One of the company’s strategic business goals is a 25-40% sales increase of its Manufacturing Technologies division, including contract manufacturing for welding and machining, to reduce risk of economic cycles associated with capital equipment sales supporting the automotive market. Accomplishing this lofty goal requires Gasbarre to implement organizational excellence initiatives that will improve workplace organization, cleanliness, safety, increase on-time delivery, and increase production capacity. Gasbarre was not practicing routine continuous improvement activity and had not implemented new process improvement initiatives since the early 2000’s. As a result, they saw key operational metrics affected such as a decreased on-time-delivery and increased scrap rates.
To achieve the greatest success, they needed more resources and the tools and methodologies to effectively and efficiently implement a targeted program. Time was of the essence, because missed opportunities are potentially lost revenues. Heath Jenkins, President of Press & Automation at Gasbarre Products, wanted a solid plan for continuous improvement. “Often the biggest problems with continuous improvement are where to begin and then how to sustain,” he said.
We appreciate organizations like NWIRC. Western PA can be a challenging environment and it’s great having resources to point you in the right direction. We’re excited to jump into the next phase of the operational excellence project for implementation.