Pucci, before becoming Lands & Economic Development Manager at the City of Terrace, built a reputation for strategic engagement in business development. A skilled and passionate negotiator, his résumé includes work with government and Indigenous partners, serving as CEO of Prince Rupert International Airport, and working at Prince Rupert’s Port, Canada’s fastest-growing container terminal. His current role is generating municipal revenue and acquiring and developing municipal lands for the City of Terrace.

A prime location
“We are the Fort McMurray of the 1990s,” says Pucci, referring to the Albertan city which became legendary for its powerful petroleum sector. To Michael Pucci, and many others, the City of Terrace is similarly on the brink of overwhelming success, for a variety of reasons. The city’s population of just 13,000 is small, but its economic and service draw is closer to 40,000. The business, investment, and growth potential of the area is enormous.

When discussing Terrace, a word frequently used is “hub.” The city is easily accessible by the Skeena River and multiple highways (16, 113, and 37) and is just 144 km east of Prince Rupert. Terrace is also linked to passenger rail, bus service, the CN mainline—the only rail line in northern British Columbia—and the Northwest Regional Airport Terrace-Kitimat. Annually, the CN rail line moves about $65 billion worth of Canadian economic value to and from the Port of Prince Rupert through the City of Terrace.

Northern BC is sparsely populated, with about 100,000 residents in a 1,000 km range from Prince Rupert to Prince George. However, Terrace lies along the Trans-Canada corridor, making it a centre for shopping, healthcare, financial services, and other amenities that many similar communities lack. People drive hundreds of kilometres to visit Terrace. In 2024, a study showed that 1,000 regional inhabitants visit the city in any given week, year-round, because of its hub status.

“Tourism accounts for about $84 to $86 million worth of our economy,” says Pucci, “and that includes local tourists who come to see their doctor or optometrist, or go to the grocery store, those kinds of things.” Every year, millions of additional dollars flow into the city thanks to its year-round tourism market. In summer, many are drawn by ocean fishing, boating, and fly-fishing for trout and salmon. In winter, with some of the deepest snowpacks in Canada, they flock to Terrace for skiing and heli-skiing.

Despite its many attractions, the City of Terrace knows success doesn’t happen overnight, and understands that local government must also make an effort at every level. Pucci and his team have exchanged views with Prime Minister Mark Carney three times in the past few months concerning development initiatives. And despite comparisons of Terrace’s emergence with that of Fort McMurray in the 1990s, Pucci understands the importance of proceeding strategically.

“We know from lessons learned where we need to jump over the puddle instead of walking through, and we may need help doing that,” he says. “But we have that type of opportunity here that’s outside of our taxable jurisdiction to the same level of federal economic mover and shaker in a small town. And again, 15 or 20 years from now, we will hopefully have done it better.” He notes that in the ’90s, owing to the oil industry, Fort McMurray’s high local wages also created inflated prices for everything from housing to groceries, and he says measures need to be put in place to ensure this doesn’t happen in Terrace.

Welcoming diverse industries
Many years ago, people and goods such as logs were transported along the Skeena River. In time, this led to the development of railways, roads, and a strong forestry industry. And then, to meet the needs of forestry companies, Terrace transformed itself into a service hub as truck-servicing facilities and heavy industrial groups, like Caterpillar, established themselves in the area. Every day, about 200 Class A forestry trucks roll through.

In the past few years, intent on not focusing too narrowly, Terrace has modernized, invested, and expanded wherever opportunities arise, and sees a future serving multiple industries. Truck drivers need places to sleep and eat, prompting investment in new hotels. And while the forestry industry is growing and evolving, Pucci says Terrace is well-suited to helping related businesses expand locally. Wood mills need forklifts to move product, and manufacturers to make forklifts.

“There are many different industries, but the idea is to look at the core things we do well and ask, ‘How do we participate in those industries?’” he says. “That’s an important reason why we’re able to create and maintain our hub status.”

Together with forestry, the City of Terrace is promoting itself to the mining industry. After Northern Ontario, Northern BC is the hottest mining hub in North America. One of the world’s largest gold deposits was uncovered nearby, and 60 percent of BC’s critical minerals are found within a few hours of Terrace. Some mines are at the permitting stage, while others are in operation, and as these mines develop, they will need more equipment and local labour.

“It’s very top-of-mind right now, and the federal government has highlighted that area as a key revenue source for the Canadian economy,” Pucci shares. “That is beyond the fact that it means a lot to the local economy, because mineral extraction provides a lot of royalties to the federal government. It’s an important component.”

One mine in BC’s Golden Triangle, Red Chris, is on Canada’s Major Projects Office list, and Terrace is well-equipped to meet the logistical needs of this mine site and many others across BC. These sites, along with other major energy projects such as wind, oil, gas, and ports, are estimated to bring $230 billion in affordability, security, and diversification.

Indeed, Northern British Columbia is known as the powerhouse of the province’s mining industry, and it is projected that the construction of 24 mines in the area could realize $69 billion in economic activity for British Columbians from gold, copper, silver, zinc, and other minerals. More mines, of course, mean greater opportunities for related businesses, like depots to serve trucks, commercial vehicle inspection stations, food services, and accommodation.

“We might not see Caterpillar making new diggers here, but will they have a service shop?” asks Pucci. “It makes a lot of sense to have some sort of service depot or affiliation. Will they need certain styles of flatbed trucks to move equipment in the area? One hundred percent.”

Industrial opportunities
When he became Lands & Economic Development Manager, Michael Pucci was intrigued by one of Terrace’s key assets, the Skeena Industrial Development Park (SIDP). The park is remarkable for many reasons, including its size. With over 1,200 acres of continuous greenfield industrial-zoned land, SIDP is larger than Vancouver’s 1,000-acre Stanley Park.

Representing a joint venture and revenue-sharing partnership with Kitselas First Nation, SIDP is ideal for operations large and small. It is close to the Port of Prince Rupert, which is Canada’s third-largest container terminal and the home of the nation’s newest liquefied petroleum gas (LPG) terminal.

“The involvement of First Nations in British Columbia’s economic development, and where that’s going, is something that large and global companies don’t have the strongest understanding of,” says Pucci. “And so, this is a fantastic way to put industry at comfort; that there’s a way to positively engage, as well as contribute to the overall benefit of our region.”

On the highway and adjacent to the Northwest Regional Airport, SIDP is accessible to every part of British Columbia. And with both the transmission and distribution of natural gas and electricity, it has all the base assets for petroleum, manufacturing, logistics, and transportation businesses. Just 10 minutes from nearby communities, it’s conveniently placed. “It is the future of Terrace,” says Pucci, “and it doesn’t have that urbanization concern.”

The Skeena Industrial Development Park may be the clearest expression yet of Terrace’s ambitions. With its scale, strategic location, infrastructure, and partnership with Kitselas First Nation, it offers the city an opportunity to attract investment while building on the strengths that have made Terrace a regional hub. More importantly, it reflects a broader vision that is not dependent on any single industry or project.

For Pucci and the City of Terrace, the goal is not simply to capitalize on a moment of economic momentum, but to build an economy capable of sustaining that momentum for decades to come. Forestry, mining, energy, transportation, tourism, manufacturing, and logistics all present opportunities, but the real advantage lies in the connections between them—and in the businesses and services that emerge around them. By identifying what Terrace does well and positioning itself to support a diverse range of industries, the city is working to turn its geographic and infrastructural advantages into lasting economic value.

That approach also means learning from the experiences of other resource-driven communities. Terrace has an opportunity to welcome major investment without losing sight of affordability, livability, Indigenous partnership, or the needs of the residents and businesses that already call the region home. The ambition is considerable, but so is the opportunity: to grow strategically rather than simply quickly. Terrace has the chance to chart its own course—one that embraces its role as a northern hub, welcomes diverse industries, and creates prosperity that extends well beyond any single boom.

The post The Hub of British Columbia<p class="company">City of Terrace, British Columbia </p> appeared first on Manufacturing In Focus.

Headquartered in Saint-Bruno-de-Montarville, Québec, Alstom is Canada’s only domestic train manufacturer. A global leader in smart, sustainable mobility solutions, Alstom has about 87,000 employees worldwide, including nearly 5,200 in Canada, and is helping shape the future of transportation while creating opportunities for the next generation of talent.

Many new graduates in fields such as engineering have a say in which sectors they wish to work, and companies like Alstom, with a strong emphasis on creating a greener, cleaner world, often come out on top.

“We are transforming cities for tomorrow and creating economic opportunities by addressing congestion issues in urban centres like Toronto and Montréal,” says Olivier Marcil, Vice President of Public Affairs and Communications at Alstom Canada. “Our passenger rail solutions are modern, automated and very sophisticated. Our employees are contributing to tackling climate change, because they are working at a company that offers clean mobility solutions. Our trains are green,” he explains.

Being part of a business that focuses on sustainability and produces trains powered by electricity, hydrogen, and batteries, is an extremely attractive value proposition.

“It is really appealing for the next generation, and our main challenge is to make it known specifically in North America, where there is a strong car culture and less focus on transit than in Europe or Asia,” adds Marcil. “Our goal is really to make this company, and this sector, familiar to the next generation.”

A leader in sustainable mobility solutions, Alstom remains focused on the future of transportation across North America and worldwide. In 2021, Bombardier Transportation (a division of Bombardier Inc.) was acquired by French multinational Alstom, further strengthening its decades-long presence in North America and accelerating its growth ambitions. The acquisition was followed by the creation of a brand-new Innovation Centre in 2022.

At Alstom’s Americas headquarters on the outskirts of Montreal, the Innovation Centre leads the development of “future platforms for green hybrid, battery, or hydrogen propulsion technologies specifically tailored to the North American rail freight and passenger market, and in doing so meet the sector’s decarbonization needs,” according to the company. This includes dedicated prototyping, augmented reality equipment, and collaborations with key industry players and universities across the country.

In 2023, Alstom conducted a demonstration of the first hydrogen-propulsed train in North America intended for commercial service, a demo driven by the Innovation Centre. To date, the Centre continues to work in areas such as batteries, manufacturing processes, robotics, braking, propulsion, and artificial intelligence.

Decades of experience
French multinational rail systems manufacturer Alstom SA, originally known as Alsthom, was created in 1928 through the merger of Société Alsacienne de Constructions Mécaniques’ (Als) electrical engineering division, and Compagnie Française Thomson-Houston (thom). The following years were marked by acquisitions and international expansion, including the establishment of a longstanding presence in Canada. This expansion sped up following the 2021 Bombardier acquisition, which positioned Alstom as the country’s sole rolling stock manufacturer.

Bombardier Inc. was well established as its own respected global powerhouse. Largely known today for aerospace and manufacturing business jets like the Challenger 650 and Global 8000, the company also built its reputation as a maker of snowmobiles and railway trains. By 2021, the rail industry was increasingly moving toward consolidation.

“There was a lot of discussion across the industry regarding the need for a global player with the size, scope, and capabilities to compete on every continent, and equipped to face competition coming from China,” Marcil explains.

Although there had been previous attempts to consolidate the market, none succeeded until the combination of Alstom and Bombardier in 2021, which created the largest pure rail player in the Western world. The two merging companies were of roughly equal size, employing approximately 35,000 people each worldwide, but differed in their product portfolio and market presence.

The strength of the transaction lay in the complementary nature of the two businesses. Because the companies had established leadership positions in different markets, they were not direct competitors. Bombardier was well-known in North America, the United Kingdom, and Germany, while Alstom had a strong position in France, India, and Brazil. Merging the two companies saw expanded access to different markets.

Similarly, Bombardier was notably known in commuter rail and operation and maintenance, while Alstom was recognized for its strength in high-speed rail. “Merging the two created a very large portfolio of products, services, and technologies, and access to the market, which has allowed us to better serve our clients with a 360° portfolio offer and a multi-local manufacturing strategy,” says Marcil. “That’s been a literal game changer for the industry, and for Alstom employees of course.”

Positioned for growth
Many associate Alstom with rolling stock, but the company also has a strong offering in operations and maintenance and signaling. Depending on the project, maintenance contracts can extend for 25 to 30 years, allowing Alstom to support customers throughout the lifecycle of their transportation systems.

Across Canada and the U.S., Alstom has been integral to many new transit systems. In Toronto, for example, Alstom employees maintain and operate the GO Transit network. They also deliver these services in Los Angeles, Edmonton, and Montreal. The company also handles the operation of Automated People Movers (APMs), automated trains at airports moving millions of passengers between terminals every year.

“We provide, maintain, and operate those trains for nine out of the 10 largest U.S. airports. On top of that, we handle everything that is digital, like AI and cybersecurity,” says Marcil. “It depends on the customer and their specific needs.” Some contracts see Alstom solely providing rolling stock, while others include operation and maintenance, signaling, or systems.

“Our ambition is to grow in every market where we operate, and Canada and the United States are very strategic to us. We see tremendous opportunities, both because of the evolution of the cities and the breadth of our offerings.”

Compared to Europe, Canada and the United States continue to evolve rapidly, with significant growth taking place across many mid-sized urban centres. This is resulting in many cities moving from 100 percent bus systems to rail systems.

Last January, Alstom was awarded a $2.3 billion contract with the Toronto Transit Commission (TTC) to manufacture a 70-car New Subway Train (NST) fleet for Toronto’s subway. The six-car Metropolis metro trains will replace the TTC’s aging Line 2 vehicles and serve on subway extension projects.

“This new fleet of metro trains will be designed and engineered here in Canada, assembled in our Thunder Bay site, supported by an expanded network of local suppliers, and tested in our Kingston site,” said Michael Keroullé, President of Alstom Americas, in a media release. The contract will generate up to 945 direct, well-paying jobs in Canada, and over 1,700 indirect jobs.

“We are pursuing every opportunity that we have in Canada,” says Marcil. “It’s important for us to be there, to be present. We have a bright future in front of us.”

With transit expansion at every turn, Alstom is part of numerous multi-billion-dollar projects to replace and modernize mass transit. These include manufacturing Toronto’s distinctive new red streetcars and being a part of the Eglinton LRT line and the upcoming 18-kilometre Hazel McCallion Line (Hurontario LRT). These projects draw on its expertise in electrification, systems integration, engineering, manufacturing, signaling, operations, and maintenance.

“We keep growing in Toronto, and it’s one of our largest markets,” says Marcil. “Metrolinx and the TTC are among the most important clients we have in the world.” Projects of this scale require close collaboration among multiple partners, with Alstom working alongside companies specializing in civil engineering and other disciplines.

The Alstom Foundation
A strong believer in giving back, Alstom supports communities around the world through the Alstom Foundation, which operates worldwide, supporting several causes and charities.

“For us, it is the idea that we should give back to our community and contribute to a better world,” states Marcil. “It is part of our corporate citizenship commitment.” Since 2007, the Foundation has focused on four key areas: economic and social development, environmental protection, access to mobility, and access to energy and water.

“Our core business is to facilitate the movement of people and goods. There are cities and ecosystems less equipped to do that, so we support access to mobility and projects related to poverty, energy, or water access.”

The Foundation’s success is driven by the engagement of Alstom employees. Every project must be sponsored by an employee, who essentially carries the project to the Foundation. Once a year, project proposals are reviewed by a committee and funding is allocated. To date, the Alstom Foundation has supported over 330 projects worldwide. “Alstom is in over 60 countries around the world, and we are proud to support projects that make a tangible difference in those communities,” says Marcil. “Providing opportunities like these is an important part of our commitment to corporate responsibility and creating lasting positive impact worldwide.”

On track for a bright future
With a shift toward rail in many cities, the future of Alstom Canada is bright. At its Americas headquarters, the company announced plans to fill between 160 and 200 positions, reflecting both the company’s growth ambitions and the increasing demand for sustainable transportation solutions. This growth will enable Alstom to continue playing a pivotal role in helping urban centres expand and accelerate the transition to greener mobility. “It’s a great industry to work in, and trending north,” adds Marcil. “When you look at mega-trends—pollution, urbanization, demographics—all this in the future will favour cities to adopt more passenger rail projects, so we will be very well-positioned in Canada, the United States, and across the Americas to capture that.”

Alstom is the national player in passenger rail manufacturing in Canada, the only with manufacturing capabilities and facilities in the country. With four manufacturing sites, an engineering centre, and a privately owned 2.1-kilometer test track in Kingston, Ontario, Alstom is active across the entire rail value chain—from design and manufacturing to systems, signaling, operations, and maintenance.

“All this positions us as Canada’s number one provider of passenger rail solutions, as demonstrated by our strong presence in Montréal, Toronto, Vancouver, Edmonton, Ottawa, Waterloo, and soon in Quebec City. Looking ahead, the opportunities are significant. High-speed rail is coming to Canada, VIA Rail will renew its long distance fleet, and cities across the country continue to modernize and expand transit. With our footprint, expertise, and capabilities, Alstom is uniquely positioned to help deliver the next generation of transportation projects.”

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Compared to just a few years ago, Artificial Intelligence (AI), automation, and smart products have transformed how we live, work, interact with others, and even think. Voice-controlled virtual assistants like Alexa can do everything from turning on lights to changing the thermostat and even reading us an audiobook. Cumbersome paper maps are a thing of the past, as built-in GPS navigation systems in our vehicles tell us exactly where to drive, the best routes, and how long it will take. And instead of talking to a real person, online chatbots with friendly-looking avatars and names like ‘Anna’ or ‘Emma’ help us with everything from banking to scheduling dental appointments.

Just as AI and automation have become part of our everyday lives, so has technology become integral to modern manufacturing. From agricultural robots harvesting our food on Earth to autonomous vehicles like NASA’s Perseverance rover exploring Mars and collecting rock samples, robots and cobots—sensor-equipped robots operating safely around their human counterparts—and other automated solutions continue to proliferate.

Smarter manufacturing
For hundreds of years, especially since the Renaissance, humankind has invented increasingly complex machines, improving transportation, communication, printing, and manufacturing. The Industrial Revolution in Britain saw new production methods focusing on iron and steelmaking, steam engine production, and textiles. This led to new technologies worldwide, making manufacturing more efficient and less expensive, a shift that soon spread across Europe and North America. Goods once made in small workshops by hand were now manufactured by machines on a large scale in a factory system.

Today’s manufacturing combines time-tested production methods with AI, robots and cobots, and other automated solutions. Assembly lines no longer rely solely on human eyes to spot flaws, instead using high-speed cameras capable of scanning products in seconds. And repetitive tasks, like pick-and-place or lifting heavy items, are now performed by industrial robots.

To ensure machines work at peak performance, built-in predictive maintenance programs (PMPs) use sensors to check vibration, temperature, revolutions per minute (RPMs), and more in real time. If there is a risk of misalignment, unnecessary wear, or equipment overheating, data is sent to technicians immediately. This prevents issues like costly part replacements and unnecessary downtime, optimizing machine lifespan and improving operational efficiencies.

The role of Artificial Intelligence
Predictive maintenance, cameras, vibration and ultrasonic sensors, robots, cobots, self-driving forklifts, and other devices all need AI of some sort to function. While manufacturing machinery builds on past technologies, the key difference is today’s systems use AI to collect information, learn, adapt, and even make on-the-spot decisions, often without human interaction. Driven by technology, modern manufacturing aims to optimize processes and can even reduce production waste depending on material availability. Taken together, today’s factories are the result of smart manufacturing, also known as Industry 4.0: The Fourth Industrial Revolution.

Where Industry 1.0 and Industry 2.0 saw mass production transform because of steam and electricity, The Third Industrial Revolution truly transformed how goods are made. Also known as the Digital Revolution of the 1970s, Industry 3.0 ushered in computers, programmable logic controllers (PLCs), and microprocessors. These then-new technologies enabled manufacturers to shift from analog to digital, making production faster and more precise.

Now, virtually all aspects of the manufacturing process are undergoing major transformations thanks to AI and robotics. From material selection and handling to manufacturing, assembly, finishing, quality control and inspection, packaging, and even customer service, fewer tasks are being handled by people. While some argue this will result in job losses, others believe automation will benefit human workers. Instead of risking physical injury from lifting heavy materials or dealing with repetitive strain, robots, cobots, and automated overhead cranes will handle the load. This also has the benefit of making operations more streamlined and freeing up workers to handle other tasks.

Advantages of automation
For manufacturers, AI, robotic systems, and other automated processes often result in greater productivity, enhanced quality, lower operational costs, and other benefits. Thanks to sensors, software, cloud computing, and digital technologies, some manufacturing facilities are now fully autonomous. Unlike factories with humans working in shifts, these plants operate 24/7. Via the Internet of Things (IoT), machines, cameras, 3D printers, sensors, and other devices are all connected, and working in real time, machines make on-the-spot decisions about production times, speed, materials, and more. Also known as ‘lights-out,’ these factories utilize robotics and CNC machines, which can run without human attention. In some instances, workers are only present at the final stages to verify quality.

Like all manufacturing systems, there are pros and cons to autonomous factories, starting with cost. Investing in advanced robotics and IoT technology is an extremely expensive proposition, and the investment can take years to recoup. These facilities also need a clear path for the future, as robots and cobots will need to be modified and replaced over time.

Then there is job displacement, since fewer people are needed for repetitive tasks like assembly and packaging. While fewer human employees are required, companies will need to hire staffers with backgrounds in advanced engineering, robotics, AI, and maintenance, or upskill existing workers, requiring additional investment.

Then there are the many advances in autonomous manufacturing. Once up and running, labour costs are reduced since fewer humans are needed. For those who remain, especially on the factory floor performing quality assurance and other tasks, safety is enhanced. Repetitive tasks once performed by people are now handled entirely by machines equipped with safety sensors and cameras. If an obstacle is detected or someone gets too close, robotic arms and conveyors shut off, preventing injury.

One of the greatest, and sometimes overlooked, advantages of autonomous manufacturing is that these facilities keep jobs in the United States and Canada. Instead of making products offshore and facing issues like long shipping delays, tariffs, duties, and substandard quality, jobs stay in North America. For customers, this presents a huge benefit in the form of shortened lead times. Instead of waiting for orders to arrive, autonomous factories can provide greater output and higher consistency. And on the environmental side, machines connected to IoT systems are more efficient, producing less waste material.

Manufacturing has come a long way from the first Industrial Revolution of the mid-18^th century, when men, women, and children took their lives in their hands working up to 16 hours a day in dimly lit, poorly ventilated factories alongside dangerous machines. Humans will remain integral to the manufacturing process in the future, but their roles will be very different from the ones they held in the past.

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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.

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