In 2017, Metal Edge found itself in a transitional state. The company was facing cultural and leadership issues, the physical space and systems were aging, and leaders saw opportunities for significant new business, noting that a single new client could result in 18% growth. The management team sought ways to increase capacity, improve workflow, resolve constraints, improve morale, and generate employee interest.
The company recognized the need for support to challenging business objectives, and worked with experts at DVIRC to conduct a Growth Readiness & Capacity Building Assessment, a process designed by DVIRC to identify and address issues holding the business back. The focus was to understand the management’s vision and determine how prepared the organization truly was to execute and achieve the company’s objectives. The Assessment also helped identify any barriers to assure longer-term sustainability of the company, the people, leadership, and execution of the continuous improvement strategy.
DVIRC content experts also worked with Metal Edge to facilitate the DVIRC’s unique Winning Teams™ program, a customizable “train and do” approach that enhances an organization’s team-based problem solving skills. The program combines the technical tools of lean management with the soft skills of leadership, coaching, and organizational development to achieve sustainable process improvements and enable employees to make substantial contributions. The management team also undertook efforts to complete an office renovation, repurpose the warehouse to add space, and adjust select critical manufacturing processes to increase throughput.
Metal Edge is now a dramatically different organization from what it was prior to working with DVIRC, as evidenced by:
- Dramatic transformation of the office and plant facility
- Measurable operational improvements. In one strategically-important work center operation alone, the Assessment program enabled Metal Edge to improve production throughput by over 60%.
- New management processes
- Major cultural changes benefiting employee morale and yielding organizational efficiencies.
- The company has since embarked on another DVIRC Lean/Continuous Improvement program with the goal of increasing volume and revenues by 20% without adding to its physical, labor, or capital resources.
The company has since embarked on another DVIRC Lean/Continuous Improvement program with the goal of increasing volume and revenues by 20% without adding to its physical, labor, or capital resources.