Camcor Industries building spacecraft hardware

When Bob and Orlando Campagna launched Campagna Engineering near Ottawa in 1966, the first generation immigrants from Italy could scarcely have imagined their business in 2012. Today, the company (now Camcor Industries, based in Carp, Ont.) is one of the few aerospace machining job shops in Canada to build spacecraft hardware.

“We began aerospace work with Boeing in ’67," says Bob Campagna, president of Camcor, proudly adding, “we were the first shop in the Ottawa region with CNC capability and had the first privately-owned CMM."

Camcor is by no means restricted to aerospace work, but the display of aircraft models in the reception area leaves no doubt about the firm’s enthusiasm for machines that fly. Noting an Avro Arrow among the models, Bob comments on the cancellation of that world-leading program over 60 years ago. "That never should have happened," he states with a frown.

The company's interest in aerospace includes parts as diverse as temperature control components for satellite electronics to sensor assemblies for the current (and controversial) F-35 project. Camcor is currently ISO 9001-2000 certified and uses in-house procedures, including personnel background checks for sensitive technology, according to their tier one customer requirements.

The aerospace market is decidedly high-tech, but different. A major factor is the need for complex, expensive and time-consuming certifications to supply to airframe and engine makers. Camcor approaches the market as a tier two supplier, machining components for integrators who in turn create the final assembly.

“For example, Curtiss Wright might buy a precision component from us and sell it to General Dynamics or Lockheed-Martin to be integrated into an assembly,” says Camcor sales manager Bruce Legere.

The strategy makes sense for several reasons. Pass through certifications are less onerous for a tier two and more importantly, Camcor can break out the high-value machining and assembly portion of the part, avoiding issues such as software testing and integration into engines or whole airplanes. Simply put, Camcor’s strategy plays into the firm’s strengths and minimizes the need for subcontractors and outside expertise. 

Five-axis is the standard for machining at Camcor, with machines from multiple manufacturers, but Camcor uses a large number of Feeler machines and credits the equipment for the company's profitability in complex, low to medium volume parts.

“We bought five new Feeler Robodrills as part of our expansion," says Legere, adding “with the new Robodrills, (SMS Machine Tools Ltd.) the footprint is smaller, so instead of expanding we replaced older machines with the Robodrills. They’re much more efficient.”

Campagna takes the machinist’s view of the new Robodrills: “Tool change is very fast—two or three seconds—and it’s twice the speed of our other machining centres. And it’s very precise, plus or minus two tenths. It’s very stable.”

That stability is important for aerospace work, especially where difficult specs are combined with little room for tolerance stack. Campagna demonstrates with a sample precision microwave waveguide component designed for a satellite application, declaring it's “plus or minus two tenths everywhere, non cumulative. It’s about the machines. The new Robodrills…I wish I could afford seven of them. Faster, more precise, and no backlash.” 

The parts Camcor machines are exotic, but the challenges are familiar to every job shop in the country. A major issue is labour. Vice-president Orlando Campagna explains: “it’s tough to find skilled people. The Ontario government should build training programs.”

Camcor works with local Algonquin College, but finds additional training is required to bring new hires up to speed. Camcor trains apprentices in-house, but Orlando notes “we invest a lot of time and money in an apprentice, then a competitor offers another two dollars an hour and we lose them. We have to train ten guys to keep three or four.”

One technique Camcor uses to enhance retention is a benefits package that includes dental and vision, an expensive option for a smaller firm.

As a specialty shop with unique capabilities, Camcor isn’t a big-volume production shop. “It’s tough to make money on ones and twos," says Bob. "At those volumes it has to be based on time and materials. Pricing can be outrageous when you’re building one part. Your competitor can make a mistake on the price and win a contract. Customers you work with for years know to leave enough on the table so the business can survive, but they’re few and far between.”

Legere agrees. “Today everything is so price driven; they don’t necessarily know what they’re buying. If three shops quote 200 for a part and one quotes 50, they’ll award to the 50 instead of realizing that they made a mistake. They  jump on the cheapest price. It’s just a numbers game.” 

Design challenges

Building for aviation and space presents some unique challenges at the design stage for Camcor.

“Aviation is easy to work with” says Bob. “They know exactly what they want.” Orlando agrees, noting the nature of the customer sometimes means bidding on a part that’s not really designed for manufacture: “Space is more difficult….they’re often not engineers, they’re scientists. It can take a day to quote a simple part.”

One benefit of five-axis expertise is the ability to machine low-volume parts that would in the past require expansive casting.  “For low volume work it’s often cheaper to machine complex parts out of a solid piece,” declares Legere, adding “it’s also faster for low volume work.” Legere holds up a fist-size F-35 stainless component for emphasis. “To cast this would add 18 months."

Camcor’s most unusual customer? “Nanometrics," says Bob. “It’s a unit for seismology. Their units are so sensitive, they picked up the Japanese tsunami from a location near Ottawa. It can detect half an inch of movement between here and New York.” 

With contracts for high profile space satellite and F-35 work, Camcor does a lot in its typical one-foot cubic machining envelope. Bob and Orlando Campagna have always been progressive about new equipment, says Legere. “If we don’t keep moving with the technology, we’re out of business. It’s a simple philosophy: if you don’t go there, lock the doors.”

In a fiercely competitive market, the company is winning business and keeping quality at a high through smart investment, solid design and an eye on technical innovation.