Home | About Maine MEP | Upcoming Events | Success Stories | Partners & Resources | News | Board of Directors Contact Us | Enterprise Management | Performance Based Training | Supply Chain Management | Innovation Services Maine MEP Helps Auburn Concrete Company Get Lean When officials at Oldcastle Precast’s Northeast Group decided to learn more about Lean Manufacturing techniques they selected a subsidiary - Superior Concrete Co. of Auburn - as the lead facility. "No one was more cynical about this entire procedure than me," said Peter Allen, then a production supervisor for Superior Concrete. "I couldn’t figure out what everyone was talking about, but once we worked with Maine Manufacturing Extension Partnership (MEP) it was apparent we needed to make some changes in the way we do things to make it in this business world." Allen is so convinced that Time Wise Principles of Lean Manufacturing techniques are important to his company he has assumed the duties of Lean Facilitator at Superior Concrete. "While much of the Lean technique is common sense," Allen added, "I realize it would take me years to learn what the project managers already know." Superior Concrete Co. has been located in Auburn since 1946. A manufacturer of precast concrete products such as manholes, septic tanks and pumping stations, the company currently employs about 60 people. Oldcastle Precast, a division of CRH, which is headquartered in Dublin, Ireland, purchased the Auburn facility six years ago. According to Allen, CRH has a strong history of investing in their employees to improve the way in which they do business. Incorporating Lean Manufacturing is the company’s latest effort to empower their employees to do the best jobs possible. "One of our first efforts focused on our sales department and included four Superior employees," Allen said. "At the same time, we included eight members from five other Oldcastle Precast plants." The effort proved a great success. "The two teams focused on Superior’s priorities and through teamwork and brainstorming developed tools, not only for Superior’s road to success, but for the entire Northeast division," Allen said. "In fact, the team-building success from the inter-company participation was a northeast landmark, paving the way for future inter-company Lean events." The positive results of that Kaizen event, and others that followed, not only affected Superior Concrete, but also the company’s sister plants all along the East Coast. "As a result of the Lean Manufacturing we have experienced savings of approximately $250,000," said Allen. "We feel this is excellent considering we have only been doing Lean for 18 months." Allen is especially pleased because Superior’s employees have become empowered through the Lean process. "Employees sometimes feel they are always being told what to do and no one listens to their ideas," he said. "Lean changes all that. We definitely want to hear what our employees have to say. I would say we have implemented a constructive communication flow that has everyone involved together." Superior Concrete’s Lean journey has just begun, according to Allen. "We look forward to working with the Maine MEP in the future as we continue through this process," Allen said. "Our company is committed to the Lean Manufacturing and our Lean journey will never end.