By Alexandra Quiñones, associate editor of the Welding Journal.
Amid global trade shifts, manufacturers and training programs across the region are finding ways to thrive
The winds of change have swept across Chicago’s manufacturing corridors many times. Around the turn of the 20th century, the city’s economy was shaped by large steel companies that dominated its industrial landscape. Over time, however, those companies gradually disappeared as Chicago’s infrastructure matured and manufacturers dispersed to other regions. The decline accelerated after 1960, driven by foreign competition, automation, union resistance, and plant relocations (Ref. 1). More recently, manufacturers have faced fresh challenges, from the disruption caused by the COVID-19 pandemic to current economic uncertainties tied to tariffs, a shrinking Purchasing Managers’ Index (Ref. 2), and rising insurance costs. Yet businesses continue to endure. From small shops to large operations, manufacturers are finding ways to grow, often with the support of workforce development and education programs. Here’s a look inside two businesses and a welding program that are thriving in the Windy City.
Legacy Meets Lean at Meyer Tool
Meyer Tool & Mfg. is a fabrication shop specializing in custom, high-integrity components for pressure vessels, vacuum chambers, and cryogenic systems. The company’s motto is “Build the Impossible,” a goal it achieves through demanding welding, complex machining, and specialized testing processes. Founded in 1969, the small, family-owned business is now under second-generation leadership, with Eileen Cunningham serving as president and owner.
Vertical integration makes Meyer Tool a versatile manufacturer. The company can design and fabricate products or build to print. Whether the project is high complexity, low volume, or a high-volume production run, Meyer Tool can handle it.
After more than 55 years of business, the Chicago-based manufacturer has weathered its share of headwinds. The COVID-19 pandemic was particularly challenging, as the company lost customers and long-term employees who were reluctant to return to work. That struggle presented the opportunity for Meyer Tool to reexamine the way it does business.
“We doubled down on our efforts to recognize daily opportunities to continuously improve our operations and upskill our employees, enhancing our ability to face the manufacturing challenges of today and maintain our long-term ability to build the impossible,” Cunningham said.
The strategic approaches Meyer Tool adopted in the wake of the pandemic have fueled growth amid ongoing economic uncertainty. In response to rising material and service costs, the company began implementing a weekly continuous improvement (CI) form to increase efficiency and help offset expenses. This initiative has become foundational to operations and a key driver of growth.
“In our weekly production meeting, our production leaders and engineers discuss each CI to find learning opportunities and process improvements to be shared and implemented that make us leaner and stronger, one step at a time,” Cunningham shared.
As shifting trade policies lead suppliers in critical tech industries to seek domestic manufacturer partners, new opportunities are emerging for Meyer Tool as a made-in-America shop. The company also anticipates growth tied to the development of the Illinois Quantum and Microelectronics Park, a multibillion-dollar, 128-acre public-private hub featuring shared cryogenic facilities, equipment labs, and research spaces in southeast Chicago.
“As Illinois strives to build Northern Illinois into the national hub of advanced manufacturing, especially in quantum computing technologies, we are in the tremendous position of being a local supplier with a strong reputation for being able to build the complex engineered components needed to meet this need,” Cunningham explained. “As a result, we are seeing an increase in new customer inquiries.”
The company was recently approved for a Manufacturing Illinois Chips for Real Opportunity Act (MICRO) agreement (Ref. 3), a law that provides various tax incentives for high-tech manufacturers of semiconductors, microchips, and their component parts. Under the agreement, Meyer Tool has committed to creating and retaining at least 10% more jobs at its facility and making a capital investment of at least $2.5 million to support business growth and expansion.
Recent investments have included new welding equipment, robot technology, expanded 5-axis CNC manufacturing, and improved fixturing and tooling throughout the shop. As part of its modernization efforts, the company is exploring how automation and artificial intelligence (AI) can improve efficiency. It recently added its first cobot for machining operations, and AI is also being used to streamline backend tasks, such as generating automated inspection reports.
“We increasingly use AI for process improvement implementation,” Cunningham said. “We’re especially excited about the role these technologies will play in supporting our R&D efforts, where we’re developing cutting-edge components for systems that, in many cases, have never been built before.”
Meyer Tool’s capital investments per its MICRO agreement will focus on adding automation and advanced capabilities to handle repetitive tasks, freeing up skilled workers to concentrate on the high-precision work required to fabricate complex parts.
Looking ahead, Cunningham emphasized the company’s long-term vision and deep connection to its roots. “As a woman-owned, multi-generation, American manufacturer, we value the opportunity to carry forward Chicago’s rich industrial legacy into generation three and beyond while contributing to the future of domestic manufacturing. We’re committed to building on our legacy right here, where it all started for us.”
Metraflex Invests in Smart Stocking and Skilled Labor
Metraflex, a Chicago-based manufacturer serving the HVAC industry since 1958, designs and produces engineered piping components, including expansion joints, expansion compensators, wall penetration seals, pipe guides, pump connectors, strainers, valves, and more.
In recent years, fluctuating market conditions have driven both operational shifts and renewed investment in workforce development. Faced with unpredictable material costs and lead times, the company proactively boosted its inventory levels and shortened its reorder cycles to maintain production stability. “We increased the order quantities of imported components by 50–75% and decreased the time between orders,” said Bob Trebe, production manager. “We decided to stock significantly higher inventory levels.”
To address both rising prices and a tight labor market, Metraflex has adopted a hybrid strategy: investing in automation while strengthening its in-house welder training pipeline. The company works closely with several local programs and handles much of the skill development internally. Trebe explained that with the right attitude, employees can usually be taught what they need to know. The result? Dramatically reduced turnover and improved output. “Our welder turnover rate has dropped dramatically, our production numbers have increased, and employee morale is up.” Meanwhile, automation investments have improved efficiency and increased capacity.
“We’re still early in our automation program and expect additional investments to result in additional improvements in our existing processes,” Trebe added.
As customer expectations grow, especially around documentation, certifications, and fast turnaround, Metraflex sees an opportunity in refining its systems and staying nimble. “Lead times are often the dominant factor. Our customers are frequently looking for short lead times, and we’re usually able to meet their requirements,” Trebe said.
It’s not always easy, but Metraflex’s focus on problem-solving, quality, and workforce investment has helped it stay competitive in a shifting landscape. Looking ahead, the company sees evolving manufacturing technology, including AI, as an opportunity. “The companies that are going to be successful are the ones that identify how to best utilize what is available,” Trebe noted.
For Metraflex, growth hasn’t come from standing still. It has come from adapting early and investing in both people and processes.
MVCC Trains for Tomorrow
Moraine Valley Community College (MVCC), located in Palos Hills, offers a robust welding curriculum led by experienced welders, Certified Welding Inspectors (CWIs), and Certified Welding Educators (CWEs).
“We have 16 instructors who all have worked or currently work in the industry, and seven of those instructors are current CWIs and CWEs,” said Dave Viar, MVCC mechanical technologies department chair and welding program coordinator.
MVCC’s program includes stackable certificates for individualized, multiprocess, pipe, shielded metal arc, and advanced welding, providing flexibility based on student goals. The school plays a key role in supporting the region’s talent pipeline through curriculum and outreach.
“We volunteer at a camp for kids and introduce them to welding and discuss the possibilities,” Viar said. “We are also very involved in our local AWS Section and have our students attend technical meetings.”
In addition to its annual welding competition involving six local high schools, MVCC hosts trade fairs, career days, and fundraising events to support student scholarships. The trade fairs and career days offer the community a hands-on introduction to the college’s technical programs and career pathways, an especially vital connection during times of economic uncertainty, when individuals may be seeking new opportunities or retraining options.
That visibility becomes even more important as the economy shifts. While businesses often struggle during economic downturns, MVCC tends to grow.
“Our enrollment seems to be cyclic and driven by economic factors,” Viar said. “We have a rise in enrollments when the economy is dipping and more people struggle to find work.”
MVCC has a reputation for placing graduates in union jobs as well as manufacturing and aerospace companies, making enrollment a reliable path when the market is turbulent. Another common concern — automation — has not diminished demand for workers. “We have seen an uptick in the need for students in the workforce, but we have not seen a decline due to automation,” Viar said.
Whatever the state of the economy, MVCC remains aligned with industry needs thanks to its large advisory board, which includes union representatives and local manufacturing business owners. The board helps shape the curriculum by discussing current and future workforce demands.
This close industry alignment ensures that MVCC’s program remains relevant and responsive. “The employers that continually work with us for training and taking students seem to be very happy with the quality and work ethic of the students we place at their locations,” Viar added. With a curriculum shaped by industry input and a mission rooted in community engagement, MVCC continues to thrive as both an educational and workforce development hub, even under economic pressure.
Staying Resilient in a Shifting Landscape
Whether through operational improvements, workforce training, or deeper industry partnerships, Chicago-area manufacturers and educators are finding ways to move forward. Their strategies may differ, but the shared goal is clear: to grow stronger, even when conditions are uncertain. WJ
References
1. Moberg, D. 2005. Work. Retrieved June 23, 2025, from Encyclopedia of Chicago: encyclopedia.chicagohistory.org/pages/1381.html.
2. ISM Chicago Inc. Chicago Business BarometerTM Report — May 2025. Retrieved June 23, 2025, from drive.google.com/file/d/1ozaStc6wgKBpSiat8F_PXmNctSKnpaZ3/view.
3. Illinois Department of Commerce and Economic Opportunity. Manufacturing Illinois Chips for Real Opportunity Act (MICRO) Agreements. Retrieved May 30, 2025, from dceo.illinois.gov/expandrelocate/incentives/micro-agreements.html.