It’s no secret that the truly successful companies know how to focus. They concentrate on their core strengths or products, the things they do really well. Rockford Ball Screw (RBS) certainly subscribes to this philosophy. Since 1974, the company has been a leader in the production of linear motion devices — rolled thread ball and acme screw systems that help things move, from hospital beds to RVs. It’s a niche that has served the company and its employees well.
But even though the company’s products are complex, demanding tight tolerances and precise engineering, RBS leaders were wary of becoming commoditized and vulnerable to low-cost foreign competitors. The economic downturn was a wake-up call that perhaps the family-owned company needed to re-focus, not just its products services, but in the way it managed the business.
“We were successful, but may have become a little complacent,” said Linda McGary, President of RBS. “There were opportunities to grow and take the company to another level, but our culture needed to be confronted and we had to work together to affect a change.”
That’s where IMEC came in. IMEC business growth specialists Mary Hallock and Steve Barnhart led the RBS management team through a strategic planning process to pinpoint their strategic priorities and develop the action steps to execute and re-focus on the things they do well.
In one example of an outcome from the planning work with IMEC, the RBS team realized it had a differentiating asset it could exploit to win more market share and compete for new business. Already technologically advanced and aggressive in driving efficiency and quality, RBS’ small product portfolio enables the company to be innovative, partnering with customers to develop alternative design solutions that can save its customers time and money.
“We realize it’s not about just quoting on a blueprint or a spec, but selling a complete service,” said Rick Sonneson, Senior Vice President. “Collaboration increases our value to the customer and reduces the risk that we will lose their business.”
The planning efforts are paying off. RBS recently landed a contract with a large manufacturer of photo voltaic cells which are utilizing the ball screw system to keep solar panels in constant alignment with the sun. RBS is also engaged in research and development on new products for the oil exploration market. “If we can be great at our core business, it gives us the flexibility to look for new opportunities,” said Sonneson.
RBS has launched internal and external branding for its planning efforts, placing VISION boards throughout the plant to let team members know how the company is progressing against its performance metrics. On the customer side, packaging has been re-designed to showcase the updated RBS brand and positioning.
“Too often companies put these plans together and don’t share them,” said Hallock. “RBS is going well beyond that with their VISION boards, branding, regular employee meetings and investments in new management and new technology. The team really feels and believes in the changes that are taking place.”
McGary and her management group believe it’s important to demonstrate to everyone that they need to work on the business, not just in the business. They’re setting the pace for lasting improvement.
“There is tremendous value in how IMEC approaches this,” said McGary. “They forced us to communicate with each other - in a good way. They gave us assignments, and we committed to completing them to stay on track. It’s a process that really worked.”
As a result of the increased focus on collaboration, new market development, and modifying the prevailing corporate culture; RBS expects continuing swift sales growth well into the foreseeable future.
