Power Curbers Recognized for Improvements

The Continuous Improvement Award recognizes organizations that exemplify continuous improvement methodologies to drive organizational behaviors aligned with a detailed action plan and timeline, according to the company. The company implemented lean practices, fostered employee engagement, and achieved tangible operational improvements.

Power Curbers, based in Salisbury, North Carolina, began its continuous improvement process with a “deep look into…existing processes and identifying areas of improvement,” according to the company. It trained its employees in lean principles such as 6S, Kaizen, and Value Stream Mapping. This created a workplace environment where everyone actively looks for process improvements.

“Twenty-two years ago, we embarked on our lean journey due to frustrations with our quality and efficiency,” Bullock said. “Recognizing the need for improvement, we sought outside help and visited other companies that were successfully implementing lean practices. After observing and learning from their experiences, we began adopting these principles, starting with our manufacturing processes.

“Over time, we extended these practices to other business areas, including lean accounting, striving to apply lean principles comprehensively throughout our organization.”

Bullock said the company worked to “embed this mindset across the organization and gain genuine buy-in.”

“The objective was clear: embracing continuous improvement wouldn’t jeopardize job security but enhance our collective success,” Bullock said.

By implementing lean tools and practices, Power Curbers significantly improved productivity, safety, and efficiency, according to the company. For example, organizing and standardizing workspaces reduced accidents and increased productivity. It also held targeted events to solve specific problems, which led to quicker deliveries and increased sales.

 In the past, Power Curbers employees often found themselves rushing to fix mistakes or meet deadlines. But with lean principles in place, operations became smoother and more organized, according to the company. It improved inventory management and workspace organization, improving efficiency and cost savings.

 “Our inventory management underwent a significant overhaul,” Bullock said. “We realized the cost implications of excess inventory sitting idle on shelves and devised a coherent system to optimize inventory levels. Looking back, the transformation is remarkable. What was once a cluttered workspace with scattered parts is now organized with designated areas and shadow boards for easy access to tools and materials. This shift has improved efficiency and reflects our commitment to continuous improvement and operational excellence.”

To ensure these improvements lasted, Power Curbers standardized its processes and implemented visual management systems. It also continued to find ways to improve, such as adopting just-in-time delivery for parts to streamline production and improve cash flow.

 “The just-in-time approach allows us to streamline our production process, from receiving raw materials to shipping the finished product, ensuring optimal cash flow,” Bullock said. “By adopting single-piece flow instead of batch processing, we avoid the accumulation of excess inventory and minimize the time between production and payment. This shift has greatly improved our cash flow and overall operational efficiency, contributing significantly to our success.”