Manufacturing Today Issue 198 March 2022

Manufacturing www.manufacturing-today.com

BEST PRACTICES FOR INDUSTRY LEADERS

Issue 198 2022

today

Taking on the impossible Understanding the significant role that its cleanroom facilities play in the fight against serious diseases drives AES Clean Technology (AES) to continuously improve and evolve Delivering safety: Manufacturers need to make it easier for employees to identify and mitigate workplace hazards. Visual literacy training and technology can help An unstoppable combination: When you join the IoT with AI, the two are capable of delivering intelligent, connecting systems that can self-correct and self-heal A positive impact: Ethical manufacturing requires creating inclusive environments that promote sustainable production while benefiting the local community

Chairman - Andrew Schofield

Editor’s Letter

Managing Director - Joe Woolsgrove Editor - Libbie Hammond Assistant Editor - Will Daynes Staff Writers Daniel Baksi • 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 Jeff Goldenberg • Dan Harrison Melanie Joyce • James Page • Wendy Russell Richard Saunders • Kieran Shukri Advertising Sales Johanna Bailey • Mike Berger Jessica Eglington • James Fuller Alex Hartley • Reid Lingle Sam Surrell • Theresa Stark Gregory Waller Florida General Manager - Ryan Finn Boston General Manager - Joy Francesconi

Hello and welcome to the March issue of Manufacturing Today.

UK manufacturing output grew at a brisk pace in the three months to March, according to the latest monthly CBI Industrial Trends Survey. It’s great to see strong order books and output growth, with US manufacturing output also reported as increasing in February, but both countries progress is likely to be stalled by the Russia/Ukraine conflict, and the CBI figures also revealed that a high percentage of UK manufacturers are expecting to increase prices.

In his response to the UK Chancellor’s Spring Statement, Stephen Phipson, Chief Executive of Make UK, described manufacturers as facing eye watering cost increases and saw little support for them in the Statement. What were your thoughts?

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Libbie Hammond EDITOR

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Administration Rory Gallacher • Ibby Mundhir Accounts - Rachael Leftley

ON THE COVER

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BEST PRACTICES FOR INDUSTRY LEADERS

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Manufacturing Today Magazine

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Our cover story this issue looks at

the operations of AES Clean Technology, a business dedicated to designing and manufacturing leading cleanrooms. Grant Merrill, the company’s CEO, explains that it is working with clients who are trying to cure cancer, autoimmune diseases, MS, diabetes - truly noble goals. “…to know that we are playing a small part in enabling that science to succeed is exciting for us, and that is our goal as a company,” he said. To read more about this fascinating business, visit page 30.

Issue 198 2022

today

Taking on the impossible Understanding the significant role that its cleanroom facilities play in the fight against serious diseases drives AES Clean Technology (AES) to continuously improve and evolve Delivering safety: Manufacturers need to make it easier for employees to identify and mitigate workplace hazards. Visual literacy training and technology can help An unstoppable combination: When you join the IoT with AI, the two are capable of delivering intelligent, connecting systems that can self-correct and self-heal A positive impact: Ethical manufacturing requires creating inclusive environments that promote sustainable production while benefiting the local community

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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

18

ISSUE FEATURES 6

Corin Group

Safety

As labor shortages disrupt the industry, companies must prioritize workplace safety by making it easier for employees to identify and mitigate workplace hazards. What tools can help?

8

34

Artificial intelligence

Can artificial intelligence (AI) and edge analytics be seen as a ‘power couple’? Johan Jonzon of Crosser believes the combination could unlock the next generation of manufacturing

10 Ethical manufacturing

There are multiple ways for a business to be an ethical manufacturer, but it is a holistic approach that starts with design and extends all the way out to how it impacts communities

Tonal

48

12 Automation

Pairing automation tools with artificial intelligence can drive innovation and cost-saving efficiencies, but research by IBM has revealed the adoption of this approach is uneven across Europe

14 Manufacturing news

Steeper Group

Updates and announcements from the manufacturing arena

14

64

David Brown Santasalo 2 l www.manufacturing-today.com

COMPANY PROFILES

24

COVER STORY

30

Harris Products Group

AES Clean Technology

40

44

SOLIDUS Solutions

Majestic Steel USA

54

60

Gunnebo Fastening

Colart

70

72

Rhino Products

SPP Pumps Limited www.manufacturing-today.com l 3

...Contents continued 78

82

IE

Getman Corporation

94

98

Kyocera SLD Laser

Tri-Wall UK

110

114

SencorpWhite

Turbocam International

128

132

Diamond Box

Renson Ventilation

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86

90

Allied Hygiene

Steves & Sons Inc

102

106

Weiss-Aug Group

Formulated Solutions

120

124

Lake Chemicals and Minerals Ltd

MöllerTech UK Ltd

136

140

Lawrence David

Libra Industries www.manufacturing-today.com l 5

Delivering safety A

ccording to the International Labor Organization (ILO), more than 2.3 million workers die every year as a result of occupational accidents or work-related diseases. As labor shortages disrupt the industry, companies must prioritize workplace safety by making it easier for employees to identify and mitigate workplace hazards. The key to a safer work environment is finding innovative ways to train teams to identify hazards with Industry 4.0 tools that best support in-the-moment decisions. These tools can also encourage employee engagement and productivity for a more resilient business.

The problem

The manufacturing industry faces a critical skills gap in the wake of the pandemic, which will lead to millions of unfilled manufacturing jobs in coming years. Furthermore, 85 percent of the global workforce is disengaged, which means hazards in the workplace can often be overlooked. In fact, employee disengagement can double the number of accidents and injuries.

Despite industry-wide progress, many frontline workers are still concerned about their safety. Fortunately, organizations can overcome this challenge by implementing Industry 4.0 tools. These tools can help attract a new workforce generation, enable worker productivity, and engage workers in safety and quality, allowing companies to emerge as leading employers that recruit and retain the best talent.

However, many workers don’t feel equipped with the right technology training, even though these tools are proven to increase

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productivity. On a global scale, 90 percent of workers with access to good technology reported being more productive on the job, and only 12 percent of respondents with access to ‘poor’ tech at work reported being productive. A disengaged workforce and outdated solutions hinder the ability to identify and address issues in real-time and ultimately increase the risk of a workplace accident.

In addition to employee safety concerns, companies also have a financial impact to consider. The ILO estimates that the annual cost to the global economy from workplace deaths and work-related diseases alone is a staggering $3 trillion. In the United States, companies pay over $1 billion per week for workplace injuries, according to the US Bureau of Labor Statistics. According to Gallup’s State of the Global Workplace report, the economic consequences of the global ‘norm’ of worker disengagement equates to approximately $7 trillion in lost productivity.

The solution: visual literacy training and mobile connected worker technology

With the proper visual literacy training and technology, decision makers, safety leaders and supervisors have the opportunity to engage employees. Fortunately, investing in mobile Connected Worker applications, which transform communication between workers and leaders and provide real-time visibility to what is happening on the floor, has become a proven way to increase engagement.

These solutions can be easily implemented on devices that frontline workers are already using, like mobile phones and tablets. In the US, more than 96 percent of younger workers already have smartphones,

Safety

Incorporating visual literacy with mobile connected worker applications for safer workplaces - how hazard recognition training and in-the-moment support helps manufacturers improve safety programs, engagement and mitigate risks at the earliest point possible. By Robin Fleming and Douglas Pontsler and using digital technology is an expectation for this generation.

Manufacturers who adopt new mobile applications are less likely to cause friction or require time-consuming training sessions. This leads to increased engagement, and encourages the most knowledgeable workers to be leaders in data collection and sharing best practices.

In addition, companies that use mobile applications to unlock data and discover what’s happening in real-time can identify patterns and trends and act quickly on the information. Incorporating visual literacy training into mobile Connected Workers applications takes employee engagement a step further because it enhances workers’ ability to see those hazards and communicate them appropriately.

Overall, this combination of tools provides a two-fold solution.

It helps workers determine what risk a given hazard represents, and decide the appropriate action to mitigate its potential impact.

By collecting this information in real-time, it can also help leaders understand the risk profiles of their work areas and proactively resolve safety concerns before an incident occurs.

The benefits

Incorporating mobile Connected Worker applications with visual literacy and enhanced hazard recognition training has three key benefits.

First, and most importantly, incorporating daily work practices that include these tools can dramatically improve risk mitigation and reduce serious injuries and fatalities (SIFS). Similarly, visual literacy training engages workers to evaluate their work conditions in order to identify concerns and communicate risks before an accident occurs.

One international company whose US employees received visual literacy training identified 132 new hazards in a specific work area that was previously risk assessed. Another company utilized photographs to analyze potential hazards using instructions from visual literacy training.

As more companies invest in Industry 4.0 tools, including workplace safety technology, companies can reap the benefits of real-time hazard identification and assessment taught by visual literacy tools.

Developing critical thinking is another added benefit of incorporating visual literacy training. Mobile Connected Worker applications that provide in-the-moment prompts and guidance also support the development of critical thinking skills. By following a disciplined process of improving what is seen, assessing what it means, and determining what action to take simplifies complicated work environments and focuses attention on what really matters. This can help everyone on a team not to feel overwhelmed by the amount of data being captured through audits, observations, checklists, work permits and more.

Lastly, leaders have the opportunity for real-time visibility into various situations to capture insights and analyze trends and top areas of risk, which leads to agile continuous improvements. Evaluated trends can reveal insights such as, what the recurring issues are, the efficacy of processes, and if there is a pattern among hazards identified. This makes data actionable, and as a result, money, and time are saved as well leading to a safer worker environment.

A Connected Workforce is the future

According to IDC, 70 percent of all organizations globally will have accelerated the use of Industry 4.0 digital technologies by 2022, and mobile Connected Worker applications will play an important role in transforming existing business processes to drive worker productivity, safety and business resiliency.

As McKinsey notes, digital is no longer optional. Incorporating visual literacy training and Connected Worker software can truly improve worker engagement, and ultimately your safety program, by identifying and mitigating risks at the earliest point. v For a list of the sources used in this article, please contact the editor.

Robin Fleming Robin Fleming is the co-founder of Anvl, an award winning software company helping companies unlock real-time data to improve product quality, safety and productivity. Anvl’s easy-to-use mobile Connected Worker platform has collected over 16.5 million leading data points and routinely sees over 90 percent engagement from its user base. www.anvl.com

Douglas Pontsler Douglas Pontsler is the Chairman and Managing Director for COVE: Center of Visual Expertise at the Toledo Museum of Art. Prior to his current role, Pontsler was the former vice president of operations sustainability and EHS for Owens Corning (retired). www.covectr.com/home

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An unstoppable combination

A power couple both complements one another’s strengths and supports one another’s individuality.

Although artificial intelligence (AI) and edge analytics aren’t the first combination to come to mind, their united front has the ability to transform the way manufacturers understand their machines.

Here Johan Jonzon explains how combining AI with the IoT can unlock the next generation of manufacturing

T

he IoT and AI are separate technology trends that are both making waves in industry. The IoT can connect devices together, giving and receiving signals like a nervous system.

In contrast, AI can act as a brain, using data to make informed decisions that control the overall system.

Combined efforts

When joined together, the two are capable of delivering intelligent, connecting systems that can self-correct and self-heal themselves forming the Artificial Intelligence of Things (AIoT). Conventional IoT technologies such as cloud computing and machine-to-machine (M2M) communication have allowed manufacturers to complete three key tasks: connect machines, store data and make it meaningful. Now, as we introduce AIoT, they can benefit from a fourth capability - to act.

However, to make AIoT feasible, manufacturers need a data management system that can support fast decision making. While cloud storage is possible, analyzing data closer to its source - at the edge - takes AIoT to the next level.

Streamlined production

To unlock the power of AI, decisions need to be made with as little latency as possible. If the AI system receives an alert that there is

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a machine fault, or the speed or movement pattern of a machine should be altered for more productive operations, it can act on these insights immediately and halt or alter production.

By integrating the AI system at the edge, instead of the cloud, manufacturers can unlock the value of ultralow latency, allowing machines to be switched off as quickly as possible and fewer products are damaged or defective. The same is applicable for process optimization activities, such as changing the speed or type of movement of a machine. An AI system at the edge can send instructions to equipment to improve its performance faster than from the cloud.

Upgraded benefits

Integrating AI and processing data at the edge offers increased security. Cloud computing can present a number of security issues, as the data is stored by a third-par ty provider away from the company’s premises, and is accessible over the internet. Edge computing can work as a complement to overcome these security concerns by filtering out sensitive information at the source and storing it on-premise, so there is less transfer of confidential material to the cloud.

Another use case where it is advantageous to integrate AIoT at

Artificial intelligence

Enter edge analytics

the edge is when visual inspection systems are involved. Cameras and sensors create massive amounts of data, and therefore it makes better sense to analyze and filter this data at the edge, instead of sending it all to the cloud or large centralized system.

In addition, facilities often have a high number of mobile devices connected to the AIoT, and are therefore handling a huge amount of data. Sending all of this data to the cloud may not be possible, so it’s better to conduct the analysis at the edge. Edge analytics can extract the higher-value features from the raw data, sending only the important and necessary information to the cloud, such as remaining machine lifetime, for example.

Integrating the AIoT

In order to integrate AIoT at the edge, industry leaders must first build an AI model offline. They must then train the model using previously stored datasets until it meets requirements before exporting and applying it online with new live data.

However, applying the model to real-time data in an online scenario is very different to testing it on stored data that has already been sorted in the training stage. Real-time data hasn’t been filtered or categorized, and each set may arrive at different times, creating a chaos of information for the AIoT.

To make sense of the data, it must be processed before it can be used by the AIoT. That’s where edge analytics come in. The Crosser Platform can help prepare the data in a number of ways before it reaches the AIoT. For example, it can harmonize data from the wide variety of machines on the factory floor, that might be in different formats as it has travelled in from multiple sources.

Data from different sources and formats is aggregated by the platform at regular intervals. In addition, if the data sources have different sampling rates, then the platform can fill in intermediate values so that the models can be updated with new data from all the sensors in each update. It can also create different types of windows over time series data.

The platform can also be used for feature extraction. Depending on the model being used, additional features may need to be created out of the raw data. This could be, for example, taking vibration data and converting it from the time domain into the frequency domain. All of these steps streamline the data before it reaches the AIoT. It’s true that machine intelligence holds great power, but other supporting technologies can help uncover its full potential. Industry leaders who integrate the AIoT at the edge can reap the benefits of an efficient and reactive control system - optimizing processes, fast. v For a list of the sources used in this article, please contact the editor.

Johan Jonzon Johan Jonzon is CMO and Co-Founder of Crosser, a Swedish software company with installations in over 20 different countries. It designs and develops a Low-Code software platform for streaming analytics, automation and integration for any edge, on-premise or cloud. Its aim is to remove complexity, simplify development and to enable non-programmers to innovate faster with a dramatically lower total cost of ownership. Its vision is that there are enormous business opportunities for companies When Machines Talk™. www.crosser.io

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A positive impact What is ethical manufacturing and why is it so important?

B

usinesses have a big impact on their community, whether that involves how they care for the environment or how they contribute to the lives of their staff. This is particularly true for manufacturers. Their presence is vital in supporting communities and providing essential products for consumers and other businesses, but their environmental impact can be large. The challenge for manufacturers is how to achieve an ethical status while improving their business processes. From eliminating waste to developing staff, ethical manufacturing has many forms. Here, we explore the topic of ethical manufacturing, understanding what it means, why it’s important, and how a business can achieve a positive impact in the world.

What does ethical manufacturing mean?

Ethical manufacturing is a holistic approach to the manufacturing process that focuses on good health for all involved. This means that a product’s design, creation, and use maintain sustainable standards and that the item

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and the process of making these has a positive impact on communities.

An ethical manufacturer has oversight and cares about each section of their business and their own supply chain, prioritizing the well-being of both customers and staff, as well as the environment in which they work, shop, and source materials.

Ethical businesses want to operate in the best interest of workers.

The health and happiness of staff become priorities, going beyond the standard legal requirements. This means that safety is not sacrificed, and workers are treated fairly. In turn, this can benefit a business through a boost in productivity and staff retention.

Ethical production may include material and energy use. Is renewable energy used as part of the manufacturing process? Are materials recycled or are products designed to minimize the amount of waste produced in manufacturing?

This is key for many manufacturing businesses that have waste management issues, such as fashion and clothing manufacturers. An

Ethical manufacturing

Also, ethical businesses that provide a positive work environment are likely to improve productivity. Ethical businesses can continue the development of staff and their skills, improving their work. Oxford University found that happy workers are 13 percent more productive than those who are not. Training staff could also help retention, as 93 percent of employees said they would stay at a company longer if it invested in their career. Ethical manufacturing businesses do not just have to rely on material sustainability - the ethical impact can extend to their workers as well.

Sustainability and ethical manufacturing are also key to attracting customers. Ninety-two percent of millennials said they were more likely to purchase from an ethical company, displaying a need to know that their corporate mission is genuine and from a well-founded place.

From a business perspective, ethical manufacturing has clear financial benefits. Aligning your production, staff development, and customer outreach within a framework of ethical manufacturing can lead to improved quality, more productivity, and increased revenue.

Becoming an ethical business

estimated 92 million tons of textile waste is created annually from the fashion industry. Ethical clothing manufacturers must ensure that their processes decrease or limit their waste through the design of their garments or by reusing materials. This process can be extended and translated across other manufacturing industries.

Why is ethical manufacturing important for businesses?

Ethical production is important for staff, customers, and environmental well-being. But it can also have significant benefits for businesses.

By utilizing sustainable processes and materials, manufacturers are ensuring that their future is secure. For example, some toilet paper companies will plant trees to replace the ones used for their production. This action is circular, as it means that their impact on the environment is limited and that they have future materials to continue their manufacturing.

As discussed, there are multiple ways for a business to be an ethical manufacturer. It doesn’t just start and stop with the products you make. Businesses must create inclusive environments that promote sustainable production while benefiting the local community.

This is achieved at many layers within a business. Sustainably sourced materials may include recycled goods or items sourced from another local manufacturer. This reduces waste and limits transport needs, which can have a negative environmental impact.

In the workplace, training, development, and a prioritization of safety can help staff feel happier. Investment in staff is key to creating a positive working culture. This can be achieved through understanding the ambitions of workers and finding ways to help encourage their development through educational courses. Using ethical workwear suppliers to encourage an inclusive work culture will also contribute to your standing. Suitable workwear clothing can also improve safety during the manufacturing process. Combined, training and positive culture can help to boost productivity and your status as an ethical business.

Finally, you should display your status as an ethical manufacturer proudly. Remind customers that your business is acting with the best intentions and processes. By doing this, your customers will use and promote your brand so that your investment in the environment and community provides positive returns. v For a list of the sources used in this article, please contact the editor.

jSD is acclaimed not only for its creative designs but also for innovation throughout the lifecycle of custom corporate clothing. Flexible manufacturing, ethical workwear suppliers, and responsible end-of-life disposal are some of the areas in which jSD is excelling. www.jsd.co.uk

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Realizing the benefits

AI-powered automation is helping free employees from routine tasks, enabling them to focus on more strategic work, explains Jean-Philippe Desbiolles

E

vents of the past 18 months have triggered a radical shift in the way enterprises interact with their employees, partners and customers as lockdowns and social distancing have revealed weaknesses in established business models. This has undermined confidence in old certainties and as a result there’s an increasing awareness that there are better ways to operate.

The growing acceptance of a digital-first approach, with an emphasis on enabling employees to make more informed decisions and work more efficiently by reducing the complexity of their jobs, is driving that realization. The force that is making this a reality is the pairing of automation tools and artificial intelligence (AI).

Infusing AI into automation can drive innovation and cost-saving efficiencies by, for example, integrating machine learning and natural language processing into decision-making. This helps to transform business processes and IT operations into intelligent workflows that connect data from disparate systems, streamline processes and generate actionable insights. Taken together, they can accelerate service delivery for an improved experience for customers, employees and users, as well as help improve bottom-line results.

However, across Europe the adoption of AI for automation in uneven.

There are some clear winners and some underperformers, reveals research

by IBM.

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The European overview

According to the study, which was carried out by Morning Consult across France, Germany, Italy, Spain and the UK, more than half (56 percent) of European IT professionals report that their company is already using automation tools (France 55 percent, Germany 59 percent, Italy 59 percent, Spain 60 percent, UK 49 percent). A further 19 percent report that their employer plans to adopt their use during the next 12 months.

This is encouraging as AI-powered automation enables organizations to apply intelligence across their operations, bridging gaps in workflows. However, the reasons for embracing these tools aren’t uniform and there are clear winners and losers in terms of adoption rates.

The primary driver for using automation software is to help make employees more productive, according to respondents from most countries. Spain leads the way - 39 percent of respondents cited this as the main reason for adopting AI-powered automation. It was followed by Germany (36 percent), France (33 percent) and Italy (31 percent). The UK was the sole exception; although 29 percent cited productivity as a factor, 31 percent of companies were more influenced by cost savings.

Automation

Improved business performance

The benefits outlined by respondents are proven in real-world applications and there’s no better example than the value AI-powered automation has delivered to Lufthansa, Germany’s largest airline - a sector that has felt the full brunt of the pandemic.

The carrier recognized early on that with the right data and AI strategy, it could improve customer services, empower employees and improve operational efficiency. The airline therefore worked with IBM and its cloud computing services to move from AI proof-of-concepts to scaling data science projects across the organization. Lufthansa built a computer platform enabling its data scientists to experiment and test AI projects before rolling them out across the company.

Meanwhile, two of Europe’s leading banks, NatWest and Crédit Mutuel, are using the natural language processing power of IBM Watson Assistant and conversational AI to transform their customer experience and provide much-needed support for human agents by automating responses to online enquiries, many of which are simple, repetitive questions.

Making a smart choice for your AI provider

Getting active with automation

The IBM study also reveals that more than a third of European IT professionals are using, or considering using, automation capabilities for activity monitoring (34 percent); a further 33 percent say automating IT operations is a favored application. In addition, half of respondents say their company is already employing, or considering, automation solutions to drive great efficiencies in processes and tasks; 48 percent are deploying them, or contemplating implementing them, to drive down costs.

The Covid-19 pandemic continues to reshape how we live and work - its impact has seen businesses work overtime to meet the needs of customers, while ensuring employees are productive and safe. This has squeezed margins and hampered competitiveness so it’s little wonder that more than a third (34 percent) of respondents said making employees more productive influenced their decision to use automation tools.

The IBM data also reveals that European IT professionals at larger companies are more likely to report that their organization is using AI for data security and automation of processes (29 percent vs 22 percent), while smaller companies are more likely to report that they are using AI and automation for customer care (26 percent vs 23 percent).

AI-powered automation clearly has the ability to significantly enhance business performance by making all types of information-centric jobs more productive, operations more efficient and client and employee experiences more effective. This is helping AI for automation gain traction. However, more than 60 percent of IT professionals in Europe cite a lack of skills/training to develop and manage trustworthy AI as an issue.

Given the growing business need to adopt AI tools, and the shortfall in available skills, it is essential that companies work with a trusted IT provider with a proven track record of AI implementations. Properly executed, AI-powered automation can help businesses shift their focus from reaction to action; it enables people to use their time more effectively to create greater value.

To ensure the best possible return on investment, an AI application needs to be scalable, flexible and built on futureproof technologies. This will help ensure the best outcomes in a business environment that is increasingly waking up to the power of AI-powered automation. v

Jean-Philippe Desbiolles Jean-Philippe Desbiolles is Global VP, Data, Cognitive & AI (Financial Services), IBM. IBM is a leading global hybrid cloud and AI, and business services provider, helping clients in more than 175 countries capitalize on insights from their data, streamline business processes, reduce costs and gain the competitive edge in their industries. Nearly 3000 government and corporate entities in critical infrastructure areas such as financial services, telecommunications and healthcare rely on IBM to affect their digital transformations quickly, efficiently, and securely. www.ibm.com/uk-en

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NEWS IN BRIEF Congrats due Leading British kitchen manufacturer, Moores, has been proudly celebrating the achievements of a few longstanding members of its workforce over the last few months. Gerald Masheder, Customer Manager in the Builder, Installer and Developer team celebrated his 45 year work anniversary, while Gordon Marshall, Senior Paint Sprayer received his 35 year service award.

As Moores is celebrating 75 years of manufacturing excellence in 2022, these events take on an added significance.

Steve Parkin, CEO of Moores comments: “Many members of our Moores Family have worked here for over half of that time. Our colleagues have and always will play a fundamental role in the success of our business, and we’ll continue to celebrate these fantastic milestones.”

Progress announcement Mullen Automotive, Inc. an emerging electric vehicle (EV) manufacturer, has announced an update on its nextgeneration solid-state polymer battery technology, which is a significant advancement over today’s current lithiumIon batteries.

Mullen’s testing of solid-state polymer cells reveals the potential for a 150-kilowatt-hour battery pack that delivers over 600-plus miles of range and highlights an 18-minute DC fast charge which can yield over 300 miles of range.

“We’ve conducted successful testing and will begin pack level development next,” said David Michery, CEO and chairman of Mullen Automotive. “The test data collected shows an impressive outcome and future for solid-state batteries. To sum up, we tested our 300 Ah (ampere hour) cell which yielded 343 Ah at 4.3 volts, and the results surpassed all expectations. We can say with almost certainty that this technology, once implemented on the Mullen FIVE, will deliver over 600 miles of range on a full charge. The future is bright for Mullen Automotive.”

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Backpack zapper Bunzl, one of the world’s largest cleaning services companies, is partnering with Vycel, Britain’s electrostatic disinfection technology provider, to deploy it’s ‘Vycel 4’ to British corporations.

“Bunzl recognise the fundamental difference between sanitisation and disinfection provided by Vycel Electrostatic technology,” says Vycel Founder and CEO Ken Parker.

“Vycel is providing ‘Michelinstarred’ disinfection standards of commercial kitchens for corporate environments. If we are now being told we all need to learn to live with the virus, we can’t safeguard ourselves, employees and loved ones against future lockdowns or further restrictions with a mop. We’ve got to get serious about protection. Rapid-to-deploy Vycel electrostatic disinfection technology is the answer.”

According to Vycel’s Chairman of the Advisory Board, Marcos Angelini, the former VP of Homecare Latin America for Unilever, the pandemic has made the business environment volatile and unpredictable, but also disrupted communication and teamwork. “Companies that properly protect their staff can bolster job satisfaction and performance,” he says.

Vycel provides certification adhesives which are being displayed in office environments that use Vycel to protect their staff. “Ultimately, there is a fundamental breakdown in terms of understanding the difference between cleaning and disinfecting in the corporate sector,” stated Ken. “Vycel in partnership with Bunzl is changing all of that.”

Award winner For the second year in a row, adi Group, which works with some of the world’s leading manufacturing organisations, has been awarded the Platinum EcoVadis Accreditation.

The EcoVadis award is one of the most prestigious in the industry, with the criteria focusing on four key themes: environment, labor and human rights, ethics, and sustainable procurement.

Having retained its Platinum Accreditation from EcoVadis, adi Group achieved an impressive score of 76 out of 100 and now sits in the top one per cent of businesses in the world who are accredited by this globally-renowned ratings platform.

Alan Lusty, CEO of adi Group (pictured) is delighted at the firm’s latest award and recognition, commenting: “To achieve, as well as retain this accreditation is a testament to all of our responsible business activities, along with the continuous improvement culture we uphold so well across the Group.

“We are beyond thrilled to have been awarded the Platinum Accreditation yet again, demonstrating our ongoing sustainability and socially responsible business efforts.”

Despite the ongoing worldwide difficulties of previous years, adi Group and its employees have led the way for the engineering industry, continuing to deliver first-class results without a break in supply chain.

Manufacturing News New opening in Texas Multi-Wing America, the North American subsidiary of Multi-Wing Group, has opened a new manufacturing plant in New Caney, Texas. Near Houston, the facility has begun production of select high-volume Multi-Wing modular axial fans for engine cooling and HVACR applications. Additionally, SMARTPACK™ and CUSTOMFAN™ fan packs, from E Flow Technologies, will be manufactured in the new facility. E Flow Technologies is an entity of Multi-Wing Group.

“Multi-Wing Group is committed to providing the best possible service to our North American customers,” says Palle Linde, president of Multi-Wing America. “By opening this plant, we are able to accommodate current and future growth and improve delivery times. We also now have a facility that is closer to several key customers.”

The Houston area was selected to complement the company’s current manufacturing plant in Ohio. In addition to offering large customers in the southern United States and Mexico improved delivery times and cost savings, the location was selected because of the area’s strong labor force and friendly regulatory environment.

The same quality system that is in place in Ohio has been established in Texas. In addition to hiring new employees in the area, a few key Ohio employees have relocated to further establish and maintain the maximum continuity and quality that customers expect from Multi-Wing and E Flow.

Stronger position

Infor has revealed that more manufacturing companies are turning to its modern ERP solutions to digitize and increase the efficiency of their production. Tatra Trucks, Škoda Transporation and, most recently, the traditional tractor manufacturer Zetor Tractors are among the customers of Infor’s industry-specific ERP systems focused on discrete manufacturing in Central and Eastern Europe (CEE).

“We are currently registering high demand for process digitization solutions across Central and Eastern Europe,” confirmed David Zeman, Infor’s sales director for CEE. “Higher demands for flexibility, variability and optimization of production processes motivate companies in the automotive and engineering industries to implement modern Infor solutions, whether on-premises or in the cloud.”

Zetor Tractors has decided to deploy Infor’s ERP solution, which will replace multiple subsystems to centralize and digitize business processes. The worldwide supplier of tractors expects that the broad functionality and integration of the ERP system and complementary applications will allow its more than 500 employees to manage the rapidly changing demands of customers more flexibly, de-risking the current unstable environment.

Commenting on the deal, Antonín Kubíček, IT manager at Zetor Tractors said: “Especially in the period of Covid, we faced many challenges due to lack of parts, personnel limitations and other circumstances. We expect the Infor ERP solution will help us with process integration and enable more effective production planning thanks to streamlined order generation, production entry, faster change management and further innovation.”

Major US partnerships Wireless Logic Group, Europe’s leading IoT connectivity platform provider, has recently expanded its global offering by partnering with three major MNOs in the US. “As demand for connected solutions shows no sign of slowing, we are extremely excited about the potential of these agreements to provide local network access for customers deploying solutions in North America,” says Oliver Tucker, Co-Founder & CEO at Wireless Logic. “It’s our extensive relationships with MNOs that enable us to provide unrivalled customer service and to deliver value throughout the IoT connectivity chain. By combining our own ‘built for IoT’ global network – which aggregates the world’s best 4G, 5G and LPWAN radio networks – with coverage from three of America’s major network providers, we are strengthening our position in the global IoT connectivity market.”

Wireless Logic simplifies and automates IoT connectivity, offering a single platform to securely manage connected assets across any network and number of deployments. For customers, this can accelerate time to market, simplify global supply chains and lower total cost of ownership. Through the new agreements, Wireless Logic can deliver local (i.e., non-roaming) cellular connectivity and direct network access for multiple IoT devices and applications in the US as well as parts of Canada and Mexico.

New and existing Wireless Logic customers now have local access to 4G, 5G and low-power wide-area (LPWA) networks as Wireless Logic partners with three of the largest providers of mobile services in the US. Customers will have the capability for international roaming where required.

Together, these partnerships will enable Wireless Logic to sell its managed Internet-of-Things (IoT) connectivity directly to US customers and create new opportunities for European customers to rapidly deploy and future-proof connected solutions in America with confidence.

Access and direct connectivity to all three networks for Wireless Logic customers is available now.

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Going lean A new era is dawning at Corin Group, as the medical devices producer invests in its UK base, and initiates the roll-out of a Lean manufacturing conversion

Terje Hanssen - COO Corin Group

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ince its inception, Corin Group (Corin) has led the way in orthopedic innovation – providing a faster, positive, and more assured return to quality of life for people all over the world.

A specialist in the manufacture of clinically proven medical products for the hip and knee, ankle and shoulder, the company has undertaken several mergers throughout its history, adding a depth of experience to the Corin brand. As a dynamic, global business, now posting steady present-day growth through organic sales and acquisitions, Corin’s mission is clear: to revolutionize orthopedics.

Terje Hanssen, Chief Operating Officer at Corin Group (Corin), is under no illusions about the importance of the company’s work. “We’re a medical device provider, whose ultimate goal is to make people’s lives better, and to provide hospitals with effective, efficient products,” he says. “We have a great product range, particularly for the hip and knee. Our Unity Knee product range, together with our Apex Knee System are two fine examples. For the hip, we’re particularly strong across the cups that we use for the head of the product, while our MetaFix and Paragon are standout, innovative and clinically proven products for the stem.”

What differentiates Corin is the strategy to develop enabling technologies that fuel the hip and knee implant business. “We constantly innovate our pipeline, and we’ve now got some fantastic new products coming through,

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Corin Group

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Corin Group

including new technology for the stems and knee,” Terje continues. “Our surgeons have used Corin devices for many years, and they’ve shown loyalty to our brand. We actively work with those surgeons to develop new products, and as a result we have a very high success rate with our patients. We’re now exploring and developing fresh manufacturing techniques and processes to make our range more efficient to produce in the future.”

Future vision

Alongside its range of orthopedic implants, Corin is also a specialist in the development of replacement technology to aid surgeons and improve patient outcomes. To this end, the company recently launched two new tools. The first, CorinRegistry, is a cloud-based, clinical data analytics platform, designed to support surgeons to make informed and improved clinical decisions for their patient. The second is the company’s cloud based optimized positioning system (OPSInsight), an advanced planning innovation which offers a dynamic assessment of a patient’s hip function to improve hip replacement success rates.

“In both cases, we engage with a surgeon using a combination of this data and other clinical tools such as CT scans, to help them

to analyze how to move and personalize the surgery for a given patient,” Terje explains. “For the knee, we also offer a robotic assistance knee replacement, where we actually deploy robots to help surgeons be more effective in their surgeries.”

In recent months, Corin has been actively engaged in migrating a greater portion of its manufacturing capabilities to the UK, centralizing operations within its Cirencester base. “It’s already a great location, with a fantastic array of talent,” Terje declares. “Nonetheless, we believed that the site could be even better utilized if we took some of our externally procured and sourced products and gravitated those to the UK. We want Cirencester to be the core operating center for our global functions and manufacturing, and we’ve invested in a lot of assets to be able to manufacture for the global lead in the future.”

The site, which boasts an 80,000-squarefoot manufacturing footprint, spread across four separate buildings, is the core of Corin’s orthopedic success. “One of our processes at Cirencester is to produce hip stems from metal bars, in order to fit into a patient’s body,” Terje indicates. “As part of that, we’ll do milling, reclining, linishing, and polishing. We’ll remove the excess. We also carry out passivation, cleaning,

and send the product out to a partner for sterilization.”

As Corin places greater emphasis on its UK manufacturing and distribution, Terje anticipates an influx of new technology at Cirencester.

“Particularly with regards to linishing, we already have excellent manual capabilities, thanks to the talent and the people that we have onboard,” he reflects. “We complement that with robotassisted technology, another asset that we’ve had on-site for several years, but wasn’t always effective. Thanks to a series of programs we’ve recently put in place, that’s set to change.

“Moving forward, we’re confident that approximately 70-to-80 percent of our volume is going to go towards new technology, robots and programs, helping us get more throughput across the facility,” Terje comments. “At the same time, it remains crucial for us to have manual capabilities: it’s a good quality check area, and because we’re talking about products that are going into patients’ bodies, we need to make sure that we have people physically checking the products. Combining this with robotics, we’re able to do more.”

Corin’s pursuit of throughput is one element of a broader pivot within the company, as it looks to embrace Lean manufacturing. As a vocal proponent of Lean, Terje is particularly enthusiastic about the journey, which is set to kick-off later this year. “Our Lean strategy is very clear: we’re going to start with the basics, focusing on three simple things: daily management, standard work, and visual controls,” he outlines. “Having run companies for 25 years, I’m a personal believer that if you do those three things correctly, you’ll get success in any Lean conversion. Once we’ve mastered them, only then will we look to bring in other elements, such as SMED and build quality. After that, we’ll target internal training on delivery, cash, inventory, and cost control, that’s how we’ll drive the company forward.”

Terje’s vision for Corin is derived from a philosophy that views Lean, above all else, as a process. “I’m a very Lean-oriented person,” he admits. “There’s a common attitude among people within the industry that Lean is a toolbox, from which you can just pull out any

Kirkstall Precision Engineering For over 30 years, Kirkstall Precision Engineering has been at the forefront of global precision engineering, utilising the latest skills, procedures, and technologies to become the trusted total solutions provider to a wide range of national and international medical device manufacturers.

Its commitment to quality has seen the business embrace the latest in ERP systems and resulted in flawless ISO13485 accreditation. This is then backed up by significant investment in machines, technology, and skills that each year sees it develop the next generation of precision engineers, while ensuring its long-standing employees are on the curve with the latest engineering developments.

Along with large scale global medical and veterinary customers, ranging from spinal orthopaedic devices to hip replacements and robotic surgery parts, Kirkstall Precision also helps customers explore new procedures by creating small samples of R&D products to help shape the future of medical procedures.

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Like all businesses, Corin was rocked by the arrival of Covid-19 in early 2020. Nevertheless, despite its challenges, the pandemic has also proved an opportunity for learning, and has shed light on the importance of building a reliable roster of suppliers. “Corin isn’t the biggest player in orthopedic medical devices, and therefore being in the constrained supply chain environment of Covid-19 presents a challenge,” Terje concedes. “Thankfully, our suppliers and partners are more than willing to engage with us as an up-and-coming company. In particular, we’re trying to integrate with them in different ways, with greater transparency and more interaction.” number of tools. I’ve worked for organizations where that’s the thinking: they’ll make use of everything available under the Lean and Six Sigma umbrella, but then as soon as it’s done, they’ll stop.

“But in my opinion, Lean isn’t any single thing that you can ‘do’,” he counters. “To execute a Lean conversion successfully, it needs to be continuous: not just a thing you did, but

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something you do every day, and instill within the culture. That’s why we’re focusing on the basics first, and why doing them well is so important. It will provide us with a strong foundation, allowing us to sustain results as we incorporate more and more elements of Lean.

Personally, it’s a development I’m extremely passionate about, and it’s my goal to build Lean into Corin over the coming years.”

Valued partners

For Terje, it’s a point that once again comes back to Lean. “At Corin, there’s certain core competencies that we both want and need to have in-house,” he says. “On the other hand, there are also competencies that we’d prefer our partners to carry out on our behalf. For instance, coating the products is not something that we deem as a core competence at this

Corin Group current point in time, although that’s not to say that it never will be. Instead, we trust in our partner’s capabilities, and we’d prefer it if they were able to take care of that.

“The same is true of product sterilization,” Terje continues. “We’re producing medical devices, and it’s a requirement that they undergo gamma irradiation. Once again, that’s a situation in which it makes more sense for us to look towards a professional partner. They’re part of our supply chain end-to-end, and we need to work with them to be predictable on lead time, and to reduce cycle times together.”

Taking a brief aside from discussion of the factory floor, Terje is keen to underline Corin’s prosperous company culture. “We’re an equal opportunity employer,” he tells us. “We’re proud of the fact that our operations management team has a 50-50 male and female split, which is quite atypical within the industry. Similarly, currently 60 percent of our employees in Operations are promoted from within, and we will increase this to over 80 percent. We have great talent in the organization, and it’s down to their efforts that we’re now building Cirencester

into our key central operational hub, set to export our products right across the globe.”

As Corin looks to build on its success, the company’s strategy is clear. “Our future lies in our ability to create the best product and technology, at the right quality, at the optimum price point, and with great people,” Terje insists.

“To do that, we need to be able to support changes in demand with greater agility. It’s a

journey we’re already starting to embrace. Our challenge now is to generate more velocity in what we do by working with suppliers and partners that share our attitude and mindset.” v

Corin Group www.coringroup.com Products: Orthopedic medical devices

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Mastery,

made from metal Gregory Doria

As a world-leading metalwork manufacturer, the Harris Products Group continues to innovate and excel in the shipping, infrastructure and automotive markets 24 l www.manufacturing-today.com

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he Harris Products Group (Harris Products/ Harris) is an international leader in the brazing, soldering, welding, cutting and gas distribution industries. Serving a vast array of customers, from large-scale manufacturers of HVAC equipment to metal fabrication companies, has allowed Harris Products to build a global reputation for quality, consistency and innovation.

Harris Products Group

We expect to continue to focus on delivering value to our customers with our products, services, and support. With that focus, our expectation is that we will continue to automate our factories, advance our global workforce, drive innovation in our space and continue to grow our footprint

“At the Harris Products Group, we focus on manufacturing the tools and solutions our customers need, in order to keep the world around us running. We are the world leader in joining & fuel cutting products,” introduces Gregory Doria, President at Harris Products.

“Harris is a wholly-owned subsidiary of The Lincoln Electric Company (Lincoln),”

Gregory explains. “The core of the Harris Products Group consists of the acquisition and integration of two independent companies: Harris Calorific Inc., acquired in 1990 with a focus on gas cutting and gas regulation equipment, and J.W. Harris, which was acquired in 2005, as a specialist in brazing and soldering products. In 2006, we merged

these two companies to form The Harris Products Group. This integration supported the combining of consumables and equipment for our customer base. Since then, we have added to the Harris Family of businesses with acquisitions in the solder manufacturing sector, international markets in Europe and Brazil, and the fabricated parts arena for the OEM HVAC

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and refrigeration industry,” he elaborates.

The company is known for its diverse network of customers, and the strong relationships it maintains, as Gregory highlights: “As a global company, our key customers in Europe, Asia and South America are users of our core offering: brazing, solder, industrial cutting equipment and gas regulation. In North America, our largest market, there are really five key markets that we serve: industrial markets, OEMs in the residential and commercial HVAC markets, plumbing and refrigeration contractors, OEMs who provide instrumentation equipment to universities and research institutions, and mass retailers in the home improvement, automotive and fleet markets.”

New innovations

Building and maintaining a diverse product portfolio has allowed Harris to effectively enter and serve new markets throughout its history. High quality and product innovation are key sources of the value Harris provides to its broad array of customers, as Gregory discusses: “At Harris Products, we manufacture a wide range of products to suit a variety of applications. Our brazing alloys are some of our most popular items; Harris manufactures a complete line of phos copper, high silver and flux cored aluminum brazing alloy. Our precision production procedure ensures consistency in product quality, composition, chemistry, dimension and performance.

“We also manufacture a wide range of soldering alloys for both HVAC/R and plumbing applications. Each solder product meets the highest standard for consistency and performance. Similarly, our tubular fabrications are industryleading; with years of experience we can offer a wide range of tubing sizes and materials, including copper, aluminum and brass.”

The company’s impressive range of products doesn’t end there, either, as Harris is now gearing up to release two exciting new innovations, designed and manufactured by the company’s team of experts. “For customers involved with production brazing, we have developed the Perfect Flame™. This is truly an industry first. Poorly brazed pipe joints are often the source of HVAC system leaks. Before the Perfect Flame, it was very difficult to

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Harris Products Group produce consistent brazed joint quality, because production staff could independently adjust the flame setting on their brazing torch.

“Now, with the Perfect Flame, customers can reproduce the ideal flame settings across their entire operation. The internal software controls flame chemistry and flow rates to deliver the exact BTU value, as determined by the customer’s engineering departments. These attributes are saved into the Perfect Flame system and can be replicated over and over again, which reduces the risk of brazed joint failures.

Patent pending tech

CNT Family owned and operated, CNT is a leader in precious metals investments. Growing in the industrial marketplace, CNT has committed resources to provide tailored solutions within this area. Working in direct collaboration with strategic clients, like Harris Products (HPG), CNT crafts customized solutions to handle all phases within the precious metals supply chain. From metal sourcing out of its CME depository to individualized financing, hedging, and leasing programs, its focus is providing clients with a comprehensive experience at the highest level.

“We have also expanded our manifold line to include patent pending technology in our new DataSMART™ fully automatic switchover manifold. Launching in March 2022, DataSMART™ allows total control of the gas system through data collection, analysis, monitoring, measuring, remote pressure adjustment, firmware updates and telemetry.

It is available with a mass flow meter to measure the volume of gas accurately, which

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allows for greater insights that lead to more efficient gas usage. Anywhere a customer has an uninterrupted gas source, DataSMART can help them operate more intelligently,” details Gregory.

Staff development

Harris has always been able to locate and act on areas for improvement in the market. This is something the company culture promotes, through a client-centric way of thinking, as Gregory reveals: “For Harris, it starts with our customers. Having a deep understanding of how our customers use our products, and what their challenges are in their specific applications, is critical to understanding where we need to focus our development efforts. Our team aligns around analyzing and understanding our customer’s key problems, and then incubating research ideas that may or may not result in a market-ready product.

For us, it is important to be willing to take that risk on an idea, as it allows our engineering and development teams to have the freedom to be creative.”

In order to promote this ingenuity, Harris maintains a positive company culture, which encourages employees to remain the best of the best. “Our people are very important to our customers. When we engage employeepartners, who take meaning from their work and understand that everything that they do affects our customers, we are more successful

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Harris Products Group as a company. At the plant level, we continue to work to give our direct labor employees a clear career path, and opportunities to improve their experience and compensation.

We are highly engaged in the development of professional employees, and continue to offer online learning.”

Higher standard strategy

Harris Products has an undeniable focus on people, and nothing makes this clearer than its philanthropic work; as Gregory enthuses: “Harris is actively involved in charities in the local communities where we operate. Our customers are the peak of our focus, but being a good partner to our communities and industry partners is part of being an ethical

and responsible business. We partner with and support local organizations that nurture children in need, such as Abilities First in Ohio and SISU in Georgia, where we have two of our largest footprints.

“We also support Angel’s House of Georgia in Gainesville, which is a program that empowers women to move from active alcohol and drug addiction to a life in recovery as productive members of society. We provide employment opportunities to women who are actively recovering in Angel’s House and provide them with an opportunity to contribute to our mission, and find passion in the work that we do. We currently have several women who are graduates of the program, or are currently engaged in the program, who

Carson Engineering Carson Engineering began a partnership with Harris Products Group in 2016. Since then, the two have collaborated on projects with a focus on the most difficult elements of completed return bend and crossover assemblies. Together, they have increased their capabilities and footprint within the industry.

Harris Products has now become the industry leading supplier for technically advanced tubular assemblies, and Carson Engineering continues to support its efforts, no matter the challenge.

have become important team members and strong individual contributors to our business.”

As it continues to support its surrounding communities, Harris Products embraces an exciting future of its own; “We are now in our second year of our 2025 Higher Standard strategy, which focuses on four core areas: customer-focus, driving solutions and value, developing our employees and embodying operational excellence at every stage of our business.

“We expect to continue to focus on delivering value to our customers with our products, services, and support. With that focus, our expectation is that we will continue to automate our factories, advance our global workforce, drive innovation in our space and continue to grow our footprint,” Gregory concludes. v

Harris Products Group www.harrisproductsgroup.com Services: Metal working products

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Taking on the impossible

Since its inception, AES Clean Technology’s standards for high quality have guided its dedication to designing and manufacturing leading cleanrooms that support the critical processes essential to its customers’ industries

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AES Clean Technology

Grant Merrill

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s a builder of cleanroom facilities for the biotech industry, AES Clean Technology (AES) prides itself on the innovation that contributes to clients that are making a difference throughout the life science sector.

Grant Merrill, the company’s CEO, discusses with Manufacturing Today the expertise that drives the business as the leading cleanroom company that self-performs the design, manufacture, and installation of cGMP modular cleanroom facilities in North America.

“Our core business is designing and building cleanroom facilities for pharmaceutical and biotechnology companies, medical device manufacturers, and

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others serving the life science marketplace.

When we started the business in Pennsylvania in 1986, it was small and regional, but since our inception, we have focused on achieving steady and refined growth. Fast forward to today, and we are a business of 350 people, continuing on that same mission, but doing it on a much grander scale throughout the US, Canada, the Caribbean, Mexico, and Central America.”

According to Grant, in the late 80s and early 90s, Europe was leading innovation in the development of modular architectural finishes for cleanrooms, and AES was fortunate to be an early adopter of that technology. “We implemented modular architectural systems to create the cleanroom facilities because we saw value in the clean construction techniques, the predictable finishes, the performance, and the way those systems assisted in minimizing maintenance for our clients. We then had an opportunity in 2001 to purchase the manufacturing assets of one of our modular system suppliers.

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“So that put us in the position to be what we consider a single source solution for our clients; a one-stop-shop for the execution of any given project,” he says. To get an understanding of the level of pride with which Grant speaks of his company, it is worth noting the value AES places on its projects. Many of these cleanrooms have a mission-critical use, and in most instances, the cleanroom is considered the most crucial square footage in the building. “It’s the most expensive space in the facility because it’s where our clients perform their manufacturing magic.

The requirements for the facility are heavily regulated by the FDA, European agencies, and other global regulatory bodies to ensure that the final product, whether it’s a vaccine or a treatment that cures a disease, is created in the safest of spaces,” Grant adds.

In addition to producing a cleanroom facility that is of the highest possible quality, AES dedicates itself to working closely with its clients to produce the best results. “The theme of how we work together is important in terms of how

we counsel our clients through the process.

Often, we have a situation where a customer needs to develop a manufacturing facility, but they may not understand how to create one that fully protects their science, so as a company, we have built the resources in-house to perform early conceptual planning. To give you more of a specific example, our design team will sit down with a client and a clean sheet of paper, and we will help them develop the facility right from the very beginning. Therefore, we are able to influence the design from the outset and ensure that when the facility is deployed, it will meet all the requirements that the regulatory agencies would expect of the cleanroom.”

Pioneering science

Although customization is key to the company’s portfolio, AES is also determined to improve its efficiency, and as a result, to incorporate a level of standardization within its capabilities.

“Even though we work for many different companies, each with unique specifications, there are repeatable elements of what these facilities require, and we create template designs that can be leveraged across multiple projects. Subsequently, we invest the time and energy into developing module designs that we can deploy faster for clients with similar processes. This enables us to either manufacture that cleanroom system faster, or ideally to have it already manufactured, so it is waiting in inventory. We see great opportunity in leveraging our experience through standardization to help our clients move even faster; we are not creating a custom ‘home’ every single time for each client, but rather making use of repeatable solutions,” Grant shares with us.

With leading capabilities in the life science sector, AES also takes care to nurture an unshakable company culture in which its team

AES Clean Technology feels valued in their work, and the role that their work plays in the industry overall. “Our employees are critical to our operation, and we try to encourage a space in which they really enjoy what they do. It’s a pressure filled business, and one with deadlines and high stress levels to create these optimum performance facilities, so it is really important for us to understand why we do what we do. A great example would be the way in which our work has transformed over the past two years of pandemic response.

Our team can take great pride in knowing that they played a part in bringing together multiple facilities that allowed their own loved ones to receive the Covid-19 vaccine, which was ultimately manufactured inside of AES cleanrooms; that is something quite remarkable.

“The pandemic has impacted the whole world, and shone a new light on the importance of scientific breakthroughs and the facilities that help make them happen. For us as a company, we know that the real magic is in the science of the product itself, but that science cannot flourish without the proper facility to wrap around it for protection, and that is what we do.

So, we know that our facility really does make a difference, and that is truly exciting for us and our partners to realize,” he adds.

Diving deeper into the role the business had in combating the spread of coronavirus, Grant tells us more about a particular project to increase the pace at which vaccines were being produced. In Operation Warp Speed, where the US Government and the military became heavily committed to accelerating the country’s efforts against Covid-19, AES was called upon to bring facilities online for production, not only for vaccines but also for antibody therapeutics and diagnostic devices. “We worked for a client that manufactures a device used to measure certain conditions in the body as a way of helping doctors make therapeutic decisions for patients.

We created facilities according to incredibly fast timelines to support many products that were deployed in the fight against Covid-19. Most of the typical projects that our clients execute take years to develop. That is why it was such a privilege to be part of programs that were completed in a small fraction of the typical time, all in an effort to save lives and improve outcomes for patients.

“It took a pandemic to accelerate these new technologies to reach the market, and, as devastating as the last two years have been, it is so rewarding to witness firsthand the capabilities of this industry, and how we can all push ourselves to make the impossible happen,” he says.

Now, as he looks to the future, Grant is especially excited to be part of more projects

that will enable radical developments of the life science industry. “We have tremendous opportunities in front of us that involve some pioneering science to create facilities that are going to protect new life science products being manufactured.

We are working with clients who are trying to cure cancer, autoimmune diseases, MS, diabetes - truly noble goals - and to know that we are playing a small part in enabling that science to succeed is exciting for us, and that is our goal as a company. The next ten years in medicine will be driven by advanced therapies where our clients are harnessing biology to create cures and treatments for unmet medical needs.

“We continually think about all the people that our work impacts; if the facility can come online more quickly due to the efforts of our

team, imagine the add-on affect that will be experienced as more patients are treated. So we take this work very seriously. There are lives at stake here; the patients that need the treatments are the people we are ultimately serving, and so that is a humbling experience for us as a company,” he concludes. v

AES Clean Technology www.aesclean.com Services: Cleanroom manufacturer

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The future of fitness You can truly #beyourstrongest with Tonal’s revolutionary, AI-powered fitness system

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Tonal

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ith its leading strength tracking and dynamic, outcome-driven, full-body workouts, Tonal is changing the face of home fitness. The Tonal system is expertly engineered for exceptional results; using a patented digital weight system, which makes thousands of calculations a second, the company is able to deliver customers a smooth weightlifting experience that eliminates the need for traditional metal weights. Today, many big names in the sports and fitness world, from Serena Williams to Stephen Curry, are lining up to invest in Tonal, as the company stands daringly at the cutting edge of fitness technology.

“Tonal is the world’s smartest home gym and personal trainer. Unlike traditional dumbbells and barbells, Tonal uses adaptive digital weight, which leverages electromagnetic resistance to deliver 200lbs of pure force and continually personalizes workouts so they’re most effective for you. All of our products are led by our experienced coaches,” outlines Shannon Crespin, Chief Operations Officer at Tonal.

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The company’s long history of innovation begins with its founder, and Chief Executive Officer, Aly Orady. Having struggled with his weight since childhood, Aly wanted to create and share a solution that worked. “The problem was that going to the gym or working with a trainer everyday wasn’t sustainable.” When Aly couldn’t find a better solution, he invented one.

By using electromagnetics to create electronic resistance, he found a way to replace all the

equipment he used in the weight room with a single digital weight system.

“Aly envisioned an intelligent system that assessed what you needed to do, told you how to do it, and let you do it from home; he feels that everyone needs a personal trainer, and incorporated coaches with exercise programs that are specific to individual goals. Ultimately, we strive to help each of our members be their strongest,” discusses Shannon.

Our long-term goal is to reach as many households as possible; Tonal is targeting 45 million households and the $60 billion addressable strength training market segment in the US, which is a much larger opportunity than studio fitness or any cardio segment. We also hope to take Tonal public in the future while continuing to grow a healthy, sustainable business

Tonal The specialized equipment designed by Tonal leverages AI technology in order to dynamically adjust the weights for each exercise in real time; with Tonal, customers can generate dramatically more muscle activation at a given resistance of weight. As Shannon explains, this engineering is an important element of Tonal’s personalized approach: “Tonal enables people to lead healthier lives by providing them with the equipment, technology, and guidance to effectively reach their fitness goals.

guides you through an initial strength test, allowing the trainer to set your perfect weight for each movement. As you gain strength in different muscle areas, Tonal continually adapts the weight in real time to make each rep more efficient. Tonal’s adaptive weight adjustment is important for safety, incremental progress,

and efficiency during a workout regimen. The technology, and how it monitors and interacts with each individual, is why we see our members increase their strength score 25 percent in the first 90 days.”

Always looking towards the future of fitness, Tonal began offering live sessions in 2021,

Content strategy

“By using a proprietary digital weight system, powered by electromagnetic resistance instead of metal weights, Tonal can generate the equivalent of 260lbs of gravity-based resistance and replicate every machine in the weight room with a fraction of the equipment. While a dumbbell always provides 25lbs of resistance, Tonal can alter the resistance curve throughout each movement to tax your muscles where they are at their strongest - driving more physiological impact on a rep-for-rep basis.

“The first time you work out on Tonal it

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and will continue to build up a portfolio of educational content, which will support customers on their journey toward a healthier self. As Shannon affirms: “Tonal is always

refining its technology and rolling out new features, but we are particularly excited to further build out our content strategy this year. We launched live classes in September,

and we just recently opened a second content studio in New York, in addition to LA, where we plan to hire more coaches.”

Growth curve

Working as part of a wider network has helped Tonal bring its technology to customers across the US. The company’s production facilities play an important role in creating the highest quality equipment, as Shannon confirms: “We collaborate with our suppliers and contract manufacturers to design and develop manufacturing and supply chain processes that are efficient and resilient.

“Given the end-to-end supply chain market conditions we are all experiencing for the products we buy, our focus has been on developing joint processes that are efficient and create a high degree of resiliency. As the demand for our products has grown rapidly, we are expanding and diversifying our production capacity across Asia and North America, so that we can meet demand with shorter lead times.

In our supplier selection process, we look for demonstrated capabilities in Lean manufacturing,

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Tonal with a mindset for continuous improvement to build best-in-class operations.”

None of this would be possible without Tonal’s trusted suppliers, who are considered a vital part of the team. “We consider our suppliers our partners. Our growth and success is interdependent with them, and so we collaborate closely to ensure we sustain a healthy, growing and competitive business.

Our suppliers have an amazing set of diverse capabilities that we intend to continue to leverage in creating value for Tonal, and our network of suppliers,” says Shannon.

Fitness habits have no doubt changed over the last few years, as the pandemic inspired many to find new ways of working out inside the home. Having played a vital role in keeping people fit throughout lockdown, Tonal now continues to thrive, even as gyms begin to open back up. “Though Tonal’s member base grew while gyms were closed, we have seen significant growth since gyms have reopened.

While gym equipment remains the same, with analog dumbbells and machines that don’t track form or progress, our personalized approach to

strength training at home with our motivational and expert coaches is here to stay, and is only just at the early innings of our growth curve,” enthuses Shannon.

It is clear that this is just the beginning of Tonal’s journey, as the company tripled its sales in the 2021 Holiday season, compared to the 2020 Holiday season. The last six months have been particularly exciting for the company, as the latest figures reveal that Tonal has one of the highest engagement rates in the health and lifestyle industry, with members working out an average of 40 minutes per day.

Now, the company looks to take on new horizons, and branch out into a new customer base. “As we know, strength training has historically skewed towards male audiences, but the value of strength training is of course not gender specific. Therefore, we are increasing our focus on women, knowing they represent a large portion of our potential audience, even though some may be reluctant to add strength training to their routine. This strategy is reflected in our focus on female athletes such as Serena Williams, Sue Bird, Lindsey Horan, Simone Manuel, April

Ross, and Alix Klineman,” details Shannon.

“In addition, to enable our growth, we want to expand our footprint in terms of Tonal locations to ensure as many people as possible can experience the magic of our product. Once someone demo’s our product they feel first-hand the magic of this technology and in turn often buy a Tonal, so driving traffic to our Nordstrom and Tonal retail locations will be an important lever,” she adds.

As a company known for its ambition, it comes as no surprise that Tonal has big plans for the future. “Our long-term goal is to reach as many households as possible;Tonal is targeting 45 million households and the $60 billion addressable strength training market segment in the US, which is a much larger opportunity than studio fitness or any cardio segment. We also hope to take Tonal public in the future while continuing to grow a healthy, sustainable business,” Shannon concludes. v

Tonal www.tonal.com Products: Home fitness equipment

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Leading the way

SOLIDUS’ sustainable commitment remains strong in spite of inflationary headwinds 40 l www.manufacturing-today.com

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he SOLIDUS Solutions brand (SOLIDUS) was created in 2015 but the company has been in operation for over 150 years. Since the brand was founded, much has changed in the world

of fibre-based packaging. Most recently, when faced with external business pressures, the entire packaging industry has been forced to adapt.

Solid or core board packaging solutions are chosen by businesses of varying sizes from small

SOLIDUS Solutions

local producers to large scale market leaders, for applications including food, beverage, consumer goods and industrial. SOLIDUS provides these solid board products and services to any corner of the globe.

Customers value the unique properties of solid board packaging, including moisture resistance, strength, high quality printability and, of course, recyclability, creating many functional benefits in storing, transporting and protecting

products across a range of consumer and industrial packaging applications.

The Covid-19 pandemic has also affected the packaging industry. At first, closures of restaurants, caterers and severely restricted

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travelling, caused significant decline in volumes produced. Then, as the recovery slowly gained momentum, the world experienced rampant inflation due to constrained supply chains and unprecedented energy cost increases. In the face of all these challenges the packaging industry had to adapt to continue to supply and serve its customers. At the same time the industry recognises the need and the oppor tunity to bring forward more innovation to suppor t the transition to a more sustainable future - this, perhaps, is the silver lining from the Covid-19 crisis, and will lead to long term benefits for all stakeholders.

Continued investments

Dieter Bergner, CEO of SOLIDUS said: “Volume decline was followed by unprecedented input cost inflation. This inflation started with the cost of our base material, recycled paper, but soon impacted all other costs. At the end of 2021, this development intensified as energy prices reached record highs. Despite some stabilization, energy price levels remained five to six times as high, compared to early 2021.

“As energy is a vital part of all our externally sourced input materials, costs continued to increase. Growing demand for

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Each year we use about 500,000 tonnes of recycled paper to create sustainable and circular packaging solutions. This involves investing to improve the sustainable recycling of existing packaging as well as the development of new fibre-based products, to ensure we get the most out of the recovered fibres fibre-based packaging worldwide caused supply shortages and further cost pressures.

More recently, the additional uncertainty due to escalating political developments in Europe has also contributed to the challenging situation.

“SOLIDUS is currently back at operating at high capacity in all business units after the Covid-19 pandemic, so we had to ensure that we are able to finance the continued provision of high-quality products and services to our customers. Significant price increases needed to be implemented and commercial commitments changed. From long-term price agreements based on stable fibre costs to a more flexible pricing

model including regular price negotiations overseeing fibre, energy, transpor t, labour and related environmental costs.

“In January 2022, SOLIDUS was forced for the first time to pass on temporary energy surcharges to its customers due to the high volatility of the European energy markets.

As inflation is expected to stay high and remain volatile, these price adaptations must happen, not only between SOLIDUS and its customers but across the whole supply chain on a regular basis.”

Despite external financial challenges posed by the widening gap between rising input costs and long-term price determinations, SOLIDUS has continued its investments to help prepare

SOLIDUS Solutions for a future for its product and service offering, customers and the planet, including spending 45 million euros to develop its operations during 2020 and 2021.

A growing part of this future-focused work is developing its fibre-based packaging solution into a truly sustainable offering. Bergner continues: “Each year we use about 500,000 tonnes of recycled paper to create sustainable and circular packaging solutions. This involves investing to improve the sustainable recycling of existing packaging as well as the development of new fibre-based products, to ensure we get the most out of the recovered fibres.

We’re already seeing amazing results from this work as accounting for the fibre deterioration during the papermaking process, more than 85 percent of our products become valuable, functional packaging and industrial products again, after being collected as wastepaper. This percentage is much higher than comparable packaging solutions.”

Circular approach

A recent OECD (Organisation for Economic Co-operation and Development) report indicated that the world is producing twice as much plastic waste as two decades ago, with the majority ending up in landfill, incinerated or leaking into the environment. As its products and services offer an alternative to plastic, SOLIDUS is also working to support a reduction in the use of materials that are more difficult to collect, separate and reuse.

In order to further reduce its external demand for energy, SOLIDUS has accelerated important initiatives, including the installation of Photovoltaic (PV) technology and commissioning an Econvert anaerobic wastewater treatment plant in the SOLIDUS manufacturing plants. The anaerobic technology provides a very effective way of removing biodegradable organic compounds (COD/ BOD) and to recover energy from the waste stream. SOLIDUS is also working with FSC® certified raw materials so that its input materials are sustainably sourced.

In conclusion, Bergner comments: “During the last 18 months it was inevitable to increase prices and make business changes to manage the volatility of input costs. By becoming less reliant on external energy sources, we work to maintain our competitive product pricing and reduce our impact on the planet.

These are important steps to making the SOLIDUS offering truly circular and to provide a cost-effective and environmentally-friendly alternative to other packaging systems, which have an impact on the natural world. Whilst

we understand our customers’ concerns about the cost implications of price increases, we’re hopeful that as they continue with us on this journey, they’ll see the benefits both to their business and their customers.” v

SOLIDUS Solutions www.solidus-solutions.com Products: Sustainable fibre-based packaging provider

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The right steel at the right time

Dave Kipe

Todd Leebow

Led by its vision that the industry is ripe for innovation and disruption, Majestic Steel USA has positioned itself at the forefront of talent and technology

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Majestic Steel USA

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ounded in 1979 by Dennis Leebow, Majestic Steel USA (Majestic) is today a leading national steel processor and service center, based in Cleveland, Ohio, and with 16 locations nationwide.

The company processes and distributes flat-rolled steel products to customers across a range of industries, from construction to refrigeration, and from HVAC to manufacturing.

In 2012, Dennis’ son, Todd, took over the reins as CEO. Todd earned his stripes on the inventory management side of the business, giving him a deep understanding of the steel supply chain and how data and information are critical differentiators in the overall customer experience. Todd identified the shifting trends across logistics and consumer delivery patterns, prompting him to invest heavily in developing Majestic’s internal tech and data capabilities. He saw digitization as a key value-add for Majestic’s customers and a way of bringing consumer supply chain improvements into the industrial sphere.

Under Todd’s management, Majestic evolved from a regional steel service center to a major nationwide distributor. “Majestic’s growth in recent years has been because of digitizing the industrial supply chain. We’ve opened new locations nationwide to get closer to supply and we experienced 100 percent year-on-year growth between 2020 and 2021 despite the pandemic and supply chain crisis,” explains Majestic’s Chief Operation Officer, Dave Kipe. “Our digital focus has been a major driver of this

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growth, with enhanced supply chain visibility and reliable data flow supporting us through market turbulence and unpredictable supply.”

As a multi-award-winning business – as recently as November 2021, it was named by Fastmarkets as one of its prestigious ‘Global Award Winners for Steel Excellence’ – Majestic has worked incredibly hard over the years to set itself apart from its peers.

“As we stock and process such a broad range of steel – with as much as 200 million pounds of steel in our centers at any given time – we rely on our delivery and logistics operation to ensure timely service to our customers,” Dave continues. “That’s why we have invested heavily in digitizing our supply chain and expanding our nationwide footprint, in order to provide a customer experience that sets us apart from our competitors. In slow-to-modernize sectors like steel and other

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traditional ‘heavy’ industries, digitization is lagging what we’ve seen in the consumer supply chain.

The lag is a challenge for the sector, but it also offers opportunities for innovative companies like Majestic to improve efficiencies. We give our customers access to the best information and a more reliable supply chain, allowing for knock-on efficiency in planning and operations, and right across their business.”

Driving change

As alluded to, a major focus for Majestic in recent times has been the development of its internal technological capabilities, ensuring real-time information flow, and end-to-end visibility with its customers. “Here at Majestic, we are working to take the smartest elements of innovation from different consumer sectors and apply them to our work in the industrial supply chain, thus making it quicker and easier

for customers to order, stock and plan their inventory,” Dave notes.

Examples of such internal innovations include the Majestic Inventory Control System (MICS), an inventory management system that allows a customer to scan all of the inventory coming into their warehouse, linking the company’s inventory to their manufacturing line. Others include MHub, a customer portal inspired by e-commerce where customers can check the status of a delivery, view analytics on past orders and access market research. Unravel is a free smartphone application designed to simplify complex steel calculations for flat-rolled steel buyers, offering coil and sheet price calculations, and a gauge reference for manufacturers.

“These concepts may seem common for the high-tech consumer delivery space, but they are game changers within traditional industries and Majestic is driving that change,” Dave enthuses.

“As part of our commitment to digitize and modernize the steel industry, another major focus of the company has been the recruitment of top talent from non-industrial backgrounds in order to add new perspectives to our internal decision-making,” Dave adds. “This has brought fresh eyes into Majestic’s business planning and has helped the company develop new ways of responding to customer needs.

“We are constantly looking to better serve our customers. We’ve developed in-house applications and applied new technological solutions that enable our operations to run more efficiently while reducing downtime and waste. Then, we’ve made them available to our customers to help their operations solve the same problems. It’s about constant innovation and agile contributions. A prime example of this is a Majestic spin-out, Felux, an industrial marketplace software dubbed ‘Amazon for the industrial world’, which is now a fully independent company. Felux offers industry buyers and sellers transparency and ease of transaction akin to the leading consumer software companies.”

For Majestic, 2021 was a year highlighted by a number of other important developments.

Not only did the company announce the forthcoming opening of a new, state-of-the-art service center and processing facility in Arkansas, but it also completed the strategic acquisitions of P&S Metals and Supply, and Merit Steel USA. “This is certainly a very exciting time for the company,” Dave affirms. “Majestic’s new facility will be a mill extension on Nucor Steel’s campus in Blytheville, Arkansas. Construction is well underway and we look forward to opening later in 2022. It is a next-generation 515,000-sq-ft facility, equipped with the latest in automation

Majestic Steel USA technology. The facility will play an important role in restoring order and efficiency into the region’s supply chain. Our Arkansas site will not only have the direct benefit of expanding our operating capacity, product offering and our physical footprint in the Southern US, but will also serve as a symbol of the company’s commitment to growing with customers across the region.”

As part of its national strategy, Majestic Steel has been focused on getting as close to its customers as possible and establishing reliable networks with local suppliers. “By acquiring P&S Metals and Supply and Merit Steel USA and their respective strategic locations in Nevada, California, and Washington State, we have firmly established Majestic Steel as a market force on the West Coast, allowing us to strengthen existing partnerships and develop relationships with new customers without the delay and complexity of cross-country trade and delivery.

If you’re a manufacturer in California in need of readily available processed steel, partnering with Majestic will offer our renowned quality and national reach with guaranteed local market expertise,” Dave states.

and innovation across the business,” he confirms.

“Over the next three-to-five years, Majestic will continue to expand our national footprint, while leading the industry in technological innovations that reduce friction in the customer experience and the overall supply chain. We will also seek to be a leader in sustainability through actions and investments, not just lip service. Finally, I

expect Majestic’s associates will remain our biggest differentiator and primary competitive advantage.” v

Majestic Steel USA www.majesticsteel.com Products: Flat-rolled steel products

Environmental focus

Before we turn to the subject of future goals for Majestic, Dave is also keen to share details about the company’s MissonZero program, and how this demonstrates its commitment to environmental concerns. “Our MissionZero program is about improving safety and increasing our environmental stewardship,” he details. “Both sustainability and safety are major areas of focus for us, and that is why we combined them into one of our most important company-wide initiatives.

“With a competitive global market and an ever-increasing focus on renewable energy and clean manufacturing, traditional American industries have to reduce environmental damage in order to remain competitive into the future. Fortunately for us, steel is the most recyclable material in the world and every year, MissionZero’s sustainability arm recycles 132,000 pounds of steel scrap, saving it from ending up in landfills. We are environmentally conscious right throughout our business, with everything from warehouse operations, office design and the digitalization of documents taking into account the effect we have on our carbon footprint.”

For Dave and the rest of the Majestic family, 2022 is expected to see the continuation of the company’s growth, symbolized by the opening of its Arkansas facility. “You’ll also see a renewed focus on hiring to support growth and a maturation of our commitment to digitization

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Enhanced capabilities

Steeper Group marked 100 years of operation in 2021.

Now, the medical devices manufacturer discusses its latest innovations, including the Espire Elbow range and Myo Kinisi prosthetic hand 48 l www.manufacturing-today.com

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teeper Group’s experience over the last 24 months is a familiar story. When Covid-19 hit the UK in early 2020, it initially brought a significant downturn

in demand for product for the medical devices manufacturer. The company reduced its capacity in line with demand, and team members who could do so worked from home, while only

Steeper Group

a small core remained onsite to manage the reduced workload.

“We significantly increased our communication to all team members to

try to alleviate any fears surrounding the continued changes,” recalls Paul Drake, Director of Production at Steeper Group.

“Most impor tantly, our goal was to ensure

that should a team member need to self-isolate they knew exactly what was expected of them, and when they could return to work. We offered flexible working

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Steeper Group patterns, and we rapidly introduced Microsoft Teams.

“In terms of the products we manufacture, our technicians are highly skilled, so it was key for us to make sure they were supported. We made use of the time by cross-training and upskilling our team.”

With the lifting of restrictions in healthcare services after the first UK lockdown, it was all-change once again. “As healthcare services were allowed to continue, demand returned to around 70 percent of normal volumes, spiking to 100 percent at times,” Paul notes. “We

turned our skills towards the manufacturing of PPE for local clinics and NHS trust partners, supplying products such as face visors. As a medical device manufacturer, very stringent and focused on hygiene practices, we were able to use what we call our ‘clean zones’. A lot of the machinery to make these products we already had, so the shift wasn’t that challenging. It was a case of setting up the process and making a few tweaks.”

Emerging from the pandemic in impressive condition, Steeper Group is once again pushing the envelope when it comes to life-changing

prosthetics and orthotics. In 2020, the company acquired the Espire Elbow product range from US manufacturer College Park Industries. It was a significant investment, in technology with international appeal.

“The Espire Elbow range features four distinct models with a sleek anatomical shape,” Paul outlines. “The Espire Pro is the most advanced, boasting a powered elbow joint with multiple electronic locking positions, and a free swing to imitate natural walking movement.

The Espire Hybrid offers a mechanical elbow joint with forearm counterbalance and multiple electronic lock positions. Both these models include a high-powered removable battery, and can be configured to specific patient requirements. The Classic Plus model offers space for a battery system such as our S-Charge System, while the Espire Classic provides a lightweight alternative, delivering the same anatomical shape without the electronics or circuitry.”

New product launch

The initial roll-out of the Espire Elbow range wasn’t without its challenges. “The biggest obstacle to overcome was how to transfer the manufacturing from the US, at a time when international travel wasn’t permitted,” Paul admits. “We resorted to Teams to do so, conducting training workshops virtually and recording them for future reference.

“The range officially went live on 1st December 2020,” he indicates. “Since then, we’ve continued to introduce small tweaks to existing processes, making the product more robust, and reduce the time taken to manufacture a standard variation of the elbow range. This has allowed us to market the product on a global scale, while continuing to meet client expectations in the US.” In 2021, the company followed up on the Espire Elbow range with the launch of its Myoelectric System, including the very latest innovation: the Myo Kinisi, an easy to use, durable and highly functional myoelectric hand for patients around the globe. “The Myo Kinisi was developed to meet specific demand from global customers and to replace the previous ‘Myo Select’ hand, which was found to no longer be meeting the expectations of the global market,” says Lee Kempton, Head of R&D at Steeper Group. “Following careful

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analysis of patient feedback, a new hand was conceptualized and then developed with a gearbox design, allowing a smoother and faster open-close speed.

“Clinicians and patients also required a secondary safety mechanism to be in place should power not be available to the device,” he adds. “To meet this design pillar, we identified that a thumb release mechanism would be the best option. It also had to be created from a robust material strong enough to withstand the rigors of the user’s daily activities.”

Focus on sustainability

Unsurprisingly, bringing such advanced products to market involves an extensive

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R&D phase. “We have a pool of clinicians and team members who are constantly talking to patients, conducting reviews, and acquiring feedback,” Lee outlines. “Our Product Development Council meets on a monthly basis to discuss innovations that could develop and give benefit to a patient’s life. We utilise 3D printing technology for initial development, assessment and proof of concept for early designs before further testing using chosen production materials. Pre-market research and IP searches are also critical within the ideation / feasibility phases to consider for product designs.”

As with the Espire Elbow, Steeper Group’s efforts to conduct patient trials for the Myo

Kinisi were hampered by the ongoing need for social distancing. “The patient trial phase is one of the most critical elements of a development in terms of feedback,” Lee explains. “We try and replicate how a patient would use the product in development, testing and re-testing to make sure the design is robust and reliable to ensure it meets customer requirements internally before we move to any external patient trial.

“Under normal circumstances, our patients would have visited either our Leeds headquarters or a local clinic, where a clinical member of our Product Development Council would have fit and set up the device ready for the patient to trial off-site,” he reveals. “Instead, our clinicians worked specifically with those who were already using similar existing devices, sending them a pre-programmed device to trial in their home environment: at first under clinical supervision, and then with regular check-ins. Data was captured both using a form, and anecdotally via video call, in as much detail as possible.”

Steeper Group’s innovations aren’t all about performance, however; sustainability is another major consideration. “We wanted to be able to securely ship the Myo Kinisi around the world, while also keeping the packaging recyclable,” Lee confirms. “To do so, we utilized a 100-percent cardboard solution with specially designed inserts, keeping the hand in place throughout transportation.”

It’s just one example of Steeper Group’s ongoing effort to improve its environmental credentials. “We’ve recently introduced a new company car policy, and we’ve announced a

Steeper Group partner for the provision of our company vehicles,” Paul goes on. “Between December 2021 and February 2022, half of our vehicle fleet was replaced, of which ten new cars were electric and nine were plug-in hybrid. Our facility also boasts electric charging points for vehicles, so we actively encourage our team who drive to work to consider an electric or hybrid vehicle when next replacing their car.”

Centenary celebrations

Turning to the future, the company intends to bring yet more innovations to its upper limb prosthetics range. “As a business, we’re constantly looking to evolve, and to develop a new product that’s going to enhance a patient’s life, whether it’s psychologically or physically,” Lee reiterates. “When you see someone come in to have a product fitted for which you’ve been involved in, you see them smiling, and you witness the turning point in their life, it’s amazing. There’s no greater satisfaction.”

To realize that goal, the company hopes to further bolster its manufacturing

footprint. “We’ll be streamlining our production and procurement processes to directly impact upon the deliverability of devices to customers,” Paul promises. “We’ll also implement further strategic objectives, such as the creation of an innovation and technology hub focused on the development of our upper limb prosthetic devices.

“As a company, March 2021 marked our centenary, but with ongoing pandemic protection measures in place, we put our celebrations on hold,” he concludes. “This September, we’re hosting an event for Steeper Group employees and invited guests, celebrating our 100 years of success. We want to ensure that our thanks go out to our team members past and present, all of whom have gone over and above to provide excellent devices to patients around the world.” v

Steeper Group www.steepergroup.com Services: Prosthetics and orthotics design and manufacture

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Tightening on success Gunnebo Fastening is a well-known brand for fasteners in Sweden, and strives to be the most reliable business by working relentlessly to earn the trust of its customers

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Gunnebo Fastening

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unnebo Fastening (Gunnebo) has an extensive history as a manufacturing company within the fastener industry. Its journey began in 1764 when the company manufactured nails for shipyards in Sweden, and then developed over the years to include a wider range of products. The Swedish business then went on to establish the first screw manufacturing as early as the 1850s. For a company that has been operating for over 250 years, its most impressive trait is its ability to develop and create new innovations, as well as adapt to an ever-changing environment.

More recently, in 2017, Gunnebo was acquired by Simpson Strong Tie (Simpson), a global industrial manufacturer of connectors and fasteners, which has opened up more opportunities and an exciting future. This, according to Managing Director, Claes Arnesson, has been a fantastic venture as both companies uphold the same values, with a focus on quality and their respective customers. “What we could bring to Simpson was the knowhow about fasteners, manufacturing, and a complete range of high-quality products. Today, we offer a host of fasteners under the Simpson Strong Tie brand, which is fully adapted to the European market, and sold through our sister companies. It is very exciting for

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Gunnebo Fastening us to see the strong growth of the project, as well as the exemplary energy and skills of our colleagues at Simpson,” he says, adding that Gunnebo still innovates new nails, and manufactures to the highest level, as it did back in 1764.

“We provide a full range of premium fasteners such as nails, collated nails, screws and connectors, in addition to other fixings for the purposes of the professional end-user,” shares Claes. “As we are a manufacturing company with the capability to produce most of the product ranges in house, we can provide customer unique solutions and support.”

Continuing on the topic of its products, Claes discusses with us new launches that have recently been released by the company.

“We have just started manufacturing connector screws, which is an important part of the construction industry. We already manufacture connector nails and connectors, and we are now securing the performance of the full system by manufacturing the screws in-house. It has been an extensive project, with additional challenges brought on by the

pandemic, but we ended up with fantastic results and improved product performance.”

Technology investments

As part of its infrastructure, the company boasts an extensive number of in-house production processes to make it a turnkey provider of fastening manufacturing. “This enables us to have full control of quality and maintain shorter lead times. In addition to this, we have the capability of several collation technologies for both screws and nails, and highly efficient packing lines. We also continuously work to replace old equipment with newer models. One of the more recent investments was in a new high-speed nail header from ENKOTEC, which we delivered last year. With close cooperation and excellent support from the company, we managed to finalize the project in record time during the middle of the pandemic, and since its installation, the header has been running brilliantly,” he says.

Determined to ensure that its equipment is continually updated to operate at optimal quality, Gunnebo invests heavily in the latest

technological advancements to guarantee a robust infrastructure. “We need to follow the market demand and offer relevant products for the end-user as demand continually changes.

In the last ten-to-twenty years, we have seen the rapid development of tools to increase productivity at the work sites, such as electrical screw drivers and nail guns, which we need to keep up with a fastener supplier, with a clear strategy to provide fasteners for all tools. This is just one example that drives us to invest in new production technology, but we continually need to find smarter ways of working, which in many cases leads to the update of factory equipment,” Claes informs us.

Considering the current disturbances regarding global supply chains, Gunnebo is taking advantage of its high demand levels, with a focus on supporting customers in an efficient and transparent way. “We can target a solution for an application, rather than a product. In general, we focus on what we can contribute as a one-stop-shop for clients seeking our products, whether through technical support and documentation, local inventory, or our dedicated sales teams,” Claes says.

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Moving on to the people side of its operations, the company is proud of its grounded culture, and Claes is continuously inspired by how hardworking his team is.

“All employees should be recognized for their contribution to a business, no matter where in the organization they work. At Gunnebo, we believe that it is only as a team that we

will reach our full potential, and so it is important that we respect each other, keep our promises and always have an open mind. Every month, each department works on different subjects related to our values and culture, we train our leaders, and encourage all within the organization to speak up if something feels uncomfortable or experience something that goes against our values.”

Sustainability focus

This culture was crucial in outlasting the challenging circumstances brought on by the Covid-19 pandemic. “What was most inspiring for me was how our employees handled the situation, and I’m extremely proud of the responsibility I’ve seen from our staff. Everybody has remained very careful and vigilant, and taken care of each other.

“We were very humbled by what happened, and incredibly fortunate that none of our employees became seriously ill. We have been able to keep the operation running, so much so that we have actually been able to increase our volumes during this period, which has been a challenge as the global supply chains have been dramatically interrupted. Overall, our focus has been on the customer and deliveries, and we have prioritized our resources in relation to that. However, employees with more administrative tasks have worked from home, and we have implemented social distancing and extensive disinfection on all surfaces, and cancelled all physical meetings and visits,” Claes explains to us.

Clearly, communication and transparency represent Gunnebo’s best approach for managing its relationships during difficult circumstances. The company utilized the same strategy to sustaining efficiency across its supply chain network. “We aim to have long-term relationships with our suppliers; it is the key to success to develop together and maintain efficiency across the full value chain. It is not only from a financial perspective, but as we work with suppliers globally, it is a way to build confidence with our vendors, while living up to our environmental and social standards as well, which is crucial for a sustainable future.”

On the topic of sustainability, in 2021, the business launched a new packaging concept with the aim of having the most sustainable, communicative boxes, specially adapted for enduser needs. “The market trend has been directed towards plastic for many years, mostly because of its resistance to moisture, but we took an early decision that plastic is not for us for several reasons. It is bulky and therefore inefficient in transport, and a large portion of it ends up in our forests and oceans, and doesn’t decompose.

We realized we needed to find a way to copy the good material characteristics from plastic, and paste them onto a more sustainable material.

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Gunnebo Fastening

Gunnebo Fastening www.gunnebofastening.se Services: Fastener manufacturer “This is why we chose to work with cardboard, as it is strong enough to handle our products, it is space efficient, flexible, and through an innovative design and material composition, we are able to increase the moisture resistance dramatically. Of course, we also use FSC-certified raw materials. At the same time, we added new features such as fresh labels with improved guidance for the end-user, and an updated design profile that brightens the products on store shelves. Our customers have given us really positive feedback to the changes,” he says.

One more example of Gunnebo’s sustainability initiatives concerns its use of steel. The company has a long relationship with ArcelorMittal, and purchases steel with a relatively low carbon footprint. “ArcelorMittal has ambitious targets, and is investing to be able to offer carbon-neutral steel, which aligns with our strategy. As a next step, we are starting up tests with recycled and renewable steel to reduce our carbon footprint even further.”

As the business begins to experience an end to the pandemic, Gunnebo is grateful to have successfully maintained - and even grown - its operation, and feels very optimistic about the future. “We will continue to invest in new production technology and expand existing capacity to meet future demand. We also look forward to increasing our product offering even further, all in the hope of remaining a strong market contender for many years to come,” he concludes. v

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Paint no mountain high enough Dedicated to artists across the globe, Colart is committed to producing the finest products for the art industry, with a focus on quality, efficiency and innovation

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Colart

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olart is the group company owning a family of art businesses that date back to the 19th century, such as Winsor & Newton, used by respected artists such as JMW Turner, Picasso and David Hockney to name a few. Colart was founded by parent company Lindéngruppen in 1991, and the Chief Manufacturing Officer, Dominique Murzeau, tells us about how the business is focusing on maximizing efficiency and connectivity, while also honing in on its in-house sustainability projects.

“We are a truly international company and our beloved brands have inspired artists and creative thinkers for generations,” shares Dominique as he begins to talk more about his business. “Although we are based

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in ten countries, our products are used in over 120.

We are on an exciting journey where we place the artist at the centre of everything that we do. Our mission is to be a sustainable home of leading, creative brands, such as Winsor & Newton which, in 1841, was commissioned by Queen Victoria to create the Series 7 brush and was also granted its first Royal Warrant at that time. Then we have Lefranc Bourgeois, the oldest brand in our portfolio, which was founded 300 years ago in Paris, and today is still manufactured in France. In the year 2000, the American brand Liquitex joined our portfolio, and was followed by Snazaroo in 2005.

“Finally, we have a history stretching back centuries and we are very proud that we continue to create innovative art tools, from oil paints to the paint brush, to materials used on the printing press,” Dominique says.

Green strategy

In terms of its manufacturing capabilities, Colart has a wide production and distribution network across the UK, France, North America and China, and boasts strong relationships with its regional experts to develop innovation that supports creative artists around the world. “Depending on the requirements of the product, our central organization will work in synergy with our Technology and SIOP structure, as well as with the local facilities to bring together an integrated process.

However, over the last two years, we have been focused on balancing a more de-centralized approach, remaining mindful of the efficiencies that our central teams bring to our operation,” he says.

To continue refining its processes and optimizing its capability, Colart has recently invested in a new factory, based in the town of Minehead in Somerset, and has announced an upgrade for its ERP system across its locations in China and the UK, along with extensive measures to combat climate change. “To increase our capacity, we are bringing in a new, more efficient mixer, as well as new filling machines, and of course, continuing to support our sustainability efforts. Each of these developments is to maintain our long-term strategy to push ourselves to stay ahead of our competition.”

Diving further into the topic of sustainability, which is one of Dominique’s passions, we learn more about the 2020/21 report released by the business underpinning Colart’s initiatives to reduce its impact on the environment. “In the last three years, we have placed an urgency on our green strategies. We created the position of Chief Sustainability Officer to manage the direction in which we need to move.

Then, we made the commitment to achieve carbon neutrality by 2030 and to be a BCorp company by 2023. To achieve this, we are going to launch a range of activities and projects that will initially focus on the reduction of plastic used in our products and packaging. We are also encouraging an awareness among our supply chain network and with our customers to play their part in minimizing their own carbon footprints,” he explains.

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Colart From the above mentioned, it is clear that having a positive impact is vital for the business.

In addition to its care for the environment, Colart also plays an active role in its surrounding communities through initiatives like The Fine Art Collective (TFAC). “TFAC is a global network of artists and technical experts dedicated to sharing knowledge and skills. It is formed of professional artists, art educators, chemists, historians and curators based in 12 countries,” he says.

“TFAC works within the art community to share expertise on artists’ colours, tools and techniques. Supported by our fine art brands, Winsor & Newton, Liquitex, and Lefranc Bourgeois, it offers artist-led educational lectures with art schools, residencies for emerging artists, technical visits to colour laboratories and manufacturing sites, visits to brand archives, and communication on the latest art news, techniques and information,” explains Dominique. He adds that the company also has a strong charitable focus that ensures no discontinued or test products are thrown away, rather they are shared among the community to inspire creativity.

Of course, the business also takes great care of its people, without whom its international operation would not be possible. “At Colart, our people are our priority. We consider every person in the business to be an ambassador of our name and our values, which are openness, passion, innovation and quality. Ultimately, we want to inspire every person in Colart, as we look to inspire every artist in the world.To do this, we believe the best way to inspire our people is by creating an environment in which they feel like a family with an aligned sense of purpose. Achieving this means we have to stick to our three promises in which we establish a healthy working environment based on respect and collaboration; a place where the best people want to be and to put continuous improvement and development at the heart of everything we do.”

So, with this in mind, the business looks set to take 2022 by storm, guided by a minimalist mantra of ‘less is more’, which Dominique says will continue to push the business towards an encouraging growth trajectory. “It forces us to think critically about how to create more value from thinking smarter, to complete what we start and to deliver every task or project with quality. After a very successful 2021, this year, we want to consolidate the efforts and investments over the last few years and allow for additional investments in procurement, sustainability and brand management, including direct-toconsumer engagement whilst building a solid foundation for future growth.

“Our focus is to win accreditation to become a BCorp company, and on a longer-term scale, we aim to achieve carbon neutrality by 2030.

We have numerous projects to support this aim including removing single use plastic from our operation and brands. For our plants, we are looking at continuous improvement policies, based on people and worker behaviours, with a fast movement to Industry 4.0. The combination of each of these developments will help create a strong future for an organization that is efficient and flexible,” he states.

Dominique concludes on an optimistic note, highlighting that the future for Colart is just as bright and vibrant as the paints it creates.

“The future is in our hands. We predict many possibilities to do better and be more efficient in order to remain at the top of our game. Our framework, ‘people, planet, profit’, will remain our key compass, and will provide an extra energy boost to take on the new ideas and projects we’d like to bring to the business in the coming years. If we remain on our current trajectory, the business could, in the best way possible, look entirely different in five years’ time.” v

Colart www.colart.com/en Services: Art materials manufacturer

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International footprint With a determination to exceed customer expectations, David Brown Santasalo is geared to ramp up its global network in the manufacturing industry

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David Brown Santasalo

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David Brown Santasalo

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n 2016, David Brown joined forces with Santasalo to become one of the world’s leading mechanical power transmission brands: David Brown Santasalo. The fusion of these two powerhouses brought together almost three centuries of combined gear engineering leadership and substantial coverage.

Today, the business employs over 1100 people worldwide.

The company’s Chief Executive Officer, David Armitt, discusses with us recent developments that have seen the company expand its international reach. “David Brown Santasalo is a global operation, with 27 locations spanning across six continents.

We have a long-standing heritage and can trace our roots back to 1860 when David Brown in the UK commenced making gearing patterns,” he begins. The Santasalo business began its operations in the 1940s, and has been providing manufacturing, field service and aftermarket support to its customers in critical industries, such as fibre and paper, mining and more ever since.

“Over our combined 285-year global heritage, we have acquired, launched and operated under a number of global brands.

These brands have given us the experience and knowledge to drive value into our customers’ processes today. The brands have included Valmet Voimansiirto, Santasalo, Metso Drives, Moventas, Asea, Rauma-Repola, SAWA, David Brown and Wärtsilä. Our customers have come to rely on our expertise and skills to deliver the right solution, tailored to their exact requirements,” David says.

David Armitt

Brown Santasalo to offer continuity in the relationships with our users on a long-term basis, particularly when it comes to the replacement of an existing DBS gearbox. This really sets us apart in the industry as we have a service footprint that is unique and allows us to offer such longevity in the partnership of a customer’s installed based network.”

To make this specialism possible, the company employs extensive engineering capabilities and reverse engineering tools to offer customers the opportunity to work with an innovative alternative, compared to standard gearbox manufacturers. “Our ability to offer such extensive services on third-party gearboxes provides so many benefits to the user, giving them the choice to decide on the best technology and partner to work with; especially when such an important investment is at stake. David Brown Santasalo also has the ability to supply third-party spare units that will support all applications and industries.”

Coupling with its extensive services, its proprietary condition monitoring system, GearWatch, is a smart and compact tool for predictive remote process equipment monitoring, and can be installed onto a brandnew gearbox, or retrospectively to any gear system regardless of the model. “GearWatch

Extensive capabilities

David Brown Santasalo delivers full lifecycle services and is proud of the way in which it partners with its customers to support all aspects of their gearbox investments; from OEMs, EPCs, key accounts and users on an international scale. More often than not, these processes include the design, engineering and build of a brand-new bespoke mechanical power transmission system for heavy-duty industrial applications.

The company also provides a complete range of aftermarket services for all its heritage brands and any third-party gearboxes, regardless of the make. “We are able to supply upgrades or alternative units for most applications and industries. We are proud to have thousands of gearboxes models and IPs available that will support our customer base with the replacement, or repair and upgrade of their gear systems for another generation of performance. It is very important to David

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Venter Consulting Engineers Established in 2006, Venter Consulting Engineers, proud partner to David Brown Santasalo, is a leader in advanced technological engineering, design, and manufacturing in Southern Africa. Venter Consulting provides services to a wide range of markets such as the petrochemical, power and utilities, mining, aerospace, nuclear and industrial manufacturing sectors. It has completed over 2000 projects, and supports a wide range of business products. Examples of this work include the design, retrofit, reverse engineer and manufacturing of high-speed rotary machinery components for: l compressors, turbines, pumps, motors, and generators l mechanical transmission components such as turbomachinery gears, couplings, torque tubes & fluid drive torque converters l specialized gears such as spiral bevel, zerol, hypoid, cycloidal, helical, epicyclic, globoid, hirth & spline tooth connections As well as cement and mineral milling drive trains, which include: l combiflex type dual drive self-aligning gearboxes l vertical spindle mill gearboxes l girth gear design and manufacturing l high purity filtration design and manufacturing

is revolutionary as it measures, records and analyses data, reporting any changes in the health of the gear in measured parameters in real time, 24/7 via the internet.

“Although oil particle content monitoring was the primary function of GearWatch, which can detect potential failures up to a year in advance, we have now incorporated vibration monitoring, which adds a new dimension of condition monitoring to process critical gears and other rotating machines,” David explains.

In July 2020, the businesses completed the construction of a land defence vehicle test transmission building, which has a 432-squaremeter footprint, and contains two test rigs. It possesses a part-load electric drive regenerating test rig for transmissions from 200hp to 1800hp. Further to this, the building is fitted with low energy LED lighting, and exceeds thermal insulation standards due to being acoustically insulated and sealed. As a result of this, the company is able to carry out 24/7 testing operations.

“Since the completion of the Test Rig building, we have begun further developments at site, with the investment in 12 new machines tools worth tens of millions of pounds.

We have also commenced an additional construction project, adding to our defence assembly infrastructure with a 2200-square-

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meter building, which will be purpose built for future marine programmes.”

As we learn, the business has experienced significant growth and development of its infrastructure over the past few years, and is

particularly proud to have made impressive investment in its global business over the past 18 months. The most notable to date has been the construction of an ‘Industrial Centre of Excellence’ in Jyväskylä, Finland, however the

David Brown Santasalo David Brown Santasalo Huddersfield, UK

business has also invested in facility upgrades to its locations both in Chile and USA, as it continues to be a prominent service partner to the wind energy industry, as well as seeing an increase in Defence workload, respectively.

“The project investment in Finland of over €20 million is the largest of its kind for both David Brown Santasalo, and the wider Finnish industrial gearbox market,” David divulges. This project will see the company investing heavily in future visions for the global business from both a manufacturing and supply chain standpoint.

The new space spans almost 10,000-squaremeters and has brand new state-of-the art machinery throughout.

New facility

According to David, the project will comprise of two phases, with phase one having already been completed in October 2021. “Phase two will then aim for completion in late 2022. The target for this development is to transfer all current manufacturing operations in Jyväskylä, Finland to our new plant, creating an integrated and efficient manufacturing setup of industrial gear units.

“The flagship facility has meant another exciting step toward creating sustainable buildings across our global business. It also complements our recent commitment to the science-based targets initiative, as this forwardthinking facility is powered by renewable energy and reduces our carbon footprint.”

Another exciting venture has seen the company expand its operations in South Africa, which David is eager to share. “We completed the development of a brand-new fabrication workshop at our Benoni manufacturing and service facility in January 2022. The works have enhanced our in-house welding process to improve lead times for our customers.

The fabrication shop, integrated into the existing facilities, is an impressive 1000-squaremeters, and is fully equipped with industrial MIG welding machines, semi-automated mechanisation, stress-relieving equipment and a shot blasting facility. The shop will also be further supported by our in-house IIWcertified welding engineers, with world class quality assurance NDT procedures.”

In addition to this, David shares details of how girth gear fabrication involves dissimilar metal welding of highly alloyed steel under heavy constraints, which required the development of specialised welding procedures, as well as a shot-blast booth large enough for girth gear segments. All of this has been catered for in the new Benoni development.

“Since our Benoni site already has in-house

Finland Centre of Excellence

welding expertise, we wanted to complement this by developing our internal girth gear capabilities, rather than reaching out to a thirdparty supplier. Consequently, we now have full control of the fabrication functions, while protecting our IP and ensuring we remain at the forefront of the industry. The benefits of the new fabrication shop will create an even more enhanced experience for our customers by offering high quality products at reduced lead times,” he adds.

David then brings us up to date with what David Brown Santasalo has in store for the remainder of 2022, and the years to come.

“We will be concluding phase two in our Finland Centre of Excellence facility, which is well underway, and will offer a service workshop, logistics, warehouse and assembly hall with completion aimed for November

2022. The business will be focussed on driving forward the success of this stateof-the-art building and embedding it into the infrastructure of the global business, as we utilize fully through our internal supply chain and in the relationships with external customers and suppliers.

“David Brown Santasalo’s intention is to continue to expand our footprint in China, taking on the largest gear market in the world and improving the supply chain of intercompany trading, which in turn will create shorter lead times and cost improvements for our customers,” he concludes. v

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Rapid growth plans to continue for Rhino Products

Steve Egerton - Group CEO

Europe’s leading van accessory manufacturer, the Rhino Products Group, brings a wide selection of commercial vehicle accessories to the UK, Europe and the rest of the world through its comprehensive network of fitting centres, converters and online resellers

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hino Products (Rhino) was founded 20 years ago by Steve Egerton, the group CEO, who grew the business from very humble beginnings and only four employees. “It was in the days where vans were more conservative,” he begins. “But we had a vision for the business; as vans were becoming a little bit more modernized, we felt that accessory ranges could be designed and developed to complement the trends taking shape. We then started to pioneer new concepts by incorporating plastics, aluminium, and lightweight products.”

From then on, Rhino Products continued to invest heavily in growing the business over a steady period of five years. “We quickly outgrew our original location and moved to a new site in Deeside, North Wales, which was 55,000-squarefeet and five times bigger than what we initially had. We also opened our first office in Europe at exactly the same time, and as we grew and developed, we won contracts along the way with the likes of Volkswagen, and Mercedes Benz for example - that bolstered us into new levels of success,” he says. Today, Rhino Products has grown into an international group of companies

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with two factories in the UK, distribution centres in the Netherlands and Sweden, and a further sales office in Poland. In 2017, Rhino completed the acquisition of AVS Steps Ltd, a leading manufacturer of side access steps for ambulances, taxis and other passenger vehicles, further enhancing and diversifying its product range portfolio. In 2020 the group opened their second factory and new head office, Rhino House, in a custom built 87,000-square-feet unit.

The secret for the company, according to Steve, is to closely inspect the offerings available and find ways to improve those industry products. “We always look to something that’s been out there for a long time, and determine whether it can be refined. If that’s not the case, then we take a granular approach, looking at every aspect of the product in detail to determine how it can be improved in line with our vision, which is all about helping van users work safely and more efficiently every day. In this way Rhino has helped the commercial vehicle accessory market evolve, just as the vans themselves have evolved. An example to highlight would be the SafeClamp, which has been one of our most successful products for

over a decade. Before our product came along, ladder clamps were cheap and crude in their design, and also awkward and time consuming to use. So, we developed a contemporary version with an integral lock, that is five times faster and that product now sells all over the world in high volume,” Steve expresses.

In order to bring this operation together, the company continually invests in its expert team, as well as innovation that incorporates cutting-edge, in-house research and development capabilities.

Along with a commitment to customer service, its dedication to product innovation and quality have been defining factors in the Rhino success story, according to Steve, and much of this stems from the Rhino design engineer team. “What makes us stand out from the competition is our facilities and our in-house design team. We have nine engineers that are constantly designing and developing forward-thinking products, and then we invest huge sums of money into strengthening them and sending them out to market; none of our competitors have those capabilities.

“Above that, I believe we pride ourselves on never accepting second best, which means our products are tested and refined to the highest

Rhino Products quality to ensure that our customers receive the best products available on the market,” Steve shares with us, adding that no challenge has been large enough for the company to compromise on this approach.

Even when it came to the uncertainty imposed by the Covid-19 pandemic, Rhino Products continued to integrate its best practices, ensuring that both its operation and its team were well cared for. “As a group, we worked together to monitor the situation. What also helped was the fact that we had a diverse customer base of convertors and internet resellers, but it was the latter that provided more than double the amount of our sales.This, I believe, is what has allowed us to continue to go from strength-tostrength over the last two years,” says Steve.

Diving further into the company’s culture, Steve highlights how the efforts of his team were not unique to the pandemic, but rather a testament to the unity and excellence the Rhino group demonstrates on a daily basis.

“Our people are the most critical ingredient to the success of our business. There are those who started the journey of the business with me right in the beginning, and are still with me today. We look after our staff, and support them

through their own personal development. Even if someone falls critically ill, we strive to take care of them in the best way that we can.

“Above that, I think having a team that believes in our journey is crucial; if we have a group of people behind our brand who are passionate about its future, that motivates them to go the extra mile for the company, it makes success inevitable.”

Heading into the Spring of 2022, the company is choosing to remain optimistic about the growth of its operation, despite the imminent difficulties posed by the war in Ukraine. “Every consumer is going to face a great deal of their own financial troubles, so depending on what happens to the rest of Europe, we will just have to adapt accordingly, but I feel that that is

something we are very capable of doing.

“For Rhino, we expect another 20 percent growth this year, which is huge, and that will come through new launches, improved products and market shares. On a longer-term scale, the company will remain a strong player in this industry. We have some really exciting products that we will introduce, as well as an acquisition that we’re about to bring to a close. Although there is an awful lot going on, I confidently believe each of these ventures will see us through into the next five years, and beyond,” Steve concludes. v

Rhino Products www.rhinoproducts.co.uk Services: Van accessory manufacturer

Rhino Products are Europe’s leading manufacturers of commercial vehicle accessories.

(+44)151 319 2931 sales@rhinoproducts.co.uk www.rhinoproducts.co.uk

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Moving

with the times A leading manufacturer of centrifugal pumps for the oil and gas sector, SPP Pumps Limited is pivoting its strategy to support the UK’s renewable energy transition

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SPP Pumps Limited

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SPP Pumps Limited

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t’s been a tough year and a half for SPP Pumps Limited (SPP). For more than 140 years, the company has steadily built its name as a manufacturer of centrifugal pumps and associated systems, and has established a reputation in the design, supply and servicing of pumps, renowned fire pump packages and high-quality equipment for a wide range of applications and industry sectors. But since 2020, it’s faced two problems. The first is well-documented: how best to overcome the severe difficulties posed by Covid-19? The second is more unique: for a company reliant on the energy sector, including oil and gas, how to navigate the irrevocable challenge posed by the UK’s ongoing shift to renewables?

“We’ve had to really focus on cashflow, and managing our resources,” admits Bob Tichband, SPP Chief Operating Officer, when asked about the impact of Covid-19. “We were unfortunate to experience a lot of instability with our customers. Quite often, we’d be building

equipment to-order, when an outbreak would hit our customer’s site, their operations would shut down, and suddenly they’d no longer need the goods we were supposed to be providing.

From our perspective, it meant that we’d have made significant investments - in bought-out items, in labor, and we’d have tied up all our cash - just to find ourselves stuck with goods for which we couldn’t invoice.”

For Bob, it was a matter of adapting to survive.

“We’ve had no choice but to optimize our procedures and technology in order to become a leaner and more efficient organization,” he says.

“We’re seeing demand coming from new and different sectors, and we’re responding to that.

As an example, one of our historic strengths has been our prominence within the energy sector, an area in which new investment has declined.

Nevertheless, that’s coincided with a growing need to prolong the life of assets currently in operation, and we’ve honed-in on that, focusing our attention on the delivery of world-class servicing capabilities for our clients.

“In parallel, we’ve also successfully diversified into water utilities,” Bob adds. “That’s a move

driven primarily by a need within that sector for more efficient products, as they look to reduce their energy consumption and minimize their carbon footprint. To achieve that, requires us to restore and enhance the current machine stock, upgrading their performance to a level that’s as good as new. It’s yet another area to which we can bring our high standards of service and expertise.”

Nurturing talent

Despite the obstacles that SPP has faced, the period of the last two years has not been without positives. “In terms of what we can take pride in, and reflect upon, it’s really underlined the importance of our people, their resilience, and the sheer depth of talent that we have throughout the organization,” Bob tells us.

“There’s been plenty of cause for celebration.

It’s a period during which we’ve seen some of our employees receive recognition for their work through the Energy Industries Council (EIC) Rising Star Awards, embarking on funded MBA programs. It’s an indication of the heavy emphasis we place upon investing in our people,

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SPP Pumps Limited and nurturing the talent we have at our disposal,” Bob indicates. “We’re really proud of all that they’ve achieved, and as we emerge from the turmoil of Covid-19, it’s a focus that we’re keen to maintain. As a company, we need to look to our future, even as we keep one eye on the present.”

Key partnership

But the future is never far away. A standout among SPP’s recent investments has been the opening of a brand-new flagship service center and Centre of Excellence, located at the company’s primary Coleford manufacturing site. “The facilities we have at Coleford hold a special place within SPP, ” Bob says. “We opened it 31 years ago, since which time it’s become a testament to our hard work, and a symbol of our dedication to the manufacture of pump solutions. It was already a world-class site, but our latest investments have seen it reorganized and refocused, transforming it into one of the best test facilities across the whole of Europe, with plenty of additional features besides. It’s absolutely stunning.

“We’ve also made a second major investment, into our new service center in Aberdeen,” he goes on. “That’s been built specifically to support our customers in the local area, which remains a major hub for the energy industry. It’s situated in a prime location, close to the heliports in Dyce, and features a large workshop complete with overhead crane, adjoining open-plan office, boardroom, and welfare facilities. Investing in that region, we might seem a little bit late to the party - but we’re adamant that the North Sea is far from dead, and now is the right time. Best of all, it reinforces our identity as a proud UK manufacturer and gives us a national service footprint when combined with our other established bases in Belfast and Hyde.”

Coupled with this growing manufacturing footprint, SPP has also been hard at work to forge new partnerships within its key sectors.

In August 2021, the company announced that it had become the authorized UK and Ireland distributor and service provider for Pleuger Industries, a globally-renowned manufacturer of submersible pumps for the water, marine and offshore, oil and gas, and mining industries. “It’s a great relationship, and one that’s already gaining momentum,” Bob insists. “For SPP in particular, it’s a partnership that we believe will introduce us to more opportunities within the water industry, as we look to deliver our products to an even

greater number of companies involved in bore-hole drilling.”

The strategy is already delivering tangible returns. “In the first two months of 2022, we’ve seen our business rise 25 percent on last year’s order intake levels,” Bob reveals.

“There’s a steady, but definite, return to more normal behavior post-pandemic, with a growing number of water and infrastructure projects taking shape. That being the case, we’re extremely optimistic about the year ahead.

We’re confident in the knowledge that we’re a scalable business - as the old cliché goes: big enough to deliver, but small enough that we still care. It’s an advantageous position to be in, giving us the ability to be flexible, and to accommodate what we expect to be significant throughput across the next 12 months.”

Product plans

Before we wrap up, Bob is keen to reiterate the importance of the energy transition, and to demonstrate that SPP is well-prepared for what’s to come. “We’re very keen to support the UK’s efforts to decarbonize the economy

and reach Net Zero,” he concludes. “There’s no question that it’s the most significant event to occur within the energy space for decades.

Our own efforts in this arena started more than ten years ago with the development of our LLC industrial pump - a solution that helped to reduce our customers’ energy consumption. Now, as we look to further coordinate our efforts, we’ve now appointed an Energy Transition Manager. They’ve been tasked with the responsibility of getting out there into the market, and to acquire an understanding of the projects that are either in the planning phase, or already underway. In this new age, our goal is to identify precisely where we fit as a company, and exactly what we need to do - in terms of our product and our systems - to accommodate our customers, and to meet their needs.” v

SPP Pumps Limited www.spppumps.com Products: Centrifugal pumps and associated systems

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Powerful solutions

For over 30 years, IE has carefully crafted its uniquely practical and street-smart culture by hiring engineering experts with a deep understanding of the energy market

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ince being founded in the mining community of Carbon County, Utah, IE has grown into one of America’s leading critical infrastructure specialists. Over the past decade, the company has used its depth of knowledge in the mining industry to diversify its offering and translate its tried and tested concepts to new markets, such as data centers and renewable energy production.Today IE is taking on new horizons, with a focus on employee training, customer care, and future-thinking.

Being founded on four core principles has helped IE maintain its position as a market leader

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for over three decades. As the company’s Chief Executive Officer, Phil Blackburn, explains: “I would definitely say that our owners - and their founding core principles - are one of the secrets of IE’s success. We talk about our core principles a lot; our team has a relentless focus on customer needs, combined with a real emphasis on ingenuity and creativity. We also seek to harness raw engineering talent; our people have advanced practical capabilities, which has helped in growing the technical side of IE. “Throughout the business there is a willingness to get involved shared by everyone; there is no

IE

task that is ‘beneath’ our management team. We’re willing to jump in and be part of solving problems; we don’t stand on the sidelines and expect our frontline to carry the operational load. We are willing to share the pain.

“Additionally, we have a very strong, very proud work ethic. Personal pride is another one of our four core values; there is a tremendous sense of personal investment from employees, everyone puts their absolute best into the products that we build. That culture has been part of our practice since the beginning, as our owner always says: ‘I’ll take ambition ten-to-one

over capability, because I can teach the latter.’ ” Staying true to these core principles is not the only way in which IE has honored its history in order to take on the future. As the company has moved into new market sectors, it has used its depth of knowledge in the mining industry to create unique new products for applications in the renewable energy, and oil and gas markets.

“Diversification has been key over the last few years. Today the mining industry only makes up about 20 percent of our business, because we’ve built up our oil and gas business to match it in size. We also have rapidly grown

in the renewable energy, and data center markets. At this point these are our two largest segments, so we are definitely very proud of the diversification we’ve achieved.

“The process has required a lot of innovation on our part, and we have been able to leverage our problem-solving DNA from mining to other sectors. It’s important to understand that mining makes unique demands of its electrical infrastructure. Most of the products built for mining purposes will need to be made portable, whereas other infrastructures are fixed, so there’s an extra degree of expertise and

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knowledge that we have found to be very applicable when solving problems and applying solutions to other sectors.

“We can take concepts from mining, and apply them to oil and gas, or data centers; it’s interesting how our unique expertise in the mining industry is now helping us facilitate expansion into emerging markets. There’s no industry that has personnel working in and around electrical equipment in the same way that mining does. Miners are constantly moving and rebuilding equipment, and meeting those needs has certainly provided us with a powerful kind of expertise,” Phil discusses.

Specialist facilities

As IE’s offering continues to grow, so does its impressive network of manufacturing facilities. With expansion work still underway at its headquarters in Utah, the company looks toward further growth, and investment in automation, as Phil reveals: “As an investment in our customers, we are tripling the size of our main facility in Utah. The site will be over 250,000-sq-ft, and we are on track to complete the expansion at the end of 2022.

“That facility also acts as our headquarters, where the majority of our corporate office and leadership team is located. We have a second facility in Denver that is 75,000-sq-ft, and we also have a factory in Illinois around the same size. We then have a 60,000-sq-ft facility in South Point, Ohio. In the last year we have acquired the land for an expansion on that site, so we hope to add another 50,000-sq-ft to that over the next few months.

“In addition, we have recently introduced the FrameCAD to our operations; this highly automated piece of equipment is capable of producing enclosure walls, as it can cut, punch and bend steel. With this technology we are able to make heavy-gage steel framing studs, and enclosures for enclosure walls, a lot faster.”

Each facility has an important role to play in the design and manufacturing process, as Phil elaborates: “At our headquarters, we do a couple of highly specialized processes. We manufacture custom dry-type transformers, and other very specific kinds of equipment, using state-of-the-art facilities. We also produce highly technical electronic components, such as relays and circuit breakers.

We manufacture all of those more standardized products in Utah, and the rest of our facilities focus on bespoke, turnkey designs.

“Our custom products go through a unique design process, which is highly specified, according to the customer’s specific application. We also create a custom manufacturing process for each design. This process happens at all of our locations to some extent, and that’s because we have local access demands at each facility. We want to minimize

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IE shipping costs, and we also want to be as accessible as possible to customers and external evaluators. Customers often come in to tour our facilities or perform Factory Acceptance Testing (FAT’s), so it’s important that we have a good location, relative to them, in order to offer that experience.”

With state-of-the-art facilities, and an unparalleled depth of knowledge, it comes as no surprise that IE has worked on a number of major projects in recent months.Two high profile projects include delivering over 100 battery modules for the Sanborn Edwards Combined Solar and Energy Storage Plant, the world’s largest battery storage facility, and a turnkey data center for Foxconn, best known as Apple’s trusted

contract manufacturer for its products.

“When FoxConn built a large manufacturing facility in Wisconsin, it received nationwide press.

We were very excited to work with them, especially when they opted for a modular layout, which we were able to design and build using our unique capabilities. The end product was a custom, 200KW data center, full of the most cutting-edge equipment; we provided a turnkey solution, including all electrical and mechanical delivery systems. It was a really great project for us,” says Phil.

Projects like this highlight IE’s enthusiasm, and drive. The company’s dedication to creative and curious engineering saw its revenue grow 18 percent in 2021, and, with no signs of slowing

Intermountain Fuse Supply Intermountain Fuse Supply (IFS) has been partnering with Intermountain Electronics for over 20 years. A critical product that it provides, Intermountain Electronics, is the ABB industrial drive (VFD). In addition, IFS offers ABB low voltage products, Baldor motors, a wide range of automation and control equipment, and, of course, fuses. By focusing on automation and control, IFS has built a team that has the knowledge and expertise to provide first-class support to its customers. The company provides electrical components to virtually all industries and applications.

down, this growth is predicted to increase to 25 percent by the end of 2022.

As IE continues to go from strength to strength, its leaders are on the lookout for passionate individuals, who are driven by a desire to learn, as Phil concludes: “Our workforce is the heart and soul of everything we do here. IE’s competitive strategy, at the end of the day, just comes down to the quality and commitment of our people. Our work is demanding and our team is extremely dedicated. As part of our growth in 2022, it’s our goal as leaders to continue investing in training and support, in order to continue to build a world-class workforce.

“We are looking to add employees in the near future. We’re hoping to find individuals that we can train and develop; if they can bring the ambition and motivation, we can teach them the skill-set.” v

IE www.ie-corp.com Services: Electronic and mechanical infrastructure solutions

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An Underground

Sensation Having successfully ridden out the pandemic, Getman Corporation is digging down with its innovative range of custom-made mining solutions

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ixty-six-year-old Getman Corporation began simply with the design and production of a single product: the Scoot-Crete. Resembling a small, motorized wheelbarrow, the Scoot-Crete was designed to transport concrete in municipal construction works. During the creation of the five-mile-long Mackinac Bridge which connects Michigan’s upper and lower peninsulas, the Scoot-Crete played an instrumental role during its construction from 1954-1957. In the latter part of that decade, when a modification of the Scoot-Crete was put to work in underground mines, it set Getman on a path of innovation. The company developed additional specialized solutions for the mining sector, culminating with the launch of two additional products in the 1960s: the Explosives Charger and the Scaler.

Getman has since established itself as a leading supplier of production and production support equipment for the global underground mining industry. Manufacturing processes include metal fabrication, cutting and welding, and the construction of electrical harnesses, componentry, and boxes. “Today, Getman’s products are recognized for their durable construction, their performance, and their longevity,” says David Felicijan, Senior Director, Operations at Getman. “That’s our niche.”

The company specializes in customer-specific solutions, drawing on extensive expertise, research, and development to deliver tailored, value-driven products, supported by world-class aftermarket support. “Our customers have been known to rebuild our vehicles up to three or four times,” Felicijan explains. “Using the initial frame, they’ll either purchase the individual componentry from us for self-installation, or they’ll bring the truck back to the dealer, and we’ll rebuild it for them.

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Getman Corporation

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our manufacturing processes,” he continues. “We’ve created what we call the Getman Production System, including a process of visual and priority scheduling.

The system shows the techs the priority of work at any given time, eliminating the need for them to ask their supervisors for direction. The goal is to maximize throughput by leveling work to move production more rapidly through our system, helping us to be as flexible as we can.”

Further improvements

It’s a method that delivers a more affordable product, without compromising safety. We have more than one machine that was built over 40 years ago and are still in the field today – a testament to the quality and longevity of our product range.”

Maximising throughout

For Getman, its customer-focused offering is what sets it apart from the competition.

“People are so surprised when I tell them about what Getman does here in rural Michigan,” says Alicia McMahon, Getman Marketing Representative. “We take a pile of raw materials and transform it into incredible machines – vehicles that perform amazing tasks in underground mining.”

The driving force behind the company’s product development is its integrated team of engineering experts. “Our engineering and

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manufacturing groups are co-located together on-site, giving our engineers the opportunity to directly interact with our assemblers, who are themselves in conversation with our techs,” Felicijan notes. “It’s a full circle, and our agility allows us to close gaps very quickly, instilling a team culture throughout our operations. We eat together, play together, and work together – it’s a fun place to be.”

Getman’s two manufacturing locations in Bangor and Kalamazoo, Michigan together provide over 200,000-square-feet of floor space. “These facilities were purpose-built for our operations,” Felicijan says. “They contain all the cranes and lifting capability we need to manufacture and assemble our heavy equipment, alongside all the necessary paint, blasting, and finishing equipment.

“Moving forward, the biggest thing we’re targeting is the standardization of

For Getman, the focus is on satisfying customer need and expectation. “We work to understand the specific applications for which our products are going to be used,” explains Chris Warner, Getman Product Manager. “Our support team goes out in the field to support commissioning of these products. They work alongside the miners to understand exactly what they’re doing, and to develop a deeper understanding of their requirements. We get a lot of our intelligence from that process, and it translates into the development of our new and existing product lines.”

The research also furnishes Getman with vital information in terms of product safety. “Safety isn’t a buzzword, it’s a principle we take very seriously,” Warner continues. “Most people understand and accept that mining is a potentially dangerous occupation, so we are responsible to ensure that we design our products with safety at the forefront. It’s a mindset we weave into our culture, cascading it through design, in our processes on the shop floor, and the shipping of our products.”

Despite the unique challenges of the past two years, business has largely continued as normal for Getman, benefiting from its status as an essential operation at the outset of the pandemic. “On March 30, 2020, we learned that we would have to shut down if we weren’t an essential business,” Felicijan recalls. “Two days later, we were confirmed as essential and were permitted to keep running. Working closely with our employees and external business partners, we weathered the storm for the first six or seven months.

As we progressed into the pandemic, supply issues became increasingly problematic. Fortunately, as an agile organization we were still able to build and adapt our truck products to that challenging environment and continue shipping to our customers with minimal disruption.”

Getman plans to deftly shape its operations for the foreseeable future. “We recently launched a new product into the market: the ProShot™ Concrete Sprayer,” Warner says. “The bulk of the design and launch work was performed during the pandemic.

Many of the advantages we typically enjoy suddenly were more difficult to facilitate – such as co-location and shoulder-to-shoulder design and manufacturing. As a result, we were forced to reconsider our processes, improve our lines of communication, and streamline our development work. With these additional

Getman Corporation

Getman Corporation www.getman.com Products: Mining production and support equipment efficiencies in place, we’re now in a better place to deliver long-term benefits to our customers.”

“It goes back to our culture,” Felicijan adds.

“During the pandemic, we’ve been able to capitalize on our manufacturing interruptions to create improvements to our processes. In 2022, we’ll have the opportunity to implement much of the lessons that we have learned. For instance, we’re now concentrating on how to further improve our aftermarket component sales business, and how we can pivot our manufacturing and supply chain to ship parts out more rapidly.”

The company is looking positively upon the year ahead. “We expect the industry to remain strong,” Warner tells us. “We’re incorporating new, alternative technologies and features that we can implement into our products. Of those, the biggest change is battery electric propulsion – an emerging trend, and one that’s starting to play an increasingly larger role throughout the industry. We currently have a project underway, and we intend to have a working prototype by the end of this year. We’ll then spend 2023 integrating it throughout the rest of our product line. This will be a significant shift not only in the product itself, but in terms of our complete manufacturing process.”

“It’s a positive outlook,” McMahon concludes.

“Our customers love what we’re doing, and the ProShot is performing well. We have a long list of orders and expect to be very busy in 2022, and beyond.” v

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Wiped down, but not out From an arson attack to Covid-19, Allied Hygiene has seen it all. But after two successful years, the wet and dry wipe manufacturer is embarking on a series of new developments, including an allnew eco-friendly product range 86 l www.manufacturing-today.com

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ounded in 1990 as Allied Paper, a supplier to the UK market of centrefeed rolls and toilet tissue, the company took a decision within 12 months to diversify its operations, establishing a new business which would become Allied

Hygiene. The company had an ambitious goal: to become a pioneer of impregnated wet wipes.

But realizing it wasn’t going to be easy. “We were trying to produce a non-woven roll using a paper centrefeed machine that wasn’t really designed for the task,” admits Andy Phippen,

Allied Hygiene

introduced automated manufacturing lines for the filling, sealing and capping of our tubs and buckets, and we’ve developed our own chemical mixing facility. Prior to 2007, the business was very much focused on distribution within the UK market. In 2008, we took the decision actively develop our export sales business, which has today grown to approximately ten percent of our turnover.”

Overcoming adversity

Managing Director at Allied Hygiene. “We’d then mix our chemicals by pouring them from a watering can into a bucket, before creating a pallet of product that we’d go out to sell.”

Humble beginnings, maybe - but the company soon hit the jackpot, acquiring a couple of

key end users, including Weetabix and United Biscuits. “It’s really grown from there, with a number of quite large developments over the course of the last 25-to-30 years where we’ve really taken the business forward,” Andy reflects.

“We’ve invested in more bespoke technology,

But Allied Hygiene’s story isn’t all positive. The year 2015 marked 25 years of operation for the company - but celebrations were cut short, as a major arson attack saw the near-complete destruction of the warehouse, raw materials and manufacturing capabilities located at its Erith facility. “That was a major turning point,” Andy confesses. “At the time, we didn’t know whether we’d be able to get back on our feet. We were fortunate to have a second location down the road in Belvedere; everything we had left, we

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Allied Hygiene

moved there, re-establishing the infrastructure for our phones, our internet, and to give our people a base, and we leased some additional premises in order to restart our manufacturing.

“It wasn’t until three years later, in 2018, that we were able to return to Erith,” he goes on. “Thankfully, it gave us an opportunity to redesign the entire building to be far more purpose-built, at a size 60 percent greater, and with a layout that drastically enhanced our manufacturing efficiency. It also includes state-of-the-art automated converting, filling and lidding lines, as well as a high-tech chemical mixing facility. These have both taken us to a new level in terms of capacity.”

Through its distributors, Allied Hygiene supplies four key product groups to the market: wet wipes, dry wipes, paper consumables, and dispensers, to a total of seven main sectors.

“Food is the original area into which we first developed as a business,” Andy says. “We’ve since branched out across hospitality, industrial, healthcare and dairy. Facilities management is another growth area, Likewise, our products are used throughout retail as a means to facilitate in-store hygiene. We’re also looking at expanding our portfolio in the veterinary sector, following the pandemic-induced growth in the pet market.”

Product launches

Across its 30-plus years of operation, Allied Hygiene has developed close relationships with a number of key end users. It’s a distinguishing factor, and one that informs the company’s product development. “We’re able to understand their needs, and we can then feed that back into the business, either creating new products or enhancing our existing portfolio,” Andy confirms. “As an independent company, we have the flexibility and responsiveness to be able to do that, and to move quickly when it comes to making decisions about new

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investment opportunities. For our competitors with a larger corporate structure, that’s much more difficult.”

One product to come out of this process is Allied Hygiene’s Quick Release Dispenser (QRD). “We’ve been in contact with one major food industry end user regarding cost-of-use issues involving wet wipes,” Andy notes. “The method they were using for dispensing wipes from a refill bag was leading to several sheets coming out at once, when they weren’t needed.

The QRD concept not only allows them to dispense wipes more easily, it removes the need for a bucket to hold the bag, thus reducing the cost of storage and distribution, and the volume of packaging that they require.”

Perhaps unsurprisingly, Allied Hygiene experienced significant growth over the last two years, as the arrival of Covid-19 prompted an uptick in demand for disinfect wipes, hand gels and sanitizers. “Our sales increased significantly, but the period wasn’t without its downsides,” Andy comments. “There was unprecedented demand for non-woven materials such as polyester, polypropylene, viscose and cellulose, all of which were being used for the manufacture of medical gowns, face masks and other PPE. That in turn led to cost increases, and difficulties in terms of supply chain shortages - particularly for raw materials from China, as the cost of containers increased dramatically, and availability plummeted. We’re now assessing that reliance, switching to EU manufacturing where possible in order to maximize our flexibility. At the same time, we were challenged for capacity: there was a roughly six-month period during which our order book was literally full, preventing us from taking any orders.”

As the threat of Covid-19 recedes, the company is building up to the launch of an all-new product, designed with the future in mind. “If you wind the clock back to 2021’s COP26 Conference, we saw significant media

coverage in relation to environmental pollution, of which plastic is a major contributor,” Andy recalls. “In the context of wet wipes, a number of the lower-cost options are 100-percent polypropylene. With the coming introduction of the UK Government’s Plastic Packing Tax in April 2022, we’ve received requests for biodegradable wet wipe substrates, and we’ve conducted research into the viability of such products in terms of continuing to meet our customers’ requirements.

“We’re now at the point of being able to launch a couple of 100 percent cellulose products, targeted towards the hospitality sector,” Andy continues. “We’re also have a heavier grammage viscose product, designed for demanding tasks that require a higher tensile strength. We’re putting those both into more appropriate packaging formats - for instance, using a flow-wrap pack with a 70 percent lower plastic content compared to traditional rigid tubs. We’re just now finalizing the data on those products, with a view to launching the range within the coming months.

“Ultimately, the plan over the course of the next five years is to significantly increase the size of the business, led by organic growth and acquisitions,” Andy concludes. “With obtaining ISO13485 certification for medical devices, we are looking at partnering with a US-based distribution company in order to develop our North American market, with a focus on healthcare. Similar opportunities present themselves in the European markets. As we look to take a larger role in product promotion and education of the market, we’re also expecting the shape of the business to change, with a greater emphasis on digital marketing.” v

Allied Hygiene www.alliedhygiene.com Products: Wet and dry wipes

World Class Manufacturing in Great Britain: High-Precision ATEX Filling Solutions for Allied Hygiene, from Adelphi Masterfil are delighted to have partnered with Allied Hygiene; providing their latest highprecision filling technology to fill Allied Hygiene’s extensive range of anti-bacterial and anti-viral wipes.

FAST FILLING – INCREASED THROUGHPUT POTENTIAL The COVID-19 pandemic has brought to light the essential role which sanitisation plays in everyday life. Faster filling has therefore become essential, to enable Allied Hygiene to meet the exponentially increasing demand for their products.

Adelphi Masterfil were pleased to recommend their ATEX compliant S5000-A machines (automatic 6-head and 8-head specifications), which facilitate fast filling for customers globally – up to 45 containers/min on 5L, or up to 20,000 container per 8 hr shift – equivalent to 100 IBCs! HIGH PRECISION – REDUCED FINANCIAL AND ENVIRONMENTAL WASTE IMPACT Exceptional filling accuracy of up to ± 0.1% on the servo version (or ± 0.2% on the standard model), reduces costly product waste, to enable significant ROI improvements.

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BRITISH MANUFACTURING QUALITY Adelphi Masterfil’s fully automatic filling range is a proven concept, with over 50 years in the marketplace. Many machines are still fully operational over 30 years after purchase!

Allied Hygiene’s superior range of products – as well as their culture of innovation – has kept them at the forefront of their industry for over two decades. With the Adelphi Group of Companies celebrating their 75th Anniversary in 2022, Adelphi Masterfil are delighted to partner with another classic British manufacturer!

Are you investigating faster filling solutions? The Adelphi Masterfil technical team will be delighted to suggest the best specification for you: info@adelphi.uk.com | +44(0)1444 472300 | www.adelphi.uk.com

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When one door closes

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Steves & Sons Inc

Steves & Sons Inc has worked hard to build a reliable reputation as a door manufacturer. On a mission to expand its operations, the business looks forward to a future of best practices and cutting-edge technology that provide quality products for its customers

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ounded in 1866 by Edward Steves, Steves & Sons Inc (Steves Doors) began as a lumber yard business that grew organically to offer door products.

During World War I, the company made wooden propellers with copper caps, and in World War II, it moved to joinery cabinets for the liberty ships. “In our offices,” begins Sam Bell Steves III, “we have a maritime flag that was awarded to my great-grandfather. He took the proceeds that he received during the war and returned them to the US Government for the safe return of his sons who were part of the war effort,” says the company’s current Vice President. “Following that, in 1955, we built our San Antonio door plant that we are still in today. We also established additional facilities in Lebanon, Tennessee, and Richmond, Virginia; all are world-class door manufacturing facilities.

“At the moment, we are developing new locations in Georgia and Utah that will also be state-of-the-art. With the three facilities that are currently running, we currently make more than 40,000 doors a day. This allows us to cover our primary territory, which is east of the Rockies.

However, our new Utah facility, targeted to go live in the first quarter of 2023, will help us better serve the west. It’s a lot to get up and running, but we are very excited for its potential. We have

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about 1400 team members and that number is looking to grow by another 400 in the coming year,” Sam shares.

Upscaling capability

Primarily an interior door manufacturer, Steves Doors specializes in assembling products for clients such as Home Depot in retail and customers like Builders First Source and Specialty Building Supply in the jobber trade, and what sets the company apart is simply the experience of its skilled millwork experts. “A well running door plant typically builds 4000to-5000 doors in a single shift, whereas our facilities are building 12,000-to-20,000, and that is why we stand out. We achieve this through our in-house systems, and a combination of decades of industry expertise. I am a sixthgeneration door manufacturer, and when I was just 12 years old, I was already working in our plant. After college and business school, I went to work for our customers in the industry so I could understand how the product flowed to end-users. Then I came back to work for the company, and many of our employees have similar stories; some of the names here are multi-generational. So, what sets us apart is that we are expert door manufacturers, throughand-through.”

It appears that technology is critical to the success of Steves Doors, and the company often considers the latest innovation to incorporate into its processes. “When assessing investments in a door plant, we have to look at the markets that are going to be served and the efficiency that is going to be gained from that investment. What we have done in San Antonio, for example, is add another 100,000-square-feet of space to make our process flow faster, and be able to reduce lead times for our customers by increasing the overall output.

The expansion took the San Antonio door plant from about 10,000 doors a day, to well over 16,000, and our customers benefit from that, and what we are doing in Brigham City, Utah is no different.”

In Brigham City, Sam continues, Steves Doors is taking the existing building and upscaling its capability in order to produce an estimated 12,000-to-15,000 doors a day; a project he is incredibly excited about.

“These developments are just part-and-parcel of the overall investment in our business for efficiency and data awareness. Our ERP system is in-house, designed and custom-built to be able to manage our business. We can track any product that we make or any component we use within our facilities; all we have to do is scan a barcode on the door and we can understand all sorts of character elements of that product to be able to isolate issues, understand how the issues were created and ultimately avoid them in the future – it’s a tremendous capability,” he expresses.

Hopeful outlook

While the technical side of the business is tantamount to its success, Sam holds a particular pride for Steves Doors’ company culture, and he tells us how his team continually rallies together to overcome challenges with a

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Steves & Sons Inc family-like attitude. “As I alluded to earlier, many of our folks have been with us a very long time, which is why we take great pride in calling ourselves professional door manufacturers. If a young person comes in to join us, and has never seen a manufacturing facility, we provide them with the opportunities to grow their careers and become masters of this trade.

“Every profession under our umbrella is crucial because what we are really doing is delivering a promise to our customers. We don’t build anything to stock, we manufacture for customers who need our product so if our team doesn’t take that to heart, then many things can start to slip. If we begin to become complacent about short shipping and quality issues, for example, that is the failure to deliver the promise. So, we really try to drive the idea that we are delivering promises and I believe every member here really does live up to that mantra, which is why we have an excellent group here, and I am so proud of each of them,” he shares.

Because of this approach, Sam shares how confident he was in his team to overcome

the difficulties of the Covid-19 pandemic. “If anyone felt uncomfortable, we dealt with it immediately. We just treated people how they wanted to be treated, to show our staff that we would stand by them no matter what, and they did the exact same for the company.

“Unfortunately, in San Antonio, we lost a beloved team member to Covid-19 who had been with us for a very long time, and it was heartbreaking for our team members and our ownership. It broke our hearts. When you work for a family business, your team members become family themselves, and so to lose one of our staff was devastating for us,” he shares.

“Being a critical business that helped keep the building cycle going was so important for us to make it through the last two years, and we did everything we could to keep our team members safe. Obviously, it was an evolving effort as we learned to adapt to the changing policies, and I feel that that agility and the incredible effort from our team is what allowed the team to thrive.”

Steves Doors is well into the swing of 2022, and with Brigham City’s new project under

construction, Sam is excited about the near future of his family’s business. However, further down the line, he would like to see some economic stability, and is candid about the repercussions that the current global climate will have on all of us. “Not just for our company, but for the whole country. Right now, I think everyone’s five-year outlook is a little different, and it seems vital that we find some stability, what is going on today with Ukraine is going to have consequences on all of us; it will add further stress to supply chain issues and I am just praying that it ends soon and we can start to see economies across the world stabilize again,” he states. In the meantime, Sam adds that almost everyone at Steves Doors is vaccinated, which has been very helpful to keep its team safe, and, to keep a hopeful outlook, all his team can do is remain positive, and take on the future as best as possible, one obstacle at a time. v

Steves & Sons Inc www.stevesdoors.com Services: Door manufacturer

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The power of light Kyocera SLD Laser’s vision is to pioneer the future of light; with cutting edge technology and a passion for innovation, it continues to be a guiding torch for the manufacturing industry 94 l www.manufacturing-today.com

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LD Laser and Kyocera Corporation (Kyocera) had a strong and longstanding relationship prior to Kyocera’s acquisition of the former in January

2021. SLD Laser was founded in 2013 by Nobel Prize winner Professor Shuji Nakamura and solid-state lighting pioneers Professor Steve DenBaars, Dr Paul Rudy and Dr James Raring.

Kyocera SLD Laser

resulting integrated products and applications, will benefit our society and our world. Kyocera is committed to enabling and facilitating Kyocera SLD Laser (KSLD) to pursue our vision of pioneering the future of light. Equally, KSLD’s management is determined to drive growth and value creation through new innovation.

Considering each of these perspectives, the acquisition is working out very well,” says James.

Dramatic benefits

James shares greater detail about his company, and the innovation that is being invested into its success following the recent acquisition.

“From the time that we’ve spent together over

the years, both in and out of the office, it was clear that the companies were a great match in business and in culture. We share a common vision of how gallium nitride devices, and the

Today, KSLD has about 200 employees with four primary locations in the US, including two sites in Goleta, California. This is where its headquarters are based, and where the company conducts epitaxial growth of the semiconductor materials, and performs research and development on its semiconductor chip technology and laser light sources. “Our largest site is in Fremont, where we have our primary semiconductor chip manufacturing facility and undergo most of our business functions; it’s a great complement to the design and development center in Tucson, Arizona. We also have a small sales office and showroom in Los Angeles, California,” James explains. The business has multiple manufacturing partners overseas in locations such as Thailand, Malaysia, and China, where its California-made semiconductor chips are integrated into component products.

On top of its impressive expansion, KSLD is fully automotive quality certified to ISO 9001 and IATF 16949 standards, which is buttressed by a strong and ambitious workforce. Together, these two quality components have assisted in making KSLD a certified ‘Great Place to Work’ for three years in a row, according to James.

But the company is on a mission: to lead the global manufacturing industry with innovative laser light technology. As part of its strategy to achieve international status, KSLD has invented and commercialized its own LaserLight technology, which combines the high brightness output from the blue laser diodes with a phosphor wavelength converter. “With this, we can then convert some of the blue light to yellow light, such that the resulting output emission is an extremely bright, safe white light,” James notes.

The laser light applications of today include automotive lighting and specialty lighting, while KSLD’s products deliver more than ten times the brightness, and more than ten times the beam distance versus LED to provide maximum

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visibility and safety to the end user. “We are actively developing and commercializing our Beyond Lighting products, where we fuse next generation capabilities of sensing, LiFi communication, and IR illumination,” he adds, a topic we dive into later.

This proves that the inner workings of KSLD’s operation is really where the company shines.

“Our LaserLight sources enable high precision depth sensing and LiDAR to form lights that can ‘see’, and are configurable for high-speed data transfer that is 100 times faster than that

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of LEDs. Additional large and emerging markets for gallium nitride-based laser diode products include large venue project display systems, where blue lasers are replacing legacy high intensity discharge bulbs, biomedical applications, and industrial applications including welding, cutting, and 3D printing,” he continues to explain.

“We understand that although there are large and growing markets for these laser chips, there is an exciting amount of future value with continued innovation through upward product integration, which is what spawned

our LaserLight white light technology.” To make this happen, the company combines blue laser diodes with phosphor wavelength converter materials to make white light that is 10-to-100 times brighter than LEDs. “This high brightness allows for drastic benefits over LED lighting technology, including a range that is ten times longer, to increase visibility and safety. It also supports smaller optics and fiber optic delivery for a light form that can be ten times smaller to completely change the lighting styling - as we see in automotive lighting - or drastically reduce the size and weight of light sources in applications where size and weight are at a premium,” he says.

KSLD then takes this one step further by including infrared lasers in its LaserLight products. “The light sources are then capable of providing both visible illumination and IR illumination in a colinear emission. This powerful dual functionality can serve applications such as night vision, machine vision, automotive and mobility, as well as recreation, search and rescue, and defence and security.

“Moreover, since our LaserLight sources are based on laser diodes that have very fast temporal response characteristics, we can utilize the laser source to generate pulses of lighting for sensing applications, or as a data transmitter in LiFi, which is also known as light fidelity.” he says.

The business’ development will play a vital role in

Kyocera SLD Laser the next generation of wireless communication systems. In sensing, the laser diodes emit short pulses of light, and detectors are used to sense the reflected light pulses. This leads to a timeof-flight measurement, which is then used to calculate the depth coordinate of objects and surroundings. In fact, according to James, full 3D light imaging and range mapping can be achieved using KSLD’s light sources.

“In LiFi communication, we utilize the visible and IR emission from the laser sources to transmit data at rates between ten and 100 times faster than 5G wireless networks. In this approach, we break the limitations associated with conventional wireless communications based on the radio frequency portion of the electromagnetic spectrum. We achieve this by enabling an extremely high data rate and highly secure data transmission with virtually unlimited spectral bandwidth across the 800 THz visible and IR spectral range, which is 2600 times larger than the 300GHz RF spectral range.

“LiFi offers wireless communication without the concerns of RF interference and can be used in RF-sensitive environments such as airplane cabins, smart factories, healthcare, secure government facilities, and smart cities.

Moreover, because LiFi signals do not penetrate walls, and can be highly controlled with optical systems, the data link can be highly secure with a minimized threat of being intercepted by a bad actor.”

Looking to the future, James is very excited about the addition of two new demonstrations that were recently announced at the 2022 Consumer Electronics Show. “The first was a LiFi system transmitting data at the record rate of 100 Gb/s, which is 100 times the rate of fast 5G networks. Our laser LiFi technology is under development for future commercialization, and we are extremely excited about its potential.

Today, we offer LiFi demonstration kits that operate at lower speeds for customers who seek to develop their systems and applications based on LiFi.” The second new demonstration James would like to mention is the power transmission over fiber, which was realized in conjunction with the Corporate R&D group at Kyocera Corporation. “In this system, KSLD gallium nitride violet laser diodes were used to convert electrical power to optical power. The latter was then transmitted over an optical fiber to GaN photodetectors jointly developed by KSLD and Kyocera International Inc, where the optical power was then converted back to electrical power. This demonstration of multi-watt power

transmission was the first of its kind using GaN semiconductor technology. A key advantage of power transmission with light is that we can reduce the weight of all the wiring, by eliminating copper, which can have a major weight savings impact in electric vehicles and all mobile machines, airplanes, and boats,” he explains.

For James, it is critical that KSLD continues to be a world leader in innovation of gallium nitride-based technologies with strong yearon-year growth in manufacturing volumes, revenue, and profitability. He is excited for the increased adoption of LaserLight technology in the automotive and specialty lighting sectors, along with the strong emergence of the Beyond Lighting products serving IR illumination, sensing, and communications in next generation mobility, connectivity, healthcare, smart homes, and smart infrastructure. v

Kyocera SLD Laser www.kyocera-sldlaser.com Services: Laser light manufacturer

Key demonstration

As a small company, KSLD has overcome tremendous technical, developmental, operational and manufacturing, and quality infrastructure challenges in order to fulfil the demand of its product. “Often, these are challenges that many outsiders and larger companies thought would be impossible for a business of our size to handle. But through teamwork, camaraderie, a strong work ethic, and a fantastic culture, we have beaten these challenges to prove our capabilities, and get to where we are today. With our fully automotive certified factories, we have successfully commercialized state-of-the-art gallium nitride chip technology, and LaserLight products that are pioneering the future of light.”

For James, the people of KSLD are the most important part of the company. “As we always say here, ‘it’s all about the people’. We strive to create a natural, positive, and transparent work environment where we support one another at all levels of the organization. Our team works very hard, with strong determination and ambition, but we always try to have fun and enjoy the work along the way,” he shares.

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Driving packaging innovation As it continues to play a vital role within the UK’s vaccination roll-out, Tri-Wall UK is targeting the delivery of new and exciting products to markets across the globe 98 l www.manufacturing-today.com

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ri-Wall UK (Tri-Wall) has seen rapid growth globally and in the UK, having acquired sites in Manchester, North Shields, Gateshead, Swansea

and Wolverhampton in the last five years.

Now, in 2022, Tri-Wall has ambitious plans for further investment of over £20m in further acquisitions over the next few years.

Tri-Wall UK

A company born of innovation, Tri-Wall acquired its distinctive name from being the first and only manufacturer of Triple-Wall AAA flute corrugated board in the UK. Today,

the company sits within the Tri-Wall Group, a network of companies across Europe, America and Asia dedicated to offering innovative and cost-effective packaging solutions.

An award-winner when it comes to smart packaging design, Tri-Wall supplies a complete range of material options, including heavy-duty and conventional corrugated board, timber and

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ply, steel and metals, foam and plastics. “This material advantage allows us to deliver the best packaging solutions for any job,” insists Gavin Peters, Tri-Wall CEO. “Our flexibility is such that we can fully optimize manufacturing efficiencies and reduce shipping costs, either by reducing weight, streamlining operations or simply maximizing container usage.”

Design expertise

Tri-Wall’s focus on efficiency is a timely one, as 2022 sees the introduction of the UK Government’s new Plastic Packaging Tax (PPT).

The legislation isn’t due to come into force until 1st April, but it’s a move that’s already prompting the industry to reassess its credentials with regards to sustainability. “It’s an important goal for every company at the moment,” Gavin admits. “Choosing the right material for a job isn’t simply a question of price. At Tri-Wall, we’re dedicated to lowering our customers’ carbon footprints, be that through the use of returnable solutions, or replacing plastics with our own trademark corrugated board, manufactured using fully recyclable papers sourced from FSCregistered forests.”

The company is equally committed to reducing its own carbon emissions. “Our parent company, Rengo, has published plans in its global sustainability report committing to becoming carbon neutral by 2050,” Gavin says. “As well as responsibly sourcing our materials, Tri-Wall is recycling waste back into production to create added value products. All our paper and timber products are 100 percent recyclable, and, from this year, all our employee company cars will be electric or plug-in hybrid.”

But the drive for Net Zero isn’t the only pressure forcing Tri-Wall’s hand. “I think everyone would agree that the combined

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effects of Brexit and the pandemic have shaken most industries to their core,” Gavin acknowledges. “Being able to react quickly to changing customer needs and evermore turbulent market conditions, while maintaining high levels of customer service, has been key to our success throughout the last few years.”

Evidence of that success is not hard to find.

As successive waves of Covid-19 brought the UK’s healthcare system close to breaking point, Tri-Wall, in collaboration with one of its key customers, fulfilled an essential role supplying heavy-duty corrugated packaging in support of the global vaccine roll-out. “Our design expertise allows us to continually innovate packaging solutions for new applications,” Gavin tells us. “Our combined IP of the completed pack provides a highly durable solution which keeps temperatures below -70 degrees Celsius, vital for the transit of the Covid-19 vaccine.

It was a challenge that demanded a quick turnaround, and relied upon the collaboration of teams from across both parties, many of whom were working from home, to come together and fashion a completely bespoke solution.”

Tri-Wall is no stranger to innovation. In 2018, the company teamed up with Jaguar LandRover, 3M, UK HSE, Denchi, WMG, Potenza and Lifeline to form LIBRIS (Lithium-Ion Battery Research In Safety), a UK Government-funded research and development program focused around the safe packaging, transportation and storage of lithium-ion batteries. Through its involvement in LIBRIS, Tri-Wall is helping to advance knowledge of processing lithium-ion batteries from start to finish, and is working to optimize packing processes and solutions within relevant organizations.

“We have a range of packaging solutions that are specially designed and tested for lithium-ion cylindrical, pouch and prismatic cells, modules, full vehicle battery packs, off-highway and static storage solutions,” Gavin notes. “All of these are ready for the production line, tested and fully customizable.”

Located at its Monmouth site, Tri-Wall’s primary factory is equipped with a heavy-duty corrugator of single, double and triple-wall board, along with conventional and heavy-duty conversion facilities including stitching and print.

The company also boasts a UKAS accredited dangerous goods laboratory, capable of emulating real-world transport environments including compression, burst, humidity, extreme temperatures and drop testing. Tri-Wall also manufactures bespoke pallets, crates and cases from its timber production facilities, while its location in the North East plays host to the company’s heat treatment facilities, through which it’s able to comply successfully with ISPM15 regulations.

Ambitious plans

Not to be forgotten, however, are the employees whose hard work keeps production across each of Tri-Wall’s sites running to schedule. “Our people are the most important assets to our business,” Gavin confirms. “It’s the people who understand our customers’ unique needs and keep customer satisfaction high, and it’s the people who have the expertise and experience to continually push our industry to new standards. In the last two years, three of our employees have celebrated their 50th anniversary with us, and we’ve been proud to welcome a fourth-generation employee into the company, following in his father’s, grandfather’s and great grand-father’s footsteps. We’re

Tri-Wall UK

a family, both literally and figuratively, and we’ll do everything possible to keep that culture alive and thriving.”

With that in mind, the company recently conducted a refresh of its Mental Health Wellbeing program, with volunteers at each site completing training to become Mental Health First Aiders. “It should go without saying nowadays, but Tri-Wall is an equal opportunities employer,” Gavin adds. “We’ll be rolling out more initiatives in 2022 to further support employee engagement, including a bottom-up and top-down communications structure, and extra investment into staff training and qualifications.”

Tri-Wall adheres to a similar ethos in its relationships with critical suppliers. “We see them as an extension of our business,” Gavin continues. “By treating them with respect and promoting a shared vision of the future, our suppliers become more heavily integrated within our business. In return, we’re rewarded with minimal disruption at times when the market encounters an issue. The latter half of 2021 is a perfect example: as our competitors ran short on paper, our suppliers kept us stocked, our machines kept on running, and we were able to support our customers in a way that others couldn’t.”

Buoyed by its success throughout the pandemic, Tri-Wall is targeting an exciting couple of years ahead, with scheduled investments exceeding a total of £20m. “Our plans include new premises, new machinery and new facilities to engage with our customers and provide bold and innovative services,” Gavin promises. “Acquisitions will also play an important role, and we’ll continue to look for and engage with businesses that can help us to achieve our larger goals.

“Our strategy over the next five years is quite simple,” Gavin concludes. “Around the world, we want to be the supplier of choice for multimaterial smart packaging solutions. We plan to break new markets and create new products, while staying true to our core product lines.” v

Tri-Wall UK www.tri-wall.co.uk Products: Smart packaging solutions

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The stamp of authority With family at its core, WeissAug Group is celebrating 50 years as a leading provider of molding, stamping and assembly solutions 102 l www.manufacturing-today.com

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eiss-Aug is a company built from the ground-up.

It consisted of just five people upon its launch in New Jersey in 1972: co-founders and former colleagues Dieter Weissenrieder and Kurt Augustin, a couple of toolmakers, and a

single secretary. The company was originally housed in a small building owned by Dieter’s uncle, where it remained for two years, until - with space in short supply - Dieter and Kurt found themselves a new home in an industrial park in the state’s East Hanover district.

Weiss-Aug Group

for the automotive, medical, electronic and semiconductor industries. In doing so, it’s guided by a philosophy of ‘doing the impossible’. “We handle complex and challenging programs that very few people want to handle,” explains Dieter, now Weiss-Aug Group CEO. “I always say to our team members: we’re watch makers, making extremely precise and accurate parts.

It’s an impulse that’s been in our blood since the very beginning, when Kurt and I founded the company. Unfortunately, in the America of the last 30 years, it’s an attitude and an approach to business that’s become increasingly rare.”

50th anniversary

It was the first of many expansions for Weiss-Aug. In 1978, Dieter purchased the land adjacent to the industrial park, where he began building up a stamping plant. This followed, in 1980, with the acquisition of a molding company, yet another addition to the breadth of WeissAug’s manufacturing expertise. With its molding

business enjoying steady growth, Weiss-Aug committed to a further expansion in 1994, securing an overall total of 100,000-square-feet of space, and a total of 200 employees.

Nearly three decades later, Weiss-Aug is a veteran provider of custom insert molding, precision metal stamping and assembly solutions

Another thread that has, and continues to run throughout the company’s long history is family. “I’ve been blessed in one respect that my children are just as passionate about Weiss-Aug as I am,” Dieter reflects. “I’ve been in business now for more than 50 years, and I’ve decided it’s about time I slowed down and became a little less engaged. My daughter is being trained to take over the entire organization. She’s currently responsible for the running of two of our plants, and she’s already very much involved with the decision-making process. My son and son-inlaw are also in the business, and I even have a nine-year-old grandson who’s started to take an interest. Who knows, one of these days he might join us.”

Dieter’s decisions are guided as much by the interests of his own immediate family as those of the extended Weiss-Aug family. “We’ve had many offers to sell the company, but as a familyowned business, it’s important to us to be able to provide reliable and safe employment for all of our long-term employees,” he continues.

“I know so many of them personally. In the last few years, we’ve seen retirements from four or five individuals who have been in the businesses upwards of 45 years, and just this year we said

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do, although it’s something I hear a lot from our competition, is demand that everything has to be cheaper, and that it has to done faster.

For us, that applies unnecessary stress.Yes, we do need to have a competitive price - but take the blood out of our suppliers, and a year or two from now they’ll be in worse shape.

“Consequently, it’s been our philosophy to work very closely with our supply base,” Dieter continues. “We don’t change our suppliers much - some of them reach right back to when we started the business, and together we’ve built very strong relationships. If ever we have a delivery problem, I know that I can pick up the phone and say, ‘Hey, can you push this shipment up a little bit?’ And of course, they’re going to bend over backwards to make it happen.”

Latest acquisition farewell to a 50-year employee. In their place, it’s my hope that the new staff joining us realize they have a home here and can rest assured that they don’t have to speculate about their job security.”

In 2022, Weiss-Aug Group is celebrating its 50th anniversary. To mark the occasion, the company has drawn up a series of exciting plans to further highlight the contribution of its employees. “Being 50-years in business is a milestone,” Dieter admits. “We have a number of activities planned, and we’re hoping to have a big celebration in New Jersey to which all of our employees will be invited. That’s scheduled for October, and because my roots go back to Germany, we’ll be calling it the Oktoberfest. It’s an occasion to say thank you to everyone for their hard work throughout all those years.”

The hard work is paying off. In the last decade, Weiss-Aug has launched a series of acquisitions to further expand its product and service offering. “In 2014, we had the opportunity to purchase a majority stake in The Diemasters, a stamping and assembly plant of larger, intricate parts in Chicago,” Dieter tells us. “They manufacture parts for lawnmowers, for small engines, and carry out some fabrication work.

The logic behind the purchase was a desire on our part to extend our business into larger more complex automotive parts, as well as insert molding them.”

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As things turns out, it was an astute investment.

“With the growth of the electric vehicles market, we’re seeing the electrification of cars with the huge batteries, using larger, more complicated stampings and the opportunity to insert mold them,” Dieter says. “In our original East Hanover plant, our maximum press size is a 90-ton machine, which is too small to run the new terminals and connections required for electric vehicles. At The Diemasters, we have everything we need to execute that promising line of work.”

After purchasing the remaining stake in The Diemasters two years ago, Weiss-Aug has bolstered its investment with the installation of five new Nidec Minister presses, the largest of which sits at 350 tons. “At the same time, we had an opportunity to purchase JK Tool in 2014–15, a tool making company based near Pittsburg, Pennsylvania. They’d been a substantial supplier of ours for several years, with a fine reputation for the manufacture of progressive dies. Three years later, we re-located them to a brand-new plant close to the old facility, where they continue to produce progressive dies and tooling for us, and for some of our competitors.”

As its investment history implies, WeissAug believes that maintaining close working relationships with its suppliers is another key to long-term success. “If you have a good relationship with anyone, it’s far easier to work with them,” Dieter points out. “What we don’t

Not one for settling, the automotive and electronic sectors are only two portions of Weiss-Aug’s business. “Twenty-five years ago, a very large medical customer came to us and asked whether we could produce insert molded products for their own product line,” Dieter recalls. “We did, and we started the medical branch of our business here in East Hanover.

That grew at such pace that we quickly built a new plant approximately ten miles away in Fairfield, New Jersey, dedicated entirely to the production of medical parts. That too has grown quickly, so we’ve also branched out with a plant in Monterrey, Mexico. Across all our facilities, we now have a total of a little more than roughly 650 employees, with the medical side accounting for approximately 60 percent of our total business.

“Our latest acquisition in that line was the launch of Lupine Research in Colorado,” Dieter goes on. “In essence, they’re a pair of PhD researchers, who formed a company which developed novel technologies which we have commercialized with our shared customers. They saw the value in joining the Weiss-Aug Group and together we formed Lupine Research in 2020. Their focus is on specialty plasma coating technologies, material science and advanced AI Automation which utilizes machine learning.

Housed in a research and development lab, we fitted them with some very complicated testing equipment over the past two or three years, and they’ve returned the favor by helping us to continue developing the life science branch of

Weiss-Aug Group

our business. In general, we believe that the medical market remains very strong. It’s one that allows us to continue doing the impossible.

It’s a customer base that understands very clearly what we do, and we’ve found it very accommodating.”

For Weiss-Aug, the goal is to ensure that the next 50 years are just as successful as

the last. “You can’t just sit comfortably in the middle, you’ve got to take chances,” Dieter confirms. “Our plan right now is to continue our expansion. We’ve just purchased some additional land in Pennsylvania, in the same industrial park where our JK Tool plant is located, with the intend to build another manufacturing plant. It’s about forward-thinking and being innovative.

You’ve got to hang over the edge - but don’t fall off!” v

Weiss-Aug Group www.weiss-aug.com Services: Custom insert molding, precision metal stamping and assembly

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A formula for success Innovation is the name of the game for Formulated Solutions, as it continues to go from strength-to-strength in the consumer healthcare market 106 l www.manufacturing-today.com

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ince 1999, Formulated Solutions (FS) has been providing comprehensive and creative solutions to a range of customers across the consumer healthcare field. The company began by offering front-end services and manufacturing solutions to mid-size brand marketers, and has since grown into a national operation, working with

seven of America’s top 12 consumer healthcare brands. Today, FS gears up for one of its biggest years yet, with a major expansion into new facilities planned, which will allow the company to take on new horizons.

“In 1999, I founded Formulated Solutions as a product development consultancy, which quickly evolved into a company dedicated to

Formulated Solutions

the full turnkey ideation, development, and manufacturing of prescribed and self-directed consumer healthcare products,” introduces Eric Dann, Chief Executive Officer and Founder of Formulated Solutions.

“This pivot was in recognition of an insight, which revealed a gap in the consumer healthcare market: small-to-medium size brand

marketers often lacked the full complement of tools required to successfully compete with the large multinationals.

“Where these companies often possessed strong sales and marketing teams, they commonly lacked access to expert innovation and product development staff, or if that was found, it certainly was not coupled with high

quality, cost effective and scalable production capabilities. The introduction of FS into this space established us as one of the first true Contract Development and Manufacturing Organizations (CDMO’s), and set a new standard for the types of partnerships such brands could forge,” he adds, highlighting how FS has always been at the cutting edge of its field.

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“In time, it became evident that even the large multinationals, flush with resources, can quickly become constrained by their own capital assets, their own historical ways of approaching problem solving, their own technologies, or even their own visions of what is technologically possible. This is where FS can help supercharge a brand. We work with our brand partners to understand their strategic vision, consumer insights, and competitive landscape; we then work to connect the dots between technologies, market trends, and the ideal user experience, in order to offer a range of product solutions that delight the consumer.”

Problem solvers With 23 years of success under its belt, FS continues to innovate and grow, in tune with market trends, and changing consumer demands.

Despite these years of evolution, the company has, in many ways, remained true to its initial model, as Eric explains: “Over the past 23 years, plenty of lessons have been learned, but the

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business model has not changed all that much.

Our focus remains highly trained on innovation, development, and manufacturing and establishing long-term partnerships with our customers; however, over the years we recognized that it’s not just the small-to-medium sized marketers that can utilize our services.

Offering comprehensive, turnkey solutions has helped build FS’s reputation as a reliable industry partner.The company consistently delivers on all fronts, including the technical, as Eric discusses: “The services we offer, at a high level, can be best described as the innovation, development, stability and manufacturing of medical products, including branded prescription drugs and over the counter medicines in the topical, nasal, rectal, and liquid oral dose categories. Our creative spirit can be found in how we manage new product development. Our business model dictates that 30 percent of our innovation and development time be spent on speculative development.

“This means that approximately 30 percent of our time in the lab is focused on the speculative development of technology platforms; we are working on new product innovations with a focus on helping advance the technological maturity of the categories we serve, solve industry related issues, or preparing concepts for the next meeting with a new or existing marketing partner (customers).

“It’s ultimately our model which sets us apart from the competition, and drives the innovations that we offer. By offering full turnkey ideation, product development, methods development, stability, clinical sample preparation and scalable commercial manufacturing we provide our customers with a more complete suite of product services; this helps make us the go-to organization for a broad range of product formulation and manufacturing needs.”

Formulated Solutions does not market any of its own products or brands, nor produce generics, nor have any direct retailer relationships; but is listed as the inventor and owner of over 45 global patents, all of which ultimately end up supporting the end-market innovations of one of its customers. One of the company’s most exciting achievements is its eN2fusedTM dispensing technology platform.

“We are particularly proud of eN2fusedTM;

Formulated Solutions this invention is the result of a years-long development program, which intended to transform the application of viscous creams, lotions, and ointments into a rich, yet surprisingly effortless, ‘rub in’ or improving spreadability and the consumer or patient experience.

“Our technology enables us to modify during the filling process a variety of topical creams, ointments and gels, by infusing a compressed gas metered in a continuous flow, thus dispersing and saturating in the base formulation, the gas molecules which then occupying all the interstitial spaces between all the formula molecules. Therefore, creating a ‘Gas-Emulsion’ stabilized and held under pressure within our pressurized container systems.

“When dispensed, the result is a lotion, cream or ointment that dispenses like a whipped cream, only you don’t have to dispense it upside down; you can dispense from any direction.

The rich but spreadable formula is perfect for application to irritated or wounded skin, allowing for an effortlessly light application experience.

To date, we’ve commercialized this technology in sunscreens, topical analgesics, and products designed to treat eczema,” Eric enthuses.

Growth and expansion

It is clear that Formulated Solutions is characterized by ambition, as well as ingenuity.

The company is currently in the process of a major infrastructure expansion, as it hopes to continue growing, and taking on new markets.

“In anticipation of on-boarding a large-scale nasal spray business, FS invested in building out a Greenfield nasal production suite.

This plant-within-a-plant design allowed us to create captive preweigh, blending, and production capabilities for the high-speed production of preserved squeeze and metered dose nasal sprays.

“As part of our recent infrastructure improvements, we have added two new custom emulsion blending vessels to our operation. Each jacketed, 2000 gallon, 316L Stainless vessel is vacuum and pressure rated, with an offset pitched blade and 75 HP in-tank homogenizer.

The installation of this new technology brings our number of blending vessels to 39, and not only represents an increase in capacity, but enables even higher speed turnover of batches ranging from thin fluids to high viscosity semisolids,” details Eric.

These investments highlight just how futureorientated Formulated Solution’s operation is. Looking forward into 2022, Eric shares his hopes for what the next ten months will bring: “2022 will reflect the large-scale investment that has been under way, with over $45 million in upgrades, installations, and expansions completed since 2018. With 70 percent growth on the horizon, we are primed and ready for the demand. That said, FS has a growth-oriented business model, and we will never be satisfied standing still.

“Looking even further ahead, I would expect FS to continue to grow its product portfolio into more heavily regulated products, with higher potency actives, and increased growth in NDA,

Rx, and OTC regulated products. In support of this vision, higher speed automation will need to be enlisted to not only increase efficiencies but also to further maximize the output potential of our current production facilities. As part of this investment, I would expect further installation of collaborative robots to supplement some of the more repetitive higher speed production staffing needs,” he concludes. v

Formulated Solutions www.formulatedsolutions.com Services: CDMO for businesses in the medical and healthcare industry

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Lean machines Although the last two years have been a trial by fire for the manufacturing industry, SencorpWhite is determined to succeed, and will continue to lead its sector with innovation and an exemplary company culture 110 l www.manufacturing-today.com

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encorpWhite began over 70 years ago.

Its journey has been one of acquiring businesses with unique capabilities, such as AccuSeal, which specializes in sealing technology, and Intek and Minerva, warehouse automation businesses, which were

purchased in 2016 and 2017 respectively, to name a few. Corey E. Calla, CEO, and Doug Beaton, COO, provide insight into a company that has continually strived to deliver manufacturing best practices, dependability, and safety to a wide range of industries.

SencorpWhite

Scott Boyson, the company’s Marketing Director, gives us a closer look at the businesses.

“SencorpWhite is an industry-leading designer and manufacturer of advanced storage systems, thermoformers, sealing machines, and automated warehouse solutions. We offer

tailored solutions with in-house engineering, design and manufacturing capabilities, and onsite maintenance and service with field service engineers located throughout the United States.

We specialize in five main product categories: thermoforming machines, automated storage

and retrieval systems, medical pouch and tray sealers, automated clamshell and blister sealing machines, and supply chain execution (SCE) software.

“In total, SencorpWhite is the parent company of five business units: Sencorp

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Systems, White Systems, CeraTek, Accu-Seal, Ascent Warehouse Logistics, and a factorydirect parts and service team,” says Scott.

Passion for people

The reason for operating such a wide diversification of businesses is to ensure that if one company appears to be facing financial challenges, the other businesses can be depended upon to carry it through market lulls, which has been particularly beneficial throughout the last two years. “We also move folks within the plant to help out in the areas where we’re seeing growth,” shares Corey.

“Despite this extensive range of companies, our main objective here is to focus on our employees,” Corey continues. “We would have nothing without this team. I try to remind them

as often as I can that the business succeeds because of them. We could have the greatest products, but they don’t build themselves.

We need our smart people to create the processes, and sometimes the automation, to have repeatability across the product lines.

It’s all about our people. We want to become the best manufacturer, and the best place to work on Cape Cod, MA. Although it’s a small community, and we don’t have a lot of people to pull from, we want to make sure that we attract the best, grow the best, and keep the best,” he says.

Over the last two years, the company has taken its passion for people to new heights in an effort to shield both its employees and customers against the consequences of Covid-19. Corey, having moved to

SencorpWhite from Honeywell Intelligrated, a high-speed conveyor manufacturer for highspeed distribution customers like Amazon, was presented with two opportunities to ensure business could continue as smoothly as possible during a time when many manufacturers were forced to shut down. “We had seen on the national news that Honeywell had won a large contract for making n95 masks for the national stock pile. So we reached out to the President of the company to find out if there was a way in which we could assist him with such high demand. This resulted in us retrofitting one of our thermoformers to make the base layer of the masks. He then came to investigate our machines, which are capable of doing one million masks a month, and Honeywell Intelligrated subsequently bought a number of machines from us to help them with their efforts,” he says.

Cultural transformation

In the second instance, the company created and adapted some products in the grocery collection sector with the help of its White Systems business. “When the pandemic hit, many families turned to ordering online, and would then pick up their order in store. So, we created a storage buffering application for the front of the store to ease congestion when there were up to 10-to-12 times more orders to store. When someone pulled up outside, they would enter the order number, and the carousel would spin and deliver that number to

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SencorpWhite the attendant, who would then take it to the customer. We’re looking to do more of that as online sales continue on an up-hill trajectory.”

Although SencorpWhite was already heavily invested in the medical industry, during the pandemic the business was adamant about raising the standard of its packaging sealing equipment to ensure safer and more secure products. “A lot more companies were sensitive to the fact that when consumers purchased items that were packaged and sealed, it gave them a sense that the product was more likely to be clean and sanitized. We saw an increase of 30 percent in our business last year and we have been fortunate enough to see that growth level continue,” expresses Corey.

To remain sturdy on its feet, SencorpWhite is determined to improve its business going forward with strategies to improve its LEAN manufacturing, shorten its lead times, and eliminate waste – all of which Doug shares more about. “A massive issue we are currently facing at the moment is increased lead times.

This is why we are building a business system for team members to grow and develop, and we believe that this will then help to reduce our lead times, and give ourselves a competitive advantage.

“We also want every team member to feel empowered and capable to identify problems, and solve them wherever possible. I believe that if we show them that level of respect, and remain eager to train them and give them support, they’ll be equipped and confident to spot more issues and solve them quicker and more effectively. In terms of our plant here, this is the first cultural transformation we are implementing that will engage teams to solve problems,” Doug continues to inform us.

custom at the moment, and we want to maximize on our opportunities concerning the former. We asked about the different proposals that we’re coming up with, so that we have the voice of the customer input early in the process. By beginning early enough, we have a greater understanding of our options.

We can then jump into standardization. We feel that receiving input from our customers, and then adjusting the capabilities our of platform accordingly, is going to be a key factor in SencorpWhite’s growth,” shares Doug.

All three gentlemen are incredibly optimistic about the future of their business, regardless of the challenges that lie ahead. Each is looking forward to witnessing the full potential of their team’s innovation. “During the daily management meeting, we bring everyone together to discuss our value stream in order to solve problems, and we carry out a similar practice with the new product introduction process (NPI) process, utilizing formal stage gates to promote greater cross-functional interaction with business leaders, marketing,

engineers, and manufacturing teams engaged early in the process. This allows us to design well and efficiently, and as a consequence, we have our first major initiative going through as we speak, which everyone here is very excited about, because it will bring fantastic opportunities for the continuation of our business. We’re looking forward to sharing it with our customers soon.

“Everything we do is about culture. Anytime a company goes through a transformation, you have to get everyone engaged and on board and that is exactly what we’re doing. We’ve spent the last several months reinstating the process of listening and getting the entire cross-functional team looking at the future state of the business, so that we have a clear direction for continued success in 2022 and beyond,” Doug concludes. v

SencorpWhite www.sencorpwhite.com Services: Industrial machinery manufacturers

Exploring potential

The company’s second facet is to eliminate waste by employing kaizen principles. “Every month we have one or two kaizen initiatives focused on that entire value stream with the intention of eliminating waste. We have a continuous improvement group dedicated to that aspect. We’re realizing that if we stick to our entire value streams, we will change that experience for the customers and, additionally, any new product launch processes will guarantee cross-functionality.”

SencorpWhite values its customer feedback greatly. By receiving advice from its clients, the company has now made the move towards standardization, which it believes will secure the business’s continued success. “We’re probably 80 percent standard and 20 percent

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Part of the culture There is no challenge that Turbocam International is not afraid to take on; with innovation and a dedicated team, the business is looking forward to a future of healthy growth 114 l www.manufacturing-today.com

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he business that began its manufacturing journey by creating prototype parts that helped put the first Boeing 777 up in the

Turbocam International

air, Turbocam International (Turbocam) has wasted no time in expanding its capabilities since we last spoke in 2017. Although it has maintained its presence in the aviation

industry for the last three decades, recent developments have allowed the business to reach a critical point to diversify and take on greater projects.

“Our approach to new challenges is simple: when a program is launching, we have to be ready to move with it and ramp up faster if need be. Sometimes, it may require a lot more

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Marian Noronha

work than we expected, but to remain stable and steady, if possible, push ourselves ahead of the curve. You don’t get a second chance, you can’t come back in two years’ time and say, ‘we’re ready now’ because the opportunity would have been lost. This mentality is what has motivated our growth,” shares Marian Noronha, the company’s President, as he reflects on the journey that his business has undergone over the last five years.

Now, Turbocam currently processes approximately one million parts a year for the automotive industry, and each product has the capability to support a million miles of

Micrometric Ltd Lincoln-based manufacturing firm, Micrometric, is continuing to lead the way in micro laser manufacturing and multi-process services.

The company, which produces fine parts and precision components for customers in the UK and international markets including Turbocam International, specialises in a range of laser-based services such as cutting, etching, drilling, welding, tube cutting and precision component machining.

Commercial Director Chris Waters said: “We make a part for Turbocam with extremely tight tolerances, and it takes longer to measure it than it does to cut it!”

To find out more about Micrometric, visit https://micrometric.co.uk/ or contact the sales office on +44 (0) 1522 509999.

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service, compared to previous ones that were failing at about 25,000 miles. Marian discusses this in reference to the new TX treatment that the company produces to better service parts for its customers. The treatment incorporates unique thermal diffusion surface transformation technologies to improve the toughness of steel, without creating brittleness.

“I am going to lay claim that over 80 percent of launches from the US include products from Turbocam, and more new entrants coming into the field are turning to us, which has been incredibly rewarding,” he adds.

Significant investments

This level of innovation manifests itself in more than just the company’s products.

There are a number of components to Turbocam’s own operation; sustainability and a thriving company culture being only a few.

The business is determined to create a lasting and prosperous future by investing in best practices and taking care of its people. “I’m looking for folks to join and build with us. Our working facilities are meant to last and be

Turbocam International efficient, so we take the approach of investing large amounts of money up front, and then reap the rewards in the years following that investment,” he explains, adding that energy saving measures have been one way to demonstrate this strategy.

“We put water lines under the slabs of our building in order to heat them with the waste heat that is extracted from the manufacturing processes. The building I am sitting in right now was built in 2004, and although those investments were substantial in the beginning, I have been getting free heating for the last 18 years.”

The company has also recently installed over 1500 solar panels onto its facility in Barrington; thanks to a generous subsidy, as Marian shares, that was given by the government. “We should be getting a return on investment for that over the next 40 years. However, in whatever way we can, we look to keep our technology self-funded in order for that investment to go straight back to our people.

“We also use water jets to cut metal, which, if you visit a car factory, you’ll see

that the upholstery is cut to size using the same machinery. Although those are low power, what we are doing is cutting some of the hardest metals by water jets, which is a practice that is relatively new to the industry, and its working very well for us.

“In terms of sustainability regarding our life-span, advanced technology at this level means we can be competitive for a longer time, before we have to revamp again and take another look at the best, fastest and most effective way of approaching our problems.

Turbocam has been refining this process fantastically over the past few years: we invest,

we figure things out, we install the equipment, and then we start getting pay back,” he says.

Learning environment

This brings us to the topic of the last two years.

Turbocam has had a difficult time in coping with the pandemic, and faced devastating losses as Marian had to lay off a few of his team members. However, despite this, he has seen an inspiring determination from his staff to secure the long-term success of the company. “We have a potential downturn coming as a result of the war in Ukraine, which will inflict massive changes in our supply chain and energy networks, and

Morris Group, Inc. You probably know it as The Robert E. Morris Company, Morris South, Morris Midwest and Morris Great Lakes. Morris Group, Inc. is a full service supplier of CNC machinery, tooling and accessories, application engineering and related customer support services for manufacturers from every industry sector across the United States. With regional coverage spanning nearly 30 states, it is able to serve customers efficiently, regardless of their locations.

Morris Group, Inc. values all of its customers, and is on a mission to serve them with the best equipment and machine support available. The company is grateful that a great customer like Turbocam has allowed it to be its partner. Morris Group, Inc. congratulates Turbocam on all of its success.

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I think our customers are going to look ahead to figure out how this will affect them and how their customers are going to be impacted as well. This comes right after Covid-19 hit, which was also difficult. Some of our people have come back but a large amount of our people went on to redefine themselves in other industries, and we wish them all the very best.

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“However, the recovery process continues to be something that we navigate; hiring people in this environment has been challenging, but I believe that slow-downs are time for R&D, training and improving. We are recovering as best we can, and our sales numbers are looking better than they were in 2019, and continue on the upswing,” Marian says.

When asked whether company culture has played a significant role in his attitude to the business’s recovering stability, Marian highlights that although the core values of the business remain unchanged, the culture itself is continually adapting to global difficulties to better serve its employees. “In one of our plants in India, over the last year they have

Turbocam International been developing fish ponds, and I was there in January, and I got to eat the first Tilapia that had been grown in the company. It demonstrates the innovation at each of our facilities, and how they are willing to use their resources to match the needs of their team. So, we are now encouraging multiple people in the company to learn from each other, to take care of one another with what they can, and find what works best for them,” he expresses.

As Turbocam continues to scale up and develop its technologies further, Marian is determined to ensure that its future will be

a healthy one. Our discussion of Turbocam’s success ends where it began as Marian brings the conversation to a close by highlighting the specialisms that he believes will carry the business forward. “I believe that if the company is not growing then there is probably something wrong. However, growth does not have to be measured by the amount of people we have with us, it doesn’t have to be in terms of the number of plants we have; we just need to be in a healthy position where people are pushing themselves in their careers, and seeing that their efforts are paying off.

SW North America SW North America, a subsidiary of Schwäbische Werkzeugmaschinen GmbH, is a leading supplier of single and multi-spindle horizontal CNC machining centers, advanced automation concepts, and complete system solutions. SW’s multi-spindle machining centers enable highly efficient and precise production of components across many industries, including automotive, EV, firearms, medical, construction, agriculture, aerospace, and more. As a systems partner, SW also designs and commissions complete manufacturing systems for their customers with automation perfectly tailored to their workpieces – all from a single source.

SW North America is a proud supplier of multi-spindle CNC machining centers with integrated automation to Turbocam International. We look forward to a long and mutually beneficial partnership with Turbocam International for many years to come.

“Overall, we have had some significant breakthrough on shrouded stationary parts for aero engines, which are extremely demanding, and we have done an excellent job in refining those processes over the last few years. We might be up to 100 percent market share on some of those products, because there is no one else that comes close to delivering that kind of quality at our prices.

“Applications like the one that we did for Boeing back in 1990 don’t require only one part anymore, we have to deliver thousands of these parts and they have to be as perfect as anything that has ever been made. Those are the big achievements that have been happening in our time since 2017, and I look forward to what we achieve in the years to come,” Marian concludes. v

Turbocam International www.turbocam.com Products: Turbomachinery flow-path components

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An agile manufacturing facility and an Innovation Hub mean that Lake Chemicals and Minerals can really deliver an A-Z service to its clients

People first With a strong company culture and a determination to be a dependable name for its clients, Lake Chemicals and Minerals Ltd is an expert in technical distribution

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hen Lake Chemicals and Minerals Ltd (Lake) first began over 15 years ago, a total of 20 employees formed its team. Now, the company has grown to include nearly 70. We speak with Steven Cartlidge, the company’s Managing Director, about the best practices Lake has incorporated to make it one of the leading technical distributors for the manufacturing industry, as well as how the business has established itself as a great place to work.

“What we have done is introduce what we call ‘ultimate customer value’,” Steven begins.

“So, the benefits we provide are both for our suppliers, who look to us to develop the sales of their products in our markets, and also to the customers, without whom, none of this enterprise would exist, and there are a number

of elements to this value. The first is the need to focus on employee development, and the culture of the company. We like to use the analogy that everybody is on one train, heading in one direction, and we’re all putting the best of our efforts into making sure the company heads towards our shared goal of success.

“To support this, we spend a lot of money on training, and strengthening our colleagues through training courses. In addition to that, we currently have a leadership training program for our line managers, where we spend approximately £100,000 on team development,” Steven says.

Another aspect to the business’s ultimate customer value is, of course, its services.

According to Steven, Lake is not just selling a product, it is offering the future of product development by providing solutions that

Lake Chemicals and Minerals Ltd

enable customers to meet the needs of their clientele in the global marketplace. “We study the changes in mega-trends taking place across the globe. To do so, we have a team of people who enable us to focus our conversations with customers about the demands in the world today. Then, we distil that down into the product portfolio that we have from our suppliers in order to fulfil those needs of our customers,” Steven expresses.

Agile facility

In addition to these global supply chain services that Lake offers as a distribution company, Steven reiterates that its ultimate customer value strategy means that Lake is able to predict and direct the customer to the future trends in the fields in which they operate, from start to finish. “That is the type of value that we believe no other distributor, and in fact no other company, offers. It’s a type of consultative technical deal that provides an A-to-Z service to our clients.”

Moving away from the technical expertise of the business, Lake boasts another service that enables it to remain a stand-out name amongst its competition: innovation. “We have a team of technical people who are working on

formulations and applications for our customers.

We invested around half a million pounds in our Lake Innovation Hub, which is a suite of laboratories that house our technical team.

“We have eight people in there at the moment. Partnering with them, we also have

our agile manufacturing facility where we are able to convert a concept from a customer through to the product launch in a number of different formats, particularly in the life sciences industry, food, pharma and personal care,” he shares.

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With its wide-ranging capabilities to support customers, the impact of Covid-19 was no match for the company, as Lake was able to navigate the difficulties by putting the interests and safety of its employees first.

Lake also took on the same ability to keep its operation running during the difficulties of the pandemic. “The challenge was ensuring

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that our colleagues were available when our customers needed them, which often proved to be quite trying, when working from home meant that there was inevitably an interweaving of personal issues with company needs.

“However, in terms of being able to run the business, to be honest, I think the effect of the pandemic is that people are now working more

intensively and are more focussed than ever before. The problem with the convenience of MS Teams or Zoom is that we can so easily book time into the diary, which has resulted in all of us suffering from over working. In order to ensure the long-term health of our colleagues and avoid burn-out, we have wellbeing checks, where every colleague is polled on a daily basis, and line leaders are made available to supervise team reports. This offers an opportunity for someone to share if they’re not feeling well, or they’re not in the right frame of mind, and our line leader will then step in to have a conversation with them and work out the best way forward. We also have a mentoring and coaching program that has been introduced. This has been a natural evolution, accelerated as a result of not seeing people. Because we were no longer able to physically see what’s happening with our team, or their body language too well, we missed those cues that help us to determine if everyone is okay. Therefore, we brought in proactive methods to help us understand the wellbeing of our employees to provide them with the best possible working environment,” he says.

In terms of the success of the business’s operations, Steven highlights that the biggest challenge was the consequences the pandemic

Lake Chemicals and Minerals Ltd had on the supply chain. “It’s been horrific; the amount of pressure that has been placed on individuals within the supply chain is dreadful.

For example, our loyal customers who have been challenged because they need to keep their manufacturing operations up and running have had to really push themselves to stay open, and that feeds into our own people across our network. At times, it has been frustrating, but our teams have been incredibly heroic in how they have dealt with the delays and shortages.

“So, we’ve managed to come through and keep our customers. I have to praise all the people in the supply chain, but particularly our

employees. It has placed an incredible stress on all of us, and Lake would not have come through the last two years without each employee. They absolutely deserve the highest praise as they’ve maintained their ability to demonstrate our best practices,” Steven emphasizes.

While the worst of the pandemic may be behind us, the uncertainty in Ukraine poses a new concern for businesses that have an international reach. As we bring our conversation to an end, Steven shares how he is not looking too far forward in the future.

Rather, he is choosing to remain excited about developments in the pipeline, and how they will bring continuous success for Lake.

Harrison Clark Rickerbys Ltd We have been delighted to support Lake Chemicals for many years now, aligning our legal guidance with their commercial needs and supporting their entrepreneurial approach.

We provide not just advice, but creative solutions to legal problems. We make it our business to get to know your business, so we really understand your model and sector; we can then steer you through everything from day-to-day commercial matters to contracts, agreements, risk management, asset protection and share schemes.

We work as an extension of your team, supporting innovation and providing bespoke solutions for your challenges.

“The investment that we’re putting into our agile manufacturing facility is clearly the most important; we’ve got to get a return investment on that.

“We have a large number of additional personnel joining the company. So, we’ve got to be able to continue the culture of the company; that is critically important. As people begin understanding the value that Lake can bring to their careers, we’re looking for higher and higher quality people to join us, who share our vision for the future of Lake. 2022 is going to be exciting, setting aside what is happening in Ukraine, which we’re continually praying will be settled as soon as possible. But if we can just consolidate on the investments that have been made and get a return on them, then that would set us on course for what we want to achieve later down the line,” he concludes. v

Lake Chemicals and Minerals Ltd www.lakecm.co.uk Services: Specialist technical distributor

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Change, for the better Family-owned engineering company MöllerTech UK celebrates new partnerships with major clients, and adds the Made in Wales Award to its long list of accreditations, as it gears up for one of its biggest years yet in 2022

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MöllerTech UK Ltd

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or almost 300 years, MöllerTech UK Ltd (MöllerTech) has been changing the face of industrial and automotive engineering as a core component of the MöllerGroup. Since 1730, the MöllerGroup has remained a family owned and operated business, known for its dedication to quality, reliability, and creative problem solving. MöllerTech, the company’s automotive engineering and manufacturing arm, is globally renowned for its tailored customer solutions and vast portfolio of unique components and processes. Having worked with major customers such as BMW, Toyota and Jaguar, the company now takes on a brand-new venture, assisting Mini with its latest product launch.

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Being part of a major international network is a key component of MöllerTech’s success.

The MöllerGroup is comprised of 1,200 employees, based all across the globe, from Germany, to the UK and US. Every business under the MöllerGroup umbrella benefits from the company culture, which strives to find collaborative solutions, perfectly tailored to the needs of each individual customer. This culture can be traced back to the company’s roots; as one of the oldest family companies in Germany, the MöllerGroup was founded on a desire to work together in order to bring about exciting new possibilities.

As a premium partner to premium customers, the MöllerGroup seeks to reinvent itself each and every day. This focus on innovation keeps MöllerTech at the cutting edge of industry and technology, as it strives to create the most seamless, well-crafted products and components. The company has been known for its ability to innovate and predict major industry shifts since 1937, when it became one of the first German manufacturers to process plastic.

A trend-setting decision at the time, MöllerTech has since grown to become an industry-leader in plastic and plastic-based products. To this day, the company develops some of the most highlyspecialized, customer-specific processes and solutions using plastic forming technology.

As it continues to develop this technology further and extend its reach on a global scale, MöllerTech remains tuned in to the changing demands of its market. For both customers and employees, the company aims to produce stability, reliability, and long-term, future-orientated solutions through the most contemporary and up-to-date research. To do so, the company draws upon the uniquely broad scope of skills and technologies at its disposal.

The driving force behind MöllerTech is a desire to develop the highest possible level of understanding when it comes to its customers’ processes, in order to create truly optimized solutions. Citing ‘curiosity, passion and ability’ as its unique selling points, the company is constantly thinking up new products, methods and materials; in the last few years alone, MöllerTech has registered over 250 new patents.

These patents cover processes and solutions for a vast array of applications, including surfacing, backing, flocking, model composition, foaming, milling, stitching, laser cutting and more.

Ever since the start of industrial plastic use, MöllerTech has been contributing to the utilization and optimization of polymer materials for the automotive manufacturing industry. With such a long history of expertise, it comes as no surprise that MöllerTech has

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MöllerTech UK Ltd worked with some of the biggest names in car manufacturing, including Audi, BMW, Daimler, GM, Honda, Nissan, Porsche, Rolls-Royce, Toyota and Volkswagen. These customers have relied on MöllerTech’s specialist know-how for many years, especially in regards to development, research and production, and the company’s strong connections to each brand have no doubt contributed to the longevity of its success.

Award winner

Serving the automotive sector means that MöllerTech also places a heavy focus on safety and durability.The company’s technicians and engineers are experts in their field, who find the challenge of each new customer project fascinating.They are known for their whole-hearted commitment to problem solving, and the end result is always an innovative, seamlessly-designed solution.

MöllerTech’s global reach has helped maintain its position at the forefront of the automotive manufacturing sector. In Germany, Romania, the UK, and the US, MöllerTech’s engineers develop solutions for customers using MöllerGroup’s cutting-edge facilities. In particular, the company maintains a number of large production sites across the UK and China, meaning that customers can rely on MöllerTech for informed solutions, produced using the most effective technology.

Many of MöllerTech’s designs are created using German engineering principles, with a focus on simplicity and functionality.These values continue to guide the company as it develops new ideas and solutions each and every day.

The principle of continuous improvement is a key element of MöllerTech’s central philosophy: Kaizen. A Japanese term, ‘Kai’ translates as ‘change’ while ‘zen’ means ‘for the better’. Kaizen is far more than just a simple management concept, however; it’s MöllerTech’s most important philosophy, and a principle practised daily. In the company’s own words; ‘It is about our making a commitment to permanently improving our activities and processes. This can only be achieved if everyone is brought on board, from the management to the employees on the production lines. Only if the focus is placed firmly on the employees can the company’s full expertise and all its ideas be mobilised in order for us to jointly come up with solutions.’

Kaizen requires thinking in terms of a one-piece flow. MöllerTech’s ability to keep things simple helps it design comprehensive solutions that work as a single unit. MöllerTech’s engineers are able to observe things at the ‘gemba’, or ‘the real place’; instead of drawing up plans in an office, designers and technicians spend their time on production lines and work closely with MöllerTech’s customers.

The company’s Kaizen philosophy keeps the process of idea generation closely linked to the materials available, and the problem at hand.

As a result, decisions can be made quickly, and implemented simply. For MöllerTech it’s essential that nothing is over-complicated.

The Kaizen philosophy even extends to MöllerTech’s management style, through the ‘gemba 80’ principle. This principle requires management staff to spend 80 percent of their time on the production shop floor, observing the development and construction of components and products. This keeps upper management accessible to employees, and maintains the collaborative company culture that is so central to the MöllerGroup’s success.

It is clear that MöllerTech is defined by the Kaizen philosophy, and everything that goes along with it. This dedication to innovation, action and solution-orientated thinking has not gone unrecognized by industry accreditors, as MöllerTech was recently awarded the 2021 ‘Made in Wales Award’, for its production headquarters in Cwmfelinfach. Awarded exclusively to Welsh-based companies,

it celebrates the making, designing and development of globally recognized and renowned products. MöllerTech’s success in the categories of ‘Advanced Manufacturer’ and ‘Manufacturer of the Year’ highlights the company’s significant contribution to the Welsh economy, together with its investments in employee training and quality of life.

As it celebrates this recent success, MöllerTech is making plans for major a production partnership with Mini. The venture represents a brand-new challenge for MöllerTech, as it is set to assist in the design and production of components for Mini’s new product launches throughout the next six to seven years. With so many possibilities on the horizon, MöllerTech will no doubt continue to boldly innovate and create at the cutting edge of manufacturing. v

MöllerTech UK Ltd www.moellergroup.com Services: Automotive engineering solutions

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Packaged innovation With a determination to provide the best solutions for its customers’ packaging needs, Diamond Box is keeping ingenuity at the forefront of its operations

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Diamond Box

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ased in West Bromwich, Diamond Box has strived to push the boundaries in servicing clients across the UK. When we last featured the business in 2019, developments were under way to continue to expand its catalogue. Now, despite the challenges imposed by Covid-19, the company is excited for the innovation that it has incorporated in order to support businesses who are moving towards the world of ecommerce.

Since 2007 when the business was formed, founders Kavi and Rani Jundu’s strategic approach to achieving success has been extremely fruitful, and the company has grown tremendously under their leadership. Through diligence and determination, they have pushed Diamond Box into the position of operating one of the largest single site sheet plants in the country.

In the years after its inception, Diamond Box challenged itself to become one of the UK’s leading independent suppliers of corrugated packaging. Kavi, who acquired his experience of the sector while working in a family-run

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business, associates his company’s success to a combination of the knowledge he has gained, as well as his own insight from learning alongside others in the industry. This led to the discovery of a gap in the market.

This gap centered upon a growing demand in the fast-moving consumer goods (FMCG) sector, dealing with the packaging for products such as toiletries, processed foods and medication. By bringing onboard customer needs, Diamond Box has been able to fill a gap that was not being met elsewhere, and have since gone on to outgrow the existing market.

To recap on the company’s extensive specialisms, Diamond Box hosts a multitude of services, including consultancy, design, and manufacture. This is in addition to its sales team that boasts legendary experience assisting customers in developing solutions. From simple cartons to complex packaging, it can advise on the most economical solutions to meet exact specifications and quality requirements.

On top of that, Diamond Box has refined its design services to produce high-quality drawings. This ability matches economy of

materials, production, transport and storage with quality, strength and fitness for purpose.

The team uses the latest in CAD software and sample-making technology, and designers are available to liaise directly with clients to ensure their ultimate needs are understood and translated into the end product.

As it continued to refine its capabilities, the company picked up a few awards along the way for its contribution to the packaging industry. Its collection began with the ‘Small to Medium Business of the Year Award’ at The Express and Star Business Awards in 2013, which acknowledged its innovative marketing techniques, first class customer service, as well as having a committed workforce. Diamond Box also received the Black Country Asian Business Association (BCABA) Award in the same year, and was subsequently crowned ‘Business of the Year’, with Kavi being given the title of ‘Business Person of the Year’.

Maximize efficiency

It is clear that since its inception, Diamond Box has been able to succeed, regardless of turbulent conditions in the wider economy.

This could not be truer when we consider the past 18 months. Its stoic beliefs in value, high-quality and excellent customer service has been pivotal to ensuring that it outlasts the consequences of the pandemic, and now, as the market begins to steady, it is taking full advantage of new opportunities.

With ecommerce on the rise, the business has integrated numerous ways in which to bring the most sustainable solutions available to the packaging industry. This growing sector requires startups to utilize the most efficient and effective avenues possible, particularly when it comes to packaging. Being able to fulfil this target typically leads to sacrifices in quality, which can eventually harm businesses reputations, or even cause a decrease in customers. Fortunately, Diamond Box has incorporated ways in which to maximize efficiency, while lowering operating costs.

The company has committed to helping startups grow their businesses in the most cost-effective way possible, with affordable and high-quality ecommerce packaging solutions.

With so much fierce competition in the ecommerce sector, the company’s approach lies in working with those that understand their situation as a startup, and, as a result, Diamond Box is willing to invest extra effort into ensuring unrivalled customer satisfaction.

For those who are considering moving to the ecommerce omnichannel, Diamond Box outlines four benefits that companies

Diamond Box can expect from its services, beginning with sustainability. Sustainable ecommerce packing can come at a hefty price. However, the company is dedicated to making the transition easier and more cost-effective.

The pivot in this direction was inspired by customers who are showing greater concern about the environmental impact of businesses than ever before. Consequently, companies that do not play their role in preserving the environment could be affected by purchase decisions that may convince customers to switch brands. This is why the business is passionate about making a positive contribution to the environment, whether this concerns its in-house energy usage, or its packaging material.

Within its collection, the company offers ecommerce boxes that are 100 percent recyclable and easy to dispose of. It believes that sustainable packaging is important for the future of the planet, which is why the business strives to go the extra mile to ensure that its ecommerce packaging solutions are completely recyclable.

On the technology side, the company boasts custom designed packaging capabilities with IterumFIVE. Colors are an important part of ecommerce packaging. With a need for highquality, the company introduced its IterumFIVE printing system, which allows up to five colors that can be spread across the interior and the exterior of its packaging, and offers full customization potential.

Throughout our time learning about the business, it is evident that Diamond Box is determined to stay ahead of the trends taking over the packaging industry. Under the Jundu’s leadership, the business seems well-equipped to fulfil customer needs with the highest quality products at affordable prices, alongside its efforts to ensure a sustainable and prosperous future. We look forward to catching up with it

again to see how Diamond Box has maintained its exemplary standard. v

Diamond Box www.diamond-box.co.uk Services: Packaging manufacturers

Targeted strategy

Thirdly, Diamond Box provides the benefit of increased durability to ensure secure delivery. A common concern is that ecommerce packaging is not durable enough, and customers may fear the risk of their content breaking before it arrives with the recipient, resulting in refunds and a negative brand reputation. However, with Diamond Box that should not be the case. The company platforms its sustainable packaging design as secure and durable to the highest quality, and complements it with an easy returns policy to minimize issues.

The combination of the above benefits leads to a final advantage of investing trust in Diamond Box: the overall cost-effective experience. The company is acutely aware that businesses work according to their own budgets, and as such, this may limit their creativity. The company prides itself in its capacity to develop a strategy that suits individual firms, allowing them to experiment with various sizes, styles, and color options to create bespoke ecommerce packaging at an affordable rate.

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Creating

healthy spaces For over a century, Renson Ventilation has been helping its customers cultivate brighter, cleaner, happier homes with its specialist range of ventilation systems, shading and façade cladding

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Renson Ventilation

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eading ventilation specialist, Renson Ventilation (Renson), is known for its pioneering work in the management of indoor and outdoor home environments.The company’s innovative solutions allow customers to cultivate the perfect airflow, temperature and lighting for their home. Having been awarded the ‘Gold Company Award’ at the 2022 Henry van de Velde Awards, the company now looks to innovate further in the ventilation market, seeking to create systems that reduce the possibility of Covid-19 spreading within the home.

Founded in 1990, Renson Ventilation was a production company before it became heavily involved in research and innovation.Throughout the 20th Century, Renson Ventilation worked hard to create new ways of managing airflow, ensuring that it would one day become an internationally renowned, and rapidly growing player in the ventilation and home-improvement market. As the Renton Ventilation website asserts: ‘we are always one step ahead of the game.’

Renson Ventilation is Belgian born and internationally driven. The company is proud of its roots, and produces 100 percent of its products in-house, through a network of manufacturing facilities across Belgium.

Maintaining control of production as well as design has allowed Renson Ventilation to remain flexible, and customization remains one of the company’s major strengths.

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Despite the relatively local nature of its manufacturing network, Renson Ventilation is international in nature and ethos. The company currently serves the European market, as well as numerous customers in the UK, and is looking to expand further.

As an organization, Renson is focussed on healthy and comfortable living, a standard that everyone can strive for.The Renson portfolio is divided into the three major focal points of comfort: warmth, brightness, and air quality.

Renson solar shading is industry leading, and designed with a focus on maintaining optimum sunlight levels throughout the year. Natural daylight is essential to a healthy indoor climate, however uncontrolled or excessive sunlight may disrupt the natural rhythms of life; Renson’s solar shadings allow customers to control sunlight levels within the home, and even prevent unnecessary light and heat from reaching the glass.

These systems are also designed to maintain homeostasis when it comes to indoor temperature; Renson solar shading will keep out the sun’s heat during warmer months, and maximize natural warmth in the autumn and winter. Also acting as the more sustainable option, the systems are able to reduce energy consumption throughout the home.

From external roller blinds, to the company’s unique sliding panels, Renson’s solar shading range is adaptable and suited to a breadth

of applications. Each system is designed to discretely integrate and harmonize with the existing structure, using a range of aesthetic components. Customers can select the perfect color and fabric for their solar shading system, in order to ensure it seamlessly becomes part of the home; due to the transparency of the fabrics used at Renson, outside views remain visible even when the blinds are lowered.

In addition, Renson’s architectural solar shading offers a double advantage, as it provides control over the incidence of direct sunlight as well as strong aesthetic appeal. This system is integrated with the home’s exterior, to ensure efficiency, timelessness, and minimal intrusion on living spaces. Alternatively, if privacy is a priority, customers can opt for the sliding panels, which use specially engineered materials to create perfectly lit sanctuaries.

It is no secret that we spend more time in our homes now than ever before; keeping our spaces ventilated has become a question of safety as well as comfort, following the outbreak of the airborne virus, Covid-19. Renson Ventilation offers a range of solutions, ideal for keeping your home, and everyone in it, breathing easy.

Ventilation helps avoid unpleasant odours, allergies and other health problems that can be caused by the spread of aerosols. Furthermore, ventilation is vital when it comes to maintaining the structural health of your home, as it can mitigate and lower the risk of condensation problems and mould development. Providing the solution to this plethora of indoor-living issues, Renson Ventilation offers mechanical ventilation, window vents and a range of louvres.

Comprehensive comfort

Renton’s mechanical ventilation is described on the company website as ‘an absolute must.’

Window ventilation is no longer sufficient for ensuring healthy indoor air quality, and as homes become airtight and better ventilated, the need for more sophisticated ventilation increases.

Providing clean air 24/7, Renson mechanical ventilation systems are malleable, discreet and above all functional. These systems are adaptable in order to meet numerous requirements and variables; for example, some structures require more clean air, and others need a ventilation system that will limit acoustic impact. As experts in the field, Renson can provide support in all these areas.

The company is also a well-known innovator, having produced a variety of alternative ventilation systems. Renson’s flagship invention, the louvre, has just marked its 50th anniversary, with the technology still in use today.The louvre is a type of industrial ventilation grill, which can

Renson Ventilation be used on all types of buildings, from offices and hospitals to factory buildings and larger homes.

Louvres are frequently used in the residential sector as an exterior finishing, extraction hood, or airing cupboard accessory. They offer great added value as a night cooling tool, meaning they are essential for keeping buildings functional and habitable.

Renson’s ultimate mission is comprehensive comfort for its customers. The final piece of that puzzle is temperature and energy management, something Renson is able to support through its façade cladding range.

Renson uses aluminium cladding, for unique

and functional results. This cladding can be applied to a variety of façades, including doors, windows and gates; vertical cladding guarantees durability and ease of maintenance, whilst horizontal cladding can be used for a more customizable, sustainable approach.

Having mastered the art of keeping indoor environments as comfortable as possible, Renton Ventilation has now embarked on a new mission, with the establishment of Renton Outdoor. As a worldwide trendsetter in outdoor living concepts, Renton Outdoor covers carports, façade elements, garden features and pergolas. All Renton Outdoor

Tomburn LBL Finishers Tomburn Ltd operates from a 36,000 sq ft factory in Portsmouth. With over 40 years of industry experience, it is able to offer an in-depth knowledge of a wide spectrum of finishing and accompanying services.

The objective of the company is to be the best and the first, automatic choice for its customers. To be the best requires that all customers are provided with what they want, when they want it, and at a competitive price. To remain the best requires a full commitment to continually improve performance.

Tomburn is proud to have been Renson’s UK partner for powder coating for over ten years.

products are defined by durability, comfort and supreme quality.

The company excels at constant innovation, which ensures that its garden concepts are the world’s top products for outdoor living. This means that when a customer chooses Renson Outdoor, they are choosing high-end design, tailored to their home. Renson Outdoor is driven by the desire to cultivate a comfortable atmosphere, making the outside an extension of the home environment all year round.

Studies have shown that we are now spending nearly 85 percent of our time at home.

It is clear that creating spaces in which people are healthy, happy and comfortable is a mission of fundamental importance in a post-pandemic world, and Renton’s attention to detail and design, combined with a touch of luxury, is exactly what we all need. v

Renson Ventilation www.renson.eu/en-gb Services: Ventilation systems and installation

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Bodies built to last As the UK’s premium commercial trailer and rigid truck body manufacturer, Lawrence David leads the industry with its advanced repair services and growing industrial footprint

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Lawrence David

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ith remote working on the rise, and the new normal firmly in place, it comes as no surprise that home deliveries are at an all-time high. Riding the wave of this cultural shift is Lawrence David, the premium truck body and trailer manufacturer that has been helping delivery firms across the UK expand their fleets in the wake of Covid-19. As its order book continues to grow, Lawrence David remains committed to an innovative ethos, extensive expertise and superior quality.

Established by Lawrence Marshall in 1973, Lawrence David is known for its end-to-end solutions and future-orientated thinking. The company originated in Peterborough, England, and has since used this central hub to provide products and services to companies in the UK and Europe.

Having successfully designed and manufactured high quality trailers and truck bodies for over 20 years, Lawrence David diversified its offering in 1999, with the establishment of Advanced Body Repairs.

Around this time Lawrence Marshall retired, and the company entered a new era, with his son Laurence taking the reigns. Laurence had spent his entire life in the business at this point, and he combined new ideas with a wealth of expertise to take Lawrence David to the next level.

In 2009, the company diversified once more, this time into asset management.

This expansion came through the partial

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acquisition of the Ray Smith Group; through which Lawrence David was able to offer tail lift repair and servicing. These moves helped make Lawrence David the major player it is today.

The company now operates out of an advanced network of production facilities.

Since 2012, Lawrence David has offered repairs from its Fengate facility; at 1.5 acres, the unit is perfect for last-minute support, as well as in-depth vehicle diagnostics. Later, in 2014, the company doubled its production capacity with the purchase of the Corby ABR and Woodston Point sites; this opened the doors to home delivery, which would later be central to the enduring success of Lawrence David. As of 2022, all sites are fully utilized and operational, and the company is seeking additional space to store finished products prior to collection.

With generations of experience, Lawrence David works at the forefront of the commercial trailer manufacturing industry. The group’s extensive knowledge allows it to solve real problems in real time, delivering bespoke solutions to a diverse range of operations within the transport industry.

Aiming to ensure versatility and quality of service every step of the way, Lawrence David remains committed to an innovative and collaborative approach. The company’s design and manufacturing teams work closely with customers to produce a solution that will support each unique operation. Lawrence David is known for its ability to help grow the businesses of its customers and partners, as

its quality trailers provide years of trouble-free operation.

Lawrence David offers support on a range of vehicles, applications and operations. Amongst its specialty designs is the Curtainsider trailer; this trailer unit has been part of the Lawrence David portfolio since day one. Engineered for maximum durability, the trailer is suitable for a variety of applications across the transport industry.

They are built under the company’s unique quality management system, which conforms to ISO 9001 (2015).

Comprehensive service

Equally classic is the Lawrence David box-van trailer. This design is specially engineered to the same high standard as the Curtainsider, in collaboration with Lawrence David customers, in order to meet the specific needs of truckers across the UK. These trailers are characterized by their customizable nature, and capability-enhancing assets.

The company’s impressive offering doesn’t end there, either. The straight, step-frame and double deck trailers allow customers to maximize their potential trailer space and increase payload volume. Lawrence David offers multi-position and fixed decks, alongside various lifting deck configurations on these units and a variety of others.

Alternatively, the platform trailer is designed to be strong and versatile; these units are open-ended, and configurable for a range of applications. Recent additions include a fixed or removable headboard, in order to suit the kind of product being transported. Finally, the company offers a skeletal trailer, designed for transporting larger containers, ranging from 20’ to 45’.

Trailers are just one of Lawrence David’s areas of specialty, as the company is also renowned for its quality rigid truck body portfolio. Over the years, Lawrence David has gained a detailed understanding of the requirements of rigid body operations, and built relationships with some of the largest operators in the UK. Using its specially developed ‘all bolted construction’ method, Lawrence David produces its market-leading Curtainsider rigid bodies. These bodies are stronger than welded alternatives, and backed by 45 years’ worth of

Lawrence David engineering experience. Other rigid bodies on offer include the bonded van rigid, the box van rigid and the drop-side rigid. Each body has unique strengths, so that customers can tailor their vehicles to their specific applications. From enhanced security settings, to fall prevention systems and mounted cranes, Lawrence David bodies aim to cover all bases.

An important part of the Lawrence David family is Advance Body Repairs. Offering a repair service is central to Lawrence David’s mission to provide comprehensive, end-toend service. As the company website asserts: ‘It’s not just about building the bodies to help your operation grow, it’s about ensuring you have all the services you need under one roof.’

Advance Body Repairs has been a part of the Lawrence David group for over 30 years. It offers access to one of the most comprehensive commercial vehicle and trailer repair services in the UK. The company is also known for its refurbishment and conversion support services, exhibiting just how diverse Lawrence David’s knowledge and expertise is.

Lawrence David proves time and again why it is the strength behind the haulage industry.

In recent months, the company has supported two major expansions, providing 85 trailers to Knowles Transport, and 35 to Selby’s. The new Selby’s fleet is made up of bespoke trailers with an internal height of 2.9m, this ensures maximum load volume, and enhances operational efficiency. The trailers are designed without pillars and flat floors, in order to maximize load fill, and they also come with a range of safety features, including interior LED lighting and additional access steps.

For Knowles Transport, Lawrence David has assisted in the mobilization of a major new fleet. The company designed and manufactured pillar-less Curtainside trailers, fitted with rear roof air diffusers and flush rear doors for functionality and aesthetics. The new trailers are kitted out with a premium load security system and LED lighting, for full body access and optimum weight distribution.

Staying at the cutting edge of trailer and truck body manufacturing technology will no doubt ensure the company’s ongoing success.

In 2014, the company predicted a shift toward home deliveries, and expanded its operation to suit this; similarly, in 2020, Lawrence David released an article on its website discussing the rising popularity of electrical vehicles. With plans for a more sustainable alternative on the horizon, Lawrence David will no doubt be the trailer-manufacturing leader of tomorrow, as well as today. v

Lawrence David www.lawrencedavid.co.uk Services: Trailer and truck body manufacturer

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The total solution approach With 85 years’ worth of experience in the manufacturing industry, Libra Industries provides customers with a trusted partner for life

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nown for its relentlessly outstanding customer service and on-time excellence, Libra Industries (Libra) provides turn-key solutions to a range of customers in the manufacturing sector.

The company was founded in 1980, and has since been driven by a solution-orientated culture and unmatched depth of manufacturing expertise. Now looking to grow its industryleading team of experts, and expand into new opportunities, Libra Industries also makes strides as a pioneer of sustainable and ethical business.

The company’s history is one of the things that makes it qualified to tackle even the most complex of manufacturing requirements. Libra is the synthesized product of several legacy businesses, all of which have deep roots in the manufacturing world. The companies that

make up Libra specialized in areas such as system integration, precision machining, PCBA layout design, sheet metal work and fabrication.

The combined knowledge of these groups is unmatched in the manufacturing industry, and allows Libra to take on a diverse range of clients and projects.

Three main entities came together to make Libra what it is today: Libra Industries, Gem City Engineering and Manufacturing, and a Tier One EMS Manufacturing facility in Mexico.

These groups maintain important legacies within Libra’s current operation, as each one came with its own network of partners and suppliers, as well as an extensive depth of knowledge.

The groups combined on the basis of a shared belief in problem-solving and innovation; they were built seamlessly into a team, and

Libra Industries tied together by a group of focused leaders.

Libra’s executive team make effective use of communications technologies in order to keep the entire operation synthesized, and the result is a dynamic working culture, built for broad and deep collaboration between experts, and with customers.

Service areas

Gem City Manufacturing (Gem City), provided Libra with much of its capabilities in precision machining and complex system design. The company ran for over 85 years before becoming a part of Libra, and its tried and tested methods are unparalleled in the manufacturing industry. Gem City’s dedication to effective communication lives on in Libra, as the company provides modification feedback on prototypes right from the very first print. Gem City also passed down a strong understanding of tolerance stacks and machinability, which translated into reliable, repeatable manufacturability for customers’ products.

Another major contributor to Libra’s power-house status is the company’s namesake, Libra Industries. The legacy Libra was run out of Cleveland, Dallas, and has been providing electronics manufacturing services for over 35 years. The company has specialisms in everything from design and layout to test development and PCBA manufacturing. As a part of what is now Libra Industries, this group provides world-class customized manufacturing solutions to a broad range of industries, with an emphasis on rapid prototyping. The Legacy Libra also inspired Libra Industries’ investment in data analytics, providing customers with best-in-class analysis of their tools, products and supply chain.

Now run as a vertically integrated singlesystem integrator, Libra has broad vertical capabilities that support a number of complex, specialist and niche applications. The foundation provided by this history allows Libra to understand the technological underpinnings of its customers’ products, and further, what’s required to optimize their manufacturing process. Libra also provides end product system integration as part of its turnkey offering, and as a result is the trusted partner of numerous Fortune 500 companies in the robotics, semicap, aerospace, medical, communications and industrial equipment markets. As the company website asserts: ‘Solving our customers’ manufacturing challenges is the reason we exist’.

Understanding products inside and out is crucial to the work that Libra Industries does.

Going above and beyond, Libra will not only evaluate the smartest way to build and integrate end products for customers, it will understand

the details of a product down to componentlevel, and offer insight into how geometrical tolerance stacks up in the design.

These capabilities ensure that Libra’s customers are putting their faith in expert hands.

The company offers complete customized manufacturing services, from the final product integration stage, right down to the component manufacturing details, and subassembly builds.

Libra’s expertise in a multiplicity of capabilities allows for intelligent design, and sophisticated solutions that are specific to each customer product.

Libra offers its services in three main areas, between which there is often interplay, collaboration and crossover. Primarily, the company offers comprehensive system integration services; this means delivering customized manufacturing solutions for highcomplexity system integration requirements.

No matter the industry, Libra will most likely have experience in it. With expertise in large, complex electro-mechanical assemblies across all levels, the company is able to offer support with anything from advanced robotics to intricate

semi-conductor capital equipment requirements.

Combining system-level capabilities with vertical integration know-how allows Libra to understand every nuance of a product. Working from a clean room facility also allows the company to deliver its services with high levels of cleanliness and safety.

The Libra portfolio also offers a broad range of vertical capabilities, which complement the company’s system integration offering. This helps customers simplify their supply chain, and manage their requirements across verticals with ease. Using generations of experience, Libra’s team of experts is able to co-manage build parts in order to identify potential manufacturing problems earlier in the product lifecycle. For example, Libra understands that it is possible to identify issues with geometrical tolerance stack up much earlier when the machining and assembly teams work closely with one another.

This makes the company not only a trusted partner, but a knowledgeable one.

Finally, the company seeks to cover all bases by offering unparalleled support services to all of its customers. These services are vital in

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Libra Industries managing products across their entire lifecycle, and thus they make up one of the most important parts of Libra’s customer relations.

Robust supply chain management is invaluable in today’s manufacturing industry, and Libra has the expertise to provide support in this area.

Over the years, Libra has invested heavily in data analytics systems to intelligently manage supply chains, and link them to customers’ products and schedule requirements. At the front end of a product lifecycle, the company can offer rapid prototyping, full NP support and DFx capabilities, which will assist in making the products more cost effective and quality driven.

This in turn makes for a highly manufacturable product. Alongside this offering, Libra provides a full suite of RMA and warranty support services, to assist customers throughout the product’s lifecycle.

Libra Industries’ team has a genuine love for manufacturing. Using sophisticated problemsolving techniques, the company’s experts can work through even the toughest of requirements. Libra is dedicated to the wellbeing of its employees, as the company website

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highlights: ‘We truly believe that our people are our biggest asset, and the basis for everything we do and achieve at Libra.’ The company deploys a mutually respectful working culture, which aims at supporting employees through ethical treatment and two-way communication.

There is no doubt that Libra has a bright future, something which it aims to ensure through sustainable practice. Working tirelessly to promote green business tactics and eco-

friendly thinking, the company promotes energy conservation and increased recycling efforts across its entire supply chain.

Further, the company has implemented environmental compliance education, as part of its Continuous Improvement Curriculum.

As it continues to foster ingenuity and passion, Libra Industries is reshaping the world of manufacturing. Through cutting-edge solutions, forwardthinking and a problem-solving culture, there is no doubt that the company will continue to raise the bar for manufacturing solutions across the industry for many years to come. v

Libra Industries www.libraindustries.com Services: Contract manufacturing solutions

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