Chief Executive Officer of Arlington, Texas-based MCR Oil Tools, Robertson’s extensive experience includes petroleum engineering, project management, operations management, business strategy development, and strategic planning. These skills, and a passion for innovation, are reshaping the petroleum industry, making it safer, more effective, and more cost-efficient.

It sounds like quite a claim, until you look at the facts.

To date, MCR Oil Tools has been granted over 200 patents, with 32 pending. Almost all are thanks to Robertson, who isn’t shy about his journey, including legal issues (proof once again that when someone comes up with better ideas, the praise and admiration are often tempered with jealousy).

The origins of MCR go back to 1982. When Robertson was working as an Engineering Manager for an oil service company in Fort Worth, there was an industry-wide downturn, and the business was going under. Robertson left for a local, smaller oil service company, where he proposed developing what is now MCR’s Radial Cutting Torch™ (RCT™ tool). Nowadays, the RCT tool is the company’s flagship product, safely and efficiently severing drill pipe and tubing without explosives.

This saw Robertson enter into a development contract whereby the company he worked for, Pyrotechnologies, was responsible for building 180 tools—a 25-year exclusive licensing contract with a large oil services technology company. Unfortunately, the tech giant didn’t keep the agreement, and a lawsuit followed in 1990. “Pyrotechnologies could not market the torch in any form or fashion,” says Robertson, who wasn’t initially part of the lawsuit or the licensing agreement. Cancelling his contract with Pyrotechnologies, he formed MCR Enterprises and began marketing his radial cutting torch to oilfield service companies throughout Louisiana and Oklahoma.

Better and safer
For years, pipes in the oilfield were often cut with explosives. A charge was formed to a specific shape, screwed onto the end of a wire line, then run down a hole and detonated. Even with strict safety protocols, this method is problematic. “More than 50 percent of the time, it doesn’t cut,” Robertson explains. A second cut is usually needed, and explosives can only be used in fairly cool wells.

Many wells are in the 350 to 500° Fahrenheit range, which is ideal for the MCR Radial Cutting Torch. “Our tool loves that temperature,” says Robertson. “We cut in many wells at 480 to 500° Fahrenheit, and we’ve probably made the deepest cut in the world at 32,000 feet deep in 8,000 feet of water. When the big guys are in real trouble, they call us.”

Widely considered the safest, most efficient pipe-cutting device in the industry, MCR’s RCT tool doesn’t use explosives to sever drill pipe, coiled tubing, and casing, but thermite, which is nonexplosive and nonhazardous. “We’ve never had an accident or an incident in 40 years, and we’ve shipped more than 40,000 tools all around the globe,” says Robertson.

Robertson developed his revolutionary new technology in the 1980s and 1990s, offering the oilfield industry a safer, nonexplosive, thermite-based technology. A mixture of aluminum powder, iron, and/or other metal oxides, thermite can reach temperatures of 2500 degrees C (4500 degrees F). Despite this high energy output, it is stable to transport since thermite requires extremely high temperatures to ignite.

Shouldering the responsibility
Robertson’s innovation came with “a lot of responsibility, and a lot of scrutiny,” he says. Years ago, the only competition for his RCT technology was explosives, which are dangerous to store, handle, and transport, and come with myriad regulations. The MCR Radial Cutting Torch changed the landscape, offering customers a much better, safer product that could reach them quickly.

“When a pipe is stuck, it can cost oil and service companies significant amounts of money, because time is of the essence,” says MCR President Cory Huggins. In 2019, 2020, and 2021, Huggins says “a few bad actors” contacted the U.S. Department of Transportation (DOT) and attempted to influence their regulation of the thermite product. If MCR’s Radial Cutting Torch were deemed a Class I explosive, it would no longer be considered nonhazardous and nonexplosive.

Ultimately, MCR Oil Tools had to sue the U.S. Department of Transportation for its actions and successfully received relief from the Pipeline and Hazardous Materials Safety Administration (PHMSA), an arm of the DOT. “This comes just under a year after our landmark legal victory in the Fifth Circuit Court of Appeals, which confirmed the nonexplosive nature of our technology,” says MCR on its website. “PHMSA has also acknowledged that it is reevaluating its interim thermite classification policy and will be seeking input from domestic manufacturers like MCR.”

MCR is allowed to ship its proprietary B15 thermite mix as a nonrated material. For customers, this win means lower shipping costs, faster worldwide delivery, and easier access for oilfield operators to the company’s safe and field-proven technologies.

“We finally convinced PHMSA that we were not an explosive,” says Robertson. “You can take our tool and put it in the belly of a passenger airplane. If the plane caught fire mid-flight, all the aluminum would melt away at 660° Centigrade, which is about halfway to the ignition temperature of thermite. That is one of the most robust aspects of the technology; it is extremely stable. When other explosive-based technologies and hazardous materials are activated at lower temperatures, our thermite activates well north of 1000° Centigrade.”

Training and licensing
Taking safety seriously, every company using MCR oil tools pipe-recovery and well-intervention systems, including the RCT, is required to enter into a license agreement and be trained and certified. “You won’t encounter personnel in MCR coveralls at a rig site,” says Huggins. “We do not operate a service arm; we are a technology and R&D company. Our model is to license our technology to service providers and deliver the training required for its effective use.”

Since 1992, Bill Boelte has led the company’s robust training program. “We take training very, very seriously,” he says. “It’s a unique product; when Mike developed this technology, it was the first of its kind. The thermite cutter did not exist in the marketplace, so training was critical in that cutting pipe was not new, but the method that was used to sever the pipe was brand new.”

Like the RCT, the Perforating Torch Cutter™ (PTC) is a safer, dependable alternative to using explosives in the oilfield, and “effectively perforates coiled tubing, tubing, casing, and drill pipe without the use of restrictive technologies,” according to the company. Once the tool is lowered into a well and reaches the appropriate depth, a thermal generator is activated. Internal pressure increases, and the pipe is perforated when plasma exits through the sides of the torch nozzle.

Made in America
The RCT, PTC, and the company’s many other products are all made in the USA with American materials. MCR manufactures approximately 95 percent of the hardware it sells, while the remaining five percent requires specific manufacturing processes that are outsourced domestically.

MCR’s dedicated team includes engineers, designers, and lathe and mill operators using CNC machines. Qualification processes are performed in-house, and the company’s quality management system (QMS) has been refined over the years to ensure consistency and reliability throughout the supply chain.

“We have an approximate 98 percent success rate in the field, which is astounding,” remarks Huggins. “We attribute that not only to our training and our licensees—our customers that we work with—but also the steps that we take here before our customers receive the product.”

Adds Robertson: “MCR retains full control over its internal quality management system, enabling flexibility and the ability to meet customized customer quality requirements.”

MCR works directly with large oilfield service companies, and being near an international airport makes it easy to ship products worldwide. Sometimes, customers will come to Texas. In one case, a high-profile client with a well in Indonesia engaged two flight crews, rented a 747, and flew to MCR to pick up tools. “The combination of a nonhazardous material classification and in close proximity to Dallas-Fort Worth International Airport allows us extreme flexibility to transport our product efficiently, effectively, and under extreme time constraints,” says Huggins.

Innovating new opportunities
MCR’s ability to do its own prototyping is another example of the company going far beyond just selling products. In one case, MCR got a call for a deepwater job for a much-needed technology that… didn’t exist. Within just 72 hours, the company developed a tool specifically for the application, tested to the correct parameters in MCR’s 30,000 psi pressure vessel. The tool was deployed within 48 hours, and the cut was successfully carried out later that week.

Says Huggins, “Within one week, we received a call from a customer—where we did not have a production off-the-shelf unit—and we internally qualified for their specifications and presented them with a unique technology that no other company could provide. So the rapid response is not only us getting product into our customers’ hands; it’s also for custom development. That is extremely critical, and sometimes larger companies struggle with that process.”

MCR’s reputation extends beyond its dedicated customers. In 2024 and 2025, the company was recognized as one of the Top 100 Workplaces in North Texas by the Dallas Morning News. And where many businesses say they treat employees like family, MCR acts, even supporting staff members who are unable to work through serious illness.

MCR Oil Tools sees a future where its already considerable influence in the oil industry expands even further. “We have other products we are working on that can revolutionize the oil industry as we know it today,” says Robertson. “This includes a product that will enhance old wells to produce 20 times what they are producing at their current state. Treat those wells, and get much more oil extracted than they ever dreamed possible.”

Indeed, from hard-won legal battles to groundbreaking technological advances, MCR Oil Tools’ journey reflects a company built on resilience, precision, and an unwavering commitment to safety and innovation. Under Michael Robertson’s leadership, what began as a single idea has grown into a globally trusted suite of solutions that continues to challenge industry norms. As MCR looks ahead to its next wave of breakthroughs, its story stands as a powerful reminder that true progress often comes from those willing to rethink the status quo.

The post Redefining Oilfield Technology<p class="company">MCR Oil Tools</p> appeared first on Manufacturing In Focus.

In an executive order signed on February 1, President Trump levied 25 percent tariffs on all products save for critical minerals, potash, and energy, at 10 percent. The justification at the time was national U.S. security and—according to the White House—“to address the flow of illicit drugs across our northern border.” The White House did not mince words about guns, gangs, and cartels, challenging Canada’s decades of friendly relations with the U.S.

Since February, Trump’s position on tariffs has changed almost daily. Following threats of a 25 percent tariff on non-American automobiles and auto parts, his stance softened slightly at the end of April, applying only to parts not compliant with CUSMA (Canada-United States-Mexico Agreement) and non-U.S. portions of assembled vehicles. In another bombshell, Trump doubled tariffs on steel and aluminum imports from all countries, to 50 percent. With Canada the top supplier of aluminum and steel to America, this perturbed and confused many in the Canadian industry, including Neil Rasmussen, president of Bri-Steel Manufacturing.

Navigating highs and lows
Company President Rasmussen has experienced many highs and lows in the steel industry over the past three decades. During that time, the world saw a downturn in the early 2000s following the burst of the dot-com bubble and COVID-19-related chaos, including supply chain disruptions and work stoppages. As challenging as these issues were, the present tariff situation more closely resembles a game of speed chess, except the rules are constantly changing.

However, instead of sitting and awaiting President Trump’s next move, Rasmussen is out there advocating for the industry online and in person. He has been to Washington, D.C. at least six times in the last three months, meeting with senators and congressional representatives, the Department of Commerce, and the Office of the United States Trade Representative (USTR).

For Rasmussen, championing the steel sector is not new—having made appearances on BNN Bloomberg and other programs to discuss tariffs in the past—but this time, things are different. For all his efforts, he says there is no real mechanism to help, because even if his advocacy becomes part of a bill, it still has to go to Trump for sign-off.

“I just need an audience with him [President Trump], because I think he’d understand. It takes time to build factories, and we want more new factories here,” says Rasmussen, who also actively posts on LinkedIn about tariffs, clean energy, oil and gas, and steel exports. “We want more new production here; we don’t want less production, or no production. We are good at making raw steel, but not good at making products—not as good as the Chinese, anyhow. We should be taking advantage of them and their technologies, buy it all up, and set up all sorts of factories around here right now.”

Calling the present tariff situation unpredictable is an understatement, with wild drops in the markets, and Rasmussen believes actual discussions with steel industry experts are the way forward. “It damages the markets too much, and the whole perception out there is [one of instability]; it makes you feel unstable. And when you are investing billions of dollars in these new refineries and petrochemical plants and power plants, you want stability when you’re costing.”

Facilities in Canada, U.S.
Bri-Steel is North America’s top manufacturer and distributor of large diameter steel pipes, used by customers in oil and gas, energy, resources, construction, civil engineering, and architecture. Long-established in Edmonton, Alberta, the company opened a second North American Thermal Pipe Expansion (TPE) mill in Enid, Oklahoma a few years ago.

Unlike some steel mills negatively affected in recent years, Bri-Steel slowed its production but kept going during the pandemic. Realizing the company needed more capacity led to Rasmussen’s investing in the creation of a second plant in America. In searching out different locations, Enid was at the top of the list. Representing millions of dollars in investment, the Enid location has the latest manufacturing equipment and technology, says Rasmussen. This will see Bri-Steel continue improving its industry-leading line of products, including seamless carbon steel and alloy steel pipe 12” to 36” in diameter, with a wall thickness of up to 3”.

Up and running since January 2025, the new facility is massive—about 330,000 square feet on 46 acres. Fully renovated, the second location has room to grow. “This facility has enough infrastructure for future expansion and provides the company with multiple options to produce a hyper-efficient factory that can survive even the worst of times,” according to a January 2023 media release.

The new location will continue producing to meet all major industry standards, will continue with its API Q1 (American Petroleum Institute) quality system, and will expand on the Monogram program. The new site is near colleges and an Air Force Base, making it easier to hire its team of 76. “There are lots of quality people to choose from,” says Rasmussen. “It’s been a great experience coming down here; they are very business-friendly.”

The location essentially duplicates the company’s original Alberta site and includes two lines of thermal pipe expanders that can handle 12” to 36” diameter seamless pipe, new blasting machines, ultrasonic and hydrostatic testing equipment, full labs, and more. “Everything to make the pipe and finish the pipe, it’s all here,” Rasmussen says. “It’s a nice-looking operation.”

By comparison, the cost of getting more power into Canada was greater than the entire U.S. facility. Best of all, there is room for more staff, machinery, and production. “We have had such positive feedback from the people in Enid, and the State officials have been excellent to deal with,” said Rasmussen in a press release. “We are excited to bring back 12” and larger seamless pipe manufacturing to the USA and to fill the void left behind by US Steel. This is a true Southern Expansion!”

The need for stability
Along with tariff chaos, Rasmussen says Canada’s federal government needs to shape up. Another issue is the TRQ, tariff-rate quota, an often-confusing, two-tiered tariff system. Some issues encountered by Bri-Steel include incorrectly entered tariff codes. Rasmussen has tried to give officials a system, but they don’t have the people or resources to understand it well enough, another source of frustration.

“From 2024 to 2025, the amount they are allowing in on their quota system is around 50 percent of what the market needs to consume,” he explains. The company needs steel tubes to make its pipes, and the tubes have to be imported. Bri-Steel is lumped into the TRQ, and there is only one seamless pipe mill in Canada—Algoma Tubes in Ontario, which makes 2”, 3”, 4”, and 6” diameter products. “They can’t supply the market with what it needs, and when you completely block out 50 percent of the supply, what’s going to happen to the country?”

Owing to constantly changing tariffs and the TRQ, it can be hard to even generate quotes. Some clients are holding off on projects and just maintaining their systems. “It is stalling and stagnating growth in Canada,” Rasmussen tells us from his Oklahoma office. “We are at a point now where we are looking at investing another $30 million down here to build our own raw materials, to be able to supply ourselves with tubes out of the domestic steel—because with our product, it comes from a billet that goes to a mill, then its heated and there’s a hole through it, a hollow, then we take those hollows and expand them into pipe dimensions. There’s no mill here that does that middle section in Canada or the U.S.”

Paying between $900,000 and $1 million every month in tariffs alone may prompt Bri-Steel to invest even further in its American operations, which recently achieved API certification.

Pipe Tools app
Along with regularly updating its website, blog, YouTube, and other social media, Rasmussen regularly posts on LinkedIn. Another tool is the company’s free Pipe Tools app, available at https://apps.apple.com/us/app/pipe-tools/id372454624.

In the process of being updated, the app is ideal for salespeople, engineers, oilfield workers, pipe purchasers and others to create accurate estimates. The idea was born when Rasmussen had a conversation with a customer in Tennessee who was confused by price per meter, per foot, and by ton conversions. “There was nothing like that on the market at the time,” says Rasmussen of the app, which will also see a new release on Google. “We were the first ones out of the gate with such an app, and a lot of others are trying to duplicate it in different ways. We’re going to put some AI components in the updated version, and it’s going to be terrific.”

Although the present tariff situation is certainly challenging, Rasmussen looks forward to growing Bri-Steel, adding more production and further product offerings. “A year from now, I plan to be in full construction at the new facility,” he says. As the industry navigates ever-changing waters, we look forward to seeing what else Neil Rasmussen and Bri-Steel have up their sleeves in the years to come.

The post Standing Up for Steel in Stormy Weather<p class="company">Bri-Steel Manufacturing</p> appeared first on Manufacturing In Focus.

“We offer the most comprehensive array of cryogenic services for the manufacturing industry under one roof in all of North America,” says Assistant General Manager Ryan M. Taylor. This is a bold statement, but the truth is, no other supplier even comes close to Nitrofreeze.

Some solely do cryogenic treatment, cryogenic deflashing, or cryogenic deburring. Others handle just deflashing and deburring, and some focus only on cryogenic treatment, thermal cycling, or shrink fitting. By providing all these services and more, such as thermal cycling, helium processing, dry ice blasting, other cryogenic part-enhancement processes, and equipment rentals, Nitrofreeze Cryogenic Solutions truly functions as a one-stop shop.

“That’s how we set ourselves apart,” Taylor says, although he notes that the company also performs process development work and qualification runs for some customers, including performance and operational qualification.

Strong core values
The respected Cryogenic Institute of New England, Inc. stands in the City of Worcester, Massachusetts. Operating under the brand name Nitrofreeze Cryogenic Solutions, it’s referred to by many simply as Nitrofreeze. Certified to both ISO 9001:2015 and International Traffic in Arms Regulations (ITAR) standards, Nitrofreeze is the kind of company that clients of all kinds trust completely to get the job done quickly and professionally.

With the well-defined mission, “Serving, enabling, and empowering others is our greatest opportunity to make a difference!” Nitrofreeze’s strength comes from sturdy values such as integrity, exceeding customer expectations, and being a respected part of the Worcester community.

Internally, these values extend to the whole team, with the company creating a culture that welcomes opportunities for advancement, supports respect, dignity, and diversity, and operates with the utmost respect for safety and the environment. This spirit exemplifies Nitrofreeze’s commitment to provide customers with a competitive advantage through the use of cryogenic technologies while adhering to core values of integrity and strict workmanship standards.

Quality and service
The company’s story began around 2001, when Robin Rhodes purchased a Connecticut company called Nitrofreeze, which specialized in cryogenic treatment. As the new owner and president, Rhodes soon moved the business to Massachusetts.

Realizing cryogenic treatment alone wasn’t enough to expand the business, he set up additional services to enable growth and brought in deflashing machines from California. To ease the handling and delivery of the nitrogen tanks, Rhodes moved the company from an upper-level old mill space to a ground-level location.

“Rhodes started deflashing as a service, and realized there was growth there,” Taylor explains. “And that side of the business has been our main driver for nearly 20 years.”

Taylor himself, who had been with Nitrofreeze Cryogenic Solutions from 2007 to 2014, brought his extensive background in sales, marketing, and business development back to the company about three and a half years ago. He realized during his first tenure that although the company had a website, it wasn’t actively marketing its deflashing and deburring capabilities. It wasn’t long before these services were being extensively advertised, setting off “astronomical growth.”

In 2010, the company purchased its own 5,000-square-foot building and, prompted by the growing demand, went from one deflashing machine to four in a matter of just a few years.

Today, Nitrofreeze provides cryogenic services and equipment to clients in numerous industries. Key sectors in recent years have been medical and automotive, as well-known car manufacturers are opening or expanding plants across the United States.

The bulk of Nitrofreeze’s work deals in small, intricate parts, ranging from parts like Teflon and silicone gaskets—half the size of a pinky nail—to surgical caddies at the larger end. Used in operating rooms, these medical-grade caddies are usually made of polypropylene and hold surgical instruments. “We run one at a time, and they’re flawless when they come out,” Taylor tells us.

On the automotive side, Nitrofreeze recently did some work on molded parts used inside Mercedes-Benz, BMW, and Audi headlight enclosures. “If you’ve got something that’s a [quantity of a] million or less, that’s the sweet spot for us,” says Taylor, although the company has processed upwards of 10 million parts per year depending on the part’s respective geometry.

Saving time and money
Removing unnecessary bits known as burrs from parts by hand is expensive, tedious, and slow. Taylor has been in factories where employees at conference-sized tables were using microscopes to perform deburring. And of course, parts can’t be deburred by hand anywhere near as quickly as they can using Nitrofreeze’s services, to say nothing of the risk of contracting carpal tunnel syndrome over time.

“[Our advantage] is multifaceted,” says Taylor. “The first aspect is time, and time is money. Instead of paying employees, we can run hundreds or even more than a thousand parts per hour, and turn parts around in two business days.” Usually, lead times are between two and five business days, with same-day and next-day services available at an additional cost.

“Most of what we do is thousands of parts at a time,” Taylor says, as he describes the risks of deburring by hand. “If you take off too much material, you’ve got a scrap part. But our process is largely non-abrasive. We’re not freezing the part all the way through; because the flash and the burrs are so much thinner, that’s what freezes. And when they start ‘tumbling,’ that’s what removes some of it, and then blasting does 80 percent of the work.”

Deflashing is for molded parts made from silicone, urethane, rubber, or plastic. For proper function, extraneous material must be removed. These parts are chilled with gaseous nitrogen, tumbled, and blasted with fine polycarbonate media that’s almost sand-like. Once this is done, the parts are cleaned and dried. If a customer requests additional cleaning, this can be done in an isopropyl bath or a wash. The same process applies to deburring.

“Predominantly, we are working with four forms of material,” Taylor explains. “We are doing plastics, rubbers, some aluminum, and some forms of stainless steel.”

As Assistant General Manager, he is optimistic about the future of Nitrofreeze. This year, the company is on track to see eight to ten percent growth, and one of his goals is to enhance Nitrofreeze’s partnerships with manufacturers of the equipment the company is currently using and selling to customers.

“On the service side, the three drivers are deflashing and deburring, which I group together; dry ice blasting, which is an opportunity; and then cryogenic treatment,” he says. “I’d like to see us do more deflashing and deburring, that being the main driver, but also see the other two lines pick up. It would be nice to get more machine cutting tool customers and a more regular cryogenic treatment line. We continue to push the deflashing, deburring, and dry ice side of the business—I think that’s the opportunity to grow for us.”

The post Turning Parts Into Perfection<p class="company">Nitrofreeze Cryogenic Solutions</p> appeared first on Manufacturing In Focus.

Introducing new Heat Pump solutions alongside an existing High efficiency combustion product portfolio, Viessmann is a global thought leader with an impressive presence across the continent. Providing sustainable heating, cooling, water, and air quality technology, the company’s talent for pushing the envelope on continuous evolution provides reliable, durable comfort to millions.

With a proud heritage rooted in Germany, Viessmann has been a global pioneer in heating and climate technology since 1917. Now part of Carrier Global Corporation, an international leader in intelligent climate and energy solutions, Viessmann continues to advance its legacy of innovation. While its early success was built on world-class boilers and cutting-edge heat exchanger technology, the Viessmann Climate Solutions portfolio today reflects more than a century of engineering excellence and forward-thinking development, with exciting new energy-efficient options to come.

2026 will see the expansion of the company’s Viessmann Residential Electric Product portfolio, featuring a state-of-the-art air-to-water heat pump, air-to-air ductless and ducted heat pumps, and a new advanced ground source heat pump. “[The new pumps] put us in a position to cover our bases on intelligent heat pump solutions for heating, cooling, and even domestic hot water production,” says Alejandro Gilson, Product Line Manager. “So that’s where we are right now with our residential electric portfolio.” This is in addition to outstanding legacy favourites that come complete with digital apps.

At Viessmann, meeting market demand means considering more than just long-term outcomes, product performance, and cost. True customer satisfaction translates into taking care of details like fuel restrictions, fuel type capacity, geographic and extreme weather considerations—to mention just some aspects of what goes into the behind-the-scenes engineering of any Viessmann product. To achieve this means stepping out of the office and into the customer experience, while asking the right questions.

By taking the time to sit down and genuinely hear what end users are saying about product performance, the Viessmann team harnesses data to enhance existing technology and plan future products. These conversations also include distributors and contractors, whose feedback often comes through coordinating with the field sales teams. Moreover, in-person surveys, field research, and research session groups all form part of the company’s information-gathering phase, which ultimately is the foundation of its continuous improvement strategy. “We also use net promoter score (NPS) surveys as a means to gather information,” explains Sandra Folleville, Marketing Manager. These surveys are based on customer loyalty, measuring how likely people are to recommend the brand to others.

As a result of all this planning, the company’s first geothermal heat pump in the North American market is a powerful piece of equipment that genuinely packs a punch, as described by Gilson. That is because the Vitocal 100-WA ground source heat pump sets itself apart by being impressively adaptable. Built to not only serve end users but also to relieve the volume of inventory distributors traditionally have to carry to respond effectively to customer needs, this system is considered to be up to five times more efficient than electric resistance heat, according to Gilson. Its cooling capabilities are excellent, and its energy efficiency is outstanding. Moreover, the product is durable, providing performance, efficiency, longevity, and consistent comfort in new construction and retrofit applications.

“There may be an application where a customer needs a specific return air configuration. Our design allows you to configure for left, right, or rear return without any additional accessories, so you’re able to configure your unit easily in the field,” Gilson says of the system, which comes complete with an information display panel and desuperheater coil with pump for domestic hot water production. That means that every Vitocal 100-WA unit easily adjusts to the configuration that the customer needs. “The design is made to minimize the inventory requirements at the distributor, so one size can be left, right, or rear configured. It can be domestic hot water-producing or not. That’s the choice of the end user or contractor,” he says.

New Air to Air Heat Pump Product Lines include the powerful Vitocal 100-S and 200-S ductless and ducted heat pump systems. Together, these powerful air-to-air heat pumps provide comfort in all weather and all building types while ensuring that all installation types are covered. Vitocal 100-S Single Zone Ductless Systems provide highly efficient heating and cooling to a single zone, while the 200-S Multi Zone Ductless systems can provide that same comfort in up to five zones on one Heat Pump Outdoor Unit. A huge advantage to these systems is the ability to provide forced air heating and cooling without the need for ductwork, great for older buildings or additions where installing ductwork is problematic.

The Vitocal 100-S Ducted heat pump solution is a high-efficiency inverter heat pump for centrally ducted applications. Providing a powerful performance and efficiency boost that adapts seamlessly into new or existing ducted systems, this product is another Viessmann minimal installation concept. “It features a side discharge inverter outdoor unit similar to the Vitocal ductless line, but is geared specifically toward central ducted applications, making it compatible with existing 24-volt thermostats, existing unitary line sets, and existing ductwork,” Gilson adds.

Finally, there is also the Vitocal 100-AW, which was launched in the past two years. As a complete air-to-water hydronic heat pump providing domestic hot water, heating, and cooling, this system features a Monobloc Outdoor Heat Pump Unit, Intelligent Indoor Unit with Backup Heat, 20-gallon steel buffer tank, and optional 53, 66, or 79 Gallon Indirect Domestic Hot Water Tanks. This heat pump is available in three sizes and is future-ready with low global warming potential (GWP) gas.

These innovations are just the beginning. “We are going to continue building out and looking to the future of this portfolio in this segment of the market to continue to provide high-performance solutions that meet the needs of customers as well the changing energy requirements of the market,” Gilson says.

Naturally, none of the company’s success would be possible without the extensive network of people bringing it to life. Without their dedication and drive to empower North Americans with quality heating solutions, Viessmann would be nothing but a name. “None of this would be possible without a great team… It’s not just the product development, the engineering; it takes an entire village to do this,” says Gilson. “I would like to thank everyone who’s been involved on our side for trusting us to do the right thing for the organization and for the customer. It’s a big deal to make sure that we make the right products and we’re successful in the market and meeting all the requirements,” he adds.

And so, the Viessmann vision continues, heating and cooling North America with superb quality, featuring the latest technology. By connecting products and systems via digital and advanced technology platforms and services, the company’s offerings serve modern users’ needs just perfectly. By maintaining a perpetually evolving, premium product range and leaving no stone unturned to suit every geographic or weather situation on the continent, Viessmann’s scope for expansion in both the manufacturing and construction spheres remains impressive.

The post Packing a Punch<p class="company">Viessmann Manufacturing</p> appeared first on Manufacturing In Focus.

Axiom Material Handling Solutions is one such company. Axiom brings all major trades together, including fabrication, millwrighting, piping, material handling, and project management, renowned for having much of its team across Canada and the United States specializing in installing the mechanical systems that power modern warehouses and online-order distribution centers. From conveyors to automation equipment, Axiom brings projects to life with precision and reliability—and grows by putting its people first. The company’s work helps to move products efficiently, safely, and reliably. And they believe a strong, supported team is the foundation for long-term growth.

As a specialist in the field, Axiom is also known for supporting its customers with engineering, permitting, fabrication, and other services that help these organizations operate optimally and drive value. Despite COVID-19 having thankfully been consigned to the past, the company notes that manufacturing delays still occur due to ongoing and evolving geopolitically related backlogs, and this is where Axiom’s creativity and strong problem-solving skills shine.

In search of the best
Axiom’s approach to developing staff and promoting from within means that many of its best people choose to stay and grow with the company for the long term. In fact, one of the company’s secrets to successful team management came from one of its homegrown managers, finding opportunities for systems to be improved upon.

The company’s balance between fostering robust growth and nurturing a satisfying work environment has made it into an increasingly popular employer. And, as more young people realize what a good living millwrighting, a licensed red seal trade, offers in Canada, more are looking to enter the industry, boding well for the company’s long-term workforce needs.

Rolling out in North America
Based in Cambridge, Ontario, Axiom has steadily expanded its footprint in Quebec, Alberta, British Columbia, Nova Scotia, and New Brunswick. Since formally entering the Quebec market in 2020—and operating with an RBQ license on multiple high-profile projects—Axiom has seen exceptional growth. “We’re strengthening our focus in Quebec because the momentum there is remarkable,” says Mark McGuire, Program Manager overseeing the company’s new staff rollout. “It’s a market where we’re well-positioned to take on more and continue building our presence.”

By employing Québécois, the team hopes to forge a closer bond with its clientele, building on its legacy as a company. Axiom is also developing a reputation as a tenacious company that provides spectacular support to its customers, wherever they are in North America. “We’ve hired team members in BC, as well as getting more licensing in the Vancouver metropolitan area,” McGuire adds.

The company’s popularity is also growing in Calgary, Alberta, where Axiom’s services are favoured by big names like Amazon, FedEx, Loomis, and the region’s vertical farming outfits. In fact, the Alberta region is currently one of Axiom’s strongest, with strong new growth also evident in Halifax, Nova Scotia. Business is so good there that the company has decided to set up a service to its customers in the Vancouver area from dedicated floorspace within a sister company facility.

Axiom’s presence in the United States has also been expanding for the past three years. At present, the company’s strategy involves identifying which states are its most potentially lucrative locations and where the company should focus on obtaining full licensing to expand its offering. By empowering existing staff members to support licensing as guarantors on its behalf, the company is also providing people with a sense of belonging, which, in turn, improves tenure.

McGuire is positive about how Axiom’s North American expansion strategies can improve the company’s status as a high-value employer and service provider. “It’s an opportunity as well to refocus our skills, meet people in the industry, and to see the growth that’s actually happening and shaping North America,” he says.

Prioritizing people
A key element of Axiom’s healthy company culture is its commitment to providing staff with robust health and safety standards. One of these Canadian initiatives, the Certificate of Recognition (COR), recognizes companies that practice what they preach in providing workers with a safe and healthy work environment.

Moreover, COR helps the company attain and maintain its safety standards, keeping it on track and ensuring no effort is spared in its mission to protect customers and keep its staff safe. “COR isn’t automatically going to make our team safer, but it is going to give us a framework to measure ourselves by,” McGuire says of the practical, measurable outcomes the program provides.

By maintaining annual internal and external audits, the COR program helps the company meet its standards in a realistic and achievable manner. “The certificate of recognition helps to keep everybody accountable and honest,” McGuire says. With the entire team buying into the program, keeping PPE in proper use and up to standards while keeping its facilities safe is the cultural norm and a full team effort at Axiom.

The COR initiative has also helped Axiom improve the quality of its regular communication. With regular discussions on course requirements, the quality of PPE, mentorship, and more, the company supports an ideal environment for personal as well as professional growth. It also invites its leaders to reflect on the efficacy of their approaches and methodologies. At the same time, this process allows for continuous assessment of staff members in their roles, allowing the company to help its people flourish by ensuring each person’s role is right for them—and adapting or changing it when it is not.

“The team is incredibly communicative. I think part of that comes down to the autonomy within the environment established by our CEO, Joe Sferrazza,” McGuire tells us. Managers are given the space they need to establish routines and traditions that work for their team, he says. From weekly project meetings and biweekly sales gatherings to monthly safety meetings with supervisors, Axiom’s leaders believe in creating optimal ecospheres of connection where efficiency and communication drive the company’s future.

A competitive market
With Southern Ontario becoming a competitive labour and millwrighting market, Axiom’s team is spoiled for choice. “People are starting to see that there’s relevant pay and compensation that’s coming from working in millwrighting, which is fantastic,” says McGuire.

A competitive market naturally means high standards, and so Axiom enjoys collaborating with competitors from time to time. It also means that millwrights are free to move where they can find the best opportunities, improving the market even further. As the company works across Canada and beyond, staff who prefer travelling and those who prefer staying in one place are happily accommodated accordingly.

“The goal is to double down on these investments and create opportunities for team members so that we have the kind of reach where we can support customers on all types of projects,” McGuire adds.

Best of the best
With an entire team of tremendously hardworking, passionate people to take the company forward, a few stand out at Axiom. By leveraging the opportunities available to them, these notable team members have transformed themselves and the company through their commitment.

Among those who stand out are Val Rose, recognized for her exceptional expertise in safety systems; Saahil, for his diligence and passion; and Pradeep, Andrew, Ashton, and Fabian, each of whom has earned strong praise from clients in recent months. McGuire also highlights Gurmeet Singh and Mark Fulcher for their outstanding contributions to team strength and the continued success of Axiom’s Western operations—examples of the culture and standards the company is committed to preserving as it grows.

By maintaining a wholesome work environment and a culture of excellence and inclusion, Axiom knows that continued, responsible growth is absolutely within reach. “We won’t grow responsibly as a company if we simply chase volume. We have to balance quality, safety, and trust within that,” McGuire says.

“Holistically, the more trust that we earn from our clients—one project, one partnership, one leader at a time—the bigger the opportunity to grow the company over the next two years.”

The post One Project, One Partnership, One Leader at a Time<p class="company">Axiom Material Handling Solutions</p> appeared first on Manufacturing In Focus.

Designed and manufactured in Europe, alkus^® launched in North America in 2017, where it continues to be adopted by progressive construction professionals that appreciate the company’s value and performance. As Kenneth Clisso, Business Development Manager for North America, puts it, “I’ve been in the concrete forming business for about 40 years now and this is the best product I’ve ever had to sell.”

The alkus^® difference
alkus^® Innovative Systems come in two varieties: the AL, which is constructed with aluminum-reinforced polypropylene and is used for wall, slab, and special structural elements; and the GM, which is the company’s first iteration made from fiber-reinforced polypropylene.

Thanks to their material composition, alkus^® solutions have effectively replaced traditional wood formwork and eliminated the many challenges, issues, and rework that can result from its use. Unlike their wood counterparts, the polypropylene panels are impervious to swelling, rotting, and the frequent need to replace or repair, which is time and labor intensive and drives up overall costs.

alkus^® panels have been proven to last 1,500 uses and over 20 years thanks to their innovative design, their unique system of repair, and the seven-year warranty they are backed by, unmatched in the industry. However, in an industry that is typically slow to change, highly innovative products that shake the very foundation of how things are done often face resistance. But between the technical performance of the panels and the financial breakdown and sustainable nature of the formwork, their use becomes an offer that people simply cannot refuse.

“Initially there is some resistance because of price—and it’s not just our price, but the price of anything that’s innovative and anything that is a long-term solution that lowers costs in the long run,” says Clisso, noting that while initial costs are greater, over a 10-year timeframe, there are significant savings to be had.

Plywood needs to be replaced often (certainly more than once every 20 years), and with trade disputes festering around the world and the challenges related to softwood lumber, prices aren’t likely to come down anytime soon. There is also the issue of disposal fees cropping up in places like California where charges are incurred for things like heavy laden plywood, as well as the time and labor costs associated with transportation and disposal.

This is a non-issue for alkus^® as the product holds value on construction sites beyond their use as formwork, instead being repurposed as mudsills and shoring supports, which extends the life and value of the product.

The company’s European footprint has also been designed to be circular in nature. As Matthew Pescador, CEO, alkus North America, explains, “They’re actually recycling nearly 100 percent of the material. They take all the polypropylene, they’re able to separate it, and they regranulate it and feed it right back into the extrusion process. The aluminum gets bagged up and they send it to an aluminum recycling facility, and they actually get paid money for sending it back,” he shares.

“So the idea becomes, ‘How do we implement this worldwide?’ because green construction is the way of the future. There are limited resources in the world, and we have to be good stewards of the natural resources that are out there, so this is something we are looking to implement in the United States.”

A new path forward
Further to implementing a recycling plan in the U.S., there are also plans in the works to establish domestic manufacturing over the next several years to ensure that demand can be sustained and product can more efficiently reach the market, which is an important next step as the brand gains traction all over the world.

“Green is really the direction that construction is going in. That’s why a lot of these really big mega projects have to be LEED and otherwise certified; [project owners and builders] realize the implications for the long term,” says Pescador.

In Switzerland, green construction materials are mandated on projects, with non-renewables like plywood formwork outlawed, which is demonstrative of the progressive stance of the country’s construction industry to operate sustainably.

Governments in North America have the same opportunity before them to make legislative changes that support the future sustainability of the sector. Organizations like the ACI (American Concrete Institute) can be the voice of the industry in pushing for changes that could have a resounding impact on the quality of projects and the mitigation of environmental impacts. And while many early adopters and progressive partners have already made the switch to alkus^® solutions, writing them into project specs on countless projects, others can begin to follow suit.

For Pescador, the market potential is massive and alkus^® only needs to capitalize on a fraction of it to feel the impact—not only on the company itself, but on the customers who use its solutions to improve the technical performance and sustainability of their projects.

A winning solution
The team at alkus^® (and anyone who has used the product) knows that this formwork solution is second to none, and the company is working hard to ensure that the greatest number of construction professionals have access to it.

In addition to investing in the company’s production capacity, alkus^® has also added talent to cover a greater service area in the North American market with the addition of a new Business Development Manager for the south who Clisso has spent time training.

“They are being trained by Ken to capitalize on all the industrial work that’s going on there right now,” says Pescador. “That’s why we’re making the investment to hire, because we see that the demand is out there.”

Numbers don’t lie and when it comes to alkus^® solutions, the value embodied in the product and its performance is unequalled in the market. This is why it is the way of the future and the preferred formwork solution of many industry leaders around the world. To learn more about how alkus^® can save you money and improve the performance of your formwork, visit: www.alkus.com.

The post The Global Leader in High Performance Formwork<p class="company">alkus®</p> appeared first on Manufacturing In Focus.

“Everything that was possible in internal combustion is now possible with Hangcha in an electric version,” says Louanne Rioux, Sales and Marketing Director at Hangcha Forklift Canada Inc.

While the company still offers internal combustion forklifts, Hangcha is seeing tremendous growth with its XC and XE Series and the high voltage lithium ion XH Series of forklifts. Presenting customers with alternatives to propane or diesel-powered forklifts—for use inside a warehouse or factory, or outdoors on rough terrain—Hangcha has options and add-ons to meet every need.

Pioneers in lithium technology
Customers in sectors as diverse as transportation, automotive, lithium battery development, steel and wire manufacturing, fruit growing, wood products, and many more come to Hangcha Forklift Canada for its range of electric forklifts, from sitdown forklifts, narrow aisle trucks, and warehouse equipment such as pallet jacks and stackers to tow tractors and rough terrain forklifts.

Depending on the model, capacities range from 1,000kg (2,200lbs) to 48,000kg (105,000lbs), with the Electric Lithium-ion Forklifts, to the Electric Tow Tractor, which handles up to 32,000kg (70,000lbs).

“Our full lineup is essentially complete now on the electric side—even the big capacities,” says Rioux. “We have a 36,000-pound (16,329 kg) version available in lithium and go up to 27 tons (23,586 kg). Being pioneers in lithium technology definitely sets us apart.”

Selling forklifts Canada-wide, Hangcha is seeing much of its growth in the province of Ontario, including the city of Mississauga, home to its Greater Toronto Area (GTA) warehouse. “Roughly half the trucks sold in Canada are coming out of Ontario,” says John Sedlacek, Hangcha’s National Sales Director. “We are targeting a lot of major users here.”

The reason, he says, is the province’s established automotive sector and the rise of new lithium battery developments in Windsor for the electric vehicle (EV) market. Another prominent sector for Hangcha is transportation, since it operates coast-to-coast, “and we have good trucks for them,” says Sedlacek.

The Hangcha story
Over the past quarter of a century, Sedlacek has seen firsthand the transition from internal combustion diesel and propane-powered forklifts to electric, alongside the shift in customer acceptance of lithium-ion battery technology. But for years, the return on investment just hadn’t been there. This was what prompted Hangcha to turn the forklift industry on its head, becoming the first manufacturer to build a truck from the battery up and bring affordable lithium to the market.

“As far as high-voltage goes, everything is going 80-volt or higher; the higher the voltage, the faster the charge time, the longer the runtime, and there’s less stress on the componentry,” he says. “We’ve had some great success stories selling high-voltage, which I didn’t think would sell that fast, but there it is—people are willing to take the gamble.”

Sedlacek is training and encouraging his team to promote the Hangcha story across the country. This includes the founding of the parent company in 1956 as the Hangzhou Mechanical Repair Factory in Hangzhou, Zhejiang, China; how the company shifted entirely to forklifts in 1974; the creation of Hangcha America in 2017; and the launch of Hangcha Forklift Canada in 2019. Today, Hangcha is among the top eight forklift manufacturers in the world. In just the past five years, the company has established locations in the Netherlands, Thailand, Australia, Brazil, Mexico, Indonesia, Japan, Malaysia, Vietnam, and France.

Along with over 5,000 employees globally, Hangcha has a strong dealer network, selling over 200,000 forklifts every year, many of them to repeat customers. “It’s interesting how the sales cycle is going,” notes Sedlacek. “It’s a different story now—what I’m selling and how I’m training my people across Canada… We have affordable lithium now for the first time in the marketplace.”

Why lithium-ion?
There are many advantages to lithium-ion technology, including faster run times, the ability to handle 24/7 operations, and, in some cases, more power, greater torque, and more speed.

As if those factors weren’t enough, one of the most significant in everyone’s eyes is cost. The ROI is so high that—depending on how many hours the forklift is in use—every third truck is essentially free. “The more you use it, the more you’re saving,” says Sedlacek. “That’s how it works.”

Apart from cost savings, there are also environmental and safety benefits to lithium-ion. The team has received plenty of positive feedback from customers praising Hangcha’s lithium-ion forklifts, including one who said his building couldn’t handle emissions from propane-powered forklifts. The client had invested tens of thousands of dollars in an air exchange system, which produced a lot of heat. By investing in lithium-powered trucks, the client—although continuing to use propane in some cases—saw his fuel costs cut in half.

For forklift operators, there are many benefits of lithium-ion compared to internal combustion engines. It is easier to adjust speeds with lithium-ion trucks—which are fully programmable—and the trucks are cooler to operate. Another consideration is that there is no need for a battery room with lithium-ion, as is the case with heavy, lead-acid “wet cell” batteries, which can be dangerous when charging.

“That’s another advantage of going with lithium,” says Yan Lamontagne, After-sales Director at Hangcha Forklift Canada. “There’s less pollution, and it’s an advantage over lead-acid. You don’t need to have water, and it’s safe. Compared to the internal combustion trucks, there is also less noise.”

A dynamic and durable fleet
Quality, customer service, and selection are just some reasons customers keep choosing Hangcha. Continually innovating, the company is proud of all its trucks.

The XH Series High-Voltage Telehandler has a capacity of 2,500 to 3,500 kg. Its many benefits include permanent magnet synchronous motor (PMSM) technology, able to reach a 25/km/h drive speed (no load), and a maximum grade ability of 45 percent. With three steering modes and two driving modes, the XH Series High-Voltage Telehandler is a highly maneuverable 5-ton, comfortable to operate with a driver assistance system, and options including air conditioning, radio, USB charging port, and more. With its lithium iron phosphate battery pack, LED lights, and overload monitoring system, it’s safe and reliable.

Other innovative lithium-ion products in the company’s XE Series are manufactured to replace outdoor trucks and come in 1.5-ton to 5-ton versions. “The XE Series is really one of those,” says Rioux.

Hangcha is also seeing growing demand for forklifts in its lithium-ion XC Series. A four-wheel cushion tire forklift, it has a capacity of 4,000 to 6,500 pounds. With a lightweight design, faster travelling and lifting speeds, and optional energy-efficient management, the Hangcha XC Series 4W cushion tire forklift “draws on the design concepts and technological innovations of 4W forklift trucks with lithium-ion technology and cushion tires to build a lithium-ion dedicated platform for cushion tire forklift with lithium-ion technology,” says the company.

At Hangcha, innovation comes hand-in-hand with safety and efficiency, and this includes the company’s Fleet Intelligent Management System. Hangcha FIMS provides valuable real-time information and data collection about forklifts and drivers, be it a single lift or even hundreds across multiple sites. Just some benefits of 24/7 GPS monitoring include safety, preventative maintenance, lower costs, and increased productivity, as trucks are analyzed for vibration, overspeed, abnormal operation, and more.

Meanwhile, the innovative Hangcha ADAS (Advanced Driver Assistance System) provides early warning of potential hazards. With a high-precision detection rate of about 98 percent, the ADAS offers 360-degree surround sensing, lightning-fast response with monitoring every 25 milliseconds, GPS tracking, route history, AI machine learning technology, and other unique safety features.

Powering what’s next
For years, Hangcha has been renowned for its positive and supportive company culture, which means investing in its employees. “It’s part of our work-life balance,” says Lamontagne. “We don’t have a high employee turnover, and have several staff members who have been here a very long time.” Expressions of employee appreciation, including coffee breaks, free snacks in the cafeteria, team barbecues, and welcoming out-of-town guests, mean a lot. “We do spend eight hours a day together, so we try to make it an interesting environment for people to feel welcomed.”

With a focus on quality and a team whose members are all pulling in the same direction, Hangcha Forklift Canada sees a bright future, both for the business and for lithium-ion technology. Sedlacek foresees growth in sectors such as mining and continued success in the lumber sector. “Wood is becoming a huge target for us; we’ve had some great success stories,” he says, adding that Hangcha is working with a well-known pallet company and recently made a deal with a business in Vancouver’s fruit belt. “Anything that grows in the ground seems to attract our trucks.”

As industries across Canada continue shifting toward cleaner, more efficient operations, Hangcha Forklift Canada is well-positioned to lead the way. With its proven track record, commitment to innovation, and a comprehensive lineup of lithium-ion solutions, the company is redefining what forklifts can do while helping its customers achieve long-term savings and sustainability. For Hangcha, the future isn’t just electric—it’s here.

The post The Future is Electric<p class="company">Hangcha Forklift Canada</p> appeared first on Manufacturing In Focus.

Today, under the leadership of General Manager Chris Kleinfeld, SRC Technologies Group continues to redefine what it means to blend tradition with transformation. From pioneering employee ownership models to embracing the future of semiconductors and electric vehicle (EV) technology, the company has become a standard-bearer for how manufacturing organizations can evolve while staying true to their core values.

The origins of SRC trace back to 1983, during a time when the U.S. economy was struggling and International Harvester was bleeding cash. Layoffs were rampant, and one of its Springfield, Missouri factories, an International Harvester Renew Center, was put up for sale.

A small group of determined leaders saw an opportunity. They scraped together $100,000 and leveraged it into an $8.9 million loan to purchase the facility. That bold move marked the birth of Springfield Remanufacturing Corp.

This moment has since become legendary in American business history, a story often cited as one of the most daring and successful employee buyouts. It was risky, highly leveraged, and took years of grit and discipline to stabilize, but it set the tone for a company culture where bold decisions and shared responsibility became the norm.

Building identity
Over time, the company evolved into SRC Holdings, an umbrella for multiple operating entities. In 1991, the foundation for what would eventually become SRC Technologies Group began as a joint venture with Case called Megavolt, focused on remanufacturing starters and alternators. That venture lasted until 2007, when the group became a standalone entity under the holdings umbrella and rebranded as SRC Electrical.

Fast-forward to 2025, and the company has once again rebranded, this time as SRC Technologies Group to better reflect its expanding portfolio of products and services. But why the rebrand?

The decision wasn’t just cosmetic; it was about aligning the company’s identity with its strategic vision. Over the years, SRC Technologies Group has grown far beyond its initial focus on rotating electrical components. Joint ventures with global leaders like John Deere introduced the company to electronics remanufacturing. Later, diversification into control modules, marine electronics, and even propulsion batteries reshaped the company’s scope. “That’s really the large reason we rebranded as SRC Technologies Group, because we have multiple technologies under our umbrella,” Kleinfeld explains.

The new name reflects this technological diversification while keeping the company grounded in its remanufacturing roots. It also signals to partners and the market that SRC is ready to compete not just as a component specialist, but as a broad-based technology group with expertise across multiple industries.

Employee ownership
While many manufacturing companies tout innovation and diversification, few have a model as unique as SRC’s. The company is 100 percent employee owned and guided by a management philosophy known as The Great Game of Business. “Our primary focus is creating equity for our shareholders,” says Kleinfeld. “But our shareholders are our co-workers, our co-employee owners that we work with every single day, which makes it much more personal.”

At SRC, open-book management means financial information is shared transparently across all levels of the organization. Employees aren’t just workers; they’re financially literate businesspeople who understand income statements, balance sheets, and the direct impact of their decisions. Kleinfeld is especially proud of how this empowers the workforce: “Our direct folks working on our shop floor are extremely financially literate, well versed in going through an income statement and balance sheet. They know how the business really runs, so they can make good decisions every day.”

The benefits of employee ownership extend beyond the workplace. Many employees apply their financial literacy at home, improving their personal finances and creating generational wealth. Long-tenured team members have seen their stock ownership compound into life-changing figures. The company distributes updated stock certificates annually, a tangible reminder that one’s daily work directly drives their financial future. Few organizations in the industrial space can claim that level of alignment between ownership, culture, and results.

The fourth ‘R’ – remanufacturing
SRC Technologies Group has built its reputation on being a leader in remanufacturing, the process of restoring used products to “like new” or even better-than-new condition. The environmental and economic benefits are significant; instead of discarding components into landfills or recycling them for raw materials, remanufacturing preserves more value, reduces carbon footprints, and lowers costs for customers.

“Rather than recycling, we’re regaining a lot more value,” Kleinfeld explains. “The carbon footprint is far improved, where the amount of energy required to remanufacture a starter is a whole lot less than producing a new one.”

This philosophy applies not only to traditional products like starters and alternators but also to cutting-edge technologies. Electronics remanufacturing, for example, has become a vital part of the company’s operations, covering everything from engine and transmission control modules to marine displays under its Clear-Cast Marine brand.

Remanufacturing isn’t just about the product; it’s also about the process. That’s where reverse logistics comes into play. SRC recognized early on that remanufacturing requires a sophisticated system for tracking, exchanging, and accounting for “core assets,” the used components that come back from the field. To address this, SRC Logistics, one of the operating entities within the SRC family, developed its own proprietary software. This system helps OEM partners and dealerships manage everything from inventory to shipping, ensuring a seamless flow of parts. Today, that system is deployed in more than 10,000 dealerships worldwide. It’s a testament to how deeply SRC understands not just remanufacturing, but the entire ecosystem surrounding it.

A new era
Perhaps the most exciting new frontier for SRC Technologies Group is in semiconductors. The global chip shortage of recent years highlighted the fragility of supply chains and the urgent need for domestic solutions. For SRC, the opportunity wasn’t in building new semiconductor fabrication plants but in looking at the waste streams, the discarded electronics from vehicles, trucks, and tractors.

As Kleinfeld explains, “So much of electronics waste is just getting ground up to extract precious metals. From a value extraction standpoint, it makes sense, but it makes a whole lot more sense if you can extract functioning components.”

With support from the CHIPS Act and grant funding through the Jordan Valley Innovation Center (JVIC), SRC Technologies Group is developing processes to harvest and reuse semiconductors from discarded electronics. These chips can then be reintroduced into supply chains, helping OEM partners bridge the gap during shortages.

This approach is uniquely aligned with SRC’s expertise in remanufacturing. Just as the company gives a second life to engines and alternators, it is now pioneering methods to give semiconductors a second life, one that’s critical for industries from automotive to agriculture.

The work isn’t easy; as Kleinfeld notes, there are “many nuances to ensure that you have properly validated and reprocessed that semiconductor in a way where it can be introduced into supply chains in new production in a robust way.” But with validation underway and growing industry demand, this initiative could put SRC at the forefront of a new era in electronics remanufacturing.

A clear vision
For Kleinfeld and his team, the vision for the future is clear: SRC Technologies Group will lead SRC from a technology perspective, driving diversification into emerging markets.

The company is positioning itself strongly in the EV space, where demand for remanufactured propulsion batteries is set to grow. Its new battery lab already supports refurbishing efforts across highway, agricultural, construction, and marine applications.

Electronics will also continue to be a central focus, particularly in agriculture, construction, and commercial vehicles. And while the marine division under Clear-Cast Marine is relatively young, it’s expected to expand rapidly. In Kleinfeld’s words, “It’s really all about technology-based diversification for the organization.”

That diversification doesn’t just mean new products; it means new ways of thinking about value, ownership, and responsibility. From financial transparency to sustainable manufacturing practices, SRC Technologies Group is building a model that other companies, both inside and outside manufacturing, can look to replicate.

From its scrappy beginnings in 1983 to its current position as a leader in remanufacturing and technology diversification, this company has consistently embraced challenges as opportunities. Its unique employee ownership model creates alignment between vision and execution, while its open-book management style builds trust, literacy, and accountability. Add to that its expertise in reverse logistics, its growing presence in semiconductors, and its role in sustainable technologies like EV batteries, and it’s clear that SRC Technologies Group isn’t just keeping up with the times; it is shaping the future.

For industries wrestling with supply chain uncertainty, environmental responsibility, and technological change, SRC offers a model worth watching. It proves that when employees are true owners, when transparency is non-negotiable, and when innovation is embedded in the culture, businesses don’t just survive—they thrive.

The post Redefining Ownership – SRC’s Bold Leap into Tomorrow<p class="company">SRC Technologies Group</p> appeared first on Manufacturing In Focus.

With warehouses spread throughout Canada, WeldCor offers the best and most reliable products and services, including industrial and welding gases, safety clothing, welding and fabrication equipment, and a comprehensive line of MIG, TIG, hardbanding, and hardfacing products for a wide range of industries.

“WeldCor’s commitment is to make sure the customers’ needs are met,” says Billesberger. “We always stress the quality of various products and try our best to assist the customer in making the correct decisions.” This is done by properly serving the customer from the proposal stage of their request through to delivery.

Taking a different angle
“From the corporate aspect, we believe in a triangular ideology that incorporates quality, service, and price, and for this reason, WeldCor takes a strong stand against any inter-company business bribery for financial gain,” Billesberger says firmly. “For all employees of WeldCor, we stress the triangular personal commitment of honesty, integrity, and ethics.” With the welding supply industry servicing a small subset of companies, it is vital that customer relationships are valued by every member of WeldCor’s staff.

As WeldCor’s customers come to know its culture of honesty, they also come to trust its employees to assist with important decisions, understanding that the company has their best interests at heart (even referring them to a different firm if that means that their needs will be better met). “We’ve become known for not just selling product to an end customer but also as a unique part of their supply chain with our willingness to help them out,” Billesberger says.

Instilling a deep sense of honesty and commitment into his employees to pass along to clients is a top priority for Billesberger and could be considered the backbone of WeldCor’s ongoing success. “We’re also known as being very technically strong, and we have technical knowledge within this company,” he says, adding that there are 200 to 300 years’ worth of combined experience amongst WeldCor’s employees. “Between us, somebody has the right answer, and we’re smart enough to know that it’s not just knowing the answer, but knowing when you don’t know and finding someone who does.”

Source of strength
This commitment to care extends, of course, to WeldCor’s products, sourcing quality items either nationally or from mills in Italy, South Korea, Vietnam, Ukraine, or Japan, and passing along good prices to clients.

“We could make more profit, but we believe customers will always return if we’re always honest with them,” says Billesberger. “They trust us to give them quality product at a competitive price. Getting their product on time, and knowing that what they get is a good quality product, is very important to them.”

This commitment to fairness and reliability runs deeply throughout WeldCor’s policies and practices, with Billesberger striving to maintain them for the sake of both the company and its customers. “You reap what you sow through honesty and integrity, and your customers realize you have ethics, and they trust you,” he says. “That’s really what’s important. You can look at yourself in the mirror—if you have a conscience—and say, ‘That was a good day.’ We feel very humbled that customers trust us as much as they do. It’s absolutely amazing.”

Giving back
The team’s integrity extends to involvement in its community, another vital component of the company’s success, whether it’s the MS Society of Canada, Cycling for Cancer, or a local car racing sponsorship. But WeldCor’s biggest charitable effort goes to supporting the “Make-A-Wish” Foundation, raising, with the help of customers, more than $125,000 to date, with hopes to improve that this year to $150,000 through an annual golf tournament as well as its Christmas “Welding For Wishes” campaign in November.

“It’s a core philosophy that we should give back to the community that supports us,” says Billesberger. “We need to help our kids out because I believe that when we have local issues, we should try to help with local issues, and then we can expand from there.”

Make-A-Wish has been very important to WeldCor over the years, with the company putting between $15,000 and $20,000 of its own cash into the golf tournament, and vendors and suppliers donating a variety of items such as golf clubs to be auctioned off. “It’s a beautiful symbiotic relationship between a vendor, ourselves as the middleman, and the end customer,” Billesberger says. “And the beautiful thing is that in a small way we can actually help some of those young kids who need help.”

Planning for growth
When it comes to future growth, it’s Billesberger’s desire that WeldCor be Western Canada’s leading independent welding supply company, the one that’s known for treating each customer as an individual, not a number.

“I started this as a single store, and my long-term goal was to be the largest independent in Western Canada, because that’s where I was born and raised,” he says, adding that he now has stores in Prince George, Surrey, Chilliwack, Edmonton, Saskatoon, Regina, and a new store in Winnipeg. “The only place we don’t have a store is Calgary, and we’re working on that right now,” he shares. “When that’s done, that’s a long-term goal accomplished.”

Beyond that, other notable goals include keeping those triangular ideologies going strong within the company. “What I hope to achieve is, if people hear of someone needing something for the welding industry, they’ll say, ‘Go to WeldCor, because they will treat you right,’” Billesberger says. “That’s our focus, and that’s a great testimony; that’s what you want. It’s word-of-mouth more than anything else. Everything else is just dollars and cents.”

And while the company has faced some challenges over the past few years, including battling through all the effects of COVID, the ongoing stress of finding qualified employees, and now tariffs, these are all issues that every independently owned company faces, and it’s important to have a thick skin and “roll with the punches” to be able to operate in today’s ever-changing business environment.

Accomplishments and blessings
“Our biggest accomplishment is that WeldCor has employees who, because of our core beliefs, have been with us since the 1990s,” says Billesberger. “It’s truly a blessing to have employees and friends of this calibre. I have said to new employees over the years, ‘Welcome to the WeldCor family,’ and this is a true statement.”

Along with quality product and customer care, he is also a big believer in the importance of enjoying the workplace where you spend so much of your time. “The most important thing is I love what I do. This is fun,” he says, noting that whenever anyone visits WeldCor, that sense of fun is evident. “I’ve had people say, ‘I can see you really love this business. Your eyes light up.’”

A welder by trade and a self-described “tinkerer,” Billesberger says he enjoys playing around while trying to build something better, but his extensive knowledge means he provides technical support as well. “We’re a technically oriented company, doing tech support for probably about 200 welding distributors across the United States,” he says, adding that he’s well known with the independents in the USA, even offering a 200-page product catalogue, with about 7,000 to 8,000 books circulated.

But proud as he is of what he’s built over the years and the reputation WeldCor commands throughout the industry, he stresses that one particular person in his life is owed a huge debt of gratitude.

“None of this community would be possible without the fact that by my side I have my wife, who supports me 110 percent and always has,” he says. “There’s no doubt that it makes a person want to get up in the morning and try to do a little bit better.”

Doing better in business means perfecting the quality of service so that clients always know that WeldCor will treat them right. When asked what most sets the company apart from others in the industry, Billesberger answers immediately: “We care.”

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In 1963, Smith’s son, Don Hughes, came on board, followed by Bradley Hughes in 1996. The company remains a family affair to this day, owned and operated by the third generation.

When Bradley Hughes joined the company, he spearheaded efforts to update and modernize, and Smith Hughes expanded beyond its original business model. “I realized we were a little bit antiquated and out of date,” Hughes laughs. “I got our computers networked and got everything computerized—our inventory and all of our quoting and everything. And we started expanding, getting more service techs so we could do installation of the equipment that we sold.”

These upgrades included a new facility. “We were operating out of about 1,900 square feet, basically an office building with a small area in the back for part storage and small parts repair,” he remembers. The company moved into an 18,000-square-foot facility in 2007, which allowed the team to expand into the rental boiler market. “What we do there is we buy the equipment, we buy a shipping container, and we [put together] a complete boiler room in the shipping container,” Hughes explains.

The rental boilers have been a huge hit with customers. “These units that range in size from 30 horsepower to a couple thousand horsepower can be rolled up to a customer’s location that’s in need of temporary steam, hot water, or hot oil service,” Hughes says. “They simply roll it up next to the building, and they can use hoses that we provide to connect the steam, the water, the fuel, and electric.” If the customer wants the help, “we provide the service to pipe, install, and connect that rental unit to the building for temporary service.”

Business boomed with the addition of the rental boilers, and soon the company needed even more space. “We did run out of room pretty quickly,” says Hughes. There was no choice but to expand yet again and in December 2024, the team completed construction on a 34,000-square-foot facility to suit their specific needs. “The new building we built is for nothing but fabricating and repairing these rental boiler units.”

When asked how the company has managed to maintain success through three generations of family ownership, Bradley Hughes sites an eagerness to evolve with the marketplace and deliver a complete solution. “I think it’s our ability to adapt and change,” he says. “It’s our ability to have the full gamut of supply services, meaning anything that you can think of in a boiler room we can provide, whether it’s a small $2 part or a two and a half million-dollar piece of equipment—and all of the service and the installation, from supplying, to installing, to servicing, to upgrading, to operator training, welding repairs, and temporary equipment.”

Customers appreciate this convenient, one-stop shop approach. “Somebody makes one phone call to us, and we don’t have to defer to anybody else. We have the ability to take care of anything and everything from start to finish, front to back—anything you can come up with in the boiler room. And I think that’s what has enabled us to continue to be successful.”

This commitment to solving the customer’s problem—whatever it may be—has led to repeat business. “We’re able to get [their problem] taken care of,” Hughes says. “It may be a small thing, it may be a big thing, but either way, they understand our abilities. So they’re always going to call us back in.”

Customers are so loyal, in fact, that some have been working with the company for decades. “We still have customers that my grandfather originally sold equipment to,” Hughes says. “We’re still working on that equipment. And if we’ve upgraded and replaced the equipment, we’re the ones that supply the new replacement equipment; we’re the ones providing all the service. We have a couple of companies that were originally family owned, and now they’re in their second or third generation. I’m dealing with their grandsons just like my grandfather dealt with their grandfathers when they started the business,” he says.

“That comes back to the culture that we’ve tried so hard over the years to keep—a good culture of good people that understand that we’re in the problem-solving business,” he continues. “It can take sometimes years to acquire a customer, but it can take you 30 seconds to lose one and never get them back. So, once we have a customer and we get set up with them, we hold on to that customer for decades at a time.”

Customers are not the only people who stay with the company for the long term. “I’m lucky to have a great group of people that have been with me—some for over 20 years—and have dedicated their careers to help building the place,” Hughes says. The company is “a place designed to retire from. People get on board and stay.”

Looking ahead, Smith Hughes’ new facility will have everything the team needs to fully serve their ever-growing customer base. “We’ve got a 40-ton overhead crane,” says Hughes. “We have a ton of room for storage. We’re fabricating six, seven units at a time. We’ve got plenty of parking once we get the units built to keep them out of the way. We’ve got room to do our repairs. We’ve got a big test fire bay where we can test fire an 82.5 million BTU steam boiler that we were not able to do at the other facility.”

Never ones to rest on their laurels, the team plans to expand their rental fleet even more in the future, which is not a simple endeavor. “It takes quite a bit of funding and a lot of effort and planning,” Hughes tells us. “You know, these things, you’re not buying them off the shelf. You’ve got to buy all the raw components and put them all together. So, that takes engineered drawings, and that takes scheduling of equipment being delivered, and parts being available, and then the actual fabricating process. So, my goal in the future is to continuously streamline our manufacturing process so that we can turn around these units at a much quicker pace to keep up with the market demand.”

After nearly 80 years in business, Smith Hughes continues to push forward and leave its mark on the industry. “We’re making some waves and have a really good market share and a grasp on the market across the country,” Bradley Hughes says. With a solid legacy in place, the market leadership of this third-generation company is bound to endure far into the future.

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