Manufacturing Today - July 2017 - 94

Northeast

REXA

Council in 2016. Regardless of where the customer is
located, Rexa's advantage is "Being able to work closely
with our customer, define that product clearly and being
able to deliver a product that meets their needs, without
question," Lalos says.
The ability to meet those requirements is a testament
to Rexa's ability to listen to its clients and its high standards for quality. Rexa's 50,000-square-foot facility is
ISO 9001:2008 certified and the company is working toward ISO 9001:2015 certification. Further, it employs a
comprehensive quality program that looks for defects at
various checkpoints in the manufacturing process.
"We are definitely committed to our customers' success," Lueders says. "When a customer signs on to Rexa,
we want to make sure they get an outstanding return on
their investment so we support their upgrades and provide training to help with their startup needs."
Rexa maintains a small but highly competent group of
field technicians that can be dispatched within 24 hours
of a request for service from a customer. Those techni-

rexa says a flexible and
efficient operation helps
it to keep up with evolving
customer needs.

cians are trained to complete repair work on site and limit downtime in the client's facility.

Lean Journey
The support Rexa provides is part of how the company
meets its customers' expectations on every order, however, those expectations become more demanding over
time. Keeping up with the evolving needs of customers
requires an efficient and flexible operation. "It's not brain
surgery, but it's a very complex process and a lot of things
have to happen simultaneously," Lalos says of achieving
customer expectations.
For years, Rexa had tried to adopt lean manufacturing
methods, but it wasn't until it received a training grant
from the state of Massachusetts in 2007 that those efforts finally took root. Director of Operations Steve Oliver credits the grant with forcing Rexa to follow through
on lean manufacturing and getting buy-in from all levels
of the company.
"That really got us focused," he says. "We didn't stray
from what we were doing. We stayed on task." The company has since been awarded two more training and
personnel development grants, the latest of which was
granted in May and will run through April 2018.
"One of the things we're driving through these grants is
our lean manufacturing process and continuous improvement," Health, Safety and Environmental/Facilities Engineer
94

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Table of Contents for the Digital Edition of Manufacturing Today - July 2017

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