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Brooke & Bradford

Brooke & Bradford grows their business by obtaining SQF Certification


“Our relationship with the UUMEP Center has been incredibly beneficial to our business. We sought to become SQF (Safe Quality Food) certified and the UUMEP Center facilitated the contract with the auditing company, and helped us to reach our goal of becoming SQF certified. In addition, the UUMEP Center also has extensive networking abilities and got us in touch with a recipe developer who had been in a similar industry as our own. Not only did he work with us on a new soup recipe, but he has been a wonderful resource for other aspects of our company as well.

Becoming SQF certified has already opened doors to us that otherwise would have been closed. The same week that we were having our final audit, a very large national grocery chain invited us to their corporate headquarters to discuss our product lines- but only if we could guarantee that we would pass the audit. We did, and we have been working with three separate category teams to develop private label products for their brand. They are also allowing us to take our product nationwide and will be selling our Brooke & Bradford branded products in their stores across the country. “

Brianna Seymour, President

Brooke & Bradford was founded in Salt Lake City, UT in 2015 with four employees, to fill a need in the marketplace for gluten-free soups. After being diagnosed with celiac disease, founder and owner Brooke was devastated to roam the grocery store aisles only to find gluten in soups where there didn’t need to be any. This experience motivated Brooke to create soups, skillet meals, spices and bulk ingredients that are all gluten-free, dairy-free, nut free, shellfish-free, soy-free, all-natural and preservative-free.

 

PROJECT SCOPE
Brooke & Bradford wanted to become SQF (Safe Quality Food) certified in order to compete in the national and international grocery markets with their products. In addition, they worked with a recipe developer that was recommended by the University of Utah Manufacturing Extension Partnership (UUMEP) Center to develop new soup recipes.
SOLUTION
The UUMEP Center facilitated the SQF certification and connected them to a recipe developer, who has since been involved with other projects that were unrelated to recipe development.
RESULTS
Brooke & Bradford became SQF certified in April 2018. They are in the final soup recipe development process, and are also working with a national brand to develop and manufacture their private label food product, as well as negotiating the final details for getting their branded products into grocery stores across the country.
IMPACTS
Product Formulation
  • They increased sales by $40,000 per year by expanding sales of their freeze-dried soups and stews.
  • They increased investment in their business of $2,269 from supervisor’s time.
  • Sourced new ingredients and ingredient vendors.
  • Spent $20,000 in capital output to purchase new equipment from a local company, which helped to launch their new product.
SQF Certification
  • Expected expanded sales for first year is $200,000.
  • Anticipated opportunities at national level grocery chains to exceed $1 million.
  • Increase new, local jobs by 20.
  • Ability to offer private label services as well as their own brand.

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Sir Walter Candy Co.

Removing time wasting steps helps sweeten deal for this candy manufacturer


Alfonso and Alejandra Porras founded Sir Walter Candy Company in December 1997.  The dream was founded when, as a child, Alfonso visited a family friend in New Jersey who was devoted to the candy industry. Walter Zittle was passionate about the art of candy making. Excited with Alfonso’s enthusiasm to learn, he taught Alfonso all he knew about candy. He shared candy recipes acquired from around the world and secrets behind making great-tasting confections. Before Walter’s death in 1992, he sent Alfonso his own personal books in hopes that Alfonso would be inspired to master the skill. In December of 1997, Alfonso and his with Alejandra started Sir Walter Candy.  They built a custom trailer, where they started making confections and sold at local farmers markets. On September 15, 2000, Sir Walter Candy celebrated the grand opening of its first store located in Monrovia, California. They developed  products and corporate gifts that were delicious and unique. In December of 2007 Sir Walter closed the California Store to move to a larger facility in Utah. Today they are committed to Walter’s dream in keeping the art of candy making alive.

PROJECT SCOPE
Sir Walter Candy Co. wanted to increase their candy production throughput. They knew process standardization was going to be key and wanted to complete it before their busy season.
SOLUTION
The University of Utah Manufacturing Extension Partnership (UUMEP) Center performed a four-day value stream mapping event to identify areas for improvement. They started by understanding what their customers are willing to pay for and developed an ideal state for their process. During the activity, the team explored opportunities for lean implementation and additional areas for improvement.
RESULTS
  • Identified time wasting steps and brainstormed efficient solutions.
  • Prioritized improvement ideas to reach ideal state.
IMPACTS
  • Increased production capacity by 20%; room for additional sales of $240,000.
  • 20% reduction in labor costs for eight staff members, saving $88,544.

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Mamachari Kombucha

Safety Certification puts local kombucha on Whole Foods’ shelves


“Working with the UUMEP has been a great experience. From the beginning, they have been genuinely interested in what we do, and how to best help facilitate business growth. They were very hands-on and helped identify resources we were unaware of, then coordinated initial meetings as well as follow-up meetings to help ensure continued progress toward the end goal. We highly recommend engaging with the UUMEP team to support any specific objectives related to consulting and/or engineering to facilitate growth. As a result of our experience, we will be reaching out to UUMEP often!”

-BEN PHILLIPS, OWNER

Safety Certification puts local kombucha on Whole Foods’ shelves

Mamachari Kombucha, founded in 2013 and owned by Lorrie Vorkink and Ben Phillips, brews craft kombucha in downtown Salt Lake City, Utah. They focus on brewing the finest kombucha, using organic and natural ingredients to produce a wide variety of flavor profiles while producing a consistent and quality product. Mamachari Kombucha products are all vegan with exception of two flavors that include honey. Some of their unique flavors include Lemon Ginger, Mint Lime, Roots & Botanicals, Jasmine Rose, Concord Grape, Honey Hops, Flower Power, and Lavender Honey. They also have a tap room where the public sample and purchase specialty flavors such as Mango Habanero, Blueberry Pomegranate, and The Aloha.

PROJECT SCOPE
Mamachari Kombucha wanted to increase their customer base by selling their product in local Whole Foods grocery stores, which required them to obtain the Whole Foods Vendor Certification.
SOLUTION
The University of Utah Manufacturing Extension Partnership (UUMEP) Center connected Mamachari with a trusted third-party provider Utah Food Safety Consulting, to help them prepare for their food safety audit and implement the Whole Foods’ safety standards at their facility.
RESULTS
  • Developed food safety procedures and passed the Whole Foods 3rd Party Audit.
  • Obtained the Whole Foods Vendor Certification and is now available in Whole Foods stores statewide.
IMPACTS
  • Increased their annual sales by $24,000.

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Plastic Resources Inc.

Increasing productivity & reducing waste saved plastics company over $120,000 per year


“Our interactions with the UUMEP Center drastically improved our internal processes. Training courses provided an opportunity for open exchange between employees to find solutions to problems. The UUMEP Center also facilitated the cultural shift necessary for changes to stick.”

—TRENT HAGAMAN, SALES MANAGER

Increasing productivity & reducing waste saved plastics company over $120,000 per year

Founded in 1984 in Logan, Utah, Plastic Resources, Inc. (PRI) is a provider of manufactured solutions to companies all over the world. PRI specializes in plastic extrusion, plastic thermoforming, machine tooling and part fabrication, and can take a project from concept to final production, including post-production processes. With clients ranging from semiconductors to aerospace to landscaping, PRI’s modern production methods and dedicated team set them apart from others in the industry.

PROJECT SCOPE
PRI wanted to improve internal processes and reduce material waste in their manufacturing, especially in the plastic extrusion area of the production.
SOLUTION
The PRI leadership team, with the help of the University of Utah Manufacturing Extension Partnership (UUMEP) Center’s trusted third-party provider World Class Transformation, launched a continuous improvement program based on lean principles.
RESULTS
As a result of expert coaching by World Class Transformation, PRI made significant improvements by reducing waste and increasing machine output. All of their employees were also trained on the fundamentals of lean manufacturing.
IMPACTS
  • Reduce waste by 17% on average per order, saving an estimated $80,000 per year.
  • Increase productivity on one production line (machine) by 20% per day, saving $44,000 per year in new capacity.

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S&S Steel

Process Standardization Improved Efficiency


“Our experience with the UUMEP Center was very positive. They were respectful of our time, made the best use of it, and helped guide us through the process to achieve our desired result. They brought insights and experience from outside our industry and applied them appropriately. Our estimating and project management teams are more efficient and our exposure to risk is less due to their involvement.”

—JEFF STAPLES, SALES MANAGER

PROCESS STANDARDIZATION IMPROVED S&S STEEL’S EFFICIENCY

Seated just outside Zion National Park, S&S Steel Fabrication has over 35 years of experience in preparing structural steel for commercial applications. They provide the skeleton for new construction in oil and gas, mining and minerals, power transmission, and government applications.

PROJECT SCOPE
Staff engineers at the University of Utah Manufacturing Extension Partnership (UUMEP) Center used process mapping to identify key areas of waste and highlight areas from improvement.
SOLUTION
S&S Steel wanted to standardize their project management process.
RESULTS
  • Developed a standardized project management delivery process.
  • Generated a process map; key decision points highlighted.
IMPACTS
  • Increased productivity for 3 project managers by 10%.
  • Cost avoidance: No more redundancy or delays in process, saving $26,000 per year.
  • Bid details are no longer missed, not as many errors to address, saving $50,000 per year.
Check out their website

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Alta Racks

Racking Up Sales for 2018


“Working with the UUMEP Center has been a lifeline for us. Utilizing some of the cost saving features that they offer has made a significant difference in moving forward or not. I believe it’s not just the MEP program that has helped us, but their people who implement and develop relationships with small businesses, which is key. The UUMEP Center was instrumental in our success, and their support has enabled us to grow. We look forward to continuing our relationship with them in 2018.”

—ALI & SARA YAZDIAN

Alta Racks: Racking up sales for 2018

Ali and Sara Yazdian, avid mountain bikers and product development professionals, used their military grade equipment design experience as inspiration for the design features of their product, Alta Racks. This product is designed to be an adaptable and dynamic hitch-mounted recreational equipment vehicle rack, and help eliminate the need of additional racks for different outdoor recreational activities. Made to withstand life in rugged Utah, from the 11,000 feet peaks of Wasatch to the unforgiving terrain of Moab.

PROJECT SCOPE
Alta Racks wanted support for their first product launch through an updated and reliable website to educate clients about their product and purchase it online.
SOLUTION
The University of Utah Manufacturing Extension Partnership (UUMEP) Center worked with Ali to discover potential marketing solutions and develop a new business website that fit their budget.
RESULTS
By developing the new website, Alta Racks was able to draw more attention to their product, create legitimacy, and attract professional athletes such as Cam Zink and avid outdoors groups to help promote their product. Cam has also agreed to spotlight the Alta Rack through videos on his social media to help increase online impressions by over 300,000.
IMPACTS
Since working with the UUMEP Center, Alta Racks has sold $4,000 in product in less than three months, and estimate increased sales of over $150,000 for 2018. They also invested 150 hours in developing local supply chain resources, and as a result, hired six local companies to fabricate parts, develop branding, product shipping, and to maintain their new website.

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NAMMO

Implementing Lean Principles Increased Annual Sales by $3,640,000


“The UUMEP Center helped us understand that we didn’t need major facility changes to increase flow. We simply needed a systematic approach to eliminate the waste and to fully implement some basic process flow rules. They respected that we had a facility to run and were flexible when hot issues came up. It was clear they were interested in training us to meet our needs rather than ensuring we follow their exact process.”

—ANDREW CHRISTENSEN, NAMMO PROGRAM MANAGER

Implementing lean principles increased NAMMO’s annual sales by $3,640,000

NAMMO is an AS9100 certified engineering and composite manufacturing company with more than 20 years of experience. They specialize in producing canisters and military-grade rocket launchers for the Department of Defense. They also have a diverse range of advanced composite experience with clients in aerospace, oil, industrial, commercial, and recreational markets.

PROJECT SCOPE
NAMMO wanted to increase their output in order to support the increasing needs of their DoD customer.
SOLUTION
NAMMO recognized they needed to identify and eliminate waste in their manufacturing process. With the help of the University of Utah Manufacturing Extension Partnership (UUMEP) Center, a Value Stream Mapping Event was implemented to help address these issues. UUMEP Center staff worked with their TOW Missile cell’s cross-functional team to establish SMART goals, document current state, identify improvement ideas to support SMART goals, design a future state, and prioritize improvement ideas based on impact and complexity. UUMEP Center staff also trained and coached their teams on lean principles and waste identification.
RESULTS
  • Increased throughput capability to support customer requirements by 40%.
  • Increased visual management of inventory from 6 process steps to 10 steps, with dedicated inventory staging.
  • Reduced part travel by 30% by co-locating process steps.
IMPACTS
  • Increased annual sales by $3,640,000
  • Cost avoidance: Staff is trained to lead future VSM events, saving up to $10,000 (assuming three events per year)

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IC GROUP

Retained $1.9 million in Sales by Implementing Lean Concepts


“We were looking to implement a culture change within the company and needed a leader to help drive that change through lean. For the past five months, I have been working with the UUMEP Center, and through their mentorship, we have seen a dramatic change within the company. We have opened up space and implemented Kaizen events that reduced waste and inventory. We have also happily noted changes in our company culture; improved employee attitudes and a complete buy-in with the changes that have been put in place.”

—MIKE NEUTEBOOM, LEAN DIRECTOR

IC Group retained $1.9 million in sales by implementing lean concepts

Founded in 1982, IC Group has grown to become one of the largest and most dynamic privately-owned providers of marketing solutions in the intermountain west, currently employing 150 team members at their 55,000 square foot facility
in Salt Lake City.

PROJECT SCOPE
IC Group wanted to improve their overall quality, delivery and costs by utilizing Lean concepts.
SOLUTION
With the assistance of the University of Utah Manufacturing Extension Partnership (UUMEP) Center, lean coaching was implemented to address these issues.
RESULTS
Through lean coaching on root cause analysis tools, IC Group was able to address a quality issue related to their press maintenance. This included improvements to their press maintenance procedures, standard operating procedures, quality inspection and visual instructions, thereby eliminating the causes of inferior print quality.
IMPACTS
Ensuring their training, procedures and instructions were up-to-date and standardized will save IC Group $46,646 in future cost-avoidance related to this specific quality issue. Implementing these changes also helped them retain $1.9 million in sales. Additionally, applying the lean concepts of 5S resulted in 356 square feet of usable space on the shop floor.

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THRIVE LIFE

Thrive Life obtained SQF certification and gained $700,000 in new manufacturing contracts


“Working with the UUMEP Center has taken away a lot of the financial and administrative stress from pursuing growth initiatives. They truly feel like a business partner interested and invested in our success. Their staff took the time to personally evaluate our business needs and opportunities to see how their experience and resources could improve our operations. They also provided extensive administrative support required for contract negotiation, project savings, and payment processing. The UUMEP Center is organized, responsive, and has a great team of experienced staff.”

—JENNY SWINGLE, DIRECTOR OF STRATEGY

Thrive Life obtained SQF certification and gained $700,000 in new manufacturing contracts

Thrive Life, LLC is a premier source for healthy, convenient, and cost efficient freeze dried food. There are over 40 steps in their proprietary freeze dry process to make sure the taste, quality and nutrition are exactly how people describe it: amazing!

PROJECT SCOPE
Thrive Life wanted to obtain their Safe Quality Food (SQF) Certification in order to attract new clients and increase sales.
SOLUTION
The UUMEP Center staff worked with Jenny Swingle, Director of Strategy, to support their preparation for their SQF audit.
RESULTS
Thrive Life successfully obtained their SQF certification.
IMPACTS
By obtaining their SQF certification, Thrive Life was able to secure $700,000 in manufacturing contracts within the first two months of certification, and will save over $10,000 in annual insurance expenses moving forward.

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MADYSON’S MARSHMALLOWS

Obtained GMP Certification and Increased Annual Sales by $50,000


“Madyson’s Marshmallows is a small company with an exponential rate of growth each year. Partnering with the UUMEP Center has been a terrific experience for us and has helped us take large steps in moving forward with being able to manufacture our confections for major retailers. Quality and food safety are of the utmost importance to us and to our customers. The UUMEP Center helped us obtain our GMP (Good Manufacturing Practices) Certification so that we can partner with new retailers and bring our marshmallows to more customers nationwide. Our next step in the journey of food safety is to become SQF Level 2 certified and to make this happen, we will continue to partner with the UUMEP Center to conduct a gap analysis, implement changes, and more towards SQF certification.”

-BREEZE WETZEL, OWNER

Madyson’s Marshmallows obtained GMP certification and increased annual sales by $50,000

Madyson’s Marshmallows began when four-year old Madyson asked her dad how to make a marshmallow. They started mixing different marshmallow recipes together in their kitchen, and it turned out they were delicious! Not long after, their business grew into a gourmet marshmallow company, making stuffed marshmallows, marshmallow beverage toppers, donuts, pops, and more. Their marshmallows are produced using natural, kosher ingredients without preservatives. Based in Heber, Utah, their marshmallows can be found in both national retail locations and smaller specialty markets and boutiques.

PROJECT SCOPE
Madyson’s Marshmallows wanted to become certified in Good Manufacturing Practices (GMP) standards, to ensure retention of current clients and obtain new clients that require this certification.
SOLUTION
The University of Utah Manufacturing Extension Partnership (UUMEP) Center staff worked with company owner Breeze Wetzel, to support their preparation for the GMP audit.
RESULTS
Madyson’s Marshmallows successfully obtained their GMP certification.
IMPACTS
By obtaining their GMP certification, Madyson’s Marshmallows is now able to expand into national markets, which allows them to retain $100,000 in sales and increase sales annually by $50,000.

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KIHOMAC

Saved $28,000 by Streamlining Receiving Process


“In partnership with the UUMEP Center, KIHOMAC is very happy to report that a new receiving process has been implemented and is already reaping measurable improvements. With the help of the UUMEP Center, future Value Stream Mapping initiatives are being planned and we are continuing to increase our capabilities to utilize internal resources to facilitate these events as our managers and CPI teams gain experience and see their efforts bear fruit. We have no doubt that this joint effort with the UUMEP Center has been a huge success.”

—MATT MAJEWSKI, V.P. AEROSPACE ENGINEERING GROUP

KIHOMAC saved $28,000 by streamlining receiving process

KIHOMAC is a veteran-owned and AS9100C certified company with a proven track record in delivering complex parts and assemblies for customers such as the Department of Defense, Homeland Security, and the Intelligence Community. Located in Layton, they work with the United States Air Force, to keep our nation’s aircraft flying, through their broad capability in fabricating sheet metal and aluminum honeycomb parts, composite bonded honeycomb or laminate fiberglass, and carbon and Kevlar parts. Since their founding in 2003, KIHOMAC has provided rapid design and delivery capabilities spanning small production quantities and supporting unique fleets, as well as larger runs where several complex assemblies
per week are produced.

PROJECT SCOPE
As part of their ongoing Continuous Process Improvement (CPI), KIHOMAC identified the receiving line in the Center for Advanced Manufacturing, a hub of activity in their new 130,000 square foot facility, as the next opportunity for streamlining. They knew from previous experience that improving their incoming receiving processes would have immediate and significant impact on product throughput.
SOLUTION
The vice president of KIHOMAC’s aerospace engineering group, Matt Majewski, requested that the University of Utah Manufacturing Extension Partnership (UUMEP) Center staff lead a Value Stream Mapping event. UUMEP Center staff engineers worked with KIHOMAC staff to document the receiving department’s current state and identify improvements.
RESULTS
  • Reduced process steps from 14 to 10 steps.
  • Reduced opportunity for manual errors by 79%
  • Improved availability of data and reduced data “pushes” from 12 to 2.
IMPACTS
  • Cost avoidance: Staff is trained to lead future Value Stream Mapping events, saving up to $10,000 (assuming three events per year).
  • Improved receiving cycle time by 7 minutes, with annual labor cost savings of $18,200.
  • Reduced distance and walking time for employees.
  • Ability to meet increased demand for upcoming large contracts

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JONES SHIRTS & SIGNS

Saved $20,000 Per Year by Implementing Lean Principles


“Having my team work creatively together to resolve the requests of our customers, and to come up with solutions to save time and cost was very productive and informative. Together, we were able to implement some new operational guidelines, organize our work flow, brainstorm ideas to cut costs, and get our staff on the same page. Each person was able to input their ideas and issues to troubleshoot, and then make the best decision for the group as a whole. I would definitely do it again!”

—JENICE JONES, OWNER

Jones Shirts & Signs saved $20,000 per year by implementing lean principles

Jones Shirts & Signs is a family-owned and operated company, located in Ogden, Utah, which employs eight people, and has been in business for 17 years. They offer embroidery, signs, stickers, screen printing, transfers, promotional items, gifts, and banners. You can find their work in small and large companies, and in local sports teams and organizations throughout Utah. They strive to create the best products at competitive prices and provide personal, hands-on assistance to each customer.

PROJECT SCOPE
Jones Shirts & Signs wanted to improve product process and flow, work and customer order standardization, and overall operational efficiency.
SOLUTION
Theresa Drulard, Director of the University of Utah Manufacturing Extension Partnership Center (UUMEP), met with Jones Shirts & Signs to identify company needs and methods most critical to achieving their goals. The UUMEP Center engaged one of its partners, Brent Huffaker from BCH Group, to implement a lean continuous improvement project, lead the staff training and value stream mapping, and create the visual indicators for improved product and work flow and overall operational efficiency.
RESULTS
  • Develop standard work instructions, which led to a 1200% increase in standardized work, and which reduced employee inefficiency by over 104 hours.
  • Identify over 35 ideas and implement 16 to increase sales and cash flow.
  • Implement a new layout and visual indicators for the product development process, which increased employee efficiency by 36%.
  • Eliminate five safety issues.
  • Train 100% of their staff in lean principles.
IMPACTS
  • Created cost savings of $20,000.
  • Streamlined production and work flow process.
  • Improved operational efficiency and organization.
  • Robust employee work standards.

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OTW SAFETY

Improved Company Strategy & Strengthened Their Supply Chain


“Teaming with the UUMEP Center has been a phenomenal experience. Despite our company being well established, we recognized the need to get an outside, independent, organization to help evaluate goals and modernize our processes. The UUMEP staff carefully listened to what we were trying to achieve and captured the overarching themes. Instead of the boilerplate checklists one might find with other consulting groups, they took the time to fully comprehend the nuances of our company. Collectively, we identified the need to further evaluate our key offerings and reinforce foundational tenets, thus expanding our competitive advantage. By leveraging best practices, their cumulative decades of industry experience, and their expansive resource network, the UUMEP team significantly improved our operational and strategic initiatives, and helped to validate our key areas of focus. Furthermore, they offered critical feedback and tailored solutions to help a small company like ours navigate the potential pitfalls associated with larger manufacturing partners, supply chain challenges, and future manufacturing integration. Connecting with the UUMEP Center has provided a valuable and qualified third-party viewpoint that has given us confidence in our current vision and direction. We strongly feel that the impact on our company will continue in a positive direction as we move into more tactical initiatives. In the long term, we see the result of this partnership being one of critical advantage to our small business and the spring board to fast-tracking our expansion and efficiency goals.“

—ERIC STEVENS, VP OF OPERATIONS

OTW Safety improved company strategy & strengthened their supply chain

OTW Safety is a company based in Salt Lake City, Utah, that manufactures plastic barricades and safety equipment for use in multiple industries, including protecting roadway construction crews, warning pilots of airfield hazards, security barriers, crowd control, and delineating spaces at public events. They have been in business since 1989 and employ seven people. You can find OTW barriers at major airports, including SLC, ATL, BOS, SAN, LAX, and at sports stadiums of the New York Knicks, Miami Heat, and Detroit Red Wings among others. They pride themselves in manufacturing barriers in the USA, working with their customers to understand their needs, and providing tailored solutions.

PROJECT SCOPE
OTW Safety was looking for best-practices to apply to their supply chain management, so they could spend more time focusing on strategic business growth.
SOLUTION
UUMEP Center staff met with OTW Safety management to identify the supply chain methods most critical to achieving their business goals. Being experienced business coaches, they provided the most appropriate tools for their leadership to support setting and implementing a company vision.
RESULTS
  • Developed a robust company strategy and vision.
  • Implemented improved supplier agreements to protect their interests, and strengthened their supply chain.
IMPACTS
  • A clear business plan and vision on how to grow revenues.
  • Streamlined interactions with the supply-chain, including improved quality assurance and accountability.

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