The company’s story began 40 years ago, when Wesley and Donette Ames took a risk and launched their own business. “They started in the basement of their house, building dies,” says his son-in-law, President Jeff Williams.

It was not always easy, but the founder and his family stuck it out. This meant making production work in a less-than-ideal location. For example, when regrinding parts, “it made such a loud noise, his wife would have to cut the grass so the neighbors wouldn’t complain,” Williams shares. “He had a lot of good help, and he has a very pure work ethic.”

After putting in the time and effort, Mr. Ames was able to move the startup to its own building in 1984. The Hershey, Pennsylvania-based business grew steadily from there, winning over customers along the way and adding its own private brand in 2017.

“The rest is history,” says Williams. “I consider it the American dream. Achieving something like this is difficult nowadays, especially without financial support. They did everything on their own. Lenders refused to give him a loan because they didn’t believe his dream was realistic. So, he had to save and buy all the equipment himself.”

Even after 40 years in business, several family members remain involved working closely together. “It’s a tight-knit family,” says Williams. Alongside their can-do attitude, he attributes the company’s success to a strong management team and a commitment to customers and employees, as well as delivering exceptional service in design, molding, and customer service.

This commitment has helped the company succeed by building a respected name in the industry. “Our reputation and ability to pivot has carried us through some hard times here and continues to help us grow,” he says.

Ames Industries’ success is driven by its ability to provide customized solutions to a diverse customer base. The company offers end-to-end design and development services for injection-molded components, turning customers’ unique visions into reality while ensuring designs are optimized for manufacturing. With expertise in building high-quality molds and tooling in-house, the team maintains greater control over production and delivers faster response times.

The company has a carefully managed, streamlined process to make it easy for customers to transfer an existing mold to Ames’ facility without any complications, and it utilizes an advanced, FDM 3D printer for rapid and low-volume prototyping. As well as custom injection molding services, the company offers a number of post-processing services, including assembly, welding, and packaging, delivering a complete, hassle-free solution.

With so much to offer, it is no surprise that Ames serves a wide range of industries. “Our core competency is close tolerance connector molds for the automotive, industrial, appliance, and medical industries but, over the past decade, [we have] gotten to the point where we will mold any thermoplastic that fits our press base,” says Vice President Nathan Waiwada. “We will do everything from cornhole levelers to dental scalers and small arms. It’s very diverse.”

Ames is adept at handling out-of-the-ordinary requests. For example, the company recently made a model of a tongue for a dentist to use for training purposes. “We’ve brought her concepts to life,” says Williams. The team also makes products for people developing their own products. “We have a few entrepreneurs here as customers,” he adds.

At Ames Industries, the customer’s needs always come first. “We’re a contract manufacturer, a custom molder,” says Williams. “Whether an individual comes to us with an idea or a larger client wants to transfer or build molds, we work with them. It’s their intellectual property—we collaborate on mold building and design, then manufacture and inspect the parts according to their specifications.”

Creating a custom product naturally involves continuous communication with the customer. “One of the biggest challenges of being a custom manufacturer is not only delivering a quality part every time but also maintaining strong relationships,” says Williams. The company has been remarkably successful in doing just that.

“Our longest-standing customer has been with us for 40 years—they were among the first molds we ever produced. We also have a few other clients approaching the 30-year mark, along with newer ones who have been with us for just a few years. It’s all about building rapport so they keep coming back and saying, ‘Hey, we have this new idea.’”

Ames is committed to maintaining high standards to retain existing customers and attract new opportunities. The company earned its ISO 9001:2015 certification in August 2008 and continues to improve on its processes. “We run a tight ship when it comes to quality. We understand the challenges that arise when quality escape occurs, and we do everything possible to address the situation when it happens and endeavor to improve on the process, but we also take responsibility and work closely with customers to keep their operations running smoothly and their clients satisfied.”

The company is now gearing up for continued growth to meet increasing customer demand. Its expansion plans, however, faced some setbacks during the pandemic. “Before COVID, we had an ambitious plan to expand across the street,” Waiwada explains. “The site includes seven acres and the potential for an additional 50,000-square-foot building. We even modified the driveway for higher occupancy in preparation for construction. But once COVID hit, everything came to a standstill.”

The team is pivoting in the face of the challenges that COVID presented to the expansion. “We have to expand,” Waiwada says, “because we’re currently limited at 40,000 square feet, which is a combination of both buildings: 30,000 in plant one, 10,000 in plant two. At this point, we can’t add additional presses, so our capacity is inherently constrained. If we really want continued growth past a certain threshold—which we established a few years ago—then we need to change our current business model as a whole or expand our capacity. So I think long-term expansion is going to be critical for continued growth.”

With four decades of success already under its belt, this family-owned business has the experience and momentum to successfully expand in order to provide the customized solutions that have earned Ames Industries its place in the market. We look forward to seeing what comes next.

The post Customized Solutions for Customer Needs<p class="company">Ames Industries</p> appeared first on Manufacturing In Focus.

Being family-owned has a deep impact on the company culture. Founder Erdman Epp prioritized hard work and an attention to detail, values he instilled in his staff and family members. “There is a really strong focus on the people that we have on our team,” says Communications Manager Elly Pimentel. Chief Executive Officer David Epp “knows every single person’s name at the factory, which is an astounding feat,” she continues, “and that dedication toward the team and keeping the team sustained is what allows the company to have longevity.”

“The foundation of the company was based on the building of people as much as it was building a product,” adds Vice President of Operations Claus Schroeder.

Another foundation for success has been a “continuous improvement mindset,” he says. “We’re never satisfied until good is better and better is best, and those fundamentals, I think, really help the durability of the organization and attract people that are like-minded.”

Adventurer Manufacturing has just opened a new panel facility. The upgrade came after a close study of the company’s value stream, a map of its processes, and an identifying of opportunities. “Primarily, quality control and material productivity were the two highlights that we identified in the original assessment of the panel operations,” Schroeder says, “and then we were fortunate enough to find a really good facility that checks all the boxes and takes us to what I would call world-class manufacturing infrastructure.”

The company has embraced lean methods “to ensure proper material [flow], proper people flow, to reduce the seven wastes of an operation, and then streamline that and guarantee that we approach that generational target that we’ve set for ourselves as far as the durability of the product and the integrity of the product,” he says.

In addition, the company’s main campus was recently modernized. This includes an addition of approximately 40,000 square feet with 30-foot ceilings. The company has also replaced all the lighting in the facility with LED fixtures “to provide a really good, bright workplace,” says Schroeder. “Air quality is 100 percent better now that we’ve got proper air ventilation. We’ve done a lot of the [lean] structuring of flow of tools and materials.”

And these efforts for improvement will continue. “Now that we have moved out the panel operations from the main site, we have more room, and we’re looking at reconfiguring the production line to further apply some of the lean methods for material flow. We are adopting a lot of the best practices from the industry for just-in-time materials so we have low inventory values and proper workflow, so the productivity of the team is optimized.”

As the manufacturer of the industry-leading Adventurer and Scout brands, the company is committed to producing the highest quality, most user-friendly product possible. “I think one of the universal elements that span both the Scout line and our Adventurer product offerings is sourcing all of our materials [to] provide the highest level of quality right out of the box,” says Pimentel, noting that the team is thoughtful in selecting its vendor partners and obtaining all components that will go into the campers.

Of course, a superior design is also crucial to success. “The customer really does appreciate the simple, uncomplicated approach to design components and overall user experience,” says Director of Marketing Lewis Abercrombie. “That is a big element that we really lean into and is a key driver in product development and engineering, and we see that reflected in what our customer values. Within the truck camper category, Scout stands out aesthetically. When you see a Scout, it is notably different than other offerings in the market today. That is a key point that I think is resonating with the customer—the overall aesthetic and design of the product itself.”

The company’s commitment doesn’t end after the customer drives away with a new camper; customers are more than “just a sale.” Instead, the team makes sure “that the ownership is equally supported and enjoyable,” Pimentel says. “That is something that I think differentiates Scout and Adventurer.”

“We place a lot of focus on the ownership experience,” she says. “If you go to the Adventurer Manufacturing Google page, comment after comment—especially in these last few years—speaks to the ease of ownership and the support that our team offers.”

The company is actively cultivating strong relationships with dealers as well as with customers. “We are a dealer-based business model,” says Pimentel. “We manufacture, and we rely on a network of highly capable, very well-trusted dealers, and growing that network as well is going to be key to our continued growth.”

Scout Campers recently added a new popup series, and two additional popup models are planned for release in the coming months. “We are moving into that space from having a strong history in the hard-walled camper [side of] the industry,” she shares.

“That’s really the core focus,” Abercrombie explains. “We do have exciting model year updates coming for our hard-walled campers, but that popup category is really something that we’re investing in, really expanding our popup product offering… There has been a lot of anticipation and interest from the customer in this popup category. It is definitely more of a compact version that offers some versatility, so we are really excited to bring that on board.”

Looking ahead, continuous improvement means not only streamlining procedures and eliminating waste, “but also continuing to strive for what’s best,” says Pimentel. “I don’t think that our ability to imagine or our ability to develop product is going to slow down. I think that we are going to continue to see our user base grow in impactful ways because that user base is also supported by a very strong and vibrant community.”

“When I look to Adventurer’s future, I see one that is very supportive in the outdoor industry and aligned with community, building the kind of community that you would want to bring your family into, where you feel safe and you feel that no matter how you grow as a consumer, as a user of the product, that we are there to grow with you,” she adds.

When it comes to product innovation, “we will continue to offer new and exciting products that are going to meet our customers’ needs and that might expand our line into new categories,” says Abercrombie. “We are open and always keeping an eye on how we can best serve our customer and the market, and how we deliver that within our product lines. So we always have an eye toward potentially modifying and expanding into new areas and then, additionally, on just the overall experience. We are looking ahead over the horizon and thinking about how we can create branded experiences that our customers can visit in person.”

After a more than half a century as a family-owned business, Adventurer Manufacturer certainly has the foundation to bring those branded experiences to the customer for many more decades to come.

The post A Spirit of Adventure<p class="company">Adventurer Manufacturing</p> appeared first on Manufacturing In Focus.

A proud, second-generation member of the NTMA for over four decades, Roger remembers his father joining the Association back in 1967. Today, as Association President—a role he has held for almost four years—Atkins has been witness to many of the changes in America’s tooling, die, and precision manufacturing sectors.

This year’s conference—to be held in Indianapolis from October 19 to 21—will be not only a time to discuss the future direction of the NTMA, but to acknowledge its rich, decades-long legacy.

“We will be celebrating this milestone at the conference,” he says. Along with having both newer and well-seasoned members present, the event will see articles in The Record, the official NTMA magazine, about the Association and what it has meant to its members and their companies over the years.

History of service
Founded in 1943 during the Second World War, the National Tooling and Machining Association has grown to about 1,100 members across the United States, and over two dozen chapters. At the time of its founding, eight companies came together and decided they faced the same challenge: the need for a skilled workforce. They believed it would be more fruitful to address the issue collectively rather than individually.

“Even today, there is still the need for a skilled workforce,” says Atkins. “That was the mainstay that started the Association in 1943, and it’s the mainstay that draws people to our organization in 2023, joining together and believing we can solve this problem together instead of as individuals.”

The structure of the NTMA is unique, as it is a national association but with a chapter structure. Research and development focuses on national programs and national support, yet there is also local support throughout the chapter structure.

To help address the shortage of new workers, NTMA chapters are encouraged to connect to local high schools, colleges, and technical programs. On a national level, Atkins works with Vice President and Chief Financial Officer Doug DeRose on governmental and advocacy efforts. With the NTMA for a decade, DeRose has an extensive background in accounting, finance, and the non-profit sector.

NTMA-U
Like many other trades, tooling and machining have faced obstacles, like that of bringing fresh talent into the fold. Along with apprenticeship programs and working with schools, the Association has an online training program called NTMA-U.

Developed with industry experts, NTMA-U boasts myriad features. Approved by the Federal Bureau of Apprenticeship, course-covered NIMS competencies are paired with resources and are available at any time. A full course description, including mechanical aptitude test and shop safety course information, can be downloaded at ntma.org/workforce-development/education.

“We are able to provide that to our members—both to our members at large who are not in a chapter as well as through our chapter structure across the U.S.,” says Atkins.

Along with working on student recruitment, the NTMA focuses on attracting more women and minority community members to the industry. The organization is partnered with Women in Manufacturing® which, over the past decade, “has grown to be the only national and global trade association dedicated to providing year-round support to women who have chosen a career in the manufacturing industry,” according to WiM.

Members are focused on welcoming previously incarcerated women, people of color, and those in depressed economic areas. “Those are some of the things we will be focused on at our conference in October, and we think they are all solutions,” says Atkins. Additionally, the organization works with Drew Crowe and the Manufacturing Renaissance program. A previously incarcerated young Black man, Crowe criss-crosses the United States talking to high school students about manufacturing opportunities.

One of the biggest recruitment tools is Manufacturing Day (MFG Day). Held nationally every October 6^th, MFG Day sees thousands of manufacturers open the doors of their facilities, innovation centers, and other sites to schools. Open to students, parents, and educators, the popular event showcases the many diverse career options available in manufacturing.

Members of the NTMA are encouraged to participate in MFG Day and speak not only to students but also to parents about the many opportunities available in the sector. “Someone said to us, ‘If you can win their parents over, you can get them,’” says Atkins. “And someone else said, ‘No, if you can win the moms over, you can show students what’s available.’”

For many NTMA members, MFG Day has become MFG month. “You may open your shop that day, but you may also open it on and off to your local community over the full month of October,” says Atkins.

One of the biggest challenges isn’t necessarily getting kids interested in manufacturing, but actually getting them in on a visit to member facilities. Transportation is a challenge for many schools, and some NTMA member companies are investing in bringing young people to their shops, often located at fair distances.

This is an issue not only for interested students but also for workers, says Atkins. “That’s one of the big challenges we are trying to address across the country: how can we prevent transportation from being a hindrance to bringing a young person into our industry? It’s amazing how much of a hindrance that point is for many people who may be interested in the manufacturing business; it’s bigger than you think.”

Providing advocacy
One of the many ways the NTMA speaks for its members is through advocacy. Several recent initiatives include the U.S. research and development tax credit, working with the Occupational Health and Safety Administration (OSHA), and addressing workforce challenges.

A lifeline for many businesses, the tax credit has been used by businesses to support innovation and R&D, and to grow the economy. It was not renewed by the government in 2022.

“Where our members could write off 100 percent of their R&D expenses, the government didn’t [renew] that,” says Atkins. “One of our big focuses is reinstating (retroactive to 2022), the ability to fully expense R&D, as well as eliminate the amortization and capitalization requirements.” Instead of being able to write off 100 percent, members had to amortize and capitalize expenses over five years, costing them thousands of dollars.

Another issue is OSHA considering federal regulations covering indoor/outdoor workspaces when the heat index exceeds 80° Fahrenheit (27° Celsius). Believing that this initiative is more geared toward farm workers and people in restaurant kitchens, the NTMA is trying to convince OSHA that manufacturing is not part of that group and to be more specific with the heat regulations they are considering.

Finding workers, of course, remains one of the biggest challenges facing many industries. For NTMA, this means addressing some of the issues preventing people from getting into the sector or seeing it as a career option. To this end, the Association is working with the White House and some industry stakeholders on youth and registered apprenticeship programs. “The current administration is in support of apprenticeship programs, but they are primarily behind union-sponsored apprenticeship programs,” explains Atkins.

Benefits to members
Networking is one of the many perks of joining the NTMA; in fact, 57 percent of members said that they joined the Association because of networking opportunities with industry peers. Tooling and machining are often challenging, but being part of the NTMA means never having to go it alone because you are part of a network.

“As we always say, an NTMA-er will answer any question and help you any way they can,” comments Atkins. “My dad used to tell me, ‘Don’t work on solving a problem: some NTMA-er has already solved it and will tell you how to.’”

Primarily representing small to medium, privately held businesses, 82 percent of NTMA members have between one and 50 employees; 14 percent of members have 50 to 100 employees; and four percent of members have more than 100. “Our shop size goes from one employee to about 600,” says DeRose. “It comes down to what kind of benefits we’re providing those shops, and whether they’re utilizing our benefits to help them grow, which ideally is what we want them to do.”

Workforce and leadership development, a sales and marketing cohort, and cohorts in leadership and human resources are among the many other membership benefits, along with industry-specific benchmarking.

Offering different levels of membership, the NTMA welcomes machine shops—contract manufacturers who are joining to benefit their shop or manufacturing product for the U.S. industry—and industry partners (national associates), who provide goods and services to those companies. Additionally, the Association has educational members who can access reasonably priced training materials, textbooks, and other products.

“Our goal is to see U.S. manufacturing sustain itself for the next 20 or 30 years and allow people like me—who started in my early 20s—to be part of manufacturing,” says Atkins. “I’ve spent my entire career in manufacturing, so our goal is to leave NTMA and U.S. manufacturing in a strong position to allow young people to come into an industry and have an entire career,” he says.

“And so that’s where we focus our attention, trying to convince U.S. manufacturers that we are stronger together. Being a part of NTMA gives us strength in numbers. It allows us to be recognized for the value we truly bring to the American economy and employment.”

The post Connecting and Advancing the U.S. Precision Manufacturing Industry<p class="company">National Tooling and Machining Association (NTMA)</p> appeared first on Manufacturing In Focus.

Hirsh Precision is a company familiar with rapid responses to market demands. President and Chief Executive Officer Peter Doyle extends an open invitation to prospective customers to visit the company’s headquarters north of Denver, Colorado, as the company is proud of its engineers and other professionals who outshine many in the industry. Their combined expertise is supported by the focus on detail and honest communication that guide their commitment to excellence. Open communication prioritizes relationships—a skill that Doyle values as part of what he sees as a sincere, high-trust environment.

To ensure that customers receive the best products, becoming a part of new product design processes as early as possible means Hirsh can streamline costs while securing ideal results. “While only four percent of a product’s cost is incurred during the design phase, over 75 percent of the product’s lifetime cost is determined during the design phase. The earlier a customer contacts us with new product designs, the more likely it is that we can save them money in the long term,” says Doyle, underscoring the importance of designing components correctly from the beginning, especially if high-volume machining will be the goal.

As Hirsh Precision is particularly favored for its ability to manufacture customized healthcare equipment and instrumentation that’s used to protect and save lives, precision and adaptability are of the essence. “We understand how to design repeatable processes to maintain tight tolerances in a high mix production environment. We efficiently comply with regulations and sustain a reliable supply chain,” Doyle adds.

By being flexible enough to adapt to end-user market demand, Hirsh Precision sets each customer’s supply chain up to best suit their requirements. That also means well-developed contingency response as the company tracks components through each stage of the supply chain to guarantee customers have access to what they need when they need it.

In addition, the team sees to it that customers are served in the way best suited to their operation. Whether they prefer working online via the online Customer Service Center or having personal contact with a Hirsh team member, Hirsh is happy to deliver. “Our job is to understand how we can best engage with our customers to ensure they are first to market with new products,” says Doyle.

Fully compliant with industry standards, the company is ISO 13485-certified, qualifying it as a trusted machining supplier to original equipment manufacturers in the medical arena. Hirsh is also AS9100D-certified, which makes it fit to supply the aerospace industry, and it maintains International Traffic in Arms Regulations (ITAR) registration. Thanks to its reputation for innovation and quality, the company also supplies what it refers to as disruptive innovators, who turn to Hirsh for support in taking their products from concept to fabrication in a single, easily accessible service.

The company has received many accolades. It has brought home the National Tooling & Machining Association (NTMA) 6S Award for several consecutive years for maintaining high levels of standardization, sustainability, orderliness, safety, and a general sense of decorum. “The NTMA has been a wonderful support network for our company in many different ways. It has been an encouraging and educational community to be a part of,” Doyle says.

In 2022, Hirsh was honored with an Advanced Machining & Manufacturing Award in the Colorado Manufacturing Awards, preceded by being a Top Shops honors program winner in 2018, courtesy of Modern Machine Shop magazine.

Recognized for its speed to market driven by dedication and discipline, the company signed a $10 million contract for medical devices after the initial supplier fell behind and was unable to deliver. “It was two years behind schedule, and we were asked to help them recover the timeline within nine months. What is more, the technical difficulty of the work required exceptional attention to detail through every supply chain process,” says Doyle, describing what appeared to be a daunting project at first.

“Our team went into action. We opened a new facility, procured, installed, and calibrated $4 million in new equipment in three months, and trained several new team members. The customer’s response was, ‘You saved us.’”

The company cares deeply about its staff and customers and is also generous to the core. With regular contributions to charitable groups like Operation Christmas Child, Habitat for Humanity, local schools, and other causes high on its staff’s list of priorities, Hirsh Precision is not shy to lend a hand where needed. “We want to leave a positive impact on our community as well as our industry. We work well as a team, and we have a culture that expresses appreciation for others,” Doyle says.

This generosity also explains the healthy camaraderie amongst its staff of 100. By committing to honesty, maturity, and transparency, the company assures every customer of a meaningful supply chain partnership focused on stress-free success and, working with its core values in mind, guides employees to make the right choice at every moment of the production and collaboration processes.

“When you are honest and trustworthy, it… fosters a higher quality of relationship between people,” says Doyle of the company’s commitment to authenticity and transparency. “It is the beginning of strong working relationships and continuous improvement.”

Company culture is also maintained through continuous evolution and by giving people real opportunities for growth, like financially supporting advanced education and 401(k) matching, or expanding the curriculum within the Hirsh Training Academy, which provides leadership programs and coursework to improve a wide variety of hard and soft skills—an initiative about which Doyle is particularly enthusiastic.

Part of Hirsh’s approach to sustainability includes being aware of the type of equipment in which it invests. As part of its efforts to do what is right in all aspects of its work—including keeping staff safe by keeping ambient air clean via quality air filtration—the company aims to protect the environment, a responsibility it takes seriously. One such effort includes a wastewater treatment system. “We have an outstanding wastewater treatment system available to ensure our wastewater exceeds standards,” says Doyle.

Hirsh is also continuing to invest in advanced equipment, maintaining and developing the quality of its work environment and the overall facility. The company recently constructed more than 64,500 square feet of fabrication space, effectively tripling its production footprint of more than three decades. It also significantly expanded its machining capabilities with the latest in high-mix automation computer numerical control (CNC) machines, vastly improving project scalability and removing much of the cost and hassle.

Now, precision machining volumes are adapted to client needs, while offering customers flexibility and choice. Moreover, the new technologies available feature the most respected names in the industry. “For decades, we have focused on building scalable, reliable proprietary systems and processes. Our team has invested in the latest machining technologies, the benefits of which increase on a larger scale,” says Doyle.

Adversity heralds opportunity, and so the company leveraged the situation brought on by the COVID-19 shutdowns to improve its remote working ability, benefiting employees and customers alike. So far, its investments have proven successful, with the company consistently achieving and maintaining its goal of 30 percent annual growth.

“I love our company’s history,” Doyle enthuses. “From the early days, the Hirsh family focused on building a quality business.” Starting as a machinist outfit, the company soon expanded its capabilities by introducing an ever-growing number of new skills and processes that include a variety of in-house finishing processes, assembly, and other value-add capabilities. Doyle attributes Hirsh’s thorough understanding of the industry to a 40-plus year presence in the medical field, and believes that its early entry into this market allowed the company to refine its modern-day methodologies.

It is impossible to ignore Doyle’s enthusiasm for the industry and the future. “I am excited about the engineering, technology, and top-notch talent that will propel U.S. manufacturing in the years ahead. I want us to be the first choice for leading visionaries, engineers, and experts,” he says, adding that staying ahead of technological advances brings the team great satisfaction. This satisfaction spurs further strategic investment in a company that is clearly committed to continuous innovation through passion.

The post Achieving Gold Standards Through People and Culture<p class="company">Hirsh Precision</p> appeared first on Manufacturing In Focus.

As if that is not sufficiently impressive, JV Manufacturing is proud to have many customers who have been loyal supporters for three to four decades. Serving industries like electric power generation and fabricators in the fields of medical, aerospace, automotive, and consumer goods like chainsaw and cosmetic container components, the company is experienced in finding solutions for clients who may otherwise be left in the lurch. This is especially true when it comes to considerations such as the impacts of product waste or the wear and tear of overall systems.

Based in two facilities, together covering 130,000 square feet in Natrona Heights, Pennsylvania, JV Manufacturing ascribes its expertise to its staff, many of whom have honed their skills and trades over decades. The company also offers a final phase in its die development and fabrication process where sophisticated inspections and testing ensure that all components function optimally and are flaw-free before shipping. In addition, as a full-fledged fabrication partner to its customers, the company remains committed to service, and fabricates spare components for tools after customers take ownership of their goods.

The company considers itself lucky to be situated in a region where trade schools are fully equipped with the necessary technology and resources they need to train top-quality students for the labor market, ensuring a steady supply of qualified labor. People love working here, and that is because JV Manufacturing takes care of its people, making working stimulating, safe, healthy, and, above all else, fun. The company is committed to providing the team with the additional onsite and external training and benefits they need to flourish. That includes keeping staff up-to-date with the latest developments in software packages and hard skills, plus an 18-month onsite apprenticeship program that welcomes five new intakes every six months.

JV Manufacturing’s commitment to doing the right thing has proven beneficial over the years. For instance, its strong relationships with trusted customers pulled the company through the COVID-lockdown-induced economic slump of 2020 and beyond—helped by a contract for 13 million face shield components. To achieve this feat in record time, the team designed and built a tool in two weeks. This was possible with the help of a few of its trusted plastics suppliers who rose to the challenge. The company also went to tremendous lengths to bring in staff family members who were under pressure due to being laid off from their jobs. The initiative culminated in having 10 extra pairs of hands when it needed them most, benefiting all involved.

“JV Manufacturing was really fortunate with a lot of our customers that they remained strong during the COVID-19 pandemic. Along with some of the ways that we met the challenges, we were able to work different schedules to try to keep everybody healthy,” says President Ryan Vecchi, who has been with the company for 18 years, taking over as president two years ago. Ryan is joined by Vice President Melissa Vecchi, his wife, and the two are firm believers in progress.

To this end, the company has implemented significant upgrades over the last two years as it transformed its 1980s-style grinding area into a hub with top-quality technology and 4,000 square feet of much-improved infrastructure in terms of air quality, tooling, and storage. In addition to keeping its machinery up to date, it collaborates with other firms that enhance its offerings, like PEM Technologies, specializing in electro-chemical processes with better accuracy, more intricate work, and faster output. JV Manufacturing also applies robotic technologies to increase production in its stamping division.

JV Manufacturing looks to its founder, John Vecchi’s legacy of excellence by firstly supplying customers with a premium product, followed by superb after-sales service where it reinforces the partnership it establishes during the initial phases of collaboration. These services include onsite diagnostics, custom spare parts, training, ownership guidance, and more.

Joined in the company by his son Alan Vecchi between 1977 and 2021, John’s insistence on building the best of the best has become part of this third-generation company’s DNA. Its pride in its work also makes the firm a proud member of the National Tooling and Machining Association (NTMA).

“It’s an honor to carry on that legacy that my grandfather started and my dad carried for years to where we are at today, and it is an awesome experience to continue what started 48 years ago,” Ryan says. Part of its legacy is the company’s generosity to local communities—particularly schools it supports with cash prizes, grants, scholarships, and hospitality. That includes opening its doors to welcome young people considering this field of work during open days and tours of its facilities.

The company is committed to maintaining the values instilled in its people since its inception in 1975. As such, its leadership strives to ensure that employees understand that their personal well-being and that of their families is taken to heart, always being open for discussion and inviting suggestions for improvement. Having a firm grasp of what employees need to flourish constantly drives this tight-knit management team.

“Having that care factor and empathy, I think, sets us apart from other employers in similar industries and is something that translates into working with our customers,” Ryan says of understanding staff and customers’ goals, challenges, and motivations.

By remaining unwavering in its support of its staff while growing with its customers, JV Manufacturing continues to secure strategic expansion and improvements across areas like its existing tool and die manufacturing, production machining, and production components. It set time aside in 2021 to host a meeting of community leaders from the region to share the main concepts of the Family Care Act and its significance.

As it speeds toward the future, JV Manufacturing embraces challenges by taking on projects for one-of-a-kind challenges that test its mettle and its manufacturing skills. Propelled by constantly evolving market demands such as those of electric vehicles and the complexities of keeping up with engineering components that do not exist yet, the company has its work cut out.

“The landscape is constantly changing, with different parts and ways of manufacturing that people are looking at for us to achieve,” Ryan says of the fast-evolving market that keeps the company embracing the zeitgeist of futuristic engineering and design.

The post Where Excellence and Precision Meet<p class="company">JV Manufacturing</p> appeared first on Manufacturing In Focus.

Founded in 1960 by Robert Sirois, the company’s original area of expertise was cutting tools for Pratt & Whitney Aircraft and other businesses. In the late 1960s the company began producing tooling for the bearing industry and developed cutting tools for screw machines and tooling for grinding and other processes.

Three long-time employees bought the business in 1972 and transformed Sirois into a powerful, diversified maker of precision tools, gages, and parts for numerous industries. The business—a proud member of the NTMA (National Tooling and Machining Association)—has expanded both organically and through acquisitions.

“I had worked for the company for nine years before myself and my former partner bought out two of the partners and became partners with Danny Sirois, Bob’s nephew, in 1992,” says Alan E. Ortner, now President and CEO. “I was a tool designer at a customer company when they hired me in 1978, and that helped us continue that expansion because I had knowledge of the tools used in that industry.”

In the 1990s, the company started to diversify away from the bearing industry to manufacturing precision tooling for numerous other industries, primarily medical, machinery, construction, and aerospace.

“Today we still work in the bearing industry but it’s a much smaller part of our business; the rest is diversified,” Ortner explains. “In addition, we moved away from just doing tooling and moved into making precision gages and low-volume precision parts and subassemblies, which today we do quite a bit of versus tools and gages. We also do quite a lot of parts for medical, aerospace, and defense companies.”

The business has grown impressively over the years. In 1972, when Danny Sirois and his partners bought it from his uncle, there were 12 employees; by 1992, when Ortner and his former partner bought it there were 20 employees; and today that number stands at 56—housed in the 25,000-square-foot building the Sirois team designed and built for themselves.

“There are three industries that are probably the best for future growth, and those would be aerospace, defense, and medical,” Ortner shares. These are all strong areas to focus on as they are industries with the largest need for more complex tooling and parts, he explains.

“We’re not competitive on the simple stuff anymore; there are too many small shops that can do that work. We’re competitive when it becomes a little more complex, a little tighter-tolerance. We specialize in very low volume, from one to 50 pieces, especially on the lower end of that—but it’s got to be complex, tight-tolerance parts that a lot of shops can’t do.”

Part of that capability has come about because Sirois isn’t only a machining company; it doesn’t just do milling and turning, it also does a lot of grinding, which is required for the higher-precision parts along with wire EDM and conventional EDM.

“We’re able to provide much more of a one-stop shop where somebody sends us their prints and models and we can make the parts complete for them,” Ortner explains. “They don’t have to worry about sending part of it to us and then to somebody else to finish it. Those are our points of differentiation—complex, close tolerances, and a one-stop shop.”

Other points of pride include company growth through acquisition. Since Ortner has been an owner, there have been three acquisitions: Dow Gage in 2005, a small very specialized gage product, but an integral part of the business; North American Spring Tool in 2012, a toolmaker for the spring industry; and Spring Manufacturers Supply Company, which Sirois purchased just a few weeks ago, which had been the next largest supplier of spring tooling. The newly merged companies of North American Spring Tool and Spring Manufacturer Supply have now been rebranded as Spring Tool Solutions.

Other notable accomplishments include the company’s adept handling of the COVID pandemic. Sirois didn’t lay off anybody throughout the pandemic, took advantage of PPP loans and tax credits, and managed to retain all of its employees other than a few who chose to retire at that time.

“We’ve recovered quite nicely—maybe not quite to pre-COVID levels, but pretty close,” says Ortner. “And I expect that will only get better in the next year or two.”

This commitment to growth while still maintaining a strong focus on quality product are just a few qualities that help set Sirois apart, along with the company’s exemplary treatment of its employees, customers, and vendors. Employees are well paid, with 100 percent of their medical, dental, health, life, and short-term disability premiums covered, and the company boasts very low turnover of employees.

“It’s a great place to work,” says Ortner. “In addition to insurance benefits, we have a very generous 401(k) match and discretionary distribution. And, probably one of the more important things in this day and age, we have flex time so employees are able to have work-life balance if they need to come in late two days a week to drop their kids off at daycare or if they need to leave early to go to their kid’s or grandkid’s baseball game.”

This is especially important for the younger generation, he adds, and for an industry that is challenged to find a qualified labor force, it can make a huge difference. “If you want to stay competitive, you have to do those things. It’s still rare, but more and more people, especially in our industry, are doing it,” says Ortner. “It’s so hard to find skilled people—or people who have the work ethic and the ambition to want to become skilled people. We’re competing every day for those people.”

Sirois Tool is thus dedicated to investing in the future. “We spend a great deal of time and energy on apprenticeships. It’s important to invest in the next generation of manufacturers.” Upon completion of their apprenticeship, the employee receives a personalized toolbox in appreciation of their efforts.

It is approaches to culture like these that help contribute to Sirois’ overarching mission to be the preferred vendor to its customer, a fair and generous employer, and a good neighbor to the community.

“Our focus is on customers,” says Ortner. “We have one person in the office assigned to every customer—we call them customer managers—so that customer, no matter whether it’s the purchasing agent, or the engineers, or their expeditors, or their receiving department, they know who to call, and it’s that person they talk to. And of course, everybody gets backed up by others.”

Building that personal relationship with customers, he says, is paramount to continued success. “If they’re somebody we want to do business with, we’re going to treat them as such,” Ortner says. “We’re going to treat them as a preferred customer, and we want to be their preferred vendor.”

Going green and protecting the environment in which it operates is another key value for this team, and to that end, Sirois has made both recycling and sustainability a priority. The new building boasts an environmentally friendly design with no oil or coolants stored outside where they could leak into groundwater, and the company is extremely conscious of recycling wherever possible.

“Being good to the environment is important to us,” says Ortner, and he adds that being a “good neighbor” goes even further than that. “We support the local high school and their robotics programs, along with trade schools and a couple of local colleges that are developing people for our industry. It’s all part of being a good neighbor. As for our values, they are to be honest, respectful, and transparent.”

Brand promise, another one of Sirois’ mission goals, means going beyond precision machining for customers. “We want to provide our customer with a comprehensive single-source solution, not just be a chipmaker. We want to be able to give them the finished part when they need it.”

Quality, of course, is also high on the company’s list of goals, and while many people believe quality is a given—that you may source three quotes and expect each respondent to provide the same level of quality—that’s not always the case. At Sirois it is a given, however, and the company has worked very hard to ensure it achieves the highest level of quality with very few rejections from its customers.

To maintain this level of quality and ensure that it keeps its employees up to date and able to enjoy growth within the company, Sirois offers full tuition reimbursement, whether for a college diploma or individual courses. The company also offers online learning where employees can work at their own pace through NTMA-U training courses. If employees sign up for a course, Sirois pays for the course, and once completed, the course cost is then given to the employee as a bonus.

“If you’re not focusing on continuous improvement, you’re falling behind,” Ortner says. “We’re always looking at what the newest technologies are that we can use. How can we change processes or equipment to optimize productivity to make a better part or eliminate waste? And I think that’s mandatory in our industry. If you want to continue to grow, it’s mandatory, because otherwise everybody else is going to pass you.”

While Sirois can point to a number of practices that have helped the company grow and succeed for more than 60 years—whether it’s customer care, product quality, or employee support—following through on promises and commitments is what matters most.

“I’m not big on written words unless you back them up with what you actually do,” Ortner says. “And I believe we do really back up what we say here. You can have all the mission statements and brand promises in the world, but if you don’t actually do it, it doesn’t mean anything. It’s just something on paper.”

The post Mission Possible: Growth and Success Through Brand Promise<p class="company">Sirois Tool Co. Inc.</p> appeared first on Manufacturing In Focus.

While some modern-looking facilities are all for show, Boulevard Machine’s ability to fabricate all-terrain, high-tolerance parts of tremendous complexity does its image justice. Following a complete overhaul and 12-month rebranding mission, this solid team of 25 is indeed machining the future.

Serving customers as far afield as the UK and continental Europe, some of the company’s North American customers include respected names like L3Harris, General Dynamics Mission Systems, Raytheon/Collins Aerospace, and Huntington Ingalls.

As a specialist machining expert serving the defense, aerospace, and other sophisticated niche markets that demand next-generation technology for parts development, Boulevard Machine is committed to being more than an industry leader. That’s because, at its core, the company is also a thought leader. And, when it comes to the specialized machining of complex parts, custom low-volume work is where the company most excels.

As such, Boulevard puts significant effort into the quality of its employees and their retention. In this regard—and as with its impressive list of longstanding, repeat customers—the proof is in the pudding. Treating its people right goes without saying.

Consequently, word of mouth is the company’s most successful recruitment tool. “Boulevard Machine is about our people,” says President Susan Kasa. “Every single person who touches a part is just as important as the process engineer who gets it started or the machinist who’s creating it,” she says.

“It’s the diligence and the loyalty of our employees that speak to who Boulevard is,” she adds, explaining how much it means to her that the company’s employees are so satisfied with their work that they are prepared to bring people dear to them on board to join its ranks—especially with this being a demanding industry at the best of times, let alone during employment shortages.

This reciprocal internal loyalty paid off in a big way when the company was awarded a gold medal by the Economic Development Council at its 2023 Impact Awards in April this year, amidst over 10 other winners, some of whom are international giants.

Quality is the name of the game, and based at its 20,000-square-foot facility in Westfield, Massachusetts, Boulevard protects its clients through its top-standard NIST 800-171 compliance, keeping unclassified controlled information safe. In addition, it is certified under the International Traffic in Arms Regulation (ITAR) and holds ISO9001/AS9100 certification governing aerospace fabrication. Yet, no business prospers by upholding relevant standards and certifications alone.

It also takes stalwart leadership and visionary guidance for a company of this kind to make its mark in the world. And that’s precisely what this dedicated company president brings to the table.

Like her team, Kasa is a dedicated, hard worker who leads by example. “I’m truly immersed in this business. When I see my team being the same way and us working through projects, I’m so proud of what we have become. I am so proud of our craftsmen,” she says with a smile.

The dedication is reaping generous rewards. With three new customers signing up in the first term of 2023, the company is on a vigorous growth trajectory, a trend that will no doubt continue—not least because the company ensures that its people have everything they need to excel at their performance without growing stale in their tasks.

“It is important to me that everybody is in a place where they can do their job well, to make this company continue to grow. We want to stay manageable; but it’s about feeling successful and accomplished at the end of the day,” Kasa says.

Turning the job shop of former years into a leading-edge fabrication outfit was a gargantuan task, and one that staff did not shy away from. “That is what makes our team so great, considering what we’ve accomplished and been successful at,” says Kasa.

But it is not all work and no play; the team also dines together, with Friday night summer barbecues and a kitchen chockfull of breakfast options, giving employees time to innovate and explore ideas both on- and off-duty.

After all, leading with innovation means remaining current. At Boulevard Machine, that means being as forward-thinking in equipment investments as it is in doing business.

“We make complex parts; a person never stays at the same machine or place for long. That way, our craftsmen are continually challenged in everything they do,” says Kasa. “Many of our machinists move between departments. They’re very adept at what they do, and they all have enormous passion,” she says.

Certifying the company as woman-owned in 2006, Kasa’s pride is well-founded. Hers is a team that pulls together at crunch times to get the job done to the exacting standards the company’s customers expect. “Our team will bend and flex to do what needs to happen to get those parts out the door,” she says, underscoring a sought-after superpower that this commitment provides to the business—lightning-fast turnarounds.

To ensure that this level of service continues into the future, the company makes a concerted effort to promote the industry to male and female students and young adults alike looking to establish a place for themselves in the world. That includes sharing the benefits of working in this industry with the parents of such youngsters to help them see the benefits and security these jobs provide.

Some of the company’s contributions in this arena include hosting open days, serving on several boards, including Aerospace Components Manufacturers (ACM) and MassHire, and showing people that manufacturing is not the dangerous, sweaty industry of bygone years but a modern, comfortable, clean, and safe way of earning a living.

“We’re really growing the younger, passionate machinists. Because if you don’t have a passion for what you do, you’re not going to be successful,” says Kasa, a woman whose feeling for the business is evident from the moment one engages with her.

Taking the company from an old-fashioned gear-cutting outfit to the epitome of modern custom machining excellence, Kasa is a hands-on president who learned every aspect of the industry and her business in detail, down to the finest minutiae. As a woman in a still-predominantly male space, she recommends that others joining the trade prepare themselves by obtaining as much training and education in the field as possible to guarantee success in an industry that she forecasts will continue growing.

At home in what is affectionately known as AEROSPACE ALLEY!®, stretching from near Greenfield, Massachusetts in the north to Stratford, Connecticut in the south, Boulevard Machine is at the heart of East Coast manufacturing action.

Not surprisingly, COVID-19 was no match for this team’s output. By keeping its customers’ needs at the forefront of everything it did, its smooth and effective collaboration process allowed the company to expand its market share amidst the global crisis.

While its aircraft manufacturing slowed down due to the flight restrictions of the time, the company signed contracts in the satellite field. Unafraid of new challenges, the team stepped into serving the celestial space market with gusto. The move was well-rewarded with an entirely new string in the company’s bow. Its existing diversity also contributed generously to the healthy growth of the time.

Now, as its existing markets grow and well-paid positions beckon the next generation of experts, the company continues to expand its fleet of turning, milling, and mill/turn computer numerical control (CNC) machines to further build on its capacities. And with a new Business Development Manager bringing a quarter of a century’s expertise in defense and aerospace to its ranks, access to new doors makes expansion a given.

“With the continuing development of directed energy weapons, hypersonics, autonomous sea, land, and air vehicles, and satellite constellations, Boulevard Machine is well positioned to become a key supplier to these aerospace and defense providers,” Kasa says.

The post Machining the Future<p class="company">Boulevard Machine</p> appeared first on Manufacturing In Focus.

Certified in ISO 9001:2015 for quality management systems and AS9100D for aerospace, Highpoint is a trusted OEM provider for the oil and gas industry and second-tier supplier to the aerospace industry, often tackling complex projects other companies cannot handle.

“We tend to do well with the unusual materials that a lot of people don’t like,” says company President, Mark Sippy. “We machine a lot of stainless steels, titanium, aluminum, brass, carbon steel, as well as castings, forgings, and engineered plastics and nylon—just anything that’s a little strange.”

A different mold
Highpoint is based in the borough of Saegertown, Pennsylvania. The area is known for its many mold shops. Owing to this, the company doesn’t make mold parts, focusing instead on providing precision machining for machinery.

“As all the parts we make go into machinery that can have devastating consequences if something goes wrong—if a helicopter or roller coaster crashes, or there is an oil spill or a nuclear reactor melts down, you have a global environmental disaster—documentation and traceability are key,” says Sippy. “We have to follow the rules very closely and document everything.”

Consequently, as can be imagined, Highpoint is adept at and extremely precise with all regulations and traceability requirements.

Staying ahead with technology
Often working with Inconel—a superalloy that can withstand ultra-high temperatures, mechanical loads, and pressure—cast iron, and other unusual materials, Highpoint continuously invests in modern CNC equipment other and high-tech machinery. In recent years, Highpoint acquired a horizontal mill and a live tooling lathe, and carried out a $1.5 million expansion and renovation to its facility, essentially doubling its manufacturing space to 15,000 square feet. And the company expects to take delivery of a $550,000 mill-turn this December.

To ensure operations run smoothly and on schedule, Highpoint Tool & Machine is implementing a new paperless enterprise resource planning (ERP) system and computers at all workstations. “The old system was great, but it was very manual, and we outgrew it,” says Sippy.

To fulfill every client requirement, Highpoint’s equipment includes mill-turns, turning centers, milling centers, grinders, inspection equipment, support equipment, and other machinery. In addition, the company’s proprietary Visual MRP (materials requirements planning) system has earned the company a superior reputation for accuracy and on-time delivery.

Where trust is essential
From prototypes to small production runs and parts machining up to 40 inches or 300 pounds, Highpoint’s skilled machinists can do it all. A specialist in unique parts, Highpoint is trusted by industries where precision and durability are vital.

To date, 40 percent of the company’s work is aerospace, most of that in helicopters. “The name of the game with helicopters is dealing with vibration control and reduction since it’s a very harsh environment,” Sippy explains. “Typically, we look at orders of around 30 or 50 parts, but we also do one-offs,” he shares.

Approximately 35 percent of Highpoint’s business is in oil and gas, with its parts used for natural gas compressor engines or sub-sea oil wells. The remaining 25 percent of the company’s work is in nuclear energy, such as engine parts for backup-cooling systems, and roller coasters. This includes everything from wheel frames—the part that holds the wheel to the bottom of the coaster—to seatbelt brackets, and everything in between.

“Making parts for roller coasters is one of the more glamorous things we do, but it’s not a big chunk of our sales. It always gets the kids’ attention when we tell them who we work for and what parts we make for them,” says Sippy.

Generations of experience
The Sippy family’s involvement in the tool and machine industry goes back decades to when Mark’s grandfather started Sipco, a tool and die shop later run by Mark’s father and uncle. In time, this led to the creation of another company, which became Highpoint in 1993.

“I’m the third generation in manufacturing, but not at Highpoint,” notes Sippy. “My grandfather started Sipco in 1959 and my father and uncle ran that most of their lives. They didn’t buy Highpoint until 2005. I bought out my uncle in 2011, and my father retired in 2019 and I’ll be sole owner soon,” he says.

“Being a small business, we can react quickly and efficiently to our customers’ needs.”

Working with the NTMA
Since the ’50s, the family businesses have been involved with the National Tooling and Machining Association (NTMA); in fact, Mark’s uncle served as National President in the 1990s. Highpoint remains a part of the NTMA to this day, with Mark serving on the board and several committees over the past decade, and currently serving as NWPA (Northwestern Pennsylvania) Chapter President.

Known for its precision work and safety, Highpoint Tool & Machine has regularly won recognition by the NTMA in its Annual Safety Award Survey. “We have consistently won the NTMA Safety Award since its inception in 2010,” Sippy says. “Safety is our highest priority, so it’s nice to get that recognition.”

Highpoint regularly receives the award under the Northwestern Pennsylvania Chapter. Says Sippy, “Our motto is painted right here, on our inside wall: it says ‘Safety, Quality, and Productivity,’ in that order. You can’t cut corners with safety or quality, so that leaves productivity to find our competitive advantage.”

He is also justifiably proud of the company’s standing with OSHA. “We had an OSHA inspection a few years ago and got through it without a fine. I’ve never heard of someone getting through an OSHA inspection without a fine, before or since,” he chuckles.

Concentrated competence
With 36 staff members, the team at Highpoint wears a lot of hats. It includes specialists in quality control and a quality assurance manager who ensures all systems are working and tracks corrective actions and paperwork. The company’s quality control manager takes a hands-on approach to checking parts and submitting first articles to customers.

Rounding out the staff are a controller responsible for Human Resources and employee benefits, an estimator, an operations manager, a plant foreman, a purchasing and scheduling manager—who is also the supply chain manager who handles the many vendors the company uses for outside processes—and, of course, many talented machinists.

Like many other industries, the tool and die machining and manufacturing sector is facing challenges in bringing on new workers. To combat this, Highpoint works with Meadville, Pennsylvania-based Allegheny College—which is becoming involved in manufacturing—and the NTMA, which is involved with local schools.

With plenty of long-standing, established customers, the company, says Sippy, is used to the clients always wanting them to do more. “Our reputation generally does the selling for us,” he says of Highpoint, which doesn’t have outside salespeople. “The industries we serve typically have different cycles, which keeps us healthy when one of them slows down.”

In the future, Highpoint will continue investing in itself, purchasing more equipment and bringing on additional staff to keep up with demand. “We like the markets we’re in, but would like to diversify our customer base within those markets,” says Sippy. “We’re always open to working for different industries as well.”

The post When It’s Precisely Precision That Matters<p class="company">Highpoint Tool & Machine</p> appeared first on Manufacturing In Focus.

Providing repair parts, field service, retrofitting, and rebuilding, the company offers support for 28 American machine tool companies, stemming from its half-century of engineering experience. Bourn & Koch’s innovative solutions for today’s manufacturing market help to preserve and maintain the machines that shaped American industry and have never lost their usefulness and value.

Founded in 1975 in Rockford, Illinois by Larry Bourn and Loyd Koch—two “very mechanically minded” engineers at Sundstrand Machine Tool Company—the duo created their own business rebuilding and remanufacturing Sundstrand Machine Tools before purchasing the machine tool division of Barber Colman Company in 1985, another local business.

The company got into CNC gear manufacturing early on, explains Joe Goral, Sr., Vice President of Sales & Marketing. “At that point, we started getting more involved in custom machine tools made for very specific purposes, or customizing an existing machine to meet a very niche manufacturing challenge.”

That was followed by a line of medium-pitch gear hobbing machines and remanufacturing on some very large-gear machine tools for custom work, in addition to the building and rebuilding of machines. Many of these remanufacturing efforts drove new product developments. Fellows was acquired in 2002, further adding to the company’s gear machine tools. In 2004, Bourn & Koch purchased the assets of DeVlieg-Bullard Services Group, acquiring not only DeVlieg and Bullard but also OEM rights and intellectual property (IP) to notable machine tool manufacturers such as Blanchard, Mattison, Motch, Springfield and American Tool Works. Blanchard is still is one of the company’s primary brands, and to this day Bourn & Koch remanufactures, rebuilds, and builds them new.

“We have all of the IP for those companies—every print, drawing, file, manual, and schematic,” says Goral.

These acquisitions have influenced the development of the company’s products over the years into its core product line, including one of its latest products and flagship machines: MT³ (pronounced M-T cubed), which is primarily a precision vertical cylindrical grinder.

“Looking at Bourn & Koch today, and how we started designing and building new machines, the Barber Colman acquisition really influenced that,” says Goral. The acquisitions that followed had a similar influence on new products and also on the company’s remanufacturing and retrofitting talent. “We found one of our strong suits is putting new technology on those old machines that are still very sound mechanically but may need new controls. Of course, we can rebuild them and repair them as well.”

Along with those acquisitions, there is still that lively part of the business that deals in unique custom solutions, which is really who Bourn & Koch is at its core. And plenty of other newer technologies are also employed by the company in a pretty unique way, explains Goral.

“With MT³, we’re using the robot as a tool changer and a spindle changer for the machine, taking this newer technology and applying it in a new way,” he says. “There are other companies that do use a robot for maybe changing out a tool, but we’re using it to change out the entire spindle on the machine as well as the tool.” This approach allows the machine to use the right spindle, tailored for the machining operation, whether it be deep hole ID grinding with a long spindle and HSK-32 tool, or heavy-duty turning with a stout HSK-100 tool.

Bourn & Koch has also developed a unique end-of-arm tooling for the robot that allows it to grab both tools and spindles without changing over that end-of-arm tooling. This reduces the time it takes to change over to new tools or spindles.

On the workforce side, the company is using newer technologies to produce audio-visual and interactive work instructions. It’s about taking the institutional knowledge that has been built up in the business and distilling it to something accessible via a mobile kiosk on the floor.

“Whereas that knowledge may have existed only in the minds of two or three people who were doing the work, now somebody who recently joined the company and isn’t as versed in building machine tools has access to instructions and can get the job done,” says Goral. “Part of it is new technology on the solution side, and the other is embracing newer technologies on the workforce side and being able to train up the next generation in the work we do.”

The company is also strongly committed to maintaining exemplary customer care and relationships.

“A large focus of what we do is working hand-in-hand with companies to understand their needs and be able to meet them,” says Goral, “whether it’s with a solution that’s out of our portfolio or with something we design from the ground up.”

The companies that Bourn & Koch works with are referred to as “partners,” adds Goral, because when working on a project with clients, it’s a hand-in-hand approach.

“In most respects, it isn’t one-sided,” he says. “They’re coming to us when they have a need that few people can meet, that they’re having difficulty finding a solution for, and we’re willing to take on that task and solve it with them.”

Some of the companies Bourn & Koch partners with today go back to the 1980s, he adds. “We understand their needs and make sure we meet them. We write a very detailed scope of work for a project, which includes all technical and commercial requirements and covers stem-to-stern what we’re doing, making sure we’re doing what we say and saying what we do.” If anything changes throughout the process, there is a mutual agreement and documentation in place to ensure everyone is moving amicably toward the solution and delivering the value the customer expects.

“The biggest part of developing relationships and forging partnerships is that of companies coming back to us continually for a solution that meets or exceeds their needs.”

The business is also keenly customer-focused on the repair, parts, and service sides, he adds. Bourn & Koch services machines every day that may be anywhere from 40 to 50, 60, or even 100 years old that are out there still making parts.

“I’ve had a company wanting parts for a machine from 1914 that’s still making parts on their floor to this day,” says Goral. “These machines are still extremely useful because they were so well-built originally.”

It’s a very common occurrence, he adds, to receive a call from someone with a machine built in the 1950s or ’60s that is still running in their shop and turning out quality parts. “It’s difficult because now companies are basically designing obsolescence into their products,” Goral says. “But the iron in these machines is built to last forever; you could run one indefinitely as long as you kept updating the technology on it.”

This is precisely one of the biggest challenges customers have with operating this equipment. While the machines are still in excellent shape, some of the electronic components used at the time to build that particular machine are now obsolete. The challenge then is: retrofit it, or replace it? As often happens, companies find they can’t be without these machines, so replacement may be an enforced option.

For core brands like Blanchard and Fellows, however, Bourn & Koch typically aims to keep a machine available to tear down, rebuild, add CNC controls to, and then trade against the purchase so that downtime is minimal. It’s a unique solution the company can provide, while giving clients something familiar to them and at a better value, given that the cost of a remanufacturer-rebuilt machine is roughly 60 to 70 percent of new.

“They may not need every bell and whistle and every piece of technology that a new machine has, so remanufacturing a machine may fit the bill for them,” Goral says. “We try to understand that and make sure that when companies come to us looking for a solution to replacing a piece of equipment that we get a good grasp on what is really valuable to them and suggest the right solution based on that.”

Many of these machines have obsolete electrical components, so when one fails, it renders the machine inoperable in some cases. “We get to provide a solution to companies every day, whether it’s designing something from the ground up that meets their specific manufacturing challenges, or providing them a part for a machine that’s 70 years old and still producing—and we have it on the shelf!”

The creative component of bringing new life to old machines and delivering custom solutions this way is not only challenging, but a lot of fun, he adds. “Sometimes you get a problem and it’s like [working from] a blank sheet of paper, and you have to work hand-in-hand with somebody from the ground up,” Goral says.

“It’s not, ‘I need this, I saw this on your website or in your catalog, and this is what I’m buying from you.’ It’s, ‘I have this problem and I don’t know how we’re going to solve it. What do you think we can do?’” he explains. “Then we start talking and looking at drawings.”

This allows the company the opportunity to be on the ground floor with development while engaging in a bit of creativity as well. “People will bring us an obsolete machine with a very old technology that they rely on and ask us to design a new version, which is very cool. We’ve gotten involved in some very creative projects, and they’re fun to be a part of.”

As with many other industries at the moment, Bourn & Koch is finding it something of a challenge to replace the current wave of retirements. “It’s an industry that’s not well known as a place to make a living in,” Goral says. “That’s unfortunate because I have so much fun doing what I do. It’s a great industry to make a living in. You really get an opportunity to work with very cool technology.”

Bourn & Koch participates in Manufacturing Day for local colleges and high schools to help get the next generation involved while demonstrating the benefits of a manufacturing career, but it’s still an uphill battle. For instance, too many still don’t know there are paid apprenticeships in many fields.

“You can get an education while you’re on the job, and we offer a tuition reimbursement program, as do a lot of companies,” says Goral. “While you’re doing the job you can also get classes covered by the employer and find yourself in a very good role within a company where you can make a large impact.”

With these advantages, it’s surprising that the field isn’t more popular, but Bourn & Koch hopes to change things. “I think what we’re doing is cool and exciting,” Goral says. “There is so much variety and so many challenges that it makes every day a learning experience—something different, new, and exciting.”

He adds that it’s unfortunate that manufacturing doesn’t get more positive attention because the industry provides a great career once people “look behind the curtain” to see what’s happening. “There’s a whole lot going on that they’re not aware of, and it might pique their interest and make their day-to-day more exciting and a little more fun, too.”

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Chick began making components, such as mirrors machined out of oxygen-free copper, for his friends’ company’s products. These were then used in operations like industrial lasers and became the shared legacy of both companies. From there, Chick Machine Company continued decades of growth through to 2017, when President Bob Petrini purchased the business from Chick. Today, he aims to honor the company’s ever-growing legacy while bringing it into the future.

Bob Petrini says that the company’s key internal focuses are its team, equipment, software, and overall process. “We’re always looking to understand gaps in each category and what we need to do… to continue adding value and improve the company,” he says.

Bobby Petrini, Head of Customer-Supplier Partnerships, says that many upgrades and improvements have been implemented since the company’s purchase six years ago.

At that time, the team first installed an enterprise resource planning system, taking the company from a homegrown access database it had outgrown into a system that could track jobs, inventory, financials, and attendance, managing the entire business with one software package. HighQA was also installed recently, which is a database and application that allows for the managing of all features and measurements of the parts the business makes, separated by part and by job. The software records this data to keep track of every part in fine detail, which also serves to show customers that parts are conforming. Bob Petrini says the process is far more sophisticated, formalized, and automated than the paper reports of the past, and even more advanced than only a few years ago, with continuous improvement being the goal.

Bobby Petrini cites more programs that are bringing the company further into the future. On the tooling and setup side, Chick Machine Company has invested in Zoller tool management software, with hopes to launch it as soon as Q4 2023. This software will add to the different solutions internally that will augment processes and increase speed and repeatability for job setups. As well, the machine shop uses computer-assisted manufacturing (CAM) software in its operations; previously, it had used six different CAM software packages which hindered the collaboration process, so the shop is, as of 2019, standardized under the Mastercam application so that everyone in the team effectively speaks the same language, making collaboration more effective.

The company aims to double the business every five years, and this goal was met recently. Bob Petrini says that the company is fortunate to serve the industrial laser market, which is still a strong part of its portfolio today, along with work in the defense and space markets.

Chick Machine Company has been “fortunate enough to carve out a spot for [itself], which has led to growth over the past couple of years,” he says. Post-COVID, the business has seen 30 percent year-on-year growth, thanks in part to incorporating more automation.

Indeed, automation is quickly becoming a greater part of the company’s processes, and the team has been working to purchase more machines as it continues growing, with every new purchase typically being automated and robot-loaded, including multi-tasking CNC mill and turn machines, automatic pallet loaded horizontal machining cells, and auto-loaded five-axis mills.

With autoloaders, uptime across a 24-hour cycle can be more than doubled, which increases output per square foot and supports growth. All these newer machines can run continuously, unattended for the bulk of the time. A single shift of eight to ten hours of manned time is usually all that is required.

Bob Petrini says that the company is fortunate to have great people on its team, especially in such a talent-rich region of the country for CNC and metrology. Without attracting the talent that Chick Machine has, the machines, equipment, and software are useless. Teamwork, he says, is the lifeblood of the business, and the only way to earn long-term jobs is to consistently deliver and continually earn trust, which requires a strong team.

The company’s markets have been growing for decades, leading to marked growth in the last couple of years, which Petrini attributes to the team. Now, the process of bringing a new worker on board is far more selective, as management must assess if someone can both make an impact on their work and be a good cultural fit.

Within the CNC machining industry in the United States, the work is often versatile enough to serve any market and provide positive momentum, provided a business is positioned in a strong market and can perform. Bob Petrini says increased American demand, a robust pipeline of upcoming projects, and good opportunities to court new business are making this an exciting time for growth in the CNC machining industry.

The incoming year will see Chick Machine Company focus on the aerospace/space markets and capitalizing on opportunities. Looking ahead further, Bob Petrini says that the business will be looking for work in the medical field to broaden its horizons even further.

Chick Machine Company will continue investing in automation whenever possible, a tactic which has proven beneficial thus far. The company will also look to better understand the skill sets required to satisfy the evolving market and ensure it has those needs met going forward; for example, within the last six years, the company has hired for positions in sales, engineering, quality management, and finance.

Throughout his experience at Chick Machine—from being an employee for the better part of 40 years to becoming President—Bob Petrini always had a dream of controlling his destiny, a dream realized in 2017 when he and Bobby took the reins of the business. Today, he finds it fun and rewarding to run the company with a minimal amount of red tape getting in the way of operations.

“It’s a small, nimble business that gets a lot done in a short period,” he says. And for him and his team, it feels good coming to work every day.

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