The first event occurred just before Christmas in 1924, when representatives of light bulb manufacturers met in Geneva, Switzerland. This international group formed something called the Phoebus cartel to control the global light bulb market. Among other issues, the cartel was concerned about the longevity of their products; at the time, household light bulbs lasted an average of 1,500 to 2,000 hours before they needed to be replaced.

This lengthy lifespan benefited consumers but was a drag on new sales. So, the cartel devised a scheme to develop shorter-lasting bulbs, then poured money into R&D to make this goal a reality. By altering the filament and other technical interventions, the lifespan of household light bulbs was reduced to about 1,000 hours. The Phoebus cartel eventually fell apart, but its signature achievement remained a crucial step in the move toward planned obsolescence.

Planned obsolescence received another boost in the later years of the 1920s as a way to address a crisis in the American automotive industry. While the car had proven to be an overwhelming success, vehicle manufacturers were worried about market oversaturation. Many drivers were content to stick with one car for years on end before buying another.

To goose sales, Alfred Sloan, CEO of General Motors, came up with an ingenious idea. Instead of launching a brand-new car each year—a move that would have been prohibitively expensive—GM introduced the notion of an “annual model change.” Automotive manufacturers would tweak their lineup each year, adding new colours, enhancements, and other features to existing vehicles. Many of these modifications were minor, but it didn’t matter; the objective was to make old models seem hopelessly passé. The plan worked, and buying the latest model each year, even if your current car worked fine, became seen as a marker of wealth.

These examples highlight the different types of planned obsolescence. There is manufactured obsolescence (products are deliberately produced using materials with a limited lifespan), systemic or technical obsolescence (upgrades are introduced that render older products useless), and stylistic obsolescence (consumers are told they will be uncool and out of touch if they don’t buy the latest and greatest version of an already available product).

If the light bulb conspiracy exemplified manufactured obsolescence, systemic obsolescence is commonplace in the consumer electronics industry. Think of software updates that aren’t compatible with older computers and laptops, or electronics with parts that can’t be replaced. Stylistic obsolescence is rampant in the smartphone industry, where small changes are irresistible to tech enthusiasts who want to stay ahead of the curve.

Planned obsolescence keeps consumers buying, which in turn is good for the economy. On the downside, the need to constantly buy new goods results in mountains of cast-off electronics, clothes, household items, cars, and other consumer wares.

Other issues abound. Manufacturing frequently involves the use of what are called “conflict minerals,” minerals commonly found in regions wracked by war, poverty, and abusive governments. Some of the gold, tin, and tungsten used in electronics and other goods is mined in the Democratic Republic of Congo, which has been embroiled in extremely violent civil warfare for decades.

The constant churn of new consumer purchases also prolongs economic abuses in developing nations. Many electronic products and other products subject to planned obsolescence are produced in low-cost overseas nations. As long as demand for brand-new items remains strong, miserable working conditions will prevail in such locales.

The profligacy inherent in planned obsolescence has produced a large backlash, as evidenced by the rise of the “right to repair” movement. Consumers are demanding information on how to fix electronics and other manufactured goods, and leaning into a trend called “BIFL.”

“BIFL stands for Buy It For Life, and the acronym encompasses both an approach to shopping as well as a description of products that are designed and manufactured to last a lifetime. Buy It For Life items can last the life of the owner or the accepted life of the product, or they might come with an ironclad warranty such that you won’t have to purchase the item ever again,” explains Roxanne Dawson in a February, 2024 article in Forbes magazine.

The BIFL movement is being spurred by consumer self-interest and concern for both the environment and global economic disparity. Purchasing long-lasting products is a good way to limit the amount of consumer goods in landfill, the need for conflict minerals, and exploitative, low-cost, offshore manufacturing practices.

While Buy It For Life has become a new buzz phrase, the movement has very old roots. Prior to the Industrial Revolution, pretty much all consumer goods were BIFL. Peasants who bought shoes from a cobbler could be expected to keep them for years, mending them when necessary. Even if they paid for repairs, keeping footwear for long periods was more affordable than tossing out old shoes and buying new ones constantly.

There are two major drawbacks to Buy It For Life wares: they are generally more expensive than conventional consumer goods and harder to find. If you do a comparative analysis, however, buying a single pricey item might be less expensive over the long run than having to purchase the same item multiple times at a lower price.

As for availability, major media outlets such as Forbes, Wired magazine, and the New York Times have all compiled lists of recommended BIFL products and the companies that make them.

The Forbes list includes Merino wool socks from a firm called Darn Tough, which are ideal for hikers but can be used by anyone fed up with constantly buying replacement socks due to rips, tears, and holes.

In terms of kitchenware, Forbes recommends the Field Company No. 8 Cast Iron Skillet, a pan that the makers claim will last for decades, and the Le Creuset Dutch oven. The latter features enamel coating and requires some care, as it needs to be washed by hand and you’re not supposed to use metal utensils with it. On the plus side, it offers longevity and reliability.

The list from Wired, published in February 2025, includes the Shun Cutlery Sora 8-Inch Chef’s Knife (the contributor who posted this product sharpens it twice a year), the HMPLL Whetstone Kit (a set of whetstones to keep kitchen knives in peak cutting condition), and a Sonder Los Angeles Walnut End-Grain Cutting Board for slicing, which is less likely to warp than other versions.

Wired also recommends the Dualit Classic 2 or 4-Slice NewGen Toaster (originally designed for commercial kitchens, these hand-assembled toasters are extremely reliable and hardy) and the Weber Original Kettle 18-Inch Charcoal Grill, a simple design with tub, ash catcher, metal legs, and plastic wheels that lasts for ages if kept covered or stored in a garage when not in use.

Birkenstocks are also featured on the Wired list. While these slip-on sandals are frequently mocked as hippie footwear, Birkenstocks are actually very durable if kept in good condition with water and stain repellent, cleaning solution, and similar care.

Interestingly, Wired also includes a few old-timey items, such as the Lamy 2000 Extra-Fine fountain pen—if you don’t mind replacing the ink, a fountain pen can last for decades, unlike disposables—and Zippo lighters. Introduced in the 1930s, Zippos became hugely popular due to their reliability. They can also last for decades if users are willing to replace the wicks and flints.

The New York Times list, published in September 2025, covers a wide swath of consumer goods, including men’s jeans. It offers two BIFL jean brands: A.P.C. New Standard dungarees, which are pure cotton and “fashionable but not trendy,” and 3sixteen CT-100x denims. The latter are made with heavyweight denim that is tough to break in but very long-lasting.

And people with home gyms might want to investigate the Rep Fitness Kettlebell, a simple set of colour-coded weights with wide handles and a lifetime warranty for U.S. and Canadian customers.

Beyond these goods, some items have always been made with BIFL in mind. High-end musical instruments, for example, can be used for decades or even centuries. Among guitarists, playing a 1959 Stratocaster or 1965 Gibson SG in excellent condition is a point of pride. The movie The Red Violin centers on a priceless instrument passed between different owners over three centuries. The violin’s age is not considered a detriment but rather an attraction.

Of course, not everything lends itself to BIFL. While buying the latest car model each year just to stay trendy might be excessive, only an expert mechanic, or someone who lives near a repair shop, would likely feel comfortable driving a 1944 Buick Roadmaster on their daily commute.

“Some categories lend themselves well to lifetime purchases: homewares, outdoor gear, and heirloom clothing came up in my research,” writes Dawson. “Other categories, like beauty products, technology, and trendy fashion, encompass products that you will likely need to replace over time for safety, utility, and comfort. As a general rule, regardless of product type or category, following the manufacturer’s care instructions will help prolong the life of the items you buy.”

Planned obsolescence was never an accident; it was a strategy, engineered in boardrooms and refined over decades to keep consumers spending. But awareness is a powerful counterforce. As the BIFL movement gains momentum, shoppers are increasingly voting with their wallets, choosing quality over novelty and durability over disposability. In the end, buying less but buying better may be one of the simplest and most consequential choices a consumer can make.

The post Built to Break, Built to Last<p class="company">The Rise of Buy-It-For-Life</p> appeared first on Manufacturing In Focus.

Evart’s message about recognizing, honouring, and celebrating the special bond between siblings rings especially true in the world of family-led manufacturing. Despite what we might think about many manufacturers being multinational corporations with thousands of employees, over 60 percent of Canada’s small and medium-sized (SMEs) manufacturers are family-owned. These range from small mom-and-pop operations with a handful of workers to large operations with hundreds of staff across multiple locations. No matter the size, all have one thing in common: their invaluable contribution to the nation.

According to Family Enterprise Canada, which supports and provides a voice to this important sector, family-owned businesses are not only important but “a critical component of the Canadian economy.” Family-owned businesses account for 63.1 percent of all Canadian private sector firms. Responsible for generating almost half (48.9 percent) of the country’s real Gross Domestic Product (GDP), totalling $574.6 billion, family firms are also responsible for 6.9 million jobs Canada-wide—equivalent to 46.9 percent of private sector employment.

Economic backbone
In the United States, family businesses also play an essential role in the economy, accounting for 54 percent of the country’s GDP. Responsible for 83.3 million jobs, family-owned companies generate 59 percent of U.S. employment.

Even when faced with economic challenges like inflation, labour shortages, and taxes, family-led businesses keep growing across the United States. In mid-2024, Family Enterprise USA’s Annual Family Business Survey—the largest to date, with 789 respondents spanning 40 states—revealed that America’s family businesses remain the country’s greatest private employer. In fact, the survey revealed 61 percent of family businesses grew in 2023. Many of these companies are engaged in the manufacturing sector.

“Despite the many challenges facing family businesses, this year’s survey shows family businesses continue to grow, add jobs, and pay more than non-family enterprises,” stated Pat Soldano, President of Family Enterprise USA and the Policy and Taxation Group, in a media release. “This year’s survey was our largest to date and the information in it we use to help educate our legislators on Capitol Hill so they understand the importance and size of family businesses in our economy.”

Sweat, tears and missed holidays
From cogs to car parts, North America’s SME manufacturers invest a great deal in their businesses. More than a nine-to-five job with weekends off and paid vacations, owners of family-run manufacturing businesses make countless sacrifices, especially in the early years. This includes everything from missing their children’s school performances to working long into the night—sometimes every night for weeks or months—skipping family functions, and even deferring their own salaries so staff and suppliers are paid.

Even decades later, many owners say it was worth it because they created a family legacy positioned to last for generations.

Then there is the cost of the business itself. Even small manufacturing facilities need all the basics of any office, plus a suitable location and the necessary machinery. Depending on the products being made, this can include drilling and grinding machines, lathes, CNC machines, extruders, mixers, laser cutters and waterjet cutting machines, forklifts, cranes, conveyors—the list is practically endless. And to keep up with the competition, merely investing in equipment isn’t enough. Many of today’s manufacturers need to invest in Artificial Intelligence, expensive software like AutoCAD and SolidWorks, automated assembly machines, 3D printers, and even industrial robots to remain competitive.

Manufacturing is unlike many other sectors because of the amount of capital involved, especially in fields such as automotive, which requires massive amounts of investment in training, tools, technology, and machinery.

Changing gears
Well-structured family-run companies often have a board and governance structure that has a say in the business, including decisions about spending thousands or even millions of dollars on automation, robotics, and other expensive technology. While these investments can be instrumental to a company’s long-term success, the outlay can also leave a manufacturer vulnerable to unexpected changes in the market. The same thing applies to expanding facilities. Many Canadian companies have put building bigger facilities on hold, something they wouldn’t have considered before U.S. President Donald Trump signed an executive order levying tariffs on Canadian exports to the U.S. in February 2025.

In his book Succession for Change: Strategic transitions in family and founder-led businesses, author Harry Korine underscores how there is an overrepresentation of large family businesses in manufacturing, retail, mining, and finance, sometimes exceeding 50 percent. “These are capital-intensive sectors, where the patient capital provided by families has played an important role in supporting long-term investment,” states Korine. “Traditionally, capital intensity has also served as a barrier to entry, protecting these sectors and their firms from the threat of radical change from the outside.”

Korine goes on to state that four of the world’s largest eight family-controlled businesses are automobile manufacturers, namely Volkswagen, FCA, Ford, and BMW. And no matter how big or how small, family-owned manufacturers must reinvent themselves through technology, something sometimes overlooked by founders set in their ways.

“Reinvention is hard enough when attempted by the existing leadership of a family business, or the founder of a business,” writes Korine. “So many questions have to be answered: does the firm have the necessary capabilities? If not, should these be bought in, or is this the time to sell out to a more capable rival? Will there be resistance to a change of strategy, and how might that resistance be overcome? Bringing succession into the picture complicates matters considerably.”

Yet for all family-run businesses, there needs to be a successor. Sometimes the successor is not obvious. It is surprising how many manufacturers don’t have a successor, let alone a succession plan, in place. In these cases, or when there is disagreement among family stakeholders, it is best to work with financial planners, tax attorneys, and other experts to ensure a smooth transition.

According to a 2023 report from the Canadian Federation of Independent Business (CFIB), the country’s largest association of small and medium-sized businesses, “76 percent of business owners plan to exit their business within the next decade, a process that could involve the transfer of over $2 trillion worth of business assets.” This is compounded by Canada’s aging population and waves of retires in the wings. Exit strategies vary, including selling to non-relatives, selling to other families, selling to employees, transferring to existing family members (through inheritance), closing the business completely, or selling to international buyers. In all cases, there is no ‘one size fits all’ solution to business success.

What remains consistent, however, is the importance of thoughtful planning and open communication, particularly in family enterprises where business decisions are deeply intertwined with personal relationships. As one generation prepares to step back and another considers stepping forward, the same bonds that National Siblings Day seeks to celebrate can become a source of strength, continuity, and resilience. Ultimately, the future of family-led manufacturing will depend not only on market conditions and technological adoption, but on the ability of families to navigate change together while preserving the legacy that made their businesses possible in the first place.

The post All in the Family<p class="company">The Power of Family-Owned Manufacturing</p> appeared first on Manufacturing In Focus.

Featuring more than 725,000 square feet of indoor fabrication space and the newest fabrication tools and technologies at each Team location, the company ensures every project crafted by its skilled workforce meets the highest quality standards.

A history of growth
Team Industries, Inc.’s story began in 1987 when a group of employees, facing the bankruptcy of their employer, made the bold decision to purchase the company’s assets themselves.

“To save their jobs, that handful of individuals got together and they put their necks on the line,” shares Jon Viestenz, Director of Sales. “They pulled together a financial plan to buy the assets, and hence the name Team Industries, Inc.”

Through the late 1980s and onward, Team Industries expanded its Wisconsin footprint, adding fabrication bays, paint and blast facilities, loading areas, climate-controlled material warehousing, and additional office buildings. Strategic acquisitions followed, including opening a facility in Port Arthur, Texas. Each move was made to serve the company’s industries more effectively.

Most recently, in 2025, Team Industries expanded into the advanced technology and manufacturing industry by converting a 7,000-square-foot building into a dedicated ultra-high-purity fabrication facility, with the installation of an ISO 4 and ISO 7 certified cleanroom.

From the ground up
These feats of growth are truly impressive when considering the company’s roots.

As the years passed and the investors phased out, the last member of the original team is John Panetti, Team’s current President and CEO. Today, 38 years later, John’s sons, Tom and Dan Panetti, hold Executive positions within the company.

“From a family and a cultural standpoint, we have become the largest union shop fabricator in North America,” says Viestenz. “And we’ve been able to do that with a culture today that started with the same principles, the same disciplines, the same approach to safety and cleanliness 38 years ago—we just elaborated on it,” he shares.

“Today, we’re a debt-free company, 100 percent,” says Viestenz. “We’re just under 400 employees right now, and we went from pulp and paper and brewery to today, where we serve almost 20 different industries.”

A huge point of pride for Team is its company culture, something all employees—and the Panetti legacy—are pleased to embrace. “We have never lost track of the fact that we’re a family-owned business,” says Vice President of Sales, Estimating, and Supply Chain Management, Tom Panetti.

Team also values its long-standing partnership with UA Local 400 in Kaukauna, Wisconsin. In 2000, the two organizations collaborated to create a five-year UA pipe fabrication classification with an apprenticeship program, developing highly specialized tradespeople for the pipe fabrication industry.

Another feather in the company’s cap is its history of producing industry-leading welding positioners, which the company has developed and produced to serve in every one of its weld booths. They are also available for purchase by other operators and fabrication shops across North America.

Indeed, when it comes to all the elements this company holds dear—safety, succession planning, defined values, consistency, mission, willingness to invest in infrastructure, workforce development, and R&D—being a financially sound company (and fully intending to stay that way) means that Team Industries stays plugged in, never cutting corners or giving up. “We’re not in a position where we can afford to give up our defined values or willingness to invest in infrastructure or the future,” says Viestenz. “We can’t sit on our laurels and say we’re going to coast for a while.”

Living its values and investing in the long term
While these principles might seem like obvious keys to success, the difference is in the extraordinary way Team Industries holds true to them and honors them every day.

To this end, Team prioritizes investing in new equipment, a choice that is always at the forefront when discussing ways to support employees’ success and Team’s competitiveness across different industries. “It can be a daily discussion of where to upgrade and become more competitive with the best technology,” adds Panetti. That collaboration among equals has become vital for the company’s ongoing success.

“It’s one thing my father made sure of: that more than just one person is making the decision. Many department heads are brought in to examine the pluses and minuses and why [a given move] is going to be good for the team overall,” says Panetti.

John Panetti is always looking forward, particularly when purchasing Team Fabricators in 2008, taking a big leap of faith. Today, that shop is up and running at full capacity in Port Arthur, Texas.

“In 2008, there was a lot of rolling of the dice, a lot of sleepless nights, a lot of wondering if we can exist down there,” says Viestenz of the Texas location. “There were times along the way when industries we serve were slow, and we couldn’t make it work, but John Panetti didn’t throw in the cards. He doesn’t like giving in. The Panetti family made that investment, and here we are today, reaping the benefits of it.”

Taking risks and making investments are in the blood of this family dynasty, including the recently opened high-purity cleanroom, which calls for different machines, different processes, different materials, and investing in training. Again, this success has come not only from investing wisely but from maintaining financial stability.

This is a vertical integration step that Team Industries has invested in to move the company forward, striving once again to differentiate itself from competitors and providing a needed product for the industries it serves. “We’re basically now a turnkey solution to any fabrication need, no matter what industry you’re in, right here at Team Industries,” says Viestenz.

Nearly four decades of a good thing
Approaching its 40^th anniversary, Team Industries stands as a testament to what can be built through trust, patience, and shared values. The company’s growth is not measured solely in square footage or revenue, but in reputation, resilience, and people.

Building trusted, long-term relationships with its workforce, supply chain, and customers is also key, and an approach that Team has upheld for decades. So how does Team maintain that workforce structure? “Anybody can grow, but managing your growth, preparing for the future, and proving your company in hard times is very challenging, because a lot of companies just disappear when things go bad,” says Viestenz. In Team’s case, it has future-proofed its approach by knowing the industries it serves, he adds. “We’ve been able to be the leader, but we do it humbly. We’re grateful and blessed.”

A culture of community
The company is also grateful for its tenure and for the ability to weather the ups and downs of the industry over time. “Even though we have a large footprint, we’re still technically a small business at 500 employees or less,” Panetti says. “For some companies, when they grow too much, it’s difficult to maintain the personal touch they want to build their company on; you lose track of your roots. We want that culture to be ingrained in everybody. If you go too fast, you can’t capture that culture.”

That culture includes giving back through community involvement and outreach, whether through regular blood drives, contributions to the Make a Wish Foundation, or hosting high school and technical school students for tours and internships. “If you’re going to act and play a prominent role in a community like Kaukauna, Wisconsin, you have to give back,” Viestenz emphasizes.

Fortunately, the entire team agrees and works together to maintain the culture and atmosphere created at the outset. “Why are we better than our competition? Because when times get tough, even if we have to shrink in manpower, the infrastructure we invested in will be standing tall for the next shift, which we know will come,” Viestenz says.

“We’ll survive those valleys, and we’ll survive them in a way where we’ll still succeed, even in a downturn. If you look at our reputation and the tenure of our employees, it just speaks for itself.”

The post Teaming Up for Success Since 1987<p class="company">Team Industries</p> appeared first on Manufacturing In Focus.

A global leader in custom package design, manufacturing, and distribution services since 1981, Spectrum has helped many customers develop products, from concept to consumer, with manufacturing facilities throughout North America, Europe, and Asia, using a single source to achieve manufacturing and distribution goals.

Starting with a fold
“We started as a folding carton manufacturer, but over the decades we’ve grown into a fully integrated custom packaging partner serving industries like food and beverage, health and beauty, medical, and consumer products,” says CEO Shawn Pereira. “What’s allowed us to stay relevant for 45 years is our ability to evolve with the market—whether that’s investing in advanced digital prepress, expanding rigid carton capabilities, implementing FSC-certified processes, or strengthening ISO-driven quality systems.”

This impressive longevity comes down to three things, says Pereira: relentless focus on quality, customer-first responsiveness, and long-term relationship building instead of transactional selling. “In an industry where pricing pressure is constant, we’ve built a reputation for being dependable, proactive, and solution-oriented,” he says. “That consistency has carried us through economic shifts, supply chain disruptions, and major changes in packaging technology.”

Being family-owned is one of the company’s greatest strengths, he adds, affecting both its day-to-day and long-term vision. Daily, it means faster decision-making, direct access to leadership, flexibility when customers need solutions quickly, and a culture of accountability and ownership. “There’s no corporate red tape or layers of bureaucracy,” Pereira explains. “When a customer needs something solved, we can act.”

It also means building generational value—not quarterly results—by thinking long-term and investing in equipment, people, certifications, and relationships that will strengthen the company for decades to come. Creating a culture where employees feel connected to the mission has resulted in many team members locking in at Spectrum for years and even decades, which translates directly into quality and service consistency for customers.

“Being family-owned gives us a different perspective on how we operate the business,” Pereira says. “We treat our people like family, and running it that way, we take great pride in building a company where future generations will have an opportunity to make a career, which has been a big component of our success.”

Investing in people
This means not only investing in the company itself, but in the employees too, he stresses, which allows them to continue to grow and contribute to Spectrum’s success.

“A lot of companies don’t invest in their people, so they become stagnant, and ultimately the company becomes stagnant. Quality is at the forefront in everything we do. There are a lot of companies out there that are price-driven, but you get what you pay for. We’re a competitive company, but if we got the opportunity for a cheap price while delivering a poor product, we’d also have a poor reputation.”

Because of this commitment to quality, Spectrum has maintained loyal customers for many years. Striving to be more proactive than reactive, Spectrum understands that “communication is everything. “I tell everybody, ‘we’re not perfect, but we’re pretty darn good,’” Pereira says. “If something happens, if a machine goes down and it’s going to jeopardize the delivery date, we’re not afraid to talk to the customer proactively. It’s always good to communicate with them ahead of time.”

Spectrum’s clients appreciate the dedication to service and response time, he adds, along with superior quality and turnaround. “Our customers expect that and we really do deliver.”

This commitment has been a priority since the beginning, and is at the forefront of the company’s ongoing success, starting with dad Dino in 1981, and mom Fernanda, who has played a vital role as CFO, handling both finances and Human Resources.

“The company absolutely wouldn’t be where it is today without them,” Pereira says. “And then my wife, Kim Pereira, has played a very supportive role in building the company for growth and success. As Vice President of Finance, Kim has helped with foundational components we need to grow and scale as we get set up for growth here in the next five to 10 years. We have a pretty big vision.”

That vision includes becoming a billion-dollar business in 10 years, he adds, and in order to do that, Spectrum needs to ensure its standard operating procedures and training systems will support that level of growth.

Strategy in partnerships
Spectrum has established strategic partnerships, with many partners and resellers having regional offices located strategically throughout the country. “The idea is to set up some manufacturing plants localized to their regional offices to support them as part of our growth strategy, as well as expanding into new technology and equipment to offer new products and services,” Pereira explains.

On the leadership side, Spectrum partners with Cardone Ventures, a company that aids in setting up for growth and scaling to help with operations, finance, marketing, HR, and sales, ensuring Spectrum has its foundation dialed in. “Along with that, they offer many workshops where we can send our employees for leadership and operational training, monitoring KPIs and metrics, and incentivizing your team up to the level of impact they can provide for the growth of the company,” Pereira says.

Spectrum also brings in equipment manufacturers to spend time helping employees be more efficient in their daily processes; on the flip side, employees are encouraged to attend industry association events to participate in networking and see what’s new out there, because it sparks ideas.

“I can’t be the only one with the ideas, so I lean into my team, and I empower them to speak up if they have ideas,” Pereira says. “Good leaders empower their people to speak their ideas. A lot of people don’t want to say anything to their leaders, because sometimes leaders aren’t open to hearing other people’s ideas; they think they’re above everybody else. I don’t like to have that kind of environment. I want my people to speak up.”

Fitting rewards
This commitment to satisfying both clients and employees has led to a recent impressive accolade, receiving the 2025 Quality Plant of the Year, one of Spectrum’s proudest achievements. The award validates the company’s process controls, its ISO-driven systems, its continuous improvement mindset, and its ongoing commitment to exceeding customer expectations. “That award reflects what we already knew internally: quality isn’t a department at Spectrum—it’s embedded in our culture,” Pereira asserts.

While there are always challenges in growing a business, Pereira says some of the biggest include accessing a skilled talent pool along with navigating and investing in new, innovative technology. Tariffs have also had a big impact, as a lot of the equipment Spectrum purchases isn’t made domestically, but while these challenges have all created some obstacles, Spectrum remains determined to put its clients’ needs first.

“We like to look at our relationships with our customers as partnerships, not transactional,” Pereira stresses. “We want to be solution-oriented manufacturers. We’re the first point of interaction for a customer’s product selling off the shelf. The packaging is just as important as what the product is inside.”

Spectrum’s goal is to support its clients, to help their products stand out, and to provide unique printing effects, whether that’s a foil or a tactile feel for the packaging. “Packaging helps [customers] truly believe and trust that they’re buying an elevated product.”

Packaging and more
Working closely with customers, he says, is vital on the structural side, but it’s more than just helping them create a “really cool looking package.” Spectrum also helps solve problems. “We don’t mind giving you a price on 10,000, but what does your order frequency look like? How are you warehousing this? We look for ways that we can help them save money by ordering differently,” he says. “We bring a lot more to the table than just a price.”

That includes embracing sustainability, especially when moving from plastic to paper with sustainable inks and coatings while still maintaining functionality.

To support sustainability, Spectrum is FSC (Forest Stewardship Council) certified, allowing customers to put the FSC logo on their packaging. FSC paper mills are audited annually, providing a chain of custody. “When consumers see that logo, they know this package was made with paperboard that came from a paper mill where, for every tree cut down, they replant a new tree as well as allow animals a habitat to live in,” Pereira says.

The standout factor
What else sets Spectrum apart? Pereira emphasizes several details, including speed and structure.

“We’re nimble like a small company but operate with the discipline of a larger one,” he says, which includes building long-term relationships, especially with resellers and procurement teams who need reliability and top-quality product and culture.

“The 2025 Quality Plant recognition isn’t marketing—it’s operational reality,” he stresses. “From incoming inspection to AQL standards to final production checks, quality is systemic.”

Not a company to rest on its accomplishments, Spectrum also looks to expand its strategic reseller relationships, enhance internal SOPs and training systems, improve quote turnaround times and communication flow, and invest in leadership development and operational clarity, all while continuing to value how it treats employees and how it serves customers.

“At 45 years, we’re not just celebrating longevity; we’re celebrating evolution,” says Pereira. “Spectrum has stayed relevant by investing in quality, people, and partnerships. And the next 45 years will be about scaling that excellence without losing the family-owned values that built this company in the first place.”

The post Where Quality Meets Commitment<p class="company">Spectrum Custom Packaging</p> appeared first on Manufacturing In Focus.

2025 was a great year, says Lean Program Manager Josh Johnston, because MMTC was able to make an impact on myriad companies across the industry. Recently, MMTC, along with its leadership team, has been spending more time embedded in the manufacturing sector so that it can focus on building lasting capabilities for its clients rather than simply providing one-time training.

In fact, he notes that as part of MMTC’s overall strategy, the organization is enhancing its consultative and advisory services alongside its training programs to deliver deeper, more meaningful support to the manufacturers it serves. “Education still remains an important part of what we do,” he says, as its foundation of continuous improvement is built on understanding both the tools and goals of any initiative.

Another focus of MMTC’s has always been to evolve to match its clients’ needs. Specifically, MMTC helps companies diagnose the challenges they face such that they can prioritize projects and initiatives that lead to changes and sustainable results.

While this priority shift has been in the works for years, 2025 was the big push forward into its implementation. To support this approach, MMTC is expanding opportunities for deeper client consultation. Dedicated MMTC Business Solutions Managers work directly with manufacturers to better understand their challenges and connect them with the right expertise and resources to achieve their goals. This approach allows MMTC to serve as a more strategic partner in helping clients strengthen and grow their businesses.

MMTC will not be abandoning its training aspects wholesale, and in line with its commitment to evolving to meet client needs, it is always assessing its offering catalogue to identify both the most in-demand courses as well as those that are no longer serving the industry. Since the team works specifically with small- to mid-sized manufacturers, many of the problems faced by these outfits are those that manufacturing organizations of all sizes are also seeing today.

Johnston says that what differentiates MMTC’s clientele is that many shop leaders tend to take on a number of roles: from general management and operations to hiring, logistics, and more. Often, these leaders don’t have the capacity to step back and think about the long-term future of the business, which is where MMTC often comes in to offer assistance.

MMTC’s business success planning—one of its primary offerings—will help these overworked and busy clients, Johnston believes. This is a process wherein an MMTC industry expert interviews the leadership team of a manufacturing organization to create a comprehensive analysis of where the company is now and compares it to where they want to be. This assessment then evolves into a practical three- to five-year road map that aligns with improvement projects, technology adoption, workforce development, and training. This way, leadership received clarity and relief for future planning while also figuring out how to keep the lights on tomorrow.

Johnston says that manufacturers today are facing greater complexity and uncertainty than ever before, and ongoing challenges, while nothing new, are varied. These include continuing volatility in raw material pricing due to fluctuating tariff policies; the industry facing an aging workforce as well as a limited talent pipeline entering the skilled trades to fill the spots; and all the hype around emerging technologies like artificial intelligence (AI). As one of the biggest global industry buzzwords today, AI is seeing a lot of excitement, yet companies often struggle with implementation and developing strategies to capture return on investment data.

Many manufacturers are hesitant to adopt the technology because they have been burned in the past by technology startups that have sold them unrealistic solutions or poorly-scoped pilot projects, or even pressured staff to adopt misunderstood tools to gain an intended early market advantage. Johnston notes that while there can be gains in efficiency and productivity, it must be implemented thoughtfully and strategically—otherwise, throwing technology onto a bad process only makes the bad process faster, not better.

With this in mind, another major focus for MMTC is to become the trusted advisor for Michigan’s manufacturers in adopting and implementing various AI technologies. As such, MMTC will be expanding its offerings to help manufacturers move out of skepticism and into practical, value-driven applications.

The team spent much of last year creating ways for manufacturers to leverage this new technology, especially since companies that are late to the table risk getting left behind. One such method has been launching a series of courses on AI in manufacturing. In the first few months of 2026, MMTC has launched six new AI-centered courses including AI for Quality Control and Inspection (using AI-enabled visions and camera systems); AI for Manufacturing Leaders (how to introduce these technologies into your organization in a strategic, responsible manner and roll out solutions from the top down); AI for Supply Chain Optimization (leveraging deep research capabilities for in-depth supplier analysis and more); AI101 & AI102 Workshops (focused on generative AI basics and advanced ChatGPT use cases); and Lean Problem Solving With Generative AI (how large language models can be used to expedite effective problem solving).

The new push into artificial intelligence systems for manufacturing is also allowing MMTC to expand physically. A new AI lab in its home of Plymouth will serve as a space for manufacturers to experience new AI technology and simulate an on-premises solution without putting a business at risk. MMTC has also been hosting workshops across Michigan to give industry people a chance to gain hands-on experience with new technology and tools.

This has been a very exciting venture, according to Johnston. “The ‘a-ha!’ moment is one of my favorite parts of the job,” he says. By demystifying these technologies and making artificial intelligence feel less intimidating for new users, MMTC provides a launching point for clients to take back their companies. Its long-term focus will be on helping manufacturers cut through the AI hype, make informed decisions, and realize a measurable return on their outcomes instead of just chasing technology for the sake of it.

Amid today’s market challenges, the Michigan Manufacturing Technology Center is energized by its renewed direction. Last year, MMTC launched the inaugural Manufacturing Insights Survey to capture manufacturer feedback on trends, strengths, challenges, and opportunities. From these responses, MMTC produced the Manufacturing Insights Report, which highlights the concerns and priorities of small and midsize manufacturers across the state while offering actionable solutions and outlining how MMTC can help them. The full report is available at www.the-center.org.

Ultimately, Johnston says, MMTC’s “goal is to not be the best-kept secret in Michigan,” but rather to be a trusted and established aid for Michigan’s manufacturers to call on for anything they need.

The post A Best-Kept Secret No Longer<p class="company">Michigan Manufacturing Technology Center</p> appeared first on Manufacturing In Focus.

Over the past six decades, Atlas Technologies has proven itself in innovative global die change equipment with automated cart technology that is reliable, durable, and prioritizes safety. Today, from its base in Fenton, Michigan, the company is stronger than ever.

After spending many years as a coveted industry specialist known mainly to a discerning few, the company today is increasingly respected for its fast die changers and robust die-movers that manage dies of 80 to 200 tons, plus its extensive line of equipment for sheet metal stamping and fabrication processes. It also recently reinvented its capabilities and its people, appointing a new sales accounts manager in the process. Its customer base and its teams have welcomed the improvements.

President David Hense is especially positive about the recent changes. “Since Stonebridge Technical Enterprises took Atlas over five years ago, we’ve been focusing on our internal processes and product development to make our entire product line cutting-edge for the manufacturing stamping industry,” he says.

This move not only stimulated product evolution but also contributed to the deeper development of its people. In recent years, in-depth staff education has translated into in-house training in collaboration with key manufacturers and the State of Michigan, in a decision that has proven to be tremendously valuable for the company’s continued success.

“We’re really proud of our employees; we have a nice team. They’re very flexible and knowledgeable,” Hense says, highlighting that watching employees new to the industry grow and flourish through focused education is a genuine pleasure.

Now, with its most recent overhaul complete, the company is welcoming new and returning customers alike to enjoy the results. “I’m an engineer,” Hense says, adding with a smile that the company’s new sales accounts manager is far better at marketing the company than he is. As its social media presence and press visibility continue growing, the firm is excited to welcome new trade partners and end users alike.

Not one to pepper conversations with commercial buzzwords, Hense instead leads by providing customers with top quality engineering and letting the premium work speak for itself. It is thanks to this approach that Atlas Technologies continues trading on a reputation for reliable, durable products and outstanding financial management. The company also invests in the latest technologies which ensure cutting-edge control systems that can be customized to suit customers’ needs.

Hense illustrates this customization with the example of de-stacking machines—heavy equipment used for feeding sheet metal on press lines. While it would be lovely to replicate these machines exactly for all customers, unique process needs simply do not allow this. “The product mixes and the mechanical strain that products place on equipment don’t make it practical,” he explains. Therefore, while key components are used across systems, every system is unique. “We pride ourselves on the ability to [adapt] to customer needs.”

Keeping itself at the forefront of innovation, Atlas Technologies perpetually pushes the boundaries of its field. As a result, there are a few fresh and innovative lines in its product reveal. Firstly, its FLEX Transfer collection comprises three series of front-to-back mounted, in-press servo transfers that move parts between stamping dies in a transfer press. This collection also offers two series of through-the-window-type transfer models—all five showcasing the state-of-the-art driving mechanics and control systems. This decision was based on the high performance and durability track records of these products. The company’s driving mechanics “are built on 40 years of proven methods and technologies. We didn’t reinvent the wheel when we came to the mechanical drive system,” Hense points out. “We used what works and made it better.”

The second collection—the Navigator Carts Series—features an expanded line of trackless transfer carts for transporting oversized loads such as molds, coils, and dies across fabrication facilities as well as components used in wind turbine and rail car fabrication, for instance, between assembly cells.

With the positive recent developments in reshoring fabrication, Hense is excited to see the process slowly beginning to take shape in the industry and on the company’s balance sheet as many of its clients return their press lines and other tooling operations to home soil. Alongside this shift, other operators are setting themselves up from scratch with greenfield sites, new facilities, and new staff. In many such instances, Atlas Technologies is invited to provide planning and fabrication support for the next decade or so. One recent contract with an international industry leader is especially exciting. “We’re excited to be part of the future that this global powerhouse of a company is presenting,” he says.

Recent geopolitical decisions have somewhat curbed international trade volumes while also reducing export volumes to the rest of North America, so the company’s current reach stretches primarily across the United States for now. Since the resulting economic situation has caused uncertainty for manufacturers in how they allocate their largest investments, business has, understandably, been slower in some areas than when trade and exportation were more predictable. As markets adjust, however, Hense indicates a rise in orders in recent months. He also points out that the company has been holding off on price increases despite a rise of 30 percent in the cost of automation control systems.

In the meantime, it continues to be an exciting time in the company’s history. “We’re proud to be part of people who are outfitting old manufacturing lines and updating them into new state-of-the-art systems,” Hense says of the innovation that is contributing to the health of the American fabrication industry and saving operators millions. To this end, Atlas Technologies offers tremendous value to companies with large heritage arrays like tandem lines. In such cases, its tracked cart series is especially favored. These are installed with robots mounted atop as robot transport carts that transfer components between presses along an entire line.

“When it comes time for die change, the robot carts move out of the way, and from the other side, a die cart enters in between the presses, and then you change the dies in the press line,” he explains. As there are many of these older systems throughout the United States, Atlas’s robot systems save on wasting precious long-term capital investments from years gone by.

Closer to home, the company considers its investments in its people as some of the most important it will ever make. While a previous period of training saw all its staff officially complete their Occupational Safety and Health Administration certifications due to a Going PRO Talent Fund training grant from the State of Michigan in 2024, new intakes are now completing hydraulics, electrical, programming, and other courses. Apart from appreciating his existing team, Hense is equally impressed with the company’s most recent appointments—capable, hardworking, and willing to learn, these young people give him hope for the future.

Putting its efforts into boosting sales and expanding market reach, the company continues leading with expert staff and legendary quality rooted in decades of evolution. “I’m really proud of this company. We have hard workers, and our people understand the needs of our customers,” Hense says confidently. It is indeed the company’s ability to evolve based on past experience and its drive to innovate a better future that underscores reaching the fiscal and cultural goals ahead. By continuing to navigate change better than ever before, this industry leader remains a constant of American pressroom automation.

The post Learning from History, Leading with Innovation<p class="company">Atlas Technologies</p> appeared first on Manufacturing In Focus.

Symbiote’s thoughtfully designed modular and heavy-duty workstations, height-adjustable tables, storage solutions, and more are a part of achieving symbiosis in the workplace to promote maximum performance and efficiency at a time when every moment and every dollar counts.

Generations of success
For more than four decades, Symbiote has delivered complete solutions for its customers across diverse industries and specialties. Backed by a reputation for quality since 1982, when it was founded by Travis Randolph, the company continues to seek out new opportunities to serve its markets and grow sustainably.

Since 2019, the company has been on a new trajectory of growth under the leadership of Travis’s son, Barrett Randolph, who has taken the reins as President and infused a fresh sense of energy and vision in the company, helping it to navigate some challenging times. Stepping up to the plate just before the onset of the pandemic—and then into the present tariff environment, which has essentially eliminated its international business—Barrett Randolph has taken charge, developing and executing a new five-year plan.

Along with a significant investment in the company’s infrastructure, the goal has been to add the manufacturing capacity to enable launches into different markets, as well as to diversify and grow sales and product development capabilities. “Part of the strategic plan that I had created about five years ago is to be more efficient, with an ability to increase sales and output without having to increase the headcount,” he explains.

“A big part of it is starting with the right people in the right seats and finding the right team to lead, and I’ve got to say that one of the smartest things I think I’ve ever done is actually hire a CEO,” he says.

Enter CEO Kerri Milarch, who was thrilled to join the team in 2023. She refers to that time as “a pivotal moment in the company’s evolution,” the fulfillment of Barrett Randolph’s vision to grow Symbiote through elevated brand awareness, expanded market share, and investment in the company’s capacities to ensure it is a place people are proud to work at and partner with.

Noting that Symbiote’s product offering has always been “exceptionally strong,” Milarch says that the investment in capacity and infrastructure has been momentous, particularly from a process improvement and documentation standpoint, which will enable the company to scale sustainably in the future.

From inventory control systems—which improve the ability to measure and utilize data and track inventory and performance across business segments—to a brand new website equipped with the digital tools a growing team of sales representatives needs, the investments are strategic and impactful. As Randolph tells us, “they can actually create the entire space for the customer digitally and provide floor plans and renderings for them upfront before they place an order. That’s not something a lot of companies like ours do, or at least they charge a lot for that service, whereas we bundle it in as the cost of business.”

Strengthening capacity and relationships
There has also been a push to streamline the manual aspects of the workflow at Symbiote, training and cross-training employees (which Milarch refers to as “nesting”) to support the company’s growth, enable faster quotes, reduce lead times, and optimize performance overall.

“The particular focus in that area was how to serve the customer better,” she says, and also how to free up Barrett Randolph “to do what Barrett does best, and that is product development. He is excellent and a visionary when it comes to research about what’s next for us.”

Through that activity, there was a realization that, to sustain demand, greater redundancy was needed, which is why Symbiote has continued to grow partnerships, cultivating a balance between in-house manufacturing and third-party support.

E Com Seating is a perfect example of that partnership in action. Like Symbiote, a multigenerational family-owned business, there is a shared commitment between the parties to elevate the performance of the spaces within which their clients work.

“They provide lab seats and chairs for laboratories, and instead of trying to develop our own lab chair, which would take years, we’ve partnered with them. They offer a great selection of products that we can immediately offer to our customers to fill out their lab spaces even better,” says Randolph.

By scaling back in this way, Symbiote can undertake some production in-house but continue to focus on the customers and their needs, as well as ongoing product development and customization. Fewer parts are being made overall, but sales are on an upward trajectory.

For Randolph, “We’re going to focus on what it is that we do well, what our customers want that we don’t offer or that doesn’t exist right now, and put real effort into making new products for them.” He also envisages getting both the company’s customized and standard lines of products to the market more effectively through an expanded sales network nationwide.

Meeting people where they are
Symbiote is respected for equipment and service that meets users where they are, creating that perfect symbiosis in the workspace. It’s not simply what the company does, but rather, how it does it, that sets it apart from the rest. Further to its investment in capacity and infrastructure, Symbiote takes a conscious approach to building a culture that encourages and empowers its people to be part of the company’s success, creating symbiosis internally just as it does with its customers.

“From my perspective, to bring the teams along, you have to win their hearts and minds and let them be a part of this,” says Milarch, and with policies and provisions such as flexible work hours, training, wholly paid health insurance premiums, competitive 401(k), and a carbon neutral facility from which to work, Symbiote is a place where people are proud to work.

Employees get more than just the satisfaction of improving their clients’ workflows; they get to be the best living example of those principles in action, thanks to a results-oriented culture that is open to change and evolution, which, to be honest, is often quite hard for family-owned operations of this scale.

From Milarch’s perspective, Symbiote is family business done right. “I couldn’t ask for more support than that from the family that owns this business because that’s what’s really going to drive our success,” she says. “Like I said, we have to win the hearts and minds of our people, and throughout these last three years, there have been some difficult times; I’d be kidding if I said there weren’t. But I have really learned to respect and enjoy this team. They are remarkably resilient, and they have an excitement about the future and where we’re headed.”

By maintaining continuous improvement, Symbiote has built an enthusiastic staff who want to be there each day and who drive value for the customer through that upbeat approach and energy.

Purpose-driven change
In any business, the ability to be successful lies in the ability to adjust, adapt, and focus on what can be controlled, and this is ultimately what Symbiote is doing to navigate the headwinds it has encountered.

“It’s a constant re-evaluation of what levers you must adjust to make things run smoothly—from what was to what will be—and again, it’s making sure you have the right team in place. You can have a great product that everyone wants, but if you don’t have stable processes and good people pulling in the same direction, it doesn’t really matter. You need a unified team to work well,” says Randolph.

For Milarch, the company has become “more aligned, disciplined, and prepared for scalable growth,” with 2026 looking good already and building on the clarity, capacity, and redundant systems in place to sustain growth internally and externally.

“We have a shared sense of purpose now,” Milarch says, and it’s time to share that with the world, creating a more defined and outward sense of brand awareness and furthering the capacity to achieve customers’ goals with unceasing care and commitment to quality and relationships.

The post Workplace Solutions that Work<p class="company">Symbiote</p> appeared first on Manufacturing In Focus.

Formerly known as Pinnacle Technology Group, this Michigan-based electronics contract manufacturer has spent more than four decades building a reputation rooted in craftsmanship and customer partnership. Today, under the leadership of second-generation President Nick Wasserman, PTG is boldly reimagining its identity, operations, and future trajectory.

From humble beginnings in hand-assembled circuit boards to a sophisticated, technology-driven manufacturing enterprise serving high-reliability industries, PTG’s story reflects both the resilience and reinvention defining American manufacturing today. The company traces its roots back to 1984, when it was founded as a small electronics assembly operation in Toledo, Ohio. At the time, production relied heavily on manual labor, with technicians carefully assembling through-hole electronic components by hand.

That changed in 1996, when Nick Wasserman’s father acquired majority ownership of the company and renamed it Pinnacle Technology Group. Under family leadership, the company began charting a path toward modernization and long-term growth.

In 2001, the company acquired an Ann Arbor-based operation that specialized in surface-mount technology (SMT), significantly expanding its technical capabilities. The acquisition allowed PTG to integrate automated equipment into its processes, dramatically increasing production speed and complexity. By 2005, it became clear that continued growth required a purpose-built facility. The company secured land in Ottawa Lake, Michigan, just across the Ohio border, and constructed a modern production plant designed to support long-term scalability. In early 2006, operations consolidated into the new headquarters, setting the stage for nearly two decades of sustained expansion.

Since then, PTG has grown substantially in size, sophistication, and market reach, now operating two facilities and employing 65 team members across Michigan and Ohio.

In January 2026, Pinnacle Technology Group officially became PTG Electronics, a change driven by both strategic necessity and long-term vision. What began as a conversation about digital marketing and online visibility soon evolved into a broader reflection on brand identity. As customer engagement increasingly moved online, the leadership team recognized the importance of differentiation and searchability in an overcrowded digital marketplace.

“We were talking about how our marketing efforts were a little behind the curve,” says Wasserman. “The way business development happens today is fundamentally different; you’re not just walking into buildings anymore or relying on phone calls, you must show up digitally, and you must be visible.”

During those discussions, the leadership team confronted a recurring challenge: brand confusion. The name Pinnacle, while familiar, had become overly saturated across industries, leading to misdirected calls and marketplace ambiguity.

The result was PTG Electronics, a name that preserves the company’s heritage while instantly communicating its purpose. “At the core of it, we are an electronic contract manufacturer,” says Wasserman. “By putting ‘Electronics’ in the name, anyone coming across our business can immediately understand what industry we serve and the services we provide.”

The rebrand also symbolizes the company’s generational transition, as Wasserman leads PTG into its next chapter with renewed energy and ambition.

Today, PTG Electronics delivers fully integrated electronic manufacturing services, supporting original equipment manufacturers (OEMs) across a wide range of industries. Its capabilities span the entire production lifecycle, from printed circuit board assembly to full electromechanical box builds.

The company operates four SMT production lines along with a suite of semi-automated assembly and testing systems. These allow PTG to rapidly place, solder, inspect, and validate electronic components with exceptional consistency and accuracy.

Beyond board-level assembly, the company offers a full suite of services including programming, functional testing, environmental coating, and turnkey box builds, delivering fully assembled and shipment-ready products. This end-to-end manufacturing approach reduces complexity for customers while ensuring quality and accountability throughout every stage of production.

Equally important is PTG’s experience as an OEM of medical training products, which gives the team unique insight into customer expectations. “As a successful OEM of medical training products, we understand firsthand what clients need from their electronic manufacturing service provider,” says Wasserman. “That perspective drives our focus on quality, efficiency, attention to detail, and excellent service.”

Indeed, PTG’s evolution over the past two decades has been driven by continuous investment in technology. What began as a hand-assembly operation is now a digitally connected manufacturing ecosystem. “We didn’t even really have automated equipment when we first got going,” says Wasserman. “Now we have four SMT lines and a whole complement of semi-automated equipment for assembly, testing, and box builds.”

The company has also begun integrating artificial intelligence into its operations, starting with AI-based quoting systems that streamline pricing and accelerate response times. Future plans include deeper system integration, allowing real-time data sharing across departments and automating data entry processes. “Soon we’ll be able to pull data faster and increase accuracy significantly. It’s going to save a tremendous amount of time,” shares Wasserman. Rather than viewing automation as a threat to employment, PTG sees technology as a way to enhance human capability and improve quality.

Another cornerstone of PTG’s operational philosophy is continuous improvement, not only in processes and technology, but also in people. For the past several years, the company has partnered closely with the Michigan Manufacturing Technology Center (MMTC) to strengthen workforce training and leadership development.

MMTC supports PTG by providing access to grant opportunities and leadership development initiatives. Recent collaborations have included supervisory training and advanced problem-solving courses designed to empower frontline employees.

“We’ve sent four people in the last year to supervisory training to understand leadership qualities, how to manage people and navigate different personalities,” says Wasserman. “We also use problem-solving courses that improve quality and operational efficiency. These programs give our people tools to make better decisions and reduce risk on the plant floor.” By investing directly in employee development, PTG builds a more capable and engaged workforce, one that can adapt quickly to new technologies and evolving customer demands.

Perhaps the most defining characteristic of PTG Electronics is its unwavering commitment to partnership. Rather than transactional manufacturing relationships, the company emphasizes long-term collaboration and mutual success. “One of our core competencies is truly taking a partnership approach,” emphasizes Wasserman. “We invest in our customers as if they are an extension of our business.”

This philosophy, rooted in the company’s family ownership, guides everything from engineering support to quality assurance. PTG prioritizes long-term outcomes over short-term margins, believing that sustained success comes from consistently delivering value.

The results speak for themselves. PTG’s longest-standing customer relationship spans 28 years, while its top clients have remained loyal for more than 15 years.

“We don’t take shortcuts,” says Wasserman. “We support our customers even when it’s not the easiest thing to do, because we know that if they succeed, we succeed.”

As reshoring efforts gain momentum across the United States, PTG finds itself well-positioned to benefit from a renewed emphasis on domestic manufacturing. All its production takes place within its U.S. facilities, allowing customers to maintain tighter supply chain control while reducing risk and improving responsiveness.

“There’s been a shift back toward manufacturing things in the United States,” Wasserman explains. “We only build here in America, and we’re very proud of that.”

Looking ahead, PTG has set an ambitious goal: doubling the size of the business within the next three to five years. Central to this strategy is expansion into high-reliability sectors, particularly aerospace. The company is currently pursuing AS9100 certification, which will qualify it to manufacture electronic systems for aerospace applications. This strategic move complements PTG’s existing strengths in the medical, industrial, and advanced technology markets, further diversifying its customer base while reinforcing its reputation for quality and precision.

As PTG enters its second generation of family leadership, Wasserman is keenly aware of the balance required between honoring legacy and embracing innovation. “We never want to lose that customer-first relationship mantra,” he says. “At the same time, we need to be quicker and more open to evolution and change.”

This stance informs PTG’s approach to AI integration and operational modernization. While the company may have entered some digital initiatives later than others, its leadership is now firmly committed to staying ahead of the curve. And, alongside its technological sophistication, PTG remains deeply grounded in its family values. The company culture emphasizes respect, accountability, collaboration, and pride in craftsmanship.

With 65 employees across two facilities, headquarters in Ottawa Lake, Michigan, and a secondary site in Maumee, Ohio, PTG fosters a workplace environment where individuals are empowered to grow and innovate. That human-centric approach not only strengthens internal culture but also translates directly into customer outcomes, creating a cycle of trust, loyalty, and excellence.

As PTG Electronics charts its course forward, the company stands at the intersection of tradition and transformation. With advanced manufacturing capabilities, a growing digital presence, expanding workforce development initiatives, and a renewed brand identity, PTG is positioned to play a leading role in the future of American electronics manufacturing.

Its journey, from a modest hand-assembly shop to a technology-driven, high-reliability manufacturing partner, serves as a compelling example of how thoughtful leadership and unwavering values can shape lasting success. For Wasserman and the entire PTG team, the mission remains clear: deliver exceptional quality, build enduring partnerships, and engineer solutions that empower customers to thrive in an increasingly complex world.

The post From Hand Assembly to High-Tech Manufacturing<p class="company">PTG Electronics</p> appeared first on Manufacturing In Focus.

Arguably, the biggest new development has been the company’s initiative of pre-engineered, configured-to-order (CTO) products to complement its customized solutions.

For Grotnes, CTOs offer multiple benefits including “faster delivery times, common platforms of parts, and spare parts that can be used across different models,” explains Vice President, Jim Zielinski. That said, customer specs sometimes demand a tailored approach, which is why Grotnes will never abandon custom work. “The custom side will always be part of our business. It’s our DNA… but the organization is trying to align itself around repeatable platforms,” he says.

Grotnes continues to build machines for four main technologies: expanding, shrinking, roll forming, and spinning. Expanding processes involve shaping metal parts for pipe couplings, jet engine components, metal containers, and the like. Shrinking entails the exact opposite procedure and aims to reduce and shape parts for motor frames, conveyor rolls, and exhaust components. Roll forming involves bending hoops of metal, while spinning is a metalworking technique based on mechanical rotation. Closing tools, used to seal or close items such as pail lids or the tabs on large-size paint cans, are also becoming a growing category.

Monumental as the introduction of CTO solutions might be, there have been other big changes at Grotnes as well. For a start, the company is going through “a digital transformation” that entails “the leveraging of AI where it makes sense in the business,” says President Mike Walker.

To this end, the company will soon launch Grotnes’ AI assistant, a tool that could be compared to Amazon’s AI-enabled, voice-led personal assistant Alexa, but for internal use only. “There’s no gateway to the outside world. It’s utilizing AI’s ability to search our databases, our files, our drawings, our pdfs, to be able to respond quickly,” explains Walker. “We’re very careful right now to adopt it where it really adds value to the company… We’ve spent a significant amount of time really focusing on, ‘How does it add value and help our customers at the end?’”

It is quite the leap for a firm that traces its roots to 1898 and a decision by one Charles Grotnes to open a machine works operation in Chicago. That business initially focused on manufacturing metal rings to hold barrel staves together. The company founder and namesake invented a time-saving machine to shape and stretch these metal rings to an appropriate size, and things took off from there.

At present, Grotnes serves the oil and gas, general industry, automotive, aerospace, rigid packaging, forging, and tanks and appliances sectors. The company uses the term ‘tanks and appliances’ to characterize its work for the power distribution and appliance markets with the tanks in question being metal storage containers.

“We do metal forming machines for large tanks that are typically used for isolation transformers, so there’s the power distribution angle, and then, from the appliance standpoint, tanks for things such as water heaters, drums for washers and dryers, dishwashers, and things like that,” Zielinski explains. Over the past year, aerospace and automotive generated the most business, a pattern that is likely to hold steady in 2026, he adds.

He has noticed something of a resurgence in the market for catalytic converters, the devices that reduce harmful exhaust emissions from combustion engines. Since large, commercial trucks would require huge electric batteries, thus limiting payloads, concerns about battery size have stalled the drive toward vehicle electrification in certain sectors. With gas and diesel-powered trucks still dominating, the demand for catalytic converters remains high. This trend is good news for Grotnes, which has been a pioneer in making machines that are used in catalytic converter production.

The company has maintained its ISO 9001:2015 certification and is gearing up to get certified when the new ISO standard (9001:2026) is released later this year. As befitting an ISO-certified company, quality assurance procedures here are rigorous. The company utilizes a coordinate measuring machine and other inspection equipment to ensure that all parts are shaped and sized correctly. Completed machines are subjected to rigorous factory acceptance testing procedures at the plant. If the machine achieves these benchmarks, it gets shipped to a customer, and the system is then put through site acceptance testing at the client’s worksite to determine that everything is in perfect working order.

“ISO is a very big part of our business and really drives the quality in our organization. We embrace that in a big way, especially the continuous improvement side of it. Every employee in our organization is able to submit improvement suggestions regardless of their position in the company,” says Walker.

The advent of a configured-to-order line is further proof of the company’s commitment to continuous improvement, he continues. Offering pre-engineered solutions will enable Grotnes to “focus on a standard design and continue to refine it for our customers’ needs and bring additional value by bringing costs down and benefits up,” he explains.

Company officials are well aware that excellent equipment requires servicing and upkeep. As such, the team kicked off a preventative maintenance initiative called the Grotnes Service & Spares Club last year. Customers who join the club receive discounts on spare parts, labor, training, phone and remote support, and other maintenance measures. The overall aim is to keep client equipment in excellent condition.

At the time we last spoke, the company maintained sales and service branches in Monterrey, Mexico and Atlanta, Georgia. While the Mexican branch is still flourishing, the Atlanta operations have been relocated to Niles. This transition has drastically reduced turnaround times for some products; solutions that might have taken a month to produce and ship in Atlanta now take maybe 48 hours, according to Walker. The company continues to ship products around the world and works with European sales partners as well.

Grotnes also runs a facility called Formitt Metal Labs as well as an in-house machine shop. Formitt Labs does prototyping and feasibility testing for customers as well as research and development. Recent equipment purchases for the machine shop, meanwhile, include a lathe and a wire electric discharge machine. The company’s five-year growth strategy includes the possibility of offering machine shop services as a separate business component for customers, a strategy that would build on already existing competencies. “We have customers who are not interested in a capital purchase and just ask us to do the production for them,” notes Zielinski.

In terms of promotion, Grotnes regularly attends trade shows. Last year, the company took part in FABTECH USA in Chicago—the top conference for fabricating, finishing, welding, and metal forming in North America, as well as Fabtech Mexico in Monterrey, Mexico. It also showcased its metal forming skills at the 40^th Space Symposium, a major aerospace event which took place in Colorado Springs, Colorado in April 2025. The company has revamped its website as well, with a view to adding updates regarding its configured-to-order (CTO) offerings.

All told, roughly 43 people work at Grotnes. Beyond the requisite education levels and skills, the company seeks applicants who can think on their feet and offer creative solutions. Personnel must be prepared to pivot in the face of challenges, think outside the box, and adapt to changing circumstances since “ours is a pretty fast-paced technology business,” says Zielinski.

Current challenges include dealing with the rising cost of materials, due in part to tariffs imposed by the United States and other nations. That said, “The biggest challenge for us continues to be the ability to hire the right people, and secondary to that, finding them. Every position in our company is really a skilled position,” states Walker.

To address this issue, the company instituted a four-year apprenticeship program which blends hands-on training with classroom learning. Apprentices attend evening classes at Lake Michigan College, which is based in Benton Harbour, Michigan and has a campus in Niles. The program just graduated its first apprentice, who specialized as an electrical technician, and apprenticeships are also available for machine builders and machinists. There are ongoing discussions about expanding the program to include engineering.

For a near-term forecast, Walker circles back to CTOs and AI. “Completing our journey on the CTOs is really critical to us,” he shares. “It’s not something that’s going to happen overnight; it’s not something that’s quick, because it’s got to be right.”

As for artificial intelligence, “We’ve come up with some pretty interesting initiatives,” he says. “Three years from now, I think we’ll [have a lot] to talk about… We believe it’s going to help us tremendously.”

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Additionally, with sustainability at the forefront of its daily operations, CPS has been proudly granted FSC^® (Forest Stewardship Council) Certification by the Rainforest Alliance, with regular audits demonstrating that the company is a good corporate citizen.

“The only significant construction material that is both natural and renewable is wood,” says CEO Shawn Hicks, who, with partner Dan Dunkley, strives to ensure the company’s green message is upheld throughout all of its operations. “Our business can demonstrate the chain of custody from forest to customer, and our main suppliers hold certification from the FSC,” he says.

Buying from FSC-certified forests that use the world’s best management practices allows for the protection of wildlife while ensuring reforestation of the land after harvest to help supply lumber for generations to come.

“Trees and lumber utilization are a huge part of the carbon cycle story,” Hicks tells us. “CPS buys salvaged lumber from the lumber mills—essentially leftover materials from the construction industry. We cut out the bad portions, areas where the lumber didn’t make construction grade, and upgrade the rest in shorter lengths to make our customer-quality products.” CPS then shreds the waste and sells it to the farming community for animal bedding, and in turn, the chicken farmers sell their waste to mushroom farms to fully ensure the utilization of the lowest quality of lumber from the sawmills.

As for the company’s pallets and crates, they yield a net 1.1 pounds of carbon trapped per board foot of lumber sold 1,000 miles from its factory in Cobourg, Ontario.

“We have the greenest packaging product available, and we fully utilize every scrap piece of material,” explains Hicks. “For our waste outside of lumber, we send near zero waste to landfill—one 40-yard bin per month.”

CPS also prides itself on its excellent relationships, both with its 170 employees and its numerous clients, who are treated like members of the CPS family and viewed as partners. “And one of the cornerstones of CPS is our vendors,” Hicks stresses. “We couldn’t do what we do without them. For 40 years, the key area of our success has been taking care of suppliers well.”

This means paying on time, taking discounts if offered, and ensuring the company is the lumber mills’ first choice to sell to. Rail siding is key here, as CPS can accept lumber directly from the mill to its yards in both Cobourg and Martin, Tennessee. Boasting industrial-grade materials, CPS is the only customer of most mills with direct access to receive lumber. “We work very hard to be the first-choice customer for our supply base,” Hicks says.

Another vital aspect of the company’s ongoing success is its dedication to automated operations, with its cut line being state-of-the-art and a key differentiator between CPS and its competition, resulting in the lowest cost of material ready for final assembly. “Our ongoing investment includes a $3 million assembly machine due to arrive in June of this year,” adds Hicks.

Utilizing new technology such as machine/robotic pallet assembly lines and high-volume output using industrial-grade automation—alongside new staff working on AI adaptation and implementation in the office and on the production floor—results in standardized quality across pallet and crate construction, and ensures CPS’s position at the top of the industry.

Sustainability also means addressing the company’s own carbon footprint, which has included rooftop solar panel installations and converting to electric. “Due to the cost of electricity in Ontario for many years now, we have our procurement team always looking for ways to reduce energy costs across all locations,” says Hicks. “Additionally, our forklifts have been converted from propane to electric on 75 percent of our fleet, along with a one-megawatt solar panel system installed in Cobourg.” Renovations of CPS offices have also allowed the company to upgrade to efficient heat pumps as well as improved Insulation R-values, he adds.

This ongoing commitment to environmentalism and sustainability stems from an understanding of environmental, social, and corporate governance (ESG), a strategic framework for identifying, evaluating, and addressing organizational goals and activities, a company’s carbon footprint and sustainability commitment, workplace culture and diversity and inclusion commitment, and overall ethos regarding corporate risks and practices. This organizational concept has grown in significance, particularly for socially conscious investors who wish to put money into businesses with high ESG ratings or scores.

The three main pillars of ESG include environmental commitment, which covers all aspects of a business’s dedication to sustainability and its effects on the environment, such as waste, energy use, carbon emissions and footprint, and environmental responsibility; social commitment, meaning the internal working culture of an organization, employee retention, diversity, satisfaction, and health and safety; and corporate governance, which includes compliance, internal corporate culture, pay ratios, business ethos, and leadership responsibility and openness as part of a corporation’s commitment to corporate governance. Companies acknowledging a dedication to justice and equality in the workplace and the ability to adapt to changing laws and regulations are always of interest to investors, according to CIO.com.

As the effects of climate change worsen, companies’ environmental initiatives will only become more crucial, and it is anticipated that businesses that use resources such as water, coal, oil, and power more wisely will do better in the future when those resources become scarce in some places. Additionally, a firm dedication to appropriate governance and compliance will be essential for maintaining a business’s operations as more rules and regulations pertaining to technology, most notably General Data Protection Regulation (GDPR), come into effect.

CPS’s commitment to sustainability and forest stewardship (the company also offers pallet recycle programs and repair programs) are just a few aspects that help set it apart, along with its rail siding on site, which lowers the cost of inbound materials, and state-of-the-art operations that allow staff to fully cut, resaw, notch, and stack over a railcar of lumber per shift.

“Our assembly lines are the best in the world and procured from all over the world,” adds Hicks. “This results in customers placing an order and then not worrying about it because we deliver on time, every time, at a consistent quality that our customers expect.”

Recent challenges for the company have included lumber and duty prices, which are “very much” top of mind in all of the lumber industry right now; duties went up to 45 percent last August, and at the time, lumber costs in the U.S. were very low. “It was an easy pivot to just buy U.S. material in the U.S. and Canadian material in Canada,” Hicks shares. “At the moment, the U.S. material costs are rising so fast that they’re ahead of the cost of the Canadian material, and it’s causing a lot of pivots.”

The marketplace in general is being heavily impacted by tariffs, but CPS has operations and assets on both sides of the border, providing the company with a buffer that helps protect its clients as well, remaining “very well equipped” to supply customers regardless of tariffs.

Looking forward, CPS’s commitment to the utilization of all materials will remain at the forefront. “We’re literally selling $50,000 a month in animal bedding waste, where many companies are just giving that away or paying to get rid of it,” Hicks explains. “We have an asset there that we’re utilizing, but it’s really just the automation. The railcar access and the automation give us the lowest cost of material ready for assembly versus every competitor in North America. That puts our customers in a good position from a cost perspective, but also puts us in a pole position on being able to compete.”

In terms of retaining customers, CPS offers several customized programs, such as looking at clients’ schedules and plans and supplying their needs proactively. “For our largest two customers, we operate in a replenishment of inventory scenario, not a purchase order. Traditionally, they look at what they need and place an order,” Hicks says. “We go outside the box on that one, and we take care of them. Sometimes they don’t know how we know their demand so well.”

This level of quality of care is absolutely a priority for the company, Hicks stresses, along with embracing growth and maintaining a true devotion to sustainability. “We have always been committed to [sustainability] and will continue to further reduce our carbon footprint and greenhouse gas emissions,” he assures, whether that’s zero waste to landfill or maintaining an ethical supply chain through forest stewardship.

Social factors for CPS will focus on its workplace culture, diversity, community engagement, and human rights, as well as fostering a collective experience to keep longstanding employees satisfied and foster employee development.

“Happy chickens make tastier eggs,” says Hicks. Whether it’s supporting community service and philanthropy, or assisting customers with a wide range of issues and logistics that need solving to keep their business running smoothly, CPS’s longstanding experience, knowledge, and skill can handle it all, Hicks says.

“We find a need that needs solving, and we solve it.”

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