CITCO's super-abrasive grinding wheels are custom-designed to meet each customer’s application.

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When it comes to providing customized solutions for its customers, CITCO – a division of Cinetic Landis Corp. – operates by the mantra that it can provide a custom-engineered solution for every customer’s application.    

As a world leader in the development of super-abrasive products, CITCO offers a broad selection of diamond and cubic boron nitride (cBN) grinding wheels, diamond dressing tools, and diamond rotary dressers, as well as polycrystalline diamond (PCD) and PCBN cutting tools. CITCO uses advanced technology to meet the needs of manufacturers that produce everything from high-volume automotive engine components to high-tech electronics and advanced ceramic composites.   

Over the years, as manufacturers changed the machinery and processes for grinding and cutting components, CITCO has focused on “specific products and applications where we can add value though engineering and custom products,” Operations Manager Michael Sweeney says.    

CITCO is part of the industrial engineering company Fives Group, headquartered in Paris. Fives designs and supplies process equipment and plant facilities for major industrial players, focusing on eight markets: aluminum, steel, cement, glass, sugar, energy, automotive and logistics. The sub-group Cinetic – of which CITCO is a part – develops automated mechanical systems for high-production automotive and industrial manufacturing applications.    

In the United States, CITCO is an operation of Cinetic Landis Corp., which is based in Hagerstown, Md.  Cinetic Landis Corp. consists of Landis Machine, Gardner Abrasives and CITCO.    

In an ever-changing global marketplace where manufacturers must remain open to new methodologies to compete, CITCO has proven itself capable. In an interview with Manufacturing Today, Sweeney shared the company’s plans to evolve.  

Manufacturing Today: What are some milestones in CITCO’s history?
Michael Sweeney: We were founded in 1939 by the Loecy family of Chardon, Ohio, as the Cleveland Industrial Tool Company (CITCO). CITCO was sold to Litton Industries in 1983, and through a series of corporate splits, became part of Western Atlas Inc.
in 1994 and UNOVA in 1997. In December 2005, the consolidated Landis Gardner CITCO was sold to the Fives Group.   

In the 1940s and ‘50s, most automotive parts were ground with conventional abrasive grinding wheels, which were formed with natural diamond tools. With the development of man-made diamond and cBN crystal for super-abrasive grinding wheels and polycrystalline diamond and cBN for cutting tools, the machinery and the processes for machining or grinding those components changed completely. This industry change has been extremely exciting.

MT: How has the operating philosophy changed as a result?
MS: We have always been customer-oriented, but the rapid adoption of super abrasives and ensuing market growth has required us to focus on specific products and applications where we can add value though engineering and custom products.

MT: Describe your core competency.
MS: Our core competency is manufacturing a highly engineered, customized product to meet the defined needs of our customer. In the past, we have concentrated in the automotive sector; however, we have strategically redefined our marketing strategy to include non-automotive markets that are synergistically compatible with our engineering and manufacturing processes.

MT: How is the company adapting to the current economy?
MS: We are expanding sales and marketing efforts into new markets. We are also expanding our methodology of going to the marketplace, which includes the use of regional sales managers, independent manufacturer representatives and distributors.

MT: How has the cost of commodities impacted the business?
MS: In the manufacturing process, the increased cost of energy has been significant. From a component standpoint, the increased costs of aluminum, tungsten, copper and other metals has also been challenging.  We attempt to offset wage and benefit increases with productivity improvements, but in general, raw material price increases must be passed on to our customers.

MT: How are you growing brand recognition on an international level?
MS: We have implemented a strategic brand recognition plan that is inclusive domestically and internationally. Our international marketing plan includes the introduction of a new catalog in dedicated languages. We have also placed an ad with an international magazine that targets Mexico and South America with good results.

MT: How does the engineering de­partment work  with the customer?
MS: We have design engineers capable of designing a cutting tool, dressing tool or grinding wheel from a customer’s part print. We also have application engineers who specialize in optimizing customer processes.

MT: How often does your product line change, and how does manufacturing adjust?
MS: We have four product lines, each with a number of manufacturing processes. While each of these pro­cesses is rather straightforward, the variables introduced for each customer during the manufacturing pro­cess must be properly managed.