Lean Training Boosts Twintec Inc. Sales to Double Digits

Company Profile

Founded by Steve and Christian Burrows and headquartered in Auburn, Washington, Twintec, Inc. is a small machine shop that manufactures precision made, multi-tube connectors for quick connect and disconnects of pneumatic and air hose applications, providing efficient and reliable one-touch installation and removal of nylon and polyurethane tubing.

Situation

Twintec, Inc. was challenged with how to amplify their business and maintain quality service, while working in a small space. A critical area to address included ongoing preventative maintenance to keep their machines in good working order, since unplanned downtime could affect production lead time and potentially the quality of the company’s parts. An additional concern was the need to stay compliant with ISO 9000 and AS 9100. 

Having attended a tradeshow seminar in Portland, Twintec Inc.’s owners were familiar with some of the local Manufacturing Extension Parntership Center. They recognized the potential benefits this kind of training could have for their company and engaged Impact Washington for help. The team’s preliminary gap analysis of Twintec Inc.’s quality management system (QMS) revealed that the company was working at 80% compliant with ISO’s standards. As a result, the team recommended focusing on being even more compliant by aiming for AS 9100’s standards. Management also acknowledged the benefits of changing their culture and processes while their facility was still smaller in size. This would allow them to grow more efficiently in the future.  

Solution

Impact Washington kicked off extensive training in late 2018 with the goal of helping Twintec, Inc. create a quality management system. This consisted of a 13-day engagement with a success partner to provide gap analysis, AS 9100 business management system implementations, and conduct a Lean Enterprise Certification program.

During this training, Impact Washington’s team led Twintec, Inc. employees through the details of conducting internal audits and implementing standardized processes to help them create a formal production process. The team formalized a plan that identified best practices for improving their information flow to help streamline processes. These best practices were then compiled into guidelines including recommended milestones and a schedule outlining tasks, as well as an estimated timeline for implementing an overall quality management system.

Results

• Consistently increased overall sales by 25%, successfully meeting the company’s initial target goal leading into their training.
• Elevated the quality of vendor relations as a result of new formalized standards and requirements that provide a more predictive interaction for ordering, deliveries, and fulfillment. Employees now work more proactively versus reactive.
• Created a stable work environment, providing increased efficiency in how employees work.  
• Employees feel a greater sense of pride for the quality of their work and what they produce.
• Future plans for implementing additional training including Toyota Kata and Mapping.
• Awards submission for Twintec, Inc. into the 2020 Small Manufacturer Awards sponsored by Seattle Business Magazine.