As Canway Equipment marks its 40^th anniversary, the milestone offers a moment to reflect not only on where the company has been, but on how it continues to adapt and innovate in an increasingly complex manufacturing landscape.

“The company was started in 1986 by two gentlemen, Paul De Vries and Adrian Hovestad, and when they started, they were primarily involved in hand trucks and ladders; that was their main focus,” says Roland Verhey, Director of Sales and Operations at Canway Equipment.

What began in a small facility has since grown into a modern manufacturing operation powered by advanced automation, precision engineering, and a deeply embedded culture of safety, quality, and customer responsiveness.

In its earliest years, the company operated from a modest location, producing equipment in small batches, often building “ones and twos” to meet immediate customer needs. By the 1990s, increasing demand and expanding product lines prompted a move to the company’s current facility, a shift that laid the groundwork for decades of sustained growth.

A significant turning point came in 2001, when the business was acquired by its current owners. The transition brought new strategic direction and operational focus, enabling the company to scale its capabilities while preserving its core values of craftsmanship and reliability.

Verhey, who joined the company five years ago, has had a front-row seat to Canway’s latest phase of expansion. He credits much of the company’s evolution to continuous improvement across both design and production. “As the volume increased, it gave us opportunity to improve on the design of many of the different components and find efficiencies,” he explains. “Once you start building 50 at a time, you can do things quite a bit more efficiently.”

This mindset, that growth should unlock smarter processes rather than simply more output, has driven many of Canway’s most transformative investments. Among the most impactful upgrades in recent years was the installation of a fully integrated powder coating line, which fundamentally reshaped Canway’s production flow.

Before the upgrade, the company relied on a wet-based enamel paint system that required large drying areas and careful handling to prevent surface damage. Products often spent up to 24 hours drying, tying up valuable floor space and introducing environmental and safety challenges. The new powder coating line changed everything. “More or less, the ladders would be hung on the line, they would get washed and rinsed and dried, painted and cured within about two hours,” Verhey says. “As the products would come off the line, we could then assemble with wheels and casters, package it up, and roll it onto a truck.”

Beyond dramatically shortening production cycles, the new line improved coating durability and reduced environmental impact. It also pushed design teams to rethink product geometry to accommodate hanging, drainage, and curing processes, a shift that elevated engineering precision across the board.

The result: a leaner, faster, safer, and more sustainable manufacturing workflow that positioned Canway for its next decade of growth.

If the powder coating line represented operational evolution, the pandemic-era supply chain crisis triggered a manufacturing revolution. Historically, Canway produced perforated ladder treads in-house, while diamond channel grating, a key ladder component, was sourced from China. When global shipping delays stretched lead times beyond a year, production bottlenecks forced leadership to rethink their dependency on offshore suppliers.

“We had containers of treads floating off the coast, waiting for availability at the port,” Verhey recalls. “During that time, it really forced us to rethink our process of importing these treads.”

The solution came in the form of a fully automated step manufacturing line, installed in 2024. The new system allows the company to produce both perforated and diamond channel treads entirely in-house, using locally sourced steel coils.

This strategic shift delivered multiple benefits: shorter lead times, improved quality control, supply chain resilience, and reduced exposure to global disruptions. It also marked a major technological leap, introducing advanced automation into a process previously dominated by aging equipment.

Today, one operator can oversee the fully automated line, producing large volumes of precision-formed treads with remarkable consistency, a powerful example of how necessity can fuel innovation.

At the heart of Canway’s business lies its core product: rolling steel ladders, which account for roughly 70 percent of production. While ladders may appear simple, Canway’s engineering approach reveals a sophisticated blend of durability and ergonomic design.

One key differentiator is the company’s fully welded construction method. Unlike bolted systems that loosen over time, Canway ladders are welded into rigid, integrated structures that arrive fully assembled. “The main thing that differentiates us in the ladder world is that we feature all welded construction,” says Verhey. “Over time, it’s a more durable ladder because there’s not all these fasteners that will slowly loosen. It’s sturdier, more rigid, and easier to install.” This design philosophy reduces on-site assembly and delivers a safer experience for end users, many of whom rely on Canway’s ladders in demanding industrial environments.

Some of Canway’s most successful products were not born in design labs, but in direct response to customer challenges. One standout example is the Safeguard Ladder, developed after a customer requested a safer platform solution that eliminated fall risk at the top of the ladder. Traditional chains and barriers proved cumbersome, so Canway engineered a double-gate system that automatically closes behind the user.

“Once you walk through the gate, it self-closes behind you. When you’re on the top platform, you’re safe, you can’t fall down the ladder section,” explains Verhey.

Originally created for a single client, the product quickly gained traction across multiple industries, ultimately becoming a full product line, a testament to the company’s customer-driven development model.

Indeed, customization lies at the core of Canway’s value proposition. Rather than forcing customers to adapt to standard equipment, the company engineers solutions around spatial constraints and safety requirements.

Cantilever ladders are a prime example. Designed for environments where obstructions prevent standard ladder placement, these models feature extended platforms balanced by counterweights at the base, enabling safe access beyond the ladder’s footprint.

Beyond ladders, Canway’s customization expertise extends into material handling solutions, including lift baskets, engineered bins, service carts, and specialty platforms. These products, too, often emerge from customer requests that reveal broader market needs, and the company’s in-house engineering and fabrication capabilities allow it to respond quickly and deliver highly tailored solutions without compromising quality or lead time.

For Canway, quality assurance is not an isolated checkpoint; it is embedded throughout the manufacturing process. Each ladder passes through multiple inspection stages, from component assembly to final packaging. Operators review parts at every station, while dedicated QA checks occur both before painting and after final assembly.

“A ladder must ensure the safety of its user,” Verhey emphasizes. “If there’s a missing weld and a tread fails, that could be catastrophic. We take quality in that sense very, very seriously.”

This rigorous approach ensures that every product leaving the facility meets stringent safety and durability standards, a non-negotiable expectation for customers in industries such as healthcare, manufacturing, construction, and energy.

Canway’s success is anchored in its people. With a workforce of approximately 40 employees, 30 in manufacturing and the remainder in engineering, sales, and administration, the company operates on a culture of transparency and long-term development. Rather than simply filling positions, Canway invests in career pathways, aiming to cultivate today’s operators into tomorrow’s leaders.

“We’re always looking at skilled labour and hiring for the future,” says Verhey. “The people we hire today, someday we want them to be lead hands and eventually leaders.” This philosophy extends into training programs and skills development, ensuring employees understand both current expectations and long-term opportunities.

As manufacturing technology evolves, Canway is embracing automation strategically—not to replace people, but to enhance efficiency and consistency. The automated step line marked a major leap forward, and future investments are already underway. Robotic welding stands out as the company’s next major frontier, offering opportunities to increase throughput while reducing physical strain on skilled welders.

In parallel, plant safety upgrades, including modern shears and press brakes equipped with light curtains, reflect Canway’s commitment to protecting its workforce through intelligent engineering. These investments signal a forward-looking mindset, positioning Canway to compete effectively in an increasingly automated global manufacturing environment.

Of course, distribution plays a pivotal role in Canway’s business model. With ladders that are large and costly to ship, the company relies on a trusted distributor network to provide nationwide reach and logistical efficiency. Rather than competing with its distributors through direct sales, Canway operates exclusively through these partnerships, a strategy rooted in trust and shared success.

Through distributor feedback, Canway also gains invaluable insights into customer needs and industry trends in real-world environments, which directly inform design improvements and product innovation.

Looking forward, Canway sees strong opportunity in expanding its material handling portfolio, particularly in service carts, dollies, and retail equipment, sectors where quality and customization remain in high demand. By leveraging its engineering capabilities and manufacturing expertise, the company aims to fill market gaps with domestically produced, high-quality solutions that outperform imported alternatives. At the same time, ongoing investments in automation and robotics will continue to enhance operational efficiency, enabling Canway to scale without sacrificing craftsmanship.

After 40 years, Canway Equipment Mfg. Inc. stands as a testament to what sustained innovation and operational discipline can achieve. From its origins in hand trucks and ladders to its present role as a technologically advanced manufacturer serving industries across Canada, the company’s journey reflects a deeper commitment to safety, quality, and solving real-world challenges.

As Canway enters its fifth decade, the mission remains unchanged: build better products and continuously raise the standard for what Canadian manufacturing can deliver.

The post Engineering the Future<p class="company">Canway Equipment</p> appeared first on Manufacturing In Focus.

“We build trailers for people who work hard. That’s our mission. That’s who we design for, that’s who we respect,” says Francis Wieler, head of Marketing.

Regardless of the industry served, the company’s trailers are used by “working professionals who rely on this equipment daily,” he adds.

Products of the highest standard
RawMaxx has recently launched a variety of new trailers as well as an advanced solution called 3D Configurator. The latter enables prospective customers to create digital trailer designs on a computer screen based on their input, while the new trailers include the G7X Series, GDX Knight, DTX Deckover Tilt, and SGX models. Wieler describes the G7X Series as “an evolution of our GTX Series.” While the GTX trailer is 102 inches wide, the G7X is narrower, at 83 inches. As such, the new G7X Series represents a more affordable option for clients looking for a trailer that is both maneuverable and compact.

Trailers in the G7X Series include the versatile Bumper Pull model, which is available in 20, 22, and 24-foot lengths and comes with a front toolbox, powder coat finish, and a gross vehicle weight rating of 14,000 pounds (the measure of the total weight of a fully-loaded trailer).

The G7X Gooseneck trailer is another model in the new G7X Series, also available in 20, 22, and 24-foot lengths with a 14,000-pound gross vehicle weight rating and front toolbox. The G7X Gooseneck trailer offers exceptional stability and is well-suited for heavy loads.

The company’s GDX lineup consists of general duty dump trailers, a category popular with contractors. The new GDX Knight trailer features 10-cubic-yard capacity, 41-degree tilt angle, and a manual tarp system. The trailer offers durability and efficiency, and loading and unloading is a cinch. The GDX Knight is designed “for crews who consistently push heavier materials or higher volumes. It has structurally reinforced walls and increased capacity,” says Wieler.

The DTX Deckover Tilt is also designed for handling heavy loads, with a GVWR of 14,000 pounds. This model boasts 17-degree tilt angle and a hoist-lift system fitted with a 5×16” cylinder for speedy and efficient loading and unloading. An upgraded version offers a gross vehicle weight rating of 20,000 pounds.

The SGX trailer, meanwhile, has a gravity-tilt design, an 8,000-pound gross vehicle weight rating, and is suitable for moving boom lifts, scissor lifts, and cherry pickers.

Some of these trailers feature the Milwaukee PACKOUT system, an innovative, modular storage setup comprising various chests, boxes, and cooler units for heavy-duty storage. Milwaukee PACKOUT “gives operators an organized space and secured tool storage placement under the trailer directly,” Wieler explains.

Quality from the start
RawMaxx was founded in Mexico in 2017 with a focus from the start on manufacturing heavy-duty steel trailers. “While the product line has expanded significantly, the core mission has remained the same: build strong, dependable trailers,” says Wieler.

Manufacturing and design work is all performed in-house aside from a few components such as axles and hydraulic systems, which are obtained from trusted outside suppliers. The company uses CNC laser cutters, press brakes, plasma cutters, and other machinery to self-perform its engineering, fabrication, welding, assembly, and finishing. “We maintain control over our production process to ensure consistency in quality,” says Wieler.

The company sells its products through an extensive dealer network—most based in the United States, with a few in Canada. While clients cannot buy directly, Wieler sees this as an advantage.

“We do not sell to end users,” he says. “This allows us to focus on manufacturing products and development. It also helps keep the price lower, because we can sell a full load to a dealer, which ensures that the customer is going to get a better price. If somebody from New York buys a trailer from us directly, the cost of shipping that one trailer is going to be more than if we ship seven or eight trailers on one load.”

People-powered service
At present, the company employs 600 people, an increase of about 40 from this time last year. The spike in personnel can be attributed to increased demand for the products in the United States.

When it comes to new hires, RawMaxx looks for people with a strong work ethic, a willingness to learn, a team mindset, a sense of accountability, and an alignment with the company’s values of integrity, hard work, expertise, innovation, and adaptability. “The culture overall here is blue collar, performance-driven, with a focus on continuous improvement and respect for the craft,” Wieler says.

The company prides itself on being “non-corporate,” he adds. There is no rigid company bureaucracy; issues are dealt with right away, and do not require months of meetings, memos, and analysis to address.

Customer support is offered via the company’s nationwide dealer network, and to this end, RawMaxx offers spare parts, replacement parts, service guidance, technical assistance, product updates, and warranties including five years for axles, three years for structural issues, and one year for paint. “If a customer has an issue, we work directly with the dealer to ensure that it’s resolved quickly and properly,” says Wieler.

In addition to its customers, the company believes in supporting charities and its workforce, with charitable endeavors including funding for a local orphanage and an overarching commitment to its nearby communities. And the RawMaxx team is happy to help fellow staff members through rough patches with financial aid or other forms of assistance. Staff members “will always stand together and support each other in times of need or when surrounding communities are in need. The entire team will rally and organize food, clothing, and financial drives. It’s part of the culture here at RawMaxx,” says Wieler.

Safety, of course, is also central to the company culture. Workers receive comprehensive safety training with established protocols in case of accidents or mishaps. Personal protective equipment including helmets, work boots, and googles, are mandatory and paid for by the company.

Making customization easy
RawMaxx has also forged a partnership with prominent automotive celebrity Dave ‘Heavy D’ Sparks, who co-starred on the reality show Diesel Brothers on the Discovery Channel. Heavy D shouts out the company’s innovative design, superior components, focus on safety, excellent customer service, wide array of products, customization, and heavy-duty construction in his glowing testimonial on the company website. Heavy D also participated in the launch of 3D Configurator at the North American Trailer Dealers Association (NATDA) 2025 show in Nashville, Tennessee and praises the solution in a company YouTube video.

3D Configurator, as mentioned, allows potential customers to view digital trailer models based on their selections regarding size, specifications, options, colors, and models. Customer input is used to add or remove details, and the ensuing image can be viewed from multiple angles, giving clients a clear sense of what they are buying. Customers “can see where every dollar is going. They can see visually what the trailer is going to look like,” states Wieler, adding that the 3D Configurator “is a tool to give as much confidence to the buyer as possible.”

The solution has earned the company industry kudos and took first place in a competition for ‘Best in Show for Services & Software’ at last year’s NATDA conference.

Facing challenges
While optimistic, Wieler is well aware of certain challenges facing the company, including volatility in the trailer sector. Underlying this volatility are rising material costs, supply chain changes, and regulatory developments. RawMaxx addresses these issues “through strong dealer and supplier relationships, in-house manufacturing control, operational efficiency, and strategic pricing adjustments. We focus on stability and long-term relationships rather than short-term reaction,” says Wieler.

Going forward, the company has plenty of new ideas, enhancements, and product concepts in the pipeline. “There’s always new stuff that comes out. We have a few engineers who consistently look at the market, look at what the needs are out there and what people are asking for. It can take months or years to refine something before we do release a new type of trailer.”

Over the next few years, Wieler also hopes to see the company strengthen its dealer network even further, continue to innovate on the digital front, and maintain its reputation for durability and integrity.

“Our goal is sustainable growth, while protecting product quality and brand reputation. That’s very important. There are a lot of people who depend on RawMaxx to make a living, whether it’s the people building the trailers or the people who depend on them to get their job done,” Wieler states. RawMaxx plans to be there, serving all of these people with quality, innovation, and integrity, for the long haul.

The post New Products, New Partnerships, and New High-Tech Solutions<p class="company">RawMaxx</p> appeared first on Manufacturing In Focus.

Sustainability remains at the forefront of its daily operations. “Wood is the only significant construction material that is both natural and renewable,” says CEO Shawn Hicks, who, with partner COO Dan Dunkley, strives to ensure the company’s green message is upheld throughout all of its operations. “Our business can demonstrate the chain of custody from forest to customer, and our main suppliers hold certification from the FSC,” he says.

Buying from FSC-certified forests that use the world’s best management practices allows for the protection of wildlife while ensuring reforestation of the land after harvest to help supply lumber for generations to come.

“Trees and lumber utilization are a huge part of the carbon cycle story,” Hicks tells us. “CPS buys salvaged lumber from the lumber mills—essentially leftover materials from the construction industry. We cut out the bad portions, areas where the lumber didn’t make construction grade, and upgrade the rest in shorter lengths to make our customer quality products.” CPS then shreds the waste and sells it to the farming community for animal bedding, and in turn, the chicken farmers sell their waste to mushroom farms to fully ensure the utilization of the lowest quality of lumber from the sawmills.

As for the company’s pallets and crates, they yield a net 1.1 pounds of carbon trapped per board foot of lumber sold up to 1,000 miles from its factories.

“We have the greenest packaging product available, and we fully utilize every piece of material,” explains Hicks. “For our waste outside of lumber, we send near zero waste to landfill—one 40-yard bin per month.”

CPS also prides itself on its excellent relationships, both with its 500 employees and its numerous clients, who are treated like members of the CPS family and viewed as partners. “One of the cornerstones of CPS is our vendors,” Hicks stresses. “We couldn’t do what we do without them. For 40 years, the key area of our success has been taking care of suppliers well.”

This means paying on time, taking discounts if offered, and ensuring the company is the lumber mills’ first choice to sell to. Rail siding is key here, as CPS can accept lumber directly from the mill to its yards in both Cobourg and Martin, Tennessee. Boasting industrial-grade materials, CPS is the only customer of most mills with direct access to receive lumber by rail. “We work very hard to be the first-choice customer for our supply base,” Hicks says.

Another vital aspect of the company’s ongoing success is its dedication to automated operations, with its cut line being state-of-the-art and a key differentiator between CPS and its competition, resulting in the lowest cost of material ready for final assembly. “Our ongoing investment includes a $3 million assembly machine due to arrive in June of this year,” adds Hicks.

Utilizing new technology such as machine/robotic pallet assembly lines and high-volume output using industrial-grade automation—alongside new staff working on AI adaptation and implementation in the office and on the production floor—results in standardized quality across pallet and crate construction, and ensures CPS’s position at the top of the industry.

Sustainability also means addressing the company’s own carbon footprint. “Due to the cost of electricity in Ontario for many years now, our procurement team is always looking for ways to reduce energy costs across all locations,” says Hicks. “Our forklifts have been converted from propane to electric on 75 percent of our fleet, along with a 1.305 GWH annual solar panel system installed in Cobourg.” Renovations of CPS offices have also allowed the company to upgrade to efficient heat pumps as well as improved Insulation R-values, he adds.

This ongoing commitment to environmentalism and sustainability stems from an understanding of environmental, social, and corporate governance (ESG), a strategic framework for identifying, evaluating, and addressing organizational goals and activities, a company’s carbon footprint and sustainability commitment, workplace culture, diversity and inclusion commitment, and overall ethos regarding corporate risks and practices. This organizational concept has grown in significance, particularly for socially conscious investors who wish to put money into businesses that share these same values.

The three main pillars of ESG include environmental commitment, which covers all aspects of a business’s dedication to sustainability and its effects on the environment, such as waste, energy use, carbon emissions and footprint, and environmental responsibility; social commitment, meaning the internal working culture of an organization, employee retention, diversity, satisfaction, and health and safety; and corporate governance, which includes compliance, internal corporate culture, pay ratios, business ethos, and leadership responsibility and openness as part of a corporation’s commitment to corporate governance. Companies acknowledging a dedication to justice and equality in the workplace and the ability to adapt to changing laws and regulations are always of interest to investors, according to CIO.com.

As the effects of climate change worsen, companies’ environmental initiatives will only become more crucial, and it is anticipated that businesses that use resources such as water, coal, oil, and power more wisely will do better in the future when those resources become scarce in some places. Additionally, a firm dedication to appropriate governance and compliance will be essential for maintaining a business’s operations as more rules and regulations pertaining to technology, most notably General Data Protection Regulation (GDPR), come into effect.

CPS’s commitment to sustainability and forest stewardship (the company also offers pallet recycle programs and repair programs) are just a few aspects that help set it apart, along with its rail siding on site, which lowers the cost of inbound materials, and state-of-the-art operations that allow staff to fully cut, resaw, notch, and stack over a railcar of lumber per shift.

“Our assembly lines are the best in the world and procured from all over the world,” adds Hicks. “This results in customers placing an order and then not worrying about it because we deliver on time, every time, at a consistent quality that our customers expect.”

Recent challenges for the company have included lumber and duty prices, which are “very much” top of mind in all of the lumber industry right now; duties and tariffs went up to 45 percent last August, and at the time, lumber costs in the U.S. were very low. “It was an easy pivot to just buy U.S. material in the U.S. and Canadian material in Canada,” Hicks shares. “At the moment, the U.S. material costs are rising so fast that they’re ahead of the cost of the Canadian material, and it’s causing a lot of pivots.”

The marketplace in general is being heavily impacted by tariffs, but CPS has operations and assets on both sides of the border, providing the company with a buffer that helps protect its clients as well, remaining “very well equipped” to supply customers regardless of tariffs.

Looking forward, CPS’s commitment to the utilization of all materials will remain at the forefront. “We’re literally selling $50,000 a month in animal bedding waste, where many companies are just giving that away or paying to get rid of it,” Hicks explains. “We have an asset there that we’re utilizing, but it’s really just the automation. The railcar access and the automation give us the lowest cost of material ready for assembly versus every competitor in North America. That puts our customers in a good position from a cost perspective, but also puts us in a pole position on being able to compete.”

In terms of retaining customers, CPS offers several customized programs, such as looking at clients’ schedules and plans and supplying their needs proactively. “For our largest two customers, we operate in a replenishment of inventory scenario, not a purchase order. Traditionally, they look at what they need and place an order,” Hicks says. “We go outside the box on that one, and we take care of them. Sometimes they don’t know how we know their demand so well.”

This level of quality of care is absolutely a priority for the company, Hicks stresses, along with embracing growth and maintaining a true devotion to sustainability. “We have always been committed to [sustainability] and will continue to further reduce our carbon footprint and greenhouse gas emissions,” he assures, whether that’s zero waste to landfill or maintaining an ethical supply chain through forest stewardship.

Social factors for CPS will focus on its workplace culture, diversity, community engagement, and human rights, as well as fostering a collective experience to keep longstanding employees satisfied and foster employee development.

Whether it’s supporting community service and philanthropy or assisting customers with a wide range of issues and logistics that need solving to keep their business running smoothly, CPS’s longstanding experience, knowledge, and skill can handle it all, Hicks says.

“We find an issue that needs solving, and we solve it.”

The post Into the Woods: Sustainable Packaging through Forest Stewardship<p class="company">CPS Wood Products</p> appeared first on Manufacturing In Focus.

Throughout its 50-plus years in business, Great Northern Cabinetry has worked with leading kitchen designers to offer an extensive product line with numerous personalized options and attention to detail that is second to none. Working with an array of premium materials, the company creates one-of-a-kind cabinets tailored to each client’s needs and tastes.

Now, after successfully weathering a particularly challenging year, GNC has emerged ready for the year ahead and many more to come. “The reality is the cabinet industry has gone through a tremendous amount of turmoil in the last six months, given all of the challenges around housing and housing-related products and categories,” says owner Tim Ford. “There have been several significant cabinet companies that have folded their tent and closed up shop, but we’re still here, fighting and managing through it.”

Despite these extraordinary challenges, Ford considers present success in three ways: one, how is GNC performing commercially; second, how is it performing operationally; and third, how is it performing financially?

“Commercially, a year ago, we had a limited sales force,” he says. “Our sales manager had retired, we had a new sales leader, and over the past year, we’ve almost completely changed out our sales team, bringing on new sales reps who are very deeply ingrained in the industry.”

This means well-connected reps who have a deep network of customers that they’ve worked with previously. “From a commercial perspective, we’re in a really good place to grow our business, and in fact, we’re starting to see the fruits of that,” Ford shares. “In the fourth quarter alone, we had several dozen new dealers sign up and join our dealer network, and we’re beginning to see that turn into new business.”

Knowing you’re starting the new year with a “bit more wind in your sails” than a year ago when the future looked unclear feels good, he adds. “The tale of last year was that it started with a great deal of enthusiasm, but the uncertainty regarding tariffs and other related activities caused a degree of question and concern, and then people pulled back. But as interest rates have started to come down and things are starting to thaw a bit, it’s starting to feel similar to the start of last year from an enthusiasm standpoint.”

As GNC anticipates significant growth in 2026, a material delivery system implemented last year will enable the company to more efficiently manage material flow, material consumption, and inventory. With sales expected to grow more than 20 percent, inventory should increase less quickly and doesn’t need to grow at the same rate as sales, Ford explains. “We feel really good about the kind of activities we’ve undertaken in the processes we’ve put in place over the past 15 to 18 months to make sure that as the business grows, we can leverage that base level of inventory that any business has to carry,” he adds.

While the total amount of raw material on hand isn’t significantly different than before implementing the new system, the ability to leverage what GNC does have is completely different than what it was a year and a half ago. A critical part of the new system is the company’s implementation of its material planning process, called “Plan for Every Part,” or PFEP.

“It sounds simple, but in my experience, most manufacturing businesses don’t have a plan for every part they use,” says Ford. “We’ve implemented this SKU-by-SKU plan, which includes a minimum inventory level, the average daily consumption during a planning period, lead times and replenishment cycles from each vendor, and so on.”

The PFEP and material system have brought a fundamental change to the way GNC manages inventory and delivers materials. Like most companies, GNC would previously order material, and if three departments use the same material, it would be split up, with each receiving one-third of the lot; one department would inevitably run out. This would lead to needing more material and putting in an order for more while the other two departments still had plenty.

In addition to the PFEP, the company now employs a supermarket concept, with raw material centrally housed in one location and delivered to the team members as needed, rather than being spread out throughout the plant. “We’d end up with more in aggregate, so what we’ve done is pull it all back,” Ford explains. “Instead of having that material in three locations, it’s now housed in one central location, and we deliver it to the operator. That puts much more control in our hands,” he says.

“We’ve created what I would characterize as a surgeon/nurse concept where the surgeons are our operators, and the nurse is our material delivery system that brings enough material to each operator for them to work productively for the next two hours. They are replenished at the right time with the right quantity of material,” says Ford. “This system allows us to manage material flow and inventory much more deeply and closely. While we have a minimum level of raw material we have to carry, we are much more dialed in on how much we actually need to have on hand. As we grow the business, the amount we need to carry will go up at a much slower rate than sales will.”

One side effect of this change is improved employee satisfaction and morale thanks to a smoother process. “It’s not just the inventory level that matters; it’s the overall productivity in the plant and employee satisfaction, which are a little bit less obvious in terms of numbers, and a little bit harder to measure, but very clearly, those have a big impact on what we’re doing.”

Company morale is a matter GNC takes to heart, even when it comes to the sometimes necessary business of reducing employee hours during downtimes. “Like a lot of companies, last fall we had to cut back hours, so people who were working 40-plus hours a week were working less than 40 hours a week over the last three to five months of the year, because demand was down,” says Ford. While normally that would create a great deal of anxiety and trepidation, GNC was transparent with its workforce about what it was doing and asked for management hours to be cut back as well. “We didn’t need to do that financially, necessarily, but it was the right message to send to the hourly folks that we’re all in this together.”

The show of solidarity was greatly appreciated, he adds. “We’re trying to create a culture of teamwork, one where we win together and we lose together. It’s been that kind of behavior that has been particularly well received.” Now, when management needs to make changes and implement new processes, there’s a level of trust that has been built with the understanding that everyone is rowing in the same direction.

Ford’s commitment to GNC’s culture and future success means always trying to look forward, he stresses. “I’m the eternal optimist,” he says. “In some ways, you’ve got to be a realist in the moment, but you want to have optimism as well. As I think about where we’ve been, where we are, and where we’re going, I’ve been in the business for five years, and I feel like I’m just now getting to the starting line.”

For his first couple of years, there was a “wild swing” of demand that went through the roof, he says. Material costs were tremendously high, and the industry saw a pullback in the last couple of years. Ford learned a lot in the initial phase, particularly when there was a rapid ramp-up of demand in 2021 and 2022. “Had we not experienced that significant increase in demand during that time, I might not have fully appreciated how much work needed to be done to be able to set the company up for growth,” Ford says. GNC has worked very hard over the past three years to build scalability into its operations so that when growth comes, the company is prepared for it. And in fact, GNC is in a much better position today to handle growth than it was during the past five years.

“What gives me optimism is the fact that we’ve done that hard work,” Ford says. “We’re still here fighting the fight, and we’ve got all of these opportunities to prove our capability with the revitalized sales force and the new dealers we’re bringing on. I’m optimistic about 2026 and where I think things will go, and all we need is a little wind in our sails—not a gale force wind, but a little bit of wind in our sails—and we’ll be in a good place for this year.”

The post Creating a Culture of Teamwork<p class="company">Great Northern Cabinetry</p> appeared first on Manufacturing In Focus.

Starting off as a local supplier of crane parts, the company today is a respected manufacturer of overhead cranes and crane hoists. Along with offering crane parts, G.W. Becker is also known for its crane services and maintenance, including Occupational Safety and Health Administration (OSHA) inspections, training, preventative maintenance, field repairs, and engineering.

“Our core business is in heavy manufacturing, steel processing and steel manufacturing, fabrication, aeronautical, and warehousing, just to name a few,” says the company’s Sales Manager, Ron Piso.

Cranes for every need
No two sectors are the same, which is why G.W. Becker sells and services industry-specific crane solutions ranging from 1/8 ton jib cranes—ideal for local lifting—to massive, 110-ton overhead ladle cranes used in steel mills to transport and pour molten metal. From the smallest overhead cranes to the largest, all are designed, engineered, and manufactured in-house and tailor-made for specific applications and workflow requirements.

“We can build up to a 150-foot span,” comments Piso, “and are only limited to what we can lift in our shop and what we can get out the overhead doors. If there is value to us or the customer with, we can figure out if there is a way to do it.”

To meet customer demands, G.W. Becker offers overhead lifting solutions for all needs and budgets. Some, like single girder cranes, are ideal for light to moderate use. Able to handle 1 to 15 tons, these cranes are suitable for spans up to 70 feet and lifts of 15 to 50 feet. Others, such as hazardous duty cranes, are ideal for overhead material handing in explosive environments. Often used by customers in the oil & gas sector, these cranes typically have manual hoists and trolleys and spark-resistant components. For all applications, cranes meet specific safety standards.

Much more than an overhead crane manufacturer, G.W. Becker works with customers at every step of the way, from initial design to turnkey installation, all managed with the utmost professionalism. Taking on single-source responsibility means clients will see their cranes manufactured, delivered, installed, and operational on time and on budget.

“We are a soup-to-nuts company in the crane industry,” explains Piso of the company. Its fully staffed engineering department handles design while an experienced service department has technicians available to install, repair, inspect “and upgrade any crane that’s out there now,” Piso explains. “I like to say we are as vertically integrated as we can be short of owning a steel mill to have access to our raw materials. We install 98 to 99 percent of our own product, the cranes that we build. We are a manufacturer and an OEM distributor of all crane parts.”

To date, the company’s cranes can be found across the United States, Canada, and Mexico. According to Piso, G.W. Becker is not limited to geography. “North America is our limitation,” he says. “Other than that, we will go anywhere, literally from Maine to California to Washington to Florida. We have cranes, not in every state, but we are trying to get there.” Alabama and South Carolina have hundreds of G.W. Becker cranes in operation.

Family values and industry engagement
Decades after it was established by founder George Becker, the company remains family-owned and operated, which is a point of pride for both staff members and customers. Celebrating its 45^th anniversary in March 2025, the business remains focused on growing to meet demand. Unlike some larger manufacturers, family ownership helps G.W. Becker remain far more agile, able to provide fast, personalized service where clients get answers in hours, not days.

Today, George remains founder and CEO, while his son Chris, representing G.W. Becker’s second generation, serves as President. “It’s not just family ownership that’s a benefit to our customers,” says Piso. “Chris, our President, is a leader on different industry boards,” including the Lawrence Mercer Manufacturers Coalition (LMMC). Based in Youngstown, Ohio, the LMMC is described as “an industry-led organization determined to attract, retain, and upskill the manufacturing workforce our members collectively need to thrive and grow.”

Along with the LMMC, G.W. Becker’s industry memberships and affiliations include the Material Handling Industry of America (MHI), the Association for Iron & Steel Technology (AIST), executive membership in the Crane Manufacturers Association of America, Inc. (CMAA), and the Penn-Northwest Development Corporation.

In addition, the company has forged many long-term relationships with suppliers of everything from advanced wireless control solutions to electrification systems, load-handling attachments, controls, hoists, lifting mechanisms, and other parts. These include Columbus McKinnon, ACCO® – WRIGHT® LOUDEN®, Bushman Equipment, Caldwell Lifting Solutions, Control Chief Wireless Solutions, and R&M Materials Handling, to name just a few.

At G.W. Becker, the company’s many successful years in business and long-held partnerships with customers speak for themselves. “George Becker, Chris’s father and our owner, has been in business 46 years,” comments Piso. “He has a great reputation around the country, and Chris has only enhanced that with his leadership and visibility within the industry and affiliated organizations. Relationships have been built, held, and initiated by George when the company was founded, and Chris even more so, and it all trickles down through me, our Regional Sales Managers, Service Techs, and our engineers. So our reputation is very solid. We are not top-heavy, so we are able to be out in the field and communicating more than corporations.”

Investing in people and machinery
In just the past few years, G.W. Becker has made significant investments in the business, including a complete upgrade of its machine shop and new machine tools. This remains a source of pride for the company’s owners since it allows the business to serve its many customers to the best of its abilities. “We have equipped ourselves to be pretty efficient in our production and fabrication, and will continue doing so,” says Piso. “We continue to invest in the company to make ourselves more efficient in our production and our fabrication.” Now, along with machinery, the company has expanded its engineering department to its largest headcount to date.

G.W. Becker’s information-rich website features products, detailed descriptions, and a list of services, as well as a comprehensive Resource Center featuring completed products, brochures, a blog, and more. In May, the company will have a booth at AISTech 2026. Held in Pittsburgh, AISTech remains the premier event for the world’s steel industry and a venue in which professionals can meet, learn about industry developments, and network with experts.

Now in its 46^th year, G.W. Becker continues to expand, adding to the team as needed. “Our future sales plan is to continue growing at the pace we’ve been growing for the last eight years, which has been substantial,” Piso says. “We are certainly in growth mode, trying to close every order that’s out there on the street and bring new business in every day. We have a bright forecast for the future, and it’s supported by all of the industry information available in manufacturing and the steel industry. Manufacturing in the United States is going to continue growing; we are along for the ride and expect growth in the same fashion.”

The post Built to Lift. Made to Last.<p class="company">G.W. Becker, Inc.</p> appeared first on Manufacturing In Focus.

With nearly half a century of expertise guiding its operational culture, the company was established from the back of a pick-up truck in 1977. Today, Tube-Mac is headquartered in Stoney Creek, Ontario, Canada, with over 300 team members serving its large clientele from facilities in North America, Europe, and Asia.

Doing it better
At a time when obtaining skilled labour is a challenge across industries and finding good high-pressure welders is difficult, especially in isolated and low-population regions, Tube-Mac solves pressing labour issues. It also helps alleviate customers improve their ecological responsibility and fiscal bottom lines, with state-of-the-art innovation, field installation services, and custom engineering design. The team also fabricates non-welded piping systems for hydraulic and lubrication applications and for various fluid and gas applications.

Requiring no X-ray inspections, Tube-Mac’s concept saves even more money while eliminating the issue of stress fatigue cracks found in welded joints. Underpinned by ISO 9001:2015 certification, the company’s systems are easy to install in limited spaces, while also bypassing emergency off-loading of pipe contents to enable repairs. There is, therefore, no disposal of chemical waste, no need for neutralizers or acid flushes, and no need for fire permits or fire watch personnel.

Unsurprisingly, news of Tube-Mac’s products is travelling fast as the industry catches on to its outstanding value proposition, and the team is proud of its resulting growth trajectory. “Cleanliness and environmental issues are significant concerns in the industry. There is absolutely no reason that piping systems should be installed in the same manner they were 60 years ago, with high labour costs and inadequate cleanliness practices,” says Chris Peitchinis, Vice President of Business Development.

As part of the company’s expansion efforts, Tube-Mac recently introduced a new line, the PreFiS range, unique to a separate business entity trading as PreFiS Fittings GmbH and operating from Germany. PreFiS is not the company’s only notable, new operation, however. This year will mark the grand opening of its new Singapore facility, which houses a fabrication facility and sales office. Tube-Mac is also proud of its growing presence in around 30 countries globally, thanks to strategic distribution partnerships.

The company’s depth of expertise has secured it a diverse following from numerous industries, including mining and aluminum, pulp and paper, simulation and testing, steel and automotive, and offshore drilling and prospecting, making its wealth of expertise a widely respected resource in the trade. Its team of industry-savvy, expert technicians and project managers is well-versed in custom-engineering solutions that render optimal routing layouts at reasonable cost. Therefore, fabrication and installation services are designed to suit customers, with both prefabrication and field fabrication as options. And, alongside all its other services, Tube-Mac offers 3D modelling, layout, supervision, and commissioning.

Eliminating the need for skilled welders, the company provides training in specialized equipment fabrication and maintenance to empower customers’ field teams, ensuring proper use and product longevity. That includes executing oil flushing and pressure testing, a service that is a significant plus for companies that often rely on migrant labour requiring specialized work permits.

Innovative products
Tube-Mac is most notable for its 37° Flare Flange System. Named after its characteristic 37-degree flaring pipe ends, the system features internal cones and flanges that create premium seals for piping systems transporting an array of liquids and gases over long distances. The flare flange connection is based on sliding a flare flange onto the steel pipe before being flared. After flaring, the flanges are drawn together, and one flat face cone is inserted into one pipe end and an O-ring face cone is inserted into the other pipe end. An entirely leak-free flange connection is created when the flanges are bolted together, connecting the flared ends and drawing the cones into a sealed position. TMI®37° Flare Flange System is available in a range of diameters ranging from ½-inch to 10 inches with corresponding pressure capacities ranging up to 6,000 psi or 420 bar.

The company’s PYPLOK® system is a 360° radial swaged fitting that features internally fitted O-rings providing necessary reinforcement in high-pressure systems ranging from 200 to 600 bar capacities. PYPLOK® fittings can be installed for use in various fluids and gases as long as the medium is compatible with the O-rings. The standard O-ring is Viton, which handles the widest variety of fluids and gases. For high temperature water or steam applications, EPDM O-rings must be utilized.

Tube-Mac’s latest non-welded technology, PreFiS fittings, are devoid of O-rings. It is an axial swaged fitting which, when swaged with the PreFiS tool, produces a metal-to-metal seal, custom-designed to handle water mist fire suppression systems up to 140-bar pressure. Water mist fire suppression piping systems connected with PreFiS fittings are ideal for use in data centres, museums, and cruise ships.

These outstanding products have landed Tube-Mac quite a number of international projects. One of these, the $5.25 billion USD Panama Canal Third Set of Locks Project, was executed in collaboration with Bosch Rexroth Germany. The project saw Tube-Mac arrive at the site with two ocean container-loads of equipment—one for the Pacific side and another for the Atlantic side of the canal, with two teams working across the waterway from one another. While this project demanded more than 1,000 37° Flare Flanges and over 2,000 PYPLOK fittings, the overall mission was the addition of a much-improved waterway, large enough to significantly improve traffic flow. The expanded lock system led to the introduction of NeoPanamax cargo ships, a new generation of gargantuan commercial vessels that now pass through the famous canal. “The new design also featured advanced water-saving basins and massive new concrete gates,” Peitchinis explains.

Making a splash
The company’s systems are not only used for hard industrial applications like steel mill equipment and forging presses, however. Its products are routinely incorporated into engineering destined for seemingly magical architectural effects and entertainment feats for globally recognized names. Tube-Mac was responsible, for instance, for the hydraulic piping that powers the 28 wings of the dynamic roof at the UAE Pavilion at Expo 2020 in Dubai.

“PYPLOK fittings were [also] utilized underwater to operate the floor and lifts for the thrilling acrobatic fantasy show Le Rȇve, at Wynn in Las Vegas,” Peitchinis shares.

Yet more applications include Universal Studios’ entertainment and simulation rides featuring the company’s products in setups for Despicable Me, Fast and Furious 7, and Jurassic World, where the hydraulic system animates dinosaurs. Its engineering can even be found in earthquake simulators in Taiwan, Japan, and China. Moreover, BMW, Porsche, and Audi have harnessed its innovation in simulation test equipment.

Powered by people
Rather than magic and wild imaginings, however, Tube-Mac runs on the hard work and creative genius of a strong team of pragmatic problem solvers. For this, the company’s management team is especially grateful. “Machines, although automated, do not run by themselves. Everyone contributes to our success,” says Peitchinis. “From the sales team and piping designers to machinists on the shop floor, from packing to shipping and finally to our field technicians who are in the limelight with our customers on the jobsites,” everyone’s contribution matters.

Knowing the value of generous contributions, Tube-Mac gives back wholeheartedly to several good causes, including a local high school robotics team, the Royal Canadian Air Cadets, The Salvation Army, St. Joseph’s Hospital, Doctors without Borders, and many others.

This sense of commitment extends to everything the company touches, including staying abreast of the technological advances in its field, and with that commitment comes large capital investment. “We continue to improve our processes with the latest CNC machining lathes and centres. We train our employees and ensure safety is number one,” Peitchinis says.

As with all evolution, expansion follows in close succession. To this end, Tube-Mac’s PreFiS acquisition now gives it access to new markets requiring lower pressure capacities. Peitchinis’ invitation to prospective customers is one of welcome. “Tube-Mac takes the worry away from customers. Leave it to us, and we will take care of the complete piping system,” he says. It’s proving to be a winning formula.

The post Premium, Non-Welded Pipe Technologies<p class="company">Tube-Mac Piping Technologies</p> appeared first on Manufacturing In Focus.

John W. McDougall Co., Inc. (JWM) of Nashville, Tennessee is recognized for its outstanding architectural work and state-of-the-art processing facility. JWM is built to handle large fabrication and installation projects. Currently, the company is busy contributing to both the appearance and function of the burgeoning data centers that spread from Georgia to Virginia to Utah to Texas, and beyond.

As a company providing premium architecture and engineering products and service with outstanding customer care, reduced lead times and lean operations are standard practice. As a result, JWM is proud to have some of the country’s most respected OEMs, architects, and construction leaders among its clientele. “We’re a proudly American company that’s investing in its production facilities to be able to offer products throughout the country,” says Chris Ball, COO.

Growing to meet needs
In addition to JWM’s field operations and wholesale parts supply, longstanding vendor partnerships, including those involving custom resale lines, have positioned the company to make substantial internal investments. Just over two years ago, the company invested $10 million in a 27,000-square-foot powder coating facility offering eco-friendly, AAMA 2605-certified finishes. As of 2025, this powder coating facility is officially home to one of the largest batch oven setups in the United States.

These powder coated finishes provide superior durability and a cleaner, safer alternative to traditional solvent-based liquid coatings. This environmental awareness extends to the company’s preference for doing bus1iness with LEED-certified vendors and stocking recycled metal whenever possible.

In Burns, Tennessee, JWM’s facility is within easy reach of the company’s fabrication facility, and with the ability to operate three shifts on a seven-day work week, the company has the capacity to scale and meet all customer needs. This dedicated powder coating operation is fully integrated with JWM’s fabrication workflow, allowing clients to benefit from reduced handoffs, streamlined timelines, and a seamless, one-stop manufacturing process.

Employing cutting-edge technology that affords impressive custom fabrication, the company’s line of equipment includes a Trumpf 7000, sophisticated Trumpf punches, robotic welding capabilities, seven Trumpf press brakes, CNC routing tables, Trumpf flat and tube lasers, and much more, enabling the company to excel in terms of complex geometry, custom fabrication, speed, scale, precision.

JWM’s commitment to precision begins in its processing division, which achieved ISO 9001:2015 certification in 2019. This rigorous quality management system ensures that high-volume industrial services, such as rolling, leveling, and contract manufacturing of metal components, are executed to meet the most demanding industrial tolerances.

While processing provides the technical foundation, the architectural division focuses on specialized solutions, most notably custom parking garage screens. As bespoke metal façades become the new standard of modern architecture, JWM utilizes fabrication-led design assist to bridge the gap between aesthetic trends and structural realities. This approach allows the team to translate complex, geometric designs and images into high-performance perforated systems.

Turning these ambitious designs into reality requires a team that thrives on technical challenges. “What I really love about this team is that it’s driven by problem solvers,” says Ball. When JWM partners early in the project engineering, its design assist services consistently optimize material usage, create innovative custom panel systems, and streamline construction deadlines.

The team’s problem-solving capabilities are rigorously validated in private laboratories for challenging applications such as ensuring compliance with the stringent building codes of Florida and other hurricane-prone regions. Such high standards of execution have earned JWM the distinction of being one of only three approved American installers of advanced German Metawell® panel systems. This expertise extends across the company’s entire architectural portfolio—from design-assist and fabrication to final installation—and encompasses everything from ACM and perforated panels to sunshades and louvers.

80 years of resilience, innovation, and family
Founded by John W. McDougall in 1938, JWM has a proud history of being adaptable and resilient—and of working on some considerable projects. It was first established as a manufacturers’ representative agency before evolving into precision metal fabrication work. In the 1940s, during World War II, the firm pivoted toward heavy production and sheet metal work, notably providing 1,000 tons of ductwork for the Manhattan Project, the most stringently secret program of WWII and source of the first atomic bomb.

In a rather different vein, 1982 saw the company’s completion of Spaceship Earth, Disney World’s Epcot Park’s marquee attraction. JWM also worked on Disney’s Monorail and Contemporary Hotel, employing aluminum composite.

In 2001, Alec McDougall, the third generation, took over day-to-day operations of the company, continuing to strengthen JWM’s legacy by navigating modern challenges and supporting its further growth. Notable projects during this era include the FedEx Forum in Memphis and the KFC Yum! Center in Louisville, each showcasing JWM’s evolving expertise.

And today, the company is proud to have on the team the fourth generation, Project Manager, Wylie McDougall, great-grandson of the founder, who will soon be joined by his brother, Roger, in learning the family business.

Employees—the best recruiters
To be sure, the family atmosphere extends beyond the McDougalls themselves; JWM works hard to create a culture in which all its people come to work with a sense of belonging. Building an enduring company means genuinely looking after its people, holding them accountable, and empowering them in the process, Ball explains. “When you don’t have a clear standard, and you don’t have transparency, holding people accountable becomes difficult,” he says. Setting the standard, together with ensuring that people have the opportunity to advance in their positions, fosters a hardworking, dedicated team of can-do people.

Indeed, management’s commitment to building a healthy work environment is paying off in the best way possible. By training staff in the finer details of recruitment, they are now taking up the task of finding the best cultural fits for the growing company. To achieve this, thought-leading training is provided by WELL BUILT Consulting of Baltimore, and is proving to be just the staffing solution the company had been hoping for. “They offer training on how happy employees can recruit just from being open in the marketplace. We’re always looking for good people,” Ball says.

Finding these good people means looking beyond stereotypes and collaborating with organizations like Nashville Rescue Mission, a life recovery program that helps people who have fallen on hard times and need help getting back on their feet.

“I’m proud of the growth and grit our team shows every day. I see team members pushing themselves and growing in every corner of the company,” Ball says. “The talent we have within this team is real, and as we stay focused on our goals and executing our vision, there really is no limit to what we can achieve.”

Prestige projects
This is evident in the range of prestigious projects and ongoing work seen in the company’s portfolio: the Medical College of Wisconsin’s Hub for Collaborative Medicine, completed in 2018, was a partnership with Flad Architects which saw the JWM team complete the exterior façade of an eight-story, 310,000-square-foot building that accommodates more than 1,400 physicians, nurse practitioners, researchers, and healthcare staff in a dedicated, central workplace. For this project, JWM provided 75,000 square feet of 4mm Aluminum Composite Material (ACM) panels, utilizing a coil-coated anodic clear finish to create a sleek and modern aesthetic.

The company has also been contributing to the ongoing modernization and expansion of Nashville International Airport (BNA), a landmark in the city’s southeastern corridor. JWM’s work here has comprised fabrication and installation across approximately 608,000 square feet, incorporating a variety of systems, including ACM 600 Series panels, perforated metal panels, Genesis system, insulated metal panels, ACM and stainless-steel column covers, limestone panels, and terracotta. This work has been in support of BNA Vision, the airport’s initial $1.4 billion renovation phase, which added a new international arrivals facility, a satellite concourse, and enhanced parking structures. With the airport moving into another billion-dollar initiative, the New Horizon phase, JWM’s focus “remains on quality and precision as we assist in transforming Concourse A, expanding gates in Concourse D, and advancing infrastructure upgrades,” says the firm.

And for the Google New Albany Data Center in New Albany, Ohio, completed in 2023, JWM provided both fabrication and installation services, utilizing its 600 Series Dry (Reveal) system. The company’s aluminum and phenolic panel installation delivered durability and precision, enhancing the center’s functionality and robust design, with work that included approximately 1,089 aluminum plate and phenolic panels, covering a total of 30,433 net square feet. The installation supports the data center’s rigorous operational and security environment, which allows this data center to operate under certifications including FedRAMP, HIPAA, and ISO 27001.

In fact, data centers remain a large source of work, with JWM fabricating and assembling fan bases as large as 30’ x 10’. To support data-center cooling systems, the company fabricates 24 massive floor and ceiling base units each week, each measuring 14’ x 13’, in addition to six 37’ x 11’ floor and ceiling bases and eight 10’ industrial radiator fan bases. Due to noise and aesthetic concerns for neighbors, JWM is also developing comprehensive acoustic solutions for these data centers in the form of visually appealing, noise-reducing louvers.

Eyes on the future
Certainly, the company’s breadth of expertise has led to its success in a wide range of fields. This is a company unafraid to take on the big projects, the showpieces that stand out from the pack. But while JWM has seen continued record growth over the past few years, as a longstanding family firm, balancing technical skill with family values remains of primary importance. At the end of the day, it is the continued evolution of the company’s culture that truly drives its performance and growth.

As John W. McDougall Co., Inc. looks ahead, its sights are firmly set on expansion, innovation, and leadership within the architectural metals and advanced fabrication space. The company’s continued investments in technology, vertically integrated capabilities, and scalable production position it to meet the varied demands of complex architectural projects nationwide. Underpinned by a strong foundation of nearly eight decades of experience—yet never afraid to evolve with the times—JWM is not simply responding to market growth; it is helping shape how America’s most visible and mission-critical structures are built, how they perform, and how they endure.

We look forward to seeing where the next 80 years take this dynamic and enduring company.

The post So Many Ways to Help America Look Its Best<p class="company">John W. McDougall Co., Inc.</p> appeared first on Manufacturing In Focus.

Terradyne Armored Vehicles was originally launched in 2011 as a segment of Canadian auto parts giant Magna International. The company, which focused on armored vehicle production from the beginning, was spun off as a standalone entity in 2014, and last year marked its eleventh anniversary as an independent business.

Terradyne offers four main models under its Gurkha line, named after the famously tough soldiers from Nepal who have fought for Great Britain since the 19^th century. These models consist of a light armored patrol vehicle (Gurkha LAPV) which weighs 16,000 pounds (7,258 kilograms) and measures 6,116.9 mm x 2,454.2 mm x 2,645.6 mm; a rapid patrol vehicle (Gurkha RPV) weighing 15,500 pounds (7,031 kilograms) and measuring 6,207.5 mm x 2,454.2 mm x 2,499.2 mm; and a multi-purpose vehicle (Terradyne MPV) weighing 16,500 pounds (7,484 kilograms) and measuring 6,356.8 mm x 2,454.2 mm x 2,633.9 mm.

The company’s fourth model is a civilian limited-edition vehicle (Gurkha CIV) that weighs up to 13,500 pounds (6,123 kilograms) and is 6,207.5 mm long x 2,454.2 mm wide x 2,499.2 mm high.

The biggest change at the company since we last spoke in August 2024 has been the release of “a new variant of an existing model,” shares Sales Manager Lucus Witzke. The new variant represents “a first for Terradyne—an armored vehicle for law enforcement specific to EOD, which stands for Explosive Ordnance Disposal,” he explains.

The MPV FORT (Forward Ordnance Response Team) EOD recently made for the City of Tampa, Florida was a variation of the MPV for law enforcement, and will be used by a police bomb squad, Witzke says. The purchase was part of a two-vehicle deal, with the other being a standard law enforcement model. “We have delivered it and are now marketing it to other law enforcement agencies,” he says.

In addition to the FORT EOD, Terradyne has also tweaked another model to create a tactical emergency medical services (TEMS) vehicle which is “basically an armored ambulance,” Witzke says. The TEMS vehicle is also being marketed to law enforcement clients.

These models are built on Ford F-550 Super Duty truck frames and are fitted with a 10-speed automatic transmission, 4×4 shift on the fly, and V8 turbo diesel engines. “We use the Ford F-550 chassis for all Gurkha models, so we are limited to what direction Ford goes in. From what I’ve heard… for the Super Duty lineup, there are no electric or hybrid engines in the forecast,” Witzke says. Fuel capacity for all four models is 40 gallons (151 litres), and each model is equipped with a four-wheel vented disc anti-lock braking system.

All models save the CIV feature armor plating (with the armoring available as an option on the civilian model as well). The CIV is the only Terradyne vehicle that is available to the public at present. This is a brawny, dark machine that would definitely make an impression on city streets.

Witzke cites the materials that go into the company’s vehicles and its customer support as Terradyne’s points of difference in the market. Technical specifications state that armor plating on the LAPV, MPV, and RPV warrants a B7/STANAG 2 rating, a military standard set by the North Atlantic Treaty Organization (NATO). And Gurkha vehicles are subjected to intensive third-party testing involving live ammunition and explosive blasts.

Terradyne does not claim its vehicles are completely bullet- and bomb-proof, but simply well-protected against such threats. Plating on the LAPV, MPV, and RPV is fairly light as far as armor goes, and in addition to being well-fortified, Gurkha vehicles are relatively quick, which is an important factor when conducting police raids or rescuing wounded soldiers under fire. The wheels on Gurkha vehicles feature special inserts that keep the tires in workable condition even after they have been punctured by bullets or shrapnel, while the windshield glass is also tough and resilient in the face of gunfire.

In addition to producing top-of-the-line machines, Terradyne works hard to serve its clients. The company maintains a steady supply of spare parts and tires and can manufacture replacement components upon request. It is receptive to customer feedback and can customize its basic product line, as evidenced by the FORT EOD vehicle. “Something we’ve learned over the years is our customer service apparently is next-level compared to our competitors, so that has given us an advantage,” notes Witzke.

Design and manufacturing duties are handled in-house, with Terradyne employing roughly 50 people and producing around 100 vehicles each year. Each armored car takes between 20 and 24 weeks to complete—which seems a long time until you consider the standards each vehicle needs to meet. Not every truck on the road is designed to withstand a barrage of bullets or a grenade attack.

Gurkha vehicles are sold either through dealers or direct to customers, and the company’s most popular vehicle varies from year to year. For 2025, the MPV proved to be the most in-demand model, says Witzke.

Certainly, Terradyne takes pride in all its high-quality vehicles and holds both ISO 9000 and 14000 certification. It is also registered with the Controlled Goods Program, an initiative run by the Canadian government. Thanks to this registration, Terradyne is authorized to export its military-style vehicles.

Back in Canada, Terradyne is among a handful of qualified potential suppliers for a Canadian Armed Forces light utility vehicle (LUV) replacement initiative. Ottawa intends to spend up to $1 billion on a new “protected, lightweight, multi-role, and highly-mobile ground wheeled vehicle,” states the website of the Canadian Defence Review, a military journal.

Between 2,000 and 2,200 replacement vehicles are needed in total, “with up to four variants: command and reconnaissance vehicle; utility vehicle; military police vehicle; and cable-laying vehicle,” says the journal. The program also involves “ancillary equipment, integrated logistics support (ILS), and an in-service support solution.”

To be sure, Terradyne has a good shot at winning work with the LUV program, due in part to the amount of Canadian content that goes into its Gurkha line, says Witzke.

The company is also excited to be participating in the World Defense Show in Riyadh, Saudi Arabia in early 2026. This will be the first time Terradyne has attended this event. “There are a lot of Terradyne vehicles operating in the Middle East as of today,” Witzke says. “Other opportunities might be there. Our end-goal is to expand our presence from what we already have there.”

When it comes to promotion, the company relies heavily on trade shows to highlight its products. “We’re very particular,” says Witzke. “We do some print advertising with law enforcement in the U.S. and Canada, but a lot of [our promotional efforts] are trade shows. We find it’s a lot more effective to physically get a vehicle in front of somebody, as opposed to sending pictures.”

As for challenges, he cites tariffs and “increased prices in the supply chains.” The most consistent challenge, however, is simply the nature of the armored car business. “The sales cycle is very long; it’s a big-ticket item. There are a lot of hurdles that need to be overcome in that process.”

Going forward, Terradyne wants to stay in Newmarket and produce more armored cars from its core lineup in addition to interesting variants, such as the FORT EOD and TEMS vehicles. Witzke anticipates “further expansion of our footprint in key areas: Canada, the United States, Europe, and the Middle East,” while the company continues to hone its expertise.

In the early days, “we were the new kids on the block that nobody had ever heard of,” he says, adding that the client base “is a very tight-knit group, especially in law enforcement. They talk with each other and share reviews of what equipment is good. It takes a very long time to develop a reputation.” Terradyne Armored Vehicles is well on its way.

The post Specialty Vehicles for Specialized Situations<p class="company">Terradyne Armored Vehicles</p> appeared first on Manufacturing In Focus.

The company, which works with about 75 suppliers around the world, previously operated primarily as a sourcing partner to their global OEM customers, and now with their vertically integrated manufacturing capabilities, operates as a true manufacturing partner, often providing customers with value adding engineering services as well.

A growing global footprint
Founded in 1985, Brukar has become a well-known contract manufacturer of metal components including precision castings, prototypes, machined parts, weldments, forgings, assemblies, and stamped/formed sheet metal components. Along with comprehensive contract manufacturing and supply chain services for North American OEM customers, Brukar offers procurement consolidation, design and engineering, quality assurance, and inventory solutions. These services are used by clients spanning a wide variety of industries to purchase custom metal components manufactured at low costs overseas without the headaches associated with managing overseas suppliers and supply chains. The company’s Oakville, Ontario warehouse provides a local inventory solution to customers, allowing them to keep product off their balance sheets until needed, freeing up valuable cash flow to allocate to their own strategic operations.

“Through communication with some of our larger multinational customers, it has become clear that there is a need for a service offering like Brukar’s in the European market,” says Gagnon. Because of this, the company is excited to be in the planning stages of opening a European office and warehouse from whence they will support new and existing European customers in the same way they have their North American customers for the past 40 years.

Like many other Canadian-based companies, Brukar is also faced with what Gagnon calls “Policy by Tweet.” In 2025 alone, the company navigated through 55 changes to tariff policies affecting their components. With the recent news of trade deals being reached between India and the European Union as well as India and the United States, the company is well positioned to continue increasing their market share for overseas contract manufacturing of metal components.

Family-owned and female-founded
Last March, Brukar Inc. proudly celebrated its 40^th anniversary. The timing saw Gagnon take over from his mother, company founder Carolyn Cross. An experienced global businesswoman, Cross had been conducting business between Asia and Canada for years when she realized that there was a void between world class manufacturers of metal components and the North American OEMs looking for lower cost components.

For the first 25 years, Brukar didn’t warehouse any product and was strictly a sourcing agent, with Cross connecting customers to suppliers capable of making the components. Eventually, the company started offering warehousing and managing the complete supply chain of goods. This allowed customers to significantly reduce the minimum order quantities typically associated with buying overseas, and take components as needed from their Canadian warehouse where they can deliver goods by truck anywhere in Canada or the contiguous United States in five to seven days.

As a child, Charles Gagnon spent a lot of time in the office. Over time, he started assembling valves and learning more about the business, and a dozen years ago, he began his career at Brukar working in the warehouse doing order fulfilment.

“It was great, and really taught me to be familiar with the products and part numbers, and familiarize myself with that end of the business,” he says. This soon led to travel opportunities, meeting suppliers in China, Taiwan, and India and getting to know them. Touring foundries and looking at parts and how they were made helped deepen his knowledge. He dedicated much of the last decade to account management and sales before Carolyn retired, taking over as President last March.

Unlike many other companies providing products for OEM clients, Brukar handles the entire supply chain, from freight to importing details and on-time delivery. Being family-owned makes Brukar agile and highly accountable. “When we see an opportunity to do something, we run our analysis and do it; we have no corporate red tape to work through,” says Gagnon. “This includes opening a European office in 2026. With it just being my mother and I—the two owners of the business—we can quickly say, ‘This is something we want to do, and this is what the cost will be; let’s do it.’” Larger companies need layers of approval from boards and shareholders before making a big move, which takes time and money.

In today’s fast-paced world, Brukar’s clients are looking to make their businesses easier, not more complex. Simplifying supply chains is one way the company takes stress away from its customers. “We bill ourselves as your one-stop shop for metal components,” says Gagnon of Brukar’s 40-plus years of industry experience.

Adding value
“There are various ways of making metal components,” says Gagnon. “You can machine them from a bar or stock. You can cast them by pouring molten metal into a mold. You can bend or stamp sheet metal. There are many manufacturing methods and materials to choose from.” Typically, a company will specialize in one manufacturing method, and often only one material; they may make aluminum die castings but won’t also do stainless steel investment castings. Then there are those who do stainless, but not iron, or castings, but not sheet metal fabrications. “We do it all. That’s why we have 75 suppliers, and each of them has its own specialties. And because we are that one-stop shop, we have in our warehouse dozens of materials made through a wide variety of manufacturing methods. So our customers can come to us for any metal components.”

For Brukar, the company’s soon-to-be-expanded warehouse is its biggest value-added service. Although the company doesn’t currently offer design services, Brukar’s engineering services group helps customers design parts to add value—to be more cost-effective, easier to manufacture, or lighter weight. Sometimes client engineers may not be familiar with new ways of designing metal casting, while Brukar’s engineers are experts in all fields.

“Everything is manufactured custom to our customers’ drawings,” Gagnon explains. “We don’t sell anything off the shelf. Our customers bring their designs, and we manufacture the components exactly to their specifications. Our customers own all designs and, in most cases, the tooling we produce to make their components.”

Brukar continues to enjoy growing demand from all sectors, and the company’s new Vice President of Sales hails from an agricultural-centred company, which will see Brukar diversify further still. Combined with its larger Canadian warehouse, expansion into India, and a new European office, Brukar is well-positioned to serve existing and new customers long into the future.

The post Your Trusted Manufacturing Partner<p class="company">Brukar Inc.</p> appeared first on Manufacturing In Focus.

H&S offers a wide range of industrial gearing repair and servicing options, including the ability to accurately identify any gearbox issue and advise clients on the best course of action for maintenance, repair, or replacement. With its top concern being clients’ production schedules, the company provides a thorough assessment of scope before beginning any job. Because it stocks its own materials, speeding up the process, the company can often complete the typical six to ten-week project in just four weeks, and complete rebuilds even quicker.

Key capabilities
With many decades of experience creating, producing, and servicing gearboxes for heavy-duty applications worldwide, the technical team at Horsburgh & Scott handles a variety of gears with speeds ranging from 0.5 to 3600 rpm and up to 5000 HP and 4 million ft-lbs., together with the ability to design and build a bespoke gearbox for any specific use the client requires.

Over the years, H&S has expanded to include offerings such as on-site field service and major overhauls, laser alignments, and the reverse engineering of components that need to embody fit, form, and function within the precise confines of the host unit.

“The company has many other in-house capabilities that allow it to meet and exceed our customers’ expectations,” says President and CEO Randy Burdick. “This includes our very own on-site fabrication department for gears up to 26 feet in diameter and our state-of-the-art heat treat facilities for both carburizing and induction hardening.” These particular capabilities enable the H&S team to control for both unparalleled quality and speed of response, he adds.

A team of experts
With its rich history and a knowledgeable and skilled workforce with massive, industry-leading experience in large, complex gearing applications, the H&S team is often sought out by customers to resolve gearing issues where others have failed.

“With our extensive engineering, fabrication, manufacturing, and field service capabilities, we offer a great level of confidence to our customers,” Burdick adds. “We return their critical assets to a like-new, reliable condition, and we meet the time-sensitive deadlines that are everywhere today.”

In addition, the skilled technical staff at Horsburgh & Scott can provide clients with finite element modeling services, further increasing the company’s capacity to address clients’ intricate gearing and gear drive system problems.

Burdick is enthusiastic about this advance. “This, coupled with our extensive reverse engineering, vertical manufacturing, and field service capabilities, positions the H&S team to ‘Deliver the Difference’ in everything we do.”

Partners in reliability
The H&S field service team members are not just experts in gearbox installation, repair, and rebuilding; they are their customers’ reliability partners, ensuring the smooth and efficient operation of critical drive systems. With a steadfast commitment to “Delivering the Difference,” Burdick tells us how they set the standard of excellence in the industry for field service, bringing extensive expertise in the design, manufacturing, installation, and repair of a wide variety of gearing and units.

“These include speed increasers and reducers, helical units, bevel units, planetary gears, worm drives, spur gearboxes, cycloidal units, differential units, and high-torque and high-speed units,” he explains. Activities also include the design of custom drives for a clean sweep of applications in steel, pulp and paper, tire and rubber, plastic extrusion, power generation, sugar, grain, marine, cement, water management, container terminals, aerospace, bridges, mining, and oil & gas. In addition, there’s the design, fabrication, and manufacturing of spur, helical, and double helical gears up to 26 feet in diameter.

“No matter the complexity of the gear system, our skilled technicians perform repairs and rebuilds to the highest standards in the field to ensure the reliability and efficiency of the drive and application,” Burdick says. “We are a company that is tailored to a customer’s needs, whatever the complexity or the industry.”

Talented people
When asked what has shaped the company over its impressive 140 years and fomented its continued success, Burdick cites several reasons, including the team’s unique engineering and manufacturing capabilities and a dedicated workforce. “Additionally, our knowledgeable and devoted commercial team works closely with our customers and can move quickly and efficiently when our customers are in a time of need,” he adds.

While H&S has experienced its fair share of challenges over the years, recently the challenge has been to find talented people with the dedication it takes to uphold H&S’s commitment to its customers, says Burdick. “Also, maintaining a supply chain that can perform with the speed and dedication that the H&S team expects of itself to service our customers at the highest level can be difficult,” he says.

But even in the face of challenges, achievements are meant to be celebrated, and some of these include the company’s tripling in size over the past six years, diversifying its end markets, and expanding the number of opportunities that are available to support gearing and gear drive systems replacements or repairs.

“We’ve also made two significant acquisitions over the past two years that have put us closer to our customers,” says Burdick. To facilitate Horsburgh & Scott’s entry into the maritime sector, the company has also obtained ABS certification.

Reverse engineering moves forward
In addition to the company’s many advantages and rich expertise, Horsburgh & Scott stands out thanks to its committed staff as well as its production, engineering, and services. “Our extensive reverse engineering capabilities are available both in the field and in any of our many service centers,” Burdick shares. “Our reverse engineers utilize FaroArms for in-field reverse engineering when customers can’t come to us.”

There are also dedicated CMMs and gear checkers in climatized environments for when the client can send in their equipment for a comprehensive reverse engineering overview.

Additional services include detailed inspections and evaluations, dynamic modeling and optimization, no-load spin testing, equipment evaluation/analysis, gear alignment installation and startup supervision, lubrication system evaluation, nondestructive testing (NDT), preservation and long-term storage, rebuilds of all manufacturers, spare OEM parts, and 24/7 rush breakdown service.

A modern laser welding technique from Horsburgh & Scott also guarantees that shaft journals are precisely welded and long-lasting, ensuring performance in even the most challenging settings by minimizing distortion and maintaining perfect dimensional integrity with the application of concentrated, localized heat.

The company’s precision laser welding, meanwhile, ensures long-lasting joint integrity that prolongs the life of equipment by offering durability, excellent fatigue resistance, and endurance of repeated cyclic loading. Whether machinery powers a petrochemical plant, steel mill, or mining operation, H&S’s welded components are made to withstand the most difficult challenges.

Additionally, to safeguard customers’ goods during transportation and storage, H&S provides the best gear rust prevention solutions available, including water-based rust preventatives (vapor corrosion inhibitors) that offer continuous protection for long-term storage, are easy to apply and do away with dirty oils or greases, and are designed to prevent rust and the costly damage it causes.

From the standpoint of design, production, installation, maintenance, repair, and replacement, the company covers the entire product lifecycle of its clients’ gearing and gear drive systems, both H&S-branded and competitors, Burdick stresses. “Our philosophy of ‘speed kills the competition’ is deep-rooted in the culture of H&S, and this, combined with our commitment to quality, brings significant value to our customers, especially in times of need,” he adds.

Illustrious past, investment in the future
With an ever-present focus on the customer, Horsburgh & Scott aims to continue investing in both its people and the equipment that enables the company to serve its customers to the highest standards in the marketplace.

And while the company has experienced robust recent growth, it is looking for more. In the next three to five years, the team plans to double its business organically and through strategic acquisitions.

As Burdick explains, “We will continue to expand into different geographies and continue expanding our service offerings and capabilities, all to better support our valued customers.” This is an approach this company has well understood for nearly 140 years.

The post Delivering the Difference: 140 Years of Gearing Up for Client Success<p class="company">Horsburgh & Scott</p> appeared first on Manufacturing In Focus.