Steve Stokey learned manufacturing from an early age. Long before becoming executive vice president (EVP) and part owner of Allied Machine & Engineering, Stokey learned process fundamentals from his grandfather, the company founder. “He taught my brother and me process fundamentals and incentivization by paying us 25 cents for every box we made,” Stokey says. His brother Mike also serves as EVP. “At 13 and 14, we learned more boxes meant more money. That started to set the manufacturing hook in us.” Based in Dover, Ohio, Allied Machine & Engineering’s cutting tool solutions deliver the lowest cost per hole in a wide range of drilling, reaming, burnishing, threading, and boring applications. Precision engineering and application expertise have helped position Allied as a trusted partner for solving complex metal-cutting challenges. Over four decades, Stokey’s perspective on manufacturing has evolved from shop-floor fundamentals to a broader philosophy centered on technology, culture, and the future of American industry. Learning the Business At 17, Stokey’s dad ordered him onto the plant floor to document processes and report back on what he observed. “At a very young age, I learned that setup reduction and other manufacturing basics were all about refining processes and eliminating waste,” he says. “My dad would point out improvements, then send me back onto the floor to work with our people to implement them.” After earning an industrial engineering degree from The Ohio State University, Stokey returned to the family business, first working in the tooling department and later in application engineering. He learned how Allied’s products solved customer problems while also helping design the machinery used to manufacture the tooling. When a manufacturing supervisor left, and the family held a meeting to discuss a replacement, Stokey realized this was his moment to lead, and he did. “Because of my family and understanding what we were trying to accomplish, I was able to make a real difference, not just in the manufacturing area, but in people's lives, too. Manufacturing just gets in your blood,” he says. Investing Time Into Technology Stokey wanted to create an environment where his team could succeed, one that would require time and technology. He reflected on a lesson from his grandfather: “When you don’t have money, you have time.” Stokey explains that whatever time he had, he would use it to create capital that would ultimately pay back in more time. “Once we started generating some cash and finding more success, I learned that investing in technology takes you to the next level,” Stokey says. Over the decades, Stokey has watched manufacturing evolve from semi-automatic equipment to CNC technology, robotics, advanced inspection systems, and now AI-driven automation. Walking through Allied’s facility, he can identify different eras of manufacturing technology simply by looking at the evolution of its production cells. “We replaced five of our older manufacturing cells with just two new ones because of advances in robotics, inspection, and the equipment itself,” he says. Building a Culture of Service Developing Allied’s culture has been equally important. “No matter who you are or what you do, there’s automatically a culture,” Stokey says. After much discussion, Stokey now summarizes the organization’s identity with four letters – CPRS: C - competitive advantage P - product excellence R - respect for the individual S - service to the customer Of the four principles, respect for the individual remains the most important. The company’s upside-down organizational structure is designed so leadership supports employees, not the other way around. “I talk to our people about servant leadership,” Stokey says. “Culturally, we think about it as an upside-down pyramid. The company leaders are at the bottom, people are at the top, and our job is to serve them so they can be the most effective.” Why U.S. Manufacturing Matters From building boxes as a teenager to earning his engineering degree in 1987 to leading Allied and later serving as chairman at AMT – The Association For Manufacturing Technology, Stokey brings more than four decades of perspective to the industry. He believes the United States lost some manufacturing capacity and diminished its competitive advantage by sending technology offshore and prioritizing “cheap stuff.” Now there is a major opportunity for U.S. manufacturing, particularly as reshoring efforts accelerate and conversations around skilled trades, workforce development, and domestic production gain momentum. “The Made-in-America conversation changes the game,” he says. “We see big activity in defense, aerospace, infrastructure, and just generally a rising tide that we haven't seen in three or four years.” On the importance of manufacturing, Stokey cites Bernie Bowersock, a long-time member and contributor to the United States Cutting Tool Institute (USCTI), who said, “Wealth is created in one of three ways: make it, mine it, or grow it.” “When we look at the state of U.S. manufacturing, the right questions to ask ourselves are 'What are we making? What are we mining? What are we growing?' We need to do more of those things,” Stokey says. “The America First direction and making things here has spurred all kinds of panic and chaos, but it’s the right kind of panic and the right kind of chaos.” Growing the Next Generation In addition to local production, the next generation of producers makes Stokey optimistic. He says that younger generations are rediscovering the industry through STEM programs, automation, robotics, advanced manufacturing technology, and advocates such as Mike Rowe. While he may not have the public profile of a famous TV personality, Stokey has put in the hard work to help close the talent gap. “I've been involved with a program for 18 years, Project Lead the Way, where we introduce STEM technology into our schools,” Stokey says. “We started with around 15 kids, and now there are 450 students.” The program partners with schools, universities, and industry leaders to create hands-on, project-based learning experiences that prepare students for college and careers in technical fields. “What’s cool about manufacturing is that it continuously improves,” Stokey says. “As we bring people in, they find new ways and tools to be more productive and get the job done.” IMTS and the Future of Manufacturing On a global stage for innovation, Stokey views IMTS – The International Manufacturing Technology Show as one of the industry’s most important stages for innovation. At IMTS 2026, Allied Machine & Engineering (IMTS booth #431436) will showcase the next generation of smart tooling technology, automation integration, and manufacturing innovation designed to help manufacturers improve productivity and process control. “When people go to IMTS, they look for the wow factor,” he says. “I can’t unveil the details yet, but Allied will talk about smart tools that adapt, cut faster, and show people new possibilities.” On a personal level, Stokey knows he's going to be blown away by the capabilities of the new technologies on display at IMTS, and that’s what drives his enthusiasm. “The world according to Steve Stokey is manufacturing,” he says. “Manufacturing is the lifeblood that drives every other job, every other opportunity, and raises the standard of living in our country. The more dedicated we are to manufacturing, the better we make the lives of our citizens.” Register Now
Steve Stokey reflects on four decades in manufacturing, discussing technology, culture, workforce development, and why American manufacturing is regaining momentum.
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