Once used as a staple to help quench the thirst of the hordes of Egyptian slaves responsible for erecting the breathtaking structures of its ancient empires, a more sophisticated iteration of old-fashioned fermentation is now being leveraged in response to global food poverty.

So what is precision fermentation, and how are nutrients derived from it? What was once science fiction has now become reality. Today, yeasts double as “factories,” loaded with animal genes while feeding on water and sugar to produce animal-identical proteins, before the yeast and water medium is removed to render commercially viable animal-free protein.

Fermentation is the process responsible for making bread rise, cheese form, and wine and other fermented foods and beverages take shape. There are also fermented Asian soya products like tempeh and natto. Ultimately, proteins, among other organic compounds, result from the metabolic process by which yeast or bacteria convert sugar into carbon dioxide and alcohol during fermentation.

Precision yeast fermentation is a significantly more complex process than that of the wild yeasts found in heritage winemaking, for instance. Historically, fermentation has always been difficult to control, presenting food producers with a challenge. This unpredictability made it necessary for those using fermentation to create food to master the process in order to achieve the highest possible quality.

Now, however, scientists have found ways to precision-engineer fermentation, transforming single-cell organisms into micro-production facilities that replicate the nutritional value of foods containing both plant and animal protein. The rationale? To feed growing populations while reducing dependence on naturally cultivated plant food and animal slaughter as sources of protein and other nutrients, by simulating bioidentical food substitutes in laboratories. By programming target molecules to replicate those found in egg or dairy proteins, the goal is to manufacture what are currently considered premium “ingredients” in controlled environments at scale.

However, transitioning food manufacturing of this kind from the controlled environs of laboratories to fabrication facilities is proving complex. Several factors challenge the transition from concept to scalable reality, including the tremendously high costs that rarely translate well from pharma to biotech food fabrication. According to experts, these are linked to facility and process sterilization; water purity; expensive downstream processes like purification, separation, drying and concentration; and product functionality, all while navigating food safety infrastructure requirements and other costs.

As a result, reports indicate the need for fabrication systems built on consistency and repeatability across large volumes over long periods of time. These challenges have not been sufficient to dishearten some of the continent’s leading pioneers in the industry, however.

According to MarketsandMarkets, 2025 saw the North American precision fermentation ingredients market reach over $2.1 billion, forecasted to climb by close to 50 percent annually to an estimated $15 billion by 2030. This is ascribed to the region’s early adoption of biotechnology and animal-free protein alternatives. Reports also note that efficient regulatory processes support market growth. The United States currently holds 80 percent of this market, with Canada’s biotech industry showing rapid growth, supported by research projects and government grants for research and development in the field. With Mexico offering reduced overheads, its market is also growing at a healthy pace.

Some alternative protein creators driving growth in the United States’ sector include Geltor. Based in San Leandro, California, it is famed for “optimizing” amino acid sequences from nature by employing Biodesigner AI. There is also MYCO Technology in Aurora, Colorado, a food innovator whose products are based on fungi. Another local changemaker is Change Foods, committed to removing cows from the dairy equation through single-cell yeast fermentation.

Further afield, a manifesto by Food Manufacturing Technologies Europe (FMTE) notes that crucial processes like waste reduction, recycling, and reusing water, alongside decarbonizing technologies, all contribute to curbing the environmental impact and long-term costs of precision fermentation. Its direct goals are to create a manufacturing environment of possibility where digital ecosystems are encouraged, infrastructure is well-funded, and regulations are efficiently managed to enable the industry’s positive growth.

Moreover, FMTE advocates and supports the development of what it calls “novel foods,” while driving the availability of such food sources by scaling up economic contributions. It also supports cross-discipline collaborations in a bid to create a healthy future food economy for Europe.

FMTE’s current forecast for 2030 predicts the food fabrication technologies industry will reach an estimated value of around $120 billion. This is based on past figures showing rapid growth, from over $13 billion in 1997 to more than $30 billion just three years ago. Moreover, the European industry is poised to provide around 100,000 jobs in the near future.

Asia is also an active part of the market. According to the Korea Advanced Institute of Science and Technology (KAIST), in an article published in Phys.org in August of this year, successful growth for industrial-scale microbial food fabrication relies on operators’ ability to integrate fabrication platforms into cohesive systems. These must function across entire life cycles, from product development and strain development to industrial production, quality control, and beyond. With research showing that environmental benefits alone are not enough to drive product adoption, developers have their work cut out to create fabricated food that also appeals to the senses.

While creating alternatives that people actually want to eat is a current challenge, investor spending appears to be dictated by speed to market and how easily the outcomes of regulatory approval procedures can be forecast. These are not the only curveballs, however.

Considering its potential impact on the human body, the debate surrounding the economics and ethics of laboratory-developed food has become one of the most pressing conversations of our time. In all fairness, this is a far larger topic than can be done justice to in a brief article such as this, and it is worth noting the sober opposition of thought leaders such as Dr. Vandana Shiva, an environmental activist and food sovereignty advocate who trained in physics at the University of Punjab and earned her PhD from the University of Western Ontario with her dissertation, ‘Hidden Variables and Locality in Quantum Theory.’

Dr. Shiva maintains that lab-grown food contributes to, rather than alleviates, ecological crises. “We must therefore work actively to renew and regenerate the Planet by participating in ecological processes of reciprocity and restoring biodiversity,” she writes on Navdanya International. “For this to happen, the act of eating must once again become an ecological act, so that the false solutions proposed by the advocates of artificial food, which do nothing to counter the profit-driven agri-food industry, do not create further crises.”

Whether one is for or against lab-grown protein, one aspect that cannot be ignored is the alleviation of animal suffering this biotechnology promises. Only time will tell the true long-term effects of bioidentical artificial foods on the minds and bodies of humans, however.

The post Brewing the Future of Protein<p class="company">How Precision Fermentation is Redefining Animal-free Food</p> appeared first on Manufacturing In Focus.

With the support of its parent company ISGEC—a multi-billion-dollar publicly traded corporation based in India—Eagle Press & Equipment has access to impressive research and development and artificial intelligence resources. “Some of the most brilliant people I have ever spoken to are part of that company,” says Ken Polewski, Sales Manager and professional engineer.

While Eagle Press & Equipment primarily serves the automotive industry with fine mechanical press technology, it is fast becoming increasingly popular with appliance, energy, and solar technology, as well as with defence manufacturers for the fine accuracy of its heavy-capacity hydraulic presses.

To maintain premium quality, the company ensures that its staff is well vetted before being appointed. A firm grasp of technical complexity and an aptitude for engineering are preferred in most hires as creating solutions here requires thinking like an engineer. This has led to the entirety of the sales and operational teams being mechanical engineers. The total team of about 70 is composed of machinists, assembly personnel, technicians, project managers, controls and mechanical engineers, an accounting team, and a sales department, all supported by an executive management team.

Operating from a 150,000-square-foot, state-of-the-art facility in Oldcastle, Ontario, Eagle Press & Equipment boasts ample assembly space and a fleet of equipment that includes CNC lathes and boring mills, four large horizontal boring mills, an assembly pit that can accommodate presses exceeding 40 feet in height coupled with more than 300,000 pounds of crane capacity, and much more. The company also offers a full-service facility next door to its main facility and a smaller welding outfit that takes care of smaller components.

As a proud member of the Professional Engineers of Ontario (PEO), The American Society of Mechanical Engineers (ASME), the Precision Metal Forming Association, the Canadian Tooling & Machining Association (CTMA), and other industry representatives, Eagle Press and Equipment is a key stakeholder in the Canadian mechanical engineering industry, helping to uphold its strict codes of conduct and standards in every project. The firm is also passionate about supporting and developing its local economy through its industrial endeavours.

The company’s commitment to quality and innovation has led to a number of successful projects, such as the recent commissioning of a turnkey Eagle press with a coil feed line and a press feed system at a Tier 1 automotive supplier’s Canadian facility. One of its winning products is a servo hemming press developed in collaboration with an automation group in Windsor, and this partnership has built around 40 such presses for Ford facilities in the United States and Canada. These machines are used to hem doors and other closure components for Ford’s F150, Mustang, and other models. Servo motors power the hemming press, joining the edges of two sheet metal panels by folding and compressing them into permanent bonds.

Another servo-based press features a microinch system in its mechanical trial press, a testing drivetrain used to test customers’ tools. The unit enables accurate contact between lower and upper tooling surfaces. This is coupled with a 400-tonne capacity pneumatic cushion, which supports accurate contact between the lower and upper die. “We have some cool tech built into it,” Polewski says.

Founded in 1959 by Ted Polewski Sr., the company was later managed by his sons and now by the third generation. Impressively, many longstanding members of the team are still on board, driving success through generational knowledge of press manufacturing and mechanical engineering that would be difficult to match without their expertise. Newer arrivals typically enjoy the opportunity to learn, and Eagle Press provides significant opportunities for professional development and training.

Polewski makes it clear that the company’s suppliers are just as crucial to its success, with a carefully selected group of trusted suppliers stretching from Toronto to Windsor providing Eagle Press & Equipment with the finest in hydraulics, gear machining and design, welding supplies, and more. “It’s the wealth of knowledge and expertise built over almost 70 years and our core supply base that has helped us build Eagle,” he adds.

Having its products vetted and analyzed by third-party engineers outside of the organization, the company is confident in the uncontested quality of its work. “I would consider our team as the best people in the world for machining and designing presses,” Polewski says, adding that the third-party engineers “have been blown away. Our quality comes out of years and years of experimentation, trial and error, learning, failing, recovering, and redesigning. We are at a point right now where we feel we have an unmatched product.”

Of course, the company is supported by rigorous quality management systems that span the full range of design, fabrication, and testing processes. “Over the years, we have developed very strict fabrication and welding testing and qualification procedures. We have also developed an in-house inspection and testing plan,” says Polewski.

The quality of Eagle Press’s steel is regulated as per the official ASTM International standards, which means that its materials, typically a minimum of A36 steel sheeting, are chemically and structurally sound and can be traced back to their exact location and date of manufacture, providing its customers with confidence in its base materials. This requires meticulous recordkeeping and full accountability. Moreover, the company’s welding is also guaranteed to be performed by Canadian-certified professionals in the field. The quality of its welding processes is verified by third-party, Canadian-certified, Level-3 welding inspectors according to CSA W59 standards—Canada’s strictest national standard for structural steel work in metal fabrication for sheeting exceeding 3mm in metal arc welding on dynamically loaded structures.

Equally rigorous testing and quality protocols pertain to design, press start-up machining, and assembly. As part of this, a press is run for 30,000 cycles to ensure absolute functionality over multiple days, and Polewski is particularly gratified by these rigorous testing protocols. “We push it to its limits to make sure that it is going to function on the customer’s floor,” he tells us.

Amidst its many accomplishments, the company continues to cultivate a reputation for providing top-notch training for both customers and employees. To this end, it regularly welcomes engineering students from Ontario’s University of Windsor, not only providing fresh professionals with hands-on experience but also introducing potential new employees to Eagle Press’s systems. The approach has been successful, with at least two such engineers having served the company for around six years.

Polewski makes clear that when it comes to achieving its goals, the company is and will remain centred on delivering customer satisfaction on every project, and so it goes to great lengths to ensure that it maintains and increases its capacity. To achieve this, Eagle Press has procured all the property around its facility with the goal of doubling capacity. It is also building larger teams in its service, assembly, hydraulics engineering, and controls engineering departments.

Customers benefit from these improvements in marked ways. With a dedicated press service team and network in place, help is only ever a phone call or a message away. “Press expertise and press technicians are few and far between now. I believe we have some of the best in the world here,” Polewski says. Beyond these in-house professionals, the company has established strong relationships with other industry professionals across the continent.

“We’ve developed a good network of people that we believe are qualified enough to go and service on behalf of Eagle Press,” he continues. This means that, no matter where in North America a customer’s press is located, a trusted service provider is always ready to assist in any needed physical maintenance or repair. Moreover, predictive maintenance technology allows the company to monitor press functionality remotely, within customers’ security limitations.

“The customer is the only reason we exist,” Polewski says. “In everybody’s minds here, the customer is always right. That’s rule number one. Rule number two? The customer is always right. That’s it.”

Thanks to Eagle Press & Equipment’s size, ability to respond to customer needs with individualized care, attention to detail, and premium machinery, its high-end offering holds its own against even the largest competitors in the market. “We want to be known as the best press builder in the world,” says Polewski, and attaining that honour appears close at hand. While it grows from building 12 to 15 presses annually to building 20 to 25 presses annually, Eagle Press & Equipment is fast on its way to becoming known as the best in its field.

The post Unmatched Quality<p class="company">Eagle Press & Equipment</p> appeared first on Manufacturing In Focus.

This contouring head is integrated into the machine, allowing both turning and milling to be completed in the same setup. The new contouring head basically inverts the lathe by holding the part being turned stationary while the tool moves around it, machining contours, grooves, threads, tapers, and other fine details into components as heavy as 2,425 pounds.

Project Manager Tyler deMontigny is understandably excited about the machine’s next-generation capabilities. “You use a simple M-code, and it activates the facing head [in about 10 seconds]. It’s a lot more rigid and lasts a lot longer,” he says of the technology, which allows for greatly improved machining quality on oversized, typically difficult-to-balance parts.

Trevisan’s machines offer dual capabilities, typically featuring two spindles—the integrated contouring head for turning work and a milling spindle for rotational action on cutting tools. As a result, only one machine and one operator are needed instead of two, helping to reduce overhead, especially for larger companies, deMontigny points out. Favored for their power and rigidity, Trevisan’s machines are popular in the aerospace, oil and gas, and renewable energy spaces.

As optimum product performance and longevity drive engineering, investments in Trevisan machines ultimately become investments in and for the future. Founded in 1963 by visionary Girolamo Trevisan, the company would become an innovative, next-generation trendsetter and fabricator of machining equipment that became known across the globe in less than half a century. Today, Trevisan Macchine Utensili S.p.A. is about more than building precision custom equipment, however. Forged on close customer relationships and a talent for pleasing customers, its reach now spans around 100 countries, with over 2000 units operational in the field.

As the next generation of Trevisan’s trusty workhorse, the DS300, which is known to last two to three decades, the GT350 boasts significant improvements and flexibility. Featuring more compact engineering, the unit is now smaller and far easier to hook into automated systems like complete flexible manufacturing and robotics systems. And, by popular demand, Trevisan also added high-performance spindle taper systems used in CNC machines to add more flexibility and options of cutting tools for customers.

These feature Capto and HSK spindle tapers. Moreover, the GT350 boasts much-improved technical specifications. The rapid rates were improved by 250 percent, and revolutions per minute were increased by 50 percent thanks to cooling systems on the bearings and automatic lubrication. The machine envelope increased by 20 percent as previously wasted space was put to better use in the latest iteration. Additionally, because busy outfits find it tough to find downtime for maintenance, much of that is automated now.

“Some of that maintenance is done automatically now instead of manually,” deMontigny explains. “So the machines are higher quality and they last longer because people can’t forget to maintain them.”

Trevisan’s North American team and partner teams handle sales, service, and support across the United States and Canada. Originally founded in Italy, where its parent company and fabrication facilities still reside, Trevisan Machine Tool ascribes much of its American success to its partner, Tomel Machine Tool Services, which has handled core after-sales service aspects since 2001—even before Trevisan had established its sales footprint here.

“Our partnership with Tomel Machine Tool Services in the U.S. is extremely important because after-sales service is possibly the most important part of our ongoing partnership with our customers,” deMontigny continues.

As a family business welcoming its most recent generation, Trevisan is driven by relentless improvement that delivers exactly what customers require. The company’s powerful growth has built its presence in new industries both at home and abroad. Located in Suffield, Connecticut, the business has spent the past decade and a half putting itself at the forefront of innovation and fabrication in its field. The strategy has been successful, with longtime customers remaining loyal to the company for breaking the mold on modern engineering, its drive to innovate giving it a significant edge over the competition in terms of speed, sophistication, efficiency, and overall quality.

Listening to Dan Bucknam, Service Manager at Tomel Machine Tool Services, it quickly becomes clear why the companies are such good partners. “We take care of service from the time we first start talking to customers about the machine and the installation right through setup, installation, training, and servicing for the life of the machine,” he says. The company’s commitment to providing annual preventative maintenance programs also means there is lower demand for reactive maintenance during the year. Even so, the company remains on standby at all times, with expert staff able to assist callers by providing knowledgeable, real-time support. “The person answering the phone usually can help the customer with their problem,” Bucknam adds.

To this end, Trevisan also stocks an enormous inventory of spare parts in the United States, which means it can largely dispatch orders from local suppliers in the rare event that a component reaches the end of its life cycle, for instance. Tomel also communicates with customer machines remotely to further expedite the repair and servicing process. And that service is next-level; every technician passes training at the company’s head office in Italy before returning to serve the American and Canadian markets.

Engineered for unique performance advantages, Trevisan’s machines provide customers with the edge they need to outperform ordinary technology and as a result, the company is known for forward-thinking innovation that ushers in changes rather than following trends. “For over 60 years, we have challenged ourselves to innovate and build a machine that is unique and gives our customers an advantage in machining efficiency and overall product quality,” deMontigny says. As a result, machine longevity and performance make Trevisan an even easier sell.

To maintain its high level of generational knowledge, the firm is known for promoting team members from within. In this way, it allows its people to thrive, giving them what they need to grow personally and professionally by being respected contributors to its success. “Being a family company, we have a team that truly cares about the quality and integrity of the company and our reputation with our customers,” deMontigny says.

Looking to continue building its legacy on family values and strong relationships, the company is also slowly beginning to serve the construction, agriculture, and alternative energy markets with its outstanding machinery. deMontigny is clear about the company’s mission, which appears deceptively simple. “We’ll keep bringing that different mindset and different specialty machines to new industries, shaking things up.”

The post Machine Tooling the Future<p class="company">Trevisan Machine Tool</p> appeared first on Manufacturing In Focus.

Headquartered in Saint-Hyacinthe, Quebec since 1999, the company prides itself on adding value to its customers’ operations with practical solutions and well-considered, overall improvement strategies. This, of course, explains its impressive customer retention rate. Ben-Mor’s drive for speed and efficiency also provides its client partners with reliable, comprehensive services, further driving significant expansion of its Canadian presence over the past three decades.

Growing largely through acquisition has catapulted the business to more than 10 times its original revenue in the last 15 years. In the past year alone, Ben-Mor acquired three new companies without external funding, bringing its current number of locations in North America to 17. This is just one example of its outstanding fiscal sturdiness and purchasing prowess.

Now that the company has established and integrated its Canadian presence, complete with Canada’s highest-capacity test beds at its Winnipeg and Edmonton facilities, Ben-Mor is crossing the proverbial Rubicon by introducing its first U.S. facility, currently under construction in Indiana and planned to open in the fall of 2027. This state-of-the-art facility will feature a 1.2-million-pound test bed, significantly expanding Ben-Mor’s testing and certification capabilities. The Indiana operation will also provide the capacity to manufacture cable assemblies and lifting slings while maintaining a large inventory of products to ensure rapid delivery and exceptional service to customers across the United States. Its growth continues even now.

At Ben-Mor, every acquisition brings improvement, whether in logistics, distribution, technology, or engineering. Recent additions included this preliminary foray into the United States with the purchase of an international leader in custom cable assemblies and accessories, Fortune Rope and Metal, in 2023. The company came with locations in Jacksonville, Florida; Bristol, Rhode Island; and Bensenville, Illinois.

Other recent acquisitions include Faucher Industries, a 175-year-old Canadian transportation and industrial hardware supplier with a location in the United States of America and six locations throughout Canada. Faucher joined Ben-Mor last year. This year’s acquisitions include the power and hand tool distributor Boomerang Tools/Rouge Import from Boucherville, Quebec, as well as Titan Supply, a big name in Alberta for lifting, hauling, and excavation for the rigging industry.

Chief Executive Officer, Mélanie Frappier, is exceedingly positive about what each new addition brings to Ben-Mor’s overall capabilities. “Acquisition has become part of our DNA,” she says.

Born into the family business and starting work in the company as a youngster, this dynamic leader has served the company full-time for just over a decade and a half. Working her way up from quality assessment and administration to managing the sales team, her leadership position came into effect five years ago, alongside Louis Tétreault during the first phase of her father’s succession plan. The second part of this two-phase process will be announced soon.

Ben-Mor was founded by Mélanie’s father in 1992. Working as a sales representative for a firm that fabricated silo cable assemblies for the agricultural sector, Benoit Frappier decided to strike out on his own, working from his carport in Sainte-Marie-Madeleine, Quebec. With his wife’s support—and secure in the trust of a single supplier in Rhode Island who offered him an open credit limit, alongside the support of two or three loyal customers—Benoit started the company, initially fabricating cable for fitness equipment. Ben-Mor finally acquired this original supplier in 2022.

Today, Mélanie Frappier ascribes her father’s success to building and maintaining healthy relationships throughout his career. Ever committed to stability, the enterprising leader spent the first decade building strong foundations. Developing its product offering and garnering market share, the company mainly relied on organic growth during that time. Today, it boasts an integrated sales team and a head office as the central hub for its management and operational teams.

A custom, standardized enterprise resource planning (ERP) system ensures synergy across all Ben-Mor’s facilities and processes. One outcome of this investment is product consistency across all its facilities, and this enables Ben-Mor to fulfill large orders by leveraging its full fabrication power while remaining responsive to customer expectations and requirements. This creates a winning system—orders are completed faster while all teams actively contribute to customers’ success.

It is not only customers who benefit from this lateral approach to business, however. Deeply committed to investing in its people, Ben-Mor’s leadership is excited to staff its Indiana footprint with locals who are a cultural fit. “Yes, we have products. But everyone can sell chain slings. [For us] it’s about the quality, the service, and yes, the people, the culture, and the values we want to bring to the U.S.,” Frappier explains.

Maintaining unity among its teams across North America remains a key priority, and as part of this mission, leaders aim to visit their facilities regularly. Online gatherings further maintain synergy. Frappier describes her team as high achievers who do not overdo things but rather maintain a healthy work-life balance. “I like that we have that balance, but that we are still able to achieve great things together,” she adds. “Most of them are very ambitious. They see a solution to every challenge. They’re goal-oriented. I love them all. I could talk about them all day,” she laughs.

This genuine care is evident across the organization. With a number of female leaders, Frappier is proud of the fresh perspectives they contribute to the organization. Committed to the development of its nimble and adaptable team, Ben-Mor offers advancement from within while providing a human-centric work environment where people and their personal and professional advancement really matter.

While the company is now admittedly large, being privately held translates into expedited decision-making, and this makes for a highly motivated, results-driven team with a warm, personal touch. Frappier is full of praise for the team’s fine sense of organization and their agility that lends to operational efficiency. “The last acquisition we did in March. We… integrated this company in 90 days. It’s incredible,” she continues, highlighting the phenomenal speed the team works at. “We make decisions fast because we can. It’s our company,” she says with a smile.

While Frappier is open about Ben-Mor’s position as a premium supplier, she confirms that its long-term prosperity is vested in improving customers’ businesses and bottom lines through quality service and cost savings. “We partner with our customers to grow their businesses,” she says.

To this end, maintaining close customer relationships helps keep the Ben-Mor team in stride with every process and order throughout its lifecycle. With an IT team of 12, the company is in the process of upscaling its capabilities. As part of that mission, it is building an in-house AI system. “We’re continuously investing so that we automate our processes. It’s not necessarily always with AI, but if it is the best solution, then we invest in AI as well,” Frappier shares.

Ben-Mor’s next big goal is doubling its size over the next five years. Continuing to further cultivate a winning acquisition model, the company is set to perpetuate its North American expansions. Alongside this growth, it will advance its abilities to provide administrative and other support to each new outfit it integrates into its ranks.

For Frappier, a favourite aspect of this sustained growth will always remain the opportunities Ben-Mor provides its employees, and which in turn enable families to enjoy a good living. And so the company continues to build on Benoit Frappier’s fine legacy by maintaining his benchmarks, remarkable standards, and efficiency, all while providing customers with a range of cable technologies—from those used in the fitness industry to high-performance wire ropes designed for cranes and heavy-duty applications, and everything in between.

The post Rigged for Growth<p class="company">Ben-Mor</p> appeared first on Manufacturing In Focus.

As a modern, future-focused operation, Altro comprises three packaging-related companies as part of a single group of family businesses: Altro Labels, CanCorr, and Norlands Box Company. While the company is still relatively young, this works in its advantage as it embraces cutting-edge technologies, making this team faster and more nimble than many of its competitors.

Taking change in its stride, the global economic fluctuations of the past decade have served the group well. As the sudden rise in demand for paper packaging during the e-commerce boom in the pandemic years fueled tremendous growth, it became the company’s most lucrative period to date—one that contributed to long-term fiscal stability.

The team at Altro has always kept a close eye on its market, and with its early years providing sufficient opportunity to thoroughly study the pre-pandemic market, it quickly became clear that what was needed in the local area was corrugated paper packaging products and reliable supply chain processes. Requiring a significant investment, Altro Industries Inc. responded to the market gap with state-of-the-art corrugator equipment, establishing a sheet feeder facility that became CanCorr. CanCorr’s 100,000-square-foot facility was completed in 2022.

The new company went into operation with full velocity, bringing novel offerings to market, which garnered it the loyal following of many smaller companies needing smaller packaging batches. “In six months, we filled up one capacity. Now, we’re sitting at about 80 percent capacity at CanCorr, running in three shifts,” says Baha Naemi, Co-founder and Managing Partner.

But this was just the beginning. Based in Surrey, British Columbia, the Naemi family’s next outfit, Norlands Box Company, followed in quick succession. Complete with an in- and outbound sales team, this company turns CanCorr’s corrugated paper into boxes. It helped the group go from humble beginnings to employing more than 150 team members in a total of 300,000 square feet. In the process, the company’s team has truly become a family.

As a result, Naemi is open about the realities of needing trustworthy people. “The only reason we were able to grow was because of our employees and being able to identify similar-minded people who are looking at growth, especially in a country and in an industry that’s not known to be very aggressively growth-minded,” he says.

Thanks to this future-forward approach, Altro’s integrated team and strategic investments enabled the company to meet the paper packaging market at the right angle at the right time—when many large corporations in the industry lacked service delivery and diversity. In meeting this need, the group also changed the overall landscape of corrugated paper packaging in Canada for the better.

As the country is considered a comparatively small market on a global scale, super-sized North American paper mills traditionally divided the local geography. In the process, their Canadian clientele was roughly divided into East and West North America, requiring large orders to be considered for product and service partnerships with them.

Altro changed all that when it started serving regional box converters and independent Canadian businesses with paper packaging products in smaller quantities to suit their business demands, serving everyone from manufacturers to supermarkets. The success of the approach is evident in its output.

As an operator that runs only full trucks from its facilities, Altro dispatches around 50 containers of paper packaging in a given 24-hour cycle, supporting Canadian businesses all the way. “We utilize local distribution, and we try to use as many Canadian trades and Canadian partners as possible as well as a Canadian supply chain,” Naemi tells us.

While lucrative, this trade is not without its challenges. Paper mills are one of them. As a result of having no paper mill in Western Canada, Altro is pursuing the possibility of investing in such infrastructure once its operations are ready to handle the addition of another facility, either fully or partially.

Beyond the paper mill challenge, however, future markets look promising. With as many as 70 percent of the brands it supplies demanding fully recycled paper packaging, the industry is alive and well—a trend set to continue. Based on the well-managed balance Canada strikes between deforestation and reforestation, Naemi’s forecast is positive.

“Quite honestly, environmentally, [recycled paper packaging] makes more sense than plastics or anything else that they’re coming up with as alternatives to plastics, because wood is not going anywhere,” he confirms. It is this dynamic that made the industry a worthy investment opportunity for the Naemi family in the first place.

Looking at how the industry is unfolding and evolving today, this visionary leader sees artificial intelligence (AI) as a game changer for the corrugated paper packaging industry. His take on the fear of workforce replacement is perhaps best described as pragmatic. “If you’re worried about AI replacing you, then you have to be the one who is a proponent of AI in your own department, no matter what you do,” he says. “What that does is it gives you the knowledge base of what you can do to improve your own scope of activities,” he highlights, advising staff members to turn AI into a tool to enhance their performance rather than replace them. This strategy, he advises, creates an environment wherein a company’s leadership is unable to replace proactive individuals with technology.

As a result, such technologies are employed to improve overall efficiency by streamlining logistics, scheduling, machine learning, and other functions. To fine-tune its approach, the company is partnering with university departments to develop custom algorithms to refine its processes.

Naemi is a big proponent of family businesses—especially around midlife when maturity makes it easier to put things into perspective while improving people’s natural ability to lead. This appears to be a strategy leveraged by many successful businesses. “Not many people know that more than 50 percent of Fortune 500 companies are still family-controlled. And that means there’s huge potential in running a family business,” he says.

Naemi ascribes the success of family businesses to common goals, shared visions, and highly functional leadership processes that stand in stark contrast to those often found in standard corporate environments, where it is not uncommon for members to lose sight of their common goals. For him, running a firm alongside siblings means streamlined, integrated decision-making and better-controlled bottom lines. Both are considered imperative aspects of any successful manufacturing operation.

While the group continues exporting 50 percent of its products to the United States, recent geopolitical shifts have turned local market psychology toward renewed economic expansion. As a result, the corrugated paper industry has also shifted. Altro is proof that recently implemented tariffs have strengthened how Canadians view locally manufactured goods and services, and Naemi reports that this dynamic has brought entrepreneurs together in new ways to develop improved economic outcomes with a long-term vision.

Considering British Columbia and Alberta’s comparatively small economies, these leaders know that simply placing value on numbers is no good if their businesses are to remain in stride with the market. Therefore, the company considers the greater economic climate of its own ecosystem of companies in relation to their abilities and resources. The approach has allowed Altro to develop uncanny agility within its market, adapting at impressive speed to its customers’ needs and demands.

At Altro, the renewed growth mindset of the nation is further reflected and supported by its staff, many of whom are immigrants like its owners, who moved to Canada from Iran nearly three decades ago. Canada’s potential has always been a motivating force behind the family’s and the team’s aspirations to create a better future for all, and this sense of altruism appears to naturally attract employees who share a similar mindset. For that reason, the company supports its people in finding and securing good housing and schools, ensuring that the families connected to it are well established and cared for.

Moreover, team members receive generous incentives for pursuing personal growth and furthering their education. By ensuring that its employees, systems, and facilities perform at optimal efficiency and by removing the complexities and cost of American imports, Altro provides its Canadian partners with stability and predictability alongside top-quality corrugated paper packaging they can count on.

For the same reason, the group considers itself a respectful competitor to legitimate Canadian businesses in the same market. “We are very respectful of genuine businesses that are not owned by private equity firms in the market just making some quick money and passing it on to the next private equity,” Naemi points out. “Any business that is looking at building an actual long-term business in British Columbia, we are very cordial with,” he continues. The reason is simple: many of Altro’s competitors are also its customers, making for a genuinely amicable business environment where healthy competition and mutual support help create a vibrant trade environment.

Proud of what the company has achieved in a market where prices of everything from commodities to real estate are currently inflated, competition is rife, and human resources are sparse, Altro Industries Inc. is a shining example of what is possible when a company commits to long-term success with resilience and watertight economic contingency plans. Now, its strategy for continued success includes further growing its presence in the Western Canadian paper packaging sector to secure its future plans over the next two to three decades.

Maintaining its loyalty to local communities, the company aims to expand its presence, particularly in British Columbia and Alberta, while cultivating its market share in the United States. In the process, it is exploring possibilities in procuring the services of a local paper mill, either as part of its own portfolio or through partnership, as most of the paper pulp produced in Western Canada is still exported. In establishing its own operations, Altro’s goal would be to keep pulp in the country for its own use. As Naemi says, “That will give us assurance that the business can stay for a long time to come.”

The post Agility, Speed, Capability: Paper Packaging on the Move<p class="company">Altro</p> appeared first on Manufacturing In Focus.

The company’s products are popular for good reason. Inspired by Toyota’s lean manufacturing principles, which eliminate waste to optimize end-user benefit, Southland Trailers’ heavy industrial and livestock trailers run as far afield as Russia, Hawaii, and Australia, with dealers across Canada and the United States.

In an industry that is not necessarily known for being on the cutting edge, Southland Trailers is a thought leader known for pushing the limits of trailer engineering. Owners Jason, Ryan, and Scott Sailer are passionate about driving evolution and always being available to their team and customers. Scott Sailer is open about the company’s position on industry evolution. “The understanding of what a trailer is needs to change. We’re trying to change the perception of what a trailer should do,” he says.

What makes Southland’s products so special? The secret to its next-generation trailers is deceptively simple. By recognizing the waste of fuel and steel in outdated traditional trailers on the end-user’s side, the company’s engineering team has modernized its durable, high-performance trailer units in ways that competitors have been unable to match. Southland is therefore actively revolutionizing how people perceive trailers by building products that are significantly lighter than traditional trailers, yet every bit as strong and durable.

If it is not yet clear, Southland Trailers is by no means just another industrial fabricator. The company fulfils its mission with a refreshingly advanced approach to creative freedom, focus, and fun—a rare combination in a tough industry. While minimizing waste and the use of materials in its products, its design ethos relies on built-in strength and durability by maintaining high-level efficiency and non-negotiable quality.

One case in point is its engineered sill design, Southland’s most game-changing feature to date. “We’ve built, I believe, the best dump trailer in the market. We’ve had every competitor basically try to copy it. Most have failed because they didn’t copy it properly and didn’t do things properly,” says Scott Sailer, Director of Operations. And as expected, this next-generation innovation has been selling itself.

“The key is that this one can haul more, and you’re going to make more money with our [trailers]. You’re going to put more money in your pocket because you’re going to be pulling a lighter trailer, which is more fuel-efficient for you,” Sailer says of the efficiencies these trailers provide. And the benefits do not end there. “You’re going to be able to put more product into that trailer because it’s lighter, so you can put more onto the axles,” he adds.

The weight allowance on axles after the trailer weight is subtracted can limit transportation volumes when employing old-fashioned, heavy trailers. That means that Southland allows for larger haulage volumes and better earnings and returns on investment.

The company even takes its paint finishes seriously. In using liquid paint instead of powder coating, as it is easier to maintain and repair, electrostatic paint booths prevent waste by drawing paint directly onto the metal, without the tremendous waste typical of old-fashioned methods. These are just a few of the ways in which Southland Trailers is committed to delivering better quality and value in every way possible.

As the largest employer in Lethbridge, Alberta, Southland’s outstanding professionals have more to do with its success than most may realize. Growing from a team of 70 a decade ago to a team of 600 today is no small feat, and the company is continuing to hire. And, if it is no ordinary fabricator, it is certainly no ordinary workplace, either.

With an ownership team whose acute understanding of creativity allows for all employees to contribute, the company’s approach continues to reap astounding results that have secured its reputation for excellence for the long haul. As such, the team is proud of the millions of dollars it has invested in its local Alberta communities thanks to its success.

It also does its best to be environmentally responsible wherever possible, with sustainability efforts including recycling materials like plastic, cardboard, aluminum, and steel. “I do wish there were better programs within Canada to help recycle cardboard and plastics and better facilities to take it away,” Sailer shares. “There are definitely some roadblocks getting that material taken out of our facility once it’s all banded up, but we’re trying to do our part, that’s for sure.”

The company was founded by Sailer’s parents, Shelly and Monty, in 1980. Their three sons worked their way up from the bottom, changing brakes, working on axles, driving forklifts, and selling trailers. When the time eventually came for the next generation to take the business over, around 2008, the pair were initially concerned about the large changes the siblings started implementing. From improving production flows to changing the building’s layout, it took some serious courage on their part to give the youngsters the space they needed to take the company to the next level. Their patience and trust paid off in a big way.

As business goes, taking the company their parents built over many years to the next level was not without its challenges. But Jason, Ryan, and Scott persevered, growing their leadership skills alongside the company. Today, Southland Trailers has a work environment that is every bit as lively and positive as the Sailer brothers themselves.

They have created a high-energy spirit in their facility, complete with large sound systems and the team’s favourite music setting the pace. Always forward-thinking, the company has proven that a four-day work week can be every bit as beneficial to its bottom line as a five-day work week—if not more so—so its weekly fabrication schedule runs from Monday to Thursday from 6 a.m. to 4:30 p.m., with an occasional Friday as needed to wrap up large projects.

Other incentives abound, including on-site cafeterias and top-end health and wellness benefits. Social gatherings are also common, with people having the option to join the social club. Sometimes families are included, and other times it is just the Southlanders bowling, eating pizza, and having a few beers and laughs together.

This strong sense of camaraderie is what gives the team its strength to build BHAGs (big, hairy, audacious goals, in case you were wondering). Around 2014, the group committed to start working toward expanding its output from 800 to 1000 trailers annually to 25,000 units per year. Now that goal is in sight, with the company rolling out around 15,000 trailers last year.

To ensure that it secures the workforce needed to continue scaling, the company goes out of its way to show youngsters that fabrication is not the dingy, sweaty nightmare it was in the previous century. Beyond working in considerably improved facilities, earnings are high and people are empowered to share their points of view and ideas. The company has seen a tremendously positive response to its efforts. “We just built a weld shop for the high school here in town, and they had over 100 students already sign up to come into the welding program to learn how to weld,” Sailer tells us.

Such students are typically also free to weld at Southland’s facility to get a feel for the job. Because, while technology has allowed the company to scale, it has by no means taken jobs from people. On the contrary. As Sailer puts it, “the robots need to be fed.”

The outcome of this is that Southland employs four new people for every robot it installs—a far cry from the general perception of what happens following the arrival of high-tech resources in fabrication facilities. A decade ago, when its first robots arrived, there was nobody available locally to program them. Creative as ever, its leadership invited all lovers of video games in its ranks to join the programming training. And they did.

Since then, the company has not looked back. Today, it employs around a dozen top-notch robotics technicians as a result of that first initiative. These machines run on Intuitive software, while Aratum is harnessed for enterprise resource planning. And as the team investigates how best to integrate AI, Sailer is clear on the fact that it, too, will not be replacing people. “Is it going to replace everybody and eliminate all these jobs? No, I think it’s going to buckle up right beside them and help them,” he confirms, highlighting that the added support can only further improve efficiency and, ultimately, customer satisfaction.

What is also clear is that this leader adores his team. “Without them, we wouldn’t be able to do anything,” he says, highlighting the sincerity with which each team member is welcomed into the family.

Looking at its immediate future, Sailer is clear on the company’s commitment to maintaining a genuine relationship with every customer. There are certainly no plans of selling out, either. Instead, maintaining vertical integration and steady growth toward its 25,000-unit goal is where its motivation remains for now. In the meantime, its team of around 15 creative engineers continues coming up with product improvements while driving innovation. They lead with autonomy, lateral thinking, and a quintessentially free approach to hatching Southland Trailers’ next great industry disruptor.

The post Built Lean, Built Strong<p class="company">Southland Trailers</p> appeared first on Manufacturing In Focus.

As an industry leader with over four decades of expertise, there is nothing box standard about Flint Packaging Products, Ltd. or its services. The company offers customers “the full package.” Known for its tight lead times, Flint has established a gutsy service niche for itself, serving markets ranging from e-commerce and vitamins to building materials and food. Part of the company’s appeal is a standard lead time of two to three days on fabrication and 24 to 48 hours on ready inventory delivery, offerings which have significantly increased its market presence over the past 11 years.

The company’s well-planned, strategic growth period, spanning from the time the current owner took over from his father in 1999, has brought the company to six times its initial size. During this scaling, it also grew from one to seven managers. Naturally, there are many moving parts to any expansion and, as any business owner knows only too well, scaling in increments comes with a range of unique challenges, especially when moving between facilities. The Flint team handled this time with characteristic fortitude while its management ensured that everyone had the training they needed to flourish.

The outcome has been high-level efficiency out of a recently opened 150,000-square-foot facility in Toronto. In a company where cross-training is essential to success, quick turnaround times and daily deliveries upon request enable customers to save on storage space while still opting for quality packaging that arrives on time and within budget, and this efficiency was achieved by refining processes and workflows, employing the right people, and investing in relevant technology—not to mention a can-do attitude.

All considered, it isn’t surprising to hear that Flint Packaging Products is considered a trusted business partner known for running an outstanding outfit. After 40 years in packaging, General Manager Rick Carlson knows every aspect of the industry and the business. He ascribes the company’s high customer retention rate to its relentless focus on excellence. “We’ve very ethically supported all of our clients. We look at them as business partners—making them successful is our goal,” he says.

As all good news does, word of the company’s commitment spreads so fast that new clients tend to find the company through the grapevine. Naturally, none of Flint’s success would be possible without the people behind the scenes who make the company the leader it has become. “We’re very proud of our team. They’re very focused and invested in what we’re doing,” Carlson continues.

The company focuses on more than just its business success, however. As part of its commitment to its staff members and local communities, Flint Packaging Products has supported charities championing the fight against cancer as well as other causes over the years.

Ever the solutions provider, the company provides its customers with a selection of possibilities, with products ranging from traditional, slotted cardboard boxes to custom die cuts that enable it to provide custom, multi-shaped packaging inserts for holding products in place within larger paper containers.

This point of difference is well-considered; while larger firms with bigger facilities are impossible to compete with on price alone, their lack of nimbleness due to their size leaves a significant gap in the market for an efficient company that honours its word, especially in high-pressure, high-stakes situations. This would not be possible to achieve without the considerable amount of heart and commitment this team puts into helping customers thrive.

While many firms offer stock and release inventory services, it is the precision with which Flint Packaging runs its customers’ packaging flows that takes its offering to the next level—particularly for busy food suppliers with limited spaces, for whom a range of variables makes adaptability and regular delivery crucial. “That’s where our reliability of on-time delivery is exceptional,” says Carlson.

Moreover, the company mitigates the high-pressure aspects of what, admittedly, can be a challenging business model at times with outstanding processes and efficiencies. Any system or process issues are treated judiciously and effectively by deploying teams of dedicated problem solvers, following tried-and-tested protocols, preventing issues from escalating, and maintaining process flow.

All activities are supported by custom technologies integrated with a standard software package. To this end, the company plans on continuous investments in technology. Once the essential aspects of the programming process are sufficiently established to ensure seamless scaling of the business, AI will be rolled out to further develop its systems and support operations.

As a result, compared to standard plants of a similar size, Flint is well established in process technology and automation. One example is a recently acquired robotic arm used in the automation of large box fabrication and stacking. Other new technologies enable processes like automated feeding, alongside other functions. Flint Packaging Products also goes to great lengths to maintain environmental integrity. This is achieved by respecting resources, recycling, and reusing wherever possible, including baling paper production waste for repulping at the mills of origin.

At home in its new, much larger facility, two large machines now do the team proud, making the battle to achieve this growth phase all worth the effort. “Everybody here is extremely committed to our end goals and our vision. Everybody here holds each other accountable. We know how to disagree,” says Carlson, underscoring the team’s commitment to pursuing the same results in a positive manner.

Through this focus on maintaining a healthy environment while also maintaining targets, continuous personal and professional development drives real benefits, such as strong staff retention and good morale. Together with solid, knowledgeable management, these assets are supporting Flint Packaging’s next big goal: to double its most recent figures over the next three and a half years. To achieve this gargantuan task, the company’s commitment to assisting its customers in working smarter and becoming more efficient while outperforming competitors is now more focused than ever.

Flint also remains acutely cognizant of economic markets, the challenges these pose to its customers, and the role it can play in helping them grow while maintaining equilibrium. As it serves multiple markets, the company is well hedged against inevitable economic fluctuations and other industry curveballs.

Therefore, as property prices soar across Canada, making expansion prohibitively expensive for many businesses, the demand for Flint’s services only continues to rise. And so, Flint remains committed to its mission, as Carlson confirms. “I believe that supporting businesses with reliable on-time solutions that will allow them to run their business without having an exorbitant amount of inventory certainly helps,” he says.

This customer-first philosophy, combined with strategic investments in technology, operational excellence, and a highly engaged workforce, has positioned Flint as far more than a packaging supplier. As manufacturers and distributors face increasing pressure to operate efficiently in a rapidly evolving marketplace, Flint continues to serve as a trusted partner, delivering the reliability, flexibility, and expertise its customers need to succeed. With ambitious growth plans, a strong foundation, and an unwavering commitment to service, the company is well equipped to build on its legacy of success for decades to come.

The post Turning the Tables on Packaging Timelines<p class="company">FLiNT Packaging Products</p> appeared first on Manufacturing In Focus.

After 115 years of helping to connect Canadians by forging premium, mission-critical transmission, distribution, and communication infrastructure and hardware, Slacan Industries Inc. has built a fine reputation for excellence and trustworthiness. The company has achieved this through commitment, reliability, tight quality control, and in-house fabrication, producing even its smallest parts in its own facility.

Standing apart
Here, product longevity and resilience guide a daily mission to be Canada’s best in its industry. As a result, continuous investment in technology has brought Slacan’s count of next-generation machinery to 10 units—and that number is growing. During a recent visit of around 20 engineers, all from a prospective client company, the company’s value proposition once again became as clear as ever. The longevity of its products and its capabilities speak for themselves.

Slacan Industries is not only known for service and hardware excellence, however. The company is also the proud owner of a vast cache of historic dies and hardware worth a few million dollars, which it maintains to continue servicing older infrastructure. In the process, the team serves most of Canada’s largest utility providers through distribution partners; some have been customers for the past half-century, while another giant served by Slacan is Bell, one of Canada’s leading telecommunications providers. And with in-house processes including Steel Forging, Hot & Cold Stampings, and Casting, among others, the team is able to serve a variety of other markets as well, including OEM, Agricultural, and Mining.

The company is in fact so robust in its capabilities that it asks clients removing spent parts from their old infrastructure—anywhere from 30 to 70 years old—to return worn parts to Slacan’s factory for in-depth study and further product development and improvement. With fully-fledged engineering design and product engineering teams, the company takes both pride and pleasure in improving on earlier designs, and with a collection of around 30,000 products, it receives requests to reproduce about 10,000 of these annually.

While it is common amongst competitors to source raw materials, engineering, and fabrication from foreign suppliers, Slacan is proud to source most of its raw materials for forging on Canadian soil. Because here, price and product are not the only important considerations. Slacan’s legacy, quality, generational knowledge, and product guarantees are as much a part of its value proposition as its engineering prowess, and these attributes are not necessarily the case when working with offshore facilities.

Service above all
Located in a 200,000-square-foot facility on a 14-acre property in Brantford, Ontario, with both Toronto, Ontario and Buffalo, New York just 70 miles away, Slacan Industries is perfectly situated to serve customers across an impressive footprint. Serving the breadth of Canada from coast to coast, its superpower resides in having developed the foundational elements of many of these service providers’ hardware components itself.

Trading in this industry at such a high level is an expensive endeavour, however, as many of the tools needed to maintain such lines cost in the region of $30,000 to $40,000. For this reason, Slacan historically outsourced its large tooling while making its own smaller tools. But that recently changed when it invested in acquiring the appropriate equipment to become self-sufficient in all its tooling needs. Now, when customers call in with the name of a broken line under its care, replacing old hardware with new hardware—no matter how long ago it was installed—has become significantly easier.

Once, when a client called in to request repairs on towers that collapsed under six inches of ice during an extreme weather event, the team was able to go back to its records, find the original part designs, and then locate the dies in its die store. “They had helicopters landing on our 14 acres here to pick up parts because they were so desperate. There was no power there at all,” shares Director of Sales and Marketing, Tom Lepera. “We’re not just here to sell; we’re more of a partner. We take the good with the bad,” he adds, describing the company’s approach to loyalty.

Lepera notes that some clients arrive with requests for small-volume, high-cost component fabrication. Fulfilling such orders is expensive, but the company takes the work on anyway, even when it takes four to five hours to set up the machines needed to fabricate the parts. This is just one way in which it demonstrates its commitment to its customers’ success.

A top team
Of course, none of this would be possible without the people behind its success. “We have a tremendous amount of respect for our people as we realize how hard they work in our factory, especially as temperatures get hot and they are working in a very hot forging environment with very heavy steel parts,” Lepera says. For this reason, the company has invested in exoskeletons to minimize physical fatigue for team members stationed at its forging hammers. As this is a heavy and laborious industry, Slacan ensures that the team’s health and safety are protected as much as possible in the workplace by maintaining high standards.

It also honours legacy staff. To this end, the company took the opportunity to invite a number of former team members who had been retired for some time on a tour to show them its latest transformation. Most of them had started working for the company 50 years before the major overhaul, which, of course, now includes extensive automation and robotics.

“It was thanks to them as the pioneers that led the way to perfecting the quality and operation of our processes that led us to build what we have today,” Lepera says, noting how much the company’s owner also appreciated the letter of thanks that followed their visit.

The road ahead
With roads and other infrastructure being installed to service Canada’s Ring of Fire, the famous mineral-rich area in James Bay’s lowlands of Northern Ontario, Slacan will be providing poleline hardware to which it also holds the patents.

Moreover, as the demand for utilities drives U.S. companies to reach out to poleline hardware fabricators in Canada, Slacan Industries is ready to expand its presence across the border. Currently, the projected expansion includes a possible new fabrication facility in the Chicagoland area. The strategy will allow for U.S.-made products alongside its existing Canadian-made ranges to serve a wider audience.

The time is ripe for such expansion; the past few years have seen Slacan making significant capital investments, bringing its collection of large, updated automation machines to about 10. Preparing for the inevitable has meant tripling its capacity over the past half-decade and securing supply chains.

“We will continue to make huge investments in equipment and people as well as alternate facilities to support our growth in both Canada and the USA,” Lepera tells us. “There is and will continue to be huge projects across North America in the next 15 years with electrical infrastructure of 340KV to 765KV, which will put massive demand on all products associated with transmission towers and our high-quality hardware,” he continues. Such Extra-High Voltage (EHV) infrastructure is responsible for minimal energy loss when transmitting large volumes of electricity over impressive expanses of land.

By positioning itself as a high-quality engineer and fabricator serving the critical utilities market across the United States and Canada, Slacan Industries is committed to remaining relevant in the high-voltage market over the next century. Once prospective customers visit its facilities and understand the level of long-term quality and top safety standards its products provide, any quibbling about price goes out the window. And a new customer walks in the door.

The post Forging Bonds: Hardware Solutions for Canada and the United States<p class="company">SLACAN Industries Inc.</p> appeared first on Manufacturing In Focus.

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.”

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