When we set out our blue bins, we assume the paper, plastic bottles, and glass jars we sorted and washed will go into the appropriate recycling stream, not landfill. And when multinationals like Keurig and Nestlé say billions of polypropylene #5 K-Cup^® pods and Nespresso coffee capsules sold every year are recyclable, we take them at their word.

Everywhere you look, the world has gone green. Paperless offices, improving operational efficiencies, sourcing materials locally to save fuel, improving energy use through LED lights and solar panels, and re-purposing wastewater for irrigation are the norm. For companies of all sizes, these sustainability initiatives and others are often announced to shareholders and the public in the name of good corporate citizenship. The truth, however, doesn’t always line up with reality.

Caffeine controversy
Launched in 1998, Keurig brewing systems initially targeted office workers. The concept was enticing—unlike traditional drip coffee makers, individual K-Cup pods ensured coffee, teas, and even ciders were hot and fresh, instead of sitting in a pot for hours. The revolutionary brewing system soon caught on and expanded to households.

A decade ago, Keurig advertised its K-Cups were recyclable. Most recycling facilities, however, could not recycle the combination of plastic cups, coffee grounds, and foil lids. In 2018, this resulted in the company’s paying $10 million following a class action lawsuit in the Northern District of California Court and millions of dollars in other fines over false claims. Thanks to recent blue box program expansions, some of the estimated 40 million K-Cups used every day are now recyclable in some areas as of early 2026. Similarly, Nespresso’s colourful aluminum capsules can be dropped off at Nespresso Boutiques, returned in the mail at no cost to customers, picked up, or placed in designated recycling bags.

Throwing in the towel
The term “greenwashing” was coined 40 years ago. Some call it ‘ecobabble,’ while others refer to it as ‘eco-fraud,’ ‘sustainability scam,’ ‘greenwishing’ or ‘green rhetoric.’ Investopedia defines greenwashing as “a prevalent and often deceptive practice in today’s marketing landscape, where companies portray a misleading image of environmental responsibility to consumers.”

Like many movements, the fight against exaggerated or false environmental initiatives started small. During a 1983 visit to Fiji, environmentalist Jay Westerveld stayed at a hotel where guests were encouraged to re-use towels to save water. The hotel was also undergoing expansion, causing “significant environmental disruption,” according to Pan-African law firm Eco-Law. This presented a conundrum for Westerveld, who questioned how the hotel could justify saving money washing fewer towels, but had no issue with destroying entire forests. In 1986, Westerveld coined the term “greenwashing” in an essay criticizing the growing “save the towel” messaging in the hospitality sector.

Decades later, greenwashing has grown to encompass more than re-using hotel towels. With countless new products and services introduced every year, tracking green claims has become increasingly challenging. Companies can, and often do, make dubious claims their goods and packaging are ‘locally sourced,’ ‘sourced from all-natural ingredients,’ or ‘crafted with sustainable materials,’ but what does it all mean?

Regulatory organizations, from the Federal Trade Commission (FTC) and the Environmental Protection Agency (EPA) to Canada’s Competition Bureau, exist, and a host of third-party certifiers like Green Seal, B Corp, and Fair Trade Certified monitor these claims. Companies caught greenwashing and betraying these certifications can be subjected to investigations, class action lawsuits, retractions, and worst of all, reputational damage.

Perception across generations
While some older generations might shrug off greenwashing concerns, younger consumers aren’t so forgiving. In today’s world of instant messaging, TikTok videos, Instagram, and other social media sites, good news spreads quickly—and so does bad news. A recent study of Gen Z—typically identified as those born between 1997 and 2012—shows they are alert to suspect claims and will boycott companies caught greenwashing.

In Raising the bar? How Generation Z perceives corporate reputation and environmental commitment, the authors examine how different generations perceive “corporate environmental commitment and reputation” across nations including Spain, Italy, and Chile. The study examines important, yet underexplored, perceptions of Corporate Social Responsibility (CSR).

“Generation Z actively observes, evaluates and judges companies’ environmental behaviour,” stated study lead, Elisenda Estanyol. “The most striking thing is that Gen Z isn’t indifferent or complacent: they actively observe, assess and judge the companies’ behaviour in terms of the environment. They don’t just consume; they construct a brand’s reputation, based on what it does or doesn’t do for the environment. The study shows a generation that is especially sensitive to greenwashing and ready to hold companies accountable when they say one thing and do another.” A generation raised on ideas of sustainability, concerns for the environment, and measurable results, Gen Z is far less forgiving of corporate inconsistency and false claims than others.

Holding companies accountable
Companies of all kinds and sizes have been called out for greenwashing, with some of the most egregious examples being big oil producers. When oil prices plummeted during the COVID-19 pandemic, majors like BP, Chevron, and Exxon Mobil vowed to slash carbon emissions and embrace sustainable initiatives like ‘green hydrogen’ and biofuels. Just a few years later, oil prices soared after Russia waged war on Ukraine.

The narrative keeps shifting with the escalating conflict in the Middle East, with the messaging now being how vital fossil fuels are to the planet. As Clean Creatives, a group connecting professionals to end public relations and ad industry work in fossil fuels, stated, “Greenwashing is no longer the core strategy of the fossil fuel industry—it’s about power and political influence.”

Even corporations with reputations for being forward-thinking have been called out for false environmental claims. Swedish multinational conglomerate IKEA, known for its ready-to-assemble furniture, has been criticized numerous times for greenwashing. Some allegations include children’s furniture made from illegally sourced Russian wood, questionable claims made to the Forest Stewardship Council (FSC), and the company’s “zero waste” philosophy, which is seemingly at odds with the company’s massive use of packaging materials.

All companies—from small shops to major billion-dollar businesses—need to be aware of scrutiny by governments, agencies, and the public in particular when making claims about sustainability, sourcing, recycling, and reuse. Many people today, particularly younger consumers and investors, review CSR claims and refuse to support companies who exploit child labour, employ poor working conditions, violate safety protocols, or have been caught greenwashing.

While it isn’t always easy to spot brands making untrue sustainability claims to help market their products, it is important to investigate eco-friendly credentials before buying and to seek out those producers who walk the talk. Ultimately, the fight against greenwashing reflects a broader shift in expectations; people are no longer content with vague assurances or symbolic gestures—they want proof. As awareness grows and scrutiny intensifies, the companies that succeed will be those willing to align their words with their actions, helping to build not just a greener marketplace, but a more honest one.

The post Greenwashing<p class="company">The Illusion of Sustainability Claims</p> appeared first on Manufacturing In Focus.

Much more than a business, KB is a proud partner. “KB Components offers complete solutions that support our customers’ product development process all the way from idea conception to production with an innovative and solution-oriented mindset,” states the company on its website. “We aim for optimal concepts by taking into account customer requirements, tool design, quality, and cost-efficient production.”

Backed by many decades of combined experience in production methods and materials, KB Components works alongside clients to create optimal designs. With its own testing and metrology labs, the company offers precise measurement, calibration inspection services, and advanced product validation before production even starts, ensuring quality at every stage.

An industry giant
When KB Components was founded in 1947 by Solweig and Anders Månson, the aim was to become a polymer industry leader. The company’s industry experience has seen KB steadily build its client base, working with customers in a variety of industries. Today, KB Components is active in numerous sectors: light vehicles, heavy vehicles, industrial, medical, furniture, lighting, chrome plating, and industrial windows.

Across all sectors, KB Components remains committed to delivering the utmost in customer satisfaction and quality assurance. The company’s quality management system (QMS) is certified to ISO 9001, ISO 14001, and IATF 16949 standards. Initially created by the International Automotive Task Force in 1999, IATF 16949 has been revised several times with the goal of harmonizing worldwide certifications in the automotive sector supply chain.

Along with ensuring that its processes meet rigorous standards, KB Components continuously monitors and improves its processes to ensure client satisfaction. The company has adopted lean production to increase efficiency and reduce waste, alongside Six Sigma methodology. Described as “a method for disciplined quality improvement,” Six Sigma incorporates qualitative and quantitative techniques and tools like control charts, process mapping, and statistical process control to drive process improvements.

“Our continuous efforts to minimize waste and variations in our processes help generate high efficiency in our production and low PPM for our customers,” says the company. “We are also experienced in applying error-proofing methods such as poka-yoke (a Japanese term for error prevention) and machine vision technology in our processes, which reduces quality costs and minimizes risks for us and our customers.”

In addition to its emphasis on quality, KB Components is equally committed to environmentally sustainable practices such as conserving resources and developing eco-friendly solutions wherever possible.

Embracing automation
To ensure the company remains competitive, KB Components is committed to advancing through technology. For customers, this means maximizing efficiencies and quality, increasing value, and being as competitive as possible.

Just some of the many technologies KB incorporates include plastic injection moulding and extrusion operations. These services include injection moulding 35–3500 T, extrusion of tubing, profiles, or sheets, clean room injection, clean room assembly, laser printing, laser cutting, IPPC (Integrated Process Product Conversion) composite technology, and many more.

Of course, even with the most advanced technology, a company is only as good as its people. Along with its powerful reputation as a plastic moulding industry leader, KB Components is known for fostering an upbeat work environment and a forward-thinking culture, which benefits the business and staff alike. As a result, “KB Components is one of the fastest growing companies in the plastics industry,” states the company.

People and planet
Along with its outstanding staff, another strength of KB Components in its Code of Conduct. For stakeholders, the Code of Conduct serves as KB’s pledge to abide by strict regulations governing worker health and safety, sustainable initiatives, and protecting the environment. This includes many actions to reduce waste, energy consumption, and greenhouse gases. In some company locations such as Sweden, Slovakia, Lithuania and Mexico, all energy purchased is CO₂ -free. And according to a recent sustainability report, renewable sources of energy represent about 50 percent of the company’s total purchases.

Recent years have seen the company install 1,450 solar panels covering 5,750 square meters at KBC Örkelljunga Sweden, and impressive solar energy production of 560,000 kWh. At the company’s plants in Puebla, Mexico and Wuxi, China, most electricity is derived from solar panels. And in 2023, KBC Placell Gislaved Sweden began installing solar panels. Just a few years ago, the company’s own fleet of cars became fully electric, fueled by KB’s own solar production.

“We have a history of technical leadership in plastic moulding,” states the company. “We also contribute innovative and sustainable solutions for a greener planet. Add targeted efforts to create an attractive work environment and positive corporate culture, and you get an innovative company that works with its customers to deepen relationships and improve products for the long haul.”

With the company’s 80^th anniversary fast approaching, KB Components remains as committed as ever to serving customers worldwide and building its reputation as one of the fastest-growing plastics industry companies in the business.

“Goals, figures and results—these are the quantifiable values,” maintains the company. “Behind them you’ll find our core values—businessmanship, professionalism, and engagement—and our most important resource of all: our employees. Each and every one of us plays a part in our success and what we call the KB family. We never lose sight of our customers and always strive to improve.”

The post Your First Choice<p class="company">KB Components</p> appeared first on Manufacturing In Focus.

“We are on the cusp of our biggest growth year in history,” says Trevor Koppelaar, Director of Operations. “New people, product line strengthening, and optimizing new equipment. It’s a very exciting first few months of the year.”

Trevor represents the fourth generation of this family-owned business, and is understandably proud of the company’s heritage, which goes back to his great-grandfather, Walter Koppelaar, Sr. Immigrating with his family to Canada from Holland after the Second World War, Walter, a basket weaver by trade, started a welding shop in Hamilton, Ontario. This led to the creation of The Walters Group Inc. in 1956. Over time, Walter’s sons joined the business, followed by their sons, including Trevor’s father, Greg.

More than manufacturing
For decades, The Walters Group performed steel manufacturing, like fire escapes and railings, with projects growing steadily larger.

Around 1990, a local business approached the company to build aggregate boxes, essentially hoppers atop a chassis with a conveyor used to spread dirt or mulch. This resulted in the AGRACAT line and the creation of Bay-Lynx in 1992. “Ironically, we had products before we had a company,” explains Trevor Koppelaar, “and that’s where the Bay-Lynx name originated. ‘Bay’ comes from Hamilton Bay, and the Lynx is a symbol of strength.”

Today, continuing to innovate, Bay-Lynx is committed to helping customers become more successful and efficient. “We describe ourselves as a solutions-based business,” says Koppelaar. “If you have a challenge or hurdle to overcome, we’ll work with you and take a custom approach to a piece of equipment or to a product line.”

Many product lines from 1992 no longer exist, because markets change and technology evolves. Building systems and procedures also differ from those of 20 or 30 years ago, and some improvements come about through valuable customer experiences and requests. Bay-Lynx staff visit clients on site, see the challenges they face firsthand, and frequently benefit from suggestions to improve their products.

Bay-Lynx supports many local customers from the ground up, both on the equipment side and by helping their businesses succeed. This includes help with basic marketing, such as a graphics package for their trucks, and more. “We’re not just selling a piece of equipment and then moving on to the next customer,” says Koppelaar. “Our approach is to set the customer up for success, so that they can come back next year to buy a second, third, and fourth piece of equipment as their business grows,” he explains.

“We have a slogan: ‘We build machines that build your business.’” Instilling this message in his people, Koppelaar knows they will help clients who, in turn, will expand their companies and hire more locals, benefitting entire communities. “We are open to our customers’ requests, humble enough to make changes, and creative in how we overcome challenges.”

Volumetric mixers change the game
About 80 percent of the company’s business is in manufacturing volumetric concrete mixers. Traditional barrel drum mixers can be problematic—wasteful when someone orders too much concrete and a hassle if they order too little, requiring back-and-forth trips to fetch more concrete mix.

Not so with volumetric concrete mixers. All concrete ingredients are separated, with a water tank at the front and sections for sand, stone, and cement powder. All that’s needed is to input the desired strength and quantity, which is mixed on site via an auger, resulting in fresh, perfectly mixed concrete. “With volumetric concrete mixers, you’re not overpaying or over-ordering,” says Koppelaar.

Many Bay-Lynx customers are independent concrete suppliers, providing concrete to construction companies, wall-forming and concrete-forming landscapers, pool contractors, municipal contractors doing road work, and hydro-electric businesses installing lines through roads and filling in trenches with concrete. Selling directly to its customers is a strong suit for Bay-Lynx; instead of dealing with a middleman, customers work with factory experts who can advise on the right model, provide technical support, and offer parts and service.

About 90 percent of the company’s volumetric concrete mixers and other products are made-to-order. Although Bay-Lynx has tried to build up some inventory, demand is so great that the company hasn’t been able to hold onto stock units. Bay-Lynx also sells used equipment, even products made by competitors, often from trade-ins, which are repaired as needed and resold.

A best-seller
The company is especially proud of its Bay-Lynx Titan, the product line that has catapulted the company into the volumetric concrete world in recent years. Made using abrasion-resistant Hardox® 450—the world’s toughest steel—the Titan is lighter and stronger than ever. And with the EVO Operators Panel, users can “enjoy a completely automated mixer set-up process and communicate with dispatch via the EVO software solution,” according to Bay-Lynx.

The Titan remains the company’s #1 seller in the United Kingdom and internationally. Between Canada and the United States, it accounts for the majority of Bay-Lynx’s equipment sales. “A ton of passion went into the Titan’s design and engineering, and we continue to make staggering improvements,” says Koppelaar. “It’s been a really exciting road to see that product come from concept and design.”

Designed in 2019 and launched in 2020, the Titan has been so well-received that it is hard to keep up with demand, and Koppelaar is quick to praise his team for their efforts. “It’s a great result of pure dedication and hard work.”

The Titan represents Bay-Lynx’s ongoing commitment to improvement. Every Tuesday morning, the entire company gets together on the shop floor. Standing around a screen, each department provides updates on everything from production to assembly and installation, and the ownership team discusses sales.

Bay-Lynx’s UK team recently exhibited its product at the UK Concrete Show, and attendees commented on how much better the company’s build quality was compared to its competitors. “Again, that’s back to our Titan line that we’re extremely proud of,” says Koppelaar.

A growing presence around the globe
As well as its headquarters in Ancaster, Ontario, Bay-Lynx has two UK locations, and at the recent World of Concrete Show, announced a new location in Portland, Tennessee, near Nashville. Says the company: “This marks a major step in our continued growth and commitment to customers across the United States. This new location will strengthen Bay-Lynx’s ability to support customers with local parts availability, dedicated service support, and faster response times—all designed to keep equipment running and jobs moving.”

An official grand opening is in the works for the new location, which was created to combat the current tariff situation. “You’ll get the same core values and the same customer treatment that you would get here in Canada,” Koppelaar says.

Along with World of Concrete, Bay-Lynx showcases its products at other European shows, including the UK Concrete Show and the Hillhead Show, held every June in a quarry. Closer to home, the company also participated in CONEXPO-CON/AGG (North America’s largest construction trade show) and the Canadian Concrete Expo, Canada’s only national trade show dedicated to the concrete, construction, and aggregates industries.

Recently, Bay-Lynx hosted a Concrete Academy. Attended by current and prospective customers, the event featured demos, a shop tour, and guest speakers discussing concrete, volumetric concrete mixers, and even how to build and run a concrete business.

“That’s always been a really good sales avenue for us,” says Koppelaar. “We have an 80 percent batting average: we bring 10 customers through our shop, and we’ll have eight units sold. That’s how proud we are of our team, our facility, and our products.” If a customer is on the fence, Bay-Lynx will pay for them to come to their facility, which more often than not results in a signed order.

Building a legacy
Recently celebrating the 70th anniversary of The Walters Group, the Koppelaar family remains committed to its core values, especially when it comes to treating employees well. “That seems very normal to say—treat others the way you want to be treated—but that is the truth here because of family ownership,” says Koppelaar. “There’s me and my father, uncle, and brother in the business, and we treat our employees as family. We are a tight group of people working together for a common goal.”

For customers, family ownership means less red tape and the proven ability of Bay-Lynx to pivot quickly. All the decision-makers are just down the hall, and clients receive answers and advice quickly. Care and professionalism continue to build trust and earn Bay-Lynx word-of-mouth business.

“A family-run company looks from one generation to the next. A non-family corporate business looks at quarterly profits for the next quarter,” says Koppelaar. “We have strategic plans in place for the next five, 10, 15, and 20 years, not just to make profits this quarter. And yes, we have to be profitable, and are looking at those things as well, but there’s a bigger goal in mind than just short-term wins,” he tells us. “We’re building a legacy.”

The post Building the Machines that Build Your Business<p class="company">Bay-Lynx Manufacturing</p> appeared first on Manufacturing In Focus.

This year, OLFA North America Inc. proudly celebrates “70 Years of SNAP.” Since introducing the world’s first snap-off blade knife in 1956, OLFA has changed the way people cut, create, and work. “This year marks seven decades of innovation, precision, and creativity,” says Carl R. Cottrell II, Vice President of Sales and Marketing. “It was a game-changer then, and it’s still the foundation of OLFA’s innovation today.”

Today, OLFA North America continues founder Okada’s legacy of innovation. At trade events, the company is swapping traditional swag for custom sweets and cookies featuring a light-hearted ‘70 Years of SNAP’ logo. “You’ll see the anniversary highlighted across digital campaigns, printed materials, and updated in-store merchandising,” says Cottrell. “It’s a celebration of the people who use OLFA tools every day and a reminder that great ideas, even simple ones, can have a lasting impact.”

Knives for every need
In the years since Okada’s original snap-off blade knife, OLFA has continually refined this original design and introduced unique new items. This company doesn’t think in terms of just “one product, one SKU,” says Cottrell. “We think of how customers buy and use our products.”

The 18mm snap-off blade, for example, is the same core product but is offered in 5, 10, 50, and 100-pack sizes to meet different needs, from DIY to industrial use. “When you count every unique UPC—the way our customers actually purchase—OLFA easily has over 350 products in the market.” The company’s extensive catalogue includes blades, utility knives, cutting mats, scissors, rotary cutters, rulers, art knives, semi-automatic and fully automatic knives, and more.

OLFA’s legacy product is its 18mm Ratchet Lock Utility Knife (L-1). One of the company’s classics, it has been a trusted staple on job sites and in toolboxes for decades. Built with a durable ratchet-lock mechanism and heavy-duty snap-off blade, the L-1 delivers consistent performance day after day. With an ergonomic design and reliable construction, it remains a favorite of professionals and DIYers alike and is the foundation of OLFA’s reputation for quality cutting tools. “What started as a workhorse utility knife became the go to example of Japanese engineering meeting everyday utility needs,” says Cottrell.

The OLFA 18mm Fiberglass Utility Knife (LA-X) represents the company’s ongoing evolution in performance and ergonomics. With its fiberglass-reinforced body, anti-slip wraparound grip, and auto-lock blade slider, the LA-X knife brings precision, comfort, and durability together in one tool, making it ideal for heavy-duty applications. The multi-pick feature also adds versatility for scraping, prying, and other job site tasks. “This knife is emerging as a core growth driver because it blends classic reliability with modern enhancements that resonate across construction, industrial, and retail usage,” says Cottrell.

Innovation at OLFA isn’t just about performance; it’s also about safety and efficiency, exemplified by the OLFA Quick Change Concealed-Blade Safety Knife (SK-16). Designed with a concealed, quick change blade system, the SK-16 protects users while reducing waste. With a wider cutting channel and a premium stainless-steel blade, it can handle thicker materials such as double-wall cartons, carpet, and strapping with minimal resistance while reducing the risk of accidental contact. With proven cutting longevity (making up to seven times the cuts as many competitors), this model showcases OLFA’s leadership in safety tool design and professional oriented innovation.

Growing the brand
Despite the challenges of the COVID-19 pandemic, OLFA globally strengthened its brand by launching two new North American subsidiaries in 2020. This was when no one could travel because of lockdowns. “We couldn’t go anywhere,” comments Cottrell, “and we were working via video conference as this small team that we built here in North America. It was about 18 months before we could all sit down together.”

Coming out of the pandemic, OLFA Corporation’s President and CEO, Shinichi Okada, flew the entire North American team to Japan for four days. “It was absolutely amazing,” adds Cottrell. “Bringing the entire OLFA North American team together with the OLFA Corporation team in Japan was a meaningful milestone—one I believe everyone involved will remember.”

At the time, Okada said, “OLFA has established the two new companies to better grasp the needs of the ever-changing market in North America and to develop additional new products. These companies will strengthen the sales and marketing reach of the OLFA brand in North America.” The move makes OLFA more locally responsive while staying true to its core of innovation and precision.

Responding to the market
Much more than just a maker of snap-off blade knives, OLFA realizes cutting needs aren’t the same everywhere. Applications common in one region may be rare in another, and requirements like workplace safety and accident prevention can vary widely across markets.

“By investing in a dedicated North American presence, OLFA has been able to better understand these regional differences and respond with more targeted solutions,” says Cottrell. “This closer connection to the market has accelerated product development, allowing OLFA to design tools that meet specific customer needs—whether that’s enhanced safety features for industrial environments or precision-driven solutions for specialized applications,” he explains.

“At the same time, it has strengthened collaboration between North America and global headquarters, creating a more agile and informed innovation pipeline. The result is a stronger, more unified global brand, one that combines Japanese engineering heritage with localized evolution.”

Today, OLFA makes products for professionals and crafters alike which are safe, effective, and durable.

A world first
In 1979, OLFA introduced the world’s first rotary cutter. For years, seamstresses, tailors, and hobbyists alike complained that when they cut delicate fabrics with scissors, the material would typically fray. To address this issue, OLFA created a revolutionary rolling razor blade, much like an extremely sharp pizza cutter. To go with the rotary cutter, the company developed mats to make the cutting easier and safer.

“Originally designed to make sewing easier, these products actually changed the entire world of quilt making,” Cottrell shares. Thanks to OLFA, quilts that previously took tediously long to cut out could now be created quickly and simply with a rotary knife. “And so, we have this entire section of our business that stems from the innovation of the rotary cutter, which OLFA invented. If all we did was snap blades, we would be essentially half the company we are today.”

Almost 30 years ago, the company was focused far more on its construction customers than on quilters. But soon after starting at OLFA, Cottrell was given free rein to explore the market. A single man in his twenties at the time, he signed up for a senior citizens’ quilting class for beginners. All these years later, he remembers cutting multiple layers with an old ‘stack and whack’ method, and others in the class making T-shirt quilts and quilts for babies. He learned the importance of safety and of putting the protective cover back on knife blades. Fellow students were concerned that their cats would jump on tables and cut themselves, or about holding the knives with arthritis-challenged fingers.

Back then, rotary cutters weren’t ergonomically designed—there were no safety features, and many older users struggled to change sharp blades. Cottrell’s older fellow students frequently asked him to swap out blades for them, an occurrence that resonated with him.

Sharing this information with OLFA’s new product development team led to the development of a deluxe curved rotary cutter with a squeeze handle that required little pressure to open and close the blade—essentially a safety feature for fingers. The company also added a safety lock, so users had no worries about the blade opening in their purse or bag.

“That product is the number one selling rotary cutter today,” he says. “It does the same thing as the original, but the handle is equipped to address the needs of the person who’s quilting today.”

To this day, new product development is integral to OLFA’s success.

Safety becomes official
What was learned from the rotary cutter episode also generated an entire category of self-retracting safety knives wherein, once a cut is made, a spring returns the blade to the safety housing on its own. This has also influenced standards for knives—and the creation of standards for cutting mats—set by the International Safety Equipment Association (ISEA) and North American Services Inc. (NASI).

“In 1997, the term ‘safety knife’ didn’t exist,” Cottrell explains. “Now, we have products that we’re selling into an entire industry so people can cut things in production lines, factories, and distribution centres with products designed to mitigate accidents.”

For OLFA, the safety knife industry is entering an exciting new era. For the first time, the ISEA is developing an official standard for safety knives, a project bringing competitors together to set clear guidelines for the entire industry. Once approved by ANSI, this standard will help safety managers evaluate and select tools that truly protect workers while maintaining productivity.

The initiative, says Cottrell, reflects a growing recognition that different jobs—from breaking down heavy corrugate to slicing film or plastics—require the right tool for the task. “As chair of the committee guiding this effort, I’ve seen firsthand how collaboration across the industry is creating a more consistent, safer approach to cutting tools,” he says. “This standard promises to give companies the guidance they need to equip their teams safely and effectively, marking a big step forward for U.S. workplace safety.”

In the 29 years he’s been with OLFA, Cottrell has seen firsthand what sets the company apart from the competition. In a world of mergers, acquisitions, and shifting directions driven by private equity, OLFA remains a family-owned Japanese company grounded in the same principles that inspired its founding.

“Under the leadership of Shinichi Okada, the founder’s son, OLFA continues to honor its legacy of precision, innovation, safety, and consistency while embracing the opportunities of a global, modern marketplace,” says Cottrell. “Our message is clear: OLFA is ready for tomorrow. We’re investing in innovation, safety, and solutions-driven products that meet the needs of today’s customers, while never losing sight of the quality and reliability that have defined the brand for over 70 years.”

The post When It Comes to Knives, OLFA Broke the Mold<p class="company">OLFA North America</p> appeared first on Manufacturing In Focus.

General Contractors and Industrial General Contractors share many skill sets, yet there are important differences. Both manage day-to-day operations, liaise between clients and trades/subcontractors, and take care of project planning and scheduling, getting supplies and permits, and making sure on-site safety standards are met. This requires considerable training and outstanding communication skills, since many parties are involved.

On building sites for manufacturing, warehousing/logistics, and utilities like hydroelectric stations, the role of the industrial general contractor becomes incredibly demanding, mainly because of project scope and complexity.

Many General Contractors focus on residential or commercial construction, like retail and restaurants, with some limiting height to a certain number of floors. Industrial Contractors are much more specialized and need to be equipped with enough workers, machinery, and expertise to construct enormous manufacturing buildings. These projects, along with warehouses, fulfillment centres, oil and gas processing plants, and water treatment facilities, keep getting bigger and bigger.

Manufacturing buildings and fulfillment centers for retail giants like Amazon and Walmart now measure millions of square feet, not thousands. One of the largest to date is Tesla’s Gigafactory Nevada, which handles battery and motor manufacturing for the electric vehicle company. Currently at 5.3 million square feet, Tesla plans to expand to 10 million square feet and make the facility powered entirely by renewable energy.

Building massive manufacturing hubs for companies like Tesla, aviation juggernaut Boeing, auto maker Volkswagen, Amazon, Target, Michelin, Nike, John Deere, and other multinationals, demands extensive engineering knowledge, heavy machinery like overhead cranes to hoist structural steel elements into place, and extremely strict safety and regulatory protocols.

With manufacturing buildings constantly growing in size, clients like Tesla need to plan not just for the coming years but for decades into the future. As a result, major players like Walmart and Ikea are buying properties in Arizona and Dortmund, Germany, respectively, for e-commerce and distribution.

Like a homeowner hiring a GC for a kitchen or bathroom renovation, manufacturers looking to expand existing facilities or build new ones need to look at an industrial builder’s background, and this includes the company’s record for completing projects on time. This is critical, since manufacturers need to have their facilities outfitted with machinery like metal stampers and CNC machines, electrical systems, water and wastewater systems, HVAC, and more, so they don’t miss their production deadlines. Whereas homeowners can be forgiving if a project runs late, manufacturers lose a fortune every day their facility remains idle.

Although most large-scale locations are remote, many are connected to highways, railways, water access points, and even regional airports. Combined with smaller distribution centres in cities, retailers today can keep many more products in stock and deliver them faster than ever before.

Certainly, building huge manufacturing facilities is an expensive, complex endeavour requiring in-depth knowledge about permits and approvals, site grading, heavy materials like steel and concrete, electrical and heating, air conditioning and venting requirements, on-site safety, and more. Industrial buildings and steel structures demand construction managers experienced in all these areas.

From initial conversations to project completion, clients have a myriad of questions and concerns about their vision, which reputable firms will address. The first and most important is communication.

No matter how skilled the builder, if a customer feels a specialized industrial contractor doesn’t address the basics—such as returning phone calls on time—they may look elsewhere. Reputable industrial contractors are proactive; they don’t expect clients to keep pestering them for answers and they are upfront about the assignment and any potential obstacles that might arise to slow progress. If a contractor can’t provide a definitive start date, that is a problem.

All construction projects have elements in common, especially budgets and timelines. We’ve all heard stories about disgruntled home or business owners unhappy that a promised renovation went thousands of dollars over budget or was months overdue. For manufacturers who work on strict timelines, a promised building being delivered late isn’t an inconvenience—it’s a potential disaster. Budgets dictate all building projects. For multinational manufacturers, giving a ‘blank cheque’ to a builder is unheard of.

Instead, experienced industrial builders will discuss costs with clients and come back with detailed, line-by-line budgets to manage costs. Many firms today use construction management software like Procore to streamline the entire process. Construction budgets are broken down into many areas, including hard costs (the physical construction), soft costs (professional and administrative services), and contingency and profit, usually a percentage for unanticipated issues. Construction budgets encompass site work, labour (direct and subcontractors), materials and supplies, professional fees (such as paying architects and engineers), equipment (including rentals and maintenance), technology, insurance, permits, inspections, and more.

With increased tariffs on steel and aluminum, clients need to be prepared to pay 25 percent more for their manufacturing and heavy industrial buildings. Owing to an increase in the theft of tools and materials like lumber and high-value copper from construction sites (estimated to cost construction companies $1 billion USD annually), 24/7 security is a must, and another expense. Stolen building materials aren’t just an inconvenience; they cost thousands of dollars daily, rendering labourers unable to work.

Due diligence is crucial before hiring any firm for manufacturing projects. All reputable firms should have a portfolio of past work and clients willing to provide a referral. Satisfied customers will state if the job was completed on time, if there were any cost overruns, and other potential red flags. Most of all, what is the firm’s experience specific to project needs? If the building will be used for EV manufacturing, soup production, or as a fulfillment centre, how much experience does the builder have in these areas?

Before the first shovel hits the ground, it is also important to know the builder’s knowledge of permits. Are they aware of all building by-laws, which often vary from one municipality to another? Is the builder licensed and insured in all relevant areas, including liability in case someone is injured? Are subcontractors up-to-date with their own licensing and insurance?

Another essential topic of discussion is safety. What is the builder’s record for work-related Lost-Time Injuries (LTIs)? And considering the sheer size and complexity of building steel warehouses, which require huge cranes lifting steel I-beams, channels, and other construction materials, how many safety technicians are on site?

If these questions are answered to the client’s satisfaction, the next step is negotiating the deal. This includes the scope of work: deadline and budget. Once these areas are agreed upon, the builder and client will discuss payment terms and draft a legal contract.

For projects to be successful, clients and contractors need to come together and discuss their shared vision. Well-executed works completed to customer satisfaction are deliberate, the result of a collaborative approach. Successful industrial builders will view themselves as not just a service provider, but as a partner who is engaged and receptive, who anticipates issues, and who communicates with clients every step of the way.

The post Building Partnerships<p class="company">Construction for Manufacturing</p> appeared first on Manufacturing In Focus.

Chief Executive Officer of Arlington, Texas-based MCR Oil Tools, Robertson’s extensive experience includes petroleum engineering, project management, operations management, business strategy development, and strategic planning. These skills, and a passion for innovation, are reshaping the petroleum industry, making it safer, more effective, and more cost-efficient.

It sounds like quite a claim, until you look at the facts.

To date, MCR Oil Tools has been granted over 200 patents, with 32 pending. Almost all are thanks to Robertson, who isn’t shy about his journey, including legal issues (proof once again that when someone comes up with better ideas, the praise and admiration are often tempered with jealousy).

The origins of MCR go back to 1982. When Robertson was working as an Engineering Manager for an oil service company in Fort Worth, there was an industry-wide downturn, and the business was going under. Robertson left for a local, smaller oil service company, where he proposed developing what is now MCR’s Radial Cutting Torch™ (RCT™ tool). Nowadays, the RCT tool is the company’s flagship product, safely and efficiently severing drill pipe and tubing without explosives.

This saw Robertson enter into a development contract whereby the company he worked for, Pyrotechnologies, was responsible for building 180 tools—a 25-year exclusive licensing contract with a large oil services technology company. Unfortunately, the tech giant didn’t keep the agreement, and a lawsuit followed in 1990. “Pyrotechnologies could not market the torch in any form or fashion,” says Robertson, who wasn’t initially part of the lawsuit or the licensing agreement. Cancelling his contract with Pyrotechnologies, he formed MCR Enterprises and began marketing his radial cutting torch to oilfield service companies throughout Louisiana and Oklahoma.

Better and safer
For years, pipes in the oilfield were often cut with explosives. A charge was formed to a specific shape, screwed onto the end of a wire line, then run down a hole and detonated. Even with strict safety protocols, this method is problematic. “More than 50 percent of the time, it doesn’t cut,” Robertson explains. A second cut is usually needed, and explosives can only be used in fairly cool wells.

Many wells are in the 350 to 500° Fahrenheit range, which is ideal for the MCR Radial Cutting Torch. “Our tool loves that temperature,” says Robertson. “We cut in many wells at 480 to 500° Fahrenheit, and we’ve probably made the deepest cut in the world at 32,000 feet deep in 8,000 feet of water. When the big guys are in real trouble, they call us.”

Widely considered the safest, most efficient pipe-cutting device in the industry, MCR’s RCT tool doesn’t use explosives to sever drill pipe, coiled tubing, and casing, but thermite, which is nonexplosive and nonhazardous. “We’ve never had an accident or an incident in 40 years, and we’ve shipped more than 40,000 tools all around the globe,” says Robertson.

Robertson developed his revolutionary new technology in the 1980s and 1990s, offering the oilfield industry a safer, nonexplosive, thermite-based technology. A mixture of aluminum powder, iron, and/or other metal oxides, thermite can reach temperatures of 2500 degrees C (4500 degrees F). Despite this high energy output, it is stable to transport since thermite requires extremely high temperatures to ignite.

Shouldering the responsibility
Robertson’s innovation came with “a lot of responsibility, and a lot of scrutiny,” he says. Years ago, the only competition for his RCT technology was explosives, which are dangerous to store, handle, and transport, and come with myriad regulations. The MCR Radial Cutting Torch changed the landscape, offering customers a much better, safer product that could reach them quickly.

“When a pipe is stuck, it can cost oil and service companies significant amounts of money, because time is of the essence,” says MCR President Cory Huggins. In 2019, 2020, and 2021, Huggins says “a few bad actors” contacted the U.S. Department of Transportation (DOT) and attempted to influence their regulation of the thermite product. If MCR’s Radial Cutting Torch were deemed a Class I explosive, it would no longer be considered nonhazardous and nonexplosive.

Ultimately, MCR Oil Tools had to sue the U.S. Department of Transportation for its actions and successfully received relief from the Pipeline and Hazardous Materials Safety Administration (PHMSA), an arm of the DOT. “This comes just under a year after our landmark legal victory in the Fifth Circuit Court of Appeals, which confirmed the nonexplosive nature of our technology,” says MCR on its website. “PHMSA has also acknowledged that it is reevaluating its interim thermite classification policy and will be seeking input from domestic manufacturers like MCR.”

MCR is allowed to ship its proprietary B15 thermite mix as a nonrated material. For customers, this win means lower shipping costs, faster worldwide delivery, and easier access for oilfield operators to the company’s safe and field-proven technologies.

“We finally convinced PHMSA that we were not an explosive,” says Robertson. “You can take our tool and put it in the belly of a passenger airplane. If the plane caught fire mid-flight, all the aluminum would melt away at 660° Centigrade, which is about halfway to the ignition temperature of thermite. That is one of the most robust aspects of the technology; it is extremely stable. When other explosive-based technologies and hazardous materials are activated at lower temperatures, our thermite activates well north of 1000° Centigrade.”

Training and licensing
Taking safety seriously, every company using MCR oil tools pipe-recovery and well-intervention systems, including the RCT, is required to enter into a license agreement and be trained and certified. “You won’t encounter personnel in MCR coveralls at a rig site,” says Huggins. “We do not operate a service arm; we are a technology and R&D company. Our model is to license our technology to service providers and deliver the training required for its effective use.”

Since 1992, Bill Boelte has led the company’s robust training program. “We take training very, very seriously,” he says. “It’s a unique product; when Mike developed this technology, it was the first of its kind. The thermite cutter did not exist in the marketplace, so training was critical in that cutting pipe was not new, but the method that was used to sever the pipe was brand new.”

Like the RCT, the Perforating Torch Cutter™ (PTC) is a safer, dependable alternative to using explosives in the oilfield, and “effectively perforates coiled tubing, tubing, casing, and drill pipe without the use of restrictive technologies,” according to the company. Once the tool is lowered into a well and reaches the appropriate depth, a thermal generator is activated. Internal pressure increases, and the pipe is perforated when plasma exits through the sides of the torch nozzle.

Made in America
The RCT, PTC, and the company’s many other products are all made in the USA with American materials. MCR manufactures approximately 95 percent of the hardware it sells, while the remaining five percent requires specific manufacturing processes that are outsourced domestically.

MCR’s dedicated team includes engineers, designers, and lathe and mill operators using CNC machines. Qualification processes are performed in-house, and the company’s quality management system (QMS) has been refined over the years to ensure consistency and reliability throughout the supply chain.

“We have an approximate 98 percent success rate in the field, which is astounding,” remarks Huggins. “We attribute that not only to our training and our licensees—our customers that we work with—but also the steps that we take here before our customers receive the product.”

Adds Robertson: “MCR retains full control over its internal quality management system, enabling flexibility and the ability to meet customized customer quality requirements.”

MCR works directly with large oilfield service companies, and being near an international airport makes it easy to ship products worldwide. Sometimes, customers will come to Texas. In one case, a high-profile client with a well in Indonesia engaged two flight crews, rented a 747, and flew to MCR to pick up tools. “The combination of a nonhazardous material classification and in close proximity to Dallas-Fort Worth International Airport allows us extreme flexibility to transport our product efficiently, effectively, and under extreme time constraints,” says Huggins.

Innovating new opportunities
MCR’s ability to do its own prototyping is another example of the company going far beyond just selling products. In one case, MCR got a call for a deepwater job for a much-needed technology that… didn’t exist. Within just 72 hours, the company developed a tool specifically for the application, tested to the correct parameters in MCR’s 30,000 psi pressure vessel. The tool was deployed within 48 hours, and the cut was successfully carried out later that week.

Says Huggins, “Within one week, we received a call from a customer—where we did not have a production off-the-shelf unit—and we internally qualified for their specifications and presented them with a unique technology that no other company could provide. So the rapid response is not only us getting product into our customers’ hands; it’s also for custom development. That is extremely critical, and sometimes larger companies struggle with that process.”

MCR’s reputation extends beyond its dedicated customers. In 2024 and 2025, the company was recognized as one of the Top 100 Workplaces in North Texas by the Dallas Morning News. And where many businesses say they treat employees like family, MCR acts, even supporting staff members who are unable to work through serious illness.

MCR Oil Tools sees a future where its already considerable influence in the oil industry expands even further. “We have other products we are working on that can revolutionize the oil industry as we know it today,” says Robertson. “This includes a product that will enhance old wells to produce 20 times what they are producing at their current state. Treat those wells, and get much more oil extracted than they ever dreamed possible.”

Indeed, from hard-won legal battles to groundbreaking technological advances, MCR Oil Tools’ journey reflects a company built on resilience, precision, and an unwavering commitment to safety and innovation. Under Michael Robertson’s leadership, what began as a single idea has grown into a globally trusted suite of solutions that continues to challenge industry norms. As MCR looks ahead to its next wave of breakthroughs, its story stands as a powerful reminder that true progress often comes from those willing to rethink the status quo.

The post Redefining Oilfield Technology<p class="company">MCR Oil Tools</p> appeared first on Manufacturing In Focus.

Evart’s message about recognizing, honouring, and celebrating the special bond between siblings rings especially true in the world of family-led manufacturing. Despite what we might think about many manufacturers being multinational corporations with thousands of employees, over 60 percent of Canada’s small and medium-sized (SMEs) manufacturers are family-owned. These range from small mom-and-pop operations with a handful of workers to large operations with hundreds of staff across multiple locations. No matter the size, all have one thing in common: their invaluable contribution to the nation.

According to Family Enterprise Canada, which supports and provides a voice to this important sector, family-owned businesses are not only important but “a critical component of the Canadian economy.” Family-owned businesses account for 63.1 percent of all Canadian private sector firms. Responsible for generating almost half (48.9 percent) of the country’s real Gross Domestic Product (GDP), totalling $574.6 billion, family firms are also responsible for 6.9 million jobs Canada-wide—equivalent to 46.9 percent of private sector employment.

Economic backbone
In the United States, family businesses also play an essential role in the economy, accounting for 54 percent of the country’s GDP. Responsible for 83.3 million jobs, family-owned companies generate 59 percent of U.S. employment.

Even when faced with economic challenges like inflation, labour shortages, and taxes, family-led businesses keep growing across the United States. In mid-2024, Family Enterprise USA’s Annual Family Business Survey—the largest to date, with 789 respondents spanning 40 states—revealed that America’s family businesses remain the country’s greatest private employer. In fact, the survey revealed 61 percent of family businesses grew in 2023. Many of these companies are engaged in the manufacturing sector.

“Despite the many challenges facing family businesses, this year’s survey shows family businesses continue to grow, add jobs, and pay more than non-family enterprises,” stated Pat Soldano, President of Family Enterprise USA and the Policy and Taxation Group, in a media release. “This year’s survey was our largest to date and the information in it we use to help educate our legislators on Capitol Hill so they understand the importance and size of family businesses in our economy.”

Sweat, tears and missed holidays
From cogs to car parts, North America’s SME manufacturers invest a great deal in their businesses. More than a nine-to-five job with weekends off and paid vacations, owners of family-run manufacturing businesses make countless sacrifices, especially in the early years. This includes everything from missing their children’s school performances to working long into the night—sometimes every night for weeks or months—skipping family functions, and even deferring their own salaries so staff and suppliers are paid.

Even decades later, many owners say it was worth it because they created a family legacy positioned to last for generations.

Then there is the cost of the business itself. Even small manufacturing facilities need all the basics of any office, plus a suitable location and the necessary machinery. Depending on the products being made, this can include drilling and grinding machines, lathes, CNC machines, extruders, mixers, laser cutters and waterjet cutting machines, forklifts, cranes, conveyors—the list is practically endless. And to keep up with the competition, merely investing in equipment isn’t enough. Many of today’s manufacturers need to invest in Artificial Intelligence, expensive software like AutoCAD and SolidWorks, automated assembly machines, 3D printers, and even industrial robots to remain competitive.

Manufacturing is unlike many other sectors because of the amount of capital involved, especially in fields such as automotive, which requires massive amounts of investment in training, tools, technology, and machinery.

Changing gears
Well-structured family-run companies often have a board and governance structure that has a say in the business, including decisions about spending thousands or even millions of dollars on automation, robotics, and other expensive technology. While these investments can be instrumental to a company’s long-term success, the outlay can also leave a manufacturer vulnerable to unexpected changes in the market. The same thing applies to expanding facilities. Many Canadian companies have put building bigger facilities on hold, something they wouldn’t have considered before U.S. President Donald Trump signed an executive order levying tariffs on Canadian exports to the U.S. in February 2025.

In his book Succession for Change: Strategic transitions in family and founder-led businesses, author Harry Korine underscores how there is an overrepresentation of large family businesses in manufacturing, retail, mining, and finance, sometimes exceeding 50 percent. “These are capital-intensive sectors, where the patient capital provided by families has played an important role in supporting long-term investment,” states Korine. “Traditionally, capital intensity has also served as a barrier to entry, protecting these sectors and their firms from the threat of radical change from the outside.”

Korine goes on to state that four of the world’s largest eight family-controlled businesses are automobile manufacturers, namely Volkswagen, FCA, Ford, and BMW. And no matter how big or how small, family-owned manufacturers must reinvent themselves through technology, something sometimes overlooked by founders set in their ways.

“Reinvention is hard enough when attempted by the existing leadership of a family business, or the founder of a business,” writes Korine. “So many questions have to be answered: does the firm have the necessary capabilities? If not, should these be bought in, or is this the time to sell out to a more capable rival? Will there be resistance to a change of strategy, and how might that resistance be overcome? Bringing succession into the picture complicates matters considerably.”

Yet for all family-run businesses, there needs to be a successor. Sometimes the successor is not obvious. It is surprising how many manufacturers don’t have a successor, let alone a succession plan, in place. In these cases, or when there is disagreement among family stakeholders, it is best to work with financial planners, tax attorneys, and other experts to ensure a smooth transition.

According to a 2023 report from the Canadian Federation of Independent Business (CFIB), the country’s largest association of small and medium-sized businesses, “76 percent of business owners plan to exit their business within the next decade, a process that could involve the transfer of over $2 trillion worth of business assets.” This is compounded by Canada’s aging population and waves of retires in the wings. Exit strategies vary, including selling to non-relatives, selling to other families, selling to employees, transferring to existing family members (through inheritance), closing the business completely, or selling to international buyers. In all cases, there is no ‘one size fits all’ solution to business success.

What remains consistent, however, is the importance of thoughtful planning and open communication, particularly in family enterprises where business decisions are deeply intertwined with personal relationships. As one generation prepares to step back and another considers stepping forward, the same bonds that National Siblings Day seeks to celebrate can become a source of strength, continuity, and resilience. Ultimately, the future of family-led manufacturing will depend not only on market conditions and technological adoption, but on the ability of families to navigate change together while preserving the legacy that made their businesses possible in the first place.

The post All in the Family<p class="company">The Power of Family-Owned Manufacturing</p> appeared first on Manufacturing In Focus.

Currently based in Richmond Hill, Ontario, Kemflo Canada is in the process of relocating to its new multi-million-dollar facility in Bradford West Gwillimbury. The move represents “a significant milestone in our growth strategy for 2026,” according to company President John Kehren. “This new location will allow us to upgrade our production layout, optimizing workflow efficiency and improving storage management.”

Certified ISO 9001:2015 for the manufacture and assembly of plastic injection molded products, Kemflo Canada’s wide-ranging capabilities include engineered solutions for custom assembly, product design, prototyping and 3D printing, mold design and making, quality control and product verification, and more.

With an array of equipment at its existing location, the company is continuing to make strategic capital investments in injection molding machines, press robotics, and centralized bulk storage and material handling systems. “These investments will increase production capacity, enhance product quality, and support long-term operational efficiency,” says John Kehren. “In addition, we will be expanding automation within the assembly department by incorporating semi-automated solutions, reducing manual handling and enabling higher-volume production.”

The move to the new facility will be completed in phases, according to Operations Manager Christopher Kehren. This will see the company begin by relocating its office, warehouse, and larger-tonnage machines (1100 and 1200). The scheduled relocation will then see Kemflo Canada move its injection molding machines, followed by other equipment. This well-timed operation will allow production to continue at both the existing and new facilities during the transition, so there is no work stoppage.

“In the medium term, once the facility is fully operational, we plan to resume expanding our services on both sides of the border,” states Christopher Kehren. “Our goal is to complete the move by June 2026.”

In recent years, the company has invested well over $10 million back into the business, with one of its many recent investments being a shredder grinder, a piece of equipment that will enable materials to be reused when appropriate. Benefits including reducing raw material waste, promoting more sustainable manufacturing practices, and improving control over material costs.

Realizing the importance of embracing emerging technology to meet the needs of its many customers, other recent purchases have seen Kemflo Canada increasingly move toward more robotic automation. This will improve process consistency by minimizing defects and reducing cycle times. These efficiencies, and others, will continue to lower manufacturing costs while allowing the company to scale production and reduce its overhead.

The company’s use of tech extends to software from SOLIDWORKS®, a leader specializing in 3D CAD and cloud software development products and solutions. “SOLIDWORKS software helps our engineering team design and simulate complex projects, reducing errors and shortening the product development cycle,” says Nicole Kehren, Business Development/Manager), “while 3D printing enables rapid prototyping and efficient design validation. In the molding process, robotic arms ensure consistent, repeatable operations that minimize human errors.”

“Kemflo Canada’s investment in advanced machinery enables us to offer competitive pricing and faster delivery times to our customers while significantly enhancing overall production capacity,” explains Nicole Kehren.

Some of Kemflo Canada’s many high-quality injection molding products include Tank Accessories for roto-molded/blow molded tanks used in the industrial and agricultural markets and Plastic Random Filtration Media used in chemical processes to scrub caustic fumes and other contaminants. This product is also used in wastewater management filtration systems. New product developments include a line Kemflo has invested in and designed new tooling for, Septic Lids and Risers, with other accessory parts used for the Concrete and Plastic Septic Tank Market.

Also in its Tank Accessory line, Kemflo has introduced its newest combination vent, the Maximus II vent, the latest development providing maximum pressure/vacuum venting for IBCs (Intermediate Bulk Containers) at a competitive cost. This has been added to the company’s pressure/vacuum vents for IBCs used for transporting and storing hazardous chemicals.

Constantly innovating to meet changing industry standards and the needs of its clients, Kemflo Canada looks forward to more positive developments in the months to come. “This year, Kemflo’s primary goal is to relocate our base of operations,” says Nicole Kehren. “Our team is excited to settle into our new home!”

The post World-Class Capabilities<p class="company">Kemflo Canada</p> appeared first on Manufacturing In Focus.

Starting off as a local supplier of crane parts, the company today is a respected manufacturer of overhead cranes and crane hoists. Along with offering crane parts, G.W. Becker is also known for its crane services and maintenance, including Occupational Safety and Health Administration (OSHA) inspections, training, preventative maintenance, field repairs, and engineering.

“Our core business is in heavy manufacturing, steel processing and steel manufacturing, fabrication, aeronautical, and warehousing, just to name a few,” says the company’s Sales Manager, Ron Piso.

Cranes for every need
No two sectors are the same, which is why G.W. Becker sells and services industry-specific crane solutions ranging from 1/8 ton jib cranes—ideal for local lifting—to massive, 110-ton overhead ladle cranes used in steel mills to transport and pour molten metal. From the smallest overhead cranes to the largest, all are designed, engineered, and manufactured in-house and tailor-made for specific applications and workflow requirements.

“We can build up to a 150-foot span,” comments Piso, “and are only limited to what we can lift in our shop and what we can get out the overhead doors. If there is value to us or the customer with, we can figure out if there is a way to do it.”

To meet customer demands, G.W. Becker offers overhead lifting solutions for all needs and budgets. Some, like single girder cranes, are ideal for light to moderate use. Able to handle 1 to 15 tons, these cranes are suitable for spans up to 70 feet and lifts of 15 to 50 feet. Others, such as hazardous duty cranes, are ideal for overhead material handing in explosive environments. Often used by customers in the oil & gas sector, these cranes typically have manual hoists and trolleys and spark-resistant components. For all applications, cranes meet specific safety standards.

Much more than an overhead crane manufacturer, G.W. Becker works with customers at every step of the way, from initial design to turnkey installation, all managed with the utmost professionalism. Taking on single-source responsibility means clients will see their cranes manufactured, delivered, installed, and operational on time and on budget.

“We are a soup-to-nuts company in the crane industry,” explains Piso of the company. Its fully staffed engineering department handles design while an experienced service department has technicians available to install, repair, inspect “and upgrade any crane that’s out there now,” Piso explains. “I like to say we are as vertically integrated as we can be short of owning a steel mill to have access to our raw materials. We install 98 to 99 percent of our own product, the cranes that we build. We are a manufacturer and an OEM distributor of all crane parts.”

To date, the company’s cranes can be found across the United States, Canada, and Mexico. According to Piso, G.W. Becker is not limited to geography. “North America is our limitation,” he says. “Other than that, we will go anywhere, literally from Maine to California to Washington to Florida. We have cranes, not in every state, but we are trying to get there.” Alabama and South Carolina have hundreds of G.W. Becker cranes in operation.

Family values and industry engagement
Decades after it was established by founder George Becker, the company remains family-owned and operated, which is a point of pride for both staff members and customers. Celebrating its 45^th anniversary in March 2025, the business remains focused on growing to meet demand. Unlike some larger manufacturers, family ownership helps G.W. Becker remain far more agile, able to provide fast, personalized service where clients get answers in hours, not days.

Today, George remains founder and CEO, while his son Chris, representing G.W. Becker’s second generation, serves as President. “It’s not just family ownership that’s a benefit to our customers,” says Piso. “Chris, our President, is a leader on different industry boards,” including the Lawrence Mercer Manufacturers Coalition (LMMC). Based in Youngstown, Ohio, the LMMC is described as “an industry-led organization determined to attract, retain, and upskill the manufacturing workforce our members collectively need to thrive and grow.”

Along with the LMMC, G.W. Becker’s industry memberships and affiliations include the Material Handling Industry of America (MHI), the Association for Iron & Steel Technology (AIST), executive membership in the Crane Manufacturers Association of America, Inc. (CMAA), and the Penn-Northwest Development Corporation.

In addition, the company has forged many long-term relationships with suppliers of everything from advanced wireless control solutions to electrification systems, load-handling attachments, controls, hoists, lifting mechanisms, and other parts. These include Columbus McKinnon, ACCO® – WRIGHT® LOUDEN®, Bushman Equipment, Caldwell Lifting Solutions, Control Chief Wireless Solutions, and R&M Materials Handling, to name just a few.

At G.W. Becker, the company’s many successful years in business and long-held partnerships with customers speak for themselves. “George Becker, Chris’s father and our owner, has been in business 46 years,” comments Piso. “He has a great reputation around the country, and Chris has only enhanced that with his leadership and visibility within the industry and affiliated organizations. Relationships have been built, held, and initiated by George when the company was founded, and Chris even more so, and it all trickles down through me, our Regional Sales Managers, Service Techs, and our engineers. So our reputation is very solid. We are not top-heavy, so we are able to be out in the field and communicating more than corporations.”

Investing in people and machinery
In just the past few years, G.W. Becker has made significant investments in the business, including a complete upgrade of its machine shop and new machine tools. This remains a source of pride for the company’s owners since it allows the business to serve its many customers to the best of its abilities. “We have equipped ourselves to be pretty efficient in our production and fabrication, and will continue doing so,” says Piso. “We continue to invest in the company to make ourselves more efficient in our production and our fabrication.” Now, along with machinery, the company has expanded its engineering department to its largest headcount to date.

G.W. Becker’s information-rich website features products, detailed descriptions, and a list of services, as well as a comprehensive Resource Center featuring completed products, brochures, a blog, and more. In May, the company will have a booth at AISTech 2026. Held in Pittsburgh, AISTech remains the premier event for the world’s steel industry and a venue in which professionals can meet, learn about industry developments, and network with experts.

Now in its 46^th year, G.W. Becker continues to expand, adding to the team as needed. “Our future sales plan is to continue growing at the pace we’ve been growing for the last eight years, which has been substantial,” Piso says. “We are certainly in growth mode, trying to close every order that’s out there on the street and bring new business in every day. We have a bright forecast for the future, and it’s supported by all of the industry information available in manufacturing and the steel industry. Manufacturing in the United States is going to continue growing; we are along for the ride and expect growth in the same fashion.”

The post Built to Lift. Made to Last.<p class="company">G.W. Becker, Inc.</p> appeared first on Manufacturing In Focus.

“We focus on philosophy in design first, so we can then enhance products in the very dynamic office world that we’ve lived in since immediately pre-and post-COVID,” explains President and CEO, Bill Melnik. “Our goal has always been to build safe, sustainable, healthy, and productive environmental products.”

Tayco is upfront about promoting its key values, including inclusivity, sustainability, and fostering a strong employee culture. For three years in a row, Tayco has been certified by the Great Place to Work® Institute Canada and remains widely admired for its levels of inclusivity, equity, personal satisfaction, and employee engagement.

Strong leadership
In October 2022, Bill Melnik became Tayco’s CEO, succeeding Kevin Philips. Originally founded in 1976 by Kevin’s father, Phil, the company started producing value-conscious, space-dividing office furniture panels. A recent immigrant at the time, Phil brought the concept of local-supply, Canadian-made craftsmanship to the market.

“Their early success was based on building strong customer relationships, almost direct to customers and resellers,” says Melnik. “That culture still exists and is defining for Tayco today. We produce locally made Canadian products and ship them around the world. We value our strong customer relationships, which are a core element of our success. And of course, our craftsmanship helps keep that legacy alive.”

Adapting to market needs
The office environment has transformed over the decades, and Tayco continues to create and modify products to meet evolving needs. In the ’70s and ’80s, office panels were heavy and featured wood trim, but as time went on, Tayco introduced more value-added products to the market. Hiring additional workers with new skill sets, the company created office panels using materials like aluminum and steel. These changes saw the development of Tayco’s modernized Cosmo Integrated Panel System, which is customizable, features a highly functional tilt-and-frame design, and utilizes modern finishes such as glass, acrylic, metal, fabric, and laminate.

“Now that same panel—with a different kind of engineering structure and a different design—can have a wood bottom,” says Melnik. “It can have two kinds of different fabric on the top, and on the other side, it can have a completely different mix of fabric and/or other materials as well. So that’s where the advances have taken us.” Today’s panels are highly design-focused, suit a range of price points, and are customizable.

The company’s original panelling line was one of the pillars of its success and remained in production until around 2011. Tayco continued to build robust lines from 1976 to 2012, including Metro, previously known as Metropolis. The private Metro line is sleek and elegant, and includes storage, desking, and Tayco’s Volley Height Adjustable Tables casegoods furniture.

Recent years have seen the company greatly enhance its product lines to meet today’s office and home office demands, calling for features like ergonomic and height-adjustable solutions, provisions for power and communication, enhancements to original panelling products for privacy, and noise reduction.

Tayco continues to work closely with customers to create flexible, modular, long-life products with clean aesthetics that are highly adaptable and prioritize functionality. But Melnik observes that the sector is far from static. “I think it’s accurate to say that, since the COVID years, the office environment has been a truly dynamic market, particularly in furnishings,” he shares.

The office environment is indeed constantly changing, with younger people entering the market who may work solely in offices, solely at home, or a combination of both. “Our products focus on solutions for all those kinds of markets,” says Melnik.

A great place to work
Along with its superior office products, one of the first things Melnik noticed when he became Tayco’s CEO was the company’s outstanding workplace culture. As he said in 2022, “The entire team champions the brand and is passionate about providing the ultimate products and services to our customers. The Tayco culture truly demonstrates how a positive workforce directly correlates to employee engagement. I am proud to represent an organization with such a strong culture and enjoyable atmosphere, and look forward to watching it continue to blossom.”

The many skill sets of Tayco workers include welding, steel working, upholstery, fabric assembly, and applications to produce custom and semi-custom products. Some staff have been a part of Tayco since the ’70s and can share their wealth of knowledge with younger employees, a dedication that is a testament to the company’s culture. “That word’s really thrown around these days, but there is a culture of respect for our employees and customers, and respect for all aspects of doing business. Employees are valued for their input, feel comfortable, and are part of a long-term, safe culture,” Melnik says.

Indeed, Tayco regularly reaffirms its core values to its team and others: ownership, progressive [mindset], enjoyable experiences, and efficiency. These values have led to Tayco’s consistently being named to the Best Workplaces™ in Manufacturing list, based on direct employee feedback and an independent analysis by Great Place to Work®.

Along with its employees and customers, Tayco is also proud of its robust dealer partner network and independent representatives across North America. In the past few years, the company has stepped up efforts to sell products to clients not just in Canada and the United States but also in Mexico, the Caribbean, emerging markets in the Middle East, and key countries in South America.

“Our clients are the Who’s Who of the business clientele of any city and any country,” says Melnik. “But ultimately, they are our partners. They include corporate and commercial office spaces, from banks to legal firms and insurance companies. This broadly includes education, financial sectors, automotive sectors, and any and all levels of government,” he explains.

Ethical and sustainable
In today’s world, sourcing and buying Canadian-made products is more important than ever, and Tayco buys local materials to use in production whenever possible.

“Canada can be very proud of itself,” comments Melnik. “We are leaders in wood and panel products, bar none.” Purchasing most of its steel products locally, the company processes them internally in its own steel facilities, resulting in added value directly from Tayco and good, solid jobs for employees. “It is a strong selling point that we are a North American-based company,” says Melnik. “Our Canadian customers appreciate that we are Canadian and a Canadian-focused manufacturer.”

In January 2024, Tayco released a document on Fighting Against Forced Labour and Child Labour in Supply Chains detailing the company’s commitment to ridding its supply chains of every incidence of forced labour and child labour. Such vigilance means continually monitoring its supply chain, structure, and activities for any occurrence, or even the slightest warning signal, of these activities.

Melnik notes that sometimes there is a “wilful blindness” about the purchases we make—including a shallow view of the cost: if something doesn’t cost much, it can be replaced in the future, and it doesn’t really matter where it comes from. “This flies in the face of the value statement Tayco has, as well as its core values,” he stresses. Tayco expects its suppliers and others to be consistent with their reporting and to adhere to guidelines against forced labour. “It is tragic to think that, in the world we live in today, children would have to be exploited for the benefit of some cost-savings in North America,” he says. “For me, it would be a personal slight to think we are selling something because a child made it, that they could be exploited because it is made in another country. And if we brought it into our own country and profited on it, this goes against us as a company, as Canadians, and against me personally, to think that is something we would tolerate. I say no.”

50 years of success
To succeed in business for half a century is a major milestone. This year, Tayco will celebrate its dedicated employees with a focus on the generations of families who have worked there, along with acknowledging customers and representatives who have been with the company for decades. This will see different marketing campaigns with a focus on voices that have made the company the success it is today.

“Our employees do truly live and breathe our core values every single day,” says Emily Boland-Slinn, Director of Marketing and Communications. “In turn, that helps our dealer partners—the people we sell to, our resellers—live and breathe those core values as well, and have trust in us. So we will be acknowledging that through social media, different marketing initiatives, and events throughout the entire year.” And to acknowledge its milestone, Tayco will release a special new 50^th anniversary logo.

Today, the Tayco team includes about 240 staff members and around 30 reselling and independent agents. And while roles vary widely from the factory floor to the office, they all have one thing in common: continually striving to produce the best, sustainably made, ethically produced office furniture on the market.

“When you think about 50 years, it’s not just a corporation that has survived over 50 years; it’s a corporation that has significantly grown, changed, and is continuing to do exactly that after 50 years,” says Melnik. “It represents 50 years of substantially 100 percent Canadian jobs. Although some of our selling partners and agents are elsewhere in the world, there is a substantial Canadian job component. There are 50 years of trust, and I don’t think you stay in business that long without developing trust,” he says.

“If we were not consistent and trustworthy and did not have a progressive mindset, we wouldn’t be selling to customers after 50 years, nor to people who buy our products and resell them. They would just move elsewhere. It’s 50 years of showing up—consistently coming back and being there for all of our customers, all our resellers. So here we are. We are not looking back on 50 years, but focusing on setting the stage for the next 50 years. We are proud of that, we are thankful, and we congratulate the whole team for the momentum we’ve created.”

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