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BEST PRACTICES FOR INDUSTRY LEADERS

Issue 194 2021

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A display of quality Hanover Displays combines intensive R&D with robotic technology in the design and manufacture of its passenger display systems, and thanks to its approach it has accrued a global reputation for innovation Getting a grip: The new MATCH platform from Zimmer Group and Schmalz delivers a comprehensive function portfolio and universal communication interfaces Dock watching: Several innovative technology-based loading dock visibility solutions have emerged that can improve dock-level operations and drive increased warehouse productivity Smart connections: There has never been a better time to connect with 5G experts and identify the right IIoT opportunity for your business

Chairman - Andrew Schofield

Editor’s Letter

Managing Director - Joe Woolsgrove Editor - Libbie Hammond Assistant Editor - Will Daynes Staff Writers Alex McDonald • Danielle Champ Jessica Olley Managing Art Editor - Fleur Daniels Art Editor - David Howard Advertising Designer - Paul Gillings Sales Director - Alasdair Gamble Business Development Director Philip Monument Research Managers Michelle Fontaine • Natalie Griffiths Jo-Ann Jeffery • Ben Richell • Basil Sharpe Editorial Researchers Adam Blanch • Victoria Burke • Mark Cowles Jodie Garringer • Jeff Goldenberg Dan Harrison • James Page • Wendy Russell Richard Saunders • Kieran Shukri Advertising Sales Johanna Bailey • Mike Berger Jessica Eglington • James Fuller Alex Hartley • Reid Lingle Theresa McDonald • Sam Surrell Theresa Start • Gregory Waller Florida General Manager - Ryan Finn Boston General Manager - Joy Francesconi

Hello and welcome to the November issue of Manufacturing Today. I hope that there’s a feature in the magazine that piques your interest – we are highlighting some really thought-provoking technological solutions, from robotics to loading dock visibility programs, and from 5G to IoT subscription services. Ultimately, the name of the game is increasing efficiency, raising productivity and enhancing operations. In his article about Industry 4.0, John Phillips refers to ‘new recurring revenue streams, the streamlining of supply chain processes and increased customer loyalty built through deeper relationships’. It sounds like an ambitious list but one to which we perhaps should all aspire! Will any of these targets be going on your New Year Resolutions?

Custom Media Sales - Dan Bess Digital Sales - Mike Psimis Subscriptions - i.kidd@schofieldpublishing.com

Libbie Hammond EDITOR

libbie@schofieldpublishing.com | lhammond@finelight-media.com

Administration Rory Gallacher • Ibby Mundhir Accounts - Rachael Leftley

ON THE COVER

Manufacturing www.manufacturing-today.com

BEST PRACTICES FOR INDUSTRY LEADERS

Manufacturing Today Magazine

Schofield Publishing Ltd Corporate Head Office Cringleford Business Centre, 10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K. Tel: (312) 854-0123 Tel: 044 (0)1603 274130

This issue’s front cover story looks at the

operations of Hanover Displays – a company that has already adopted highly technological solutions in the creation of its products. Visit the shopfloor and you can see how cobots are being used for a variety of tasks, guaranteeing cycle times and allowing unmanned running in the process. The machines form just part of the successful approach of Hanover, which also embraces human inspiration in the form of R&D and understands how people and machines working together reaps rewards. Take a look on page 16.

Issue 194 2021

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Please note: The opinions expressed by contributors and adver tisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effor t is made to ensure that the information published is accurate, and correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the proper ty of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Contents INSIDE THIS

ISSUE

COVER STORY

FEATURES

4 Industry 4.0

Many manufacturers are still recovering from the double whammy of Brexit and Covid-19; how ‘recurring models’ could help them be future proof

6 Robotics

A collaboration between Zimmer Group and Schmalz is combining the best of two gripper worlds and created something unique

8 5G

5G technology enables ideas to be turned into reality and it has the potential to transform manufacturing operations across the world

Hanover Displays

10 Loading

In the United States, loading dock inefficiency and extended dwell time are a huge problem, but the right visibility solution can help

12 Manufacturing news

Updates and announcements from the manufacturing arena

CastAlum

Busch UK 2 l www.manufacturing-today.com

COMPANY PROFILES

Hornady Manufacturing

ArcelorMittal Kent Wire

Dunn Paper

Alexander Battery Technologies

Mission Ready Solutions

Coram UK

Putnam Plastics

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Subscribe to thrive

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Industry 4.0 Don’t miss a trick when it comes to Industry 4.0 - how manufacturers can use subscription services to flourish in this new era. By John Phillips

ndustry 4.0 is often viewed as a catalyst for new business models within manufacturing. Driven by the digital transformation taking place across the sector, this new era will be increasingly softwareorientated and a combination of digital twins, artificial intelligence (AI) and the Internet of Things (IoT), will mean that machines are smarter than ever. However, by simply using these new technologies to automate tasks, increase efficiency or reduce costs, the majority of manufacturing companies are missing a trick. The biggest opportunity in this new era is to shift away from one-off transactions, towards a more customercentric approach. By adopting customer-focused recurring models – such as those based on subscriptions – manufacturers have the opportunity to personalize their services and encourage long-term customer loyalty. Products will no longer be just physical things but services that can continuously generate data and provide customer insights, enabling manufacturers to open up new revenue streams and reach their full growth potential. Given that many manufacturers are still recovering from the double whammy of Brexit and Covid-19, recurring models could help them future proof, enabling the creation of technologically resilient supply-chains and operations, which put customers at the center of operations.

The rise of subscription services

While subscription services have been around for some time, the subscription economy is just getting started, and use cases will continue to evolve as the technology develops to meet customer demand. Throughout the lockdown periods enforced during the pandemic, digital-based subscription models saw an increase in popularity thanks to their convenient offering and strong business continuity. In fact, research from our recent Subscription Economy Index has shown that companies that embraced subscription-based models grew at 400 percent on average over the last eight-and-a-half years, outpacing S&P 500 revenues by almost six times during the pandemic last year. Whilst the likes of Netflix and Amazon often dominate the headlines when it comes to subscriptions, this shift in the way that companies ‘do business’ is taking place across many industries, including manufacturing. Historically, much of the growth of digital subscription services in manufacturing has been prompted by the need for companies to look for ways to increase efficiencies and cut costs. For example, the pandemic brought with it serious gaps in the global supply chain as factories were forced to shut, following concerns around employee health. This, alongside the resulting financial crisis that we are currently facing, has only compounded the need for manufacturing companies to maximize ROI. This is where IoT comes in. Many manufacturers adopted it, alongside other forms of automation, last year in order to reduce worker density and increase machine productivity in an effort to ensure safety and continuity, should there be another Covid-19 outbreak. While subscriptions have been around for decades, the rise of the IoT during this period maximized their value and increased their popularity. But their true potential is yet to be realized across the board, with many just viewing them as a way to cut costs and increase efficiency.

Putting the customer first during Industry 4.0

The Industrial Internet of Things, AI, cloud solutions and blockchain are the main technological drivers of Industry 4.0. It’s common knowledge that these technologies produce data, and that data is an important resource. Yet the development of suitable business models that convert this data into profitable sales are often still in their infancy. This is where subscriptions come into play! By adopting a subscription model, manufacturers can effectively use data insights to better understand their customers and customize experiences. One of the main benefits of a recurring digital service is the incredibly rich customer data that can be obtained from it. The more a customer uses a service, the more manufacturers are able to gain further understanding of customer preferences and usage patterns. This can help to establish closer relationships with customers and enable manufacturers to provide more personalized experiences which will stand out from the competition, and encourage customers to continue to invest in their offering. As well as improving operations, some manufacturers use subscriptions to sell after-market connectivity that tracks the condition of a product in the field. For example, Caterpillar produces connected machines with integrated sensors that gather data. This data helps the company to offer customers information around the use of their fleets, and how to reduce the overall cost of ownership. As a result, Caterpillar has new recurring revenue streams, closer relationships with its customers, and the largest connected fleet in the world, with more than 500,000 connected assets in the field. Another company embracing this new world of subscriptions is Honeywell, which has evolved from a traditional manufacturer solely focused on products, into an industrial software and services company in recent years. Most recently, the company launched Honeywell Forge, an Enterprise Performance Management software that provides insights to operators of buildings, airlines, industrial facilities, and other infrastructure. It is being built on the premise that one day the entire physical world is going to be connected. This belief is one of the key drivers of the current rise in IoT subscriptions across the industry. For manufacturers, switching to a services model is a no brainer. In a world where consumers expect companies to anticipate their every move, shifting to a service model will allow companies to rediscover their customers and build strong, ongoing relationships. This will allow companies to reap the rewards through the opening of new recurring revenue streams, the streamlining of supply chain processes and increased customer loyalty built through deeper relationships. v

John Phillips John Phillips is SVP at Zuora. Zuora provides the leading cloud-based subscription management platform that functions as a system of record for subscription businesses across all industries. Powering the Subscription Economy, the Zuora platform was architected specifically for dynamic, recurring subscription business models and acts as an intelligent subscription management hub that automates and orchestrates the entire subscription order-to-revenue process seamlessly across billing and revenue recognition. www.zuora.com

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Getting a grip

Zimmer Group and Schmalz have come together with a common End-of-Arm-Ecosystem. MATCH delivers a comprehensive function portfolio and universal communication interfaces

he new MATCH platform from Zimmer Group and Schmalz combines the best of two gripper worlds. This collaboration created something unique: a modular system that the customer can use to meet various requirements and handle diverse applications in robotics. Furthermore, in addition to their accumulated problem-solving expertise, both companies offer a global sales network for support and service.

Applications as varied as the system

Whether mobile and collaborative robotics or fully automated applications, just one flexible system gives the user access to a nearly unlimited range of uses from production and assembly to warehouse logistics, shipping and even laboratory automation. Typical tasks for the system include pick-and-place, order picking, packaging and palletizing, checking and testing. Various mechanical and vacuum grippers can be selected corresponding to the workpiece and handling task. If the requirements change, the system can be quickly and easily adapted.

Standardized connection and communication Suitable for any common lightweight robot - a system ideal for cobots and conventional 6-axis robots.

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Easy Installation Mechanical connection via quick changer and configuration via setup wizard.

Flexible

Any robot, any gripper, any end effector. High flexibility through extensive portfolio.

Full process control

Collect, evaluate and visualize value-added data including cloud connection.

Compatibility and easy installation thanks to digital services

The installation of MATCH is incredibly easy. The system can be conveniently mounted and set up on the robot flange in just a few steps. Configuration is intuitive and easy to accomplish thanks to the support of the digital services and the common ecosystem (SCM communication module with guideZ setup software, expertZ, monitorZ and Comfort App/Cloud connection). ‘Any Robot, any Gripper, any end effector’ is the credo of the MATCH platform and the components are compatible with all common lightweight robots (e.g. cobots) as well as conventional robots worldwide.

Robotics Technology openness through standardized interfaces

The quick-change system has various interfaces. In addition to a compatible mechanical interface, there is a pneumatic/ vacuum connection. Here, four internal and two lateral fluid channels supply connected gripping systems with compressed air or vacuum. The generous dimensioning enables the operation of powerful pneumatic vacuum generators, for example, to handle cartons that are sucked through. Electrical interfaces are also available. The quickchange system is hot-pluggable, and can be changed under voltage during operation. The integrated pin field transmits both load and signal current. This technological openness makes it possible to open up many different robot types with a wide variety of end effectors.

Manual and automated quickchange function with specials

The compact quick-change module provides two quick and easy ways to swap a component. In addition to an automated exchange in a storage station, known as the gripper station, exchanging by hand is also possible within seconds. Thanks to the ergonomic click system – integrated on the end effector being changed – it is possible to carry out a manual change with just one hand. At the same time, this prevents the exchange module from falling. Rotation prevention ensures a clearly defined position of the end effector in the storage station. Furthermore, it is ensured that the end effector itself is connected to the robot in the same orientation, even during manual changeover. In set-up mode, pins and optical markings in the storage station enable simple and unambiguous positioning of the end effector. In continuous operation, the pin

disappears in the storage station, allowing a greater degree of freedom in the changing process. The storage station can be attached in three different ways. In addition, the station has an optional sensor query and a supplementary optical LED display on the fixed part. Together with the standard Connect signal, a 100 percent secure system is guaranteed. The high quality of workmanship of the entire module guarantees a long service life of more than 100,000 cycles.

Smart ecosystem – Intuitive software

Zimmer Group and Schmalz have their own ecosystem that the user can use for countless digital services. In addition to the SCM communication module (master gateway), the user also has two other tools at their disposal: the intuitive guideZ setup software for further configuration of the gripper, and Schmalz Connect Suite for diagnostics of IO-Link devices in the cloud. MATCH guarantees full support and process control – from commissioning to ongoing operation and process monitoring.

Advantages of MATCH at a glance • • • • • • •

A system for lightweight robots, cobots and conventional robots Automated exchange in the device Manual exchange with easy-click function Large variety of end effectors Compatibility and flexibility – combining the primary handling technologies (vacuum and mechanical gripping) Innovative digital ecosystem Long service life, even in automated continuous operation v

The Zimmer Group The Zimmer Group was founded in Rheinau in 1980 by the brothers Günther and Martin Zimmer. The company, which now employs more than 1,200 people worldwide, has bundled its expertise, which has grown over decades, into six powerful technology areas: Handling Technology, Damping Technology, Linear Technology, Process Technology, Machine Technology and Systems Technology. In these technology areas, products with technological leadership are created and sold worldwide under the established brand names of the Zimmer Group. www.zimmer-group.com https://www.youtube.com/watch?v=D3Kia875BAw

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Smart connections The time is now to make 5G part of your continuous improvement program. By Ste Ashton

alk of Smart Factories, the Industrial Internet of Things and Industry 4.0 have been commonplace since the internet revolutionized communications towards the end of the 20th century but, for many manufacturers - particularly those further down the supply chain - these ‘grand ideas’ have remained steadfastly just that: ideas. But with the arrival of 5G, the technology to turn ideas into reality is finally here, and three years after the UK Government launched its 5G Testbeds and Trials (5GTT) programme, the results are demonstrating serious potential to transform manufacturing operations across the world. The UK’s first live 5G factory trials took place at the Worcestershire 5G Testbed through 2018-2020, in what was a landmark step toward the creation of smart factories in Britain. Working with locally based Worcester Bosch, Yamakazi Mazak and defense company QinetiQ, amongst others, the trials tested use-cases for 5G technologies, covering everything from changes to factory floor production processes, to real-time analysis and remote machine operation. Worcester Bosch tested 5G for improved factory output, exploring preventative maintenance using IoT sensors and data analytics to predict failure; QinetiQ looked at designing security into 5G networks and applications; while Yamakazi Mazak explored how technology could be used to troubleshoot applications, allowing senior engineers to

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remote guide onsite engineers through remote machine maintenance. Elsewhere, SME aerospace manufacturer, AE Aerospace, has also been developing its ‘glass factory’ concept, looking at how installing a private 5G network can be used to plan production, collecting and monitoring performance data in real time to optimize production, and create a new ‘capacity availability’ model; how sensors can be used to locate and ensure gauges are correctly calibrated; and using AI to improve quality and inspection processes. Whilst at the Manufacturing Technology Centre in Coventry, we are working with them to build a 5G network and develop demonstration use-cases that will highlight to visitors the capabilities of 5G in an industrial setting. These use-cases have all contributed to seminal work as part of the DCMS 5G Testbed and Trials (5GTT) programme, which identified that 5G networks could enable productivity savings of two percent in manufacturing, the equivalent of £2.6bn when extrapolated across the whole of the UK, although many believe this to be a conservative estimate. They are just a handful of examples that highlight a myriad of ways 5G will enable smarter, connected manufacturing.

So how can more manufacturers get involved?

Lack of awareness of the ‘real life’ benefits, use case identification, identifying resources to trial ideas and build business cases, working

with legacy equipment, cyber security concerns, technical knowhow, funding and access to 5G networks are just some of the barriers currently preventing manufacturers from getting ready for the fourth industrial revolution. However, progress is being made. A 2017 survey by Make UK suggested that just 20 percent of manufacturing SMEs had started the job of preparing for Industry 4.0, but, by 2020, 80 percent of respondents were reporting they would be ready by 2025. The impact of the Covid-19 pandemic may impact that timeline slightly, but, with networks and support systems increasingly in place to help manufacturers of all sizes explore the potential of 5G, UK manufacturers should be set to lead the charge into this smart new age. As the team behind the installation of the first private 5G network at a UK manufacturer, we’ve seen first-hand the challenges and benefits of setting up a smart factory environment, from the perspective of both manufacturing businesses and also technology providers. That is why we created our Testbed as a Service programme, supported by technology partner BT, to provide a safe and accessible platform for UK industry to develop and test next generation technology. While there will be some individual use cases that require 5G networks on their own merit, there isn’t one killer application or use case that will drive 5G adoption. More likely, the installation of private

5G networks will be best justified where several applications operating together require the benefits that 5G offers. These benefits range from increased bandwidth capacity, faster download times, reduced latency, and greater ability to connect multiple devices in a flexible environment. On the shopfloor, this might translate into the ability to monitor and adapt production schedules in real time, storing and processing highly-detailed inspection images for quality inspections carried out by artificial intelligence or locating tools and moving them around the factory on a just-in-time basis. Many applications are likely to arise from existing continuous improvement programs and, as such, I4.0 readiness may well be led by a combination of CI, operational and R&D teams. To adapt a sporting analogy: it’s the accumulation of marginal gains, supported by 5G networks, that will likely deliver the greatest returns. Productivity gains from improvements in process, quality control, health and safety, customer experience and a greener agenda are all achievable, and can be amplified still further by collaborating between project teams, in-house departments, manufacturing sites and even supply chain businesses and customers. Crucially, with greater collaboration comes security risks and this is where access to public and private 5G testbeds comes into its own - allowing security features such as multi-site network access control, strong mutual authentication and encryption to be trialed, tested and built into programs from the off, ensuring manufacturers can benefit from IIOT in a cyber safe environment and stay at the forefront of security developments through access to security experts and products, such as those developed by security specialists QinetiQ. All in all, the potential offered by 5G to power smart, connected manufacturing is exciting but knowing where to start can be overwhelming, not least when juggling the day-to-day challenges of running daily operations. But the eco-system is developing quickly. Governments across Europe are investing in networks and trials to drive adoption within their own manufacturing sectors, and ensure they are well placed to reap the benefits offered by Industry 4.0. With a variety of funding streams now coming online too, there has never been a better time to connect with 5G experts and identify the right IIoT opportunity for your business. v

Ste Ashton Ste Ashton works at 5G Testbed as a Service provider nexGworx. In 2018, Worcestershire was chosen by Government as the home of a new 5G Testbed, putting the county at the forefront of technological innovation. Worcestershire 5G (W5G) was one of six projects led by small and medium-sized enterprises (SMEs), universities and local authorities that represent the best of UK innovation, resources and expertise. It tested 5G technology within several business-led applications, with a focus on manufacturing and how 5G technology can improve productivity. The testbed was highly commended at the World Communication Awards and won Most Commercially Viable Use Case at the inaugural 5G Realised ‘Use Case Awards’. W5G is now a private 5G Testbed as a Service (TaaS) provider and officially launched as nexGworx in June 2021. nexGworx is hosted and operated at Malvern Hills Science Park (MHSP) and supported by formal teaming arrangements between MHSP, Worcestershire County Council and strategic technology partner BT plc, along with its supply chain partner ecosystem. It continues to be actively supported by Worcestershire LEP. www.nexGworx.co.uk

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Dock watching To increase warehouse productivity, invest in loading dock visibility solutions, says Vikram Pavate

n the United States, loading dock inefficiency and extended dwell time are a huge problem, costing the industry $25 billion to $40 billion annually, due to truck delays. Moving forward, this prepandemic estimate is expected to be amplified with the exponential rise of ecommerce, growth in cold-chain logistics, stretched supply chains, and significant labor constraints – adding more pressure on warehouse loading docks and overall warehouse operations. Delays at a loading dock are costly and demand the immediate attention of the workforce – ultimately causing a domino effect of problems, including compounding delays, product spoilage, and detention fees. Over the past few years, several innovative technology-based loading dock visibility solutions have emerged that have demonstrated significant potential to substantially improve loading dock-level

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operations and drive increased warehouse productivity. These new cost-effective and easy to deploy solutions leverage wireless sensors, cameras, and cloud-based analytics (AI/ML) to drive unprecedented real-time operational visibility, actionable insights, and automate decision-making with minimal human intervention. These highly scalable solutions also seamlessly integrate with open APIs with existing WMS, TMS, and YMS. Efficient loading docks are key to the overall warehouse efficiency, productivity, and profitability. To alleviate bottlenecks and stay on track, warehouse and logistics operators need to invest in loading dock solutions that help streamline and improve operations. By investing in the loading dock, warehouses can remove extra costs, eliminate interruption, and maintain a competitive advantage.

Loading performance. Based on real-time truck-related data, new loading dock solutions can automatically update dock schedules and resource allocation to proactively take action to preclude delays at the dock.

Warehouse spatial intelligence

Precise dock-level visibility

First, it is imperative to deploy solutions that provide real-time and historical operational visibility at the loading dock itself. Dock level efficiency can be viewed as a key performance indicator of how everything else in the warehouse operates. New wireless camera and computer-vision-based solutions accurately capture the current dock status (occupied/empty), arrival and departure times, and dwell times. This also eliminates the need for manual verification of the dock status, enabling improvements in updating, scheduling, and dock allocation. Further, motion sensor-based solutions accurately monitor the activity level of the interior loading dock to capture loading/unloading activity to better determine the arrival and departure of resources and duration of activity. The integration of external and internal sensor data enables an unprecedented level of visibility and metrics on the overall docklevel performance. Cloud-based advanced analytics enable automated analysis on performance trends, identify root causes for delays and equip operators with actionable insights to reduce the delays. Currently, deployment of such solutions has shown improvement in dock-level efficiency by 20 percent to 40 percent.

Automated appointment management

Real-time operational visibility and advanced analytics of the loading dock will also significantly improve automated appointment management solutions. While scheduling and managing appointments have improved, there is still the potential to eliminate time lost to manual intervention in updating and rescheduling dock appointments as real-time updates are received by dock operators. By leveraging advanced analytics, operators can accurately allocate truck loading docks based on carrier and load type (size, quantity, temperature, etc.). Additionally, real-time analysis and automated alerts will allow all key stakeholders to adapt proactively to the emerging situations rather than after the fact. Historical analysis can allow operators to negotiate contracts with carriers based on accurate performance metrics and also thereby improve operator and carrier relationships.

Understanding truck timing and operations

Advancements in outdoor spatial intelligence solutions including wireless sensors (e.g. GPS, SigFox, LoRaWAN), dynamic routing technology, and advanced analytics (AI/ML) have improved the overall visibility of truck arrival and departure from a warehouse. Real-time visibility of truck status and integration with automated appointment management and dock scheduling will allow operators to further improve their overall warehouse

Cloud-based Warehouse Spatial Intelligence (WSI) solutions are a new category of software solutions that combine unique spatial and real-time data sets (precise indoor location, HD images, videos, and advanced sensors) with cloud-based advanced analytics to gain actionable insights and automate decision making without human intervention. WSI solutions have been demonstrated to significantly improve real-time operational visibility, enabling logistics and warehouse operators to increase worker productivity, asset utilization, and safety. In the context of improving loading dock efficiency, WSI solutions enable operators to understand where resources such as forklifts or employees are located within the warehouse, and how long it will take them to get to the dock. For improved dock-level performance, it is critical to have real-time visibility on both the status of the truck, and the resources required to load and unload. This will allow operators to gain holistic visibility and accurate metrics on their overall dock operations to drive improvements in dock level efficiency. Furthermore, the integration of WSI with WMS allows warehouse operators to automatically allocate truck docks as they arrive at the facility (or in more advanced operations, when the truck’s cargo is being picked in advance of arrival) to decrease the travel time and distance for loading.

Smart warehouses and sensor technology

Cameras and sensors are being deployed at the loading dock to gain insight into package level integrity, safety, availability, and efficiency. For example, advanced computer vision technology allows customers to validate the integrity of a package before it goes into the truck, which reduces the chance of complaints once it’s delivered, and losses when returned. New smart warehouses are also installing sensors on dock doors to accurately monitor the number of times the doors open and close. This allows improved preventive maintenance of the dock doors and increases uptime. Additionally, operators are installing environmental sensors at the dock to monitor temperature and humidity to ensure appropriate temperature control, and reduce energy consumption. In summary, despite technological advances reshaping the supply chain industry, the loading dock has massive room to improve. By investing in loading dock visibility solutions, warehouse operators can drastically enhance not only dock-level efficiency, but also all aspects of their supply chain operations, driving increased cost savings and competitive advantage. v

Vikram Pavate Vikram Pavate is CEO, Locix Inc. Locix develops cloud-based spatial intelligence solutions for commercial buildings, consumer homes and connected devices – digitizing the physical world. Locix solutions uniquely capture location, visual and sensor data and combine them with advanced data analytics to provide spatial awareness and enable actionable insights for automated decision making. Based in Silicon Valley, Locix is backed by leading venture and strategic investors including ID Ventures, University of Tokyo Edge Capital, Murata Manufacturing, Prologis Ventures, Daikin Industries, NTT Docomo Ventures, Sumitomo Corporation of Americas, iRobot Corp., YE Digital, Yaskawa Electric Corporation and Acer Inc. www.locix.com

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NEWS IN BRIEF Job protection The US Department of Transportation (DOT) is to offer an additional $184 million in funding provided by the American Rescue Plan to 158 more aviation manufacturing businesses. The Aviation Manufacturing Jobs Protection Program (AMJP) is helping protect nearly 30,000 American manufacturing jobs across 41 states and Puerto Rico. At the same time, DOT has announced that it will reopen the application process one last time. Final applications will be due on Monday, December 13, 2021. The Employee Retention Tax Credit (ERTC) program is no longer a constraint on AMJP awards. “This Administration has made it a priority to protect manufacturing jobs in the US,” said US Transportation Secretary Pete Buttigieg. “This funding will save thousands of manufacturing jobs, support hundreds of small businesses, and help keep America’s aviation industry strong.”

Service center expansion To widen support for operators of rotating equipment in the US Gulf Coast area, Sulzer is expanding its Baton Rouge Service Center in Louisiana. The new purpose-built addition to the existing facility will enhance the service capabilities of the center, which specializes in repairs and reengineering for all types of rotating machinery including pumps and small steam turbines. The expansion will add 7,200 sq. ft. of floor space to the existing 10,500 sq. ft. service center. New cranage will double the current lifting capacity from 10 to 20 tons, with a large blasting and paint booth to be added. Additional machining capacity will also further increase the number of repair and reengineering projects that can be carried out at the same time. As well as adding equipment and space, Sulzer plans to hire new mechanics, machinists, office staff, sales teams and apprentices from the local area. Glenn Doerksen, President Pump Services NAM at Sulzer, said: “We are always looking to further strengthen our capabilities to increase our offering to customers. The new facility expansion will allow us to repair larger vertical pumps than ever before locally, optimizing project times. Additional equipment such as 3D scanners will enhance our repair, and reverse engineering work for equipment from all manufacturers. This growth also enables us to support the local community by increasing job opportunities in the area. We are looking forward to announcing our opening event soon!”

New partners Streamlining procedures Avanci has announced that it has signed a patent license agreement with Jaguar Land Rover, increasing the total number of auto brands licensed through the Avanci marketplace to 25. By signing an agreement with Avanci, Jaguar and Land Rover receive licenses to the 2G, 3G, and 4G essential patents of the 43 patent owners that participate in the marketplace today, as well as patent owners that join Avanci in the future. “We are very pleased to welcome Jaguar Land Rover, the UK’s largest automotive manufacturer with its two iconic British car brands as an Avanci licensee,” said Kasim Alfalahi, founder and chief executive officer of Avanci. “This agreement demonstrates our focus on streamlining the patent licensing process for the automotive market with efficient, predictable licensing solutions through our one-stop Avanci marketplace.”

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Cepac, the UK’s leading independent corrugated packaging manufacturer, has partnered with Shell Energy to help decarbonize its national operations. The agreement will see Shell Energy supply 14GWh renewable electricity per annum, backed by UK-certified renewable certificates of origin, to Cepac’s state-of-the-art production facilities. Through its collaboration with Shell Energy, Cepac aims to continue to reduce its environmental impact and reliance on non-renewable utility supply. With sustainability considered a key business priority, the company is progressively transitioning to electric vehicles and has invested in solar PV technology. Cepac is also working on initiatives including energy efficient motors and LED lighting; supporting its sustainable, recycled product ranges. Simon Lilley, Group Accountant and Treasurer at Cepac, commented: “Our agreement with Shell Energy is a true partnership. From day one, the team has taken a real interest in our energy strategy and how they can help us to decarbonise operations. I’m excited for the future – this collaboration will prove a real game-changer for us.” Greg Kavanagh, Sales Director at Shell Energy, added: “Rather than simply a transactional agreement, we take pride in working closely with our customers to understand their energy strategies and provide long-term consultative support as their businesses continue to evolve.

Manufacturing News Fresh installation A water treatment plant in Texas, USA has ordered hundreds of Rotork’s K-TORK rotary vane actuators for its ultrafiltration system. San Felipe Springs Water Treatment Plant is based in the City of Del Rio, Texas. It is supplied by water from the nearby East and West San Felipe Springs, and uses an ultrafiltration system to process the water. The centre has an incoming flow of 18.2 million gallons per day. The treated water serves the population of Del Rio and the nearby Laughlin Air Force Base. The primary process used is ultrafiltration, which removes unwanted particles from the water. Nearly 400 K-TORK rotary vane actuators were ordered for the San Felipe Springs Water Treatment Plant to aid in the ultrafiltration process. These highly accurate and reliable units are to replace existing actuators to ensure reduced maintenance and replacement costs. They are ideal for critical applications of this kind because of their high cycle and precise modulating output. They do not need to convert linear motion to rotary motion, which means they offer true rotary control. A direct drive design means K-TORKs provide accurate modulating specifications. The client chose Rotork and K-TORK actuators because of the benefits of reduced maintenance and lower replacement costs compared to their previous units, as well as the reliability of its products and support that Rotork can offer. The majority of the actuators have now been installed.

Funding for machine health

Augury, the leading IOT and AI-driven Machine Health solution provider, has secured $180 million in new funding, bringing the company’s post-funding valuation to over $1 billion. With this round, Augury has raised a total of $286 million. Augury’s mission is to build a world where people can always rely on the machines that matter, by providing its customers with superior insights into the health and performance of the machines they use to make products, deliver services and improve lives. Augury’s customers include some of the world’s top manufacturers, including Colgate-Palmolive, PepsiCo, Hershey’s, ICL and Roseburg. The company’s Machine Health solutions deliver an ROI of 3x-10x for customers, with programs paying for themselves within months. For example, Colgate-Palmolive saved 2.8 million tubes of toothpaste by avoiding a single machine failure. ICL saved a million dollars in downtime and production loss costs at a single facility in less than ten months. The proceeds of this funding round, combined with unused funds from its Series-D round, will give Augury over $200 million to expand globally, create offerings for new industries such as energy, and continue to innovate in Augury’s core manufacturing market to help its customers to improve the reliability, resiliency and efficiency of their machines and operations. This Series E round was led by Baker Hughes, a global leader in energy technology which will take a seat on Augury’s board of directors and incorporate Augury’s solutions into its System 1 software and asset performance management (APM) solutions.The round includes participation from new investor SE Ventures, the corporate venture arm of Schneider Electric, and existing investors Insight Partners, Eclipse Ventures, Qumra Capital, Qualcomm Ventures LLC, the HSB Fund of Munich Re Ventures and Lerer Hippeau.

Clean solutions A major PPE manufacturer has become the only one in the UK to use clean room technology in the production of high-grade medical masks for the NHS. The Canadian-based group, Medicom, has created a state-of-the-art production facility in Northampton. It uses industryleading technology, which changes the air up to 20 times an hour. Covering more than 20,000 square feet, the clean room sits as an independent structure within the Medicom facility and is speciallydesigned to maximise hygiene. It means the supply of fresh air is highly filtered and ensures that no contaminants enter the manufacturing area. The highly sterile environment exceeds the standards required for mask manufacturing. Medicom’s plant is making more than half a billion masks for the NHS through a government contract. The Northampton factory has created 250 new jobs. Medicom’s Managing Director in the UK, Hugues Bourgeois, said the company was proud to supply high-quality masks for the NHS, using the latest technology. “Our Northampton clean room is a great example of how technology can be used to help the medical profession deal with the continuing challenges of Covid-19. We are proud to be the only company in the UK using a clean room for the production of PPE masks. It underlines our commitment to supply products of the highest standards for NHS workers,” he said.

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Hanover Displays

A display

of quality UK-based Hanover Displays has been designing and manufacturing passenger information systems for the public transport industry since 1985

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Hanover Displays

s well as the latest innovation in audio-visual passenger information, Hanover also specializes in highdefinition LED display technology, automatic vehicle positioning, geo-localization and fleet management. Its products are designed and manufactured at its headquarters and main facility in Lewes, in the UK, as well as at a sister company in Chicago that replicates its UK manufacturing capability. Additionally, the business has subsidiary offices in France, Spain, Germany, Italy and Australia, and further representatives all over the world. As a result, it is able to provide its services to customers in over 75 countries in total. One interesting feature of Hanover’s operations stems from company founder and CEO Gavin Williams’ belief in self-sufficiency. As a result of his underlying strategy, Hanover brought back outsourced PCBs from the Far East to manufacture them in-house, which gave it greater flexibility on production control, as well as enabled it to continue with product development. However, the business needed to invest in production equipment to make

Focusing on design and ease of manufacture, as well as considering how the product will be maintained in the field by our technical support team, are all priorities for us. We also always bear in mind how user-friendly the products are, as well as how they are installed, because if we make it simple for our customers then we are more likely to get repeat orders the PCBs, and this introduced the requirement to be able to test and inspect the boards in a more efficient way, that didn’t involve manual, hands-on labor. Keen to embrace state-of-the-art solutions when they make sense for the business, Hanover invested in automated PCBA testing, including an advanced collaborative robotics (cobotics) system. Collaborative robots are designed to work alongside teams, interacting with humans in a shared space. They differ from traditional robots, which are designed

to operate without human interaction and contact. Hanover’s cobot not only addressed the health and safety risks of manually processing 240,000 PCBAs per year, but also guaranteed cycle times and introduced unmanned running. Having introduced its first cobot in September 2018, Hanover quickly realized the benefits of the technology, and wanted to extend the use of the cobots into different areas and utilize additional features such as vision systems. This lead to the addition of

Macroblock Macroblock was founded in Taiwan in 1999 and listed on Taipei Exchange in October 2007 (3527 TT). With a passion rooted in LED driver IC design, Macroblock positions as a mixed-signal driver IC design house specializing in power management and opto-electronic ICs for the LED display, Variable Message Signs (VMS), lighting, automotive lighting, LED backlight, mini-LED/micro-LED industries. Not only have our LED display driver ICs been used for the 2008 Beijing Olympics and Shanghai Expo 2010, they are also found in Times Square, NYC, USA, in Tokyo Dome, Japan, and etc. Macroblock’s driver ICs have been the preferred option adopted by more than 500 customers worldwide due to our product performance and reliability. We have continued to bring about the ultimate LED performance for displays, backlighting, and lighting applications in general, aiming at elevating customer experiences with better and higher quality products in various industries.

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six more cobots to the facility, and the redeployment and upskilling of staff in the process.

Modern solutions

The cobots have been especially beneficial when it comes to testing, quality and inspections, as they now undertake all the high volume testing of its boards. With the cobots working to 50 microns repeatability and producing a report giving Hanover full traceability, the business is able to detail when the product was tested and its test results. The cobotics project represents how Hanover always wants to invest in the future, look at technology and how it has moved forward and how it can be applied to the business. This willingness to embrace modern solutions on the factory floor is also reflected it the company’s own product research and development activities, where it has a dedicated team responsible for innovation, as well as a small group of people that report directly to Gavin Williams, and who Operations Director Sean Winter describes as its ‘blue sky thinking team.’ “They create concepts of what we should be doing and build product prototypes, which the R&D team then look at and assess from a design

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Hanover Displays and manufacturing perspective,” he added. “Focusing on design and ease of manufacture, as well as considering how the product will be maintained in the field by our technical support team, are all priorities for us. We also always bear in mind how user-friendly the products are, as well as how they are installed, because if we make it simple for our customers then we are more likely to get repeat orders.” To gain an even deeper insight into why Hanover has accrued a global reputation for innovation, we can reference a recent new product, launched in October 2020. Described as ‘a game-changing signage system’,

this range utilizes the latest in LED technology, to offer unparalleled levels of clarity, and exceptional user convenience. Featuring an increase of up to 30 times the total number of LEDs used in a standard destination display, the end result means text is displayed as a continuous, print quality flow, rather than a dot matrix. The high-resolution system launch follows the completion of a successful 24-month trial, undertaken with various transport operators. Commenting on this landmark project, Phil Sturgeon, Hanover’s Research Manager, said it really steps beyond the standard in the industry. “It enables greater freedom in the use

AMC AMC have enjoyed a 30 year plus relationship with Hanover Displays, along with supporting Hanover’s ever-growing demand for sheet metal products. We helped develop their first aluminium casing for their signs and have been significantly involved in subsequent design phases as they have grown and their product line evolved. It’s been amazing to see the growth and development of Hanover, how it has changed not only in size but modernisation and professionalism. It’s very hard to believe the difference now when you walk round Hanover Displays compared to 30 years ago. Credit must go their management and to all of their hard-working staff.

of fonts and also the opportunity to build in better visual imagery, to deliver next generation opportunities in branding and communications,” he stated. “Even in adverse weather conditions, the display retains its print quality appearance. Programming has also been designed to be a simple, seamless process, based on a spreadsheet entry system and render box software, making it quick and convenient to create compelling, creative messages across an operator’s fleet.”

New product launch

A further new product range launched as recently as mid-October 2021 also demonstrates the level of innovation that the Hanover name represents. Its new Smart TFT products look to offer passengers the best onboard experience possible. Used in conjunction with Hanover’s passenger information system software, the new displays can use templates to split display areas up for different content types – such as passenger information, next stop and transfer updates and stop accessibility details – in both static and video format.

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They can also show real time information, such as rail, airport, weather and Twitter feeds, and include different content on different displays simultaneously to deliver a complete range of information from various sources. Developed to operate under a seamless process, the templates and media content can be updated wirelessly and are capable of integrating IP-based displays through on-board architecture. For operating companies, the new Smart TFTs maximize opportunities to communicate with passengers in a highly engaging format. Slimmer and lighter than previous TFTs, and able to be specified in different sizes, aspect ratios and mounting options, they also make the most of available space. The use of LED backlighting makes for clearer messaging, and they can be operated through a choice of interfaces including Ethernet based, VGA, DVI, HDMI and Display Port. With features including multiple displays, mixed display sizes and resolutions, the new TFTs offer greater flexibility, attractive aesthetics and the reassurance of extended warranty as standard.

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Hanover’s extended warranty is part of the organization’s total focus on customer service, which encompasses not just product quality but peripheral facets as well, such as reliable logistics. In order to maintain its agility, and also deliver to short lead times, the business keeps a close eye on what is happening in the market, and thanks to its financial independence it is able to invest in stock as a buffer against challenges in the supply chain.

Growth trajectory

Forming close relationships with both customers and suppliers and working in partnership with them is another high priority for Hanover. Communication between parties is key, and its suppliers are reassured by the company’s more than 35 years of industry experience and strong position, and therefore often go the extra mile in their support and assistance with Hanover’s projects. In the words of Sean Winter: “Understandably, multiple checks take place before we start working with any supplier, including an in-depth audit, ISO 9001 compliance, quality tests, and an

Hanover Displays assessment of their financial position. These are all fairly standard checks, but they have helped us team up with some great suppliers. When you have a strong relationship, you know you can rely on those suppliers and that they won’t let you down.” Though Covid-19 and Brexit are still causing some supply chain issues across the world, thanks to its hard-working and dedicated team Hanover is in a good position and is able to look to the future with some optimism. As we come closer to the end of 2021, the company is already studying a variety of potential next steps for the road ahead, with the vision for its American operation including a larger manufacturing site, and its ambitions for the UK including earning a larger segment of European market share. Given the company’s performance over the past three decades, history would dictate that the organization will continue on a trajectory of growth and new product development. Investment will remain at the top of the agenda; in staff, equipment and facilities. Ultimately, the business has ambitions to be number one in

the world, and is confident that it has the skills, facilities, experience and backing to achieve this aim. Continuous improvement will remain critical, but with this approach already part of Hanover’s DNA, the company looks set to continue to deliver its innovative, sophisticated and pioneering products well into the future. v

Hanover Displays www.hanoverdisplays.com Products: Passenger display systems

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Straight-shooting business

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Hornady Manufacturing

Steve Hornady President and Chief Executive Officer

For over 70 years, Hornady Manufacturing has been a key player in the arms and ammunition industry; today, the company continues innovating and expanding in order to meet unprecedented demand

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n 1949, captured by a moment of postwar optimism and faith in entrepreneurial spirit, Joyce Hornady established Hornady Manufacturing. As an ammunition manufacturer, the company was established in the hopes of providing better quality bullets to people who were passionate about shooting. From these beginnings, Hornady Manufacturing has continued to innovate and make use of cutting-edge production technologies, in order to dominate the Northern American arms industry. After ten years of manufacturing bullets for hand-loaders to make their own ammunition, Hornady Manufacturing diversified its product range, and began using recycled cartridge cases to produce Frontier ammunition. From here, the company continued to grow organically, as President, and Chief Executive Officer, Steve Hornady explains: “In the 1970s, the Pacific Tool Company came up for sale, and my dad felt that this was just an obvious opportunity for expansion into the reloading market. Around the same time as the acquisition, we started to convert the ammunition line into new cartridge

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cases, which were manufactured for us by Winchester and Federal. “Over the years, we continued adapting and innovating, and by the mid-70s we had developed the interlock bullet, which was our design to help the bullet retain more weight when it was shot,” he adds. Fueled by his father’s ingenuity, and his own determination to see the family company succeed, Steve led Hornady Manufacturing through tragedy. “In January of 1981, on their way to the SHOT show in New Orleans, my dad, our engineer, and a customer sales service representative were all killed in a plane crash. At that point, we just had to start picking up the pieces, and go from there,” confides Steve. “It made sense, then, for the family to come back together, so my sister and her husband joined us to help operate the company. The first rule of medicine is ‘do no harm’, and that’s pretty much the tactic we took as far as the business was concerned. We didn’t try to be something that we weren’t, and instead we just kept doing what we had always been doing: make money and take care of our employees.” he adds.

Thanks to the unfaltering dedication of Steve and his team, Hornady Manufacturing was strong enough to survive the loss of its founder. In the early 1990s, the arms industry saw an incredible increase in demand, and from here the business picked up steam. “The entire industry took off, including our two major vendors, Winchester and Federal,” says Steve. “They were experiencing extreme demand for their products, and so supplying us, when they were unable to meet their own demand, became a significant challenge. “That made us aware that we had to become more independent, and so that’s what we did; we started investing in the machinery, technology and knowledge necessary to produce our own cartridge cases. We got innovative, and that gave us the opportunity to really grow, and get our name on the map.”

Continued expansion

Having the ability to adapt, and spot newly emerging gaps in the market, meant that Hornady Manufacturing went from strengthto-strength. In 2014, the company started

Hornady Manufacturing manufacturing its own primers, and since Steve’s son, Jason Hornady, entered the business, the company has released several additional lines of ammunition. “My son came to work here in 2006, and brought a bigger emphasis to the marketing side of the business. Our focus moved from simply designing new cartridges, to following that through and actually marketing them to more customers. “This also helped us see gaps in the market for new products, and so we created American Gunner, which is a more economical line of ammunition, and American Whitetail, which is a line of ammunition specifically designed for big-game hunting animals in North America,” discusses Steve. As the company continues to develop its marketing depar tment, Steve emphasizes how industry is still at the core of what Hornady Manufacturing does: “These developments all build off the technologies, and capabilities, that we have in our factory. The quality of our end product is absolutely key,” he affirms.

I believe we are well-positioned. We’re nimble, we’re flexible and we’re capable of shifting gears when necessary; those are all important assets Hornady Manufacturing has amassed an impressive production infrastructure over the years, and now operates out of over 300,000-square-feet of space, across three factory locations. As Steve explains: “We outgrew our original property here, and in order to accommodate our growth, we took the opportunity to acquire the building of another company that happened to be shutting down. When we bought the building, it was in horrible condition, but we were able to renovate, and move the entire reloading tool manufacturing operation over there.

“Additionally, as the ammunition line grew, we needed more space for loading capacity. Our shipping facilities at the time were just inadequate, we could get the product made but we couldn’t get it out the door because we didn’t have enough doors! So, we made the decision to buy a large chunk of land and put up a distribution center, in addition to using the space for ammunition assembly. “Today we still have the main plant, which is where we have all the heavy machinery that wasn’t economically practical to move; that’s why we use the facility for manufacturing metal

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in being a shooter.This means that they often have ideas and input about new products, or the company’s direction. We love coming up with new stuff and developing new kinds of ammunition; some of it comes from our customers outside the company, but a lot of it comes from inside, and we welcome that. We always attempt to build on, and recognize, the passion our people have for what we do,” he elaborates.

Understanding the customer

components, cartridge cases and bullets. From there, the products go out to the other plant for all assembly and shipping,” he adds. In 2020, Hornady Manufacturing won the ‘Accessory of the Year Award’ for American Riflemen, illustrating how the company continues to be well respected throughout the shooting community. “The vast majority of our people here, regardless of what they do in the business, are all hunters and shooters, and that makes us unique,” reveals Steve.

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“It’s important to remember that we’re manufacturing a consumer product. We don’t cater to businesses so much as individuals, who are using our products in their free time. Our customers have a passion for shooting and hunting, so the company has become an employment magnet for people who see it as an important part of their lives. “They come to us specifically because they are looking for a career in the ammunition industry, and they bring with them that passion and interest

As Hornady Manufacturing cultivates a culture of respect and innovation, it is also faced with increased demand for its products, and the need for further expansion. Steve discusses how he is accommodating the company’s rapid growth: “About three weeks ago we broke ground on a project that should add a significant amount of space to the main plant. “This is because we had the machinery, but we didn’t have room to store any raw material. Without any way to feed the machines, and take away what they produced, we had to add on some storage space, just so that we were able to handle that volume of metal.”

Hornady Manufacturing In the midst of these changes, the company continues to embed itself deeply in the ammunition sector, with a keen understanding of its customers and the products they need. “We continue to innovate in the ammunition and bullet markets,” reveals Steve. “We’ve expanded pretty dramatically, and we are also reaching out to a number of different customer groups. We do work with the United States Military, and United States Law Enforcement, in order to provide their specific applications, and then we also work closely with the shooting community, who need accessories for target shooting. We recently developed a new bullet for ultra-long range target shooting that set a new record of 2.4 miles. That’s a long shot,” he continues. As of today, the ammunition industry is experiencing dramatic growth in popularity, as a result of a considerable increase in new gun owners. As extreme as the demand is for bullets, primers and shooting accessories, Hornady Manufacturing is steadfast, and Steve is confident that the company can rise to this challenge. “I believe we are well-positioned. We’re nimble,

we’re flexible and we’re capable of shifting gears when necessary; those are all important assets,” he asserts. “We’re also in the process of acquiring more machinery, and increasing our capacity, so we can protect ourselves from any shortages in the future. We understand the importance of being independent, I think that’s all we really

need in order to protect ourselves going forward,” he concludes. v

Hornady Manufacturing www.hornady.com Products: Ammunition, bullets and security products

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ArcelorMittal Kent Wire

Local leaders of industry Since 1987, ArcelorMittal Kent Wire has pioneered safety and integrity as a leading producer of steel fabrications across the UK; now, the company fights to preserve the local industry upon which it was built

hatham-based steel processing company ArcelorMittal Kent Wire (Kent Wire) is a key component of the world’s leading steel company, the ArcelorMittal group. With operations in over 60 countries, the group provides steel to the automotive, construction, household appliance and packaging industries. Known for sustainability, quality and leadership, the company has been active in the UK steelwork industry for over 30 years. “ArcelorMittal Kent Wire was formed because, as a business we consumed a lot of the wire rod produced by ArcelorMittal in Hamburg,” explains Phil Taylor, the company’s Chief Executive Officer. “We are based in Chatham, so as to receive vessels from Hamburg directly into the Chatham Docks. An operation called Total Ship Services is a subsidiary of ArcelorMittal Kent Wire, and it provides services in unloading and transporting raw material, primarily steel and wire rod, directly from our

quayside to the factory. In terms of efficiency and carbon reduction, it’s the most effective way for us to move large quantities of raw material,” he continues. Using these sustainably sourced raw materials, automation technology and a highly skilled workforce, Kent Wire can produce a multitude of different steel fabrications. “We take a mild steel wire rod mesh grade, and cold reduce it to increase the material’s tensile strength,” details Phil. “At the same time, we put a profile on the bar so that it adheres to concrete. The main volume of our production is fabric reinforcement, meaning the large sheets of reinforcements that you see laid into concrete slabs. In addition to that we manufacture bespoke, prefabricated rebar elements, particularly for infrastructure jobs.” Much of the metal fabrications produced by ArcelorMittal Kent Wire are one of a kind, meaning the company relies heavily on its allimportant team of engineers: “We have got a

number of fully automated machines, however, because each product is quite bespoke, there is still a lot of manual work required,” Phil reveals. “Unique designs are difficult to fully automate, and it’s especially hard at the moment because of difficulties in getting hold of labor. Like most companies, we are currently struggling to find trained workers. “That being said, we do have a lot of automation in the organization.The fabric welding machines that produce our fabric reinforcements are fully automated and computer controlled. In addition, the prefabrication is automated to the best of our ability. It is important to have a combination of both skilled labor and reliable automation,” he adds.

People centric

Keeping at the cutting-edge of industry demands means that Kent Wire has seen steady success. Its recent projects include 4000 tonnes of prefabricated reinforced cages for the new American Embassy in London, the Thames Tideway Super Sewer, and the burgeoning HS2 project, which the company has booked around £30 million worth of contracts. This success is bolstered by a local community, to which Kent Wire and other local businesses provide around 800 jobs, with a further 1400 being implicated in broader supply chains. However, this monument to local industry has recently been threatened by the proposed closure of the Chatham Docks. “In the 1990s, the Secretary of State and Defence assigned the port as a working port site for 999 years; the belief was that the area would remain a working port and employment site for all of that time,” details Phil. “Since then, the site has changed ownership, and it’s currently in the hands of a property developer who recognizes that he can secure significant return on his investment if he is allowed to build luxury apartments. This would destroy hundreds of jobs, and so we are reminding the council of their obligation to

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protect local assets from property developers. If they destroy Chatham Docks, there is no suitable alternative location for us, and many other businesses,” he continues.

Demonstrating the absolute dedication ArcelorMittal Kent Wire has to its people and community, Phil and his team have been out protesting a local council meeting, at which

cabinet members will discuss the looming problem of whether or not the docks should be closed. As Phil asserts: “It’s likely to be a bit fiery, but I have an obligation to protect my workforce. “One of the questions from our team is what is happening to the docks, it’s a big concern for everyone. We have been really fortunate with the workers we’ve got; they join us and tend to stay a long time, so it’s not uncommon to have people working with us for more than 30 years. This would be disastrous for them.” Kent Wire’s open and community-driven company culture makes this issue even more serious. As Phil states: “Our people are our most valuable asset, and we never forget that. Even as CEO, I spend an awful lot of my time each week on the shop floor talking to people, and making sure that I listen to their concerns; I also ensure that my management team does the same. “Making people feel loved, respected and valued in the business is of absolute importance. We certainly hope to make our people feel empowered in their ability to raise concerns with us, if they have any. We make sure they have close contact with the management team at all times.”

Exciting time

With the UK’s manufacturing industry facing turbulence due to lockdowns and supply chain issues, there remains a wealth of innovation and progress to be made. In reference to this potential, Phil affirms the importance of young people entering the sector: “I would like to say to young people that there is a fabulous opportunity for you to come into manufacturing and engineering. “It is certainly an exciting industry to be in, and you really can create a lifelong career for yourself. That’s my background; I served an apprenticeship and ended up becoming CEO of a company. I am sure my schoolteachers would be incredibly shocked if they found out the successes I’ve had. “I think it’s important to instill that confidence in young people, because it creates wonderful opportunities. I would encourage any young person to move into engineering and manufacturing; it is really full of reward. I am personally passionate about taking a raw material and adding value to it, I know others are too,” he continues. It is clear that this dedication to local people and resources has been a key element of ArcelorMittal Kent Wire’s success, as the company’s turnover has increased from £50

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ArcelorMittal Kent Wire million to £60 million over the last 12 months. Looking toward the future, Phil hopes to see this success through to less turbulent times for the manufacturing industry: “I would hope to see more stability in the next few months, rather than further growth. It does put a lot of pressure on the supply chain when increases move so rapidly, so I hope that things level out a bit.” Companies like ArcelorMittal provide an example of exactly what the manufacturing industry stands for, and what it can become. With its dedication to high-quality work,

sustainable practice, and feeding back into the community, it comes as no surprise that Phil hopes to see the company continuing to thrive in the Chatham Docks for many more decades to come: “In addition, I would like to see it continuing to be the leader in supplies of prefabricated reinforcement products for a number of significant infrastructure projects that are being planned across the country. “It’s an exciting time for our business, as there are a number of infrastructure opportunities that we are likely to be involved in; for example, Crossrail 2 is currently being

nVent LENTON nVent LENTON taper-threaded splicing systems provide a positive locking connection and structural integrity in reinforced concrete constructions. The system’s spliced bars behave as continuous lengths of reinforcing steel bars by providing ‘full strength’ in tension, compression and stress reversal applications. Moreover, the nVent LENTON self-aligning, taper-threaded design provides for ease of installation, consistent performance and durability. It also develops higher tensile strength than lap splicing and provides for full load transfer with some of the slimmest and shortest couplers possible. nVent has been working closely with Arcelor Mittal Kent Wire Ltd for many years on the supply of nVent LENTON mechanical couplers for projects and prefabricated connections. Using nVent LENTON couplers and utilizing the taper-threaded design give many advantages to prefabricated rebar cage connections.

discussed, and as we were heavily involved in the initial Crossrail project we have high hopes for what we can contribute to that going forward,” he summarizes. In sympathy with the people of Chatham and Medway, we wait with bated breath and crossed fingers on the council’s final decision regarding the future of Chatham Docks. The proposed closure is emblematic of numerous tensions playing out across the industrial world on a global scale, and ArcelorMittal Kent Wire’s dedication to the preservation of this area illustrates the absolute importance of local manufacturing. “People have put their life and soul into making this business successful, and making Chatham Docks the place it is today,” Phil reminds us. “They want their work to continue for generations to come, and they have the right to see that happen.” v

ArcelorMittal Kent Wire www.amkw.co.uk Services: Manufacturers of steel fabrication products

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Tomorrow’s paper, today Partner to many of the world’s largest brands, Dunn Paper is one of the globe’s leading providers of sustainable paper for specialist packaging

pproaching 100 years in business, Dunn Paper (Dunn) has been a leader in the paper industry ever since it opened its doors in 1924. Building on the legacy of its founders, George and Theodore Dunn, the firm has maintained its position as a trusted, specialty paper supplier with a presence across Canada and the United States. “Having been in existence for several decades, Dunn has - over the last 20 years - focused on building a business with unique paper making capabilities and scale that can service customers’ changing needs for paper and tissue products,” explains Vice President of Sales Joe Doyle. “Fundamentally, we manufacture two types of fiber-based products: specialty paper and tissue. Our tissue business is built to respond to large swings in demand and deliver innovative products for our customers. To complement this, our specialty paper business has a breadth of capability unmatched in the industry. Arguably, our key differentiator in a product sense is our coating technology and the ability we have to apply many types of functional coating, replacing plastic and creating sustainable alternatives.”

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Corporate functions at Dunn Paper are based in Alpharetta, Georgia. Additionally, Dunn operates from seven manufacturing facilities across North America. It is within these sites that the company’s innovative approach to its work really takes hold. “We do a lot of things differently to traditional paper companies,” says Chief Operating Officer Wade Kemnitz. “Focusing on lean principles and continuous improvement, we always ensure that our problems are visible. We have processes and systems in place that encourage people to bring things forward and then we can spend 90 percent of our time solving those problems, rather than wasting time searching them out.That is true across our entire operation and evident in how we approach everything from safety to quality, productivity to efficiency and waste.” Problem solving is not only an internal practice at Dunn.The company is also determined to partner closely with its customers in order to help them find solutions to all manner of contemporary industry challenges. “Joe and I are aligned on ensuring that we build and maintain strong relationships and partnerships with clients so that we can solve their problems and win, together, in the marketplace,” Wade adds. “The spirit here is

very customer-centric in that way. We want to look after our clients and make their operations better. The reason people love this business is because it is made up of engineers who want to solve problems. Problem-solving is what we focus on all day long.”

Customer rapport

Throughout its history, Dunn has worked with a huge number of sizable organizations – from converters to brands and retailers. As part of one of its more recent projects, the company responded to a major long-term client in need of its technical expertise. “Not long ago, we helped a customer having issues with sheets breaking during their converting operations,” Wade reveals. “After months of problem-solving over the phone, we finally got them to accept that we should come and see the problem in person. “On visiting the customer’s facility, we discovered that, although the symptom of the issue might have been the sheet breaking, the root cause of the problem was that glue was bleeding through our paper, causing it to break. Now, you want air to flow through paper during the converting process and so our paper has a porosity to it, but the glue dripping through was

Dunn Paper

an issue. However, within an hour, our engineers had figured out a different spec for that particular sheet and the complaints went away. “This project really illustrates what we do well. We don’t go to customers and say, ‘Here are ten products you could buy from us.’ Instead, we design a custom product specifically for each customer and application. A big part of our lean process is continuous improvement and that involves going to see our customers and working out how we can make things better for both of us. In the case of the customer I just mentioned, we have worked together for

over 20 years, and we have built up a very good relationship with them. That kind of rapport helps, and it’s why, as our clients evolve, we evolve with them. If they want to run faster or run different machines with different specs, then we will find ways to optimize our base sheet accordingly.”

Green agenda

Taking inspiration from the Fort Gratiot Lighthouse represented in its logo (the oldest lighthouse in Michigan) Dunn has stood the test of time, and continues to help its clients navigate

challenging circumstances. Most recently, this has been in the form of directing customers on their journey to improved sustainability. “Dunn is always looking to respond to changing needs in the market,” argues Chris Mitchell, Vice President and General Manager of Specialty Paper at Dunn. “I joined the business fairly recently, but I walked into a company that was already operationally excellent. The next step was to use that as a springboard for our innovation going forward. Now, everything we do is carried out through a lens of sustainability. We have become a go-to source for sustainable

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specialty paper and are constantly working on new products in that arena.” Benefitting from a robust pipeline of innovative technologies, Dunn’s newest platform of products falls under the BiOrigin® brand. Devised to help converters reach their sustainability objectives, BiOrigin® grades are free from known toxins (PFAS) and designed for alternate end-of-life, such as, recyclability or compost-ability. “For BiOrigin®, we essentially stripped paper back to its roots of fiber and water, and rebuilt it, literally, from the ground up,” Chris states. “After breaking down the functionality of plastics used for packaging into three Engineered Buildings, Inc. What makes us different? Engineered Buildings, Inc. (EBI) works with its clients to form a successful partnership by providing a single source responsibility to complete projects on time and within budget. EBI is consistently named as a Top 100 Contractor by Metal Construction News and is proud to be the designbuild contractor of choice for Dunn Paper. Working with Dunn Paper on project at their facilities in both Port Huron, Michigan and Wiggins, Mississippi it’s our pleasure to provide them the facilities they require to produce high quality paper. Let EBI be your design-build contractor of choice to build your new facility or expanding existing operations anywhere in North America.

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primary categories - appearance, barrier, and containment - our development process utilized our unique capabilities to add these functions into paper. “For appearance, we developed and commercialized a premium print surface for high-end graphic applications, removing the need for a traditional plastic layer. Barrier is our primary focus and BiOrigin® products

Dunn Paper address the immediate need for an oil and grease resistant sheet using bio-based chemistry in place of fluorinated products. Now that we have commercialized an OGR sheet and scaling, our development focus is on high-barrier OTR and MVTR functionality. Lastly, containment is how a package is sealed together. At Dunn, we are looking to further replace plastics with our heat seal and cohesive development.”

Company vision

While companies all over the world are becoming more aware of the need for

sustainable solutions, Dunn remains far advanced of its rivals in this area. Bolstered by a website that channels clients towards making better choices for themselves and the planet, along with continual investment in keeping the company on the cutting edge of the latest market trends, sustainability will be an in-built differentiator at Dunn for years to come. “Sustainability is part of our company ethos now,” Chris declares. “We still have a long journey ahead, but our manufacturing practices and products are engaged with the market we are servicing – a market that demands better solutions to traditional packaging problems;

Solenis To help replace plastics, papermakers must continue to introduce more eco-friendly food packaging solutions that deliver required functionality while being cost-competitive. For Solenis, partnering with an agile innovator like Dunn Paper is an ideal way to accelerate the development of new sustainable packaging solutions. Ed Connors, President, Americas noted: “The passion Dunn Paper brings to innovation in food packaging confirms our strategic choice to invest in sustainable barrier technology.” In addition to offering the broadest range of papermaking additives in the industry, Solenis’ holistic approach includes a differentiated portfolio of environmentally friendly barrier coatings for food packaging applications.

solutions that reduce waste and minimize on energy usage.” Nimble and innovative, Dunn will continue to address the unmet needs of the packaging market in the future, whilst staying committed to the employees and customers that have helped to forge its success. Whether internally or externally, people are the company’s key focus, and finding ways to help them – whether through sustainable offerings, benefit packages or problem solving – remains Dunn’s core objective. “Culturally, we have a very dynamic and collaborative business model that emphasizes stakeholder engagement in a team setting, and that will keep us active and engaged for years to come,” Joe remarks. “Ultimately, our vision is to be the first choice for sustainable specialty paper and tissue brands and converters.” v

Dunn Paper www.dunnpaper.com Products: Sustainable paper for specialist packaging and tissue products

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Fully charged

With a history that stretches over 30 years, Alexander Battery Technologies is taking on the battery manufacturing market with an energized approach, after experiencing tremendous growth during the testing months of the pandemic 38 l www.manufacturing-today.com

Alexander Battery Technologies Image sponsored by Connor Solutions Ltd

s a designer and manufacturer of customized battery packs and charging solutions, Alexander Battery Technologies works with numerous blue-chip organizations to provide safety critical solutions for a variety of applications such as health and personal safety, medical equipment, test and measurement, military, and fire and police to name a few.

Beginning as Alexander Incorporated in the US, the company was amalgamated into Alexander Manufacturing (UK) Ltd in the mid-1980s, and has been supporting customers from the UK ever since. Fast forward to 2019 and the business was acquired through a management buy-out transaction in which Shard Credit Partners provided a committed financing package worth £9.2 million. Together with grant

funding from the County Durham Growth Fund, this investment enabled the company to commence a major investment in a brand new, state-of-the-art, manufacturing facility at Peterlee. Completion of the construction project was nearly completed in early 2020 when the company started to receive significant increases in its purchase order volumes. As a result of the pandemic impact creating

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an unprecedented demand for its products, the company experienced an impressive tenfold growth in its operations and revenue, and we learn from James Aherne, the CEO of the County Durham based business, how the company was able to facilitate this increase. “From our modern UK manufacturing facility, we support a global customer base with the design and production of rechargeable lithiumion and NiMH batteries and chargers, delivering innovative products on-time and on-budget to allow our partners to focus on the design and manufacture of their own products. Our client-centric philosophy and priority status with our key suppliers means we deliver outstanding battery products up to one kilowatt hour, together with critical services such as supply chain resilience, and we have the capability to support buffer stock programs, end-of-life management, and rapid prototyping,” says James. He further explains that through the design and delivery of the company’s customized battery products, four key tenets to provide leading customer service are embedded into Alexander Battery Technologies’ ethos. “Our position in the market is as a provider of reliability and performance. Our customers demand optimal performance from their power solutions, and every product we make is custom-designed specifically for their application using tier-one suppliers, and carefully selected components to work harmoniously together to achieve this. “Complementing that, speed to market is also important to customers who need prototype and production products turned around quickly to ensure they remain competitive in their market. We have developed a rapid response program based on automotive techniques meaning we can deliver high quality product in weeks and months, rather than months and years,” he explains.

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Thirdly, the business’ customers require the highest of quality to ensure they maintain their own reputational integrity. Accordingly, James shares how Alexander Battery Technologies deliver this by building exceptionalism into every element of its process from strategic direction, right down to Lean Six Sigma training at operational level. “Finally, our customers live in a very difficult supply chain where forecasts move continuously. We take the pain out of this for them by managing strong relationships and expertise with both local suppliers, and overseas suppliers and logistics partners to enable us to deliver on time to our clients’ aggressive schedules.” These key points have served as an effective strategy to assisting in increasing the company’s revenue during recent times, helping it go from strength-to-strength. “Over the past three years, we have seen revenue growth of over 400 percent and an increase in our US export business which now represents 78 percent of our revenue. As may be expected, some of this increased demand has arisen due to the Covid-19 pandemic as several of our products

provide power for respiratory aids, ventilators and incubators used in the health and medical sectors,” he says. “However, to achieve what we have, we needed to react to this sharp uptick in demand in a way that satisfied our customers and protected our staff. This required us to develop the strategic direction, governance, and organizational structure to meet customers’ needs during these challenging months. We achieved this by taking the time to do what many other organizations don’t do: we created a clear strategy and invested effort in cascading this through the company to create a culture where everybody was clear on the business goals and, crucially, what their contribution needed to be,” he expresses. Of course, not every tactical decision delivered exactly what the company expected. However, due to the strong foundation that it has developed over the past few years, Alexander Battery Technologies has gained the agility necessary to define and deploy coursecorrections quickly and, ultimately, deliver the sustained growth it is proud of. “Productivity has received particular focus in the past 18 months as we have developed the production system elements necessary to support our growth. We now routinely achieve productivity at 85 percent or higher, which is calculated daily as a product of utilization of direct staff and efficiency of work against standard times. The secret to sustaining this level of performance lies in getting the basics right. In line with that, we have begun making performance highly visible across the board, and have invested time and resource in upskilling our teams at all levels to identify and eliminate waste in daily routines and processes. Most of our operations personnel deploy structured problem-solving techniques daily, and our entire quality department has achieved certified Lean Six Sigma status,” shares James.

Alexander Battery Technologies

He continues to inform us that the company’s leadership team is unified in the understanding that it is the people in the organization that will either make or break the business’ success. “Two words best describe our approach towards creating the successful culture we want to achieve: communication and respect. We have worked hard to improve our communication within and between departments in direct response to historical feedback from staff. At an operational level, we have reinstated a works council after a lengthy period of dormancy, we distribute a company newsletter and we have established short daily stand-up meetings to provide a mechanism to review performance and escalate any issues. At a more strategic level, we make sure that the overall business direction and performance against objectives is visible to all, and we have enhanced the process through which individuals’ objectives are discussed and performance is appraised. “Respect is a much harder attribute to mandate as it typically comes from within and, in many instances, needs to be earned. However, as a leadership team, we have created an environment where everybody has a voice and an opportunity to have their views heard through initiatives such as our suggestions scheme, and mechanisms such as the daily standup meetings. We also recognize that it is rarely the managers and directors who will have the answers to some of the problems experienced in our operations teams, and therefore we proactively engage operators, team leaders and supervisors in our continuous improvement and problem-solving activities,” James informs us. Not only are the relationships with employees treated with great value, but the company’s supply chain network also is viewed as equally as important. Mark Rutherford, newly appointed Managing Director, comments “One of our key value propositions is we provide flexibility in the supply of products to customers. As a result of various changes in the political and economic

landscape, the battery supply chain has become very volatile recently, and we have redoubled our efforts to leverage our strong relationships and expertise with both local and overseas suppliers and logistics partners to enable us to deliver on time to our customers’ schedules. In practice, this means providing suppliers with accurate forecasts, agreeing stocking strategies, and working collaboratively to address any difficulties. We genuinely consider our suppliers

as partners, and treat them accordingly, as this is the only way to ensure we deliver on time to fulfil our promises to our customers.” Now, having soared through a successful 2020, the company is beginning to return to its pre-pandemic growth trajectory. Its intention moving forward is to maintain its future growth in a sustainable way that foresees and overcomes possible market risks with the lowest level of impact. James concludes: “Our vision is to continue to grow and become a £100 million business by 2026 through expansion of our customer portfolio and development of the product range and technologies we take to market.” After facilitating the massive advances in its operational excellence and customer satisfaction over the past 18 months, Alexander Battery Technologies is looking forward to shifting its focus towards the development of new business, and grow its market position to fulfill its maximum potential. v

Alexander Battery Technologies www.alexandertechnologies.com Services: Battery manufacturer

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CastAlum

Making a difference

2021 has been a truly eventful year for CastAlum, and as 2022 draws closer this highly respected aluminium die caster and machinist is looking forward to further growth and prosperity

or those who may need reminding, mid-Wales-based business CastAlum is an internationally acclaimed die caster and machinist, supplying its range of High Pressure and Squeeze Cast products to customers throughout the UK and Europe, as well as those in countries such as Canada and Mexico. These products ultimately end up going into vehicles produced by the likes of VAG, BMW, Ford, General Motors, Fiat, Renault, Mercedes, Jaguar Land Rover, and other prestigious marques. The last time that Manufacturing Today had the good fortune to speak with CastAlum’s Engineering Director Paul Dodd, it was

September 2020, and it is fair to describe the months since then – leading up to our most recent conversation in early October 2021 – as being eventful, to say the least. That is very much a sentiment shared by Paul. “When we last spoke, it had not been long since we had emerged from the first Covid-19 lockdown, and we were in the process of launching two significant new manufacturing programs, one for a large Electric Vehicle (EV) contract, and the other for a major hybrid transmission project,” he notes. Paul continues: “The aforementioned EV contract in particular has now launched in full, and surprisingly doesn’t appear to be suffering

from any effects as it relates to global shortages of semi-conductors or other challenges. So, that is well above the curve in terms of launch profiles and what the initial expectancies were for it at this stage, and this has made for an incredibly busy, at-times relentless, 12 months from an engineering and build perspective. Particularly since the summer of 2021, we have continued to ramp up our production volumes in relation to this program, to the point where it has sometimes become a daily challenge – albeit

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...we are also now carrying out groundwork to construct another project framework that will be again based around additive manufacturing and additional CNC milling capacity, which we intend to operate in conjunction with a supporting body such as Innovate UK

a welcome one – to actually get the required number of components out of the door!” In the case of CastAlum’s ongoing work in the field of hybrid transmissions, the program that this forms a key part of has been somewhat more significantly impacted by said semiconductor issues, causing various plant pauses or shutdowns, both domestically and internationally. What this has meant for CastAlum is, while it has not stopped supplying its clients with components at any point, its output rate is currently far greater than usage levels. As one can imagine, the level of work that CastAlum has found itself handling in recent months has placed increasing demand on its people – not least of all its production teams – and this has led to the activating of a recruitment campaign to bring new talent

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into the business. “In terms of the areas we are looking to add people to, these include what we refer to as ‘direct’ employees, so those individuals working in the foundry area and responsible for the production and running of our plant, as well as the support areas of the engineering process, such as our production, tooling, technical resource, and maintenance departments,” Paul explains. “When it comes to what we look for in a potential new member of the team, we like to find individuals who possess a bit of spark about them and who display a drive or passion to get on and succeed. Personality is definitely a significant characteristic that we focus in on these days, however as a niche business ourselves, if we do also come across anyone who has previous experience of working within our industry they are naturally of interest

to us as well.” We’ve recently complimented this area with the introduction of a Training Manager who’s responsible for the proactive development and retention of our workforce. Another important topic of note that featured in our past conversations with Paul centred on CastAlum’s forming of a consortium with British engineering company Renishaw and Coventry University – via Innovate UK – to investigate the best ways of applying additive manufacturing technology to steel tooling, and make the process repeatable. “That project has since concluded, and we are now running the equipment and solutions developed through it in-house as a stand-alone additive manufacturing production unit,” Paul details. “At present, we continue to serve our own needs with said unit, but we are certainly open to opportunities in the sphere of additive manufacturing outside of casting. The team that has been running the unit have gained a significant degree of knowledge in the field of thermal control, and we are confident that we can exploit that in other areas going forward.” Considerable investment continues to be made in other areas of CastAlum’s business, as Paul goes on to highlight. “One example of this would be the $5 million that we have invested in a new, 2000 ton, die casting machine cell to further increase capacity. As we speak, we are expecting the final pour of concrete to occur in the coming hours, after which the groundworks will be sealed and completed ready for installation of the machine, which has almost been completely assembled at its current location of Holland, Michigan. Once ready, it will begin a runoff on the floor there, and when this concludes the cell will be disassembled, painted and shipped to us here. We are working with the anticipation of accepting delivery of the cell in the first week of January 2022. “Further to the above, we are also now carrying out groundwork to construct another project framework that will be again based around additive manufacturing and additional CNC milling capacity, which we intend to operate in conjunction with a supporting body such as Innovate UK.The overall aim of this project will be to effectively cast a heat-treated product inhouse, where at present we cast products before sending them away for heat treatment.”

CastAlum As CastAlum’s recent levels of activity – especially since the Spring of 2021 – clearly show, its people are driven by a core belief that together they can succeed, while also bringing about purposeful and positive change through endeavours such as its EV and hybrid transmission programs. Now, looking towards 2022, Paul believes that if the company can match its forecasts, and fulfil the plans and ambitions that it has in front of it over the next calendar year, then it will have done very well for itself indeed. “If we take the new die casting machine cell that we have coming over to us at the turn of the year as an example, we already have confirmed and prospective customers for it

jumping up and down eagerly in anticipation to make use of it,” Paul enthuses. “It means that it will be extremely well utilized from the moment it hits the ground running, which we are very excited about. “When you add to this the fact that our EV-related program is set to literally double in output in the coming months, our other programs continue at pace, and the many other investments that we are looking to make – including adding additional shot blast capacity to service our many activities – I see the next 12 months and more being a time of considerable growth again for CastAlum, both in terms of sales output and headcount.” v

Helipebs Controls Our standard cylinders have always been market leaders in the cast aluminium and mould and tool industries however, specific applications may demand a specification outside the standard cylinder range. The bore size may need to be increased, the stroke extended; special mounting, performance, material or maintenance criteria may be required. With all design, technical and production facilities in-house, the Helipebs’ team have been able to provide the support and uncompromising quality required to CastAlum over many, many years.

CastAlum www.castalum.com Products: Cast aluminium and machined automotive components

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Mission Ready Solutions

Joining forces Operating across the US and Canada, Mission Ready Solutions has equipped itself with a sterling reputation of protecting the armed forces, and, buttressed by its four subsidiary businesses, the company continues to service the defense industry with unparalleled reliance

ne of North America’s leading providers of essential products and services for defense, security and protective agencies, Mission Ready Solutions (MRS), has been loyally serving law enforcement, the military, and government departments since 2009. Speaking with Buck Marshall, President and CEO, and his colleagues at MRS, we learn about the impressive impact the company, and its subsidiaries are having on the defense industry. “The beauty of our business model is whether we deal with a pandemic, natural disaster, conflict, or a war anywhere in the world, we will provide a solution. Through our innovation and

manufacturing, we proactively partner to bring cutting-edge technology to law enforcement officers, firefighters, first responders, and warfighters. That confidence in our ability to react to current events is what keeps us on top,” says Marshall. Historically, the core businesses that make up MRS have revolved around firefighting equipment, special operations, warfare, and personal protective equipment with a focus on personal body armour. However, more recently, MRS also added a wider PPE offering to its portfolio in response to the Covid-19 pandemic as a demonstration of the company’s reactive capabilities. “Our typical customer base is focused on the US government but also state

and local governments, owing to the fact that we have intimate knowledge of government contracting,” he adds. Joining him in the conversation is the CTO of Unifire, Inc., MRS wholly-owned subsidiary, Francisco Martinez, who jumps in to add that the business operates under their motto ‘one company, one team, one direction’ despite being a microcosm of smaller businesses, namely Unifire, Advanced Tech Rescue, Protect the Force Manufacturing, and Protect the Force (PTF). The motto reflects that ensuring a common objective is key to the success of each company under the MRS umbrella. “Of course, each business is essential. PTF for example,

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enables the research and development as well as the manufacturing of a number of groundbreaking products, while Unifire, on the other hand, provides the sales and services for the government. PTF has a number of intellectual property efforts where we have established key items, one of them being the ballistic combat

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shirt, and these are items that are groundbreaking and items that will transfer into the first community or enforcement type of industry,” says Martinez. Skip Church, Unifire and PTF’s President, continues to share more about the business’s manufacturing capabilities and the infrastructure

it takes to make these items possible. “Currently we own approximately 40,000-square-feet divided between our two locations. Unifire can be found in Spokane, Washington, and PTF in Jacksboro, Tennessee. Complementing this, we rely heavily on our partner vendors as well. We have a nationwide group of manufacturers that we join forces with to give us great flexibility, and our ability to ramp up and produce a large variation of products. “Internally, we have been investing in upgrading our manufacturing abilities to remain ahead of the curve and accordingly, we have installed crucial software to assist with our operations. We’re utilising the latest computer design software, system pattern making, and we have automated digitizers and nesting software to help us gain higher efficiency in our manufacturing. All that, combined with our machinery and software packages, enables us to save money and deliver quality products to our end customers,” shares Church. As he reflects on how far the business has grown, Mr. Marshall is incredibly proud of the working culture embedded in MRS, and how this culture has supported the company in achieving its success. “The backbone of Mission Ready, which includes our subsidiaries and our vendor network of 500-plus partners, has always been the people and this falls directly into the culture we have created; it is fundamental to all of our achievements. Ours is a culture that rests on honesty, integrity, teamwork, and the responsibility to do this job well,” he says, adding that the leadership team has done tremendous work to improve communications. “We broke down the barriers that were preventing us from communicating correctly by honing in on our ‘one company, one team, one direction’ philosophy. This cultural shift brings us greater success with vendors and customers who feel more confident in working with us. Further adding to the note about our vendors, it may be a deal or relationship that gives us a little bit of a boost when competing on opportunities, it could be in finance terms for repayment and knowing that we will represent their brands correctly. It is all very important. Externally, we have to keep our vision geared towards our customers, to ensure that they know they can pick up the phone and call Skip, Fransisco, myself or any of our leaders and have a conversation to find solutions. That is critical to our success,” Marshall expresses. Mr. Martinez explains that MRS is constantly communicating with the government to provide the requirements to its vendors and pass on the correct information. “We have a number of vendors that we select precisely, and we educate

Mission Ready Solutions them on what the government really needs from both the technical side and the contractual side. US Government contracting is difficult and cumbersome; it requires loads of knowledge, which is why we have a contracting team that is second-to-none, and is a significant part of why companies that otherwise would like to invest in a contracting group and a technical group, look at us and see an easy platform that can get the job done,” he says. Dominic Gray, who shares his expertise as Director of Corporate Communications, believes that the key is delivering the right message to the right audience and to ensure that MRS has tailored itself to appeal to each of its business’s respective audiences. In accordance with Dominic’s sentiments, this year the business has spent a significant amount of time and resources rebranding its name through website updates and a social media expansion and awareness campaigns. “The main goal is to create a unified brand that ties all of our companies together when we talk about the business and allow us to advance our strengths without losing the connective tissue that holds us all together, and we believe that this has significantly enhanced the customer experience but also made us accessible to investors and shareholders who continue to be top of mind for us,” he expresses. This year has also been significant in some of the developments happening for MRS, such as being awarded the Blanket Purchase Agreement by the United States Defense Logistics Agency Troop Support Clothing and Textile Supply Chain as part of the agency’s response to support Afghan refugees. “On the topic of the BPA,” says Skip Church,“this is a really great example of our company’s ability to respond urgently, and has made us a go-to for the US government. We were contacted by them to assist with the Afghan refugees project and in less than a week we had moved from inception of an idea, to the Blanket Purchase Agreement award. For this requirement, we relied heavily on our valued partners to quickly identify the product, realize current inventory status, and provide the government with the ability to acquire these items in preparation for an unplanned need. We loved the challenge of working on that project and demonstrated our capability to react to the customer requirements with a very robust network that we can rely on to tackle any problem that the government throws our way,” Church informs us. Moving forward, the team has an even greater inventory of plans in store that Fransisco Martinez is keen to share. “In our pipeline right now,” he begins, “we see a number of

opportunities that are coming to fruition as we speak. Regarding the clothing and visual equipment, we have the cold weather clothes that we are beginning to see an uptake in, and we are also looking at riot control gear. Coupled with that, to keep up with the next generation, we are also developing artificial intelligence to incorporate into sensing devices via the fabrics. We are also seeing more opportunities moving along the Department of Defense. For example, the army may not be buying the quantum magnitude that they have been, but we are seeing the navy and the air force expanding, so we’ve begun to reallocate resources to go out into those marketplaces,” he says. On a longer-term scale, Mr. Marshall concludes our discussion by highlighting that the unpredictability over the past year has only encouraged the business to excel in its agility. “Our products and services can be applied worldwide, and we want to see these practices being adopted across the world to keep frontlines safe. We have an incredible team, board of directors, and vendor network that we work with daily to improve our connections,

solutions and innovations. It amazes me every day to see what our people are capable of, and see the real potential of our companies and products and where we can go in the future. I believe with the products and the people we have we can be a player in every sector in the world. Whenever and wherever there is a need, we are ready to provide a solution,” he says. v

Mission Ready Solutions www.mrscorp.com Services: Providers of defense agency solutions

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Camaraderie at its core Coram UK is driven by ambition. A united company culture, and a desire to create the ultimate in high quality showering solutions fuels a focus on innovation, which is the heart of the company’s ethos

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Coram UK

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athrooms are spaces of revitalisation, where wellbeing is restored and the stresses of the day can be washed away. From minimal shower spaces to spa-style wetrooms, Coram UK and its associated brands are pushing the boundaries of innovation to create the very latest in showering solutions and lead the way in modern bathroom trends and designs. Explains Steve Huntly, Managing Director: “Gone are the days of having white or chrome in your bathroom; people are more interested in colours that pop, and that is what we strive to create.” Coram UK is owned by European bathroom manufacturing group Coram International. Under the UK umbrella comes Coram Showers, and the jewel in the UK crown of wetroom innovation and manufacture, Impey. With a market-leading manufacturing operation located in Shropshire, and an award winning wetroom portfolio, Impey was purchased by Coram International 12 years ago. Originally conceived by a Somerset entrepreneur, Impey was born from a desire to create an easy-install, level access showering solution for the healthcare market. Steve continues: “Impey’s product range was completely cutting edge at the time of its inception. The dec, which went straight onto the floorboards, and provided accessibility for disabled users was a unique proposition. That is why Coram International bought the Impey business, as it enabled the group to offer a turnkey shower solution.” With facilities across the UK and Europe, Coram International consists of other wellknown names in the bathroom manufacturing arena, including Tiger, Sealskin and Geesa, making it a specialist in the design and manufacture of showering enclosures, panels, trays and screens accessories. With a focus on innovation, product development and customer service, Coram UK has developed a reputation for high quality showering technology. Through the Impey brand, the company has managed to merge the worlds of accessible showering and luxury bathroom design - being the first brand in the UK to successfully conquer both marketplaces with its versatile wetroom offering. Driven by this unique vision, the business has become the recipient of numerous industry awards including ‘Best Bathroom’ at the 2019 Architects Journal Awards, and, more recently, has been nominated for the Bathroom Manufacturers Association’s Sustainability Award and a ‘Bathroom and Kitchen Update’ award. “I think Impey has really stood the test

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Coram UK of time, because the technology we invest into our products and the levels of customer service that we provide are second to none. We have been nominated for Best Shower Brand awards multiple times, which is testament to the innovative solutions we continue to develop, including our revolutionary and award-winning Aqua-Dec EasyfitTM wetroom floor former and selection of linear drains, bespoke drainage solutions and plumbing systems,” Steve shares. These achievements are showcased in projects like Barratt’s flagship Nine Elms development in London; a favorite in the

company’s catalogue, and one which Brand Marketing Manager, Neil Whitehead, reveals more about. “We were proud to design a bespoke linear drainage solution for Barratt’s prestigious development on the South Bank. The project required our specific in-house capabilities to machine the parts to match a very particular fit of the development’s shower floor. It involved many members of our technical team working closely with the developers and architects. We were able to provide a solution geared to a modern trend with a minimalist aesthetic, ideal for the contemporary surroundings. Our wetrooms

are complete solutions, made up of several of our specialist products which for each wetroom includes a dec (wetroom floor former), drainage and WaterguardTM, our market leading waterproofing membrane system. When we put the dec and the WaterguardTM together, followed by the underfloor heating and the shower room tiles on top, it becomes what I like to call the ‘Rolls Royce of showering’, and the project we did for Nine Elms is a fantastic example of that.” Coram UK is a people-focused business, and Steve has high expectations of his team, which he explains calls for a very selective hiring

Kohler Mira Mira products are made with 100 years of expertise. So, you can specify with confidence. Mira Showers has spent the last 100 years creating the showering technology of tomorrow and are delighted to work with Coram to deliver innovative products for the bathroom. Products like the Mira Advance, the world’s first thermostatic electric shower. BEAB care approved and developed with the RNIB and Skin Health Alliance, the Mira Advance has been the choice of specifiers for over 25 years. We believe in inclusive design and have a created a safety-first range with no compromise on showering experience, with products such as the Mira Select Flex which has been developed in conjunction with the RNIB. We look forward to working with Coram for many years to come. T: 0800 001 4040 | E: estimating@mirashowers.com | W: www.mirashowers.co.uk

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process. “Our branding is prestigious, we are a market leader, so we recruit only the best when it comes to our people. We create an environment that our staff can thrive in, and our team enjoy working for us because we are a flexible and transparent business. Everyone knows they will have the opportunity to grow and develop with us.” Continues Steve: “In 2019, we undertook an ambitious transformation program designed to make us more scalable. We had grown substantially, so in order to take the next development step, we wanted to refocus the business. One very positive change was the integration of our customer service centres. We also created a larger, modern head office, and were able to centralise our warehousing to work more effectively. We now operate one cutting edge manufacturing unit in Bridgnorth, a customer service centre and head office in Ilton, and one large warehouse distribution centre in Leicester. Some substantial changes which have all worked incredibly well.” Aside from the company’s external make-up, Neil believes that the success of its culture rests on four key values which keep the team united. This became apparent through the challenges faced during the Covid-19

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pandemic. “Entrepreneurship, professional expertise, family roots and customer service: that is the essence of this company’s core. Our team is encouraged to share their thoughts and feedback, and Steve welcomes that sort of atmosphere. Wherever possible, he will facilitate debates and discussions to find answers, which I feel is how we survived the pandemic. We saw our company culture rise to the top and that camaraderie was felt very strongly. We focused on what was important; we supplied Nightingale hospitals in whatever capacity our products could, and we provided glass screens for the retail sector. It was a challenging time, but I think we are a much tighter team as a result.” The business is equally invested in strong, lasting relationships with its suppliers and partners with other industry leaders to produce an exceptional portfolio of products. Kohler Mira, one of the biggest shower manufacturers in the UK, partners with Coram UK in the healthcare sector, because, as Steve suggests, the business recognises leading excellence in Coram UK’s capabilities. “Another strategic partnership which we value is Whale Pumps; they manufacture both shower drainage pumps and leisure pumps for domestic use

on boats and caravans. We work incredibly closely with these companies because the links are mutually beneficial to our manufacturing development process and product range.” The history of Coram UK has been a motivating and creative venture and the management team is looking to its future with just as much excitement. “We are about to launch a brand-new range that will exponentially broaden our offer in the shower enclosures market. Our new Sealskin duka product range is a luxury, high-end enclosure collection that we are bringing to the UK as part of a 40-year partnership with a supplier from Italy. Imagine Italian design meets German engineering with all parts sourced within and manufactured within Europe. This new range of luxury enclosures is ideal for wetrooms and is manufactured to the highest possible standards. When we previewed the collection to a select group of retailers and press at the Kitchens, Bedrooms, Bathrooms Show in 2020, they were wowed by the design, engineering and quality. And we will be starting our full-scale press launch in February 2022 with a bang, as we host a star-studded event to celebrate the launch of the brand at a very special central London venue.

Coram UK

the most advanced catalogue of bathroom products available,” Steve brings the discussion to a close by emphasizing how appreciative he is of those working under the Coram UK name, and how he’s excited for his business to continue to fulfil its potential. “It was a difficult time to manage a business during the pandemic, but we navigated the uncertainty with a loyal and engaged workforce that did not drop productivity, and more importantly, we

ensured we looked after our team. That is what demonstrates that we are a people business. We stick by our people, and they stick by us; and we will continue to flourish because of them.” v

Coram UK www.coram.co.uk Services: Shower and bathroom accessories manufacturer

“Also in 2022, we will be supplementing our drainage portfolio and will continue the development and expansion of our linear dec range. It’s a very exciting time!” Neil continues: “We are also in the advanced stages of including some new, more colourful additions to our showering solutions portfolio, including gold, black and metallic palettes; it’s not just chrome anymore! Although of course, we are still offering beautifully polished chrome and brushed stainless steel.” Steve informs us that in terms of technology advances, which lie at the core of the company’s operations, Coram UK is incorporating virtual reality into the bathroom design process. “We have partnered with industry leading 4D environment specialists Virtual Worlds, who utilise specialist VR equipment to allow customers to walk into the bathroom of their dreams during the design process. It’s a great tool which lets you visualize your entire bathroom from concept to completion. You can see where you would want to install the wet floor, and the WaterguardTM. There are also options to choose tiles, taps, glass screens, the finish, the whole package. It is a wonderful tool that is great fun to use, very practical and offers

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Busch Vacuum Solutions provide vacuum technologies, products and services to all industries

Inventive

solutions

Busch celebrates its 50th anniversary in 2021

Part of the global group Busch Vacuum Solutions, Busch UK is celebrating 50 years of success as a one-stop solution provider for a wide range of vacuumrelated needs 56 l www.manufacturing-today.com

Busch UK

he first overseas subsidiary of the global Busch Group, Shropshire-based vacuum business Busch UK has been providing vacuum technologies, products and services since 1971. Along with an industry-renowned support offering, as well as tailor-made vacuum and semiconductor solutions, the company’s pumps, blowers and compressors continue to prove popular throughout the food, chemical,

pharmaceutical, oil and gas, medical and metallurgy sectors. A complete solution provider rather than just a simple supplier of products, Busch’s longevity is born out of three factors that help to differentiate it from the market. Managing Director Tim Hulbert explains more: “Busch is a family-owned company and that has encouraged a long-term approach to business based, primarily, on establishing and maintaining strong, lasting relationships. We

plan five years ahead, not just for the next quarter,” Tim states. “Secondly, we are heavily solution-focused. Whether a customer is looking for energy efficiency or productivity, we find ways of fixing those problems and solving those issues. “Finally, vacuum technology is incredibly versatile and, consequently, highly sought after by businesses across the world. You can milk a cow with vacuum, you can put a rocket into space with vacuum, and you can pack food

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Busch UK headquarters in Telford, Shropshire

with vacuum. I often can’t believe how many different market segments rely on vacuum, so there is plenty for us to be doing.”

Successful acquisition

Though the company is headquartered in Telford, Busch also operates a dedicated medium/high vacuum service center based in East Kilbride, which provides support to customers in Scotland. Onsite at Telford, a Systems Building Department designs and constructs vacuum and low overpressure systems to meet the requirements of Busch clients. Aware of the company’s well-earned

A custom-made Busch vacuum system

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reputation, Busch customers know they can always access expert advice, repair, and maintenance services at either of the firm’s service centers, or via an extensive network of field-based service engineers. To further increase its national coverage and strengthen its services for UK metallurgy and composites manufacturers, Busch acquired Vacuum Furnace Engineering (VFE) in August 2021. A provider of vacuum services, specialist equipment, and control and calibration services to heat treatment and advanced material manufacturers for more than 25 years, VFE’s purchase emphasizes Busch’s

long-term commitment to the UK market. “Busch’s acquisition of VFE capped off a very competitive process, involving a number of people,” reveals VFE CEO David Byrne. “My goal was not only to find the best deal, but the best home for the people within VFE. We spoke to the owners of Busch, and myself and the VFE management team met Dr. Karl Busch, Ayhan Busch, Ayla Busch, Kaya Busch, and Sami Busch, who run Busch globally. That cemented the decision for me. I was very impressed and the move just felt right. “VFE is a relatively small business, but we punch above our weight in terms of developing

Busch UK The management of Busch Vacuum Solutions is completely in the hands of the Busch family: (From left to right) Ayla, Dr.-Ing. Karl, Sami, Ayhan and Kaya Busch

people and supporting them through Master’s programs and apprenticeships,” he continues. “One of the key attractions for people at VFE has always been the career opportunities we can deliver, both in the UK and abroad. “Busch is highly supportive of these ideals and goals, so the company is a great home for VFE, ensuring we can receive support, whilst maintaining our core identity. We both

understand that business is, first and foremost, about people.”

Community support

With this shared foundation in mind, it is easy to understand why Busch and VFE are stronger together. Now that the firms are combining their capabilities and expertise, Tim expects to see even greater upcoming opportunities for

the organization’s newly united workforce. “Enabling our team members to develop is a core value,” he declares. “That development doesn’t just suddenly stop when apprenticeship schemes finish; it is a careerlong process that involves ongoing training and access to a huge wealth of information through our in-house learning Academy. “We have a training center in Germany to help field service engineers open up their skills and, externally, management training courses and MBA sponsorships are also available,” Tim adds. “Additionally, we have become recognized in recent years for our STEM initiatives and we are looking forward to getting back out there and working on those, post-pandemic. With the help of Christine Hewitt, our STEM Ambassador, we get involved with local schools, helping young people gain a perspective on what working in manufacturing and engineering is like and how it can positively impact the world in which we live.” The popular STEM program is not Busch’s only key involvement with its local community. For instance, as part of the company’s 50th Left: Busch Vacuum Solutions Acquires Vacuum Furnace Engineering: (From left to right) David Byrne (VFE), Tim Hulbert (Busch UK)

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Busch UK has a strong apprentice and graduate program

anniversary celebrations in 2021, Busch launched the ‘50 for 50’ campaign, which saw the firm offer its team members the opportunity to participate in local initiatives and charitable activities. “50 for 50 was built on the idea that we, at Busch, could all spend 50 minutes of our time helping others,” Tim reports. “For example, I joined the team to do some gardening at the local Severn Hospice. A VFE industrial vacuum autoclave

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“These little events have been a really nice way to mark our anniversary and reflect on our place in the community as a whole. They’ve meant so much more than just a big, exclusive evening where everybody dresses up and forgets about the things that are actually important.” Having worked through the Covid-19 pandemic to ensure regular, vital supply to its food and medical customers, Busch’s field

service engineers and workshop team have defied expectations during the last 18 months, enabling the company and to continue to serve its partners in the face of challenging circumstances. From this strong footing, and boosted by its recent investment in VFE, Busch is optimistic about its potential for growth in the years ahead. “VFE joining Busch means we now have a really great service and solutions story for all

Busch UK clients that rely on vacuum metallurgy and advanced materials,” Tim says. “Looking ahead, a lot of our focus is going to be on helping customers reduce their carbon footprints because a lot of what we do is about saving energy and increasing productivity. From the solar panels that we have installed at our headquarters or the focus on service that means our vacuum pumps can continue to operate reliably after 20 or 30 years of use, we have many ways to contribute, but we still want to improve our sustainable performance even further.”

David remarks: “Half our VFE business supports customers who work with a titanium nickel composite material that can be used in lightweight vehicles - especially electric vehicles - and this will drive future demand. We have assisted Formula One teams in that area recently, and thanks to Busch’s support and infrastructure, we plan on being able to help a wide range of ambitious engine and aerospace manufacturers in the future. Perhaps, through the kind of work our customers do, we might all be sitting on electric airplanes from London to New York one day soon!”

TTS TTS is proud to play a part in helping Busch Vacuum Solutions to maintain its internationally renowned levels of service. Getting a replacement pump to a customer, based in the south of Paris, one Boxing Day, not only typifies its sturdy resolve to keep its customers happy, but also, the quality of TTS’ ‘can do’ attitude and its ‘on demand’, dedicated transport service. However, TTS isn’t just about transport. TTS’s flexibility enables it to have multi-industry appeal, whilst offering bespoke ‘end-to-end’ logistic/3PL solutions. This full ‘one stop shop’ trade partner approach enables its clients to achieve all of their business aims and objectives in both a highly efficient and cost effective way. Container collection, ‘pick and pack’, palletised storage and distribution, product rectification and QC, wrapping, labelling and bespoke packaging are all services that are available, along with a multi-sales channel capability to include e-commerce.

While there are many companies in the industry that supply vacuum equipment, and a number of different firms delivering vacuum services, Busch remains different, all thanks to its ability to provide the market’s most complete solution package. Accompanied now by VFE, the organization is set for a great deal more success throughout the next decade. “The combination of allowing customers to select the right vacuum solution, supplying that solution, commissioning it and making sure that it delivers is what makes us different,” Tim asserts. “On top of that, our focus on longterm relationships ensures that we’re there for our clients day-in and day-out, making for satisfied customers. Both Busch and VFE have been doing this for decades and there is no reason why that won’t continue for a long time to come.” v

Busch UK www.buschvacuum.com/uk/en/ Services: Vacuum technologies and services for manufacturing processes

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Medical marvels ‘W

Providing innovative and dependable medical technology solutions for over 37 years, Putnam Plastics is an industry pioneer that continues to grow and evolve 62 l www.manufacturing-today.com

hat design solution do you need?’ This is a question that Putnam Plastics asks customers on a daily basis. From highend catheters to custom medical devices, whatever the client might request in reply, Putnam has, for 37 years now, built its reputation on coming up with the answer. A leader in medical extrusion technology, Putnam continues to pioneer innovative solutions to medical challenges. With the help of its coextrusion and tri-layer extrusion technology, the company has paved the way for advances in tapered, multi-lumen, braided shafts, among many other technologies leaving a lasting impact on the industry, worldwide. “Founded in 1984, Putnam began life in a standard two-bay garage, where the company performed its first work - a complex threelayer extrusion,” says company President Ryan Dandeneau. “By 1988, Putnam had broken ground on a 38,000-square-foot facility at 130 Louisa Viens Drive in Dayville, Connecticut,

and soon enough, in 2013, we expanded again, creating a 93,000-square-foot site, just down the road. This new facility is known as our corporate headquarters and houses both our New Product Development and R&D teams, along with new production lines.” As Ryan suggests, today, Putnam is a highly sought-after partner to more than 500 medical device companies, across 36 countries, in all stages of the product life cycle. Backed by its ISO-certified facilities, and strengthened by a team of more than 400 skilled employees, the company is capable of taking on projects that others cannot, making it a one-stop-shop for thousands of medical plastics solutions. “From extrusion equipment to catheter reflow and lasering, we have hundreds of customized pieces of equipment that were built or tailored by our in-house machine build team, which means we can create unique profiles and we have tighter control on dimensions than our industry peers,” Ryan states. “Along with the obvious benefits of having our own tooling design and build team, which has been part of our core since the mid-1980s, we are continually

Putnam Plastics

Putnam Plastics’ newest 57,000-square-foot addition will be utilized as clean manufacturing space, increasing production capacity for both existing and new medical device customers

reinvesting in the business to support new challenges and are constantly developing new technologies. “At Putnam today, we can provide custom thermoplastics extrusions, thermoset polyimide tubing, and complete catheter assembly solutions for medical catheters and minimally invasive devices. Our modern offering includes prototype development through manufacturing of single lumen, multi-lumen, coextruded, braided, coiled, and wire reinforced tubing, as well as wire coating, bumped, tapered, and intermittent extruded tubing. Beyond this, our finishing operations consist of tipping, precision cutting, precision machining, hole punching, RF welding, printing, plasma etching, annealing, insert molding and overmolding, laser welding, laser machining, and more capabilities.”

Our most immediate next step is to sure up our growth by adding personnel. We have over 50 positions open for talented, hard-working people and we can’t wait to welcome great new colleagues into our team. It’s a tough time to hire, but we know that if we can get the right new employees on board then we can maintain double-digit growth A $1 million investment in solar carports has been added to Putnam’s corporate headquarters, aiding in reducing its carbon footprint and furthering its commitment to utilizing green energy to protect the planet for future generations

Valuable knowledge

Having adapted and evolved in line with market changes and demands over the last four decades, Putnam – as its product range suggests – is now predominantly focused on delivering medical applications. In fact, as much as 99 percent of the company’s current business is medicalrelated. Along with this specialism, and the valuable knowledge that accompanies it, Putnam customers benefit from a business determined to tackle technologically complex extrusions and components that other firms wouldn’t give a second glance.

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Putnam’s finishing operations include tipping, precision cutting, precision machining,

Putnam’s most immediate next step is to sure up its growth by

hole punching, RF welding, printing, plasma etching, annealing, insert molding,

adding personnel. It has over 50 positions open for talented,

overmolding, laser welding and machining

hard-working people and Putnam can’t wait to welcome great new colleagues into its team

Putnam’s in-house tool crib. One of the many benefits of partnering with Putnam Plastics is its ability to reduce costs and lead times, along with shortening the supply chain by offering everything from tooling design to production and secondary operations, all under one roof

Putnam is 13485:2006 ISO certified and is home to ISO class 7 clean rooms (pictured). Backed by its ISO-certified facilities, and strengthened by a team of more than 400 skilled employees, the company is capable of taking on projects that others cannot, making it a one-stop-shop for thousands of medical plastics solutions

It’s a recipe that makes for a clear industry leader that delivers not only in theory, but in practice. “With everything from tool making to new product development and production all under one roof, we are able to offer reduced lead times and shorter supply chains than most of the market,” Ryan points out. “A true leader in technology, we can reduce cost through automation and are always open to the newest, most efficient ways of doing things. Pricing is fair and we maintain world-class quality, but most importantly, we treat people well – both customers and colleagues.”

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People, as Ryan alludes to, have always been crucial to the success of Putnam. The business, as a result, continues to find ways to improve the work/life balance of its workforce. As of October 2021, a 6000-square-foot gym, health & wellness programs, bonus initiatives, company events, and a deeply-ingrained family culture help the firm to maintain long-lasting employee tenures and loyalty across all departments. As Putnam’s efforts with its employees illustrate, the company cares about relationships and this sentiment stretches to its supply chain. “Supplier relationships are very important to us,” Ryan asserts. “Prices are constantly going up on raw materials globally and recent events have caused concerns with raw material availability, but we can leverage long-term supplier relationships to attempt to secure the resin necessary to support growth.”

Recession-proof

Over the course of the last two years, relationships have, unsurprisingly, proved more important than ever for the business as it battled through the difficulties wrought by Covid-19. Focusing on its core specialities - challenging projects requiring tight tolerances in the cardiovascular and neurovascular arena - the firm has managed to continue growing in spite of the pandemic. “The medical industry tends to be somewhat recession-proof,” Ryan remarks. “There was a slight hit in elective procedures in 2020, but growth in Covid-19related programs outweighed that dip. Each year there are new device designs being developed and as those products transition into full-scale production, we will see even more growth.” In order to support the company’s growth, in July 2021 Putnam completed a 57,000-square-foot expansion to its corporate headquarters. The added space, Ryan says, will help the company continue meeting the growing needs of its medical device partners in a variety of ways. “Benefits of the expansion include the addition of space for new machinery and more employment opportunities, as well as being able to keep everything under one roof, providing customers with quicker

Putnam Plastics Gantry Laser System. Built in house by Putnam’s automation team. It will be used for

Multi-lumen polyimide lined shafts. Putnam

laser printing scale up. From extrusion equipment to catheter reflow and lasering,

focuses on its core specialities - challenging

Putnam has hundreds of customized pieces of equipment that were built or tailored

projects requiring tight tolerances in the

by its in-house machine build team, which means it can create unique profiles and

cardiovascular and neurovascular arena

boast tighter control on dimensions than its industry peers

overall lead times and speed to market. Also, by adding on to the existing facility, Putnam is able to avoid unnecessary duplications in personnel that are common when creating new divisions in different locations. This helps to minimize logistical issues, whilst increasing overall efficiency.”

Protecting the planet

As Putnam looks to the future, it’s worth noting that the company’s 2021 expansion is not likely to be its last. Having recently renovated a 20,000-square-foot space adjacent to its headquarters, the business is now validating a 5000-square-foot cleanroom to support its two latest programs – one of which is already heading to market. “On top of all this,” Ryan reports, “we recently invested over $1 million into solar car ports and rooftop panels for our facility. Sustainability is an increasingly important focus for us and the installation of these car ports will help decrease our overall carbon footprint. It also furthers our commitment to protecting the planet for future generations through the utilization of green energy.” In terms of Putnam’s long-term prospects, Ryan does not see the company’s recent growth surge slowing down any time soon. Already preparing to ride the firm’s current positive trajectory well into the future, Putnam’s President is looking to add fresh talent to the organization’s ranks, as well as launch several development programs for the conversion to larger production volumes over the next couple of years. “Both people and equipment will be critical to our success going forward,” Ryan confirms. “We have the space and are constantly investing in new equipment to support that growth. Our strategy is to continue targeting challenging, but high value applications in the medical device industry

and keep manufacturing in the United States.” “Our most immediate next step is to sure up our growth by adding personnel. We have over 50 positions open for talented, hardworking people and we can’t wait to welcome great new colleagues into our team. It’s a tough time to hire, but we know that if we can get the right new employees on board then we can maintain double-digit growth.” v

Putnam Plastics www.putnamplastics.com Products: Medical plastics solutions

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Precision as standard For 70 years and counting, Meyer Tool has been a trusted manufacturing partner to an increasingly diverse customer base across the United States, Canada, and Europe 66 l www.manufacturing-today.com

hen Bud Meyer founded what was Meyer Tool & Die back in 1951, his business’ first home was within a

humble motorcycle chop shop garage. Today, the company that continues to carry his name in his honor – Meyer Tool – is a leading, privately held, high-tech manufacturer supplying a variety of

Meyer Tool

precision components including blades, nozzles, shrouds, liners, and heat shields to the aerospace and gas turbine engine industries. A major milestone along the company’s

journey came in 1973, when one Arlyn Easton came on-board, before going onto purchase it outright. Possessing an electrical engineering background, Arlyn’s use of what was at the time

a single electrical discharge machining (EDM) machine is what allowed Meyer Tool to get into the turbine engine business. Meanwhile, his everpresent desire to advance numerous processes

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in order to find better ways of delivering quality components and added value allowed the company to thrive. As of 2021, Meyer Tool possesses over 1100 EDM machines (wire, ram, and fast hole drilling), and also specializes in processes such as waterjet machining, conventional machining, abrasive grinding, laser machining and welding, EB welding, coating, and airflow testing. Headquartered in Cincinnati, Ohio, the company’s workforce of over 1500 team members operate across its 13 worldwide facilities, with its sites strategically located close its customers throughout the United States, Canada, and Poland. “Meyer Tool has firmly established itself as being a trusted manufacturing partner for all manner of clients, including many of the large OEMs in our fields of expertise,” explains the company’s Owner and COO, Beau Easton, son of Arlyn Easton. “This includes the likes of Pratt & Whitney, General Electric, Honeywell, and Rolls-Royce.” Joining Beau in discussing Meyer Tool and its activities with Manufacturing Today are its President Doug Lang, and VP of Business Development Dan Godin. “We exist to serve any customer that needs cooling holes, whether it be film cooling holes for airfoils, cooling holes for combustors, or other types of high precision

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Meyer Tool holes that need to meet very tight requirements when it comes to positioning, size, and airflow,” Doug adds. “It is important to recognize that it is not just about serving the aviation sector either. We also work quite extensively with clients in the land-based turbine market,” Dan goes on to point out. “Meanwhile, as we grow as a company, we are further diversifying so as not to be seen as being just engine-centric. That has resulted in some of our divisions moving into areas such as the manufacture of airframe components, while a number of our recent acquisitions have been targeted towards serving more Tier-2 clients. This further diversification is helping to minimize risk as the business continues to expand its reach.”

This year – 2021 – marks the 70th anniversary of Meyer Tool, and Beau, Doug and Dan are all happy to divulge some of the secrets behind the ongoing success of the business. “One of the key things that we bring to the table for our clients is vertical integration, whereby our wide range of specialisms allows us to be a one-stop-shop for our customers,” Beau declares. “By developing milling, drilling, turning, assembly, testing, final inspection, certification and delivery services in house, we have transformed ourselves into something of a mini-OEM,” Doug continues. “By having the ability to produce parts and components from start to finish, we effectively control our own destiny and do not

Maxx Tooling At Maxx Tooling, we aren’t satisfied with just being at the forefront of today’s machining and EDM business – we’re constantly looking for ways to push the industry forward. That’s why we’ve teamed up with Meyer Tool. For more than 70 years, Meyer Tool has been a leader in the aerospace and gas turbine engine industries. The mantra of ‘continuous improvement’ is evident in their track record of quality and innovation. Both Meyer Tool and Maxx Tooling are proud to be family-owned global partners that work together to continue the development and evolution of high-tech manufacturing in North America and beyond.

have to rely on other parties across the supply chain. For our customers, this means that we can act as everything from a shop assist company – if they simply want holes drilled – to managers of the entire value stream of a given part.”

Passionate about people

Dan rounds off the above sentiments by bringing added attention to the fact that Meyer Tool is able to build and support its own machine tools and inspection equipment, a number of which are available for sale on the open market. “For a lot of other companies, if they want to purchase specific equipment or machines suited for the type of work that we do here, they will typically have to wait around 18-to-20 months for delivery. Due to our capabilities at Meyer Tool, we can have these same assets up and running on our property within eight-to-twelve weeks!” At this stage, Beau interjects to say a special word about Meyer Tool’s other secret ingredient, its people. “We have fantastic tenure here, which is something that I am particularly proud of,” he says. “We view ourselves as being very much a career company, which I think is reflected in

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Meyer Tool

the fact that a number of our people today hold anywhere between 30 and 40 years of experience. Meyer Tool is also passionate about supporting the career development of its people, which is why we do things such as funding college tuition and various training and/ or application programs.” Being a privately held entity, Meyer Tool benefits from being able to channel investment back into areas such as R&D and its engineering operations at its leisure and with a view to long-term viability and prosperity of the business. To this end, it has made considerable efforts in recent times to develop cutting edge equipment – such as the design and development of a next generation fast hold drilling machine – while also becoming a leader in Industry 4.0 thinking and embracing Internet of Things technology. “At our core, we are highly entrepreneurial company,” Dan declares, “and one of the primary reasons that we continue to make our own equipment today is because we want to be the industry leader when it comes to holes. To achieve this takes a great deal of investment, and our track record is of channelling some eight-toten percent of our annual revenue back into the business, be it in equipment, facilities, or R&D.” As mentioned by Doug earlier, another ongoing area of focus for the company is diversification, and one of the ways it is achieving this is through targeted acquisitions. Towards the

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end of September 2021, Meyer Tool announced another such move, when it announced the purchase of B&B Precise Products, a Benton, Maine-based solutions integrator for the some of the country’s largest aerospace and defense companies. “When it comes to how we approach such acquisitions, there are several key factors that we consider on top of whether it will facilitate further diversification into exciting market spaces,” Beau explains. “Proximity of the business is very important, as we aim to be strategically located close to our customers wherever possible. We also go to great lengths to see whether an acquisition will allow us to leverage other existing areas of Meyer Tool. After all, we have never been about growing just for the sake of it. Rather, every decision we make it about creating more value and choice for our customers.”

Future opportunities

Reflecting on the journey that Meyer Tool has made in recent times – especially in light of the Covid-19 pandemic – Beau, Dan, Doug and the rest of the team are proud of the fact that at no point in the last 18 months have they been forced to lay off an employee as a result of the downturn in the industry. In fact, the company was able to continue to provide its people with cost of living raises, and give out year-end bonuses to everyone.

“In spite of the difficult times that the world has faced, the business has continued to perform extremely well,” Dan enthuses. “We have a fantastic business development team who helped to bring around $14 million worth of new business into us in 2020, and have brought in approximately $17 million of the same in 2021 as of the beginning of November. In addition to a wealth of new opportunities arising in areas as diverse as submarines and rockets, we also have a large amount of real estate at several of our facilities that we stand ready to fill as we continue to grow both domestically here in the US, as well as into Europe from our Poland site.” The final word belongs to Beau, who summarizes Meyer Tool’s strategy going forward. “For me,” he concludes, “I am looking at continued R&D being key for us, as well as increased adoption of automation and investment in our team members as we aim to carry out the sort of activities that have kept us an industry leading supplier able to support the varying needs of our customers for such a long period of time.” v

Meyer Tool www.meyertool.com Products: Precision components

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