The same goes for wearable technology like smartwatches, which began with capabilities like displaying digital time, translating text, and playing games. These devices are not only becoming more convenient to use, but they are also providing more advanced information that will change lives, and maybe even save them, too.

Modern wellness wearables really took off in the late 1990s and early 2000s, as mass-produced microchips allowed companies to offer the consumer market a wearable minicomputer, like the once-ubiquitous Fitbit. At the same time, manufacturers were producing water-resistant, durable silicone bands that protected the sensitive electronics inside.

At that point, wearable devices were pretty basic in what they tracked: steps counted, distance travelled, and pace. Today’s medical wearables have made giant leaps. Instead of passively tracking activity, they can monitor the wearer’s biosystems and provide data on how your body is functioning. Now that AI is advancing rapidly, these wearables can take that data and generate personalized health baselines and project trends. Data on heart rate variability, sleep quality, and blood oxygen levels can all be brought together to monitor for potential illnesses.

Today’s medical wearables can do all of this because their sensors have become far more sophisticated. Some now include medical-grade ECGs, SpO2 monitors (which track blood oxygen levels) and even early-stage non-invasive glucose monitoring (for blood sugar levels) that rivals the accuracy of traditional medical equipment.

Not only are the sensors more elaborate, but the form these devices take is also expanding. In the past, most were worn on the wrist like a watch, but now they are discreet, appearing as skin patches, hearing aids, and rings.

Rings in particular are maturing into what are called “productivity companions,” capable of gesture control and syncing with other smart devices nearby. Similarly, smart hearables and hearing aids have become “always on” health monitors that gather information while sitting in the ear canal.

Smart patches can now be completely concealed and used to track glucose levels for people living with diabetes who depend on medication to keep their levels in the normal range. As of early 2026, smart patches have moved beyond the standard 10-day replacement cycle, offering 14 to 15 days of wear time, or in some cases up to six months for implantable systems, according to Erin Poche’s article for T1D Strong, a guide for people living with type 1 diabetes.

Innovation has ushered in a new era of self-monitoring, freeing people to take control of their health on their own terms.

In Deb Balzer’s article for the Mayo Clinic, Dr. Jeannie Bailey, associate professor of orthopedic surgery and director of the Physical Function and Biomechanics Research Core at the University of California, San Francisco, notes how important self-monitoring can be: “This tracking really enables patients to take ownership and think about their own progress, and it gives them that feedback,” says Dr. Bailey. “They see how they’re doing better, they’re getting hopeful and it’s definitely affecting them.”

Also of note, the Harvard Business Review examined how medical centers are making wearables part of their treatment approach. AZ Maria Middelares in Belgium is offering home monitoring after heart surgery, where clinicians intervened early in 33 percent of patient cases. “One of the most significant advantages is the ability to screen for atrial fibrillation at an early stage while the patient is already at home. In such cases, patients can be instructed to record a short electrocardiogram,” says Dr. Koen Cathenis, head of cardiac surgery at AZ Maria Middelares. “Based on this data, in my experience, we have promptly adjusted medication, either directly or via the general practitioner, which allowed us to intervene quickly and effectively.”

For manufacturers, the process of making wearable medical devices is moving toward what is called autonomous agility: AI-driven systems and robots that operate independently, adapt to unpredictable environments, and make real-time decisions. The shift, in short, is from rigid automation to far greater versatility in what can be produced.

Another major innovation for manufacturers is additive manufacturing. This process is particularly well-suited to wearables because it can print directly onto thin, stretchable polyamide or elastomeric fabrics. Micro 3D printing, meanwhile, has enabled the miniaturization of internal components, allowing more technology to be packed into smaller, more discreet devices while supporting increasingly complex diagnostics.

As for the industry itself, business is booming. The medical wearables market is projected to grow from $55 billion in 2026 to $114 billion by the end of 2031, according to a recent report from Mordor Intelligence.

A number of factors are driving this growth. Chief among them is the rise of AI, which adds a whole new level of functionality: from establishing a personal health baseline to predictive analysis that flags potential issues so users can take preventive action.

The timing is also right. The global population is aging and will require more complex care. For younger users, the focus is on performance optimization; for older users, these devices can provide a meaningful degree of autonomy, delivering medical-grade information that allows people to age in place while still receiving the supervision they need.

One of the most promising aspects of these wearables is their predictive capability. This could lead to forecasting potential illnesses based on physiological changes, letting you know you may be coming down with a cold before it gets the better of you. There is also significant mental health potential. The journal Nature reported on wearable devices for anxiety assessment, with authors noting: “Anxiety disorders are common but detecting them in everyday life can be difficult. Wearable devices can record body signals that change with anxiety, including heart activity, breathing, skin responses and blood flow.” Combining several signals yields more accurate results than relying on a single one, with heart activity identified as the most reliable individual signal.

Closely linked to AI integration is the role wearables play as a personalized data pipeline. This will go well beyond hitting 10,000 steps a day; these devices can offer advice on personal nutrition, cortisol levels, and even genetics, empowering users to make meaningful lifestyle adjustments.

The long view is this: as they continue to grow more powerful, medical wearables will transform how we live, and hopefully make us healthier in the process.

The post Wearables That Have Your Back<p class="company">Smart Devices Are Reshaping Personal Health Care</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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For all of its manufacturing prowess, the company’s success can be largely attributed to its client-centered approach. “We put the customer first,” says Sales Manager, Francie Williams. “That’s why we have the customer retention we do, and why we’ve been in business so long.”

Being relatively small, the company is nimble and highly responsive to client needs. Flex Technologies also has a loyal, dedicated workforce and invests in the communities in which it has a presence.

In addition to the company headquarters, it operates an extrusion plant in Midvale. Injection molding and assembly work is done at sites in Mount Eaton, Ohio and Lafayette, Tennessee while a division called Polyflex, based in Baltic, Ohio, specializes in polyvinyl chloride (PVC). This process entails blending PVC resin with various additives to create custom plastic material.

All work is self-performed, a major point of pride for the company. Being vertically integrated makes things more convenient for customers and is “pretty much our main selling point for the bigger assemblies with large customers,” notes Williams.

Flex Technologies’ products can be grouped into three main categories: assembled products, injection molded components, and custom extruded products. The assembled products category includes sunroof drain tubes, fuel line assemblies, vacuum, and PVC assemblies, as well as vapor emission assemblies and carbon canisters. These are produced through automated processes and then assembled by skilled manual workers.

Products in the injection molded components category include fuel vent valves, fuel line valves, fuel caps, specialized fuel delivery connectors, and specialized couplings. The company uses presses ranging from 85 to 440 tons and excels at shuttle molding—a technique to mold multiple components in a single cycle.

Tough and durable aeration tubing to inject oxygen into soil or water is a flagship product in custom extrusion. This category also covers protective boat moldings to prevent rub and clear PVC tubing, among other goods.

Flex Technologies’ capabilities range from on-site compounding and material customization to custom extrusion and injection molding, design and engineering, rapid prototyping and validation, assembly, testing, and quality assurance. The company also performs laser etching, 3D printing, in-house tooling, and welding, and markets served include marine, consumer, automotive, lawn and garden, and industrial.

“We ship worldwide,” Williams explains. “We have quite a few customers outside of the United States, but our main focus is the U.S. just because shipping costs are so high.”

Flex Technologies boasts both ISO 9001 and IATF 16949:2016 certification, the latter being a global automotive standard—in this case, for thermoplastic assemblies, spin welding, and manufacture of injection molded components. Dedicated quality assurance teams conduct inspections, tests, and quality checks, and the company’s guiding principle is “quality products, the first time, on time, every time,” she says.

To maintain quality, productivity, and efficiency, Flex Technologies works hard to stay on top of the latest technological developments. Besides 3D printers, it uses computer-aided design software and just purchased new CNC machines for mold-making. “We’ve been hiring mechanical engineers to help with making our processes better and improving the way we make, produce, and assemble, making it all more cohesive and faster,” adds Williams. “We’re always continuously working on improving the products.”

The company was founded in 1975 by Glenn Burket, and at first featured a tiny staff of roughly a dozen employees working from an extrusion plant in Midvale. It initially focused on making specialized tubing for the automotive sector. Three years later, the Polyflex division was established, and the business was able to achieve vertical integration. PVC compounds created by Polyflex are used for everything from toys and shoes to wires, cables, hoses, and molding, in the agricultural, automotive, fencing, and extrusion markets.

At present, Flex Technologies/Polyflex operates six compounding lines with an annual capacity of over 150 million pounds. The Polyflex division can perform color matching for customers who send in material samples and offers goods in a variety of colors, formulations, and formats, from highly flexible to semi-rigid. Polyflex complies with relevant U.S. guidelines as well as Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH) and Restriction of Hazardous Substances Directive (RoHS) regulations, two European Union standards.

Founder Burket served Flex Technologies for decades. He passed away in early November 2024, but many aspects of his original vision remain in place. For a start, all the company’s sites are still located in small towns, a reflection of Burket’s community-minded spirit. “Our founder [thought it was] very important to keep it local and to support local,” says Williams.

The company has been a long-time sponsor and supporter of community groups, local sports teams, and 4-H agricultural events. Burket was well-known for purchasing meat at local county fairs and then distributing it to his personnel.

In the same spirit, Flex Technologies proudly manufactures its products in America, and when possible, uses recycled materials, be it cardboard or reprocessed plastic (used thermoplastic material that has been cleaned, then melted down and extruded into pellet form to be re-used). Keeping production within the United States gives the company more control over quality and ensures shorter lead times, and the company extends this viewpoint to its supply chain, aiming to obtain its raw materials from within the U.S. This makes good business sense, given the chaos that engulfed global supply chains during the recent COVID crisis.

At present, the company has approximately 135 employees across all divisions. The workforce is highly diverse, represents a wide range of ages and backgrounds, and is proud to have a female leader in Chief Operating Officer, Rachel Tetreault. Anyone looking for a job here needs to demonstrate self-motivation and a positive mindset, says Williams, and once brought on board, the company offers staff an array of opportunities. While outsiders are more than welcome to apply for positions, Flex Technologies likes to promote from within. The company encourages camaraderie through special events such as the recent Easter Egg hunt at the Lafayette site in addition to celebrating personal milestones. An employee in the prototype shop, for example, was recently honored on her fortieth anniversary of working there.

Over the decades, Flex Technologies has received numerous industry kudos, the most recent being a General Motors ‘Customer Care & Aftersales Excellence in Supplier Performance Award’ for 2025. This honor was the latest in a series of awards bestowed by GM and other sources for work well done.

“We’re very, very proud every time we get any of these awards,” Williams says. “It is one of the biggest highlights for our teams to see these awards and they are very proud to receive them. It gives our employees a great boost to morale.”

The company does face its share of challenges, including supply chain woes despite domestic sourcing. “Right now, raw material prices are skyrocketing,” explains Williams. “We’re looking at increases that nobody has seen before, other than during COVID, for plastics and resins.”

Inflation has pushed up the cost of machinery, equipment, and software as well. Outside of purchasing, it also causes headaches on other fronts; when customers insist on sticking to quotes made a year or two ago that are now outdated thanks to inflation, profit margins suffer. All of this is compounded by upheavals within the automotive sector as the Big Three American OEMs cope with overseas competition and unpredictable markets.

For all that, Flex Technologies continues to innovate and is eager to create new offerings. “We have new products in the pipeline,” Williams shares.

She has a very positive outlook on the company. Within five years, she hopes to see the company “increase our portfolio, increase our sales, and absolutely keep our customers happy… We’ve been in business for 50 years. We’re looking forward to the next 50. To [reach our centennial] we are upgrading and improving and working to keep our quality high, keep our employee retention high, and to have a work environment that stays positive.”

The post This Specialty Plastics Firm Hits the Half-Century Mark in Style<p class="company">Flex Technologies</p> appeared first on Manufacturing In Focus.

Founded in 1982 by Owner, President and CEO Peter Botten, the Ohio-based company began with a focus on medical imaging. Over time, however, its trajectory shifted toward an area of care that remains one of the most complex and high-risk environments in modern medicine: the operating room.

Today, Codonics is recognized globally for its leadership in perioperative medication safety. Its systems are used in more than 16,400 operating rooms across over 1,100 hospitals worldwide, supporting hundreds of millions of medication preparations and administrations. This level of adoption reflects not only the scale of the company’s reach, but also the practical relevance of the problems it addresses.

From the outset, Codonics was built on engineering rigor and a commitment to usability. Botten established the company with the belief that healthcare technology must reduce complexity rather than add to it, and that philosophy continues to guide product development today.

“What started in medical imaging evolved as we identified a growing need in patient safety,” the company explains. “That shift comes from listening to anesthesia providers, understanding where medication errors occur, and applying engineering to reduce risk in high-pressure environments.”

This transition into perioperative medication safety marked one of the most significant turning points in the company’s history. While its early work in imaging established a strong technical foundation, the move into medication safety redefined its long-term focus. By concentrating on perioperative workflows, Codonics has positioned itself at the intersection of clinical practice and technology, where small improvements can have meaningful impacts on patient outcomes.

In healthcare, reliability is not negotiable. Hospitals depend on consistent performance in environments where delays or errors can have serious consequences. By keeping production and development aligned, Codonics ensures that its systems meet the expectations of the clinicians who rely on them daily.

Operating from Ohio, Codonics maintains its identity as a U.S. manufacturer with design, engineering, and production closely integrated. This allows for tighter quality control and faster iteration, both of which are essential in the medical technology sector. “Being U.S.-based allows us to maintain control over manufacturing processes, respond quickly to customer needs, and ensure consistency across our systems,” the company says.

This approach also reinforces accountability. When design and manufacturing operate within the same ecosystem, feedback loops are shorter and issues can be addressed more efficiently, and that level of oversight has become increasingly important as the company has expanded.

As the team began to work more closely with hospitals, they identified a persistent challenge: medication errors remained common, especially during preparation and labeling. These errors often stemmed from vial swaps or mislabeling, issues that were exacerbated by the fast-paced and variable nature of surgical environments. In response, Codonics developed the Safe Label System, a first-of-its-kind FDA Class II medication safety device designed specifically for anesthesia providers working in the operating room. This system introduced verification, standardization, and traceability into a process that has traditionally relied on manual steps, redefining how medication labeling is performed in the operating room, and became a cornerstone of Codonics’ offering because it addressed medication safety as part of a broader workflow rather than as a standalone task.

During medication preparation with the Safe Label System, providers scan a barcode on the parenteral drug vial or ampoule. The system verifies the medication and concentration against a pharmacy-defined formulary, providing both visual and audible verification, a safety check that acts as a second set of eyes. It then generates a full-color syringe label that complies with Joint Commission standards and includes a machine-readable barcode. That label serves as a critical link throughout the workflow, but the value lies in the verification and workflow support behind it—not the label itself. At the point of administration, the labeled syringe can be scanned again to support documentation within Electronic Health Record (EHR) systems and Anesthesia Information Management Systems (AIMS), including platforms such as Epic and Cerner. This integration improves documentation accuracy while adding another layer of verification during patient care.

“Safe Label System is designed to transform what was once a manual process into a standardized workflow,” Codonics explains. “It helps reduce variability and supports clinicians without disrupting how they work.”

This distinction is central to the company’s philosophy. Rather than replacing clinical judgment, the system provided structured support within existing practices. As a result, it became embedded in daily operations.

Codonics’ growth has largely been driven by this kind of adoption at the clinical level. Instead of relying heavily on traditional marketing, the company has expanded organically as anesthesia providers and health systems recognize the value of integrating safety into their workflows. “Adoption is driven by clinicians looking for a practical way to reduce medication errors without adding complexity,” the company notes. “Once implemented, the system becomes part of the standard workflow.”

This approach has contributed to Codonics’ growth both domestically and internationally. While healthcare systems differ across regions, the underlying challenges of medication safety and workflow efficiency remain consistent, and Codonics aligns its solutions with local standards while maintaining a unified foundation of usability and safety. Its systems are designed in accordance with guidance from organizations such as The Joint Commission (TJC), the Institute for Safe Medication Practices (ISMP), the Anesthesia Patient Safety Foundation (APSF), the American Society of Anesthesiologists (ASA), and the American Society of Health-System Pharmacists (ASHP). This alignment ensures that the technology not only meets regulatory expectations but also reflects best practices in patient care.

And as healthcare technology evolves, so too does Codonics’ engineering approach. Early systems may have been designed as standalone solutions, but modern healthcare environments demand interoperability and integration. “Healthcare technology needs to work within a broader ecosystem,” the company says. “Our focus is on designing systems that support clinicians without adding complexity.”

Of course, feedback from clinicians plays a critical role in this process. The operating room is a dynamic setting where theoretical solutions must perform under real-world conditions, so Codonics works closely with anesthesiologists, pharmacists, and perioperative teams to refine its systems based on direct experience. This ongoing collaboration ensures that its technology remains aligned with clinical needs and reinforces the company’s emphasis on usability, an essential factor in environments where time and clarity are critical.

Over the years, Codonics has received recognition across multiple areas, including patient safety, healthcare innovation, and technology leadership. Most recently, it was named Medication Safety Technology Company of the Year – Perioperative for 2025, a distinction that reflects its continuing focus on improving safety in surgical environments.

“Recognition is meaningful because it reflects the impact of the work being done,” the company says. “But what matters most is that the technology is trusted and used consistently in clinical environments.” Awards bring visibility to the challenges associated with medication safety, but adoption serves as a more meaningful measure of success. When systems become integrated into everyday workflows, they demonstrate their value in a tangible way.

Unfortunately, despite advancements in preparation and administration, medication safety in the operating room remains a complex challenge. Many processes are still manual, and there is often a lack of standardization across different stages of care. One of the most significant gaps exists at the end of the workflow: medication waste and reconciliation. This process is frequently handled separately from preparation and administration, creating gaps that must be reconciled after the fact rather than as part of the workflow, making it difficult to track and verify.

“Waste and reconciliation have historically been inconsistent and difficult to manage, often requiring manual follow-up, delayed documentation, and additional effort from both anesthesia providers and pharmacy teams,” Codonics explains. “This is where we see a major opportunity to improve visibility and accountability.”

To address this challenge, the company developed the Safe Waste System, an FDA-listed, Class I Exempt device designed to operate in conjunction with the Safe Label System. Using spectrophotometric analysis, the system identifies and measures liquid-controlled substance waste at the point of care. This process allows anesthesia providers to document waste in real time, creating a record that supports reconciliation and compliance. By connecting waste handling with earlier stages of the workflow, the system introduced a level of continuity that had previously been difficult to achieve.

With the addition of the Safe Waste System, Codonics expanded its capabilities into a more comprehensive perioperative medication safety platform. What began as a solution for labeling has evolved into a connected medication safety system that spans preparation, administration, and waste. And while each stage of this process presents potential risks, it also offers opportunities for standardization. By linking these steps together, Codonics has created a more cohesive workflow that supports both safety and efficiency. “This is about connecting steps that were previously disconnected,” the company explains. “It allows healthcare providers to introduce consistency and visibility across the entire process.”

The ability to integrate these stages within a single framework represents a significant advancement in perioperative care, reducing fragmentation while supporting more accurate documentation and improved accountability.

Understandably, collaboration plays a key role in Codonics’ approach. The foundational concept behind the Safe Label System originated from work conducted at Massachusetts General Hospital, where efforts to improve syringe labeling safety began. Codonics built upon this foundation, engineering a scalable system that can be deployed globally.

The company has also partnered with technology providers such as BD (Becton, Dickinson and Company), integrating its systems with platforms like the BD Pyxis Anesthesia Station and Intelliguard’s Mira Care Station (RFID). These integrations streamline workflows and reduce manual steps for clinicians, further embedding Codonics’ solutions within the healthcare environment.

Looking ahead, Codonics sees continued advancements in areas such as radio-frequency identification (RFID), interoperability with EMR systems, and real-time data integration. These technologies have the potential to further enhance visibility and coordination within perioperative workflows. At the same time, the company emphasizes the importance of standardization. While automation can improve efficiency, it must be implemented in a way that supports clinical decision-making rather than replacing it.

“Standardization remains one of the most effective ways to reduce variability and support safety,” Codonics says. “Technology should act as an aid within the workflow.”

As regulatory expectations evolve, the need for accurate documentation and accountability is likely to increase. Codonics continues to align its systems with these developments while maintaining a focus on practicality and usability. At its core, the company is driven by a commitment to improving patient outcomes, and this mission influences not only its product development but also its organizational culture. “There is a strong sense of responsibility across the organization,” the company says. “The systems we develop are used in critical moments of care.”

This perspective reinforces a focus on reliability and continuous improvement. By maintaining a close connection between engineering and clinical practice, Codonics ensures that its solutions remain relevant and effective.

For Codonics, the future of perioperative care lies in viewing medication safety as a connected process rather than a series of isolated tasks. Preparation, administration, and waste and reconciliation are all part of the same continuum, and each stage must be addressed to reduce risk effectively. “Medication safety is not a single step; it is a connected process. Our platform brings those steps together to support clinicians, improve outcomes, and introduce a more consistent and accountable approach to perioperative medication workflows.”

As healthcare systems continue to seek ways to enhance safety and efficiency, this integrated approach offers a clear path forward, one that Codonics is actively helping to define. By combining engineering discipline with clinical insight, Codonics remains focused on delivering solutions that align with the realities of patient care, both today and in the years ahead.

The post A Connected and Collaborative Approach to Medication Safety<p class="company">Codonics</p> appeared first on Manufacturing In Focus.

Beetschen’s background is in engineering, specifically in 3D computer vision, and he has previously worked on mixed reality headsets like Microsoft’s Hololens, a mixed reality device from one of the industry’s biggest players. In his experience, many such headsets and tools often have the same problem in that they try to do everything but end up excelling at nothing in particular. While impressive, they do not provide the help for customers that RealWear can.

RealWear’s suite of devices consists of smart glasses that are designed for particular environments and uses. These are further complemented by associated software and services, which include proprietary applications, custom training, and more. Beetschen explains that the company’s devices, such as the RealWear Arc 3 and the Navigator Z1, are “the first devices in human history that see the world as we do,” able to see through the customer’s eyes and provide help on the level of a personal assistant.

The company focuses on making its devices helpful and easy to use, as its long-term vision is to have a higher throughput between humans and machines than can be achieved via typing on keys or using screens. Devices like its smart glasses can help bridge the gap in user-system interfacing industry-wide. The goal is to have the best hands-free personal assistant technology possible for every person on the planet, something only possible through the technology with which RealWear works. “If the larger companies aren’t doing it, then we will,” says Beetschen.

According to him, so many previous generations of humanity’s ancestors were generally living worse lives than we are, and the company takes a certain amount of inspiration in how hard generations before us have worked to make our lives simpler. He believes it is therefore the responsibility of RealWear to make the future brighter and greater, while leveraging machine learning and artificial intelligence (AI) for good, making it accessible in an intuitive and effortless way.

Being active in a more nascent field of the technology sector, the path to success has not always been neatly laid out and has often required trial and error. Previously, the company had tried providing step-by-step instructions for frontline workers using the device when performing maintenance and inspection tasks. The process of doing so was very rigid, whereas reality is often more fluid and messy, and what worked in theory to get clients up to speed did not always end up working in practice, Beetschen says. With newer technology, supported by AI, RealWear can see what a person is doing in real time and act as a helpful colleague that helps a customer better understand a task while letting them do everything in their own order and style.

When it comes to technology, RealWear is putting a great deal of effort into upgrading and refining its operating systems as many figures within the industry are talking about how human language could be the next key interface with AI devices. Using buttons with a machine, says Beetschen, is very inefficient and time-consuming, so more and more people are using voice as an interface, an approach that the company has been already using for years. As the first truly voice-first operating system, the AI technology within a RealWear device can understand what a consumer wants, map to their settings, and act on their behalf, making it much more natural and faster to use.

The competition often makes their business by working in the consumer space, which Beetschen says is a tempting idea; however, RealWear is ultimately among the few successful players for smart glasses in the enterprise space, making its devices for businesses. The company focuses on the whole experience of its technology as opposed to just individual parts like hardware. This experience starts with the packaging, feel, and visuals of the product as well as with the software experience, operating system, and cloud management solutions.

“We’re the easiest to use and deploy,” says Beetschen, and RealWear is the only company of its kind able to create large-scale, reliable deployments.

As a result, its workforce solutions can be found across many different sectors. One of the company’s notable vertical markets is in warehousing and logistics for companies like Coca-Cola, Beetschen says. In these scenarios, frontline workers use RealWear to connect with an order from a client to obtain precise information quickly and to access other crucial data like visuals and map directions. This has helped employers like Coca-Cola increase their speed by about six to eight percent, a considerable difference.

Elsewhere, Ford has equipped around 1,000 of its American dealerships with RealWear devices and has now built a center where mechanics can use the technology to diagnose problems in its fleet of electric cars and fix them more easily.

While results like these are encouraging, the use of AI is still being perfected. Beetschen says that one current limitation is that a user still needs to provide much of the input to explain the context of what is desired from a prompt, a process that must be repeated every time; however, augmented reality devices like RealWear’s products innately gather the context of what the user is doing.

As the AI powering RealWear is a newer computing platform, there will always be challenges for early adopters. Many of the technology platforms and enterprise software systems of RealWear’s clients are still incompatible, which is why the company provides a whole solution that simply works without the need for legacy setups, just one way in which RealWear has its eyes set on the future and always keeps its customer base in mind.

Beetschen says that it is now time to liberate end users from technology that relies on buttons and screens, but the industry, broadly, is still waiting for a tipping point to help that along and clear up lingering confusion. This tipping point may very well come as a result of a landmark deal that the company is in the middle of making as of press time, which Beetschen says will be the biggest augmented reality deal in human history.

This deal will likely create industry buzz somewhere in the range of summer 2026 to the fourth quarter of the year. “We are living in an exciting time with AI,” Beetschen says, and it is also a good time for RealWear to interface with and leverage AI to help humans do even better. Whether it is outfitting a workforce with hands-free technology or being at the vanguard of an ongoing digital revolution, this team will not be satisfied until its technology can be used to help as many people as possible.

The post Bringing Hands-Free Technology to the World<p class="company">RealWear</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Bay-Lynx supports many local customers from the ground up, both on the equipment side and by helping their businesses succeed. This includes help with basic marketing, such as a graphics package for their trucks, and more. “We’re not just trying to sell a piece of equipment and move on to the next customer,” says Koppelaar. “If we can set the customer up for success, he’s going to come back next year to buy a second, third, and fourth piece of equipment as his business grows,” he explains.

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

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

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

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

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

A best-seller
The company is especially proud of its Bay-Lynx Titan, the product line that has catapulted the company into the volumetric concrete world in recent years. Made using abrasion-resistant Hardox® 450—the world’s toughest steel—the Titan is lighter and stronger than ever. And with the BatchPro 3.0 Operators Panel, users can “enjoy a completely automated mixer set-up process and communicate with dispatch via the BatchPro Connect software solution,” according to Bay-Lynx.

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

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

The Titan represents Bay-Lynx’s ongoing commitment to improvement. Every Tuesday morning, the entire company of about 70 gets together on the shop floor. Standing around a screen, each department provides updates on everything from production to assembly and installation, and the ownership team discusses sales.

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

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

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

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

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

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

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

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

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

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

Founded in 1958, the capabilities of the company have surged from basic plastic parts to complex technical and aesthetic components used in demanding environments. Today, Plastiques Gagnon offers end-to-end services, including outstanding mould design, engineering, production, and quality control.

Servicing a wide range of industries, Plastiques Gagnon produces millions of injection-moulded components for core industrial sectors, including: automotive generally, along with electrification parts for vehicles, battery systems, and EV infrastructure; recreation, with power sports components for snowmobiles, motorcycles, ATVs, and marine vehicles; construction and building systems; ventilation and electrical systems; mining; defence and security; and electronics for sensitive applications.

The company’s product types include fluid reservoirs, housings, and enclosures; structural and aesthetic vehicle components; electrical and ventilation system parts; and battery pack and energy storage components, often used in critical systems exposed to extreme conditions and requiring high durability, precision, and consistency.

With continuous investments—more than $25 million since 2019—and new facilities, Plastiques Gagnon has recently significantly increased production capacity and positioned itself for future growth. This sustained evolution reflects a company that has not only survived but adapted, continuously and energetically, to changing industrial needs and technologies, a key factor in its long-term success.

“We evolved from a very small workshop to a major industrial partner, the biggest player in Quebec for small and medium-sized injection-moulding parts,” explains Guy Jourdain, Sales and Marketing Director.

Plastiques Gagnon initially specialized in snowmobile manufacturing before becoming a major player in the motorized vehicle components sector, including personal watercraft, snowmobiles, motorcycles, ATVs, side-by-side vehicles, and marine applications. With a clientele primarily based in Quebec, the company serves numerous assembly plants located in Mexico, the United States, Finland, and South Africa.

Growing from there, Plastique Gagnon developed other markets such as defence-training ammunition and small parts for mining detonators. Versatility in quantity is always impressive, with the company able to provide extremely high-volume products—in the 30 million-per-year range—as well as low-volume products at around 1,000 to 5,000 units per year.

“Some of them we produce every month, and some of them only once a year,” says Jourdain. “This is special for this kind of industry, as most of the time, the materials for the injection moulding process consist of one or two resins. Here, we use more than 3,000 resin blends. One of our strengths here at Gagnon is the flexibility and capacity to adapt our process and production to the needs of our customers.”

Client care is crucial to the company, and it begins with building a solid relationship with the customer and nurturing it over many decades. This has resulted in a strong presence in the power sports industry for 50 years and over 25 years in defence and mining. It’s a point of pride for the team at Plastiques Gagnon.

“Those customers stick with us because we have a good knowledge base, and it’s hard for them to find people who have good knowledge to make the parts,” says Jourdain. It’s this expertise that helps the company stand out in the industry.

As well as the power sports and mining detonator industries, Plastiques Gagnon has developed optical fiber connectors for the electronic software industries, illustrating its unique and extensive range of industries and projects. Additionally, the company develops precision-moulded components, often integrated into critical systems where reliability is essential, leveraging advanced processes such as overmoulding, insert integration, micro-moulding, automated assembly, and welding, with expertise extending to the engineering of resin formulations, ensuring materials are optimized for performance, durability, and environmental conditions.

This technological edge enables Plastiques Gagnon to deliver highly customized, high-performance solutions, making it a trusted partner for manufacturers with complex needs.

Courtesy of cutting-edge technology, the company’s defining strength is its ability to customize products to each client’s exact requirements. Combining this exemplary customer service with extensive knowledge means building long-lasting relationships while also honouring its family history and becoming an industry leader in the province.

“Plastiques Gagnon’s rise is deeply rooted in its family ownership and continuity,” says Jourdain. Founded by Joe Gagnon and his son Jean-Marie in 1958, the company is now led by its third generation—François, Jean, and Monika—a testament to its strong sense of identity and long-term vision. This multi-generational leadership has helped transform the company into a recognized industry leader while combining tradition with forward-thinking strategy.

“Over the decades, this continuity has fostered a culture of innovation and craftsmanship, long-term relationships with clients, and strategic, patient growth decisions,” Jourdain says.

That family commitment has also fostered attention to culture, values, and deep social roots within the community, embracing values of respect, rigour, flexibility, and health and well-being that continue to guide the company’s recruitment and retention strategies. “We have been proactive in investing in international recruitment,” adds Jourdain. “We have welcomed and supported over 50 foreign workers while also investing over $1.2 million in 19 housing units.”

Plastiques Gagnon also prioritizes skills development through various training programs and internal promotion, actively supporting the local population and workforce. “We firmly believe in the importance of giving back to the community,” Jourdain says. “We are proud of our social involvement, which extends far beyond our daily operations. We’re particularly passionate about causes that affect youth, heritage, and culture, as well as health and well-being.”

Through its real estate investments, Plastiques Gagnon created l’Espace Plastiques Gagnon, a significant portion of which is used by the organization Soupe au bouton, whose mission is to improve food security. The company also participates in programs such as Learning Differently to offer unique educational opportunities, while Monika Gagnon serves as regional ambassador for the Grande Bibliothèque’s Audacity of Possibilities program.

“Our involvement is demonstrated by our significant contribution to the construction of Maison d’Hélène, a project for supporting people at the end of their lives that’s particularly close to our hearts,” says Jourdain. He adds that the company participates annually in the Relay for Life in support of the fight against cancer, and recently highlighted its heritage by illuminating the village centre with church lights. Plastiques Gagnon also contributed to the funding of the Living Memory Museum, the Innovation Tower, and the Museum of Sculpted Heritage.

“We remain committed to supporting local infrastructure such as the arena, the lookout post, the golf club, and the marina, while also contributing financially to local festivals,” Jourdain tells us.

While remaining devoted to family, and with customer care at the forefront of the company’s enduring success, its dedication to flexibility is also significant. “Flexibility is critical for a company like Plastiques Gagnon,” Jourdain says. “In many cases, it’s the reason clients choose us over competitors or stay with us long-term.”

Flexibility is indeed a differentiator that is difficult to copy as it stems from several factors, including a company culture based on a family-owned, human approach, an organizational structure that emphasizes reduced bureaucracy, experience across industries, and technical depth, all of which Plastiques Gagnon is proud to possess. Flexibility has helped transform the company from a simple supplier into a trusted partner that can adapt, solve problems, and grow with the client.

Looking ahead, the company is developing more construction components, such as thermostat casing, piping connectors for electronics and electricity, PVC parts, and parts to apply adhesive. Another recent accomplishment is receiving an LOC—Letter of Conformance—for the standard IATF 16949:2016, a first step to receiving the standard certification that will open Plastiques Gagnon to the new and exciting automotive industry market.

“We also want to increase the shot size of our injection process,” Jourdain says. “We’ll probably go over 1,000 tons of moulding press. We did invest about $25 million since 2019 in the facilities here, so that’s a significant increase in the production capacity of the company.”

Plastiques Gagnon now has 60 presses, with 40 of them located at Saint-Jean-Port-Joli, and 20 at the Levis plant, the brand-new location where production started in June 2024, with integration following last year.

Ultimately, the company’s success pivots around its expertise, knowledge, and flexibility, all of which allow it to service customers with the ideal care and attention. “We’re big enough, but not so big as to not be available to the requests and requirements of our customers,” Jourdain says. “We’re still open to developing, and we always adjust our production and capacity to meet customer needs.”

Success will continue for Plastiques Gagnon due to several important factors: its continuous innovation in materials, processes, and automation combined with a customer-centric approach that tailors every solution, assisted by a family-driven outlook from leadership that ensures stability and long-term vision, diversification across industries, risk reduction, and the opening of new markets and strategic positioning in emerging sectors like electrification and energy storage.

“Plastiques Gagnon’s story is one of steady evolution, technological excellence, and strong family values,” Jourdain concludes. “For more than 60 years, it has transformed from a small workshop into a key industrial partner in Quebec, known for delivering custom, high-performance plastic solutions across multiple sectors—and it continues to innovate for the future.”

The post Flexibility Flexes Its Muscles—and Look What Happens<p class="company">Plastiques Gagnon</p> appeared first on Manufacturing In Focus.

“We’re very excited in the sense that the controller and the cable will be the same for all three platforms,” states MC Fastening Solutions General Manager, Jeremy Crockett. “With competition being so tough these days, this gives us a great advantage.”

For anyone outside of the manufacturing world, nutrunners are power tools used to tighten bolts, screws, and nuts in industrial settings, with fixtured nutrunners for automated systems being the segment that brings in the most revenue at present. A servo press is a motor-driven, high-precision industrial press that generates force via a servomotor rather than a flywheel or hydraulic fluid.

MC Fastening Solutions is a division of MC Machinery Systems of Chicago, which itself is part of Tokyo-based Mitsubishi Corporation. MC Machinery Systems distributes and services Mitsubishi laser systems and electrical discharge machines across North America, and there is some overlap between MC Fastening Solutions and MC Machinery Systems in terms of accounting, information technology, and marketing. “Outside of that, we are 100 percent self-sustaining [in terms] of our products and solutions,” says Crockett with pride.

High-performance products
AFC3000 fixtured electric nutrunners are one of the company’s main product offerings. These feature advanced digital control technology and ensure angular feedback and precision motor position control. The high-performance, high-speed tools offer consistent, accurate fastening for clients in automotive assembly, general industry, or electronics manufacturing.

The company’s micro nutrunner systems offer excellent control and accuracy for low-torque applications and are well-suited for sectors in which precision is a prerequisite, such as assembling medical devices or manufacturing electronics. AFC3000 software enables simplified setup and monitoring capability while the eco-friendly design of micro nutrunner systems reduces noise, energy use, and maintenance needs.

MC Fastening Solutions’ HFC3000II handheld electric nutrunners, meanwhile, offer high performance and accuracy. Featuring leading-edge digital control technology, these lightweight, compact nutrunners fit in an operator’s hand. Their ergonomic design means they can be used for prolonged periods without inducing fatigue in operators.

The company’s DSP3000 electric servo press segment blends efficiency, accuracy, and low cost of ownership. These servo presses enhance productivity and flexibility, and are designed to handle myriad industry applications. Safety is maintained via an integrated safe torque off feature.

A platform in common
Now, the handheld nutrunners, servo presses, and fixed nutrunners from MC Fastening Solutions feature a common controller platform and cable. This common platform is a boon for “customers trying to create efficiencies in spare parts and off-the-shelf components,” says Crockett.

The new common controller platform/cable should prove particularly attractive for clients in automotive, a sector that “doesn’t lend itself to downtime. You need to have spare parts,” and automotive accounts for roughly half of the company’s business at present. Other markets served include medical, general industry, electronics, testing, defense, and energy.

The common platform is not the only new product at MS Fastening Solutions. Another recent enhancement is a new, patented anti-cross thread feature for nutrunners. “After you’ve damaged the threads, you’ve got to throw out your part. So, with us, we are doing active cross-thread detection,” Crockett explains.

Providing peace of mind
As to what makes MC Fastening Solutions stand out from the competition, Crockett says, “for me, it’s really peace of mind.” In addition to being extremely high-quality, the company’s products are robust, reliable, and long-lasting, while controller software is designed to be user-friendly. “You receive all the functionality and capability, so the licensing becomes simple. In some cases, with our competitors, you’re buying licenses and then that becomes a mess. We try to keep everything simple and plain in that regard.”

Programming and setup has been designed to be “more like an Android product than an Apple, in the sense [that] it’s a little bit more open-source,” he adds. “Our objective is to make a tool system that can provide intelligent data in a format that is accepted by many different protocols.”

The company’s products are intended to be “open-ended, so anybody can tap in and get the information they need” for manufacturing execution system compilation and analysis, he explains. This system is a software program that tracks, monitors, and collects data during a complete factory production process.

Quality, too, speaks for itself at MC Fastening Solutions. The company’s products are ISO compliant, and the firm holds Canadian Standards Association, UL Research Institutes, and TÜV—a German standards organization—certification. “All of our products are tested and certified [before being] delivered to our building. From there, we will do another check of the system, then put the system together, put a program in there to make sure everything is functional,” Crockett explains. “Everything gets double-checked before it leaves the facility.”

Service above all
MC Fastening Solutions has 12 employees, including Crockett, but punches way above its weight. Among these dozen staff members are product specialists and manufacturing, sales, and engineering personnel who can guide clients from a project proposal to production. MC’s small size actually works to the company’s advantage, in that it is able to provide hands-on customer support. Should a problem arise, clients can avail themselves of day-and-night phone support or send in their files for review by staff.

“We want to make sure our customers are self-sufficient on the product and they’re able to at least understand what’s going on,” says Crockett. “For me, customer service is the most important aspect of this business.”

Given the relatively small size of the team, Crockett looks for new hires with “attitude, drive, and passion” for the company’s products and solutions. “I believe that technical experience and knowledge can be developed over time; our product is intuitive enough. There’s a little bit of nuance as far as terminology goes, but the fundamentals are there, and everything is straightforward,” he says, noting that what the company requires “is someone who is able to anticipate the needs of the customer. That’s how we step beyond—by understanding their needs really, really well.”

As a small, lean organization, MC Fastening Solutions can also tweak software and products speedily to suit client needs without having to go through endless layers of corporate bureaucracy. “We are able to make changes to the product, to the software, quite quickly. We’re very responsive to customers,” says Crockett. “Having that adaptability and that flexibility, I think, offers great value to our customers.”

In spite of being relatively small, MC Fastening Solutions does much of its own promotion. The company is in the process of developing new how-to videos as part of its mission to make clients more comfortable with its products and confident about using them, says Crockett.

Looking ahead, he would like to see MC Fastening Solutions be “more of a player in the industry. I see growth in having more tools and more products. I would like to see, in five years, our figures double.” With its combination of advanced fastening technology, responsive customer support, and the flexibility to adapt quickly to changing client demands, the company appears well-positioned to achieve those ambitions. As manufacturers across industries continue to prioritize efficiency, reliability, and data-driven production, MC Fastening Solutions is intent on proving that even a lean organization can deliver world-class innovation and service.

The post This Small but Mighty Company Offers Nutrunners, Servo Presses, and a New Common Controller<p class="company">MC Fastening Solutions</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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