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Communication Across the Organization Drove Success

The Problem:

Marcus Paint Company earned the business of a manufacturer that produces trailers for consumer and commercial use. This company has multiple manufacturing facilities located throughout the US.

Each of the locations appeared to operate somewhat independently and though similar in their manufacturing processes they each had varying methods and standards in their finishing operations.  These inconsistencies resulted in lost sales opportunities, threats to existing business and a large number of claims.

The Solution:

After winning the confidence of corporate leadership Marcus Paint was told, “…it’s your paint program.  Run it as you see fit.”  This was a huge opportunity to show this customer what we were all about.

There was an adjustment period while the plant managers got to know us and realized we were there to help.

Each facility was visited on a routine monthly basis by a Technical Account Manager.  The TAM’s were assigned given plants.  As we got to know their pain points, priorities and challenges some of the activities we performed were:

  • In some cases, formulations were tweaked to overcome an issue.  (Each facility had different permitting needs, point of sale challenges, etc.)
  • Standard Work Instructions were developed and trained on.  This incorporated standardization throughout each location.
  • Held routine meetings with each facility manager to review the findings during the visit so improvement recommendations did not fall thru the cracks.
  • All communications generated at the plant level were communicated to their superiors to ensure accountability.
  • Recommendations for capital investment were presented to upper management as we supported the plant manager’s needs.
  • We developed continuous improvement teams that met on the phone weekly with one representative from each plant.  They shared successes and failures and prevented wasted time.
  • Every step of the way there was collaboration at the plant level as well as corporate.
  • Eventually we implemented a PFMEA (Process Failure Mode Effects Analysis) at all locations.  Many improvements were realized due to this gargantuan task.
  • In addition, Marcus Paint had systems internally that kept everyone apprised of what was going on with the customer.

The Results: 

This client began to experience marked improvement in the quality of the product they put out the door, reduction in the number of rejects/repaints and most importantly fewer field claims and threats to their existing business.

Their facility leadership built a better rapport with the management they reported to and learned how important communication is.

Good, bad or indifferent…….Collaboration is a must for success!!!!!

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