December 2012

To all our valued Customers and Friends:

As the Christmas season approaches, and yet another year comes to an end, it is often a welcome break from the pressures of everyday living … an especially good time to count our blessings ... an appropriate time to say “thank-you” to our many customers and friends.

As we pause before we enter a new year, we once again want to tell our valued customers and friends how much we appreciate you.  We also want to take this opportunity to advise our customers and suppliers that PATTERSON Industries, commencing in January 2013 will become a Division of ALL-WELD COMPANY LIMITED.

Due to a rezoning to residential of the area of Scarborough that PATTERSON’s plant and offices have been located for over 60 years, PATTERSON INDUSTRIES (CANADA) LIMITED will be closing operations at this location by December 31, 2012.  PATTERSON will be moving to a new location operating as a Division of ALL-WELD COMPANY LIMITED with plant and offices on 49 Passmore, Scarborough, ON, M1V 4T1.  Our phone and fax numbers as well as our e-mail address and website remain the same.

To ensure a seamless transition and to continue to manufacture and design PATTERSON process equipment of high quality and reliability, key personnel of PATTERSON Industries will continue to work at the new location.

Like PATTERSON, ALL-WELD is a Canadian owned and operating company providing quality, time-proven equipment and engineering services to various industrial sectors since 1920.  ALL-WELD has the skilled and experienced engineering, production and administrative personnel available to continue to manufacture all of the PATTERSON product lines. 

ALL-WELD also designs and manufactures in accordance with the ASME Code, Section VIII, Division 1 and carries the National Board of Boiler and Pressure Vessel Inspectors ‘U’, ‘S’ and ‘R’ Stamps of Approval in addition to the Certificate of Authorization from the Technical Standards and Safety Authority (TSSA) from the Province of Ontario.  It also has ISO 9001: 2008 standing and is approved for designing and building of Pressure Vessels for the Peoples Republic of China.

Our website www.pattersonindustries.com with many interactive specification sheets for easy RFQ e-mailing continues to grow.  We invite you to visit it to fully inform yourself of our capabilities.

On behalf of all of us at PATTERSON Industries, thank you for the opportunity of serving you in the past.  We all wish you a healthy and productive 2013, and hope that PATTERSON equipment will continue to contribute to the success of your company.  The PATTERSON family wish you and your family a healthy, prosperous and joyful holiday season.  May God's richest blessing be with you in the New Year.

Best wishes from all of us,

PATTERSON INDUSTRIES (CANADA) LIMITED

Heinz W. Haischt
President & General Manager

 

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PATTERSON Industries (Canada) Limited, a Process Equipment manufacturer in Canada for over 57 years with a history with the founding parent company going back to 1865 was proud to attend the Chem Show 2003 as an exhibitor.  Although the revolution and information technology driven by the internet is making trade exhibitions in general increasingly less important, we are happy to greet many old friends and customers at the show.  We thought it important to recall the successes and services outlined in the article on the history of the Chem Show.

           

 

 

HISTORY

THE NEW YORK CHEM SHOW: DECADES OF SUCCESS AND SERVICE

Europe was at war in 1915, and American imports of dyestuffs, aspirin and other chemical products were cut off. There was skepticism that the American chemical industry was sophisticated enough to take up the slack, but it chose to rise to the occasion. The resulting need to bring equipment manufacturers and chemical producers together led to the “First National Exposition of the Chemical Industries” in New York the autumn of that year. That 83-exhibitor event was the first edition of what was later to become known as the Chem Show.

During its infancy, the Chem Show’s fantastic growth paralleled that of the early process industries; by 1917, for instance, the number of exhibitors at the Exposition had already grown to 288.  


Plastics and other synthetics, such as rayon, took the 1929 Exposition by
storm. The event not only weathered but helped salve the wounds of the Great Depression — the 1933 Show paid tribute to developers of 112 newly commercialized chemicals, most of them from the new petrochemical industry, calling them “Children of the Depression.”

The theme of the 1943 Exposition was dominated by World War II. Next came the postwar boom years, followed by a brief but dramatic consolidation during the petroleum crisis of the early 1970s. The industry recovered but had to face increasing environmental regulation and the recession of the early 1980s. Reflecting that movement, the Chem Show saw significant increases in the number of displayed products designed to reduce air and water pollution. 
The 1980s brought downsizing, consolidation and efforts to increase quality control and efficiency, trends which continued into the 1990s. 

Meanwhile, the 1995 Chem Show, also called the 46th CPI Exposition, set new records, with 869 exhibiting companies using more than 173,000 net sq. ft. of display space, and more than 17,600 registered visitors (not including 9,257 exhibitor personnel) giving that event its highest attendance in 14 years. The geographic breakdown of the exhibitors reflected the growing globalization of the chemical process industries.  

Although attendance dropped off slightly for the 1997 and 1999 Chem Shows, the number of exhibitors and the amount of display space both continued to rise. The 2001 Show faced a new challenge — weathering the 9/11 terrorist attacks that had occurred only a few weeks before the Exposition was due to open. Some companies chose not to follow through with their plans to exhibit and attendance was down. But the thousands of CPI professionals who did attend represented a shining endorsement of just how valuable the Chem Show really continues to be for the chemical process industries. 

Excerpted from “The Chem Show: 80 Years of  Success Serving the Chemical Process Industries,” by Clay Stevens, President, International Exposition Co. 

 

             Historical Pictures of PATTERSON exhibits in the sixties

             

 

           

 

           

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PATTERSON in the fifties

 

Keynote Address to New York Chem Show - November 2003

“Lessons From the Past; New Strategies for the Future”

On Tuesday, November 18, Gary Anderson, Chairman and Chief Executive Officer of Dow Corning Corp. delivered the keynote address at the 2003 Chem Show. Following is a summary of his speech:

2003 has been a milestone year in several ways.  The Chem Show marks the event’s 50th year and 88th year in business.  2003 also marks Dow Corning’s 60th year in business.  For myself, after joining Dow Corning in 1967, the first event I attended was the Chem Show in that year.

It is remarkable to consider how far the industry has come since then.  At that Chem Show, the attendees eagerly gathered up product information, brochures and other literature at information booths to lug home.  Information was power.  Back then, value was based on what was taken from books, technical seminars and trade shows and events like the Chem Show.  With a few clicks on the World Wide Web today, everyone in the world has access to much of the same information. 

1967 was a time before globalization, when US companies were lords of their domain. American technology far surpassed overseas alternatives. Major U.S. companies had few worries about foreign competition, and trade barriers protected domestic markets.

Looking back at the chemical industry in the 1960s and 1970s, those decades may have lacked information technology, but they were the heyday for the industry. Demand was strong for our products. The world was hungry for innovative applications, new product features and new ideas.  Demand out-stripped supply.

Prices climbed, profitability grew, and there was plenty of innovation to spread around.  Chemical companies faced little competition on a global basis, and most organizations were known for their own areas of innovation or specialization. Profitability came easier three decades ago when energy was inexpensive. 

Public trust in the industry was high in those years. Chemical companies were regularly praised for their many contributions to peoples’ lives and society.  Communities around our plants were supportive and recognized the employment and financial benefits they provided. Before the 1970s, there were few special interest groups. It was public opposition to the Vietnam conflict that was later adapted for other causes such as environmental protection, animal rights and pressure groups.

Public perceptions today are more critical, more skeptical. Today’s challenges are significantly more complex.  This is a particularly difficult business environment for the industry.  We are facing a wide range of complex issues and mandates that are changing the way employees work and our businesses operate.

The staggering advances in information technology have changed the industry. IT advances have launched a business revolution unlike any since the dawn of the industrial revolution.  While IT advancements provide clear advantages – such as speeding commercialization and boosting productivity -- information technology has unleashed competition on a global scale.  It has made it considerably more difficult to protect intellectual property and maintain a competitive edge.  

Pricing pressures have ensued, as IT makes the global marketplace transparent, allowing customers to easily compare prices on a worldwide basis.  IT has virtually collapsed time and distance.  This is coming at a time when companies are consolidating the number of suppliers they buy from. And, the pace of change will quicken -- as information technology advances at a rate that doubles every 7 years.

The rising cost of energy--natural gas in particular--is dramatically increasing the cost of operations and squeezing profit margins.  Over-building has created global over-capacity, which continues to drive prices down and further erodes profit margins.

Complicating these issues is the fact that many parts of the chemical business are maturing.  Differentiation has become increasingly more difficult, and a high percentage of all chemical products are now considered to be commodities. 

These burgeoning pressures have led to weak performance and lower valuations for chemical companies. Specialty chemical companies, once highly valued, now are struggling and are being forced to change or to merge.

So what can chemical companies do?  I think there are a number of things we can do.  We can all:

·     Work to better understand the needs of customers.

·     Seek additional ways your company can help customers with their problems and to seize new opportunities.

·     Anticipate where the market is going, and proactively develop products and services for the future.

·     Get out in front of emerging issues. Consider how they can be addressed before new regulations devastate portions of your business. 

·     And, last, involve and empower your employees in these efforts. Give them the training and resources they need to help customers succeed.

Perhaps it would be helpful if I share what has happened at my own organization and the lessons we’ve learned. I’m sure your company has its own strategies. 

Like all chemical companies, Dow Corning has been rocked by global economic forces and competitive pressures.  We quickly realized we needed to look at our business in a different way and to make some significant changes if we wanted to maintain our position and grow in the future.  Customer research revealed an interesting opportunity.  We discovered that our customers need support in non-traditional areas where my company has expertise. 

Some of these areas include solutions: to improve companies productivity through engineering design, processing and troubleshooting; to train their staffs in chemicals handling and storage; to help companies understand and comply with new regulations; to help companies expand into new geographies or markets; and to optimize their supply chains.

We considered what we do everyday as a global business that we could offer to do for customers. The result is we have transformed Dow Corning from a product-only supplier into a solutions company that helps other companies achieve their business goals.  

By supporting customers in broader ways, many of which don’t even involve products, we are building closer ties to customers.  This new way of doing business has ignited an entrepreneurial spirit among our employees.  Customers now turn to them not only to purchase raw materials but also for help solving problems and pursuing business opportunities. 

You can imagine how employees love their new roles.  It has made them feel appreciated -- they are valued for their expertise.  In fact, we’re now selling their brainpower, in addition to products. We offer their knowledge – our company’s “brain trust” – you could say.  The most important thing we’re doing to achieve this is listening – listening to identify where their needs and our expertise lines converge.

To facilitate these changes, we enlisted the support of all employees.  Not just those
who work directly with customers.  Everyone in the company is involved –technical service staff, chemical and mechanical engineers, scientists, IT people and our plant operations teams.   No longer are customer-facing staff the only ones who have responsibility for addressing customer needs. It’s people like everyone in this room who are called upon to deliver what the company has promised to customers.

One worrying trend that industry leadership has noticed relates to deteriorating public opinions about the industry.  Media reports, government hearings, consumer letters, and community meetings reflect a high level of fear and distrust about chemicals and the industry.  The public has lost sight of the industry’s many contributions and how chemicals make a difference in our lives.

So how can we resolve these issues and restore a positive image for the chemical industry?  I believe that the industry has a role in this, but each and every one of us also has a role to play.

The American Chemistry Council is working to develop a national campaign to improve the reputation of the industry.  If approved by the members, the campaign calls for creating a dialog and communicating interactively with a variety of audiences.  It’s all about engaging external groups and educating them about the benefits the industry.  The ACC board is working with European chemical associations to temper the REACH program and to ensure its regulations are both realistic and practical.

Responsible Care practices and public reporting are making a difference, and moving us in the right direction.  A demonstrated commitment to sustainability in our operations will accelerate this progress.  However, promoting its benefits will do no good if accidents and incidents make the national news.

So how can individual engineers, chemists, IT staff, and plant managers make a difference?  I have a personal challenge for everyone in this room.  We ALL need to get involved in the process to restore public trust and confidence in the industry.  And we need to do this both on and off the job.  

One of the ways out of this dilemma is for us to share the many ways the chemical industry is improving the quality of peoples’ lives, our health, and our world.  We all need to start talking – telling our friends, neighbors and communities about value of the industry.  We all know about the many safety features in our plants, but the public does not.  Let’s talk about what we are doing to protect our employees and the communities around us.  Let’s foster openness. Invite the public into our plants to see it for themselves.  Look for opportunities to participate in community advisory groups as part of the Responsible Care program. Talk about our progress and our successes.

You can start by identifying products your company makes that improve the quality of life.  

Here are some of the examples we promote at my company:
  Exciting new products based on nanotechnology and photonics, Small PDA devices in which all our medical information can be kept in one pocket; Chemical industry contributions that protect electronics in cars from heat and wear that help them operate reliably for more than 100,000 miles.  We talk about innovations in computer chips that allow electronic devices to be smaller, lighter and to work faster, deodorants that go on dry, shampoos that make our hair shiny, and computers integrated with advanced materials in robots that walk on the moon or assemble electronics and automobiles.

The blending of biotechnology and silicon science, a field that my own company is creating with our partner Genencor.  We are working together to create biologically mediated silicon-based products for the life sciences, personal care, and fabric care markets.  In addition, biotechnology and innovation catalysts technologies can reduce waste.

We can talk in terms of the benefits our companies offer, including such things as: protecting the environment through advancements like solar power and “green tires,” which improve gas mileage and resist road resistance; and connecting people to each other and the world through telecommunications and computer equipment.

For the engineers in this room, let’s find new ways to reduce energy costs and to become more energy efficient -- chemical process manufacturing have traditionally been energy ‘hogs’.  We need to continue to strengthen security and ensure even safer operation of our plants.  And let’s develop processes and systems to improve the quality of everything we produce.  This is essential to our long-term success.

I would like to end as I began, marveling at the remarkable progress the industry has made, despite a challenging business environment.  

I want to reinforce the importance of each and every one of us considering how our roles – however diverse – can contribute to our companies’ and our industry’s growth and future.
  And lastly, be a chemistry spokesperson at home and in your community. The good news is that we have a lot to talk about.

I’d be happy to take your questions and to hear how your own organizations are meeting the challenges we face today.

Thank you.

Condensed Version per Chem Show Daily

 

How does all of this affect designers and manufacturers of process equipment to the Chemical process industries? 

By Heinz W. Haischt, President & General Manager of PATTERSON Industries

  • In their efforts to stay competitive, the large Chemical Companies have shopped the market aggressively for the latest equipment at the lowest prices.
  • As a result, many equipment manufacturers with Engineering staff who possessed "process knowledge and know-how" found themselves uncompetitive.  Smaller companies with "a machine shop mentality", who were just building machinery to supplier drawings beat their prices due to lower staff costs but little or no process know-how or engineering capabilities.
  • The end users were now forced to look to their own engineering departments for process and equipment knowledge and know-how.
  • Next they attempted to outsource engineering and procurement to engineering consulting companies in order to "save costs".
  • Since most engineering consulting firms hire many of their engineering personnel only on a project by project basis, it is difficult for them to develop specific process know-how.
  • Lacking the required expertise they then attempt to acquire it as part of the tendering/procurement process.  Furthermore, they produce mountains of documentation since they charge on an hourly basis.  In the end this process adds 20% to 40% to the cost of projects with dubious benefits.
  • It took some time for the end users to realize that outsourcing of procurement and engineering to large consulting firms was not efficient and added time and costs.
  • As a result the pendulum swung back to do more in-house engineering and a more close relationship with manufacturers that can offer expertise and engineering.
  • A relationship of trust between end users of process equipment and manufacturers with a reputation in the industry for well designed quality equipment in the long run is efficient and benefits not only producers of chemicals and equipment manufacturers but also the industry as a whole and consumers.


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The following is an article which appeared in the Nickel Magazine, 
December 2001

 

HIGH TEMPERATURE SERVICE Choosing the right material is critical for avoiding 
                                                      premature failure


 

Making Heat Exchangers More Reliable
Nickel stainless steel provides dependable performance in high
temperature applications

 

Nickel magazine, Dec. 01 -- Heat exchangers that extract heat from 
corrosive  and erosive slurries require the additional corrosion resistance 
offered by nickel  stainless steel S31000. In high-temperature service, it has 
good resistance to  thermal fatigue, cyclic heating, oxidation and carburizing 
atmospheres.

One manufacturer, Patterson Industries (Canada) Limited, recently completed 
two floating-head-type shell and tube heat exchangers for use in the metal 
smelting industry. They were designed to extract heat from a slurry consisting 
of liquid sulphur and hydrogen sulphide at a temperature of 454°C. This slurry 
has to be cooled before it can be processed further. The units weigh two 
tonnes apiece and, once paired for in-series operation, will have the relatively 
compact dimensions of 6.4 metres long, 0.9 metres wide and 1.8 metres high. 
Each contains 1.5 tonnes of S31000, containing 20.5% nickel.

All of the materials on the tube side including the tubes, tube sheets and channels, 
nozzle connection pipe and flanges and all other materials coming directly in 
contact with the hot slurry are S31000, according to Mike Lindsey, sales 
manager of Patterson.

The slurry enters the first heat exchanger at 454°C and exits the second at 
138°C. The coolant (in this case, water), which absorbs heat from the slurry, 
reaches a maximum temperature of 149°C and can be used for supplementary 
heating of the plant. The shell side design pressure is 9.3 bars, and the operating 
pressure is 7.6 bars, whereas the tube side has a design pressure of 12 bars and 
an operating pressure of 10.3 bars.

Both the life-cycle costs and the difficulty of repairing the heat exchangers were 
important considerations in selecting S31000. Choosing the right material was 
critical in order to avoid the loss of either of the units as a result of premature 
failure, the high cost of shutting down a production process, and the cost of 
replacing the heat exchangers.

Patterson notes that for some heat exchanger projects, the trend is towards 
using special austenitics and super-austenitic alloys, which offer better service, 
corrosion resistance and mechanical properties.


Photo: Patterson Industries (Canada) Limited

 


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  “A customer is the most important visitor on our premises. 

 
He is not dependent on us.

  We are dependent on him.

  He is not an interruption on our work.

  He is the purpose of it.

  He is not an outsider on our business.

  He is a part of it.

  We are not doing him a favour by serving him.

  He is doing us a favour by giving us an opportunity to do  
   so."

 

                                                             Mahatma Gandhi

 

 

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                                                                                                               September 2001

Reflections upon exhibiting at the 
Chem Show 2001, New York

                    

 

Our heartfelt sympathy and prayers go out to all of those families who have lost loved 
ones and friends in the terrible tragedy of September 11, 2001. 

In the brilliant morning of September 11, 2001, we had to watch in horror the brutal 
act of destruction and mayhem that altered the tenor of life in America and in the free 
world in general.  The U.S.A. together with the free world faces what is likely to be a 
long and ugly struggle against the forces of evil maniacally bent on pursuing their 
twisted goals without regard to the sufferings of many innocent people.  We all know 
that this war, which has been brought to the shores of North America, with such stealthy 
cowardice, will require more sacrifice of lives which will include our own as civilians 
next to those of our brethren in arms.

It can be stated with a high measure of confidence that the purpose of those who 
direct terrorist acts against the free world have much more in mind than the destruction 
of buildings and plants.  From the slums of their own narrow-minded, unconstructive 
and mean-spirited lives, they despise the freedom, humanity, tolerance and prosperity 
for which America and the free world stand for.

We could not help but admire the spirit of the American people who with countless 
banners and flags stated “In God We Trust”, “United We Stand”, expressions in 
the wake of the recent tragedy.  It is the unreserved confidence and the spirit of the 
American people and our combined determination that will win this war.  Heroism has 
been manifested in the courage and spirit of forgiveness of the survivors, in the tireless 
and daring efforts of the rescue workers, in the generosity of people, volunteers who 
donate their time, money and blood and in the self sacrifice and bravery of the 
passengers on Flight 93 who perished after thwarting the mission of the 4th hijacked 
plane.

It now remains for all of us to honour and emulate the spirit of these brave souls by 
getting on with the business of North America and the free world.  In particular, the 
people of North America look to the industrial establishment for the repair of damage 
done, for the tools for deterrence of further damage, for the equipment and systems to 
defend our way of life and for the enterprise and ingenuity that are the engine and basis 
of our qua
lity of life.

Although attendance was down at the Chem Show 2001 and a number of exhibitors 
did not show up, we believe that innovation, ingenuity, resourcefulness and the spirit of 
neighbourhood must continue in the free world.  Although there was a temptation not to 
exhibit due to the uncertainties of low attendance following September 11, our Company 
was there to take a stand against the intimidation of terrorism, to help and encourage the 
brave people of New York to support re-building their economy and their lives.

 

A look back at the chemical industry since 1915

As the only major industrial nation at peace in 1915, a neutral U.S.A. was a 
manufacturing powerhouse with a problem: In the grip of war, Europe required vast 
amounts of finished goods, but could no longer be counted on as a source of essential 
raw materials like drugs, dyes and organic chemicals.

 

A Tradition begins

To help industry meet the demands, Dr. Charles Roth, Chief Chemist of Standard Oil 
called on the International Exposition Company, and an exhibition was planned to 
facilitate the transfer of knowledge between equipment manufacturers and chemical 
producers. 
Thus the tradition of holding exhibitions for the Chemical Process Industry 
was born.  That relationship between the chemical industry, equipment manufacturers 
and the International Exposition Company is still going strong over 80 years later. 

 

An Industry grows

The first Chem Show with some 83 companies exhibiting marked the start of a rapid 
development of the American chemical industry.
  In 1914, only 10% of America’s 
colour dye needs were met domestically.  By 1916, American chemical producers 
were providing 75% of the demand.  Producer companies jumped from six 
European-supplied firms to 30, all producing dyes from coal tar and other domestic 
materials. 

As the Chemical Processing Industry grew, so did the Chem Show which over the 
years truly became a “trade show” in the truest sense of the word closing its doors to 
the general public and inviting only industry professionals who registered.

 

Between Wars

American Chemical innovation boomed through the depression.  The Chem Shows 
showcased a very vital industry doing its part to provide jobs as development 
continued apace.  By the end of the 1920’s the plastics age had begun.  The 
myriad users of plastics became apparent.  While the country struggled, the chemical 
industry continued its growth.  More than 200 new chemicals were introduced during 
the early years of the great depression, many as out-growths from the emerging 
petro-chemical industry.  These chemicals led to the first generation of modern 
plastics like synthetic rubber, vinyl, acrylic olefins,
as well as detergents and 
new pharmaceuticals.

 

World War II:  Reuse & Recycle

Recycling had its beginning during the war years as necessity forced industry to focus 
once again on producing goods with limited resources.  Advances in the yield 
enhancing catalysts and production techniques – born of wartime necessity – positioned 
the industry to meet the demands of the post war boom.  During the mid 1940’s, 
techniques and technologies were developed which prior to this were restricted 
during the war.  Major advances in controls – vacuum and hydraulic systems, 
infrared and photoelectric sensors
– made meeting exploding consumer demand 
possible, a vital engine in the development of the huge North American consumer market.

 

The Age of Plastics

During the 1960’s, the expansion of the petro-chemical and plastics market  
continued.  These boom years were followed by a brief, but dramatic consolidation 
during the oil crisis of the early 1970’s.  The industry recovered but had to face 
increasing environmental regulations and the economic recession of the early 1980’s.  
New technologies designed to help plants meet environmental regulations became more 
important.

 

Today and tomorrow

The 1990’s brought downsizing, consolidation, increases in quality control, 
efficiency, total plant automation and a focus on the environment.  This affected not 
only the chemical process industry companies but also the designers and builders of 
equipment.  Many large process equipment manufacturers with competent Engineering 
Departments went out of business due to the fact that industry was constantly shopping 
for the cheapest equipment from small companies with little or no engineering overhead.  
Today the chemical process industries, the designers and manufacturers of equipment and 
the chemical manufacturers continue to foster growth and success into the 21st century.

In the true American spirit of resilience and free enterprise, PATTERSON Industries 
is proud to continue our over 130 year tradition and to play its part as a supplier to this 
vital industry.  We would encourage all professionals associated with the chemical 
process industry to heed President Bush’s and Mayor Giuliani’s advice to get back to 
business as usual as quickly as possible to provide people with employment and so 
overcome the present sluggishness in the North American as well as world economies.

“United we stand.”  “Working together to rebuild our economy.”

  

                

 

 

 

PATTERSON INDUSTRIES (CANADA) LIMITED

H.W. Haischt
President & General Manager

 

Some information extracted from “Chemical Equipment Show Daily”

 

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Process Equipment Show - Mexico City

 

                

 

                

 

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Rotary Furnace

PATTERSON INDUSTRIES (CANADA) LIMITED’S latest shipment is a
11' 7" (3.53 m)  I.D. x  23'0" (7.00 m) overall length Rotary Furnace for the recycling 
of  lead from batteries. This massive piece of equipment has a large split type 
precision machined girth gear and also heavy precision machined forged tires. 
The overall weight of the equipment is over 40 tons and had to be shipped on 
a specialized "Low Boy" trailer to clear bridges despite special routing that had 
to be arranged.  This is another example of PATTERSON’s expertise in 
manufacturing Rotary Machinery such as Rotary Dryers, Calciners, Rotary 
Furnaces and Ball Mills.

Rotary Furnace ready for shipment

 

 

  Rotary Furnace being shipped

  

 

Rotary Furnace being installed

 

 

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The following is a reprint from a newsletter issued by the Economic Development Division of the City of Toronto.

50 Tonne PATTERSON Rotary Dryer Exported to U.S.A.

50 Tonne
PATTERSON
Rotary Dryer
being loaded
onto delivery
truck
 

PATTERSON INDUSTRIES (CANADA) LIMITED, which exports equipment worldwide, recently shipped a 50 tonne Rotary Dryer manufactured at its Scarborough location, to the U.S.A. The 75'0" (22.86 m) long dryer is similar to units manufactured earlier for Canadian and Korean clients. Due to size limitations for ocean shipments, the dryers exported to Korea were shipped in two pieces and welded on site. By contrast, the 10'0" (3.04 m) diameter dryer shipped to U.S.A. was transported in one piece. Two cranes were required to move the dryer from the plant to the delivery truck.

 

The company’s commitment to quality is highlighted by the following quotation prominently displayed in the main lobby:

"IMAGE is you in the public eye, a mental representation of you, or your corporation, a vivid, graphic, instantaneous picture of you in the public mind.  It is the impression you make on your fellow man.  Whether your image is favorable or unfavorable is up to you.  No amount of pleading, publicity or boastful advertising can create a favorable image, - it must be earned.  The bases on which it is built are integrity, quality and character.  Image based on false foundations is transparent and eventually unfavorable.  A good image is beyond price.  It is born of the deep and abiding determination to accept and create nothing but the best."

 

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PATTERSON:  The Process Equipment People”

2001 – Our 56th Year in Canada, with a 136 year U.S. History

The Year – 2001 – is the 56th annual milepost in the progress of our Company here in Canada.  PATTERSON INDUSTRIES (CANADA) LIMITED was founded in 1945, our then parent company was founded in 1865 as PATTERSON Foundry and Machine Company.  In an America just awakening to the potential of the forthcoming industrial age, PATTERSON originally (and up to 1915) specialized in equipment for ceramics manufacture – until today, through continuous progress, it has become a leading designer and manufacturer of process equipment and systems for the chemical and process industries.

The Company’s present activities bear the fruits and benefits of a continued program of research and development.  After its incorporation, the Company began expanding its products to meet the needs of the chemical and organic synthesis plants which were just being established throughout North America.  This development naturally lead the company to undertake to contract for entire plants and manufacturing facilities.

PATTERSON has to its credit an impressive number of patents and achievements in the field of materials processing, including grinding, washing, drying, heating cooling and dissolving. 

It is interesting to note that in Donald Q. Kern’s book titled “Process Heat Transfer” published in 1950 by the McGraw-Hill Book Company on Page 478, we find under Fig. 15.13 an illustration of a Horizontal thermosyphon reboiler and on Page 481 under Fig. 15.14 an illustration of a Horizontal thermosyphon with double nozzles both with acknowledged references to the PATTERSON Foundry and Machine Company.  This hand book is to the present day used by design engineers and contains a wealth of knowledge on process heat transfer design. 

Active research continued to add new products and the scope of the company’s business was further extended to include complete plant facilities for solvent manufacture such as alcohols, esters and ketones and their nitrated, sulfonated and aminated derivatives.  Processes were offered for resin manufacture, soaps, greases, paper and pharmaceuticals, as well as the refining of animal and vegetable fats and oils.

Industrial plants all over the world (62 foreign countries) utilize the well known machines made by PATTERSON such as ball, pebble and tube mills, sifters and screens, dryers, blenders, mixers, gas absorbers, autoclaves, digesters and sulfonators - process equipment used in the manufacture of chemicals, paper, rubber, paints and varnishes, porcelain enamel, textiles, and in petroleum refining and innumerable other processes.

It is our extensive database of equipment for numerous applications that allows us to draw on our past experience and expertise.

PATTERSON has kept in step and often gets involved with our customer’s individual processes and does analytical work in all processing operations in order to design equipment that meets their needs.  This service, combined with PATTERSON’s experienced engineering staff, accounts for the widely known PATTERSON tradition of creative originality in the design of equipment and systems for the process industries.

Unfortunately many good design companies with experienced engineering staff, due to the competitive market over the last 40 years, are no longer in business.  We are grateful to our many U.S.A. and Canadian customers who continue to put their trust into the PATTERSON name and trusted log.  They are the reason for our continued success.

This year - 2001 – is a year of challenges and of opportunities – a year for decisions to point the way and set the pace for tomorrow’s equipment for the process industries.  We will do our utmost for PATTERSON’s growth to continue and we are all looking forward to further expansion in the next decade, with the program already under way.

At the beginning of the year 2013, PATTERSON was entering a new chapter in its long history of designing and manufacturing quality equipment for the process industries.  Due to the rezoning of the land surrounding the plant, it became imperative to move to a new location.  Also the majority shareholder, President & General Manager, Heinz W. Haischt has reached retirement age.  As a result, Heinz W. Haischt, Mike Lindsey and other key personnel will continue to be involved with PATTERSON Canada, Division of ALL-WELD Company Limited to ensure a smooth and seamless transition and to assist in the continuation of manufacturing quality process equipment to PATTERSON'S high standards of quality and reliability.  The trademarks, manufacturing rights and design drawings were transferred to ALL-WELD Company Limited, 49 Passmore Avenue, Scarborough, (Toronto) Ontario, M1V 4T1, CANADA.  

Like PATTERSON, ALL-WELD is a Canadian owned and operating company providing quality, time-proven equipment and engineering services to various industrial sectors since 1920.  ALL-WELD has the skilled and experienced engineering, production and administrative personnel available to continue to manufacture all of the PATTERSON product lines. 

ALL-WELD also designs and manufactures in accordance with the ASME Code, Section VIII, Division 1 and carries the National Board of Boiler and Pressure Vessel Inspectors ‘U’, ‘S’ and ‘R’ Stamps of Approval in addition to the Certificate of Authorization from the Technical Standards and Safety Authority (TSSA) from the Province of Ontario.  It also has ISO 9001: 2008 standing and is approved for designing and building of Pressure Vessels for the Peoples Republic of China.

 

H.W. Haischt
President & General Manager