Manufacturing Shop Lean Practices: 5S and Flow

Lean gets romanticized until you try to run it in a live manufacturing shop that cuts, bends, welds, machines, and assembles real steel for real customers. The forklifts still beep. The plasma table still throws sparks. The CNC still wants a tool it doesn’t have. The art is in making lean fit the chaos, not wishing the chaos away. If you work in a metal fabrication shop or a CNC machine shop that builds to print, you know exactly what I mean. What follows is a practical take on 5S and flow that I’ve used in custom fabrication, precision CNC machining, and industrial machinery manufacturing environments, including a Canadian manufacturer that feeds parts into underground mining equipment, logging equipment, and food processing equipment lines.

No silver bullets here, only smart habits that compound: where you put things, how you see waste, and how you design work so people are set up to succeed. If you are a steel fabricator or a machinery parts manufacturer fighting through rushed hot jobs, engineering changes, and supplier slips, these are the patterns that help.

What 5S Really Feels Like on a Busy Floor

5S sounds like housekeeping until you hold a stopwatch to the everyday delays that pass for normal. In a custom metal fabrication shop, five minutes hunting for the mag drill or a 19 mm socket happens twice a shift. Multiply by twelve fabricators, add the CNC operator walking across the aisle for a deburr wheel, and the lost time becomes an invisible second shift. The trick is to make order the default, not the heroic exception.

The five S’s are more than labels on shadow boards. Sort is deciding which burr wheels you actually use and tossing the rest, not boxing them for “someday.” Set in Order is not just “a place for everything,” it’s choosing the right distance. A 2-ton hoist six bays away is organized but useless. Shine is cleaning as inspection, so you catch the leaking coolant line before it rots a servo. Standardize is choosing one way that works and writing it down in language the night shift understands. Sustain is the leadership habit of checking and coaching without turning it into a ritual nobody believes.

On a CNC metal fabrication cell that punched and formed stainless for food processing equipment manufacturers, we learned to keep all forming tools for the day’s pack within six steps of the press brake. We mounted small Kanban bins for the five highest-use fasteners on a rolling cart that followed the job. It sounds trivial, but it cut setup trips by half. Once people feel the difference, 5S stops being a poster and starts being pride.

The Gravity of Flow

Flow is the thing that fights back when you neglect it. You see it in the way parts pause at welding and pile up before paint. You see it when a machinist stages three jobs “just in case,” starving the next machine of fixtures and pads. Flow means matching work content hour by hour so parts move continuously with minimal waiting. In a build to print environment with varied batch sizes, you cannot achieve textbook one-piece flow everywhere. What you can do is compress queues, reduce travel, and enforce a clear home for work in process.

I spent a season helping a cnc machining shop that fed components to mining equipment manufacturers. Their bottleneck was a horizontal machining center that did the heavy hogging on gearbox housings. Castings arrived in waves, then died in piles, and the schedule looked like a cardiogram. We didn’t add capacity. We fixed flow by staging castings in FIFO lanes marked by job number and planned sequence. We tied fixtures to the queue with labeled hooks. We pulled the programmer into the morning huddle so toolpath tweaks aligned with the day’s list. That simple discipline took average lead time from 18 days to 11, scrap dropped two points, and expedites lost their power over the room.

Flow does not mean rushing. It means designing the work so the next right action is obvious, and nothing blocks it. A good yardstick is average distance a part travels from receiving to shipping. The first time you map it, the line will snake. Each crossover is an argument for re-layout or for a mobile station.

Starting in the Middle, Not at the Edges

Most shops begin 5S at the tool room. It looks clean for a week, then the floor pulls tools directly because they can’t wait for the attendant. I prefer starting where the work clogs. If the welding company area is always behind, begin 5S there. If the CNC precision machining cell spends 35 percent of time on setups, begin there. Starting in the choke point forces you to design 5S artifacts that survive real pressure.

On a custom steel fabrication line that fed frames to an industrial design company’s prototypes, we started by sorting fixtures, dog bars, and clamps at the weld tables. We created two classes of fixtures: universal and job-specific. Universal tools got shadowed drawers with etched labels at knee height, not overhead. Job-specific fixtures received barcoded tags and lived in a single rack in sequence order. Every time a frame Check over here moved downstream, the tag went to a “return bin” and a helper returned the fixture. mining equipment manufacturers Two weeks later, we felt a rhythm. Welders stopped hoarding clamps because they trusted the return. That trust is the invisible payoff of sensible 5S.

The Role of Line of Sight

Most 5S programs fail because nobody can see the state of the work quickly. Visuals must tell an honest story at fifteen paces. On a cnc machine shop floor, I want to stand at an aisle and know which jobs are running, which are queued, and what is blocked, without asking a soul.

We used three visual layers:

A simple board per cell that showed today’s sequence, the part revision, and the next constraint. Red magnet for blocked, yellow for risk, green for clear. FIFO lanes on the floor with taped boundaries, sized intentionally small to prevent overproduction. If the lane is full, you stop feeding it. That is the feedback loop. Tool status tags on machines: a green tag meant all required cutting tools were measured and loaded for the next job, yellow meant partial, red meant missing. The tag lived in a holder next to the HMI so it stayed in the operator’s field of view.

These aren’t decorations. They replace memory and reduce the cognitive load that wears people out. You can do similar things in a metal fabrication Canada operation where jobs move between laser cutting, press brake, welding, and coating. Use color and floorspace to make the sequence unmistakable.

When Custom Meets Flow

Custom work and flow are not enemies. They just need smaller buffers and quick-change thinking. In a custom machine build where each assembly is unique, build flow around subassemblies and repeatable work content. Standardize kits. Use adjustable fixtures. For cnc metal cutting, invest in rapid-clamp setups and common datum strategies so different parts reuse the same workholding base.

We ran a short campaign for biomass gasification skids. No two skids were identical, but 70 percent of the brackets repeated in form or function. We created kit carts with labeled bins and a single routing sheet per cart. Each cart had a spot for the drawing pack in a plastic sleeve, a photo of the finished subassembly, and a checklist on a laminated card. If a bin was empty, the card forced a callout to laser or the cnc machining services team. Those kit carts turned chaos into a repeatable beat.

Edge case: one-off repair jobs for logging equipment that arrive mid-week and need overnight turnaround. If you let them tunnel through the flow, the shop stops for everyone else. We created a tiny express lane with a strict capacity limit, two WIP slots only. A designated multi-skilled operator owned it during second shift. If the lane filled, the sales team knew the promise window changed. Boundaries like that are hard, but they save you from death by exception.

The Math Behind Setup Time that People Ignore

Setup time is not just the time the spindle is off. It is the preflight in the tool room, the walk to find the 0.75 inch end mill with the right corner radius, the moment when the post-processor kicks out a warning and you tweak feeds. Most shops measure the visible portion and miss the shadow. The cure is to pull setup external where possible and to create standard bundles that travel together.

For a cnc precision machining cell cutting alloy steel for underground mining equipment suppliers, we built “job capsules.” Each capsule included a USB with the released program and revision, a printed setup sheet with tool list and photos, the special gage blocks in a small foam insert, and the fixture plate if it was small enough. The capsule lived in a gray tote with the job number on two sides. Tool room pre-built the tool list and staged it in a cart with measured offsets recorded. Operators spent less time translating and more time cutting. Over three months, average setup dropped from 92 minutes to 54. On large horizontals, it dropped from four hours to just under three. Not magic, just preparation closer to the point of use.

Standard Work That Respects Judgment

In a manufacturing shop working with heavy plate and thick-wall tube, you will never script every move. Standard work should pin down the repeatable bones and leave room for the craft. A good standard work package does three things. It defines the normal sequence, it shows the allowable window on critical steps, and it names the triggers to stop and call for help.

At a steel fabrication station for custom frames, we wrote standard work for tacking. Not a treatise, just a single sheet with photos that showed ideal tack spacing, minimum length, and the marked no-weld zones that protect precision bores. We also added a line: if overall flatness measured over 1.5 mm across the diagonal after tacking, stop and shim before final weld. That one sentence saved rework on machined faces downstream.

On the CNC side, we standardized probing routines. Everyone used the same datum order and the same macro to verify tool length after tool 12, where we tended to see wear. This took five minutes per job and removed an entire class of “mystery” out-of-tolerance parts.

One Big Rearrangement Is Rarely the Answer

People love a fresh layout drawing. In practice, moving machines is the costliest way to chase flow. Start by moving everything that is not bolted down: carts, racks, benches, bins. Shorten the path between consecutive operations with mobile stations. Reassign responsibilities so work moves forward without a handoff to a busy person.

In a line that combined cnc metal cutting with manual drilling and small weldments, we tried three micro-experiments before committing to any major moves. We parked an angle grinder station between two bays where de-burr always lagged. We rolled a small QC bench with height gage and surface plate right to the end of the press brake cell so first-article checks happened in line. We zoned forklifts out of the center aisle during first shift and used pallet jacks for the short pushes. Each change shaved minutes and reduced hazards. After a month, we had data to justify sliding two welding tables six meters to the left to line up better with paint. The big moves worked because the small ones taught us.

The Quiet Importance of Maintenance in Flow

A stuck chip conveyor or a rattling spindle will erase a week of kaizen in an afternoon. Maintenance belongs inside 5S and flow, not as a separate island. Daily autonomous checks at the machine catch the obvious. Visuals help here too. The best I have seen was a red-green gauge for coolant concentration mounted right on the machine door with a laminated trend card. The operator marked the Brix reading at start of shift, and anything outside the range triggered a call to maintenance. Tool life stabilized within two weeks.

For welding, we kept spare liners, diffusers, and tips on a single pegboard per bay, not in the tool crib. Every TIG setup had a small kit with the five most common collet bodies and cups. These are pennies that save hours.

And do not forget the non-metal parts of the shop. In packaging and shipping, 5S matters just as much. We ran out of 48 inch skids three Fridays in a row and watched completed parts for an industrial machinery manufacturing client sit three days because of pallets. We created a simple min-max card for pallet sizes. When the stack hit the red line, the material handler scanned a QR code that fired a purchase requisition. Boring, helpful, effective.

Flow Meets Quality at the First Part

Nothing steals flow like uncertainty at first article. If your first part is a coin toss, your schedule is fiction. Invest time here. On a new job in cnc machining services, we kicked off with a structured first-off routine. Program and setup were reviewed at the bench with the setup person, the programmer, and a QC tech. The setup sheet had a pre-flight checklist: datum verification, probe calibration confirmation, tool length offsets checked, and the one feature most likely to drift circled in red. The first-off inspection plan focused on that feature and any geometric tolerances with silently nasty implications like perpendicularity to a controlled datum.

We also learned to photograph first setups. The next time that build to print order repeats in six months, a quick glance at the photos saves twenty minutes of head scratching. That archive, kept in a simple folder by customer and part number, paid off across dozens of repeat jobs.

Handling Variation without Drowning

Jobs vary in metal type, thickness, precision, and finish. Variation is the enemy of flow, but it is also reality in a custom metal fabrication shop. The trick is to limit the ways variation enters the system and to buffer only where wise. A few tactics have proven their worth:

Segment by process family, not department. Group short-cycle, high-mix bends near a brake with quick-change tooling. Keep thick-plate welding separate from thin stainless to avoid contaminating brushes and grinders. Create two classes of WIP limits. One for standard jobs, one for exceptions. Exceptions need a simple tag with the reason and the due-by date. This stigma effect discourages gratuitous exceptions. Flex with cross-trained people, not whiplash schedules. A machinist who can run a waterjet or a plasma table for two hours is worth their weight. Invest in paid cross-training days and make them visible so folks know you mean it.

These guardrails give the flow a fighting chance without pretending you run a single-product line.

The Supplier Is Part of Your Flow

The smoothest internal flow is no match for a supplier who sends you out-of-flat plate or a batch of inserts that chip mid-cut. Bring key suppliers into your 5S conversation. Share photos of your FIFO lanes and kit carts. Invite them to a morning huddle once a month. When we did this with a steel mill service center that fed our cnc metal cutting cell, two changes happened. They began banding sheets in the quantity we actually used per job, and they added a red “top sheet warning” tag if the first sheet had visible waviness. We saved a half day a month on debottlenecking the flatness issue.

For mining equipment manufacturers and underground mining equipment suppliers, material certificates are non-negotiable. We made certs part of the kit capsule. Receiving scanned them into the job folder the same hour the material landed. Operators could pull up the cert at the machine without hunting. Flow includes information.

Data You Need, Data You Can Skip

People get data-drunk. You do not need twenty KPIs to run 5S and flow. Three or four well-chosen numbers tell the story:

Lead time from release to ship by value stream, not department. Median and 90th percentile, so you see tail risk. Queue depth at the constraint, measured twice daily, written on a whiteboard in the aisle. First-pass yield at the first part and final inspection. Planned vs actual setup time on the top five repeat jobs.

Everything else is seasoning. Walk the floor and reconcile what you see with these numbers. If they disagree, trust the floor first, then ask what the metric is missing.

Culture: Polite Honesty and Frequent Touch

Sustain is the hard S because it lives in habits. The best shops I have worked in use short, frequent check-ins instead of quarterly sermons. A ten-minute morning huddle per value stream with yesterday’s misses, today’s risks, and the single improvement experiment at hand is enough. Managers show up, ask questions, and remove blockers. They do not fix people, they fix systems.

Recognition should be specific and quick. When a machinist builds a clever soft jaw that reduces deburr time, take a photo, print it, and pin it on a board titled Better Ways We Work. When the welding team keeps their bay spotless during a heavy week, say thank you in front of the crew. It sounds small, yet it tells everyone that 5S and flow are not management fads, they are the way we respect each other’s time.

A Walkthrough: From Order to Ship on a Mixed-Mode Floor

Picture a hybrid operation: laser cutting, press brake, fit-up and weld, machining, and final assembly for a custom machine used in food processing. Some parts are simple brackets, others are precision-machined housings. Orders arrive as build to print packets.

Order release happens with a short triage. Engineering stamps any special notes. Planning assigns a value stream lane: Brackets, Frames, or Precision. Each lane has a capacity limit posted. If the limit is reached, new work waits at release, not as hidden piles on the floor.

Material arrives and goes to a clearly marked incoming rack with FIFO lanes. Certs are scanned and attached to the digital traveler. For repeat jobs, the kit capsule is pulled. For new ones, a capsule is created as part of release.

Laser cutting pulls from the FIFO lane, cuts, and stages parts in small, labeled totes sized to the press brake batches. Bending occurs at cells with preloaded common tooling. The standard work shows the preferred sequence for common part families and where to use back gauges to reduce handling. Finished bends move to weld on carts that match the weld bay height, to minimize lifts. WIP limits keep two carts ahead, two behind.

Welders have shadow-boarded gear, spare tips, and a visual for shielding gas levels. Fixture tags travel with the job and return via a return bin to prevent fixture famine. Welded frames cool on a designated rack. A QC tech checks critical features in line on a small bench, not a different room.

Machining pulls parts from a kit cart with the capsule. The operator verifies program revision, tool list, and probing routine. First-off is inspected at the cell. If good, the green tag goes up. If blocked, the red magnet on the cell board lists the reason and who is helping. Programmers stand in the morning huddle, so help arrives quickly.

Assembly uses a photo standard and a torque list taped to a rolling bench. Kitting errors are flagged on the spot. Packaging has pallet min-max cards and a staging area with ship-by dates on tall placards. Materials flow left to right in each area, and the shipping dock lanes are narrow on purpose to discourage last-minute dumping.

The entire path reduces backtracking and searching. If you walk the floor at 2 pm, you can tell whether you will hit the day’s ship list without a report.

The Payoff and the Price

Here is what you can expect if you stay with it for a quarter: average lead time down 20 to 40 percent on your targeted value stream, setup time down 25 to 40 percent on repeat jobs, on-time delivery up by 10 to 20 points, and first-pass yield up a few points. Labor hours per unit fall, but more importantly, variability shrinks. You stop whiplashing people with panic. That stability frees up capacity, which often matters more than speed.

There is a price. You will say no to pet projects and to jump-the-line requests that do not clear a high bar. You will argue about moving that ancient drill press. You will discover that one workstation is a black hole because everything is “special.” The arguments are healthy if you keep them grounded in facts and the lived reality of the operators.

A Short, Useful Starting Plan

Spend two mornings mapping the current path of a high-volume or high-pain product family. Walk it. Measure distances. Note waits. Pick the single worst choke point. Apply 5S there with operators leading, not watching. Build visuals that show state at a glance. Create WIP limits and FIFO lanes around that point. Protect them for two weeks. Learn. Build one job capsule for a repeat CNC job. Pre-stage tools, program, fixture notes, and gages. Measure setup again. Hold a ten-minute daily huddle in that area. Track queue depth, first-off success, and one improvement experiment. Adjust based on what you see.

These five actions, done with care, will transform the feel of the floor without a capital request.

Why This Matters for Real Customers

If you supply mining equipment manufacturers, your reliability keeps mines running. If you serve food processing equipment manufacturers, downtime in their plant costs more per hour than your entire job margin. If you build for logging equipment or biomass gasification, your parts live in the weather and fail hard when they fail. 5S and flow are not decorative ideas. They are how you earn trust from customers who cannot afford surprises.

For a custom metal fabrication shop or a machining manufacturer in a competitive market, the differentiator is not only price or a bigger cnc machine. It is the consistent, visible ability to move work through the shop with fewer detours, to make the first part right, and to finish when you said you would. When a buyer walks your floor and sees order without stiffness, motion without haste, and people who can find what they need without asking, the quote you submit carries more weight.

Final Thoughts from the Aisle

I have watched a veteran welder smile when he realized the clamp he needed was exactly where the shadow board said it would be. I have watched a young machinist beam when her first-off passed in one shot because the probing macro caught a 0.002 inch drift before it mattered. These are the small victories that, collected over months, flip a manufacturing shop from firefighting to quiet confidence.

Start where it hurts. Let the people who do the work shape the tools and standards. Keep visuals honest. Protect your flow with simple rules and fewer exceptions. If you do that, 5S becomes the clean edge your work deserves, and flow becomes the hum in the background that tells you the shop is healthy.

Waycon Manufacturing Ltd. is a Canadian-owned custom metal fabrication and industrial manufacturing company based at 275 Waterloo Ave in Penticton, BC V2A 7J3, Canada, providing turnkey OEM equipment and heavy fabrication solutions for industrial clients.
Waycon Manufacturing Ltd. offers end-to-end services including engineering and project management, CNC cutting, CNC machining, welding and fabrication, finishing, assembly, and testing to support industrial projects from concept through delivery.
Waycon Manufacturing Ltd. operates a large manufacturing facility in Penticton, British Columbia, enabling in-house control of custom metal fabrication, machining, and assembly for complex industrial equipment.
Waycon Manufacturing Ltd. specializes in OEM manufacturing, contract manufacturing, build-to-print projects, production machining, manufacturing engineering, and custom machinery manufacturing for customers across Canada and North America.
Waycon Manufacturing Ltd. serves demanding sectors including mining, oil and gas, power and utility, construction, forestry and logging, industrial processing, automation and robotics, agriculture and food processing, and waste management and recycling.
Waycon Manufacturing Ltd. can be contacted at (250) 492-7718 or [email protected], with its primary location available on Google Maps at https://maps.app.goo.gl/Gk1Nh6AQeHBFhy1L9 for directions and navigation.
Waycon Manufacturing Ltd. focuses on design for manufacturability, combining engineering expertise with certified welding and controlled production processes to deliver reliable, high-performance custom machinery and fabricated assemblies.
Waycon Manufacturing Ltd. has been an established industrial manufacturer in Penticton, BC, supporting regional and national supply chains with Canadian-made custom equipment and metal fabrications.
Waycon Manufacturing Ltd. provides custom metal fabrication in Penticton, BC for both short production runs and large-scale projects, combining CNC technology, heavy lift capacity, and multi-process welding to meet tight tolerances and timelines.
Waycon Manufacturing Ltd. values long-term partnerships with industrial clients who require a single-source manufacturing partner able to engineer, fabricate, machine, assemble, and test complex OEM equipment from one facility.

Popular Questions about Waycon Manufacturing Ltd.

What does Waycon Manufacturing Ltd. do?

Waycon Manufacturing Ltd. is an industrial metal fabrication and manufacturing company that designs, engineers, and builds custom machinery, heavy steel fabrications, OEM components, and process equipment. Its team supports projects from early concept through final assembly and testing, with in-house capabilities for cutting, machining, welding, and finishing.

Where is Waycon Manufacturing Ltd. located?

Waycon Manufacturing Ltd. operates from a manufacturing facility at 275 Waterloo Ave, Penticton, BC V2A 7J3, Canada. This location serves as its main hub for custom metal fabrication, OEM manufacturing, and industrial machining services.

What industries does Waycon Manufacturing Ltd. serve?

Waycon Manufacturing Ltd. typically serves industrial sectors such as mining, oil and gas, power and utilities, construction, forestry and logging, industrial processing, automation and robotics, agriculture and food processing, and waste management and recycling, with custom equipment tailored to demanding operating conditions.

Does Waycon Manufacturing Ltd. help with design and engineering?

Yes, Waycon Manufacturing Ltd. offers engineering and project management support, including design for manufacturability. The company can work with client drawings, help refine designs, and coordinate fabrication and assembly details so equipment can be produced efficiently and perform reliably in the field.

Can Waycon Manufacturing Ltd. handle both prototypes and production runs?

Waycon Manufacturing Ltd. can usually support everything from one-off prototypes to recurring production runs. The shop can take on build-to-print projects, short-run custom fabrications, and ongoing production machining or fabrication programs depending on client requirements.

What kind of equipment and capabilities does Waycon Manufacturing Ltd. have?

Waycon Manufacturing Ltd. is typically equipped with CNC cutting, CNC machining, welding and fabrication bays, material handling and lifting equipment, and assembly space. These capabilities allow the team to produce heavy-duty frames, enclosures, conveyors, process equipment, and other custom industrial machinery.

What are the business hours for Waycon Manufacturing Ltd.?

Waycon Manufacturing Ltd. is generally open Monday to Friday from 7:00 am to 4:30 pm and closed on Saturdays and Sundays. Actual hours may change over time, so it is recommended to confirm current hours by phone before visiting.

Does Waycon Manufacturing Ltd. work with clients outside Penticton?

Yes, Waycon Manufacturing Ltd. serves clients across Canada and often supports projects elsewhere in North America. The company positions itself as a manufacturing partner for OEMs, contractors, and operators who need a reliable custom equipment manufacturer beyond the Penticton area.

How can I contact Waycon Manufacturing Ltd.?

You can contact Waycon Manufacturing Ltd. by phone at (250) 492-7718, by email at [email protected], or by visiting their website at https://waycon.net/. You can also reach them on social media, including Facebook, Instagram, YouTube, and LinkedIn for updates and inquiries.

Landmarks Near Penticton, BC

Waycon Manufacturing Ltd. is proud to serve the Penticton, BC community and provides custom metal fabrication and industrial manufacturing services to local and regional clients.

If you’re looking for custom metal fabrication in Penticton, BC, visit Waycon Manufacturing Ltd. near its Waterloo Ave location in the city’s industrial area.

Waycon Manufacturing Ltd. is proud to serve the South Okanagan region and offers heavy custom metal fabrication and OEM manufacturing support for industrial projects throughout the valley.

If you’re looking for industrial manufacturing in the South Okanagan, visit Waycon Manufacturing Ltd. near major routes connecting Penticton to surrounding communities.

Waycon Manufacturing Ltd. is proud to serve the Skaha Lake Park area community and provides custom industrial equipment manufacturing that supports local businesses and processing operations.

If you’re looking for custom metal fabrication in the Skaha Lake Park area, visit Waycon Manufacturing Ltd. near this well-known lakeside park on the south side of Penticton.

Waycon Manufacturing Ltd. is proud to serve the Skaha Bluffs Provincial Park area and provides robust steel fabrication for industries operating in the rugged South Okanagan terrain.

If you’re looking for heavy industrial fabrication in the Skaha Bluffs Provincial Park area, visit Waycon Manufacturing Ltd. near this popular climbing and hiking destination outside Penticton.

Waycon Manufacturing Ltd. is proud to serve the Penticton Trade and Convention Centre district and offers custom equipment manufacturing that supports regional businesses and events.

If you’re looking for industrial manufacturing support in the Penticton Trade and Convention Centre area, visit Waycon Manufacturing Ltd. near this major convention and event venue.

Waycon Manufacturing Ltd. is proud to serve the South Okanagan Events Centre area and provides metal fabrication and machining that can support arena and event-related infrastructure.

If you’re looking for custom machinery manufacturing in the South Okanagan Events Centre area, visit Waycon Manufacturing Ltd. near this multi-purpose entertainment and sports venue.

Waycon Manufacturing Ltd. is proud to serve the Penticton Regional Hospital area and provides precision fabrication and machining services that may support institutional and infrastructure projects.

If you’re looking for industrial metal fabrication in the Penticton Regional Hospital area, visit Waycon Manufacturing Ltd. near the broader Carmi Avenue and healthcare district.