Founded in 1982 by Owner, President and CEO Peter Botten, the Ohio-based company began with a focus on medical imaging. Over time, however, its trajectory shifted toward an area of care that remains one of the most complex and high-risk environments in modern medicine: the operating room.

Today, Codonics is recognized globally for its leadership in perioperative medication safety. Its systems are used in more than 16,400 operating rooms across over 1,100 hospitals worldwide, supporting hundreds of millions of medication preparations and administrations. This level of adoption reflects not only the scale of the company’s reach, but also the practical relevance of the problems it addresses.

From the outset, Codonics was built on engineering rigor and a commitment to usability. Botten established the company with the belief that healthcare technology must reduce complexity rather than add to it, and that philosophy continues to guide product development today.

“What started in medical imaging evolved as we identified a growing need in patient safety,” the company explains. “That shift comes from listening to anesthesia providers, understanding where medication errors occur, and applying engineering to reduce risk in high-pressure environments.”

This transition into perioperative medication safety marked one of the most significant turning points in the company’s history. While its early work in imaging established a strong technical foundation, the move into medication safety redefined its long-term focus. By concentrating on perioperative workflows, Codonics has positioned itself at the intersection of clinical practice and technology, where small improvements can have meaningful impacts on patient outcomes.

In healthcare, reliability is not negotiable. Hospitals depend on consistent performance in environments where delays or errors can have serious consequences. By keeping production and development aligned, Codonics ensures that its systems meet the expectations of the clinicians who rely on them daily.

Operating from Ohio, Codonics maintains its identity as a U.S. manufacturer with design, engineering, and production closely integrated. This allows for tighter quality control and faster iteration, both of which are essential in the medical technology sector. “Being U.S.-based allows us to maintain control over manufacturing processes, respond quickly to customer needs, and ensure consistency across our systems,” the company says.

This approach also reinforces accountability. When design and manufacturing operate within the same ecosystem, feedback loops are shorter and issues can be addressed more efficiently, and that level of oversight has become increasingly important as the company has expanded.

As the team began to work more closely with hospitals, they identified a persistent challenge: medication errors remained common, especially during preparation and labeling. These errors often stemmed from vial swaps or mislabeling, issues that were exacerbated by the fast-paced and variable nature of surgical environments. In response, Codonics developed the Safe Label System, a first-of-its-kind FDA Class II medication safety device designed specifically for anesthesia providers working in the operating room. This system introduced verification, standardization, and traceability into a process that has traditionally relied on manual steps, redefining how medication labeling is performed in the operating room, and became a cornerstone of Codonics’ offering because it addressed medication safety as part of a broader workflow rather than as a standalone task.

During medication preparation with the Safe Label System, providers scan a barcode on the parenteral drug vial or ampoule. The system verifies the medication and concentration against a pharmacy-defined formulary, providing both visual and audible verification, a safety check that acts as a second set of eyes. It then generates a full-color syringe label that complies with Joint Commission standards and includes a machine-readable barcode. That label serves as a critical link throughout the workflow, but the value lies in the verification and workflow support behind it—not the label itself. At the point of administration, the labeled syringe can be scanned again to support documentation within Electronic Health Record (EHR) systems and Anesthesia Information Management Systems (AIMS), including platforms such as Epic and Cerner. This integration improves documentation accuracy while adding another layer of verification during patient care.

“Safe Label System is designed to transform what was once a manual process into a standardized workflow,” Codonics explains. “It helps reduce variability and supports clinicians without disrupting how they work.”

This distinction is central to the company’s philosophy. Rather than replacing clinical judgment, the system provided structured support within existing practices. As a result, it became embedded in daily operations.

Codonics’ growth has largely been driven by this kind of adoption at the clinical level. Instead of relying heavily on traditional marketing, the company has expanded organically as anesthesia providers and health systems recognize the value of integrating safety into their workflows. “Adoption is driven by clinicians looking for a practical way to reduce medication errors without adding complexity,” the company notes. “Once implemented, the system becomes part of the standard workflow.”

This approach has contributed to Codonics’ growth both domestically and internationally. While healthcare systems differ across regions, the underlying challenges of medication safety and workflow efficiency remain consistent, and Codonics aligns its solutions with local standards while maintaining a unified foundation of usability and safety. Its systems are designed in accordance with guidance from organizations such as The Joint Commission (TJC), the Institute for Safe Medication Practices (ISMP), the Anesthesia Patient Safety Foundation (APSF), the American Society of Anesthesiologists (ASA), and the American Society of Health-System Pharmacists (ASHP). This alignment ensures that the technology not only meets regulatory expectations but also reflects best practices in patient care.

And as healthcare technology evolves, so too does Codonics’ engineering approach. Early systems may have been designed as standalone solutions, but modern healthcare environments demand interoperability and integration. “Healthcare technology needs to work within a broader ecosystem,” the company says. “Our focus is on designing systems that support clinicians without adding complexity.”

Of course, feedback from clinicians plays a critical role in this process. The operating room is a dynamic setting where theoretical solutions must perform under real-world conditions, so Codonics works closely with anesthesiologists, pharmacists, and perioperative teams to refine its systems based on direct experience. This ongoing collaboration ensures that its technology remains aligned with clinical needs and reinforces the company’s emphasis on usability, an essential factor in environments where time and clarity are critical.

Over the years, Codonics has received recognition across multiple areas, including patient safety, healthcare innovation, and technology leadership. Most recently, it was named Medication Safety Technology Company of the Year – Perioperative for 2025, a distinction that reflects its continuing focus on improving safety in surgical environments.

“Recognition is meaningful because it reflects the impact of the work being done,” the company says. “But what matters most is that the technology is trusted and used consistently in clinical environments.” Awards bring visibility to the challenges associated with medication safety, but adoption serves as a more meaningful measure of success. When systems become integrated into everyday workflows, they demonstrate their value in a tangible way.

Unfortunately, despite advancements in preparation and administration, medication safety in the operating room remains a complex challenge. Many processes are still manual, and there is often a lack of standardization across different stages of care. One of the most significant gaps exists at the end of the workflow: medication waste and reconciliation. This process is frequently handled separately from preparation and administration, creating gaps that must be reconciled after the fact rather than as part of the workflow, making it difficult to track and verify.

“Waste and reconciliation have historically been inconsistent and difficult to manage, often requiring manual follow-up, delayed documentation, and additional effort from both anesthesia providers and pharmacy teams,” Codonics explains. “This is where we see a major opportunity to improve visibility and accountability.”

To address this challenge, the company developed the Safe Waste System, an FDA-listed, Class I Exempt device designed to operate in conjunction with the Safe Label System. The Safe Waste System’s expected availability is Q4 2026. Using spectrophotometric analysis, the system identifies and measures liquid-controlled substance waste at the point of care. This process allows anesthesia providers to document waste in real time, creating a record that supports reconciliation and compliance. By connecting waste handling with earlier stages of the workflow, the system introduced a level of continuity that had previously been difficult to achieve.

With the addition of the Safe Waste System, Codonics expanded its capabilities into a more comprehensive perioperative medication safety platform. What began as a solution for labeling has evolved into a connected medication safety system that spans preparation, administration, and waste. And while each stage of this process presents potential risks, it also offers opportunities for standardization. By linking these steps together, Codonics has created a more cohesive workflow that supports both safety and efficiency. “This is about connecting steps that were previously disconnected,” the company explains. “It allows healthcare providers to introduce consistency and visibility across the entire process.”

The ability to integrate these stages within a single framework represents a significant advancement in perioperative care, reducing fragmentation while supporting more accurate documentation and improved accountability.

Understandably, collaboration plays a key role in Codonics’ approach. The foundational concept behind the Safe Label System originated from work conducted at Massachusetts General Hospital, where efforts to improve syringe labeling safety began. Codonics built upon this foundation, engineering a scalable system that can be deployed globally.

The company has also partnered with technology providers such as BD (Becton, Dickinson and Company), integrating its systems with platforms like the BD Pyxis Anesthesia Station and Intelliguard’s Mira Care Station (RFID). These integrations streamline workflows and reduce manual steps for clinicians, further embedding Codonics’ solutions within the healthcare environment.

Looking ahead, Codonics sees continued advancements in areas such as radio-frequency identification (RFID), interoperability with EMR systems, and real-time data integration. These technologies have the potential to further enhance visibility and coordination within perioperative workflows. At the same time, the company emphasizes the importance of standardization. While automation can improve efficiency, it must be implemented in a way that supports clinical decision-making rather than replacing it.

“Standardization remains one of the most effective ways to reduce variability and support safety,” Codonics says. “Technology should act as an aid within the workflow.”

As regulatory expectations evolve, the need for accurate documentation and accountability is likely to increase. Codonics continues to align its systems with these developments while maintaining a focus on practicality and usability. At its core, the company is driven by a commitment to improving patient outcomes, and this mission influences not only its product development but also its organizational culture. “There is a strong sense of responsibility across the organization,” the company says. “The systems we develop are used in critical moments of care.”

This perspective reinforces a focus on reliability and continuous improvement. By maintaining a close connection between engineering and clinical practice, Codonics ensures that its solutions remain relevant and effective.

For Codonics, the future of perioperative care lies in viewing medication safety as a connected process rather than a series of isolated tasks. Preparation, administration, and waste and reconciliation are all part of the same continuum, and each stage must be addressed to reduce risk effectively. “Medication safety is not a single step; it is a connected process. Our platform brings those steps together to support clinicians, improve outcomes, and introduce a more consistent and accountable approach to perioperative medication workflows.”

As healthcare systems continue to seek ways to enhance safety and efficiency, this integrated approach offers a clear path forward, one that Codonics is actively helping to define. By combining engineering discipline with clinical insight, Codonics remains focused on delivering solutions that align with the realities of patient care, both today and in the years ahead.

The post A Connected and Collaborative Approach to Medication Safety<p class="company">Codonics</p> appeared first on Manufacturing In Focus.

“We are on the cusp of our biggest growth year in history,” says Trevor Koppelaar, Director of Operations. “New people, product line strengthening, and optimizing new equipment. It’s a very exciting first few months of the year.”

Trevor represents the fourth generation of this family-owned business, and is understandably proud of the company’s heritage, which goes back to his great-grandfather, Walter Koppelaar, Sr. Immigrating with his family to Canada from Holland after the Second World War, Walter, a basket weaver by trade, started a welding shop in Hamilton, Ontario. This led to the creation of The Walters Group Inc. in 1956. Over time, Walter’s sons joined the business, followed by their sons, including Trevor’s father, Greg.

More than manufacturing
For decades, The Walters Group performed steel manufacturing, like fire escapes and railings, with projects growing steadily larger.

Around 1990, a local business approached the company to build aggregate boxes, essentially hoppers atop a chassis with a conveyor used to spread dirt or mulch. This resulted in the AGRACAT line and the creation of Bay-Lynx in 1992. “Ironically, we had products before we had a company,” explains Trevor Koppelaar, “and that’s where the Bay-Lynx name originated. ‘Bay’ comes from Hamilton Bay, and the Lynx is a symbol of strength.”

Today, continuing to innovate, Bay-Lynx is committed to helping customers become more successful and efficient. “We describe ourselves as a solutions-based business,” says Koppelaar. “If you have a challenge or hurdle to overcome, we’ll work with you and take a custom approach to a piece of equipment or to a product line.”

Many product lines from 1992 no longer exist, because markets change and technology evolves. Building systems and procedures also differ from those of 20 or 30 years ago, and some improvements come about through valuable customer experiences and requests. Bay-Lynx staff visit clients on site, see the challenges they face firsthand, and frequently benefit from suggestions to improve their products.

Bay-Lynx supports many local customers from the ground up, both on the equipment side and by helping their businesses succeed. This includes help with basic marketing, such as a graphics package for their trucks, and more. “We’re not just selling a piece of equipment and then moving on to the next customer,” says Koppelaar. “Our approach is to set the customer up for success, so that they can come back next year to buy a second, third, and fourth piece of equipment as their business grows,” he explains.

“We have a slogan: ‘We build machines that build your business.’” Instilling this message in his people, Koppelaar knows they will help clients who, in turn, will expand their companies and hire more locals, benefitting entire communities. “We are open to our customers’ requests, humble enough to make changes, and creative in how we overcome challenges.”

Volumetric mixers change the game
About 80 percent of the company’s business is in manufacturing volumetric concrete mixers. Traditional barrel drum mixers can be problematic—wasteful when someone orders too much concrete and a hassle if they order too little, requiring back-and-forth trips to fetch more concrete mix.

Not so with volumetric concrete mixers. All concrete ingredients are separated, with a water tank at the front and sections for sand, stone, and cement powder. All that’s needed is to input the desired strength and quantity, which is mixed on site via an auger, resulting in fresh, perfectly mixed concrete. “With volumetric concrete mixers, you’re not overpaying or over-ordering,” says Koppelaar.

Many Bay-Lynx customers are independent concrete suppliers, providing concrete to construction companies, wall-forming and concrete-forming landscapers, pool contractors, municipal contractors doing road work, and hydro-electric businesses installing lines through roads and filling in trenches with concrete. Selling directly to its customers is a strong suit for Bay-Lynx; instead of dealing with a middleman, customers work with factory experts who can advise on the right model, provide technical support, and offer parts and service.

About 90 percent of the company’s volumetric concrete mixers and other products are made-to-order. Although Bay-Lynx has tried to build up some inventory, demand is so great that the company hasn’t been able to hold onto stock units. Bay-Lynx also sells used equipment, even products made by competitors, often from trade-ins, which are repaired as needed and resold.

A best-seller
The company is especially proud of its Bay-Lynx Titan, the product line that has catapulted the company into the volumetric concrete world in recent years. Made using abrasion-resistant Hardox® 450—the world’s toughest steel—the Titan is lighter and stronger than ever. And with the EVO Operators Panel, users can “enjoy a completely automated mixer set-up process and communicate with dispatch via the EVO software solution,” according to Bay-Lynx.

The Titan remains the company’s #1 seller in the United Kingdom and internationally. Between Canada and the United States, it accounts for the majority of Bay-Lynx’s equipment sales. “A ton of passion went into the Titan’s design and engineering, and we continue to make staggering improvements,” says Koppelaar. “It’s been a really exciting road to see that product come from concept and design.”

Designed in 2019 and launched in 2020, the Titan has been so well-received that it is hard to keep up with demand, and Koppelaar is quick to praise his team for their efforts. “It’s a great result of pure dedication and hard work.”

The Titan represents Bay-Lynx’s ongoing commitment to improvement. Every Tuesday morning, the entire company gets together on the shop floor. Standing around a screen, each department provides updates on everything from production to assembly and installation, and the ownership team discusses sales.

Bay-Lynx’s UK team recently exhibited its product at the UK Concrete Show, and attendees commented on how much better the company’s build quality was compared to its competitors. “Again, that’s back to our Titan line that we’re extremely proud of,” says Koppelaar.

A growing presence around the globe
As well as its headquarters in Ancaster, Ontario, Bay-Lynx has two UK locations, and at the recent World of Concrete Show, announced a new location in Portland, Tennessee, near Nashville. Says the company: “This marks a major step in our continued growth and commitment to customers across the United States. This new location will strengthen Bay-Lynx’s ability to support customers with local parts availability, dedicated service support, and faster response times—all designed to keep equipment running and jobs moving.”

An official grand opening is in the works for the new location, which was created to combat the current tariff situation. “You’ll get the same core values and the same customer treatment that you would get here in Canada,” Koppelaar says.

Along with World of Concrete, Bay-Lynx showcases its products at other European shows, including the UK Concrete Show and the Hillhead Show, held every June in a quarry. Closer to home, the company also participated in CONEXPO-CON/AGG (North America’s largest construction trade show) and the Canadian Concrete Expo, Canada’s only national trade show dedicated to the concrete, construction, and aggregates industries.

Recently, Bay-Lynx hosted a Concrete Academy. Attended by current and prospective customers, the event featured demos, a shop tour, and guest speakers discussing concrete, volumetric concrete mixers, and even how to build and run a concrete business.

“That’s always been a really good sales avenue for us,” says Koppelaar. “We have an 80 percent batting average: we bring 10 customers through our shop, and we’ll have eight units sold. That’s how proud we are of our team, our facility, and our products.” If a customer is on the fence, Bay-Lynx will pay for them to come to their facility, which more often than not results in a signed order.

Building a legacy
Recently celebrating the 70th anniversary of The Walters Group, the Koppelaar family remains committed to its core values, especially when it comes to treating employees well. “That seems very normal to say—treat others the way you want to be treated—but that is the truth here because of family ownership,” says Koppelaar. “There’s me and my father, uncle, and brother in the business, and we treat our employees as family. We are a tight group of people working together for a common goal.”

For customers, family ownership means less red tape and the proven ability of Bay-Lynx to pivot quickly. All the decision-makers are just down the hall, and clients receive answers and advice quickly. Care and professionalism continue to build trust and earn Bay-Lynx word-of-mouth business.

“A family-run company looks from one generation to the next. A non-family corporate business looks at quarterly profits for the next quarter,” says Koppelaar. “We have strategic plans in place for the next five, 10, 15, and 20 years, not just to make profits this quarter. And yes, we have to be profitable, and are looking at those things as well, but there’s a bigger goal in mind than just short-term wins,” he tells us. “We’re building a legacy.”

The post Building the Machines that Build Your Business<p class="company">Bay-Lynx Manufacturing</p> appeared first on Manufacturing In Focus.

This year, OLFA North America Inc. proudly celebrates “70 Years of SNAP.” Since introducing the world’s first snap-off blade knife in 1956, OLFA has changed the way people cut, create, and work. “This year marks seven decades of innovation, precision, and creativity,” says Carl R. Cottrell II, Vice President of Sales and Marketing. “It was a game-changer then, and it’s still the foundation of OLFA’s innovation today.”

Today, OLFA North America continues founder Okada’s legacy of innovation. At trade events, the company is swapping traditional swag for custom sweets and cookies featuring a light-hearted ‘70 Years of SNAP’ logo. “You’ll see the anniversary highlighted across digital campaigns, printed materials, and updated in-store merchandising,” says Cottrell. “It’s a celebration of the people who use OLFA tools every day and a reminder that great ideas, even simple ones, can have a lasting impact.”

Knives for every need
In the years since Okada’s original snap-off blade knife, OLFA has continually refined this original design and introduced unique new items. This company doesn’t think in terms of just “one product, one SKU,” says Cottrell. “We think of how customers buy and use our products.”

The 18mm snap-off blade, for example, is the same core product but is offered in 5, 10, 50, and 100-pack sizes to meet different needs, from DIY to industrial use. “When you count every unique UPC—the way our customers actually purchase—OLFA easily has over 350 products in the market.” The company’s extensive catalogue includes blades, utility knives, cutting mats, scissors, rotary cutters, rulers, art knives, semi-automatic and fully automatic knives, and more.

OLFA’s legacy product is its 18mm Ratchet Lock Utility Knife (L-1). One of the company’s classics, it has been a trusted staple on job sites and in toolboxes for decades. Built with a durable ratchet-lock mechanism and heavy-duty snap-off blade, the L-1 delivers consistent performance day after day. With an ergonomic design and reliable construction, it remains a favorite of professionals and DIYers alike and is the foundation of OLFA’s reputation for quality cutting tools. “What started as a workhorse utility knife became the go to example of Japanese engineering meeting everyday utility needs,” says Cottrell.

The OLFA 18mm Fiberglass Utility Knife (LA-X) represents the company’s ongoing evolution in performance and ergonomics. With its fiberglass-reinforced body, anti-slip wraparound grip, and auto-lock blade slider, the LA-X knife brings precision, comfort, and durability together in one tool, making it ideal for heavy-duty applications. The multi-pick feature also adds versatility for scraping, prying, and other job site tasks. “This knife is emerging as a core growth driver because it blends classic reliability with modern enhancements that resonate across construction, industrial, and retail usage,” says Cottrell.

Innovation at OLFA isn’t just about performance; it’s also about safety and efficiency, exemplified by the OLFA Quick Change Concealed-Blade Safety Knife (SK-16). Designed with a concealed, quick change blade system, the SK-16 protects users while reducing waste. With a wider cutting channel and a premium stainless-steel blade, it can handle thicker materials such as double-wall cartons, carpet, and strapping with minimal resistance while reducing the risk of accidental contact. With proven cutting longevity (making up to seven times the cuts as many competitors), this model showcases OLFA’s leadership in safety tool design and professional oriented innovation.

Growing the brand
Despite the challenges of the COVID-19 pandemic, OLFA globally strengthened its brand by launching two new North American subsidiaries in 2020. This was when no one could travel because of lockdowns. “We couldn’t go anywhere,” comments Cottrell, “and we were working via video conference as this small team that we built here in North America. It was about 18 months before we could all sit down together.”

Coming out of the pandemic, OLFA Corporation’s President and CEO, Shinichi Okada, flew the entire North American team to Japan for four days. “It was absolutely amazing,” adds Cottrell. “Bringing the entire OLFA North American team together with the OLFA Corporation team in Japan was a meaningful milestone—one I believe everyone involved will remember.”

At the time, Okada said, “OLFA has established the two new companies to better grasp the needs of the ever-changing market in North America and to develop additional new products. These companies will strengthen the sales and marketing reach of the OLFA brand in North America.” The move makes OLFA more locally responsive while staying true to its core of innovation and precision.

Responding to the market
Much more than just a maker of snap-off blade knives, OLFA realizes cutting needs aren’t the same everywhere. Applications common in one region may be rare in another, and requirements like workplace safety and accident prevention can vary widely across markets.

“By investing in a dedicated North American presence, OLFA has been able to better understand these regional differences and respond with more targeted solutions,” says Cottrell. “This closer connection to the market has accelerated product development, allowing OLFA to design tools that meet specific customer needs—whether that’s enhanced safety features for industrial environments or precision-driven solutions for specialized applications,” he explains.

“At the same time, it has strengthened collaboration between North America and global headquarters, creating a more agile and informed innovation pipeline. The result is a stronger, more unified global brand, one that combines Japanese engineering heritage with localized evolution.”

Today, OLFA makes products for professionals and crafters alike which are safe, effective, and durable.

A world first
In 1979, OLFA introduced the world’s first rotary cutter. For years, seamstresses, tailors, and hobbyists alike complained that when they cut delicate fabrics with scissors, the material would typically fray. To address this issue, OLFA created a revolutionary rolling razor blade, much like an extremely sharp pizza cutter. To go with the rotary cutter, the company developed mats to make the cutting easier and safer.

“Originally designed to make sewing easier, these products actually changed the entire world of quilt making,” Cottrell shares. Thanks to OLFA, quilts that previously took tediously long to cut out could now be created quickly and simply with a rotary knife. “And so, we have this entire section of our business that stems from the innovation of the rotary cutter, which OLFA invented. If all we did was snap blades, we would be essentially half the company we are today.”

Almost 30 years ago, the company was focused far more on its construction customers than on quilters. But soon after starting at OLFA, Cottrell was given free rein to explore the market. A single man in his twenties at the time, he signed up for a senior citizens’ quilting class for beginners. All these years later, he remembers cutting multiple layers with an old ‘stack and whack’ method, and others in the class making T-shirt quilts and quilts for babies. He learned the importance of safety and of putting the protective cover back on knife blades. Fellow students were concerned that their cats would jump on tables and cut themselves, or about holding the knives with arthritis-challenged fingers.

Back then, rotary cutters weren’t ergonomically designed—there were no safety features, and many older users struggled to change sharp blades. Cottrell’s older fellow students frequently asked him to swap out blades for them, an occurrence that resonated with him.

Sharing this information with OLFA’s new product development team led to the development of a deluxe curved rotary cutter with a squeeze handle that required little pressure to open and close the blade—essentially a safety feature for fingers. The company also added a safety lock, so users had no worries about the blade opening in their purse or bag.

“That product is the number one selling rotary cutter today,” he says. “It does the same thing as the original, but the handle is equipped to address the needs of the person who’s quilting today.”

To this day, new product development is integral to OLFA’s success.

Safety becomes official
What was learned from the rotary cutter episode also generated an entire category of self-retracting safety knives wherein, once a cut is made, a spring returns the blade to the safety housing on its own. This has also influenced standards for knives—and the creation of standards for cutting mats—set by the International Safety Equipment Association (ISEA) and North American Services Inc. (NASI).

“In 1997, the term ‘safety knife’ didn’t exist,” Cottrell explains. “Now, we have products that we’re selling into an entire industry so people can cut things in production lines, factories, and distribution centres with products designed to mitigate accidents.”

For OLFA, the safety knife industry is entering an exciting new era. For the first time, the ISEA is developing an official standard for safety knives, a project bringing competitors together to set clear guidelines for the entire industry. Once approved by ANSI, this standard will help safety managers evaluate and select tools that truly protect workers while maintaining productivity.

The initiative, says Cottrell, reflects a growing recognition that different jobs—from breaking down heavy corrugate to slicing film or plastics—require the right tool for the task. “As chair of the committee guiding this effort, I’ve seen firsthand how collaboration across the industry is creating a more consistent, safer approach to cutting tools,” he says. “This standard promises to give companies the guidance they need to equip their teams safely and effectively, marking a big step forward for U.S. workplace safety.”

In the 29 years he’s been with OLFA, Cottrell has seen firsthand what sets the company apart from the competition. In a world of mergers, acquisitions, and shifting directions driven by private equity, OLFA remains a family-owned Japanese company grounded in the same principles that inspired its founding.

“Under the leadership of Shinichi Okada, the founder’s son, OLFA continues to honor its legacy of precision, innovation, safety, and consistency while embracing the opportunities of a global, modern marketplace,” says Cottrell. “Our message is clear: OLFA is ready for tomorrow. We’re investing in innovation, safety, and solutions-driven products that meet the needs of today’s customers, while never losing sight of the quality and reliability that have defined the brand for over 70 years.”

The post When It Comes to Knives, OLFA Broke the Mold<p class="company">OLFA North America</p> appeared first on Manufacturing In Focus.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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.

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.

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 Hovestad, 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 sturdier, 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.

“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.