Operating Case Studies

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Industry

Engineered Manufacturing | Vocational & Specialty Hydraulic Systems

Situation

Standex Custom Hoists was a technically capable, market-respected manufacturer operating in a highly customized, low-volume / high-mix environment. Despite strong demand, the business struggled with inconsistent execution, long lead times, margin pressure, and unreliable delivery performance.

On-time delivery had deteriorated to approximately 40%, internal workflows were fragmented, and financial performance lagged the company’s market position.

Challenges

• High product customization with limited process standardization
• Inconsistent production planning and capacity visibility
• Reactive expediting culture
• Misalignment between commercial commitments and operational reality
• Leadership systems that had not scaled with business complexity

Actions Taken

• Rebuilt the operating cadence around realistic scheduling and constraint management
• Standardized work where possible without undermining customization
• Implemented visual management and daily accountability rhythms
• Realigned leadership roles and decision rights
• Linked commercial promises directly to operational capacity and lead times
• Executed targeted capital investments to relieve bottlenecks

Results

• Revenue increased 47% while gross margins materially improved
• Production output increased 56% without proportional headcount growth
• On-time delivery improved from ~40% to 98%+
• Operating margin restored and stabilized
• Customer confidence and internal morale significantly improved

Sustainability

Improvements were embedded into systems, leadership routines, and performance metrics — reducing dependency on individual heroics and enabling repeatable execution.

Industry

Heavy Equipment Distribution & Industrial Services | Construction, Mining, Power Systems

Situation

Ohio Machinery Company is a large, multi-division Caterpillar dealership operating across heavy equipment sales, rental, parts, and field service. The organization operates in asset-intensive, service-critical environments where uptime, safety, and execution discipline directly impact customer economics.

I operated within a complex, matrixed organization supporting industrial and field service operations that required tight coordination across service, parts, logistics, and commercial functions.

Challenges

• High operational complexity across multiple business lines
• Service operations requiring consistent execution in field environments
• Coordination between centralized systems and decentralized execution
• Managing performance across safety, uptime, cost, and customer responsiveness
• Driving improvement within a mature, standards-driven enterprise

Actions Taken

• Supported operational execution across service and support functions in a high-expectation environment
• Reinforced process discipline and standardized workflows within service operations
• Improved coordination between field service, parts availability, and scheduling
• Applied continuous improvement principles in safety-critical, uptime-driven settings
• Worked within enterprise systems while improving day-to-day execution at the      operating level

Results

• Improved service reliability and operational consistency
• Strengthened coordination between service, parts, and field execution
• Supported performance improvements without disrupting standardized enterprise systems
• Contributed to operational effectiveness in safety- and uptime-critical environments

Sustainability

Improvements were achieved within existing enterprise frameworks, demonstrating the ability to drive operational improvement while respecting standardized systems, governance, and OEM requirements.

Industry

Specialty Manufacturing | Vocational Vehicles & Heavy Equipment

Situation

Sabel Custom Chassis was founded in 1997 as a specialty manufacturing start-up serving vocational vehicle and heavy equipment markets. The business was built from the ground up, growing to approximately $3 million in annual revenue through product capability, customer relationships, and technical execution.

Following its acquisition by Kimble Companies, Sabel became part of a larger, diversified industrial organization. The opportunity and challenge was to integrate a founder-led manufacturing operation into a scaled enterprise while preserving entrepreneurial capability and improving execution discipline.

Challenges

• Transitioning a founder-built manufacturing business into a larger corporate structure
• Integrating Sabel’s operations with Kimble Chassis and related businesses
• Scaling leadership systems, processes, and accountability beyond start-up norms
• Managing engineered-to-order production in a growing organization
• Aligning manufacturing execution with enterprise-level expectations for performance      and predictability

Actions Taken

• Supported the integration of Sabel into Kimble Chassis and the broader Kimble      Companies platform
• Helped professionalize manufacturing operations while preserving product flexibility
• Introduced greater structure in production planning, scheduling, and workflow management
• Clarified leadership roles, decision rights, and accountability as the organization scaled
• Strengthened coordination between engineering, manufacturing, and commercial teams
• Applied continuous improvement principles to reduce variability and improve flow

Results

• Successful integration of a founder-led start-up into a larger industrial organization
• Improved operational consistency and predictability across manufacturing functions
• Increased scalability of production without sacrificing customization or quality
• Strengthened leadership alignment and execution discipline
• Established a durable operating foundation capable of supporting continued growth

Sustainability

Operating improvements were embedded into leadership routines, planning processes, and standardized workflows, enabling the organization to function as a cohesive system rather than a collection of legacy practices.ombined organization faced challenges typical of growing, product-focused manufacturers: fragmented processes, inconsistent execution, and leadership systems that had not scaled with operational complexity.