Keller Technology Corporation

An employee working at Keller Technology Corporation.

At Keller Technology Corporation (KTC) in Tonawanda, NY, staying ahead of the curve is crucial to maintaining and accumulating customers. Key to the game plan is exposing process inefficiencies and conceiving the solutions that destroy them. To invigorate and reinforce this continuous improvement mentality, KTC frequently requests TCIE’s guidance.

The result is a multi-faceted means for boosting precision fabrication, product development, design and building of custom industrial automation systems. The company knocked down barriers to new industries by becoming compliant with the ISO (International Organization for Standardization) 9001 Standard – proving competence in on-time delivery of good products. KTC Quality Systems Manager Sara Eckert says ISO’s robust quality management system is enabling a record volume of work. The Lean methodology of cutting waste permeates the company, propelled by employees educated in how to deploy its various tools. And UB engineering students have expanded bandwidth to accomplish KTC goals quicker. In fact, the company hired one as a full-time controls engineer upon graduation. 

The Approach

  • Imparted the philosophy that ISO is an instrument for directing a business management system, not solely for earning a certificate of compliance
  • Ushered KTC’s steering committee through tackling process documentation and cultivating employee engagement
  • Trained select employees to conduct internal audits and educated the entire workforce about ISO fundamentals
  • Performed a pre-audit check in preparation for an ISO upgrade
  • Instilled problem-solving skills and an efficiency mindset through an array of operational excellence instruction
  • Advanced custom “design and build” projects with engineering student manpower

The Impact

  • Diversified business by establishing contract manufacturing capabilities, thanks to ISO controls
  • Increased on-time delivery, resulting in a 12-month rolling rate of 97 percent (at the time of publication)
  • Achieved the 99% product conformity goal over a 12-month rolling rate (at the time of publication)
  • Jumpstarted management’s goal-setting initiative for consistently identifying and completing improvement projects
  • Slashed processing time of submitting customer information to the shop floor by 95 percent after installing an electronic document distribution system
  • Created a culture that is more cognizant of risk
  • Replaced “fighting fires” with devising long-term corrective actions
  • Simplified a client’s custom-built machine and ensuing manufacturing proces