Continuous Improvement at Franklin Bronze

Franklin Bronze Precision Components, LLC (FBPC; Franklin, PA) announced staffing enhancements within their organization and implementation of a significant number of continuous improvement suggestions, all geared towards improving production processes, product flow and quality, ultimately resulting in reduced time to market:

• Dave Greene, the operations manager, focuses on managing scheduling and real-time operations while facilitating the optimization of resources to achieve customer satisfaction and productivity.
• Paul Polesnak, the quality assurance manager, manages the ISO 9001 Quality system as well as develops, oversees and implements process control and plant continuous improvement activities and directs all auditing functions.
• Vasko Popovski, the sales manager, is responsible for maintaining and developing sales in investment castings, focusing on industrial markets and new applications.
• Rick Wolbert, the machine shop/tool room supervisor, has assumed responsibility of the company’s tool room in addition to his machine shop supervisory duties. Wolbert brings a broad range of leadership to this newly combined group, having attained five years of experience with FBPC products and processes.
• Mark Johnson, the cleaning / grinding supervisor, was promoted from cutoff saw operator and brings nine years of Franklin Bronze product and process knowledge.
• Chris Barber, the wax room supervisor, transitioned from cleaning/grinding room supervisor and additionally spent many years as part of the Franklin Bronze foundry team, bringing 20 years of extensive product and process knowledge.Promotion from within is preferred at FBPC. Regardless of tenure, employees are knowledgeable, dedicated and have a very admirable work ethic.

Training and development of employees continues to be one of the top priorities for employee growth. A structured Continuous Improvement (CI) program has been implemented within the organization over the last few years, encouraging employee engagement. Examples of changes as a result of CI include energy usage reduction, tooling innovation and improved process layout. Employees have embraced the CI concept and proven that the best ideas come from those doing the job. Future growth is projected in the industrial market at a rapid pace over the next several years and the company is looking forward to their future. FBPC’s vision and mission include:

• Expansion of their team through continual employee training and development.
• Further refinement of processes including increased employee engagement in the CI program.
• Implementation of new technology.
• Expansion of facility.

www.franklinbronze.com