Transportation & Logistics International 2018 - Volume 7, Issue - 54

MANUFACTURING

"Being in contact with our customers and knowing what their needs are
sets us apart." -Kyle Stavig, president and CEO

Family Matters

MYERS CONTAINER'S COMMITMENT TO
CONTINUOUS IMPROVEMENT HELPED
THE COMPANY REACH THE 100-YEAR MARK.
>MYERS CONTAINER

BY JIM HARRIS

Most family businesses have a clear
line of succession, with each generation
taking over seamlessly from the one
before it. For Myers Container, however,
keeping the company going for a century
has required a major commitment and
investment from the past two generations of its family owners.
"We're a 100-year-old company in
its fourth generation, but the company has left the family and come back
a few times," President and CEO Kyle
Stavig says. Portland, Ore.-based Myers
Container manufactures, reconditions
and recycles 55-gallon steel and plastic
drums and intermediate bulk containers
(IBCs) used in industrial applications.
Stavig's great-grandfather established
the company in 1917. Myers Container
was sold by his grandfather to a steel
company in 1968. After the steel company's bankruptcy in 1984, Stavig's father
and two other partners acquired Myers
Container. Kyle Stavig has worked for
the company since 1986, when he graduated from Oregon State University.
In 2005, Stavig, at that point the company's president, began implementing
-------------------------------------- [ PROFILE ]
Myers Container
www.myerscontainer.com
Headquarters: Portland, Ore.
Employees: 250
Specialty: Steel drum manufacturing, reconditioning and recycling
---------------------------------------------------

54

TLIMAGAZINE.COM VOLUME 7, ISSUE 1

// Myers Container manufactures drums on
a just-in-time basis, and customer orders are
typically shipped within three days.

lean manufacturing principles throughout Myers Container's operations. The
company at the time was experiencing
financial difficulty, but Stavig's use of
Toyota Production System methodologies turned it around in 18 months.
"We made significant changes; we were
able to reduce our working capital by 70
percent," he says.
Stavig first learned about the Toyota
method through an Oregon-based consortium of companies, which mentored

him on how to lead continuous improvement efforts.
Although his partners were happy with
the company's turnaround, they were less
pleased with the amount of change Stavig
brought to Myers Container. "They told
me they loved what I'd done, but I needed
to stop the lean stuff because it was too
much change," Stavig notes.
Unwilling to back away from the
positive changes the Toyota methods
brought to the company, Stavig asked his


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Table of Contents for the Digital Edition of Transportation & Logistics International 2018 - Volume 7, Issue

Table Of Contents
Transportation & Logistics International 2018 - Volume 7, Issue - Cover1
Transportation & Logistics International 2018 - Volume 7, Issue - Cover2
Transportation & Logistics International 2018 - Volume 7, Issue - 1
Transportation & Logistics International 2018 - Volume 7, Issue - Table Of Contents
Transportation & Logistics International 2018 - Volume 7, Issue - 3
Transportation & Logistics International 2018 - Volume 7, Issue - 4
Transportation & Logistics International 2018 - Volume 7, Issue - 5
Transportation & Logistics International 2018 - Volume 7, Issue - 6
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Transportation & Logistics International 2018 - Volume 7, Issue - 8
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Transportation & Logistics International 2018 - Volume 7, Issue - Cover3
Transportation & Logistics International 2018 - Volume 7, Issue - Cover4
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