“If you were out there, you would just see pristine blue ocean,” says Matthias Egger, the head of Environmental and Social Affairs at The Ocean Cleanup, a non-profit developing technologies to rid the oceans of plastic. Speaking to CNN, he compares the patch to the night sky. “If you look up at night, you see all those white dots, that’s essentially what you see in the garbage patch. It’s not that dense but there are a lot of them. You start seeing more and more plastic the longer you look.”

How did we end up with 1.8 trillion pieces of plastic floating in the Pacific Ocean? A big part of the problem lies in the fact that we produce about 460 million tons of plastic every year, according to the United Nations Environment Programme. Of all this plastic, only about nine percent is recycled. And it’s only getting worse—by 2060, global plastic production is expected to triple.

Take a quick look around your room, and you’ll see that many everyday items are made of plastic or contain plastic components. But plastic poses a significant environmental problem because it doesn’t break down. Instead, it shatters into tiny pieces called microplastics, which are now in the oceans and in marine life that consumes them—and, ultimately, in us.

This is a troubling outcome, and more people are recognizing the urgency of the issue. The question is, what can be done to mitigate the environmental damage caused by plastic?

There are several approaches to either extract plastic waste or prevent it from impacting the environment. One emerging idea is converting plastic waste into energy.

That’s what a lab at Rice University in Houston is exploring. Using a process called rapid flash Joule heating, they heat plastic to 3,100 degrees Kelvin (about 5,120 degrees Fahrenheit) in just four seconds. This causes the hydrogen to evaporate from the plastics. “The main form of hydrogen used today is ‘gray hydrogen’ which is produced by steam-methane reforming, a method that generates a lot of carbon dioxide,” James Tour, professor of chemistry, materials science and nanoengineering, tells Rice University News. “Demand for hydrogen will likely skyrocket over the next few decades, so we can’t keep making it the same way we have up until now if we’re serious about reaching net zero emissions by 2050.”

Other researchers are focusing on the first stage of plastic production and how to make plastics easier to recycle. Dr. Elisabeth Prince, assistant professor of chemical engineering at the University of Waterloo in Canada, is investigating how to create plastics that can degrade and be more easily recycled. The challenge is that plastics are made with permanent bonds that are resistant to heat, so they can’t be recycled using traditional methods that involve melting and remolding. Instead of changing recycling infrastructure, Prince’s team is working to alter the materials themselves so they can be remolded without compromising their properties. This process could also be applied to rubber tires, epoxy coatings, and elastic bands, helping to reduce landfill waste.

While these technological advances show promise, the true solution to plastic waste lies in addressing how our consumer society contributes to it. For decades, the consumer model has been to buy, use, and discard products. This “linear economy” model has been in place since the Industrial Revolution. With advances in manufacturing, we can make more products like cars and smartphones, but we haven’t changed our approach to handling the materials we use. We continue to extract raw materials from the Earth or harvest them, turn them into products, and dispose of them when they’re no longer useful.

Plastics are well-suited for this linear model. They are lightweight, flexible, and versatile, making them ideal for manufacturers. They’re also cheaper and more durable than many alternatives, which makes them appealing to consumers. However, once these plastic products reach the end of their lifecycle, they pose long-lasting environmental challenges.

The good news is that the circular economy approach offers a solution. In a circular economy, products are diverted from landfills and their lifespan is extended, getting us closer to a sustainable economy.

When discussing the circular economy and plastics, the first thought often turns to recycling. Can’t we just melt down plastics and recycle them to keep them out of landfills? While researchers at the University of Waterloo are making great strides in this area, the current structure of plastics presents limitations. How can we produce products and recycle them in a truly circular way?

After plastics are emptied from a recycling bin, they’re typically hauled to recycling centers, sorted by machines and people, and then sent to factories that break them down. However, current recycling processes cannot fully break down plastics, which is why we still face significant plastic waste.

But some promising advances are underway. For example, pyrolysis is a process where plastics are heated to 500 degrees Celsius without oxygen, which avoids combustion. The result is bio-oil liquids, bio-char solids, and syngas, all of which can be used for other purposes.

Pyrolysis is one method in a field known as advanced recycling, which is growing rapidly. In 2022, the market for advanced recycling technologies was valued at $270 million and it is projected to grow to more than $9 billion by 2031.

Brightmark Inc., for example, has set up a plant in Indiana that uses pyrolysis to process waste, primarily converting it into oil for fuel. Critics argue that this approach is not the best for the environment, as it still reinforces our dependence on fossil fuels. “The benefit of recycling comes when you return materials into the production cycle, which reduces the demand for virgin resources,” says Veena Singla, a senior scientist at the Natural Resources Defense Council to Yale Environment 360. Still, many companies worldwide are planning pyrolysis plants to help combat plastic pollution. Ideally, the oil byproduct will be used to create new plastic, promoting circularity in the production cycle.

Sadly, there are no simple answers to the plastic waste problem. While technology may provide some solutions, the real solution will come when we fully commit to changing how we view and use the products that surround us.

The post Rethinking Plastic Waste Solutions<p class="company">New Ideas for a Circular Economy</p> appeared first on Manufacturing In Focus.

In the manufacturing sector, many industry leaders are doing their part to manage and reduce these emissions and the challenges and threats they pose.

Globally, the manufacturing sector accounts for 12.7 percent of greenhouse gas (GHG) emissions directly from its processes (not from its energy use), according to a December 2024 report issued by the World Resource Institute.

While the largest proportion of GHG emissions by far is composed of carbon dioxide (CO₂), GHG emissions also include trace amounts of fluorinated greenhouse gases (F-gases), used in the manufacture of heating and cooling products, electric power transmitters, and electronics. Meanwhile, the demand for manufactured products—products which rely in some way on iron and steel production, which contribute 4.5 percent of GHG emissions, and on concrete, which contributes a further 3.4 percent of GHG emissions—continues to grow exponentially, as emerging economies strive to match those of more developed nations.

Creating a greener steel
Steel contributes to emissions both directly through its processes which rely on coal and through its use of fossil fuels to achieve the extremely high heat levels required to transform iron into steel. But it is certainly impossible to imagine the modern world without steel—no large buildings or skyscrapers; no cars, trains, planes, or ships; no bridges; no machinery to manufacture anything else; and ironically, no wind turbines or solar energy arrays to provide green energy, because they too require steel to support them.

To decrease its emissions, the industry is considering a multi-pronged approach to solve a complex problem, including recycling scrap metal, adopting a hydrogen-based reduction process to produce iron, implementing carbon capture and storage technology on existing blast furnaces, optimizing energy efficiency, digitizing monitoring equipment to stay better informed about what is happening, and switching to renewable energy sources to power operations.

“Hydrogen-based direct reduction (HyDR) is a major contender for the future of green ironmaking without a direct release of CO₂ emissions,” according to a paper published by the Max Planck Institute for Sustainable Materials. This process “relies on a multistep solid-gas reaction, where iron ore in pellet or powder form is subjected to elevated temperatures under a reducing gas atmosphere.”

There is, however, a trade-off to the use of this new technology, because “the fragmented sponge iron coming out of the HyDR process needs to be molten in order to be processed into various steel alloys. This is typically performed in an electric arc furnace (EAF), resulting in a major energy penalty.” CCUS technologies (Carbon Capture, Use, and Storage or Carbon Capture, Utilization, and Sequestration) are thus considered highly effective solutions for reducing carbon emissions in the industry.

According to an article updated in May 2024 by Global Energy Monitor, CCUS technology has multiple advantages including the fact that it can be used to retrofit existing plants to deal with the CO₂, along with co-product gases including methane. However, instead of allowing these gases to enter the atmosphere, CCUS technologies separate and capture the CO₂ generated during the iron and steelmaking process, which can be safely and permanently stored underground or chemically converted into other products such as plastics, concrete, or biofuel.

It has even been used in enhanced oil recovery, as has been done by the Abu Dhabi National Oil Company, since 2016, using sequestered CO₂ from its Emirates Steel plant. The CO₂ remains permanently sequestered in the geologic formation where the oil was trapped.

Concrete benefits from CCUS technology
Within the manufacturing sector, concrete is also a significant contributor to GHG emissions, but its carbon footprint can be reduced with CO₂ utilization technologies that go beyond carbon capture. In Canada, Nova Scotia’s CarbonCure Technologies Inc. provides a system that integrates waste CO₂ into fresh concrete, and in a series of chemical reactions known as carbonization, the injected CO₂ becomes permanently embedded in precast concrete during the curing process, reducing the amount of cement required.

Another company, CarbiCrete, based in Montreal, uses carbonation activation to replace cement entirely by using ground steel slag, a by-product of steel production. Since no cement is required, the emissions associated with cement production are eliminated and the concrete produced with this technology is carbon negative. The technologies developed by these two companies have been adopted successfully by concrete plants in Ontario and Alberta since 2015.

A January 2025 article published by Natural Resources Canada suggests that “if the majority of brick and concrete block plants in North America implemented CO₂ carbonation, CO₂ emissions could be reduced by 2.5 percent annually.”

What about those F-gases?
As mentioned, GHG emissions also include trace amounts of fluorinated greenhouse gases (F-gases), which can enter the atmosphere when they are produced, transported, stored, or filled into products such a refrigeration equipment, heat pumps, air conditioners, and electronics or released directly into the air though aerosols and solvents.

Among these gases are hydrofluorocarbons (HFCs, which represent 90 percent of the total of F-gases), perfluorocarbons, and sulfur hexafluoride. Their total amount is small, but “their impact is often thousands of times higher than that of CO₂,” according to a report released by the European Parliament. “These manmade substances were initially introduced in the 1990s to replace ozone-depleting substances (ODS) but were found to trap heat from the sun and make the planet warm up even faster than CO₂.”

It seems that the cure was worse than the disease, because not only is their impact higher than that of CO₂, F-gases remain in the atmosphere much longer. By 2012, Europeans were sounding the alarm. The European Parliament and the Council of the European Union has taken the lead to regulate these gases, beginning with the 2014 F-gas Regulation, and in February 2024 with the F-Gas Regulation (EU) 2024/573, which seeks to phase out HFCs by 2050.

Manufacturers making an impact
Shortly after his second inauguration on January 20, 2025, President Trump signed an executive order entitled “Putting America First in International Environmental Agreements” to withdraw the U.S. from the Paris Agreement, which seeks to reduce carbon levels to net zero by 2050. He had also withdrawn from the agreement in his first term, with the U.S. rejoining in 2020 following an executive order signed by President Biden.

While the Paris Agreement’s goals are lofty, and may not be reached by 2050, we are impressed by the corporate responsibility of manufacturers in both the U.S. and Canada, the latter of whom is a signatory to the agreement. Over and over, these manufacturers have proudly told us how they are working to reduce their GHG emissions, either through innovative processes or through products which will assist their customers in reducing emissions.

In this issue, we speak with Michigan Sugar Company’s President and CEO, Neil Juhnke, who told us that, since 2002, when it became a grower-owned cooperative, the company has cut its energy consumption by more than 40 percent and achieved a total reduction in annual carbon emissions of 150,000 tons. It has also invested in new technology to ensure zero waste from production is going into landfill and in research to produce higher quality seed. This has doubled the size of the sugar beet crop and significantly increased its sugar content without requiring additional acreage and additional passes by agriculture equipment.

In July of last year, Hernán Dominguez, Vice President of Sales at Hazard Control Technologies, based in Fayetteville, Georgia, told us how the company had invested heavily to develop the F-500 Encapsulator Agent, which is revolutionizing industrial fire-fighting technology. These fires, including slow burning fires in scrapyards and recycling plants, can wreak atmospheric havoc, releasing toxic smoke from various metal alloys, rubber tires, plastics, and lithium batteries, which this patented product can extinguish when water and traditional foam cannot.

In April 2024, we spoke with Andrew Mutch, President of Michelin North America (Canada) headquartered in New Glasgow, Nova Scotia, about Michelin’s Greener Freight Program and how its Canadian plant as well as ones in the U.S. have invested in technology to reduce the rolling resistance of tires used on transport trucks. This is critically important, because the higher the resistance of the tire, the greater the strain on the combustion engine, with more diesel fuel consumed to overcome it, resulting in higher levels of emissions. By 2028, he estimated that the 93 fleets involved with this program will have saved 159,000 tons of CO₂. The company has also invested $300 million in a Green Mobility Plan to modernize its Nova Scotia plants, and formed a joint venture with another company to explore uses for hydrogen fuel cells capable of powering a vehicle.

There are countless examples of what the manufacturing industry is doing to significantly reduce, and hopefully eliminate, GHG emissions in the decades to come. These three serve to illustrate the innovative ways manufacturing companies, ranging from a grower-owned cooperative to a mid-size, niche business, to a huge multi-national—all manufacturing vastly different products—are working to bring about positive change.

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As for what’s new at the company since our previous article, Vice President of Sales and Marketing, Ralf Hinz, says, “The single biggest change is that co-ax introduced a high-pressure valve rated for 1000 bar working pressure for hydrogen applications.” The valve in question is called (appropriately enough) the KX 1000, and it was released in mid-2024 with a specific market in mind.

“With this newly designed valve, müller co-ax becomes one of the pioneers when it comes to handling high pressures and tightness with potentially volatile media such as hydrogen. It was designed for applications where a high flow rate, tight installation spaces, low weight, and bubble tightness are a particular concern,” Hinz explains.

Potential end-users include customers who manufacture high-pressure hydrogen vehicle filling and storage systems and the like. Capable of handling nearly 15,000 PSI (Pounds per Square Inch) of hydrogen pressure, the KX 1000 was a natural outcome of müller co-ax’s ongoing R&D focus and marketing savvy.

“Hydrogen has experienced a comeback in the last six years. While not all hydrogen applications are high-pressure, the market started to open up for coaxial valves, and we realized there was demand for high-pressure valves,” explains Hinz, saying that a decision was made to create a valve “that can handle 1,000 bar to make sure we cover all potential applications.”

As with all its products, müller co-ax designed the KX 1000 hydrogen valve and is taking care of manufacturing. CVI’s German parent company produces a range of goods, including high-pressure coaxial valves, high-pressure lateral valves, pressure control valves, flow control valves, certified valves, modules, manifolds, and more.

With a strategic focus on emerging markets, CVI recently picked up new channel partners in Chile and Peru and is exploring other growth opportunities in South America, possibly in hydrogen or mining. As it stands, CVI currently offers “pretty good coverage from Canada to Argentina, as far as channel partners are concerned,” says Hinz.

The company’s primary markets include the marine, machine tool, chemical, energy/oil/gas, construction, transportation, and aerospace sectors. At present, CVI is eager to expand its presence within the aerospace market in particular, and the company is also looking at the rising popularity of hydrogen as an alternative fuel source.

“I believe that co-ax will be able to grow this market segment on a global scale,” Hinz says. “It remains to be seen what the future holds for hydrogen in the United States; we have found some great opportunities in Canada.”

Gottfried Müller, who founded the German firm that bears his name, invented the coaxial valve in 1960. His invention offered an alternative to traditional valves, which kept failing in the face of rising machining and manufacturing pressures. Müller’s creation featured two co-linear cylindrical elements, one of which was inside the other. His pressure-balanced coaxial valve “revolutionized high-performance, maintenance-free valves,” according to company literature.

“The key aspect here is that co-ax valves, by design, are pressure balanced in any position. There is no pressure differential to overcome and therefore, the switching behavior is unaffected by the media pressure, even if the media pressure is fluctuating. Since there is no internal pilot orifice through which the media is forced to flow, this makes the valve less susceptible to contamination. Regardless of the type of actuation, the actuator is always integral, which eliminates the possibility of stem seal leakage,” says Hinz. Being pressure balanced “makes all the difference in the world. Most other valve designs are not pressure balanced,” he adds.

The coaxial valve was a hit, and müller co-ax grew, launching CVI in 1997 to gain better access to the North American marketplace. CVI initially benefitted from being the supplier of a one-of-a-kind product unique in the market; today, müller co-ax has competitors in the coaxial valve space but remains at the front of the pack.

This is in part because quality standards are of utmost importance at both müller co-ax and CVI. CVI has 1SO 9001:2015 certification for the sale, assembly, testing, repair, refurbishment, and distribution of valve assemblies and coaxial valves, and was recertified to this standard in 2021 and again last year. Such quality management principles cover everything from leadership and planning to customer satisfaction and support, performance, and internal improvements, notes Hinz.

Back in Germany, müller co-ax has also been setting the pace. In late 2024, the firm was named a world market leader for the fifth year in a row by WirtschaftsWoche, a German magazine whose name translates to Business Week or Economic Week. The magazine bestows this honor on companies that meet strict criteria.

“The title ‘World Market Leader Champions’ is awarded to companies that are either ranked first or second in their relevant market segment. The companies under consideration must be represented on at least three continents with their own production or distribution companies, generate annual sales of at least €50 million, and export at least 50 percent of their sales,” explains a müller co-ax press release. müller co-ax was selected for the high-pressure valves and coaxial valve technology category.

In addition, in September 2024, the KX 1000 valve won an award in the materials and components category at HydrogenExpo, an international trade event highlighting hydrogen technologies, held in Italy. “The jury was impressed by the valve’s premium quality and its ability to provide an absolutely tight seal at pressures of up to 1,000 bar, a key characteristic for safe and efficient use in hydrogen applications,” notes a müller co-ax release.

At CVI, these superior products are matched with peerless customer relations, and to this end, müller co-ax pays close attention to the client’s needs and specs. “We take in the whole application—all the details: pressure, media, temperature, cycle life expectancy, machining process. We want to know all this information… I think part of our success is that we look at every application and each detail provided by the customer,” says Hinz.

For its part, CVI has fully recovered from the slowdown during COVID. Like companies around the world, co-ax’s supply chain was severely disrupted by the pandemic even as demand increased for some of its products. The result was longer lead times. But all is back to normal, and CVI’s lead times have returned to pre-pandemic levels, reports Hinz.

To stay connected with the latest developments and engage with industry leaders, the company regularly attends major trade shows (last year, the company attended the Canadian Hydrogen Convention in Edmonton, Alberta, and Valve World Expo Americas). Participating in these events has allowed the team to exchange ideas and explore new opportunities. “Coaxial valves are unique, and most customers just don’t know what they are. It’s still our mission to go out there and educate people about coaxial valves.”

The company believes in providing its 400 or so employees globally with a safe environment and a wealth of opportunities. Employees are trained across multiple product lines and receive additional assembly training in Germany when possible, and CVI adheres to OSHA (Occupational Safety and Health Administration) guidelines even though the firm isn’t OSHA-certified. The company supplies personal protective equipment to its workers, and controls are in place to mitigate risk (including both work procedures and physical barriers within the plant).

“co-ax valves inc. has a robust written safety and health plan in place,” says Hinz. “To ensure compliance with all OSHA and Pennsylvania workplace safety requirements, co-ax conducted a voluntary OSHA audit performed by the University of Pennsylvania. All co-ax personnel have direct access via company portal to the co-ax Health and Safety Manual,” he shares.

Going forward, CVI and its parent company refuse to rest on their laurels. In addition to hydrogen power, other industrial developments also present opportunities for growth. “The increasing adoption of automation and process control systems in various industries is driving the demand for smart and intelligent flow control valves. To meet that demand, müller co-ax is expanding our flow control valve line,” says Hinz.

Asked if he thinks his firm makes the best coaxial valves in the world, he offers a definitive reply. “It’s not that we think it. We know. Other companies copy our co-ax valves, and then we get calls from their customers because they’ve tried to copy an existing design but found that it’s not so simple. There’s more that goes into a co-ax valve than meets the eye.”

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The company’s history goes all the way back to 1949, when Sonny Fazio launched a small car wash business in the Boston area. After realizing that car wash parts were too expensive, Fazio sold his operation and turned his attention to tackling the problem. “He started a new company, just selling parts into the car wash industry,” Smulski says. “He ended up building his business into a car wash parts business, which was then built into a manufacturing company, because he had such great relationships and understood what customers were looking for.”

By the early 1980s, the company was building its own equipment in Tamarac, Florida. “They sourced everything and designed it,” says Smulski. “Since that time until now, they’ve been building car wash tunnels—the industry’s highest quality.”

Maintaining control of the operation gives the team the ability to deliver this personalized, high-quality solution. “We do all of our own engineering, manufacturing, and design—all based out of [Tamarac] today.” What began as a humble startup now employs over 1,500 people throughout North America.

The core principles that built Sonny’s Enterprises continue to guide the company to this day. “We say the goal of our business is to make car washing easier and that’s really what is at the heart of what we do as a company,” says Smulski. “It really starts at taking a look at who our customer is and what we can do to help make their life easier, make their job easier—everything that they need to accomplish on a day-in, day-out basis at a car wash.”

Providing a total solution is key to meeting customers’ needs, so the team has worked hard to make this possible. “Over the course of the last five to eight years, we’ve made a multitude of acquisitions,” Smulski explains. “And the acquisitions have been really centered around providing a complete solution for anyone who wants to get into the car wash business, all the way through helping them operate and the preventative maintenance side of the business.”

This complete solution begins with support from the consulting services division. “You contact them, they guide you through how to select the site, how to develop a car wash, what type of permitting process to go through. From there, we take it to our sales team where they’ll develop the equipment, help you understand what needs to happen, and understand the type of environment that you’re in. They’ll walk you through the complete engineering of a solution that allows you to wash cars and also understand what you’re doing from a controls and technology perspective.”

And the support doesn’t stop there. The company provides marketing services as well as guidance to help customers “understand their point-of-sale systems, the customer relationship management within given markets,” Smulski explains. “We have over 6,000 customers throughout North America and we have a good knowledge base of what it takes to run a successful car wash.”

The company boasts a unique training system to spread this knowledge. “We provide training through the industry’s first car wash college,” he says. “When someone’s deciding that they want to open up a car wash, they can send their employees to us. We will train them in how to run an effective wash, how to work the equipment, how to maintain the equipment, how to do better business; basically, everything from soup to nuts. Everything we do is based on the customer and helping make them successful, because we feel if the customer is successful, then we will ultimately be successful.”

Sonny’s Enterprises is at the forefront of car wash technology. “About 10, 12 years ago, we started our technology journey around integrating computers and systems into the car wash,” Smulski says. “We have a complete controls system that will help turn things on or off inside of the car wash, measure the amount of chemical that’s being put onto a car… Things that were done manually, we are now automating.”

Around two years ago, Sonny’s Enterprises invested in a new software platform to take operations to the next level. “Quivio is an ecosystem for the car wash operator that has over 25 different apps that allow a car wash operator to see into varying parts of their business and to start to link things through generative AI,” Smulski explains. “We do everything from HR management to customer relationship management; basically, any tool that they would have today, we can start putting that data together through our Quivio platform. Currently, it’s really focused on marketing and helping our customers increase their membership, hold their members longer, and increase their average ticket price. But we’ll be moving into other forays as we continue to invest in that technology journey.”

The team is currently working on the next technological advancement to improve the customer experience. “We’re developing on-site edge computing systems that allow people to bring the experience closer to the customer. So instead of having to use a touch screen or wait for someone whenever you’re driving up in your car, we’ve now put the power of an iPad in front of a customer with mobile point of sale systems. You can talk to a customer and engage with them while they’re at the car wash and waiting, to help improve their experience. Where it used to be just a standard pay station, now everything is mobile, which allows our operators to better engage their customers.”

Manufacturing efficiency is another critical company focus. “Well over a decade ago, Sonny’s started to implement lean processes into the manufacturing sites to help improve the output,” Smulski says. “Then in 2020 through 2023, there was such a huge ramp up of demand, we went through another wave of efficiency projects.” These projects have brought the plant’s layout and operations into alignment with the Kaizen method of lean manufacturing. “We’ve hired operational experts that came in from the automotive industry. They’re instituting the Toyota Manufacturing Systems process and doing a lot of things that are helping us improve, to become more efficient, and to provide a better quality product, but also drive down the cost through cutting out waste within our system.”

Now, after decades of success, the team is carefully planning its next steps. “Number one is continuing on the technology journey that we’re on today,” says Smulski. Overall, the long-term goal will be to keep providing the best solution for car wash operators. “Ultimately, we want to continue to maintain our industry-leading market share, continue to grow the business, and to expand into other markets like convenience and gas and start to understand how we can deliver and help increase the car wash and consumer experience.”

Armed with a track record of industry-leading solutions, this goal is well within reach for the car wash people.

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Celebrating 30 years in the piping industry, CCI Piping Systems is preparing for one of its biggest expansions at its facilities in Breaux Bridge, Louisiana to date. Making space for its growing stable of industry-leading innovations, this proud team enjoys driving growth while delivering the quality its name has become synonymous with. It also makes it a priority to excel at providing customers with the information they need to make informed decisions and ensure ease of ownership.

Providing markets across the United States, CCI Piping Systems works with around 20 independent sales representatives throughout the country who assist in keeping its growth robust. For this reason, this proud fabricator and supplier understands the value of building lasting relationships, including with associates beyond its customer base.

As markets have changed over the past few years, the company has also seen shifts at home. With its Chief Financial Officer bidding the office a warm farewell just last year after 20 years of outstanding service, the company’s financial department has especially had a lot to adapt to. Its leadership base is also in a period of transition. As a firm just about halfway through its 10-year succession plan, its acting President and CEO, Gene Cazayoux, remains a visible presence—which includes weekly lawn mowing duty with the help of Spicy, a most charming orange tractor.

Starting the company in 1995 as a pipeline coatings distributor, Cazayoux’s first claim to fame, ArmorCote U-Bolt, was exactly the ticket to success this forward-thinking entrepreneur had hoped for. He set out to build the company with a small team over the next decade. In 2006, his daughter, Claire Morley, joined the company’s ranks, bringing fresh ideas and setting up systems for improved efficiency. Her sharp sense of sales, marketing, and appreciation of people helps keep clients across the country aware of where to find the next-generation products. Starting with marketing, soon adding in sales, and eventually working her way up to leadership, she now proudly works aside her brother as Executive Vice President – Sales & Administration.

Today, CCI Piping Systems is bursting out of its seams and recently broke ground on a new 20,000-square-foot warehouse. Complete with 4,000 feet of administrative space, this space promises to launch the company onto an entirely new growth trajectory. That means future product lines will have the space and technology necessary to flourish. Moreover, there is enough space to continue building yet another facility.

Naturally, its leadership is over the moon with the firm’s good fortune as times are on the up for this close-knit team. “It’s fantastic. We’re [continuing] my father’s legacy and continuing to grow,” says Paul Cazayoux, Executive Vice President – Operations & Finance, of the company’s growth and three-decade milestone.

His fellow company leader, Lucas Johnson, Vice President of Operations, supports this sentiment. “We want to be as efficient as possible. We’ve grown so much that we could only add as much equipment as we had space.” As one of the original employees who helped establish the company, Johnson has witnessed its evolution. “My journey here has been remarkable. We work with a great group; we have a core group willing to go to any department at any time,” he says of the company’s culture of cross-training. “The group of people we work with is amazing.”

Johnson’s thoughtful leadership has played a significant role in the company’s success. In recognition of his work, Cazayoux celebrates his contribution to the firm’s longevity and success with sincerity. “With Lucas’ leadership—he’s been with us for over 20 years—he’s helped us navigate [this time]. With his guidance and the team that we have, we are set up for success,” he enthuses.

Customers can be assured of the team’s immediate and full attention at all times, thanks to the robust culture of care and consistency the company has built. With a qualified sales team handling incoming calls directly, the approach provides seamless access to quick, meaningful assistance. “We build relationships with our customers. It all starts at home,” says Cazayoux.

It is evident that these leaders genuinely appreciate their people. “We have the best team in the world,” says Cazayoux. “I would put them up against anybody. They really work well together, and we run smoothly.”

Of course, the quality of all CCI’s relationships shapes its success in the market. Customers benefit from the team’s camaraderie and commitment as much as they do quality piping and value-added innovations. The intangible benefits are numerous, and as a result, CCI Piping Systems has been awarded numerous times over the years for its outstanding business acumen and contributions to the industry.

With hard work comes new horizons, and as such, forecasts look good. As urban growth persists, CCI’s team is able to bring the piping innovation and fabrication it is known for to new communities. “I don’t see the water and waste industry slowing down,” says Cazayoux. This growth keeps the team on its toes, spurring innovation and new ideas to meet market needs. “The biggest hindrance to growth is complacency. We’re always trying to learn,” he continues.

With automation becoming the new normal, continuous investment in the latest equipment remains a priority, but, while CCI Piping Systems strives to remain at the leading edge of technological advancements, it remains intent on not jeopardizing its people’s positions within the company. Banning complacency from its operations, the company is always exploring new learning avenues. To achieve continuous personal and professional development for its employees, its Human Resources Department of one, Tessa Brown, is committed to identifying and providing access to scores of training opportunities and courses that help its staff develop new—and further hone existing—skills.

Aiming to remain an industry changemaker, CCI Piping Systems and its team continue to build on its legacy of enduring quality and innovation. With its ISO 9001 certification firmly in place, its customers remain protected by a level of assurance like no other. And, as its new facility is going up as we speak, the most exciting part for existing and potential customers, perhaps, is that soon the team will reveal a host of new and younger products that will remain under wraps until the new outfit is complete and fully operational. Construction teams are working around the clock to get things ready, and we at FMG look forward to what comes next for this dynamic company.

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Revolv has not only expanded in physical capacity but also in expertise and service offerings. The company has strategically built its reputation as a trusted provider in the rotational molding industry by prioritizing custom manufacturing over proprietary product lines. Owner/CEO Shawn Hunstad explains, “Many rotational molders have a proprietary line of products, but we have chosen to be exclusively in the custom rotational molding world, meaning we have multiple different OEM customers, and our focus is on developing specialized solutions for them.” This commitment has enabled Revolv to foster long-term partnerships in a variety of industries.

Unlike many rotational molders that mass-produce a specific line of products, Revolv has chosen a more customized approach. Each client has unique needs, and the company’s flexibility in meeting these demands has set it apart in a competitive market. In addition to rotational molding, Revolv also provides thermoforming, assembly, and warehousing services.

Its sister company, AxisNorth, further complements Revolv’s services by offering solutions in all other areas of plastic and rubber manufacturing through strategic partnerships. “On the AxisNorth side, we deal in all other types of manufacturing, whether it’s injection molding, die cutting, or extrusion,” Shawn explains. “We do this through partnerships, essentially acting as a broker to connect our customers with the right suppliers in the plastic and rubber industry.”

Cole Hunstad, Vice President, emphasizes the company’s commitment to being a true solutions provider: “The beauty of the synergies between the two companies is that we offer a one-stop shop to our customers,” he tells us. “We approach them with an unbiased solution and work closely with them and their engineers to develop the best possible product.” This approach has positioned Revolv and AxisNorth as a valuable partner for businesses looking for innovative plastic and rubber solutions.

One of the biggest factors that differentiates Revolv is its definition of value. While many companies equate value with the lowest cost, Revolv takes a broader perspective. “We strive to be our customers’ best-value supplier,” says Cole. “Value to us doesn’t mean the cheapest price; it’s about timeliness, responsiveness, quality, and delivery. These are the aspects that truly make a difference for our customers.” This focus on reliability and excellence has helped the company build strong relationships that have lasted for years.

As a privately held, family-owned company, Revolv fosters a strong sense of community among its employees and partners. This culture of connection and commitment is at the heart of everything it does. Cole highlights this aspect, explaining that, “We really push the relationship aspect of our business. Whether it’s our employees, our customers, or our suppliers, we see them as part of the family. That’s what makes us different, and it’s something we work hard to maintain.”

With 101 employees at Revolv and an additional seven at AxisNorth, the company understands that its workforce is its greatest asset. “Our team exemplifies the family-oriented culture we promote,” Cole adds. “It’s not just about doing business; it’s about forming lasting partnerships based on trust and shared success.”

Employees are encouraged to engage in leadership training and professional development programs, ensuring they grow along with the company. Revolv has also introduced mentorship initiatives where experienced employees pass their knowledge on to newer team members, creating a culture of continuous learning.

Shawn, who founded the company, is now preparing to transition leadership to the next generation, with Cole and Director of Operations Jordan Hunstad set to take over in the near future. “I started the company back in 1995, and now Cole and Jordan will slowly be taking it over,” Shawn says. “This transition ensures that our core values and customer-focused approach remain intact for years to come.” Passing on leadership within the family not only guarantees business continuity but also preserves the company culture that has driven Revolv’s success for decades.

Indeed, the legacy of Revolv extends beyond its founding. The company originated as a spinoff of Stern Rubber Company, which dates back to the 1960s. In 1995, AxisNorth was established to meet the needs of northern Minnesota businesses that lacked access to specialized plastic and rubber solutions. Over the years, the business has grown significantly, driven by a dedication to solving problems and building strong relationships. “AxisNorth Solutions was born out of a need to solve problems,” Cole explains. “We built our business on relationships, not just with our customers, but also with our suppliers. We believe that our suppliers are just as important as our customers because they are the lifeblood of our operations.”

Looking to the future, Revolv has ambitious plans. While there are no immediate expansion projects, the company foresees further growth in the next eight to 10 years. “We expect to triple in business within the next six to eight years,” Shawn reveals. “That’s our goal, and we’re confident in our ability to achieve it while maintaining the quality and efficiency our customers expect.” This level of growth will require continued investment in equipment, training, and facilities, ensuring that Revolv remains a leader in custom rotational molding.

Recognition within the industry has validated Revolv’s approach. In 2024, the company was ranked #21 in Plastics News for top rotational molders in North America; when looking solely at custom rotational molders, Revolv ranked in the top 15. “To be in the top 15 for custom rotational molding is something we’re very proud of,” Cole shares. “There are a lot of great companies on that list, and we’re honored to be among them.” This recognition is a testament to the company’s dedication to continuous improvement and staying ahead of industry trends.

The company has also made significant strides in cybersecurity and compliance. Recently, it was awarded a Supplier of the Year recognition from BAE Systems, a leader in government defense manufacturing. “We’ve been working closely with BAE, and meeting their criteria for Supplier of the Year was a big accomplishment for us,” says Shawn. “We are also in the final stages of CMMC compliance, which is essential for working with the Department of Defense.” This compliance ensures that Revolv is well-positioned to handle sensitive projects requiring high levels of security and precision.

In addition to its business growth, Revolv remains committed to fostering a positive work environment. The company has implemented programs to support employees with benefits, housing assistance, and career development. Jordan highlights this approach, saying, “We don’t just focus on customers; we also invest in our employees. We help them with benefits, financial planning, and housing assistance, ensuring they have a solid foundation for success.” This focus on employee well-being has contributed to high retention rates and a motivated workforce that is dedicated to the company’s mission.

As AxisNorth celebrates its 30^th anniversary, the team plans to commemorate the milestone with a special event, including a dinner cruise for employees, customers, and suppliers. “We want to take the time to thank everyone who has been part of this journey,” Cole says. “It’s not just about looking back on our successes, but also about setting the stage for the future.” This event will serve as both a celebration and a reaffirmation of AxisNorth’s commitment to excellence and innovation.

From a small operation in Minnesota to a major player in the rotational molding industry, Revolv Manufacturing’s story is one of dedication, innovation, and a strong commitment to relationships. As the company moves into its next chapter, it remains focused on providing top-tier custom solutions while maintaining the values that have driven its success for three decades.

“We’re focused on continuous improvement, expanding our presence in the defense space, and above all, growing with our customers,” Cole concludes. “We believe that by staying true to our core values, we can achieve even greater success in the years to come.”

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“Within a few minutes of catching it, we called them and said, ‘You double-paid this. We’re sending your money back,’” notes MSI Managing Partner Jon Riley.

The customer, who admitted they might not have spotted the error themselves, was deeply grateful. For Riley, the speedy refund was simply a reflection of MSI’s customer-first focus and values-based approach.

“It’s a mindset we instill in the organization and the people within the organization: always do the right thing. We run our business this way,” he explains.

Key competencies
That business entails custom injection molding and assembly. Injection molding, insert molding, engineering assistance, and account support are core MSI competencies. Of these services, injection molding “is our primary process,” says Riley, while secondary processes include assembly work.

The company’s main markets include agriculture, automotive, defense, medical, furniture, and food and beverage, with the team making components and assemblies for skid steers, excavators, bulldozers, point-of-purchase displays in convenience stores, engines, seat belts, air bags, and even gas masks.

MSI works primarily in the United States but given the global nature of many of its clients’ operations, the firm has shipped its wares to China, Japan, Brazil, Mexico, India, and Canada, to name a few.

In addition to its Spring Lake headquarters, MSI has plants in Grand Haven and Norton Shores, Michigan, and Washington, Illinois. The Michigan locales run three shifts while Spring Lake runs a single shift. All told, MSI’s facilities comprise roughly 195,000 square feet and include about 70 molding machines. Using these machines, MSI staff perform precision molding, insert molding, vertical rotary molding, two-shot molding, and gas assist molding, among other duties. MSI’s equipment also includes CNC (Computer Numerical Control) machines and sonic welding gear, plus infrastructure for post-mold assembly.

On the grow
MSI traces its roots to a business named Advanced Molding Solutions that was founded in Grand Haven, Michigan in 2000. This molding enterprise was purchased in 2016 by Tom Wallace and two other partners and then converted to Molding Solutions, Inc.

“The company actually had a pretty significant book of business and was somewhat successful prior to [Wallace and partners] purchasing the firm and changing the name,” recalls Riley, who came on board the ownership group in 2018.

Over the years, the business has expanded through thoughtful acquisitions. A Norton Shores, Michigan firm called Seabrook Plastics, Inc. was purchased in 2021, followed by SAC Plastics in Spring Lake a year later, with the Spring Lake facility becoming home to MSI’s head office. In 2023, MSI purchased IVP Plastics in Illinois, and rebranded the firm as Illinois Valley Technologies (IVT). At present, IVT is MSI’s biggest location, accounting for over a third of the company’s entire square footage.

An eye on quality
Most work at MSI is self-performed, explains Rick Eustice, COO and Managing Partner. The three Michigan plants have ISO 9001:2015 certification for injection molding and plastic component assembly, while the Illinois plant has IATF (International Automotive Task Force) certification. Almost all MSI products are put through the Production Part Approval Process (PPAP—a comprehensive and highly detailed quality assurance procedure that’s frequently mandated by automotive and aerospace manufacturers).

“From a day-to-day standpoint, there are a lot of checks and balances that we do. All of those are based on customer requirements… For some, we make checks every shift; some we do daily. And some we check every four hours,” says Eustice.

New technology
These days, Molding Solutions is investigating the possibilities raised by 3D printing. MSI has contracted out 3D work on some of its injection molds and is looking to grow its in-house expertise in this field.

Initially, the company used 3D printing for prototyping purposes but is now considering its use in mass production for the agriculture and heavy equipment markets. Whereas an automotive program may entail anywhere from 300,000 to 1.5 million parts (far beyond the capacity of the relatively slow 3D printing process), a heavy equipment manufacturer might only build two dozen mining earthmovers a year, notes Eustice. A set of 3D printers could easily accommodate conventional component production for such machines.

Building the team
Today, Molding Solutions has nearly 210 employees across all four branches, and in terms of new hires, MSI likes people who fit its values-based culture. “For folks that are out there doing assemblies and running molding machines, we’re looking for individuals that want to become part of a team, part of a family. I think we’ve got a really good culture here… We’re looking for folks that aren’t just going to come in and punch a clock; they’re going to come in, share their opinions, share things they’d like to change,” says Eustice.

Company leaders routinely visit the plant floors and interact with front-line workers. As Eustice says, “I’m a firm believer that you have to be on the floor, and you have to be involved to understand what’s going on. We treat everybody the same; we treat everybody well. We treat our employees the same way we treat our customers.”

Employee benefits include insurance programs, tuition reimbursement, paid time off, and a 401(k) matching plan. MSI also emphasizes sharing (in times of prosperity, MSI shares its good fortune with staff in the form of bonuses) and team spirit. At the time of our interview, the MSI leadership team was preparing for a pasta feast at the Spring Lake plant. MSI also organizes a company picnic each year and gives away “swag” in the form of MSI t-shirts and the like, says Eustice. “You know you’re doing well with your team when you see people on the floor wearing their [MSI t-shirts],” he jokes.

The company even takes a forgiving approach to errant employees, frequently offering them second chances. If a worker who was previously let go can prove they’ve addressed the issues that led to their dismissal, they stand a good chance of being rehired. MSI also invites young people from local colleges to work as summer interns.

Company promotion is handled both online and in-person. Riley frequently meets with clients and potential clients and MSI participates in trade shows and industry events. A recent intern turned full-time staff member (several interns have rejoined the firm as salaried employees) is building MSI’s online presence with company profiles on LinkedIn, Facebook, and other platforms.

Of course, MSI is no stranger to the workforce challenges impacting us all, particularly when it comes to demographics; as existing workers in the skilled trades reach retirement age, there is a notable dearth of young people entering the profession to take their places. It’s an industry-wide issue that MSI has experienced firsthand. When the firm posts ads for technical positions, “everyone answering those is 50 years or older,” notes Eustice.

The internship program was launched in part to remedy this problem and draw young talent into the company. In a similar fashion, MSI likes to promote from within, a strong enticement for young people thinking about applying for an entry-level position.

Forward momentum
Going forward, the plan is to maintain “good, consistent growth,” says Eustice. This might involve more acquisitions (MSI is open to the possibility, if the right opportunity arises), but that said, there are no plans to expand past certain limits. “We don’t want to be all things to all people. My philosophy has always been eight to 10 large core customers… I don’t want 400 customers. It’s too difficult to manage,” states Riley.

Likewise, the goal is to grow revenue to around $100 million—but not much further. “There are some companies in our area that did really well in the $100 to $150 million range,” Riley explains. “As soon as they got into the $200 to $400 million range… their culture fell apart. They couldn’t manage the operation—just too much to do, too much to manage. For what we do, I don’t think anything north of $150 million is anything that we want to try and manage.”

MSI’s commitment to integrity, quality, and strategic growth has positioned it as a leader in the injection molding industry. With a strong focus on customer relationships, employee development, and technological innovation, the company continues to expand while staying true to its values. By fostering a culture of trust, investing in new technologies, and maintaining a selective approach to growth, MSI ensures its long-term success without compromising its core principles. As it moves forward, the company remains dedicated to providing top-tier molding solutions while cultivating a workplace where both employees and clients can thrive.

The post These Custom Injectors Aim for Quality, Integrity, and Controlled Growth<p class="company">Molding Solutions, Inc. (MSI)</p> appeared first on Manufacturing In Focus.

Specializing in building/rebuilding munitions presses, custom machining, fabrication, and much more, the company is outfitted with a full, modern machine shop. With capabilities like CNC, EDM, welding, and waterjet cutting, Coventry prides itself on working closely with clients to meet their ammunition manufacturing goals.

Before creating the company in 2007, Mike Coventry studied mechanical engineering and business. Working for several businesses as a project manager and mechanical engineering manager, he served as an ammunition and defense sales manager, providing clients with new and rebuilt equipment and ammunition/defense manufacturing solutions.

“I was doing contract machine jobs,” says Coventry, President and Owner. “Initially, it was just me sourcing wherever parts needed to be made for people.” He grew the company’s capabilities, making large investments in equipment and machinery, and the business flourished. Today, Coventry Industries has a team of two dozen highly experienced members, including machinists, press builders, and engineers.

Ammunition, tactical, and car audio
While not selling ammunition or firearms, Coventry Industries specializes in building new presses (and rebuilding existing ones) for companies that make ammunition. Unlike some other companies in the business, Coventry goes the extra mile, stocking used machines and presses, and is widely known for its ammunition equipment expertise. The company has grown to include three distinct divisions: ammunition machines, car audio systems (www.coventrycaraudio.com), and tactical gear (www.coventrytactical.com).

Coventry Car Audio Systems provides an array of vital components, including custom bus bars and high-performance lithium batteries, while Coventry Tactical supplies everything from gun cleaning kits to gun magnets, AR500 Steel targets, Canik Optic Plates, Holosun Optics, and more.

Created around 2019, Coventry Tactical represents a progression for the company. “Coventry Industries has been in the ammunition business for a long time, building and rebuilding ammunition presses for some of the biggest ammunition makers in the world, so it seems only natural to spread our wings and move into retail with tactical gear for firearms,” says the company on its website.

“I started doing some car audio work in 2019 and split it off a little while after that,” says Coventry. “We started machining parts for people because there was a need that wasn’t being met.” The car audio division was originally intended for bus bars—which connect electrical power sources—for very loud cars.

Other products on the audio side include LTO lithium battery banks; Rogue Car Audio speakers; voltage, lighting, and compression products; and more. On the tactical side, Coventry saw an increasing demand from customers wanting to mount optics on their pistols. “I made a few, thinking I would sell some, and have been selling them ever since,” he shares.

Indeed, in the 18 years since he founded the company, Coventry has seen a shift in his need for and approach to advertising. With a reputation for professionalism and outstanding quality, Coventry Industries has secured plenty of repeat business, word-of-mouth recommendations from satisfied customers, and a plethora of positive reviews.

While he still reaches out to potential clients, he finds that—more often than not—they approach him first. “More and more, I get contacted by people out of the blue. In the industry, people know about my company and its equipment-building capabilities.” By discussing the components clients wish to make, the Coventry team determines the best machines and presses for their munitions needs.

ITAR, SAM, and CMM
Owing to the nature of its work, the company is certified with ITAR and registered with SAM. ITAR, which stands for International Traffic in Arms Regulations, is governed by the Arms Export Control Act (AECA) and Executive Order 13637, and is a series of U.S. Department of State regulations controlling defense and military technology exports and services. According to the State Department, “The ITAR is regularly updated and revised to reflect changes in technological developments and in U.S. national security and foreign policy interests.”

Since the company is registered with SAM.gov—the official U.S. Government website for the System for Award Management—Coventry Industries is registered to do business with the U.S. Government. In addition, the business is currently working on its CMM Certification for Cyber Security. These certifications and registrations serve to further elevate the company above the competition.

As well as the United States, the company has worked with other ITAR-friendly nations, including Sweden, Mexico, Australia, and Italy.

With a little help from MMTC
In recent years, Coventry Industries has reached out to the Michigan Manufacturing Technology Center (MMTC). Committed to helping Michigan manufacturers “work smarter, compete, and prosper,” MMTC offers practical, personalized consulting services and classes so clients can train and develop employees and management alike.

This includes providing help with government regulations, offering creative business growth strategies, building company-wide operational excellence, and more, according to MMTC and Hollings Manufacturing Extension Partnership (MEP), based at the National Institute of Standards and Technology (NIST).

Coventry Industries faced a challenge concerning the manufacture of optic plates for the firearms sector. Although the promising product showed growth potential, Coventry “didn’t have any space or an individual to machine this part due to its busy workload with other core products and services,” according to MMTC. “With manufacturing shifting toward technology solutions, they wanted to investigate adopting automation to machine this part during the off shift.”

Reaching out to MMTC, a technology opportunity assessment was undertaken, and Coventry Industries’ goals examined. It was determined that the business would benefit from a collaborative robot (cobot) for machine tending, with Coventry able to do “lights-out” CNC manufacturing for optic plates.

This led to MMTC working with Coventry on a two-phase project “to mentor and support the cobot implementation.” Soon, the company was purchasing its own cobot—with MMTC’s help—and integrating it with a CNC machine, and Coventry operators were learning how to program the system. Able to run night and day, the cobot was quickly in place on the production line.

“The implementation of the cobot has been a huge success for Coventry Industries,” said Mike Coventry at the time. “We had our first ‘lights-out’ run of the cobot, which added 14 hours of production to the day. We will continue to look at implementing new technology at the company to facilitate growth and increase our capacity.”

For Coventry Industries, the results of the collaboration tell a tale of success. They include $40,165 in new investment, $30,000 in new sales, retained sales of $25,000, and a 300 percent increase in production.

With this unwavering commitment to precision, innovation, and customer satisfaction, Coventry Industries continues to push the boundaries of ammunition machining, tactical gear, and car audio solutions. From its roots as a one-man operation to a thriving enterprise known for its expertise and leading-edge technology, the company exemplifies the power of adaptability and strategic growth. By embracing automation, securing key certifications, and fostering industry partnerships, Coventry Industries remains a trusted leader in its field—poised for even greater success in the years to come.

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Aerostar’s commitment isn’t just about adhering to specifications; it’s about exceeding expectations. They cater to a diverse clientele, spanning industries like aerospace, defense, medical, and commercial, each with unique and demanding requirements. This versatility is built upon a foundation of advanced equipment, robust sourcing options, and a highly skilled team.

Aerostar showcases a comprehensive range of capabilities which can be blended from two pieces: U.S. Based Manufacturing and Global Sourcing in Low-Cost Country (LCC) alternatives. With offices in Pune, Bengaluru, and Chennai, India, as well as its expansion in Tokyo, Japan, the sourcing team includes Engineering, Program Management, and Quality within these regions to ensure customer expectations are met with the high volumes being produced. In the U.S. manufacturing facilities, HQ resides in Romulus, Michigan with another facility in Fort Wayne, Indiana. The capabilities in these locations are expansive, including CNC milling, CNC turning, CNC lathework, precision grinding, and many others. These processes are the backbone of Aerostar’s operation, allowing them to produce intricate parts with tightest micron tolerances. The emphasis on advanced CNC technology is evident, suggesting a commitment to automation and efficiency. This translates to flexibility in pricing, faster turnaround times, and consistent quality, which are crucial factors in today’s competitive market.

While technology plays a pivotal role, Aerostar understands that it’s the human element that truly drives success. Aerostar poignantly emphasizes the expertise of their team. Skilled machinists, engineers, project managers, and account managers work in tandem, ensuring seamless communication and execution. This collaborative approach is vital for handling complex projects and adapting to ever evolving client needs.

The importance of communication is often understated in manufacturing. Aerostar, however, prioritizes it. Their commitment to clear and consistent communication ensures that clients are kept informed at every stage of the project. This transparency fosters trust and strengthens relationships, leading to long-term partnerships.

In industries where failure is not an option, quality assurance is paramount. Aerostar’s staff is resolute in their commitment to stringent quality control measures. This includes rigorous inspection processes, utilizing advanced metrology equipment to ensure that every part meets the highest standards.

The emphasis on quality is not just about compliance; it’s about building a reputation for reliability. By consistently delivering high-quality parts, Aerostar has established itself as a trusted partner for clients with critical applications. The company has numerous industry certifications, such as IATF 16949 for Automotive or AS9100 for Aerospace, further reinforcing their commitment to quality and process control.

The modern manufacturing landscape is characterized by rapid technological advancements and fluctuating market demands. Aerostar’s ability to adapt to these changes is a testament to their agility. This agility is evident in their willingness to invest in new technologies, streamline processes, and respond quickly to client needs.

Given their massive global growth and commitment to a customer-centric approach, Aerostar is a company that is constantly evolving, embracing innovation, and increasing staff. This has become a paramount priority to stay ahead of the curve. This proactive approach allows them to handle complex projects with efficiency and deliver solutions that meet the ever-changing needs of their clients.

Aerostar has grown significantly in recent years, with the addition of Paul Dostal and Christina Day-Kane. Paul has 25 years’ experience in Automotive within program management, and specifically in forgings and machining. He serves as the Vice President of Sales and Program Management and joined the Aerostar team with very specific and proud goals for its success.

After working closely with Aerostar for many years, Christina, Director of Sales and Marketing, was quick to join the vision and exciting path Aerostar has laid out for the future. Together Paul and Christina have expanded their respective teams to include seven new members and counting.

Beyond technical prowess, Aerostar prioritizes building strong relationships with their clients. Aerostar promotes responsiveness, flexibility, and a commitment to exceeding expectations. This focus on customer satisfaction is a key differentiator in a competitive market.

The ability to understand and anticipate client needs and provide them with solutions is crucial for building long-term partnerships. Aerostar’s commitment to communication and collaboration ensures that they can deliver solutions that are tailored to the specific requirements of each client. With a client base of OEMs and Tier 1 companies, this personalized approach fosters trust and loyalty, leading to repeat business and referrals.

While the website provides a comprehensive overview of Aerostar’s solutions and capabilities, Christina states, “proving and showing our knowledge and expertise has been a major driving factor for Aerostar.”

Paul adds, “Aerostar launched a new program for EV battery packs built for a bus application. They were co-developed from concept designs with our largest customer. We developed several processes not included in our portfolio before: aluminum extrusion, aluminum welding, bending, self-pierce rivet process, critical adhesive process with a time limit for application, production shelf life, and a stainless steel stamping process. The knowledge from this has allowed us to tap other electric markets such as electric zero-turn lawn mowers, or electric material handling units.”

Christina says, “It’s success stories like these and in the case studies we create that truly bring our expertise to life, which ultimately serves our vision for global growth.” These examples showcase the company’s ability to handle complex projects, overcome challenges, and deliver exceptional results.

Aerostar demonstrates their ability to translate technical expertise into tangible benefits for their clients. These success stories serve as powerful testimonials, reinforcing the company’s reputation as the leader in precision machining.

Aerostar’s commitment to innovation is evident in their ongoing investment in advanced technology, constantly exploring new ways to improve processes, enhance capabilities, and deliver even greater value to their clients. This focus on technology is not just about acquiring the latest equipment; it’s about integrating it seamlessly into their operations. Aerostar’s ability to leverage technology effectively allows them to streamline processes, reduce costs, and improve efficiency.

The recent addition of JIT (Just In Time) warehousing has been an important project for the company. Committed to remaining current in all areas of technology, the company has recently added VNA (very narrow aisle) forklift capabilities, which can function fully in a six-foot-wide aisle. While traditional forklifts need at least 11 to 12 feet of width to operate, these VNA forklifts with a six-foot width requirement enable Aerostar to significantly increase their warehousing capacity.

“With our expansion in India and the east, we needed more space to offer Just In Time delivery options to our Tier 1 and OEM manufacturers. We end up with higher-density storage and double the capacity in the warehouse space,” says Christina. “We’ve also installed real-time inventory tracking, which integrates with NetSuite software and allows the forklifts themselves to locate the inventory in its place,” she explains. Enabled with GPS, this installation has resulted in much faster picking and shipping times. It also enhances the safety of the forklift operator: instead of the forklift rising overhead, the operator rises with the lift to elevate from 15 to 20 feet in the air to pick the necessary items. “This, combined with the bar coding and the GPS scanning for inventory management, knowing exact locations of inventory in real time, reduces damage to parts and increases the operational speed of the entire system.”

In today’s globalized economy, effective supply chain management is crucial for success. Aerostar Manufacturing understands the importance of building strong relationships with their global suppliers, ensuring a reliable and efficient flow of materials. This allows them to maintain consistent production schedules and meet tight deadlines.

Aerostar Manufacturing’s success can be attributed to several key factors: technical expertise, a customer-focused approach, a commitment to quality, and a relentless pursuit of innovation. These elements combine to create a company that is not only capable of meeting the demands of today’s manufacturing landscape but also poised to lead the industry into the future.

In a world where precision and reliability are paramount, Aerostar Manufacturing stands out as a beacon of excellence. Their commitment to innovation, coupled with a deep understanding of their clients’ needs, positions them as a trusted partner for companies seeking exceptional precision machining solutions.

As technology continues to evolve, the future of precision machining holds immense potential. Aerostar Manufacturing, with their commitment to innovation and agility, is well-positioned to capitalize on these advancements. The company’s focus on automation, advanced materials, and sustainable practices will likely play a significant role in shaping the future of the industry. Aerostar Manufacturing represents the pinnacle of modern precision machining globally. Subtle hints at future investments and strategic partnerships suggest a company that is not content to rest on its laurels. Aerostar is constantly looking ahead, anticipating the needs of a plethora of new clients and new industries, preparing for the challenges and opportunities that lie ahead.

The post Beyond the Blueprints, Aerostar Manufacturing’s Ascent in Global Machining<p class="company">Aerostar Manufacturing</p> appeared first on Manufacturing In Focus.

The company is respected in its field and trusted by major brands for front-line material handling systems, standard and custom large-volume stamping, stacking and destacking systems, and other sheet metal stamping, fabricating, and handling automation equipment. It also specializes in inductive-power-driven die-movers and fast die changers that can handle dies of 80 tons and more. Moreover, Atlas is well known for machine safety that customers rely on.

From its state-of-the-art facility in Fenton, the company is always prepared to pivot in response to market changes. This is partially achieved through its high level of employee engagement, something of which the team is especially proud. As a part of Stonebridge Technical Enterprises since 2020, Atlas Technologies has been known for its strength.

“Metal forming is cyclical by nature; we’re pleased to say that we’re able to work with these changes and still grow through them,” President David K. Hense, P.E., says. This is largely thanks to the company’s outstanding employment and general management practices, while sound environmental, operating, and quality procedures and policies also contribute to its ongoing success.

This leader in its field considers providing its teams with ample, quality training paramount to its accomplishments. A recipient of a Going PRO training grant from the State of Michigan in 2024, the company has continued to train its staff in engineering and other technical fields, general job skills, safety standards, and more. As part of the grant, all employees completed formal training underwritten by the Occupational Safety and Health Administration (OSHA). The company is not legally required to provide this specific level of further education, but Hense believes it is central to remaining relevant and at peak performance. “It sure is nice to be able to bring in a professional and make sure that all of our employees know what is expected from the company, employees, and the government [with regards to] safety [standards],” he says.

Since the company specializes in the technicalities of engineering equipment, it was a boon for its staff to have access to formal courses that included training in blueprint reading, hydraulics, and more, and the company is building on this to further the in-house education it provides. As a press-room equipment leader handling loads weighing tens of thousands of pounds—alongside crane and lift truck handling—the safety of its people remains one of the company’s largest concerns, making investment in this area an easy choice.

“A small misstep in handling can be severe. You can lose life or limb, and it happens really fast,” he says. “I was happy that we could update all that training as well.”

Beyond training, the company has also driven change through technology. To this end, the Stonebridge Technical Services division recently introduced AI cameras to its designs. Although the technology certainly comes with challenges, the team is learning and adapting swiftly. “AI is helping to avoid gray areas by analyzing [process images] thousands of times to optimize operations,” says Hense.

The company also recently invested its six decades worth of expertise in improving the control system technology on its die-change products. Other upgrades were applied to its destacking systems and now, it has created the most impressive destacking system yet. Where such systems typically feature variable frequency drives or hydraulics, Atlas’s latest pride and joy is a unit based on servo-axis technology, creating a superior piece of equipment destined for a fortunate customer.

Other improvements include expanding its in-press transfer finger tooling units that typically enable passing sheet metal parts through transfer presses. Now it is being applied in creating ergonomic handles for handling equipment, camera light mounts, and other applications. In addition, Atlas has created bundle turnovers for tailor-welded blanks. That means sheet metal blanks of different heights destined for right- and left-hand applications, respectively, are better protected during flipping processes.

In preparation for further growth, Atlas also implemented a sophisticated new enterprise resource planning system. This has revolutionized the volume of data available from which to make rapid, safe operational efficiency adjustments. Having invested funds and thousands of team hours in customizing the system to suit its operations, the result could not please Hense more. So, neither the difficulties nor the humorous moments the process presented are lost on him as he counsels with customary warmth against saddling up such a fickle horse. “It’s incredible, but implementation was not fun,” he says with a smile.

Complementing the enterprise resource planning system is a custom, industry-leading reporting system that sweeps every department and fabrication aspect to give global, concise, and correct figures, giving the company a firmer grip on detailed job costs throughout. Moving forward, Atlas Technologies is invested in maintaining consistent quality and system improvements.

“To prepare ourselves as we have in the past, we continue to update our quality systems and our quality processes, which are our internal roadmap for how we do things,” Hense explains, noting that keeping tight reins on this aspect of the business ensures that processes are thoroughly followed.

Continuous improvement also drives the company’s team members, who enjoy what they do as much as spending time together, leading to an ongoing sense of celebration. “In the end, if you can’t smile at work, you shouldn’t be there,” says Hense. Sharing how important the company’s team is, this president does not hold back when praising their efforts. “Our celebration is when we get together as a company. We celebrate with each other the progress that we’ve made together.”

As well as upholding its traditions of gathering at company luncheons and other events, Atlas Technologies supports a host of charitable organizations. One of its favorite traditions, however, is its sponsorship of Fenton Robotics. The performance of these brilliant young science students in local competitions has made the company proud. “We’re growing new talent for the future,” Hense says. There are also sports teams, including Special Olympics teams, and other organizations that benefit from the company’s success.

Such generosity reflects the team’s passion for staying engaged with the world and making a difference. “Atlas Technologies has grown and expanded and continues to do so,” Hense says. “We’re really proud of it. 60 years is a great milestone,” he says, highlighting the importance of investing in symbiotic improvements that build to big, lasting change over time. Since the company has been around long enough to understand the value of staying the course, there is, no doubt, great wisdom in this approach.

While current market trends indicate that the industry will likely remain sluggish for now, Hense refuses to ignore the importance of stimulating growth. As a result, Atlas Technologies continues to grow despite downward shifts in the greater scheme.

“There are always challenges. We’re up for the challenge. We’re positioned… to keep moving forward despite the downturn in the metal-forming industry,” he adds. “We are who we are because of our team.”

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