The company manufactures overhead bridge cranes, gantry cranes, jib cranes, monorail systems, hoists, and custom lifting equipment. This overhead lifting expert has grown to become the largest independent crane and hoist company in the United States, providing manufacturing, distribution, and full customer-centric service.

“We do everything from the design, the engineering, the installation, the inspection and maintenance, and the repairs of overhead cranes and hoists. That makes us very unique because the industry is often fragmented,” says Ace Industries’ Chief Operations Officer Daniel Arwood.

The various services offered by Ace Industries are frequently split across separate design engineering firms, steel erectors, inspectors, service providers, and original equipment manufacturers. “We really bridge the gap for our customers, but we specialize in the niche of overhead lifting with overhead cranes.”

Ace Industries provides light-duty ergonomic lifting solutions as well as large overhead cranes with the capacity to lift hundreds of tons. The lighter lifting solutions, which are regularly used for automotive plants and assembly operations, require a deep understanding of ergonomics, since employees are using lifts repeatedly throughout the day. The heavier projects in need of large equipment such as power generation, metals production, and forestry operations call for Ace’s expertise in automation and reliability engineering for process applications.

In addition to establishing itself as a quality manufacturer and designer of lifting equipment, Ace is known for providing exceptional customer field support in these demanding environments. Its equipment goes into heavy industry processes, so in order to design the equipment efficiently, the team must comprehend its application. Ace has the experience to navigate the safety requirements, physical requirements, and other environmental factors within heavy industries.

“We’re a technical company at heart, and we really focus on servicing and manufacturing critical equipment. We focus on building reliable equipment, and we try to service that equipment with efficiency and speed, and that makes us a unique fit for companies in aerospace, military and defense, paper and forestry, metals production, automotive, oil and gas, energy, and power,” says Arwood.

Ace Industries was founded in 1932 under the name Ace Electric Company, by Daniel’s grandfather Harold Arwood, Senior. It began as a motor repair facility with an office on Edgewood Avenue in Atlanta, Georgia, steps away from the Georgia State Capitol. The intention, from the outset, was to create a family business, and by the 1970s, Harold’s son Bud had taken over and led the expansion into the crane business. Bud’s children Josh Arwood, current CEO, Cheryl Rossborough, CFO and Daniel Arwood, COO comprise the third generation of Ace Industries ownership.

With Bud Arwood at the helm of the company in the 1970s and 1980s, Ace transitioned from a small electric motor repair shop to a parts and new equipment distributor for US-based hoist and crane manufacturers. The company had excellent inventory controls and the ability to ship the same day, which was rather unique at the time. This quality led Ace to become a master dealer for Coffing, Yale, Budgit, Shaw-Box, Harrington, R&M, Stahl, Duff Norton, and the Columbus McKinnon Corporation.

The expansion into manufacturing and services in the nineties was based on a combination of market changes and end user demands. As international equipment manufacturers entered the U.S. market just as domestic suppliers went through a wave of aggregation, customers began to look to Ace to guide product design and selection decisions for increasingly complex lifting scenarios. As the company was able to offer both domestic and internationally supplied components for its clients, Ace was able to simplify selection decisions and provide the most effective solution to its clients.

To increase its capacity to manufacture overhead cranes, Ace acquired a new facility just outside of Metro Atlanta and soon began to open regional service centers. The first were in Birmingham, Alabama and Cincinnati, Ohio, and since that time, the company has continued a methodical expansion both organically and through the acquisition of other crane companies. Ace now has over thirty-six offices in the U.S. from Florida to Washington State, and in the future, it hopes to expand further into the Midwest and Northeast.

Ace began during a difficult time following the Great Depression, and it has endured a number of economic and political challenges throughout its journey. These have taught the company to be adaptable and pivot when necessary. “There are great legends at Ace about the many changes that have happened, and I do say legends because Ace has been around for a lot of years, and we have developed a reputation in the industry for being ethical, responsible, responsive, customer-centric and good at what we do,” says Arwood.

Many companies in the manufacturing industry have experienced a ripple effect in material prices and demand due to the pandemic. Steel has seen significant price fluctuations and caused inflationary pressures for overhead crane manufacturing since it is the primary commodity used in a crane. “When you’re building a crane project that has 200,000 pounds of steel in it, and the price of steel goes up from $0.85 a pound to $1.35, it’s a problem, but I think we can reasonably expect to see that stabilize,” explains Arwood.

The company’s services are considered essential since overhead cranes are used to transport products through manufacturing facilities. If it had suspended its services, it would have caused a bottleneck in production. “It has been really important for our business, for Ace to be able to continue to faithfully serve our customers safely through the pandemic because of the highly essential [production]. Lights need to come on; oxygen needs to be produced; toilet paper needs to be made, and we are right there lockstep with our customers during this time through it,” says Arwood.

Another current challenge in the market is the demand for sub-assembly components. However, Ace has also found ways to work around this complication to ensure that its customers do not have to face the chaos behind the scenes. “Our inventory on hand has been able to float the sub-assembly components problems. Our sourcing and materials management for steel has enabled us to price effectively and not pass massive cost price increases to our customers and that directly translates to our customers being more competitive, saving money, and being more efficient,” says Arwood.

Ace is leading the overhead crane and hoist manufacturing industry with its experience and drive. Chief Executive Officer Josh Arwood is the outgoing president of the Crane Manufacturers Association of America (CMAA), an organization that helps set the standards for the entire industry.

This display of leadership is also clearly extended within the team. The company’s leadership regularly spends time in the field working on equipment with the service technicians and all employees support each other and each other’s customers as one large team across regions.

The overhead crane industry is rapidly changing hands due to consolidation, and the future of the market is somewhat unknown. No stranger to this type of environment, Ace is focused on its strategic goals, and it is strongly committed to continuing the enduring legacy that has been established.

“My daughter, who is nine years old, has repeatedly reminded me over the past few years that someday she wants to work in the family business, so I think we’re doing something right,” Arwood says proudly.

Ace plans to continue expansion on the West Coast, where there is plenty of opportunity, the Midwest will follow, and finally, the company will establish itself in the Northeast to offer full coast-to-coast overhead crane services. “In an industry that is changing and moving fast, where private equity is running through and buying up crane companies, we’re going to continue to do what we do best, which is continue to grow our expertise, our skills, and our strategic advantage,” says Arwood. “We’re going to continue to do that without taking on debt or taking outside capital, and we’re going to stay true to our people.”

The post A Family Business Committed to its Legacy<p class="company">Ace Industries</p> appeared first on Manufacturing In Focus.

According to Precedence Research, the global medical devices market is expected to reach around US$670 billion by 2027, which represents a Compound Annual Growth Rate (CAGR) of 5.2 percent between the years 2020 and 2027. In 2019, the market accounted for US$448 billion. This doesn’t take into account the global medical device outsourcing market, which is also heating up.

ResearchAndMarkets.com expects the global medical devices outsourcing market to reach US$162.4 billion during the same period. The U.S. market alone is estimated to be valued at US$40.7 billion, which continues to lead the market in terms of revenue, though markets like China gaining market share.

China is forecast to grow at 9.5 percent CAGR, reaching US$17.8 billion by 2027. Others that are pegged for notable growth are Japan, Canada, and Germany. Global product testing and sterilization services, especially during the COVID pandemic, is another strong market segment with the same players leading the way.

North America remains a leader in the medical devices market, especially when it comes to revenue. The United States dominates market share, but Asia-Pacific is the fastest growing segment and accounts for much of the contracting opportunities, growth that is spurred by the lower costs of raw materials and labour.

Both China and India have large populations and rapidly growing middle classes, which means more patients, especially with the growing prevalence of disease, and growing health care systems to support them, as well as greater awareness programs to promote improved health and wellbeing.

Canada, the eighth largest medical device market, is an interesting case study as it is considered to be quite sophisticated from a this standpoint, and it has a public healthcare system, which means the majority of spending on medical devices is government.

The Canadian medical devices market is also considered to be mature in terms of its advancements and the demand for high quality medical technologies, but there is a lot of room for growth as the majority of medical devices used in the Canadian healthcare system are imported.

The country has well-established regulations across its manufacturing footprints, which are greatest in Ontario and Quebec. Exports of medical devices are on the rise as a result. Diagnostic equipment is in greatest demand, as well as patient monitoring equipment, consumables, and patient aids.

The U.S. represents more than half of the Canadian market which is afforded by proximity and relativity between regulatory environments. Just like the U.S., Mexican, Chinese, and European players have also taken advantage of the Canadian market that is ripe with opportunity.

What is a medical device?

A medical device is any instrument, apparatus, appliance, machine, or equipment that has been designed and manufactured for the purpose of the prevention, detection, diagnosis, treatment, measurement, monitoring or alleviation of disease or illness. A subset of these devices can serve as a supplement or offer a modification of the structure or a function of the human body to accommodate or overcome a medical condition or health issue to improve a patient’s overall quality of life.

Some of the most common medical devices are glasses, wheelchairs, x-rays, Magnetic Resonance Imaging (MRI) and Computed Tomography (CT) scans, as well as pacemakers and many others. Medical devices are categorized by class (Class I, II, and III), geography, and device type and they are leveraged by a number of end users including patients, home care providers, clinics, and hospitals.

Market segments by device type include In Vitro Diagnostics (IVD) and other diagnostic imaging, cardiovascular imaging, drug delivery, orthopedic, respiratory care, ophthalmology, surgical, diabetes, care, dental, endoscopy, gynecological or urological, personal care and neurological.

Currently, Class II devices represent the fastest market growth. That includes devices that are considered intermediate risk like CT scans. Class I devices are low risk like wheelchairs and Class III devices are high-risk, things that are imperative in the sustenance of health or life like pacemakers.

What is driving market growth?

There are several factors driving growth in these markets, the most notable of which is COVID, which has accelerated growth in some areas and slowed growth in others. While elective procedures are down, the need for advanced diagnostics and patient care devices like ventilators and respirators is up.

IVD specifically accounted for the largest percentage of the medical device contract manufacturing market, demand that is driven by the need for COVID testing, as well as the growth in the number of labs in developing countries and the rate of adoption of advanced automation and technology. In particular, there is growth in artificial intelligence and wearable devices.

Increased disease prevalence, as well as a growing middle class and the quality demand of healthcare that comes with developing nations, compounded with improved life expectancy and an aging population, has left the market ripe with potential.

According to the World Health Organization (WHO) the proportion of total global deaths due to chronic diseases are expected to reach 70 percent by the end of 2030. Over the same period, the global burden of disease will rise to 56 percent. Much of this will impact the developing world. It will also have major implications for the medical device market.

Though the medical device market has great potential, that growth could be stunted by the rate of consolidation taking place in the market. Many larger medical device players are looking to develop their own in-house manufacturing capabilities to save costs, which means they are seeking out smaller contract manufacturing operations to acquire.

The rapid rate of technological advancement and the adoption of industry 4.0 have necessitated significant investment. Medical device manufacturers are forced to optimize their manufacturing systems to compete with high-volume, low-cost producers, investing in things like robotics, process automation, cloud computing, machine-to-machine communications, and cyber physical systems.

The alternative to overhauling their own manufacturing systems is to outsource to contract manufacturers, many of which are being consolidated with major industry players who are looking to expand their manufacturing capabilities.

Some of the market leaders in the medical devices market include Medtronic, Stryker, Koninklijke Phillips, Fresenius SE & CO, Ethion LLC, Siemens Healthineers AG, Cardinal Health, Hoffman-La Roche Ltd., Boston Scientific Corporation, Baxter International, Philips Healthcare, Sanmina Corporation, Celestica Inc. (Celestica International), Plexus Corporation, and many others.

The place of origin of these market players demonstrates that the United States still has a stronghold on the market, but as competition heats up, there are many companies from across the world that will give them a run for their money, and there is more than enough market potential to take advantage of.

Where there is competition there is innovation and this is certainly true of the global medical devices market. The technological innovation, the growing demand and increased prevalence of disease, as well as the improved health and wellbeing of a significant part of the global population will ultimately lead to more advanced medical devices and more effective healthcare delivery.

The post Medical Device Manufacturing in the Age of 4.0<p class="company">A World in Transition</p> appeared first on Manufacturing In Focus.

Whether it’s implantable medical devices such as heart valves, bone screws, or cardiovascular and neurological based devices, the company is dedicated to detail and maintains a rigorous quality system. The operation is directed by experts skilled in the manufacture of a variety of complex and challenging components, and in rigorously meeting time and budget constraints.

To serve customers with unvarying efficiency the company’s facilities have been recently modernized, including a new building and renovations.

Founded in Minnesota 1997 by Jeff Haley, C-Axis built a second facility in Puerto Rico in 2004. Since then the business has continued to expand to meet demand from the leading medical original equipment manufacturers (OEMs) around the globe.

With world-class capabilities that, laser marking, laser cutting, and additive machining (3D metal printing). Working include Swiss machining, (three, four, and five axis) milling, micro-machining, CNC lathes, laser welding with customers from development to DFM and full production, C-Axis is poised to grow while continuing to ensure customers are at the forefront of their vision.

“We needed to upgrade our building situation because we needed to double our footprint,” says Dennis Olson, Business Development Director. “We’ve been kind of a smaller player in a mid-size field, and our building is from the eighties. Basically becoming a world-class manufacturer means having a world-class, customer-friendly facility that can allow growth as we add to that capacity and our capabilities.”

The company is also adding state of the art machining equipment, including clean-room capability, to the new facility. In doing so, they’re moving their Minnesota production into the new building while revamping the current facility into a customer interaction center focused fully on R&D and new product development.

“That’s how we’re moving forward as we modernize the company,” says Olson. “We’re separating facilities. That sounds like no big deal, but having the Prototype Center separate from the Production Center allows us to focus on the customer’s prototyping and engineering teams without the worry of interrupting production or fitting small production runs into the large run production schedule.”

This development center will also be branded separately from C-Axis with a new name, C-Axis 360 – Ideas, Iterations and Innovations.

“The idea is that from the initial interaction with our technical sales team you have very customer-focused interactions that are based on how we can help you achieve better speed to market, while at the same time helping you create the best manufacture-able design from the very beginning of the project,” Olson says.

With the updates, C-Axis is set up to help generate technical innovations from early in the process while keeping the manufacturing of production volumes cost effective and enabling clients to be successful throughout the entire process.

“We look at C-Axis 360 as an opportunity for our customers to save weeks of development time by having their project team come into our facility. Here they are assigned a C-Axis team (an Engineer, Technician, and Machinist) to work with to complete multiple iterations in one sitting, helping to improve the R&D timeline. Instead of doing things in series, our customers can do multiple potential design iterations in parallel and save six or seven weeks in their NPD cycles,” says Olson. He notes that this capability is greatly appreciated by clients.

While most of the large medical device OEM companies have the capability to either do this themselves or pay exorbitant fees to have it done, he says that second-tier OEM companies don’t get the same kind of service elsewhere.

“We’re one of the few companies that cater to the smaller companies. My team was just out in California for the MD&M West Show, and we had a line of people very excited about the fact that we’re willing to do this type of service for the smaller medical device companies.”

The best time to take cost out of a product is during the initial design phase. As cost pressures increase in the market, clients who partner with C-Axis during the design phase have access to the company’s technical experts in raw materials, laser welding, various machining processes, secondary processing and assembly, who are well versed in Design for Manufacturability (DFM).

The DFM process allows for a detailed review of the part use, design requirements and tolerances between device designers and the C-Axis manufacturing and quality engineering teams, ensuring products are not only manufactured to achieve the required performance, but are done cost effectively.

The customer experience has always been of utmost importance for C-Axis. Even throughout the pandemic, which greatly affected both labor and some supply chain situations, the customer experience team was available to mitigate those challenges.

“My team has been in front of people for the last six to seven months even though it’s still been kind of a lockdown situation,” Olson says. “We’ve focused our efforts on going to places where that wasn’t a problem. Our main objective of these visits was to continue to provide solutions to our customers’ problems.”

The company’s expertise in 3D printing is another highlight designed to keep focus on improving both costs and lead time for customers.

“While any traditional machining house can basically make prototypes, the problem you run into is the exorbitant cost of setup, and then the time to ‘whittle down’ to your component makes this process more expensive,” he says. “It could be several hours of setup, and another hour to make just one part.”

C-Axis’ GE 3D printer’s process is similar to metal sintering, but layers measure 15 to 30 microns thick. Instead of jetting drops of ink onto paper, the Direct Metal Laser Melting (DMLM) process uses lasers to melt ultra-thin layers of metal powder to build a 3-dimensional object. The use of a laser to selectively melt thin layers of tiny particles yields objects that exhibit fine, dense and homogenous characteristics.

“The other advantage of the 3D additive machine is you can get personalized devices,” says Olson, referring to perfectly sized hip implants. “So that’s where the 3D additive manufacturing becomes more exciting as you move forward. We did invest in a pretty top-of-the-line machine that the FDA has already approved for implant-grade hips, knees, shoulders and those types of things.”

The company is looking to use it in two ways: To improve speed on the front end, and also to do very specific one-off sizes.

“If you try to do that on a conventional machine, you have the cost of doing a setup every time you make a part, and the end result becomes a very expensive implant,” Olson says.

Over the past year, C-Axis has weathered its share of obstacles due to the COVID pandemic. Many of the large OEMs involved in the elective-surgery business space drastically decreased their requirements for 2020 and 2021 or have requested to push existing purchase orders out a year. “We have continued to work with our customers during this tough time,” says Olson.

“The pandemic completely shut down what was supposed to be new business ramping up at the beginning of 2020. This is in large part due to the cancellation of elective surgeries in hospitals and clinics worldwide. Our customers couldn’t get out and train doctors on these new devices and procedures,” he says of the “COVID turbulence” that affected many industries. “At the same time we had other customers in other medical markets that we built components for for many years. The volumes for these devices have remained consistent and steady over those last few years, but with the ‘COVID turbulence’ our customers in these markets forecasted an increased demand that the COVID pandemic would create. We worked hard at the beginning of 2020 to meet this astronomical demand.”

The resulting uncertainty in several areas of the industry meant that C-Axis had to face many difficult challenges and make changes.

“You had to be nimble!” Olson says. “And you had to make some reductions to the workforce even though you didn’t want to. Our leadership team did a 30 percent reduction of the workforce to maintain viability. There is some good that can come out of this because obviously you had some people you were either trying to train up or wanted to exit out, but we had to focus on what was best for the business long term. This meant we had to put some people on deferral that were very good employees hoping they would still be there when things came back.

“And here we are a year later and we feel like we’re about to drink from the fire hose.”

Now, he says, the challenge is how fast they can meet customer-driven growth numbers and also manage the issues of the supply chain and labor acquisition in the current atmosphere. “It’s forced everyone to be creative and flexible.”

The constantly changing situation has actually helped the company become better, says Olson. “We focused on this C-Axis 360 model at first, because that’s where medical device companies were spending their money – in the R&D space,” he says. “We needed to do better than the competition in the R&D space, because our customers needed it. We focused on this, filling a demand, and brought our customers value; that’s why we are where we’re at now.”

That the company still managed to grow 35 percent last year, and is poised to double its footprint and revenue in the next two years, is testament to the strategic, consistent focus the C-Axis team is putting into addressing their customer’s needs.

Another big change over the last year includes one in leadership: last year Jeff Haley, founder and owner of C-Axis, decided to step down and retire. This allowed his son Jared Haley – an engineer by training and education – to take over as company president.

“We have a strong, well-led company, focused on our customers’ expectations. Jared leads this team with a younger vision and energy to drive our team on how we can strategically grow the business for the future by always finding a way to provide value to our customer base. Through technology and expertise, we believe we can help our customers meet their devices’ clinical innovation requirements,” says Olson.

And when he speaks of what makes C-Axis unique in the industry, Olson mentions the work they do with large medical device OEMs as a very important base for the business. While C-Axis continues to service these customers, they have also focused on the new, smaller to midlevel companies, engaging them with quick-turn capability to do prototyping, DFM, and the ability to help them on the front end of the development process to springboard their products to market. It’s this focus that is truly growing the business the fastest.

Olson says going forward, C-Axis will have a busy journey: doubling the footprint by adding the new production facility in Maple Plain, Minnesota, creating a new campus, and doubling the company’s revenue, all while maintaining the company’s innovative, quality precision work and service in the industry. “We’ve basically created milestones for the next few years by becoming the go-to option for midlevel customers in the medical device space,” he says.

The post Making Precision a Priority<p class="company">C-Axis Inc.</p> appeared first on Manufacturing In Focus.

Inteplast Group produces a wide range of items such as plastic bags, stretch films, BOPP films, and PVC sheets. The company, celebrating its 30^th anniversary this year, continues to balance its role as a leading manufacturer while maintaining high standards for innovation, safety, and commitment to sustainability, natural resource conservation, and materials management.

Established in Texas in 1991 with now more than 50 locations across North America, Inteplast Group fully appreciates the importance of practicing environmental responsibility in all aspects of plastic production, including continually evolving its pledge to enact efficient recycling and reusability of industrial materials along with its products.

“We are very concerned about the environment,” says General Manager Andy Chen. “It’s the same philosophy at every one of our plants.”

Unexpected truth
Plastic, Chen says, has always been perceived negatively when compared to paper – that it’s not environmentally friendly – when, if we take a closer look at the carbon footprint and processes for plastics and paper, we could learn a lot more about the pros and cons for each material.

“When you try to recycle paper, the recycling process for paper involves a greater carbon footprint than many people realize,” he says. “The chemicals used create a significant environmental impact. So in our company we try always to re-educate the customer or the industry. If you are using and producing plastics responsibly, it supports environmentally friendly initiatives. Recycle, reuse, reprocess – we spend a lot of time focusing on these areas – from product development to production.”

Inteplast’s commitment to protecting natural resources has been a key initiative since its inception in 1991. Part of this requires that the company educate its customers and communities-at-large about plastic recycling and the benefits of a circular economy. That mission, of course, extends to the creation of the company’s numerous products, including its newest, the remarkable IntePro® TITAN.

New innovations
IntePro® TITAN is a unique multilayer panel that’s not only lightweight, but extremely rigid and impact resistant. Made from 100 percent polypropylene, it’s easily constructed on traditional fluted plastic converting equipment, and can be die-cut, creased, sonic welded, and heat bonded for pallet sleeves, architectural panels, and plywood and pressed fiberboard replacement.

IntePro® TITAN is puncture and impact resistant, best in class for strength-to-weight ratio, sustainable, with a low-impact manufacturing process and is 100 percent recyclable at end-of-use cycle.

“This process is very popular in Europe where they’ve been using this product for more than 20 years, but for some reason it’s not popular in the United States,” says Chen. “It can be used 100 times, but we’re still helping people see the value in reusing material. We’re trying to change the concept. A lot of European companies are using the process already, and we’re trying to adopt the same process in the States,” he shares.

“It is stronger than the double or triple wall corrugated paper, with superior water and chemical resistance. It is also much lighter than plywood and wont shatter. It’s been proven in the material handling industry, and we should be able to prove it here.”

A more sustainable industry
Indeed, Inteplast Group plays a significant role in helping its distributors and end-consumers learn more about how plastics are manufactured responsibly as well as recycled for a more impactful contribution to a global economy, says Marketing Director Karen Dicang. And that’s done through education.

“The more that people understand plastics and their recyclability, the more the story will change,” she says. “That’s what we want to resonate with people. What we’re trying to get across, specifically, is that our product is 100 percent recyclable. It doesn’t need to go into a landfill.”

Are plastic companies as a whole ready to embrace sustainability? Chen thinks the financial aspects might be what’s holding them back, despite the positive future outcomes.

“This is a much better way to do things,” he says. “When you try to bring a financial standpoint to something, you need to invest; nothing is free. After you invest, you will see the result in a couple of years. This is the most challenging part. When you ask people who are only concerned about finances to invest in sustainable processes, some of them say, ‘This isn’t worth it. Why are you investing ten times more money than the budget?’ But here at Inteplast we want to show that when customers return and reuse materials, they will see results. It’s always a challenge to help people see the bigger picture.” As always, education is key when making any big changes that cost money.

Inteplast’s 4Rs program (Reduce, Reuse, Recycle, Repurpose) heightens customers’ awareness of their options for post-consumer resin use in their products, and as production capabilities expand, companies like Inteplast can continue to minimize their carbon footprint by embracing the mindset of lean manufacturing.

“This has always been more of a low-key objective for us, but we’re going to highlight it more in 2022,” says Dicang. This will include bolstering recyclability and putting programs together with customers that show the ways that Inteplast can help return their leftover plastic. “We actually will then use it internally in our recycling process and reuse it again.”

The recycle and reuse incentive helps Inteplast attract customers who understand the bottom line is cost.

“A lot of our customers in the United States have confided in us that it appears more cost- and time-effective to just discard their plastics into a dumpster. Finding the time to locate a recycler, get the containers to their facilities, and to actually sort substrates they are using, just isn’t part of a program they’ve committed to yet. That’s what a lot of customers have been telling me recently,” says Dicang.

“But there’s a financial benefit they can gain for that recycled plastic, and we’re willing to pay back our customers for it. It gives them a little more incentive when they hear that they can get paid for this,” she adds. “That’s something that we’ve been communicating now.”

Much of the initiative behind recycling product has arisen due to ongoing supply issues with polypropylene resin and plastics in general this year, says Dicang. Prices have skyrocketed, plus there’s a shortage of a number of types of plastics, which has hampered the output of many plastic companies.

“Our product is more of a commodity item. It’s not a long-term use product – it’s used maybe for three or four months and then discarded,” says Dicang. “So we’re telling customers, ‘we’ll buy it.’ We want them to use it, print on it, whatever they need to do, and then we’ll take it back. Then we’ll recycle and reuse it. Now is the perfect time to offer this program because of the situation with plastics in the market.”

The ability to recycle both post-consumer and post-industrial resin is another way Inteplast supports sustainability. Each of the company’s reclaim/reprocessing centers captures and recycles start-up film, edge trim, off-grade material, and other non-prime grade material, which immediately reintroduces recovered plastic – post-industrial resin – into the extrusion process.

This results in utilizing 100 percent of the materials. By doing so, Inteplast has reduced electricity demand by more than 670 million kW-hours, saved more than 90 million gallons of water, eliminated the need for 1.4 million barrels of oil, and kept 2.6 million cubic yards of waste out of landfills.

Making an impact
As for the company’s recycling programs, Inteplast’s Lolita manufacturing facility – which recycles plastic, metal, paper and pulp, and electronics, among other materials – has also made a positive environmental impact with nearly 22,000 trees saved and more than 8,900 barrels of oil not used. It has also eliminated the need for nine million gallons of water, saved 7,600,000 kW-hours of electricity not taken from the power grid, and kept 17,000 cubic yards of waste out of landfills.

“There are a lot of initiatives,” says Dicang. “We’re taking an active stance to reinforce environmentally sound practices. We make plastic and we also have programs in place that allow reusability within our facilities.”

Inteplast aims to continually develop its sustainability programs through recycle-and-reuse in the present and for the future. It helps that the company’s products are 100 percent recyclable (some plastics aren’t).

Part of what makes these programs successful is Inteplast’s consideration of its employees, who are “first priority,” says Chen. “We’re not concerned with numbers. Our concern is the employees – they’re always first, before profit and loss,” he says, referring to Inteplast’s adherence to safety requirements. “That’s how we do it, and employees stay longer and stick with the company because of it.”

Dicang adds that the commitment employees show is an organic part of Inteplast’s business, which includes longtime tenure.

“It speaks volumes for the number of people who have been with the company for more than 20 years already,” she says of the many employees who joined right out of high school or college and are still there.

“Speaking for myself, this was pretty much my first job out of college too, and you’ll hear those same stories with most employees you talk to. It also speaks volumes for how the company treats employees. They stay for a reason. The company is extremely committed and loyal to the employee and vice versa.”

It’s those professionals who will help Inteplast uphold its impressive dedication to sustainable practices going forward.

Looking ahead
Despite the challenges the pandemic has created with regard to labor and the supply chain over the past year and a half, Chen anticipates continued success in maintaining the company’s dedication to environmental issues, keeping the carbon footprint low, educating consumers and protecting natural resources.

Inteplast aims to continue minimizing its carbon footprint by educating staff and customers about why its products have sustainable value through reusability.

“We want to compete with our corrugated plastic,” says Chen. “How many corrugated plastic boxes do we use every day? How many and what kind? And how many go to the landfill? How many things are we using one time? If everyone can put the effort into using corrugated plastic boxes and reusing them, that would have a great impact on the environment.”

The post Difference Makers<p class="company">Inteplast Group</p> appeared first on Manufacturing In Focus.

Priority Plastics is known for its industry-leading UN-certified PriorityPour tight head containers. By introducing advanced technologies and new options in sustainability in the industrial packaging market, it is no surprise that earlier this year, Manufacturing Technology Insights magazine named the company one of its top ten Manufacturing Packaging Solutions Providers.

The company primarily uses polyethylene terephthalate (PET) and high-density polyethylene (HDPE) in its packaging operations. With its new investments in equipment and technology, the company is now able to bring more sustainability-focused, multi-layered, post-consumer resin, and lightweighting options to market. The multi-layered PriorityPour Eco tight head containers can incorporate up to 80 percent cleaned and recycled HDPE, Food and Drug Administration (FDA) approved pellets, per container.

The company’s product line includes tight-head containers; f-style containers; PET retail food and snack packaging; canisters for the nutraceutical powder market; and dry-pack wipes containers and towels used to sanitize, disinfect, and degrease surfaces. Priority Plastics also offers lids with its full line of products and comprehensive labeling solutions to satisfy client needs.

The company manufactures and distributes from three facilities: Portland, Indiana, Grinnell, Iowa and Denver, Colorado. The latter is currently transforming its business strategy to include HDPE and PET technology to fuel its growth. Priority Plastics is further investing in smart, all-electric technology to produce high-density wide-mouth canisters to continue to support the exponential growth and demand being seen in the nutraceutical markets.

The total floor space of the company’s facilities is around 250,000 square feet. “Our flagship [facility] in Portland, Indiana, is also home to the Cyclone, Priority Plastics’ high-speed, four cavity shuttle technology with automated processing, multi-layer manufacturing capabilities and high-tech mold design. This facility arguably has the most diverse capability in the entire network in terms of material usage,” says David Kunkle, Vice President of Manufacturing. This facility also has an in-house UN-certified testing laboratory, needed for important transportation safety testing requirements. Priority Plastics’ equipment and trained technicians routinely perform a full battery of tests: hydro static; impact resistant drop; static compression at elevated temperatures; and vibration.

The Cyclone technology is at the heart of the company’s PriorityPour Eco tight-head container design. These containers deliver a sustainable product with increased integrity and durability. The multilayer and lighter weight options help Priority Plastics achieve its continuous-improvement goal to reduce the business’ overall environmental impact.

The company also assures clients that its “UN-marked tight-head containers meet or exceed all of the testing and manufacturing regulations and standards set by the U.S. Department of Transportation, and specifically by the Pipeline and Hazardous Materials Safety Administration.”

Thanks to the containers’ optimized weight distribution established through advanced mold sensing technology, it is possible to stack many more of these Cyclone-manufactured tight heads (48) than the popular open head containers (only 36). They can be shipped without any protective casings, saving more resources, time, and money. This means more tight head containers per pallet, which of course translates into further savings when considering precious shipping space and freight costs.

The Cyclone technology has also brought an end to the outdated, heavy plastic manufacturing practices regularly used in the tight-head industry. “You have to have very tight wall-thickness characteristics to be able to meet the UN ratings. Thanks to this advanced technology, we [have more precision] and use less virgin resin, [making it lighter]. But we still maintain the same strength as the older tight head equipment,” explains Kunkle.

Named for its phenomenal, fully automated speed, the Cyclone allows for tri-layer container construction that incorporates recycled resins. This, in turn, results in less virgin resin being used, typically on the outer and inner layers for the sake of aesthetics and food packaging requirements. The entire process is more efficient. In addition, it allows the company to use less dye for coloring while maintaining the same standard hues. “Two years ago, when we started producing PriorityPour tight heads on the Cyclone, it was the highest speed, four-cavity tight head machine in North America,” says Scott Dowrey, President.

Popular with clients seeking either primary or secondary supply partnerships, the company supplies its PriorityPour tight head containers to manufacturers in the chemicals industrial-packaging industry, alongside container markets serving the food, nutraceuticals, and sanitary wipes industries. It also serves wholesale packaging suppliers.

With a solid family-oriented business approach, this plastic packaging leader prides itself on speed, efficiency, and the trustworthy delivery of quality products. Its portfolio offers several lightweight and heavy-duty container solutions complete with an option for tamper-evident closures, with units holding from as little as eight ounces right up to seven gallons. Some ranges, as mentioned, are also stackable.

“[In the past year and a half] the supply chain has been tested. It is important now more than ever to have a reliable and nimble secondary source of supply,” says Nathan Zimmerman, Director of New Business Development.

This is why Priority Plastics’ technological capabilities really make it stand out – for example, as with the high-volume, advanced fabrication equipment that allows it to unceasingly improve on its lightweight plastics offerings. These lightweight plastics naturally consume fewer virgin resins.

“[This also minimizes] the total cost of ownership of our packaging for our customers [without] decreasing the quality of our product. We’re really proud of the initiatives we’ve been taking over the last few years,” says Zimmerman.

Of course, surviving the pressures piled on by COVID-19 also took a lot of initiative. As the country’s need for improved hygiene increased, so too did the demand for sanitizing wipes canisters and lids.

“[We had] very high, record-setting demand earlier in the year,” says Kunkle. “This resulted in accelerating capital investment for tooling and equipment to make these products in a very difficult equipment-supplier market.” The team increased its output with tremendously positive results, meeting present customer demand as well as setting itself up to deal with ever-growing future requirements for sanitizing wipes.

In addition, COVID-19 protocols were followed to the letter, complete down to touchpoint sanitizing equipment throughout the organization. And while the firm saw the interruption of scores of neighbors’ and competitors’ operations through staff illness, the company and its teams soldiered on to achieve what, at times, had seemed impossible.

“We did well throughout COVID, both commercially and operationally. I’d like to recognize the employees of Priority Plastics as they’ve continued to step up throughout this ongoing epidemic. We’re very, very proud of our employees,” he says.

The company’s management is especially grateful to the entire team for the overtime they put in during periods that the company has been short-staffed through labor scarcity and colleagues being out.

To thank its people for their tenacity and dedication, the company introduced incentives like pay premiums to support them during this time of financial and familial pressure. Priority Plastics’ 300 or so employees have also benefited from ongoing recognition and growth opportunities, and other perks like company celebrations.

Priority Plastics came to life when three smaller firms amalgamated twenty years ago. Each company brought a different product to the table, helping the newly founded company position itself in a very strategic way. The objective was to create a sustainable, outcomes-focused organization that was nimble and versatile and could serve several markets at once.

“Although we’re a private equity roll-up, it’s a family-owned company. That’s why we’re twenty years old. What’s important is that [we’ve all grown together],” says Dowrey. He is especially proud of the company’s lateral leadership approach, because this is by no means just another top-down organization. Everyone’s contributions are valued and taken into account as the company expands across ever greater territories.

“Our culture is not stagnant,” Dowrey says. “We’re not done with our vision process. Everyone in the organization is as important as the other. What’s important is that we all grow together. This journey started about five years ago, and the platform was put in place for it to work.”

While the journey may still be unfolding, their mission has already proven greatly effective. This was especially evident in the company’s prowess during the worst of COVID-19. Nobody was laid off and it managed to keep its core strength intact – all while keeping its customers’ needs its main priority.

When it comes to its local communities and its social contract, Priority Plastics takes its main principles of partnership and trust a step further.

Each facility gets to choose its charitable organizations and causes to support from its immediate surroundings. Some of these initiatives include donating money as well as blood, clothing, and other essentials together with supporting organizations like the Red Cross and others that deal with everything from cancer to youth outreach drives.

“What we try to do and what we’re really focused on is creating a people-centric culture,” says Stephanie Oliva, Director of Marketing. The main goal across the board, therefore, is to be as active within each community as possible such that the company can do as much good as it can.

Striving for eminence in a market where lightweighting, the popularity of post-consumer materials, and next-generation technologies are set to revolutionize the plastics industry, Priority Plastics’ lighter impact on the environment and space-saving design are also evolving.

“We see strategy as fluid. Our strategies change based on what our customers’ needs are and how it relates to our aspirations. We feel that our strategies are very strong right now. They’re producing much higher growth than industry averages, which is what we want to accomplish, [alongside] bringing a quality value proposition to our customers,” Dowrey says.

Through operational excellence and by adding value through next-generation technology, the team will continue to lead, creating and investing in the best customer experience possible, ensuring continued organic growth.

The post It Takes a Heavyweight To Do This With Lightweight Plastics<p class="company">Priority Plastics Inc.</p> appeared first on Manufacturing In Focus.

“All of our groups can operate independently. They have their own set of customers and business streams but, combined, we make up ArtiFlex,” explains Marketing and Estimating Manager Lynnette Cowger.

The company’s manufacturing group is based in Wooster, Ohio and brings in the most revenue for the firm, handling stamping, assembly, and e-coating, among other duties. A tooling group in Grand Rapids specializes in tool and die and engineering work while an automation group in the same city designs, builds then installs customized robotic systems, automated machines and packaging and assembly equipment. An innovation group in Rochester Hills, Michigan is responsible for design, development, and engineering. For most projects, the emphasis is on low-volume (under 40k units) production and tooling.

“ArtiFlex is a leader in engineered solutions for large, complex metal assemblies,” states Director of Business Development Steve Delmoro.

In addition to its own work, the company has sufficient capacity and capability to offer factory assist and emergency offload services for clients in need.

Such assistance is provided when a customer “needs a quick turnaround because of a situation in their manufacturing facility. Maybe their press went down; maybe they’re over capacity or have some planned maintenance, or there’s a lack of labor. If a client has an issue and needs to have parts manufactured and they can no longer do it in-house, they can call ArtiFlex,” says Cowger.

Offering a comprehensive array of services has been central to the firm’s success, she continues. In fact, establishing a vertically-integrated operation was the primary reason “why ArtiFlex was formed—being able to be that one supplier for our customers who is involved early in the design of the part or the tooling or assembly system. [We’re] able to contribute to engineering cost-saving ideas and [ideas] for the launch of a product. We work clear through to the end of the product’s life and can provide service parts when production is over.”

Innovation is also central to the company’s vision. To this end, the innovation group “tries to find creative ways to design a product and design manufacturing processes that leverage existing [assets],” says Delmoro.

The company also demonstrates a flair for innovative thinking when it comes to seeking new niches and opportunities. He points to the heavy and mid-sized delivery truck sector as an example. The market for such trucks has grown enormously in recent years, with delivery vehicles from grocery and meal suppliers to Amazon and other companies now sharing the road with established fleets from FedEx and UPS.

“How do you create unique products that support those types of vehicles and align with the needs of the new market?” asks Delmoro. To this end, ArtiFlex developed an expertise in sliding doors, a defining feature of most delivery vehicles. Additionally, EV Battery Trays, Customized Hoods and Doors are also market segments where ArtiFlex is a leader.

The company is equally adept at business dealings, as demonstrated by its relationship with manufacturing partners in Asia. “To participate effectively in tool-and-die build, you’ve got to have partners overseas,” he says.

The company designs and builds stamping tools in Grand Rapids. ArtiFlex also leverages partners in low-cost locales in South Korea and China as needed to meet capacity, cost and timing requirements. Tools outsourced to these partners are manufactured, and then returned home to be completed. This process allows ArtiFlex to reduce costs while maintaining control over design and manufacturing.

This is a relatively new company and is a product of the recession of 2008–2009. During this grim period, Erin Hoffmann, owner of International Tooling Solutions (ITS), began seeking new prospects to boost business and teamed up with the Gerstenslager Company, a venerable Ohio firm owned by Columbus, Ohio-based Worthington Industries.

The Gerstenslager Company specialized in recreational and service vehicles. It made cargo trailers during World War Two and the first Oscar-Mayer ‘Wienermobile’ promotional vehicle. Worthington Industries acquired the Gerstenslager Company in 1997. Fourteen years later, ITS and the Gerstenslager Company partnered in a joint venture called ArtiFlex.

The name was chosen to reflect the fledgling company’s commitment to artisan-level quality and a flexible approach. Today, ArtiFlex has ISO 14001 environmental, ISO 9001:2015 quality, and IATF 16949 quality certifications, the last being standard for working in the automotive industry. “Quality is built throughout all of our processes and systems. We use the IATF standards to guide our business processes,” states Cowger.

Flexibility, meanwhile, entails “leveraging the talent, resources and equipment we have to come up with a solution,” says Delmoro.

The company has launched a growth initiative called Body by ArtiFlex which is based around potential partnerships. The client provides a design, and ArtiFlex provides enhanced support to bring the design to market economically. The program is geared towards customers who want to market a product quickly, but not in massive volumes.

The automotive industry, one of the main sectors in which it works (along with appliances, trucks, and agriculture), is the key target market. The company hopes the initiative will garner new assignments from traditional automakers and start-ups alike.

“We want to partner with the right customers. There are many low-volume [electric vehicle] start-up companies, but there are also many traditional [original equipment manufacturers] that want to bring a low-volume derivative product to the market,” says Delmoro.

Even as Body by ArtiFlex gets underway, the company is still coping with the lingering effect of COVID-19. It operates within an essential industry, so the company did not have to stop its manufacturing when the pandemic struck. The company responded quickly to the virus, forming a task force, introducing social distancing and other health measures, and sending some employees home to work remotely.

“COVID has been hard on everyone, but ArtiFlex weathered the storm fairly well. We are looking forward to continued profitability,” states Delmoro.

The company took time during the pandemic to “really improve the look and feel of our operations. We restructured some of our plant layouts and gave the plants facelifts, so to speak. We really take pride in what our operations look like,” says Cowger.

With most trade shows and industry events closed, it “increased our social media presence, trying to get more engagement with our company Facebook page and LinkedIn page. We’ve updated our YouTube page to include more in-depth reviews of what each of our facilities look like, highlighting all our capabilities,” she continues.

The firm’s efforts were recognized by Smart Business magazine, which gave ArtiFlex a 2020 Evolution of Manufacturing Award. “One of the driving factors behind that award was being able to come out of the COVID pandemic and being able to still maintain profitability and key personnel through very challenging times,” states Cowger.

ArtiFlex presently has 556 employees across all its companies, versus nearly 900 this time last year. Currently in hiring mode, it has certain prerequisites in mind for potential new employees.

“We don’t want someone who wants to come in for two weeks, grab a paycheck, and leave. There is significant training, there is significant upside [for employees] with profit sharing and 401(k) benefits. We’re looking for team members for the long term. We offer growth opportunities. [An employee can go] from being a manufacturing operator to a technician to a robot operator to tooling. We also pay competitive wages,” says Delmoro.

The company likes employees who demonstrate “a problem-solving mentality—being able to address an issue, come up with a solution on your own, or at least bring a solution to the table for review,” adds Cowger.

In similar fashion, the company always keeps an eye out for new equipment or technology that might enhance operations or allow it to take on new services. ArtiFlex utilizes 3D printers, for example, and is planning to acquire additional high-speed, five-axis laser machines.

Despite the team’s workload and ambitious growth agenda, they still manage to make time for charity and community events. The company is hosting its second annual car show this September to benefit the Wooster, Ohio Boys and Girls Club. In addition to showing off various vehicles, the event will feature plant tours for residents of Wooster.

“A lot of time, in a large manufacturing town, nobody knows what’s inside the walls. Somebody who looks at a car today doesn’t know a 1,000-ton press that made the fender,” says Delmoro. The plant tours in Wooster are further evidence of the company pride shown by ArtiFlex employees, and the company forecast is also bright.

“We’ve been working hard to be stable and profitable. Those are two main tenets in our mission statement, and the third is growth. Once stable and profitable, you have that ability to grow. We are looking to expand with current customers, expand with new customers, and see where all our capabilities can take us,” says Cowger.

The post Positioned for Growth<p class="company">ArtiFlex Manufacturing</p> appeared first on Manufacturing In Focus.

Where some press manufacturers specialize in a core faculty, Macrodyne’s repertoire embodies various forming, extrusion and molding specializations including, but definitely not limited to compression molding, forging, stretch forming, and superplastic forming. It offers custom presses, automation, and die handling equipment for any application.

Macrodyne’s presses serve countless industries including automotive, aerospace, refractory brick, pulp and paper, and other market commodities. Its expertise is diverse, yet it continues to expand, as new clients challenge its capacities with new applications.

This diversity was particularly important during COVID. The pandemic emphasized the fragility of global supply chains and their susceptibility to unforeseen interruptions, but it also posed a unique opportunity for Macrodyne to pivot to where the market was strongest.

As sectors like aerospace and automotive slowed though decreased demand and supply shortages, there was a defined uptick in sectors such as home improvement products like bathtubs and doors.

In lieu of vacations abroad, homeowners were investing in renovations, particularly among those who moved to a work-from-home lifestyle, and set out to bring a better balance of work and life to their home space. Service-based spending was low, but goods and commodities were in high demand.

Demand grew in other sectors like paper and packaging, which experienced a surge in unison with the increase in online shopping. Raw commodities like steel and aluminum production are also picking up steam in the market.

Aluminum extrusion, in particular, is growing rapidly. So to ensure that it can service this market fully, Macrodyne has established a relationship with Belco to offer stronger post-handling automation for that industry and provide turnkey solutions to customers who need the support.

“The whole supply chain is probably under the most stress it’s been under in a hundred years, but those who take on that challenge and find solutions for it will take market share. And that market share will continue indefinitely,” says President and CEO Kevin Fernandes.

“What happened in the first year or eighteen months of COVID was that everybody was shy to spend money,” he adds. “They thought the sky was falling. As the election came to a close and as COVID started to settle out and people got accustomed to it, they felt more comfortable spending money and the first thing that goes is Capex.”

This spending is apparent in the increasing demand for Macrodyne’s presses, encouraging the company to invest in new capabilities.

One such investment was the acquisition of a 60,000-square-foot facility directly across from its headquarters in Concord, Ontario to help it deliver on any and all orders that come its way, whether from new or existing customers.

As a press manufacturer, Macrodyne has established itself as the leader in the North American market, with a reputation for high performance presses and service that cannot be beaten. However, it is expanding its international presence as well, with growth that has been both intentional and strategic, especially during the pandemic.

“When COVID hit, we knew that we had to reach out much more broadly than we had in the past, otherwise we wouldn’t be successful when the economy started to pick up again,” says Fernandes.

Historically, upwards of ninety percent of Macrodyne’s orders were from the U.S., so while it generated business leads internationally, it was compelled also to maintain its relationships with its American customers as a priority. It accomplished satisfying both markets by bolstering its U.S. and international field services network to offer better remote support. This made installs significantly different from what they were in the past.

During the pandemic, the manufacturer completed many installations in the U.S. and Mexico. Much of that work could be done remotely thanks to its American and Mexican field services support who were, as Fernandes said, “able to get these customers up and running without us being able to be on site. That was something we’ve never done before.”

Having the infrastructure in place for international projects during a pandemic has been paramount for Macrodyne, especially in the context of the European market which is a challenging market to break into. According to Jeff Walsh, director of business development, “We’re finding that we’re competing more often now in Europe, not just in our backyard but theirs.”

There are countless reputable press manufacturers in Europe, and regardless of how competitive Macrodyne is in price, service, and performance, it often makes more sense for European customers to purchase European-built presses. The good news is that things are starting to change, and the company is positioning itself to be a contender in the European market via strategic partnerships.

Macrodyne has proven that it can compete with large European press manufacturers by demonstrating the same commitment to quality, and by its possession of a rich engineering tradition similar to what put these companies on the map. Its presses are designed to perform and are built to last.

As Machiavelli notes in The Prince, “For one change always leaves the toothing for another,” the delivery of one project typically leads to more advanced, or increasingly complex, press designs for new applications, which is an area in which Macrodyne thrives.

A recent example of this incremental growth in capacity was Macrodyne’s ability to deliver three ten-thousand ton forging presses for a client. Upon project completion, the team was able to turn around and quote a thirty-thousand ton forging press for another client leveraging that expertise.

“Just by taking these steps and executing on them,” Fernandes says, “allows us to take more and more market share away from our competitors.” One project validates the next and Macrodyne continues to push the limits of what’s possible.

Whether it is the sheer size of the presses, the force they deliver, the complexity of their function, or the integrated automation, each press is a mammoth accomplishment, especially in the longevity and performance they deliver.

In fact, it’s quite common for Macrodyne’s presses to outlast their original purpose and hold their value in the resale market. In an economy where product life cycles are short and most things easily disposable, this is a breath of fresh air.

Solid success in the hydraulic press industry for over three decades is a testament to the quality and service Macrodyne offers. Despite the physical growth and increased market share it has gained, the culture at Macrodyne remains one of innovation and the drive for growth and collective success is strong.

“Macrodyne prides itself on fostering a good team environment. The successes we had during the challenging times of COVID are apparent, and we couldn’t achieve all of those successes without the support of the employees,” said Nadia Bomben, Director of Human Resources.

“This time has been an important opportunity to strengthen our trust and engagement with employees – and through the successes we’ve achieved, it really has shown.”

The post Applying Pressure to the Competition<p class="company">Macrodyne Technologies</p> appeared first on Manufacturing In Focus.

Industry 4.0, or the ‘fourth industrial revolution,’ refers to the application of cutting-edge technology in advanced manufacturing settings. In a so-called ‘smart factory,’ sensors, cameras, radio frequency identification (RFID) tags, and probes monitor manufacturing operations and transmit data to computers and cell phones via the Internet of Things (IoT). Connected machines and equipment can be remotely monitored and controlled, and production information can be stored in cloud computing databases for future reference.

Machining tolerance—also called dimensional accuracy—is, according to the blog for the Universal Technical Institute (UTI), a chain of technical colleges based in Phoenix, Arizona, “the amount of permitted variance in the dimension of a part. This involves setting a maximum and minimum dimensional limit for the part. Essentially, this process defines how wide the tolerance can be while staying within the necessary range to create a part that meets the required specifications. If a part is manufactured with dimensions that are out of tolerance, it is considerable unusable for its desired purpose.”

It is imperative to maintain tolerance for a variety of reasons, including quality control, production uniformity, and regulatory compliance. These factors are particularly crucial in medical and aerospace manufacturing. If a component malfunctions on a rocket, catastrophe can ensue. In similar fashion, a poorly made medical device—especially one implanted in a human body—can cause injury or death. Dimensional accuracy is vital for all parts made for these sectors, and not surprisingly, the medical and aerospace manufacturing sectors are heavily regulated.

“In industries for which regulatory compliance is necessary, dimensional measurement ensures that the required specifications are met. Regulatory bodies such as the [Food and Drug Administration] and [Federal Aviation Administration] often have requirements regarding the dimensions of certain components,” notes Medical Design Briefs, a source of medical sector coverage from Tech Briefs Media Group of New York City.

Part measurement and inspection can cover “virtually any physical characteristics,” continues Medical Design Briefs. Beyond basic dimensions and geometric characteristics, the inspections can measure such characteristics as position, uniformity, and sharpness.

Three main categories of dimensional measurement instruments are used. Hand tools, including calipers, micrometers, and gauges, are some of the oldest, most common measurement devices used in manufacturing operations. Contact systems involve a sensor or probe that physically touches the part or object being measured. Coordinate measuring machines (CMMs) fall into the contact sensor system category. As the name implies, non-contact optical sensor systems do not involve contact with the object being measured. Three-dimensional scanners, for example, utilize lasers to perform measurements.

In recent years, these instruments have started incorporating Industry 4.0 characteristics.

Some non-contact inspection systems now feature “3D smart sensors with built-in software [which] can be used to automatically assemble the multiple profiles into a complete 3D map of the object surface,” reads information from the blog for Keller Technology Corporation.

A type of coordinate measuring machine called an optical CMM blends contact and non-contact technology to perform measurements in hard-to-reach places. Optical CMMs relay measurement information over online networks for storage and analysis.

“The handheld device transmits data wirelessly and allows the operator to move both the part and the scanner during the measuring process. Using stereoptics to scan an object, the optical CMM uses two or three cameras to track either passive retroreflective or active targets through space. This process allows objects to be rebuilt in 3D via the device’s reflectors,” reads Medical Design Briefs.

Measurement equipment manufacturers such as Mitutoyo and FARO have taken note of these developments and released products that embrace Industry 4.0.

FARO, for example, offers portable Vantage laser trackers that can, according to FARO literature, “measure 3D coordinates by tracking a target that the user moves from one point to another on the object being measured. In seconds, these measurements can be compared against nominal CAD [computer aided design] data so teams can either make informed adjustments or move forward with confidence.”

FARO claims these laser trackers can reduce inspection cycle times up to seventy-five percent, boost quality, and save money through higher production and reduced downtime. By speeding the verification process, laser trackers also help manufacturers get products to market faster.

Instead of building part components, then verifying measurements after the fact, the FARO Vantage laser trackers can be used to perform ongoing measurements during the manufacturing process. Since the laser systems continually make measurements, take note of defects, and automatically generate reports a company can then ensure that its tools remain within tolerance. Far from slowing production, the system can increase throughput.

FARO also has a portable CMM solution called the FaroArm which excels at making 3D measurements on small to medium-sized parts and is well-suited for aerospace work.

Metrology equipment giant Mitutoyo details the performance of its Legex 574 CNC CMM, stating that the device “combines state-of-the-art design, electronics, computing, sensors, and materials to offer substantially enhanced performance while, at the same time, providing a relative price advantage.”

Its operating system “integrates with networked systems for in-line process control applications as well as to enable true enterprise-wide functionality,” according to Mitutoyo, and can “collect data in real-time and network for [statistical process control].”

One Mitutoyo client, Gear Manufacturing, Inc., (GMI), makes gears and related components, primarily for the defense and aerospace sectors. Given the end-users involved, the California firm must adhere to some very strict manufacturing specifications.

“GMI products comply with standards promulgated by the American Gear Manufacturers Association (AGMA), Deutsches Institut für Normung (DIN), [the Aerospace Industries Association, AIA], the Society of Automotive Engineers (SAE), and the American Society of Mechanical Engineers (ASME). In addition, GMI’s processes comply with AS9100—the aerospace version of the ISO 9000 quality management system,” states Mitutoyo.

GMI “routinely manufactures to tolerances as low as one-tenth (.0001 inch). Validating these tolerances can be problematical, especially given the limitations, in terms of gage repeatability and reproducibility (GR&R), of both metrology instruments and of their human operators,” continues the company.

GMI found up to a fifth of its output was difficult to validate because the tolerances were so extreme. Measuring such components was a tedious, time-consuming process, so GMI turned to Mitutoyo for help. Mitutoyo pondered the issue, and then suggested the Legex 574 CNC Coordinate Measuring Machine. GMI President Gary Smith seemed pleased with the results; in the case study he described the Legex 574 as “a lab-grade machine that provides us with part checking capabilities that can go beyond those of our customers.”

Mitutoyo also offers the new MiSTAR Series 555 CNC CMM, which is fast, compact, precise, and capable of “smart factory functionality” as the company puts it. Smart factory functions include status monitor so users can remotely monitor the operational status of various measurement instruments; MeasurLink, a solution that “visualizes quality,” and reduces the likelihood of defective parts, according to Mitutoyo; and condition monitor so operators can remotely monitor the current condition of measurement instruments and examine historical data.

As for the future, it would be wise to keep an eye on artificial intelligence (AI) as a new factor in metrology devices as machining tolerance measurement instruments continue to sport Industry 4.0 features.

The post The Strictest Specifications<p class="company">Machining Tolerance Measurement Meets Industry 4.0</p> appeared first on Manufacturing In Focus.

MiQ Partners is the go-to team for next-generation ideas and manufacturing processes backed by complex engineering, automation technology, and assistance in obtaining approval from the Food and Drug Administration. Understanding its customers’ need for speed, the company has technology and human talent that can design solutions, implement automation systems, and deliver machines more quickly than ever. And with the remote technology available through AI and the IoT, MiQ provides opportunities for clients to monitor the progress and processes of their projects remotely and in real time. All operations take place from a 100,000-square-foot facility in West Chester, Ohio, just north of Cincinnati, or the company headquarters, the 40,000 square foot campus in Carlsbad, CA.

Because of the “intelligent” approach to industrial automation for manufacturing across industries which involves organizing diverse, cross-functional engineering teams to brainstorm solutions to complex challenges, MiQ has been able to reduce cycle times from clients’ processes from minutes to seconds, and lead times by weeks, not just days. Automation is the lifeblood for the medical device industry, and MiQ is the lifeline to help many medical device companies produce rapidly, and accurately, getting products to patients when needed most.

Throughout its more than 70-year history, MiQ Partners has taken client projects from problem solving and design concept to machine build and installation with comprehensive support and customer care throughout. During a time in which pandemic-related health and production concerns disrupt processes, the company’s machines are allowing brands in all industries to continue moving forward and to remain competitive and profitable despite market uncertainties.

Enable Injections, a company developing innovative drug delivery systems, has benefited from MiQ’s ability to come up with solutions that minimize time while maintaining effectiveness of the quality management system. Following is a brief example.

The challenge:
Enable Injections needed to transition from a pilot line for assembly, test, and inspection of an on-body delivery system to a semi-auto/fully auto line with over 40 discrete parts and complex geometries.

The solution:
MIQ Partners’ engineering team learned the product design, developed strategies with the customer to overcome many obstacles and developed semi-automated/fully automated cells into an assembly, inline inspection, and test production line.

The outcomes:
MiQ developed over 50 custom designed machines to make up several production lines, increasing production capability by 10 times while improving overall quality.

“We partnered with MiQ early on in our scale up project while the enFuse® technology was still in development, says Brian Costigan, Associate Director, Manufacturing Engineering for Enable Injections. “MiQ proceeded to help us with automation concept design and then timely build of our automation equipment. They were collaborative partners throughout the entire process to ensure that as our product went through design changes the automation equipment was updated to accommodate.”

Automation is increasingly becoming the key difference between success and failure for companies across industries as it enables companies to maintain uptime despite labor issues, reduce failure rates and mistakes, and keep production lines running 24/7 as needed.

If someone on the manufacturing line becomes ill due to COVID-19, assembly lines will be shut down and vital medical testing equipment and other devices cannot be manufactured, having a direct impact on lives. “Automation is definitely a big solution for that,” says Chief Executive Officer Olaf Tessarzyk, whose military background has allowed him to lead the team through some demanding times over the past year since joining the company in October 2020.

Tessarzyk points out that adaptability contributed to the company’s quick response to the increased demand for automation systems and machinery in the field of life sciences. Many of these machines manufacture diagnostic test kits, making MiQ Partners an integral part of dealing with the global health crisis.

“We had to [constantly] look at how to mitigate risk during COVID times and how to keep the doors open. It required a lot of communication,” he says. Thanks to the team’s Herculean efforts, MiQ Partners made an impressive success during this difficult period in its history. “Everybody was very proud that we helped impact people’s lives in a positive way,” he adds.

An interesting trait of many of the roughly 110 staff is that several of them owned businesses before joining. This infuses MiQ Partners with an exceptionally pioneering, hardworking spirit, and the staff is dedicated to achieving successful outcomes. It also gives the firm a leading edge when developing entire systems that adhere to stringent rules set by governing bodies such as the International Organization for Standardization or federal government, depending on clients’ exact needs. MiQ Partners maintains certification for ISO 13485:2016, A9100D, and NADCAP approval.

The company’s approach to defining a client’s machinery requirements starts with studying the manufacturing processes and desired result. This is followed by studying the prototype and its mass manufacturing requirements. Once the machines are designed, measures to meet acceptance criteria are incorporated into the final renderings before fabrication starts. Other services cover all-inclusive mechanical support for a machine’s lifespan, including remote diagnostics and on-site repairs.

Being able to identify and solve client problems and needs is a big part of what sets the company apart from its competitors. Because of in-depth vertical expertise for the industries MiQ serves most, the team is able to bring highly relevant insights for innovative solutions that are hard to find elsewhere. Tessarzyk’ s extensive experience as a client of automation companies has been garnered throughout his career, so he knows what clients want and how to be better than the run-of-the-mill firm of this kind in the market.

“In addition to building automation, we have a very big machine shop that provides spare parts and services to customers. [Always] having parts in stock alleviates a big pain for customers,” he says. This enables the company to supply spare parts immediately instead of keeping customers waiting for weeks or months in some cases.

Even during market uncertainties and challenging times for the manufacturing industry in general, MiQ has not just maintained its stability; it has actually grown. Recently, the company moved its headquarters to Carlsbad, California, expanding its facility by 40,000 square feet to better serve the many life sciences, medical device, and aerospace companies in this area.

Tessarzyk exhibits a deep understanding of and empathy for people, which has helped the company maintain a consistent supply of talent. He learned the importance of leadership and teamwork as a leader in the German Military during the early years of his prolific career, which earned him membership in the prestigious Young Presidents Organization. He currently is a volunteer Search and Rescue Pilot for Orange County, CA and Chief Flight Instructor for another unit in his spare time, all of which continues to inform his leadership style.

“It is important to keep focused on the purpose of the company and to keep the people at the center of that focus,” he says. “One thing that you learn in the military, and especially in aviation, is that you can only be successful if you have people you can trust. It helps when you have a common goal.”

He also points out that, to achieve success, knowing how to motivate people is of the essence. Making fast yet sound decisions is also crucial to working under pressure and protecting his staff and customers. “It helps to keep your eye on a common goal. I think it is something that companies miss sometimes,” he says.

Tessarzyk says that finding labor has become a challenge across the country in recent years, making robotics a welcome go-to for producing necessities, especially in the medical field. With automated processes executed through robotics with machine vision and remote access, production processes can continue 24/7, keeping projects on schedule, and distribution pipelines full.

Using robotics also means that there are fewer errors, and this is especially needed in medical goods manufacturing. In this field, the mistakes resulting from manual labor can translate into a defect rate that is much higher than the average of around five per one million units that is seen in automation. Additionally, mistakes delay the distribution of needed medical devices and supplies to consumers which adds to other social issues that go far beyond manufacturing efficiencies.

Following the tremendous contribution MiQ Partners has made to the world of automation in North America and beyond, Tessarzyk forecasts matching the company’s status in the Midwest and becoming the dominant supplier of automation to the life sciences market on the West Coast.

The post Converting Human Intelligence Into Next-Generation Automation<p class="company">MiQ Partners</p> appeared first on Manufacturing In Focus.

Companies trust BCA for its 30-plus years of innovation and technology that focuses on the process and packaging of difficult-to-handle products in wet IP69K environments. Its impressive engineering staff members develop and manufacture innovative, customized solutions for everything from high-speed cutting automation to the most difficult robotic picking, packing, and stacking systems.

“Not many companies in the USA are engineering and manufacturing their own custom integrated process or packaging lines under one roof,” according to Jim Laverdiere, President and CEO of BCA. “Many of our competitors are subcontracting the conveyors, robotics, and controls. BCA has the competitive advantage to oversee each job start to finish and most importantly, to control our cost and ship dates. With our 30 years’ experience, BCA is becoming the go-to company for food automation.”

From control panel building to stainless steel fabrication, welding, polishing, assembly, and related engineering, this company does it all from a single manufacturing facility in Newburyport, MA. The benefits of such an all-inclusive skillset are evident in the number of longstanding clients the firm has welcomed over its years in business. Clients return repeatedly for its quality products that save them time and money in the long run.

Its quality guarantee is top-notch. BCA’S industrial control panels are created to UL 508A and NFPA 79 standards. It also partners with prestigious industry players like Rockwell Automation, Fanuc, B&R and Soft Robotics. It also holds many industry certifications that cover every aspect of the safety and quality specifications of its machines.

Company Founder Jim Laverdiere garnered his industry expertise from nearly thirty years spent building his first company, KLEENLine, which he opened in 1986. Laverdiere started this small stainless-steel fabricator and built it up to one of the largest stainless-steel conveyor and automation firms in the country by the time he sold it to Pro Mach at the end of 2012. In 2018, a few years into his retirement, Pro Mach decided to relocate the business to Atlanta, and Laverdiere decided to take action after several people approached him regarding the gaping hole that the company’s departure would leave in the local economy’s supply chain.

He still owned the manufacturing building and, “did not want to see the people who worked for me all those years get laid off. At the same time, customers who knew the company was moving called me up. In January 2018, we moved into our empty building with a few employees and in the next three months we renovated 90 percent of the building, acquired all new manufacturing equipment, and were ready for business,” Laverdiere says.

Three and a half years later, many of the original employees have returned, and the company is doing more business than when it was originally sold. For Laverdiere, receiving all those calls from previous customers and seeing the loyalty of the company’s employees were the deciding factors in coming out of retirement.

“It’s been an incredible ride. The company is growing faster now than it ever has. It is very exciting,” Laverdiere says.

Comprehensive service is the term that describes Boston Conveyor & Automation’s offerings best. The company is well-versed in finding solutions and then taking them from the design phase to manufacture to installation and calibration at the customers’ facilities. Customers receive dependable field service and support, which is why they keep coming back. One phone call to BCA is all it takes to solve whatever complex process or packaging issue a customer might have.

Since many of the engineers in its research and development team have over thirty years of experience in the field, it stands to reason that many large clients approach the company to custom-develop and build machines that are not available for purchase elsewhere. Other clients have machines built that improve on existing equipment, helping them increase the quality of their product as well as reduce waste. This is especially evident in the story of a large market leader that commissioned BCA to create a machine that cuts brownie squares at four cuts per second. The new machine significantly improves the company’s output and saves it thousands of dollars every year in preventing the waste problem with which it previously struggled.

Vice President of Sales and Marketing Nate Tennant shares a few thoughts on how the fourth industrial revolution was accelerated by COVID-19 and how it will affect automation and robotics in the future. “For any company to excel, you [have to have] a decent wave to ride. That wave is building. We see it across the industry. There are all sorts of forces at work that are driving this,” he says.

Part of this growth was originally driven by manufacturers being left without human labor as COVID-19 regulations forced people to stay at home. This resulted in many companies having to introduce robotics to their facilities although they may not ever have considered it before.

At its own facility, business carried on more or less as normal during the height of the pandemic, with the exception of very few employees who opted not to be at the office during that time. Due to the nature of their work, the engineers could contribute to projects from home, and those working on the factory floor could be spaced as needed thanks to the facility’s generous size, and people who were present put in a lot of overtime so the company could get ahead despite deficits.

Of course, employees had to follow the standard safety protocols for their own and their colleagues’ protection. Within twelve weeks, the work situation started returning to normal and would continue in the usual way alongside new safety precautions. Despite the obvious challenges, the company managed to employ nineteen new staff members and doubled its sales during this time, an achievement of which everyone is very proud.

Laverdiere could not be happier with the company’s employees. The secret to building a strong team, he points out, is in finding positive people. In addition to that, the company takes care of them with a generous remuneration package and creates a comfortable environment in which to work.

“I feel blessed. I believe that we have some of the best leaders in this company today,” he says. Laverdiere believes in treating his staff with dignity because they genuinely matter to him. This sincere care means that many of the company’s staff members have worked their way up into positions that may have been out of reach when they started here.

Another big contributor to the firm’s success is Janet Laverdiere, Mr. Laverdiere’s right-hand woman both in life (36 years married) and, until recently, as the company’s human resources director. Mrs. Laverdiere now handles the company’s charitable and community contributions.

“My wife has always been a key player to my company’s success. While raising three wonderful children Janet always had time for shop talk when I came home. Janet’s positive influence and encouragement to daily life and the company and [her] support is what helps me drive this,” Laverdiere says.

The company looks to attract young people who are about to enter the job market after technical school. One organization that benefits from the company’s assistance is Essex North Shore Agricultural and Technical School. “We’ll probably be donating iPads this year. Each new student will need an iPad for school, so we’re looking at that,” Laverdiere says. The company is also looking to support students in Worcester Polytechnic Institute’s robotics program.

While all the company’s employees are close to his heart, Laverdiere wants to recognize Dinne Flansbury, Vice President of Operations, for his strong dedication and hard work, knowledge in the industry, and competitive spirit. Dinne started with BCA from the beginning. “I am proud to have him on my team,” Laverdiere says.

Laverdiere also wants to recognize his son Joshua, aged 32. A mechanical engineer, Joshua works as the corporate accounts manager and is very dedicated to helping the company grow.

In embracing its future and taking charge of the company’s growth, BCA has plans that are nothing short of bold. This year, its goals include doubling its workforce and significantly expanding its footprint through growth and possibly acquisition. “We are striving to become one of the largest food automation companies in the world,” Laverdiere says. “The sincere loyalty from our employees and customers, our depth of engineering knowledge through creativity and knowhow, and being a fully vertically integrated company will get us there,” Laverdiere says.

The post Integrated Excellence – Taking Packaging Innovation Out of the Box<p class="company">Boston Conveyor & Automation</p> appeared first on Manufacturing In Focus.