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.

Since making the decision to set down roots, this chip management giant has further cemented its reputation for premium engineering, reliability, and precision, while also gaining new customers at an impressive pace. As part of its logistics and processing portfolio, the company also offers advanced automation solutions. These include automated assembly lines, as well as transport robots (AGVs) designed to move products efficiently throughout the production environment.

Here to stay
Now, after riding out a few seasons of economic fluctuations, the company is here to stay. To mark the decision, it welcomed existing and prospective customers to the opening of its smart new 30,000-square-foot headquarters at 5131 Apple Creek Parkway in Dallas, North Carolina, toward the end of last year.

Offering 26,000 square feet of manufacturing space, this state-of-the-art facility houses all the functionality the company needs to significantly expand its presence across the continent over the next decade or so. The new facility is complete with a fully equipped pump testing and repair division, KNOLL has become the go-to for high-performance chip management operations in need of equipment that works the first time and works for the long term.

“We have a new test system where we can make sure everything is functioning to the highest standard before we ship it to the customer,” says Justin Viner, Director of Sales.

A game changer
The team has been busy innovating. Its recently introduced solution is a high-pressure booster trolley, custom-developed for a U.S.-based, German OEM. The machine promises to be a game changer, especially for tooling operations. This technology enables smoother tooling operations by improving chip evacuation, cycle times, and output, helping end users significantly increase revenue.

Another solution is based on a range of filtration options, what the company refers to as a bypass solution. The concept is deceptively simple in its brilliance. Traditional filters typically allow a certain percentage of fine particles to pass through filters, forming sludge that potentially reenters machining centers, causing issues like tool guide damage and tool blockages due to contaminated oil or coolant. To prevent this, end users are typically forced to manually drain such systems annually—sometimes even more often.

To remove this common pain point, one of the solutions cleans coolant through a centrifuge before returning it to the system—all without losing functional uptime. “As a result, there is no production downtime, no manual stop, no manual cleaning, and we increase the quality of the oil or coolant in the clean tanks, which improves machining quality,” explains Lothar Burger, Chief Executive Officer.

Next-generation offerings
Another exciting arrival is the Click.it, a new device set to revolutionize time management in fabrication and storage facilities with fantastic potential for other industries as well.

Click.it provides a digital-human interface designed with a set of buttons, each of which is programmed to communicate an individual instruction or request to a specific source via phone call, text, or email, for the ordering of everything from parts at workstations to the office supplies. As a scalable system that can have as many units as needed for an organization, the next-generation Click.it saves time, improves workflows, eases communication, and ultimately boosts productivity and bottom lines.

The system can also be integrated into enterprise resource planning to generate routine instructions, making waste removal, bulk material ordering, and a host of other functions a cinch. “Every time you click the button, it saves valuable time that would have been verbal communication and a possible walk. Over a year, that’s a lot of time,” says Viner.

The company’s purchasing options are equally convenient. With certain equipment, it has lease and rent-to-buy options making the cost of ownership easy to manage, KNOLL America has all bases covered for prospective buyers. “Most people who rent just buy it once they see the positive performance,” Burger shares. As KNOLL prides itself on always doing better, it is already developing the product further, adding predictive AI messaging.

KNOLL America is committed to advancing production, service, and customer support through innovative digital solutions. “We are actively investing in technologies that make our equipment smarter, more connected, and more autonomous. As part of this initiative, we are exploring the development of a dedicated KNOLL AI Assistant designed to support both employees and customers. This assistant will enhance interactions with our products, simplify troubleshooting, and provide real-time guidance across our equipment portfolio.”

Together, these efforts mark a significant step toward a smarter, more efficient, and user‑centric future for KNOLL America.

“AI has its pros and cons, but we’re working on the pros, which can make life easier and give us easy access to information,” Burger explains. He also notes that by harnessing this new technology, the company will greatly enhance its communication strategy internally and externally.

Going for growth
Looking at its development as a business, KNOLL America’s continued customer-focused approach through its marketing and sales teams is reaping the desired rewards. And with efforts invested in getting its name—and its offerings—out into the world, growth has been inevitable. “We have a stronger online presence,” says Andrea Guzman, International Relations and Marketing, noting that KNOLL’s regular participation at the International Manufacturing Trade Show has also brought new opportunities.

Since its inception, the company’s culture has evolved significantly. “With the new team and the changes we’ve implemented, we have a completely different culture within the company now—one that is far more customer-focused,” Burger says.

As part of this overhaul, KNOLL America now maintains a significantly larger parts inventory now that it has expanded storage capacity. “When the customer keeps their experts on the machine side and uses our expertise on the chip management side, they get the best of both worlds,” Burger continues.

Apprenticing for the future
KNOLL America’s apprenticeship program focuses on personalized training while preserving intergenerational knowledge.

KNOLL’s most recent candidate graduated in 2025 following an IT apprenticeship. In this case, the three-year training program has resulted in her appointment as the company’s IT support technician. The company’s next apprentice will be enrolled this year. Collaborating with Gaston College means that other employees can also improve their skills part-time, while the company uses the college as an extension of its educational facilities for training in crane safety, OSHA, basic electronics, and other standard courses.

While the two-and-a-half to three-year apprenticeship program may seem foreign in an American context, generations of German skilled workers have successfully trained this way, demonstrating its effectiveness. Students complete 1,600 hours of part-time community college coursework in trade theory, combined with hands-on practical training during the rest of the workweek. “You become book smart while you learn with your hands. Early on, you become an expert in the products the company makes,” Burger says.

Upon completing 8,000 hours of combined classroom and hands-on training, apprentices graduate as entry-level professionals. The program covers tuition, and apprentices earn a salary with full benefits, including 401(k) and health coverage, while they learn.

The company’s expectation of the apprentice is to be committed and exceptional at what they do. “Our goal is to ensure apprentices reach their full potential,” Burger explains. “We provide the best training to cultivate the best professionals.”

Building stability
This approach allows young professionals to immerse themselves in the company’s culture while gaining a solid understanding of its systems and operational standards. Over time, they develop expertise in specialized areas and learn to navigate the unique demands of each customer, helping the company remain agile and responsive in a dynamic market.

By supporting employee growth and higher education, KNOLL has maintained an exceptionally stable workforce at its European branches for over four decades, with many employees’ children choosing to follow in their parents’ footsteps.

“In America, the culture often revolves around ‘hire and fire,’” Burger explains. “That’s not our approach—we invest in the people we develop rather than making decisions solely for shareholder value.” As a family-owned company, this philosophy has helped KNOLL remain stable during economic challenges, supported by a loyal, long-term workforce that maintains continuity and operational steadiness.

Developing a resilient and skilled workforce is critical as KNOLL expands its capacity to serve the growing North American market. Burger is encouraged that the industry’s gradual adoption of this apprenticeship model could lead to broader improvements in operational standards.

Caring for its people
KNOLL’s commitment to its staff extends beyond job security and competitive compensation. The company allows a day for community volunteering, and its diverse team—drawn from multiple states and countries—fosters an open, collaborative culture that emphasizes healthy workplace relationships. “We often discuss how easy it is to speak to management. You can be yourself—your authentic self. It makes communication much easier,” says Guzman.

“What we are building now is for the future. We are looking at the next 40 years,” Burger emphasizes. By ensuring that the company understands what the market wants, it can focus on investing in further education and training to ensure that everyone stays at the top of their game as volumes and demand increase.

Burger emphasizes that in a rapidly evolving market, staying agile must remain central to the company’s strategy. “Complacency is not an option,” he says. “We strive to remain at the forefront and constantly monitor performance to ensure we meet our clients’ needs.”

With its clear focus on local markets and industry-leading solutions, KNOLL America is here to stay.

The post American Strength, International Power<p class="company">Knoll America Inc.</p> appeared first on Manufacturing In Focus.

Founded in 1996, Columbia/Okura emerged from a deliberate partnership between two fourth-generation, family-owned companies: Columbia Machine of Vancouver, Washington, and Okura Yusoki of Kakogawa, Japan. At the time, robotic palletizing was just beginning to gain traction in North America. Columbia Machine had decades of experience with conventional palletizers, while Okura Yusoki had developed an articulated robotic arm designed specifically for palletizing. The joint venture was created to unite those strengths and bring purpose-built robotic palletizing to a market that was just beginning to understand its potential.

“The joint venture was formed in 1996,” says Michael Stuyvesant, Director of Sales and Marketing at Columbia/Okura. “It was a combining of two now-fourth-generation family-owned companies, and the values and the relationship made for a strong foundation.” That foundation was technical, but also cultural. Okura’s four-axis robotic arm was designed solely for palletizing, a distinction that set it apart from general-purpose industrial robots adapted for end-of-line use.

For Columbia, the partnership provided a path into robotic automation without losing sight of its deep understanding of palletizing applications. For Okura Yusoki, it created an entry point into the North American market through a trusted, established partner.

From the outset, Columbia/Okura was not trying to be everything to everyone. The company’s focus was clear: end-of-line automation, with palletizing at the core. Over time, however, what that focus meant in practice expanded significantly. In its early years, Columbia/Okura systems were typically single-line, stack-on-floor robotic palletizing cells primarily in agriculture. Over the past three decades, those systems have evolved into fully integrated end-of-line solutions that extend well beyond palletizing and into a wider range of industries including industrial products, food and beverage, and pharmaceuticals.

Today, Columbia/Okura designs and delivers systems that integrate conveyors, sortation, product validation, stretch wrapping, bagging equipment, and increasingly, autonomous material movement. “We started with just simple stack-on-floor robotic palletizing systems,” Stuyvesant explains. “Those have evolved into complete, fully integrated systems where we’re tying in with other pieces of automation equipment and automating the process all the way through the end of production.”

That evolution reflects broader changes across manufacturing. As labor availability tightened, product variation increased, and expectations around uptime and safety grew more stringent, customers began looking for solutions that could do more than simply stack product. They needed systems that could adapt, communicate upstream and downstream, and operate reliably over decades rather than years.

Columbia/Okura responded by strengthening its role as a systems integrator while maintaining a disciplined scope; this evolution is most visible in the launch of the dynaPAL^® product line, the company’s industrial robotic solutions. Rather than branching into unrelated automation domains, the company focused on complementary technologies that directly support end-of-line performance. A key milestone in that expansion came in 2017, when Columbia/Okura formed a partnership with STATEC BINDER to supply bagging equipment in the United States. For a company whose early growth was rooted in bag palletizing, the ability to integrate bagging upstream created new value for customers seeking a single partner from fill to pallet.

At the same time, advances in robotics were opening new opportunities at the other end of the spectrum. In 2019, Columbia/Okura introduced its miniPAL^® system, which uses a collaborative robot rather than a traditional industrial arm. Designed for lighter products, lower production rates, and smaller footprints, miniPAL^® allowed the company to bring robotic palletizing into environments that previously could not justify the space, guarding, or cost of conventional systems.

“What collaborative means is it’s a robot that’s designed to work in collaboration with humans,” Stuyvesant explains. “You don’t necessarily have the big physical guards, and operators can interact with the process without stopping everything.”

This approach reflects a broader shift in manufacturing automation, where flexibility and human-machine collaboration are becoming just as important as throughput. Columbia/Okura’s systems now regularly integrate collaborative robots, industrial robots, autonomous mobile robots, and automated guided vehicles into unified end-of-line architectures. In many installations, mobile robots have replaced fixed conveyors, allowing pallet movement between palletizing cells and warehouses to adapt dynamically as production needs change.

As systems have grown more complex, safety has remained a constant priority—not only a regulatory requirement for Columbia/Okura, but one of the company’s core values, alongside flexibility, integrity, reliability, and accountability. That emphasis is reflected in both system design and internal culture.

All Columbia/Okura systems are built to meet or exceed applicable A3, OSHA, and ISO standards, with Category 3 compliance as a baseline. Each system undergoes a formal risk assessment, and customers are encouraged to conduct site-specific assessments to ensure proper integration within their facilities. Physical guarding, Electro-Sensitive Protective Equipment (ESPE), and trap-key systems are designed to prevent access to energized equipment, while newer technologies such as radar-assisted safety monitoring enhance protection in collaborative environments.

On systems like miniPAL^®, safety scanners detect intrusion into defined zones while radar technology assesses the surrounding area before allowing the system to return to full operational speed. These layered safeguards are designed not only to meet standards, but to support real-world use cases where operators and automation must coexist efficiently.

Beyond technology, safety is reinforced through organizational structure and accountability. With just over 80 employees in the joint venture, Columbia/Okura operates as a tightly connected organization spanning marketing, sales, applications engineering, mechanical and controls engineering, manufacturing, supply chain, and service. The company’s service team supports a large installed base with 24/7 availability, ensuring that customers are not left to manage issues alone once systems are commissioned.

That long-term commitment is one reason many Columbia/Okura customers return time and time again. Some relationships date back to the company’s earliest installations, including a robotic palletizer sold and installed in 1996 that remained in operation until 2019. When the original system was finally replaced, the customer returned to Columbia/Okura for its next generation of automation.

“Our systems are in place for decades,” Stuyvesant notes. “That doesn’t happen if we’re not partnered with the customer throughout their journey.”

Partnership, in this context, goes beyond equipment delivery. Columbia/Okura offers structured ramp-up programs for new customers, ongoing training, and responsive service to support facilities as their production needs evolve. While repeat customers still account for a significant portion of business, the venture has also expanded into new industries and applications as its technology portfolio has grown.

Internally, Columbia/Okura prioritizes long-term investment in its people, a commitment reflected in an average employee tenure of 10 years and a tuition reimbursement program that facilitates career growth from shop floor roles to engineering and applications positions. This emphasis on stability and professional development is reinforced by a culture of transparency and open communication. By pairing an open-door management approach with these growth opportunities, the company maintains a workplace environment built on mutual trust, accountability, and a clear strategic direction.

Nicholas Shiraishi, Marketing Coordinator at Columbia/Okura, highlights the company’s commitment to workforce development beyond its own walls. “We support FIRST^® robotics programs,” he says. “It’s an organization that introduces kids to robotics early, and we sponsor several local teams.”

Through its involvement with FIRST^® and participation in industry programs such as The PMMI U Skills Fund, Columbia/Okura contributes to the development of future manufacturing and automation talent. Charitable donations made through these programs are often matched, extending the company’s impact within the broader community.

As manufacturing continues to evolve, Columbia/Okura faces many of the same challenges as its customers. Packaging materials are changing, product variability is increasing, and sustainability expectations are becoming more complex. While the company does not position itself as a sustainability solutions provider, it takes steps to minimize waste in its own operations, returning test product where possible, supporting donations, and avoiding unnecessary landfill disposal.

Ultimately, Columbia/Okura’s value proposition rests on clarity of purpose. Rather than chasing every emerging trend, the company continues to refine what it does best: designing and delivering safe, reliable, future-ready end-of-line automation systems. “We’re more than just an automation provider,” Stuyvesant says. “We’re a trusted partner dedicated to transforming businesses through safe, reliable, and innovative end-of-line solutions.”

As the company approaches its 30^th anniversary, that message carries weight. Three decades of operation in industrial automation is not simply a measure of longevity, but of relevance. Columbia/Okura’s history reflects an ability to adapt without losing focus, to integrate new technologies without abandoning core principles, and to build systems and relationships designed to last.

With a growing portfolio of integrated solutions, a strong culture of safety and accountability, and a proven record of customer trust, Columbia/Okura enters its fourth decade positioned not as a legacy brand, but as an active participant in the next phase of manufacturing automation.

The post Engineering the End of the Line: 30 Years of Purpose-Driven Automation<p class="company">Columbia/Okura</p> appeared first on Manufacturing In Focus.

Based in Lexington, North Carolina, Think-PLC specializes in industrial automation controls but is developing a reputation as a systems integrator, blending hardware and software to create solutions for clients. Last profiled in Manufacturing in Focus in April 2023, Think-PLC has a fruitful partnership with German tech giant Siemens, the latter firm renowned for creating automation controls (among other high-tech products) for the industrial, manufacturing, healthcare, and transportation sectors, to name a few.

Think-PLC sets itself apart from the competition as the only Siemens Factory Automation and Machine Tool Solution Partner on the East Coast; the only Siemens Run MyRobot Experience Solution Partner in the U.S.; the only Siemens Braumat/Sistar Solution Partner certified in the U.S.; and a Rittal EPlan Exclusive Partner.

Solutions are brewing
Think-PLC CEO and Founder Bobby Cole tells us that the industry event in question was called Brewlogix, a symposium that Think-PLC hosts about four times a year. “We piggybacked on the craft beer craze to get folks to come network,” he shares. “We started these events years ago, and they’ve caught like wildfire. Instead of the traditional lunch and learn, people come out and enjoy a craft beer as we do a short deep dive into some technology.”

The pivotal Brewlogix event was held at a restaurant run by the Aviator Brewing Company, headquartered in Fuquay-Varina, North Carolina. For this gathering, Cole gave an address on Braumat, a Siemens process-control solution designed for the brewing sector. In the rapt audience, unbeknownst to Cole, and paying particularly close attention, was his host for the evening.

“I finish up and go to the bar to finally get a drink, and there’s the CEO of Aviator Brewing, Mark Doble. He said he really liked my presentation. He told me, ‘This is cool stuff; I’d like to hear more from your team and the Siemens folks,’” recalls Cole.

Doble’s company had been experiencing growing pains at the new craft brewery it had opened, and Doble describes his travails and the solution he found in a YouTube video: “Beer is very labor-intensive to produce. We were managing a lot of the process manually, taking temperature readings, monitoring boil times with stopwatches. Then, we moved to a 60-barrel system, which you cannot manage manually at all.” Software that was supposed to regulate this 60-barrel brewing system “was clunky and didn’t really work. So, we reached out to some friends at Think-PLC.”

Shortly after the Brewlogix event, Doble ordered Braumat software to manage his expanded brewing operations, tasking Think-PLC with installing the system and incorporating it into his new equipment. Think-PLC technicians “took what he had bought and retrofitted it, which we’re very good at. We were able to take what was good—which was the stainless-steel tanks, pipes, and all that stuff—keep it, and add a new control system that met his needs,” continues Cole.

In the video describing the project, Doble appears delighted with how things worked out. He praises the “awesome software” from Siemens, which “helps us manage the automation from front to back.” And he describes Think-PLC as “an outstanding partner—they basically saved us,” he says.

“Think-PLC came highly recommended by industry professionals,” Doble says. “We contacted Think-PLC and they immediately came to our rescue. We collaborated on the software development and were able to complete a working system fairly quickly. We were back in business! Think-PLC overcame challenges related to legacy hardware and made the system work.”

This gave Doble’s company “something we didn’t have before: true flexibility,” he shares. “We can now make changes on the fly and tailor the platform to match the real-world needs of our brewing process. This kind of adaptability has been a game-changer. We’re able to fine-tune operations, improve efficiency, and cut down on manual tasks—ultimately saving on labor costs and, even more importantly, valuable time. It’s exactly the kind of control we need to keep pushing forward and growing,” he continues.

“Think-PLC absolutely crushed it on this project. From the moment we brought them in, they were responsive, professional, and fully committed to getting us back up and running. They took the time to understand our unique setup, collaborated closely with our team, and delivered a custom solution that actually worked—and worked well. They navigated some tricky challenges with the legacy hardware and still managed to implement a reliable, flexible system that improved our overall efficiency. Overall, their performance was outstanding, and we couldn’t be happier with the results.”

When asked about the Aviator project, Cole is modest but does note that Doble was brewing beer within two and a half weeks of the installation.

More than just winning respect from a new client, the Aviator Brewing assignment highlights a big change in Think-PLC’s mission. Founded in mid-2019, the firm initially focused on designing and building automation controls (indeed, the PLC in the company name refers to “Programmable Logic Controllers—devices used to observe performance, compile and transmit data, and control automated processes, robotic systems, and machinery). In addition, the company did retrofit work, repairing and extending the life of legacy control systems. Nowadays, Think-PLC still performs these tasks but has considerably broadened its mandate.

Gold standard
Since our previous profile, the firm has “morphed into something more than what our humble beginnings were, which was just in industrial controls. Today, we’ve become the gold standard for what a systems integrator is,” states Cole. The team helps its customers cut their manual labor by hundreds of hours each week and see a return on their investment in just under a year.

The company has also expanded its workforce and manufacturing space from 22 individuals when our last profile ran to 34 today. Approximately 20,000 square feet of space has been added to Think-PLC’s manufacturing facility in Lexington, which is where most fabrication and manufacturing work is still performed. The company also operates an East Tennessee branch, which has expanded to meet growing customer demand and address the “lack of companies like ours in that territory,” says Cole. “We continue to add people there.”

As well as consolidating the Tennessee branch, the company wants to grow its reach in the Northeast, possibly opening a site in New England. Aerospace and data centers are booming in the area, and “from a sales perspective, those are the markets that you need to be aligned with right now,” notes Cole.

The company is UL certified, is a Rockwell integrator, and is a Siemens Solution Partner for factory automation, drives and motion, and machine tool systems. Think-PLC partner vendors include FANUC robotics and Alba manufacturing, which designs and makes conveyor systems.

The first and only go-to
Aviator Brewing isn’t the only prominent customer to have recently availed itself of Think-PLC. The company recently completed a project for Anduril, a leading defense contractor from California. Think-PLC utilized Siemens SISTAR process control software at an Anduril plant manufacturing Barracuda-M cruise missiles.

“The vertical for defense and aerospace was looking for someone to implement software for Siemens, and we were the first and only go-to,” says Cole.

The Anduril assignment also underlined the capabilities of the SISTAR system. While they share similarities, the Braumat automation system is specific to brewing, while SISTAR can be used “across the board, from making food to brewing beer to making rocket fuel,” says Cole.

New staff, new standards
Think-PLC used to do minimal promotion, relying mostly on word-of-mouth for new business; this has changed, and the firm now employs two full-time sales staff. The new team helped push revenue from roughly $7 million at the time of our previous profile to $11 million in 2024, and the company’s growth strategy includes a new corporate office with an additional 30,000 square feet of capacity.

With its growth and increase in personnel, Think-PLC continues to use a multi-step process to hire new staff. Prospective employees take written tests designed to gauge their industry knowledge and personalities, using material developed by business writer Patrick Lencioni to deduce a candidate’s strengths and weaknesses. “We’ve improved not only the technical questions that go into the questionnaire; we’ve improved the personality profiling as well. We’ve onboarded a few other personality trait skill sets,” Cole shares.

Once someone is hired, Think-PLC takes care to integrate them into its operations in a speedy, seamless way. “It’s very frustrating for people if they show up to your organization and you’re not prepared for them. They come prepared to work, and you don’t have their computer ready, or they’re not set up in your system, or people don’t know they’re coming on board. Those are things that frustrate not only the internal team but the individuals themselves,” notes Cole.

A new framework
Think-PLC’s penchant for organization and order is also evident in its use of an Entrepreneurial Operating System (EOS), which began last year. These systems offer a framework of tools and concepts that enable companies to formulate comprehensive, easily understood plans, processes, and duties. Think-PLC has utilized its EOS to document core processes and streamline operations, among other tasks. An EOS “gets all the players on the same bus, and cleans up your systems and your business,” says Cole.

This is important given current market conditions. “The biggest challenge right now is that the economy’s taken a downturn. We’re in a period of artificial inflation, and right now, manufacturing’s in a bit of a lull,” says Cole.

Think-PLC has adjusted by becoming more strategic in its marketing efforts. If sales are dropping in one area, the team pivots and invests marketing dollars in sectors that are doing well, such as “defense and datacom.”

Stepping into the future
He expects the overall economy to improve and is bullish about the company’s future. In this regard, Think-PLC staff recently utilized the EOS to create a document enumerating steps designed to help the business grow. These steps include the full implementation of a new Enterprise Resource Planning (ERP) system, purchasing its 30,000-square-foot facility (as opposed to leasing sites, the company’s present practice), more philanthropy and community involvement, a drive for more awards and recognition, and establishing new satellite offices.

Basic tenets that have always governed the company’s efforts, such as keeping customers and employees happy, are not forgotten but meticulously annotated on the master list for this rapidly expanding company.

Asked where he sees the company in five years, Cole says the goal is to “be the largest systems integrator in North Carolina,” and it’s clear that the company is well on the way to achieving this milestone. Think-PLC was ranked at number 24 in the Triad Business Journal’s 2025 Fast 50, and Cole was honored with the Journal’s 2022 40 Under 40 award and a 2024 C-Suite Award.

Presently, the company is building up its workforce to 55 employees, says Cole, and methodically instituting the full array of resolutions from the EOS document aimed at guiding the company to the top tier of systems integrators

Buoyed by its expanding team, its growing footprint, and its impressive roster of clients ranging from craft breweries to defense contractors, Think-PLC is proving itself a versatile and trusted systems integrator. The company’s ability to blend technical expertise with practical, customer-focused solutions has not only earned it a reputation for reliability but also positioned it for continued success in volatile markets. Guided by a clear strategic framework and ambitious yet mindful growth plans, Think-PLC is charting a course toward industry leadership, with a blend of innovation, discipline, and partnership that will keep it at the forefront of automation and integration.

The post This Industrial Controls Firm Stars in Its New Role of Systems Integrator<p class="company">Think-PLC</p> appeared first on Manufacturing In Focus.

“We are focused 100 percent on precision dispensing,” notes company Founder, Chair, and CEO, Dwight Carlson.

Consistency, perfection, precision
Coherix’s systems, sensors, and software are used to monitor and inspect industrial dispensing processes to ensure “consistency, perfection, and precision” are maintained—even in advanced applications like cutting-edge “lights out” fabrication. And impressive as Coherix’s products are, the company hasn’t forgotten the importance of the human element. Since our previous profile, Coherix has launched new training programs, workshops, and academic initiatives.

The company primarily serves the automotive and electronics industries (the company counts roughly 150 auto OEMs and Tier 1 suppliers as clients), as well as dispensing equipment manufacturers and system integrators. At present, Coherix is preparing to relocate to a larger facility in its hometown, expanding its footprint from 15,000 to upwards of 25,000 square feet. If all goes to plan, the Coherix Innovation Center, a space featuring an array of robotic systems and dispensing equipment for training and research, will triple in size following the move.

“We provide a tremendous amount of value by having the major robot manufacturers and all the dispenser manufacturers bringing in new things, testing them, and then briefing the industry on what’s what,” says Carlson. “We gain a lot of credibility. We’ve got the best team in the world in terms of dispensing systems engineers.”

When our previous profile appeared, the company was preparing to launch the Coherix 3D Mini, designed for use with mini-dispensing machines. This cutting-edge inspection/process control system can examine and report on the width, height, volume, and location of mini-beads as small as 0.2 to 3.5 mm. Newer products from the team include third-generation Coherix 3D sensors, which provide adaptive bead path monitoring during dispensing processes, real-time defect correction, and the processing power to enable AI-backed analytics. They have four times more physical memory than Gen 1 Predator3D sensors, resulting in faster processing, and boast protective hardware that reduces wear and tear while safeguarding sensors from splatter from materials. Storage has been increased tenfold so users can save more data from 3D scans.

“Now we can write the kind of algorithms that can really make this sing for the customer,” says Carlson of the new and improved Gen 3 sensors.

Service as value
Coherix backs all of these solutions with a strong commitment to customer service. “A lot of inspection products go into plants and don’t provide value… We don’t want our product in a plant if it’s not providing value,” Carlson says.

To achieve this, the team runs a comprehensive support program called Coherix CARES to ensure its products provide value to customers. Under the terms of this program, Coherix staff make quarterly visits to client worksites. Once on site, Coherix personnel test equipment and train staff, aiming to enhance plant efficiency, maintain consistency during dispensing operations, and reduce waste. Videos are made and presented to the client to highlight any dispensing variances.

“If you’re not getting any variation, no problem. If the bead is exactly in the right place every time, you don’t need anything else,” Carlson explains. On the other hand, if “the volume starts varying, and we can see it in these dynamic videos, we say, ‘Okay. We can fix that for you.’ We can put in our volume adaptive control. We can adjust the dispenser to make sure that the volume doesn’t vary, the process doesn’t vary outside the control limits.”

Coherix uses Adaptive Process Control (APC) technology to help establish these control limits. APC automates the control of industrial processes and adjusts parameters when necessary to ensure consistency and precision. Coherix 3D Lateral Tracking is an APC-enabled software solution that monitors and corrects bead position in dispensing operations. The product also offers feedback and can be integrated within an existing robotic dispensing system.

“Our target is to eliminate 90 percent of the dispensing downtime—we’d say 100 percent, but we want to be conservative,” says Carlson.

In addition to Coherix CARES, the company hosts regular workshops and training sessions. Total Dispensing System Engineering (TDSE) workshops led by moderator/engineer Terry Taylor are held at the current Coherix Innovation Center. Attendees come from robotics firms, dispensing equipment manufacturers, systems integrators, OEMs, Tiers, and the like. In a typical workshop, Taylor outlines technological developments and industry trends and discusses solutions to adhesive and sealant dispensing issues. TDSE workshops offer “very high-value information. We talk about how you can get to autonomous dispensing,” Carlson shares.

Open training sessions
While TDSE events cover the industry in a general way, Coherix also holds Open Training Sessions that are specifically focused on its own solutions. Clients attending these sessions receive instruction on everything from generating 3D adhesive bead renderings to establishing inspection paths for total coverage, loading and backing up projects, adding templates, and importing scan data.

“In these Open Training Sessions, people come in and learn about our systems. Engineers can come in. Usually, we charge for training like this, but we’re offering it for free to build those relationships,” explains Josh Anton, Marketing Communications Manager at Coherix.

For instance, Coherix has formed a partnership with the GameAbove College of Engineering and Technology at Eastern Michigan University (EMU) to spread knowledge about dispensing solutions. In a joint initiative, EMU mechanical engineering students will undertake intensive training in a university facility stocked with equipment provided by Coherix, Sames, Kawasaki Robotics, and Gonzalez Group. “When these kids graduate, they want a job; they want to be engineers and get their hands dirty. It works out great for us and other members of the EMA,” says Carlson.

The EMA is the Engineering and Manufacturing Alliance, a “not-for-profit corporation that promotes, facilitates, and enables research and education of dispensing systems engineering,” according to the group’s LinkedIn profile. Coherix is a strong backer of the EMA, with some of its staff playing important roles in the Alliance.

Artificial Intelligence represents a trend that engineers and manufacturers alike are watching very closely, and Coherix has been experimenting with AI, primarily with regard to machine learning. Carlson explains AI could help take factories to a level where skilled workers aren’t so essential. This could be a boon, given that existing workers in skilled professions are approaching retirement age and young people aren’t clamoring to replace them.

“What you’re shooting for is autonomous dispensing in lights-out conditions,” he says. “That’s the way we see it. We’ve got to get these plants fitted with AI-enabled automation. Any leader in automation manufacturing knows you have to get this stuff AI-enabled.”

Global presence
An international corporation, Coherix maintains operations in China, Japan, Europe, Mexico, and the Asia Pacific. And with an eye to the future, the company has already selected new regions for possible expansion. “We have Brazil, India, and Korea right on our radar. We’re doing business there, but we haven’t formed a wholly owned subsidiary,” says Carlson.

Despite its global presence, Coherix is still a relatively small company and thanks to its diminutive size, is nimbler and more adaptable than most high-tech giants, says Carlson. “With 85 to 90 people, you can really focus and move the ball fast,” he notes.

This does not entail broadening the company’s reach into brand-new markets, however. Some Coherix channel partners have implemented the company’s technology in sectors as diverse as residential glass and military supplies, but for its part, Coherix is sticking closely to the automotive and electronics markets.

Of course, the auto sector, along with the broader economy, has experienced some turbulence recently. “First of all, there came COVID. Then came the collapse of the electric vehicle in America. And now we have the Trump tariffs,” says Carlson, in response to a question about challenges facing the firm.

Agile, flexible, and tough
So far, Coherix has made it through, with the team able to source sufficient supplies of scarce semiconductor chips during the pandemic and benefiting from increased EV sales in Europe, even as electric vehicles lost popularity in America.

“You really have to be agile and flexible and tough,” notes Carlson, displaying the kind of attitude that will no doubt help steer the business through current economic maelstroms.

In fact, Carlson envisions a bright future: “We expect a 25 percent revenue increase this year. In 2029, we plan to be a little over $100 to $103 million,” he says. It’s not all about money, however: “Some exciting things are going on in the industry. And we’re going to get to lights-out automation,” he adds, with some obvious excitement himself.

The post Ensuring Precision, Even in the Dark<p class="company">Coherix</p> appeared first on Manufacturing In Focus.

Embracing DEI principles and infusing them throughout the various layers of an organization has proven to have countless advantages for both a company and its employees. This is especially true of STEM careers, which face a rapid rate of change that requires an innovative workforce and efficient processes.

Where a culture of diversity, equity, and inclusion exists, creativity and innovation thrive, as do efficiency and profitability thanks to improved collaboration and insight-driven decision making, key for profitability.

According to Deloitte, organizations with diverse and inclusive cultures and practices are six times more likely to be innovative and agile, eight times more likely to achieve better business outcomes, and two times more likely to exceed financial targets versus less diverse competitors, which means there is a strong return on investment (ROI) where DEI is concerned.

Unequal access to opportunity
While it may not be the worst in terms of diversity, equity, and inclusion, STEM industries can do more to promote DEI. While there are sectors that have reached employment parity between men and women, there is still a large gap in the diversity of the composition of many STEM sectors, manufacturing especially.

Since the 1990s, STEM employment has grown by nearly 80 percent, with computer-specific jobs growing 338 percent, but access to many of these well-paying, secure jobs is unequal, especially where women, Black, Indigenous, and People of Color (BIPOC) individuals, and people with disabilities are concerned, and particularly in upper-level management positions.

Data from Pew Research shows that while women make up almost half of all STEM jobs in the U.S., when healthcare is taken out of the mix, those figures drop significantly. The same can be said of Black and Hispanic workers, who have greater representation in support roles rather than higher level positions. While Black workers constitute 11 percent of the overall workforce in the U.S., they represent only nine percent of STEM employment, with Hispanic workers representing 18 percent of the overall workforce and 15 percent of STEM workers. The lowest share of women can be found in mechanical and electrical engineering fields, while there are larger shares in fields like industrial and environmental engineering and architecture, while Black and Hispanic workers are more likely to be in the physical sciences.

Understanding that STEM careers are outpacing general employment growth, which is being driven by the proliferation of technology, they are some of the best fields for wealth building, but a lack of diversity means that there is unequal access to the benefits therein.

Manufacturing inequality
One of the STEM industries where women, BIPOC individuals, and people with disabilities are underrepresented is manufacturing, which is a legacy industry that historically has been male dominated. According to data from the Manufacturers Alliance for Productivity and Innovation, despite efforts over the last several decades, there are fewer women employed than there were two decades ago. This is also true of BIPOC.

The industry is at a crossroads as demand for skilled talent is outpacing supply and attraction and retention are bigger challenges than ever before. Paired with an aging workforce, attrition is rapidly erasing institutional memory and experience, which are key to many operations’ success. In addition to targeted outreach to students to ignite an interest in a STEM career, manufacturers could be tapping into traditionally underrepresented populations to solve some of their labour woes while kickstarting a new era of profitability. When you consider the many advantages associated with strong and effective DEI programs, it is no longer an option but a necessity, one that could afford companies a competitive edge in the global economy.

This is especially important if manufacturers begin to reshore and increase investment in domestic footprints in the U.S. A joint study from Deloitte and the Manufacturing Institute states that the U.S. manufacturing industry could need upwards of 3.8 million workers to fill available jobs by 2033, demand that the market is not currently poised to sustain.

Removing barriers
For some, manufacturing has an image problem, which means there is a dire need to revamp recruitment strategies to better appeal to prospective employees. For instance, as a male-dominated industry, it could be intimidating to women and discourage their consideration of a career in the field. Companies that offer a positive workplace culture that celebrates diversity and empowers its workers to be their best have the best chance at reaching youth, women, BIPOC individuals, and people with disabilities.

Improving diversity and representation and creating an inclusive environment by addressing and removing structural barriers to entry and career development would demonstrate that there are equal opportunities for advancement. By improving representation at every level of an organization—particularly leadership—where only 25 percent of management positions are held by women—it would demonstrate a path to success and mentorship.

Another change that must be made to demonstrate that the sector is serious about equity is related to pay equity. While the disparity is less in STEM versus non-STEM careers, women and minorities face disparity when it comes to compensation, an issue that has persisted for decades.

A good way to appeal to women and improve a workplace’s culture for everyone is to improve work-life balance, provide flexible working hours to accommodate familial responsibilities, and consider providing on-site childcare to better accommodate those who require this support to more fully participate in the work world.

Tech-empowered change
Additional barriers include unequal access to higher education. Sometimes the path to training is as difficult as the path to employment, and this is especially true for people with disabilities, who have unequal access to training, but have a lot to contribute if opportunities (and workplaces) are accessible.

One of the ways to improve access to training for everyone is through greater adoption of technology and artificial intelligence (AI), not simply to replace workers through advanced automation and mechanization, but as a new and faster way to train workers more efficiently with data-informed and optimized processes and solutions. Analysis by McKinsey estimates that 30 percent of total labour hours worked could be automated over the next decade, but this will further increase demand for STEM careers to satisfy the rate of change in work activities necessitated by technology.

Many investments are being made in technologies and AI tools to capture the knowledge that is being lost through attrition and adapting it into training for AI systems for the sake of data-driven decision making. AI, specifically in manufacturing applications, should seek to capture actionable visibility into people, processes, assets, and inventory, provide greater connectivity with workers on the front lines, and be optimized for quality and performance. The easier technology and AI tools are to adopt, particularly where they are low-cost and no-code tools that can be democratized for the greatest number of workers, the more impactful they can be. Paired with diversity training, AI’s use can help promote a culture of success.

Not only will this improve the flow and function of operations in the interest of productivity and profitability, but it will also attract a tech-savvy generation of workers who will see that sectors like manufacturing are no longer the boring, dangerous, repetitive jobs they were in the past.

A strong ROI
It is proven that a diverse, equitable, and inclusive culture is good for business, so the time is now for companies to take stock of their existing operations and approaches and consider how DEI could elevate profitability. Where a strong DEI culture exists, supported by adequate training and supports, creativity, innovation, and productivity know no bounds. When paired with a tech-empowered environment where data-driven insights lead decision making, many of the challenges facing the industry can be overcome.

Diversity, equity, and inclusion is an agile, adaptable business model that is good for worker attraction, retention, empowerment, engagement, and collaboration and results in fewer errors, fewer conflicts, and less absenteeism. Quite simply, it can help to optimize efficiency, quality, output, and ultimately, profitability.

Where diversity lags, so too do opportunities for prospective employees and the companies who fail to hire them. Conventional thinking leads to conventional solutions and in a highly competitive global market, innovation and fresh insights are as valuable as the commodities being designed, manufactured, and sold.

The post Breaking down Barriers to Effect Positive Change<p class="company">The Case for Diversity in Stem</p> appeared first on Manufacturing In Focus.

The result has been to draw global firms like Denso, Aisin, Svante, Magna Electronics, and numerous Tier 1 suppliers to the company by offering formidable value and innovation, made possible by a workforce with the capacity for harnessing and integrating fleets of autonomous robots complete with communication and traffic systems. “Our repeat business from large multi-national companies is a success story for us,” says Michael Balzan, Director of Sales.

But there is a lot more to RAMP Inc. than intelligent robotics.

Based in Waterloo, Ontario, Canada, RAMP also offers renowned planar motor technology and automated design-build technology like material handling, automated assembly, and inspection equipment. Driven to be the best at what it does, this team dives deep into detail. The approach has yielded great success.

By gaining a comprehensive understanding of the selling points of customers’ products before developing a system that optimizes manufacturability, all while maintaining tight control over cost and quality, the company has become a trusted partner to some of the world’s largest fabricators of automobiles, consumables, and medical devices. RAMP also increasingly serves manufacturers in the energy industry.

The company’s name indeed travels fast. “Word-of-mouth between executives and engineers through supply chain synergies goes a long way,” says Balzan. Moreover, the company’s high level of personal engagement builds quality relationships, which clients value. “We continue to get business from our repeat customers. Because of that, we’re gaining new customers faster than we’ve seen for the last two years,” Balzan says.

Still a hands-on leader, ready to work shoulder to shoulder in the trenches with team members since the company’s early days, he has been part of every step toward prosperity.

As a result of these valuable bonds, RAMP Inc.’s legacy of hard work and disruptive innovation endures. Never the kind of corporation to stagnate, evolution remains a constant that brings regular change and improvement to its systems, facilities, and the capabilities of its skilled professionals.

RAMP is currently moving into a new facility on Bridge Street, Waterloo, where it will join another group that’s also part of Samuel Automation. This opens the door to significant expansion, giving the company access to double its present resources. This strategic move also means continued diversification as RAMP increases its presence across the United States.

Leading with innovation, the company’s next move will establish it in the satellite fabrication industry. With another Samuel autonomous robot and appliances facility in Tucson, Arizona, its expansion portfolio looks increasingly promising, and change remains a constant companion.

Having started as Samuel and Sons and later becoming Samuel Automation, the firm will soon rebrand itself as RAMP by Samuel Automation. While its name is changing, its enduring reputation for quality has seen RAMP Inc. go from strength to strength after joining Samuel Automation in 2022.

The acquisition was a well-considered and lucrative strategy for both divisions. “We’re going to grow within the Samuel organization to support their business as well as other manufacturers,” Balzan says.

As well as RAMP’s range of state-of-the-art autonomous mobile robots, its research and development team creates custom technology for clients who need sophisticated solutions to drive their fabrication outfits in new, improved ways. In keeping with this mandate and as part of its fresh rebranding strategy, RAMP by Samuel will soon also offer enabling technologies and expanded development. These technologies and services enhance user capabilities and system performance through more focused innovation.

Together with cutting-edge innovation, customers gain tremendous value from collaborating with this team. RAMP Inc. is equipped to take complex projects from the pre-automation and proof-of-concept phases to providing pilot production systems, followed by replication. There are also traceability applications and other game-changing software tools comprising extensive vision technology.

And the rewards are real. With a powerful marketing strategy in full swing, the company is seeing an upturn in business as manufacturing slowly returns to home soil, altering the ecosystem in which U.S.-based OEM outfits serve markets like electric vehicles and others. As the clean energy sector and others drives its growth, the company continues to make customer operations optimally profitable with the application of robust success-assurance processes. By minimizing the risk profiles of future product lines, customers gain more than peace of mind; their bottom lines also benefit tremendously. “We continue making the most effective products in the most cost-effective way,” says Balzan.

Committed to improving traceability, validation, analytics, and workflows, RAMP’s research and development team continuously refines its proprietary technologies. Two analytics products, Mavix and SPMX, feature outstanding tracking functions that powerfully enhance material workflow. While these could see rebranding over time, the new RAMP LogistiX software will soon hit the market as a new flagship software suite.

With tremendous growth targets ahead, RAMP’s investments transcend technology and equipment developments, however. Over the past year, the company has introduced considerable upgrades to its facility and improved its semiconductor and life sciences applications’ performance, while maintaining a state-of-the-art clean room. Its fabrication capabilities are also growing alongside an ever evolving website.

Paramount to RAMP Inc. achieving its desired outcomes over the next 36 months is doubling its staff to hit expansion targets. “Our customer base and the market make it look like this is achievable,” Balzan confirms. Known for being the most discerning of employers, RAMP’s procurement process is thorough, ensuring that the best candidates join the team, whose performance is a tough act to match.

Which brings us to another win for RAMP’s clients. The calibre of its employees provides customers with so many unexpected benefits that it often seems satisfaction is inevitable. And that is why high-stakes fabricators keep coming back for more. “Our customers struggle in finding subject matter experts to implement and even specify projects that they have,” shares Balzan. Until they find RAMP, that is. Access to top-notch experts committed to customer success is the main draw for many international giants in North America, and “we provide a resource team in whatever area of expertise is needed to help them achieve their goals,” he says.

The company actively builds its workforce by supporting local training facilities. While Balzan serves on advisory committees assessing real-time industry developments, RAMP Inc. also employs co-op students from the local college and the University of Waterloo. This mentorship opportunity gives young newcomers to the field hands-on, real-world experience, while the company secures a steady stream of future engineering experts signing up for its team.

With so many happy customers, RAMP Inc. has celebrated many successes. Its commitment to continuous improvement and its close ties with the energy industry recently led to the signing off of the pilot assembly for its largest production system to date. Custom fabricated for carbon capture, the project has allowed the company to help the planet in the process. “It’s exciting to be a part of this green project,” Balzan tells us.

Beyond improving capabilities and cultivating better ways to perform—while helping customers thrive through the product development and integration of outstanding automation systems—expansion remains the team’s ultimate objective. “We’re going to grow considerably larger than we currently are,” Balzan assures us. With new horizons beckoning, this Canadian powerhouse is fabricating the future of automation.

The post Effective, High-Value Automation<p class="company">RAMP by Samuel Automation</p> appeared first on Manufacturing In Focus.

Based in Sparks Glencoe, Maryland, the Conveyor & Automation Technologies team is known for developing outstanding technology along with its standard line of conveyor products. The company builds on the achievements of its 20-year legacy to provide customers with future-focused packaging automation. Mechanical Engineer and Vice President Gus Sarikas brought his expertise in conveyor systems to the company when he and his wife, President Lilly Sarikas, founded the firm in January 2004.

The couple established their reputation as visionaries early on. Aware of the changing tides of technology and fortunate to welcome a team of bright minds wanting to do something new, they set out to integrate automation into the company’s services from the beginning. For two decades, the company has enjoyed word-of-mouth business while building sound foundations and a living repository of generational knowledge. Confidently executing large, multi-million-dollar projects for satisfied customers, the company aims to give customers “merit, profitability, and safety,” Gus says.

By developing a deep understanding of the nature of its customers’ struggles, Conveyor & Automation Technologies firmly believes in first uncovering the reasons why customers are experiencing difficulties within their existing systems. “Then we look at how we can provide something that offers a return on investment,” he continues.

Known for staying on top of developments in the industry—from the latest technology to digital and software design—the company’s new, information-rich website is proving tremendously popular amongst engineers. “There are a fair number of videos on the website,” says Gus. “Once they see the actual projects in action, it gets the creative juices going.” Naturally, this continues to secure the company a great deal of new business.

In addition to technology, the speed and efficiency of this team are central to its success. Once customers reach out, Conveyor & Automation Technologies’ applications engineers assess issues, considering possible solutions before conceptualizing outcomes. They then establish the engineering hours required for product development and design. From there, the electrical engineers consider compatible control systems, followed by project managers and mechanical and electrical installers getting on board before commissioning starts.

Once a schedule is established, price estimation follows, and when the team receives a purchase order, detailed component development begins. The team, Gus explains, thinks about much more than just systems performance; the human element is a constant that runs through all of the company’s work. With its main mission being safety—while engineering profitability for customers into its designs—its next goal is helping to create more enjoyable working environments for all staff members.

Rather than rendering humans obsolete, Conveyor & Automation Technologies seeks to improve job satisfaction instead. The company aims to remove laborious, repetitive processes “without cutting the employee and [instead] give the employee something more meaningful,” Gus explains, highlighting that customers’ staff typically find tending to technological processes more stimulating than performing repetitive tasks for months and years on end. He points out that in the process, traditionally blue-collar positions are morphing into white-collar jobs by removing manual elements and creating human-machine collaboration.

Living up to its reputation for excellence, the company invests in what it considers best-in-class robotics. With heavy investments in FANUC’s recognizable yellow robots and cobots, the company favors the brand for its outstanding value and software, reliability, and service. One FANUC product that stands out is Zero Down Time (ZDT), which employs predictive technology to assess a robot’s servo motors’ health and allows owners to correct any issues and maintain or replace any parts before equipment failure occurs.

Sophisticated vision software coupled with premium Intralox conveyor components, belting, and innovative sortation systems add even more performance power to the company’s automation systems. While Intralox’s quality speaks for itself, Conveyor & Automation Technologies is equally pleased with the customer service, which offers real-time expert assistance. Intralox has “the best delivery. They have the best customer service,” says Gus, pleased that the supplier always has engineers available to answer questions immediately. Such fantastic service is a key value proposition—and it also explains why international distribution and shipping giants like UPS, Amazon, and others count on Intralox for the same top-quality performance.

By partnering with the best, Conveyor & Automation Technologies helps its customers optimize their investments in automation, floor space, uptime, and output as well as ensuring that their operations run smoothly. The team’s automation systems “allow end users to be [ahead] of their competitors,” Gus says.

Perhaps the greatest result of this approach has been the company’s many years of organic growth. By adding to its staff at a rate of two people annually, Conveyor & Automation Technologies now has a team of around 44 people serving customers across the country from a 47,000-square-foot facility with its own attractive office spaces. By creating an atmosphere of trust and respect, the company has let its people know that they are valued as much for their personal contributions as for their expertise. “What gives it life are the people,” Gus says. “That’s why we focus on the people. The facility’s great—don’t get me wrong—but the people are what make it.”

One of the team’s greatest successes yet arrived in the form of a quandary, when a large global manufacturer requested cutting-edge automation when it was unable to find sufficient numbers of employees. The answer was an initial $5,000,000 investment in a system complete with a fleet of automated mobile robots (AMRs), multiple automated machines, conveyors, and industrial robots that function around the clock and communicate as a system. The automation filled 38 manual positions that could not be consistently filled and allowed the manufacturer to run all its production lines at capacity. The team’s greatest challenge at the time was that the integration technology needed development, which was accomplished with flying colors—so much so that the client’s leadership gave the approval for $120 million of additional automation for their other manufacturing plants.

It is this level of innovation by the Conveyor & Automation Technologies team that most impresses the company’s leadership. No matter what customers bring to the table, the team delivers positive engineering outcomes that improve customer operations and work environments. And the good work doesn’t end there; the company also enjoys doing good for others through its involvement in school robotics projects and showing support for breast cancer initiatives.

It approaches the future in the same way it has always done. With artificial intelligence changing the workplace at large, Conveyor & Automation Technologies, Inc. is now considering ways in which the technology can improve and speed up its processes. That includes design, implementation, bills of materials, and the like. This will allow the company to improve its efficiency, output, and, of course, customer satisfaction. Following that, continuing to improve the company’s scalability is its next big priority.

While market demand and trends may change, consistency in quality, service, and innovation remains the mainstay of this dynamic and service-oriented company.

The post Built on Trust, Grown by Innovation<p class="company">Conveyor & Automation Technologies, Inc.</p> appeared first on Manufacturing In Focus.

Seeing a need in the market, Don Wickstrum founded Quest Industrial. Starting off small, Don and his wife Mary worked out of their family garage. Growing the Wisconsin-based robotic integrator business over the years, in 2019 Quest was acquired by processing and packaging giant ProMach, which has over 150,000 machines in the field worldwide.

Today, Quest proudly serves many industries, including cheese and dairy, protein and snack foods, frozen foods, beverages, consumer packaged goods, ready-to-eat, pet food, and produce. Providing customers with industrial automation equipment focused on robotics and vision-guidance technologies, Quest’s state-of-the-art solutions meet every packaging need.

Growing to meet client needs
Quest keeps expanding its capabilities internally and through strategic acquisitions. Just last year, ProMach acquired Mexico-based label, EFID, ticket, and pressure-sensitive label company Etiflex. This was followed months later by the acquisition of Italy-based MBF—a worldwide leader in bottle-filling and closing machines—and HMC Products, a leader in the manufacturing, refurbishing, and servicing of horizontal form fill & seal (HFFS) machines.

“ProMach has grown really fast and had success in a variety of industries,” says Marketing Specialist Joshua Sagona. “Ultimately, we looked at the industries in which we are consistently winning—the industries where we know that, if you put ProMach solutions up against any other solutions out there, you have no doubt that we are the best in the business.”

Continuing to identify industries poised for success, ProMach announced a dedicated Wine & Spirits Solutions Group along with a pet product packaging company. “ProMach has been a strategic partner for many of the world’s best-known spirits companies for years,” stated the company in a media release. “The creation of this solutions-based team will allow ProMach to gain even greater insight, offer a broader solutions portfolio, and continue to be a trusted advisor that helps optimize operations.”

The Wine & Spirits Solutions Group is supported by industry experts from over a dozen ProMach product brands globally, and “strategically positioned to solve the unique challenges of processing and packaging traditional bottled products, small format bottles, and ready to drink (RTD) products in both cans and single-serve bottles.”

With pet food products, ProMach conducted research to determine and identify ideal geographic regions. This year, ProMach proudly showcased its Pet Care Solutions team and worldwide pet care capabilities portfolio at the Petfood Forum in Kansas City, Missouri. Providing standalone systems and fully integrated lines, ProMach’s expertise with pet care packaging makes the company a one-stop solution provider.

Identifying successful areas where customers are extremely happy has led ProMach to create formal solutions groups catering to that success. This includes having existing sales managers in regions like Kansas City, which is well known for pet care and pet food manufacturing. “We’ve created some teams basically of various brands that are solely devoted to X industry,” comments Sagona. “Members from different brands’ supply to that industry, and put efforts to help promote solutions for that industry.”

mGrip™ technology
Early in its history, Quest/ProMach realized that not all robotic automation packaging systems were the same.

As an industry leader in difficult-to-handle foods like soft proteins and crackers, which are easily damaged, the company actively seeks the best products and solutions for its customers. Although ProMach started in secondary packaging, the company saw demand for mGrip technology and vision systems. Described by Soft Robotics as “a suite of configurable gripper and controller products that enables reliable, high-speed picking of traditionally hard to grasp items in the food processing industry,” this unique tech enables robots to pick up and pack fragile products safely and efficiently.

For ProMach, mGrip remains a key product offering. Different foods require different handling, and the company has options suitable for each product. “It’s a very precise and delicate way to handle items,” says Sagona. And to ensure precise picking, mGrip works with Artificial Intelligence (AI) technology.

At ProMach/Quest, everything is designed in its facility, and the process starts with the company’s dedicated sales staff. Helping clients determine the best product and solution for their specific need, information then goes to the application team, which creates preliminary designs for customer specifications. From there, designs go to the mechanical and electrical engineering team. “Everything is done in-house, from design to installation, and even preventative maintenance in the future,” comments Sagona. “We do it all, from start to finish.”

As with any robotic automation machinery, turnaround time depends on the solution. This especially applies to soft gripping technology, because of the unpredictable nature of the product. While soft grip systems take the longest to manufacture, systems on the secondary side, such as case packing, take 20 to 50 weeks or fewer, depending on complexity.

And with standard palletizers, ProMach stands far above the competition in terms of lead time. “That’s where we’re most competitive, because we have pre-engineered standardized systems for palletizers that don’t really require much, if anything, other than just changing a few small things for customers,” says Sagona. “We’ve been able to get standard systems out the door in as little as four to six weeks.” Although the company doesn’t sell used systems, it will work on older systems and even those created by other robotic integrators.

Quest Intelligent Autonomous Vehicle
One of the company’s most recent innovations is the Quest Intelligent Autonomous Vehicle (IAV). The ideal hardworking partner, the IAV was designed and manufactured to move through facilities and be smart, flexible, and safe. “While most other Automated Guided Vehicles (AGV) or Autonomous Mobile Robot (AMR) solutions have a standard off-the-shelf vehicle, Quest ensures the IAV can handle the conditions within your facility,” says the company. “Safety is our number one priority, so Quest has taken careful consideration to incorporate safety sensors with multiple, industry-leading safety fields.”

At first, the company began selling the IAV as a standalone product, initially designed as an addition to palletizers. A palletizer would fill up a pallet with boxes, which would then be moved by vehicle to docks for shipping. Quest soon found out many companies already had robotic palletizers but were extremely interested in purchasing IAVs, which cut down on forklift traffic.

“Picture 15 forklifts running around your facility,” says Sagona. “Every single one is a safety risk, because they can run into people or each other. Our IAVs are intelligent enough to avoid collisions and know where fixed objects are, so they go around them. And if they see something that isn’t supposed to be there, including people, the IAV will either find a way around or stop until the thing moves out of its path.”

Quest IAVs are equipped with multiple scanners, which means they know where they are, can detect obstructions, and can determine which pallet or crate needs to be picked up. “It can be as simple or as complicated as you want,” adds Sagona. “It can be one IAV or 10 or more running around.”

The advanced IAV drew large crowds when it was showcased last year at PACK EXPO International and promoted as a standalone solution. This annual event is also ideal for promoting the company, and Sagona says, “We will definitely be there showing off some of our solutions. That’s the big event for us every year,” he shares.

Ultimately, he says, “There are not a ton of limits to what we can do, especially with secondary packaging. If it comes in a box or goes on a pallet, we can create automation solutions.”

The post Handling With Care<p class="company">Quest Industrial</p> appeared first on Manufacturing In Focus.