Manufacturing Today - November/December 2017 - 77

Cambridge-Lee Industries LLC.

Northeast

flipping dogs at 2 a.m. for the third shift to show we appreciate them. We will never be satisfied with our safety
performance until there are zero injuries. The most important thing we can do, and our obligation, is to send each
employee home the same way he or she came in to work."

Seizing Opportunity

cambridge-lee involves all
employees in ensuring safety
remains a top priority in its
operations.

progress and needs, the company has implemented additional lean methodologies such as skip-level meetings,
standard work, visual controls and root cause analyses.
"One of the things we have implemented is the Cambridge-Lee Way, which describes 33 fundamental behaviors we support and encourage," Funk says. "Every
week we focus on one of those fundamentals and start
every meeting with more than two employees with a
brief discussion on that week's fundamental. Employees share personal stories about each fundamental. It's
a way for us to be truly intentional about the kind of
company we want to be and focus on the behaviors we
believe make us unique."

About one year ago, Cambridge-Lee Industries rolled
out a new product and processes committee tasked with
highlighting problems customers face and developing
ideas on how the company can alleviate those pain points.
"That's where a lot of development starts," Funk notes.
"This year alone, Cambridge-Lee has already developed
eight new products and one additional alloy in our migration to becoming a solutions-based company."
Cambridge-Lee also rolled out a business development
team with cross-functional representation. This team is
hunting and screening new acquisition and strategic ventures, including bolt-on and new platform opportunities.
Since January, the team has screened 45 business tar-

"modesty is one of our core values.
we are upfront about what we know
and don't know. we don't want to
enter into an opportunity with arrogance. rather, how can we capitalize on our combined value?"
Cambridge-Lee Industries has seen dramatic improvements in safety by involving all employees in making safety their top priority, displaying metrics at the plants and
hosting celebrations when the company achieves certain
milestones. "If we hit 100 days without an accident, the
leadership team serves pizza," Funk says. "At 250 days we
grill burgers and dogs and at 365 days the leadership cooks
and serves a steak dinner. We cover all shifts, including
NOVEMBER/DECEMBER 2017 manufacturing-today.com

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Table of Contents for the Digital Edition of Manufacturing Today - November/December 2017

Table of Contents
Manufacturing Today - November/December 2017 - Cover1
Manufacturing Today - November/December 2017 - Cover2
Manufacturing Today - November/December 2017 - 1
Manufacturing Today - November/December 2017 - Table of Contents
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Manufacturing Today - November/December 2017 - Cover3
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