Manufacturing Today Issue 196 January 2022

Manufacturing www.manufacturing-today.com

Issue 196 2022

BEST PRACTICES FOR INDUSTRY LEADERS

today

Sure-fire

survivability solutions A manufacturer of high-strength, fatigue-resistant products from advanced composite materials, NP Aerospace is developing its US network and gearing up to undertake major military projects in 2023

Keene Village Plastics

Saverio Minucci and John Hosbach from Keene Village Plastics share some insights from this American manufacturer of thermoplastic welding rod and 3D printing filament. With exciting developments planned for the future, 2022 is set to be a busy year for the business

Turn to page 16 to read the full story

Chairman - Andrew Schofield

Editor’s Letter

Managing Director - Joe Woolsgrove Editor - Libbie Hammond Assistant Editor - Will Daynes Staff Writers 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 Custom Media Sales - Dan Bess

Hello and welcome to the January issue of Manufacturing Today.

Happy New Year! I do hope that you find a feature in here that sparks your interest or makes you think. I found the case study on page 12 had a very interesting point – in 2015 GeorgiaPacific undertook some internal research and discovered that 40 per cent of its workforce were employees over the age of 55. As a seasoned global organization, it knew that the forthcoming loss of valued workers and their critical knowledge would challenge the way the company approached several facets of its business. Most importantly, its ability to compete was at stake.

Looking to address this, the business took the bold step of a massive digital transformation.

Would you be brave enough to launch such a project?

Digital Sales - Mike Psimis Subscriptions - i.kidd@schofieldpublishing.com Administration Rory Gallacher • Ibby Mundhir Accounts - Rachael Leftley

Libbie Hammond EDITOR

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

ON THE COVER

Manufacturing www.manufacturing-today.com

Issue 196 2022

BEST PRACTICES FOR INDUSTRY LEADERS

Follow us at: @MfgTodayMag

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 month’s cover story takes a look

inside the operation of NP Aerospace, an armour systems manufacturer that is developing its network in the US as it gears up to undertake major military projects in 2023.

James Kempston, NP Aerospace Chief Executive Officer and Company Owner gives MT readers an insight into how the company has evolved over the past 90 years, and what the future holds. Get the full story on page 20.

today

Sure-fire

survivability solutions A manufacturer of high-strength, fatigue-resistant products from advanced composite materials, NP Aerospace is developing its US network and gearing up to undertake major military projects in 2023 Keene Village Plastics Saverio Minucci and John Hosbach from Keene Village Plastics share some insights from this American manufacturer of thermoplastic welding rod and 3D printing filament. With exciting developments planned for the future, 2022 is set to be a busy year for the business Turn to page 16 to read the full story

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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

16

FEATURES 6

5G

The power and promise of industrial 5G – Fotis Karonis says the rapid adoption of industrial 5G means organizations can establish a competitive advantage

8

Energy

In the quest for lower emissions, Tim Jarvis explains how committing to net zero can help to deliver profit and new business opportunities

10 Cloud

Rob Hancock discusses how the role of the channel has evolved in supporting end-users through their transition to the cloud and how it can unlock benefits

12 Case Study

Georgia-Pacific partnered with Rockwell Automation to digitally transform 150 of its global facilities and transformed its mentality from operator-centric to monitor-centric

12

Keene Village Plastics

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Case study 2 l www.manufacturing-today.com

Panaz

COMPANY PROFILES COVER STORY

20

26

RoyOMartin

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NP Aerospace

Celtic Renewables

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MECART Inc

Cleveron www.manufacturing-today.com l 3

...Contents continued 52

European Springs & Pressings

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66

Spirotech Group Ltd

Nico Manufacturing Ltd

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84

Origin Global

Aspire Technology Solutions

98

102

Astro Manufacturing

GF Machining Solutions – Step-Tec

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56

Burnside Eurocyl

70

74

AA Metals

Briar Chemicals Ltd

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92

Broxap Ltd

Hayley Group

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108

Amazon Filters

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Harness the potential Realizing the power and promise of industrial 5G.

By Fotis Karonis

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ack in 2016, World Economic Founder Klaus Schwab coined the now familiar phrase ‘the fourth industrial revolution’ to describe a world in which virtual and physical systems of manufacturing cooperate with each other. The industrial environment has changed greatly since then, and today enterprises are responding to myriad new factors, including the continued rise of ecommerce, the ongoing exponential chip demand and supply chain shortages, as well as growing concerns around sustainability and climate change. The convergence of these factors, and the subsequent increase in the number and variety of products, software and services is driving a new phase of digital transformation across industries. As the 4G revolution of the past decade created new digital companies that provided new data driven innovations and scalable products to the consumers, 5G is the new game changer for transforming all industries to become digital or - stay behind.

This is the era of ‘Intelligent Industry’, where all facets of an organization are connected by technology. This combination of cloud, data, AI, IoT and technological advancements in the likes of robotics and augmented reality (AR) is catalyzing the digitization of core industrial processes. 5G is the key enabler, a catalyst facilitating an avalanche of new data to be processed in real time, with the requisite

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scale, predictability, velocity and security. Organizations across industries are beginning to understand and harness the power of data, and in doing so are enhancing their operations’ performance, becoming more flexible agile, and driving innovation.

Underpinned by 5G

The move towards intelligent industry is what is driving the rapid adoption of industrial 5G and profoundly transforming multiple industries, such as manufacturing, automotive, energy & utilities, mining, healthcare, smart cities, aerospace & defense, retail & logistics, ports/airports - the list is getting larger by the day. Connectivity is a prerequisite for intelligent industry transformation, with 5G bringing together all aspects of an industrial business.

Research conducted by Capgemini highlights that 30 percent of industrial organizations are conducting 5G pilots or progressing to 5G deployments, and 40 percent are expecting to roll out 5G at one site within at least two years. The experience reported by those early adopters has been overwhelmingly positive with 5G in some cases exceeding their expectations. Of those first off the mark, 5G has enabled 60 percent to achieve higher operational efficiency.

5G combined with edge computing is also helping organizations to

5G

realize, test and implement a variety of use cases that were previously unachievable, such as video-based quality inspection, intelligent drones, remote operations and collaboration and autonomous robots.

Through these, organizations are realizing new efficiencies to remain competitive.

Unlocking the value chain

5G’s qualities, such as low latency and increased bandwidth, are applicable to a wide variety of applications across the manufacturing value chain, including autonomous operations, video-based quality inspections and remote collaboration. More than half (51 percent) of industrial organizations have plans to leverage 5G and in doing so, offer new products, create more efficient processes and drive new sources of revenue. As we move out of post-pandemic recovery, this Intelligent Industry will kickstart a new period of growth across industries and a burst of evolutionary change with new products and services.

5G use cases can be placed into four different categories: • Autonomous operations: Technological advances in robotics have driven changes in industry. With this, health and safety can be improved, and efficiencies gained. However, current connectivity solutions such as WiFi, while important

for the initial transition, do not provide the necessary range for many operations. This is where 5G comes in. As autonomous robots and drones become staples of the factory floor, 5G enables far greater adaptability, agility and efficiency.

• Remote control: 5G empowers organizations to address critical manufacturing operations through low-latency, high resolution video monitoring communication devices. As the world of work changes, real-time remote solutions can enable video analytics for remote inspections, and aid organizations by detecting faults as and when they happen.

• The connected worker: Augmented Reality and Virtual Reality are increasingly becoming commonplace in industrial settings. Whereas previously, these technologies have been constricted by limitations, such as a wired connection or bandwidth capacity, 5G integration enabled low-latency remote collaboration.

• Connectivity: 5G provides organizations the opportunity to attain a higher quality of service. For instance, through network slicing, supply chain partners can gain autonomy over their own devices, ensuring governance, higher security standards and increased reliability.

This is Intelligent Industry in action. The rapid adoption of industrial 5G means organizations can establish a competitive advantage, facilitating a conversation between all facets of an operation in ways which have never been achieved before.

Today, the potential of 5G in industry and manufacturing, particularly when integrated with Edge and the Cloud, is the culmination of decades of work. 5G is a journey unlocking amazing industry use cases with enhanced broadband, ultra-reliable low latency communications (urllc) massive machine type communications (mtmc) and time sensitive network (tsn) applications. It’s an exciting prospect for business and for society as a whole to embrace digital. But it’s also a daunting one. If industrial enterprises are to utilize 5G to its utmost, they must lean on their ecosystem network of vendors, customers, partners, and governments to help them build a clear picture of the capabilities that 5G offers and where they can truly add value. In doing so, industrial organizations can become a driving force of intelligent industry to drive amazing innovation and resolve the big challenges of our society and of the planet! v For sources used in this article, please contact the editor.

Fotis Karonis Fotis Karonis is Global 5G & Edge Offer Lead at Capgemini, a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided everyday by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of over 300,000 team members in nearly 50 countries.

With its strong 50-year heritage and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fueled by the fast evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering and platforms. The Group reported in 2020 global revenues of €16 billion. www.capgemini.com

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Start with change Improving manufacturing’s environmental and financial health through better energy management.

By Tim Jarvis

M

anufacturing is one of the UK’s most energy-intensive industries. According to analysis from 2021, out of the top ten biggest business energy consumers, five are manufacturing-related: manufacturing and industrial services, chemical manufacturing, food, drink and tobacco manufacturing, mineral products manufacturing, and iron, steel and metal manufacturing.

Together they use 14,163 ktoe of energy each year.

In the wake of COP26, as the true severity of the climate crisis becomes more apparent and pressure for businesses to reduce their

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impact on the environment continues to mount, there is a clear need for manufacturers to assess and improve their energy management practices.

Gazprom Energy’s Road to Net Zero report has revealed that large and medium businesses cite improving sustainability among the three biggest challenges they face, along with identifying ways to reduce energy consumption and working to reduced budgets. These findings indicate that the relationship between better energy management, a reduced carbon footprint and lower operating costs needs to be emphasized.

Energy Manufacturers need to understand that financial and sustainability priorities do not necessarily contradict each other, and actually, committing to net zero can help to deliver profit and new business opportunities.

Bolstering sustainability strategies and planning for net-zero is a significant task and requires careful planning, realistic and timeframed goals and commitment from across the business. Beginning this planning can be daunting, especially in energy-intensive manufacturing, but breaking the bigger picture down into more manageable chunks will help to set businesses in the right direction.

Efficient and considered energy management is a sensible place to start. The following tips will help manufacturing businesses to start to cut down their use of gas and electricity, and therefore their emissions and operating costs.

Analyze and improve processes

All sustainability journeys should start with a comprehensive energy audit to analyze how the business is currently doing and where improvements need to be made. Energy auditors can be consulted, help highlight troublesome areas and give invaluable advice, but it is also possible to carry out your own audit. Even a simple review will give some beneficial insights and points for improvement.

Gazprom Energy’s research revealed that currently, less than half (48 percent) of medium and large businesses in the UK use energy-saving consultancy and audits, indicating that there are many organizations still to reap the benefits from this activity.

Ensure boilers are properly maintained

Improving insulation and heat recovery will improve the efficiency of steam and hot water boilers. Around ten per cent of the heat produced in boilers can be lost through insufficient insulation of the distribution system, meaning more energy is needed to compensate for this loss. Efficient steam generation and distribution through proper control and maintenance can save manufacturers up to 30 percent of the energy used in boilers overall.

Focus on your furnace

Furnaces account for a large proportion of energy use, especially in the high-temperature manufacturing sector. Benchmarking data allows manufacturers to quantify the performance of their furnaces against other manufacturers to ascertain if they need improvement.

Improving furnace yield, looking at the way it is charged and unloaded, improving scheduling and carrying out regular maintenance will all help to improve overall efficiency.

Be aware of process utilities

Compressed air, cooling water, industrial gases and other process utilities can be costly but are also areas where significant energy savings can be made. Systems should be switched off when not in use to eliminate unnecessary usage and regular upkeep is highly recommended to ensure the systems are always optimized.

Upgrade motors and drivers

Some manufacturers may not realize that they are working with inefficient motors. Although implementing high-efficiency motors will come with initial cost, they can improve efficiency by three to four percent so it is quickly outweighed by energy savings, plus the sustainability benefits.

Alternatively, variable speed drives installed on existing motors enable manufacturers to reduce the motor speed to about 20 percent, reducing the power requirement by about 50 percent.

If high-efficiency motors or variable speed drives are possible, small changes like ensuring motors are switched off when not in use and reducing the pumping load can help to make some energy savings.

Consider non-manufacturing spaces

While the energy consumption of spaces such as offices, canteens and kitchens may be comparably low against manufacturing spaces, savings made in these areas will still help to reduce overall costs and emissions.

For example, reducing temperatures by one degree can save eight per cent on heating bills and insulating cavity walls can reduce heat loss by 70 percent. Switching to LED lightbulbs will make lighting much more efficient and sensors or timers will ensure lights are only on when the space is in use.

Drive employee support

Reducing energy usage within a business becomes much easier when employees are on board and understand the importance of being energy conscious. With this, employee habits will begin to change, ensuring machinery is switched off rather than left on standby and lights and heating are used only as required.

Regular audits and tracking should be shared with employees so they can see the impact of best practices with energy. This will help sustainability to become something that everyone within the business contributes to and can take ownership of.

Next steps

Improved energy management should be just one facet of the wider sustainability strategy, but it is a good block to start with. Once manufacturers are effectively managing their energy consumption, more complex elements can be considered and implemented. These may include procuring renewable energy, investigating in on-site power generation and battery storage capabilities, and carbon offsetting any unavoidable or short-term emissions.

The road to net-zero can be overwhelming, but starting with simple habit changes when it comes to energy management will give manufacturers the confidence to continue to do better for the environment. Once the sustainability journey is underway, manufacturers will begin to truly feel the benefits both for the business and for the planet. v For sources used in this article, please contact the editor.

Tim Jarvis Tim Jarvis is Manager of Mid-Market at Gazprom Energy, the retail arm of London-based Gazprom Marketing & Trading Ltd, and an award-winning business energy supplier with a passion for customer service and the backing of one of the world’s largest energy companies. With offices in the UK, France and Benelux, it focuses on being a reliable supplier that offers value for money and excellent customer service.

As one of the country’s leading business gas suppliers, it provides gas, electricity and green energy products to over 30,000 business customers across the UK. It also offers a range of complementary services, including carbon management and power purchase agreements, supported by its relationship with the wider Gazprom group.

For more information, please visit www.gazprom-energy.co.uk

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Adding value Seeking an agile journey to the cloud: Is the future automated?

T

he unprecedented rate of employees that suddenly needed to collaborate remotely has forced many organizations to turn to cloud-based applications and various communication technologies as a means of survival. This trend is expected to increase over the years according to Gartner, which estimates that by 2024, more than 45 percent of IT spending on system infrastructure, software and business process outsourcing will shift from traditional solutions to the cloud.

Part of this shift means that organizations need to become more agile than ever before. They must adapt and meet demands placed on their infrastructure, while still offering an optimized and seamless user experience. Therefore, IT service providers must be able to offer their customers technology and access to applications that deliver on this promise simply, consistently and cost-effectively.

Communication and collaboration technology will continue to help enable flexibility and productivity across organizations. But, in the future, this will also include greater access to automation and business process management (BPM) technologies, especially for SMBs. Rob Hancock, Head of Platform at Giacom explains how the role of the channel has evolved in supporting end-users through their transition to the cloud, and what the future holds for MSPs who want to add more value to their customers’ cloud adoption.

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Accelerating to the cloud

Even prior to Covid-19, there were many key reasons for businesses to consider a move to the cloud. For instance, flexibility and agility continue to be fundamental drivers for businesses to make this digital transformation, and this has only been accelerated by the pandemic.

Consider this example, traditionally, with on-premise solutions, there are a variety of costs associated with server maintenance, back up and periodic upgrades. However, a shift to the cloud takes away the aggravation or cost of maintaining servers and applications onpremises. With regular updates and cloud support available 24/7, the many benefits of simply moving to the cloud far outweigh the pains of using legacy technologies. As such, if MSPs aren’t already selling cloud applications, now is the time to reconsider and work with a strong, proven CSP to help develop a cloud proposition and sales strategy.

Diverse portfolio offerings

For MSPs offering cloud alternatives, it’s not just about meeting a client’s immediate cloud needs. Working with the right CSP will enable its partners to add valuable options to its portfolio and identify areas for improvement and further sales. CSPs can also offer MSPs and their clients training and 24/7 support; access to a raft of cloud solutions, including backup and security; and these cloud offerings can significantly

Cloud utilizing Microsoft Power Apps, for example, they can help build specific business applications for their customers to automate processes and connect systems together.

Further, with analytics tools, such as Power BI, MSPs can bring data from multiple platforms together and express this information across various dashboards for clients to draw insights on. By helping clients form a holistic view of data from connected applications, partners can become more forward-thinking and innovative, enabling them to drive a different kind of value for clients, that allows them to unlock new revenue streams. Long-term, it positions the MSP as more than just a tech supplier.

Added education

With the opportunity of being able to offer new services to clients, comes the wider need for the channel to become better trained and educated around automation too. So, if the channel wants to tap into revenue here, it must upskill itself in order to advise its customers how to benefit from integrating various cloud applications in the most effective way.

As part of this, MSPs need to shift their thinking from server maintenance, replacement and upgrades, towards adding business value by integrating cloud applications into their sales model.

Importantly, though, it’s crucial to acknowledge the need for relevant hardware, connectivity, collaboration and voice will not go away. Selling these tools and applications remains a dominant market; but further down the line, automation and opportunities for BPM technology will grow.

Conclusion

help to extend their business model, adding much needed new revenue streams.

Cloud is an ever-changing model too. And, it’s the role of CSPs to work with the channel to help partners keep up to date with the latest technologies and ensure access to the latest products, training and sales collateral that will enhance their customers’ businesses.

Automation is key

For many organizations, the desire for agility stems from a need for business resilience and to stay competitive. This is especially important in today’s economic environment, where organizations focus on balancing a reduction of costs against managing operational complexity across their IT estates. As the uptake in cloud accelerates, organizations, especially SMBs, will start to explore how they can interlink various technologies via APIs to improve business processes and drive greater business value across their organizations. For example, linking accounting CRM and manufacturing systems and more. This automation of processes (e.g. BPM) presents a great opportunity for the channel to deliver more value.

The cloud isn’t just about keeping business information stored online – MSPs’ roles will evolve and they will need to demonstrate how they can help customers to automate aspects of their operations. By

The opportunity for the channel remains in the cloud. But, in the future, MSPs will need to consider how they can derive profit from not just the fundamentals of cloud – e.g. voice, data, storage, collaboration, backup and security technology – but also through selling automation and BPMbased technologies, to help drive innovation, business efficiency and productivity across organizations.

MSPs can now personalize the customer experience even more than before; differentiating themselves to stand out from the crowd by providing additional value via the cloud. Their role is to make their customers more efficient, and by utilizing automation to make digital software even more streamlined, the channel can unlock additional benefits for customers during their cloud journey. v For the sources used in this feature, contact the editor.

Rob Hancock In 2020, Giacom, DWS and Union Street became part of the same group of companies, bringing together three channel leading solutions – telecoms, cloud software services and cloud billing. The aim is to be the leading technology platform for partners, making it really simple for the channel to train, enable, sell, deliver and support small business customers in seizing the incredible opportunity in cloud and comms.

Together, the combined channel proposition, platform expertise, market know-how and 6,000 channel partners of Giacom, DWS and Union Street are a powerful combination. No-one is better positioned to help the channel do truly amazing things for the UK’s small businesses and the technology vendors that serve them. https://cloudmarket.com/

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Transformation takes shape

Looming retirement posed a threat to critical knowledgesharing at Georgia-Pacific. To stay competitive, it had to redefine its work model, according to David Stonehouse

F

ounded nearly a decade ago, Georgia-Pacific - a global manufacturer of tissue, pulp, packaging, building products and related chemicals - knows how to keep its fair share of skin in the game in just about every season of life.Throughout its history, it’s adapted and transformed in order to stay agile, innovative and competitive.

In 2015, internal company demographic research showed that 40 per cent of Georgia-Pacific’s workforce were employees over the age of 55. As a seasoned global organization, it knew that the forthcoming loss of valued workers and their critical knowledge would challenge the way the company approached several facets of its business. Most importantly, its ability to compete was at stake.

In order to stay ahead of the curve, the company underwent an organization-wide digital transformation process that would lend greater operational efficiency and better communication and collaboration capabilities for the remainder of its workforce.

Georgia-Pacific partnered with Rockwell Automation to digitally transform 150 of its global facilities. It created a more innovative work model for 35,000 of its employees, addressed mounting retirements and transformed its mentality from operator-centric to monitor-centric.

Connection & communication

Passing down ‘tribal-knowledge’ on a person-to-person basis wasn’t a realistic approach to closing the knowledge gap. Not only would it be a monumental task, but it also wouldn’t set the company up for success down the road.

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“We needed a new kind of platform that would help us connect the organization,” said Mike Carroll, senior vice president of innovation at Georgia-Pacific. Shifting from an individual operator-centric mentality to one that was focused on digital idea-sharing was a key part of the company’s ability to stay competitive.

Most of the company’s internal capability groups were wellestablished, yet reactive and accustomed to predicting problems based on past experiences and beliefs rather than data or trends.

Initiating digital connectivity within the organization meant it would be completely restructuring traditional workflows, breaking down decadeold silos and changing how problems were solved in production facilities.

Much of the technology used in facilities needed to be upgraded, integrated and secured. And the information technology (IT) and operations technology (OT) organizations weren’t used to working with one another. Needless to say, connecting the organization would be a sizable job.

A new ecosystem

Georgia-Pacific and Rockwell Automation began to create a digital ecosystem in which everyone could participate without silos or bottlenecks. For starters, it built a capability team that included business strategists, software engineers, operational subject matter experts (SMEs), project engineers, continuous-improvement analysts and others.

Case study

The team started with smaller, scalable projects that gave them initial momentum. Helping them move forward were a combination of internal SMEs, vendor partners and other similarly sized, noncompetitive companies that provided some form of support, from running experiments to understanding possible solutions to problems they faced.

One of the team’s greatest feats was the creation of a Collaboration and Support Center (CSC), which provides support and collaboration to each facility through remote monitoring, predictive analytics and SME support. The CSC is also designed to remotely operate facilities as needed to seamlessly connect each location worldwide.

Radically digital

With so much change ahead, the team at Georgia-Pacific needed to establish models that would reliably provide data and insight on its existing workflows and internal systems. Working with Rockwell Automation, the company integrated new operational automation, robotics, centralized monitoring and predictive analytics at the majority of its worksites.

“We have models that run against the data and help us detect either problems ahead of the time or tell us how to run the machines optimally,” said Steve Clancey, senior vice president of IT and CIO, Georgia-Pacific. “And then we provide that data back into the mill so they can make the adjustments they need to make.”

Another component of its digital transformation was enabling more of its workforce to function remotely. These changes were made prior to Covid-19, proving even more valuable now than Georgia-Pacific ever imagined.

Staff are supported to work from anywhere they need while still integrating with their workflows and internal systems with ease.

For the company’s 80 SMEs, being able to remotely connect to sites instead of physically traveling to them allows for improved productivity and work-life balance.

While the company has seen record-setting productivity statistics among its workforce, the change in mindset around ‘how work is done’ is most significant to Georgia-Pacific. This story is one that proves digital transformation can empower organizations to improve efficiencies, business performance and constant innovation. v

David Stonehouse David Stonehouse is Principal Consultant at Rockwell Automation. Rockwell Automation, Inc. is a global leader in industrial automation and digital transformation. It connects the imaginations of people with the potential of technology to expand what is humanly possible, making the world more productive and more sustainable. Headquartered in Milwaukee, Wisconsin, Rockwell Automation employs approximately 24,500 problem solvers dedicated to customers in more than 100 countries. www.rockwellautomation.com

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Colored precision

With one of the largest manufacturing facilities in the States, Keene Village Plastics is passionate about solutions, and evolving its capabilities to provide customers with the widest range of filament assortments 16 l www.manufacturing-today.com

Q

uality control is pinnacle to the success of Ohio-based business Keene Village Plastics.

Manufacturing Today learns about how innovation, exemplary team work, and cutting-edge technology have made all the difference to the success of this business, as we speak with Saverio Minucci and John Hosbach, who serve as the Managing Partner and General Manager respectively.

Keene Village Plastics offers numerous products for the filament industry; whether it be PLA, ABS, polystyrene, propylene, PETG, the company covers an assortment of filament in various sizes throughout its catalogue. “Those can come in one kilogram to five-kilogram rolls, and we also offer them in different colors; blues, purples, reds, translucent – you name it,” begins Saverio.

“To make this possible, we operate out of a 60,000-square-foot manufacturing facility.

Keene Village Plastics

“Another characteristic that I think sets us apart is our ability to switch and multi-task different types of products at one time, and coupled with that, we set our needs based on our customers’ demands. We work closely with our clients; whether they need a private label product, or if they want to use our particular product, we are able to package them individually.

Overall, I believe we are service orientated to our customers; we are not set to one strict standard or one product,” Saverio explains.

Bespoke options

With over 50 extruders, we run the machines across three shifts, usually between five-tosix days a week. We then have a separate shipping and receiving warehouse that is about 25,000-square-feet, and that’s where we keep all our raw materials in stock, as well as our finished goods. We have a really unique custom in-house quality control system that is equipped with lasers to manage the parameters of our customers’ needs in terms

of what type of size they want or what their tolerances are,” says John.

Saverio continues John’s thoughts, stating that being a local manufacturer for its clients, gives Keene Village Plastics a competitive edge.

“We probably have the largest facility I have seen in the US. Many of our competitors are internationally-based, which might make it difficult to source products, whereas ours are made right here in the US.

John, whose remit finds him on the shop floor on a regular basis, discusses the uniqueness of the Keene Village Plastics facilities in greater detail, noting that the company has been evolving with technological developments since the mid-2000s. “We have a three-axis system, which is quite unique. The filament is run through this process and gives us roughly 300,00-to-600,000 scans on a 2.2 pound (1KG) reel, whereas most of the industry, if utilizing lasers, would typically have total scan capacity of less than 150,000. This ensures that the consistency and quality of the filament that we produce is better. From a machinery standpoint, that is really what sets us apart in the industry,” he says.

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The business is fortunate to have internal talent able to modify its laser recording software as its needs have changed. This, coupled with the company’s best-in-class machinery, has allowed Keene Village Plastics to evolve in line with changes in the industry. “Our team can update the system to continue to meet new developments, which is essentially how we have been able to stay leaders in this business. It began as an ‘off the shelf ’ solution, but we had to customize it to get it to do what we needed.

Now, when we get customers who require specific modifications, we can accommodate that because we understand that this industry is not a ‘one size fits all’ solution,” says John.

Following from this, both gentlemen believe that product innovation is driven by a combined effort from its in-house team, customers, and suppliers to create an assortment of color effects that keep the product offering memorable. “We have a couple of engineers in-house who come up with different types of products. Some of our vendors will also bring in different types of resin material for us to experiment with. In addition, customers will also come to us with an idea for a product or a filament type they want us to run, and we will work hand in hand with them to develop that product. Whether it’s a certain type of plastic, some sort of

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At the moment, everyone who is in need of 3D printers, we will work to help them develop the type of filament they may need for their processes. If we can keep our sights set on infiltrating those areas, then I know the future looks fantastic for Keene Village Plastics rubber content in it, or cold extrusion, we will work with them, and go to our vendors, or our color processors and come up with the raw product ourselves,” Saverio shares.

Team approach

John adds his thoughts saying that it is not always easy to change the base materials that much, so Keene Village Plastics focuses on different color effects. “We have a stellar line in ABS, which comes in metallic flakes and sparkles, and those have been really popular in the ABS materials.

So, we want to develop that even further and bring those same colors across our PLA and PETG to offer customers the same color option across all materials.”

Our conversation moves away from the technicalities of the business, and onto the

people aspect, which has been touched on briefly. Both Saverio and John agree that people are crucial to the success of the company, and working together as a collaborative team is a quality Keene Village Plastics has strived to instill in its operations since its inception. “No man is an island, so it’s about cultivating ideas from our management team. We have weekly meetings where we discuss production and inventory, quality control, research and development of new products, and John, for example, who has been with us for eight years, really takes a unique and personal interest in everything we do. We have a team approach where everyone feels a part of the family, and we carry that mentality of working as a partnership with our employees than straight to our customers,” expresses Saverio.

Keene Village Plastics

This approach to people is also reflected in the company’s relationship with its suppliers, which proved to be highly beneficial during the height of the Covid-19 pandemic. “We take relationships with our vendors very personally.

We work with them daily to get different types of resins and colors for our customer base, and we are incredibly proactive as opposed to being reactive when it comes to disruptions. We discuss lead times with them and due to the fact that we make so many different colors and so many different products for a wide range of customers, in certain circumstances, we have to change orders a couple of times a week or daily depending on what type of material came in. So, we strongly believe in excellent communication to keep our customer satisfaction at the highest level possible,” Saverio continues.

“During the pandemic, business blossomed because a lot of people were using our filament to make PPE. So, while we ensured our employees stayed safe, we were also able to continue operating throughout 2020, which was a blessing in itself,” John adds.

However, this is not to say that the business was not exposed to a few supply chain issues, but Saverio shares how the business implemented numerous measures to help overcome those challenges. “Throughout the supply chain issues, we made deals with

our vendors to bring in more inventory, and ensure we had enough resin and colors on hand, although it wasn’t easy. There were delays, and backlogs, so we have to do partial shipments to our customers. There were times throughout where we brought in blanket orders to prepare ourselves for that level of disruption, and rather than being able to ship the order at one time, we worked with our customers to do multiple shipments to keep them and keep ourselves afloat.

“Our team was unbelievable at coming in over weekends to assist us, and many were willing to work overtime to help out. We brought in a lot of temporary labor to some of the areas when we had demands.”

Motivation & determination

The fact that the team was willing to commit to longer working hours to see through the uncertainty of the pandemic echoes what both men discussed regarding the company culture, and John shares his own experiences of ways in which he saw his team shine. “2021 was a challenge for us because we moved our facility into another location in Ohio. Fortunately, I have had the same guys with me for about ten years so everybody understood what the expectations were, they appreciated what they were trying to accomplish in the new building,

and that is to uphold that same sort of motivation, and determination regardless of being in a different facility, and everyone really fulfilled that.

Everybody is taking that pride in what they do, whether it is from keeping the plant and extrusion lines organized, clean, and making sure they are excited about work when they come in every day. With some 200 colors across all our materials, no day here is necessarily the same, and I am just incredibly proud of the team we have here who bring such excitement to their work, and get the job done so well.”

As the business heads towards 2022, Saverio and John are excited about the plans that Keene Village Plastics has in store. “We are in the process of coming up with some new types of filament. We are also working on redoing a couple of our individual lines with new relaunch systems that will allow us to fulfil different types of relining on different spools, so when our customers are using it, and it comes off the spool, it will be more neatly wound compared to some of our competitors.

Above that, we are looking at adding multiple translucent colors to our product line,” says Saverio.

On a more long-term scale, both Saverio and John would like to see the business at least double in the next five years, and, given how quickly the business has grown since it began, this is a goal they believe to be easily achievable. “We want to get more government contracts, and more manufacturing products through some of our suppliers and customers.

On the industrial side of things, I would like to see us expanding our offerings for industrial OEM manufacturers. At the moment, everyone who is in need of 3D printers, we will work to help them develop the type of filament they may need for their processes. If we can keep our sights set on infiltrating those areas, then I know the future looks fantastic for Keene Village Plastics,” Saverio concludes. v

Keene Village Plastics www.villageplastics.com Services: Manufacturer of thermoplastic welding rod and 3D printing filament www.manufacturing-today.com l 19

Sure-fire survivability solutions

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NP Aerospace James Kempston - CEO

Industry leading manufacturer of low-weight, high performance armour systems, NP Aerospace, continues to see success as it expands into new US markets

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ith over 90 years of experience in the composites and defence sector, NP Aerospace is dedicated to creating high-strength, fatigue resistant products from some of the world’s most advanced composite materials. Using its expansive network of facilities across the UK and Canada, the company is able to provide comprehensive security solutions for a range of applications on both a personal and industrial level. Known for customer service, safety and innovative solutions, NP Aerospace now focuses on developing its network in the US, as it gears up to undertake major military projects in 2023.

“The business has been around since the 1920s. It started as a composite manufacturing business, and that continues to this day. In the 80s and 90s we started getting more heavily involved in defense and security type products, where we were making ballistic helmets, body armour plates, bomb disposal suits and vehicle armour,” summarizes James Kempston, NP Aerospace Chief Executive Officer and Company Owner.

“In the 2000s we kept extending into more elaborate programs. We got into supplying and building vehicles, as well as upgrading parts. We also continued working on our expertise on the vehicle armour, personal armour, helmets and bomb disposal suits sides of the business.

“We have diversified over the years, and extended our offering into the medical composites business, as well as some energy and transport type products. We found that offering a wider range of products has helped

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keep the company dynamic, as we have become more mature. That being said, we continue to have a heavy presence on the defence side of the business,” he adds.

Continued growth

In 2018, NP Aerospace and its subsidiaries were acquired from Morgan Advanced Materials, an event that has been key in

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spurring on the company’s recent successes, as James discusses: “It has certainly allowed us to be a bit more flexible and agile. Going from being part of a large public PLC to being independently owned has allowed us to be a lot more efficient and flexible. It’s also allowed us more freedom of movement regarding where we are spending our development dollars, and how we undertake business

development activities. It’s been good, we have more than doubled our sales since 2018, and we continue to see growth on the back of that.”

Increased flexibility and capacity for diversification has helped NP Aerospace serve a wider range of sectors in recent years. In turn, the company has developed a number of distribution avenues, which have helped keep the delivery of products efficient, and tailored to the needs of the customer. “We have quite a few different routes to market, and it really depends on the product lines. In the personal armour space, which includes helmets, ballistic shields and body armour plates, we often sell direct to the end user. This also depends on the size of the contract; if it’s a smaller deal, or if the customer is located in a different part of the world, we will sell our products through resellers or distributor agents. We’ve adapted to working well with both models,” James confirms.

“On the vehicle armour side of the business, we almost exclusively sell through the vehicle manufacturers themselves, who then sell on to the end users. That’s because our products are usually installed as part of the vehicle on offer.

On the vehicle systems, services and spares side of the business we typically sell direct to the end user also because they are driving the demand requirements,” adds David Petheram, Chief Operating Officer at NP Aerospace.

“Within our medical domain, we sell our products to an integrator or OEM. We sell to them, and then they build it into a bigger product and sell it to the end users at hospitals globally. In terms of market split, the majority of our product has gone to the UK, but we now also have a very large export division,” he continues.

These different routes to market are emblematic of the dedication and customerorientated working culture that characterizes

NP Aerospace

Horstman Horstman, a company of the RENK Group, with business units in UK, USA and Canada is the pre-eminent mobility solution provider in the global heavy armoured, tracked and wheeled vehicle suspension market.

With a proven operational history from WW2 to the present day we have designed and manufactured suspensions that have been at the forefront of technology for customers around the world. The ongoing support to Op NEWCOMBE with NP Aerospace has seen our latest Ride Height Control System (RHCS™) deployed alongside our proven Hydrostruts® improving the cross country mobility of the vehicles in country enabling greater operational effect.

NP Aerospace. As James details: “Our success is the result of a lot of hard work. Culture is really important for us. Yes, we have great products and patents, good technology and great manufacturing equipment, but one of the reasons we are so successful is the fact that we recognize the expertise of the people in the business, and that allows us to do more with what we have. That is really why we have been successful over the last couple of years, and it’s why we can continue growing.

“We strive toward a management style that empowers people throughout the company; their role in the business is to make decisions, and execute on those decisions. We also encourage people to grow within the business.

“That not only makes us faster, and better at delivering to our customers, but it also ensures that the skill set within the business will continue to grow. Having expert teams is something which fuels our growth, because you can’t grow without people in the business who are able to grow with it. The culture of inclusion and empowerment is really important for us in growing the business.”

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...The expansions we are forecasted to see in 2022 are likely to open up some opportunities for us in the long term, to do some really strategic acquisitions in key markets, which in turn will act as a catalyst for faster growth in certain regions NP Aerospace’s impressive working culture is one of the reasons it can operate such an expansive facility network, as the company works closely not only with its own teams across the world, but with a selection of trusted partners. “We have a multi-facility strategy that allows us to grow and expand. We have two facilities in Coventry; our main facility is a heavy-type manufacturing unit, where we are making composite materials through presses, autoclaves, and composite cutting equipment. That is about 85,000-square-feet of floor space, which is a world class composites manufacturing facility with all the associated

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equipment. We then have a second facility in Coventry that does more of the military vehicles and vehicle systems products, that is where we do more of the engineering and technical services, but also maintain various reference vehicles for customers.

“We also have multiple partner facilities that we use when outsourcing short term contracts. We have a partner called HORIBAMira amongst others, and we use their expertise and facilities for some of the heavy vehicle installation work. We also have other OEM partnerships that work in a similar way.

We then have a Canadian facility, which is

NP Aerospace another composite manufacturing unit; we mainly manufacture body armour on that site, and we have just started to manufacture vehicle armour there as well. This is an area we are trying to grow into more over the coming months, particularly in terms of US contracts, so our partnership over there is very important. In total, for NP facilities we have about 120,000-square-feet, and partner facilities on top of that,” says David.

The Canadian facility marks the beginning of a whole new chapter for NP Aerospace, as James highlights: “Our exports right now are more than a third of the business; it’s an area we have a lot of focus on, so we are growing quite a bit, especially in the US. We have won a few big contracts over there; one for the US Navy, and another with the US Military.

“We have also started establishing an extensive distribution base, in order to support our security and law-enforcement based customers. This is something we have already done in a number of other countries. We have established distribution channels in Europe, Africa and Pacific. All of these networks are

part of our overall growth. We are now winning new contracts in America, which we will use to extend our offering, and vertically integrate into vehicle primes and vehicle OEMs.” As it gears up to complete a number of major contracts in 2023 and 2024, NP Aerospace also retains a focus on organic growth. “Our company has world-class capabilities and technologies. As we start to penetrate more and more markets globally, we will see continued organic growth. The expansions we are forecasted to see in 2022 are likely to open up some opportunities for us in the long term, to do some really strategic acquisitions in key markets, which in turn will act as a catalyst for faster growth in certain regions. That potential is certainly there for us in the US, which is very exciting,” James concludes. v

NP Aerospace www.npaerospace.com Services: Armour systems manufacturer

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Cutting edge Family-run business, RoyOMartin, is determined to remain a leader within the wood-based product industry, with impressive practices highlighting its company culture

Roy O. Martin III

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RoyOMartin

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he lumber company that bears his name was founded in 1923 by Roy O. Martin III’s grandparents in Alexandria, Louisiana. In 1929, Roy O. Martin Senior began to amass his own timberland, and by 1960, he owned no less than 250,000 acres. Sixty years later, the company had more than doubled, and today owns and manages 560,000 acres of land, as well as three state-of-the-art manufacturing facilities.

As the third generation CEO, Roy O. Martin III shares with us the developments that have taken place within his family’s company to make it one of the leading businesses in the wood product industry.

RoyOMartin is the premier manufacturer of wood products in the Gulf South. Its range of offerings include OSB, plywood, solid wood timbers and boards. “There are a few traits that we possess that I believe make us leaders in this industry. Firstly, we have been Forest Stewardship Council certified since 2002, and the growth rates for our timber business

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are outstanding; it keeps our manufacturing facilities flush. We have new facilities, which we will discuss shortly, that we keep very well maintained and clean, as our housekeeping is our main priority to prevent fires and other incidences that would inhibit our production.

The other thing is that we have a fairly unique, employee-centred mentality, and we provide the best medical benefits, vacation time, and have a very generous profit sharing plan available. I also believe our technology is superior as well,” he expresses.

Recent developments

In addition to this, the company has worked in the natural gas production and pipeline business to make it a diversified and wellrounded manufacturer. This, as Roy explains, has been a major diversification of timber land for his company, proving that what lies beneath the ground is as, if not far more valuable than what lies above. “A pipeline business carries that natural gas to different facilities like the LNG plants and chemical plants in South Louisiana and Texas, and that facet also sets us apart from our competition. Our plywood is the best quality I think in North America, because

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2022 is looking very promising. I think the demand for wood products is going to accelerate as more people work from home, and build bigger houses to include an office or a workout area for example, and that is going to spur the demand for loads of wood products, in our area especially we set our plant up for higher grade plywood rather than regular rated sheeting, and our OSB plants run very efficiently. We keep an eye on our operational equipment efficiency, which we try to keep at 85 percent all the time. Those things in a commodity business are essential to be a low cost manufacturer in our industries.”

To maintain this high level of efficiency, the business is currently expanding in Corrigan, Texas, where the new facility is expected to be opened in 2023. “It will help increase our capacity by approximately 70 percent, making it, in my opinion, the largest OSB duel line in

North America,” says Roy. He is hopeful that the new facilities will allow the company to expand on its already impressive catalogues of projects.

On this topic, he shares with us recent developments taking place within the company to continue its expansive legacy. “What we’ve recently introduced is oriented strand board flooring in 23/32, 30 centimeters, and 19/32, 30 centimeters for the mobile home and multi-family business. We are also working on prime siding in plywood, and other types of concrete form that lasts a lot longer. We are still in the product development phase in a

RoyOMartin lot of different areas and looking for new things to make out as cellars basically. Cross laminated timber production is very interesting. I think that is a building methodology that is becoming more and more widely known in Europe, particularly London and its creeping into the United States, and it looks very promising,” he expresses.

But how does the business go about developing these products? “We look at a combination of customer needs, vendor supply, and we work closely with the forestry science area in Louisiana State University and Louisiana Tech; those are good resources for product development and testing. We have a couple of people who head that up, and we are looking at new and better products all the time.

The new line at Corrigan will also contribute to make more products out of oriented strand board,” he shares.

Sigma Thermal Martco OSB Project (Texas, USA) - Sigma Thermal supplied

Martco L.L.C. with a custom wood fired system for their oriented strand board manufacturing plant. The system included a fuel feeder, hot gas generator with a secondary combustion chamber, and ash handling system. An integrated control system was installed to support all aspects of the wood fired system (controlling the fuel, combustion, and ash removal). http://www.sigmathermal.com

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RoyOMartin is also evolving its company culture to encourage more women to be part of the manufacturing industry. “For a long time, our industry has ignored half the population and we think that is, in this day and age, not a sustainable model. We want to encourage

women to look at how they can start great careers in manufacturing, especially with us. To facilitate this, we have high school programs available for young ladies to consider a career in one of our industrial facilities. We also have women in a lot of supervisory roles, as well

as running forklifts and different pieces of equipment, or as press operators. We have nurses, nurse practitioners, doctors under our privy to take care of our employees. So there’s a pretty large percentage of women in our manufacturing roles, and our team goes out to different high schools and colleges to promote the opportunities for women in manufacturing, especially in the forest products business.

But we won’t stop there! We are continually increasing our percentage of female employees quite significantly, and I don’t think that’s ever going to slow down,” says Roy.

Promising year

Continuing his thoughts on the revolutionary culture within the company, Roy notes that this is similarly reflected in RoyOMartin’s relationships with its suppliers, which proved to be crucial during the pandemic. “Some of the customer base we have now are customers my grandfather used to sell to, and we want the same lasting approach with our suppliers. We want to be the vendor of choice for many of our suppliers, while encouraging a sense of modernization (by this, I mean keeping our equipment up-to-date).

So absolutely, there are many suppliers that we have had relationships with for many more years. In my 38 years we have been building different OSB plants, in plywood we were the first plywood plant built in 14 years in 1996, and we used a lot of the old vendors that we had from our saw mills to engineer that facility as well,” he explains.

Now, looking to 2022 and beyond, Roy is excited about the possibilities that lie ahead for his family’s company. “2022 is looking very promising. I think the demand for wood

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RoyOMartin

products is going to accelerate as more people work from home, and build bigger houses to include an office or a workout area for example, and that is going to spur the demand for loads of wood products, in our area especially. The Texan market is just phenomenal at the moment; so many announcements have happened concerning developments, specifically the Samsung $17 billion semiconductor chip plant near Austin, Texas, which will bring in more people to this area, and many other companies are finding that Texas is a great place to do business, and we are right in the middle of it.

“Aside from that, I think it is becoming more and more difficult to plan for the next three or five years. Nevertheless, I believe our bigger emphasis will be to make sure we continue our safety and housekeeping programs throughout the coming years, finish our oriented strand board plant in Corrigan, Texas, of course, plan another major project if justified, while also maintaining our Forest Stewardship Council certification on all of our timber lands, and try to consolidate the land closer to the plants, is also important in our journey.

“I think what is so vital is looking after our people. We have to continue to help them to make sure their families are happy, that they maintain a great lifestyle, and so we have scholarship programmes for their children for college, great profit sharing plans and to make sure they are adequately trained in safety and in innovation to create a great career for everybody. This is how we can be the ‘employer of choice’. Added with this, I have to note that our shareholders as well are very cooperative and so involved to help us thrive, which is why we have a great family, we have great family

governance and I couldn’t be prouder of our family. Maintaining a privately held, ethically based and professionally managed corporation is the reason why RoyOMartin will continue to succeed,” he concludes. v

RoyOMartin www.royomartin.com Services: Wood products

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B

y using low-value waste materials to produce high-value, sustainable products, Celtic Renewables offers an environmentally conscious alternative to fossil fuels, and establishes itself as a major player on the road to net zero. Using research produced by Professor Martin Tangney at Edinburgh Napier University’s Bio-fuel Research Centre, Celtic Renewables has worked hard since 2012 to build its first commercial-scale ABE fermentation facility, and promote the

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increased use of renewable energy.

“Celtic Renewables’ first four or five years were full of milestones; the key was to take those successfully completed laboratory research projects to the next level,” explains Mark Simmers, Celtic Renewables Chief Executive Officer. “We spent that first period of time taking it from the laboratory up to pilot scale. We knew that if our commercial pilot was a success, then we could offer the process on a full industrial manufacturing scale.

“Getting to that point was incredibly important to us, and then the subsequent four to five years was just about getting that pilot proof of concept through, and turning it into an industrial design for our first commercial plant,” he continues.

Taking ABE fermentation from the laboratory to the consumer was no easy feat, as Mark reveals: “We needed to get the funding together to build the plant, which was a very difficult undertaking. Unfortunately for a pre-

Celtic Renewables

A bright future for bio-chemicals Having transformed the Acetone-Butanol-Ethanol (ABE) fermentation process to meet the needs of a rapidly growing renewable energy and bio-chemicals market, Celtic Renewables now steps up its operations, and opens its very first manufacturing facility in Caledon Green

revenue, early stage biotechnology business that involves significant infrastructure, raising the capital to build a first-of-a-kind plant is really complicated. That being said, we got there in the end, with support from some major investors, Scottish Enterprise (the Economic Development arm of the government) and crowd investors.

“We got the funding together to build plant one in Caledon Green, Grangemouth and that construction is now complete, so we are

just going through the final mechanical tests, electrical installation and snagging, things like that. The plant will go into operation at the beginning of 2022, and then we will be making and selling product. Once everything is up and running, we can really get going as a biochemical manufacturing business,” he affirms.

The Caledon Green plant is not only Celtic Renewables’ flagship facility; it also represents a significant shift in the energy sector as a whole.

“The Caledon Green facility is our showpiece,

and our very first plant, so it’s incredibly important to the future of the company, as well as the industry,” Mark confirms.

New facility

The facility is designed to be as sustainable as possible, using the unique process outlined by Professor Martin Tangney. “We use a process called ABE fermentation, which stands for the three primary solvent products: Acetone, Butanol and Ethanol.

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work as an industrial manufacturing process, using organic waste as the input feed stock rather than high value crops,” he elaborates.

This facility is crucial for the future development of Celtic Renewables, as Mark discusses: “It’s our first plant, which will hopefully become a springboard for us to launch and develop much larger facilities in the future. We have already got half a dozen next-stage project opportunities that we are assessing, and we are looking to start building plant two sometime next year. The design of that one will be based on how we put together the first facility.”

Key relationships

“I would say we definitely have a strong intellectual property position at the heart of Celtic Renewables, and involving that scientific patented technology with the industrial manufacturing process is a journey that we have very much embedded into the company ethos,” details Mark.

“ABE fermentation was first invented in 1908, and it proliferated around the world from there; it was the second largest fermentation industry in the world up until the 1960s, when it died out because of the advent

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of the Saudi Arabian oil fields. It became easier and cheaper to make acetone, butanol and ethanol as co-products of petrochemical or oil and gas production processes, despite the obvious environmental impact of this.

“Although the technology has been around for over a century, no one has ever applied AEB fermentation to waste and residues before. The process was traditionally applied to high value crops, and so what the new Caledon Green plant represents to us is the ability to show the world that ABE fermentation can

This success would not be possible without the company’s dedicated network of contractor and suppliers – including the likes of Frilli - and their invaluable input.

“The supply chain has been absolutely integral to us building our first plant; our various suppliers provided assistance when it came to putting together construction, mechanics and electrical fit-out,” Mark confirms.

“Selecting the right partners to help us go through that journey of evolving the patents into an actual manufacturing process has been key. Developing any project like this takes time; it requires a real sense of partnership between our contractors, our suppliers and us.

“We have got probably a dozen key contractors and suppliers, and then 20-30 other secondary organizations and companies behind that. Having that real sense of partnership and collaborative approach has been critical, as we have navigated the difficulties of the funding, and then the difficulties that have been presented by the pandemic over the last 21 months, together,” he continues.

With the opening of Caledon Green, Celtic Renewables marks the beginning of a long journey towards the establishment of a sustainable future for the energy and chemicals industries, as Mark comments: “We are assessing opportunities to build another five to ten of these plants in the next five years.

“The global demand for bio-based solvents is very significant. We are addressing a butanol market that has an annual demand of 5.5 million tons,

Celtic Renewables and an acetone market that has a demand of six million tons, which, at the moment, is being almost exclusively met from fossil fuel based solvents.

“However, there is a solution, with the drive toward net zero, more and more chemical companies, cosmetic firms, and pharmaceuticals are looking to transition from fossil fuel based solvents to bio-based ones. The critical thing for us is to accelerate the deployment of our technology, and the expansion of the inventory that we are hoping to establish. For me, our success in 2022 will be defined by how quickly we can bring forward those next-stage plant opportunities, and develop the partnerships and joint ventures that will enable us to start developing those projects.”

Frilli Frilli was chosen as a strategic partner by Celtic Renewables to design and manufacture a new and innovative continuous distillation plant for the production of commercial solvents such as n-Butanol, Acetone and Ethanol starting from a mash obtained by a treatment of distillery and potatoes waste. Frilli was in charge of the detailed engineering design services, manufacture, delivery, installation, supervision and commissioning of the main distillation equipment of this innovative solvent recovery system.

Frilli believes that satisfied customers are the only form of advertising worth investing in. When working with Frilli you will be met with courtesy, professionalism, quality advice and all questions answered.

Renewability revolution

As Mark observes, the conversation surrounding net zero, and sustainable industry, has become increasingly prominent in recent months, following the COP26 summit in Glasgow. Celtic Renewables’ values are at the core of this renewability revolution, as he asserts: “The core tenets of our philosophy are resource efficiency,

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the circular economy and creating carbon emission savings.

“That is at the heart of our commercial approach, and it’s just doing something that has very significant, positive impacts. What was really interesting for me being around Glasgow for the COP26 was seeing how the level of corporate engagement in the net zero journey has really taken off.

“I attended a CBI dinner where the principal speaker was Senator John Kerry, and he very much highlighted the fact that he felt business engagement in the net zero journey had really taken a huge step forward. So, from a Celtic Renewables perspective, it’s really encouraging.”

With trends in the energy sector taking a promising turn, Mark enthuses about the future of Celtic Renewables: “We very much look at the next-stage plants that we want to build as a biorefineries. The world has a lot of waste residues and biological resources that are currently being under-used or thrown away, and so what we need is a whole series of bio-refineries, where you take in that valuable resource and create value chains through the renewable production of bio-based

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Celtic Renewables solvents and other sustainable need products.

“I think it’s important to understand that governments can’t reach net zero on their own.

It’s going to require the full commitment of all industries, and the efforts of the public at large.

Everyone needs to play their part, and I am feeling much more confident that people are really starting to do just that.

“In the investment sector, across industries, there seems to be a much greater commitment to achieving the targets that were set at

COP26, and the announcements around coal and methane are all going to contribute to getting to that 1.5-degree net increase of temperature, so I am positive about it. There is a long way to go, but I think it’s a big step in the right direction,” he concludes. v

Celtic Renewables www.celtic-renewables.com Services: ABE fermentation plant

GEA At GEA, we pride ourselves on finding the right technical solutions for our customers varied processing needs. We were therefore delighted to have been selected by Celtic Renewables as their Hygienic Component partner for this exciting and unique project.

GEA were proud to bring our extensive experience in the field of our Hygienic Components to the table and to be part of this new, environmentally-sustainable and innovative technology, which goes hand-in-hand with GEA’s own goals towards a Carbon Neutral future for all.

GEA wish our friends at Celtic Renewables every success in their endeavours.

GEA Process Engineering Ltd are specialists in design and engineering of processing equipment and integrated solutions. We have expertise in dairy, beverage, food, chemical, home & personal care as well as other industries.

We can provide support to our customers across the full product lifecycle including design, installation, commission and lifetime service. We are also able to provide consulting and support in enhancing operations.

Our competencies include product and process development, process design, project management and execution, and automation.

Please send any enquiries to info.gpuk@gea.com

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Customers first Rollie Attard - COO

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Panaz Panaz continues to build on its success and reputation, growing its customer base that seeks out both high performance fabrics and great design. 2022 looks set to be another stellar year – one that will see 19 new collections being launched, all created with the very specific needs of the care and hospitality sectors

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or more than 30 years as UK commercial fabric suppliers, Panaz has prioritized excellent customer service and technical innovation to bring real benefits to its customers and end users. As global designers and manufacturers of high quality, flame retardant fabrics and wallcoverings for the hospitality, healthcare, cruise, and corporate sectors, the company works with internationally acclaimed interior designers to produce a host of fabrics; some of which can be found in the most iconic interiors around the world.

The company’s COO, Rollie Attard, brings us up to speed on the innovation that has taken place at Panaz since we last spoke with him at the end of 2020. He shares with us how the company has used the time during the pandemic to reflect and plan for a busy future.

Having enjoyed ten percent annual growth, it is not a business that likes to stand still! “We have always had a steady growth curve. Our business strategy is to invest when times are tough, so that when the situation improves, we’re able to push ourselves ahead of the market,” he begins.

Rollie discusses how the investments made are often directed towards enhancing customer service to meet ever-increasing demand, and this being especially relevant as customers continue to face product shortages across many sectors. “This is probably why we are one of few suppliers that have managed to maintain continuous supply.” This, he notes, has been particularly important over the past two years.

“Our people are at the heart of everything we do and we have worked closely with the Warehouse and Supply Chain teams to identify efficiencies. We also invest heavily in people development ensuring they are equipped with the necessary tools to succeed.

“The biggest part of our ethos is to live and breathe our customers, and to better understand their needs, as a result of this we have invested heavily in new wide width digital

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print technology. This allows us to respond quickly and flexibly to the ever-changing design needs of our customers.”

In addition to improving the business’s manufacturing capabilities, the company has also sought out and acquired complementary businesses that not only support growth but also add value to the Panaz proposition and ultimately to its customers. Rollie states: “This avenue has brought greater value and diversity to the company’s catalogue and the chance to bring something different to the Panaz range.

“There’s great potential for growth utilizing acquisitions, and for us it was really about choosing the right opportunities and increasing our ability to diversify in a way that doesn’t distract us away from our core market, while also adding a new level of value for our customers,” he shares.

“With the next 12 months ahead of us, I have no doubt that there will be challenges. However, I feel optimistic, and we are raring to go. There’s obviously a freight crisis at the moment, pricing issues, raw materials are all over the place and we still have the virus to contend with, but for us that’s manageable. We have been handling the situations over the pandemic period with determination from our fantastic team and strategic planning. So far it has served us well.

“The key for any business in a situation like this is flexibility, and I’d consider Panaz to be incredibly flexible. We have a diverse product

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Panaz

fabrics for the exacting needs of both the care sector and hospitality sector. Our in-house technologists already have 14 innovation projects on the horizon for 2022 and it’s only January! The potential I see in Panaz to tap into new ideas and produce them is huge. Finally, for Panaz it is about making sure we offer the very best products and services to our customers and we do this through the investments I’ve

already spoken about but also by attracting the very best people to join the Panaz team. This I feel, is what will bring us another successful year,” he ends. v

Panaz www.panaz.com Services: Fabric suppliers

range, and when the hospitality market closed up, we were focused on working with the Nightingale Hospitals and supporting the NHS in any way we could. I feel that 2022 will be about being able to adapt to the changes in customer demands and making sure we are reactive and responding quickly to their everevolving needs,” he explains.

Rollie also adds that success for any business is about maintaining a level of proactiveness, which is something that Panaz has remained committed to, despite the circumstances of the pandemic. “We have an office in the US as well, and we want to support the growth of that market, while continuing to capitalize on our investments and making sure customers continue to be delighted by our products and services. Fortunately, we have been able to protect ourselves against many of the freight and pricing problems, and this year we have to really make sure we’re bringing in the right products for our customers. They want innovation, they want to see something different, and we are ready to provide that for them.”

Rollie concludes our discussion by sharing that Panaz has a fresh generation of new designers ready to bring their talent to the company, and that this year is promising to be a busy one. “We are incredibly passionate about innovation, and not just design innovation, but also technical innovation. We have always been at the forefront of developing high performance

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The pandemic-driven demand for modular construction is sparking a construction revolution MECART Inc., a recognized leader in specialized clean and acoustically sound spaces, is positioned to continue delivering modular solutions to clients for their controlled environment needs

The Achievement Award Thermo Fisher Scientific gave to Mecart for helping them increase their production of critical products used in the fight against COVID-19

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anadian manufacturer MECART Inc (MECART), - now an American manufacturer as well - is reimagining what it means to create controlled environments. Since its establishment in 1974, the company has strengthened its capabilities in the design, build and installation of modular buildings for specific applications required by clients across North America and globally. Charles Lipeles, Vice President of US Operations at MECART, shares with Manufacturing Today how the business was able to fulfill demanding projects during the pandemic, and how he plans to sustain the

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company’s aggressive growth as a leading name in the manufacturing industry.

“We started 50 years ago in Québec, Canada, by fabricating heavy duty acoustic control rooms and operator cabs for mining, pulp and paper, and other heavy mechanical industries. Soon after, we expanded our expertise to cleanroom facilities for pharma and high technology customers, which soon became our biggest market,” says Lipeles.

Since its inception, the company has refined its capabilities to produce steel panels that can be assembled to create an array of specialized modular buildings, ranging from cleanrooms

MECART Inc Charles Lipeles, VP of US Operations, cutting the red ribbon at the grand opening ceremony of Mecart’s new Greenville, SC plant in November 2021

A patient room in the new Montreal oncology unit built using prefab modules during the pandemic in Quebec, Canada

result, it has successfully provided for a wider range of customers in industries from mining and metals, to media and entertainment, and to pharmaceutical, cell and gene therapy, and biotech customers. This ability to cater to a vast majority of sectors is what has enabled the business to fulfill projects with urgent deadlines.

The Mecart cleanroom suite of a biomanufacturing facility for vaccine production completed in June 2021, only 10 months after breaking ground

and laboratories, to sound booths for studios, operator cabins and control pulpits. “We work closely with our customers to ensure that we are providing them with custom solutions that solve their problems and fit their budget – that’s always a critical thing for us. As a result, we’ve successfully pushed ourselves to offer tailored turnkey services that exceed their basic requirements,” he shares. What Charles is referring to is the company’s dedication to avoiding unnecessary costs for its clients. This is achieved through project supervision during assembly, construction site risk assessments, and training site costs for contractors who are

sometimes unfamiliar with acoustic-specific contracts or requirements driven by cleanroom installation protocol.

“I would say the ability to prioritise the customer’s needs is a big reason as to why we decided to expand our clientele, rather than limit it to a certain industry. We prefer to team up with our customers to determine what their true need is, and how MECART can solve it for them,” Charles expresses. He considers this to be one of the key secrets driving the company’s success.

Since it was established, Charles says that the company has been committed to challenging itself to push industry boundaries, and as a

Seamless efficiency

One example that Charles highlights occurred in 2020, when the Covid-19 pandemic began to take root in countries across the world. Many healthcare facilities were quickly burdened by the lack of space and resources, which resulted in higher occupancies and led to the closing down of hospitals and emergency services. In an effort to expand areas suitable for patients, businesses like MECART were called upon to assist. MECART was able to complete a hospital project in nine months that, under normal circumstances, might have taken six-to-eight years with standard construction. “This was probably one of the largest projects we have ever had to complete. We built a prefab modular hospital with innovative solutions that provided greater space

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Mecart studios at the Los Angeles Academy for Artists & Music Production in Santa Monica, CA

for the overflow of patients to rest and recover in and flexibility to use that space afterwards when we get past Covid-19 issues.”

The contract required 34,000-square-feet of space to be utilized, and included 36 individual rooms and a dual pressure HVAC system with the ability to switch from positive to negative pressure. Further details of the facilities included the direct integration of electrical, mechanical, plumbing and ventilation services during the

manufacturing process, which allowed the rooms to be connected to utility systems once they landed on site. In addition, the hospital rooms were equipped to meet specific needs of the patients, and came with exterior bay windows that are incredibly advantageous to the mental health of those requiring longer-term stays.

“We had to work quickly on this project.

Throughout each phase, we were in constant communication with the hospital. Additionally, we

had to be conscientious about working during the pandemic, and there were limitations to the number of people who could be working onsite.

Despite that, we did not compromise on the quality of the rooms, and they were intentionally designed for easy cleaning and decontamination to protect the patients,” Charles informs us.

“We participated in other impressive timesensitive pandemic projects such as a new Canadian vaccine plant manufacturing facility, and Thermo Fisher Scientific’s new facility for the production of critical products used in the fight against Covid-19. We even got an award for this project!” Charles added.

Another project that the business recently completed lies on the other end of the spectrum of MECART’s capabilities. This involved the manufacturing of state-of-the-art sound booths for the new Los Angeles Academy for Artists & Music Production. The client required 16 studios that could operate as acoustic recording booths, as well as a control room for recording, mixing and editing. MECART was able to leverage its expertise to provide the sound design team with a creative space that was installed with seamless efficiency. The expandable rooms came fully independent and equipped with acoustic windows and doors.

New facility

On the topic of sound control, noise attenuation cabins are one of MECART’s specialities, and one company that the business has worked closely with to provide several acoustic structures in a sawmill in Virginian. In this environment, workers require multiple operator cabins and control rooms that offer heavyduty protection for those working with the equipment command and control. “We fitted them with state-of-the-art features to guarantee their employees’ safety, and also to ensure that they can complete their tasks to the best of their ability,” says Charles.

Projects of this scale would not have been accomplished without a hard-working team, and Charles is very aware that MECART’s people are crucial to the company’s success. “We have a fantastic group working with us. They are all so creative and innovative in how they tackle problems. There is no doubt that without them, our projects would not have been completed to the standard that they have been. The amount of efficiency and forethought that our crew brings to these projects is truly admirable.”

With a dedicated crew and a catalogue of quality projects, Charles looks to the future with optimism, and shares that he is determined to see the company continue its growth. In fact, moves have already been made to expand

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MECART Inc

A sawmill operator cab prefabricated at the Mecart facility

Setra Systems Setra Systems partners with Mecart to provide cleanroom customers with complete environmental monitoring packages. Setra has over 50 years of expertise in high accuracy sensing technologies. Industry leading monitoring hardware combined with user-friendly software make up Setra’s Continuous Environmental Monitoring Solution (CEMS). Setra CEMS provides real-time alerts, via email and SMS, plus data access from any internet enabled device to protect cleanroom assets while ensuring regulatory compliance. CEMS is highly flexible to accommodate various cleanroom sizes, applications, and needs. Setra looks forward to a continued partnership of innovation and growth with Mecart as they bring cleanrooms to market.

business operations. In 2021, MECART invested $2 million into a new facility in Greenville, South Carolina. “The new factory will allow us to meet our rapidly growing customer base’s needs and will serve as a key element to our future plans to achieve our vision,” he says, adding that in addition, the project will create at least 50 new jobs in the local economy. Other major investments include the renovation and expansion of the head office spaces in Quebec City, modernization of the Quebec plant including addition of new equipment, and important IT and technology investments.

“I am really excited about the future of this business. I think there is so much potential that we haven’t even begun to tap into, and I believe that the Greenville expansion will really help us to unlock those possibilities,” Charles concludes. v

MECART Inc www.mecart.com www.mecart-cleanrooms.com Services: Specialized modular building manufacturer

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Edith Väli

Estonian robotics and manufacturer, Cleveron, has always been ahead of its time; having developed its first automated locker network over a decade ago, the company now extends its reach globally to meet everincreasing demand 46 l www.manufacturing-today.com

Real-world robotics

Cleveron

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lick-and-collect systems, e-commerce platforms and smart lockers seem ubiquitous today, but only ten years ago, when small Estonian robotics company, Cleveron, first began developing its network of robotic package handout solutions, these infrastructures were near unheard of. Since developing its first automated, last-mile logistics system back in 2009, the company has continued to lead the industry toward a more efficient future. Today, Cleveron offers a wide range of smart lockers and kiosks across Europe and America,

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in partnership with major industry players such as Walmart, Inditex, DPD and ASDA. “Cleveron started out as the specialist delivery service SmartPost. In 2011, the logistics part of that company, including its locker network, was sold to the Finnish Post, and from there Cleveron concentrated on developing market-leading automated smart lockers and package robots,” explains Edith Väli, Chief Sales and Marketing Officer at Cleveron.

Having developed its first automated locker network long before the rise of global e-commerce, Cleveron’s sophisticated technology is now able to alleviate some of the acute supply chain and delivery pressures faced by a post-pandemic world. “The solutions save time, money and space, and the machines are built for self service, so no help is needed,” says Edith.

“In addition, space usage is optimized by a smart robotic storage system, and the package pickup for the customer takes less than one minute, compared to the average 15 minutes that people will usually spend waiting in line at the pickup desk,” she continues.

Award winners

Cleveron’s automated pick-up towers are designed to streamline the entire collection process, as Edith details: “The process is simple: a customer places an order on the retailer’s online store, receives a notification as their order is placed in the smart locker, goes to the locker at the time most suitable for them, scans the order code on their phone and takes out their package. For the retailer, the machine acts as a smart storage solution, since packages are stored in a flexible system, based on their actual height, which helps to optimize on storage space.”

Continuing to anticipate the needs of the market, Cleveron has recently released a number of new products that bring the efficiency of automation into our daily lives. “In 2021 we launched our smallest robotic smart kiosk, the Cleveron 405, which is meant to help save space in tiny locations, like PUDO points, and pickup points. These facilities usually lack storage space, but the amount of packages they have to deal with is increasingly growing.

“Staff are often more occupied with handing out packages than they are with the main business. A small robotic smart kiosk can help solve this problem, and relieve congestion, as the device stores packages in an efficient way, whilst also allowing the customers to take out their packages themselves, meaning they no longer require additional help.

“We also expanded our smart locker portfolio with a new outdoor locker, the

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Cleveron Cleveron 352. It can be placed outside the shop or office, making pickup available 24/7,” Edith states.

Over the years, Cleveron’s robotic designs have won several international awards, including the 2018 Estonian Company of the Year Award, and Delivery Innovation of the Year Award in Postal Technology International Awards; these accolades have helped bring the company a number of high-profile customers. “Cleveron’s main customers are large retailers and logistics companies around the world. The first major customer to use the smart package robots was the world’s biggest retailer, Walmart. Today, Cleveron has customers all around the world.

“The full portfolio offers automation for different fields; these include retailers, car dealerships, libraries, hospitals, and bookshops.

We have products capable of handling very high package volumes, up to 1300 a day. We offer solutions for both general merchandise and groceries, and our products are known for an emphasis on design and customer experience,” Edith summarizes.

Close partnerships

As of today, Cleveron operates more than 5500 machines in 37 different countries. Whilst the company’s distribution network has grown on an international scale over the last few years, much of its production remains local, as Edith confirms: “Cleveron is focused on developing high-end hardware and software, and operates as an assembly centre.

“We create the prototype, do the initial pilots and then outsource the manufacturing to our

partners across Estonia. Our manufacturing team only focuses on assembling the smart elements of the robotic lockers, other elements arrive already pre-assembled, or are shipped directly from the manufacturer to the clients.”

The company’s Estonian roots are important to its operations and working culture, as Edith affirms: “Being a relatively small company from a tiny Eastern European country, you experience certain preconceptions. Even though we are a member of the European Union, and Estonia is known as E-Estonia, for being one of the most digitally advanced countries in the world, sometimes we still need to push through that bias, to show that our company’s products truly are as good as our reputation suggests.

“We all have a wish to do more than just ‘work’. We are not just building or selling robots,

POHL Electronic GmbH POHL Electronic GmbH are a specialized distributor of electronic and electrotechnical components and devices. With over 30 years’ experience, our in-depth product knowledge and technical expertise makes us a trusted design-in partner. We work with leading global manufacturers to guarantee the best performing and highest quality products. Our experienced team can support across your entire project, from selecting samples and testing components, to the in-house production of custom products. We aim to exceed customer expectations, delivering the highest level of service and the latest product information.

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Cleveron academy

we are saving time for everyone. We value speaking up, sharing ideas, taking something and making it better. This mindset is prevalent in our company culture, and creates a very positive atmosphere that supports innovation.

Likeminded people create a community, and this has also helped us through the rough times.

“This working culture helps us in the innovation process. Our first robotic package solution for higher package volumes was already developed in 2015, when most of the world

didn’t believe in e-commerce, or in the fact that it could become as prevalent as it is today.

Interest in the automated smart locker was twice or even three times lower pre-Covid than it is today.”

Partnerships with equally driven and innovative manufacturers have helped Cleveron stay at the cutting edge of automation technology. “As a company with the goal of constantly innovating in our field, our most vital part is the initial development and pre-

production stage. Cleveron is known for its high standards in quality, and on that side, we rely heavily on our manufacturing partners. They need to have the same standards to meet our expectations, as well as those of our clients.

“The quality processes between us and our manufacturing partners need constant attention and cooperation to make sure everything is as it should be. Robotic smart lockers are a sophisticated piece of technology and every millimetre matters, each and every part of the 6000 parts that are in the robotic solutions must be correct. This element of the operation mostly comes down to the quality of our manufacturing partners, and such a partner is extremely important to us,” Edith states.

Future-orientated mindset

Hoping to inspire ingenuity and creativity in a new generation of engineers and designers, Cleveron has established its own academy. “We are a technology company, and most of our around 200 employees are skilled engineers and software developers. Finding new employees is difficult, and as one of the solutions to this problem, we opened our own Cleveron Academy,” reveals Edith.

“It is a Bachelor’s program, created together with the Estonian Entrepreneurship University of Applied Sciences, where students can learn robotic software development. Untraditionally for the culture of Estonian higher education, the studies are very practical, and theoretical studies are combined immediately with practice.

“The students are working closely with Cleveron’s specialists in the company’s development centre, and their task is to build a self-driving vehicle as part of their final thesis; studies, accommodation and monthly stipend are all covered by Cleveron.

“We created the Academy program because we had difficulties finding skilled employees.

The higher education programs in Estonia are very focused on theory, and are often outdated, especially when you want to build a self-driving

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Cleveron car. Therefore, we decided to create a curriculum that provides the necessary specialists. However, the students do not have to stay on and work for Cleveron. We are hoping to have them work for us, but it is not a requirement. We want people to work for us because they want to, not because they need to,” she elaborates.

A future-orientated mindset is part of Cleveron’s DNA. As e-commerce and remote processes continue to be the safest and most efficient option, the company steps up its operations, and prepares for a new product launch in 2022. “Next year we are looking

forward to going public with some great new partnerships with global customers.

“At the beginning of the new year, we will launch a new product, a grocery locker called the Cleveron 503, which will be an addition to our robotic grocery solutions range. We are also looking forward to expanding our manufacturing capabilities with some new partnerships, which will significantly expand our footprint in different parts of the world,” enthuses Edith.

With aspirations to develop an autonomous robot courier, and venture into smart storage over the next few years, Cleveron remains one

Pizzato Elettrica Pizzato Elettrica was established in 1984 in Marostica (Italy), and nowadays is one of the most important European companies manufacturing position switches, safety devices, control and signalling devices, and devices for elevators.

Passion for product quality, continuous improvement and attention to customers’ needs are the key principles of Pizzato Elettrica’s everyday work.

The company offers a range of more than 7000 standard products and 1300 special items, all of them completely designed and assembled within its premises in Italy.

Pizzato Elettrica owns many national and European licences such as IMQ, UL, CCC and EZU, and focuses on maintaining high quality standards for its products. Besides, the company has earned the UNI EN ISO 9001:2000 certification, which guarantees the production-quality.

step ahead of the market. As Edith concludes: “Despite the hit retailers took at the beginning of the Covid-19 pandemic, e-commerce has boomed, and the sector is looking for automation solutions even more intensely than before; with the help of our renowned retail partners, we will no doubt continue innovating, and expanding.” v

Cleveron www.cleveron.com Services: Robotic delivery terminals for retail and logistics

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Springing

into action

With full in-house capabilities and an impressive catalogue, European Springs & Pressings is set to become a dependable household name for its clients across the UK 52 l www.manufacturing-today.com

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uropean Springs & Pressings (European Springs) has had some exciting developments take place over the last two years, which have helped take its success to a new level. The company, which specializes in spring manufacturing and high speed press technology, is now offering one of the widest ranges of compression springs, tension, torsion and gas springs in the UK. “We are the complete supplier. Where our competitors tend to be cellular in their

production principles and offerings, we provide the complete range; from contortion, fine gauge or heavy gauge wire forms and hot coiled springs, to stampings, pressings, and assemblies – you name it, we have it.” shares Stuart McSheehy, the company’s Managing Director. “We also provide product development and validation, part design, and basic engineering development in partnership with our customers. I would consider this to be one of the largest parts of our business,

European Springs & Pressings

Machinery investment

as good engineering skills is something the market desperately needs at the moment.

Our excellent team means that we can work with customers from design, straight through to putting the product on the market in a commercially viable and sustainable way,” Stuart explains.

He then continues to elaborate on the business’s market infiltration, stating that European Springs prefers to supply as many sectors as possible, rather than focus on a

particular industry. “We didn’t ever want to be too reliant on a single area. Medical, for example, is a strong sector for us, but so is power distribution, because it covers a range of different industries.

“Another reason for this is that by working with a number of industries, we are able to learn a great deal from them, which allows us to share and grow our expertise in that area, and produce even better products that fulfill customer needs,” he expresses.

The business boasts extensive leading facilities, which recently underwent a 25 percent increase in footprint in order to uphold its ability to adapt, and expand its products and services. “Our warehouse here in Beckham has had a 6000-square-foot extension to help us develop our stamping and pressings area.

Work began in February 2020, and only finished in September of the following year, owing to Covid-19 regulations. Fortunately, it gave us the opportunity to relay our production facilities, and invest in the additional capacity,” he shares.

To fill the new expansion, the business purchased a new power press to improve the company’s current capability offering, which has proved to be an invaluable investment, according to Stuart. “It is much more efficient and effective. Additionally, we have invested in acoustic enclosures for all of the plant machinery to make it a nicer and quieter space to use the machinery.”

The direction the company has taken to produce such a wide selection of products has

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been led by its customers. As Stuart has notes, European Springs is able to work closely with its clientele to find the best solution for their manufacturing problems. “Our customers have expertise in their field, but perhaps they don’t have the best competence in springs, stampings, or wire forms, and so they will come to us with an idea at the beginning of the project, and we will then work with them to complete it.

“Our secret is our engineers, product

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developers, and the SQA people who design and develop a product that works for the customer. Often we will look at what they are proposing, and then bring it together based on feasibility or cost to give the customer the part performance that they need,” he expresses.

Stuart mentions that world-class innovation is owed to the European Springs team, and he is proud of each member, who have endured two years of Covid-19 struggles, and have still

managed to keep the business excelling. “Our people here are included in everything. We have a very flat management structure.Yes, there is a hierarchy, but if someone has a good idea, no matter what level they’re on, we encourage those ideas to be heard and considered.

“I can’t emphasize enough that our people are our strongest asset. The value that goes into our products starts right at the beginning where the raw materials are brought together, and as

European Springs & Pressings management, it is our job to serve everyone with the best possible level of communication, and with the technology so they can do their job in the very best way.”

Tying in with that, European Springs strongly believes that investing in people goes hand-inhand with the company’s culture, which is why it boasts a highly-recommended apprentice scheme to develop potential talent. “Although our apprenticeship program has been a bit difficult during Covid-19, it is very much about getting people from our local area involved, and working to be a community partner. Over the next year, I want that to be a massive focus of improvement to ensure that the company continues to succeed.”

According to Stuart, it has been a tough year for everyone involved, and trying to find ways to support not only the health and safety of European Springs’ workers, but also sustain motivation and positivity has been the top of the company’s priority. “We have tried to keep up a lively atmosphere within the company, but also a reward structure. For example, we had a day where we ordered a pizza van for all the staff, just to show our appreciation for the work they do for the business.

“Throughout the pandemic, we continued to serve essential industries, particularly the medical sector and the military. We had some products in the medical sector that happened to be ventilator parts, but you can imagine what happened to those volumes during that period. Volumes went up 20-fold when it came to the medical products. This was despite the supply chain issues that we experienced. Thankfully, we had policies in place to guarantee we could weather the storm.”

Stuart shares one example in which a customer was desperate for parts, and the company’s excellent working relationships with its supply network enabled it to solve the client’s problem. “Our supplier was going to shut down as a result of Covid-19. We told our supplier about the situation, and they worked over night to get the job done. The team arrived the next morning with the material in the back of a car just so we could

supply 1000 parts to our customer. We were so supportive of our customers, and that is owed entirely to our suppliers, even against the backdrop of some of them being forced to shut down,” he expresses.

The future for European Springs will be one that continues to refine its craft. “It is very much about doing what we are good at, and focusing on improving in whatever way we can. We are fantastic at innovating to develop new products with our customers and supplying the UK market, and I never want that to change,” he says.

Stuart brings the discussion to a close on his final hopes for the future. Although the company

has been working tirelessly on its marketing, he wants to see European Springs become a household name across the UK. “We already have that complete portfolio of offerings; big springs, small springs, stampings, whatever it may be, we have everything under one roof, which is why we want to be the go-to name for all our customer’s solutions,” he concludes. v

European Springs & Pressings www.europeansprings.com Services: Spring manufacturers

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Burnside Eurocyl

Perfect partners A leading European supplier of hydraulic cylinders, Burnside Eurocyl supplies its high quality solutions to OEMs on both sides of the Atlantic

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n integral part of the Burnside group of companies – which was founded by the four Byrne brothers back in 1974, and which today owns four cylinder production plants employing a workforce of more than 1000 people – Burnside Eurocyl operates from a purpose-built facility in Carlow town, in the south east of Ireland. With a focus on service, flexibility and value, Burnside Eurocyl works diligently to establish solid business relationships with OEMs all over Europe and across North America.

With more than 250 highly trained staff under its employ, and with customer-focused production lines in operation, Burnside Eurocyl is capable of producing over 7000 cylinders per week. Operating on a ‘just-intime’ basis, the company exports to countries across Europe – including France, Germany, Austria, the Netherlands, and Scandinavia – delivering to its key customers in as little as two days. It is also able to ship to the east coast of North America within one week.

As an experienced manufacturer of hydraulic cylinders, the company understands

Abbey Seals International Ltd Abbey Seals International Ltd was established in 1983, is an Irish-owned family run business with offices in Dublin and Cork.

We are Ireland’s leading Manufacturer and Distributor of Seals and Gaskets. With over 40,000 different sizes and materials in stock including O-rings, gaskets, seals, industrial strength adhesives, extrusions, sheeting and much more. We aim to ensure that we have the product you need delivered to you quickly and at a competitive price.

Our in-house manufacturing service, Abbey Seals Xpress, provides same-day production on seals and gaskets. We are the only company in the country offering such an expedient service.

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the need to maintain close contact with its clients, and ensures that they receive nothing less than the highest quality products, delivered on time, and within budget. As a result of its efforts, Burnside Eurocyl’s clients today include a number of household names, such as Volvo and JCB, as well as numerous industry stalwarts like Wacker Neuson, the Wirtgen Group, and many more.

Products available from Burnside Eurocyl include: • Double Acting Cylinders – Utilizing both the full and annular bores and able to apply force in both directions, these cylinders are available in a wide range of sizes.

• Displacement Cylinders – Operating via oil displacing the cylinder rod, with a displacement hydraulic cylinder, the rod pushes on the outward stroke only and the cylinder relies on the load – or some other force – to return it to the closed position. These cylinders are also sometimes referred to as Plunger Cylinders.

Burnside Eurocyl •

•

•

Single Acting Cylinders – Acting in one direction only, the force can act to extend or retract the rod depending on the design.

The advantage of the single acting hydraulic cylinder design over a displacement design is that a larger force can be generated for the same cylinder diameter.

Telescoping Cylinders – These are multi-stage cylinders that can be single acting, displacement, double acting, or a combination. They possess the advantage of giving an increased cylinder stroke for the same closed length of cylinder. The force output is proportional to the area of the rod or piston being displaced and, as a consequence, the force reduces as each rod is displaced in turn.

Double Ended Cylinders – These cylinders have a single rod with a centrally placed piston. The rod protrudes from both ends of the

•

cylinder body. It is commonly used as a steering cylinder, and can generate force in both directions.

Sensor and Positioning Cylinders – These employ an electronic position sensor to give an electrical output, which can be used to accurately determine the rod position. The sensor is built into the cylinder body and immersed in the hydraulic oil, which provides some shock absorption, allowing these sensor cylinders

to be used without any problem in mobile applications.

TRB SRL Our standard and customized products have always been market leaders in hydraulic cylinder components Made in Italy, allowing us to establish long-lasting collaborative relationships, such as the one that has been going on for years with Burnside Eurocyl Ltd. TRB has several latest generation CNC machineries to cover 24H production even without manned shift. However TRB is not just manufacturing, our experience has allowed us to refine an avant-garde quality system, a packaging system that guarantees product protection even for the most distant shipments and a product storage warehouse for customers to ensure quick deliveries.

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Whilst the company has a strong focus on product customization, it does retain a standard range of cylinders and components in stock. Custom-built or otherwise, Burnside Eurocyl’s customers can be confident that all of its products are built to the highest of standards using state-of-the-art manufacturing techniques and technology.

Indeed, as one of the biggest manufacturers of hydraulic cylinders in Europe, the company’s manufacturing plant offers only the best in equipment and production standards.

Burnside Eurocyl’s employees work on an ongoing two-shift basis to ensure maximum efficiency, and make use of a range of specialist equipment that ensures products are produced and tested professionally.

From CNC lathes and robotic welders to the latest CAD software, the company’s purposebuilt facilities are up-to-date, sourced, and designed to produce world-leading products, and true to its commitment to testing, quality, and safety, 100 percent of Burnside Eurocyl’s cylinders undergo extensive pressure testing.

Quality is further assured by only sourcing material from ‘best in class’ suppliers. This means that its customers can rest assured that all seals, chrome bars, and skived and roller burnished tubes are purchased only from recognized market leaders. Routine supplier audits and the continuous inspection of deliveries by its dedicated quality team means that standards are consistently maintained.

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Burnside Eurocyl In other specific aspects to its quality approach, the company conducts material analysis using a spectrometer, and also utilizes co-ordinate measuring machine (CMM) technology. It also uses specialized test beds to augment the overall quality focus.

Furthermore, and to help consolidate its position at the top of its field, the company has undertaken EN ISO 3834-2 certification.

This standard allows it to guarantee the highest quality in its welding processes.

Burnside Eurocyl used the services of SLV Duisburg – a leading provider of technical services – to certify its welding capabilities.

As is the case with any market-leading

manufacturing specialist, research and development plays an incredibly important role in Burnside Eurocyl’s operations. Within its facility, it boasts a specialist R&D unit, which has the vital task of focusing on prototype development and customized cylinder designs. This is an on-going activity, and an area in which the company has come to excel.

With several decades’ experience in the manufacture of hydraulic cylinders, and being blessed with a committed and dedicated workforce, Burnside Eurocyl has proven itself to be the perfect partner for its

Freudenberg Sealing Technologies (FST) As a valued seal supplier to Burnside, Freudenberg Sealing Technologies (FST) have many years of experience and knowledge built into their warehouse facility, centrally situated in the Carlow area. We have the ability to supply at short notice and are able to offer bespoke supply options from individual components to complete seal kits. Technical support via regular tech day training support from the FST manufacturing facilities aids design and keeps Burnside abreast of all material and seal development as well as peace of mind when deciding the correct seal and material for all applications.

For further details see www.fst.com

customers’ hydraulic cylinder requirements. By continuing to guarantee reliability, attentionto-detail, and on-time delivery – whilst maintaining long-term investment in ongoing training and R&D – there is nothing to say that this will not remain the case for many more years to come. v

Burnside Eurocyl www.burnside-eurocyl.com Services: Hydraulic cylinder manufacturer

Freudenberg Sealing Technologies is a longstanding technology expert and market leader for sophisticated and novel applications in sealing technology and electric mobility solutions worldwide. With its unique materials and technology expertise, the company is a proven supplier for demanding products and applications, as well as a development and service partner to customers in the automotive industries and in general industries. In 2020, Freudenberg Sealing Technologies generated sales of about 2 billion euros and employed approximately 13,000 people.

Always there right from the beginning – that are our material specialists. Involved in all our innovations, they develop tailor-made elastomer compounds and support them right through to series production. As a technology specialist, we are keen to take on the challenge of the growing demands on seals and sealing materials. To meet this challenge, we use our own zero-error quality compound manufacture as the basis for a dependable sealing result.

In addition to technical characteristics, each market segment makes further special demands on production volume, delivery times, costeffectiveness, services and logistics. All this requires in-depth market and industry knowledge on the part of the seal supplier.

Local stock and warehousing, full engineering design advise and testing capabilities round up our service portfolio to support our customers.

For more information go to www.fst.com

We offer: • Cutting-edge research and testing • Advanced manufacturing techniques • Product standards that meet global material requirements • Production and service close to the customer • Reliable quality management systems

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50m3 carbon steel silo along with accompanying structures, tank and conveyors as part of a major lime system project for a new energy and recycling facility in Yorkshire

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Spirotech Group Ltd

A year of opportunities Having achieved continued year-on-year growth in recent times, Spirotech Group enters 2022 with exciting new developments on the horizon, not least of all its new smart factory of the future

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t has been several years since UK-based Spirotech Group (Spirotech) last graced the pages of Manufacturing Today. In that time, however, it has not only maintained, but solidified its position as a global leader in the design, manufacture and delivery of screw conveyors, pressure vessels, elevators, feeders, dischargers, and de-watering systems, which it serves to some of the most demanding commercial environments found anywhere in the world.

Catching up with the company’s Production Director, Russell Gadsby at the turn of 2022, he discusses Spirotech’s recent performance. “The growth of the business over the last five years has been significant, and better than predicted,” he explains. “We have responded very effectively to the changing circumstances caused by the pandemic, by utilizing hands-on leadership, and keeping staff well informed of the ongoing situation, whilst keeping safety, stability, and security of paramount importance.

“I am pleased to say that we have maintained a strong output during the recent difficult months and – by being readily available to help

Pressurised screw conveyors

the local community as much as possible – this has helped our people to maintain goodwill and camaraderie, giving each and every one of Spirotech’s employees a real sense of purpose.

It is therefore the case that the growth that the business has experienced is a credit to all of our staff members, who have worked extremely hard to ensure continuous improvements throughout the group have been made, whilst also seeking out new opportunities.”

Continued investments

In the years since our last piece on Spirotech, the group has successfully designed, manufactured, and installed several very large projects for different water authorities up and down the United Kingdom. As Russell continues: “The highlight for me personally was witnessing the approach our team takes to these projects in terms of having a can-do attitude, along with the speed that they have been able to turn them around from concept to reality.”

For Spirotech, growth in recent times has been prevalent in all sectors of the business, with the overseas market for its products and

services being especially buoyant. In addition to its success in the UK, the group has also designed, manufactured, and shipped equipment all over the world, including to customers in Russia, India,Vietnam, and the United States, and all at a time when industries have been battling various challenges, from Covid-19 to Brexit, and beyond.

“As has been the case for almost every company in the UK, the last two years in particular have been especially challenging and worrying for everyone. For our part, we have strictly followed Government guidelines throughout the pandemic, which has allowed us to stay open,” Russell states. “Meanwhile, regarding Brexit, we could foresee materials becoming an issue in terms of price and availability, which is why, during 2018, we made the decision to increase our stock levels dramatically year-on-year. This proved to be an excellent move, and has allowed us to bridge any gaps in terms of supply delays. Our supply chain partners have also been incredible, which has resulted in very little disruption to date.”

One thing that remains as true about Spirotech today as it always has, is its

Infeed hoppers supplied for Gazprom Neft Catalytic Systems in Russia

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commitment to continual investments in people, new methods, and equipment. “Since we last spoke, we have increased our staffing levels by a further 20 individuals who have taken up various roles throughout the business, along with four new apprentices who joined us in 2021,” Russell notes. “Over the last three years, the group has also invested significantly in new equipment and practices, from introducing a range of bespoke machines, through to fine tuning our processes and procedures.

“We aim to continue investing in the business, and in our staff, long into the future in order to ensure that we are always adapting and changing to an evolving market. Attracting highly qualified engineers with exceptional skills harbours us through even the most competitive of times, and we are all looking forward to moving to our new smart factory and offices during 2022!”

Russell goes on to provide us with more insight into this exciting forthcoming development. “Construction of our brand new smart factory is well under way, with site searches having now been completed satisfactorily, and – as you can imagine – we

are all eagerly looking forward to moving the business to the outskirts of Sawtry, close to the A1. This will help enormously with movement when it comes to some of our exceptionally large projects.”

Against the backdrop of all of this, Spirotech has continued to play a vital role in a number of impressive projects across the globe.

“Current projects that we are involved in come from a number of different sectors, including

Impressive developments

The 60,000-square-foot head office and manufacturing facility has been designed to increase productivity and quality, using the very latest in smart manufacturing technology, ensuring that the Spirotech Group remains at the forefront of innovation, and continues to be a world leader within its industry.

“The factory will also house a service and maintenance division, a product research, test and development plant that will allow clients to run a range of different products on batch trials to see how they perform, and a training centre to give the next generation of engineers and creative minds the best opportunities for the future,” Russell enthuses.

“With this new facility, we can look forward to considerable growth for the next ten years and beyond!”

Digester vessel

Silo manufacture

Screw conveyors

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Spirotech Group Ltd nuclear, petrochemical, food, and mining, and are taking place in destinations such as the UK, Russia, India, and Qatar,” Russell says. “We are particularly delighted to have been awarded a multi-million-pound contract to supply

20 trash rack screens as part of the cooling water intake screening system at Hinkley Point C nuclear power station, which is currently under construction in Somerset, UK. The 20 trash rack screens will play an important role as cooling water supply to nuclear power stations is of vital importance, both for safety related purposes and to provide a heat sink for condenser cooling. The new-generation twin reactors are being built to provide lowcarbon 3200 megawatts of electricity for six million British homes, and will make a major contribution to the UK’s move to reduce carbon emissions.”

Another area of the business that Russell is keen to highlight is its service spares and aftercare division based in York, which has also experienced rapid growth in the last 12 months.

“Headed up by Gavin Morgan, our service engineers are looking after and servicing over 300 silos, and the team takes special pride in going the extra mile to source items, or to find a suitable replacement in order to help the customer avoid replacing equipment that still has a serviceable life span.”

Before turning to what 2022 has in store of the group, Russell points out that it is also celebrating its recent appointment as the UK’s sole distributor for Sodimate in France. “This is a highly advantageous move for both of our companies,” he declares. “We recently hosted a representative from Sodimate for two weeks, during which time we were able to showcase our working methods and further strengthen ties for a long-term partnership.This proved to be beneficial for both parties, and it is our intention to visit our partners in Europe during 2022.”

On the subject of this calendar year, Russell concludes with the following: “Our approach to 2022 will be based on the successful approach we have always taken in previous years, that being to look at how we can improve in all areas of the business and listen to our customers’ requirements.” v

Spirotech Group Ltd www.spirotechgroup.co.uk Services: Design, manufacture and installation of bulk handling solutions

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Manufacturing with mettle Leading UK manufacturer of hinges, locks and fittings for the window and door market, Nico Manufacturing, continues its long history of success, as it steps up operations to meet a new wave of increased demand

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ith its reputation for producing reliable, sturdy and secure fittings for windows and doors, Nico Manufacturing (Nico) has gone from strength to strength for over a century. From its beginnings as an ironmonger in Germany, the company has grown into a global specialist in security hinges, locks and window hardware.

Having adapted its operations in order to safely continue manufacturing through the Covid-19 pandemic, the company now looks to expand, with a new warehouse and extended working hours, in order to meet the needs of its evergrowing customer base.

“As one of the longest established hinge manufacturers in the world, Nico designs,

manufactures and distributes outstanding quality products at affordable prices worldwide,” asserts Steve Dalton, Works Director at Nico Manufacturing. “The company sells into two main markets: the furniture, DIY, and architectural ironmongery market, which is supplied with a range of hinges, brackets and castors, and the replacement window market that we supply with a wide range of friction hinges, espagnolette and shoot bolt-locking systems,” he informs.

The company has over 150 years’ worth of experience in the manufacturing industry; as Steve details: “Nico Manufacturing Ltd was first founded by Julius Neiderdrenk in 1874, in the small town of Velbert, Germany. The company began by making metal based products including locks and fittings. A family business

Nico Manufacturing Ltd

Nico is a one-stop-shop, where we carry out all operations from design to dispatch.

Processes include our own toolmaking facility, where we have eight highly skilled toolmakers and a vast amount of cuttingedge equipment. This enables us to manufacture, service and repair specific tooling required for press, diecasting and plastic mold injection projects

for many years, Nico moved to Letchworth, England in 1932.

“Production was interrupted by the advent of World War Two. However, once the conflict ended, William Tomlinson got Nico back upand-running; he moved the company away from purely architectural ironmongery, in order to encompass the furniture supply sector. Then, in 1959, when faced with a dwindling labor supply, Nico outgrew its Letchworth site and moved to the coastal town of Clacton-On-Sea, in Essex.

Continuous growth saw the company develop more into the furniture sector.

“In 1994 JBS Industries, a privately owned group including Consort Windows Ltd, Solair Ltd and Coburn sliding doors Ltd, acquired Nico. With a lot of vision and investment, the

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company has grown and developed into a unique designer, manufacturer and supplier of superior hinges, locking systems and fittings.”

An extensive range

The company remains in Clacton, where it has become part of the town’s fabric. “Nico is important to the community of Clacton, as we train and employ a large proportion of the town’s local residents. The company now produces an extensive range of quality products that are widely used in the UK, and around the world. At Nico we are passionate about all the products we manufacture, and every aspect of our business is geared to providing the best in quality, sales and support,” Steve confirms.

Each and every one of Nico’s locks, hinges and fixtures are performance and endurance tested, and many have won independent accreditations, from organizations such as UKAS and Secured by Design. “Our products are designed to anticipate and satisfy the demands of a constantly changing market; with regular in-house testing and stringent quality

control levels, we are able to ensure this,” discusses Steve.

“Because products in our window hardware range are designed and manufactured in our UK factory, we are able to offer unrivalled service and flexibility.

Nico’s Window Locking Systems range from standard locking, to PAS 24 capable high security solutions. Each one is precision manufactured for reliability and long life performance, with SBD and UKAS tested products available.

“We also have a wide range of products for the furniture and building industries, on which we offer consistent quality and realistic delivery times. Our trained staff provides a fast, friendly response to any enquiry, and with full design and technical backup we take great pride in our product performance and reliability. Because we are a one stop shop, where every process is carried out in-house, we offer exceptional turnaround on existing, new or revised products and a personal service for all customers,” he elaborates.

Nico’s already extensive portfolio has

seen an exciting new addition recently, as Steve discusses: “One of our most recent product launches is the Atlas Heavy Duty Easy Clean Hinge. This product is the perfect solution for heavy duty egress windows.

The range includes Egress Easy Clean and Egress Only hinges, with a unique geometry providing a maximum clear opening for egress requirements.

“This greater opening means the Atlas is also ideal for smaller windows, where compliance with minimum clear opening dimensions is critical. An easy clean dimension well in excess of standard British requirements means cleaning the outside of windows is safer and easier, and the hinge automatically resets upon closing.

“The Atlas Heavy Duty Friction Hinge range meets the increasing demand for larger and heavier windows. Top and side hung hinge variants accommodate sash weights of up to 60kg for top hung windows and 35kg for side hung windows. Increased bar thicknesses and additional fixing holes provide maximum stability and allow easy adjustment.”

Leaders of industry

None of this would be possible without Nico’s comprehensive network of production facilities, including two factories in Clacton, and building planning accepted for future expansion. “Nico is a one-stop-shop, where we carry out all operations from design to dispatch. Processes include our own toolmaking facility, where we have eight highly skilled toolmakers and a vast amount of cutting-edge equipment. This enables us to manufacture, service and repair specific tooling required for press, diecasting and plastic mold injection projects.

“We have four Frech pressure fed diecast machines that are used to manufacture all zinc products and component parts. We also have six Engels plastic molding machines where we have more than sufficient capacity to manufacture a huge variety of plastic components that complement our hinges and fittings. Electroplating is also carried out inhouse, where we have a purpose built barrel and rack line for various finishes, including brass, zinc and nickel.

“In addition, we have full planning consent and tenders have been received to build an additional warehouse at the rear of our existing property. The current warehouse will transfer into the larger new building, whereby the then vacant space will be utilized for additional production equipment. To accommodate our ever increasing orders, we

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Nico Manufacturing Ltd also now rent an additional factory unit, which has allowed us to further expand our current production activities,” Steve comments.

As leaders of industry, the people behind Nico Manufacturing have ensured that their facilities are kept up-to-date, with the newest and most efficient technologies, in order to keep up with increases in demand. “There has recently been considerable investment into additional production equipment; including three 200T heavy power presses, an additional Frech diecasting machine, two further power presses, a new channel forming machine, eight tower riviters, and a vast amount of other smaller production equipment.

“These developments are still in their early stages, but together with an additional working shift, we have already increased our production output by some 30 percent,” reveals Steve.

Illustrating just how adaptable and resilient Nico Manufacturing is, the company stepped up its operations to meet unprecedented demand, all whilst working under the tight restrictions, and uncertain conditions, of a pandemic. “Although initially, at the start of the pandemic, 90 percent of our manufacturing ceased, complete shutdown was simply not feasible in the long-term, as we still had customers requiring goods.

“We strictly observed the Covid-19 rules and regulations, by putting up screens to divide workers and equipment, and issuing everyone with hand sanitizers and masks. In a very short time most workers who couldn’t work from home, which in manufacturing is the large majority of them, returned because of exceptional demand. This demand has continued at an exponentially high level for many months now, and there does not seem to be any slowdown in the near future,” asserts Steve.

“Precisely why the demand has increased so dramatically is very difficult to say. There may be a number of factors, for example people nervous to move house due to Covid and consequently renovating existing homes, or there may be issues with the supply of foreign competition in areas such as shipping and haulage, which means people are looking for UK-based manufacturers. It could also be that builders are simply trying to keep up with the housing shortages. Either way, we at Nico have reacted quickly to this and continue to see excellent growth,” he adds.

As Nico confidently embraces increased demand, and rapidly expanding operations, it also prepares for the long and exciting road ahead. As Steve concludes: “At Nico we try to plan for every eventuality. With an astute

management team, continued investment in efficiency, automation and people, there is no doubt that we will continue to grow, and remain one of the leading suppliers in window and door hardware.” v

Nico Manufacturing Ltd www.nico.co.uk Products: Manufacturer of hinges, fittings and window hardware

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Master of metals

Dr. Jack Cheng

AA Metals has become the go-to for core distribution, procurement and logistics services when it comes to aluminum and stainless steel products, and CEO Dr. Jack Cheng is determined to run his business an industry leader 70 l www.manufacturing-today.com

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ne of North America’s largest master distributors of quality aluminum and stainless steel products, AA Metals, has made

some impressive developments to improve its business, and ensure it remains a leader in the supply chain world. Dr. Jack Cheng, Founder, President, and CEO, established AA Metals in

AA Metals

2003, in Lexington, Kentucky. This was only a few years after he had moved to the US as an international student pursuing his second doctoral degree. Ever since, Jack has grown his

company tremendously, so much so that over the last seven years, AA Metals has become recognized twice as one of the fastest growing US companies by Inc. magazine.

The company now serves over 500 customers across North, Central and South Americas and Europe, with a global supply network in Asia, South America, Europe and

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the Middle East. “Most of our customers are the metal distributors and service centers, and metal working business in automotive, transportation, building and construction as well as the packaging industry. We also have some big original equipment manufacturers who purchase in large quantities regularly from us,” Jack expresses.

Agile and accommodating

How has he managed to achieve such distinguished success for his company? He shares that respecting suppliers and team members is his trade secret. “Everyone who is part of our network is crucial. The business we sustain with our suppliers and the culture we cultivate in our offices are my top priorities, and caring for both aspects is what has kept our business strong. Although the journey to getting here has not been easy, I feel very lucky to have such a great team, and they are what keeps us growing at a rapid pace. Everyone here is highly motivated and dedicated to working hard to achieve our goals.

“Another key trait to our success is that we understand the products that we are selling. I spent all my time in school studying aluminum and steel products, which has given me the expertise to ensure that our business is a leader in the metal industry. When we bring all

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AA Metals Growth will always be at the forefront of our plans, and as we’ve discussed, there are plenty of measures in place to facilitate this. Above all, I want to ensure that we have a cohesive and dependable team, who enjoy working with AA Metals, because without them, none of this is possible these factors together, I think this is why AA Metals continues to succeed,” Jack shares.

Continuing with his earlier mention of suppliers, Jack is delighted to be working in a business where he is exposed to companies and cultures across the world. This has taught him to be agile and accommodating when it comes to disruptions, and to ensure that communication remains a key practice to maintaining long-term relationships. “Every country has its own culture and way of conducting business. This is why open dialogue and discussions are so important. They help us ensure that everyone is on the same page.

“In addition to that, we also have people from different cultures working with us, which is why we have to be conscious of our abilities to communicate well. We seek open-minded people who respect our suppliers to work with us so that any problem we may come across can be solved with collaboration.”

level. Jack shares how he is looking to recruit 100 employees and reach a revenue of $100 million with the new plant addition. “There is currently a massive aluminum shortage in the States, and I feel that the plant will brings us fantastic opportunities, as it is in close proximity to some of our biggest customers.

This will help bring down costs, increase our efficiency, and make us a more dependable supplier and a proud employer in the local community.”

Now, as Jack reflects on the trajectory of his business, his biggest goal in the near future is to reach a $1 billion turnover, which he is confident the company will achieve. To do so, there are new developments he is putting in place to keep the company growing. “Growth will always be at the forefront of our plans, and as we’ve discussed, there are plenty of measures in place to facilitate this. Above all, I want to ensure that we have a cohesive and dependable team, who enjoy working with AA Metals, because without them, none of this is possible. With this I feel that any goal we set for ourselves can be achieved.

“If later in 2022, I get the opportunity to speak with you again, I will be able to share the additional plans that are in store for AA Metals; I’m really excited about them as I feel that they will bring great prosperity for our business,” Jack concludes. v

AA Metals www.aametals.com Services: Aluminum and stainless steel products distributor

Growth trajectory

Fortunately, with these refined measures to provide excellent service, AA Metals was able to maintain its success during the Covid-19 pandemic. However, Jack does not dismiss the fact that the company fell prey to some of the consequences imposed by the global supply chain disruption. “I think all supply chains felt the hardships of the pandemic, and continue to do so. The truth is, this impact will be with us for some time, and all we can do is continue to work closely with our suppliers and customers.

This requires a great deal of dedication and creativity to make sure that where possible, we are also solving problems within our capability until these issues settle down,” shares Jack.

The capability to sustain and grow its operations is owed to AA Metal’s two impressive facilities, which are in Turkey and Pennsylvania, US. In July of 2021, the company purchased a metal rolling plant now known as Chance Aluminum in Williamsport, PA in order to conduct business at a more local

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Chemically sound manufacturing

W With more than 60 years’ experience of performing challenging chemistry, Briar Chemicals is a renowned provider of custom and contract manufacturing services to customers from around the globe 74 l www.manufacturing-today.com

hile it may be a relatively new name in the custom manufacturing sector, Briar Chemicals Ltd possesses more than 60 years’ expertise and an established reputation for manufacturing excellence and dependability. The origins of the business can be traced back to the purchase of a green field site on Sweet Briar Road in Norwich

by May & Baker – a British chemical company founded by John May and William Gerrard Baker – in 1955. It was here that a new facility would be constructed for the manufacture of crop protection products. The following year,

production would commence with the product Tropotox, a herbicide used on broad leaf weeds.

Come 1963, the site has begun the manufacture of loxynil and Bromoxynil.Then, between the years of 1969 and 1983, the site would expand rapidly, during which time May & Baker were the recipients of five Queen’s awards for Industry, Export Achievement, and Technological Innovation. In 1988, May & Baker would be renamed as Rhône-Poulenc Agriculture.

Just before the turn of the millennium – in December 1999 – the decision was taken to bring together the innovative strength and global research excellence of Rhône-Poulenc

Briar Chemicals Ltd

and German chemicals and life-sciences company Hoechst. The result was the creation of Aventis, a world leader in pharmaceuticals and agriculture. A month on, the Norwich site became operational under its new identity of Aventis CropScience UK. A further rebrand occurred in September 2002 – Aventis CropScience became Bayer CropScience – however the Norwich site continued to be Bayer’s largest manufacturing site in the UK, producing mainly herbicides, as well as a veterinary product used in the treatment of sheep and cattle. Ultimately, as of September 1st 2012, the business would

take on the moniker of Briar Chemicals Ltd, an independent organization, wholly owned

by Aurelius AG. The present-day name for the company – Briar – shares that of a robust, vigorous species of wild rose that is native to the UK. As well as being a link to the site’s long tradition and history of manufacturing, it also represents the future growth aspirations of the business.

Today, Briar Chemicals Ltd services worldleading companies in the crop protection, fine and specialty sectors, utilizing a broad asset and technology base, underpinned by quality driven project management. The chemical products that

the business manufactures benefit society across the globe, helping to protect a wide range of crops, increase farmers’ yields in challenging climates, and are key building blocks in the leather, textile, and plastics sectors.

The company offers an extensive range of solids and liquids manufacturing assets across its 114 acre site, with a total reactor capacity in excess of 700m3. Once a process has been optimized in its laboratories – on a scale from grams to 50 liters – it is scaled up onto one of its manufacturing units. Specific items of equipment and processes present at Briar Chemicals’ facilities include:

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• • • •

Reaction vessels ranging from 2.3m3 to 25m3 in size A diverse range of solids handling tools in a variety of materials of construction Batch and continuous distillation Recovery and recycling of solvents and copper salts

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• •

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Bulk storage for raw materials, intermediates, and finished products Specialist handling facilities for ammonia, bulk bromine, iodine, cyanides, hydrogen peroxide, sulphur dioxide, and thionyl chloride A stand-alone formulation and packing

facility comprising batch formulations from 4000 liters to 27,000 liters, six automated packing lines, extensive warehousing, and bulk storage facilities for both raw materials and finished products • Effluent treatment and fire water retention facilities • An on-site Combined Heat and Power plant Primarily a custom and contract manufacturing organization, Briar Chemicals Ltd welcomes the opportunity to assess new technologies and techniques, working in partnership with its customers. Its site provides all of the necessary infrastructure for new build projects, with technologies including ammonolysis, bromination, chlorination, diazotisation, iodination, nitration, oxidation, sulphonamide formation, and sulphur dioxide reactions.

By employing a well-established process, the company can efficiently manage the introduction of new products from project definition, process optimization, detailed design, capital expenditure scoping, through to commissioning and production. Each stage is supported by

Briar Chemicals Ltd in-depth technical evaluations and process safety, and environmental hazard assessments, working in partnership with the customer. The company recognizes that satisfying regulatory requirements, meeting customer needs, and effective communications are all essential elements of success at the forefront of every project in order to ensure on-target delivery.

Once the first campaign of a new product has been successfully delivered, the company reviews what went well, and what could be improved upon. The objective is to optimize the process – including increased yields and reduced cycle times – in order to realize benefits for all stakeholders. Campaign reviews continue to be carried out by Briar Chemicals’ project teams throughout the life of the project as part of the company’s focus on continuous improvement.

Briar Chemicals Ltd and its surrounding infrastructure has benefitted hugely over the years from extensive and continuous investment.

This has helped the company to remain competitive and sustainable in a challenging business environment. It has also aided in minimizing solvent usage and waste generation,

increasing process yields, and reducing batch times, which are all key elements to the project delivery and review process.

One other vital component behind Briar Chemicals Ltd’s ongoing success is its approach to sustainability. The company is especially aware that while sustainability is about the future of our society, for today’s industries and businesses, it is also about commercial success. As such, it looks to manage for the long-term, as well as the short-term, designing chemical processes

and supply chain services that meet environmental needs, incorporating the true costs of environmental and social resources, and seeking transparency and collaboration as sources of competitive advantage.

Key performance indicators for the business include safety (RIDDOR), quality on time in full (QOTIF), raw material usage efficiency, and overall equipment effectiveness (OEE). Ultimately, what Briar Chemicals believes is that safety, quality, efficient use of resources, environmental protection, and financial strength are all key elements to building a sustainable, future-proof business. v

Briar Chemicals Ltd www.briarchemicals.com Products: Agrochemical, fine and specialty chemicals

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Opening new doors Origin Doors and Windows is taking over the manufacturing industry with best practices, fresh perspectives, and a vision to be a dependable name for clients looking to innovate their home spaces

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Origin Global

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rigin Doors and Windows was brought to life by Victoria Brocklesby and her cousin Neil Ginger. Both had a passion for good customer service, and had inherited a keen eye for innovation from their fathers, who specialized in high end swimming pools.

Now, based in High Wycombe, the business has become the UK’s leading manufacturer of bespoke aluminium bi-folding doors, sliders, front doors and windows. We learn more from Victoria’s husband, Ben Brocklesby, who also serves as the company’s Sales and Marketing Director, about recent successes and developments that have continued to open windows of opportunities for the business.

“Victoria and Neil saw a trend emerging in bi-fold doors, and felt that it would be an excellent business venture. They then took the practices they knew and those that they felt would help set them apart, got the ball rolling, and launched a very successful aluminium bi-fold door that was manufactured in the UK. This is also a key trait to our name; none of our doors or windows are fabricated by

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anyone other than us, so when you buy an Origin product, it is manufactured by us in our factories here in High Wycombe.

“Then, about ten years ago, our partner network came to us with concerns that we weren’t utilizing our full potential, which was when we began to move into aluminium windows. That was the starting point of expanding the operation, and becoming a fullyfledged window and door business, rather than simply a bi-fold specialist,” says Ben. He continues to elaborate on a particularly unique touch that the Origin leaders bring to the company. “Victoria and Neil’s success lies in the

fact that neither of them have backgrounds in doors and windows, which gives them a different perspective to the vision of their products. Above that, what they have filtered across the whole business is the ethos to put the entire door and window industry first, and then secondary to that is the homeowner. We want to help them innovate their property in order to make the most of their home space,” he says.

Trusted brand

At the core of Origin’s family culture is the determination to execute every task to the best of its ability. As a result, the company has

My goal has always been to have the company be the door and window brand of choice, and that has been part of the drive for the last few years in particular, but that will require continued investment across all fronts

Origin Global expanded its range, and now hosts a diverse offering of window systems, front doors, sliding patio doors, and gables, which has allowed it to successfully share its products on an international scale. “Basically, anything you can imagine that can be designed and manufactured in aluminium, we cover. It has been a phenomenal journey, so much so that within the last seven years, we have extended into the Middle East, and the US,” Ben shares.

He notes that this exceptional growth was also recently fuelled by the pandemic. Because everyone was required to spend more time at home, there was a nation-wide desire for homes to be renovated, and Origin was called upon to support this demand. “People not being able to go away on holiday or spend their money how they would usually, meant they were looking to redirect those funds, and make the most of their home spaces. As a result, they looked to the market to see what sorts of aspects could be changed or improved, and our brand was geared to make the sort of lifestyle changes they were after. For us that was a fantastic driver for the growth that we have witnessed over the

last year, and it has enabled us to continue to invest, and ensure we are in a good position to maintain that increase,” he expresses.

Above that, Ben is excited to share information of more recent developments happening within the company, especially

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the new 55,000-square-foot storage facility that enables the company to maintain stock, and service clients more effectively. “We’ve nicknamed that ‘the ark’. After Brexit was announced, we realised that in order to maintain a high level of manufacturing, we needed to uphold our quick manufacturing time. We were a bit of a disrupter in the market place by introducing very short lead times for our doors and windows. The industry standard when we started was approximately a twelve-week lead time, and some of that was down to the fact that they were coming from Europe, and we needed to have control over various different aspects of that cycle.

“Quite a few of our competitors have struggled with that sort of thing, which has pushed lead times even further out, and there is a huge degree of uncertainty, especially in our industry. So, in order to stabilize the market, and show our partners and homeowners that we are investing, we have kept the ark well-stocked to reassure them that they can rely on us to get those renovations underway,” Ben says, adding that Covid-19 has highlighted how important

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it is for Origin to be that brand its clients can trust, and when the company says that a project is going to be manufactured within a certain timeframe, customers can trust that it remains true to its word.

Continued expansion

Tying in with the news of the ark, Ben is also excited to share that the business has a product launch on the horizon. “That is our aluminium internal door system, which has been driven by homeowners getting in touch, and also partners explaining to us what’s needed within the market place. In all honesty, we never want to assume growth is going to happen. We want to be proactive about it, which is why we depend on the thoughts of our partners and clients who show us the areas where we could either design a new product, or improve what is already in our catalogue.”

Another key factor that is going to support the business’s growth plans moving forward is its ongoing investment in the Origin family. “The value of a team around us has really come to the forefront, given the skilled labour shortages that

Origin Global are widely discussed in the media at the moment.

“We’re making sure we are up-skilling our staff, and that they know when they join the team in whatever capacity, whether it be manufacturing in High Wycombe, or part of the customer service team here in Cressex, we will invest in up-skilling in order to keep paving out a career for them. It’s a massive benefit on two fronts. Not only do we ensure that they enjoy what they do, but we also take time to give them the rewards they deserve. This means that they work to the best of their ability, and our partners and customers reap those rewards as well, because they get to engage with highly trained and motivated staff who give them the right experience,” he expresses.

Moving forward, the three-to-five-year goal for Origin is to continue its sustainable and profitable growth, and Ben has high hopes for the future of his family’s business. “My goal has always been to have the company be the door and window brand of choice, and that has been part of the drive for the last few years in particular, but that will require continued investment across all fronts.

On the international side, our US business is

going from strength-to-strength, and the demand for the types of products we are designing and manufacturing is going up. I feel that this is a direct result of the knowledge and influence that we are bringing to the US market, and I can see it continue to gain traction. In five years’ time, I would also love to see Origin become the dominant aluminium door and window supplier of choice in the US market and beyond, as a brand that homeowners and the commercial world trust,” he says.

Having reflected on the journey of his business, Ben brings our discussion to a close with a message to current and potential clients: “Whatever your property, whatever your circumstances, I would love you to be aware of us, and we would love you to consider putting Origin Doors and Windows at the forefront of your project to help make your visions a reality.” v

Origin Global www.origin-global.com Services: Door and window manufacturers

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Delivering Technology like no other

Chris Fraser

Dedication to customer service and aspirational thinking ensures the ongoing success of Aspire Technology Solutions; as it continues to grow and innovate, the company launches new hybrid cloud software, and extends its internet services in the public sector 84 l www.manufacturing-today.com

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s an award-winning IT managed service provider and internet service provider (ISP), Aspire Technology Solutions delivers leading technology solutions across a range of applications, including cloud, connectivity, technical support, cyber security and professional services. The company already has a large network of customers across the UK, and has seen significant growth, as it assisted with the switch to working from home in 2020.

Today, Aspire steps up its operations with a

brand-new headquarters, and ambitious plans for the year ahead.

“The business was launched as a two-man operation back in 2006, by me and Nigel Begg,” reveals Managing Director, Chris Fraser. “Over the last 15 years, we have gone from strengthto-strength, and we are now one of the fastestgrowing IT companies in the UK, employing around 200 people across multiple offices,” he adds.

Known for its dedication to each and every customer, Aspire ensures its services are second to none, through strategic investment and forward

Aspire Technology Solutions self-service, resilient and always available cloud hosting platform,” discusses Chris.

Aspire’s efficient use of the most cutting-edge technologies has won it a large and diverse customer base, as Chris details: “Our customer base ranges from SMEs and public sector to blue-chip organizations with global presence. We provide services across multiple industries, with a track record of implementing solutions for manufacturers and production companies. We support over 1500 customers, ranging from tens to thousands of end users.”

Exponential growth

thinking. “One of the key drivers of our growth has been our multi-million-pound investment in a full fibre North East network, known as UDC (Ultrafast Dedicated Connectivity).

“UDC is a next generation leased line connectivity solution with dedicated bandwidth levels of up to 100 gigabits per second. We offer some of the fastest connectivity speeds available in the UK, combined with extremely low latency.

We have also invested heavily in our cloud platform, a unique offering which bridges the gap between public and private cloud by offering a

The company’s dedication to its core values ensures it can deliver the best for its customers.

“A motto everyone at Aspire has always lived by is to treat each customer as if they are our only one. What sets us apart from our competitors is our customer service; this is supported by our dedicated Service Management Team and underpinned by our focus on quality and compliance.

“We measure our performance using the Net Promoter Score (NPS) global measure.

Our score averages above 82, which is deemed ‘world-class’, and is more than double the average score for the telecommunications industry,” Chris asserts.

Also contributing to Aspire’s rapid growth and success is its company culture, built on the foundation of six core values, as Chris confirms: “Our core themes are ambition, sincerity, passion, innovation, reliability, and expertise.

These values are woven through everything we do, and ensure that our customer’s experience is unparalleled.”

Remaining dedicated to these values has helped Aspire Technology not only survive Covid-19, but thrive, as it offered innovative solutions for many companies transitioning to a work-from-home model. “We have also built a high-capacity network connecting Tyneside, Tees Valley and Yorkshire. Our network offers some of the best connection speeds across the UK, and has helped manufacturing customers to take full advantage of the remote working capabilities of Industry 4.0,” Chris explains.

“We will continue to expand by bringing new locations into our network to ensure that all businesses have access to fast and reliable connectivity. Our company vision is to ‘deliver technology like no other’ and ensuring businesses have fast, reliable access to the internet is the cornerstone of that promise. In recognition of our UDC network, and other

achievements, we won ‘Company of the Year’ at the North East Business Awards, 2020,” he continues.

Working closely with a range of customers in the manufacturing sector has inspired Aspire to innovate further in this field, as Chris explains: “At Aspire, we have a large number of customers within the manufacturing sector, including Tolent, Hitachi, and the Hain Daniels Group which is home to brands including Linda McCartney’s, Hartley’s, and Robertson’s. We have extensive experience across both process and discrete manufacturing, and we understand what technology means for these businesses.

“Cloud services are transforming modern manufacturing. From enabling smart technology to facilitating innovation in the fields of industrial robots and artificial intelligence – the combination of our cloud platform and connectivity solutions is the enabler to digital transformation.”

Expanding its services within the public sector, Aspire has teamed up with Newcastle County Council. “In February 2021, we were appointed to roll out full fibre connectivity across hundreds of public sector sites throughout the region,” says Chris.

“As part of the multi-million-pound project, we will significantly grow our existing UDC network. The project will see vital public sector sites including hospitals, schools and government buildings benefiting from full fibre 100 gigabit connectivity. This is an important move, which will future-proof public services, and enable the adoption of new technologies that will improve how services are delivered for local residents.

“The full fibre initiative is supported by the government’s Local Full Fibre Network program.

Aspire have been awarded a 20-year contract to install the network by 2022 and provide ongoing support. Newcastle City Council will benefit from access to our in-house 24/7 IT support and service desk to ensure maximum productivity. We are particularly proud of this project, as it is set to deliver millions in local economic benefits,” he adds.

With further expansion into the public sector, as well as innovations in manufacturing, it comes as no surprise that Aspire has seen exponential growth, and as a result, found a new home for its central operations. “As a result of further expansion plans, our new HQ is based at the 30,000sqft Pipewell Quay building, in Gateshead Quays,” confirms Chris.

“Pipewell Quay was designed by awardwinning Newcastle-based architects Ryder, and has undergone significant redevelopment by

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Aspire Technology Solutions

Adderstone Group. The building, which spans three floors, incorporates state of the art office space, break-out zones and meeting rooms.

“As innovation is integral to Aspire, all meeting rooms are named after influential innovators, including top floor meeting rooms titled Berners-Lee, named after the worldwide web tech inventor Tim Berners-Lee, and Turing, named after the brilliant codebreaker and mathematician Alan Turing.

“Our new office is perfectly geared to help us expand our nationwide operations and increase our 200-strong workforce in the process. As part of growth projections, we have plans to create over 150 new jobs,” he elaborates.

Extended services

The new office space will be the perfect home for Aspire as it continues on its journey of expertise and innovation. As Chris comments: “In the coming months we will significantly expand our cyber security offerings. This new suite of products will bring together elements of the Aspire product range, with new pieces

of software and solutions to provide customers greater peace of mind and responsiveness with regards to this growing threat.

“We will invest further in combating cyber threats with a Security Operations Centre (SOC), which can monitor customer networks for malicious traffic and cyber-attacks, whilst also identifying vulnerabilities. This will allow us to respond quickly to these challenges on behalf of our customers.”

The company will also be offering extended cloud services: “We have invested heavily in our hybrid cloud platform. Partnering with industry leaders VMware, we offer a best-in-class solution that allows us to deploy the very latest cloud technologies. Running on an Active-Active configuration, the platform continues to function even in the event of a hardware failure.

“By partnering with Stellium, our cloud platform will be backed up by the UK’s largest purpose-built data centre, with tier three technology that is moving the data centre of gravity out of London. Customers will benefit from this facility, ensuring low latency and

connectivity levels unrivalled by any other location in the UK,” Chris affirms.

As it looks forward to a bright future, Aspire shows no signs of slowing down. “Aspire has gone from strength to strength during the past year. We have continued to grow despite the pandemic – adding over 70 new colleagues this year alone.

“This is an exciting time for us, with high customer retention rates and rapid growth enabling us to invest heavily in technology for the manufacturing industry, we expect to fuel further growth. A huge thanks is owed to everyone who has helped us on our journey.

Our success wouldn’t have been possible without a great group of colleagues, customers and partners,” Chris concludes. v

Aspire Technology Solutions www.aspirets.com Services: Internet service provider and IT managed services

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Its nine ISO accreditations, customer satisfaction rating of 96%, and industry-leading NPS score – updated live on its website – are clear evidence of its deep commitment to technological innovation and service excellence. www.exponential-e.com

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Above the benchmark Hitting its 75-year milestone, Broxap Ltd has no intention of slowing down as the UK’s leading manufacturer, supplier and installer of street furniture

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Broxap Ltd

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ince 1946, Broxap Ltd (Broxap) has specialized in the design and manufacture of high specification street furniture, a variety of shelters, design and build projects, in addition to sports, outdoor gym and play equipment. Sydney Lee founded the company using the ‘demob’ money he received after leaving the navy after the Second World War. Back then, the firm employed just two people.

The original site for the business was on a hill on Clare Street, Harriseahead, not far from its current Newcastle premises. There, the firm became incorporated as Hillsyde Foundry (Staffordshire) Ltd., and began melting aluminum to produce cap guns and teddy bear money boxes for Woolworths. It then progressed into cast iron engineering production, where it melted iron through a Cupola that was installed.

At an early age, Sydney’s sons John and Robert began working in the family business. In 1974, Sydney acquired a new, larger site in Chesterton.

Three years later, the 13,000-square-foot work shop opened, an office was built, and the family has never looked back.

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John Boyle, the Commercial Director, shares with Manufacturing Today, how the company continues to expand its capabilities through innovation, acquisition, and investment, under the second-generation guidance of Robert and John Lee. “The business has several divisions, each dedicated to designing, manufacturing, supplying, and installing the relevant products to the highest standard. We are a one-stop-shop for improving outdoor areas, delivering street furniture, which includes shelters, canopies and walkways, cycle parking and infrastructure, timber playgrounds, and sports and outdoor gym equipment across the UK,” he says.

With clientele ranging from local government to parks and cemeteries, Broxap possesses the capabilities to fulfil a range of product demands for items placed within an external setting, whether public or private. “Our specialisms lie in seating and benches, security bollards, litter and recycling bins to manage and segregate waste, planters to enhance the surroundings, canopies to keep pedestrians dry, cycle parking for sustainable travel options, and outdoor exercise and play equipment to

provide imaginative or physical recreation; all these areas I feel make Broxap the UK’s single source supplier for external, environmentally enhancing products,” John emphasizes.

“In addition, our design and build offering is able to realize the imagination of project designers, whilst staying true to our engineering principles,” he shares.

This year marks the company’s 75th anniversary, and John is particularly appreciative of his supportive team who continue to excel in their jobs. “We invited all our staff, as well as some honorable retirees, to a local venue with a dinner and party to mark the occasion.

Due to Covid-19, we exercised heightened precautions, and were able to celebrate with confidence.”

But how has Broxap managed to sustain its practices for three quarters of a century, and uphold its renowned industry excellence? “We have survived for this long because we are very good at what we do, and we constantly adapt to market changes. The progressive demands by customers and successive governments sees us design more environmentally-friendly

Broxap Ltd products, reduce our production costs, reduce our carbon footprint, and also to ensure we have products readily available for delivery.

“In terms of innovation, we’re always working to improve efficiencies in productivity, and, in the last two years, we have consolidated all of our satellite operations to our Chesterton factory.

As part of our carbon footprint reduction initiative, this approach sees us removing the need for site-to-site logistics, and allows us to offer a greater diversity of skillsets within our factory, so as to retain our loyal and dedicated workforce. Plus, we are (to our knowledge) the only business in our industry that has the facilities to produce as many different types of materials, finishes and operations as we do, all in-house from a single base.”

Looking ahead, John is excited for the future of Broxap, and is determined to see the business sustain another 75 years and more. To help it on its journey, the company is currently in the midst of a five-year, £5 million investment plan that includes upgrades to Broxap’s land, buildings, plant and machinery.

“These are improvements that we’re making to

our mechanization, site security, access control, as well as the enhancement of our production and quality control, and working conditions for our staff,” he says, adding that this investment is set to strengthen trust in the company’s name.

According to John, these continuous plans to improve production efficiencies will remove costs and complement the continued delivery of products on time, and he is confident that the company will swiftly increase its market share, and remain a business that its customers

can rely on. Broxap has a clear focus and dogged determination to provide the highest appropriate specification products and services on time at competitive prices. “Pound for pound, we provide better products that will ensure a safer, longer life,” John concludes. v

Broxap Ltd www.broxap.com Services: Street furniture suppliers

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Engineering the essentials As a distributor for hundreds of leading name brands across the UK, Hayley Group is known for its unrivalled stock capabilities and leading technology solutions 92 l www.manufacturing-today.com

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stablished in 1976, Hayley Group is one of the largest and most diverse manufacturers and distributors of components and consumable goods in the UK. The company has a strong focus on building positive and productive relationships with its customer base, and as a result works

successfully as an authorized distributor for numerous big-name brands including Shell, 3M and Siemens. Known for its industrial vending solutions, stores management systems and mechanical engineering services, Hayley Group now places an emphasis on its energy efficiency and decarbonization systems, in

Hayley Group John Holden

order to promote more sustainable industry to its customers.

Since being acquired by Dexis Europe four years ago, the Hayley Group has joined a larger network of manufacturers and distributors, and grown exponentially. “As part of the acquisition we actually grew from a single UK operation, to

the business which extends across 14 different countries,” explains John Holden, National Accounts Director for the Hayley Group.

“We record a turnover in excess of £3.8 billion as a group. We have over 1000 employees throughout the UK, and, even through the pandemic, we have actually

increased our employee count by 6.6 percent over the last two years,” he adds, highlighting some of Hayley Groups most recent accomplishments.

As experts in distribution, stores inventory management, and engineering, manufacturing and repair, Hayley Group is able to serve a

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Hayley Group

diverse range of industries, including food and drink, transportation, utilities, construction, paper, pulp, packaging, steel, aggregates, rail, and much more. “We work extremely hard with our diverse product and engineering offer. We do so many different things, and our model is so malleable, that it’s hard to comprehend,” John observes.

“We stock a vast range of engineering components, and have manufacturing facilities as well. Our manufacturing/rebuild facilities have a lifting capacity up to 50 tons, with 400 tons press and spray booths etc. we are able to turn products up to six foot in diameter, carry out on site removal and installation, in-situ repairs, reengineering obsolete units, precision machining, breakdown manufacturing and reclamation.

“Also as part of our engineering facilities we have Lamond and Murray (gear cutting specialist),

DMS (drive management services, engineering reliability experts), WMH (linear motion and collaborative robotic specialists) as well as our gearbox and pump refurbishment divisions with full test facilities, which makes our entire process more comprehensive,” he continues.

Diverse portfolio

Some of Hayley Group’s core products include bearings, fluid power, power transmission, seals, fasteners, lubricants and vending machines, however the company also runs numerous product specialism divisions, which work with bespoke customerspecific components to improve efficiency and sustainability. “We have also redesigned equipment for our clients in order to increase their productivity, and help them through the pandemic,” highlights John.

Many of these services are invaluable for companies trying to improve their operations in light of recent events in the UK and abroad. “One of our strengths is the diversity of our product portfolio, and also the diversity of industries that we actually supply; the pandemic certainly hasn’t stopped us expanding our business.

“We supply anything from bottled water up to braking systems for trains. We also helped to design some of the products that supported the NHS during the height of Covid-19. We actually designed a ventilator through our fluid power division,” says John.

The adaptability of Hayley Group’s model, as well as its value-driven approach, made it an invaluable resource for a number of businesses and institutions over the last two years. “2020 was a record year for the Hayley Group; because we are such a diverse operation,

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In some circumstances, such as highly corrosive environments, resistance to chemicals may be of higher importance. Where this is the case, Renold offers a range of Solution chains, including Renold Syno, which covers both small and large pitch sizes, and encompasses a variety of different options. Renold’s range of corrosion resistant chain also includes Hydro-Service, stainless steel, zinc plated and nickel plated chains.

For abrasive atmospheres that include dust or debris, there is Renold Sovereign chain, which includes a surface treatment that ensures greatly increased wear resistance.

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with so many manufacturing capabilities, when Coronavirus hit we were in a good position to start providing PPE product to the NHS and anyone else who needed it,” John confirms.

“We worked directly with the NHS to supply them with PPE products during the pandemic, and we also gave PPE to local care homes. We wanted to help any way we could, and fortunately we were able to help by redesigning a number of machines to assist in the cleaning process of theatre clothing to make it more efficient and safer.

“This enabled mass production, and got products back to the NHS much quicker than before. We’ve had a good two years to be honest with you, and we don’t see it ending,” he elaborates.

Playing such an important role in a national crisis has helped Hayley Group continue to grow its operations across the UK. As a result, the company is now looking to expand a number of its facilities. “The rail division moved into its new site at Oldbury and that will give it its own facilities. With a purpose-built show room, it will enable us to show customers what we can offer them, and exhibit exactly what the division does. We will also be using the nearby rail station in Oldbury to bring in customers,” explains John.

“With the Hayley smart vending side of the operation, the vending solutions team have overhauled its technology platform.That’s going to make us much more efficient and effective when it comes to supplying our customer base; we now actually have everything that is required for that side of the business under one roof.”

Established for almost a decade, the team has overseen hundreds of successful installations of Hayley SmartVend machines at customer’s sites, right across the UK. The machines have enabled businesses to reduce inventory, improve productivity and efficiency, and gain valuable insight into the usage behaviors and expenditure associated with their stocks of tools, consumables, and PPE. The brand-new range of machines comes as part of a newly-strengthened partnership with a UK-based technical partner. Customers can therefore be safe in the knowledge that they are supporting British manufacturing at this vital time. The partnership will allow Hayley SmartVend to keep pace with the continually diversifying industrial vending market. As a result of the refresh of the Hayley SmartVend offering, customers will be provided with enhanced technical and service support capabilities, Hayley SmartVend will continue to deliver cloudbased connectivity, further amplifying the positive impact that the solutions are able to have on the day-to-day operations of customers.

“To support the expansion, we have hired people who specialize in logistics, so that they can help us analyze our operations from a logistical perspective. We are looking to elevate the way we store, move, and supply stock across the entire business, all the way from our head office to our 50-branch network and the new facility in Oldbury,” he adds.

Strong relationships

Much of this expansion is geared towards improving Hayley Group’s customer experience, and making its entire supply chain more direct and localized. As John comments: “Because of the growth we have had over this period of time, we have had to get the new premises in Oldbury, and we are also seeing a need to expand our facilities here in Halesowen. It’s all about getting the product to the customer as and when they need it.

“At the moment, we are working on a number of other significant contracts, for example we have been working with utilities, steel and aggregate companies, to supply them with the products that keep their businesses running. We are looking at technical solutions for customers, and expanding our operation in that direction as well.”

Fortifying strong customer relationships has always been an important part of how the Hayley Group does business. With changing market demands meaning many businesses now need to reassess the sustainability of their operations, Hayley Group has stepped in to provide its customers with additional support in this area. “If you think about what is going on now, not just in the UK

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Hayley Group but across the whole world, it’s becoming more and more apparent that in order to move forward, businesses need to operate more sustainably.

“A lot of the time it comes down to an individual businesses’ technical ability, a lot of companies don’t have the expertise and knowledge to decarbonize themselves. That’s why our engineering division is so important to us; we are able to design, manufacture and install equipment, and different processes, which we can then offer to our customer base,” John explains.

“We are already working with customers’ sustainability teams to help them to reduce their carbon footprint. To achieve this, we

are looking at what they do from a process perspective, and we are also evaluating what they actually use in terms of product.

“To do specific types of jobs, reducing water usage for instance, we utilize our design team.

Their ideas usually end up significantly reducing our customer’s carbon footprint. There are lots of ways we can assist people in decarbonizing their operations, and at least ten areas in which we have specialists,” he goes on.

This focus on sustainability hopes to ensure the future of industry, and in turn, the future of Hayley Group itself. “In the years to come, I want to see Hayley Group as a business that adds value to its customers experience through high quality products and sustainable

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manufacturing,” asserts John. “It’s not just about selling our product, it’s about how we want to work with customers, by building strong relationships and working alongside one another.

“I don’t expect us to necessarily double the size of the branch network, because being efficient and effective in our business, and working closely with customers, is really going to be the priority.”

With a core focus on people, sustainable practices, and customer relations, Hayley Group steps confidently into what will undoubtedly be a bright future for the company. As John concludes: “I think, ultimately, our recent successes just show that we are doing something right when it comes to working with our customer base. We hope to continue that work into the new year and beyond.” v

Hayley Group www.hayley-group.co.uk Services: Component and consumable manufacturer

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Beating the odds I Astro Manufacturing and Design has overcome the challenges that have permeated across the manufacturing industry over the past two years to continue to deliver world-class services to its customers 98 l www.manufacturing-today.com

n 1977, Mike Watts Senior established a small tool and dye shop in Northeast Ohio. “He started Astro to help support businesses in the area. Now, his son, Mike Watts Junior, has been running the company for more than a decade, and we have come to be considered a prove full turnkey contract manufacturer,” says Gary Santavicca, Astro Manufacturing’s General Manager. Since starting out as a small company, Gary shares how Astro Manufacturing has grown to possess a range of services that include large CNC milling and turning services, sheet metal fabricating and welding, NADCAP MIL-Spec painting services, automation engineering services, assembly services, and much more.

To fill its catalogue of turnkey services, Astro Manufacturing operates from state-ofthe-art facilities, and incorporates a trio of core elements to keep its name ahead of the game. “We currently have two buildings that cover over 200,000-square-feet. Our main building has three different machining areas to facilitate anything from five-axis machining, to bridge port general machining, and we have an incredible team that is very knowledgeable in how to program, setup and operate this machinery,” he says.

“Our main facility includes our NACAP certified painting capability, which is critical for the military and defense sectors. We also have our design engineers, and an extensive

Astro Manufacturing

assembly capability for assemblies, subassemblies and systems. Over in the other building, we consider that to be our fab shop.

Here we have our fabrication sheet metal bending and stamping, as well as a fiber laser machine, waterjet and welding,” he says.

Between the two buildings and their various capabilities, Gary adds that the third element to bolster the company’s operation is its supply base. “Since our inception, Astro Manufacturing has taken great pride in the suppliers we choose work with. Our supply base partners give us the confidence we need to expand our capability beyond our own walls.”

Transparent structure

The company is also particularly conscious of its environmental impact and strives to maintain a high level of greener practices across its operations. “We are very in tune with the EPA and its regulations. We recycle and handle our waste properly. Although, we are not a large organization that is going to be getting into sustainability investments outside of the company, we are doing the absolute best we

I feel optimistic about our future. I see Astro staying in this business for a long time, and we are determined to get the resources needed. We are making adjustments to the training side of our business to bring in newer folks and ensure that by the time some of our staff are ready to retire, we will have a stronger team ready to carry the baton for another generation of excellent manufacturing can to keep our employees engaged in the issue of sustainability, and ensure that we leave behind the smallest carbon footprint possible,” he says.

Diving deeper into the intricacies of the business, we learn from Gary that a balanced combination of best-in-class equipment, and a hard-working team is what keeps the wheels turning at Astro Manufacturing and Design.

“People are the most important asset in

any company, and we understand that. Our organizational structure is very transparent, and our operators on the floor have relationships directly with our ownership and the executive management team.

“On the equipment side, we don’t have a huge amount of automation, because the ROI isn’t there for our high mix, low to medium volume business. We don’t have a need for high volume production lines to support the

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manufacturing of thousands and thousands of the same parts. Of course, we maintain equipment and upgrade where viable (we recently installed another twin spindle dual head lathe).”

On the topic of Astro Manufacturing’s workforce, Gary takes time to share more on the company culture, and how the team was able to rally together to see itself through the turbulence of Covid-19. “With all the protocols and regulations that were implemented, I found it to be an incredibly stressful time, but we wanted our employees to feel safe and secure. As I mentioned earlier, transparency is at the core of how we operate and that was key in keeping folks aware of how we were managing the situation.

It’s standard operating procedure to give our employees the opportunity to be involved with projects happening across the factory, continually checking in, and ensuring that they were being assisted in whatever way they needed; this, I believe, is crucial to ensuring that we remained a very tight knit group,” he explains.

Future optimism

Now, as the peak of the pandemic comes to an end, Gary says the company is gearing up for 2022 to set the tone for a successful future, despite the challenges that lie ahead. “Accessing additional resources is the steepest obstacle for the company. Having been in manufacturing for 44 years, I never seen anything like this before, particularly when it comes to recruiting skilled labor. We have been looking for machinists for over a year, and we struggle to find qualified personnel. There are local large companies here in North East Ohio that have resorted to TV advertising to get employees, and I have never seen that in my life. Our biggest challenge for 2022 is to maintain on-time delivery with the resource allocation problem we are currently tackling,” he says.

Despite the bleak obstacles ahead of the manufacturing industry, Gary believes in his company’s resilience, a quality that was demonstrated strongly during the pandemic.

“When Covid-19 began, we shut down for about a week until we understood what the best way was to move forward. Throughout the last two years, Astro has done a fantastic job of holding its own, despite the fact that our business has dropped by about 20 percent.

“Having said that, we have actually had 90 percent on time delivery regardless of the disruptions, and that has helped our business boom. Now, our business bookings are exceeding pre-pandemic levels.

“I feel optimistic about our future. I see Astro staying in this business for a long time, and we

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Astro Manufacturing are determined to get the resources needed. We are making adjustments to the training side of our business to bring in newer folks and ensure that by the time some of our staff are ready to retire, we will have a stronger team ready to carry the baton for another generation of excellent manufacturing.

“Astro has over 40 years of getting it right; we can handle this. At the end of the day, our passion is manufacturing in this country and this region, and we have been a staple here in Northeast Ohio for a long time, and I expect we will continue to be for even longer,” he expresses.

JBM Technologies JBM Technologies have set an unparalleled standard of excellence for the industry. We continue to sell new and used reliable, rugged machines that can withstand even the most challenging manufacturing requirements. It’s not the machines we sell, but the support, tools, and services we provide that make us the partner of choice in the region. We’ll be there for you from sales quote to installation, training, service and replacement parts.

JBM boast an extensive Resource Center, where we offer current customers free industry leading technical expertise, live customer support, and one of the largest spare parts warehouses in the Northeast. With three locations, financing options, a machine trade-in program and training solutions, we make selecting, purchasing, and operating your new machine easy and affordable. We manufacture solutions that make it possible for our partners to run 24 hours a day, every day.

In conclusion, Gary shares his best wishes for manufacturing companies across the US, both in the contract and original equipment sectors.

Astro Manufacturing will continue to offer the highest quality of products to ensure that it can provide excellent service going forward. v

Astro Manufacturing www.astromfg.com Services: Manufacturing and design

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Staying one step ahead

Images for illustration purposes only

As a leading manufacturer of high-end motor spindles, used in milling, grinding and turning, Step-Tec makes up a crucial component of GF Manufacturing Solutions, an innovative group known for its expert tool, die and moldmaking applications

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GF Machining Solutions – Step-Tec

D

etermined to always be at the cutting-edge of motor spindle technology, Step-Tec offers a wide range of tools and services for applications across the aerospace, medical technology, precision engineering and automotive sectors. As part of GF Machining Solutions (GF), Step-Tec enjoys a thriving, innovative and constantly curious company culture, surrounded by leading experts in the field, state-of-the-art technology, and years of industry experience. Now seeking to ensure the future of sustainable, as well as successful, business, Step-Tec works with the wider GF Machining Solutions group to promote environmentally conscious manufacturing.

Step-Tec’s parent company, GF, has a long history of technology leadership, which has allowed it to expand its original offering into a wide range of sectors. A desire to pave the way for new technologies and ideas has spurred customer growth and kept GF future-orientated, as it has continued to grow over the last 160 years.

Starting as a general manufacturer in 1861, under the name Staid & Cie, GF later evolved into Ateliers des Charmilles, an automotive manufacturer established in 1906. After 40 years of experience in the sector, Atelier des Charmilles began to research and develop EDM technology for industrial applications, beginning in earnest GF’s practice of developing cutting-edge innovations at the forefront of industry.

Over the following century, GF would develop EDM technology further, and branch out into laser texturing, automation, and, notably, spindle technology, with the acquisition of Step-Tec in 2002. In 2014, the group opened a new chapter, with a rebrand that saw GF AgieCharmilles become GF Machining Solutions. The name change offered GF an opportunity to communicate how it has become much more than a supplier of machine tools.

The company has also acquired a number of market specialists in recent years, including Leitchi Engineering in 2014, followed by Microlution, a micro-machining company, and Symmedia, a software specialist, in 2016.

As it has grown and developed, GF has fostered a culture of ingenuity in each company under its umbrella.

This has helped Step-Tec stay competitive in contemporary worldwide markets that are characterized by sales

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increases, high demands for productivity, and competitive cost savings. Machine builders need innovation in order to remain agile enough to compete in these markets, and Step-Tec offers the best equipment for the job. Step-Tec motor spindles help improve machine tool performance and application quality, whilst also reducing the total cost of integration.

As a result, Step-Tec’s platform solutions strengthen the ability of any manufacturer to respond to new product requirements, through high-frequency, motorized spindles that provide more than just hardware. By offering complete platform solutions, Step-Tec supports its clients in producing best-in-class products with maximum availability. Offering not only the best products, but the best service, Step-Tec engineers have plenty of technical knowhow, accessories and software packages that provide life-long support for manufacturers and builders.

There are three key assets that ensure the reliability and reusability of Step-Tec spindles. Firstly, the spindles are known for

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their compact design, which helps customers achieve the highest possible level of precision.

The company’s unique stable spindle system offers proven results for machine builders, and the select bearing systems deliver minimal axial displacement of the spindle shaft in a slim housing.

Next, Step-Tec ensures each of its components is built with temperature stability in mind. For precise machining and longer machine life, Step-Tec uses its advanced technology to stabilize temperature behavior faster than any other spindle on the market. This technology uses Opticool and COOL-Core cooling composite to manage the temperature fluctuations that naturally result from speed changes. This yields better part results, and keeps machines running for longer.

Keeping its customer’s operations up-andrunning is of absolute importance to Step-Tec, and that’s why its spindles are developed to ensure long-life use. These spindles set the industry standard for product longevity, as well as precision and economy. Step-tec’s constant innovation, in-house production of key spindle

elements, specialized technology and quality assurance have established the company as a proven industry leader time and again.

Step-Tec’s portfolio of products and services extends beyond the spindle itself, as the company is also known for its afterpurchase support, and numerous training and consultation options. Any customer with a Step-Tec spindle is entitled to a personal Step-Tec representative and point of contact, who can facilitate onsite support, in-depth maintenance information, and preventative repairs. The company also offers global logistics support, application consulting, maintenance on all spindles, and training in all these areas.

Step-Tec motor spindle service relies on a global network of repair centers. These information and support hubs are backed by more than 25 years of experience with the entire lifecycle of spindle products.

As a company, Step-Tec values all of its customers, recognizing the unique, individual requirements of every spindle application.

The flexibility of Step-Tec’s spindle technology means that the company serves a diverse range of industries, and as a result, is dedicated to providing customized solutions for each and every one.

Even in the most fast-growing market segments, Step-Tec reliably offers the support necessary to integrate its highly-intelligent solutions with existing manufacturing infrastructures. Its fully predictive, highperformance, resource-efficient spindles are a

GF Machining Solutions – Step-Tec

main-stay in numerous demanding sectors, such as aerospace and medicine technology.

Aerospace machining demands dedicated motor spindles that provide cost-effective productivity, whilst maintaining high quality standards. Step-Tec’s engineers have a deep understanding of aerospace applications and their demands, which in turn is reflected in the strength of their product. For aerospace manufacturers, technical requirements trigger business challenges, including productivity, quality and cost reduction. To increase performance and ensure safety, machine tools must support the entire machining process from cutting parameters to part approval. As a spindle manufacturer, Step-Tec meets these technical challenges head-on, ensuring that each product is accompanied by unparalleled service and knowledgeable, accessible training resources.

On the other end of the application spectrum is the medicine technology sector, which Step-Tec serves with a strong focus on product safety. In order to offer products for medical applications, the company exerts considerable effort in regulating its operations.

In order to receive permission to build components for medical machinery, StepTec must ensure its spindles are 100 percent reliable, and quality assured. These products are absolutely critical, and as a result the requirements consistently met by Step-Tec are incredibly high.

The materials within the med-tech industry vary from tough nickelbased alloys, used in bone

plates, to over cobalt chrome and Inox, used in hip implants. Tool-costs influence the process, and Step-Tec’s part integrity must be aligned with these processes. The company’s spindle solutions allow customers to monitor the whole process, thus maintaining compliance with the necessary standards, whilst improving the process with regards to tool usage. Additionally, the spindles can be used both for milling and grinding, which enables customers to machine a wide range of different materials and parts.

As the company consistently reaches such high standards of quality, reliability and efficiency, its spindles are useful for applications in a variety of alternative sectors; as well as medical technology and aerospace, Step-Tec serves the ICT and EC, precision mechanics, packaging, machinery and general mechanics, and transportation sectors. With such a high level of involvement in these areas, Step-Tec has also made efforts to remain sustainable, and offer an environmentally conscious alternative to manufacturers on a global scale.

Step-Tec’s goals are organized into economic, environmental and social targets. These targets

are focused on activities such as improving safety at work, making optimal use of resources, reduction of the generation of greenhouse gases, developing innovative and energy-efficient products and ensuring sustainability in the supply chain. As the company website states: “Growth is not a purpose in and of itself. It becomes a motor for sustainable development when optimized material and energy flows improve the performance of both the company and customers, and drive the protection of natural resources and the climate.”

As it continues to drive ingenuity, innovation, high-standards and environmental consciousness, Step-Tec sees ongoing success, and increased applications for its spindle technology. Moving into 2022, the company will no doubt continue to thrive, as it remains one step ahead. v

GF Machining Solutions – Step-Tec https://www.gfms.com/en-gb/solutions/step-tec-spindles.html Products: Motor Spindle Manufacturer

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Filtration innovation

L Following a strong performance in 2021, Amazon Filters is predicting equally positive results for its innovative filtration solutions in 2022

Neil Pizzey

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iving up to its reputation as one of the world’s leading manufacturers of filtration solutions, Amazon Filters enjoyed a positive twelve months of business in 2021. Despite the lingering presence of Covid-19, the organization has recorded stronger than expected revenue, either meeting or exceeding targets across all its activities. Talking to Manufacturing Today, Managing Director Neil Pizzey delves into some of the key factors behind another successful year: “The first thing that comes to mind has been our ability to turn around urgent orders for customers in need when other, larger suppliers have let them down,” he begins. “Many times, and in critical sectors such as pharmaceuticals, we have been able to design, make and ship bespoke filters and housings under our ‘quick and able’ manufacturing capacity, delivering real customer value and proving the worth of our investment programme.

“Diversification has also been key, both by sector and geography,” Neil continues. “We service a wide range of process industries globally that rely on high quality filtration products. This includes growth sectors like

renewable energy and biopharmaceuticals, as well as sectors we are strengthening in with specialist products like municipal water, chemical processing and liquid coatings. These weren’t necessarily core to us in the past.”

As a growing company, Amazon Filters is benefitting from a recently increased headcount, along with an expanded shipping and despatch team to better fulfil customer demand. Having worked flexibly to overcome the persistent operational challenges of the last 18 months, the company’s progress has continued unfettered.

“Seeing the company grow and prosper in spite of the difficulties we have seen across the world during the Covid crisis has been a real highlight for us,” Neil says. “I am very proud of how our team has stepped up, including those who have adapted seamlessly to working from home, as well as those dealing with the stresses of continuing to work on site.

“As well as investment into ‘quick and able’ manufacturing here in the UK, we are now focusing more of our efforts outside Europe, on the American and Asia-Pacific markets in particular. We have appointed a US-based Sales Manager responsible for market development in North and South America, and we are actively

Amazon Filters seeking to strengthen our distribution network in these territories.”

To support the company’s ongoing growth, Amazon Filters has recently undergone a significant program of capital investment at its Surrey-based UK production facility. In the last few years, the firm has ploughed funds into a number of initiatives, including the introduction of handling and welding automation equipment for the metal fabrication workshop, and the bringing in-house of a variety of pressed and machined component parts.

“On top of this,” Neil adds, “we have a completely new production hall and further equipment to boost capacity for our meltblown and pleated cartridge products. It’s helping us turn around orders more quickly, especially the larger ones. Increasing capacity gives us more opportunity to target specialist markets, whereas previously some projects would have been out of scope.”

Aided by its upgraded facilities, Amazon Filters launched a host of new products in 2021, including a range of filter housings to aid critical processes in the production of biopharmaceuticals – all of which conform to the latest ASME BPE standard and its criteria for hygienic design, materials of construction and fabrication.

Elsewhere, in the oil and gas sector, the company introduced Contour Gas, a product designed to stop black powder contamination accumulating in upstream pipework and harming downstream equipment and instrumentation.

This was accompanied by VisClear II - a range of filter cartridges that help with the challenging filtration processes required for the manufacture of high-viscosity fluids, such as resins, adhesives and coolants (many of which require processing at high temperatures). SupaSep LGP, a high-performance liquid-gas coalescer that supports essential separation processes, rounds off the latest additions now available to Amazon Filters’ clients.

Looking to the future, sustainability is set to be a headline topic for Amazon Filters in 2022 and beyond. Determined to spread the word that a good-quality filter can not only last long-term, but also reduce waste and minimize system contamination, the organization is confident that it can make a real difference to its clients - and the wider world - for years to come.

“Regulatory regimes driving environmental standards and actions are bringing many industries under pressure to make better use of their resources,” Neil reports. “In the municipal water sector, our ‘quick and able’ manufacturing proposition directly supports water companies’ sustainability and AMP7 ambitions, especially in their management of climate events such as flooding and drought.

“Our filters, available for emergency deployment on mobile rental skids, underpin asset management, whether that is through small boundary-box filtration installations or large-volume, fully containerized systems. These sustainability efforts are also reflected in how we carry ourselves as a business, increasing recycling, minimizing waste, using renewable energy where we can and acting efficiently in our use of water.”

With the firm pushing for continuous improvement across its entire operation -

including better use of technology in support of the company’s warehouse and dispatch operations - Amazon Filters is ready to reengage with its customer base, acquire more manufacturing space, hire more staff, and, most importantly, invest in the future of all of its people.

“Despite all the challenges, our staff have coped admirably during the last two years,” Neil declares. “I am proud of how we have supported vaccine production and healthcare provision, as well as helping to keep numerous industrial sectors running. We are a small cog in a large machine, but we are quite an important one!” v

Amazon Filters www.amazonfilters.com Services: Filtration solutions

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Persistence and perseverance W

Since its formation, Sugden Ltd and Baldwin Technical Services has worked tirelessly to develop its equipment, and regardless of the pandemic’s impact, the company has been even more determined to remain a manufacturing leader 108 l www.manufacturing-today.com

hen we last spoke with Sugden Ltd and Baldwin Technical Services (Sugden), the company had recently made the acquisition of VanderPol Waffle Systems’ intellectual property. Following 12 months of negotiation, Sugden finalized the acquisition in December 2020, allowing the firm to expand its offerings, and supply and install a full range of popular VanderPol waffle solutions (Stroop Waffles, Belgian Waffles, Funcakes and Soft Waffles). Chris Baldwin, the Managing Director of the business, shared with us plans for the business to continue to evolve. However, since then, the world has been struck by Covid-19, and now, Chris speaks with us about his reflections on the challenges currently facing the manufacturing industry as a result of the pandemic, and how Sugden is working to overcome them.

With over 45 years of experience in the creation of custom-configured griddle technology, Sugden is a world leader in the design and manufacture of hotplate plants for the production of pancakes, English muffins, crumpets, potato cakes, Welsh cakes and farls, and soda bread. Throughout his time with the business, Chris has been proud of its performance, but never more so than with how the company has faced the challenges of 2021. He is expectant of a promising future for Sugden. “This year has been the most difficult I have experienced so far. Not being able to travel and meet clients has been particularly tough because that is really important to the culture of our business. However, now that businesses are picking up and able to bring their operations back to life again, our manufacturing has followed suit. 2022 is going to be really busy

Sugden Ltd and Baldwin Technical Services

for us across the board, and we have spent the past few months learning as much as we can to keep growing and improving, so I think that it will soon pay off,” shares Chris.

“For example, we have a growing demand of our mini hot plates, and we’re trying to stretch that to a global client base. It’s a mini hot plate that will do crumpets, pikelets and pancakes, and in a very small footprint of 800 crumpets to 1200 pancakes an hour. We envisage these products will get more popular in countries like Russia, North America and wider in Europe, so hopefully sales will go up and that demand will be met by a larger line.

We are excited to get one of those into the marketplace,” he says.

Productive period

Sugden’s capabilities are made possible through the synergy of three companies within the group. “We have Baldwin Technical Servicing Heywood, Sugden and CFE-Lighting,” Chris informs us. “Baldwin Technical has been installing bulk ingredient systems, such as silos and weigh stations, for us for quite a few years now, and is really growing into a good chunk of the business. Each of these facets allow us to provide a full turnkey system, which has enabled us to ramp up the number of quotes we receive,” he explains.

In order for the businesses to succeed as a team, they have had to adopt excellent communication practices that encourage a space to share expertise and support each of the respective companies through difficult

times. This proved to be incredibly beneficial over the past two years. “Baldwin Technical has been very strong throughout the pandemic, CFE even more so, despite the fact that trying to sell lights is difficult when people

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Crumpet plant

are hesitant about in-person meetings, and probably won’t change the light fitting until it’s absolutely necessary. Regardless of this, we have been able to pull everyone together, and have undergone a selection of changes, which include an internal restructure, and a product development process that has been tested to guarantee it is 100 percent safe. So, I feel as though the past 18 months have been incredibly productive for us, and we’ve done the best that we can,” says Chris.

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Business opportunities

Chris mentioned the inability to travel and meet clients in person. This, according to Chris, was a drastic change that Sugden’s team had to quickly adapt to. Since then, he has become more accepting and agile to the circumstances.

“The ‘new normal’ has brought something to the table in terms of exporting on a global

market; it’s not really necessary to have every single meeting face-to-face anymore. If it is crucial to get the sale and make sure the

Sugden Ltd and Baldwin Technical Services

Caramel waffle line

Mini hotplate

customer understands exactly what they are getting and providing before they commit, then we remain determined to make that happen. For example, we are booked in to the IBIE event in Las Vegas in September 2022 and the Gulfood Dubai in November 2022.

We will be exhibiting there and also at the Interpack and IBA Germany in 2023.

“What was quite frustrating was how the pandemic stopped us in our tracks just as we moved into our new facility,” he continues.

“We had a large order to fulfil for Australia

but it took longer than usual owing to the travel restrictions - we couldn’t really deliver until six months after we had agreed. The truth is that we are yet to be tested to our full capacity, but I am optimistic that will come when we get multiple orders at the same time, so we are ready for it.

“We have more capabilities in the project department to help from start to finish, which

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Sugden Ltd and Baldwin Technical Services is critical. The extra staff that we have brought on board are involved in overseeing every department to make sure operations run smoothly and everything is on time and up to date etc. I don’t know how long this will last, but lead times have been largely extended, and that does help in a way because people have

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to place an order in advance of when they normally would. Typically, it might be a 30-week delivery so people wait for 30 weeks until they need it, but now can be up to 50-week delivery, and so customers have to place an order 20 weeks prior. It benefits us because we can plan better for the client,” he expresses.

Now, looking ahead, “multiple sales lines sold and installed globally” is what a successful 2022 would look like for Chris. As Sugden moves away from the height of the pandemic, he is excited about the opportunity for the business to finally reach its full potential. “We have orders that are either already in place, or are being finalized now. Then, we also have UK orders coming in, as well as orders from overseas. It will be exciting to export globally, and is an achievement that I am particularly proud of.

When a customer in North America, Australia or New Zealand or Japan wants to buy from you, it demonstrates that they’re putting their trust in you to provide a quality system, and that is what Sugden is all about,” he concludes.

The journey of Sugden serves as a reminder that despite the obstacles inflicted by the pandemic, businesses across the world are

proving to be more and more resilient. We look forward to catching up again soon with Chris to hear more about how the company has continued to grow from strength-to-strength, remaining one of the leading names in the manufacturing industry. v

Sugden Ltd and Baldwin Technical Services

www.sugden.ltd.uk Services: Hotplate manufacturer

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