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MEP Success Stories from Connecticut

Commitment to World-class Service Leads to Successful Recertification

Reported Year
2025
Recognizing the critical role its medical products play in patient care, Beekley Medical prioritizes rigorous standards and proactive process improvements across the organization, fostering both growth and exceptional service. Beekley has retained its ISO 13485 certification since 2003. To evaluate compliance with its Quality Management System in

Printing Company Drives Environmental Sustainability Through Efficiency

Reported Year
2025
A leader in sustainable printing, Allied Printing is ISO 14001:2015 certified and recognized by People’s Action for Clean Energy for its Going Green initiative. The company reduces its environmental impact and improves efficiency through eco-friendly practices such as extensive recycling, a large solar array, energy-efficient lighting, an on-site

Internal Quality Audit Puts Aerospace Manufacturer Back on Track

Reported Year
2024
As a defense industry supplier, Pursuit Aerospace needed to remain in compliance with its AS9100D/ISO 9001:2015 Quality Management System (QMS) certification requirements for 2023. In 2022, Pursuit failed to conduct a crucial component of evaluating QMS compliance, the internal auditing process. This non-compliance posed a significant risk to

Lean Training Streamlines Operations for Home Bathroom Remodeling Manufacturer

Reported Year
2024
Facing the potential of spending between $500,000 and $1 million to add onto their existing facility, Syn-Mar’s leadership sought alternative options. Understanding that continuous improvement can lead to a dramatic change in operational effectiveness, Syn-Mar’s leadership reached out to CONNSTEP, the Connecticut Manufacturing Extension Partnership

Manufacturer Future Growth Bolstered by Updated HR Policies

Reported Year
2024
Wilde Manufacturing faced challenges related to employment practices at their shop, including performance reviews, paid time off (PTO), and understanding the complexities of the Family and Medical Leave Act (FMLA). The company wanted to ensure that all employment-related matters were handled professionally, legally, and respectfully, while adhering

Continuous Improvement Measures Reduce Set Up & Inspection Time

Reported Year
2024
Modelcraft leadership made the decision to incorporate lean manufacturing techniques and practices into their business processes to improve operational and financial performance, specifically, looking for ways to increase the productivity of their milling department. CONNSTEP recommended a PRIME (process re-engineering for increased manufacturing

Elevated Supervisory Skills Add to Performance & Productivity

Reported Year
2024
Siftex's General Manager identified two employees demonstrating leadership potential who could take on additional supervisory responsibilities. Strengthening their skills in managing and leading others within their respective departments would add value to their roles in the organization. These two individuals were relatively early in their careers

Cybersecurity Compliance Key to Business Sustainability

Reported Year
2024
Corru-Seals, as a supplier to the defense industry, is required to comply to NIST SP 800-171. DFARS 252.204-7012 compliance with NIST SP 800-171 requires contractors to provide “adequate security” for all covered CDI on all contractor systems used to support the performance of the contract. With over 20% of company revenue from defense products

Sports Equipment Manufacturer Drastically Cuts Total Production Lead Time

Reported Year
2023
As part of their commitment to continuous improvement (CI), Jaypro Sports emphasizes training for its employees to sustain a lean manufacturing culture. As part of their ongoing employee training efforts with CONNSTEP, Connecticut’s MEP center and part of the MEP National Network™, the company sought to address cost and lead time issues with the LG

Visual Management Tools and Set-Up Reduction Drive Quality and Production Gains

Reported Year
2023
Lynn Welding's management identified areas of opportunity for improvement, including the high cost of finished goods inventory, longer than desired lead times, decreased capacity, and the challenge of sustaining lean initiatives. The issues in these areas have led to lower on-time deliveries, higher overtime costs, and an excessive number of
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