Indeed, eco-conscious consumers are a growing segment that manufacturers ignore at their peril. But there is a lot of good news in this realm as myriad sustainability options have become available for manufacturers to incorporate.

One of the key principles in sustainable manufacturing is the circular economy; once a product reaches the end of its life, it is either harvested for all its reusable materials or refurbished to provide it with a new product lifecycle. In industry, this can be supported through systems such as tagging products like batteries and electronics and thus tracking a product’s origin and level of recyclability.

For example, Assembly Magazine recently looked at how the automotive industry is finding new ways to take a circular approach through the supply chain of a car. This is especially important when you consider that the average car has about 40,000 parts. That equates to a lot of OEMs contributing to the manufacturing process. To better manage these parts, European automotive manufacturers created Catena-X, which is a data ecosystem for the automotive industry, connecting companies along the supply chain including names like BMW, Denso, Ford, Renault, Volkswagen, and Volvo.

“Catena-X is not just a technology—it’s a paradigm shift for our industry,” Kevin Piotrowski, Chief Transformational Officer of the Automotive Industry Action Group (AIAG), told Assembly. “We’re enabling OEMs and suppliers of all sizes to achieve unprecedented transparency and visibility—while retaining full control over their data.”

This approach is creating a measurable business impact through enhanced supply chain visibility, accelerated compliance, and improved quality management, all without requiring companies to overhaul their existing systems or partnerships.

Through Catena-X, the industry can address challenges like a product’s carbon footprint, tracking CO₂ across suppliers and products while letting companies retain full control over their data. This all leads to faster root-cause analysis, responsive supply chain management, and the ability to anticipate and prevent problems.

Approaches to how things are ultimately put together is also changing with the greener push toward modular production. That means less glue and more compatible parts that make it easier to swap them out and ultimately recover materials once a product reaches its end of life.

Modular production is gaining quick traction in home construction to meet the rising demand for affordable housing, and that is because the process is often faster, relatively inexpensive, and sustainable. The components of a house are built ahead in a factory to better control the output. And because the pieces are pre-assembled, the process minimizes material waste and delays caused by weather. In the factories, automation like robotic arms can be used for framing, welding, insulation, and panel assembly.

Another interesting move toward sustainability among manufacturers is the shift to leasing products as opposed to simply selling them. The journal, Environmental Science & Technology, discusses the potential benefits that come with manufacturing companies leasing rather than selling their products outright. Where disposal costs are high or production costs are low, volumes under leasing are lower than with selling, reducing the industry’s relative environmental impacts.

“If the focus is shifted from products sold to services rendered, it becomes advantageous to have reliable and long-lasting equipment, especially where research and development costs are high,” the researchers note. “With a service-focused business model, the manufacturer has more to gain from improving product performance and reducing the number of units delivered. In-use factors can be minimized with maintenance, whereas efficiency improvements and manufacturing burdens can be improved with product take-back and remanufacturing.”

Furthermore, with leasing, regular maintenance can increase a product’s functioning lifetime, reducing the overall amount of these products that end up in landfill. And the lessor is generally obliged to perform maintenance on leased items, an advantage as the company in question will retain proprietary knowledge of its products and is in the best position to make repairs and upgrade components, potentially even leading to improved technologies in the industry over time.

Like many other sectors, manufacturing is incorporating AI to help improve sustainability. In fact, AI in manufacturing now extends well beyond supporting automation to support real-time decision-making. This leap forward is described in terms like “smart factories” or “smart manufacturing,” which are part of a larger change known as Industry 4.0. IBM has noted how this advanced approach to production uses a combination of connected technologies, real-time data analytics, and AI to create flexible, efficient, and highly automated manufacturing systems.

As IBM explains, “AI monitors ongoing production processes and adjusts without prompting, which maximizes productivity and reduces waste. These systems revolutionize the way companies manufacture, improve and distribute their products.”

The company points out that AI is also at the heart of the growing trend of human-robot collaboration. Traditional industrial robots often require close supervision and controlled environments, but the new generation of AI-powered collaborative robots, or cobots, can work safely alongside humans. Cobots take on repetitive or strenuous tasks while employees focus on more complex and creative work.

Together, these AI applications propel manufacturing toward smarter, more adaptive, and more sustainable practices.

A key component of making manufacturing more sustainable also means taking a close look at supply chains. An MIT report, Sustainability Still Matters, surveyed responses from 1,203 professionals in 97 countries and found that 85 percent of companies say they are continuing supply chain sustainability practices at the same level as in recent years or are increasing those efforts.

Broadly, the survey found that for European-based firms, the principal driver of action in this is government mandates such as the Corporate Sustainability Reporting Directive, which requires companies to publish regular reports on their environmental impact and the risks to society involved. In North America, company leadership and investor priorities are the factors driving an organization’s efforts.

When it comes to business and sustainability, greenhouse gas emissions are either produced directly or come from the energy used to produce an item. And then there are the emissions that are produced across a firm’s supply chain, including activities involved in producing, transporting, using, and disposing of its products. The report reveals that about 40 percent of firms keep close track of the emissions they directly produce, but far fewer track the emissions of the supply chain. Yet the supply chain may account for roughly 75 percent of emissions overall.

Clearly, trying to calculate the total emissions along a supply chain is no easy task. However, there are opportunities to acquire analytics in this area. One option is called life cycle assessment software, which provides estimates of a product’s emissions, from the extraction of its materials to its disposal.

And finally, one of the ways to make a sustainability impact is with the actual materials that go into the product. Take green steel for example. Traditionally, extracting that all-important iron from ores requires blast furnaces that run on fossil fuels, and on a large scale. The iron and steel industry is responsible for 11 percent of global emissions—that’s the equivalent to all the world’s private cars and vans.

Steelmaking in the U.S. is already greener than in many countries, thanks to the popularity of electric arc furnaces that use electricity, not heat from burning fossil fuels, to melt scrap steel and recycle it. On this front, there are emerging startups such as Boston Metal that say they can use electricity for the iron-making process, a crucial step in making brand new, or virgin, steel, the BBC reports.

Switching from traditional blast furnaces to electric arc furnaces can lower carbon emissions per ton of steel produced from 2.32 tons of CO₂ to 0.67 tons of CO₂, says the BBC. “For ironmaking, some plants could use green hydrogen, made using electricity from 100 percent renewable sources,” says Simon Nicholas, lead steel analyst at the Institute for Energy Economics and Financial Analysis.

There are paths forward, with North America taking a leadership position. As sustainability continues to become a greater consideration in purchasing decisions, it is worth looking at how to incorporate the latest advances or find ways to become more sustainable in the existing processes of manufacturing to stay relevant. Consumer preferences will influence the market and help drive change.

The post The Sustainable Shift<p class="company">How Circular Thinking Is Reshaping Industry</p> appeared first on Manufacturing In Focus.

The paper manufacturing industry, as it is called in government records, covers everything from pulp and paper mills to companies that make paper products. Pulp mills separate cellulose fibers from other wood impurities, while paper plants form these fibers into sheets, which manufacturers then cut and shape into various wares.

The North American pulp and paper sector is both very old and very large. The first American paper mill was founded in 1690 in Pennsylvania, while the first Canadian paper mill opened its doors in Quebec in the early 1800s.

As of 2024, there were nearly 800 establishments in Canada within the pulp, paper, and paper products segments, and together, they generated over $17.2 billion in exports that year, reports Canadian Industry Statistics.

The American paper manufacturing sector, meanwhile, employed more than 350,000 people in December 2025, according to the U.S. Bureau of Labor Statistics. The overall U.S. pulp and paper market was valued at over $52 billion in 2023 by international research firm Fortune Business Insights.

Yet for all its size and success, the pulp and paper sector suffers from an image problem. Rightly or wrongly, people often associate papermaking with clear-cut forests, old-fashioned sawmills, and mills polluting water with effluent.

Such critics would be surprised at the extent to which the industry has embraced new technologies, methods, and materials. The aim is to modernize the sector while making it more eco-friendly. These are timely goals, as new opportunities beckon for pulp and paper companies even as traditional markets decline. While demand for newsprint shrinks, e-commerce has spurred a huge increase in door-to-door deliveries, which means far more packaging.

High-tech solutions for the pulp and paper sector include sensors and camera systems that track performance, collect data, monitor quality, and detect slight changes in equipment that could necessitate preventative maintenance. Remote monitoring allows staff at a pulp or paper mill to keep track of processes and machine performance even when they are not on site. An Internet of Things (IoT) network can compile input from sensors, cameras, and other tools, analyze the data, and offer suggestions for improvement. Some firms have begun to utilize IoT sensors to monitor and control the moisture of wood chips and to track raw material flow during production.

Regardless of the solutions or tools used, the prevailing message is the same: “digitalizing” pulp and paper mills can boost revenue and improve performance.

“Beyond efficiency and sustainability, the mills that embrace digitalization typically see throughput gains between five percent and 10 percent, yield improvements of up to five percentage points and significant material, chemical, and energy savings… For Canadian pulp mills, digitalization represents a high-impact, low-capital investment strategy for maintaining global competitiveness,” wrote Keijo Pyörälä in April 2025’s Digitalizing Pulp Mills in Pulp and Paper Canada magazine.

Going forward, the advent of Artificial Intelligence (AI) could add a whole new dimension to pulp and paper production by offering enhanced solutions, suggestions, and historical examples.

Robotic systems are also becoming more common within the paper industry. Robots are particularly well suited for repetitive jobs such as monitoring quality, product handling, palletizing, depalletizing, and unloading rolls of paper. Using robotics in this manner can improve efficiency, boost safety by removing the need for humans to work around massive rolls of paper, and cut costs.

If robots are a useful addition when it comes to paper production, some companies are looking to add a dash of electronics to paper itself. “Smart paper,” as it has been dubbed, consists of paper with embedded lightweight radio-frequency identification (RFID) tags. These tiny electronics can transmit and receive information, a highly useful capability for applications such as school textbooks, interactive books, or medical diagnostics.

In addition to adding technology to plants and electronics to paper, companies might want to take a closer look at their base materials. To this end, a wide array of non-wood pulps can be used to produce paper, potentially saving forests in the process. This category includes “stone paper,” which is exactly what it sounds like, paper made from 80 to 85 percent CaCO₃ (calcium carbonate, a natural compound found in some rocks). It is a niche product for now but does represent an alternative to cutting down trees and putting them through chemical-laden pulping and paper making processes.

“Not a single tree or drop of water are used to manufacture stone paper materials, nor any of the harmful acids, dyes, and bleaches otherwise required to whiten and treat pulp and paper,” says the website of BC’s Stone Paper Solutions Ltd. Stone paper production requires only a fraction of the energy needed to make traditional paper and entails a drastically smaller carbon footprint, says the company.

If stone paper seems unconventional, there are plenty of plant materials including wheat straw, flax, reed, bamboo, and hemp that can also be used to make paper. Bamboo in particular offers several advantages, as noted in a 2021 paper by Kelly Buchheit, Alternative Fibers in the Tissue and Towel Industry from Solenis LLC of Delaware: “Bamboo captures more carbon dioxide and releases more oxygen while requiring less maintenance than trees,” writes Buchheit. “Bamboo is harvested by cutting the stalk but leaving the root intact, which can reduce deforestation.”

Bamboo also lends itself well to the pulping process, a bonus for companies concerned about sustainability and efficiency. “For pulp manufacturers, bamboo is the easiest non-wood fiber to pulp, allowing for conventional chippers and similar cooking conditions to hardwood, which enables the fiber to be used in conventional continuous digesters,” notes Buchheit.

Offering a viable alternative to plastic is another way that pulp and paper companies can shine. Bags and packaging made from non-biodegradable plastics have dominated the consumer goods market for decades, causing significant ecological harm. The challenge has been to find a paper-based solution that does not get soggy and weak when wet and can hold up as well as plastics.

To this end, Dublin, Ireland-based Smurfit Kappa Group launched a Better Planet Packaging Initiative with materials substitution in mind. Smurfit’s contributions to this field include AgroPaper (sustainable and biodegradable paper made from long pine fibers that offers a suitable replacement for polyethylene), TopClip (a paper-based, 100 percent renewable replacement for plastic shrink wrap that can be used to bundle cans), and a new paper pallet wrap (a completely paper-based alternative to polyethylene stretch wrap designed to secure loads on pallets). Smurfit, listed among the top pulp and paper manufacturers in the world circa 2023, has since merged WestRock of Atlanta, Georgia to become Smurfit WestRock.

Other developments that could push the pulp and paper industry forward include “dissolving pulp” (DP) and recycling. DP is a raw material gleaned from wood cellulose that can be dissolved in solvents and transformed into man-made cellulosic fibers (MMCFs) such as lyocell, viscose, and modal for textile manufacturing. MMCFs can be used as a replacement for synthetic materials such as nylon and polyester, which are derived from petroleum. DPs offer decent performance without the negative side effects associated with fossil fuels.

Of course, one of the simplest ways to go green and reduce costs at the same time is to make new paper from old paper. Manufacturers can save forests—and money—by using recycled paper instead of virgin fiber from trees. New de-inking processes, which eliminate contaminants from recycled paper, hold the promise of improving the quality of the final product.

From AI to paper with embedded electronics, automation, sensors, and wood alternatives, North America’s pulp and paper sector has multiple ways to go high-tech for a sustainable and profitable future.

The post Pulp, Paper, Progress<p class="company">Innovation Reshapes a Legacy Industry</p> appeared first on Manufacturing In Focus.

While such components have been around since the 19^th century, the company has a very modern mindset, as evidenced by its flexibility, creativity, and unique four-day workweek.

“Our products power the systems that everybody uses. Without transformers and inductors, you don’t have electronic devices or electricity to feed them,” notes President and Engineering Manager, Tom Bresele, P.Eng.

The Region of Waterloo is host to two universities, one of which, the University of Waterloo, is an engineering/computer science powerhouse. The area also boasts the Perimeter Institute for Theoretical Physics, a world-renowned research centre, and the company BlackBerry Limited (formerly Research in Motion), a pioneering smartphone developer. Google, Shopify, Honeywell, and OpenText all have a presence in the community.

Against this state-of-the-art technology backdrop, Electronic Craftsmen continues to thrive. In addition to producing quality products, it has endured by offering stellar client support and a spirit of humility.

“We have a very talented engineering team whose main focus is custom design,” shares Vice President of Finance, Kathy Hastie. “That seems to attract some of those niche markets that need the extra attention,” she says, adding that they “take the time to get to know our customers and what their specific objectives are. We take the opportunity to ensure that customer service is at the forefront of what we do. We’re in the tech centre of Canada, being in Waterloo, but we’re not a new technology. This kind of technology has been around since electricity distribution.”

Old-fashioned as the company’s products may be, the team is “always willing to adapt to the changing marketplace,” says Bresele. Electronic Craftsmen’s design work is all self-performed, with a company database containing thousands of unique designs for inductors and transformers. And even though the firm’s heritage dates back decades, it remains open to new concepts and ideas. “We’re always making new transformers and new inductors for new applications,” states Bresele.

In practise, this means taking a hybrid approach to manufacturing. Some of the company’s high-volume parts are made in China, while more complex components are produced in Waterloo, where it maintains an in-house machine shop that produces custom moulds and parts. Electronic Craftsmen can perform winding, soldering, and coil assembly, among other services, and can custom-grind ferrite to tolerances of 0.001 inches (a ceramic material commonly used in electronics magnetics).

The company sells its products across multiple sectors, with the aircraft parts and industrial controls markets generating the most business activity. Other sectors served include water treatment systems, induction heating, conventional and LED lighting, airport security, rail transportation power systems, and naval sonar systems.

As the company name implies, craftsmanship is central to everything it does. In the past, Electronic Craftsmen followed the Canadian Standards Association Z299 quality assurance guidelines. An ISO 9000 precursor, Z299 certification denoted an ability to achieve rigorous quality assurance benchmarks. Today, Electronic Craftsmen is an ISO 9001 and AS9100 registered operation, the latter being an aerospace standard.

Quality Manager, Otilia Vandici, M. Eng., ensures that standards are upheld and that the company stays up-to-date on regulatory changes and new quality assurance requirements. It undergoes a survey audit each year and a full audit every three years. Vandici “does a great job of making sure we’re adhering to and implementing the evolving quality standards,” notes Hastie.

The company was established in 1956 by Hugh Watt, whose last name seems entirely appropriate for the founder of an electronics company. Over time, there have been ownership changes and tweaks to the company name which was, for a while, called E Craftsmen; no matter the name, however, the importance of maintaining good workplace relationships has been a constant throughout the company’s history. “We really appreciate the employees we have,” says Hastie. “We take pride in the longevity of our team at Electronic Craftsmen. Many of our employees have been with us for more than 30 years, with some surpassing 40 years of service.”

Electronic Craftsmen’s personnel—a team of 48 at present—enjoy some unusual perks such as a four-day workweek, a workplace benefit that stems from the company’s experience during the recent COVID pandemic. Even though the company stayed open as it was deemed essential in building parts for medical test equipment, management was concerned about COVID’s impact on its employees. Many other businesses had been closed by government order or had switched to remote work, making day-to-day life difficult. “We wanted to give our staff a little extra time to get out, get their groceries, while staying safe. So, we decided to close our doors on Wednesdays for our team to have an extra day,” explains Hastie.

The concept went over so well, high-level discussions were had about making the temporary measure permanent. Fueling these discussions was research about the positive benefits of a four-day workweek in the Netherlands. A decision was made to approach staff with an intriguing proposal based on their existing work schedules: employees enjoyed two paid 15-minute breaks a day, plus an unpaid lunch. “We asked for our team’s input and support. We needed to ensure that the change would benefit our employees without compromising our quality standards or customers expectations,” recalls Hastie.

Team members responded enthusiastically and a temporary measure instituted during a pandemic became standard company policy. Staff who perform their usual 32 hours of work a week do not have to come in on Fridays but still get paid for the time off. “We call it a bonus day,” she says. The company’s adoption of the four-day workweek is further proof of its flexibility and concern for its workforce.

The company received a huge promotional boost in 2019 when it was featured on the Discovery Channel’s How It’s Made show. Filmed in its facility at 73 Schaefer St. in Waterloo, the episode offered a step-by-step description of the inductor manufacturing process. Beyond this, promotion largely consists of word-of-mouth referrals from satisfied customers. In part because the company has been around so long and has such a good reputation, Electronic Craftsmen has a sizeable share of repeat customers, and universities around the world frequently contract it for various goods.

“We make parts, even one-offs, for research and development for University projects, and when those graduates go out in the field, they remember the company that made this one-off and we get repeat business that way,” explains Bresele.

When it comes to challenges, Electronic Craftsmen faces many of the same issues affecting other manufacturers across Canada. These include an aging workforce since, just as skilled industrial workers tend to skew older, young people are not flocking to apply for transformer and inductor jobs. Tariffs imposed by the United States on a variety of goods have also proven to be a major obstacle. The company is “taking a measured approach as it awaits further updates on export taxes,” says Hastie.

Most parts made at the Waterloo facility are CUSMA-compliant (the Canada-United States-Mexico Agreement being the latest iteration of a North American free trade pact). While this is helpful, many of the company’s customers are also reeling from international tariffs, adding to woes. For all that, Electronic Craftsmen remains “a Canadian-controlled, private corporation,” that serves an incredibly important function, notes Bresele with pride.

Staff members are optimistic and point out that new hires who do come on board are often familiar with cutting-edge technology, which bodes well for the future. Going forward, “I think we’re going to see a change in our staff, of course,” Hastie shares. “As some of our workforce considers retirement, we are focusing on attracting the younger generations to bring their new ideas and skillset into the industry. We’re going to see some interesting changes in the next five years.”

There are no plans, however, to allow robots and AI-controlled computers to run this venerable electronics firm. Bresele concludes: “As technology changes, we will adapt to use the tools to aid and design but manufacturing will remain hands-on here because of the custom work we do.”

The post Old-fashioned Technology with a Modern Twist<p class="company">Electronic Craftsmen </p> appeared first on Manufacturing In Focus.

Septimatech’s workplace culture shapes how teams collaborate with one another and with customers, ensuring technical capability is matched by strong relationships and consistent execution.

“Customer challenges are our challenges as well,” says Blain Parkinson, Septimatech Group’s Sales Leader. “Our customers operate in fast-paced manufacturing environments where downtime is costly and consistency and reliability are critical.”

These challenges include tight delivery schedules, evolving product requirements, dynamic production environments, time pressures, skilled labour shortages, and the need for Septimatech’s equipment to integrate seamlessly with customer equipment. The company addresses them by utilizing its longstanding partnerships, taking a solutions-based approach, and working closely with customers early in the process to fully understand their applications, constraints, and long-term goals.

“We’re an engineering company, so we have to understand what their challenges are and then provide that need-based solution for them,” Parkinson emphasizes.

Indeed, this is a company that prides itself on always putting customers first, and this is enhanced by its investment in its team through fostering a culture of collaboration, communication, and continuous growth. “Our investment in our people is anchored in two complementary terms that are becoming cultural pillars: One Team and One Legacy,” says COO Eric Murray. “Together, they provide clarity around both how we work together and how each person contributes.”

One Team defines the shared commitment to act in the best interests of the company and its customers, above individual priorities and individual departments, a mindset reinforced through the One Team Leadership Team, which meets regularly to focus on leadership behaviours, tools, open communication, and alignment.

“We strongly believe that investing in our people directly impacts the value we deliver to customers,” Parkinson says. “We foster a culture built on collaboration, open communication, and continuous growth. Cross-functional teamwork between sales, engineering, and manufacturing ensures alignment and accountability at every stage of a project.”

Ongoing training, mentorship, and knowledge sharing are priorities, helping the team stay ahead of industry trends and emerging technologies. By empowering employees to contribute ideas and take ownership, Septimatech creates an environment where innovation thrives and customers benefit.

“These discussions centre on accountability, trust, empathy, respect, and psychological safety,” adds Murray. “They ensure we lead consistently, communicate openly, and support one another as a unified team. This alignment at the leadership level sets the tone for collaboration across the organization.”

One Legacy puts the responsibility back on each employee, building on the foundation created by Septimatech’s seven founders. In fact, Living the Legacy represents the seven values, principles, and beliefs that guide how employees show up every day, with each employee building their own legacy from their very first day at Septimatech.

To support both One Team and One Legacy, a shared Accountability Ladder gives teams a common language to hold themselves and each other accountable by clearly defining above-the-line and below-the-line behaviours to remove ambiguity around expectations and create a constructive way to address challenges.

These cultural investments have helped elevate how everyone works together, aligning behaviour, accountability, and purpose, and strengthening performance as One Team, while empowering individuals to build One Legacy that carries the company forward.

Embracing empathy, Murray adds, is another vital company component and begins with putting yourself in another person’s shoes. “Each of us manages pressures that others may not always see,” he says. “It’s about stepping into the perspective of sales, engineering, manufacturing, or finance and understanding the challenges they’re facing. When we look at situations from both sides, we make better decisions in the best interests of the One Team and of our customers overall. That mindset is one of my passions.”

On the manufacturing side, Septimatech has also worked to reduce its design and manufacturing times through value-added and automation enhancements. “We’ve been very deliberate on reducing design and manufacturing times,” Murray says. Using Value Stream Mapping, the company starts by mapping out the process end-to-end for a product, looking at the current state, design, manufacturing, materials, quality, and shipping. “That gives us a clear picture of where improvements can be made and allows us to define a future state.”

As part of that work, a significant portion of the company’s automation has been focused on improving the quality and reliability of engineering outputs by implementing automatic checks and structured design-release steps to ensure critical requirements aren’t missed. As an engineered-to-order company, every order is unique, but there are still common elements that lead to a successful, high-quality outcome. “Automation helps us consistently apply those proven elements while maintaining the flexibility that our customers require,” Murray explains.

Standardized design platforms, improved internal processes, and advanced testing capabilities have also helped accelerate development without compromising quality. “In manufacturing, automation enhancements and continuous process improvements have increased throughput, repeatability, and efficiency,” Parkinson adds. “These investments allow us to respond faster to customer demand while maintaining the high standards our customers expect.”

All of these improvements operate within a standard PDCA (Plan, Do, Check, Act) cycle. Plans are changed based on Value Stream Maps and implemented in a controlled way, and results are measured, adjusted, and then standardized. This continuous improvement loop affords reduced cycle times while steadily improving quality and predictability, resulting in better quality upfront, fewer iterations, and more reliable outcomes.

“We add value by taking the time to truly understand our customers’ pain points and then applying our expertise through the right product solutions,” says Murray. “By working closely with them early, we can tailor solutions to their specific application and constraints rather than offering a one-size-fits-all approach.” Consistency and reliability come from strong alignment and follow-through, he adds.

One of Septimatech’s biggest challenges recently has been operating in a more complex global environment, dealing with factors such as tariffs, evolving cross-border requirements, and rising costs that have added uncertainty for both customers and internal planning. “These pressures can create hesitation around project timing and investment decisions, particularly for engineered-to-order solutions where predictability matters,” Murray says.

Despite these challenges, the team has enjoyed strong order growth, expanded its customer base, and successfully delivered several large and complex projects. “These accomplishments are a direct result of our team’s adaptability, resilience, and commitment to customer success,” shares Parkinson.

Indeed, Septimatech has responded without disrupting customer operations by focusing on being proactive and working closely with customers to simplify complexity by supporting shipping documentation, customs requirements, and related paperwork. This approach has helped ensure smooth, predictable delivery and turnaround times, allowing customers to maintain momentum even in uncertain conditions.

“Internally, we’re also proud of the progress we’ve made in strengthening our capabilities,” Murray says, citing advancements in standard costing, pricing strategies, and continuous improvement initiatives that have reduced design and manufacturing times while delivering some of the strongest quality metrics in the company’s history. “We’ve introduced value-added product enhancements and thoughtfully applied automation to improve consistency, streamline processes, and elevate the customer experience.”

As for milestones, there are some clear similarities in how Septimatech thinks about the future and how it approaches a Value Stream Mapping exercise, starting by honestly evaluating its current state, then looking ahead to the vision of where it wants to be, and finally defining the steps required to move from one state to the next.

It’s an approach that carries directly into its annual business planning, where the company sets priorities, aligns the team, and turns longer-term vision into practical, achievable actions. By following the plan and taking deliberate steps forward, the company can make steady progress toward its goals rather than chasing short-term wins.

“For us, the focus is on continuous improvement from today’s reality toward tomorrow’s vision—measuring progress, adjusting when needed, and staying disciplined in execution,” Parkinson says.

That mindset keeps Septimatech aligned as One Team, ensuring the milestones pursued translate into meaningful, lasting improvements. “We don’t spend a lot of time focused on competitors,” Murray says, adding that Septimatech is very clear on who it is, the products it offers, and the value those products deliver. “Our success has been built on strong customer relationships and taking the time to truly listen and understand each customer’s specific application and challenges.”

That focus allows the company to apply its expertise in a way that’s practical and tailored, rather than forcing standard solutions where they don’t fit. “We believe that understanding the customer’s environment, constraints, and goals is the foundation of delivering reliable, high-quality outcomes. It is what we believe in, and it’s what has driven our success,” says Murray. By staying focused on customers, culture, and continually improving how it delivers value, the company has built long-term partnerships that matter, which remains a priority moving forward.

The future for Septimatech will bring expanded automation capabilities, further reductions in lead times, and deepening partnerships with key customers while also focusing on strategic planning for growth, such as investments in technology, talent development, and new market opportunities. In another move, the company also recently entered a new partnership with Magnetic Technologies Ltd., bringing advanced magnetic capping headsets to manufacturers seeking to maximize productivity and streamline changeover processes. “By integrating Magnetic Technologies’ industry-leading hysteresis capping headsets into our cap handling solutions, Septimatech has expanded its abilities to enable fast, accurate, and repeatable setups,” says the company. “These magnetic headsets are designed to be compatible and interchangeable with OEM cappers, ensuring seamless integration into existing production lines.”

“What truly differentiates us is our combination of technical expertise, customer-first mindset, and collaborative culture,” Parkinson says. “We don’t just supply equipment; we become a trusted partner. Our ability to listen, adapt, and deliver reliable, application-specific solutions consistently sets us apart from others in the industry.”

As Murray stresses, “Legacy isn’t something you only define years later looking back; it’s built every day through the choices we make, the standards we hold ourselves to, and how we support one another and our customers. Over time, it becomes something you can reflect on and be proud of, but it really starts on day one and grows each and every day.”

The post Trust, Loyalty, Legacy<p class="company">Septimatech Group</p> appeared first on Manufacturing In Focus.

Currently based in Richmond Hill, Ontario, Kemflo Canada is in the process of relocating to its new multi-million-dollar facility in Bradford West Gwillimbury. The move represents “a significant milestone in our growth strategy for 2026,” according to company President John Kehren. “This new location will allow us to upgrade our production layout, optimizing workflow efficiency and improving storage management.”

Certified ISO 9001:2015 for the manufacture and assembly of plastic injection molded products, Kemflo Canada’s wide-ranging capabilities include engineered solutions for custom assembly, product design, prototyping and 3D printing, mold design and making, quality control and product verification, and more.

With an array of equipment at its existing location, the company is continuing to make strategic capital investments in injection molding machines, press robotics, and centralized bulk storage and material handling systems. “These investments will increase production capacity, enhance product quality, and support long-term operational efficiency,” says John Kehren. “In addition, we will be expanding automation within the assembly department by incorporating semi-automated solutions, reducing manual handling and enabling higher-volume production.”

The move to the new facility will be completed in phases, according to Operations Manager Christopher Kehren. This will see the company begin by relocating its office, warehouse, and larger-tonnage machines (1100 and 1200). The scheduled relocation will then see Kemflo Canada move its injection molding machines, followed by other equipment. This well-timed operation will allow production to continue at both the existing and new facilities during the transition, so there is no work stoppage.

“In the medium term, once the facility is fully operational, we plan to resume expanding our services on both sides of the border,” states Christopher Kehren. “Our goal is to complete the move by June 2026.”

In recent years, the company has invested well over $10 million back into the business, with one of its many recent investments being a shredder grinder, a piece of equipment that will enable materials to be reused when appropriate. Benefits including reducing raw material waste, promoting more sustainable manufacturing practices, and improving control over material costs.

Realizing the importance of embracing emerging technology to meet the needs of its many customers, other recent purchases have seen Kemflo Canada increasingly move toward more robotic automation. This will improve process consistency by minimizing defects and reducing cycle times. These efficiencies, and others, will continue to lower manufacturing costs while allowing the company to scale production and reduce its overhead.

The company’s use of tech extends to software from SOLIDWORKS®, a leader specializing in 3D CAD and cloud software development products and solutions. “SOLIDWORKS software helps our engineering team design and simulate complex projects, reducing errors and shortening the product development cycle,” says Nicole Kehren, Business Development/Manager), “while 3D printing enables rapid prototyping and efficient design validation. In the molding process, robotic arms ensure consistent, repeatable operations that minimize human errors.”

“Kemflo Canada’s investment in advanced machinery enables us to offer competitive pricing and faster delivery times to our customers while significantly enhancing overall production capacity,” explains Nicole Kehren.

Some of Kemflo Canada’s many high-quality injection molding products include Tank Accessories for roto-molded/blow molded tanks used in the industrial and agricultural markets and Plastic Random Filtration Media used in chemical processes to scrub caustic fumes and other contaminants. This product is also used in wastewater management filtration systems. New product developments include a line Kemflo has invested in and designed new tooling for, Septic Lids and Risers, with other accessory parts used for the Concrete and Plastic Septic Tank Market.

Also in its Tank Accessory line, Kemflo has introduced its newest combination vent, the Maximus II vent, the latest development providing maximum pressure/vacuum venting for IBCs (Intermediate Bulk Containers) at a competitive cost. This has been added to the company’s pressure/vacuum vents for IBCs used for transporting and storing hazardous chemicals.

Constantly innovating to meet changing industry standards and the needs of its clients, Kemflo Canada looks forward to more positive developments in the months to come. “This year, Kemflo’s primary goal is to relocate our base of operations,” says Nicole Kehren. “Our team is excited to settle into our new home!”

The post World-Class Capabilities<p class="company">Kemflo Canada</p> appeared first on Manufacturing In Focus.

For LIVIO Building Systems, the answer lies in rethinking how these facilities are delivered. Through its LIVIO AI Data Center Factory (LAIF) platform, the company has positioned itself at the vanguard of rapid AI infrastructure deployment, enabling developers to transform land and power into operational AI compute capacity in a fraction of the time traditionally required.

At its core, LAIF is a pre-engineered, multi-trade panelized building system designed specifically for AI data centers. The approach combines LIVIO’s modular wall and roof panels with integrated electrical and plumbing infrastructure, allowing structures to be assembled on site with remarkable speed. The system is designed to support scalable modules ranging from 20 megawatts to more than a gigawatt of capacity, accommodating the massive computing loads required by modern AI systems.

In practical terms, the LAIF approach condenses what would typically be a multi-year development cycle into mere months. Using standardized components shipped directly to the project site and assembled in a LEGO® brick-like manner, the building shell can be delivered in roughly 45 days, with hardware and rack installation following shortly thereafter. A complete AI data center can be converted from “land to compute” in as little as 99 days.

Engineering the next generation of AI infrastructure
The concept builds on LIVIO’s established panelized construction system, which has been evolving rapidly in recent years. In fact, since the company was last featured in Construction in Focus in 2024, two new generations of its building system have been introduced.

Generation 2.0 enhanced LIVIO’s original panelized platform by integrating structural sheathing into wall assemblies and incorporating plumbing and electrical infrastructure directly into the panels themselves. Founder and CEO Navneet Aron says the upgrade dramatically increased the completeness of the company’s off-site manufactured components.

Shortly afterward, Generation 3.0 launched as a fully closed-wall system designed to arrive on site essentially ready for finishing. With the interior surfaces prepared for painting and exterior surfaces ready to accept dry cladding systems, customers can move almost immediately from installation into the finishing phase.

These improvements laid the groundwork for LAIF, which adapts the same manufacturing philosophy specifically for high-performance AI data center environments.

“AI infrastructure is one of the fastest-growing construction segments in the world,” Aron explains. “The challenge is that traditional construction timelines simply cannot keep up with the demand for compute capacity.”

Solving the bottleneck
The surge in generative AI and large-scale machine learning has triggered unprecedented investment in digital infrastructure. Hyperscale technology companies and specialized developers are pouring hundreds of billions of dollars into new facilities, yet the pace of construction remains a major constraint. For many developers, the building itself—not the chips or cooling systems—has become the biggest bottleneck.

This is precisely where LAIF can make an impact. By fabricating building components off-site and assembling them quickly on location, LIVIO’s system dramatically reduces the labor requirements and construction time typically associated with large-scale data centers.

In one recent project in Ohio, LIVIO and its partners demonstrated the potential of this approach, delivering a fully operational AI data center facility within weeks of the project’s initiation. The speed and efficiency of that deployment led the developer to commit to using LIVIO systems across its broader project portfolio.

The LAIF platform also incorporates design features tailored to AI workloads, including compatibility with high-density racks, advanced cooling systems, and integrated infrastructure for power distribution and monitoring.

A platform built for global scale
While AI infrastructure has become the company’s most prominent offering, LIVIO’s building systems continue to serve a diverse range of applications, from residential and commercial developments to specialized structures with enhanced security features. Still, the explosive growth of AI computing is shaping the company’s global strategy. In recent months, LIVIO has seen strong demand not only across the United States but also from developers in the Middle East and other emerging markets eager to build new infrastructure quickly. Saudi Arabia has been one of the first regions where the company has engaged with major development groups, while opportunities are also emerging in parts of Africa and Asia.

As word spreads about the efficiency of its systems, Aron says developers are increasingly drawn to the company’s combination of precision, speed, and cost control.

“A developer anywhere in the world wants the same thing,” he says. “They want to build accurately, quickly, and predictably. Our system makes that possible.”

Reimagining how the world builds
Beyond speed, the company’s technology addresses several structural challenges facing the construction sector. Labor shortages continue to affect markets worldwide, while traditional building methods often struggle with delays, cost overruns, and inconsistent quality. LIVIO’s panelized system reduces on-site labor requirements by as much as 80 to 90 percent while delivering construction accuracy within one-eighth of an inch, Aron says.

“Our mission has been to reduce reliance on a highly skilled labor force on the job site,” he explains. “If we can simplify the process and make it more predictable, we can fundamentally improve how buildings are delivered.”

To help achieve that goal, LIVIO systems are designed to be intuitive to assemble, with clearly labeled components and step-by-step installation guidance.

The road ahead
As the global AI infrastructure boom accelerates, LIVIO expects its LAIF platform to become an increasingly central part of its business. The company is already preparing future generations of its building system, which will introduce additional pre-installed elements such as roofing assemblies, interior doors, and expanded finishing options.

The ultimate goal is to push the boundaries of how quickly complete structures—particularly complex facilities like AI data centers—can be delivered.

“We will continue to deliver to our current customers and expand our markets here nationally and globally,” Aron says. “AI infrastructure is only going to grow, and we believe our technology will play a major role in enabling that growth.”

The post Leveraging Technology for Global Success<p class="company">LIVIO Building Systems</p> appeared first on Manufacturing In Focus.

Throughout its 50-plus years in business, Great Northern Cabinetry has worked with leading kitchen designers to offer an extensive product line with numerous personalized options and attention to detail that is second to none. Working with an array of premium materials, the company creates one-of-a-kind cabinets tailored to each client’s needs and tastes.

Now, after successfully weathering a particularly challenging year, GNC has emerged ready for the year ahead and many more to come. “The reality is the cabinet industry has gone through a tremendous amount of turmoil in the last six months, given all of the challenges around housing and housing-related products and categories,” says owner Tim Ford. “There have been several significant cabinet companies that have folded their tent and closed up shop, but we’re still here, fighting and managing through it.”

Despite these extraordinary challenges, Ford considers present success in three ways: one, how is GNC performing commercially; second, how is it performing operationally; and third, how is it performing financially?

“Commercially, a year ago, we had a limited sales force,” he says. “Our sales manager had retired, we had a new sales leader, and over the past year, we’ve almost completely changed out our sales team, bringing on new sales reps who are very deeply ingrained in the industry.”

This means well-connected reps who have a deep network of customers that they’ve worked with previously. “From a commercial perspective, we’re in a really good place to grow our business, and in fact, we’re starting to see the fruits of that,” Ford shares. “In the fourth quarter alone, we had several dozen new dealers sign up and join our dealer network, and we’re beginning to see that turn into new business.”

Knowing you’re starting the new year with a “bit more wind in your sails” than a year ago when the future looked unclear feels good, he adds. “The tale of last year was that it started with a great deal of enthusiasm, but the uncertainty regarding tariffs and other related activities caused a degree of question and concern, and then people pulled back. But as interest rates have started to come down and things are starting to thaw a bit, it’s starting to feel similar to the start of last year from an enthusiasm standpoint.”

As GNC anticipates significant growth in 2026, a material delivery system implemented last year will enable the company to more efficiently manage material flow, material consumption, and inventory. With sales expected to grow more than 20 percent, inventory should increase less quickly and doesn’t need to grow at the same rate as sales, Ford explains. “We feel really good about the kind of activities we’ve undertaken in the processes we’ve put in place over the past 15 to 18 months to make sure that as the business grows, we can leverage that base level of inventory that any business has to carry,” he adds.

While the total amount of raw material on hand isn’t significantly different than before implementing the new system, the ability to leverage what GNC does have is completely different than what it was a year and a half ago. A critical part of the new system is the company’s implementation of its material planning process, called “Plan for Every Part,” or PFEP.

“It sounds simple, but in my experience, most manufacturing businesses don’t have a plan for every part they use,” says Ford. “We’ve implemented this SKU-by-SKU plan, which includes a minimum inventory level, the average daily consumption during a planning period, lead times and replenishment cycles from each vendor, and so on.”

The PFEP and material system have brought a fundamental change to the way GNC manages inventory and delivers materials. Like most companies, GNC would previously order material, and if three departments use the same material, it would be split up, with each receiving one-third of the lot; one department would inevitably run out. This would lead to needing more material and putting in an order for more while the other two departments still had plenty.

In addition to the PFEP, the company now employs a supermarket concept, with raw material centrally housed in one location and delivered to the team members as needed, rather than being spread out throughout the plant. “We’d end up with more in aggregate, so what we’ve done is pull it all back,” Ford explains. “Instead of having that material in three locations, it’s now housed in one central location, and we deliver it to the operator. That puts much more control in our hands,” he says.

“We’ve created what I would characterize as a surgeon/nurse concept where the surgeons are our operators, and the nurse is our material delivery system that brings enough material to each operator for them to work productively for the next two hours. They are replenished at the right time with the right quantity of material,” says Ford. “This system allows us to manage material flow and inventory much more deeply and closely. While we have a minimum level of raw material we have to carry, we are much more dialed in on how much we actually need to have on hand. As we grow the business, the amount we need to carry will go up at a much slower rate than sales will.”

One side effect of this change is improved employee satisfaction and morale thanks to a smoother process. “It’s not just the inventory level that matters; it’s the overall productivity in the plant and employee satisfaction, which are a little bit less obvious in terms of numbers, and a little bit harder to measure, but very clearly, those have a big impact on what we’re doing.”

Company morale is a matter GNC takes to heart, even when it comes to the sometimes necessary business of reducing employee hours during downtimes. “Like a lot of companies, last fall we had to cut back hours, so people who were working 40-plus hours a week were working less than 40 hours a week over the last three to five months of the year, because demand was down,” says Ford. While normally that would create a great deal of anxiety and trepidation, GNC was transparent with its workforce about what it was doing and asked for management hours to be cut back as well. “We didn’t need to do that financially, necessarily, but it was the right message to send to the hourly folks that we’re all in this together.”

The show of solidarity was greatly appreciated, he adds. “We’re trying to create a culture of teamwork, one where we win together and we lose together. It’s been that kind of behavior that has been particularly well received.” Now, when management needs to make changes and implement new processes, there’s a level of trust that has been built with the understanding that everyone is rowing in the same direction.

Ford’s commitment to GNC’s culture and future success means always trying to look forward, he stresses. “I’m the eternal optimist,” he says. “In some ways, you’ve got to be a realist in the moment, but you want to have optimism as well. As I think about where we’ve been, where we are, and where we’re going, I’ve been in the business for five years, and I feel like I’m just now getting to the starting line.”

For his first couple of years, there was a “wild swing” of demand that went through the roof, he says. Material costs were tremendously high, and the industry saw a pullback in the last couple of years. Ford learned a lot in the initial phase, particularly when there was a rapid ramp-up of demand in 2021 and 2022. “Had we not experienced that significant increase in demand during that time, I might not have fully appreciated how much work needed to be done to be able to set the company up for growth,” Ford says. GNC has worked very hard over the past three years to build scalability into its operations so that when growth comes, the company is prepared for it. And in fact, GNC is in a much better position today to handle growth than it was during the past five years.

“What gives me optimism is the fact that we’ve done that hard work,” Ford says. “We’re still here fighting the fight, and we’ve got all of these opportunities to prove our capability with the revitalized sales force and the new dealers we’re bringing on. I’m optimistic about 2026 and where I think things will go, and all we need is a little wind in our sails—not a gale force wind, but a little bit of wind in our sails—and we’ll be in a good place for this year.”

The post Creating a Culture of Teamwork<p class="company">Great Northern Cabinetry</p> appeared first on Manufacturing In Focus.

Starting off as a local supplier of crane parts, the company today is a respected manufacturer of overhead cranes and crane hoists. Along with offering crane parts, G.W. Becker is also known for its crane services and maintenance, including Occupational Safety and Health Administration (OSHA) inspections, training, preventative maintenance, field repairs, and engineering.

“Our core business is in heavy manufacturing, steel processing and steel manufacturing, fabrication, aeronautical, and warehousing, just to name a few,” says the company’s Sales Manager, Ron Piso.

Cranes for every need
No two sectors are the same, which is why G.W. Becker sells and services industry-specific crane solutions ranging from 1/8 ton jib cranes—ideal for local lifting—to massive, 110-ton overhead ladle cranes used in steel mills to transport and pour molten metal. From the smallest overhead cranes to the largest, all are designed, engineered, and manufactured in-house and tailor-made for specific applications and workflow requirements.

“We can build up to a 150-foot span,” comments Piso, “and are only limited to what we can lift in our shop and what we can get out the overhead doors. If there is value to us or the customer with, we can figure out if there is a way to do it.”

To meet customer demands, G.W. Becker offers overhead lifting solutions for all needs and budgets. Some, like single girder cranes, are ideal for light to moderate use. Able to handle 1 to 15 tons, these cranes are suitable for spans up to 70 feet and lifts of 15 to 50 feet. Others, such as hazardous duty cranes, are ideal for overhead material handing in explosive environments. Often used by customers in the oil & gas sector, these cranes typically have manual hoists and trolleys and spark-resistant components. For all applications, cranes meet specific safety standards.

Much more than an overhead crane manufacturer, G.W. Becker works with customers at every step of the way, from initial design to turnkey installation, all managed with the utmost professionalism. Taking on single-source responsibility means clients will see their cranes manufactured, delivered, installed, and operational on time and on budget.

“We are a soup-to-nuts company in the crane industry,” explains Piso of the company. Its fully staffed engineering department handles design while an experienced service department has technicians available to install, repair, inspect “and upgrade any crane that’s out there now,” Piso explains. “I like to say we are as vertically integrated as we can be short of owning a steel mill to have access to our raw materials. We install 98 to 99 percent of our own product, the cranes that we build. We are a manufacturer and an OEM distributor of all crane parts.”

To date, the company’s cranes can be found across the United States, Canada, and Mexico. According to Piso, G.W. Becker is not limited to geography. “North America is our limitation,” he says. “Other than that, we will go anywhere, literally from Maine to California to Washington to Florida. We have cranes, not in every state, but we are trying to get there.” Alabama and South Carolina have hundreds of G.W. Becker cranes in operation.

Family values and industry engagement
Decades after it was established by founder George Becker, the company remains family-owned and operated, which is a point of pride for both staff members and customers. Celebrating its 45^th anniversary in March 2025, the business remains focused on growing to meet demand. Unlike some larger manufacturers, family ownership helps G.W. Becker remain far more agile, able to provide fast, personalized service where clients get answers in hours, not days.

Today, George remains founder and CEO, while his son Chris, representing G.W. Becker’s second generation, serves as President. “It’s not just family ownership that’s a benefit to our customers,” says Piso. “Chris, our President, is a leader on different industry boards,” including the Lawrence Mercer Manufacturers Coalition (LMMC). Based in Youngstown, Ohio, the LMMC is described as “an industry-led organization determined to attract, retain, and upskill the manufacturing workforce our members collectively need to thrive and grow.”

Along with the LMMC, G.W. Becker’s industry memberships and affiliations include the Material Handling Industry of America (MHI), the Association for Iron & Steel Technology (AIST), executive membership in the Crane Manufacturers Association of America, Inc. (CMAA), and the Penn-Northwest Development Corporation.

In addition, the company has forged many long-term relationships with suppliers of everything from advanced wireless control solutions to electrification systems, load-handling attachments, controls, hoists, lifting mechanisms, and other parts. These include Columbus McKinnon, ACCO® – WRIGHT® LOUDEN®, Bushman Equipment, Caldwell Lifting Solutions, Control Chief Wireless Solutions, and R&M Materials Handling, to name just a few.

At G.W. Becker, the company’s many successful years in business and long-held partnerships with customers speak for themselves. “George Becker, Chris’s father and our owner, has been in business 46 years,” comments Piso. “He has a great reputation around the country, and Chris has only enhanced that with his leadership and visibility within the industry and affiliated organizations. Relationships have been built, held, and initiated by George when the company was founded, and Chris even more so, and it all trickles down through me, our Regional Sales Managers, Service Techs, and our engineers. So our reputation is very solid. We are not top-heavy, so we are able to be out in the field and communicating more than corporations.”

Investing in people and machinery
In just the past few years, G.W. Becker has made significant investments in the business, including a complete upgrade of its machine shop and new machine tools. This remains a source of pride for the company’s owners since it allows the business to serve its many customers to the best of its abilities. “We have equipped ourselves to be pretty efficient in our production and fabrication, and will continue doing so,” says Piso. “We continue to invest in the company to make ourselves more efficient in our production and our fabrication.” Now, along with machinery, the company has expanded its engineering department to its largest headcount to date.

G.W. Becker’s information-rich website features products, detailed descriptions, and a list of services, as well as a comprehensive Resource Center featuring completed products, brochures, a blog, and more. In May, the company will have a booth at AISTech 2026. Held in Pittsburgh, AISTech remains the premier event for the world’s steel industry and a venue in which professionals can meet, learn about industry developments, and network with experts.

Now in its 46^th year, G.W. Becker continues to expand, adding to the team as needed. “Our future sales plan is to continue growing at the pace we’ve been growing for the last eight years, which has been substantial,” Piso says. “We are certainly in growth mode, trying to close every order that’s out there on the street and bring new business in every day. We have a bright forecast for the future, and it’s supported by all of the industry information available in manufacturing and the steel industry. Manufacturing in the United States is going to continue growing; we are along for the ride and expect growth in the same fashion.”

The post Built to Lift. Made to Last.<p class="company">G.W. Becker, Inc.</p> appeared first on Manufacturing In Focus.

With nearly half a century of expertise guiding its operational culture, the company was established from the back of a pick-up truck in 1977. Today, Tube-Mac is headquartered in Stoney Creek, Ontario, Canada, with over 300 team members serving its large clientele from facilities in North America, Europe, and Asia.

Doing it better
At a time when obtaining skilled labour is a challenge across industries and finding good high-pressure welders is difficult, especially in isolated and low-population regions, Tube-Mac solves pressing labour issues. It also helps alleviate customers improve their ecological responsibility and fiscal bottom lines, with state-of-the-art innovation, field installation services, and custom engineering design. The team also fabricates non-welded piping systems for hydraulic and lubrication applications and for various fluid and gas applications.

Requiring no X-ray inspections, Tube-Mac’s concept saves even more money while eliminating the issue of stress fatigue cracks found in welded joints. Underpinned by ISO 9001:2015 certification, the company’s systems are easy to install in limited spaces, while also bypassing emergency off-loading of pipe contents to enable repairs. There is, therefore, no disposal of chemical waste, no need for neutralizers or acid flushes, and no need for fire permits or fire watch personnel.

Unsurprisingly, news of Tube-Mac’s products is travelling fast as the industry catches on to its outstanding value proposition, and the team is proud of its resulting growth trajectory. “Cleanliness and environmental issues are significant concerns in the industry. There is absolutely no reason that piping systems should be installed in the same manner they were 60 years ago, with high labour costs and inadequate cleanliness practices,” says Chris Peitchinis, Vice President of Business Development.

As part of the company’s expansion efforts, Tube-Mac recently introduced a new line, the PreFiS range, unique to a separate business entity trading as PreFiS Fittings GmbH and operating from Germany. PreFiS is not the company’s only notable, new operation, however. This year will mark the grand opening of its new Singapore facility, which houses a fabrication facility and sales office. Tube-Mac is also proud of its growing presence in around 30 countries globally, thanks to strategic distribution partnerships.

The company’s depth of expertise has secured it a diverse following from numerous industries, including mining and aluminum, pulp and paper, simulation and testing, steel and automotive, and offshore drilling and prospecting, making its wealth of expertise a widely respected resource in the trade. Its team of industry-savvy, expert technicians and project managers is well-versed in custom-engineering solutions that render optimal routing layouts at reasonable cost. Therefore, fabrication and installation services are designed to suit customers, with both prefabrication and field fabrication as options. And, alongside all its other services, Tube-Mac offers 3D modelling, layout, supervision, and commissioning.

Eliminating the need for skilled welders, the company provides training in specialized equipment fabrication and maintenance to empower customers’ field teams, ensuring proper use and product longevity. That includes executing oil flushing and pressure testing, a service that is a significant plus for companies that often rely on migrant labour requiring specialized work permits.

Innovative products
Tube-Mac is most notable for its 37° Flare Flange System. Named after its characteristic 37-degree flaring pipe ends, the system features internal cones and flanges that create premium seals for piping systems transporting an array of liquids and gases over long distances. The flare flange connection is based on sliding a flare flange onto the steel pipe before being flared. After flaring, the flanges are drawn together, and one flat face cone is inserted into one pipe end and an O-ring face cone is inserted into the other pipe end. An entirely leak-free flange connection is created when the flanges are bolted together, connecting the flared ends and drawing the cones into a sealed position. TMI®37° Flare Flange System is available in a range of diameters ranging from ½-inch to 10 inches with corresponding pressure capacities ranging up to 6,000 psi or 420 bar.

The company’s PYPLOK® system is a 360° radial swaged fitting that features internally fitted O-rings providing necessary reinforcement in high-pressure systems ranging from 200 to 600 bar capacities. PYPLOK® fittings can be installed for use in various fluids and gases as long as the medium is compatible with the O-rings. The standard O-ring is Viton, which handles the widest variety of fluids and gases. For high temperature water or steam applications, EPDM O-rings must be utilized.

Tube-Mac’s latest non-welded technology, PreFiS fittings, are devoid of O-rings. It is an axial swaged fitting which, when swaged with the PreFiS tool, produces a metal-to-metal seal, custom-designed to handle water mist fire suppression systems up to 140-bar pressure. Water mist fire suppression piping systems connected with PreFiS fittings are ideal for use in data centres, museums, and cruise ships.

These outstanding products have landed Tube-Mac quite a number of international projects. One of these, the $5.25 billion USD Panama Canal Third Set of Locks Project, was executed in collaboration with Bosch Rexroth Germany. The project saw Tube-Mac arrive at the site with two ocean container-loads of equipment—one for the Pacific side and another for the Atlantic side of the canal, with two teams working across the waterway from one another. While this project demanded more than 1,000 37° Flare Flanges and over 2,000 PYPLOK fittings, the overall mission was the addition of a much-improved waterway, large enough to significantly improve traffic flow. The expanded lock system led to the introduction of NeoPanamax cargo ships, a new generation of gargantuan commercial vessels that now pass through the famous canal. “The new design also featured advanced water-saving basins and massive new concrete gates,” Peitchinis explains.

Making a splash
The company’s systems are not only used for hard industrial applications like steel mill equipment and forging presses, however. Its products are routinely incorporated into engineering destined for seemingly magical architectural effects and entertainment feats for globally recognized names. Tube-Mac was responsible, for instance, for the hydraulic piping that powers the 28 wings of the dynamic roof at the UAE Pavilion at Expo 2020 in Dubai.

“PYPLOK fittings were [also] utilized underwater to operate the floor and lifts for the thrilling acrobatic fantasy show Le Rȇve, at Wynn in Las Vegas,” Peitchinis shares.

Yet more applications include Universal Studios’ entertainment and simulation rides featuring the company’s products in setups for Despicable Me, Fast and Furious 7, and Jurassic World, where the hydraulic system animates dinosaurs. Its engineering can even be found in earthquake simulators in Taiwan, Japan, and China. Moreover, BMW, Porsche, and Audi have harnessed its innovation in simulation test equipment.

Powered by people
Rather than magic and wild imaginings, however, Tube-Mac runs on the hard work and creative genius of a strong team of pragmatic problem solvers. For this, the company’s management team is especially grateful. “Machines, although automated, do not run by themselves. Everyone contributes to our success,” says Peitchinis. “From the sales team and piping designers to machinists on the shop floor, from packing to shipping and finally to our field technicians who are in the limelight with our customers on the jobsites,” everyone’s contribution matters.

Knowing the value of generous contributions, Tube-Mac gives back wholeheartedly to several good causes, including a local high school robotics team, the Royal Canadian Air Cadets, The Salvation Army, St. Joseph’s Hospital, Doctors without Borders, and many others.

This sense of commitment extends to everything the company touches, including staying abreast of the technological advances in its field, and with that commitment comes large capital investment. “We continue to improve our processes with the latest CNC machining lathes and centres. We train our employees and ensure safety is number one,” Peitchinis says.

As with all evolution, expansion follows in close succession. To this end, Tube-Mac’s PreFiS acquisition now gives it access to new markets requiring lower pressure capacities. Peitchinis’ invitation to prospective customers is one of welcome. “Tube-Mac takes the worry away from customers. Leave it to us, and we will take care of the complete piping system,” he says. It’s proving to be a winning formula.

The post Premium, Non-Welded Pipe Technologies<p class="company">Tube-Mac Piping Technologies</p> appeared first on Manufacturing In Focus.

“We focus on philosophy in design first, so we can then enhance products in the very dynamic office world that we’ve lived in since immediately pre-and post-COVID,” explains President and CEO, Bill Melnik. “Our goal has always been to build safe, sustainable, healthy, and productive environmental products.”

Tayco is upfront about promoting its key values, including inclusivity, sustainability, and fostering a strong employee culture. For three years in a row, Tayco has been certified by the Great Place to Work® Institute Canada and remains widely admired for its levels of inclusivity, equity, personal satisfaction, and employee engagement.

Strong leadership
In October 2022, Bill Melnik became Tayco’s CEO, succeeding Kevin Philips. Originally founded in 1976 by Kevin’s father, Phil, the company started producing value-conscious, space-dividing office furniture panels. A recent immigrant at the time, Phil brought the concept of local-supply, Canadian-made craftsmanship to the market.

“Their early success was based on building strong customer relationships, almost direct to customers and resellers,” says Melnik. “That culture still exists and is defining for Tayco today. We produce locally made Canadian products and ship them around the world. We value our strong customer relationships, which are a core element of our success. And of course, our craftsmanship helps keep that legacy alive.”

Adapting to market needs
The office environment has transformed over the decades, and Tayco continues to create and modify products to meet evolving needs. In the ’70s and ’80s, office panels were heavy and featured wood trim, but as time went on, Tayco introduced more value-added products to the market. Hiring additional workers with new skill sets, the company created office panels using materials like aluminum and steel. These changes saw the development of Tayco’s modernized Cosmo Integrated Panel System, which is customizable, features a highly functional tilt-and-frame design, and utilizes modern finishes such as glass, acrylic, metal, fabric, and laminate.

“Now that same panel—with a different kind of engineering structure and a different design—can have a wood bottom,” says Melnik. “It can have two kinds of different fabric on the top, and on the other side, it can have a completely different mix of fabric and/or other materials as well. So that’s where the advances have taken us.” Today’s panels are highly design-focused, suit a range of price points, and are customizable.

The company’s original panelling line was one of the pillars of its success and remained in production until around 2011. Tayco continued to build robust lines from 1976 to 2012, including Metro, previously known as Metropolis. The private Metro line is sleek and elegant, and includes storage, desking, and Tayco’s Volley Height Adjustable Tables casegoods furniture.

Recent years have seen the company greatly enhance its product lines to meet today’s office and home office demands, calling for features like ergonomic and height-adjustable solutions, provisions for power and communication, enhancements to original panelling products for privacy, and noise reduction.

Tayco continues to work closely with customers to create flexible, modular, long-life products with clean aesthetics that are highly adaptable and prioritize functionality. But Melnik observes that the sector is far from static. “I think it’s accurate to say that, since the COVID years, the office environment has been a truly dynamic market, particularly in furnishings,” he shares.

The office environment is indeed constantly changing, with younger people entering the market who may work solely in offices, solely at home, or a combination of both. “Our products focus on solutions for all those kinds of markets,” says Melnik.

A great place to work
Along with its superior office products, one of the first things Melnik noticed when he became Tayco’s CEO was the company’s outstanding workplace culture. As he said in 2022, “The entire team champions the brand and is passionate about providing the ultimate products and services to our customers. The Tayco culture truly demonstrates how a positive workforce directly correlates to employee engagement. I am proud to represent an organization with such a strong culture and enjoyable atmosphere, and look forward to watching it continue to blossom.”

The many skill sets of Tayco workers include welding, steel working, upholstery, fabric assembly, and applications to produce custom and semi-custom products. Some staff have been a part of Tayco since the ’70s and can share their wealth of knowledge with younger employees, a dedication that is a testament to the company’s culture. “That word’s really thrown around these days, but there is a culture of respect for our employees and customers, and respect for all aspects of doing business. Employees are valued for their input, feel comfortable, and are part of a long-term, safe culture,” Melnik says.

Indeed, Tayco regularly reaffirms its core values to its team and others: ownership, progressive [mindset], enjoyable experiences, and efficiency. These values have led to Tayco’s consistently being named to the Best Workplaces™ in Manufacturing list, based on direct employee feedback and an independent analysis by Great Place to Work®.

Along with its employees and customers, Tayco is also proud of its robust dealer partner network and independent representatives across North America. In the past few years, the company has stepped up efforts to sell products to clients not just in Canada and the United States but also in Mexico, the Caribbean, emerging markets in the Middle East, and key countries in South America.

“Our clients are the Who’s Who of the business clientele of any city and any country,” says Melnik. “But ultimately, they are our partners. They include corporate and commercial office spaces, from banks to legal firms and insurance companies. This broadly includes education, financial sectors, automotive sectors, and any and all levels of government,” he explains.

Ethical and sustainable
In today’s world, sourcing and buying Canadian-made products is more important than ever, and Tayco buys local materials to use in production whenever possible.

“Canada can be very proud of itself,” comments Melnik. “We are leaders in wood and panel products, bar none.” Purchasing most of its steel products locally, the company processes them internally in its own steel facilities, resulting in added value directly from Tayco and good, solid jobs for employees. “It is a strong selling point that we are a North American-based company,” says Melnik. “Our Canadian customers appreciate that we are Canadian and a Canadian-focused manufacturer.”

In January 2024, Tayco released a document on Fighting Against Forced Labour and Child Labour in Supply Chains detailing the company’s commitment to ridding its supply chains of every incidence of forced labour and child labour. Such vigilance means continually monitoring its supply chain, structure, and activities for any occurrence, or even the slightest warning signal, of these activities.

Melnik notes that sometimes there is a “wilful blindness” about the purchases we make—including a shallow view of the cost: if something doesn’t cost much, it can be replaced in the future, and it doesn’t really matter where it comes from. “This flies in the face of the value statement Tayco has, as well as its core values,” he stresses. Tayco expects its suppliers and others to be consistent with their reporting and to adhere to guidelines against forced labour. “It is tragic to think that, in the world we live in today, children would have to be exploited for the benefit of some cost-savings in North America,” he says. “For me, it would be a personal slight to think we are selling something because a child made it, that they could be exploited because it is made in another country. And if we brought it into our own country and profited on it, this goes against us as a company, as Canadians, and against me personally, to think that is something we would tolerate. I say no.”

50 years of success
To succeed in business for half a century is a major milestone. This year, Tayco will celebrate its dedicated employees with a focus on the generations of families who have worked there, along with acknowledging customers and representatives who have been with the company for decades. This will see different marketing campaigns with a focus on voices that have made the company the success it is today.

“Our employees do truly live and breathe our core values every single day,” says Emily Boland-Slinn, Director of Marketing and Communications. “In turn, that helps our dealer partners—the people we sell to, our resellers—live and breathe those core values as well, and have trust in us. So we will be acknowledging that through social media, different marketing initiatives, and events throughout the entire year.” And to acknowledge its milestone, Tayco will release a special new 50^th anniversary logo.

Today, the Tayco team includes about 240 staff members and around 30 reselling and independent agents. And while roles vary widely from the factory floor to the office, they all have one thing in common: continually striving to produce the best, sustainably made, ethically produced office furniture on the market.

“When you think about 50 years, it’s not just a corporation that has survived over 50 years; it’s a corporation that has significantly grown, changed, and is continuing to do exactly that after 50 years,” says Melnik. “It represents 50 years of substantially 100 percent Canadian jobs. Although some of our selling partners and agents are elsewhere in the world, there is a substantial Canadian job component. There are 50 years of trust, and I don’t think you stay in business that long without developing trust,” he says.

“If we were not consistent and trustworthy and did not have a progressive mindset, we wouldn’t be selling to customers after 50 years, nor to people who buy our products and resell them. They would just move elsewhere. It’s 50 years of showing up—consistently coming back and being there for all of our customers, all our resellers. So here we are. We are not looking back on 50 years, but focusing on setting the stage for the next 50 years. We are proud of that, we are thankful, and we congratulate the whole team for the momentum we’ve created.”

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