Profiles

The science behind success

Utilizing advanced, patented materials science, SiO2 develops and manufactures medical grade containers with a glass-like barrier, which meet the most demanding of needs of next generation biological drugs and molecular diagnostics

SiO2 Materials Science (SiO2), is an advanced materials sciences company which has been spun out of a 110-year-old family business focused on flexible, advanced, manufacturing. SiO2 has spent 10 years and $500 million in research & Si02 1development to invent a breakthrough technology platform, which has a number of industrial applications. Through this platform, the company has invented a new hybrid material that fuses the benefits of glass and plastic without the drawbacks of either. Currently, the company is focused on two segments: Pharmaceuticals and Molecular Diagnostics.

The SiO2 technology platform coupled with a 50-year track record of flexible manufacturing, strategically positions the company to capture a majority share of the primary packaging for the growing biological drug and genomic testing markets. The platform uses a modified plasma enhanced chemical vapor deposition (PEVCD) process to apply multiple layers of a barrier coating to any polymer / plastic substrate. The layers combined to be less than 20 nanometers - or 50 times thinner than a human hair - and provide a highly effective barrier to environmental gases and leachates.

Working with a host of large academic research centers, including those located at the Massachusetts Institute of Technology, University of Chicago, Harvard University, the UC Santa Barbara, and Auburn University – close to which sits SiO2’s manufacturing facilities – the company now boasts over 350 patents and more than 8000 patent use claims.

“Over the last ten years or so, we have invested upwards of half-a-billion dollars developing the science needed to fuse glass and plastic,” states Lawrence Ganti, SiO2’s President of Customer Operations and Chief Business Officer. “What our efforts have yielded is a technology platform which facilitated the creation of a new material, one which takes an exterior medical grade polymer or plastic shell, and applies a nanolayer of pure silicon dioxide on the inside using PECVD. While this is not a new technology as such, having been used in the microchip industry for a number of years previously, this does mark the first time it has ever been modified for medical purposes. We materialized that technology into two categories, one being pharmaceuticals and biotech, and the other molecular diagnostics, and SiO2’s technology is now used by host of customers in each of the above segments.”

Innovative products
The secret behind SiO2’s success as a business is clearly rooted in the science behind its technological platform, but also its historical track record of flexible manufacturing. The two have been used to answer specific modern challenges presented by the use today of standard glass or plastic. “For more than a century, people have been using glass as a means of packaging sensitive materials, whether it be drugs, human blood or other specimens. However, in all that time, there has been very little in the way of innovation,” Lawrence explains. “In recent years, however, there have been several big factors that have facilitated the need for new ideas. One has been the advances made in automation, specifically the use of automated manufacturing lines. While this has sped up the process of filling glass containers, it also presents a breakage issue, where having broken vials or jars can result in the shut- down of entire lines. Such instances have Si02 2driven a need for change, particularly when it comes to the durability of vials etc.

“The other significant development has been the fact that the properties of the drugs being packaged and the sensitivity levels associated with diagnostics have advanced tremendously. On the drugs side, we have seen a big increase in the use of complex biological medicines, which tend to be super sensitive to non-inert contaminants, which can come in the form of things like glass particles or oil within in a glass chamber. Diagnostics wise, the use of super sensitive imaging technology to scan bloods for DNA means there is a need to avoid any and all impurities that may appear within a particular container.

“These factors have resulted in a pressing demand for a material that is not only strong enough to offset the risk of breakage, but is also 100 per cent inert. At first, few thought this to be possible, but with our technology we have been able to create a product that possesses the best qualities of both glass and plastic, without the negatives of either, and this truly sets SiO2 apart from anyone else operating within our field.”

Major funding boost
Today, SiO2 finds itself tasked with undoubtedly its most important mission to date, having been selected to form part of the U.S. Government’s Operation Warp Speed program to support the development and supply of Covid-19 vaccines and therapeutics. For its part, the company has received a $143 million contract to accelerate capacity scale-up of its advanced primary packaging platform for storing said future medications. “This investment will be used to scale-up our manufacturing capacity multiple times over, taking it from around ten million vials per year to approximately 140 million, and all in the space of just a few months,” Lawrence confirms.

Prior to said investment, SiO2’s activities centered solely on its 165,000-square foot manufacturing facility in Auburn. In addition to using some of the capital to restructure half of that building to install new clean rooms, the company has also purchased several new units in the surrounding area. These include two 65,000-square foot buildings that will be refitted with medical grade cleans rooms and additional equipment to support an increase in manufacturing capacity, another 40,000-square foot unit that is currently being green fielded, and a fifth facility that is in the process of being constructed.

Sense of purpose
Having been granted a Defense Priorities & Allocations System (DPAS) rating by the U.S. Government, SiO2 has been given priority status for construction resources, which has allowed it to overcome the challenge of bringing contractors onboard at relatively short notice to carry out its expansion. The company will also be looking to eventually add as many as 300 new employees to support its growth, and the positive publicity that it has received from being selected to be part of Operation Warp Speed has helped in attracting strong talent into the business.

One of Lawrence’s most important tasks in recent months has been to assist both this new talent and the company’s existing staff in embracing a change in culture as it has transitioned from being a strictly R&D focused business into one Si02 3that now also possesses an important commercial element. “Anytime you want to implement change, the best time to do so is when there is a common cause or message that everyone associated with the business can understand and get onboard with,” he says. “At SiO2, that message is clear, and that is that with every new vial we ultimately help to produce, that vial is contributing to saving someone’s life. Collectively, we realize that Covid-19 is a disease that affects everyone on our planet, and the response from our people to the need to up-scale rapidly has been nothing short of incredible. The sense of purpose that exists within the business today is phenomenal, and there is a real sense that nothing is impossible when it comes to what we can do to assist in the fight against Covid-19.”

Nimble business
Prior to the onset of the Covid-19 pandemic, SiO2 had no less than 16 projects ongoing with different companies to develop containers for their respective biological drugs, and this work has continued relatively uninterrupted, which is again testament to its people. Meanwhile, SiO2’s involvement in Operation Warp Speed – and the subsequent investment that this has brought – has not only aided in the scale-up of the business, but also allowed it to bring in additional resources and improved processes, effectively accelerating its businesses plans by some three-to-five years.

“If the last six-months or so have taught us anything, it has been of the importance of being nimble as a business,” Lawrence goes on to detail. “We have had to pivot SiO2 significantly in this time to ensure that our processes and products are perfectly positioned to support the development of the latest biotech drugs and the new generation of vaccines that will be heading our way in the years to come. This ability is likely to become all the more important in the future. For example, today our customers are predominantly working with vials for drugs, however it is likely that in the next 12 months there will be a shift towards syringes, and we need to be ready for that if we are to remain relevant to their needs. Building continued flexibility into our processes and manufacturing activities will continue to be key to our success, and will help us to redefine what it means to be nimble.

“As for what the future holds, I definitely see SiO2 continuing to grow at a consistent rate and supporting our customers by providing the flexible manufacturing services that they need. That service – combined with our willingness to take the time to listen to said customers in order to fully understand their needs – is what we really excel at, and is what we believe will go a long way to contributing to both our customers and SiO2 achieving their respective long-term goals.”

SiO2 Materials Science
Products: Advanced Primary Packaging Platform
www.sio2ms.com

For the love of bags

Trusted by world class brands, Aargus Plastics has made its name being the best one-stop-shop for custom bags, but in 2020 it has found a new purpose in supplying medical gowns for hospitals

It was in the early 1970s that Chicago native Jerome Starr first became familiar with what was at the time a small plastic bag making company by the name of Aargus Poly Bag, but would go on to become Aargus Plastics (Aargus). Then Aargus1representing a firm of Certified Public Accountants (CPA) – of which Aargus Poly Bag was a client – Jerome was not initially the auditor in charge of this particular account. Nevertheless, it was an unlikely set of circumstances and a love for man’s best friend that set the wheels in motion for a series of events that would see him become the company’s Chief Executive Officer.

“My involvement with the company really came about due to the fact that I am a big dog lover,” Jerome explains. “The owner of Aargus at the time used to bring his Great Dane down to his plant, and it just so happened that his CPA representative then was deathly afraid of dogs. The head of the CPA firm back then knew of my affection for dogs and subsequently handed me the Aargus account, which is how I got to know what was a small manufacturing plant containing only three bag converting machines, and no printing or extruding capabilities.”

Pulling together the money necessary to acquire the business in 1971, Jerome and a team of associates subsequently set about expanding Aargus’ bag-making capabilities, doubling its converting capacity and adding additional extrusion lines almost immediately. Little more than a year later, an arson-set fire destroyed the company’s premises, yet Jerome was undeterred and a move into a new, larger 20,000-square foot building in Des Plaines, Illinois helped set it on a path towards greater things. There, Aargus grew for the next 27 years, before it eventually moved into its existing 125,000-square foot home in Wheeling, Illinois in 2003.

Diversified offering
Today, Aargus considers itself to be a ‘38-extrusion line, flexographic printing force’, and is one of the most multi-dimensional low and high density polyethylene extruders, printers, converters and recyclers in the United States. The company’s recyclable products – a number of which are made from recycled resins themselves – are made to custom specifications and are designed to match the constantly-changing world that Aargus’ customers operate within.

“We are a highly-diversified company, with the capabilities necessary to manufacture custom bags for retail businesses – from food companies to department stores – and industrial applications, ranging in size from 2x3 inches up to 90x120 inches,” Jerome states. “This breadth of offering allows Aargus to navigate any downturns in one particular market segment without a detrimental effect to the business, and – most importantly – act as a one-stop-shop for customers’ needs.”Aasrgus2

The company’s retail offering – typically carry out bags given to people when leaving stores – previously accounted for around 50 per cent of Aargus’ turnover. It was the arrival of Chinese competitors to the market, backed by government subsidizing, however that saw it turn its attention to alternative revenue streams. This is when it moved into manufacturing industrial bags such as trash liners, box liners, staple packs, bags on rolls, pallet covers, and laundry/dry cleaning bags. Its customers in this area tend to be those relying on just-in-time deliveries within a matter of weeks.

“Prior to 2020, it was our industrial products – particularly our trash liners that we supply to schools, municipalities, restaurants and packaging applications – that remained the main source of Aargus’ business,” Jerome says. “However, with the onset of the Covid-19 pandemic, the closures of many of these customers resulted in a drop off in activity of approximately 50 per cent in a short space of time. As any responsible business would, we reacted to this by immediately looking at other potential income streams.”

Gown production
Jerome is one of those unfortunate enough to find himself afflicted by the virus this year, but prior to this, he had already been approached by the company’s Vice President of Sales (Jay Tapp) with a design idea for producing gowns for hospital use. “While we weren’t able to manufacture the complete product, we were able to produce the film, and had the contacts needed to outsource the die-cutting and heat treatment elements needed to produce the gowns,” Jerome details.

Jerome’s own experiences when being treated in hospital for Covid-19 gave him first-hand evidence of the tremendous demand for the aforementioned gowns. “As I was in hospital, I was counting each time someone would come into my room – whether it be to run blood tests, checks or bring meals – and how when leaving each person would have to discard the gown that they were wearing. Sure enough, since we began producing our gowns, they have gone on to become one of the most popular products that we make.”

Aargus’ gowns are also highly unique in that they incorporate a number of technological advances devised by an affiliated start-up business by the name of Smart Plastic Technologies (SPT). “SPT is responsible for developing a bio-Aargus3assimilation additive called Eclipse, which causes plastic to bio-assimilate naturally via total biodegradation after use,” Jerome reveals. “It has also created a unique, anti-microbial additive that is called Gard, as well as an anti-fungal additive, Servo. The former controls pathogens including MRSA, E. coli, Salmonella and other dangerous organisms, while the latter controls bacteria and fungi, and has been shown to be highly successful when used in food packaging, agriculture and medical packaging. We are now putting the likes of Eclipse into our gowns, which is also helping to contribute towards achieving greater sustainability within this field of the plastics industry.”

With demand for its gowns showing no signs of abating, Aargus is actively looking to invest further capital into facilitating continued growth. “For one thing, we are currently looking at purchasing the equipment we need to allow us to carry out the die-cutting and heat treatment tasks that we presently sub-contract out. This will allow us to produce all of our gowns, and control the entire manufacturing process, in-house. We are also hopeful of acquiring an additional piece of property in which we can expand our fleet of machinery so as to make high volumes of gowns,” Jerome confirms. “While we currently lack the equipment to move into the manufacture of other pieces of medical clothing such as gloves, I am confident that going forward there will be other application demands that our customers come to us for solutions, and I see no reason why we wouldn’t be able to adjust either our equipment or processes to meet some of these.”

With cleaning and safety measures implemented across its premises, Aargus has welcomed back its employees in increasing numbers in the last few months, and Jerome is now also seeing demand for product lines outside of the company’s gowns slowly starting to return. “Demand for ever-more sustainable products that make use of specialist additives is something that slowed down somewhat with the arrival of Covid-19, but we are now starting to see requests for these picking up again.

“The strategy for Aargus going forward definitely comes back around to this issue of sustainability, and because of the specialist additives that we have access too, we feel that we are in the best possible position to increase our sales, and in turn further our own growth as a business.”

Aargus Plastics
Services: Polyethylene manufacturing
www.aargusplastics.com

Full steam ahead

Over 130 years of innovation, entrepreneurial spirit, and strategic planning have contributed to Spirax Sarco becoming a leading manufacturer of high-quality products and services for the control and efficient use of steam

Part of multi-national engineering group Spirax-Sarco Engineering plc, Spirax Sarco is a world leader in the management of steam, providing steam systems, products and packages for industrial, commercial and institutional customers the Spirax1world over. Manufacturing Director of Spirax Sarco Ltd, UK, Greg Godfrey-Williams, explains more: “We are experts in steam and condensate management, heat control and thermal energy management, site surveys, energy audits, digital monitoring solutions and training,” he says. “At any given moment, our experts and specialist products are helping our customers heat hospitals, produce food on an industrial scale, sterilize pharmaceutical equipment, or generate a constant supply of hot water. As steam specialists with over 100 years of experience, we adapt to our customers’ changing needs while offering them solutions based on a legacy of knowledge and expertise.”

Whether designing and manufacturing new products, solving customers’ operational challenges, improving industrial efficiency using digital monitoring solutions, or educating customers across nearly 50 training centers comworldwide, Spirax Sarco is always aiming to deliver value for its customers and shareholders. In terms of the company’s routes to market, over 70 per cent of the company’s revenue is generated directly from sales to end users, contractors and original equipment manufacturers. Greg believes that this direct sales approach is a key differentiator for the business.

“Spirax Sarco employs over 1,200 sales and service engineers globally who visit customer sites and use their expert application knowledge to design engineered solutions that increase our customers’ operating efficiency, safety, and sustainability,” he remarks. “We operate in both mature and emerging markets and have a direct sales presence in 66 countries, as well as serving customers in a further 64 countries via distributors. Our extensive global infrastructure enables us to rapidly branch into neighbouring markets, giving us a first-to-market advantage. These projects are only possible because of our direct sales approach and are largely self-generated.”

Problem solvers
Highly flexible in its approach, and capable of serving a wide array of markets, Spirax Sarco’s services have been in high demand throughout 2020’s Covid-19 pandemic. In April this year, Spirax Sarco Ltd received an urgent call from a UK hospital in immediate need of a solution to stop oxygen storage tanks from freezing. A video conference call was promptly organized to provide the hospital with expertise from Spirax Sarco engineers in both the UK and Italy. It transpired that hot water was needed in situ to help relieve the problem, so the company recommended a steam-to-water mixing valve, combining the site’s steam supply with cold water to produce the hot water required. From video call to product delivery – Spirax Sarco solved the problem in a matter of hours.

Furthermore, Spirax Sarco Ltd has been working in conjunction with Mercedes-AMG High Performance Powertrains and University College London to machine a critical component for use in the UCL-Ventura breathing aid, a Continuous Positive Spirax2Airway Pressure (CPAP) device used to provide life-saving oxygen to Coronavirus patients.

“The part is a specially designed quick-fit connector that helps to safely manage the flow of oxygen, ensuring that as many patients as possible can receive the vital supply they need. In less than a week, we began production of 300 parts every 24 hours before quickly increasing this to 450 parts,” Greg reveals. “We are proud to be able to offer our skills and resources to support the nation’s fight against Covid-19, whilst continuing to supply many of our customers who are also playing a vital role in responding to this virus, from hospitals, to pharmaceutical companies, to food manufacturers.”

In order to serve so many critical customers throughout the pandemic, Spirax Sarco has relied upon its substantial network of production facilities located across the globe, including a 60,000m² site in the UK, consisting of two extensively equipped machine facilities, an assembly plant and a state-of-the-art engineering Research and Development unit.

“We have a number of strategically placed manufacturing facilities around the world in Europe, Asia Pacific and the Americas, but the factory in the UK is the largest,” Greg clarifies. “Our production sites follow a number of lean principles through the flow of production from raw material to finished products and shipping. We continue to invest in new technology, building upon our current capabilities, which include multi-axis machine centres, a press shop, grinding, turning, welding, fabrication, assembly, painting and testing equipment. Furthermore, our modern Research and Development facilities in the UK are testimony to the quality products we manufacture for our customers’ existing and future needs.”

Of course, high-tech production facilities are no good without a skilled workforce to populate them and consequently Spirax Sarco has created an environment where people can thrive, develop, and offer diverse opinions and ideas. At the centre of the company’s commitment to staff development is its focus on encouraging young people to enter into Science, Technology, Engineering, and Mathematics (STEM) disciplines by offering comprehensive apprenticeship and graduate programs.

Diverse talents
“Many of our senior leaders have come through the apprenticeship route and our current focus is on engaging with local communities to provide role models and industry links for local children to help inspire them to pursue a STEM based career,” Greg reports. “As a company, we organize and support many different activities and events like the Cheltenham Science Festival, inspirational school visits, work experience opportunities, and graduate and apprenticeship engagement days. We see developing talent as absolutely critical to our success and it’s something that has become even more important to us over the past few years.”

Sean Spencer joined Spirax Sarco in 2016 on the company’s Graduate Programme and is now a Research Engineer for the company in the UK. He has recently had a project funded by EU Horizon and Innovate UK for the development of Thermodynamic cycles (CPC) to generate electricity from low grade waste heat streams for industry. He recently presented the project alongside an esteemed panel of experts at the IIR Rankine 2020 conference. The CPC energy efficient technology is due to be installed and operational in a UK hospital in late 2020. Sean’s tale is one of many success stories inspired by Spirax Sarco.

“Our excellent apprenticeship programs lead people into skilled jobs within our factory and support other areas of the business such as product development and sales,” Greg asserts. “Apprenticeships are also used to develop our existing staff in a range of areas such as energy management and Lean skills. Our leading international graduate scheme allows university leavers to experience all areas of our business including markets outside the UK. This is combined with our Year in Industry initiative which helps us bring in diverse talent across the group.”Spirax3

Agent of positive change
Despite the challenges posed by Covid-19, Spirax Sarco Ltd was proud to receive a RoSPA (Royal Society for the Prevention of Accidents) Gold Award for the third year running in 2020. One of the most prestigious and widely recognized health and safety award schemes in the world, RoSPA awards recognize businesses that are as risk free and safe as possible.

“The health and safety of our people is a priority and one of our core values,” Greg comments. “The RoSPA award process involves our business submitting details of what and how we continue to improve in our health and safety journey. Each year we demonstrate our relentless drive towards zero accidents, whilst improving on previous performances and sharing best practices. The award means a lot to the business as it demonstrates to our customers and employees our commitment to health and safety, whilst being a morale boost in recognition for everyone’s hard work.

“We also hold numerous accreditations which we see as really important to both our business and our customers. These accreditations are audited independently and help us to demonstrate that our processes and systems of work are robust, repeatable and compliant to the highest of standards. In addition to pressure equipment directives and compliance to stringent industry standards - our notable accreditations are:

  • ISO 14001 Certificate – Environmental Management
  • ISO 18001 Certificate – Health and Safety
  • ISO 50001 Certificate – Energy Management Systems
  • ISO 9001 Certificate – Quality Management.”

Though the company’s overarching strategy is primarily one of organic growth, Spirax Sarco supplements this growth through the acquisition of businesses that meet stringent strategic and financial criteria. As the firm expands, it is also dedicated to the reduction of CO2 emissions and its wider impact on the environment. As Group Chief Executive Nicholas Anderson suggests, Spirax Sarco, and its parent company Spirax-Sarco Engineering plc, are moving full steam ahead towards a cleaner, brighter future.

“I’m very excited by actions we have taken to accelerate the Group sustainability agenda and performance - these include the appointment of a Group Head of Sustainability and making a number of environmental commitments such as achieving net zero greenhouse gas emissions by 2040 or earlier,” Nicholas declares. “As a large and successful engineering company with a legacy of industry leadership and technical innovation, Spirax-Sarco Engineering and its subsidiaries are well positioned to take a leading role in the transition towards a more environmentally and socially sustainable economy. I firmly believe that it is our responsibility to be an agent of positive change as we manage and improve our own sustainability and help our customers and suppliers to do the same.”

Spirax Sarco
Products and Services: Manufacturer and supplier of steam products and services
www.spiraxsarco.com

Putting the W in world-class

A manufacturer of polyethylene pipe products since 1984, Flying W Plastics is preparing to double its capabilities with the opening of a brand-new production facility

At Flying W Plastics, quality reigns supreme. In the business of manufacturing polyethylene plastic pipes for more than 35 years, reliable high quality has been key to the firm’s longevity. Selecting only prime grades of polyethylene resin Flying W1from reputable resin manufacturers, all material used in the production of Flying W products passes through the company’s Quality Control laboratory before it is put into use. The lab then tests all finished goods to ensure they comply with applicable manufacturing standards, before being labelled with identity codes to allow for complete traceability through production and delivery. It is a level of detail that permeates all areas of the organization.

“Flying W Plastics manufactures its products to comply with, or exceed, the highest industry standards available,” explains company President Doug Morris. “We take pride in our products and make every reasonable effort to ensure that when they arrive in the field, they perform as expected, last as expected, and meet or exceed the expectations of our customers. Further to this, our lab, facility, and records are inspected by NSF at a minimum of twice per year to ensure our products meet their high standards, as well as our own.”

With sizes and specifications to meet diverse project needs, Flying W pipe products cover a range of commercial and industrial applications, including water and sewer, gas collection and gathering, telecommunications, electrical conduit, geothermal, power plants, and landfill. The products are sold through a vast network of distributors, many of which are national and international companies. At present, Flying W’s production capabilities exceed five million pounds of finished goods per month across ten production lines. Sizes manufactured include ½ inch through to 20 inches, but this is all about to change. Following the recent purchase of a 169,000 square foot facility in Jacksonville, Florida, Flying W is preparing for a major expansion to its manufacturing capabilities.

“While our business is concentrated in the eastern half of the United States, we ship products to every state in the continental US, to Canada, and several other countries. The new Jacksonville facility adds five production lines to what we already have available to us, creating an additional 70 million pounds capacity annually to help serve our wider customer base,” Doug states. “The new JAX facility will also allow us to produce 24-inch pipes, as well as generating 45 to 50 new jobs as we start manufacturing 24 hours a day, seven days a week. The geographical advantages of the new facility mean that we will be able to utilize the Jacksonville port, which will allow us to move into the Caribbean market where inclement weather, such as hurricanes, has led to a growing need for infrastructure to be buried underground, which often requires HDPE plastics.”

Among the groundbreaking new equipment on show at the Jacksonville facility when it opens its doors in late September will be KraussMaffei extruder technology. Offering high output and increased efficiency, the extruder will go a long way towards doubling Flying W’s production within just one year.Flying W2

“We did a lot of research and it means we can now look forward to using some of the industry’s best technology in Jacksonville,” Doug remarks. “The new KraussMaffei equipment processes twice the amount of plastic we are used to, so we’ll be taking a huge leap forward in that area. We currently have 11 or 12 lines up here at our existing West Virginia facility, yet the five lines down in Jacksonville will manufacture the same amount of product, and probably more, because the new lines are simply more efficient.”

A forward-thinking company not only in its use of modern technology, but also in its commitment to environmentally friendly practices, Flying W is proud to manufacture sustainable piping solutions for the 21st century. At the center of the company’s positive green credentials is the fact that all Flying W products are manufactured from high density polyethylene (HDPE).

“Starting with a leak-free joint for pressure systems, HDPE pipe is the greenest choice for municipal water, sewer, and storm water applications,” Doug asserts. “A lower environmental footprint is the hallmark for HDPE pipe. Starting with its low energy requirements for manufacturing, and continuing throughout transportation and installation phases, the energy needed to completely install a HDPE pipe system pales in comparison to the economic and environmental cost of pipes from various metals or concrete. HDPE pipe’s resistance to corrosion and abrasion will also create a longer utility life for generations to come. This translates into direct consumer savings and strong enhancement of our environment.”

Strong levels of trust
Deemed to be an ‘essential business’ during the early stages of this year’s Covid-19 pandemic, Flying W has operated without interruption throughout 2020. However, in a year like no other, the business has been forced to make a number of operational changes that are likely to remain in place for the foreseeable future. As far as Doug is concerned, none of these changes have been more important than the procedures put in place to protect the company’s valued employees and clients.

“People are our most important asset,” he professes. “We have multiple long tenure employees that have successfully participated in our profit-sharing programs and they continue to bring new innovations to the table and contribute to many process improvements.

“Put simply, we wouldn’t be where we are without them,” Doug adds, “and that’s why we have done so much to protect them at work this year. As a result, not one person has been sick with the virus. Our managers have done a great job getting their teams to adapt to these unprecedented times and, for example, have facilitated a switch over from 18-inch production to 12-inch production, which we can do 30 per cent quicker.

“Our whole team has really stepped up to the plate at a time when we’ve needed them most. We benefit from a strong relationship and when they see me worried about something, they put it upon themselves to come up with solutions. I can sleep at night knowing that the team here is always doing their best. I can take my family out and refresh my mind knowing that this business is under control. When you have great people in your organization that you trust, it just makes everything roll.”

As well as supporting its close network of wholesalers throughout the pandemic, Flying W has also been looking at the potential for new projects with metal conduit, infrastructure for fiber optics, and golf course irrigation. Though the global Flying W3downturn brought on by Coronavirus has impacted some of Flying W’s business activities, the company has used the lull to prepare itself for the future.

“Some areas of interest for us were really coming up big in 2019 but there is not really a sector that hasn’t flattened out since the pandemic,” Doug admits. “Consequently, our goal has been to tighten up the ship and be ready for when business comes back. I don’t know any company that has been going gangbusters this year, but we have stayed committed, we’ve got good people, and we’re on track with the Jacksonville project. We will certainly appreciate the good times whenever they come because it has been a struggle, but we’ve put ourselves in a position to succeed.”

As Coronavirus complications continue, and with the US presidential elections on the horizon, Flying W is aware that uncertainty may plague the business world for the rest of 2020, but Doug argues that it’s nothing the firm can’t tackle. “From our base in West Virginia, we continue to grow and adapt,” he says. “Throughout the pandemic, we’ve been able to jump from one thing to the next, performing maintenance on the plant, cleaning, streamlining, and making the most of slower times so that our efficiencies are in good shape for when everything gets back to normal.

“Looking beyond this year, we see brighter times ahead,” Doug declares. “I want companies to want our products. I would love to develop some flexible, specialty products and take them from infancy into production. As a business, we will be comfortable getting to $100 million or $150 million in revenue so that we can take care of our people and they can take care of themselves.”

Flying W Plastics
Products: Polyethylene pipe products
www.fwplastics.com/products

Working together

The joint venture between Ventec Life Systems (Ventec) and General Motors (GM) illustrates what great achievements can be made when companies work in collaboration with a special purpose

The bringing together of ventilator expert Ventec Life Systems and the manufacturing power of GM began with a phone call on March 17 between GM Chairman and CEO Mary Barra and representatives of StopTheSpread.org, the nation’s co-ordinated private sector response to Covid-19. StopTheSpread.org suggested GM work with Ventec, in order to produce its VOCSN ventilators on a much larger scale. During this pandemic, ventilators are a key resource in the public health Ventec GM1safety net to ensure the right ventilator is available at the right time for Covid-19 patients in respiratory distress.

Following the calls on March 17-18, a flurry of activity ensued. On March 19, a GM team departed for Ventec’s facility in Bothell, Washington, and on March 20 GM engaged its global supply base and within 72 hours, it had developed plans to source 100 per cent of the necessary parts.

March 20 also saw the formal announcement from GM and Ventec, in cooperation with StopTheSpread.org, that they were going to collaborate to enable Ventec to increase production of its respiratory care products to support the growing fight against the pandemic. Ventec leveraged GM’s logistics, purchasing and manufacturing expertise to build more of its critically important ventilators. As Chris Kiple, Ventec Life Systems CEO stated at the time, this partnership will help save lives. “With GM’s help, Ventec will increase ventilator production. By tapping their expertise, GM is enabling us to get more ventilators to more hospitals much faster,” he said.

Mary Barra, GM Chairman and CEO added: “We are working closely with Ventec to rapidly scale up production of their critically important respiratory products to support our country’s fight against the Covid-19 pandemic. We will continue to explore ways to help in this time of crisis.”

Within days of these statements, crews began preparing GM’s Kokomo site in Indiana for production, and hiring commenced of more than 1000 team members from the community to join current GM employees to ramp up ventilator production.

Standing proud
On March 27 President Trump signed a Defense Production Act memorandum, and on that same day, GM and Ventec announced that GM would build Ventec’s VOCSN critical care ventilators at GM’s Kokomo manufacturing facility with FDA-cleared ventilators scheduled to ship as soon as April. The effort was in addition to Ventec taking aggressive steps to ramp up production at its manufacturing facility in Bothell, Washington.

The companies added thousands of units of new capacity with a significantly expanded supply chain capable of supporting high volume production. GM contributed its resources at cost. Chris Kiple commented: “The unique partnership combines Ventec’s respiratory care expertise with GM’s manufacturing might to produce sophisticated and high-quality critical care ventilators. This pandemic is unprecedented and so is this response, with incredible support from GM and their suppliers. Healthcare professionals on the front lines deserve the best tools to treat patients and precision critical care ventilators like VOCSN are what is necessary to save lives.”

Mary Barra noted that the company was proud to stand with other American companies and its skilled employees to meet the needs of this global pandemic. “This partnership has rallied the GM enterprise and our global supply base to support Ventec, and the teams are working together with incredible passion and commitment. I am proud of this partnership as we work together to address urgent and life-saving needs,” she said.

She added: “GM is in the position to help build more ventilators because of the remarkable performance of GM and Ventec’s global supply base. Our joint teams have moved mountains to find real solutions to save lives and fight the pandemic.”

Delivering ventilators on this scale and in this short time frame meant that GM and Ventec had to contend with a raft of challenges, including the implementation of extensive health and safety protocols in the workplace. Indeed, protecting Vemntec GM2the health of the GM team building Ventec’s critical care ventilators in Kokomo was a top priority and strict protocols were put in place to look after the team on site. Extensive screening, cleaning and other CDC-recommended procedures were instigated when volume production of Ventec’s critical care ventilator began in April.

Exceptional performance
Dr. Jeffrey Hess, GM’s corporate medical doctor, confirmed that a safe workplace was imperative, given that the men and women building these ventilators raised their hands to help save the lives of people suffering from Covid-19. “We will create a safe workplace using CDC guidelines and scientific data,” he stated.

Terry Dittes, vice president, UAW-GM Department also acknowledged the vital role that the team was playing in this effort: “As our nation struggles with the Covid-19 pandemic, volunteer UAW-GM members are doing a tremendous service for our country by volunteering to come to work to make ventilators in Kokomo. For that reason, the UAW has worked with GM to put in place stringent CDC health and safety protocols. Our goal is to make sure that each and every day, people return home to their families and communities safe and healthy. We applaud their courage in volunteering in our nation’s time of need, and we commend GM for working with the UAW to save lives across the country.”

It is hard to believe that the team achieved so much in such a short space of time, with another significant milestone reached on April 8, when The U.S. Department of Health and Human Services awarded GM a contract under the Defense Production Act to build 30,000 VOCSN V+Pro critical care ventilators, by the end of August.

By April 17, the first VOCSN V+Pro critical care ventilators produced by the joint venture GMwere delivered by UPS to Franciscan Health Olympia Fields in Olympia Fields, Illinois and Weiss Memorial Hospital in Chicago. A third shipment was delivered by UPS to the Gary/Chicago International Airport on April 18 for distribution to other locations where the need was greatest.

In just one short month, the teams from GM and Ventec went from an introductory phone call to delivering life-saving technology to frontline medical heroes. The partnership between GM and Ventec has now delivered more than 20,000 critical care ventilators to the U.S. Strategic National Stockpile for the U.S. Department of Health and Human Services (HHS). The companies are on track to complete the federal government order for 30,000 critical care ventilators by the end of August (at time of writing).

The partnership between Ventec Life Systems and General Motors illustrates what can be achieved when two exceptional companies work together for the greater good. It combines global expertise in manufacturing quality and a joint commitment to safety to give medical professionals and patients access to life-saving technology as rapidly as possible. The entire GM team is rightly proud to support this initiative.

Freedom to breathe

Motivated by the belief that people are more than their medical conditions and that technology should evolve to make life easier, and through the application of totally groundbreaking engineering, Ventec Life Systems created its life-Ventec1changing product VOCSN

Following his father’s battle with ALS, founder of Ventec Life Systems Doug DeVries was determined to redefine respiratory care and provide better technology for all ventilator users. With the ambition to improve patient outcomes and reduce caregiver challenges in the hospital and home, Doug and his team dedicated themselves to inventing VOCSN, a single unified respiratory system that seamlessly integrates five separate devices including a ventilator, oxygen concentrator, cough assist, suction, and nebulizer.

VOCSN is 70 per cent lighter and smaller than five traditional devices and includes an intuitive touchscreen that makes operating the device simple, providing peace of mind for caregivers in the hospital or home.

“People should not have to use five different medical devices to treat any medical condition. And yet, the reality has been very different,” explained Mark SooHoo, VP Marketing and Communications at Ventec Life Systems. “Hospital workers must learn multiple devices and spend valuable time switching circuits to deliver multiple therapies. Patients’ families are overwhelmed as their homes turn into mini hospital rooms to support all of the different devices.”

Continuous improvement
The Ventec team designed VOCSN from the ground up, but combining five devices into a single unit that is fully functional, energy efficient and dependable required intense reengineering. Following an extensive product development period where over 700 essential components were created from scratch (and eight patents were granted) the Ventec team worked with those requiring treatment, as well as doctors, nurses and health care professionals to understand their pain points and to build an integrated, user-friendly medical device.

VOCSN was FDA cleared for use in the US in 2017 and cleared in 2018 in Japan, and patients have been using it across the continuum of care from hospital to home. Home health companies provide VOCSN for patients in the home, Long Term Care Facilities (e.g. Skilled Nursing Facilities) provide VOCSN for patients who cannot go home or are transitioning to the home on a ventilator, and hospital customers use VOCSN in critical care settings. Thanks to VOCSN, patie become more mobile and caregivers have more time to care for their patients. The brilliance of VOCSN has also been recognized by many awards over the years, with the most recent being the 2020 GeekWire Award for ‘Hardware of the Year’.

“VOCSN is not only simple to use, but it is designed to enhance patient care, such as helping to reduce the risk of infection as caregivers no longer need to switch between therapies or take a patient off the ventilation to administer cough, suction, or nebulizer therapies,” added SooHoo.

The team’s history of patient-centric design includes decades of work developing respiratory innovations but the team is not done. “In December 2019 we announced Multi-View, which is the first and only comprehensive report for ventilator patients that provides clinicians with insights of not just ventilation but also medication delivery (oxygen and nebulizer) and secretion management (cough and suction),” said SooHoo, illustrating the continuous process of improvement at Ventec. “Multi-View builds on the benefits of integrated care by enabling caregivers to track and monitor all five therapies and understand what is going on holistically with the patient, something that was previously impossible.”Ventec2

Extraordinary achievements
Having amassed a vast amount of learning and understanding of the intricacies of respiratory care, it is no surprise to learn that Ventec was on the front lines of the COVID-19 pandemic response, educating the media and the country about respiratory care and the need for true critical care ventilators to arm medical professionals battling the pandemic. “During this pandemic, ventilators are a key resource in the public health safety net to ensure the right ventilator is available at the right time for COVID-19 patients in respiratory distress,” said SooHoo.

“We were a rapidly growing company but only producing about 200 VOCSN per month. We knew that ventilator demand in response to COVID-19 would vastly exceed what any ventilator manufacturer was currently producing, so we sought an out-of-the-box solution. We partnered with General Motors (GM) to mass produce critical care ventilators. In just one month, this partnership delivered critical care ventilators to front line medical professionals saving lives. Overnight, we exponentially grew the company’s production and received an order from the U.S. government for 30,000 critical care ventilators to support the Strategic National Stockpile. We completed the large order on time by the end of August. Simply put, the speed and scale of the increase in ventilator production is unprecedented,” SooHoo stated.

This amazing partnership between Ventec and GM was celebrated by a visit in April 2020 by US Vice President Mike Pence to GM’s Kokomo Plant, where GM Chairman and CEO Mary Barra and Ventec CEO Chris Kiple gave a tour of the ventilator production and testing lines. Chris Kiple acknowledged the extraordinary achievements of the partnership, and stated that “nothing is impossible for the combined power of American innovation and American workers.”

Inspirational support
In her own statement, GM CEO Mary Barra recognized the value of team work on the project: “General Motors and Ventec have worked seamlessly as one team with one mission: to make sure more critical care ventilators are available for those who need them. We delivered our first units in just one month because we have had incredible support from our suppliers, the Kokomo community, and state and federal officials. Their passion and commitment is helping turn the tide of the pandemic. We are incredibly grateful to our team and everyone who has supported this lifesaving work and we appreciate the support and encouragement of Vice President Pence, Gov. Holcomb and Secretary Chao,” she said.

Having been inspired by the support of the White House, the team at Ventec and GM were also bolstered by the feedback from the heroes battling the pandemic on the front lines. “We are very grateful to Ventec Life Systems and General Motors for the VOCSN critical care ventilators we received in April,” said Dr. Suzanne Pham, of Weiss Memorial Hospital. “The devices they built in just one month are currently helping patients battling COVID-19, and are valuable tools Ventec3enabling our medical team to save lives. I’m proud to say we have had many patients beat COVID-19, wean off the ventilator, and safely return home.”

Team response
As the pandemic continues to ravage the US population, the need for critical care ventilators continues beyond the US government’s order and while Ventec hopes that mitigation efforts stop the spread of the virus, it remains committed to maintaining an increased production capacity for as long as it is needed. This requires not only superhuman efforts from its own manufacturing team but also from the entire supply chain: “As GM CEO Mary Barra said, our suppliers have ‘moved mountains’ to provide the vital parts and supplies necessary to build 30,000 critical care ventilators in just over five months,” agreed SooHoo. “Each supplier has their own heroic story of how their team rose to the occasion to meet this extreme need. From the beginning of our partnership with General Motors, we have worked closely and honestly with our manufacturing partners, which has been key to the success of this partnership.”

SooHoo also directed the spotlight for praise onto the Ventec team itself: “We are proud of the dedication, talent, and hard work our entire team has devoted to our response to COVID-19,” he affirmed. “Everything we do is truly a team effort. We are just one small part in the overall response to COVID-19, and ultimately our job is to provide life-saving medical devices to the true heroes - frontline medical professionals including respiratory therapists, doctors, and nurses - who are helping patients and putting themselves in harm’s way every day.”

He continued: “When scaling 80x in just five months, trust and teamwork become even more important. The first confirmed COVID-19 case in the US was less than ten miles from our headquarters and manufacturing location. We cannot build critical care ventilators working from home so our offices have remained open from the beginning and we immediately implemented strict health protocols to keep our team members safe.

“Beyond that, we stay motivated because we are united behind a common mission together. We are proud to produce critical care ventilators that provide tools for frontline medical professionals to save lives. We know that doctors, respiratory therapists, and nurses are working tirelessly to fight COVID-19, and our team’s mission is to provide them with the tools they need to help their patients.”

Integrated care
Given the expertise of companies such as Ventec who are dedicating their efforts to fighting COVID-19, there is a post-pandemic future on the horizon where attention will once more be placed on growing the business as a whole. “We remain dedicated to expanding the benefits of integrated respiratory care,” stated SooHoo. “We want to empower patients and caregivers to not only leave the house, but also have oxygen, cough, suction, and nebulizer therapies with them in one device, so they are not intentionally leaving those therapies behind. This allows for greater compliance because they’re easier to use and they’re with the patient at all times.

“Our team continues to look for ways to add additional features and functionality, improve data and tracking with Multi-View, and ultimately continue to serve our patients and their caregivers with the tools they need to live better.”

It is rare that a company can enter a sector and totally disrupt the existing technology by looking at it with fresh eyes and taking a ‘back to the drawing board’ approach. “No other company combines five therapies in one device, and we are proud to be leading the charge for integrated respiratory care,” SooHoo concluded. “From the day it was founded, Ventec Life Systems has always focused on how it can improve and innovate in respiratory care, and bring care-changing innovations to life for patients, medical professionals, and caregivers.

“We just don’t have enough time or space to talk about how excited we are about VOCSN, but don’t just take our word for it. Please visit our website at VentecLife.com and explore our patient stories to see real-world examples from patients and caregivers using VOCSN today.”

Ventec Life Systems
Products: Created and manufactures integrated solutions for respiratory care
www.VentecLife.com

Top of the tree

Domsjö Fabriker understands more than most other businesses that we have a responsibility for the world’s natural resources and how they are used, and this is reflected in the way its world-leading biorefinery operates and produces sustainable products

Characterized by its steep granite cliffs and rocky offshore islands, The High Coast in the Ångermanland province of north eastern Sweden, has been a UNESCO World Heritage site since 2000. In close proximity to the site, one will be able to Domsjo1find the Domsjö Fabriker biorefinery, which has roots in the area that date back to the early 1900s.

It was in 1903, to be exact, that the site on which the biorefinery stands began life as a sulphite mill. It was the brainchild of Frans and Seth Kempe – sons of the founder of Mo & Domsjö, J. C. Kempe – who were the first men in Sweden to carry out tests on a method for producing sulphite pulp. By the 1930s, production levels at Domsjö Fabriker had increased to such a level that the mill began to move into the production of cellulose for manufacturing viscose pulp. By the 1940s, the mill had helped facilitate the birth of the region’s chemical industry, and what followed was almost six decades of continuous growth and technological advances.

In 1999, Mo & Domsjö sold Domsjö Fabriker to a private consortium, whose investment helped in the mill’s full transition into a biorefinery, responsible for refining the renewable raw material from wood into products that boast a strong environmental profile. Then, in 2011, the entire business was sold to the Aditya Birla Group, a leading multinational business with its base in India.

“Today, our main product streams are cellulose, lignin and bioethanol,” explains Domsjö Fabriker Chief Executive Officer, Björn Vedin. “Cellulose is our principal offering, with the major field of application being viscose for fashion and textiles. Made out of softwood, cellulose can also be found in a number of other products, such as medical tablets, food, sausage casing, tires and paint. Approximately 50 per cent of our total cellulose output is sold internally into the wider Aditya Birla Group, with the rest making its way into specialty applications elsewhere around the world.

“Domsjö Fabriker is also the world’s second largest producer of lignin powder, with our lignin delivered to around 60 destinations worldwide, while our third stream of revenue is derived from the production of bioethanol, which is extracted from the unique cooking process where the sugar from the wood is gathered and fermented in our ethanol factory. We also produce our own biogas, which we use internally as an energy source.”

Force for good
The company’s unique manufacturing process allows it to produce high quality products adapted to its customers’ high demands within what is the world’s only closed-loop and chlorine-free bleach plant. “We source the raw material – softwood – mainly from sustainable Swedish sustainable forestry, consuming some 1.4 million cubic meters per year,” Björn details. “The wood is debarked and chipped, before being fed with cooking chemicals into our digesters. The bark is Domsjo2burned, and provides energy in the form of steam, which we feed-back into our own system to power activities. During the cooking process, hemicellulose and lignin is dissolved, with the form being fermented and distilled into bioethanol. After cooking, the cellulose is washed and then bleached with hydrogen peroxide in our closed-loop bleach plant. Finally, the bleached cellulose is dried, sheeted and packed into bales, with the entire process – from log to finished bale – taking about 40 hours.”

When Domsjö Fabriker began its journey towards becoming a biorefinery, it did so with the goal of making the most out of a tree in order to create sustainable products derived from the forest. This desire to be a force for good in the development towards a sustainable bioeconomy, utilizing forests as a unique resource, continues to sit at the heart of the company’s culture and act as a motivator for its 330-plus employees.

“Our collective mission is to be a responsible, local manufacturer that is responsible for producing and selling sustainable, specialty products that originate from our forests,” Björn confirms. “By having full control over our raw materials, we are safe in the knowledge that our products come from sustainable and traceable forestry. Swedish forests are special in that they are harvested at a lesser rate than they are planted, which guarantees future access. This helps to give our products the qualifications necessary to play a major role in what we hope will be a bio-based society, in which fossil fueled energy sources are replaced by sustainable alternatives.”

In December 2019, Domsjö Fabriker made the exciting announcement that it had agreed to co-operate with independent Swedish scale-up company Ecohelix AB to establish a demo scale plant for the production of the hemicellulose copolymers developed and patented by Ecohelix. This news follows a successful partnership between the two players on a pilot scale plant that is located at the Domsjö Fabriker mill, which has been used to verify the raw material, the process, the products, and to produce sample material for potential customers. Results and feedback from this work have been extremely encouraging, resulting in the need for a larger, demo-scale plant. Potential customers will eventually be supplied with sufficient product to do further development and verification work.

Positive actions
Ecohelix’s hemicellulose copolymers boast excellent barrier properties and a low level of viscosity. Typical applications include various pulp and paper chemical and cosmetic processes, where the polymer’s unique properties can be utilized. Said polymers are also highly efficient ingredients in formulations for gas and grease barriers. In many applications, Ecohelix polymers will ultimately be able to replace equivalent, fossil fuel-based products.

Under the agreement, Ecohelix is responsible for constructing the plant and erecting it, managing its operations to verify the properties of the raw materials, processes and products at a larger scale, and for gathering data for the next development step, which would be an industrial-scale production unit. For its part, Domsjö Fabriker is tasked with supplying the raw material stream to the plant, providing the necessary space to make activities possible, and with supplying all relevant utilities, services and support functions.

“Projects such as that which we have undertaken alongside Ecohelix are of huge interest to us at Domsjö Fabriker, as each one helps us to reach our own goal of making more sustainable use of – and products from – our raw materials,” Björn states. “Other projects we are looking into include those that could facilitate greater and more varied use of the biogas that we produce.”

As Björn reflects upon the year to date, he is honest in admitting that 2020 has been an incredibly tough year for the business. With around 50 per cent of its products being sold internally to its Indian parent company – much of which then finding its way to the clothing industry – the shutdowns imposed by global governments in an effort to suppress the Covid-19 pandemic had an almost immediate impact on a significant part of the company’s revenue stream. While Domsjö Fabriker has been the recipient of Swedish government subsidiaries, it has been its own actions in recent months that have helped it to weather the storm. These have included identifying cost savings, creating great efficiency across the business, and actively pursuing new sales and business opportunities.

The above actions have given Björn and the rest of the Domsjö Fabriker team cause for optimism for the future. “Being active in what is a particularly niche market, we believe that exciting times do lay ahead for the business,” he affirms. “We are looking forward to getting out there and exploring new markets and opportunities, while of course continuing to support our internal consumers, ensuring that they continue to receive the products and services they have come to expect.”

Domsjö Fabriker AB
Services: Biorefinery producing cellulose, lignin and bioethanol
www.domsjo.adityabirla.com

Sweeping the globe

Scarab Sweepers is a leading manufacturer of truck-mounted road sweepers with a long history of environmentally-friendly product innovation

Established in 1979, Scarab Sweepers began life as an innovative family business. In the 1980s Scarab pioneered the development of a single-engine Truck Mounted road sweeper with the release of the Major 3000 arriving in 1988. And this Scarab 179 binnovation set the foundations for a company that, today, is the leading proponent of Ltdsingle-engine, eco-conscious products.

“Even back in the 1980s when it wasn’t topical or fashionable, Scarabs main ethos revolved around environmentally-friendly, single emission sweepers, and it remains as important to us now as it was back then,” Scarab’s Business Development Manager, Andy Farley says.

In 2011 Scarab became a member of the Fayat Group, and together with French company Mathieu, and Dutch company RAVO form the Fayat Environmental Solutions division. With over 150 years of combined experience, the division is committed to a clean future through the deployment of its broad range of sustainable sweepers for the compact, mid-size, truck-mounted, and specialist truck-mounted sectors.

“Emissions control is becoming more and more important for operators and contractors, especially for those operating in areas like London, Birmingham and Edinburgh where Low Emission Zones are being introduced,” notes Scarab’s Manager of Marketing and Product Development, Gary Kelleher. “We have remained strong with our message and as a result we are seeing an increase in enquiries for our single-engine solutions. We are also working in parallel with ongoing developments in alternative fuels such as CNG, electrification, and hydrogen. We’ve always been at the forefront of technological advancements and we’ve had a lot of success with our CNG solutions across various areas of the UK and Europe where the infrastructure exists. Our strategy is to support customers in transitioning from a twin engine, to a single engine platform, and then pave the way for the wide-scale introduction of alternative fuel solutions.”

Following on from the revolutionary early product developments, Scarab has continued to break new ground. In 2003, the Company became the first road sweeper manufacturer to supply all its sweepers with a CANbus control and diagnostics system. Intuitive and easy to use, CANbus has changed the way Scarab’s machines are operated and maintained, providing users with comprehensive feedback including warnings and service reminders, as well as real-time monitoring and datalogging capabilities. Gary explains, the company is always on the lookout for similar product development opportunities that ‘innovate’ rather than ‘copy’.

New product development
“For us, a large portion of product development is always going to be driven by customer feedback. Being close to our customers is vital for us to understand how to improve quality, ease of maintenance, reduce cost of ownership, as well as constantly refining the industry leading operating experience for which we are renowned. We are also constantly looking beyond what is happening in the sweeper sector to see if we can find innovative environmental solutions elsewhere that we can adopt in our own industry.

“We are preparing a number of interesting new products for release in the next six to 12 months. They all revolve around introducing positive, value-added solutions for customers, whilst also keeping an eye on the long-term goal. We are on a mission to have the most environmentally friendly range of sweepers in the industry; that is something we strive to achieve and is at the core of all new product development projects.”

As a truly global business, Scarab exports a large portion of its products to continental Europe and far beyond. Though the company focuses on single-engine solutions, it still offers their twin-engine counterparts, which have proven to be the product of choice from Chile to Bangladesh, and Saudi Arabia to North America. Despite this, Gary claims that Scarab’s Vision is still to introduce its single-engine solutions to more international customers in the future.

“We understand that there is a place in the market for twin-engine sweepers and for that reason we still have twin engine solutions in our range, with both Stage V and IIIA engines options available,” he states. “The M6 and M65T export sweeper kits we offer, for example, have been designed specifically for easy and economical shipping worldwide. Due to their flexible design, they are also easily mounted on a huge range of chassis from any region. This allows customers access to Scarab’s trusted quality anywhere in the world with minimal fuss.”

Facility acquisition
What unites all aspects of Scarab’s product offering is a central focus on high quality, high performance sweepers, recognized as some of the industry’s best options in terms of economy and system control. Manufacturing its products from sheet metal upwards, Scarab’s skilled local engineers have recently benefited from major investment in the firm’s production facilities.

“We’ve been in Marden, Kent, for over 40 years,” Richard Cardwell, Head of Manufacturing explains. “Over the years the site has developed through a process of evolution as we’ve taken on new processes and added new functions. These adjustments were made to the existing layout without ever really stepping back and optimizing the whole site, that is until very recently. The parts warehouse, service workshops and the new product development bay, were all intermixed around production operations in the same buildings. Furthermore, the assembly functions were disconnected in different buildings across the site so there was a clear opportunity to dramatically improve the visual management and lean performance of the whole process.”

After considering several options, Scarab opted to take over a new 34,000 square foot warehouse and workshop facility located on the same industrial estate. The acquisition allowed for a 30 per cent increase in the overall footprint of the operations. “It was a strategic decision for us,” Andy comments. “The building was completely refurbished with new facilities and a new office area to accommodate our aftersales team. The entire aftersales organization, including spare parts, service, and the demonstration fleet all moved into that building around October last year and having the whole team working together has brought considerable synergies.”Scarab 179 c

Workplace transformation
Richard comments: “In November last year we traded our main office block in for a two-storey office providing 5000 square feet of modern office accommodation - again on the existing site.” Now approaching the final stages of site development, Scarab expects the project to be completed by the end of September 2020 and Richard is confident that it will prove hugely beneficial in supporting Scarab’s plans to develop new products and markets and growing production volumes.

“In terms of production, it’s given us space in the factories to reorganize things in a more logical way and improve the flow of our processes,” he reports. “We’ve rolled out extensive 5S implementation across the whole site and transformed every square meter in terms of cleaning, painting and creating organized workspaces and visual management making it very lean. We’re very excited with the progress and keen, post-Covid, to start inviting customers and suppliers to come and take the Scarab Tour.

“Combined with this we have made significant investments in plant and equipment including cranes, material handling and access platforms which all help transform our processes and improve productivity and safety. We’ve always been vertically integrated as a manufacturer. We are not just an assembly plant - we cut a huge amount of metal using laser cutting, CNC folding, and extensive fabricating and welding on site for all the major components. Our painting process has undergone some significant development of both the paint system and the processes, and we are setting new standards in the industry in terms of paint finish. From sheet metal coming in at one end to a whole vehicle going out the door at the other, by carefully controlling these processes in-house we can optimize flexibility, maximise speed and dependability, keep our costs under control, and make sure that the quality we put out is of the highest possible order.”

Though the new facility is set to play an instrumental role in Scarab’s future, the company, at its core, is a friendly and personable business that values, above all, the contribution of its workforce. Communicating a shared vision across the business has been vital to Scarab’s growth, suggests Andy.

During the Covid-19 pandemic Richard confirms this was especially true. “Success has been about keeping our staff on board. We took the difficult decision towards the end of March to close the factory – a decision which we reviewed daily as a Senior Leadership Team over the course of five weeks. We maintained a skeleton team running the aftersales department for spare parts and service to ensure we continued to meet the expectations of customers who were still operating our equipment. We were fortunate that we had a healthy order book when the crisis started and a factory, product, and premises that allowed us to reorganize ourselves to socially distance when we brought people back to work. As our staff and visitors returned, we wanted them to have a safe space to work so we’ve introduced new cleaning regimes, new sanitizing and PPE stations in every work area, erected polycarbonate screens, created signage and floor markings throughout including one way systems and thermal cameras for checking temperatures when people come into the buildings. The workforce has been very supportive of all the steps we have taken going above and beyond to keep everyone safe.”

Business Vision
Having weathered the Coronavirus storm, Scarab now has its sights set firmly on the company’s long-term future. In October 2019, the Company appointed a new Managing Director in the shape of Gary Watson, who has already set about shaping the company’s future. For Scarab, it is clear that the next five or ten years will be about growth.

“When Roger Hoadley founded Scarab in 1979, he envisioned a technology that would revolutionize the world of sweeping,” Gary Watson says. “Single engine sweepers were little known at that time yet he had a desire to change the status quo. And in so doing, Scarab’s environmental credentials were born and its journey towards enhancing society’s wellbeing had begun. It’s my privilege to take the helm of a company built from such a clear purpose. And today, backed by the Fayat Group, Scarab has a healthy balance sheet, a skilled and dedicated workforce, and a desire to provide the most environmentally friendly range of truck mounted sweepers in the market. These fundamentals will breathe life into our Business Vision, which includes substantial investment in NPD and marketing, expansion of our business globally, and further expansion of our facilities. My role is to help position this incredible company for the next part of its journey, and I’m truly thrilled by that prospect.”

Scarab Sweepers Ltd
Products: Road sweeper manufacturer
www.scarab-sweepers.com

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