. Whether through programmed missions or higher-level process management, it allows for flexible, safe product transfer throughout a facility.

While the company drives innovation by continually pushing the boundaries of existing achievements, it also offers predictability. That comes together with consistency and expertise in development, design, manufacturing, and support.

“Automation is always evolving and we are growing a team to evolve with it. Through technical expertise and a commitment to shared success, the Black Controls team ensures every project serves as a foundation for the next phase of growth.”

The post Trusted Integrator, Powerful Automation<p class="company">Black Controls Company Inc.</p> appeared first on Manufacturing In Focus.

Enter bioplastics and other alternatives to synthetic polymers. Recently, this author came across three particularly exciting companies creating eco-friendly packaging for three common consumables: cosmetics, coffee, and plants.

The first, Shellworks’ Vivomer, is produced by feeding microbes typically found in soil and marine environments natural materials such as plant sugars. These microbes then generate polyhydroxyalkanoates (PHAs) through fermentation. Following this, a polymerization process occurs, producing a fully compostable material that is sufficiently heat-resistant and environmentally stable, yet also durable enough for commercial packaging, capable of withstanding standard industrial filling and fabrication processes.

Its biodegradation leaves no residue, making the process complete, non-toxic, and ideal for packaging skin and body care products. Not only is the fabrication process low in waste, but the company can now supply scalable quantities of the material that can be processed between 160°C and 180°C through injection molding and extrusion. This offers great promise for manufacturers in the medical device sector, as well as in beauty and wellness, electronics, and apparel.

The creators of Shellworks also emphasize the importance of adequate labeling, outlining end-of-life scenarios and clear disposal requirements. While there are other similar materials available, Vivomer currently stands out as the most sophisticated among this bacteria-based type.

Another exciting product making its debut comes from India, inspired by visionary leader Pushpa Lakshmi, Founder and Senior Safety Engineer of EcoKadai®. Literally built from the ground up, this innovative startup has chosen the long but rewarding path of providing a completely natural, regenerative food packaging and tableware alternative made from underutilized agricultural waste.

EcoKadai^® is not simply another biodegradable material; it is engineered to actively nourish the soil it decomposes into, rendering it healthier and more fertile than before. In a poetic twist, the product range includes a coffee cup made from coffee waste, which can safely contain liquids of up to 100°C.

Moreover, when composted responsibly alongside kitchen waste, the product releases no methane during degradation, benefiting from the aerobic conditions that composting typically provides. Its fabrication process also adheres to circular economy principles. Currently, promising prospects are emerging, with railways and airlines reaching out to the company for their share of this innovative solution.

As both EcoKadai^® and Shellworks’ Vivomer demonstrate, regenerative and Earth-friendly materials alleviate significant pressure on landfills and recycling infrastructure, all while nurturing the planet. Naturally, the verdict is still out on how companies choose to colour and print such packaging, as using toxic inks could detract from the benefits. However, it is undeniable that these materials must become the future if we are to rectify the chaos created by generations of global industry and rampant consumer consumption.

Regenerative materials are also taking root in North America. Closer to home, Ocean Made creates starter seed pots from kelp and natural fiber, based on a similar regenerative concept. Inspired by the “climate-fighting powers of seaweed” through carbon capture and the work of Bren Smith, often recognized as the “grandfather” of American seaweed farming, founder Emily Power decided to exchange big tech for “kelping the planet,” as she calls it.

While her startup is also facing the uphill struggle typical of visionary and early adoption projects, Power is steadfast in her belief—and for good reason. Once the business begins to scale, its main value stands to be recognized by industrial players for packaging purposes. Rather than relying on pure wood pulp or Styrofoam moldings for protective packaging filling, farmed kelp could provide one of the solutions everyone has been seeking to replace synthetic polymers—while ensuring the Earth’s regeneration.

Although adoption, scaling, funding, and research remain ongoing challenges, the glimmers of hope offered by companies like Shellworks, EcoKadai^®, and Ocean Made signal a promise of positive change. The real challenge, however, lies in altering our behaviours, from the micro to the macro packaging decisions we make daily.

As we know, shifting from the inertia of familiarity into the unknown is perhaps one of the greatest human challenges today—embracing the possibility that change can genuinely occur if we commit to making it happen. Until the day arrives when the number and work of brave innovators reach critical mass, the exploration of possibilities continues.

In the meantime, many questions linger. What would the future look like if we could compost our food containers, inadvertently contributing to nature’s health? What would a world free of synthetic polymers look like as it breathes for the first time in a century? How can this be achieved in cities without overhauling existing infrastructure, and is that even feasible? Can our comfort, and that of industrial bottom lines, truly afford to neglect supporting startups launching revolutionary packaging solutions that could forever change our view of bioplastics and business?

Time will tell how long it takes for materials like these to become commonplace. In the meantime, it is up to our generation to ensure we clean up the mess accumulated by previous generations and ourselves, which continues to congest Earth’s natural systems.

Yet, another truth remains. Ultimately, the manufacturing industry possesses all the infrastructure, thought-leadership, and resources needed to help such innovations flourish. What we truly need is a fresh perspective on changing behaviours (starting with our own toward regenerative packaging) while revolutionary innovators lead the way to a synthetic polymer-free future.

Achieving this may be a long journey, but as ancient wisdom teaches, even the longest journey begins with the first step—in the right direction, that is.

The post A Greener Path for Packaging<p class="company">Sustainable Alternatives for Environmental Health</p> appeared first on Manufacturing In Focus.

Over the past six decades, Atlas Technologies has proven itself in innovative global die change equipment with automated cart technology that is reliable, durable, and prioritizes safety. Today, from its base in Fenton, Michigan, the company is stronger than ever.

After spending many years as a coveted industry specialist known mainly to a discerning few, the company today is increasingly respected for its fast die changers and robust die-movers that manage dies of 80 to 200 tons, plus its extensive line of equipment for sheet metal stamping and fabrication processes. It also recently reinvented its capabilities and its people, appointing a new sales accounts manager in the process. Its customer base and its teams have welcomed the improvements.

President David Hense is especially positive about the recent changes. “Since Stonebridge Technical Enterprises took Atlas over five years ago, we’ve been focusing on our internal processes and product development to make our entire product line cutting-edge for the manufacturing stamping industry,” he says.

This move not only stimulated product evolution but also contributed to the deeper development of its people. In recent years, in-depth staff education has translated into in-house training in collaboration with key manufacturers and the State of Michigan, in a decision that has proven to be tremendously valuable for the company’s continued success.

“We’re really proud of our employees; we have a nice team. They’re very flexible and knowledgeable,” Hense says, highlighting that watching employees new to the industry grow and flourish through focused education is a genuine pleasure.

Now, with its most recent overhaul complete, the company is welcoming new and returning customers alike to enjoy the results. “I’m an engineer,” Hense says, adding with a smile that the company’s new sales accounts manager is far better at marketing the company than he is. As its social media presence and press visibility continue growing, the firm is excited to welcome new trade partners and end users alike.

Not one to pepper conversations with commercial buzzwords, Hense instead leads by providing customers with top quality engineering and letting the premium work speak for itself. It is thanks to this approach that Atlas Technologies continues trading on a reputation for reliable, durable products and outstanding financial management. The company also invests in the latest technologies which ensure cutting-edge control systems that can be customized to suit customers’ needs.

Hense illustrates this customization with the example of de-stacking machines—heavy equipment used for feeding sheet metal on press lines. While it would be lovely to replicate these machines exactly for all customers, unique process needs simply do not allow this. “The product mixes and the mechanical strain that products place on equipment don’t make it practical,” he explains. Therefore, while key components are used across systems, every system is unique. “We pride ourselves on the ability to [adapt] to customer needs.”

Keeping itself at the forefront of innovation, Atlas Technologies perpetually pushes the boundaries of its field. As a result, there are a few fresh and innovative lines in its product reveal. Firstly, its FLEX Transfer collection comprises three series of front-to-back mounted, in-press servo transfers that move parts between stamping dies in a transfer press. This collection also offers two series of through-the-window-type transfer models—all five showcasing the state-of-the-art driving mechanics and control systems. This decision was based on the high performance and durability track records of these products. The company’s driving mechanics “are built on 40 years of proven methods and technologies. We didn’t reinvent the wheel when we came to the mechanical drive system,” Hense points out. “We used what works and made it better.”

The second collection—the Navigator Carts Series—features an expanded line of trackless transfer carts for transporting oversized loads such as molds, coils, and dies across fabrication facilities as well as components used in wind turbine and rail car fabrication, for instance, between assembly cells.

With the positive recent developments in reshoring fabrication, Hense is excited to see the process slowly beginning to take shape in the industry and on the company’s balance sheet as many of its clients return their press lines and other tooling operations to home soil. Alongside this shift, other operators are setting themselves up from scratch with greenfield sites, new facilities, and new staff. In many such instances, Atlas Technologies is invited to provide planning and fabrication support for the next decade or so. One recent contract with an international industry leader is especially exciting. “We’re excited to be part of the future that this global powerhouse of a company is presenting,” he says.

Recent geopolitical decisions have somewhat curbed international trade volumes while also reducing export volumes to the rest of North America, so the company’s current reach stretches primarily across the United States for now. Since the resulting economic situation has caused uncertainty for manufacturers in how they allocate their largest investments, business has, understandably, been slower in some areas than when trade and exportation were more predictable. As markets adjust, however, Hense indicates a rise in orders in recent months. He also points out that the company has been holding off on price increases despite a rise of 30 percent in the cost of automation control systems.

In the meantime, it continues to be an exciting time in the company’s history. “We’re proud to be part of people who are outfitting old manufacturing lines and updating them into new state-of-the-art systems,” Hense says of the innovation that is contributing to the health of the American fabrication industry and saving operators millions. To this end, Atlas Technologies offers tremendous value to companies with large heritage arrays like tandem lines. In such cases, its tracked cart series is especially favored. These are installed with robots mounted atop as robot transport carts that transfer components between presses along an entire line.

“When it comes time for die change, the robot carts move out of the way, and from the other side, a die cart enters in between the presses, and then you change the dies in the press line,” he explains. As there are many of these older systems throughout the United States, Atlas’s robot systems save on wasting precious long-term capital investments from years gone by.

Closer to home, the company considers its investments in its people as some of the most important it will ever make. While a previous period of training saw all its staff officially complete their Occupational Safety and Health Administration certifications due to a Going PRO Talent Fund training grant from the State of Michigan in 2024, new intakes are now completing hydraulics, electrical, programming, and other courses. Apart from appreciating his existing team, Hense is equally impressed with the company’s most recent appointments—capable, hardworking, and willing to learn, these young people give him hope for the future.

Putting its efforts into boosting sales and expanding market reach, the company continues leading with expert staff and legendary quality rooted in decades of evolution. “I’m really proud of this company. We have hard workers, and our people understand the needs of our customers,” Hense says confidently. It is indeed the company’s ability to evolve based on past experience and its drive to innovate a better future that underscores reaching the fiscal and cultural goals ahead. By continuing to navigate change better than ever before, this industry leader remains a constant of American pressroom automation.

The post Learning from History, Leading with Innovation<p class="company">Atlas Technologies</p> appeared first on Manufacturing In Focus.

The owner and his staff make it their personal goal to genuinely enjoy every day at work. By hiring quality people and providing them with quality equipment, this company has reached heights its founder could never have imagined on the day he opened its doors for the first time.

Schlabach dreamed of “working in metal fabrication surrounded by great people,” since childhood. He would never have dreamed what good fortune awaited after a significant drop in hours at his job in the recreational vehicle (RV)/mobile home industry, which took a downturn around 1999. The solution was to offer his services as a volunteer to people with home-based businesses. One man he met used fabricated metal components for equine uses. After a day of painting these, the young entrepreneur offered to make and deliver those parts pre-painted, as he was better equipped at home to do a good job. This was the start of a successful business.

“I went home, and I bought a little bandsaw from Northern Tool out of a catalogue. I had a benchtop drill press, and I bought a welder, and I taught myself to weld. I found enough work to keep me busy,” Schlabach says.

Even though it was a financial struggle, he didn’t mind as he was happy with his new occupation. Prototyping followed, and after a year or two, a larger garage. Schlabach then hired a few assistants—some of whom are still with the firm over 20 years later. He continued working his day job and returned to join his team in the afternoons and evenings. His day job employer later gave him the opportunity to fabricate steel components for RVs.

Business continued increasing, from supplying one RV plant to another, until the recession of 2008 hit. The team was expecting business to grind to a halt again, but the opposite happened. As steel prices doubled, the opportunity to quote for contracts that would normally have been reserved for a select few in previous years suddenly became available as financial strain sent companies in search of significantly lower prices. Suddenly, a large company was willing to give Schlabach an audience, and the team set out to prove itself.

By 2009, when the economy and steel prices started normalizing, the fledgling company had secured itself a place of trust amongst some of the area’s leading component fabricators for the RV industry. Since then, Rock Run Industries saw consistent 35 percent growth for 13 years.

“I kept pouring all the profits back into the business, buying more equipment, which is truly what I like to do,” Schlabach says. “I love going to work. I love working with great equipment. I love working with great people. I got to do exactly what I wanted to do in life.”

He admits that his original lack of knowledge about scaling the business, budgets, goal setting, and other standard business practices—and his subsequent solutions—now defies conventional wisdom. Yet, by staying the course, he came through every challenge with more great equipment and many stories to tell. Once, after hiring a consulting company to analyze the company’s systems with a view to optimize, Schlabach was informed that he had no ordinary company. Asked for clarification, the consultants told him that “normal” businesses have a difficult time receiving products from their vendors; they have a tough time hiring help; and they have an even tougher time showing a profit.

“I said, ‘then why would I want to be normal, if that’s what you’re telling me normal is?’” he says. His response to the value of support could surprise some folks. “I relied on my wife, and I relied on my Savior, my God. The Bible is full of business advice, if a person truly cares to go there for advice and trust in it,” he says.

Schlabach considers his wife Jane to be instrumental in the company’s success. As his confidante, soundboard, and biggest supporter, talking to her gave this natural leader an opportunity to work through challenges and develop solutions. “Thank goodness she was there for me. She’s still there for me. It’s something that most businessmen overlook, the support that they can get from their wife,” he says, praising her poise, intelligence, and beauty.

As for his efficient business systems, paying companies and his people well and on time has proven invaluable and has, surprisingly, become the puzzlement of many, leading a few people, including a chartered accountant from Pennsylvania, to extensively quiz the owner on his secret. “Well, it’s just too darn simple,” the accountant said. “Most people will never believe that.” Schlabach is generous with his formula and describes it as follows:

If a customer buys a part worth $10 in labor value, 75 percent, or $7.50, goes to the employees as a split labor rate. The other $2.50 goes to the company to cover overhead costs. When the company builds over 124,000 parts in a week, the employees earn 75 percent of the labor value of all those parts and the remaining 25 percent goes to the company. Therefore, if one person builds 10 parts per hour at $10 per part in labor value, $75 dollars goes into the labor fund, and $25 goes to the company. Using this system, Rock Run pays employees more than its competitors. The best part is when the employees find efficiencies and ways to produce more than the expected parts per hour. Then their pay goes up per hour but so does the company’s allotment for overhead costs. The company also takes its infrastructure output capacity into account. “In order to cover my overheads and raise the employee’s pay, I might have to buy my people better equipment,” Schlabach says.

In this way, people can then deliver more units in a day. “I do everything I can to make sure that they can make as much money as possible, and if I do that, it takes care of every other problem I have,” he says. The result is happy employees, great cash flow, and better procurement.

With the company’s real profit opportunities residing in the metal it purchases, the more metal that passes through and out of its doors, the more profit it makes. “I make money on every pound of steel that goes through here,” Schlabach says, underscoring the fact that, in this way, a comparatively small outfit moves incredible volumes of metal while retaining staff, covering overheads, and increasing profits. “Everybody wins.”

This approach ensures that staff members are happy, clients are happy, and everybody else in between is happy—all while profits are coming in. For this reason, Schlabach sees no need to implement draconian rules and greedy incentives to squeeze even more out of a system that is very clearly working. Looking back, he shares earlier experiences that shaped the company. Even though the business was making plenty of money, living frugally with nine children meant no splurging on luxuries. There were few vacations, no second homes, and no prestigious vehicles to flaunt their newfound success for the Schlabachs. His advice is clear: to make a company work, ensure that you enjoy the work, because financial gains are hard-earned and slow to materialize. Without enjoying the process, life will lose its luster.

Highlighting that another overlooked business resource is a good banker, Schlabach advises trusting bankers for financing, as they are not at liberty to hand out loans that risk turning bad. “They’ve seen companies that have flourished, and they’ve seen companies that have failed; they know the warning signs. Don’t be afraid to sit down with your banker every three months or six months and hear their side of the story, even if you don’t like what they’re telling you,” he says, pointing out that bankers can be intimidating when one is young, but that they really are valuable allies.

On the topic of financing equipment, this leader advises taking loans during low-interest periods but cautions that paying such loans off early could work against one when cash flow is better directed elsewhere to cover operational costs. Moreover, he believes it is important not to have all equipment financed. By taking what he calls a stress analysis, Schlabach recommends calculating whether the company could survive a black swan event with the amount of debt it holds or not. If the answer is negative, it is time to improve the strategy by turning the situation around. Curb rapid growth and be watchful of finances when clients pay every 60 or 90 days. It is much easier to grow rapidly when customers pay in 30 days or less.

With the majority of RV fabricators being located in Elkhart County, Rock Run has grown tremendously in revenue. While this field remains the company’s main market, it recently signed a contract with Full Swing, a golf simulator outfit. Even more recently, the company started seeing sales representatives arrive at its doors from 250 miles away with fabrication requests. Following COVID-19, when the RV industry skyrocketed and before settling down again, the company decided to start reaching out to contract manufacturing customers to expand its reach. This gave it a head start on establishing trust in new markets at a time when things are looking up for American fabrication.

Always prepared for any eventuality, Rock Run continues to keep costs consistent for customers by maintaining a significant pre-purchased inventory. While this demanded large capital investment, it now means remaining competitive price-wise. To this end, Schlabach counsels vigilance. “There is never a good time to not be paying attention,” he says of the market.

In the last two years, the company nearly doubled its workforce with the appointment of 70 new people, added to its existing team of 100. And as mentioned, paying people more than the standard wage is part of the company’s strategy to maintain an expert workforce. “Our guys make good money. [They earn] very high wages compared to the industry, and they like that. They appreciate that,” Schlabach says. It also means that people are committed to maintaining the happy, respectful equilibrium for which the company is known. Not being driven by money but rather loving to be around the team allows the business to serve as a force for good.

“I never really thought about how much we would grow or what our sales would be or what we would do—I just wanted to work with great people,” Schlabach says. “I’ve been fortunate in that aspect, that it’s happened.”

Today, five of the nine Schlabach siblings have joined the company and will be invited to each purchase 10 percent of the company when they reach the age of 25. “My children are very talented. They have great minds. That’s a blessing, not everybody can say that, but they have great minds. They’ve taken lots of interest, and the current management team acknowledges and appreciates that,” their father says.

As the next generation takes the reins, Fritz Schlabach plans on responding to the call of distressed companies in need of consultation with his expertise as interim CEO to help turn their fortunes around. As a fit 50-year old who gets “a little depressed when there is nothing to solve,” there are clearly many years of great service ahead for this man with his singular vision for achieving good in this world.

The post Solid as a Rock<p class="company">Rock Run Industries</p> appeared first on Manufacturing In Focus.

With nearly half a century of expertise guiding its operational culture, the company was established from the back of a pick-up truck in 1977. Today, Tube-Mac is headquartered in Stoney Creek, Ontario, Canada, with over 300 team members serving its large clientele from facilities in North America, Europe, and Asia.

Doing it better
At a time when obtaining skilled labour is a challenge across industries and finding good high-pressure welders is difficult, especially in isolated and low-population regions, Tube-Mac solves pressing labour issues. It also helps alleviate customers improve their ecological responsibility and fiscal bottom lines, with state-of-the-art innovation, field installation services, and custom engineering design. The team also fabricates non-welded piping systems for hydraulic and lubrication applications and for various fluid and gas applications.

Requiring no X-ray inspections, Tube-Mac’s concept saves even more money while eliminating the issue of stress fatigue cracks found in welded joints. Underpinned by ISO 9001:2015 certification, the company’s systems are easy to install in limited spaces, while also bypassing emergency off-loading of pipe contents to enable repairs. There is, therefore, no disposal of chemical waste, no need for neutralizers or acid flushes, and no need for fire permits or fire watch personnel.

Unsurprisingly, news of Tube-Mac’s products is travelling fast as the industry catches on to its outstanding value proposition, and the team is proud of its resulting growth trajectory. “Cleanliness and environmental issues are significant concerns in the industry. There is absolutely no reason that piping systems should be installed in the same manner they were 60 years ago, with high labour costs and inadequate cleanliness practices,” says Chris Peitchinis, Vice President of Business Development.

As part of the company’s expansion efforts, Tube-Mac recently introduced a new line, the PreFiS range, unique to a separate business entity trading as PreFiS Fittings GmbH and operating from Germany. PreFiS is not the company’s only notable, new operation, however. This year will mark the grand opening of its new Singapore facility, which houses a fabrication facility and sales office. Tube-Mac is also proud of its growing presence in around 30 countries globally, thanks to strategic distribution partnerships.

The company’s depth of expertise has secured it a diverse following from numerous industries, including mining and aluminum, pulp and paper, simulation and testing, steel and automotive, and offshore drilling and prospecting, making its wealth of expertise a widely respected resource in the trade. Its team of industry-savvy, expert technicians and project managers is well-versed in custom-engineering solutions that render optimal routing layouts at reasonable cost. Therefore, fabrication and installation services are designed to suit customers, with both prefabrication and field fabrication as options. And, alongside all its other services, Tube-Mac offers 3D modelling, layout, supervision, and commissioning.

Eliminating the need for skilled welders, the company provides training in specialized equipment fabrication and maintenance to empower customers’ field teams, ensuring proper use and product longevity. That includes executing oil flushing and pressure testing, a service that is a significant plus for companies that often rely on migrant labour requiring specialized work permits.

Innovative products
Tube-Mac is most notable for its 37° Flare Flange System. Named after its characteristic 37-degree flaring pipe ends, the system features internal cones and flanges that create premium seals for piping systems transporting an array of liquids and gases over long distances. The flare flange connection is based on sliding a flare flange onto the steel pipe before being flared. After flaring, the flanges are drawn together, and one flat face cone is inserted into one pipe end and an O-ring face cone is inserted into the other pipe end. An entirely leak-free flange connection is created when the flanges are bolted together, connecting the flared ends and drawing the cones into a sealed position. TMI®37° Flare Flange System is available in a range of diameters ranging from ½-inch to 10 inches with corresponding pressure capacities ranging up to 6,000 psi or 420 bar.

The company’s PYPLOK® system is a 360° radial swaged fitting that features internally fitted O-rings providing necessary reinforcement in high-pressure systems ranging from 200 to 600 bar capacities. PYPLOK® fittings can be installed for use in various fluids and gases as long as the medium is compatible with the O-rings. The standard O-ring is Viton, which handles the widest variety of fluids and gases. For high temperature water or steam applications, EPDM O-rings must be utilized.

Tube-Mac’s latest non-welded technology, PreFiS fittings, are devoid of O-rings. It is an axial swaged fitting which, when swaged with the PreFiS tool, produces a metal-to-metal seal, custom-designed to handle water mist fire suppression systems up to 140-bar pressure. Water mist fire suppression piping systems connected with PreFiS fittings are ideal for use in data centres, museums, and cruise ships.

These outstanding products have landed Tube-Mac quite a number of international projects. One of these, the $5.25 billion USD Panama Canal Third Set of Locks Project, was executed in collaboration with Bosch Rexroth Germany. The project saw Tube-Mac arrive at the site with two ocean container-loads of equipment—one for the Pacific side and another for the Atlantic side of the canal, with two teams working across the waterway from one another. While this project demanded more than 1,000 37° Flare Flanges and over 2,000 PYPLOK fittings, the overall mission was the addition of a much-improved waterway, large enough to significantly improve traffic flow. The expanded lock system led to the introduction of NeoPanamax cargo ships, a new generation of gargantuan commercial vessels that now pass through the famous canal. “The new design also featured advanced water-saving basins and massive new concrete gates,” Peitchinis explains.

Making a splash
The company’s systems are not only used for hard industrial applications like steel mill equipment and forging presses, however. Its products are routinely incorporated into engineering destined for seemingly magical architectural effects and entertainment feats for globally recognized names. Tube-Mac was responsible, for instance, for the hydraulic piping that powers the 28 wings of the dynamic roof at the UAE Pavilion at Expo 2020 in Dubai.

“PYPLOK fittings were [also] utilized underwater to operate the floor and lifts for the thrilling acrobatic fantasy show Le Rȇve, at Wynn in Las Vegas,” Peitchinis shares.

Yet more applications include Universal Studios’ entertainment and simulation rides featuring the company’s products in setups for Despicable Me, Fast and Furious 7, and Jurassic World, where the hydraulic system animates dinosaurs. Its engineering can even be found in earthquake simulators in Taiwan, Japan, and China. Moreover, BMW, Porsche, and Audi have harnessed its innovation in simulation test equipment.

Powered by people
Rather than magic and wild imaginings, however, Tube-Mac runs on the hard work and creative genius of a strong team of pragmatic problem solvers. For this, the company’s management team is especially grateful. “Machines, although automated, do not run by themselves. Everyone contributes to our success,” says Peitchinis. “From the sales team and piping designers to machinists on the shop floor, from packing to shipping and finally to our field technicians who are in the limelight with our customers on the jobsites,” everyone’s contribution matters.

Knowing the value of generous contributions, Tube-Mac gives back wholeheartedly to several good causes, including a local high school robotics team, the Royal Canadian Air Cadets, The Salvation Army, St. Joseph’s Hospital, Doctors without Borders, and many others.

This sense of commitment extends to everything the company touches, including staying abreast of the technological advances in its field, and with that commitment comes large capital investment. “We continue to improve our processes with the latest CNC machining lathes and centres. We train our employees and ensure safety is number one,” Peitchinis says.

As with all evolution, expansion follows in close succession. To this end, Tube-Mac’s PreFiS acquisition now gives it access to new markets requiring lower pressure capacities. Peitchinis’ invitation to prospective customers is one of welcome. “Tube-Mac takes the worry away from customers. Leave it to us, and we will take care of the complete piping system,” he says. It’s proving to be a winning formula.

The post Premium, Non-Welded Pipe Technologies<p class="company">Tube-Mac Piping Technologies</p> appeared first on Manufacturing In Focus.

Calling Galco a powerhouse of ingenuity is no overstatement. Over the past six years, the company, known for supplying factory-authorized industrial electrical and electronic automation, controls, and component products, has delivered sustained growth amid the economic volatility and supply chain instability that have reshaped global industrial distribution since 2020.

Galco’s differentiator is straightforward. It positions itself as a premium problem solver for customers facing maintenance, repair, and operations (MRO) challenges. Headquartered in Madison Heights, Michigan, the company supports Tier 1 suppliers and original equipment manufacturers (OEMs) across industries, including automotive, agriculture, food and beverage, oil and gas, data centers, and beyond. Galco provides mission-critical components and the expertise required to keep operations moving.

Closer to clients in every way
Backed by its six brands and nearly 300 employees, Galco’s team has built a reputation for continuous improvement. This is measured not only in internal efficiency, but in customer proximity and responsiveness.

On one hand, the company has broadened its operational scope while reducing the geographic distance between its team and customers. On the other hand, it has invested significantly in its omnichannel presence, creating a seamless, consistent experience for customers both online and offline. These investments make information and support easier to access through intuitive channels and streamline purchasing for faster, hassle-free product acquisition.

In step with the times, Galco has made some major investments in AI. Chief Information Officer Joe Garzia emphasizes the importance of distinguishing legitimate new pathways from no-go zones within the technology. “Our focus on AI is to be open to opportunities, but cautious,” he says. “A lot claims to be AI these days, but it is just buzzwords.” The priority is improving customer experience while keeping systems secure and proprietary to Galco.

As the organization implements new technology across departments, the finance team has overseen meaningful upgrades. These upgrades automate repetitive tasks so staff can focus on higher-impact work. At the same time, the company remains vigilant about cybersecurity and information security while pursuing initiatives designed to improve how customers get answers and move from need to solution.

Galco’s most recent addition in this area is a chatbot, currently under development, which will soon offer an extra layer of quick-access support, providing customers with faster information and expedited service. This gateway boasts yet another layer of support in the form of agents ready to assist when a request is beyond the chatbot’s scope. The company is also building an automated quotation capability aimed at reducing turnaround time and improving speed-to-order.

Importantly, AI now plays a new role in Galco’s marketing and service delivery—powering smarter product recommendations that improve customer outcomes. “Today, the bar has been raised so high—everyone expects an Amazon-type experience when shopping online,” says Allison Sabia, President and Chief Executive Officer, of the company’s commitment to customer care. “That’s why we use what customers already have in their cart, along with what’s popular on our site, to recommend the items that pair best—so people can quickly find what goes together and finish the job with confidence. I would say we lead in that.”

In search of value for clients
Galco’s value proposition is extensive, starting with inventory depth that helps customers avoid tying up capital in stock. Its highly skilled, sought-after technicians are also well-versed in repairing rare, sometimes vintage equipment that is difficult or impossible to replace. In addition, Galco offers custom systems improvements and retrofits wherein the team creates electronic drives that function with customers’ existing controls.

Extending Galco’s expertise beyond the website and into a format customers engage with every day is its social media presence, part of a broader effort to create thought-provoking content across Galco’s digital channels, including YouTube, TikTok, and Instagram. From how-to instruction to quick tips and product spotlights, these channels illustrate the tremendous value and depth of Galco’s resources and credibility with customers.

While all these efforts certainly drive growth, Galco’s main means of expansion is through acquisition. As the company already serves all of North America, Thomas Muldowney, Vice President of Sales and Business Development, and his fellow leaders aim to broaden their presence further and extend capabilities through aligned additions to the portfolio.

“Galco’s growth strategy is about extending an already strong North American platform,” Muldowney says. “We focus on acquisitions that add technology, expand capability, and align with how customers want to buy and be supported.” Beyond reach, the company looks for businesses that strengthen services and technical competency so it can deliver a broader set of solutions across industries.

Driven by this vision, Galco is always keen to add well-aligned businesses to its portfolio. Founded in Michigan in 1975, the company began taking steps to expand its presence about five years ago. Reaching from the East Coast into the Midwest and growing southwards from there, it now defines “going the extra mile” as meaning “being within easy reach of clients.”

“We have so many different verticals here, from repair teams that can leverage Galco’s parts inventory for fast turnaround to in-house technical engineering support,” explains Bob Marshall, Vice President of Engineering and Services.

A case in point is the recent acquisition of Brozelco, Inc., with locations in Rockford, Kingsport, and Chattanooga, Tennessee, known for fabricating operator buildings, e-houses, and electrical enclosures popular with mines and asphalt processing plants. Adding this capability expanded Galco’s portfolio and created new strategic upside alongside the company’s service-driven model. “In 2030, that’s going to be a $5 billion market,” suggests Muldowney.

Ranging across markets
As a result, the company remains agile in a wide range of markets, giving its team of 15 technicians the scope they need to be the best-versed professionals across an impressive range of big-name products in electronics and technology. But market agility is only part of the strategy.

For construction-driven sectors such as data centers, speed and coordination matter as much as product availability. Galco’s model is designed to support build-outs by helping contractors and subcontractors get the right components, controls, and support quickly, often while projects are still in design.

Beyond the company’s focus on expanding its capacity to provide enhanced services in water and motion detection, full motor and pump repair, and support in harsh environments, the team continues collaborating with OEMs that support fabricators. “Being a broad-based distributor means we’re not tied to one market. For instance, if food and beverage takes a hit for whatever reason, we still have those other markets,” Muldowney says.

Having driven phenomenal growth since 2019, when the company employed fewer than 100 people, Sabia’s arrival as CEO was a notable game changer, according to Marshall. “When Allison came aboard, we really changed the trajectory of our company, with more forward focus,” he says. Sabia’s vision helped accelerate acquisition, deepen supplier relationships, and support modernization, including the implementation of a new enterprise resource planning system.

Beyond significant capital investments by parent company Freeman Spogli, Sabia, who comes from a competitive public company background, is clear on what drives the company’s overall success: “90 percent of it depends on the people—and then obviously aspects like inventory and systems and processes. But if you don’t have the right people sailing the ship, it doesn’t matter,” she says.

Today, the company’s leaders describe the growth journey as demanding, but worth the effort. A newer focus area is data center capability. With leadership identifying hundreds of businesses nationwide that can build and equip large-scale facilities, Galco is positioned to support contractors and specialized contributors, including electrical, cabling, HVAC, and controls companies serving this space.

“It’s not always easy to find those companies when the build-out is ongoing, but it’s been an absolutely great business for us in the last six months to a year,” Muldowney says, noting that recently landing a big client in this space has made the hard work worth it. In this sector, the company’s capabilities in chiller and internal air conditioning controls proved to be a surprise advantage.

Because Galco operates across multiple disciplines, long-term projects have produced substantial results. This proved true in Chattanooga last year, where the team supplied and delivered more than $1,000,000 in products on a tight timeline to keep a major project moving.

Ahead of the trends
Staying data-driven and market-aware is central to staying ahead. Galco’s leaders describe a disciplined approach to research and development, including daily market reporting, third-party research, and close collaboration with suppliers who track demand by region and application. Muldowney notes that semiconductor signals can serve as a leading indicator, helping the team anticipate shifts four to six months ahead. The same rigor extends to Galco’s internal data—especially customer purchasing behavior and digital engagement signals captured through the website. By analyzing what customers search for, compare, add to cart, and ultimately purchase (and where they abandon or ask for support), teams can spot emerging demand patterns earlier, refine assortment decisions, and prioritize inventory and content investments where they’ll have the greatest impact. In combination with supplier intelligence, these first-party insights help leadership make faster, more confident decisions about forecasting, merchandising, and go-to-market strategy.

Sabia is clear on how the company defines success. “To be successful in industrial distribution, you need to realize it is not just about volume. It’s about your reach, capability, and relevance to the customer experience,” she says. The throughline is customer outcomes, especially when downtime is on the line and decisions need to move quickly from design to quote to delivery.

By combining deep inventory, technical services, and a rapidly evolving digital experience, Galco is raising expectations for what industrial distribution can deliver. For customers, that means faster answers, smarter support, and the confidence that the right products and expertise will be there when the job is on the line.

The post Where “Going the Extra Mile” Means “Getting Closer to Your Customer”<p class="company">Galco</p> appeared first on Manufacturing In Focus.

John W. McDougall Co., Inc. (JWM) of Nashville, Tennessee is recognized for its outstanding architectural work and state-of-the-art processing facility. JWM is built to handle large fabrication and installation projects. Currently, the company is busy contributing to both the appearance and function of the burgeoning data centers that spread from Georgia to Virginia to Utah to Texas, and beyond.

As a company providing premium architecture and engineering products and service with outstanding customer care, reduced lead times and lean operations are standard practice. As a result, JWM is proud to have some of the country’s most respected OEMs, architects, and construction leaders among its clientele. “We’re a proudly American company that’s investing in its production facilities to be able to offer products throughout the country,” says Chris Ball, COO.

Growing to meet needs
In addition to JWM’s field operations and wholesale parts supply, longstanding vendor partnerships, including those involving custom resale lines, have positioned the company to make substantial internal investments. Just over two years ago, the company invested $10 million in a 27,000-square-foot powder coating facility offering eco-friendly, AAMA 2605-certified finishes. As of 2025, this powder coating facility is officially home to one of the largest batch oven setups in the United States.

These powder coated finishes provide superior durability and a cleaner, safer alternative to traditional solvent-based liquid coatings. This environmental awareness extends to the company’s preference for doing bus1iness with LEED-certified vendors and stocking recycled metal whenever possible.

In Burns, Tennessee, JWM’s facility is within easy reach of the company’s fabrication facility, and with the ability to operate three shifts on a seven-day work week, the company has the capacity to scale and meet all customer needs. This dedicated powder coating operation is fully integrated with JWM’s fabrication workflow, allowing clients to benefit from reduced handoffs, streamlined timelines, and a seamless, one-stop manufacturing process.

Employing cutting-edge technology that affords impressive custom fabrication, the company’s line of equipment includes a Trumpf 7000, sophisticated Trumpf punches, robotic welding capabilities, seven Trumpf press brakes, CNC routing tables, Trumpf flat and tube lasers, and much more, enabling the company to excel in terms of complex geometry, custom fabrication, speed, scale, precision.

JWM’s commitment to precision begins in its processing division, which achieved ISO 9001:2015 certification in 2019. This rigorous quality management system ensures that high-volume industrial services, such as rolling, leveling, and contract manufacturing of metal components, are executed to meet the most demanding industrial tolerances.

While processing provides the technical foundation, the architectural division focuses on specialized solutions, most notably custom parking garage screens. As bespoke metal façades become the new standard of modern architecture, JWM utilizes fabrication-led design assist to bridge the gap between aesthetic trends and structural realities. This approach allows the team to translate complex, geometric designs and images into high-performance perforated systems.

Turning these ambitious designs into reality requires a team that thrives on technical challenges. “What I really love about this team is that it’s driven by problem solvers,” says Ball. When JWM partners early in the project engineering, its design assist services consistently optimize material usage, create innovative custom panel systems, and streamline construction deadlines.

The team’s problem-solving capabilities are rigorously validated in private laboratories for challenging applications such as ensuring compliance with the stringent building codes of Florida and other hurricane-prone regions. Such high standards of execution have earned JWM the distinction of being one of only three approved American installers of advanced German Metawell® panel systems. This expertise extends across the company’s entire architectural portfolio—from design-assist and fabrication to final installation—and encompasses everything from ACM and perforated panels to sunshades and louvers.

80 years of resilience, innovation, and family
Founded by John W. McDougall in 1938, JWM has a proud history of being adaptable and resilient—and of working on some considerable projects. It was first established as a manufacturers’ representative agency before evolving into precision metal fabrication work. In the 1940s, during World War II, the firm pivoted toward heavy production and sheet metal work, notably providing 1,000 tons of ductwork for the Manhattan Project, the most stringently secret program of WWII and source of the first atomic bomb.

In a rather different vein, 1982 saw the company’s completion of Spaceship Earth, Disney World’s Epcot Park’s marquee attraction. JWM also worked on Disney’s Monorail and Contemporary Hotel, employing aluminum composite.

In 2001, Alec McDougall, the third generation, took over day-to-day operations of the company, continuing to strengthen JWM’s legacy by navigating modern challenges and supporting its further growth. Notable projects during this era include the FedEx Forum in Memphis and the KFC Yum! Center in Louisville, each showcasing JWM’s evolving expertise.

And today, the company is proud to have on the team the fourth generation, Project Manager, Wylie McDougall, great-grandson of the founder, who will soon be joined by his brother, Roger, in learning the family business.

Employees—the best recruiters
To be sure, the family atmosphere extends beyond the McDougalls themselves; JWM works hard to create a culture in which all its people come to work with a sense of belonging. Building an enduring company means genuinely looking after its people, holding them accountable, and empowering them in the process, Ball explains. “When you don’t have a clear standard, and you don’t have transparency, holding people accountable becomes difficult,” he says. Setting the standard, together with ensuring that people have the opportunity to advance in their positions, fosters a hardworking, dedicated team of can-do people.

Indeed, management’s commitment to building a healthy work environment is paying off in the best way possible. By training staff in the finer details of recruitment, they are now taking up the task of finding the best cultural fits for the growing company. To achieve this, thought-leading training is provided by WELL BUILT Consulting of Baltimore, and is proving to be just the staffing solution the company had been hoping for. “They offer training on how happy employees can recruit just from being open in the marketplace. We’re always looking for good people,” Ball says.

Finding these good people means looking beyond stereotypes and collaborating with organizations like Nashville Rescue Mission, a life recovery program that helps people who have fallen on hard times and need help getting back on their feet.

“I’m proud of the growth and grit our team shows every day. I see team members pushing themselves and growing in every corner of the company,” Ball says. “The talent we have within this team is real, and as we stay focused on our goals and executing our vision, there really is no limit to what we can achieve.”

Prestige projects
This is evident in the range of prestigious projects and ongoing work seen in the company’s portfolio: the Medical College of Wisconsin’s Hub for Collaborative Medicine, completed in 2018, was a partnership with Flad Architects which saw the JWM team complete the exterior façade of an eight-story, 310,000-square-foot building that accommodates more than 1,400 physicians, nurse practitioners, researchers, and healthcare staff in a dedicated, central workplace. For this project, JWM provided 75,000 square feet of 4mm Aluminum Composite Material (ACM) panels, utilizing a coil-coated anodic clear finish to create a sleek and modern aesthetic.

The company has also been contributing to the ongoing modernization and expansion of Nashville International Airport (BNA), a landmark in the city’s southeastern corridor. JWM’s work here has comprised fabrication and installation across approximately 608,000 square feet, incorporating a variety of systems, including ACM 600 Series panels, perforated metal panels, Genesis system, insulated metal panels, ACM and stainless-steel column covers, limestone panels, and terracotta. This work has been in support of BNA Vision, the airport’s initial $1.4 billion renovation phase, which added a new international arrivals facility, a satellite concourse, and enhanced parking structures. With the airport moving into another billion-dollar initiative, the New Horizon phase, JWM’s focus “remains on quality and precision as we assist in transforming Concourse A, expanding gates in Concourse D, and advancing infrastructure upgrades,” says the firm.

And for the Google New Albany Data Center in New Albany, Ohio, completed in 2023, JWM provided both fabrication and installation services, utilizing its 600 Series Dry (Reveal) system. The company’s aluminum and phenolic panel installation delivered durability and precision, enhancing the center’s functionality and robust design, with work that included approximately 1,089 aluminum plate and phenolic panels, covering a total of 30,433 net square feet. The installation supports the data center’s rigorous operational and security environment, which allows this data center to operate under certifications including FedRAMP, HIPAA, and ISO 27001.

In fact, data centers remain a large source of work, with JWM fabricating and assembling fan bases as large as 30’ x 10’. To support data-center cooling systems, the company fabricates 24 massive floor and ceiling base units each week, each measuring 14’ x 13’, in addition to six 37’ x 11’ floor and ceiling bases and eight 10’ industrial radiator fan bases. Due to noise and aesthetic concerns for neighbors, JWM is also developing comprehensive acoustic solutions for these data centers in the form of visually appealing, noise-reducing louvers.

Eyes on the future
Certainly, the company’s breadth of expertise has led to its success in a wide range of fields. This is a company unafraid to take on the big projects, the showpieces that stand out from the pack. But while JWM has seen continued record growth over the past few years, as a longstanding family firm, balancing technical skill with family values remains of primary importance. At the end of the day, it is the continued evolution of the company’s culture that truly drives its performance and growth.

As John W. McDougall Co., Inc. looks ahead, its sights are firmly set on expansion, innovation, and leadership within the architectural metals and advanced fabrication space. The company’s continued investments in technology, vertically integrated capabilities, and scalable production position it to meet the varied demands of complex architectural projects nationwide. Underpinned by a strong foundation of nearly eight decades of experience—yet never afraid to evolve with the times—JWM is not simply responding to market growth; it is helping shape how America’s most visible and mission-critical structures are built, how they perform, and how they endure.

We look forward to seeing where the next 80 years take this dynamic and enduring company.

The post So Many Ways to Help America Look Its Best<p class="company">John W. McDougall Co., Inc.</p> appeared first on Manufacturing In Focus.

Appropriately located in Quarryville, Pennsylvania, four decades in the industry has cemented SSI’s belief in doing things right the first time, establishing itself as a trusted voice in the field. Vice President Scott Gartzke is confident in the company’s new product, performance, and the game-changing capabilities it provides customers with. “We have an established track record and reputation for providing high-quality and customized solutions in the aggregate industry,” he says of the new product, a machine the company sees as important to the industry to improve product quality and significantly reduce maintenance.

SSI’s application of this machine is not only beneficial to reduce environmental impact, but also for companies’ operational and mining efficiencies. Higher water consumption increases the need for bigger and more settling ponds for slurry and post-operational water treatment processes to enable recirculation within the parameters of the Clean Water Act (CWA), administered by the Environmental Protection Agency (EPA) through the National Pollutant Discharge Elimination System (NPDES). These ponds also take up an enormous amount of space that could be used for mining. In addition, settling ponds are notorious for demanding continuous maintenance and call for high capital investment in heavy equipment, human resources, time, and effort.

The new system is, therefore, about to disrupt an industry ripe for modernization. Gartzke designed the Mule Screen system himself, noting that it is unique in the market. “We consider this to be the first vibratory machine that’s designed with rinsing aggregates as its primary focus while doubling as a fine material wash screen,” he explains. What sets the machine apart is a revolutionary overhead drive mechanism that runs three 900 RPM vibratory motors. As this eliminates the need for v-belts (flexible power transmission belts) that come with motor bases needing regular upkeep, maintenance is comparatively minimal, with zero oil changes.

Its operation is surprisingly straightforward. While two overhead motors spin toward one another, creating a linear motion, a third produces circular motion. The intersection of these two motions results in a thin elliptical motion that controls travel rate and bed depth for improved washing and rinsing action while minimizing the need for maintenance. With multiple sizes and deck configurations having the capacity to process 300 to 350 tons of stone per hour, the Mule Screen is an adequate size for industrial aggregate processing operations.

With the company maintaining a healthy stock of motors, these are easily replaceable, and older machines can be rebuilt—fine selling points and music to large operators’ ears. “Since you only need a crane and a wrench to unbolt them, anybody can unbolt and fit a new motor as opposed to traditional vibratory screens that mostly use eccentric shafts in an oil bath through bearings, which you have to be able to change,” Gartzke adds. This, of course, means less downtime as the usual lengthy bane of remachining housings is also brought to a timely end with this system.

The machine was also designed to integrate seamlessly into the SSI layout framework for design and setting up aggregate plants. As its system typically favors dry-sizing material first before rinsing, as opposed to doing it the other way around, it saves breathtaking volumes of water from being wasted. And, because rinsing consumes one and a half to three gallons of water per minute and washing takes five gallons per minute, the savings are notable. “We feel that we get more accurate gradation control utilizing dry sizing and then reduce water consumption by utilizing rinsing on sized aggregates,” Gartzke explains.

Stone is not the company’s only forte, however. The company has also built large sand-processing plants that require modular screen towers that it engineered and fabricated. Then there is of course the creative aspect of the business—one that Gartzke enjoys immensely and contributes to prolifically. To this end, technology-wise, the company invests in the best software to support its research and development, engineering, and the design work which underpins its fabrication. This level of attention to detail is part of its heritage.

In operation since 1987, the company was started by Scott Gartzke’s father, Craig Gartzke, and his partner, Rick Welch. Today, their sons run the company. Together, Scott Gartzke and his partner Joel Welch are proud to follow in their fathers’ footsteps. Gartzke remembers his father spending hours at his drawing board in their basement, designing new systems and finding ways of bringing them to life as he and Rick continued expanding the business, envisioning what it would one day become.

With the two founders now retired, the second generation of leaders has been at the helm of the company for the past seven years, to great success. As the grandson of a salesman in the industry following WWII, Gartzke is proud of the 75-plus years of combined expertise the families bring to the company. Performing like a small family itself, the team is comfortable and happy to work shoulder to shoulder. As a low-overhead business, the company’s frugality has translated into job security for the people who are its backbone. Genuinely caring about them means the company is also passionate about keeping its people safe in potentially hazardous jobs. “We want everybody to be safe in the process of doing a good job. It’s a dangerous industry and a dangerous job,” Gartzke says.

Following nearly 40 years of building the company into a stalwart in the aggregate industry, the team of 45 is as engaged as one could ever wish a team to be, committed to the company’s longevity and growing its customer base alongside its reputation. “Everybody is on board with providing a unique and quality product because what we do is exciting. Our people are all skilled,” Gartzke says of the talented engineers and fabricators who take pride in developing premium systems for customers.

For large static aggregate plants looking to purchase the new machine, the typical lead time is 20 weeks, or slightly less in pressing situations. Gartzke is confident in the company’s ability to meet high demand worldwide. “We have no problem working on a national scale and potentially even on a global scale if we have customers in other areas,” he says. Moving ahead, the firm is considering an expansion of its fabrication facility to accommodate its growing clientele. As nearly all its business comes through repeat customers and recommendations, consistency is key. With these customers spending impressive sums for the best crushing plants around, living up to its reputation for excellence is central to the company’s continued success.

By driving its own efficiency, SSI’s commitment to improving and optimizing its customers’ efficiency is a natural response to maintaining its position within the industry. As a result, the company’s quality continues to lead the way, alongside its innovation. “Everything else comes secondary to quality,” Gartzke says. “We’re always loyal to our word.”

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Since making the decision to set down roots, this chip management giant has further cemented its reputation for premium engineering, reliability, and precision, while also gaining new customers at an impressive pace. As part of its logistics and processing portfolio, the company also offers advanced automation solutions. These include automated assembly lines, as well as transport robots (AGVs) designed to move products efficiently throughout the production environment.

Here to stay
Now, after riding out a few seasons of economic fluctuations, the company is here to stay. To mark the decision, it welcomed existing and prospective customers to the opening of its smart new 30,000-square-foot headquarters at 5131 Apple Creek Parkway in Dallas, North Carolina, toward the end of last year.

Offering 26,000 square feet of manufacturing space, this state-of-the-art facility houses all the functionality the company needs to significantly expand its presence across the continent over the next decade or so. The new facility is complete with a fully equipped pump testing and repair division, KNOLL has become the go-to for high-performance chip management operations in need of equipment that works the first time and works for the long term.

“We have a new test system where we can make sure everything is functioning to the highest standard before we ship it to the customer,” says Justin Viner, Director of Sales.

A game changer
The team has been busy innovating. Its recently introduced solution is a high-pressure booster trolley, custom-developed for a U.S.-based, German OEM. The machine promises to be a game changer, especially for tooling operations. This technology enables smoother tooling operations by improving chip evacuation, cycle times, and output, helping end users significantly increase revenue.

Another solution is based on a range of filtration options, what the company refers to as a bypass solution. The concept is deceptively simple in its brilliance. Traditional filters typically allow a certain percentage of fine particles to pass through filters, forming sludge that potentially reenters machining centers, causing issues like tool guide damage and tool blockages due to contaminated oil or coolant. To prevent this, end users are typically forced to manually drain such systems annually—sometimes even more often.

To remove this common pain point, one of the solutions cleans coolant through a centrifuge before returning it to the system—all without losing functional uptime. “As a result, there is no production downtime, no manual stop, no manual cleaning, and we increase the quality of the oil or coolant in the clean tanks, which improves machining quality,” explains Lothar Burger, Chief Executive Officer.

Next-generation offerings
Another exciting arrival is the Click.it, a new device set to revolutionize time management in fabrication and storage facilities with fantastic potential for other industries as well.

Click.it provides a digital-human interface designed with a set of buttons, each of which is programmed to communicate an individual instruction or request to a specific source via phone call, text, or email, for the ordering of everything from parts at workstations to the office supplies. As a scalable system that can have as many units as needed for an organization, the next-generation Click.it saves time, improves workflows, eases communication, and ultimately boosts productivity and bottom lines.

The system can also be integrated into enterprise resource planning to generate routine instructions, making waste removal, bulk material ordering, and a host of other functions a cinch. “Every time you click the button, it saves valuable time that would have been verbal communication and a possible walk. Over a year, that’s a lot of time,” says Viner.

The company’s purchasing options are equally convenient. With certain equipment, it has lease and rent-to-buy options making the cost of ownership easy to manage, KNOLL America has all bases covered for prospective buyers. “Most people who rent just buy it once they see the positive performance,” Burger shares. As KNOLL prides itself on always doing better, it is already developing the product further, adding predictive AI messaging.

KNOLL America is committed to advancing production, service, and customer support through innovative digital solutions. “We are actively investing in technologies that make our equipment smarter, more connected, and more autonomous. As part of this initiative, we are exploring the development of a dedicated KNOLL AI Assistant designed to support both employees and customers. This assistant will enhance interactions with our products, simplify troubleshooting, and provide real-time guidance across our equipment portfolio.”

Together, these efforts mark a significant step toward a smarter, more efficient, and user‑centric future for KNOLL America.

“AI has its pros and cons, but we’re working on the pros, which can make life easier and give us easy access to information,” Burger explains. He also notes that by harnessing this new technology, the company will greatly enhance its communication strategy internally and externally.

Going for growth
Looking at its development as a business, KNOLL America’s continued customer-focused approach through its marketing and sales teams is reaping the desired rewards. And with efforts invested in getting its name—and its offerings—out into the world, growth has been inevitable. “We have a stronger online presence,” says Andrea Guzman, International Relations and Marketing, noting that KNOLL’s regular participation at the International Manufacturing Trade Show has also brought new opportunities.

Since its inception, the company’s culture has evolved significantly. “With the new team and the changes we’ve implemented, we have a completely different culture within the company now—one that is far more customer-focused,” Burger says.

As part of this overhaul, KNOLL America now maintains a significantly larger parts inventory now that it has expanded storage capacity. “When the customer keeps their experts on the machine side and uses our expertise on the chip management side, they get the best of both worlds,” Burger continues.

Apprenticing for the future
KNOLL America’s apprenticeship program focuses on personalized training while preserving intergenerational knowledge.

KNOLL’s most recent candidate graduated in 2025 following an IT apprenticeship. In this case, the three-year training program has resulted in her appointment as the company’s IT support technician. The company’s next apprentice will be enrolled this year. Collaborating with Gaston College means that other employees can also improve their skills part-time, while the company uses the college as an extension of its educational facilities for training in crane safety, OSHA, basic electronics, and other standard courses.

While the two-and-a-half to three-year apprenticeship program may seem foreign in an American context, generations of German skilled workers have successfully trained this way, demonstrating its effectiveness. Students complete 1,600 hours of part-time community college coursework in trade theory, combined with hands-on practical training during the rest of the workweek. “You become book smart while you learn with your hands. Early on, you become an expert in the products the company makes,” Burger says.

Upon completing 8,000 hours of combined classroom and hands-on training, apprentices graduate as entry-level professionals. The program covers tuition, and apprentices earn a salary with full benefits, including 401(k) and health coverage, while they learn.

The company’s expectation of the apprentice is to be committed and exceptional at what they do. “Our goal is to ensure apprentices reach their full potential,” Burger explains. “We provide the best training to cultivate the best professionals.”

Building stability
This approach allows young professionals to immerse themselves in the company’s culture while gaining a solid understanding of its systems and operational standards. Over time, they develop expertise in specialized areas and learn to navigate the unique demands of each customer, helping the company remain agile and responsive in a dynamic market.

By supporting employee growth and higher education, KNOLL has maintained an exceptionally stable workforce at its European branches for over four decades, with many employees’ children choosing to follow in their parents’ footsteps.

“In America, the culture often revolves around ‘hire and fire,’” Burger explains. “That’s not our approach—we invest in the people we develop rather than making decisions solely for shareholder value.” As a family-owned company, this philosophy has helped KNOLL remain stable during economic challenges, supported by a loyal, long-term workforce that maintains continuity and operational steadiness.

Developing a resilient and skilled workforce is critical as KNOLL expands its capacity to serve the growing North American market. Burger is encouraged that the industry’s gradual adoption of this apprenticeship model could lead to broader improvements in operational standards.

Caring for its people
KNOLL’s commitment to its staff extends beyond job security and competitive compensation. The company allows a day for community volunteering, and its diverse team—drawn from multiple states and countries—fosters an open, collaborative culture that emphasizes healthy workplace relationships. “We often discuss how easy it is to speak to management. You can be yourself—your authentic self. It makes communication much easier,” says Guzman.

“What we are building now is for the future. We are looking at the next 40 years,” Burger emphasizes. By ensuring that the company understands what the market wants, it can focus on investing in further education and training to ensure that everyone stays at the top of their game as volumes and demand increase.

Burger emphasizes that in a rapidly evolving market, staying agile must remain central to the company’s strategy. “Complacency is not an option,” he says. “We strive to remain at the forefront and constantly monitor performance to ensure we meet our clients’ needs.”

With its clear focus on local markets and industry-leading solutions, KNOLL America is here to stay.

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