Continuous improvement is more than a buzz word at CEPS; it is symbiotic with the company’s operating philosophy and practices.

Through strategic operations planning, more cellular work stations, product coding through cooperation with suppliers, and more streamlined layouts of work flow and material storage, CEPS has taken the core of waste removal and efficiency improvements to create a leaner, more singular entity.

CEPS' employees, trained in Lean Manufacturing techniques, implemented a reorganization plan in 2008, making room for up to five additional presses and/or additional capabilities such as clean room molding or two-shot molding capabilities.

The company is experiencing reduced lead times, increased throughput and reduced raw inventories. It has cross-trained and shifted resources to maximize experience, know-how and knowledge. Everyone is listened to, and no idea is ever too small to be reviewed.

CEPS' Value-Added-per-Employee metric has risen to 1.75x the industry average, enabling CEPS to remain competitive, profitable and able to reinvest in the company.