MANNY Awards 2020

Celebrating

MANUFACTURING

Excellence

By Corinne Minard

2020

For the last 13 years, we have honored the achievements and triumphs of the Tristate manufacturing community. While we were unable to hold an in-person event this year, the winners of the 14th annual MANNY Awards still deserve to be honored for their successes. Read on to learn more about this year’s winners in the categories of Best Product Development, Biggest Breakthrough, Best Apprenticeship, Top Growth, Best Place to Work and New Job Creation.

VonLehman sponsored this year’s awards. Learn more about the organization and how it assists manufacturing companies on page 68.

NEW PRODUCT DEVELOPMENT

Formica Group

Location: Cincinnati Ownership: Private Founded: 1913 Employees: 517 (local employment) President: Mitch Quint Website: formica.com Business: Designer, manufacturer and distributor of commercial and residential surfacing products Formica’s history and future have been built on new product development. The company was founded in 1913 when Daniel J. O’Conor and Herbert A. Faber invented high-pressure laminate, and that same inventive spirit continues today with its new product, Intentek.

“Intentek takes all the historic qualities of laminate and adds in a modern flair for today’s technological world. We’ve

embedded wireless charging coils into the laminate that will charge mobile phones and other Qi-certified devices,” says Owen Serey, assistant marketing manager for the company. “Since the coils are embedded within the product, the beauty of the laminate surface is uninterrupted, allowing designers to marry the function of Intentek with trend-forward design.”

Formica sees a great future for the product, with an estimated 80 of the United States owning smart phones.

“Formica Group remains a futureforward company with eyes on what’s next. We remain committed to innovative surfacing solutions so that our customers— from architects and designers to retailers and homeowners—have a wide range of options for their next project,” adds Serey.

Amy Gath, vice president of marketing w w w.

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NEW PRODUCT DEVELOPMENT

Perfetti Van Melle

Location: Erlanger, Ky. Ownership: Private Founded: USA operations 1970 Employees: 454 (U.S.) President & CEO: Sylvia Buxton Website: perfettivanmelleus.com Business: Manufacturer and marketer of nonchocolate candy, mints and gum, including Mentos and Airheads Perfetti Van Melle, the confectionary manufacturing company that makes beloved products like Airheads and Mentos, was awarded Best New Product Development this year not for a new candy, but for a new system that helps it distribute its products faster than ever before.

Called the Mass Put Module, the new system was implemented in the company’s Erlanger distribution center in 2019.

“This module streamlines product flow in Perfetti’s distribution center as we process orders by centralizing case picking,” says James Biro, vice president of North America Supply Chain at Perfetti Van Melle.

The system uses a voice-to-pick process that moves items from storage to pallet.

Since the company started using the module, the company has increased capacity without increasing staffing. Before, the Perfetti recorded picking close to 20,000 cases in a 21-hour period with 18 people.

With the module, close to 60,000 cases are being picked in the same time period with the same number of people.

While this increased efficiency has already been impactful for the company, Biro only sees more improvement down the road.

“The road ahead for the Mass Put Module is to streamline it and get it to its full ca-

pacity through growing the business! Our organization is committed to a culture of continuous improvement, and the Mass Put will be a key part of our improvement and optimization efforts in the distribution center,” he says.

James Biro, vice president of Supply Chain BIGGEST BREAKTHROUGH

TrueChoicePack Corp.

Location: Mason Ownership: Private Founded: 2008 Employees: 10 President & CEO: Heena Rathore COO & CSO: Rakesh Rathore Website: truechoicepack.com, biogreenchoice.com, progressessentials.com Business: Design, manufacturing and distribution of private label and customized disposable products

ing facilities, and they are OK Compost HOME and BPI-certified. Our manufacturing procedures put fewer greenhouse gases and toxic chemicals into the environment than conventional plastic and paper,” says Rakesh Rathore, company COO and CSO. “Because people use table-top disposables often, these products don’t seem to be going away. By continuing to innovate,

we are making those daily disposables and plastics less energy-intensive, reducing the toxic load and lightening our landfills,” he adds.

In addition to its innovative product, TCP says it can impact the market thanks to its price—it’s kept its products’ price comparable to single-use non-compostable products in the category.

For many families, disposable tableware is a blessing that reduces cleanup time.

However, many of these products are single-use only and can negatively impact the environment.

TrueChoicePack aims to combat this with its BioGreenChoice brand.

“TrueChoicePack uses renewable components like corn and sugar cane. These upcycled materials are leftovers from manufacturing that would otherwise go directly to waste. All these products degrade in 90 days in commercial compost-

Heen Rathore, president & CEO, and Rakesh Rathore, COO & CSO 64

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BIGGEST BREAKTHROUGH

Component Repair Technologies, Inc. Ownership: Private Founded: 1985 Employees: 450 President: Rich Mears Website: componentrepair.com Business: Aviation, industrial and marine turbine component repair

Component Repair Technologies was facing a problem that many other manufacturing companies are facing—it had an aging, retiring workforce and was struggling to find new talent to add to the business.

CRT’s solution, the Student Opportunities in Aviation Repair (SOAR) program, addressed this issue while also increasing awareness of CRT as an innovator.

“The four week SOAR program offers a learn-while-you-earn experience working in an entry-level position for students com-

ing directly out of high school. Job shadowing opportunities in machine, weld, non-destructive testing and inspection give a closer look at what a career in manufacturing entails. In addition to hands-on learning, we meet with the participants to discuss life skills, offer extracurricular activities and provide housing to assist with the transition to adulthood,” says Kristin Conteen, marketing and community relations specialist for the company.

The success of the program can be seen in the numbers. In 2019, 250 students toured the facility, 15 students completed t he program and 10 accepted a position at CRT. “The success of the

program can be attributed to the dedication of our staff and partnerships in the community. CRT works closely with post-secondary educational institutions throughout the state to bring work experience, certifications and degrees together.

We believe a culture of learning provides the best environment for the success and advancement of our company, our employees and our communities,” adds Conteen.

The 2019 graduating SOAR class BEST APPRENTICESHIP

Festo

Location: Mason Ownership: Private Founded: 1925 Employees: Around 250 at the Mason location CEO: Carlos Mercedes Website: festo.com Business: Producer and seller of pneumatic and electrical control and drive technology

classes at Sinclair, which are covered by the company for which the student works.

“Our company lacks the internal resources to fully develop apprentices and Festo has been perfect for bridging that gap for us,” says Greg Knox, president of Knox Machinery. “The Festo program gives them

diverse hands-on lab experience that they cannot get at a university, or even within our own organization.”

The program has proven to be such a success in the Tristate that Festo expanded into Florida and is planning to do so in California as well.

Festo has done more than create an apprenticeship program that trains future Festo employees—it’s created a program that benefits manufacturing companies throughout the region.

The Mechatronics Apprenticeship Program Partners (MAP2) was established

by Festo to bring together participating companies and Sinclair Community College to give individuals the opportunity to learn advanced manufacturing skills while earning an associate’s degree in mechatronics. Students learn hands-on skills at the Festo Learning Center, work at one of the partner companies and take

Andreas Brockman, head of Technical Training & Education, U.S. w w w.

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TOP GROWTH

Deceuninck North America

Location: Monroe Ownership: Public Founded: Business 1969, purchased by Deceuninck in 1995 Employees: 550 President & CEO: Joren Knockaert Website: deceuninckna.com Business: Design, engineering and PVC extrusion/ manufacturing company Deceuninck North America has once again won a MANNY Award for Top Growth thanks to continued record sales—up 23 over the past five years—and by exceeding the $150 million mark in 2019.

“We attribute our years of double-digit growth to our customers and our people.

They are at the core of our business. Our three pillars—reliability, innovation and sustainability—influence how we shape our business to develop solutions to

meet customers’ needs and those of the marketplace,” says Helen Peyton, senior marketing manager for the company.

“Our most important asset, of course, is our people backed by a strong leadership team.”

Last year also brought severa l new product advancements, which also contributed to its growth.

This momentum has proven to be instrumental for the company in 2020. Despite COVID-19, the company’s half-year results show continued double-digit growth.

“While there will continue to be uncertainties in the marketplace for the foreseeable future, look-

ing at recent new home buying and remodeling trends, we are cautiously optimistic and planning for more economic stability and continued growth,” says Peyton.

Joren Knockaert, president & CEO

Proud to be selected as a Winner of the 2020 Manny Award for

Best Place to Work Learn how KDM is helping our retail partners: (855) 232-7799 infosales@kdmpop.com www.kdmpop.com

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TOP GROWTH

General Tool Company

Location: Reading Ownership: Private Founded: 1947 Employees: 302 President: William J. Kramer III Website: gentool.com Business: Supplier for mission-critical defense and aerospace systems

in the company’s growth of 150 over the last five years. In addition, the company grew its workforce 30 over the last year, from 215 to 302.

While the plan has been important to the company’s growth, Kramer also attributes the company’s success to its

corporate values and strong culture.

“GTC’s team members understand the importance of our mission that we have as a company. The parts and systems that we produce are a critical part of keeping our fighting men and women safe,” he says.

The General Tool Company and its growth is a reminder that smart planning can lead to success.

“Our senior leadership team did a comprehensive analysis of the company’s business strategy resulting in a three-year plan that focused exclusively on the defense and aerospace market space,” says President William J. Kramer III. This has led to incredible growth for the company. In 2019, the General Tool’s gross revenues were $63 million, a major factor

William J. Kramer III, president

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TOP GROWTH

Elite Biomedical Solutions

Location: Cincinnati Ownership: Private Founded: 2012 Employees: 45 CEO: Jeff Smith Website: elitebiomedicalsolutions.com Business: USA manufacturer of new plastic replacement parts servicing U.S. hospitals

company’s nomination form, it says that the introduction of in-house manufacturing has also contributed to this growth.

“Our biggest growth opportunities are in our continued expansion of our USA manufacturing capabilities,” Smith says.

As the company has grown, Elite Biomedical Solutions’ footprint has grown w ith it. In 2017, the company added 6,500-square-feet of office space. In 2018, it doubled its space by adding an additional 17,000 square feet.

Elite Biomedical Solutions has seen tremendous growth over the last five years, growing its revenue from $5.6 million to $15.7 million, a 178 increase, and adding 30 new jobs over the same time period, a 231 increase.

Jeff Smith, CEO, says that company’s growing name within the health care industry, and several long-term contracts with major companies servicing U.S. hospitals, has led to this success. In the

The Elite Biomedical Solutions team

TOP GROWTH

Monti, Inc.

Location: Cincinnati Ownership: Private Founded: 1971 Employees: 270 CEO: Gavin Narburgh Website: monti-inc.com Business: Manufacturer and fabricator of conductors, insulators and steel parts for the electrical industry The family-owned Monti, Inc. has seen phenomenal growth over the last five years thanks to several factors, says Molly Fender, vice president of human resources.

One: “Always being flexible and willing to grow, while adapting to our customer’s needs,” she says.

Two: The company has continued to invest in additional services that were

traditionally outsourced to other vendors.

Three: The company is expanding in Greenwood, South Carolina, and hopes to automate its fluidized epoxy process and offer customers copper fabrication by 20201.

And four: The company hired two outside sales managers.

Together, these factors have led to a gross revenue increase of 45, from $46.5 million to $67.4 million. The company also has added 44 full-time jobs over the past five years.

To keep this momentum going, Monti has heavily invested in its

employee training and prioritized continuing education. It has increased the amount it spends on sending employees back to school from $2,500 to $74,000 over the last five years.

Molly Fender, vice president of Human Resources

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BEST PLACE TO WORK

Gold Medal Products Co.

Location: Cincinnati Ownership: Private Founded: 1931 Employees: 520 President: Adam Browning Website: gmpopcorn.com Business: Manufacturer of concession food equipment and supplies When it comes to being a great place to work, the numbers speak for themselves at Gold Medal Products. This year, the company recognized more than 280 employees who’ve worked with the company for more than five years. Another 55 were honored for 25-plus years, three for more than 50 and one for 62 years of service with the company.

“This phenomenal longevity demonstrates the steadfast loyalty of Gold Medal

employees. Through ups and downs, we are fortunate to retain so many incredible team members,” says Heather Gims, senior communications specialist for the company.

The company does much to ensure employees enjoy their time at work—it hosts an annual company picnic, pops fresh popcorn each day for staff, has a walking trail on its grounds for use throughout the day and has an employee engagement committee.

“We couldn’t do what we do without [our employees]. Family owned and operated for nearly nine decades, our business has been built with a strong foundation of employee appreciation. That means we strive to provide value for our employees through benefits and other programs. Day to day, they give their best efforts to make Gold Medal’s success possible,” adds Gims.

Adam Browning, president

BEST PLACE TO WORK

Richards Industries

Location: Cincinnati Ownership: Private Founded: 1948 Employees: 140 President: Jordan Bast Website: richardsind.com Business: Manufacturer of industrial valves Richards Industries has done it again— this marks the 13th time the company has won a MANNY award. Many of those times were for the company’s fantastic workplace.

“We are very proud and humbled to once again be named a best place to work. Our employees are our best asset, and we are continually striving to be a best workplace and to keep improving as a best place to

work,” says Cheryl Neiheisel, vice president of human resources.

The company does this by continuing to find new ways to engage employees.

This year, the company incorporated new employee events, such as a chili cook-off for National Chili Day and free cupcakes on National Cupcake Day. Richards Industries has also worked to keep its benefits package robust and inclusive. Employees receive medial, dental, vision, 401k, tuition reimbursement and cross training. And in 2019, the company’s engagement in the wellness program was so high that the company passed along a 4 reduction in medical premiums to its employees.

“Recruiting and retaining top talent today is hard. In order to continue to at-

tract and retain the best, we have to have the culture at the forefront of our efforts,” says Neiheisel of the company’s efforts.

Jordan Bast, president

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BEST PLACE TO WORK

KDM Pop Solutions

Location: Cincinnati Ownership: Private Founded: 1970 Employees: 300 President: Bob Kissel Website: kdmpop.com Business: Point of purchase solutions provider KDM Pop Solutions has made its workplace into a great place to work by continuing to offer unique programs to its employees.

For example, its Dream Makers Coaching Program has workers meet one-onone with a certified coach for 30 minutes each month to identify, plan and achieve

their personal goals, which can vary from learning a new skill to buying a house.

More than 50 of the company’s employees participate in the program, and the company even contributes $500 to assist qualifying dreams.

This same inventive spirit can be found in the company’s other employee programs. The Wellness program encourages healthy habits by having on-site biometric screening and flu shots, DeVry Works allows employees to learn or develop skills through DeVry University that can be used toward earning a degree, and the Employee Discount Program gives employees access to discounts on entertainment, travel and other items.

Bob Kissel, president

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NEW JOB CREATION

ABB Optical Group

Location: Headquartered in Coral Springs, Fla., facility in Erlanger, Ky. Ownership: Private Founded: 1989 Employees: 60 in Erlanger ABB Optical Group CEO: Tom Burke ABB Labs Managing Director: Scott Pearl Website: abboptical.com Business: Leading provider of optical products, services and business solutions in the eye care industry ABB Labs, part of ABB Optical Group, has found great success in the Tristate. Originally located in Cincinnati’s East End, the company found itself needing more space than that offered in its 8,000-square-foot facility. On Nov. 20, 2019, the company

opened it new 42,000-square-foot laboratory and fabrications and distribution center in Erlanger. The company invested $7.5 million renovating the space.

And with that new space the company has had the opportunity to increase its number of employees. ABB Labs currently employs 60 in its Erlanger location and is expected to reach 200 in the coming years.

“With time, our new lab in Erlanger will be able to produce between 2,500 and 3,000 lens fabrication jobs per day. We are excited for the future of ABB Labs and the important role we play in ensuring that eye care professionals have the products, services and solutions they need to help them deliver the best in eye care to their patients,” says ABB Optical Group CEO Tom Burke.

Scott Pearl, managing director, ABB Labs

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ADVERTORIAL

5 Best Practices for Reskilling Your Manufacturing Workforce

I

t’s likely that the COVID-19 crisis has changed your business operations.

For example, in response to the crisis, you might need to alter your company’s production line, cleaning and scheduling practices, supply chain partners, distribution methods and even product offerings. Whether these changes are temporary or you’re using recent product and operational shifts as blueprints for the future, you’ll likely need to retrain or “reskill” workers.

Even before the pandemic, rapid technological advances made retraining workers necessary for many manufacturers. Perhaps you’ve already invested considerable time and money ensuring employees are proficient using the most innovative equipment. But if your business model is changing and you want it to be successful, you’ll likely need to re-educate your workforce.

Consider the following best practices for reskilling your workforce: 1. Identify what needs to change. Pinpoint the skills that will be the most valuable in the future and gear training programs to those skills. Also, decide what new roles need to be created and how daily operations should change. If, for example, employees previously had limited customer contact but will now participate in sales activities, their training programs should reflect this.

2. Don’t just reskill, up-skill. Start the retraining process by training workers for the jobs that produce optimal value.

“Value” depends on the manufacturer, but most companies in the industry will benefit if workers know how to operate digital tools and can adapt and show resilience in the face of rapid change. Make sure that training in these areas accommodates a range of employee learning curves.

3. Customize your learning plan. If you’re in the process of reimagining your business model, develop a detailed view of the core activities and required skillsets that will be needed in the next 12 to 18

months. You can customize learning plans to specific roles, but also scale up by training workers digitally. The most effective digital tools, such as live video sessions, replicate in-person learning methods.

4. Test and adapt. There’s no guarantee your company will develop a perfect reskilling plan on its first attempt. Be willing to acknowledge mistakes and fix them. The skills you’re sharpening now, even with a few missteps, can pay dividends later—particularly if your company is forced to adapt to disruptive events again.

5. Spend money to make money. All the plans in the world will fail if you don’t have adequate financial resources for reskilling employees. Be careful not to skimp on this point. Modify your budget to make skillbuilding a point of emphasis.

SMALLER MAY BE BETTER A recent survey from a leading management company revealed that reskilling efforts at small companies (those with fewer than 1,000 employees) are often more successful than those at larger companies, even though bigger entities typically have greater resources. Smaller companies are

generally more nimble and better able to shift workers around, and managers may have less red tape to contend with.

Smaller companies may also have a better handle on their skill deficiencies.

This makes them better at prioritizing issues and choosing the best candidates for reskilling.

AN ACCELERATED TREND There’s nothing new about the need for reskilling. The COVID-19 pandemic has only accelerated a major manufacturing industry trend. If your business is pivoting in response to recent shifts in customer demand or because of changing supply chains or financial conditions, put reskilling at the top of your priority list. It is a critical task necessary to return to more profitable times.

If you have any questions please contact Erin Young, HR Consultant with VonLehman CPA & Advisory Firm, at eyoung@vlcpa.com or 859-331-3300.

To learn more about how VonLehman’s Human Resource Consulting Team can help your manufacturing company please v isit vlcpa.com/human-resourcesconsulting. n