2025 was a great year, says Lean Program Manager Josh Johnston, because MMTC was able to make an impact on myriad companies across the industry. Recently, MMTC, along with its leadership team, has been spending more time embedded in the manufacturing sector so that it can focus on building lasting capabilities for its clients rather than simply providing one-time training.

In fact, he notes that as part of MMTC’s overall strategy, the organization is enhancing its consultative and advisory services alongside its training programs to deliver deeper, more meaningful support to the manufacturers it serves. “Education still remains an important part of what we do,” he says, as its foundation of continuous improvement is built on understanding both the tools and goals of any initiative.

Another focus of MMTC’s has always been to evolve to match its clients’ needs. Specifically, MMTC helps companies diagnose the challenges they face such that they can prioritize projects and initiatives that lead to changes and sustainable results.

While this priority shift has been in the works for years, 2025 was the big push forward into its implementation. To support this approach, MMTC is expanding opportunities for deeper client consultation. Dedicated MMTC Business Solutions Managers work directly with manufacturers to better understand their challenges and connect them with the right expertise and resources to achieve their goals. This approach allows MMTC to serve as a more strategic partner in helping clients strengthen and grow their businesses.

MMTC will not be abandoning its training aspects wholesale, and in line with its commitment to evolving to meet client needs, it is always assessing its offering catalogue to identify both the most in-demand courses as well as those that are no longer serving the industry. Since the team works specifically with small- to mid-sized manufacturers, many of the problems faced by these outfits are those that manufacturing organizations of all sizes are also seeing today.

Johnston says that what differentiates MMTC’s clientele is that many shop leaders tend to take on a number of roles: from general management and operations to hiring, logistics, and more. Often, these leaders don’t have the capacity to step back and think about the long-term future of the business, which is where MMTC often comes in to offer assistance.

MMTC’s business success planning—one of its primary offerings—will help these overworked and busy clients, Johnston believes. This is a process wherein an MMTC industry expert interviews the leadership team of a manufacturing organization to create a comprehensive analysis of where the company is now and compares it to where they want to be. This assessment then evolves into a practical three- to five-year road map that aligns with improvement projects, technology adoption, workforce development, and training. This way, leadership received clarity and relief for future planning while also figuring out how to keep the lights on tomorrow.

Johnston says that manufacturers today are facing greater complexity and uncertainty than ever before, and ongoing challenges, while nothing new, are varied. These include continuing volatility in raw material pricing due to fluctuating tariff policies; the industry facing an aging workforce as well as a limited talent pipeline entering the skilled trades to fill the spots; and all the hype around emerging technologies like artificial intelligence (AI). As one of the biggest global industry buzzwords today, AI is seeing a lot of excitement, yet companies often struggle with implementation and developing strategies to capture return on investment data.

Many manufacturers are hesitant to adopt the technology because they have been burned in the past by technology startups that have sold them unrealistic solutions or poorly-scoped pilot projects, or even pressured staff to adopt misunderstood tools to gain an intended early market advantage. Johnston notes that while there can be gains in efficiency and productivity, it must be implemented thoughtfully and strategically—otherwise, throwing technology onto a bad process only makes the bad process faster, not better.

With this in mind, another major focus for MMTC is to become the trusted advisor for Michigan’s manufacturers in adopting and implementing various AI technologies. As such, MMTC will be expanding its offerings to help manufacturers move out of skepticism and into practical, value-driven applications.

The team spent much of last year creating ways for manufacturers to leverage this new technology, especially since companies that are late to the table risk getting left behind. One such method has been launching a series of courses on AI in manufacturing. In the first few months of 2026, MMTC has launched six new AI-centered courses including AI for Quality Control and Inspection (using AI-enabled visions and camera systems); AI for Manufacturing Leaders (how to introduce these technologies into your organization in a strategic, responsible manner and roll out solutions from the top down); AI for Supply Chain Optimization (leveraging deep research capabilities for in-depth supplier analysis and more); AI101 & AI102 Workshops (focused on generative AI basics and advanced ChatGPT use cases); and Lean Problem Solving With Generative AI (how large language models can be used to expedite effective problem solving).

The new push into artificial intelligence systems for manufacturing is also allowing MMTC to expand physically. A new AI lab in its home of Plymouth will serve as a space for manufacturers to experience new AI technology and simulate an on-premises solution without putting a business at risk. MMTC has also been hosting workshops across Michigan to give industry people a chance to gain hands-on experience with new technology and tools.

This has been a very exciting venture, according to Johnston. “The ‘a-ha!’ moment is one of my favorite parts of the job,” he says. By demystifying these technologies and making artificial intelligence feel less intimidating for new users, MMTC provides a launching point for clients to take back their companies. Its long-term focus will be on helping manufacturers cut through the AI hype, make informed decisions, and realize a measurable return on their outcomes instead of just chasing technology for the sake of it.

Amid today’s market challenges, the Michigan Manufacturing Technology Center is energized by its renewed direction. Last year, MMTC launched the inaugural Manufacturing Insights Survey to capture manufacturer feedback on trends, strengths, challenges, and opportunities. From these responses, MMTC produced the Manufacturing Insights Report, which highlights the concerns and priorities of small and midsize manufacturers across the state while offering actionable solutions and outlining how MMTC can help them. The full report is available at www.the-center.org.

Ultimately, Johnston says, MMTC’s “goal is to not be the best-kept secret in Michigan,” but rather to be a trusted and established aid for Michigan’s manufacturers to call on for anything they need.

The post A Best-Kept Secret No Longer<p class="company">Michigan Manufacturing Technology Center</p> appeared first on Manufacturing In Focus.

Over the past six decades, Atlas Technologies has proven itself in innovative global die change equipment with automated cart technology that is reliable, durable, and prioritizes safety. Today, from its base in Fenton, Michigan, the company is stronger than ever.

After spending many years as a coveted industry specialist known mainly to a discerning few, the company today is increasingly respected for its fast die changers and robust die-movers that manage dies of 80 to 200 tons, plus its extensive line of equipment for sheet metal stamping and fabrication processes. It also recently reinvented its capabilities and its people, appointing a new sales accounts manager in the process. Its customer base and its teams have welcomed the improvements.

President David Hense is especially positive about the recent changes. “Since Stonebridge Technical Enterprises took Atlas over five years ago, we’ve been focusing on our internal processes and product development to make our entire product line cutting-edge for the manufacturing stamping industry,” he says.

This move not only stimulated product evolution but also contributed to the deeper development of its people. In recent years, in-depth staff education has translated into in-house training in collaboration with key manufacturers and the State of Michigan, in a decision that has proven to be tremendously valuable for the company’s continued success.

“We’re really proud of our employees; we have a nice team. They’re very flexible and knowledgeable,” Hense says, highlighting that watching employees new to the industry grow and flourish through focused education is a genuine pleasure.

Now, with its most recent overhaul complete, the company is welcoming new and returning customers alike to enjoy the results. “I’m an engineer,” Hense says, adding with a smile that the company’s new sales accounts manager is far better at marketing the company than he is. As its social media presence and press visibility continue growing, the firm is excited to welcome new trade partners and end users alike.

Not one to pepper conversations with commercial buzzwords, Hense instead leads by providing customers with top quality engineering and letting the premium work speak for itself. It is thanks to this approach that Atlas Technologies continues trading on a reputation for reliable, durable products and outstanding financial management. The company also invests in the latest technologies which ensure cutting-edge control systems that can be customized to suit customers’ needs.

Hense illustrates this customization with the example of de-stacking machines—heavy equipment used for feeding sheet metal on press lines. While it would be lovely to replicate these machines exactly for all customers, unique process needs simply do not allow this. “The product mixes and the mechanical strain that products place on equipment don’t make it practical,” he explains. Therefore, while key components are used across systems, every system is unique. “We pride ourselves on the ability to [adapt] to customer needs.”

Keeping itself at the forefront of innovation, Atlas Technologies perpetually pushes the boundaries of its field. As a result, there are a few fresh and innovative lines in its product reveal. Firstly, its FLEX Transfer collection comprises three series of front-to-back mounted, in-press servo transfers that move parts between stamping dies in a transfer press. This collection also offers two series of through-the-window-type transfer models—all five showcasing the state-of-the-art driving mechanics and control systems. This decision was based on the high performance and durability track records of these products. The company’s driving mechanics “are built on 40 years of proven methods and technologies. We didn’t reinvent the wheel when we came to the mechanical drive system,” Hense points out. “We used what works and made it better.”

The second collection—the Navigator Carts Series—features an expanded line of trackless transfer carts for transporting oversized loads such as molds, coils, and dies across fabrication facilities as well as components used in wind turbine and rail car fabrication, for instance, between assembly cells.

With the positive recent developments in reshoring fabrication, Hense is excited to see the process slowly beginning to take shape in the industry and on the company’s balance sheet as many of its clients return their press lines and other tooling operations to home soil. Alongside this shift, other operators are setting themselves up from scratch with greenfield sites, new facilities, and new staff. In many such instances, Atlas Technologies is invited to provide planning and fabrication support for the next decade or so. One recent contract with an international industry leader is especially exciting. “We’re excited to be part of the future that this global powerhouse of a company is presenting,” he says.

Recent geopolitical decisions have somewhat curbed international trade volumes while also reducing export volumes to the rest of North America, so the company’s current reach stretches primarily across the United States for now. Since the resulting economic situation has caused uncertainty for manufacturers in how they allocate their largest investments, business has, understandably, been slower in some areas than when trade and exportation were more predictable. As markets adjust, however, Hense indicates a rise in orders in recent months. He also points out that the company has been holding off on price increases despite a rise of 30 percent in the cost of automation control systems.

In the meantime, it continues to be an exciting time in the company’s history. “We’re proud to be part of people who are outfitting old manufacturing lines and updating them into new state-of-the-art systems,” Hense says of the innovation that is contributing to the health of the American fabrication industry and saving operators millions. To this end, Atlas Technologies offers tremendous value to companies with large heritage arrays like tandem lines. In such cases, its tracked cart series is especially favored. These are installed with robots mounted atop as robot transport carts that transfer components between presses along an entire line.

“When it comes time for die change, the robot carts move out of the way, and from the other side, a die cart enters in between the presses, and then you change the dies in the press line,” he explains. As there are many of these older systems throughout the United States, Atlas’s robot systems save on wasting precious long-term capital investments from years gone by.

Closer to home, the company considers its investments in its people as some of the most important it will ever make. While a previous period of training saw all its staff officially complete their Occupational Safety and Health Administration certifications due to a Going PRO Talent Fund training grant from the State of Michigan in 2024, new intakes are now completing hydraulics, electrical, programming, and other courses. Apart from appreciating his existing team, Hense is equally impressed with the company’s most recent appointments—capable, hardworking, and willing to learn, these young people give him hope for the future.

Putting its efforts into boosting sales and expanding market reach, the company continues leading with expert staff and legendary quality rooted in decades of evolution. “I’m really proud of this company. We have hard workers, and our people understand the needs of our customers,” Hense says confidently. It is indeed the company’s ability to evolve based on past experience and its drive to innovate a better future that underscores reaching the fiscal and cultural goals ahead. By continuing to navigate change better than ever before, this industry leader remains a constant of American pressroom automation.

The post Learning from History, Leading with Innovation<p class="company">Atlas Technologies</p> appeared first on Manufacturing In Focus.

Symbiote’s thoughtfully designed modular and heavy-duty workstations, height-adjustable tables, storage solutions, and more are a part of achieving symbiosis in the workplace to promote maximum performance and efficiency at a time when every moment and every dollar counts.

Generations of success
For more than four decades, Symbiote has delivered complete solutions for its customers across diverse industries and specialties. Backed by a reputation for quality since 1982, when it was founded by Travis Randolph, the company continues to seek out new opportunities to serve its markets and grow sustainably.

Since 2019, the company has been on a new trajectory of growth under the leadership of Travis’s son, Barrett Randolph, who has taken the reins as President and infused a fresh sense of energy and vision in the company, helping it to navigate some challenging times. Stepping up to the plate just before the onset of the pandemic—and then into the present tariff environment, which has essentially eliminated its international business—Barrett Randolph has taken charge, developing and executing a new five-year plan.

Along with a significant investment in the company’s infrastructure, the goal has been to add the manufacturing capacity to enable launches into different markets, as well as to diversify and grow sales and product development capabilities. “Part of the strategic plan that I had created about five years ago is to be more efficient, with an ability to increase sales and output without having to increase the headcount,” he explains.

“A big part of it is starting with the right people in the right seats and finding the right team to lead, and I’ve got to say that one of the smartest things I think I’ve ever done is actually hire a CEO,” he says.

Enter CEO Kerri Milarch, who was thrilled to join the team in 2023. She refers to that time as “a pivotal moment in the company’s evolution,” the fulfillment of Barrett Randolph’s vision to grow Symbiote through elevated brand awareness, expanded market share, and investment in the company’s capacities to ensure it is a place people are proud to work at and partner with.

Noting that Symbiote’s product offering has always been “exceptionally strong,” Milarch says that the investment in capacity and infrastructure has been momentous, particularly from a process improvement and documentation standpoint, which will enable the company to scale sustainably in the future.

From inventory control systems—which improve the ability to measure and utilize data and track inventory and performance across business segments—to a brand new website equipped with the digital tools a growing team of sales representatives needs, the investments are strategic and impactful. As Randolph tells us, “they can actually create the entire space for the customer digitally and provide floor plans and renderings for them upfront before they place an order. That’s not something a lot of companies like ours do, or at least they charge a lot for that service, whereas we bundle it in as the cost of business.”

Strengthening capacity and relationships
There has also been a push to streamline the manual aspects of the workflow at Symbiote, training and cross-training employees (which Milarch refers to as “nesting”) to support the company’s growth, enable faster quotes, reduce lead times, and optimize performance overall.

“The particular focus in that area was how to serve the customer better,” she says, and also how to free up Barrett Randolph “to do what Barrett does best, and that is product development. He is excellent and a visionary when it comes to research about what’s next for us.”

Through that activity, there was a realization that, to sustain demand, greater redundancy was needed, which is why Symbiote has continued to grow partnerships, cultivating a balance between in-house manufacturing and third-party support.

E Com Seating is a perfect example of that partnership in action. Like Symbiote, a multigenerational family-owned business, there is a shared commitment between the parties to elevate the performance of the spaces within which their clients work.

“They provide lab seats and chairs for laboratories, and instead of trying to develop our own lab chair, which would take years, we’ve partnered with them. They offer a great selection of products that we can immediately offer to our customers to fill out their lab spaces even better,” says Randolph.

By scaling back in this way, Symbiote can undertake some production in-house but continue to focus on the customers and their needs, as well as ongoing product development and customization. Fewer parts are being made overall, but sales are on an upward trajectory.

For Randolph, “We’re going to focus on what it is that we do well, what our customers want that we don’t offer or that doesn’t exist right now, and put real effort into making new products for them.” He also envisages getting both the company’s customized and standard lines of products to the market more effectively through an expanded sales network nationwide.

Meeting people where they are
Symbiote is respected for equipment and service that meets users where they are, creating that perfect symbiosis in the workspace. It’s not simply what the company does, but rather, how it does it, that sets it apart from the rest. Further to its investment in capacity and infrastructure, Symbiote takes a conscious approach to building a culture that encourages and empowers its people to be part of the company’s success, creating symbiosis internally just as it does with its customers.

“From my perspective, to bring the teams along, you have to win their hearts and minds and let them be a part of this,” says Milarch, and with policies and provisions such as flexible work hours, training, wholly paid health insurance premiums, competitive 401(k), and a carbon neutral facility from which to work, Symbiote is a place where people are proud to work.

Employees get more than just the satisfaction of improving their clients’ workflows; they get to be the best living example of those principles in action, thanks to a results-oriented culture that is open to change and evolution, which, to be honest, is often quite hard for family-owned operations of this scale.

From Milarch’s perspective, Symbiote is family business done right. “I couldn’t ask for more support than that from the family that owns this business because that’s what’s really going to drive our success,” she says. “Like I said, we have to win the hearts and minds of our people, and throughout these last three years, there have been some difficult times; I’d be kidding if I said there weren’t. But I have really learned to respect and enjoy this team. They are remarkably resilient, and they have an excitement about the future and where we’re headed.”

By maintaining continuous improvement, Symbiote has built an enthusiastic staff who want to be there each day and who drive value for the customer through that upbeat approach and energy.

Purpose-driven change
In any business, the ability to be successful lies in the ability to adjust, adapt, and focus on what can be controlled, and this is ultimately what Symbiote is doing to navigate the headwinds it has encountered.

“It’s a constant re-evaluation of what levers you must adjust to make things run smoothly—from what was to what will be—and again, it’s making sure you have the right team in place. You can have a great product that everyone wants, but if you don’t have stable processes and good people pulling in the same direction, it doesn’t really matter. You need a unified team to work well,” says Randolph.

For Milarch, the company has become “more aligned, disciplined, and prepared for scalable growth,” with 2026 looking good already and building on the clarity, capacity, and redundant systems in place to sustain growth internally and externally.

“We have a shared sense of purpose now,” Milarch says, and it’s time to share that with the world, creating a more defined and outward sense of brand awareness and furthering the capacity to achieve customers’ goals with unceasing care and commitment to quality and relationships.

The post Workplace Solutions that Work<p class="company">Symbiote</p> appeared first on Manufacturing In Focus.

Formerly known as Pinnacle Technology Group, this Michigan-based electronics contract manufacturer has spent more than four decades building a reputation rooted in craftsmanship and customer partnership. Today, under the leadership of second-generation President Nick Wasserman, PTG is boldly reimagining its identity, operations, and future trajectory.

From humble beginnings in hand-assembled circuit boards to a sophisticated, technology-driven manufacturing enterprise serving high-reliability industries, PTG’s story reflects both the resilience and reinvention defining American manufacturing today. The company traces its roots back to 1984, when it was founded as a small electronics assembly operation in Toledo, Ohio. At the time, production relied heavily on manual labor, with technicians carefully assembling through-hole electronic components by hand.

That changed in 1996, when Nick Wasserman’s father acquired majority ownership of the company and renamed it Pinnacle Technology Group. Under family leadership, the company began charting a path toward modernization and long-term growth.

In 2001, the company acquired an Ann Arbor-based operation that specialized in surface-mount technology (SMT), significantly expanding its technical capabilities. The acquisition allowed PTG to integrate automated equipment into its processes, dramatically increasing production speed and complexity. By 2005, it became clear that continued growth required a purpose-built facility. The company secured land in Ottawa Lake, Michigan, just across the Ohio border, and constructed a modern production plant designed to support long-term scalability. In early 2006, operations consolidated into the new headquarters, setting the stage for nearly two decades of sustained expansion.

Since then, PTG has grown substantially in size, sophistication, and market reach, now operating two facilities and employing 65 team members across Michigan and Ohio.

In January 2026, Pinnacle Technology Group officially became PTG Electronics, a change driven by both strategic necessity and long-term vision. What began as a conversation about digital marketing and online visibility soon evolved into a broader reflection on brand identity. As customer engagement increasingly moved online, the leadership team recognized the importance of differentiation and searchability in an overcrowded digital marketplace.

“We were talking about how our marketing efforts were a little behind the curve,” says Wasserman. “The way business development happens today is fundamentally different; you’re not just walking into buildings anymore or relying on phone calls, you must show up digitally, and you must be visible.”

During those discussions, the leadership team confronted a recurring challenge: brand confusion. The name Pinnacle, while familiar, had become overly saturated across industries, leading to misdirected calls and marketplace ambiguity.

The result was PTG Electronics, a name that preserves the company’s heritage while instantly communicating its purpose. “At the core of it, we are an electronic contract manufacturer,” says Wasserman. “By putting ‘Electronics’ in the name, anyone coming across our business can immediately understand what industry we serve and the services we provide.”

The rebrand also symbolizes the company’s generational transition, as Wasserman leads PTG into its next chapter with renewed energy and ambition.

Today, PTG Electronics delivers fully integrated electronic manufacturing services, supporting original equipment manufacturers (OEMs) across a wide range of industries. Its capabilities span the entire production lifecycle, from printed circuit board assembly to full electromechanical box builds.

The company operates four SMT production lines along with a suite of semi-automated assembly and testing systems. These allow PTG to rapidly place, solder, inspect, and validate electronic components with exceptional consistency and accuracy.

Beyond board-level assembly, the company offers a full suite of services including programming, functional testing, environmental coating, and turnkey box builds, delivering fully assembled and shipment-ready products. This end-to-end manufacturing approach reduces complexity for customers while ensuring quality and accountability throughout every stage of production.

Equally important is PTG’s experience as an OEM of medical training products, which gives the team unique insight into customer expectations. “As a successful OEM of medical training products, we understand firsthand what clients need from their electronic manufacturing service provider,” says Wasserman. “That perspective drives our focus on quality, efficiency, attention to detail, and excellent service.”

Indeed, PTG’s evolution over the past two decades has been driven by continuous investment in technology. What began as a hand-assembly operation is now a digitally connected manufacturing ecosystem. “We didn’t even really have automated equipment when we first got going,” says Wasserman. “Now we have four SMT lines and a whole complement of semi-automated equipment for assembly, testing, and box builds.”

The company has also begun integrating artificial intelligence into its operations, starting with AI-based quoting systems that streamline pricing and accelerate response times. Future plans include deeper system integration, allowing real-time data sharing across departments and automating data entry processes. “Soon we’ll be able to pull data faster and increase accuracy significantly. It’s going to save a tremendous amount of time,” shares Wasserman. Rather than viewing automation as a threat to employment, PTG sees technology as a way to enhance human capability and improve quality.

Another cornerstone of PTG’s operational philosophy is continuous improvement, not only in processes and technology, but also in people. For the past several years, the company has partnered closely with the Michigan Manufacturing Technology Center (MMTC) to strengthen workforce training and leadership development.

MMTC supports PTG by providing access to grant opportunities and leadership development initiatives. Recent collaborations have included supervisory training and advanced problem-solving courses designed to empower frontline employees.

“We’ve sent four people in the last year to supervisory training to understand leadership qualities, how to manage people and navigate different personalities,” says Wasserman. “We also use problem-solving courses that improve quality and operational efficiency. These programs give our people tools to make better decisions and reduce risk on the plant floor.” By investing directly in employee development, PTG builds a more capable and engaged workforce, one that can adapt quickly to new technologies and evolving customer demands.

Perhaps the most defining characteristic of PTG Electronics is its unwavering commitment to partnership. Rather than transactional manufacturing relationships, the company emphasizes long-term collaboration and mutual success. “One of our core competencies is truly taking a partnership approach,” emphasizes Wasserman. “We invest in our customers as if they are an extension of our business.”

This philosophy, rooted in the company’s family ownership, guides everything from engineering support to quality assurance. PTG prioritizes long-term outcomes over short-term margins, believing that sustained success comes from consistently delivering value.

The results speak for themselves. PTG’s longest-standing customer relationship spans 28 years, while its top clients have remained loyal for more than 15 years.

“We don’t take shortcuts,” says Wasserman. “We support our customers even when it’s not the easiest thing to do, because we know that if they succeed, we succeed.”

As reshoring efforts gain momentum across the United States, PTG finds itself well-positioned to benefit from a renewed emphasis on domestic manufacturing. All its production takes place within its U.S. facilities, allowing customers to maintain tighter supply chain control while reducing risk and improving responsiveness.

“There’s been a shift back toward manufacturing things in the United States,” Wasserman explains. “We only build here in America, and we’re very proud of that.”

Looking ahead, PTG has set an ambitious goal: doubling the size of the business within the next three to five years. Central to this strategy is expansion into high-reliability sectors, particularly aerospace. The company is currently pursuing AS9100 certification, which will qualify it to manufacture electronic systems for aerospace applications. This strategic move complements PTG’s existing strengths in the medical, industrial, and advanced technology markets, further diversifying its customer base while reinforcing its reputation for quality and precision.

As PTG enters its second generation of family leadership, Wasserman is keenly aware of the balance required between honoring legacy and embracing innovation. “We never want to lose that customer-first relationship mantra,” he says. “At the same time, we need to be quicker and more open to evolution and change.”

This stance informs PTG’s approach to AI integration and operational modernization. While the company may have entered some digital initiatives later than others, its leadership is now firmly committed to staying ahead of the curve. And, alongside its technological sophistication, PTG remains deeply grounded in its family values. The company culture emphasizes respect, accountability, collaboration, and pride in craftsmanship.

With 65 employees across two facilities, headquarters in Ottawa Lake, Michigan, and a secondary site in Maumee, Ohio, PTG fosters a workplace environment where individuals are empowered to grow and innovate. That human-centric approach not only strengthens internal culture but also translates directly into customer outcomes, creating a cycle of trust, loyalty, and excellence.

As PTG Electronics charts its course forward, the company stands at the intersection of tradition and transformation. With advanced manufacturing capabilities, a growing digital presence, expanding workforce development initiatives, and a renewed brand identity, PTG is positioned to play a leading role in the future of American electronics manufacturing.

Its journey, from a modest hand-assembly shop to a technology-driven, high-reliability manufacturing partner, serves as a compelling example of how thoughtful leadership and unwavering values can shape lasting success. For Wasserman and the entire PTG team, the mission remains clear: deliver exceptional quality, build enduring partnerships, and engineer solutions that empower customers to thrive in an increasingly complex world.

The post From Hand Assembly to High-Tech Manufacturing<p class="company">PTG Electronics</p> appeared first on Manufacturing In Focus.