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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Calling Galco a powerhouse of ingenuity is no overstatement. Over the past six years, the company, known for supplying factory-authorized industrial electrical and electronic automation, controls, and component products, has delivered sustained growth amid the economic volatility and supply chain instability that have reshaped global industrial distribution since 2020.

Galco’s differentiator is straightforward. It positions itself as a premium problem solver for customers facing maintenance, repair, and operations (MRO) challenges. Headquartered in Madison Heights, Michigan, the company supports Tier 1 suppliers and original equipment manufacturers (OEMs) across industries, including automotive, agriculture, food and beverage, oil and gas, data centers, and beyond. Galco provides mission-critical components and the expertise required to keep operations moving.

Closer to clients in every way
Backed by its six brands and nearly 300 employees, Galco’s team has built a reputation for continuous improvement. This is measured not only in internal efficiency, but in customer proximity and responsiveness.

On one hand, the company has broadened its operational scope while reducing the geographic distance between its team and customers. On the other hand, it has invested significantly in its omnichannel presence, creating a seamless, consistent experience for customers both online and offline. These investments make information and support easier to access through intuitive channels and streamline purchasing for faster, hassle-free product acquisition.

In step with the times, Galco has made some major investments in AI. Chief Information Officer Joe Garzia emphasizes the importance of distinguishing legitimate new pathways from no-go zones within the technology. “Our focus on AI is to be open to opportunities, but cautious,” he says. “A lot claims to be AI these days, but it is just buzzwords.” The priority is improving customer experience while keeping systems secure and proprietary to Galco.

As the organization implements new technology across departments, the finance team has overseen meaningful upgrades. These upgrades automate repetitive tasks so staff can focus on higher-impact work. At the same time, the company remains vigilant about cybersecurity and information security while pursuing initiatives designed to improve how customers get answers and move from need to solution.

Galco’s most recent addition in this area is a chatbot, currently under development, which will soon offer an extra layer of quick-access support, providing customers with faster information and expedited service. This gateway boasts yet another layer of support in the form of agents ready to assist when a request is beyond the chatbot’s scope. The company is also building an automated quotation capability aimed at reducing turnaround time and improving speed-to-order.

Importantly, AI now plays a new role in Galco’s marketing and service delivery—powering smarter product recommendations that improve customer outcomes. “Today, the bar has been raised so high—everyone expects an Amazon-type experience when shopping online,” says Allison Sabia, President and Chief Executive Officer, of the company’s commitment to customer care. “That’s why we use what customers already have in their cart, along with what’s popular on our site, to recommend the items that pair best—so people can quickly find what goes together and finish the job with confidence. I would say we lead in that.”

In search of value for clients
Galco’s value proposition is extensive, starting with inventory depth that helps customers avoid tying up capital in stock. Its highly skilled, sought-after technicians are also well-versed in repairing rare, sometimes vintage equipment that is difficult or impossible to replace. In addition, Galco offers custom systems improvements and retrofits wherein the team creates electronic drives that function with customers’ existing controls.

Extending Galco’s expertise beyond the website and into a format customers engage with every day is its social media presence, part of a broader effort to create thought-provoking content across Galco’s digital channels, including YouTube, TikTok, and Instagram. From how-to instruction to quick tips and product spotlights, these channels illustrate the tremendous value and depth of Galco’s resources and credibility with customers.

While all these efforts certainly drive growth, Galco’s main means of expansion is through acquisition. As the company already serves all of North America, Thomas Muldowney, Vice President of Sales and Business Development, and his fellow leaders aim to broaden their presence further and extend capabilities through aligned additions to the portfolio.

“Galco’s growth strategy is about extending an already strong North American platform,” Muldowney says. “We focus on acquisitions that add technology, expand capability, and align with how customers want to buy and be supported.” Beyond reach, the company looks for businesses that strengthen services and technical competency so it can deliver a broader set of solutions across industries.

Driven by this vision, Galco is always keen to add well-aligned businesses to its portfolio. Founded in Michigan in 1975, the company began taking steps to expand its presence about five years ago. Reaching from the East Coast into the Midwest and growing southwards from there, it now defines “going the extra mile” as meaning “being within easy reach of clients.”

“We have so many different verticals here, from repair teams that can leverage Galco’s parts inventory for fast turnaround to in-house technical engineering support,” explains Bob Marshall, Vice President of Engineering and Services.

A case in point is the recent acquisition of Brozelco, Inc., with locations in Rockford, Kingsport, and Chattanooga, Tennessee, known for fabricating operator buildings, e-houses, and electrical enclosures popular with mines and asphalt processing plants. Adding this capability expanded Galco’s portfolio and created new strategic upside alongside the company’s service-driven model. “In 2030, that’s going to be a $5 billion market,” suggests Muldowney.

Ranging across markets
As a result, the company remains agile in a wide range of markets, giving its team of 15 technicians the scope they need to be the best-versed professionals across an impressive range of big-name products in electronics and technology. But market agility is only part of the strategy.

For construction-driven sectors such as data centers, speed and coordination matter as much as product availability. Galco’s model is designed to support build-outs by helping contractors and subcontractors get the right components, controls, and support quickly, often while projects are still in design.

Beyond the company’s focus on expanding its capacity to provide enhanced services in water and motion detection, full motor and pump repair, and support in harsh environments, the team continues collaborating with OEMs that support fabricators. “Being a broad-based distributor means we’re not tied to one market. For instance, if food and beverage takes a hit for whatever reason, we still have those other markets,” Muldowney says.

Having driven phenomenal growth since 2019, when the company employed fewer than 100 people, Sabia’s arrival as CEO was a notable game changer, according to Marshall. “When Allison came aboard, we really changed the trajectory of our company, with more forward focus,” he says. Sabia’s vision helped accelerate acquisition, deepen supplier relationships, and support modernization, including the implementation of a new enterprise resource planning system.

Beyond significant capital investments by parent company Freeman Spogli, Sabia, who comes from a competitive public company background, is clear on what drives the company’s overall success: “90 percent of it depends on the people—and then obviously aspects like inventory and systems and processes. But if you don’t have the right people sailing the ship, it doesn’t matter,” she says.

Today, the company’s leaders describe the growth journey as demanding, but worth the effort. A newer focus area is data center capability. With leadership identifying hundreds of businesses nationwide that can build and equip large-scale facilities, Galco is positioned to support contractors and specialized contributors, including electrical, cabling, HVAC, and controls companies serving this space.

“It’s not always easy to find those companies when the build-out is ongoing, but it’s been an absolutely great business for us in the last six months to a year,” Muldowney says, noting that recently landing a big client in this space has made the hard work worth it. In this sector, the company’s capabilities in chiller and internal air conditioning controls proved to be a surprise advantage.

Because Galco operates across multiple disciplines, long-term projects have produced substantial results. This proved true in Chattanooga last year, where the team supplied and delivered more than $1,000,000 in products on a tight timeline to keep a major project moving.

Ahead of the trends
Staying data-driven and market-aware is central to staying ahead. Galco’s leaders describe a disciplined approach to research and development, including daily market reporting, third-party research, and close collaboration with suppliers who track demand by region and application. Muldowney notes that semiconductor signals can serve as a leading indicator, helping the team anticipate shifts four to six months ahead. The same rigor extends to Galco’s internal data—especially customer purchasing behavior and digital engagement signals captured through the website. By analyzing what customers search for, compare, add to cart, and ultimately purchase (and where they abandon or ask for support), teams can spot emerging demand patterns earlier, refine assortment decisions, and prioritize inventory and content investments where they’ll have the greatest impact. In combination with supplier intelligence, these first-party insights help leadership make faster, more confident decisions about forecasting, merchandising, and go-to-market strategy.

Sabia is clear on how the company defines success. “To be successful in industrial distribution, you need to realize it is not just about volume. It’s about your reach, capability, and relevance to the customer experience,” she says. The throughline is customer outcomes, especially when downtime is on the line and decisions need to move quickly from design to quote to delivery.

By combining deep inventory, technical services, and a rapidly evolving digital experience, Galco is raising expectations for what industrial distribution can deliver. For customers, that means faster answers, smarter support, and the confidence that the right products and expertise will be there when the job is on the line.

The post Where “Going the Extra Mile” Means “Getting Closer to Your Customer”<p class="company">Galco</p> appeared first on Manufacturing In Focus.

At Eddyfi Technologies, keeping workers and users safe in some of the most critical and dangerous industrial systems known today is everyday work. Making advanced technology fast and easy to use while continuously pushing beyond existing capabilities is part of the company’s DNA.

Serving aviation, maritime, oil & gas, nuclear, and other fast-paced, high-pressure industries, the Eddyfi team is improving safety and saving lives across many fields with its outstanding nondestructive testing equipment (NDT), robotics, and inspection scanning. And now, starting from the base of existing assets obtained through acquisition, Eddyfi Technologies is the proud supplier of Cypher^®, a game-changing ultrasonic testing device.

Never seen before
Cypher was launched in June 2025 and offers ease and accuracy never seen before. With this exciting new instrument in its portfolio, the company appears to be on the verge of changing the world of NDT forever—once again.

Headquartered in Quebec City, Quebec, Eddyfi Technologies is a global leader with over 1,200 staff and offices in 19 countries, spanning North America, Europe, Asia, Africa, and beyond. Its most recent acquisition, a company specializing in geotechnical sensing devices with facilities in Colombia, Switzerland, and Italy, saw the Eddyfi team grow by 100 employees just as Cypher launched, making for a busy but very happy transition.

Working tirelessly to bring Cypher to market on time, the team recently returned from the American Society for Nondestructive Testing (ASNT) Annual Conference in Orlando, Florida, following an intensive three-year development process that demanded all hands on deck to ensure successful delivery of the groundbreaking device.

Naturally, the team could not be prouder of the achievement and what it means for global inspection staff and civil safety. Cypher was born of customer reports of staff shortages, leading to a need for advanced data collection, speed, efficiency, and durability in a field of work that is growing ever more demanding.

“There are increasingly fewer people doing safety checks, yet we demand the highest of them. So developing Cypher was important for us,” says Veronique Chayer, Director of Branding and Communication.

The new product reflects the company’s sterling reputation for paradigm-shifting technology. Despite market flux and geopolitical challenges, Eddyfi’s goals remain unchanged. “We leverage innovation and technology to help keep the world going, safeguarding infrastructure,” Chayer says, describing the company’s mission in a fast-changing world.

Setting the bar
Considering the status quo—aging infrastructure and fewer people in place to complete safety inspections to required standards—Cypher had to set the bar for precision, speed, durability, and ease of use. By blending the best specifications of each of its legacy products and improving on each of those in turn, the development team came up with an instrument that is significantly enhancing the quality and speed of field safety inspections in numerous countries.

Cypher’s specifications are as impressive as they are practical. By enabling standardized workflows to maintain their usual inspection process, the system offers a fast setup creator with a clear set of steps for each job. This process is also significantly faster, allowing inspectors to complete more inspections per day.

To function, Cypher comes complete with a range of probes and scanners, plus integrated scanner control for scanning automation. “You can now control the scanner directly from the instrument, so it means that instead of setting up your instrument and then setting up your scanner, you do it only once for both,” explains Dominic Giguère, Product Manager of Ultrasonics, who points out that this technology has halved setup time on the new model.

There is also an advanced paintbrush probe that gives inspectors tremendous freedom and capabilities for fast yet thorough inspection on a tight schedule. Some functions include automatic data stitching, freehand scanning, and much more. “We make sure that the user skill required to use that instrument is as low as possible. We make it as easy as possible to use,” Giguère says.

Moreover, Cypher allows inspectors to scan multiple aspects of infrastructure at the same time. Some of the most favourable comments received from users so far involve the seamless integration of these technologies, rendering high-speed performance while remaining unaffected by multiple data collection functions.

And Cypher is by no means the company’s only great innovation. In 2010, the company introduced a portable, battery-powered inspection instrument. The first of its kind, it significantly improved working conditions at a time when inspection instruments were attached to cumbersome power generators. Looking back, it’s clear that improving workflow, accuracy, and efficiency underscore most of what this company has brought to market in its long history as an innovator.

Advanced inspection for ordinary folk
According to the Eddyfi team, the new technology also democratizes advanced inspection. That is because Cypher provides advanced procedure specifications which enable level one and two inspectors to do most of the job while needing fewer level three-qualified inspectors, who typically write procedures, without compromising quality or safety. This means fewer grounded aircraft due to failing mechanics and safer work environments for those in industries handling volatile liquids and gases, for instance.

The product is further supported by Eddyfi Academy, in an incredible initiative providing introductory product training for all the company’s offerings. Beyond providing basic training to inspectors in effective use of its instruments, the online platform also creates an opportunity for all learners to reach the same level of training before joining live classes—perhaps its most persuasive feature. “The academy actually makes people feel more empowered when attending live courses,” Chayer says.

Eddyfi Academy also provides 45-minute to hour-long video classes on a range of topics within the field of nondestructive testing. In this way, the resource, conceived of during the pandemic, gives everyone quick access to improved knowledge on the go—from novices to advanced technicians. It also provides new users with the confidence they need to get to know their new instrumentation better.

Taking responsibility
Chayer is clear on what the company sees as its duty. “We have a huge responsibility on our shoulders to ensure that we provide something of immense precision. People count on it.” She also highlights the need to pivot with market demand and respond to real needs with next-generation capabilities and top-notch customization that customers are typically unable to obtain from other suppliers.

Considering the volume of aging infrastructure, especially that of nuclear power plants in extension programmes in and around Canada, Cypher could not have come at a better time. During these exciting times of novelty and possibility, Eddyfi Technologies continues pushing the boundaries of what has been achieved in nondestructive testing, inspection, scanning, and robotics.

The upshot of this is that one of the company’s greatest draws is the opportunity to work with a team unafraid to enter uncharted territory, an attitude that begets tremendous growth and innovation. Enthusiastic and passionate about what the new release offers users, Chayer confirms this with a smile. “Eddyfi remains on a fantastic growth path. We are sticking to the immense value that we bring to our customers and to the industries we serve,” she says.

Heading boldly into the future, Eddyfi will continue doing what it does best—moving ever faster and finding the industry’s brightest minds to continue its proud legacy of being first to market with some of the world’s brightest innovations in NDT.

The post Nothing Secret About This Cypher®<p class="company">Eddyfi Technologies</p> appeared first on Manufacturing In Focus.

“Previously, we provided a relatively niche product into our market segment. Joining RAFI has dramatically increased our product offering to our customers,” says Dean Hotvet, Director of Sales and Marketing.

CEO and President Tihomir Tesic agrees. “As a small Midwest company, you’re sort of limited to what you can get out to the market.”

The company was last profiled by Manufacturing in Focus in November 2023. At the time, the merger with the RAFI Group (a world leader in electromechanical components, electronic assemblies and systems, and engineering services) had just occurred, and RAFI North America has since rebranded, retooled, and recalibrated its focus.

The team continues to work out of a 55,000-square-foot Milwaukee plant, providing services including full production, sheet-fed printing, designing and engineering, optical adhesive lamination, environmental testing, laser cutting, and more. Products made at this site include specialty circuitry and capacitive touch sensors (devices which enable fingertip manipulation of capacitive touch screens in computer tablets, smart phones, et cetera). RAFI North America also makes membrane switches, which are Human Machine Interfaces (HMI) that are used to open or close circuits when pressure is applied. Membrane switches are made by applying layers of printed film and other kinds of material.

While retaining all its existing competencies, new services and products have been added to RAFI North America’s portfolio. “We have been making internal changes to accommodate new products,” Hotvet explains. “We have brought on the assembly of some high-value products [including] ultrasound control panels. There may be 10 to 15 different parts in the bill of materials for a membrane switch; an ultrasound control panel has 400 parts in the bill of materials. It’s a dramatic change in how products flow through the plant, and we’ve had to retool some aspects of the plant for that.”

Custom work remains RAFI North America’s forte, although the company does maintain a components segment that offers off-the-shelf products, he adds.

As Xymox, the company produced solutions for the appliance, food equipment, medical equipment, gas pump, power distribution, hand-held devices, and wearables markets. RAFI North America still works in these sectors but is looking to expand into construction and agricultural equipment and off-road vehicles, among other sectors. The merger has allowed RAFI North America to tap into the knowledge and resources of its huge parent company, pushing the firm to a new level and broadening its supply base. “Within the RAFI Group, RAFI North America is now considered the center of excellence for printed electronics and related products,” says Hotvet.

In terms of suppliers, “we have a larger ability to pull from within, as we’re now part of the RAFI Group. Our vertical integration is increasing, which simplifies our supply chain,” says Tesic.

Back in Germany, the RAFI Group stands well-positioned to gain from its decision to bring Xymox Technologies into the fold. Thanks to recent trade deals and tariffs, the RAFI Group is eager to expand its manufacturing footprint in the U.S. By making products in America, the RAFI Group can be closer to its U.S. customer base while avoiding tariffs and other barriers that are making international trade an increasingly costly affair, Tesic explains.

Certainly, RAFI North America is more than up to the challenge of producing high-value products. The company is ISO 9001:2015 certified and ITAR (International Traffic in Arms Regulations) registered. (ITAR is a body of U.S. imposed rules regarding the sale and purchase of defense-related weaponry and similar products.) If all goes to plan, RAFI North America should attain ITAR certification in the near future, says Tesic.

The company has a well-documented quality assurance process for products that fall under the legacy or “Xymox side of the business,” he continues. And solutions of greater complexity such as ultrasound control panels are put through an even more comprehensive QA process that entails automation, a variety of tests, camera systems that scrutinize parts for flaws, and other forms of electronic scrutiny.

RAFI North America has around 90 employees at present, compared with 88 at the time of our previous profile. “We look for employees who have the right balance of hard and soft skills,” notes Human Resources Manager Krista Pitman. “We seek candidates who have the technical competence, relevant education, and level of experience we are looking for, paired with someone who has excellent teamwork, communication, and problem-solving skills.”

She explains, “Our culture is that of a small company with the support of a much larger company. We care about our employees, and they care about one another and our customers. This is demonstrated through daily actions that are rooted in finding the best solutions… We’re a very family-centric company,” she shares.

For all the firm’s technical prowess, RAFI North America’s success largely stems from its unique culture, Tesic adds. “At the end of the day, we can come up with the wildest ideas of how to make the product, but growth and success… is ultimately based on the morale and culture in the company.”

Indeed, RAFI North America’s values include Integrity (“Act the same when no one is watching”); Results (“Always strive for continuous improvement through achieving goals”); Service (“Treat our customers with an attitude of service”); and Employees (“A healthy business that has healthy employees teaches healthy lessons for business, personal growth, sound minds, and healthy bodies”). And the team believes that it’s also vital to maintain open communication, motivate staff, and make the workplace fun.

The company’s combination of a progressive, supportive culture and robust technical skills has not gone unnoticed. A product called SAFETY TOUCH®, produced through a RAFI Group/RAFI North America collaboration, earned industry kudos last year, being named one of OEM Off-Highway Magazine’s Top New Products of 2024 in the operator cab category. SAFETY TOUCH® also received a German Innovation Award in the Excellence in Business to Business Electronic Technologies category.

“Obviously, we’re very proud of the honor of achieving [these awards]. SAFETY TOUCH® was developed by our German colleagues,” states Hotvet.

SAFETY TOUCH® acts as a super-capacitive touch screen, offering displays and data and enabling operator input. Intended for use in construction, forestry, and agricultural machines, SAFETY TOUCH® allows operators to control machine functions via a touchscreen that normally would require separate buttons or switches. By reducing the number of switches needed in a control console, SAFETY TOUCH® makes it simpler to run machinery and helps the operator focus, reducing the odds of an accident occurring. The product has garnered an enviable Performance Level D rating (an ISO machinery-related safety level concerning risk reduction).

RAFI North America is also working on “an encoder with a programmable haptic response,” says Hotvet. The product is called Smart Haptic and utilizes haptic technology, the science of simulating tactile sensations through hardware or software. Ever set your cell phone to “vibrate” mode (causing it to shake when a call comes in) or felt and heard an alert emitted by your wearable FitBit (letting you know when a certain exercise-related benchmark has been reached)? If yes, then you’ve experienced haptic technology in action.

RAFI North America is also looking at a product it calls “a steering joystick. That is, literally, where you use a joystick to operate a vehicle. We’re also doing a lot of work with strain gauges,” says Hotvet, referring to sensors that are used to measure strain.

The company is also keeping a close eye on “megatrends” such as Electric Vehicles (EVs) and cybersecurity, he adds.

Over the next five years, RAFI North America wants to “aggressively grow the U.S. market,” become a leading supplier in the agriculture machine sector, enhance its medical offerings, and “add more value to the products we’ve already made,” says Tesic. The team is also examining the possible benefits of adding Artificial Intelligence (AI) to HMI systems, as well as opportunities posed by autonomous vehicles and equipment.

“Wherever the market goes, we feel like we can be a step ahead and offer solutions to the customer base,” says Tesic. “We really focus on how to solve people’s problems… I think where RAFI really shines is offering a solution that helps the customer at the end consolidate their suppliers, components, or process. It’s all about efficiency at the end.”

The post These HMI Specialists Rebrand, Retool, and Recalibrate<p class="company">RAFI North America</p> appeared first on Manufacturing In Focus.

For manufacturers, this means preparing for transformation that will touch every aspect of production, from design and automation to workforce training and logistics.

Headsets and smart glasses are two forms of tech that have had a turbulent history. Early virtual and augmented reality products were bulky, expensive, and often underwhelming. But two converging forces are about to change that: a rapidly growing extended reality (XR) market and a new generation of devices that blend improved optics, spatial computing software, and powerful miniaturized hardware.

Apple’s Vision Pro and upcoming products from Meta, Google, and others signal the arrival of spatial computing where digital layers like navigation cues, productivity tools, and real-time data overlays become seamlessly integrated into our field of view. Market analysts predict that the XR market will expand significantly over the rest of the decade, including for industrial use-cases.

Component-level advances such as micro-OLED displays, more efficient processors, and higher battery density are making smart eyewear practical for longer-term use. In manufacturing environments, this technology is already proving valuable for tasks like remote maintenance, assembly training, and real-time visualization of production data.

For example, a technician wearing AR glasses could see step-by-step repair instructions overlaid on the machine in front of them while an off-site engineer supervises through a shared video feed. These use-cases reduce downtime, minimize travel costs and enhance worker safety, all outcomes that directly affect the bottom line.

In the next five years, expect a bifurcated market: premium spatial computers for professionals and creators, and lightweight, internet-connected smart glasses for more widespread use. Industrial and enterprise sectors will win first, leveraging XR to train employees, streamline operations, and visualize complex systems in real time. Consumer adoption will follow gradually as devices become more affordable and applications broaden beyond niche experiences.

For manufacturing firms, adopting XR today is not just about novelty; it’s about embedding digital-physical workflows, creating new training paradigms, and gaining access to real-time context in service and assembly tasks.

If 2023 was the year the world discovered generative AI, the next five years will be about turning that discovery into everyday business reality. Models that generate text, images, and code have moved from curiosity to core productivity tools in record time. Across sectors, organizations are embedding AI assistants into workflows for drafting reports, generating code snippets, and summarizing complex datasets in seconds. For manufacturing, that means spreadsheets, maintenance logs, and service workflows being automated and optimized.

What’s next is a shift from single purpose chatbots to autonomous, multi-step agents. These systems won’t just respond to prompts; they’ll plan and execute tasks, integrate with enterprise data, and collaborate across platforms. In manufacturing, that means AI systems capable of analyzing production data, predicting supply chain disruptions, and autonomously adjusting schedules or procurement plans.

Data supports that momentum: one McKinsey survey finds that 16 percent of C-suite respondents expect employees to start using generative AI for more than 30 percent of their daily tasks within less than a year. Meanwhile, a recent Smart Industry report states that depending on region, adoption has surged from 59 percent to 86 percent of manufacturers prioritizing AI. In terms of impact, adoption in industrial processing plants has shown operators reporting a 10 to 15 percent increase in production and a 4 to 5 percent EBITA (Earnings Before Interest, Taxes, and Amortization) uplift when applying AI into operations.

For manufacturers, the key is recognizing that AI is moving from generating ideas to executing actions. Digital systems that optimize supply chains, drive predictive maintenance, and automate service workflows will shift the competitive landscape. Early adopters should prioritize pilot programs and workflow integration, alongside pressing needs around safety and human-in-the-loop oversight.

Within five years, expect to see hybrid classical–quantum workflows delivering early advantages in specialized applications, particularly in materials science, chemistry, and optimization problems. For manufacturers, that could mean simulating new alloys or polymers at the molecular level, drastically shortening R&D cycles and unlocking bespoke materials that were previously too costly or time-consuming to trial.

The technology won’t replace traditional computing anytime soon, but it will complement it in areas where classical systems struggle. Parallel progress in quantum-safe cryptography is equally important, as governments and corporations prepare for a world where today’s encryption could be broken. Enterprises are already investing in readiness planning, ensuring that proprietary manufacturing data, supply-chain information, and IoT systems will remain secure in a post-quantum world. The next half-decade is about proof of concept turning into early practicality; businesses that experiment now will have a clear competitive edge when scalable quantum computing becomes available.

Brain–computer interface (BCI) research has also accelerated rapidly, moving from animal testing to human trials in just a few years. Companies such as Neuralink and Synchron, alongside major academic research centres, are developing both semi-invasive and non-invasive systems that enable direct communication between brain and machines. While consumer-grade “mind-control” headsets for gaming or remote work remain a long-term goal, therapeutic applications are moving much faster.

Initial applications focus on healthcare: helping paralyzed patients control cursors, prosthetic limbs, or communication devices purely by thought. These are not futuristic fantasies; they’re in clinical trial today. Over the next five years, BCIs are expected to expand in therapeutic settings, offering new possibilities for stroke rehabilitation and assistive communication.

For manufacturers in the medical technology and materials sectors, this presents a significant opportunity. Producing miniaturized biocompatible sensors, implant materials, and precision instruments for BCI systems demands advanced manufacturing expertise, an area where industrial firms can lead innovation. While mass-market consumer BCIs may lie beyond the five-year horizon, the initial value lies in medical and assistive devices where regulatory pathways exist, and the societal value is clear.

Few technologies will affect the manufacturing ecosystem as deeply as energy storage. Solid-state batteries, long considered the “holy grail” of electrification, are edging closer to commercialization. They promise higher energy density, improved safety, and much faster charging, attributes that could transform not just electric vehicles but also industrial robotics, drones, and portable electronics.

Major players such as Toyota, Samsung SDI, and BYD have publicised development plans targeting commercial production in the late 2020s. For instance, Interact Analysis projects that mass production of solid-state batteries will begin around 2026.

For manufacturers, this transition represents both opportunity and disruption. Supply chains, material requirements, and production methods will all evolve as solid-state cells start to replace today’s lithium-ion standards. Factories will need to adapt to new safety protocols, cleaner environments, and precise assembly methods that accommodate the unique properties of solid electrolytes. Early adopters that master this production shift could capture significant market share as electrification scales across industries.

Of course, the concept of flying cars has long been dismissed as futuristic fiction, but electric vertical take-off and landing aircraft (eVTOLs) are rapidly changing that narrative. Companies such as Joby Aviation, Archer, and Lilium have successfully tested aircraft capable of carrying passengers over short urban routes. While we won’t see private flying sedans parked in driveways anytime soon, urban air mobility is poised to debut as an airport shuttle or premium city-to-city service within the next five years.

Battery improvements and distributed electric propulsion have made short-range eVTOLs viable, while governments and city planners are developing frameworks for air traffic management, charging infrastructure, and noise regulation. For manufacturers, this represents an entirely new vertical, combining aerospace precision with automotive-scale production techniques. By 2030, limited commercial eVTOL operations could be a reality in select cities, marking the dawn of a new transportation era built on lightweight materials, advanced batteries, and automated control systems, all products of manufacturing innovation.

These technologies all share a defining trait: they’re no longer theoretical. Each is now in an active phase of commercialization, and manufacturers stand at the centre of this transformation.

We are on the edge of a decade where science fiction steadily becomes engineering fact. The intersection of physical production and digital intelligence will redefine not just what we manufacture but how we manufacture. From smart glasses guiding technicians to AI systems predicting failures before they happen, and from quantum computers designing next-generation materials to solid-state batteries powering electric fleets, the next five years will belong to the innovators who see what’s just around the corner and start building for it today.

The post Just Around the Corner<p class="company">Technology Predictions Shaping Manufacturing’s Next Five Years</p> appeared first on Manufacturing In Focus.

Making the right decisions is especially important in electronics. We learned many lessons during the recent pandemic, and one of the most telling was what happens when the world has a shortage of chips.

Strengthening supply chains
Seeing that a profusion of chips is at the heart of such products as cars, manufacturing machinery, medical equipment, and computers, manufacturers of these products found that they could not complete them, let alone sell them. As for the chips that could be sourced, logistics, supply issues, and long wait times for overseas cargo shipping slowed their delivery even further.

This led to the creation of the CHIPS and Science Act in 2022, and the federal government’s authorizing almost $300 billion “to carry out activities relating to the creation of incentives to produce semiconductors in the United States,” according to Congress.

“Right now, we are getting a lot of projects, customers, and inquiries. Pretty much everybody wants to stay out of China and Taiwan because of the geopolitical issues,” says Chris Dickey. As Vice President of Sales and Marketing at Plano, Texas-based SVTronics, Inc., Chris has seen his share of market shifts over the years.

With an eye on its 30^th anniversary in 2026, SVTronics is a premier American advanced technology manufacturer. Providing the highest-quality products and services to its clients, the company is organized into four business groups: electronics contract manufacturing; military/aerospace/government; cable and wire harness; and engineering services.

Through these units, SVTronics offers automated surface-mount technology (SMT) assembly lines, 3D solder paste inspection, advanced test capabilities, tactical rugged computing, systems integration, military cables and harnesses, schematics capture and printed circuit board (PCB) layout, SolidWorks modeling and rendering, electrical testing, and many other products and services.

Build America, Buy America
Responsible for increasing sales leadership, expanding customer relations, and “increasing the alignment between business growth and the SVTronics production team,” Chris says one of his biggest responsibilities is making the company’s supply chains more robust and not dependent on tariffs, which can fluctuate.

Enacted in late 2021 as a key part of the Infrastructure Investment and Jobs Act (IIJA), the Build America, Buy America (BABA) Act mandate required steel, iron, construction materials, and manufactured products (used for federal financial assistance programs) to be produced in the United States. BABA applies to projects such as airports, public transportation, and highways, and Chris says plenty of customers are focusing on Made-in-America products. SVTronics is still acquiring new customers through former President Biden’s CHIPS and Science Act, including some Texas-based semiconductor companies seeking funding, resulting in new growth for the company.

Speed and simplicity
Repeat and new clients alike choose SVTronics for many reasons, including its outstanding PCB manufacturing capabilities and adherence to strict compliance, laws, regulations, and security standards. These include International Traffic in Arms Regulations (ITAR), as set by the U.S. Department of State. But one of the greatest advantages of working with the team at SVTronics is the company’s online ordering system. In just seconds, customers can get quotes for all their custom PCB assembly needs.

Through the company’s Online Ordering Instant Quote system, clients can request PCB assembly for prototyping or high-volume production through an efficient, easy-to-use platform. By simply dragging and dropping Gerber and ODB++ files—a proprietary CAD-to-CAM data exchange format—clients can use the Quick Price tool to immediately calculate circuit board assembly and manufacturing project costs and timelines.

“We’re getting positive feedback,” says Chris of the online ordering system. “It’s quick, convenient, and provides fair pricing.” Promoting the online tool for the past several months, the company has teamed up with a digital marketing firm and is using email marketing and social media to drive traffic to the site.

“It’s simple to use,” comments Chris. “Customers can just drag-and-drop to upload. The software will segregate the Gerbers and build materials. It does it all for you.” All clients need to do is enter quantities and how fast they need delivery, and they will get pricing.

Although still in its infancy, the company’s online ordering system shows promise for the company and clients alike. “We are going to look at possibly building some scripts that will integrate that into our Enterprise Resource Planning (ERP) system,” Chris shares. This will automate steps in the process, such as building materials, drawings, and routing, and get them directly to Material Requirements Planning (MRP) so procurement can kick off. “I would love to automate a large portion, if not all of that, because what we do is so labor-intensive.”

The road ahead
Continuing to work with customers across a range of sectors, including transportation, communications, energy, computing, and industrial, SVTronics is seeing increased demand from the military/U.S. Department of Defense (DoD). Due to the sensitive nature of the projects, he cannot say specifically what the technology is being used for. “Some of the projects we’ve worked on will have five or six different EMS providers working on small bits of it, because they don’t want any one customer to have all the information.”

In the coming years, the company will continue to procure as much as possible stateside. This is admittedly a challenge, with most electronic components still manufactured in Asia. And since it takes years and billions of dollars to build, equip, staff, and get production facilities in America up and running, the vision is long-term—but it is one that SVTronics, with its expertise, drive, and deep level of commitment to its clients, can achieve.

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WB Components began operations around 1984, when members of the Willowbank Hutterite Colony in Edgeley, North Dakota were approached by a man selling a truss table taken from a defunct plant. The colony purchased the table and began producing trusses from there under the leadership of Dan Wipf, originally a truss plant manager and now in Inside Sales & Design. WB eventually teamed up with supplier Alpine ITW (Illinois Tool Works), which provided engineering software and plates for the trusses, two necessary steps to expand the company’s operations. Today, WB services projects and clients across America, with a roster of remote staff members to oversee and facilitate national operations.

The North Dakota head of Truss Design & Sales, Jeff Haider, explains that the business is steadily growing and improving its processes while also reinvesting back into the Hutterite colony. Many of WB’s operations are performed in-house: the company manufactures, engineers, and designs its own stackers for trusses; loads and unloads products from two different rail spurs via its own fleet of Peterbilt semi-trucks and a half-dozen pickup trucks; and builds its own columns in-house. 2024 also saw the addition of an in-house automated truck washing station to help keep the fleet running clean.

Furthermore, the company’s operations include a degree of automation in its layouts, table setups, and saws, which allows it to label each piece of wood processed to designate its future purpose and destination. WB even repurposes its wood scraps into turkey bedding that it then re-sells, a practice that many other truss plants simply don’t think to do. Haider says that, when it comes to sustainability and smart solutions like this, “we were green before green was a thing.”

This decade has been a busy one for the company. In 2020, WB built a 56,000-square-foot lumber storage building from the ground up, one that boasts a modern interior with temperature control, the latter being important for both wood quality and morale for employees during the notoriously subzero North Dakota winters. This warehouse has improved overall wood quality as it allows WB not to have to store its main resource outside.

WB sports a quarter mile of storage for its trusses; whereas a lot of other plants can be very tight in space, WB has the capacity to build up to 115-foot clear span trusses in wood. “We have never come close to running out of space,” Haider says. The space is also filled with multiple pallet handlers and forklifts that allow for quick loading and unloading of trusses, which pairs well with its transport fleet that is ready to haul to any state.

Haider says that 2024 turned out to be a great year for WB, with sales on par with the equally successful 2023. The company would not have had such success, Haider says, without being open to traveling across the country to find interesting work, such as big building jobs in the Kansas area. “It’s knowing our market and knowing what to do to get those sales,” he tells us.

Amid this mounting success, there are still some challenges to overcome. Haider says that a challenge in working with Hutterites is that they are not concerned about advertising the business, insisting only on word-of-mouth. This is why partnerships with organizations like NDAB (North Dakota Association of Builders) and NDRLA (North Dakota Retail Lumberman’s Association) are incredibly important, as both have afforded the company access to networking and personal training within the industry, as well as a demonstrable uptick in sales in the North Dakota area. Haider says that the growth of WB wouldn’t be possible without partner organizations like these, and the company is very grateful for them.

Another aspect of being a Hutterite business is that WB lacks options for bringing in new talent, as the colony does not generally hire workers from outside its own collective or others nearby. A challenge going forward will be in producing more volume during the year’s busy times with the same amount of people. This will also mean an increased focus on and improvement of communication amongst the company’s remote employees across the country. In the past, WB opened its doors to other truss plants eager to research its warehousing and storage, plants that WB now often partners with and that have similarly opened their own doors.

WB Components has also had to continue adapting to changes in the lumber industry. In recent years, certain commodity prices have been better than others and projects in the home area of North Dakota were a bit sporadic. Haider says that not every area was great for business in 2024 with the economy struggling—especially in areas like housing—but WB was able to find its niche to operate in and ended up having a good year despite it all.

A crucial factor for the company is the presidential change from Joe Biden to Donald Trump and the potential for lumber tariffs to be imposed by the new administration. The lumber market has fluctuated because of this uncertainty, but with WB’s large storage facility, it can order multiple rail cars of wood and store it indoors safely for a long time. Historically, North Dakota has not had much trouble during national situations like the 2008 housing crisis thanks to its robust local industries (i.e. oil and the Air Force), and WB has not faced a big crunch itself. The Sentinel Missile Project also has a strong presence in the state and is promising to bring infrastructure and more than 500 new families to the area.

Haider says that business is generally slow for WB at the start of the year until about April, when business picks up considerably until roughly November. To keep its business growing, WB will look to find more work in the slow winter times so as not to be in a deficit by the time April comes around. The company is confident that President Trump will do a good job for the lumber industry in lifting American bans on logging in certain areas, which will give companies like WB timberland for wood that is close by and allow it to not depend on Canadian lumber; however, WB does enjoy working with the superior Canadian lumber product and Haider hopes the tariff situation can be resolved.

Automation will also play a big role in WB’s future. Automated tables that need less manpower to work and other options could be gamechangers, but there have been hiccups with the adoption of automation in the truss industry so far this decade. With the hope that these problems will be fixed and more options will be available, automation will likely represent the company’s next big investment.

Haider says that 2025 is expected to be an incredible year for WB Components. While Haider himself says that he didn’t understand a lot about the Hutterite community before starting work with the company, he says that they have made him feel like he is part of a family thanks to a strong sense of closeness. This attitude is what the company will be bringing forward as it looks to take steps into the automation space while maintaining the same high quality of service that America has expected from it since the 1980s.

The post Where Community Spirit Brings Sustained Growth<p class="company">WB Components</p> appeared first on Manufacturing In Focus.

The company began with a vision of addressing the growing demand for optics solutions that could handle increasingly complex materials and applications. Through its expertise in laser-assisted machining, M10 Edge™ diamond tooling, and optics manufacturing under the 603 OPTX™ brand, Micro-LAM quickly carved out a niche in the industry. Today, its headquarters in Portage, Michigan, serves as the hub for innovation, while its global presence continues to expand through manufacturing facilities in Stevenage, UK; Keene, New Hampshire; and Shanghai, China.

“We think of ourselves as an optics technology company,” says Brian Simon, Chief Operating Officer, “not just a component provider.” This foundational philosophy stems from Micro-LAM’s roots in academia and research. What began as a thesis project has grown into a company that not only manufactures optics and diamond tooling but also develops cutting-edge technologies like the OPTIMUS system for laser-assisted diamond turning.

The OPTIMUS system exemplifies the company’s ability to merge advanced engineering with practical applications. This innovative technology is designed to enhance the precision and efficiency of ultra precision machining, making it possible to work with materials that were previously considered too challenging to machine. The result is a versatile solution that meets the demands of industries ranging from aerospace to medical devices.

“We continue to innovate around new and exotic materials,” Simon explains. “Our solutions are technology-based, enabling us to provide more than just products. We offer tailored answers to some of the most complex challenges our customers face.”

Micro-LAM’s culture is defined by its dedication to innovation and bold thinking. Rather than being bound by traditional approaches, the team actively embraces challenges and seeks unique solutions that others might not consider, setting the company apart in the industry.

This forward-thinking approach is evident in the company’s ability to work with extremely challenging materials and deliver results that push the boundaries of what’s possible in optics manufacturing and diamond tooling. It’s a strategy that has enabled the company to scale globally in less than a decade, with operations spanning North America, Europe, and Asia.

Micro-LAM’s boldness is not just about tackling technical challenges; it’s also about fostering an environment where employees are encouraged to think creatively and take risks. Micro-LAM utilizes the AIM (All Ideas Matter) idea improvement system to harness innovation, and this culture of innovation has led to groundbreaking developments, such as the company’s work on better optics laser turn (BOLT) technology, which significantly reduces subsurface damage and polishing time.

For Micro-LAM, quality is more than a buzzword; it’s a core differentiator. Simon emphasizes, “We pride ourselves on getting it right the first time. Our processes are designed to strive for zero defects, ensuring that our customers receive the highest-quality products and services.”

One standout example of this commitment is the company’s tooling business, which offers what Simon describes as “the fastest turnaround for tool relapping services,” a three-day process that combines superior metrology and innovative techniques to provide unmatched quality and efficiency. This level of attention to detail has propelled the tooling and optics divisions to grow significantly faster than their respective markets.

Micro-LAM’s emphasis on quality extends to its internal processes as well. By fostering a culture of precision and excellence, the company ensures that every product and service meets the highest standards. This meticulous approach not only strengthens customer relationships but also enhances the company’s reputation as a trusted partner in the industry.

Customer testimonials often highlight the seamless integration of Micro-LAM’s products into existing workflows and the significant improvements in efficiency and precision that they enable. In addition to products, Micro-LAM also is a trusted technical partner to its customers, providing manufacturability solutions from the concept to full production phase. These real-world success stories underscore the company’s dedication to delivering solutions that exceed expectations.

Indeed, Micro-LAM’s portfolio of innovations reflects its relentless pursuit of excellence. The company’s proprietary technologies, like BOLT, address key industry challenges such as subsurface damage, which reduces polishing time and improves the overall manufacturing process. “Our goal is to eliminate subsurface damage entirely,” Simon says. “That vision keeps us at the forefront of industry advancements.”

And the company’s innovations are not limited to product development. Micro-LAM actively collaborates with major industry players, including the aerospace and defense sector, to tackle complex projects that demand cutting-edge solutions. These partnerships highlight the company’s ability to adapt its technologies to meet diverse and demanding requirements.

Recent achievements further demonstrate Micro-LAM’s industry leadership. The company has been recognized for its innovative approaches and high quality standards, earning accolades such as being named one of Michigan’s Best and Brightest Companies to Work For and winner in the Best and Brightest Companies to Work For in the Nation, both in 2024. This recognition reflects not only the company’s technical excellence but also its commitment to creating a supportive and dynamic work environment.

“We’re proud to have built a culture that’s hardworking, fun, and creative,” says Simon. “Our cultural accelerator surveys consistently show phenomenal results, validating that our employees feel valued and inspired.”

At the heart of Micro-LAM’s workplace culture is a dedication to collaboration and inclusivity. Employees are encouraged to think creatively, take risks, and contribute to the company’s mission of innovation, and this supportive environment not only attracts top talent but also fosters long-term employee satisfaction and growth. Micro-LAM offers an innovative on-the-job training program for team members called ML-XL Scholarships. The program is based on Micro-LAM’s academic foundation of providing financial incentive scholarships to encourage employees to learn new skills, thereby fostering a flexible and multi-skilled team. This commitment to growth ensures that the company’s workforce remains at the leading edge of the industry.

As Micro-LAM continues to grow, the company is committed to pursuing materials that were previously considered impossible to turn and to advancing technologies that address emerging market needs. “We’re not just doing things the way they’ve always been done,” Simon emphasizes. “By embracing innovation and thinking boldly, we’re creating competitive advantages that allow us to produce optics and tools that are not only better but also faster and more cost-effective.”

The company’s vision for the future thus includes expanding its capabilities in material science and machining technologies. By staying ahead of industry trends and anticipating customer needs, Micro-LAM aims to remain a leader in the optics technology space. Disruptive technology and continuous innovation, the company believes, is the only way to retain and grow cutting-edge manufacturing in the USA.

Simon shares, “We continue to innovate and adapt, ensuring that our technologies meet the ever-changing demands of the market. Whether it’s developing new solutions for the defense sector or refining our existing processes, we’re always looking for ways to improve and grow.”

From its academic beginnings to its current status as a global leader in optics technology, Micro-LAM has consistently demonstrated a commitment to innovation, quality, and bold thinking. By combining innovative engineering and a customer-centric approach, the company has redefined what is possible in precision manufacturing.

With a culture that fosters creativity and collaboration, a portfolio of trailblazing technologies, and a clear vision for the future, Micro-LAM is poised to continue its trajectory of success. Whether you are a potential customer seeking cutting-edge solutions or a professional looking to join a dynamic team, Micro-LAM offers a unique opportunity to be part of something truly extraordinary.

The post Pioneering Precision – The Micro-LAM Journey in Optics Innovation<p class="company">Micro-LAM</p> appeared first on Manufacturing In Focus.

Robinson Rubber’s most popular products include elastomers for peristaltic pump systems and a metal-free, conductive rubber material used for specialty electric applications in multiple industries globally. In addition, the company has developed ways of creating improved bonds between materials like elastomers and metals, making it a familiar go-to for customers struggling with failing components they purchased elsewhere. Indeed, the team is well-versed in creating lasting partnerships with clients, becoming a trusted guardian of precious trade secrets that set them apart from their competitors.

While a rubber part may appear to be just that, the reality is that one critical component in a machine worth $1 million or more can cost clients hundreds of thousands if it malfunctions. Without these critical components, crucial systems—from electrical grids to fiber optics to mobile phones and more—cannot operate. By reaching out to the Robinson Rubber team early in the product development process, customers stand to both save money and gain this expert team’s full support in establishing long-lasting solutions.

Naturally, this leads to superior results. “The earlier a customer can partner with us, the better we can do in providing a long-term solution that’s not going to have problems in the field,” says Pete Wolf, President and Chief Executive Officer. He joined the firm nearly 10 years ago after gaining nearly a decade and a half of experience in the world of liquid silicone rubber and plastics.

The team also prides itself on significantly reducing production costs—like it does with its conductive elastomers, for instance: “I don’t believe the engineering world is aware of rubber being a conductor,” says Wolf. “Our formulation is electrically conductive for [electromagnetic interference] shielding, grounding applications, living electrical hinges, connectors, and more. Our product eliminates the need for multiple components, saving cost, space, and overall weight.”

Even more surprising than the product’s existence is the fact that the company developed it half a century ago. “Electrically conductive elastomers are kind of like the industry’s best-kept secret. Not only can we make them electrically conductive, but we can make them thermally conductive,” Wolf says.

The company even supplies metal-detectable elastomers for use in food applications, and it is this high level of specialization that makes it worthwhile for customers to bring their projects to the Robinson Rubber team as early as possible. From aerospace and electrical grid applications to chip fabrication and myriad other fields, the company applies its vast knowledge to develop practical solutions.

Also offering a range of specialized tests, Robinson Rubber has carved a niche for itself that sets it apart from others in the industry. “We offer fluid submersion, compression set testing, and modulus testing,” says Wolf. “We also have in-house equipment that can do full rubber process analyses across the full spectrum of the tier cycle. We’re able to derive and validate solutions… more quickly than other suppliers.”

Armed with the knowledge that has stood the test of time, the company is proud to be an undisputed leader in its field. It has also protected local customers’ supply chains throughout recent upheavals since its extensive in-house testing takes place without the support of foreign outfits. Backed by a team of engineers and other experts in the field, the company has turned itself into a one-stop solutions provider for all things rubber and rubber molding. “As we see the demand for our products grow, we are committed to investing in the equipment in-house,” Wolf continues.

With elastomers being a notoriously tricky field, the company’s team is expert at providing solutions to problems that often appear insurmountable at first. The company also offers molding, extrusion, assembly, packaging, and finishing, as well as cryogenic deflashing that renders molded components that are smoothly finished by applying liquid nitrogen to achieve icy temperatures that ease the deburring process. And customers can trust Robinson Rubber to deliver goods that are ready to be retailed via a process known as ‘dock to stock,’ handling the entire process—from product development to shipping—on behalf of its clients, while taking care to keep costs as low as possible.

“We provide a solution that saves money and saves the total supply chain cost,” says Wolf. “It’s not just the part cost; it’s the cost of managing a supplier, the cost of quality—all that wrapped into one.” Robinson Rubber achieves much of its cost savings by employing sophisticated waste management technology, particularly on expensive material runs.

In addition, the team aims to be open and available to all customers and any challenges they may bring that need solving. To fully achieve the level of communication and hands-on involvement for which the company has become known, Robinson Rubber meets with its top customers once a week to bring transparency and ensure that everyone is aligned on every project. The customers “are our number one focus at all times. We’re accessible, and we provide great communication.”

Wolf also invests in his people. Providing his team with annual profit sharing and robust benefits means that people truly enjoy their jobs and remain loyal to the company. “You can’t make parts without having a team, and so I continually invest in the team in training, safety, and technology,” Wolf says, ensuring that everyone remains in stride with evolution in the industry. As a result, many staff members remain with the company for 10 years or more; some have been with the team for over 30 years, passing on knowledge to newer staff members along the way.

The company also affords employees the flexibility to deal with family obligations, and celebrates big achievements with cookouts and other team events. In addition to taking care of its people, there are also a series of community projects and charities that benefit from its success and generosity.

Aiming to double in size over the next five years, Robinson Rubber is expanding its production facility. The company is not only exploring being a tier 1 supplier of raw rubber materials, but it is also investing deeply in research and development of new technologies and material combinations, ensuring that it remains the go-to for customers’ elastomer needs.

As Wolf says, “If you don’t want to have to worry about a $2 or $10 or $20 rubber part in a $1,000,000 operation, come to Robinson Rubber.”

The post Pushing the Boundaries of Possibility<p class="company">Robinson Rubber Products Company</p> appeared first on Manufacturing In Focus.

Based in Phoenix, Arizona, this veteran-owned and woman-owned business supplies high-reliability components and superior supply-chain solutions for the aerospace and defense sectors. The company offers a wide variety of specific services, including inspection and analysis, ASIC programs, IT foundry services, test services, and aerospace and defense programs, as well as a number of custom services.

New Space is the term for the emerging private space industry. This entrepreneurial space race is expanding rapidly, and the opportunities are abundant. “New Space is just the most booming part of the industry there is,” McCurdy says. “The number of satellites going up in constellations—it’s literally crowded up there.” A constellation refers to artificial satellites that are working together in a system.

The players have to be at the cutting edge of the industry to maintain a position in the dynamic, rapidly evolving New Space race. “They’re agile,” she states. “They’re super-fast to market.”

Naturally, data collection is a major part of the industry. For example, around a decade ago, Spirit Electronics was involved in a program to utilize constellations to track “any aircraft that’s not on the ground,” McCurdy shares. “As soon as it’s in the air, whether it’s a two-seat Cessna or a Boeing 777, this constellation tracks it now.”

Today, the industry is working to apply the same technology to the maritime sector. “It is currently one of the most unregulated things that we have,” she says. For example, if “you’ve got a big barge or a carrier coming over from Europe to America with cars on it, and they lose AIS on it, they can’t find it.” This means that anyone trying to track the vessel is completely in the dark. It is impossible to know what might have happened. “Did it get hit by a big wave? Is it lost? Did it sink?” In other situations, vessels go off the grid intentionally. They “turn their AIS off because they don’t want to be tracked,” McCurdy notes.

Utilizing New Space to keep tabs on the movement of vessels at sea will be a game changer. “All of these things in the maritime sector are going to get a little bit more oversight from the world, to know where the shipping lanes are, which ship is where. You can look at that as a classic data collection constellation that’s going up to try to help the maritime community.”

This is just one sector impacted by New Space. “It’s happening in everything,” McCurdy says. “Forestry, water management, oceanography—all these things are what New Space is tackling.”

McCurdy has been at the forefront of supporting New Space as the industry develops. “I was on a panel with the Greater Phoenix Economics Council and some of the other primes like Northrop, Boeing, Raytheon, et cetera, really discussing what is needed to support this New Space defense market out here from an education standpoint and trying to bring [new talent] into play,” she shares.

This enthusiasm is seen throughout America, particularly when it comes to encouraging the next generation to enter the field. “Every state is doing something from an educational standpoint to try to get young kids and new college students to say, ‘hey, I would like to have this career field, because it’s exciting,’” she says. “All of these options are out there, but it’s really lacking human resources right now, and there’s a lot going on to try to bolster that.”

Spirit Electronics works hard to stay at the forefront of opportunities in New Space. For instance, in partnership with the Arizona Commerce Authority, Spirit and a few other primes are headed to the Netherlands, Belgium, and parts of Scandinavia to undertake “an exchange of ideas [regarding] New Space and semiconductor capabilities [with] potential business partners. And we’ve already been going down this road this year. We have several companies in Europe now that are working with us to bring their products to the U.S. for the New Space market specifically—they don’t know how to enter it. We ended up doing some of the manufacturing in the back end so that they have some ‘Made in the USA’ capabilities. There’s a big push for companies [outside of the U.S.] to try to get into this market.”

Speaking of Spirit’s capabilities, ASIC is an acronym for Application Specific Integrated Circuits (ICs). These computer chips use multiple circuits, allowing custom programming for specific tasks. Customers choose Spirit Electronics to supply their ASIC solutions for several reasons: “One is cost, and one is securing their supply chain,” says McCurdy.

Larger companies are focused on bringing new technology to the marketplace, so it does not always make sense for them to continue to manufacture older product lines. “They’re always moving forward,” she says. “They’re churning out all the latest technology.” She uses an iPhone as an example. “With iPhones, literally every six months they’re putting something new on the market, but in order to do that, you need new technology, new cameras, higher speed—all these things.”

To be sure, not all customers are able to advance that quickly. “The aerospace and defense market actually doesn’t move at that kind of commercial pace, and they always lag in technology slightly, not because our airplanes or our jet fighters are not current… It’s because they don’t want to change the electronics once they’ve qualified them. Just imagine if you had to change something on some heat-seeking missiles, then you’ve got to shoot a bunch of them off to guarantee that it works again; in other words, you’ve got to requalify it. So the military always lags, and then because of that, they want the supply chain to be 20 years long.”

On the other hand, when it comes to the commercial space, “that product line is maybe a year or two long,” she points out. Customers in aerospace and defense, who need a longer life cycle for their supply chain, turn to Spirit Electronics, and, in doing so, take advantage of the customization the team offers. “All of a sudden, you have this very sophisticated chip that now will help them secure their supply chain for the next 20 years, plus it has added technology [that] actually enhances what they had originally.”

Certainly, Spirit Electronics is always moving forward. Quick to take advantage of foundry consolidation within the industry, the company now offers foundry services in collaboration with Texas Instruments, and this access is only the beginning. Spirit continues to grow and adapt to best meet its customers’ needs. “We have been in acquisition mode here the last couple of years,” McCurdy tells us. “The one piece we have missing in the entire ecosystem is assembly. So we’re trying hard to get some assembly in-house, and we’re hoping to do that so we can package up our own silicon and manage the complete turnkey process as opposed to outsourcing that one small thing.”

With such a strong track record and focused strategy, Spirit Electronics is sure to meet that goal—and plenty more. As it does, Manufacturing in Focus will continue to keep an eye on this market-leading company.

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