“It’s a big company with a small company feel,” says Chief Executive Officer, Bob Hazelton.

ABA-PGT specializes in full-service injection molding and mold making. The company produces high volumes of parts and products for the automotive, bill validation/paper handling, water management/lawn sprinkler, window and door closure, HVAC, and medical markets. Of these sectors, medical accounts for about a third of all business at present.

Most services are self-performed at a 68,000-square-foot plant in Manchester and a 14,500-square-foot operation in Vernon, Connecticut. “99 percent of the work we do right here,” says Hazelton. “We do our own heat-treat, our own design work, our own gear engineering. We’re big on gear engineering. That’s our bread and butter. We do our own tool build, molding, and prototypes.”

The company can make everything from production molds to two-shot molds, high-cavitation molds, single cavity molds, multi-cavity molds, and multi-side action molds. In addition to molding machines, the team uses CNC machining as well as the latest technologies—manual mills, lathes, grinders, electrical discharge machining (EDM) systems, and laser welders—in its mold building processes. About 60 percent of its products are shipped to international clients.

ABA-PGT describes itself as an “invisible suppler,” and by this, it means clients can count on receiving high-quality goods in a timely fashion with as few hassles as possible. Customers will not be barraged by sales pitches either. “We tend not to try to dazzle the customers with a Bruins game or a golf tournament. It’s more about the products and the projects and solving problems,” Hazelton states. “Without the customers, we’re nothing.”

The company’s history extends back to 1944, when three entrepreneurs blended their last names—Anderson, Bertsche, and Anderson—to create ABA Tool & Die. At first, the company focused on metal component machining, expanding into precision injection molding in the 1950s. During the 1960s, ABA started making precision injection molds for plastic gears and in 1969, injection molding work was spun into a separate branch called PGT (Plastics Gearing Technology).

The two separate branches were merged to form ABA-PGT Inc. in 1992. More milestones followed, with the Vernon facility opening in 1996, followed five years later by the addition of two-shot molding as a service. In 2002, the company moved into its current facility in Manchester.

The merger between the company segments also marked a new direction. ABA-PGT became an employee stock ownership plan (ESOP) corporation. Under an ESOP, stock is made available to all staff, who directly benefit from the company’s overall success. Instead of being owned by a single person or a handful of partners, ownership is spread among the workforce. ABA-PGT staff members also gain from a profit-sharing arrangement, dental and medical coverage, and a generous 401(k) plan.

“The ESOP owns the company. The employees own 100 percent of the stock of the company. As people retire, the stock gets turned back in and gets redistributed to the current employees,” says Hazelton.

The ESOP has helped cement employee loyalty, as evidenced by the fact the firm has minimal turnover. “The employees here feel like it’s their company, and they pitch in. At the end of the year, if there’s a net income, it goes to the employees one way or the other, either back into the company, the bank, or as a cash bonus payout.”

To mark its 80^th anniversary in 2024, ABA-PGT offered everybody in the company and their spouses a sea cruise, and regularly hosts summer picnics, Christmas raffles, and other special events. “The culture in the company is different than a lot of companies out there. When something is needed, these guys step up and pitch in, whether it’s extra effort or hours,” says Hazelton, adding that the company has “the greatest employees.”

Management is also happy to sacrifice if need be for the good of the business. Managers voluntarily took a five percent pay cut during the 2009-2010 recession, for example. The company has since gotten back on its feet and done a roaring business over the past few years.

ABA-PGT currently has 120 employees, most of whom work at the Manchester site, while the Vernon plant operates in lights-out fashion with molding machines kept on throughout the night without human supervision. A small crew arrives each morning to review the night’s output, make needed adjustments and perform other tasks; the company operates on a continuous work schedule.

For all its success, ABA-PGT does face its share of challenges, such as securing new workers. “We have a tough time finding employees… they’ve got to be the right ones. They have to have a full understanding of all the benefits,” says Hazelton. “It’s such a long learning curve to learn what we do here. We can’t afford to have people come in, [have us] train them, then they leave. So, we really invest in people… Because they’re the owners, you want them to succeed.”

To this end, the company prefers to promote from within and will pay 100 percent of schooling costs for staff who wish to further their education.

ABA-PGT relies heavily on repeat business and referrals, does not employ outside sales staff, and keeps promotion to a minimum. “We don’t do a lot of advertising; we don’t do a lot of marketing and sales,” Hazelton tells us, adding that good word-of-mouth is the best advertising there is.

Certainly, it helps that the company has a reputation for doing excellent work and a breadth of quality certifications. Over the years, ABA-PGT has earned ISO 9001:2015 and ISO 14001:2015 status for manufacturing precision plastic components and other products via injection molding, and ISO 13485:2016 certification for medical-related molding work. It is also ISO/TS 16949:2009 and IATF 16949:2016 certified for automotive products sold to international markets.

To maintain these certifications, ABA-PGT runs a comprehensive production inspection process that entails extensive documentation, monitoring, measuring, and verification. The company uses coordinate measuring machines, vision systems, sensors, and other software and hardware to gauge quality and stresses the importance of high standards at every step.

While plenty of other tooling and molding businesses employ their own thorough quality assurance procedures and own measurement/inspection equipment, ABA-PGT has an additional asset that helps it shine: the company’s ESOP status means there is no money-obsessed owner “that wants to squeeze every dime out of the company,” says Hazelton. Since everyone at ABA-PGT benefits from maintaining a healthy revenue stream, employees recognize the importance of consistently hitting quality benchmarks. On top of this, the company regularly buys new, top-notch equipment. Recent purchases include a five-axis machining center and a high-speed milling machine.

Going forward, ABA-PGT is intrigued by the possibilities posed by AI. The plan is to utilize artificial intelligence in various machines and procedures. “We just started to incorporate it into our development process and production. I want that AI presence in the company,” says Hazelton. “The times we’ve use it, it’s really helped out. It’s definitely a focus right now.”

While exploring AI’s potential, ABA-PGT is also “very eco-conscious,” and focuses on maintaining a clean facility, he continues. The firm recently conducted an energy audit at its facilities, adding optimized lighting among other measures.

Expansion is also on the agenda. Instead of building a new facility or adding on to existing structures, Hazelton is investigating the idea of purchasing a small molding company with experienced workers. “There are a lot of companies out there that have talented individuals: toolmakers, molders, and inspectors,” he notes.

Buying another company would enable ABA-PGT to grow without the need for a lengthy training period to bring new staff up to speed. Making such an acquisition is entirely doable, given its excellent financial position. “The company itself is debt-free. We own both facilities and the land and every piece of equipment in it. The employees are the owners,” says Hazelton.

Expansion is such a given that he frets more about the dangers of runaway growth. He aims to continue to build the company up, but not in a pell-mell fashion. “My goal right now is not to grow too fast—have controlled growth. It’s definitely going to involve AI and a lot of automation. We want to get into some assemblies and bigger programs but do it in a way where we can compete.”

ABA-PGT managers like Executive Vice President, Brian Lavoie, agree, emphasizing the human factors that have made the company such a success. “It is really about the people at the end of the day—the synergy we have all working together,” says Lavoie. “It’s really made it a totally awesome place.”

The post This Employee-Owned Business Offers Tooling, Molding, and a Positive Work Environment<p class="company">ABA-PGT</p> appeared first on Manufacturing In Focus.

The name itself stands for THK’s promise of “toughness” “high quality” and “know-how,” three pillars that stand behind the products, the people, and the processes that elevate the value the company brings to its customers across. This level of service delivery has served as the foundation of its global reputation since its founding in 1971 and continues to fuel its efforts to remain an industry leader in performance and market share.

Made-in-America quality
THK was first established in Japan with the objective of supporting the machine tool industry through the integration of its linear guides—which the company was first to invent—and anti-friction technology. These products promised less friction and improved accuracy and repeatability versus the established industry standard.

As Edward Johnson, Vice President of Sales, explains, “The linear bushing was in effect since the ’40s basically; it was an acceptable technology for light loads and those kinds of lines, but the THK-style of profile rail with the circular raceways just increased the amount of load carrying capability and the speed and accuracy at which you could operate.”

With that success, THK began its outward expansion to better service customers where they were around the world, widening its footprint and its repertoire of components and expertise.

By the early 1980s, THK had established a sales presence in the United States and over the next decade it would become a major distribution hub for the brand, which was simultaneously expanding into Europe and other markets at the time. “The philosophy of the organization has been ‘How do we produce product closer to the customer to meet the demands that are there and eliminate duties and shipping?’” Johnson shares, which is more important today than ever before as customers continue to seek opportunities to re- and near-shore in North America.

In 1997, the company recognized that the U.S. market was a stronghold, and as such, investments were made to establish a manufacturing footprint, THK Manufacturing of America, Inc. in Hebron, Ohio. This facility has grown at an impressive rate throughout the last several decades, from 99,000 square feet to 401,692 square feet, to become an important part of the company’s global footprint of 26 facilities representative of millions of square feet of manufacturing capacity worldwide.

Investing in innovation
As THK America’s manufacturing capacity grew, so too did its innovative edge. With an “inventor mentality,” the company regularly expands the performance and value of its offerings to be “first movers” in new technology.

“In ’96 we produced a new technology,” Johnson recalls. “Instead of a linear guide with a full complement set of balls and it just circulating, we developed the cage product, which expanded our business significantly. It opened opportunities for a better solution for customer needs.” The company has only continued to innovate, introducing, for instance, its ISO-Compliant Dimensions Super-Low Waving Caged Ball LM Guide (with 8-row raceways) in 2024.

The cage technology afforded higher speeds, less particle generation, smoother motion, extended lubrication intervals, and longer life, which was of particular value for sectors like semiconductor and medical applications that command tight tolerances and clean production.

This ability to innovate is possible thanks to THK’s annual commitment to its research and development and in-house testing budgets, and enables the team to produce several new products each year.

“That ability to be a leader and to develop products to be on the leading edge in 3D printing, medical robots, life sciences, semiconductor, machine tools, and the aerospace work that we’re doing—being the first entry into a lot of these sectors gives us a stronger position, particularly in a marketplace where the product has become much more commoditized,” Johnson explains. THK is thus known as much for its innovation as for the commodities it produces.

More than commodities
Certainly, the customers who rely on THK components seek out reliability and performance, but the support that backs that is what truly brings value to the market. Where time is money, unplanned shutdowns of high-volume operations can quickly amass losses, which is why THK has introduced OMNIedge, a retrofittable IoT condition monitoring solution that promotes planned and predictive maintenance to empower foresight, reduce losses, and optimize uptime. Backed by U.S.-based service and support, the value THK delivers is unrivaled in the market.

Furthermore, THK’s engineering-led sales model positions the engineering team as an extension of the sales team to ensure that a solution exists for every problem—even if that solution calls for true customization. This is made possible thanks to the depth of knowledge and experience of THK’s team, a majority of whom have been with the company for over a decade.

“When you produce a product like a miniature linear guide that’s one millimeter in width and then you go all the way up to the ones that go underneath the base of buildings for seismic capabilities that carry 100 tons of load, there aren’t too many applications you’re not going to be able to find a product for,” notes Johnson of the range of THK’s expertise.

In response, industry-leading talent is attracted to the sense of curiosity that permeates the culture at THK. From President Nobufumi Sato through the ranks, Johnson credits this call to curiosity as being a driving force in the company’s ability to innovate. He and his team continue to ask, “‘How do I make lives better? How do I make this machine function better?’ We do a lot with surgical robotics and various types of medical applications, and those sectors are all about helping people have a better life.” This approach becomes an extension of the work THK undertakes on these customers’ behalf.

Enriching lives
From the end users of its products to the team that drives value in its operations, the culture and quality mindset of THK America continue to move the needle forward. The goal is to continue to develop a stronger factory automation team that can better integrate components and solutions into customer operations to improve efficiency and output, and the team looks forward to growing further in key verticals such as machine tools, 3D printing, life sciences, aerospace, service robotics, automotive, and semiconductors in the process.

Now, the question Johnson asks is, “What more can we do to penetrate those markets and the efforts that are going on?” which includes consideration of how to better leverage the strength of its components and its deeply rooted expertise to become a component part of its customers’ operations as a manufacturing and innovation supplier.

The answer is to continue doing more of the same, which is to say, replicating the culture of curiosity and innovation that drives growth while reinforcing the ‘toughness’ ‘high quality’ and ‘know-how’ that THK’s products, people, and processes bring to the market.

The post Enriching Lives Through Curiosity and Innovation<p class="company">THK America</p> appeared first on Manufacturing In Focus.

In the world of original equipment manufacturing (OEM), effectively managing fastening complexities and assembly variability is crucial to preventing costly bottlenecks while safeguarding return on investment (ROI). Bossard Americas addresses these challenges and more.

With a selection of over 1 million rivets, nuts, bolts, and other fasteners, Bossard Americas is a trusted fastening hardware distributor providing innovative, value-added services that extend far beyond basic fastening. With nearly two centuries in the industry, this formidable thought leader delivers layers of value that make its assembly solutions portfolio exceptionally robust.

Ultimately, Bossard Americas restores the definition of ROI to its rightful place. As every OEM knows, resolving bottlenecks leads to long-term project success and improved bottom lines. To this end, the company provides turnkey engineering integration, fastener fabrication, smart factory assembly, testing, and AI-assisted inventory management through smart factory logistics. It is trusted by some of the world’s best-known OEMs and pre- and sub-assembly suppliers of all sizes to optimize their assembly strategies with expert engineering and forward-thinking technology.

Established in 1831 in Zug, Switzerland by founder Franz Kaspar Bossard-Kolin and his family, the once-small hardware store has grown into a multinational company with impressive reach. While the parent company remains headquartered in Zug, Bossard Americas is based in Cedar Falls, Iowa. A collective team of almost 3,000 employees serves customers in 35 countries around the world.

The myriad assembly challenges OEMs can face make working with Bossard an obvious choice: high-speed fabrication comes with unplanned assembly risks; lightweight materials present fastening difficulties; torque variability causes rework; joint design failures demand downtime; inventory deficits slow down fabrication, and, perhaps most critically, workforce issues lead to process inconsistencies. As a powerful industry partner that works to address all these challenges, staying at the cutting edge is essential, so Bossard’s service technicians provide onsite support during onboarding, ensuring processes are set up for optimal success.

Committed to remaining abreast of technology in its field, Bossard Americas continuously invests in the latest automation systems available, passing on the benefits to its customers. “Everything we do is geared toward launching our customers and partners on the right foot with proper engineering, making sure their designs are optimized and that their material flow processes really work to make them as productive as possible,” explains Keri Miller, Director of Marketing.

One of Bossard’s most popular offerings, an inventory management system called Smart Factory Logistics (SFL), has been part of the company’s portfolio for a quarter of a century. Beyond inventory management containers, such as IoT-enabled SmartBins, SFL also provides advanced predictive AI capabilities. This involves collecting detailed information on customer consumption, logistics, and supply chain landscapes. Once the team has a firm grasp of these foundational details within a customer’s facility, systems can be automated to maintain stock levels perpetually with minimal human intervention. This reduces administrative burden for teams, as the sophistication of the product frees them up on multiple levels to focus on crucial customer-facing tasks.

Moreover, this system can now be integrated into Bossard’s Smart Factory Assembly (SFA) solution. Developed in response to ongoing industry labor challenges, this solution aims to provide a fast and efficient automated guide for new employees with little to no assembly experience. By offering simple, clear, digitized work instructions, it enables virtually anyone to build an assembly to exacting standards, making process replication straightforward. Consequently, digitization enables easy and accurate monitoring of material handling processes and system performance while simplifying the management of assemblies across different product ranges. This speeds up worker changeovers, provides clear labor support, and minimizes defect rates.

The solution is also fully compatible with a range of add-on systems such as robotics, drills, and camera systems, all focused on improving and maintaining quality standards while tracing all processes and providing the hard data needed to substantiate claims. Quality reports can be integrated into customers’ ERP systems, significantly minimizing reruns due to defects. Data provides vital metrics regarding improved efficiency, quantity surveying, labor time invested, and more.

“Not only are we providing the foundational process for the assembly—the elements that tie it all together—but we’re digitizing and connecting that process all the way through to the end, so every step is guided, traceable, and consistent,” says Miller.

To further ensure optimal outcomes on every project, onboarding clients is a thorough process. First, new facilities are carefully studied. Necessary elements, such as additional tools and workbenches with optional weight-managed scales, are provided to fully support the assembly process. This is followed by an integration process in which the Bossard team arrives on-site to provide customer teams with essential software training for complete control over all processes, including assembly programming. This gives end-users carte blanche over their systems, allowing them to set up any number of product lines based on their requirements and resources.

“We can provide a total solution as far as end-to-end service on assemblies goes,” says Steve Prostinak, New Business Development Manager.

Moreover, when the Bossard team is engaged early on in a project, its engineering team can ensure that every aspect of the product design is equipped with the correct fasteners for peak performance, longevity, and overall cost efficiency. “Depending on the level of automation, having the correct fastener for the job can be a real time-saver,” Prostinak advises. Considering redesign costs, involving the firm early in the development phase just makes good sense.

“Get us involved early so we can help you with the design, ensuring that you’re using the right components from the start,” says Doug Jones, Applications Engineering Manager. The company also assists with establishing optimal assembly strategies, including minimizing vibration issues and optimizing the torque used to fasten hardware. It also provides training, help with managing bills of materials, and more.

Looking forward to attending Automate 2026 in Chicago this year, the team anticipates meeting companies aiming to advance the technological aspects of their assembly lines, especially those looking to start small and scale as production grows alongside systems like SFA. “SFA enables you not to have to spend millions of dollars updating your factory floor and all of the hardware that goes along with it. It’s something that can be very easily integrated into your current workflow,” Miller says.

Beyond cost, the logic of such investments remains crystal clear: by leveraging Bossard’s full-service offering, OEMs can significantly improve their system reliability and bottom lines. To this end, Bossard Americas emphasizes the importance of incremental progress and enhancement. With assembly flow optimization at the core, partner customers would be hard-pressed to find a team better aligned with this mission than Bossard. By remaining relevant to their customers’ success, the company’s reach is growing steadily.

As most OEMs start to view assembly as a strategic discipline in response to speed becoming a growing factor in supply chain reliability, companies that recognize the cost of process variability in high-speed automation—caused by operator inefficiencies, supplier fragmentation, and inventory complexities—and choose to address the issue with such a complete solution set themselves on a new trajectory. Ultimately, assembly efficiency drives automation ROI, and achieving this requires expert engineering, advanced digital resources, and optimized logistics integration. Bossard Americas provides this sophistication and more.

The post From Hardware Distributor to Top-End Assembly Partner<p class="company">Bossard Americas</p> appeared first on Manufacturing In Focus.

While the company’s non-stop progress has meant significant change, the team—accustomed to big things happening fast—has taken the process in stride. With customers in Ontario and across Canada, the United States, and 14 other countries throughout Europe, the United Kingdom, and Asia, Black Controls’ appeal and impact are growing globally.

As these capabilities have grown, so has the depth of the organization. Today, Black Controls operates with specialized departments across mechanical and electrical design, in-house manufacturing teams, advanced programming, and software development. Together, they provide a unified technical perspective that ensures every automation solution is resilient, scalable, and built to perform.

The art of not standing still
While Black Controls still offers design, engineering, fabrication, mechanical, and programming services for controls, the company’s expanded capabilities have been a game-changer for customers needing a partner capable of deeply complex undertakings in this field. This momentum is fueled by the trust built into every integration, establishing the company as a trusted name in the field of automation.

This culture of innovation starts from within. By bringing its branding and technical marketing in-house, Black Controls has ensured its identity reflects the scale and range of the projects it delivers. This internal momentum is supported by the recent implementation of a comprehensive ERP system, ensuring that the company’s standards for traceability and documentation are as high-performance as the automation itself.

Alongside its main mission of developing industrial automation equipment, Black Controls provides retrofits for existing legacy systems that are facing obsolescence or are no longer performing as required.

With its popularity at a steady high, the company continues to expand. Following its rise to industry prominence when it burst onto the controls scene around six years ago, Black Controls recently took ownership of a six-acre plot of land in in Oro-Medonte, Ontario. While the current 13,000-square-foot facility houses its development, operations, engineering, assembly, and manufacturing departments, the company is now ready to plant deeper roots. Over the next three years, Black Controls will construct a new, permanent home on this site—a move that solidifies its foundation in the community and provides a dedicated space for the team’s growing scale and range.

A complete solution
While the new facility is on the horizon, Black Controls continues to build out its current operational capacity. The company has already successfully integrated a fully fledged mechanical department into its existing site, bringing expert machinists on-staff. This move allows for immediate, hands-on collaboration between departments, ensuring that the high standards established in the design phase are maintained through every stage of the physical build.

By bringing these resources in-house, Black Controls maintains complete oversight of the project lifecycle, keeping the delivery of excellence and expertise entirely within its own trusted team. “We’re able to offer the full solution now, where before we were a little limited,” says Sales Account Manager, Mike Lake.

Since 2019, Black Controls has grown to a team of nearly 30, with a focus on bringing in emerging talent from the industry. For recent recruit Zaahiya Kachwala, the company’s emphasis on career development is a significant factor. “The company recognizes that individual growth drives the company’s growth,” she says. Regular strategy sessions and professional coaching are central to this, ensuring each team member has access to the job-specific technical training and leadership skills required for their work, fostering personal development alongside the company’s overall growth.

Education, education, education
While Black Controls may be comparatively young, it has already taken big strides in establishing a legacy, underscored by providing education and training to young, soon-to-be professionals new to the field. The company’s extensive collaborations encompass working with The City of Barrie, trade shows, and local post-secondary education facilities, including Lakehead University and Georgian College—all efforts that benefit the quality of its service delivery.

Recognizing the need for continuous skill development, Black Controls provides regular training and workshops focused on both technical and strategic growth. This approach ensures the team remains proficient in the latest automation technologies and has the resources to adapt as the industry evolves.

In addition, the company emphasizes cross-training, giving the team exposure to a wider range of technical disciplines and internal processes. This strengthens their abilities and the diverse capabilities of the company, ensuring they can support one another as project requirements shift.

“The goal for us is to be able to have an energetic team that can help in many areas, because as a project progresses, there are different needs,” says Lake of consciously nurturing a multi-talented, capable staff.

Beyond the technical work, there is a strong emphasis on community, whether through team gatherings or supporting charities. This shared energy is a core part of the company’s identity. “We have a culture where everyone pushes each other to reach that next step,” says Kachwala, highlighting how the team’s drive for personal growth defines the atmosphere at Black Controls.

Getting the word out
The company also focuses on attending relevant trade shows where its people thrive on meeting new collaborators and showcasing technologies and capabilities. These include the Canadian Manufacturing Trade Show (CMTS), which was held in Toronto in 2025, and Chicago’s Automate in June of this year. Lake also attends industry forums such as A3 with owner Rick Black, who was named one of Manufacturing AUTOMATION’s ‘Top 10 Under 40’ in 2021.

These events also serve to grow the company’s network of trustworthy suppliers and other industry partners, which is invaluable, Lake tells us. “It is a huge advantage when industry partners bring us leads because they know, without question, that we’ll deliver a high-quality result. That reliability is the backbone of those relationships.”

With its capabilities having expanded. the team is looking for opportunities to push boundaries and transcend current limits. With many customers now reaching the second phase of their development and installation projects, this aim is welcomed by visionary firms looking to grow their technological capabilities.

“Autonomous Mobile Robots (AMRs) continue to grow in popularity for their ability to navigate busy shop floors and integrate into existing systems,” says Lake. “Beyond standard AMR deployment, we’ve developed a Conveyor Top Module that automates material transfer between stationary conveyors. This motor-driven roller system handles loads up to 1100 kg, significantly reducing manual handling and freeing up floor space by eliminating the need for fixed conveyors.”

Fully customizable and accessible on the MiRGo marketplace, the module integrates seamlessly with AMR control and safety systems. Whether through programmed missions or higher-level process management, it allows for flexible, safe product transfer throughout a facility.

While the company drives innovation by continually pushing the boundaries of existing achievements, it also offers predictability. That comes together with consistency and expertise in development, design, manufacturing, and support.

“Automation is always evolving and we are growing a team to evolve with it. Through technical expertise and a commitment to shared success, the Black Controls team ensures every project serves as a foundation for the next phase of growth.”

The post Trusted Integrator, Powerful Automation<p class="company">Black Controls Company Inc.</p> appeared first on Manufacturing In Focus.

Today, A3 represents more than 1,400 member companies worldwide and serves as a unifying force across an increasingly complex and interconnected automation landscape. Its work spans safety standards, education and certification programs, and industry events, all with a shared objective: to help manufacturers and technology providers realize the full value of automation.

At the center of that mission is Automate 2026, North America’s largest automation and robotics trade show. Set to take place in Chicago, the event reflects not only the rapid advancement of automation technologies but also the growing urgency for manufacturers to adopt them.

A3’s origins trace back to a time when industrial robotics as a field was still emerging. The organization initially focused on supporting the development and adoption of robotic systems in manufacturing. Over time, however, the scope of automation expanded significantly. As technologies such as machine vision, motion control, and artificial intelligence (AI) became more integral to industrial processes, the organization evolved alongside them. This expansion led to it rebranding in the 2010s as the Association for Advancing Automation, reflecting a broader mandate that encompasses the full automation ecosystem.

Today, A3 operates as a cohesive global organization that brings together technology developers and system integrators. Its leadership in areas such as robot safety standards and workforce development has helped establish a foundation for responsible and effective automation adoption across industries. “We’re passionate about advancing automation and helping more people realize the value of using it,” says Alex Shikany, Executive Vice President of A3.

The history of Automate closely mirrors the evolution of A3 itself. First launched in 1976, the event initially focused on robotics before expanding to include additional technologies as the industry matured. Over the years, it has been known as the Robots and Vision Show and the Robots, Vision and Motion Control Show, before officially becoming Automate in 2011.

That rebrand marked a turning point, positioning the event as a comprehensive showcase for all automation technologies rather than a single segment of the industry. Since then, Automate has experienced significant growth, driven by increasing demand for automation solutions across sectors. The 2026 edition is expected to draw more than 50,000 attendees and feature over 1,000 exhibitors, making it the largest event in its history. For manufacturers and technology providers, it offers a rare opportunity to engage with the full breadth of the automation ecosystem in one place.

One of the defining characteristics of Automate is its broad, industry-agnostic appeal. Unlike events that focus on a single sector, Automate brings together stakeholders from across manufacturing, logistics, agriculture, construction, food production, and more. This diversity reflects the reality of modern automation. Technologies such as robotics and AI are no longer confined to specific industries; they are foundational tools with applications across virtually every sector.

As Shikany explains, attendees do not come to Automate in search of a single technology—they come with problems to solve. “Customers come to Automate for solutions to their problems,” he says. “They’re not necessarily looking for one discrete technology. They want to see how everything works together to address their challenges.”

That focus on solutions is evident on the show floor, where technologies are presented not in isolation but as part of integrated systems. Robots are paired with vision systems, powered by AI software, and supported by motion control and sensing technologies. The result is a more complete and practical understanding of how automation can be applied in real-world environments.

Indeed, a key theme shaping Automate 2026 is the convergence of automation technologies. Rather than operating as standalone tools, these technologies work together to create smarter, more adaptive systems. A robot, for example, may rely on vision systems to interpret its environment, while AI algorithms enable it to make decisions in real time. Motion control systems ensure precision and efficiency, while digital tools such as simulation and digital twins enhance planning and optimization.

This convergence is transforming how manufacturers approach automation. It is no longer about implementing a single piece of equipment but rather about designing integrated solutions that address complex operational challenges. At Automate 2026, this shift will be on full display, offering attendees a firsthand look at how these technologies interact and deliver value in practical applications.

Artificial intelligence has become one of the most influential forces in automation, and its role continues to expand. While early discussions around AI were often met with skepticism, the industry has reached a point where adoption is accelerating rapidly, and Shikany notes that this shift is particularly evident in how AI is being deployed. “People are embracing AI in solutions more than ever before,” he says. “When they walk the show floor, they’re going to see real-world applications, not just theoretical possibilities.” Examples such as AI-powered bin picking demonstrate how the technology is being applied to solve specific manufacturing challenges.

This practical focus is critical for manufacturers evaluating automation investments. Seeing technologies in action provides a clearer understanding of their potential impact and helps bridge the gap between concept and implementation.

Among the most anticipated features of Automate 2026 is the continued expansion of humanoid robotics. Once largely confined to research and experimentation, humanoid robots are now gaining attention as potential solutions for real-world industrial applications.

A3 introduced its Humanoid Robot Forum as a standalone event two years ago, and its rapid growth has led to its integration into Automate. The 2026 show will feature both the forum and a dedicated humanoid robotics pavilion on the show floor, sponsored by NVIDIA. The pavilion will bring together leading companies in the field, offering attendees an opportunity to explore the latest developments and engage directly with industry experts.

“It’s one of the hottest topics in our space,” says Shikany. “Our role is to show the technology and its practical use cases so customers can understand where it fits.” While it is still early to define the full scope of humanoid applications in manufacturing, the technology is advancing quickly, and Automate provides a platform for companies to showcase new developments, with several exhibitors expected to make major announcements during the event.

Beyond technological innovation, automation is playing a critical role in addressing one of the manufacturing sector’s most pressing challenges: workforce shortages. Many industries are struggling to fill roles that are physically demanding or hazardous, and automation offers a way to address these gaps while also improving safety and efficiency.

Shikany emphasizes that automation is not about replacing human workers but equipping them with better tools. “These are 21^st-century tools for human employees,” he says. “They help companies stay competitive, but they also make those companies more attractive places to work.”

As automation becomes more user-friendly, with advances such as collaborative robots (cobots) and intuitive software interfaces, the barrier to adoption continues to drop. At the same time, companies are investing in upskilling their workforces to support new roles, including robot technicians and system operators. This dual approach, combining technology adoption with workforce development, is helping manufacturers build more resilient and adaptable operations.

Looking ahead, the integration of automation is reshaping how factories are designed and operated. Increasingly, manufacturers are planning facilities with automation in mind from the outset, rather than adding it later, a shift that enables greater flexibility and scalability. Factories are becoming more modular, allowing for easier reconfiguration as production needs change. Intelligent systems provide real-time insights, enabling more informed decision-making and continuous improvement.

Shikany believes this evolution will continue as technologies mature. “You’re going to see factories become more intelligent, more flexible, and designed around automation from the beginning,” he suggests. In such an environment, the role of human workers remains essential. Automation enhances their capabilities, allowing them to focus on higher-value tasks while machines handle repetitive or hazardous work.

For companies considering automation, the decision-making process can be complex; evaluating technologies and identifying the right partners all require significant time and resources. Automate addresses these challenges by bringing the entire automation ecosystem together in one place. Attendees can explore a wide range of solutions and engage directly with technology providers. “There are so many questions that go through the mind of someone looking to deploy these technologies,” says Shikany. “Automate is designed to be the place where they can find those answers.”

Over the course of four days, attendees can gain insights, build connections, and, in many cases, take concrete steps toward implementation. This concentration of knowledge and expertise makes the event a valuable resource for organizations at any stage of their automation journey.

As manufacturing continues to evolve, the importance of automation will only increase. Advances in robotics and integrated systems are creating new opportunities for innovation and growth. At the same time, the challenges facing the industry, from workforce shortages to global competition, underscore the need for forward-thinking strategies. Through its leadership and events, A3 is helping to guide this transformation, providing a platform for collaboration and innovation.

Automate 2026 stands as a reflection of that mission, bringing together the technologies and ideas that are shaping the future of manufacturing. For those seeking to understand where the industry is headed, and how to be part of it, it offers a clear and compelling starting point.

The post Powering the Next Era of Manufacturing<p class="company">A3 and Automate 2026</p> appeared first on Manufacturing In Focus.

General Contractors and Industrial General Contractors share many skill sets, yet there are important differences. Both manage day-to-day operations, liaise between clients and trades/subcontractors, and take care of project planning and scheduling, getting supplies and permits, and making sure on-site safety standards are met. This requires considerable training and outstanding communication skills, since many parties are involved.

On building sites for manufacturing, warehousing/logistics, and utilities like hydroelectric stations, the role of the industrial general contractor becomes incredibly demanding, mainly because of project scope and complexity.

Many General Contractors focus on residential or commercial construction, like retail and restaurants, with some limiting height to a certain number of floors. Industrial Contractors are much more specialized and need to be equipped with enough workers, machinery, and expertise to construct enormous manufacturing buildings. These projects, along with warehouses, fulfillment centres, oil and gas processing plants, and water treatment facilities, keep getting bigger and bigger.

Manufacturing buildings and fulfillment centers for retail giants like Amazon and Walmart now measure millions of square feet, not thousands. One of the largest to date is Tesla’s Gigafactory Nevada, which handles battery and motor manufacturing for the electric vehicle company. Currently at 5.3 million square feet, Tesla plans to expand to 10 million square feet and make the facility powered entirely by renewable energy.

Building massive manufacturing hubs for companies like Tesla, aviation juggernaut Boeing, auto maker Volkswagen, Amazon, Target, Michelin, Nike, John Deere, and other multinationals, demands extensive engineering knowledge, heavy machinery like overhead cranes to hoist structural steel elements into place, and extremely strict safety and regulatory protocols.

With manufacturing buildings constantly growing in size, clients like Tesla need to plan not just for the coming years but for decades into the future. As a result, major players like Walmart and Ikea are buying properties in Arizona and Dortmund, Germany, respectively, for e-commerce and distribution.

Like a homeowner hiring a GC for a kitchen or bathroom renovation, manufacturers looking to expand existing facilities or build new ones need to look at an industrial builder’s background, and this includes the company’s record for completing projects on time. This is critical, since manufacturers need to have their facilities outfitted with machinery like metal stampers and CNC machines, electrical systems, water and wastewater systems, HVAC, and more, so they don’t miss their production deadlines. Whereas homeowners can be forgiving if a project runs late, manufacturers lose a fortune every day their facility remains idle.

Although most large-scale locations are remote, many are connected to highways, railways, water access points, and even regional airports. Combined with smaller distribution centres in cities, retailers today can keep many more products in stock and deliver them faster than ever before.

Certainly, building huge manufacturing facilities is an expensive, complex endeavour requiring in-depth knowledge about permits and approvals, site grading, heavy materials like steel and concrete, electrical and heating, air conditioning and venting requirements, on-site safety, and more. Industrial buildings and steel structures demand construction managers experienced in all these areas.

From initial conversations to project completion, clients have a myriad of questions and concerns about their vision, which reputable firms will address. The first and most important is communication.

No matter how skilled the builder, if a customer feels a specialized industrial contractor doesn’t address the basics—such as returning phone calls on time—they may look elsewhere. Reputable industrial contractors are proactive; they don’t expect clients to keep pestering them for answers and they are upfront about the assignment and any potential obstacles that might arise to slow progress. If a contractor can’t provide a definitive start date, that is a problem.

All construction projects have elements in common, especially budgets and timelines. We’ve all heard stories about disgruntled home or business owners unhappy that a promised renovation went thousands of dollars over budget or was months overdue. For manufacturers who work on strict timelines, a promised building being delivered late isn’t an inconvenience—it’s a potential disaster. Budgets dictate all building projects. For multinational manufacturers, giving a ‘blank cheque’ to a builder is unheard of.

Instead, experienced industrial builders will discuss costs with clients and come back with detailed, line-by-line budgets to manage costs. Many firms today use construction management software like Procore to streamline the entire process. Construction budgets are broken down into many areas, including hard costs (the physical construction), soft costs (professional and administrative services), and contingency and profit, usually a percentage for unanticipated issues. Construction budgets encompass site work, labour (direct and subcontractors), materials and supplies, professional fees (such as paying architects and engineers), equipment (including rentals and maintenance), technology, insurance, permits, inspections, and more.

With increased tariffs on steel and aluminum, clients need to be prepared to pay 25 percent more for their manufacturing and heavy industrial buildings. Owing to an increase in the theft of tools and materials like lumber and high-value copper from construction sites (estimated to cost construction companies $1 billion USD annually), 24/7 security is a must, and another expense. Stolen building materials aren’t just an inconvenience; they cost thousands of dollars daily, rendering labourers unable to work.

Due diligence is crucial before hiring any firm for manufacturing projects. All reputable firms should have a portfolio of past work and clients willing to provide a referral. Satisfied customers will state if the job was completed on time, if there were any cost overruns, and other potential red flags. Most of all, what is the firm’s experience specific to project needs? If the building will be used for EV manufacturing, soup production, or as a fulfillment centre, how much experience does the builder have in these areas?

Before the first shovel hits the ground, it is also important to know the builder’s knowledge of permits. Are they aware of all building by-laws, which often vary from one municipality to another? Is the builder licensed and insured in all relevant areas, including liability in case someone is injured? Are subcontractors up-to-date with their own licensing and insurance?

Another essential topic of discussion is safety. What is the builder’s record for work-related Lost-Time Injuries (LTIs)? And considering the sheer size and complexity of building steel warehouses, which require huge cranes lifting steel I-beams, channels, and other construction materials, how many safety technicians are on site?

If these questions are answered to the client’s satisfaction, the next step is negotiating the deal. This includes the scope of work: deadline and budget. Once these areas are agreed upon, the builder and client will discuss payment terms and draft a legal contract.

For projects to be successful, clients and contractors need to come together and discuss their shared vision. Well-executed works completed to customer satisfaction are deliberate, the result of a collaborative approach. Successful industrial builders will view themselves as not just a service provider, but as a partner who is engaged and receptive, who anticipates issues, and who communicates with clients every step of the way.

The post Building Partnerships<p class="company">Construction for Manufacturing</p> appeared first on Manufacturing In Focus.

Chief Executive Officer of Arlington, Texas-based MCR Oil Tools, Robertson’s extensive experience includes petroleum engineering, project management, operations management, business strategy development, and strategic planning. These skills, and a passion for innovation, are reshaping the petroleum industry, making it safer, more effective, and more cost-efficient.

It sounds like quite a claim, until you look at the facts.

To date, MCR Oil Tools has been granted over 200 patents, with 32 pending. Almost all are thanks to Robertson, who isn’t shy about his journey, including legal issues (proof once again that when someone comes up with better ideas, the praise and admiration are often tempered with jealousy).

The origins of MCR go back to 1982. When Robertson was working as an Engineering Manager for an oil service company in Fort Worth, there was an industry-wide downturn, and the business was going under. Robertson left for a local, smaller oil service company, where he proposed developing what is now MCR’s Radial Cutting Torch™ (RCT™ tool). Nowadays, the RCT tool is the company’s flagship product, safely and efficiently severing drill pipe and tubing without explosives.

This saw Robertson enter into a development contract whereby the company he worked for, Pyrotechnologies, was responsible for building 180 tools—a 25-year exclusive licensing contract with a large oil services technology company. Unfortunately, the tech giant didn’t keep the agreement, and a lawsuit followed in 1990. “Pyrotechnologies could not market the torch in any form or fashion,” says Robertson, who wasn’t initially part of the lawsuit or the licensing agreement. Cancelling his contract with Pyrotechnologies, he formed MCR Enterprises and began marketing his radial cutting torch to oilfield service companies throughout Louisiana and Oklahoma.

Better and safer
For years, pipes in the oilfield were often cut with explosives. A charge was formed to a specific shape, screwed onto the end of a wire line, then run down a hole and detonated. Even with strict safety protocols, this method is problematic. “More than 50 percent of the time, it doesn’t cut,” Robertson explains. A second cut is usually needed, and explosives can only be used in fairly cool wells.

Many wells are in the 350 to 500° Fahrenheit range, which is ideal for the MCR Radial Cutting Torch. “Our tool loves that temperature,” says Robertson. “We cut in many wells at 480 to 500° Fahrenheit, and we’ve probably made the deepest cut in the world at 32,000 feet deep in 8,000 feet of water. When the big guys are in real trouble, they call us.”

Widely considered the safest, most efficient pipe-cutting device in the industry, MCR’s RCT tool doesn’t use explosives to sever drill pipe, coiled tubing, and casing, but thermite, which is nonexplosive and nonhazardous. “We’ve never had an accident or an incident in 40 years, and we’ve shipped more than 40,000 tools all around the globe,” says Robertson.

Robertson developed his revolutionary new technology in the 1980s and 1990s, offering the oilfield industry a safer, nonexplosive, thermite-based technology. A mixture of aluminum powder, iron, and/or other metal oxides, thermite can reach temperatures of 2500 degrees C (4500 degrees F). Despite this high energy output, it is stable to transport since thermite requires extremely high temperatures to ignite.

Shouldering the responsibility
Robertson’s innovation came with “a lot of responsibility, and a lot of scrutiny,” he says. Years ago, the only competition for his RCT technology was explosives, which are dangerous to store, handle, and transport, and come with myriad regulations. The MCR Radial Cutting Torch changed the landscape, offering customers a much better, safer product that could reach them quickly.

“When a pipe is stuck, it can cost oil and service companies significant amounts of money, because time is of the essence,” says MCR President Cory Huggins. In 2019, 2020, and 2021, Huggins says “a few bad actors” contacted the U.S. Department of Transportation (DOT) and attempted to influence their regulation of the thermite product. If MCR’s Radial Cutting Torch were deemed a Class I explosive, it would no longer be considered nonhazardous and nonexplosive.

Ultimately, MCR Oil Tools had to sue the U.S. Department of Transportation for its actions and successfully received relief from the Pipeline and Hazardous Materials Safety Administration (PHMSA), an arm of the DOT. “This comes just under a year after our landmark legal victory in the Fifth Circuit Court of Appeals, which confirmed the nonexplosive nature of our technology,” says MCR on its website. “PHMSA has also acknowledged that it is reevaluating its interim thermite classification policy and will be seeking input from domestic manufacturers like MCR.”

MCR is allowed to ship its proprietary B15 thermite mix as a nonrated material. For customers, this win means lower shipping costs, faster worldwide delivery, and easier access for oilfield operators to the company’s safe and field-proven technologies.

“We finally convinced PHMSA that we were not an explosive,” says Robertson. “You can take our tool and put it in the belly of a passenger airplane. If the plane caught fire mid-flight, all the aluminum would melt away at 660° Centigrade, which is about halfway to the ignition temperature of thermite. That is one of the most robust aspects of the technology; it is extremely stable. When other explosive-based technologies and hazardous materials are activated at lower temperatures, our thermite activates well north of 1000° Centigrade.”

Training and licensing
Taking safety seriously, every company using MCR oil tools pipe-recovery and well-intervention systems, including the RCT, is required to enter into a license agreement and be trained and certified. “You won’t encounter personnel in MCR coveralls at a rig site,” says Huggins. “We do not operate a service arm; we are a technology and R&D company. Our model is to license our technology to service providers and deliver the training required for its effective use.”

Since 1992, Bill Boelte has led the company’s robust training program. “We take training very, very seriously,” he says. “It’s a unique product; when Mike developed this technology, it was the first of its kind. The thermite cutter did not exist in the marketplace, so training was critical in that cutting pipe was not new, but the method that was used to sever the pipe was brand new.”

Like the RCT, the Perforating Torch Cutter™ (PTC) is a safer, dependable alternative to using explosives in the oilfield, and “effectively perforates coiled tubing, tubing, casing, and drill pipe without the use of restrictive technologies,” according to the company. Once the tool is lowered into a well and reaches the appropriate depth, a thermal generator is activated. Internal pressure increases, and the pipe is perforated when plasma exits through the sides of the torch nozzle.

Made in America
The RCT, PTC, and the company’s many other products are all made in the USA with American materials. MCR manufactures approximately 95 percent of the hardware it sells, while the remaining five percent requires specific manufacturing processes that are outsourced domestically.

MCR’s dedicated team includes engineers, designers, and lathe and mill operators using CNC machines. Qualification processes are performed in-house, and the company’s quality management system (QMS) has been refined over the years to ensure consistency and reliability throughout the supply chain.

“We have an approximate 98 percent success rate in the field, which is astounding,” remarks Huggins. “We attribute that not only to our training and our licensees—our customers that we work with—but also the steps that we take here before our customers receive the product.”

Adds Robertson: “MCR retains full control over its internal quality management system, enabling flexibility and the ability to meet customized customer quality requirements.”

MCR works directly with large oilfield service companies, and being near an international airport makes it easy to ship products worldwide. Sometimes, customers will come to Texas. In one case, a high-profile client with a well in Indonesia engaged two flight crews, rented a 747, and flew to MCR to pick up tools. “The combination of a nonhazardous material classification and in close proximity to Dallas-Fort Worth International Airport allows us extreme flexibility to transport our product efficiently, effectively, and under extreme time constraints,” says Huggins.

Innovating new opportunities
MCR’s ability to do its own prototyping is another example of the company going far beyond just selling products. In one case, MCR got a call for a deepwater job for a much-needed technology that… didn’t exist. Within just 72 hours, the company developed a tool specifically for the application, tested to the correct parameters in MCR’s 30,000 psi pressure vessel. The tool was deployed within 48 hours, and the cut was successfully carried out later that week.

Says Huggins, “Within one week, we received a call from a customer—where we did not have a production off-the-shelf unit—and we internally qualified for their specifications and presented them with a unique technology that no other company could provide. So the rapid response is not only us getting product into our customers’ hands; it’s also for custom development. That is extremely critical, and sometimes larger companies struggle with that process.”

MCR’s reputation extends beyond its dedicated customers. In 2024 and 2025, the company was recognized as one of the Top 100 Workplaces in North Texas by the Dallas Morning News. And where many businesses say they treat employees like family, MCR acts, even supporting staff members who are unable to work through serious illness.

MCR Oil Tools sees a future where its already considerable influence in the oil industry expands even further. “We have other products we are working on that can revolutionize the oil industry as we know it today,” says Robertson. “This includes a product that will enhance old wells to produce 20 times what they are producing at their current state. Treat those wells, and get much more oil extracted than they ever dreamed possible.”

Indeed, from hard-won legal battles to groundbreaking technological advances, MCR Oil Tools’ journey reflects a company built on resilience, precision, and an unwavering commitment to safety and innovation. Under Michael Robertson’s leadership, what began as a single idea has grown into a globally trusted suite of solutions that continues to challenge industry norms. As MCR looks ahead to its next wave of breakthroughs, its story stands as a powerful reminder that true progress often comes from those willing to rethink the status quo.

The post Redefining Oilfield Technology<p class="company">MCR Oil Tools</p> appeared first on Manufacturing In Focus.

Enter bioplastics and other alternatives to synthetic polymers. Recently, this author came across three particularly exciting companies creating eco-friendly packaging for three common consumables: cosmetics, coffee, and plants.

The first, Shellworks’ Vivomer, is produced by feeding microbes typically found in soil and marine environments natural materials such as plant sugars. These microbes then generate polyhydroxyalkanoates (PHAs) through fermentation. Following this, a polymerization process occurs, producing a fully compostable material that is sufficiently heat-resistant and environmentally stable, yet also durable enough for commercial packaging, capable of withstanding standard industrial filling and fabrication processes.

Its biodegradation leaves no residue, making the process complete, non-toxic, and ideal for packaging skin and body care products. Not only is the fabrication process low in waste, but the company can now supply scalable quantities of the material that can be processed between 160°C and 180°C through injection molding and extrusion. This offers great promise for manufacturers in the medical device sector, as well as in beauty and wellness, electronics, and apparel.

The creators of Shellworks also emphasize the importance of adequate labeling, outlining end-of-life scenarios and clear disposal requirements. While there are other similar materials available, Vivomer currently stands out as the most sophisticated among this bacteria-based type.

Another exciting product making its debut comes from India, inspired by visionary leader Pushpa Lakshmi, Founder and Senior Safety Engineer of EcoKadai®. Literally built from the ground up, this innovative startup has chosen the long but rewarding path of providing a completely natural, regenerative food packaging and tableware alternative made from underutilized agricultural waste.

EcoKadai^® is not simply another biodegradable material; it is engineered to actively nourish the soil it decomposes into, rendering it healthier and more fertile than before. In a poetic twist, the product range includes a coffee cup made from coffee waste, which can safely contain liquids of up to 100°C.

Moreover, when composted responsibly alongside kitchen waste, the product releases no methane during degradation, benefiting from the aerobic conditions that composting typically provides. Its fabrication process also adheres to circular economy principles. Currently, promising prospects are emerging, with railways and airlines reaching out to the company for their share of this innovative solution.

As both EcoKadai^® and Shellworks’ Vivomer demonstrate, regenerative and Earth-friendly materials alleviate significant pressure on landfills and recycling infrastructure, all while nurturing the planet. Naturally, the verdict is still out on how companies choose to colour and print such packaging, as using toxic inks could detract from the benefits. However, it is undeniable that these materials must become the future if we are to rectify the chaos created by generations of global industry and rampant consumer consumption.

Regenerative materials are also taking root in North America. Closer to home, Ocean Made creates starter seed pots from kelp and natural fiber, based on a similar regenerative concept. Inspired by the “climate-fighting powers of seaweed” through carbon capture and the work of Bren Smith, often recognized as the “grandfather” of American seaweed farming, founder Emily Power decided to exchange big tech for “kelping the planet,” as she calls it.

While her startup is also facing the uphill struggle typical of visionary and early adoption projects, Power is steadfast in her belief—and for good reason. Once the business begins to scale, its main value stands to be recognized by industrial players for packaging purposes. Rather than relying on pure wood pulp or Styrofoam moldings for protective packaging filling, farmed kelp could provide one of the solutions everyone has been seeking to replace synthetic polymers—while ensuring the Earth’s regeneration.

Although adoption, scaling, funding, and research remain ongoing challenges, the glimmers of hope offered by companies like Shellworks, EcoKadai^®, and Ocean Made signal a promise of positive change. The real challenge, however, lies in altering our behaviours, from the micro to the macro packaging decisions we make daily.

As we know, shifting from the inertia of familiarity into the unknown is perhaps one of the greatest human challenges today—embracing the possibility that change can genuinely occur if we commit to making it happen. Until the day arrives when the number and work of brave innovators reach critical mass, the exploration of possibilities continues.

In the meantime, many questions linger. What would the future look like if we could compost our food containers, inadvertently contributing to nature’s health? What would a world free of synthetic polymers look like as it breathes for the first time in a century? How can this be achieved in cities without overhauling existing infrastructure, and is that even feasible? Can our comfort, and that of industrial bottom lines, truly afford to neglect supporting startups launching revolutionary packaging solutions that could forever change our view of bioplastics and business?

Time will tell how long it takes for materials like these to become commonplace. In the meantime, it is up to our generation to ensure we clean up the mess accumulated by previous generations and ourselves, which continues to congest Earth’s natural systems.

Yet, another truth remains. Ultimately, the manufacturing industry possesses all the infrastructure, thought-leadership, and resources needed to help such innovations flourish. What we truly need is a fresh perspective on changing behaviours (starting with our own toward regenerative packaging) while revolutionary innovators lead the way to a synthetic polymer-free future.

Achieving this may be a long journey, but as ancient wisdom teaches, even the longest journey begins with the first step—in the right direction, that is.

The post A Greener Path for Packaging<p class="company">Sustainable Alternatives for Environmental Health</p> appeared first on Manufacturing In Focus.

Located in Waukesha, Wisconsin, Wildeck offers efficient storage, lifting, guarding, and high-access solutions to increase operational capacity, productivity, and safety. Its products boost profitability for manufacturing operations, retail backrooms, warehouses, distribution centers, logistics centers, and a variety of other businesses.

Additionally, the company underwent a significant organizational transformation in 2007 when staff members approved an Employee Stock Ownership Plan (ESOP), and is now a part of Holden Industries, Inc., a business entirely owned by its employees.

Wildeck’s 50^th anniversary also follows a significant milestone for the company: consolidating its three Wisconsin facilities onto a 21.97-acre complex with a much larger production facility in 2024, when it finished building its new, state-of-the-art headquarters in Waukesha. At the same time, the company opened a new office and production facility in Tolleson, Arizona, to expand its activities in the West.

The employee-owned advantage
“What you get with an ESOP that you may not get with other organizations is a sense of ownership and a stake in what you do, day in and day out,” says Patrick Stapf, Senior Marketing Manager. “It appears that people who spend the most time here, like those with longer tenures, tend to care more. That’s why I think ESOPs outperform non-ESOPs in a variety of categories.”

Mike Twitty, Outside Regional Sales Manager, agrees. “A lot of our team members take a personal vested interest in making sure our customers get the best experience and that their projects go as smoothly as possible,” he says.

Along with its ESOP status, Stapf also attributes Wildeck’s longstanding success to its engineering expertise and level of craftsmanship in the shop. “When you’ve got employees who care a bit more, you expect that to show in the product you put out,” he stresses. “The scope of product is definitely a specialty of Wildeck.”

Breadth in the market
From smaller-scale machinery and structures to those that span multiple football fields in length, Wildeck has done it all. “Everything we do is custom, designed and fabricated to our customers’ application requirements—that’s the name of our game,” says Stapf. Customers come to Wildeck with very particular applications, and the company then designs and manufactures to those requirements.

Customers include some of the largest players in the e-commerce sector, who often rely on Wildeck’s product to be the first in the door. In fact, when building a brand-new distribution center, Wildeck’s steel structures are often the first installed, followed by the rack, shelving, and automated systems. “If our product isn’t there on time or parts are missing, that carries down the line,” says Stapf. “It’s very important when working with a supplier in the category we’re in that we do our best to make sure everything is high quality and on time.”

Apart from its foothold in the e-commerce industry, unique, public-facing projects over the years have included viewing platforms for the National World War II Museum in New Orleans and a material lift on Fremont Street in Las Vegas for the SlotZilla Zip Line.

“A big advantage for us is the breadth of the market we work with,” adds Twitty. “Anything from fulfillment centers to pharmaceutical hubs, data centers, food processing, heavy manufacturing, or even museum spaces. Such widespread application allows us to help a wide spectrum of customers.”

Customer care always comes first and helping businesses achieve maximum productivity is key. “We help our customers get the most out of their facilities for safety, efficiency, and capacity,” says Stapf.

The Wildeck way
A major player in the material handling equipment industry, Wildeck services those with material, tangible items that need to be stored or protected. Clients come to Wildeck when they’re running low on capacity and need to add a second or third level for increased square footage. They may also seek the company out if they’re looking to improve safety with steel barriers for forklift traffic or if they require assistance with efficiency.

“If they need a safer or faster way to move materials from the ground level to a second or third level on up, they’ll seek us out for our material lift products, and all of our products can tie together,” Stapf says. “If you choose us for a mezzanine or structural steel platform, maybe you also need a safe or efficient way to get materials up to that mezzanine level. We can offer our material lifts that attach to our steel decks to allow customers to do that as well.”

It really comes down to Wildeck’s superior structural design elements, adds Twitty. “Where many of our competitors may only do a certain design type, like cold form C section, for example, or only beam and bar joist, we do it all. We’ll design whatever makes the most sense for the application, whether it’s a light-duty, cold form structure all the way up to a 40 or 50-foot span. The product quality at the end speaks for itself, and I think that’s why customers continue to come back.”

Committed to community
In addition to its customers, Wildeck is also deeply committed to its home and community, says John Murphy, Senior Director of Sales. “We’ve stayed local to Waukesha for the entirety of Wildeck and are highly involved in the community,” he says.

With all products proudly made in the USA, Wildeck works with a variety of steel suppliers, primarily in the Midwest, to add value through its products, whether that’s cutting components down to the proper size, drilling into structural framing members for assembly, or doing the welding and painting on-site at its campus. “Essentially, we’re taking all these components from various steel suppliers—mostly local—bringing that into our shop, adding value to it, and then the result is essentially building components that we place on a truck and ship out to our customers,” Stapf tells us.

It’s a ground-up operation, adds Twitty. “We’re taking the raw materials, we’re doing all the engineering and design work in-house for our structural design, and we have been able to own all the manufacturing processes to output a product that we have control over,” he explains. “That provides extra value to the customer, because we’re not reliant on as much outsourcing as others may be in the industry.”

The company has its own team of engineers, including structural, mechanical, and electrical engineers, and has found a great deal of success in hiring through local colleges in the area. Being an ESOP company, meanwhile, means offering an attractive culture that welcomes communication and transparency amongst team members. “I think that lends itself to a lot more buy-in and individual ownership of each project, being able to leave your mark,” says Twitty.

It is in part this culture that has led to so many employees staying with Wildeck for decades and eventually retiring with dignity. The everyday atmosphere at Wildeck celebrates and supports the community, whether that’s participating in an Office Olympics or March Madness event, gardening programs, or charitable efforts, such as a holiday food drive through the Food Pantry of Waukesha County.

Eyes on the future
Looking ahead, Wildeck is excited to be back at MODEX 2026, the premier supply chain experience trade show—its first appearance since the pandemic—with a new product soft launch: upgrading its line of lift products and becoming more standardized with components, an effort led entirely internally with a dedicated team of employee owners.

“Essentially, we’re standardizing components to make it easier to have our product assembled on site, easier to troubleshoot, and easier to order components as needed,” Stapf explains. “We’ll still be making fully customized units for those that require it, but we’re offering a more simplified solution for the majority of applications.”

This pre-engineered and pre-configured aspect also lends itself to greater efficiency in delivering quality products on time and quickly, says Twitty. Having those units to fall back on as a baseline, and then expanding the portfolio from there, will serve to improve the customer experience. “They’ll have some good baseline products to reference, and that will cover the bulk of applications,” he says. “We’ll be able to expand from there for anybody who wants to take advantage of all the custom designs right now, but we’ll have some things that are locked and loaded and ready to go from the get-go.”

Aside from MODEX, the Wildeck team is looking forward to continuing to grow. Nowadays, it’s running two shifts to keep up with demand, utilizing all the new equipment and planning for future expansion. “The number of projects really saw a large uptick through the latter half of last year—a healthy challenge for our design team, our engineers, and all of our shop employees as well,” says Twitty. “We’ve found ourselves scaling up to accommodate that.” That included a hiring spree over last summer, adding new positions at both locations in Arizona and Wisconsin.

On the marketing side, Stapf looks forward to promoting Wildeck’s new products and letting the world know what sets the company apart. “On a personal level, I’m excited to see how these take flight over the next year or two as we build momentum on those standard units,” he shares. At the end of the day, he says, “our bread and butter is upgrading facilities.”

Even with its many impressive achievements—including the upcoming 50^th anniversary—it is Wildeck’s people and their commitment to quality that truly differentiates this company. “The longevity within the company definitely helps set us apart,” says Murphy. “It’s the long-tenured people who work here that are not only doing a fantastic job but are mentoring our new employees to ensure we pass those levels of service on down the line. We’re committed to meeting and exceeding customers’ expectations.”

The post Wildeck Does It All with Safety, Efficiency, and Capacity<p class="company">Wildeck</p> appeared first on Manufacturing In Focus.