“Within a few minutes of catching it, we called them and said, ‘You double-paid this. We’re sending your money back,’” notes MSI Managing Partner Jon Riley.

The customer, who admitted they might not have spotted the error themselves, was deeply grateful. For Riley, the speedy refund was simply a reflection of MSI’s customer-first focus and values-based approach.

“It’s a mindset we instill in the organization and the people within the organization: always do the right thing. We run our business this way,” he explains.

Key competencies
That business entails custom injection molding and assembly. Injection molding, insert molding, engineering assistance, and account support are core MSI competencies. Of these services, injection molding “is our primary process,” says Riley, while secondary processes include assembly work.

The company’s main markets include agriculture, automotive, defense, medical, furniture, and food and beverage, with the team making components and assemblies for skid steers, excavators, bulldozers, point-of-purchase displays in convenience stores, engines, seat belts, air bags, and even gas masks.

MSI works primarily in the United States but given the global nature of many of its clients’ operations, the firm has shipped its wares to China, Japan, Brazil, Mexico, India, and Canada, to name a few.

In addition to its Spring Lake headquarters, MSI has plants in Grand Haven and Norton Shores, Michigan, and Washington, Illinois. The Michigan locales run three shifts while Spring Lake runs a single shift. All told, MSI’s facilities comprise roughly 195,000 square feet and include about 70 molding machines. Using these machines, MSI staff perform precision molding, insert molding, vertical rotary molding, two-shot molding, and gas assist molding, among other duties. MSI’s equipment also includes CNC (Computer Numerical Control) machines and sonic welding gear, plus infrastructure for post-mold assembly.

On the grow
MSI traces its roots to a business named Advanced Molding Solutions that was founded in Grand Haven, Michigan in 2000. This molding enterprise was purchased in 2016 by Tom Wallace and two other partners and then converted to Molding Solutions, Inc.

“The company actually had a pretty significant book of business and was somewhat successful prior to [Wallace and partners] purchasing the firm and changing the name,” recalls Riley, who came on board the ownership group in 2018.

Over the years, the business has expanded through thoughtful acquisitions. A Norton Shores, Michigan firm called Seabrook Plastics, Inc. was purchased in 2021, followed by SAC Plastics in Spring Lake a year later, with the Spring Lake facility becoming home to MSI’s head office. In 2023, MSI purchased IVP Plastics in Illinois, and rebranded the firm as Illinois Valley Technologies (IVT). At present, IVT is MSI’s biggest location, accounting for over a third of the company’s entire square footage.

An eye on quality
Most work at MSI is self-performed, explains Rick Eustice, COO and Managing Partner. The three Michigan plants have ISO 9001:2015 certification for injection molding and plastic component assembly, while the Illinois plant has IATF (International Automotive Task Force) certification. Almost all MSI products are put through the Production Part Approval Process (PPAP—a comprehensive and highly detailed quality assurance procedure that’s frequently mandated by automotive and aerospace manufacturers).

“From a day-to-day standpoint, there are a lot of checks and balances that we do. All of those are based on customer requirements… For some, we make checks every shift; some we do daily. And some we check every four hours,” says Eustice.

New technology
These days, Molding Solutions is investigating the possibilities raised by 3D printing. MSI has contracted out 3D work on some of its injection molds and is looking to grow its in-house expertise in this field.

Initially, the company used 3D printing for prototyping purposes but is now considering its use in mass production for the agriculture and heavy equipment markets. Whereas an automotive program may entail anywhere from 300,000 to 1.5 million parts (far beyond the capacity of the relatively slow 3D printing process), a heavy equipment manufacturer might only build two dozen mining earthmovers a year, notes Eustice. A set of 3D printers could easily accommodate conventional component production for such machines.

Building the team
Today, Molding Solutions has nearly 210 employees across all four branches, and in terms of new hires, MSI likes people who fit its values-based culture. “For folks that are out there doing assemblies and running molding machines, we’re looking for individuals that want to become part of a team, part of a family. I think we’ve got a really good culture here… We’re looking for folks that aren’t just going to come in and punch a clock; they’re going to come in, share their opinions, share things they’d like to change,” says Eustice.

Company leaders routinely visit the plant floors and interact with front-line workers. As Eustice says, “I’m a firm believer that you have to be on the floor, and you have to be involved to understand what’s going on. We treat everybody the same; we treat everybody well. We treat our employees the same way we treat our customers.”

Employee benefits include insurance programs, tuition reimbursement, paid time off, and a 401(k) matching plan. MSI also emphasizes sharing (in times of prosperity, MSI shares its good fortune with staff in the form of bonuses) and team spirit. At the time of our interview, the MSI leadership team was preparing for a pasta feast at the Spring Lake plant. MSI also organizes a company picnic each year and gives away “swag” in the form of MSI t-shirts and the like, says Eustice. “You know you’re doing well with your team when you see people on the floor wearing their [MSI t-shirts],” he jokes.

The company even takes a forgiving approach to errant employees, frequently offering them second chances. If a worker who was previously let go can prove they’ve addressed the issues that led to their dismissal, they stand a good chance of being rehired. MSI also invites young people from local colleges to work as summer interns.

Company promotion is handled both online and in-person. Riley frequently meets with clients and potential clients and MSI participates in trade shows and industry events. A recent intern turned full-time staff member (several interns have rejoined the firm as salaried employees) is building MSI’s online presence with company profiles on LinkedIn, Facebook, and other platforms.

Of course, MSI is no stranger to the workforce challenges impacting us all, particularly when it comes to demographics; as existing workers in the skilled trades reach retirement age, there is a notable dearth of young people entering the profession to take their places. It’s an industry-wide issue that MSI has experienced firsthand. When the firm posts ads for technical positions, “everyone answering those is 50 years or older,” notes Eustice.

The internship program was launched in part to remedy this problem and draw young talent into the company. In a similar fashion, MSI likes to promote from within, a strong enticement for young people thinking about applying for an entry-level position.

Forward momentum
Going forward, the plan is to maintain “good, consistent growth,” says Eustice. This might involve more acquisitions (MSI is open to the possibility, if the right opportunity arises), but that said, there are no plans to expand past certain limits. “We don’t want to be all things to all people. My philosophy has always been eight to 10 large core customers… I don’t want 400 customers. It’s too difficult to manage,” states Riley.

Likewise, the goal is to grow revenue to around $100 million—but not much further. “There are some companies in our area that did really well in the $100 to $150 million range,” Riley explains. “As soon as they got into the $200 to $400 million range… their culture fell apart. They couldn’t manage the operation—just too much to do, too much to manage. For what we do, I don’t think anything north of $150 million is anything that we want to try and manage.”

MSI’s commitment to integrity, quality, and strategic growth has positioned it as a leader in the injection molding industry. With a strong focus on customer relationships, employee development, and technological innovation, the company continues to expand while staying true to its values. By fostering a culture of trust, investing in new technologies, and maintaining a selective approach to growth, MSI ensures its long-term success without compromising its core principles. As it moves forward, the company remains dedicated to providing top-tier molding solutions while cultivating a workplace where both employees and clients can thrive.

The post These Custom Injectors Aim for Quality, Integrity, and Controlled Growth<p class="company">Molding Solutions, Inc. (MSI)</p> appeared first on Manufacturing In Focus.

Specializing in building/rebuilding munitions presses, custom machining, fabrication, and much more, the company is outfitted with a full, modern machine shop. With capabilities like CNC, EDM, welding, and waterjet cutting, Coventry prides itself on working closely with clients to meet their ammunition manufacturing goals.

Before creating the company in 2007, Mike Coventry studied mechanical engineering and business. Working for several businesses as a project manager and mechanical engineering manager, he served as an ammunition and defense sales manager, providing clients with new and rebuilt equipment and ammunition/defense manufacturing solutions.

“I was doing contract machine jobs,” says Coventry, President and Owner. “Initially, it was just me sourcing wherever parts needed to be made for people.” He grew the company’s capabilities, making large investments in equipment and machinery, and the business flourished. Today, Coventry Industries has a team of two dozen highly experienced members, including machinists, press builders, and engineers.

Ammunition, tactical, and car audio
While not selling ammunition or firearms, Coventry Industries specializes in building new presses (and rebuilding existing ones) for companies that make ammunition. Unlike some other companies in the business, Coventry goes the extra mile, stocking used machines and presses, and is widely known for its ammunition equipment expertise. The company has grown to include three distinct divisions: ammunition machines, car audio systems (www.coventrycaraudio.com), and tactical gear (www.coventrytactical.com).

Coventry Car Audio Systems provides an array of vital components, including custom bus bars and high-performance lithium batteries, while Coventry Tactical supplies everything from gun cleaning kits to gun magnets, AR500 Steel targets, Canik Optic Plates, Holosun Optics, and more.

Created around 2019, Coventry Tactical represents a progression for the company. “Coventry Industries has been in the ammunition business for a long time, building and rebuilding ammunition presses for some of the biggest ammunition makers in the world, so it seems only natural to spread our wings and move into retail with tactical gear for firearms,” says the company on its website.

“I started doing some car audio work in 2019 and split it off a little while after that,” says Coventry. “We started machining parts for people because there was a need that wasn’t being met.” The car audio division was originally intended for bus bars—which connect electrical power sources—for very loud cars.

Other products on the audio side include LTO lithium battery banks; Rogue Car Audio speakers; voltage, lighting, and compression products; and more. On the tactical side, Coventry saw an increasing demand from customers wanting to mount optics on their pistols. “I made a few, thinking I would sell some, and have been selling them ever since,” he shares.

Indeed, in the 18 years since he founded the company, Coventry has seen a shift in his need for and approach to advertising. With a reputation for professionalism and outstanding quality, Coventry Industries has secured plenty of repeat business, word-of-mouth recommendations from satisfied customers, and a plethora of positive reviews.

While he still reaches out to potential clients, he finds that—more often than not—they approach him first. “More and more, I get contacted by people out of the blue. In the industry, people know about my company and its equipment-building capabilities.” By discussing the components clients wish to make, the Coventry team determines the best machines and presses for their munitions needs.

ITAR, SAM, and CMM
Owing to the nature of its work, the company is certified with ITAR and registered with SAM. ITAR, which stands for International Traffic in Arms Regulations, is governed by the Arms Export Control Act (AECA) and Executive Order 13637, and is a series of U.S. Department of State regulations controlling defense and military technology exports and services. According to the State Department, “The ITAR is regularly updated and revised to reflect changes in technological developments and in U.S. national security and foreign policy interests.”

Since the company is registered with SAM.gov—the official U.S. Government website for the System for Award Management—Coventry Industries is registered to do business with the U.S. Government. In addition, the business is currently working on its CMM Certification for Cyber Security. These certifications and registrations serve to further elevate the company above the competition.

As well as the United States, the company has worked with other ITAR-friendly nations, including Sweden, Mexico, Australia, and Italy.

With a little help from MMTC
In recent years, Coventry Industries has reached out to the Michigan Manufacturing Technology Center (MMTC). Committed to helping Michigan manufacturers “work smarter, compete, and prosper,” MMTC offers practical, personalized consulting services and classes so clients can train and develop employees and management alike.

This includes providing help with government regulations, offering creative business growth strategies, building company-wide operational excellence, and more, according to MMTC and Hollings Manufacturing Extension Partnership (MEP), based at the National Institute of Standards and Technology (NIST).

Coventry Industries faced a challenge concerning the manufacture of optic plates for the firearms sector. Although the promising product showed growth potential, Coventry “didn’t have any space or an individual to machine this part due to its busy workload with other core products and services,” according to MMTC. “With manufacturing shifting toward technology solutions, they wanted to investigate adopting automation to machine this part during the off shift.”

Reaching out to MMTC, a technology opportunity assessment was undertaken, and Coventry Industries’ goals examined. It was determined that the business would benefit from a collaborative robot (cobot) for machine tending, with Coventry able to do “lights-out” CNC manufacturing for optic plates.

This led to MMTC working with Coventry on a two-phase project “to mentor and support the cobot implementation.” Soon, the company was purchasing its own cobot—with MMTC’s help—and integrating it with a CNC machine, and Coventry operators were learning how to program the system. Able to run night and day, the cobot was quickly in place on the production line.

“The implementation of the cobot has been a huge success for Coventry Industries,” said Mike Coventry at the time. “We had our first ‘lights-out’ run of the cobot, which added 14 hours of production to the day. We will continue to look at implementing new technology at the company to facilitate growth and increase our capacity.”

For Coventry Industries, the results of the collaboration tell a tale of success. They include $40,165 in new investment, $30,000 in new sales, retained sales of $25,000, and a 300 percent increase in production.

With this unwavering commitment to precision, innovation, and customer satisfaction, Coventry Industries continues to push the boundaries of ammunition machining, tactical gear, and car audio solutions. From its roots as a one-man operation to a thriving enterprise known for its expertise and leading-edge technology, the company exemplifies the power of adaptability and strategic growth. By embracing automation, securing key certifications, and fostering industry partnerships, Coventry Industries remains a trusted leader in its field—poised for even greater success in the years to come.

The post Modern Machine Solutions for Ammunition Manufacturers<p class="company">Coventry Industries</p> appeared first on Manufacturing In Focus.

Aerostar’s commitment isn’t just about adhering to specifications; it’s about exceeding expectations. They cater to a diverse clientele, spanning industries like aerospace, defense, medical, and commercial, each with unique and demanding requirements. This versatility is built upon a foundation of advanced equipment, robust sourcing options, and a highly skilled team.

Aerostar showcases a comprehensive range of capabilities which can be blended from two pieces: U.S. Based Manufacturing and Global Sourcing in Low-Cost Country (LCC) alternatives. With offices in Pune, Bengaluru, and Chennai, India, as well as its expansion in Tokyo, Japan, the sourcing team includes Engineering, Program Management, and Quality within these regions to ensure customer expectations are met with the high volumes being produced. In the U.S. manufacturing facilities, HQ resides in Romulus, Michigan with another facility in Fort Wayne, Indiana. The capabilities in these locations are expansive, including CNC milling, CNC turning, CNC lathework, precision grinding, and many others. These processes are the backbone of Aerostar’s operation, allowing them to produce intricate parts with tightest micron tolerances. The emphasis on advanced CNC technology is evident, suggesting a commitment to automation and efficiency. This translates to flexibility in pricing, faster turnaround times, and consistent quality, which are crucial factors in today’s competitive market.

While technology plays a pivotal role, Aerostar understands that it’s the human element that truly drives success. Aerostar poignantly emphasizes the expertise of their team. Skilled machinists, engineers, project managers, and account managers work in tandem, ensuring seamless communication and execution. This collaborative approach is vital for handling complex projects and adapting to ever evolving client needs.

The importance of communication is often understated in manufacturing. Aerostar, however, prioritizes it. Their commitment to clear and consistent communication ensures that clients are kept informed at every stage of the project. This transparency fosters trust and strengthens relationships, leading to long-term partnerships.

In industries where failure is not an option, quality assurance is paramount. Aerostar’s staff is resolute in their commitment to stringent quality control measures. This includes rigorous inspection processes, utilizing advanced metrology equipment to ensure that every part meets the highest standards.

The emphasis on quality is not just about compliance; it’s about building a reputation for reliability. By consistently delivering high-quality parts, Aerostar has established itself as a trusted partner for clients with critical applications. The company has numerous industry certifications, such as IATF 16949 for Automotive or AS9100 for Aerospace, further reinforcing their commitment to quality and process control.

The modern manufacturing landscape is characterized by rapid technological advancements and fluctuating market demands. Aerostar’s ability to adapt to these changes is a testament to their agility. This agility is evident in their willingness to invest in new technologies, streamline processes, and respond quickly to client needs.

Given their massive global growth and commitment to a customer-centric approach, Aerostar is a company that is constantly evolving, embracing innovation, and increasing staff. This has become a paramount priority to stay ahead of the curve. This proactive approach allows them to handle complex projects with efficiency and deliver solutions that meet the ever-changing needs of their clients.

Aerostar has grown significantly in recent years, with the addition of Paul Dostal and Christina Day-Kane. Paul has 25 years’ experience in Automotive within program management, and specifically in forgings and machining. He serves as the Vice President of Sales and Program Management and joined the Aerostar team with very specific and proud goals for its success.

After working closely with Aerostar for many years, Christina, Director of Sales and Marketing, was quick to join the vision and exciting path Aerostar has laid out for the future. Together Paul and Christina have expanded their respective teams to include seven new members and counting.

Beyond technical prowess, Aerostar prioritizes building strong relationships with their clients. Aerostar promotes responsiveness, flexibility, and a commitment to exceeding expectations. This focus on customer satisfaction is a key differentiator in a competitive market.

The ability to understand and anticipate client needs and provide them with solutions is crucial for building long-term partnerships. Aerostar’s commitment to communication and collaboration ensures that they can deliver solutions that are tailored to the specific requirements of each client. With a client base of OEMs and Tier 1 companies, this personalized approach fosters trust and loyalty, leading to repeat business and referrals.

While the website provides a comprehensive overview of Aerostar’s solutions and capabilities, Christina states, “proving and showing our knowledge and expertise has been a major driving factor for Aerostar.”

Paul adds, “Aerostar launched a new program for EV battery packs built for a bus application. They were co-developed from concept designs with our largest customer. We developed several processes not included in our portfolio before: aluminum extrusion, aluminum welding, bending, self-pierce rivet process, critical adhesive process with a time limit for application, production shelf life, and a stainless steel stamping process. The knowledge from this has allowed us to tap other electric markets such as electric zero-turn lawn mowers, or electric material handling units.”

Christina says, “It’s success stories like these and in the case studies we create that truly bring our expertise to life, which ultimately serves our vision for global growth.” These examples showcase the company’s ability to handle complex projects, overcome challenges, and deliver exceptional results.

Aerostar demonstrates their ability to translate technical expertise into tangible benefits for their clients. These success stories serve as powerful testimonials, reinforcing the company’s reputation as the leader in precision machining.

Aerostar’s commitment to innovation is evident in their ongoing investment in advanced technology, constantly exploring new ways to improve processes, enhance capabilities, and deliver even greater value to their clients. This focus on technology is not just about acquiring the latest equipment; it’s about integrating it seamlessly into their operations. Aerostar’s ability to leverage technology effectively allows them to streamline processes, reduce costs, and improve efficiency.

The recent addition of JIT (Just In Time) warehousing has been an important project for the company. Committed to remaining current in all areas of technology, the company has recently added VNA (very narrow aisle) forklift capabilities, which can function fully in a six-foot-wide aisle. While traditional forklifts need at least 11 to 12 feet of width to operate, these VNA forklifts with a six-foot width requirement enable Aerostar to significantly increase their warehousing capacity.

“With our expansion in India and the east, we needed more space to offer Just In Time delivery options to our Tier 1 and OEM manufacturers. We end up with higher-density storage and double the capacity in the warehouse space,” says Christina. “We’ve also installed real-time inventory tracking, which integrates with NetSuite software and allows the forklifts themselves to locate the inventory in its place,” she explains. Enabled with GPS, this installation has resulted in much faster picking and shipping times. It also enhances the safety of the forklift operator: instead of the forklift rising overhead, the operator rises with the lift to elevate from 15 to 20 feet in the air to pick the necessary items. “This, combined with the bar coding and the GPS scanning for inventory management, knowing exact locations of inventory in real time, reduces damage to parts and increases the operational speed of the entire system.”

In today’s globalized economy, effective supply chain management is crucial for success. Aerostar Manufacturing understands the importance of building strong relationships with their global suppliers, ensuring a reliable and efficient flow of materials. This allows them to maintain consistent production schedules and meet tight deadlines.

Aerostar Manufacturing’s success can be attributed to several key factors: technical expertise, a customer-focused approach, a commitment to quality, and a relentless pursuit of innovation. These elements combine to create a company that is not only capable of meeting the demands of today’s manufacturing landscape but also poised to lead the industry into the future.

In a world where precision and reliability are paramount, Aerostar Manufacturing stands out as a beacon of excellence. Their commitment to innovation, coupled with a deep understanding of their clients’ needs, positions them as a trusted partner for companies seeking exceptional precision machining solutions.

As technology continues to evolve, the future of precision machining holds immense potential. Aerostar Manufacturing, with their commitment to innovation and agility, is well-positioned to capitalize on these advancements. The company’s focus on automation, advanced materials, and sustainable practices will likely play a significant role in shaping the future of the industry. Aerostar Manufacturing represents the pinnacle of modern precision machining globally. Subtle hints at future investments and strategic partnerships suggest a company that is not content to rest on its laurels. Aerostar is constantly looking ahead, anticipating the needs of a plethora of new clients and new industries, preparing for the challenges and opportunities that lie ahead.

The post Beyond the Blueprints, Aerostar Manufacturing’s Ascent in Global Machining<p class="company">Aerostar Manufacturing</p> appeared first on Manufacturing In Focus.

The company is respected in its field and trusted by major brands for front-line material handling systems, standard and custom large-volume stamping, stacking and destacking systems, and other sheet metal stamping, fabricating, and handling automation equipment. It also specializes in inductive-power-driven die-movers and fast die changers that can handle dies of 80 tons and more. Moreover, Atlas is well known for machine safety that customers rely on.

From its state-of-the-art facility in Fenton, the company is always prepared to pivot in response to market changes. This is partially achieved through its high level of employee engagement, something of which the team is especially proud. As a part of Stonebridge Technical Enterprises since 2020, Atlas Technologies has been known for its strength.

“Metal forming is cyclical by nature; we’re pleased to say that we’re able to work with these changes and still grow through them,” President David K. Hense, P.E., says. This is largely thanks to the company’s outstanding employment and general management practices, while sound environmental, operating, and quality procedures and policies also contribute to its ongoing success.

This leader in its field considers providing its teams with ample, quality training paramount to its accomplishments. A recipient of a Going PRO training grant from the State of Michigan in 2024, the company has continued to train its staff in engineering and other technical fields, general job skills, safety standards, and more. As part of the grant, all employees completed formal training underwritten by the Occupational Safety and Health Administration (OSHA). The company is not legally required to provide this specific level of further education, but Hense believes it is central to remaining relevant and at peak performance. “It sure is nice to be able to bring in a professional and make sure that all of our employees know what is expected from the company, employees, and the government [with regards to] safety [standards],” he says.

Since the company specializes in the technicalities of engineering equipment, it was a boon for its staff to have access to formal courses that included training in blueprint reading, hydraulics, and more, and the company is building on this to further the in-house education it provides. As a press-room equipment leader handling loads weighing tens of thousands of pounds—alongside crane and lift truck handling—the safety of its people remains one of the company’s largest concerns, making investment in this area an easy choice.

“A small misstep in handling can be severe. You can lose life or limb, and it happens really fast,” he says. “I was happy that we could update all that training as well.”

Beyond training, the company has also driven change through technology. To this end, the Stonebridge Technical Services division recently introduced AI cameras to its designs. Although the technology certainly comes with challenges, the team is learning and adapting swiftly. “AI is helping to avoid gray areas by analyzing [process images] thousands of times to optimize operations,” says Hense.

The company also recently invested its six decades worth of expertise in improving the control system technology on its die-change products. Other upgrades were applied to its destacking systems and now, it has created the most impressive destacking system yet. Where such systems typically feature variable frequency drives or hydraulics, Atlas’s latest pride and joy is a unit based on servo-axis technology, creating a superior piece of equipment destined for a fortunate customer.

Other improvements include expanding its in-press transfer finger tooling units that typically enable passing sheet metal parts through transfer presses. Now it is being applied in creating ergonomic handles for handling equipment, camera light mounts, and other applications. In addition, Atlas has created bundle turnovers for tailor-welded blanks. That means sheet metal blanks of different heights destined for right- and left-hand applications, respectively, are better protected during flipping processes.

In preparation for further growth, Atlas also implemented a sophisticated new enterprise resource planning system. This has revolutionized the volume of data available from which to make rapid, safe operational efficiency adjustments. Having invested funds and thousands of team hours in customizing the system to suit its operations, the result could not please Hense more. So, neither the difficulties nor the humorous moments the process presented are lost on him as he counsels with customary warmth against saddling up such a fickle horse. “It’s incredible, but implementation was not fun,” he says with a smile.

Complementing the enterprise resource planning system is a custom, industry-leading reporting system that sweeps every department and fabrication aspect to give global, concise, and correct figures, giving the company a firmer grip on detailed job costs throughout. Moving forward, Atlas Technologies is invested in maintaining consistent quality and system improvements.

“To prepare ourselves as we have in the past, we continue to update our quality systems and our quality processes, which are our internal roadmap for how we do things,” Hense explains, noting that keeping tight reins on this aspect of the business ensures that processes are thoroughly followed.

Continuous improvement also drives the company’s team members, who enjoy what they do as much as spending time together, leading to an ongoing sense of celebration. “In the end, if you can’t smile at work, you shouldn’t be there,” says Hense. Sharing how important the company’s team is, this president does not hold back when praising their efforts. “Our celebration is when we get together as a company. We celebrate with each other the progress that we’ve made together.”

As well as upholding its traditions of gathering at company luncheons and other events, Atlas Technologies supports a host of charitable organizations. One of its favorite traditions, however, is its sponsorship of Fenton Robotics. The performance of these brilliant young science students in local competitions has made the company proud. “We’re growing new talent for the future,” Hense says. There are also sports teams, including Special Olympics teams, and other organizations that benefit from the company’s success.

Such generosity reflects the team’s passion for staying engaged with the world and making a difference. “Atlas Technologies has grown and expanded and continues to do so,” Hense says. “We’re really proud of it. 60 years is a great milestone,” he says, highlighting the importance of investing in symbiotic improvements that build to big, lasting change over time. Since the company has been around long enough to understand the value of staying the course, there is, no doubt, great wisdom in this approach.

While current market trends indicate that the industry will likely remain sluggish for now, Hense refuses to ignore the importance of stimulating growth. As a result, Atlas Technologies continues to grow despite downward shifts in the greater scheme.

“There are always challenges. We’re up for the challenge. We’re positioned… to keep moving forward despite the downturn in the metal-forming industry,” he adds. “We are who we are because of our team.”

The post 60 Years of Equipment Excellence<p class="company">Atlas Technologies</p> appeared first on Manufacturing In Focus.

Today, FlavorSum is recognized as a leading liquid flavor supplier that goes beyond mere manufacturing to offer a comprehensive suite of services. With a diverse business model that includes regulatory guidance, analytical and application services, flavor creation, and market and shopper insights, FlavorSum helps speed the product innovation process. The company’s commitment to quality, safety, and transparency has solidified its industry reputation, ensuring that customers receive exceptional flavors and the strategic support they need to thrive in a competitive marketplace.

Through its innovative approach, FlavorSum provides clients with tailored solutions rather than generic offerings. By focusing on customer engagement, the company takes a proactive stance in helping brands navigate the ever-evolving food and beverage landscape. Whether addressing clean-label demands, meeting regulatory challenges, or developing cutting-edge taste experiences, FlavorSum positions itself as an invaluable extension of its clients’ product development teams. The company’s expertise enables brands to not only keep up with market trends but also lead the way in innovation.

At FlavorSum, partnership is at the heart of everything it does. The company prides itself on working closely with customers to develop flavor systems that align with their unique needs and market goals. The approach goes beyond simply providing flavors; it encompasses deep collaboration, problem-solving, and forward-thinking innovation so brands can differentiate and succeed.

“Our goal is to be more than just a flavor supplier. We want to be problem solvers,” says Kevin John, Food Safety Manager at FlavorSum. “When customers come to us, they’re not just placing an order. We work with them to identify pain points, explore opportunities, and develop solutions that help them succeed.”

This hands-on, consultative approach is evident in FlavorSum’s Innovation Labs and pilot plant facilities, which “serve as creative spaces for customers to experiment with formulations and refine products,” says Sheritta Gilchrist, Director of Tech Services, Environmental, and Health. These facilities provide food and beverage manufacturers with a controlled environment to evaluate the consistency, stability, and compliance of new formulations before moving into full-scale production. Whether it’s a small-scale prototype or a reformulation to meet new regulatory standards, FlavorSum’s technical experts work side by side with customers to deliver optimal results.

“We consider every aspect of product development through collaboration between our flavorists, applications scientists, and regulatory experts, giving our customers confidence in the quality of their final product,” says Gilchrist.

Beyond just testing and development, FlavorSum helps clients understand market trends and shopper preferences. By leveraging in-depth market research and sensory analysis, the company provides valuable insights that influence product positioning, flavor optimization, and innovation strategies. With an ever-growing demand for functional and clean-label ingredients, FlavorSum guides its partners through the complexities of modern flavor innovation. This data-driven approach fosters the creation of food and beverage products that meet (if not exceed) expectations.

One of the company’s greatest strengths lies in its talented and dedicated team. With approximately 140 employees across locations in Kalamazoo, Michigan, Marlton, New Jersey, and Mississauga, Ontario, the company fosters a culture of teamwork, flexibility, and excellence. FlavorSum manufactures flavor systems in Kalamazoo and Mississauga, with each of the three locations offering an Innovation Lab for collaborative working sessions. The teams bring a wealth of industry knowledge and experience, allowing FlavorSum to provide deep insights and solutions tailored to each customer’s specific needs.

“Our core values revolve around doing what’s right for our customers, for each other, and for the industry as a whole,” says John. “Striving for excellence isn’t just a motto; it’s a way of working that is embedded in our DNA.”

Indeed, FlavorSum’s team operates as a cohesive unit, with experts from various disciplines coming together to deliver comprehensive solutions. The regulatory team helps customers navigate evolving food industry requirements and comply with national and international standards. The analytical department supplies the data and assessment needed for precise flavor matching and consistency, leveraging advanced technology and methodologies to maintain the highest quality standards. This multidisciplinary approach allows FlavorSum to offer an unparalleled level of support, giving customers the confidence they need to bring their products to market successfully.

Additionally, the company prioritizes continuous education and development, so employees remain at the forefront of industry advancements. Through ongoing training, research initiatives, and active participation in trade associations, FlavorSum stays ahead of emerging trends, providing its customers with cutting-edge solutions. Employees are encouraged to take ownership of their projects, fostering a sense of innovation and excellence that translates directly into the work they do for clients.

In an industry where safety and compliance are paramount, FlavorSum sets the standard for rigorous health and safety protocols. The company is certified to a Global Food Safety Initiative (GFSI) standard known as Safe Quality Food (SQF) and has consistently received “Excellent” ratings during audits. This certification underscores FlavorSum’s dedication to food safety and its commitment to uphold the highest quality standards for every product before shipping to the customer.

“Food safety is our primary concern,” says Gilchrist. “We’ve never had a customer visit that impeded our progress, which speaks volumes about the integrity of our systems. We maintain complete transparency with our customers, helping them have full confidence in our processes.”

Regulatory changes in the food industry require companies to be proactive and adaptable. FlavorSum exemplifies this agility by staying ahead of shifts in regulations, such as the recent FDA ban on brominated vegetable oil (BVO). Anticipating such changes before they become industry mandates allows FlavorSum to offer seamless transitions for customers, eliminating supply chain disruptions and assuring compliance.

“We didn’t wait for customers to come to us with concerns about BVO; we anticipated the change and proactively worked on reformulating affected products,” John explains. “This solutions-driven mindset keeps our customers compliant without disruptions to their production.”

FlavorSum also adheres to strict allergen control policies, environmental sustainability initiatives, and rigorous quality assurance measures. These efforts further demonstrate its dedication to producing superior flavors using safe and responsible manufacturing practices. Customers can trust that the products they receive are of the highest quality and meet all necessary safety requirements.

“Our customers are responding to the ever-evolving regulatory landscape in the food ingredients space,” Gilchrist notes. “We support them by staying informed, embracing best-in-class standards, and offering batch size flexibility, from pails to drums to totes. Whatever they need, we’re ready to provide.”

FlavorSum’s fulfills its mission to facilitate innovation by delivering strategic value to food and beverage manufacturers. By embracing industry trends, deepening relationships with trade associations like the Flavors and Extracts Manufacturing Association (FEMA), and continuously improving internal systems, FlavorSum remains at the forefront of the industry. And with a leadership team focused on ambitious growth, FlavorSum is well-positioned to expand its reach and impact. Its goal is to outpace competitors by steadily enhancing its capabilities and offering unmatched service to its customers.

What truly sets FlavorSum apart is its unwavering commitment to collaboration, customer-centric innovation, and excellence in food safety. By acting as a solutions provider rather than just a supplier, FlavorSum empowers food and beverage manufacturers to bring their visions to life with confidence and precision. For food and beverage manufacturers looking for a trusted partner in flavor innovation, FlavorSum offers the expertise, resources, and dedication needed to create products that stand out in the market. With a strong business model, a talented team, and a forward-thinking approach, FlavorSum is poised to shape the future of flavor development for years to come.

The post Elevating Flavor Innovation Through Collaboration<p class="company">FlavorSum</p> appeared first on Manufacturing In Focus.

Established in 1994 in a family garage with the intention of saving engineers from the hassle of dealing with subpar parts, project delays, and cost overruns, the company has since evolved into one respected for its dedication to its customers, hard work, and the highest standards.

Considered a go-to source for savvy engineers for more than 30 years, Impact Fab consistently produces superior products that not only meet requirements but embrace the core principle of respect—respect for the team, vendors, the community, and a profound regard for its clients—and continually elevate excellence, agility, and curiosity.

Whether for single parts or production runs, with the support of cutting-edge machinery, knowledgeable engineers, and talented craftspeople, Impact Fab helps clients boost team productivity, create successful products, and stick to production schedules.

“We celebrated our 30-year anniversary last year and we’re still excited,” President Ross Haan tells us. “Our father was a fabricator for pretty much his whole life, working in the metals industry. At home, we had a welder, a little drill press, and a torch, and he started making stuff in the garage.”

The next thing you know, he says, three more people were showing up to work every day at the house, and his parents realized that there was a business opportunity to be had. They rented their first space and set up shop; the rest can only be called success.

“They followed the American dream, as people say—entrepreneurs and business owners—and I’m grateful the bug has been caught by myself and both my brothers, who are now in the business as well,” says Haan.

With the second generation of the family now running the business, Impact Fab has continued to grow over the years while maintaining an organic focus, particularly on customer service. “We always strive to focus on helping solve the problems our customers are facing,” Haan says. “It’s been our ‘secret sauce’ of getting to know our customers well, where their pain points are, and then figuring out other equipment or processes and how we can speak life into what they’re experiencing. That’s been a steady march forward of plant, equipment, and capacity expansions, and every year there’s a new challenge and opportunity.”

One of the aspects the people at Impact Fab love the most is the partnerships the company gets to create. “We look to be an extension of our customers,” says Haan, and this includes being open to working with the client’s team on projects. “I’m very happy to go to their facility to review projects on their floor and help understand what some of the pain points might be when bringing that design to manufacturing.”

Although talent development and retention continue to be a challenge industry-wide, Haan has recently seen a revival of workers being interested in the skilled trades. This means young people looking for solid jobs with good pay and benefits are coming back to the field after years of staying away from manufacturing.

“We’ve seen a revival here,” he says. “It’s been exciting to work with local schools and help them understand that there are wonderful opportunities in manufacturing, particularly in metals and fabrication, and help retain and develop that talent.”

This excitement has resulted in partnering with local schools and offering tours to a wide range of students to show them what the facility offers. “We do get dirty. We’re working with our hands, and we’re building things,” Haan says. “But it’s a neat environment and we say, ‘if you’re somebody who wants to learn and enjoys working with their hands more than sitting behind a desk, come on down.’”

Impact Fab also boasts a strong local tech center. Every semester, the company takes on a welding student to join the team, working alongside the journeymen fabricators to understand the trade and learn how to apply their skills in the actual work environment. “It’s a great partnership, and oftentimes some of those young people will join our team when we hire them full-time after they graduate.”

While the industry is still largely male-dominated, the company has seen a promising uptick of women in engineering roles, helping to balance the team and bringing a different perspective.

The upcoming year also presents a unique set of issues—along with opportunities—ushered in by the new government and its talk of tariffs, Haan adds, which has bolstered the current reshoring movement. “I see 2025 as being an interesting year for numerous reasons, particularly because uncertainty always creates a lot of opportunities and challenges,” he says. “We’re optimistic that the year has some good things happening,” and that the team will be able to capitalize on the capabilities they have built up over the past year. “We’re primed and ready to answer many of those challenges [clients are] experiencing.”

One of the biggest challenges facing Impact Fab is ensuring that everybody knows their next move and is being efficient and productive with their time. “How do we make sure we’re maximizing everybody’s time and efforts for the value they’re providing?” Haan asks.

The answer, he believes, is a great deal of coordination and communication across departments—one of the key aspects Impact Fab is focused on for the upcoming years. Additionally, Industry 4.0 technology will help streamline different processes and communication to ensure everybody understands what’s going on and when the work needs to be done. “This keeps us from having to sit on inventory for too long, and allows us to streamline and get from order to delivery much faster.”

Speeding up concept-to-delivery also results in a “very competitive” advantage to building within the United States by removing the wait for freight, transit, and other inconveniences. “You can come up with concepts, and then you get your parts in a very streamlined fashion,” says Haan. “That’s one of the value-adds for us.”

When it comes to what’s truly important, however, Haan stresses that partnerships—having a robust vendor network—have been among the company’s greatest successes. “We focus on what we do well, and make sure we can help our customers any way they need it. But a lot of times, that means it might not be just us; it might be a vendor who we work with or another partnership that we have that we can bring to the table.”

This supportive mindset has allowed Impact Fab to approach tasks with an “abundance mentality,” he adds. Because there are many great opportunities out there, Haan doesn’t have to steal work or a customer from another company; instead, the team works together with those companies that may offer different skill sets. “We partner together and take up that partnership instead of a competitive relationship.”

In short, teamwork—both with employees and other companies in the industry—is a matter of prime importance for Impact Fab in all areas of its operations.

“One of the things we love about the size we are is we’re big enough to make things happen, but still small enough that as a team, we review projects together,” says Haan. “When a new opportunity presents itself, we’re still going straight to the guys on the floor who will be building it and working it. It’s not just me on the front-end making commitments; as a team, we’re reviewing and looking at the pitfalls ahead of time, addressing what challenges there could be and how we can overcome them.”

When it comes to working with the customer, that teamwork is paramount. “Our people are what make the difference,” stresses Haan. “At the end of the day, there are a lot of laser-cutting machines and there are a lot of welding machines. It’s the people behind them who have the creativity and the excellence that make the business excel. That’s what we’re so grateful for and proud of—our team and the people who are making it happen.”

The post Problem Solvers: Valuing Excellence, Agility, and Relationships<p class="company">Impact Fab</p> appeared first on Manufacturing In Focus.

President Ingrid Tighe explains that there is currently significant demand for MMTC leadership training as companies struggle to maintain, attract, retain, and even find talent in manufacturing. “Workforce is what we do—our bread and butter,” says Tighe, so the organization takes these challenges on ably and with confidence.

Much of the time (nearly two years) since we last spoke has been spent making sure that MMTC is on top of the latest industry technologies, especially when it comes to newer and more pervasive tools like artificial intelligence (AI). Tighe says that as a lot of technology—like 3D printers or certain types of software—becomes less expensive, it is becoming much more ubiquitous.

MMTC is also focused on integrating the latest technology into its own activities to help teach and aid its clients, as well as ensuring it is integrating these technologies into manufacturing overall. MMTC needs to stay educated so it can educate its clients in turn.

The organization’s various divisions focus on specific aspects of industry, including cyber security and advanced technology, to better serve its clients. Food Business Development Manager John Spillson explains that the food processing aspect of MMTC continues to experience strong engagement as he and his department are always trying to bridge the gap so food processors understand that they are manufacturers at heart. MMTC’s food processing services are now “a key resource to organizations including snack food companies, bakeries, makers of nutritional supplements, and more,” he says.

Meanwhile, Lean Program Manager Josh Johnston—a newer hire from 2024—is helping to spearhead MMTC’s activities into the lean manufacturing space. He points out that lean manufacturing is not about removing aspects of manufacturing, as some may perceive it; rather, it is about helping companies do more with less. At its core, lean manufacturing provides relief to industry workers from potentially wasteful aspects of the work so they can maintain operational quality, as opposed to simply working faster and making mistakes along the way.

MMTC is coming off a tremendous year in 2024, in which it worked with over 2,000 companies across Michigan with great success. MMTC has seen a lot of interest in one of its company-specific food safety classes taught at Cherry Republic in Traverse City, Michigan, Spillson adds.

Johnston has noted similar success with MMTC’s 5S/Visual Management course, one of his favorites to teach. He says that it is amazing for him as an instructor to observe the transformation across the class as his students understand and use a new concept, a passion that is shared among MMTC’s educators.

AI, he says, is the big buzzword on everyone’s lips but should not be seen as a magic fix for every problem in manufacturing today. AI is like any other process optimization tool in that, if one inserts it into a bad process, it will only make that process faster—not better. MMTC will continue to rely on its lean principles and stable processes as AI use evolves.

AI itself is not necessarily anything new, says Johnston, but the prevalence of new products like ChatGPT has brought machine learning into the public consciousness. As such, it has become easier to use and more cost-effective, and can bring massive improvement to systems like quality and efficiency—but only as long as it allows human operators to do more in-depth problem solving or root analysis.

Johnston explains he has seen the abundance and adoption of AI up close, along with massive changes in both lean manufacturing and Industry 4.0 (the integration of new digital processes into manufacturing). He has already had to modify a class he teaches on how to leverage AI for manufacturers because of how quickly the technology is advancing. The pace of technology is brisk, so MMTC’s application of it to give its clients a competitive advantage against other manufacturers is imperative.

Spillson also views adopting AI as desirable in the food industry, especially in the face of challenges like understaffing, razor-thin cost margins, and logistics costs. Companies in the food space, for example, could benefit greatly from automating processes like pallet stacking or monitoring food safety and labelling requirements. AI processes, he says, have a place when it comes to understanding hazards and developing food safety plans. AI is “a definite advantage to the industry.”

Part of MMTC’s mandate going forward is to spread the message about technology, which can be intimidating for the small-to-medium manufacturers it serves. Tighe says that federal leaders, legislators, and state leaders have a keen awareness that operations like MMTC need to continue to onshore manufacturing. She notes that, as a nation, America is vulnerable in areas like pharmaceuticals and microchips, which are largely produced in China and have a low national presence. There is also much uncertainty pertaining to issues of food safety and tariffs and what this will all mean under the new administration.

Spillson says that MMTC is eager to do more than explore new and burgeoning aspects of the industry. There is so much that MMTC can do for these food processors thanks to its large web of nationwide resources and sister state organizations.

Johnston foresees 2025 as a year of ebb and flow—but with many opportunities. The issues surrounding electric and autonomous vehicles are parts of a very important conversation in a state like Michigan, with such a rich history in the automotive industry. He believes it is important to sit with clients about future-proofing their operations and making sure their portfolios and opportunities are diverse so they can compete on a global level.

He would, however, caution clients who want to implement AI systems into their workflows against investing too heavily because of how quickly new developments are coming online. It is better instead, he believes, to start small and scale as technology develops, learning from small implementations along the way, usually with existing tools that are using AI systems.

“We will be focused on continuing to be the trusted advisor to our manufacturers across the state,” says Tighe. MMTC will expand its operations, making sure to cover both rural and urban areas, while making its services more accessible through experimenting with both onsite and hybrid training models. She says that MMTC hopes to double and even triple the number of clients its services help within the next five years, so that MMTC can continue to be a trusted advisor to manufacturers in its home state who need a helping hand to perform at their best.

The post A Guiding Light for Navigating New Technology<p class="company">Michigan Manufacturing Technology Center</p> appeared first on Manufacturing In Focus.

The company’s roots go back to 1906, when six smaller sugar companies merged operations. Nearly a century later, in 2002, it became a grower-owned cooperative, and two years later, in 2004, merged with Monitor Sugar Company.

Today, approximately 865 grower-owners in counties throughout Michigan and Ontario plant and harvest about 140,000 acres of sugar beets. They are sliced in the factories and turned into 1.3 billion pounds of sugar annually, which is sold under the Pioneer brand in various forms ranging from granulated and powdered sugars to liquid and brown sugars. These products find their way to retail and food service providers, as well as multi-national food processors. Co-products, including pulp, molasses, betaine, and raffinate, are used as animal feed supplements, so there is zero waste in the company’s operations.

The third largest of eight sugar beet processing companies in the U.S., Michigan Sugar Company is an important economic driver for the region. It has 1,000 year-round employees and an additional 1,100 seasonal workers, who may work up to nine months a year, with an annual payroll of nearly $90 million, making it one of the largest employers in the Great Lakes Bay and Thumb regions of Michigan. The company’s annual local economic impact is more than $700 million.

To learn more, we spoke with President and CEO Neil Juhnke, who joined the company in April 2023, bringing with him a wealth of experience in the agribusiness sector stretching back to 1990, when he began working for the American Crystal Sugar Company. We also spoke with Rob Clark, Senior Director of Communications and Community Relations, who joined the company eight years ago and worked through the pandemic.

“Our employees were deemed essential, as sugar is an important food product for consumers,” Clark explains. “The sugar industry rose to the challenge and the store shelves never lacked sugar, even when there were other shortages.”

The power of cooperative problem solving
When the pine lumber barons departed from the Saginaw Valley in the 1880s, they left behind huge tracts of stump-filled land, making the area virtually unusable, leading state and local leaders to search for a solution that would form a sustainable, economic base.

Enter the sugar beet.

Joseph Seemann, a Saginaw Valley printer who had travelled to Europe in 1884, observed how well sugar beets were growing there, and returned with seed samples, which he showed to Dr. Robert Kedzie, a chemistry professor at the Michigan State Agriculture College (now Michigan State University). Kedzie expressed great enthusiasm for the prospect of sugar beet farming in Michigan.

“Three crops of beets,” he is recorded as saying, “grown in three successive years, are worth as much as one crop of pine trees which took 100 years to mature.”

In 1887, the industry got its official start when the state legislature passed a bill offering sugar beet processors a bounty of one cent per pound of sugar, providing the farmers received four dollars per ton of beets yielding 12 percent sugar content.

Over the next century, there was tremendous growth in the industry, with sugar beets accounting for 52 percent of the sugar used in the U.S., along with a complex series of company mergers and acquisitions, some beneficial for Michigan Sugar and some, as it turned out, not so much. In 2001, Michigan Sugar’s parent company, Imperial Sugar, was unable to pay its debts and filed for Chapter 11 bankruptcy, which could have spelled the end of Michigan Sugar.

Becoming a grower-owned cooperative
However, as it turned out, 2001 was by no means an end.

“The best story about our company happened in 2002, when our growers bought it,” says Juhnke. “They literally saved the industry in the state of Michigan through their courage, foresight, vision, and faith, which will help us to carry on for generations to come.”

Under new management and with a board of directors comprising grower-owners, Michigan Sugar has made impressive strides forward in the industry.

The company has continued to work with agricultural researchers at Michigan State University, which first championed the industry in 1884; the University of Guelph in Ontario; and in its own internal research department, to develop seeds that will result in improved crops—both in quality and quantity—while reducing its carbon footprint.

“20 years ago, a grower could harvest about 20 tons per acre, with beets containing 15 percent sugar, whereas today, a grower can see a 40-ton crop with 18 percent sugar content,” Clark explains. “Of course, with 865 shareholders, the numbers vary each year based on a variety of factors, including the seed variety planted, field soil type, weather conditions during the growing season, and how well a grower can manage disease and pest pressures.”

Using GMO seed has allowed growers to increase yields by 50 percent while reducing the number of passes made across fields by 65 percent during the last 10 years, further reducing carbon emissions from agricultural equipment. Since 2002, the company has in fact cut its energy consumption by 40 percent and achieved a total reduction in annual carbon emissions of 150,000 tons. More than 87 percent of factory operations are now powered by clean-burning natural gas.

Planning ahead
When Juhnke took over the reins as President and CEO, he was faced with a demographic challenge, as the company was losing its most experienced and talented factory employees to retirement. To deal with this situation, the team reset its priorities, focusing on rebuilding assets and investing in training new workers in the rather arcane and difficult systems behind sugar beet processing, he tells us.

“We have a management trainee system for new graduates, with tuition reimbursement and apprenticeship programs for instrument technicians, electricians, welders, and mechanics, with associated costs covered by the company,” Juhnke says. “Our business is not amenable to automation; we require people to make sugar, and people are our greatest asset. We also needed a capital-focused strategy and reinvestment in our factories to improve processing performance through the introduction of state-of-the-art technology, while at the same time reducing our environmental impact.”

As part of that strategy, the company has implemented a quality-based payment system that modifies the formula by which grower shareholders are paid, incentivizing them to produce a higher sugar, higher purity crop which ultimately improves sugar recovery and factory performance, and reduces the amount of land and fertilizer needed by the farmers.

Making crystalized sugar
After the autumn harvest, the sugar beets that were planted by farm families in the spring are transported to the factories, where any stones that may have been mixed in with the beets are separated. The beets are then washed and fed into a machine that slices them into long skinny pieces called “cossettes” that resemble shoestring cut potatoes. These are perfect for extracting sugar from the beet—which is approximately 76 percent water—through a diffusion and filtering process, leaving behind pulp, which makes up 5.5 percent of the beet’s content, and other co-products.

The juice from the purification step is quite thin, containing a fair amount of water. This is removed by boiling it off until it becomes thicker and is then moved through an evaporation process, where it becomes thick enough for crystals to form.

The crystalized sugar is then spun at high speeds in a centrifuge machine, removing molasses—which makes up about 2.5 percent of the beet—that did not crystalize. Next, the damp sugar tumbles through hot, filtered air to dry, and is cooled, conditioned, and stored in a silo awaiting packaging and distribution.

Molasses desugaring technology
“We have continually modernized the technology in our factories,” Juhnke explains, “and most recently we invested in a strategic project called molasses desugaring technology.”

The new molasses desugaring facility, which opened in Bay City in May 2024 at a cost of $109 million, represents the largest single capital investment made by the company since 1906 and allows it to process 100 percent of the molasses it produces during the sugar extraction process.

The company had been using an older version of this technology developed 30 years ago, “but this fourth-generation technology is a completely sustainable technology and functions at a molecular level, so we are able to separate the components of molasses that are not sugar from sucrose, and ultimately produce a syrup extract that is between 92 and 94 percent pure, from which we can crystalize table sugar,” Juhnke shares.

“This increased our whole recovery of sugar from percentages in the low 80s to the mid-90s, meaning that we can now recover more than 90 percent of the sugar from the beets as a food-grade product, while the remaining molasses is used in the cattle and fermentation industries.”

This investment is hugely significant. From an economic standpoint, it is projected that over a 10-year period, grower-owners will see significant added revenue annually, while from an environmental standpoint, it will allow the company to produce up to 80 million more pounds of sugar annually without planting another acre of sugar beets.

Smart co-products mean zero waste
Michigan Sugar Company’s co-products include pressed pulp, a key ingredient in livestock rations, especially for dairy and beef cattle, and dried pulp. This is a nutritious and absorptive feed for cattle and horses, as well as poultry, elk, swine, and pet food, available in shreds or pellets.

Another by-product, betaine, an amino acid, is an excellent supplement in broiler nutrition, helping birds reduce stress while improving meat production.

Raffinate, known as “beet juice,” is yet another by-product that enhances livestock feed as it is a good source of protein. It is surprisingly versatile and can also be used as a de-icing agent on roads, as a more environmentally friendly alternative to road salt.

Making life sweeter for the community
Michigan Sugar’s board of directors and management remains cognizant that the company is one of the largest single employers in the region and is therefore committed to helping its extended community thrive. Annually, the company donates more than 100,000 pounds of Pioneer Sugar to charitable organizations, food pantries, and churches, sponsors county fairs and community festivals in multiple counties and supports festivals in many towns. Each year, the company also funds more than a dozen academic scholarships valued at more than $15,000. This includes three scholarships offered through the Michigan Sugar Queen Scholarship program.

The company also led an effort to develop the Aunt Sugar’s Farm and Uncle Pickle’s Barn Gallery at the Mid-Michigan Children’s Museum in Saginaw, and in 2021, renewed a commitment to upgrade it. The team also partners with the Saginaw Basin Land Conservancy to maintain the Michigan Sugar Trails, a series of single-track, natural surface hiking and biking trails located on 26 acres of land in Bay City.

In addition, Michigan Sugar Company is a United Way Campaign Champion, with the company and its employees annually donating tens of thousands of dollars to support local nonprofit organizations.

“We make a concerted effort to be credible community partners,” Juhnke says, “through corporate philanthropy, through donations of product, money, and time. Many of our employees offer hands-on, thoughtful leadership, serving on boards of other organizations, and we encourage that,” he tells us.

“We’re very proud our cooperative is owned by farm families in Michigan and Ontario, and proud that we produce and package our sugar, an all-natural product, here in the U.S.”

The post The Sweet Life of a Successful Grower-Owned Cooperative<p class="company">Michigan Sugar Company</p> appeared first on Manufacturing In Focus.

The original toll processor of exclusively aluminum, stainless steel, and other surface sensitive materials, the company’s genuinely unmatched technical expertise and robust capabilities meet even the most stratospheric needs of its manufacturing customers.

This commitment to being a solutions-oriented partner was established from the start by its founder, visionary engineer and entrepreneur Marvin Hole, and persists to this day. The company builds strong industry relationships and continually reinvests in the capabilities that make it a stalwart presence in the supply chain, helping customers through their most pressing challenges.

Born out of change
Aluminum Blanking Company was established in 1979 following the fuel crisis triggered by the oil embargoes leading to the first Corporate Average Fuel Economy (CAFE) Standards, which sought to double passenger vehicle efficiency by—among other measures—lightweighting vehicles for better fuel economy. Marvin Hole, at the time a design engineer selling heavy coil handling equipment for metal processing, leveraged his relationships to bring the industry together in the interest of a strong and unified response to the changing political-economic climate.

Today, his daughter, Laura Anderson, is President and CEO. “He put together a meeting in 1978 after the first CAFE standards,” she tells us. “He pulled in some PhDs in Metallurgical Engineering and Sciences from one of the major mills in the U.S. and brought together all the purchasing agents that he’d worked with at the Detroit Three, sat them down, and had them listen to the scientists and metallurgists discuss the benefits of using aluminum for lightweighting.”

During this time, an aluminum mill with which Marvin had a relationship decided to divest its blanking operations, which he saw as a ripe opportunity to fill a gap in the market. Aluminum Blanking Corporation was born, and now, in its second generation of family leadership, it continues to identify new and unmet market demands.

Through continued investment in its capabilities, the same impeccable attention to detail, and deeply rooted technical expertise that comes with nearly 50 years in operation, ABCO continues to address the needs of its customers. Anderson says the team is always asking, “‘What problem can we help our customers solve?’ That also speaks to the history that we have, rich in engineering design and implementation; the ability to implement new things, new solutions, and new equipment, including our tooling and processes,” all of which have been designed around surface sensitive materials, a standard that sets the bar exceptionally high.

“Getting out of that commodity mindset and into a specialty area and making it our standard process helps us stand out from the competitors that come from steel processing; those that hope to participate in aluminum because the market is trending that way. The difference is, aluminum is our standard process, and it’s something we’ve tried to perfect,” says Anderson.

Serving customers in the automotive, defense, marine, rail, construction, emergency, recreational vehicle, architectural solar, and consumer electronics sectors, ABCO can handle the full range of aluminum. If it can be coiled and shipped, it can be processed, with some coils exceeding 100” wide with gauges over 0.375” thick—the only thing more impressive is the equipment that processes them.

In the United States, there are only a handful of heavy and wide cutlines, let alone cutlines that can cut coils up to 111” wide, explains Jennifer Blosser, Vice President of Sales and Marketing. “Our line can process both aluminum up to .50” thick and stainless steel up to .3875”.”

Several industries require heavier wider sheet, such as tanker, trailer and truck manufacturers, as well as pleasure boat and rail car. Aluminum Blanking has processed it all.

A market in transition
Certainly, having these expansive capabilities helps. ABCO serves a diverse range of customers, but without question, the bulk of its business today is automotive, and it is an industry in transition once more.

From strike actions to market instability, high interest rates, and changing federal priorities, automotive has faced its share of challenges. These have resulted in lower volumes that have slowed or paused some of the programs at ABCO. The uncertainty around the future of electric vehicles has renewed programs that manufacturers were looking to sunset, including internal combustion programs, which has caused a shift in momentum at ABCO that Anderson plans to take advantage of.

“Sometimes, when you’re in the thick of things and you’re running high production trying to keep up with your customer demands, you have to put a pin in your goals to diversify not only your customer base, but also the products you support them in,” she says. “We’ve always felt we were happiest and most productive and prosperous when we had good diversity and good utilization of our lines,” so that’s exactly what the company is doing.

Becoming a one-stop shop
As always, the goal for ABCO is to continue to drive greater value for its customers by improving the value-add of its services around high-value metals. From warehousing and shipping services to improved processing capabilities, there are many ways the company seeks to address the needs of the market and support its customers with unparalleled care.

New capabilities create new revenue streams, and with this in mind, the recent commissioning of a new state-of-the-art corrective leveler for its primary automotive line will support not only aluminum projects but other advanced high-strength steels that are seeing growing demand as well. This, as well as the unique implementation of edge trimming technology for aluminum in its lines, presents a unique opportunity to secure market share.

“We put in technology to trim the coil to width in the same process as blanking, saving our customers the transportation and additional handling required to slit coil to width on a separate processing line, as well as cost and lead time,” Anderson says. This is a service that many mills require, but through ABCO, these added capabilities provide a means for customers to process their material by more efficient means that also deliver higher material value.

There has also been a great deal of technological investment to optimize efficiency across the company’s eight lines, streamlining communication and data collection and transmission across its operations. From deploying the latest in PLCs and controls, to the use of 3D printers to support new equipment designs, the integration of innovative technology is keeping ABCO ahead of the Industry 4.0 curve.

“We made extensive use of 3D printing in the launch of the new corrective leveling equipment,” Anderson explains. “Multiple parts were designed here and printed using our 3D printer. It allowed Engineering to trial parts built to the original design, assess what improvements are needed, then draft and print revisions on site.” There is also a plan to complete an oscillating shear line within the next 18 months to process simpler shapes and free up capacity for the large press lines to focus on complex parts, which is a specialty at ABCO.

As Anderson says, “We do a lot of what’s called ‘developed blanks,’ or complex shapes, probably more than any of our competitors who process aluminum. We’ve got large press beds, and it seems a shame sometimes when those large presses are tasked with a simple cutoff shape. This line will help take those simpler shapes off those lines and onto one more suitable and more productive.”

Top tier service, always
For ABCO, these investments in its capabilities and operational efficiencies are made not just in the interests of the highest standards of quality but also service, which is the foundation upon which its reputation is built. Customer relationships are of the utmost importance. “The ones that know us best have the perception that, concerning quality and technology, we go above and beyond in the processing of surface sensitive material,” says Anderson.

For many, ABCO has become a materials lifeline thanks to the strong technical expertise rooted in the company’s DNA, especially as the premier processor, handler, and all-around material expert for high-value surface sensitive materials.

As a solutions-oriented supplier, ABCO aims “to be the company that others—customers, suppliers, and employees—are excited to do business with,” which is why the company strives to deliver the highest level of quality, by investing in its people and presenting customers with a full-service partner in the manufacturing supply chain.

The post The Technical Experts in Surface Sensitive Materials<p class="company">Aluminum Blanking Company</p> appeared first on Manufacturing In Focus.