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.”

The post Making the Machines that Run Industry<p class="company">Grotnes</p> appeared first on Manufacturing In Focus.

As Canway Equipment marks its 40^th anniversary, the milestone offers a moment to reflect not only on where the company has been, but on how it continues to adapt and innovate in an increasingly complex manufacturing landscape.

“The company was started in 1986 by two gentlemen, Paul De Vries and Adrian Hoverstad, and when they started, they were primarily involved in hand trucks and ladders; that was their main focus,” says Roland Verhey, Director of Sales and Operations at Canway Equipment.

What began in a small facility has since grown into a modern manufacturing operation powered by advanced automation, precision engineering, and a deeply embedded culture of safety, quality, and customer responsiveness.

In its earliest years, the company operated from a modest location, producing equipment in small batches, often building “ones and twos” to meet immediate customer needs. By the 1990s, increasing demand and expanding product lines prompted a move to the company’s current facility, a shift that laid the groundwork for decades of sustained growth.

A significant turning point came in 2001, when the business was acquired by its current owners. The transition brought new strategic direction and operational focus, enabling the company to scale its capabilities while preserving its core values of craftsmanship and reliability.

Verhey, who joined the company five years ago, has had a front-row seat to Canway’s latest phase of expansion. He credits much of the company’s evolution to continuous improvement across both design and production. “As the volume increased, it gave us opportunity to improve on the design of many of the different components and find efficiencies,” he explains. “Once you start building 50 at a time, you can do things quite a bit more efficiently.”

This mindset, that growth should unlock smarter processes rather than simply more output, has driven many of Canway’s most transformative investments. Among the most impactful upgrades in recent years was the installation of a fully integrated powder coating line, which fundamentally reshaped Canway’s production flow.

Before the upgrade, the company relied on a wet-based enamel paint system that required large drying areas and careful handling to prevent surface damage. Products often spent up to 24 hours drying, tying up valuable floor space and introducing environmental and safety challenges. The new powder coating line changed everything. “More or less, the ladders would be hung on the line, they would get washed and rinsed and dried, painted and cured within about two hours,” Verhey says. “As the products would come off the line, we could then assemble with wheels and casters, package it up, and roll it onto a truck.”

Beyond dramatically shortening production cycles, the new line improved coating durability and reduced environmental impact. It also pushed design teams to rethink product geometry to accommodate hanging, drainage, and curing processes, a shift that elevated engineering precision across the board.

The result: a leaner, faster, safer, and more sustainable manufacturing workflow that positioned Canway for its next decade of growth.

If the powder coating line represented operational evolution, the pandemic-era supply chain crisis triggered a manufacturing revolution. Historically, Canway produced perforated ladder treads in-house, while diamond channel grating, a key ladder component, was sourced from China. When global shipping delays stretched lead times beyond a year, production bottlenecks forced leadership to rethink their dependency on offshore suppliers.

“We had containers of treads floating off the coast, waiting for availability at the port,” Verhey recalls. “During that time, it really forced us to rethink our process of importing these treads.”

The solution came in the form of a fully automated step manufacturing line, installed in 2024. The new system allows the company to produce both perforated and diamond channel treads entirely in-house, using locally sourced steel coils.

This strategic shift delivered multiple benefits: shorter lead times, improved quality control, supply chain resilience, and reduced exposure to global disruptions. It also marked a major technological leap, introducing advanced automation into a process previously dominated by aging equipment.

Today, one operator can oversee the fully automated line, producing large volumes of precision-formed treads with remarkable consistency, a powerful example of how necessity can fuel innovation.

At the heart of Canway’s business lies its core product: rolling steel ladders, which account for roughly 70 percent of production. While ladders may appear simple, Canway’s engineering approach reveals a sophisticated blend of durability and ergonomic design.

One key differentiator is the company’s fully welded construction method. Unlike bolted systems that loosen over time, Canway ladders are welded into rigid, integrated structures that arrive fully assembled. “The main thing that differentiates us in the ladder world is that we feature all welded construction,” says Verhey. “Over time, it’s a more durable ladder because there’s not all these fasteners that will slowly loosen. It’s more sturdy, more rigid, and easier to install.” This design philosophy reduces on-site assembly and delivers a safer experience for end users, many of whom rely on Canway’s ladders in demanding industrial environments.

Some of Canway’s most successful products were not born in design labs, but in direct response to customer challenges. One standout example is the Safeguard Ladder, developed after a customer requested a safer platform solution that eliminated fall risk at the top of the ladder. Traditional chains and barriers proved cumbersome, so Canway engineered a double-gate system that automatically closes behind the user.

“Once you walk through the gate, it self-closes behind you. When you’re on the top platform, you’re safe, you can’t fall down the ladder section,” explains Verhey.

Originally created for a single client, the product quickly gained traction across multiple industries, ultimately becoming a full product line, a testament to the company’s customer-driven development model.

Indeed, customization lies at the core of Canway’s value proposition. Rather than forcing customers to adapt to standard equipment, the company engineers solutions around spatial constraints and safety requirements.

Cantilever ladders are a prime example. Designed for environments where obstructions prevent standard ladder placement, these models feature extended platforms balanced by counterweights at the base, enabling safe access beyond the ladder’s footprint.

Beyond ladders, Canway’s customization expertise extends into material handling solutions, including lift baskets, engineered bins, service carts, and specialty platforms. These products, too, often emerge from customer requests that reveal broader market needs, and the company’s in-house engineering and fabrication capabilities allow it to respond quickly and deliver highly tailored solutions without compromising quality or lead time.

For Canway, quality assurance is not an isolated checkpoint; it is embedded throughout the manufacturing process. Each ladder passes through multiple inspection stages, from component assembly to final packaging. Operators review parts at every station, while dedicated QA checks occur both before painting and after final assembly.

“A ladder must ensure the safety of its user,” Verhey emphasizes. “If there’s a missing weld and a tread fails, that could be catastrophic. We take quality in that sense very, very seriously.”

This rigorous approach ensures that every product leaving the facility meets stringent safety and durability standards, a non-negotiable expectation for customers in industries such as healthcare, manufacturing, construction, and energy.

Canway’s success is anchored in its people. With a workforce of approximately 40 employees, 30 in manufacturing and the remainder in engineering, sales, and administration, the company operates on a culture of transparency and long-term development. Rather than simply filling positions, Canway invests in career pathways, aiming to cultivate today’s operators into tomorrow’s leaders.

“We’re always looking at skilled labour and hiring for the future,” says Verhey. “The people we hire today, someday we want them to be lead hands and eventually leaders.” This philosophy extends into training programs and skills development, ensuring employees understand both current expectations and long-term opportunities.

As manufacturing technology evolves, Canway is embracing automation strategically—not to replace people, but to enhance efficiency and consistency. The automated step line marked a major leap forward, and future investments are already underway. Robotic welding stands out as the company’s next major frontier, offering opportunities to increase throughput while reducing physical strain on skilled welders.

In parallel, plant safety upgrades, including modern shears and press brakes equipped with light curtains, reflect Canway’s commitment to protecting its workforce through intelligent engineering. These investments signal a forward-looking mindset, positioning Canway to compete effectively in an increasingly automated global manufacturing environment.

Of course, distribution plays a pivotal role in Canway’s business model. With ladders that are large and costly to ship, the company relies on a trusted distributor network to provide nationwide reach and logistical efficiency. Rather than competing with its distributors through direct sales, Canway operates exclusively through these partnerships, a strategy rooted in trust and shared success.

Through distributor feedback, Canway also gains invaluable insights into customer needs and industry trends in real-world environments, which directly inform design improvements and product innovation.

Looking forward, Canway sees strong opportunity in expanding its material handling portfolio, particularly in service carts, dollies, and retail equipment, sectors where quality and customization remain in high demand. By leveraging its engineering capabilities and manufacturing expertise, the company aims to fill market gaps with domestically produced, high-quality solutions that outperform imported alternatives. At the same time, ongoing investments in automation and robotics will continue to enhance operational efficiency, enabling Canway to scale without sacrificing craftsmanship.

After 40 years, Canway Equipment Mfg. Inc. stands as a testament to what sustained innovation and operational discipline can achieve. From its origins in hand trucks and ladders to its present role as a technologically advanced manufacturer serving industries across Canada, the company’s journey reflects a deeper commitment to safety, quality, and solving real-world challenges.

As Canway enters its fifth decade, the mission remains unchanged: build better products and continuously raise the standard for what Canadian manufacturing can deliver.

The post Engineering the Future<p class="company">Canway Equipment</p> appeared first on Manufacturing In Focus.

The owner and his staff make it their personal goal to genuinely enjoy every day at work. By hiring quality people and providing them with quality equipment, this company has reached heights its founder could never have imagined on the day he opened its doors for the first time.

Schlabach dreamed of “working in metal fabrication surrounded by great people,” since childhood. He would never have dreamed what good fortune awaited after a significant drop in hours at his job in the recreational vehicle (RV)/mobile home industry, which took a downturn around 1999. The solution was to offer his services as a volunteer to people with home-based businesses. One man he met used fabricated metal components for equine uses. After a day of painting these, the young entrepreneur offered to make and deliver those parts pre-painted, as he was better equipped at home to do a good job. This was the start of a successful business.

“I went home, and I bought a little bandsaw from Northern Tool out of a catalogue. I had a benchtop drill press, and I bought a welder, and I taught myself to weld. I found enough work to keep me busy,” Schlabach says.

Even though it was a financial struggle, he didn’t mind as he was happy with his new occupation. Prototyping followed, and after a year or two, a larger garage. Schlabach then hired a few assistants—some of whom are still with the firm over 20 years later. He continued working his day job and returned to join his team in the afternoons and evenings. His day job employer later gave him the opportunity to fabricate steel components for RVs.

Business continued increasing, from supplying one RV plant to another, until the recession of 2008 hit. The team was expecting business to grind to a halt again, but the opposite happened. As steel prices doubled, the opportunity to quote for contracts that would normally have been reserved for a select few in previous years suddenly became available as financial strain sent companies in search of significantly lower prices. Suddenly, a large company was willing to give Schlabach an audience, and the team set out to prove itself.

By 2009, when the economy and steel prices started normalizing, the fledgling company had secured itself a place of trust amongst some of the area’s leading component fabricators for the RV industry. Since then, Rock Run Industries saw consistent 35 percent growth for 13 years.

“I kept pouring all the profits back into the business, buying more equipment, which is truly what I like to do,” Schlabach says. “I love going to work. I love working with great equipment. I love working with great people. I got to do exactly what I wanted to do in life.”

He admits that his original lack of knowledge about scaling the business, budgets, goal setting, and other standard business practices—and his subsequent solutions—now defies conventional wisdom. Yet, by staying the course, he came through every challenge with more great equipment and many stories to tell. Once, after hiring a consulting company to analyze the company’s systems with a view to optimize, Schlabach was informed that he had no ordinary company. Asked for clarification, the consultants told him that “normal” businesses have a difficult time receiving products from their vendors; they have a tough time hiring help; and they have an even tougher time showing a profit.

“I said, ‘then why would I want to be normal, if that’s what you’re telling me normal is?’” he says. His response to the value of support could surprise some folks. “I relied on my wife, and I relied on my Savior, my God. The Bible is full of business advice, if a person truly cares to go there for advice and trust in it,” he says.

Schlabach considers his wife Jane to be instrumental in the company’s success. As his confidante, soundboard, and biggest supporter, talking to her gave this natural leader an opportunity to work through challenges and develop solutions. “Thank goodness she was there for me. She’s still there for me. It’s something that most businessmen overlook, the support that they can get from their wife,” he says, praising her poise, intelligence, and beauty.

As for his efficient business systems, paying companies and his people well and on time has proven invaluable and has, surprisingly, become the puzzlement of many, leading a few people, including a chartered accountant from Pennsylvania, to extensively quiz the owner on his secret. “Well, it’s just too darn simple,” the accountant said. “Most people will never believe that.” Schlabach is generous with his formula and describes it as follows:

If a customer buys a part worth $10 in labor value, 75 percent, or $7.50, goes to the employees as a split labor rate. The other $2.50 goes to the company to cover overhead costs. When the company builds over 124,000 parts in a week, the employees earn 75 percent of the labor value of all those parts and the remaining 25 percent goes to the company. Therefore, if one person builds 10 parts per hour at $10 per part in labor value, $75 dollars goes into the labor fund, and $25 goes to the company. Using this system, Rock Run pays employees more than its competitors. The best part is when the employees find efficiencies and ways to produce more than the expected parts per hour. Then their pay goes up per hour but so does the company’s allotment for overhead costs. The company also takes its infrastructure output capacity into account. “In order to cover my overheads and raise the employee’s pay, I might have to buy my people better equipment,” Schlabach says.

In this way, people can then deliver more units in a day. “I do everything I can to make sure that they can make as much money as possible, and if I do that, it takes care of every other problem I have,” he says. The result is happy employees, great cash flow, and better procurement.

With the company’s real profit opportunities residing in the metal it purchases, the more metal that passes through and out of its doors, the more profit it makes. “I make money on every pound of steel that goes through here,” Schlabach says, underscoring the fact that, in this way, a comparatively small outfit moves incredible volumes of metal while retaining staff, covering overheads, and increasing profits. “Everybody wins.”

This approach ensures that staff members are happy, clients are happy, and everybody else in between is happy—all while profits are coming in. For this reason, Schlabach sees no need to implement draconian rules and greedy incentives to squeeze even more out of a system that is very clearly working. Looking back, he shares earlier experiences that shaped the company. Even though the business was making plenty of money, living frugally with nine children meant no splurging on luxuries. There were few vacations, no second homes, and no prestigious vehicles to flaunt their newfound success for the Schlabachs. His advice is clear: to make a company work, ensure that you enjoy the work, because financial gains are hard-earned and slow to materialize. Without enjoying the process, life will lose its luster.

Highlighting that another overlooked business resource is a good banker, Schlabach advises trusting bankers for financing, as they are not at liberty to hand out loans that risk turning bad. “They’ve seen companies that have flourished, and they’ve seen companies that have failed; they know the warning signs. Don’t be afraid to sit down with your banker every three months or six months and hear their side of the story, even if you don’t like what they’re telling you,” he says, pointing out that bankers can be intimidating when one is young, but that they really are valuable allies.

On the topic of financing equipment, this leader advises taking loans during low-interest periods but cautions that paying such loans off early could work against one when cash flow is better directed elsewhere to cover operational costs. Moreover, he believes it is important not to have all equipment financed. By taking what he calls a stress analysis, Schlabach recommends calculating whether the company could survive a black swan event with the amount of debt it holds or not. If the answer is negative, it is time to improve the strategy by turning the situation around. Curb rapid growth and be watchful of finances when clients pay every 60 or 90 days. It is much easier to grow rapidly when customers pay in 30 days or less.

With the majority of RV fabricators being located in Elkhart County, Rock Run has grown tremendously in revenue. While this field remains the company’s main market, it recently signed a contract with Full Swing, a golf simulator outfit. Even more recently, the company started seeing sales representatives arrive at its doors from 250 miles away with fabrication requests. Following COVID-19, when the RV industry skyrocketed and before settling down again, the company decided to start reaching out to contract manufacturing customers to expand its reach. This gave it a head start on establishing trust in new markets at a time when things are looking up for American fabrication.

Always prepared for any eventuality, Rock Run continues to keep costs consistent for customers by maintaining a significant pre-purchased inventory. While this demanded large capital investment, it now means remaining competitive price-wise. To this end, Schlabach counsels vigilance. “There is never a good time to not be paying attention,” he says of the market.

In the last two years, the company nearly doubled its workforce with the appointment of 70 new people, added to its existing team of 100. And as mentioned, paying people more than the standard wage is part of the company’s strategy to maintain an expert workforce. “Our guys make good money. [They earn] very high wages compared to the industry, and they like that. They appreciate that,” Schlabach says. It also means that people are committed to maintaining the happy, respectful equilibrium for which the company is known. Not being driven by money but rather loving to be around the team allows the business to serve as a force for good.

“I never really thought about how much we would grow or what our sales would be or what we would do—I just wanted to work with great people,” Schlabach says. “I’ve been fortunate in that aspect, that it’s happened.”

Today, five of the nine Schlabach siblings have joined the company and will be invited to each purchase 10 percent of the company when they reach the age of 25. “My children are very talented. They have great minds. That’s a blessing, not everybody can say that, but they have great minds. They’ve taken lots of interest, and the current management team acknowledges and appreciates that,” their father says.

As the next generation takes the reins, Fritz Schlabach plans on responding to the call of distressed companies in need of consultation with his expertise as interim CEO to help turn their fortunes around. As a fit 50-year old who gets “a little depressed when there is nothing to solve,” there are clearly many years of great service ahead for this man with his singular vision for achieving good in this world.

The post Solid as a Rock<p class="company">Rock Run Industries</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Quality People and Products Make Quality Years—50 of Them<p class="company">Tayco</p> appeared first on Manufacturing In Focus.

Except for food and medicine, then-President John. F. Kennedy banned trade with Cuba in February 1962. By March, the U.S. was preparing “a new intervention against Cuba,” with additional bans put in place on all Cuban-made goods. Tensions increased, ultimately culminating in October’s Cuban Missile Crisis.

It was against this backdrop of global uncertainty that German businessman and entrepreneur Ortwin Stieber decided to diversify. Founder of the Munich-based transmission company Heynau Antriebtechnik, Stieber began investigating other countries in which to do business, including Canada. Invited by the Kitchener Chamber of Commerce to visit the Ontario city, Stieber soon purchased an industrial property and founded a gear manufacturing business, calling it Ontario Drive & Gear Limited (ODG).

“The reason he called it Ontario Drive & Gear was so that he knew where it was and what they did,” says ODG’s Director of Program Management, Stephen Brown.

ARGO
In 1967, the year of Canada’s centennial, the company moved to New Hamburg, Ontario. ODG was manufacturing steering transmissions for an amphibious all-terrain vehicle company when that business failed. ODG was left with a number of transmissions and no customer. This led to Stieber’s building his own amphibious all-terrain vehicle named ARGO.

Continuously refined over the decades, ARGO remains, according to the company, “the world’s most successful amphibious vehicle” in terms of units produced. Other models were introduced, including Centaur (known as ARGO’s big brother), the three-wheel ATV Taurus, and Artemis, a robotic concept rover for exploring the Moon and Mars.

For a time, Ontario Drive & Gear and ARGO were under one roof. The ARGO business was cyclical, explains Brown—busy in spring and fall with hunting and fishing, but slowing down over the winter months. Not wanting to lose skilled labour, the company began looking for outside customers. “Over the years, the machine shop side of the business started to grow and grow,” says Brown. “In 2000, we built the gear division building, because we grew both the ARGO side and the gear side of the business beyond the walls of the one building. Today, ARGO makes up about 15 percent of our manufacturing capacity; 85 percent of what we do is work other than ARGO.”

In the gear division, the company builds transmissions and some mechanical components for ARGO, while the rest of the vehicle is made and assembled in another building. While some materials, like tires and engines, are purchased, ODG does everything else, including vacuum forming of the upper and lower vehicle bodies, welding the frame, powder coating and painting, final assembly, and shipping directly to dealers from the factory.

A different breed of machinist
Family-run for many years and under the long-time leadership of Ortwin’s son, Joerg Stieber, ODG is today under its second private equity ownership. With a dedicated team of about 200 staff members between its two facilities, ODG’s work demands a different breed of machinist. “Although it’s manufacturing gears, the type of machining is different,” says Brown. “Knowledge requirements for gear manufacturing is specialized, and the equipment itself is highly specialized as well.”

Like many other companies employing highly skilled professionals, Ontario Drive & Gear is facing challenges arising from retiring workers. To address this, the company is striving “to bring knowledge to the next generation,” says Brown. “It’s not something where you can sit in a boardroom and come out being a gear expert, but developed over a long period. It’s a learning exercise—hands-on, working on machines—and requires a lot of investment in people. Since few educational institutes teach gear manufacturing, a lot of what we do is develop good machinists into good gear manufacturers. There’s a lot of in-house training, and we rely on some of our machine manufacturers to provide some training.”

The recently renamed Motion and Power Manufacturers Alliance (MPMA)—formerly the American Gear Manufacturers Association (AGMA)—provides some training as well. “We have to grow our own talent in many respects,” says Brown.

Local business, worldwide reach
Through its global dealer network, the company ships to customers across North America, South America, and Europe. Customers choose to work with ODG for many reasons, including the company’s outstanding work, customer service, and reduced lead and travel time. “We are a very high-quality, high-skilled manufacturing facility, where the product we put out the door is the best quality,” Brown says. “If there is a problem, we are very responsive. If there is a design change requirement, we are very responsive. And if there is a demand change—whether they need to expedite or draw back—we are very responsive. We can be on site with most of our customers within 24 hours if need be.”

Sometime, customers come to ODG with finished drawings; other times, they arrive with just an idea. In either case, the professionals at ODG can help. “We manufacture to print or help develop a concept,” says Brown of the company and its in-house design capabilities. “It just depends on the scope and size of the project. We like to call it design, manufacture, assemble, and test. We are a custom gear shop, small to medium production volume. We are niche, and we do very high-precision work and lower volume than most gear manufacturers do.”

Decades of gear knowledge, a high level of service, in-house engineering and design, and the ability to pinpoint potential issues puts ODG at an advantage. Sometimes customers come to the company with an existing design that just doesn’t work. Other times, the design works, but not as efficiently or quietly as it could. In those cases, ODG’s talented engineers can take a client’s existing design, perform a gear analysis or assembly analysis, and suggest small changes to the gear geometry could take the decibels down to an acceptable level.

“It really depends on what the customer needs,” Brown explains. “Is it weight savings? Is it cost savings? Is it noise concerns? And that’s where we lean on our design expertise, our capabilities, our talented team members, over 60 years of manufacturing experience, and some of the latest equipment to develop a better product for an existing customer.”

As a production facility, ODG typically pursues production volumes, or projects that will have a future in production. This can range from as few as one or two pieces in the prototyping and pre-production phases up to about 100,000 pieces a year, depending on the product, market, and customer needs. “Much of what we do today is lot sizes from 50 pieces up to 3,500 pieces a lot, and annual volumes ranging up to 35,000 is fairly common,” says Brown.

Gears range in size from 6mm to 500mm in diameter. Although most are made from ferrous or non-ferrous alloys which are case-hardened, ODG will also handle plastics, bronze, and brass. “Gearing is about carrying torque and power, so really soft materials are rare in the gear industry—it would be niche applications for actuators. The vast majority, probably 98 percent of what we do, is ferrous metals that can be case-hardened,” explains Brendan Purcell, Business Development Manager.

The solutions customers are seeking
Ontario Drive & Gear considers itself a ‘Customer first’ business, Brown tells us. “We like to be a solutions provider, and realistically, if it’s outside of our scope of internal expertise, we can help you source whatever you need.”

The gear industry is complex, and investments can be significant for companies seeking to be a jack of all trades of gear manufacturing. In approaching its customers to determine their needs, the ODG team—who refer to themselves as “a bunch of gear geeks”—listens to their customers, their requirements, and any existing or potential design issues.

“We aren’t just a machine shop; we are much more than that,” says Purcell. “We have a design, manufacture, and assemble philosophy here. So we can help with everything from black box design, where the requirements of the mechanical system itself are unknown, all the way through to production, or anything in between. And for the size of our company, we are a large supply chain both domestically and internationally.”

Gearing up for the future
In business for 64 years, Ontario Drive & Gear continues to grow mindfully. Many times, the runway for projects is very long—sometimes six months to a year or longer from the quoting stage to production. And continuing to invest in equipment means the team looks not only for replacements, but for the next advanced technology. “Parts are getting more complex,” says Brown. “That’s the niche environment we live in, and we have to have specialty equipment to do it. It’s about investing in the people as well.”

Owing to the company’s location, ODG is able to draw on the next generation of talent from institutions such as the University of Waterloo and Conestoga College. At any one time, the company has several co-op students from the University in various departments including manufacturing, engineering, and quality engineering. “We are also going further, planting some seeds with the local school board here, to see if we can get some interest at the high school level as well,” says Purcell.

Although the company advertises through its website and LinkedIn page, ODG finds word-of-mouth is still its best promotion. “We attend trade shows, but we don’t necessarily show at them,” says Brown. “Having these connections—and with our sister company in the off-road recreational space—we often say, ‘Come to our factory, see what we do and how we manage our processes.’ We’re not just gear manufacturers; we are also gear users. We put these products into our own vehicles, and we know how they work, and we know the legacy of them in the field,” he says.

“Once we have someone interested in engaging with us on a project, we like to get them into a plant, introduce them to our processes and our people, and I think that’s what really draws people to continue to work with us. Our best marketing tools are our factory and our people.”

The post Proven Products, Superior Service<p class="company">Ontario Drive & Gear (ODG)</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.

Terradyne Armored Vehicles was originally launched in 2011 as a segment of Canadian auto parts giant Magna International. The company, which focused on armored vehicle production from the beginning, was spun off as a standalone entity in 2014, and last year marked its eleventh anniversary as an independent business.

Terradyne offers four main models under its Gurkha line, named after the famously tough soldiers from Nepal who have fought for Great Britain since the 19^th century. These models consist of a light armored patrol vehicle (Gurkha LAPV) which weighs 16,000 pounds (7,258 kilograms) and measures 6,116.9 mm x 2,454.2 mm x 2,645.6 mm; a rapid patrol vehicle (Gurkha RPV) weighing 15,500 pounds (7,031 kilograms) and measuring 6,207.5 mm x 2,454.2 mm x 2,499.2 mm; and a multi-purpose vehicle (Terradyne MPV) weighing 16,500 pounds (7,484 kilograms) and measuring 6,356.8 mm x 2,454.2 mm x 2,633.9 mm.

The company’s fourth model is a civilian limited-edition vehicle (Gurkha CIV) that weighs up to 13,500 pounds (6,123 kilograms) and is 6,207.5 mm long x 2,454.2 mm wide x 2,499.2 mm high.

The biggest change at the company since we last spoke in August 2024 has been the release of “a new variant of an existing model,” shares Sales Manager Lucus Witzke. The new variant represents “a first for Terradyne—an armored vehicle for law enforcement specific to EOD, which stands for Explosive Ordnance Disposal,” he explains.

The MPV FORT (Forward Ordnance Response Team) EOD recently made for the City of Tampa, Florida was a variation of the MPV for law enforcement, and will be used by a police bomb squad, Witzke says. The purchase was part of a two-vehicle deal, with the other being a standard law enforcement model. “We have delivered it and are now marketing it to other law enforcement agencies,” he says.

In addition to the FORT EOD, Terradyne has also tweaked another model to create a tactical emergency medical services (TEMS) vehicle which is “basically an armored ambulance,” Witzke says. The TEMS vehicle is also being marketed to law enforcement clients.

These models are built on Ford F-550 Super Duty truck frames and are fitted with a 10-speed automatic transmission, 4×4 shift on the fly, and V8 turbo diesel engines. “We use the Ford F-550 chassis for all Gurkha models, so we are limited to what direction Ford goes in. From what I’ve heard… for the Super Duty lineup, there are no electric or hybrid engines in the forecast,” Witzke says. Fuel capacity for all four models is 40 gallons (151 litres), and each model is equipped with a four-wheel vented disc anti-lock braking system.

All models save the CIV feature armor plating (with the armoring available as an option on the civilian model as well). The CIV is the only Terradyne vehicle that is available to the public at present. This is a brawny, dark machine that would definitely make an impression on city streets.

Witzke cites the materials that go into the company’s vehicles and its customer support as Terradyne’s points of difference in the market. Technical specifications state that armor plating on the LAPV, MPV, and RPV warrants a B7/STANAG 2 rating, a military standard set by the North Atlantic Treaty Organization (NATO). And Gurkha vehicles are subjected to intensive third-party testing involving live ammunition and explosive blasts.

Terradyne does not claim its vehicles are completely bullet- and bomb-proof, but simply well-protected against such threats. Plating on the LAPV, MPV, and RPV is fairly light as far as armor goes, and in addition to being well-fortified, Gurkha vehicles are relatively quick, which is an important factor when conducting police raids or rescuing wounded soldiers under fire. The wheels on Gurkha vehicles feature special inserts that keep the tires in workable condition even after they have been punctured by bullets or shrapnel, while the windshield glass is also tough and resilient in the face of gunfire.

In addition to producing top-of-the-line machines, Terradyne works hard to serve its clients. The company maintains a steady supply of spare parts and tires and can manufacture replacement components upon request. It is receptive to customer feedback and can customize its basic product line, as evidenced by the FORT EOD vehicle. “Something we’ve learned over the years is our customer service apparently is next-level compared to our competitors, so that has given us an advantage,” notes Witzke.

Design and manufacturing duties are handled in-house, with Terradyne employing roughly 50 people and producing around 100 vehicles each year. Each armored car takes between 20 and 24 weeks to complete—which seems a long time until you consider the standards each vehicle needs to meet. Not every truck on the road is designed to withstand a barrage of bullets or a grenade attack.

Gurkha vehicles are sold either through dealers or direct to customers, and the company’s most popular vehicle varies from year to year. For 2025, the MPV proved to be the most in-demand model, says Witzke.

Certainly, Terradyne takes pride in all its high-quality vehicles and holds both ISO 9000 and 14000 certification. It is also registered with the Controlled Goods Program, an initiative run by the Canadian government. Thanks to this registration, Terradyne is authorized to export its military-style vehicles.

Back in Canada, Terradyne is among a handful of qualified potential suppliers for a Canadian Armed Forces light utility vehicle (LUV) replacement initiative. Ottawa intends to spend up to $1 billion on a new “protected, lightweight, multi-role, and highly-mobile ground wheeled vehicle,” states the website of the Canadian Defence Review, a military journal.

Between 2,000 and 2,200 replacement vehicles are needed in total, “with up to four variants: command and reconnaissance vehicle; utility vehicle; military police vehicle; and cable-laying vehicle,” says the journal. The program also involves “ancillary equipment, integrated logistics support (ILS), and an in-service support solution.”

To be sure, Terradyne has a good shot at winning work with the LUV program, due in part to the amount of Canadian content that goes into its Gurkha line, says Witzke.

The company is also excited to be participating in the World Defense Show in Riyadh, Saudi Arabia in early 2026. This will be the first time Terradyne has attended this event. “There are a lot of Terradyne vehicles operating in the Middle East as of today,” Witzke says. “Other opportunities might be there. Our end-goal is to expand our presence from what we already have there.”

When it comes to promotion, the company relies heavily on trade shows to highlight its products. “We’re very particular,” says Witzke. “We do some print advertising with law enforcement in the U.S. and Canada, but a lot of [our promotional efforts] are trade shows. We find it’s a lot more effective to physically get a vehicle in front of somebody, as opposed to sending pictures.”

As for challenges, he cites tariffs and “increased prices in the supply chains.” The most consistent challenge, however, is simply the nature of the armored car business. “The sales cycle is very long; it’s a big-ticket item. There are a lot of hurdles that need to be overcome in that process.”

Going forward, Terradyne wants to stay in Newmarket and produce more armored cars from its core lineup in addition to interesting variants, such as the FORT EOD and TEMS vehicles. Witzke anticipates “further expansion of our footprint in key areas: Canada, the United States, Europe, and the Middle East,” while the company continues to hone its expertise.

In the early days, “we were the new kids on the block that nobody had ever heard of,” he says, adding that the client base “is a very tight-knit group, especially in law enforcement. They talk with each other and share reviews of what equipment is good. It takes a very long time to develop a reputation.” Terradyne Armored Vehicles is well on its way.

The post Specialty Vehicles for Specialized Situations<p class="company">Terradyne Armored Vehicles</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Over four days in early March, those hard-working Americans and thousands like them will find Texas Pride Trailers at CONEXPO-CON/AGG 2026 for the very first time. The show sprawls across 2.8 million square feet of exhibit space at the Las Vegas Convention Center, making it the largest construction trade event in North America.

If Texas Pride has been the best kept secret in tough-as-nails work trailers and haulers across the American Southwest, it’s no secret anymore.

For a tried-and-true American company that has been building trailers in Madisonville, Texas since 1998, the decision to exhibit represents something straightforward: the construction industry needs to know what landscapers, ranchers, and independent haulers have already figured out. Texas Pride Trailers builds made-to-order, rock-solid trailers sold the right way: factory-direct, delivering the fastest turnaround times at the fairest prices for hardworking folks across America.

The difference in factory-direct
The trailer industry has changed dramatically over the past decade. Consolidation has become the norm, and while it’s been good for corporate margins, it hasn’t been favorable to buyers. Lead times have stretched from weeks to months. The relationship between buyer and builder has largely disappeared, replaced by dealer networks and corporate cost-cutting.

Texas Pride operates differently. Every trailer that rolls out of their Madisonville facility is built to order and to their customers’ exacting specifications. Virtually no unsold inventory sits on a dusty lot. No mass or offshore production. No shortcuts that compromise what is needed for hardworking Americans to accomplish what’s in front of them today or in 20 years. Instead, this is a company that works directly with their customers, whether it’s a landscaping crew in the Carolinas, a ranch operation in Oklahoma, or a construction contractor in Arizona. All to deliver precisely what the job requires.

And the results show up where it matters: in delivery times of two to three weeks, not two to three months. In one-to-one sales and support. In pricing that reflects actual manufacturing costs, not layers of dealer markup. And in build quality that consistently exceeds industry standards. Because Texas Pride believes that when you’re talking directly to the person who’ll be using your product every day, cutting corners for a few extra pennies never pays off.

Texas Pride’s dump trailers led the market in standardizing cylindrical hydraulic lifts over the less reliable scissor-lift designs used by most in the industry. The roll-off trailers accommodate construction dumpsters of multiple types from most manufacturers, with hookup systems built for job-site efficiency and flexibility. The flatbed and lowboy configurations are built for the dimensions and weight requirements of the most used construction equipment, from skid steers to excavators, with decks that maximize safe loading and secure tie-down.

All are built from U.S. steel by American workers, customizable to spec, and delivered in weeks, not months. You might think that these are the norms in this industry, but in fact, it’s a rare set of values that defines Texas Pride Trailers in today’s trailer manufacturing landscape.

A reputation forged in Madisonville, Texas
Jim Bray founded Texas Pride Trailers in 1998 with a straightforward conviction: the people who build America, feed America, and keep this country running deserve equipment built the same way they work. With integrity and built to last.

27 years later, that conviction hasn’t changed. Walk through the Texas Pride facility and you’ll find multi-generational families working side by side. Some employees have been there since the beginning. Others represent the second or third generation of their family welding, fabricating, and assembling trailers on the same floor where their parents or grandparents built their livelihoods.

“We’re making these trailers for people who get going early, finish on a handshake, and don’t cut corners,” says Bray. “That’s not marketing. Rather, it’s about who walks through our doors and who calls our shop—relationships. When you’re building for people like that, you’d better be people like that. Our team understands what’s at stake when someone’s livelihood depends on the equipment they’re pulling behind their truck. So we build it right. Every weld. Every bolt. Every trailer.”

Over all this time, the company remains family-run and operated. That independence allows Texas Pride to make decisions based on quality and customer relationships rather than external financial pressures.

The choice shows up in the product: heavy-duty U.S. steel throughout. Structural components that many in the industry would consider overbuilt. Welds that exceed specification. Axles, suspension systems, and running gear designed for sustained heavy use, not just meeting minimum weight ratings. Premium paint systems that resist chipping and corrosion. Sealed wiring harnesses. Industrial-grade bearings. The heaviest-duty brakes and tires for the jobs at hand.

Every trailer ships ready to work. No assembly required; just hook up the gooseneck or bumper pull and roll.

Trailers built for real work
Cody Archie runs Bar 7 Ranch, a working cattle operation that also manages rental properties and handles equipment moving across multiple locations. He owns three Texas Pride trailers, and all of them see constant use.

“I need equipment that handles everything,” Archie explains. “One day I’m moving cattle panels and feed. The next I’m hauling a tractor to a rental property. Then I’m loading demo debris from a renovation. The build quality is obvious the first time you use it. The deck doesn’t flex under load. The gates operate smoothly even after thousands of cycles. These trailers work as hard as I do, and I don’t worry about them.”

That reliability stems from design choices baked into every Texas Pride trailer: heavier steel than industry standard, reinforced crossmembers and structural supports, and components sized for doing the work, not merely rating for it.

For construction applications, those choices translate to equipment that holds up under daily job-site conditions. Dump trailers that cycle multiple times per day without hydraulic issues. Roll-off systems that handle the abuse of construction debris. Flatbeds that don’t develop stress cracks after a season of loading equipment.

Delivering real American value
The phrase “American Made” feels like it’s lost its true meaning when companies apply the label to products assembled domestically but that use imported steel and foreign components. Texas Pride takes a different approach.

The steel is American. The workers are American. From start to finish, every trailer is built in Texas. The entire supply chain prioritizes domestic sourcing wherever possible. The company’s growth strategy centers on expanding American manufacturing capacity.

That commitment costs more upfront: American steel carries a premium; American labor runs higher. But those costs deliver value over the life of the equipment: trailers that last longer, hold resale value better, and require less maintenance.

“Real American value goes beyond the sticker price,” says Devin Davis, Senior Vice President of Sales Operations & Fulfillment. “When you buy factory-direct from us, you’re getting a trailer built to your specs, delivered in weeks, backed by people you can actually talk to when you need support. You’re working with the people who built your trailer. That relationship matters, especially when you’re running a business and downtime costs you money.”

The construction industry understands total cost of ownership. A trailer that costs 20 percent less but requires frequent repairs or suffers premature wear ultimately costs more than a higher-quality alternative that works reliably for a decade.

Texas Pride’s factory-direct model addresses both sides of that equation. By eliminating dealer markup, which can add 30 percent or more to the final price, the company delivers professional-grade trailers at prices competitive with mass-market alternatives. Premium quality steel at working-person prices, built without compromise.

Join Texas Pride Trailers in Vegas
CONEXPO-CON/AGG 2026 runs March 3-7, 2026, at the Las Vegas Convention Center. Texas Pride Trailers will be exhibiting at Booth S64113, showcasing dump trailers, roll-off configurations, and flatbed options tailored for construction applications.

For attendees, the booth offers a chance to see factory-direct quality firsthand, discuss specific equipment needs with people who actually build trailers, and understand what American manufacturing looks like when done right. For those who can’t make it to Las Vegas, Texas Pride remains available the same way they’ve always operated: directly, honestly, and ready to build exactly what the job requires.

Let’s Roll.

See the full line of rock-solid Texas Pride Trailers at texaspridetrailers.com.

The post Built to Last, Rock-Solid, and Ready to Roll: How Texas Pride Trailers Delivers Real American Value to Heavy Construction<p class="company">Texas Pride Trailers</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.