This change has been accelerating and it’s no coincidence that, in recent decades, population growth and an escalating demand for goods and services have led to a sharp increase in energy use, resulting in a higher collective carbon footprint. Annual global greenhouse gas emissions have surged by 50 percent over the past 30 years. Plastic pollution has also increased, resulting in social and economic costs totalling US $600 billion at the end of 2023.

As the 2023 report by the U.N. Intergovernmental Panel on Climate Change pointed out, as captured in the Washington Post: “Humanity will run up against ‘hard limits’ to adaptation. Temperatures will get too high to grow many staple crops. Droughts will become so severe that even the strongest water conservation measures can’t compensate. In a world that has warmed roughly 3 degrees Celsius (5.4 degrees Fahrenheit)—where humanity appears to be headed—the harsh physical realities of climate change will be deadly for countless plants, animals, and people.”

Here’s what we know: If we continue the way we’re going, we can’t maintain Earth’s ecosystems or life as we know it. And if harmful processes persist unchanged, many experts predict that we will run out of fossil fuels, the atmosphere will be damaged irreparably, and numerous animal species will become extinct.

Sustainable manufacturing is critical to alter the negative direction our global climate seems to be taking, because industry and the environment are connected. There are also myriad business cases to consider, because adopting clean practices will cut costs and waste. And in this vein, companies can respond to changing consumer preferences who want to support planet-friendly ventures. Manufacturers can safeguard their reputations and promote long-term business viability. The big-picture win is that sustainable manufacturing addresses global issues like climate change and plastic pollution.

That means looking at new ways to manufacture and asking ourselves, ‘what we are going to do?’ As the age-old saying goes, “necessity is the mother of invention.” When you have brilliant chemists working on some of the manufacturing industry’s most pressing challenges, you can get results that could change everything.

Today, the innovation taking place in the manufacturing sector is something to really get excited about. Chemists in a lab at Rice University in Houston, Texas have developed a new method that could transform the synthesis of high-quality, solid-state materials into a much greener process. The technique is called flash-within-flash Joule heating (FWF) that delivers a cleaner, faster, and more sustainable manufacturing process. The findings of the lab work were published in the journal Nature Chemistry in August 2024.

FWF is turning heads because conventional processes used to build a complex product from basic components take a lot of time and energy. And, beyond time and energy, these processes usually produce harmful byproducts and waste. But FWF makes gram-scale production of a variety of diverse compounds possible in mere seconds. This translates into significant reductions in energy, water consumption, and greenhouse gas emission—over 50 percent, according to the Rice University report.

Not only this does provide a potential new way to push the chemistry involved in manufacturing forward, the promising savings of the FWF technique set a new standard for sustainable manufacturing. That’s in large part due to how the process works. It is based on finding a quicker way to heat things up by passing a current through moderately resistive material. By doing this, researchers were able to quickly heat the material to more than 3,000 degrees Celsius (over 5,000 degrees Fahrenheit). At this temperature, they were able to transform the material into other substances, all while reducing the energy needed and environment-damaging gasses produced.

This breakthrough builds on previous experiments at the Rice lab that focused on waste disposal and upcycling applications with flash Joule heating. And the good news is that, when compared to commercially available materials, it appears that FWF products can offer comparable, or even superior, electronic characteristics and performance.

The process seems to have the most direct impact on manufacturing nanoelectronic devices. In broad strokes, nanoelectronics refers to devices on the scale of a few nanometers—approaching the physical limits of ‘small’ due to very nature of matter—where the efficiency of the energy used and the calculating power they produce can be optimized. Our ability to reliably manufacture devices on this scale would be a game changer. The applications would be far-reaching, benefiting computing, communications, and health sciences, and probably so many more fields than we can imagine now.

Ultimately, all these advances will also impact our capabilities to explore space. Nanotechnology and nanodevices offer the prospect of getting more out of smaller—and importantly, lighter—materials. Nano wiring, for example, can reduce the weight of wiring aboard spacecraft. While that may not sound like a big deal, when it comes to space travel, every reduction in weight can increase the overall capacity of the craft.

Beyond this specific breakthrough, there are also other examples of manufacturers finding ways to make existing products more sustainable. Among these is manufacturing giant 3M. The company has more than 55,000 production lines which include ubiquitous products like Scotch tape and Post-it notes. With a manufacturing base that is so broad, materials like carbon, water, and plastics are all used prolifically. And while the company has a long history in manufacturing many products from these materials, it is also looking at what can be done to reduce the impact of manufacturing on the environment. One example is bubble wrap.

As Sustainability Magazine reports, 3M took a hard look at this product and found a way to make the once plastic product out of recycled paper that can be stretched and wrapped around a breakable item and then shipped. Once the item is delivered, the paper can easily be recycled like any paper product.

Another path toward sustainability in manufacturing is rethinking not only how things are made, but how they are consumed and can be used again. Companies across many different industry sectors are transitioning toward more circular business models where resources are used more efficiently. Projections from the U.N. Environment Programme suggest that by 2040, this shift could create a savings of more than US $4.5 trillion.

In a circular economy, as explained in this 2024 Science Direct paper, products at the end-of-life stage or byproducts of manufacturing can be used in different ways to create different products. This reduces the need to extract raw materials from the Earth, and it can help businesses in manufacturing by reducing waste and improving efficiency. An example of putting this into practice comes from Belgium where an original equipment manufacturer keeps ownership of their products by renting them out to consumers, particularly those who could not afford to own them outright and then retrieve them once they have reached end-of-life stage. The company, BSH, established 10-year rentals at a discounted rate and picks the appliances up once they reach the end of the rental contract to be used in future manufacturing.

Electric vehicle batteries are also excellent candidates for the circular approach to manufacturing. Right now, while the batteries help power cleaner cars, the process that goes into making them is not that clean. One of the bigger reasons for that is the mining of the raw materials required to make them. Recycling could be a game-changer here.

BMW is planning to do this by building a Cell Recycling Competence Center in Germany, Auto Week reports. The goal is to create an automated mechanical approach to recycling. Markus Fallböhmer, Senior Vice President of Battery Production at BMW, talks about the importance of this: “The new Cell Recycling Competence Center brings another element to our in-house expertise. From development and pilot production to recycling, we are creating a closed loop for battery cells, taking advantage of the short distances between our Competence Centers in Bavaria.”

But these are still early days for EV batteries in general and while innovations are starting to take shape, they will not be fully realized until that critical mass of consumers is reached. Brandon Tracy, a former mineral policy analyst with the Congressional Research Service, talks about the potential of recycling EV batteries in America. “What I do love about the whole EV battery recycling conversation: how often do we start a conversation in corporate America with, ‘How are we gonna recycle this thing?’” Tracy tells Trellis (formerly GreenBiz). “It’s a beautiful realization that we’ve screwed up in the past, not starting at the lifecycle and saying, ‘What are we gonna do here?’”

Innovation to make manufacturing more sustainable is taking place. What will drive it further is the need that comes from both inside the industry to uplevel their processes and from customers expecting these solutions.

The post Sustainable Manufacturing Matters<p class="company">Benefits for Business and the Environment</p> appeared first on Manufacturing In Focus.

In manufacturing, poor timing and the wrong moves can be disastrous, resulting in broken bones, mangled limbs, or even death.

From mom-and-pop shops with a handful of workers to major manufacturers with hundreds of staff members, shop floor safety is crucial. Mishaps not only cause injuries, but are demoralizing to staff and cost precious time if machines are taken offline because of incidents.

Many of us have heard the acronym ‘KISS.’ Originally standing for ‘Keep it simple, stupid,’ it is gaining popularity as ‘Keep it safe, stupid,’ which easily applies to manufacturing. From working with sheet metal and sharp tools, to high-speed saws and orbital sanders, there are plenty of opportunities for accidents to happen. This is where KISS comes in through basics, like creating—and sticking to—shop floor standards.

In his book Fundamentals of Daily Shop Floor Management: A Guide for Manufacturing Optimization and Excellence, Philip J. Gisi underscored the importance of the basics. “Standards often start with shop floor cleanliness and orderliness (5S), since a dirty and unorganized workplace often breeds indifference and inefficiency in work performance,” he writes. “An orderly environment promotes efficiency as people are not wasting time looking for the tools and materials needed to do the job they were hired to do. Standardization can also play a key role in ensuring a safe and hassle-free work environment for all employees.”

Shop floors can be dangerous places. Along with machinery, there is the constant movement of people, raw materials, finished goods, conveyors, and cranes. There is risk of injury in unloading items from trucks or tripping over boxes or tools left on the floor. To minimize accidents, clear, well-defined procedures and safety protocols must be in place and respected at all times. These include sticking to Occupational Safety and Health Administration (OSHA) guidelines, such as floors maintaining safe load weight limits, keeping aisles and passageways clear for safe movement of people and equipment, and ensuring materials do not pile up and become a tripping, fire, pest, or explosion hazard. Floors should be clearly marked with safety tape, and lighting must be adequate.

At its most basic, shop floor safety is about common sense. You wouldn’t leave a knife hanging over the edge of a kitchen table, so why would you leave sharp tools where someone could accidentally cut themselves? Likewise, most of us would never disable safety features built into tools at home, so why would you do so at work? And although it sometimes seems like a chore, equipping safety glasses, steel-toed boots, gloves, hearing protection, respiratory devices, work gloves, and high-visibility clothing all exist to keep us protected.

Although manufacturing is moving beyond the dreaded old Three ‘D’s’—dark, dirty and dangerous—shop floor safety hazards still exist. Even with safety procedures in place, the most common hazard remains slip and fall. Often the result of wet floors and poor lighting, slip and trip incidents can result in serious injuries like fractures or broken bones.

One of the most effective ways of preventing shop floor accidents is the simplest: look and observe. This includes not only your area or workstation but that of co-workers. Should that box be on the floor, for instance? Safety isn’t about being reactive, but proactive. There is no shame in telling co-workers to wear PPE or to ensure their hair is tied back and loose jewellery removed around lathes, saws, or other machinery.

For manufacturers, fostering a safety culture is crucial. Many companies promote their safety records on their website and advertising materials, and very low or zero Lost-Time Injuries (LTIs) are a badge of honor, an indicator of a company’s safety program and its effectiveness. Other systems include DART from OSHA. Standing for Days Away, Restricted, or Transferred, the acronym “represents the number of recordable incidents per 100 full-time employees that result in one or more days away from work, of restricted work, or job transfer.” These numbers matter, since OSHA uses them to determine workplaces requiring future inspections.

There is no questioning that modern machinery continues making shop floor operations safer and more efficient. Although performing many of the same functions as the machinery of yesteryear, today’s drill presses, grinders, lathes, and CNC machines are outfitted with valuable safety features—some mechanical, others electronic, and some a combination of both.

On the purely functional side, clear polycarbonate or metal machine guards serve as a physical barrier between the operator and moving machine parts, and indicator lights of different colors—red, yellow and green—distinguish a dangerous area from a safe one. Other devices, such as emergency stop buttons or ropes, can cut power to equipment in case of emergency. Safety interlock switches typically work alongside machine guards; if someone tampers with a guard, the switch immediately engages, shutting down the machine.

Other high-tech devices are being incorporated as they emerge. Light curtains and laser scanners connected to sensors use beams of light to generate invisible barriers around potentially hazardous areas. If something comes too close to a hazard, the machine shuts off. Safety mats, meanwhile, boast pressure-sensitive technology, only allowing a machine to activate if a worker is standing on the mat. Similar technology is used in manufacturing for bumpers and edges. Hooked up to automatic doors, these sensors will automatically stop a door from closing if resistance is applied.

Even with advances in technology, regular safety training remains essential for new and veteran workers alike. For employers, investing in a culture of safety is crucial. It is important for all employees—not just those on the shop floor—to take an active role in enhancing safety. All staff members must feel free to speak up without judgement to identify and assess any potential hazards for the benefit of all. New hires need to be exposed to safety training and protocols as part of their onboarding process; likewise, veteran staff must stay up to date. All machines must be regularly inspected to ensure they are in good working order and that safety features like guards are functioning properly.

In the future, Artificial Intelligence, safety management software, and other innovations are sure to play an even greater role in shop floor safety. But even with technology, nothing beats identifying potential problems—like a slippery floor or a messy workstation—before they become hazards. As the old saying goes, there is no substitute for common sense.

The post Safety Dance<p class="company">Reducing Risk on the Factory Floor</p> appeared first on Manufacturing In Focus.

Champion Tooling has supplied industries across the United States for over half a century. With its trustworthy quality management systems, the company is ISO 9001:2015 registered, guaranteeing customers the consistent, top-quality tooling, machining, stamping, and laser-cutting services they have come to expect every time.

The customers served by Champion include industries as diverse as automotive, rail, golf carts, household appliances, food and beverage, construction, and many more. With a long history of delivering superb custom work, designing building stamping tools, gages, and fixtures using state of the art equipment, complete with electrical discharge machining (EDM), computer numerical control (CNC) machining, and CAD design utilizing AutoCad Inventor and Solidworks, this team is well-versed in creating solutions for just about any customer in need of a company that thinks laterally. Growth is the inevitable result.

Proud of its 50,000-square-foot expansion currently under development, Champion Tooling is confident that its capabilities will spell success for some time to come. “There are not very many stampers around that will have the capability that we will have that are not part of the automotive industry,” says Keavin Ramey, General Manager. “[Our expansion is] going to be good for us and good for everyone else as well.” As such, the company has also been investing in upgrading its facility with the latest technology.

These investments include a 1000-ton press and two 550-ton presses with large bed sizes, soon to be joined by a 300-ton Servo press. The company has also invested in the latest laser-cutting equipment, and develops and fabricates the fabrication tooling used to create the metal stamping blanks used in stamping processes. “We design and build the tools that are used to produce the parts that we stamp, or we can run customer-supplied tooling,” says Ramey. “We can stamp just about any metal component anybody could want.”

In addition, its team of tool and die makers are also known for comprehensive die-building and maintenance services, rolling out dies as heavy as 15,000 pounds. To achieve this, the company turns to the most recent design software available which allows it to furnish customers with complete supporting documentation for each piece of equipment. Moreover, the team provides tooling design and Kanban warehousing, which gives Champion significant customer-specific, on-demand supply strength thanks to the sophisticated tracking and inventory control services the program enables.

Champion also adds value by offering component assembly, subassembly, and main assembly services. Champion’s high level of engineering and development expertise means that the company’s offering is well-rounded and tailored to save clients frustration by eliminating the need to contract external component developers.

As its robust QA program suggests, Champion Tooling and Machining goes to great lengths to guarantee its quality inspection processes. To this end, it has made further large investments over the years, including premium machines to perform testing, measuring, magnification, and other inspection capabilities.

Now operating as a third-generation family business owned by the Connor family, Champion Tooling and Machining was first established in 1969. Purchased in the early 1980s by the current owners, the company has gone from strength to strength ever since. The team continues building on the sterling reputation for excellence it has garnered over the decades. And business is indeed booming. “We’ve seen our workloads increase over the past few years.”

With various customers sharing their intentions of returning manufacturing to U.S. shores, the likelihood for further growth appears certain. Of course, having the staff to deliver the goods makes all the difference during such positive trajectories. In this sense, the company is also well suited to bigger jobs as it holds tremendous volumes of generational knowledge and the expertise to deliver.

Dubbed “South Carolina’s Manufacturing Renaissance” by the state’s Council on Competitiveness in a 2023 report compiled by Dr. Mark Hartley, efforts to support policymakers in reinforcing the state’s labor situation in response to recent growth indicate that, like elsewhere in the country, professionals in manufacturing remain valuable assets as geopolitics dictate how and where companies go for these services.

The report also confirms the reshoring trends that the company has experienced firsthand. “South Carolina has seen some of this trend and stands on the precipice of much more,” the report says.” Since the depths of the recession, South Carolina has recruited more than $19 billion in capital investment resulting in more than 64,000 new jobs in the manufacturing sector—making the State one of the [fastest] growing areas for industry.”

With two fine technical institutions, Tri-County Technical College and Anderson Institute of Technology, right on its doorstep, Champion is well positioned to welcome new staff members on board as older team members retire. “If it weren’t for [our staff], then none of us would have a place to work,” says Sommer Rosenbrock, Corporate Controller, of the gifted, hardworking folks who give the company its hard-earned reputation for excellence. Leadership demonstrates its appreciation by going to great lengths to remunerate its people at competitive rates with generous benefits, and the result is a team that is happy to stay, with some of its longest-serving staff having been here for three to four decades.

Blessed with these dedicated professionals, the company is genuinely grateful for the superior quality work its people produce. “We do believe that our employees are our greatest asset. We love them like they’re family because they are family to us,” says Rosenbrock.

The company is not only grateful for its staff, however. It is also thankful for the incredible community it gets to do business with. To express its gratitude, it gives generously to charitable causes. “We might not be able to invest our time, but monetarily speaking, we support several causes, says Rosenbrock. As part of this work, the team traveled extensively in recent months to support local hurricane victims with desperately needed aid.

As a good, old-fashioned job shop with modern capabilities, the Champion Tooling and Machining team is naturally happy to see its customer base grow while providing capabilities that are sought after in the southeast. Always looking to build on existing knowledge by taking on new challenges to learn from and develop fresh systems, the team’s outlook on the future is confident. While geoeconomics are always in flux, the company remains steadfast in its mission to serve. “We’re always looking for new avenues, new projects, and new customers,” says Ramey.

For now, predictions for the world’s CNC machining industry appear favorable. Some indicate continued compounded annual growth of about five percent calculated from last year to 2034, by which point the sector would be worth an estimated 170 billion. It is against this backdrop of good fortune that Champion Tooling and Machining Co., Inc. continues to deliver great value and quality on time, every time.

The post Time to Shine<p class="company">Champion Tooling and Machining</p> appeared first on Manufacturing In Focus.

Radius offers 24-hour fire alarm and sprinkler monitoring services along with a command centre staffed day and night, seven days a week, by certified fire personnel who are dedicated to keeping industrial, commercial, and multi-family residential facilities—and the people who live and work in them—safe.

Radius differs from other fire protection companies in that it doesn’t subcontract its monitoring services. If there is an issue with monitoring equipment or a fire alarm, Radius customers can call a single number for a certified Radius technician to tackle any issue immediately, protecting life and assets.

Protection from the very start
Another aspect that sets Radius apart is its fire safety division’s approach to new building projects, an approach encompassing the entire life cycle of the building, beginning in the construction phase. Radius provides security on the job site, plans fire escape routes and signage, and assists with choosing from among the different types of fire suppression systems—water, foam, dry chemicals, inert gas, or other chemicals, ensuring that what is chosen and installed fits the complex needs of the project, whether manufacturing plant, refinery, or multi-story office tower.

Employing the latest smart technology, professionals will install the alarm, sprinkler, suppression, monitoring, and emergency light systems; carry out annual inspections; review the fire safety plan if the building undergoes renovations; and modify this plan accordingly. Over time, Radius will repair equipment as needed and update it should fire code regulations change.

“From the day the shovel hits the dirt to the installation of equipment and development and review of fire safety plans, we are there every step of the way providing our customers with professional services,” says Dave Baxter, partner and director of Business Development.

Radius runs in the family
In 1948, Ed Boheme founded a fire protection company in the southern mainland of B.C. with what the company describes as “a half-ton truck and a ton of gumption.”

Baxter explains that “In the 1970s, my grandfather moved from Manitoba to B.C., purchased the company, which then had five or six employees, and ran it for 15 years. Then my father took over as president, ran it with my aunt, and built it significantly to over 100 employees.”

In the 1980s, a sister company, Radius Security, was formed, with locations in Calgary, Alberta and Dallas, Texas which focused on security, burglar intrusion, and home monitoring stations, and which we featured in our July 2021 edition.

In 2021, Mike Baxter, Dave’s brother, took over as president of The Radius Group, (which includes Radius Fire Protection and Radius Security), making it a third-generation Baxter family-owned and operated company. The business has continued to grow, with over 250 employees, a fleet of vehicles, and thousands of satisfied customers.

In 2023, the company won Richmond, B.C.’s award for Best Large Business after a thorough review of its management and employees by Chamber of Commerce representatives. “Our next goal is to be the best business in B.C.,” says Baxter.

Despite its growth and success, the company maintains a family atmosphere and cares about its employees, says Baxter. “We focus on new employees to make sure they are welcomed, but also on our long-time employees, and we observe their milestone events. We provide intensive training, and our employees know they have a career trajectory here because we have implemented a variety of internal training programs.”

Another thing that differentiates Radius is its culture. “Because we’re authorized to train people, we can hire based on attitude, meaning we hire people we know will get along with our team. Our culture includes our Radius ‘DNA – 30’ fundamentals that we rotate weekly and discuss at the start of our meetings for five or ten minutes,” Baxter explains. “This week, for example, we’re talking about how to practice blameless problem solving and discuss how we’re all going to live that DNA throughout the week,” he says.

“It’s about leading by example, and we’ve seen that DNA and those fundamental principles have a transformative effect on our company. People who feel they don’t fit in here can self-select out if it’s not working for them, and that’s ok. We have our fundamentals we’ve chosen to live by, and they work for us and our customers.”

Authorized fire technician training
Radius Fire Protection is the only fire protection company in B.C. authorized by the Applied Science Technologies and Technicians of B.C. (ASTTBC) to train Fire Protection Technicians. This means that Radius alone in B.C. can offer in-house training courses for the “Fundamental Six” (Fire Alarm, Sprinkler, Emergency Lights, Extinguishers, Electronics, and ASTTBC Code of Ethics) while at the same time inculcating the values expressed in the Radius DNA program.

Certification assures customers that their fire protection needs are in capable hands and that the technicians possess the skills and knowledge to perform critical fire protection and life safety services, including inspection and testing of various systems.

Baxter tells us that there are schools that offer such courses, but the classes tend to be theory-based, with the student technicians only gaining practical experience through on-the-job training. Unfortunately, this presents the real possibility of critical mistakes being made that could severely compromise the customer’s installation or testing protocols.

By contrast, he says, Radius Fire Protection “offers a controlled environment where students can learn without putting actual clients in jeopardy. We take students and get them to build a fire alarm system, troubleshoot it, and show us how the testing is done, and it is far more in-depth than any other course available. They spend half the day studying theory, which is a prerequisite for certification, and the other half putting the theory into practice in our facility, where they can’t damage a client’s assets,” he explains.

“What this does is give our customers confidence about what our technicians have learned and that they’ve made their mistakes in our facility and not in theirs. When our technicians go into a customer’s building, they know what they’re doing and they can work in the field mistake-free.”

An added benefit of Radius’ approach to education and training is its small class size, with no more than four trainees at a time, which leads to greater student engagement. “It’s the only school I’ve ever seen where students show up an hour early and stay an hour late because they’re so eager to learn,” Baxter shares.

In addition, student certification with ASTTBC is not a one-off achievement; registration must be renewed annually, demonstrating a commitment to staying current with industry standards and practices through the ongoing training Radius makes available to its technicians.

Supporting the community
By its very nature, Radius Fire Protection supports the community it serves, fulfilling what psychologist Abraham Maslow considered the most basic of human needs, that of safety and security, without which people and their enterprises cannot grow and prosper.

As a member of the National Fire Protection Association, Radius takes its responsibility to that organization, to the ASTTBC, and to its customers, seriously. But beyond that, Radius Fire Protection reaches out to the community by making donations to the B.C. Professional Fire Fighters Burn Fund, founded in 1978. Each year, approximately 1,000 children and adults are treated for burn injuries in B.C. and the Yukon, and the Burn Fund assists with their recovery.

Burn Fund operations include the Home Away Centre located in downtown Vancouver, which offers burn and trauma survivors and their families—including firefighters—accommodation while receiving medical treatment if they must travel more than 100 kilometres to access it. Burn Fund also offers camps and retreats for families and individuals of all ages.

Meanwhile, Radius Fire Protection’s sister group, Radius Security, supports the Pacific Community Resource Society. Since 1984, this organization has been providing social services across B.C. related to education, employment, housing, substance abuse, mental health, and youth and family support services. The organization’s Youth Hubs offer drop-in support, access to food, programming, and life skills development. “Protecting our community is central to what we do,” Baxter says. “It is all-encompassing.”

Indeed, Radius Fire Protection’s dedication to safety, training, and community service makes it a leader in the fire protection industry. From its comprehensive, in-house technician training to its commitment to smart technology and full-service fire monitoring, Radius sets the standard for excellence. Rooted in family values and guided by a strong company culture, it continues to grow while staying true to its mission of protecting lives and property. And with a deep sense of responsibility to its customers and the broader community, Radius Fire Protection is more than just a service provider—it’s a trusted partner in safety, today and for generations to come.

The post Protecting People and Property<p class="company">Radius Fire Protection</p> appeared first on Manufacturing In Focus.

The company’s story started with Larry Dellinger, a mechanical engineer, who founded the business with a shoestring budget of about $1,000. “He started with a pickup truck and a vision,” recalls Greg Dellinger, co-owner of Dellinger Enterprises and Larry’s son. “From there, we bought equipment, grew the business, and expanded into new areas of fabrication.”

As the company grew, so did its capabilities. With Larry’s engineering background, Dellinger Enterprises evolved into a full-service shop that could handle both machining and metal fabrication, making it a unique “one-stop shop” for clients. Greg, who joined the business in 1980, recalls working alongside his father and learning the trade from the ground up. “We combined engineering with craftsmanship,” he says. “My dad’s mechanical engineering background and my passion for metal fabrication worked well together, and that’s how we created what we have today.”

Over the years, Dellinger Enterprises has served some of the biggest names in industry, from Pittsburgh Plate and Glass (PPG) to Monsanto Corporation. “We shipped equipment to places like China and Venezuela. We built machinery and sent it abroad to support industries that needed specialized equipment,” says Dellinger. The company’s versatility became one of its defining features, with the ability to not only produce large-scale projects but also handle custom orders for smaller or more complex fabrication tasks.

Today, under the leadership of Greg Dellinger and his team, Dellinger Enterprises continues to thrive. With a diverse range of services and a deep commitment to quality, the company remains a key player in industries like automotive, pharmaceuticals, and aerospace.

What truly sets Dellinger Enterprises apart is its ability to offer an all-inclusive range of services under one roof. As Austin Corn, Process Manager, explains, “We’re able to take a part from flat sheet metal and make full projects out of them. Whether it’s large assemblies or intricate parts, we handle everything here—machining, welding, sheet metal bending, laser cutting, and assembly. A lot of suppliers only focus on one aspect, but we do it all.”

Dellinger Enterprises offers comprehensive services that allow clients to work with one reliable supplier for complex, multi-faceted projects. From precise laser cutting and CNC machining to welding and sheet metal bending, the company handles the entire process, making it easier for clients to manage their orders. “Our ability to combine all these services in-house really sets us apart,” Corn adds.

In addition to traditional fabrication methods, Dellinger Enterprises is also focused on staying ahead of technological trends. “We’re constantly working to upgrade our capabilities, whether that’s through new machinery, advanced software, or automation. We’re always looking for ways to streamline production and increase efficiency,” Corn explains. For example, the company uses state-of-the-art press brake software and is investing in welding robots to help improve precision while maintaining its strong workforce.

Quality has always been a core value at Dellinger Enterprises, and under the guidance of Ethan Marr, Quality Manager, the company takes great pride in meeting and exceeding industry standards. “We invest in cutting-edge technology to ensure our products meet the highest quality standards,” says Marr. One of the company’s most recent innovations is its use of 3D scanning technology, which allows for detailed dimensional analysis of parts. “We use a 3D scanning arm to compare physical parts to customer models, providing a heat map that shows exactly how well the part conforms to specifications,” he explains.

This technology is particularly valuable in industries that require precise measurements, such as automotive manufacturing. “With this capability, we can handle even the most challenging quality requirements, like geometric dimensioning and tolerancing (GD&T), which is often used in the automotive industry,” says Marr. The company’s dedication to quality is also reflected in its ISO certification, a mark of excellence that assures customers that Dellinger Enterprises follows internationally recognized standards. “Our ISO certification is more than just a piece of paper; it’s a commitment to continuous improvement and ensuring the best possible outcomes for our customers.”

Another defining characteristic of Dellinger Enterprises is its family-oriented culture. This culture was instilled by Greg’s father, Larry, and continues to guide the company today. “We try to create a positive, family-like environment,” Dellinger says. “It’s not just about the work; it’s about the people we work with. We treat everyone here with respect, and we foster an environment where employees feel empowered and valued.”

With an average of 37 years of experience among the senior management team, the wealth of knowledge and expertise within this company is unparalleled. Teresa Edge, Office Manager, emphasizes the strength of the team. “We have about 30 employees, and the average length of service is impressive—our senior team has an average of 37 years with the company,” she says. “This experience allows us to run efficiently and maintain high standards.”

This long-term dedication helps Dellinger Enterprises achieve high productivity and output despite its relatively small team. “Our team is small, but we work like a much larger company. The expertise and experience we have allow us to operate with the efficiency of a much larger team,” says Edge.

As Dellinger Enterprises looks to the future, the company is focused on expanding its capabilities and staying ahead of industry trends. “We’re investing in new technologies like 5-axis laser cutting and machining, robotics, and AI integration,” says Dellinger. “We want to make sure we’re not just keeping up with the times but leading the way in manufacturing innovation.”

The company is also working to expand its reach globally. “We’ve always been a company that thinks beyond borders,” Dellinger reflects. “We’ve shipped products to Canada, Mexico, and even Taiwan. Today, we continue to serve clients across North America and internationally. Our ability to adapt to changing market conditions and new technologies has allowed us to stay competitive.”

Dellinger Enterprises has a forward-looking strategy that includes focusing on emerging industries like electric vehicles and renewable energy. “We’re actively pursuing projects in these areas because we see them as key drivers of growth in the future,” notes Corn. “The beauty of our business model is that we’re adaptable—we can work with any industry that needs our services.”

Indeed, one of the core values of Dellinger Enterprises is building lasting relationships with clients and suppliers. “We follow the golden rule: treat others the way you want to be treated,” Corn explains. “That means treating our customers and suppliers with the same respect and care that we expect from them.”

This philosophy has helped the company thrive even in challenging times. “We were considered an essential supplier during COVID-19, and we never shut down. Our diversification allowed us to weather the storm and continue supporting our customers through uncertain times,” says Dellinger.

The company’s reputation for reliability and personalized service is one of the reasons it has maintained such long-term relationships with its clients. “A lot of our customers have told us that what sets us apart is our communication and customer service,” says Marr. “They feel like they’re really listened to and that we’re proactive in solving any issues they face.”

Dellinger Enterprises Ltd. is a testament to the power of hard work, innovation, and family values. From humble beginnings in 1977 to its current status as a leader in metal fabrication and machining, the company has grown by staying true to its core values of quality, efficiency, and customer care. With a forward-looking approach that embraces new technology and a family-oriented culture that empowers employees, Dellinger Enterprises is poised for continued success in the years to come.

As Greg Dellinger puts it, “We can’t change the world, but we can make a difference in our own business, and that’s what we’re focused on—creating a positive work environment, providing quality products, and staying adaptable to meet the needs of our customers.”

The post Crafting a Legacy of Innovation and Quality in Metal Fabrication<p class="company">Dellinger Enterprises</p> appeared first on Manufacturing In Focus.

iWired offers a broad selection of smart lighting, heating, security, air-conditioning, and other systems that can be remotely controlled via a smart phone, computer, or voice command. Some of these devices can also operate on an automated basis. Smart HVAC systems, for example, self-adjust heating levels to avoid wasting energy. Smart water valves monitor the flow of water into a home. If water flow suddenly spikes due to a leak, the smart valve shuts off the water main before damage occurs to the home.

Smart devices “enhance the quality of life [and offer] ease and simplicity within the home,” says George. “Imagine window shades and lighting moving in tandem as your home theater or home audio comes on. Imagine, at the click of a button, changing the color of the lighting in your home to set certain moods. Imagine the ability to really feel safe and secure because you’ve got AI-embedded camera technology that tells you when there’s someone suspicious walking up your driveway.”

iWired also sells and installs home audio and theater systems, central vacuum setups, and programmable shades and blinds which can be lowered or raised at set hours. To run these smart systems, the company offers Control4, a user-friendly platform that amounts to an “operating system for the home,” explains George.

A full-service company, iWired installs the high-tech systems it sells, along with all associated infrastructure. “We do it all,” says George. “We do everything from running wiring in the pre-construction phase [of a new home]. As soon as 2×4’s are up, our team is out there running data lines and cables and conduit… We provide all the hardware, we do all the programming, and we provide ongoing continuing service once the homeowner has moved in and taken over the system,” he explains.

In addition to its head office, iWired has a branch in Prescott, Arizona and two locations in neighboring Colorado (in Denver and Colorado Springs). At present, the company primarily serves the Arizona and Colorado markets and deals with a very specific demographic: “Our primary customer tends to be an upmarket consumer,” says George. “They tend to be business executives or professionals. [The projects] we are most proud of are the ones where we’re able to really work with the homeowner to design the home of their dreams and integrate as many technologies as possible.”

To this end, the aforementioned merger with a Colorado Springs custom tech integrator called HomeRun Electronics took place a little over a year ago. “Our intention was to bring together these two great companies with the idea that we’re better together than we are apart,” George explains. “In doing so, we have really refocused our energy on the sales and service teams and used our combined purchasing power to streamline and create efficiencies in the back office.” For instance, the two companies’ accounting, HR, and operations divisions have been centralized.

iWired also purchased a company last fall that monitors fire alarm systems to protect properties. This acquisition has enabled the firm to grow its service offerings and horizons (as George notes, most commercial properties are mandated to have a monitored alarm system). At present, the residential sector accounts for about 90 percent of iWired’s business, and the goal is to diversify, increasing the commercial share to 30 percent.

If automation and high-tech systems for private homes tend to be based around convenience and fun (think home media centers with comfy couches and an array of audio/visual options), commercial systems are more pragmatic. Popular solutions for commercial buildings include automated lighting and HVAC systems, and advanced security. Increasingly, the latter includes video verification—an emerging category and a new iWired offering. In a video verification system, security cameras relay images back to a central station where they are monitored 24/7. If a person who is not verified to be on a specific property is spotted, an individual at the central station can issue a verbal warning to the trespasser.

While eager to grow into new markets or areas (perhaps through more corporate acquisitions), iWired approaches growth mindfully. “Our philosophy has always been to grow slowly so that we aren’t taking on any projects that exceed our capabilities,” says George.

Founded in 2000 as a local subsidiary of a telecom firm, iWired initially focused on putting high-speed data lines in private homes. The business grew quickly, and new services were added as the company expanded.

At present, iWired has 112 employees and prefers applicants with “a capacity to learn… We don’t expect that they come in with the knowledge base to do what we do, because we work on niche technology products. [Instead] we look for someone who is a team player that enjoys interfacing with customers and colleagues and has a general sense of humility and a hunger to grow,” explains George.

Asked what sets iWired apart from other firms, he says, “Our three unique offerings are people, products, processes.” People-wise, iWired “works really hard to hire, train, and retain best-in-class talent,” he says, pointing to the loyalty and long tenure of many company employees.

“From a product standpoint, we keep our selections really narrow. We focus on a really small basket of vendor products, and we work collaboratively with our vendor partners to ensure that customers have best-in-class service experiences.”

And when it comes to processes, the company “spends an inordinate amount of time” documenting and detailing its actions “so all of our core processes [are] repeatable.”

This methodical approach is exemplified by iWired’s robust Quality Assurance process. A project manager reviews sales orders for accuracy, scope, and inclusivity before the client signs off on them. Once a project moves into production, a QA manager accompanies teams in the field to coordinate with the home construction manager and ensure all goes to plan. iWired staff members also work closely with the homeowner during installation.

“They walk the homeowner through exactly what they bought… We take our customer service very, very seriously,” says George. In the same vein, two years ago, iWired implemented a management program called EOS (Entrepreneurial Operating System) to enhance company-wide efficiency and accountability.

Challenges come in the form of new home standardization; iWired works with large national home builders who typically construct thousands of new dwellings a year in master-planned communities. But faced with rising interest rates and construction costs, some of these builders have trimmed expenses by reducing the amount of customization in their new builds. “This presents a challenge because it [makes it harder] for us to meet with our homeowners and provide a truly customized, tailored approach to their technology solutions,” explains George. It’s important, he says, for general contractors to recognize that technology integrators such as iWired play a hugely important role in the design and construction of new homes.

As for the future, “We are starting to dip our toes into the world of drones, which is really exciting,” he adds. The potential AI represents is strong as well, with its ability to augment electronic building security. Lighting, meanwhile, “represents a new frontier for us in the residential space. To be able to provide great lighting design and then utilize great lighting infrastructure in conjunction with the electrician changes the home. You can make an average home feel exceptional with great lighting.”

iWired’s overall vision for the future is also exceptional: “Our goal is to build a world-class integration organization that our competitors look at with a deep and profound respect, that our customers love, and that has the ability to continue to grow because we’ve built a sustainable foundation with systems, processes, and people that allow us to scale up within our current market and new marketplaces alike.”

The post Automation and Connectivity Solutions for Homes and Businesses<p class="company">iWired/HomeRun Electronics</p> appeared first on Manufacturing In Focus.

Williams underwent several more foundational transitions including three acquisitions in the span of 13 years until 2023 when, upon the verge of closing, an internal team headed by Lindsey Boren (Director of Global Sales and Marketing), Eric LaVergne (Director of R&D & Business Development), and Justin Wright (Director of Manufacturing and Global Response), drove an initiative to regain independence with investor support. As of January 1, 2024, Williams Fire & Hazard Control is once again a Texas-owned business and recently celebrated its first year as such.

Eric LaVergne explains that Williams has always been at the forefront of equipment design, a pursuit that was born out of necessity as a fire response business. For instance, Les Williams invented the company’s signature Hydro-Foam technology in 1983, which has helped to extinguish large-volume fires. The company has since designed, utilized, and sold equipment systems that flow in excess of 14,000 GPM (gallons per minute) into domestic and international markets.

LaVergne says that, upon its founding, protein-based foams were still in prolific use across the oil and gas industry, with many companies still using them while also gradually changing to AFFF. Now, industry is seeing yet another transition to non-fluorinated foam concentrates.

Throughout its history, the Williams team has navigated numerous industry shifts, consistently positioning itself at the forefront of innovation and leading through performance and response expertise. LaVergne notes that, in the earlier days of the industry, large-scale incidents were far more common, with several major events across the sector leading to the development of OSHA’s Process Safety Management Standard in 1992. With its publication, industry-wide processes, including best practices used by Williams Fire & Hazard Control, became more standardized, contributing to a significant reduction in incidents worldwide.

Over the years, Williams Fire & Hazard Control has also maintained an impressive safety record, thanks in no small part to employee involvement in technical response, safety measures, and ever evolving industry standards. Today, the company is proud of its excellent safety record that includes a decade without an OSHA lost time incident and eight years since its last OSHA recordable injury. “Our mindset and motto at our site is, ‘Performance and expertise drive a safe environment,’” LaVergne says.

That very motto is also indicative of the company’s tight-knit internal culture. Lindsey Boren says that Williams has always had a familial atmosphere, something she noticed immediately upon arriving in 2008. Currently, everyone is very happy with being an independent company after years of corporate ownership, with several former employees returning to the company upon its reclaimed independence. “We have witnessed a passion around this brand that results in long tenure by our employees and clientele, and with a commitment to our collective success, it’s easy to see why.”

Williams Fire & Hazard Control maintains strong industry relationships around the world. As Boren puts it, “It’s best to build strong relationships in advance”—acknowledged by the longstanding connections the company has with many of the organizations it supports during emergencies. In such a close-knit industry, it’s rare to find someone who hasn’t worked with Williams in some capacity. The company also collaborates with international partners and distributors who bring its products and expertise to the EMEA (Europe, the Middle East, and Africa) and APAC (Asia-Pacific) regions. Maintaining these relationships is essential, ensuring that the Williams methodologies and signature trust are upheld across the globe.

Another hallmark of Williams’ market approach is its focus on building long-term client relationships. When it comes to keeping clients first, Williams will always provide a good product at a good price. Dedication to service also means that, in this relationship-focused business, industry can call Williams at all hours, trusting the team to meet their needs. Boren says that if one doesn’t approach these situations totally committed, it’s impossible to maintain enduring relationships.

In all scenarios, Williams pulls from all different departments for emergency response to benefit its customers, says Boren. Thus far, the team has been involved in more than 280 major industrial emergency responses—which doesn’t include the rental of equipment, technical assistance over the phone, or post-incident assessments. “Loyalty from our clients over the past 45 years has been incredible,” and as Boren says, “We wouldn’t be successful without their support.”

After its first year under new management, Boren says that everything went beyond expectation, while still leaving room for improvement.

As a business that evolved by finding and filling market needs, Williams has embraced innovation since its earliest days and will continue to do so. One recent innovation relates to its Hot Shot apparatus foam systems, which will deliver a third-generation upgrade this year. A new company website has been launched that enhances market engagement around technical response practices and product applications, while a new mobile app upgrade helps calculate friction loss, foam applications, and k-factor performance in the field—all essential elements in fire hydraulics. Adding to its end-to-end manufacturing capabilities, Williams is also investing in new and additional equipment to enhance production lead times. The company has also bolstered its R&D Team who maintain a healthy pipeline of groundbreaking product developments and improvements.

With incident control and extinguishment as its benchmark, Williams continues to scrutinize foam formulations closely and personally to assure that performance in the field and compatibility with its equipment are driving factors in its foam of choice. As a response company, Williams seeks the best performing products in the market for its own response team—and for its clients. “We have always insisted on effective performance over minimum compliance standards,” says Justin Wright, Director of Operations.

Firefighting foams are a linchpin in a responder’s arsenal. As industry faces challenges around environmental standards affecting foam formulations, Williams is constantly driving a well-informed, experience-based approach to best-in-class foam practices to the industry at large. However, a mounting concern facing the industry is retirement of those with extensive experience. As industry continues its safe practices and incidents have decreased, transfer of knowledge to the next generation of responders with less experience is paramount.

Since last January, Williams continues to grow as it satisfies market demand. Williams plans to expand its operation both in manufacturing and customer support by hiring additional personnel. Other goals include shorter lead times, improving internal processes, and leveraging industrial relationships to improve response times on calls.

Above all, Boren says that Williams will remain present in the market. “We are confident that our skill set, our history of experience, and our continued innovation will benefit a broader market of industry clients with their greatest emergency response needs.”

The post The More Things Change, the More They Stay the Same – An Inside Look at Williams Fire & Hazard Control<p class="company">Williams Fire & Hazard Control</p> appeared first on Manufacturing In Focus.

Integration is HAHN’s specialty, both for its customers and internally, and since 2024, HAHN Automation Group has operated under a unified global brand to take better advantage of the various operations under its control. Specifically in the U.S., HAHN Automation Group brings together the power of four well-known automation companies—Invotec, HAHN Automation, REI Automation, and HAHN Plastics—with over 30 years of collective experience, allowing customers around the world to benefit from shared technology, cohesive resources, and a combined expertise that truly sets it apart.

“One of the main things that’s helped us to do this is how we collaborate across our 20 locations globally so that we can assess projects and meet our customers closer to where the machinery will be in production—we can offer local support or additional resources,” explains Vice President, Commercial Management & Development, Noah Smith, who works out of HAHN’s Miamisburg, Ohio operation (previously Invotec).

With proven equipment solutions in MedTech and automotive electronics manufacturing that serve as foundational pillars of its operation, HAHN provides customers with solutions tailored to their specific industry needs while leveraging its expertise between its business units to find the right solution.

“A lot of those innovations and those technologies that automotive has developed over time are just now becoming more prevalent in MedTech, and so we’re able to use some of that historical expertise and knowledge in that field. We’ve found that it certainly does transfer to our body of knowledge of the medical market, just with some adaptation,” says Smith of the company’s internal cross-sector collaborations that have proved so fruitful.

Greg Earle, Managing Director in Hebron, Kentucky, notes that it works both ways: “A lot of things from the MedTech side—the quality systems and inspections and the testing side of things—have been adapted over to the automotive industry over time as well. Quality has always been a priority for automotive, and that experience gives us a different insight into how to validate and check things,” he says.

Both the MedTech and automotive electronics sectors have processes and operations that would benefit from automation solutions like those offered by HAHN Automation Group U.S. Inc. On the automotive electronics side, opportunities run the gamut from automated assembly and test processes to machine integration, tending, retooling, and retrofitting.

“In Hebron, we’re trying to grow our service department, and that means a lot of things,” Earle explains. “Some of our small, very dynamic projects, at the same time as growing the partnership, allow us to help when customers want new equipment. We can serve as that ‘easy’ button for ordering general spare parts, or for quick parts turnaround to keep their production going. Preventive maintenance programs, data analysis updates, and reporting-panel technologies also help our customers be prepared.”

In the MedTech sector, increased levels of automation in manufacturing has been a trend for several years, amplified by supply chain challenges. Additionally, the increasing complexity and small nature of medical devices presents a greater need for automation tools that help them meet regulatory requirements.

“Our facilities in Dayton, Ohio and Brooklyn Park, Minnesota serve as the global MedTech headquarters for the HAHN Automation Group. We don’t just specialize in MedTech manufacturing because it’s part of our portfolio—it is all we do in those locations,” says Smith. “It allows us to be intimately familiar with the challenges of medical device manufacturing and structuring equipment solutions for those challenges.”

Indeed, because of the company’s strong global presence, it can support its customers wherever they are and whenever they need it most—and that support comes in many ways.

“We’re able to work within a lot of our customer partners’ global structures to develop agreements or standardized processes for them that they can roll out across multiple plants and thus implement technology at a quicker pace,” explains Smith.

This support is ever more important given the rate of technological advancement associated with progressive automation. The advantage of being part of a larger entity is having dedicated resources, advanced technology, and research and development departments that are working with technology and component suppliers to remain on the cutting edge of available technologies and solutions.

“The company’s size and its investment in these capabilities have enabled it to support larger projects for larger customers than ever before. Yet, for the company just starting out, HAHN has solutions too,” says Smith.

Earle draws attention to machine-tending applications as a good starting point for companies considering automation for the first time. “They keep those machines—in which they have a lot of capital investment—running more continuously and more often, maybe even for a 24-hour day or on a lights-out operation, to get their return,” especially when skilled talent is scarce.

While demand for talent exists across sectors, things operate differently in MedTech than they do in automotive electronics given the relative maturity of automation and production levels between the two. Certainly, automotive has a long history in automation, the value of which is just beginning to be recognized by MedTech. From Smith’s perspective, “to just start to understand what the benefits are of operator-assisted automation or higher levels of semi-automation that lean cell technologies offer you, consider, for example, that we were in a site last week that had over 12,000 employees in one production facility, and 80 percent of those were operators, which is not a sustainable method.”

He adds, “As the products get more complex, you’re counting on operators to inspect and uphold quality standards while, at the same time, going through repetitive motions and tasks. The human is not designed for consistency like automation is.” In MedTech, the problems arise even before machine-tending, he notes: “It’s a matter of taking manual processes and trying to improve consistency, quality, and output.”

Given the focus on assembly, inspection, and testing, some of the greatest opportunities in MedTech are in cameras and vision systems, particularly as the number of operators doing manual inspections is still relatively high in a tech-enabled space.

“That facility that I mentioned with 80 percent operators has 40 to 50 percent of those doing manual inspections under magnifying glasses or magnifying lenses in those vision systems that don’t have AI. AI vision really helps to teach a computer or human what they’re looking at so that those actions can become processes rather than just operator-dependent inspections,” Smith explains.

However different each segment is, they are bound by a commonality of processes and relationships that are strengthened by a company culture that permeates the global footprint. “We strive to reach that point where we don’t look at our vendors and distributors as just vendors and distributors; we consider them as partners just as we do with customers. Trying to advance quality and technology while working together is more of a partnership, and that’s what we focus on as part of our core values,” says Earle.

The goal moving forward is to continue to expand these services across North America and Asia to take advantage of the growth in automation, including rapidly advancing AI, virtual and augmented reality offerings, and taking what was once “bleeding edge” and normalizing its integration into automation for customers.

One advancement that has exponentially improved the value proposition to customers is “digital twin” work that enables people like Earle to, as he himself puts it, “run the automation during the basic code generation, development, and testing and see how it all interacts together in the digital work, which hopefully speeds up the overall build time.” Instead of designing, building, and then testing, these activities can be performed digitally to intervene earlier in the process and mitigate any issues before production takes place. As Earle notes, “Digital twin doesn’t catch everything, but it could catch maybe 60 percent.”

Through these efforts, HAHN is continuing to leverage the strength of its omnipresent global footprint to provide integration solutions to its customers by aligning its best-in-class expertise, capabilities, and resources to stay nimble, agile, and ahead of the ever-changing standards for quality, innovation, regulation, and technology. For Smith, “We’ve been in operation as a group and with most of our current entities for over 30 years, which creates partnerships, and the partnerships allow us to grow with our stable and long-term customers. Those are our opportunities to support their business and grow with their business as well as bring new technologies to them and help them be successful.”

“And with our global collaboration and our internal systems, as we come together, we’re integrating all this knowledge from all the different facilities, and we need to keep expanding and growing it. It gives us a lot of power to have different concepts and ideas from a global perspective that we can bring into the facility to each of the locations when we’re working local to local,” says Earle.

There’s no doubt that this approach will continue to provide HAHN’s competitive advantage as it grows its presence and impact around the world through its highly innovative, integrated solutions.

The post Building a World of Expertise<p class="company">HAHN Automation Group U.S.</p> appeared first on Manufacturing In Focus.

WB Components began operations around 1984, when members of the Willowbank Hutterite Colony in Edgeley, North Dakota were approached by a man selling a truss table taken from a defunct plant. The colony purchased the table and began producing trusses from there under the leadership of Dan Wipf, originally a truss plant manager and now in Inside Sales & Design. WB eventually teamed up with supplier Alpine ITW (Illinois Tool Works), which provided engineering software and plates for the trusses, two necessary steps to expand the company’s operations. Today, WB services projects and clients across America, with a roster of remote staff members to oversee and facilitate national operations.

The North Dakota head of Truss Design & Sales, Jeff Haider, explains that the business is steadily growing and improving its processes while also reinvesting back into the Hutterite colony. Many of WB’s operations are performed in-house: the company manufactures, engineers, and designs its own stackers for trusses; loads and unloads products from two different rail spurs via its own fleet of Peterbilt semi-trucks and a half-dozen pickup trucks; and builds its own columns in-house. 2024 also saw the addition of an in-house automated truck washing station to help keep the fleet running clean.

Furthermore, the company’s operations include a degree of automation in its layouts, table setups, and saws, which allows it to label each piece of wood processed to designate its future purpose and destination. WB even repurposes its wood scraps into turkey bedding that it then re-sells, a practice that many other truss plants simply don’t think to do. Haider says that, when it comes to sustainability and smart solutions like this, “we were green before green was a thing.”

This decade has been a busy one for the company. In 2020, WB built a 56,000-square-foot lumber storage building from the ground up, one that boasts a modern interior with temperature control, the latter being important for both wood quality and morale for employees during the notoriously subzero North Dakota winters. This warehouse has improved overall wood quality as it allows WB not to have to store its main resource outside.

WB sports a quarter mile of storage for its trusses; whereas a lot of other plants can be very tight in space, WB has the capacity to build up to 115-foot clear span trusses in wood. “We have never come close to running out of space,” Haider says. The space is also filled with multiple pallet handlers and forklifts that allow for quick loading and unloading of trusses, which pairs well with its transport fleet that is ready to haul to any state.

Haider says that 2024 turned out to be a great year for WB, with sales on par with the equally successful 2023. The company would not have had such success, Haider says, without being open to traveling across the country to find interesting work, such as big building jobs in the Kansas area. “It’s knowing our market and knowing what to do to get those sales,” he tells us.

Amid this mounting success, there are still some challenges to overcome. Haider says that a challenge in working with Hutterites is that they are not concerned about advertising the business, insisting only on word-of-mouth. This is why partnerships with organizations like NDAB (North Dakota Association of Builders) and NDRLA (North Dakota Retail Lumberman’s Association) are incredibly important, as both have afforded the company access to networking and personal training within the industry, as well as a demonstrable uptick in sales in the North Dakota area. Haider says that the growth of WB wouldn’t be possible without partner organizations like these, and the company is very grateful for them.

Another aspect of being a Hutterite business is that WB lacks options for bringing in new talent, as the colony does not generally hire workers from outside its own collective or others nearby. A challenge going forward will be in producing more volume during the year’s busy times with the same amount of people. This will also mean an increased focus on and improvement of communication amongst the company’s remote employees across the country. In the past, WB opened its doors to other truss plants eager to research its warehousing and storage, plants that WB now often partners with and that have similarly opened their own doors.

WB Components has also had to continue adapting to changes in the lumber industry. In recent years, certain commodity prices have been better than others and projects in the home area of North Dakota were a bit sporadic. Haider says that not every area was great for business in 2024 with the economy struggling—especially in areas like housing—but WB was able to find its niche to operate in and ended up having a good year despite it all.

A crucial factor for the company is the presidential change from Joe Biden to Donald Trump and the potential for lumber tariffs to be imposed by the new administration. The lumber market has fluctuated because of this uncertainty, but with WB’s large storage facility, it can order multiple rail cars of wood and store it indoors safely for a long time. Historically, North Dakota has not had much trouble during national situations like the 2008 housing crisis thanks to its robust local industries (i.e. oil and the Air Force), and WB has not faced a big crunch itself. The Sentinel Missile Project also has a strong presence in the state and is promising to bring infrastructure and more than 500 new families to the area.

Haider says that business is generally slow for WB at the start of the year until about April, when business picks up considerably until roughly November. To keep its business growing, WB will look to find more work in the slow winter times so as not to be in a deficit by the time April comes around. The company is confident that President Trump will do a good job for the lumber industry in lifting American bans on logging in certain areas, which will give companies like WB timberland for wood that is close by and allow it to not depend on Canadian lumber; however, WB does enjoy working with the superior Canadian lumber product and Haider hopes the tariff situation can be resolved.

Automation will also play a big role in WB’s future. Automated tables that need less manpower to work and other options could be gamechangers, but there have been hiccups with the adoption of automation in the truss industry so far this decade. With the hope that these problems will be fixed and more options will be available, automation will likely represent the company’s next big investment.

Haider says that 2025 is expected to be an incredible year for WB Components. While Haider himself says that he didn’t understand a lot about the Hutterite community before starting work with the company, he says that they have made him feel like he is part of a family thanks to a strong sense of closeness. This attitude is what the company will be bringing forward as it looks to take steps into the automation space while maintaining the same high quality of service that America has expected from it since the 1980s.

The post Where Community Spirit Brings Sustained Growth<p class="company">WB Components</p> appeared first on Manufacturing In Focus.

“Our stores are similar to Apple stores. You walk in; you can touch; you can feel; you can experience what you’re getting. We have knowledgeable staff who can direct you on how to use the solution,” explains Joseph Akhtarzad, co-owner and Vice President of Video & Audio Center and President of Just One Touch.

Notable products include frame, flat-screen, and wall televisions. ‘Frame’ televisions resemble a painting when not in use. One year ago, the company sold and installed a massive Samsung wall television measuring over 200 inches wide, with a price tag of $800,000. Such gargantuan sets make a stunning impression.

The enormous project required “a lot of meticulous planning and coordination with Samsung engineers,” states Walden Caballero, Director of Operations at Just One Touch. The client was delighted with the results and promptly ordered two more large Samsung televisions, he adds.

Video & Audio Center has also embraced ‘transparent’ televisions from LG Electronics, which utilize organic light emitting diode (OLED) panels to present a see-through screen when turned off. The company is partial to Sony projection televisions due to their reliability and quality and claims to have the largest selection of Sony products in the country.

The company’s audio products include all manner of speakers, radios, cables, karaoke systems, receivers, headphones, remote controls, and more, while its home technology category encompasses everything from air purifiers and grills to bread makers and voice assistants. Outdoor technology includes wearables, GoPro systems, and Segways.

The company also sells elaborate home automation and security systems that enable clients to remotely lock or unlock doors, greet visitors, and control their lighting in addition to their HVAC systems. Clients can turn off their sprinklers remotely in case of rain and view visuals from security cameras on their phones. Another home technology function can automatically raise and lower window blinds when residents are away, letting would-be burglars believe someone is at home. Other services include video transfers, media duplication of DVDs, Blu-ray discs, and CDs, and television rentals.

Indeed, Video & Audio Center is more than just a source for consumer electronics. The Just One Touch segment excels at installing home theaters, media centers, automation systems, audio systems, and household technology networks, with an integration process that begins with a one-on-one discussion with the client to determine their needs and budget. Based on these specifications, Just One Touch comes up with a proposal and presents it to the client. Once the proposal is accepted, staff members develop a design using CAD software and other tools, and company technicians use the design to plan the installation.

“A lot of my friends rely on me,” says Akhtarzad. “When they buy a new house or remodel a house, [we offer] a turnkey solution. If you want to do a home theater, you give us the space, and we will turn it—within eight to 12 weeks—into a home theater for you. We’ve done home theatres from $50,000 to $100,000; we’ve done many home theaters for over $500,000 to $1 million.”

Just One Touch provides 24/7 support and has crews prepared to act in all manner of emergency situations. For instance, the company contacted clients whose homes were destroyed in the recent fires that ravaged the Los Angeles area, sending “numerous messages to make sure they know we are here for them.”

The company traces its roots to the early 1980s. After completing a master’s degree in Electrical and Electronic Engineering from the University of Nottingham in the UK, Akhtarzad decided to join his older brother Mayer in Southern California. He worked for a satellite dish firm for a few months, and then the brothers teamed up to launch Video & Audio Center in 1981. Mayer remains President, although he is largely retired these days.

From the start, “The vision was to bring the latest and most innovative technology to market,” and over the decades, the business has helped introduce the Walkman, Discman, flat-screen televisions, and Blu-ray players. It has worked with celebrities such as Michael Jackson and Elizabeth Taylor and corporate clients such as Disney and DreamWorks.

“We built a reputation as a trusted destination for cutting-edge electronics… but I knew customer service was also very important. I made sure all my salespeople were trained, and we went after the niche market, all high-end,” Akhtarzad explains. “I would say our success has come from having good employees. Some of them have been with me since the beginning. We’ve created an environment where the employees love to contribute to the business. They love working here.”

At present, roughly 150 people work here, with 100 employees at Video & Audio Center and the rest at Just One Touch. There is frequent overlap between these segments, however, with Video & Audio Center borrowing resources from Just One Touch and vice versa.

And Akhtarzad takes a keen interest in new hires. “Don’t be a salesman; always listen to a customer’s needs and give them the solution they’re looking for,” he tells new employees. Other rules for store staff: no upselling and no using incomprehensible technological jargon that leaves a customer baffled and frustrated. Also, a tidy appearance is a must. In his view, being poorly groomed suggests someone cannot take care of themselves, much less take care of an elaborate video or audio system.

Such concerns are understandable as, “We are a growing company. Every year we grow by 10 to 20 percent,” he shares.

In addition to its brick-and-mortar sites, Video & Audio Center and Just One Touch offer a comprehensive website. At first, the website primarily served as a platform for manufacturers to display their wares and a convenient vehicle for informing potential customers about what was in stock. Gradually, the site began to generate its own share of business as customers became more comfortable making online transactions. “Everything we carry is available for us to sell online, except custom solutions.”

The company has also benefited from its membership in the Home Technology Specialists of America (HTSA) buying group, an “industry member-driven trade consortium” consisting of home technology retailers and custom integrators, to which Video & Audio Center has belonged for approximately 25 years.

Joining the HTSA “was the best thing for us,” states Akhtarzad. “We have group meetings, talk about the next technology.”

Indeed, staying abreast of developments in the consumer technology world is a point of pride. Roughly a decade ago, he sensed that voice-activated controls would become a huge trend and ever since, the team has provided products in this category as they became available.

This kind of attention to detail matched with excellent service has earned the firm kudos from industry peers. In 2022, the Akhtarzad brothers were inducted into the Consumer Technology Hall of Fame, which is organized by the Consumer Technology Association (CTA), a trade association representing the U.S. consumer technology industry.

In 2023, Video & Audio Center was ranked number one on CE Pro’s list of 100 Top Custom Retailers in both California and the United States. CE Pro magazine is the self-described “leading trade publication for professionals involved in the custom electronics business,” and the company has repeatedly earned the number one spot for California custom retailers and been a top five fixture on the list of retailers across the entire U.S.

Indeed, doing big things remains a company staple. At the time we spoke, Video & Audio Center was gearing up for a huge Super Bowl party at a country club. This invitation-only soiree would welcome “high-end consumers from real estate, directors, producers, surgeons, doctors,” he says, with plans for valet parking, barbecue, drinks, a family atmosphere, and of course, an array of awe-inspiring OLED, wall, and frame televisions from sponsor Samsung to watch the game.

Akhtarzad is not currently pondering any new branches outside of the city, although he says, “I am open to franchising or to teaching other people who would like to get into this business to collaborate.” Any potential areas outside of Los Angeles would have to retain the company’s service-oriented ethos, he adds, offering a rosy forecast for the future. “Five years from now, I believe technology like transparent TV, and other technologies I’m working with manufacturers on, is going to flourish… Dedicated home theatres are on the increase.” Video & Audio Center will be there every step of the day.

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