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MEP Success Stories from Kentucky

Bendix Spicer Six Sigma Green Belt Certification

Reported Year
2022
During FY2021, the use of coolant in the Bowling Green plant for BG Bendix was higher than expected. CNC machines ran 2-3 times over their specified concentration levels, thus reducing tool life, reducing machine life and overusing coolant. Coolant concentrations were not being properly handled, thus leading them to look elsewhere. Bendix turned to

Blue Diamond Industries: Culture Initiative

Reported Year
2022
Increased demand over the past two years and decreased workforce availability was challenging their ability to manage operations and meet production expectations. Team leads and supervisors joined the staff on the production floor, working long hours to complete orders. Employee turnover was high, work quality was inconsistent due to rushed on

Tactical Gear Junkie: Executive Coaching & Leadership Development

Reported Year
2021
Rapid growth over two years was stressing their ability to manage operations. The president and co-president even joined the staff on the production floor, working long hours to complete orders. Employee turnover was high, work quality was inconsistent and production bottlenecks resulted in delays and frustration.

Growth Management Success Story

Reported Year
2020
The decline in coal mining has had a direct detrimental impact on RT Welding as customers have closed their doors or scaled back operations, drastically reducing the amount of work available. In response to these changing market conditions, RT Welding has decided to pivot into small scale manufacturing of niche products.

Everburn: Quality Auditing Process Waste Elimination

Reported Year
2022
As a longtime KY MEP client Everburn and its employees have embraced lean manufacturing through classroom training and kaizen days to address continuous improvement needs. One such need surfaced in the handling of products sampled from production and then checked to standard specification. Too much time was spent handling the samples and not enough

Lincoln Stamping Continuous Improvement

Reported Year
2021
LML wanted to improve efficiencies in their processes by training their staff in continuous improvement methods. For help they turned to the experts at AKA, part of the MEP National Network™. AKA recommended job methods, a training within industry (TWI) program that focuses on improving work processes and procedures.

Outdoor Venture Corporation Performance Management and Leadership Kaizen

Reported Year
2021
Senior leadership was finding it difficult to know how each facility was doing regarding metrics around productivity, safety, quality and attendance daily. Despite attempts to utilize key performance indicator (KPI) boards in the past, the organization had stopped using them. Previous KPI's were not measuring the right targets and were not enabling

DTS Industries: Continuous Improvement

Reported Year
2021
With a new plant manager and management team, DTS contracted Advantage Kentucky Alliance (AKA), part of the MEP National Network™, to assist with a strategy for the company’s future. The decision was made to increase the practical skills of the team. The new team needed a better understanding of how to create written work instructions, evaluate

Robinson Stave: Practical Problem Solving

Reported Year
2021
Expansion and rapid growth in the past couple of years was preventing organizational leaders from handling a growing list of problems efficiently while demand for their product was increasing exponentially. Productivity was well below target while downtime in the facility was high, resulting in productivity loss. There was not an agreed upon or