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MEP Success Stories from South Carolina

Cablecraft Motion Controls Makes New Investments and Increases Jobs Following SCMEP’s Plant Relocation Support Services

Reported Year

2023

Cablecraft Motion Controls was acquired in August of 2021 by Cable Manufacturing & Assembly (CMA). An effort to consolidate the manufacturing capability closer to the end user meant relocating the Washington facility to St. Matthews, SC. They were looking for technical, engineering, and project management support for the relocation. Cablecraft

Signet Mills Makes New Investments Following SCMEP’s Lean Deployment

Reported Year

2023

Leadership has been the driver in working to change the culture of the company over the past several years. Signet Mills was looking to implement lean kaizen techniques to improve the flow of material and reduce waste throughout the production processes – focusing on their supply chain and internal opportunities. For help the company turned to

Signatures Increases Sales and Jobs Following SCMEP’s Competitiveness Review

Reported Year

2023

The new owner of Signatures was looking for strategic input on improvement plans in preparation for planned growth. The business was stable from a financial and sales perspective but needed to focus upon three identified internal and infrastructure related concerns constraining growth.

Horton, Inc. Incorporates SCMEP’s Work Instruction Development within Workforce Practices to Avoid Unnecessary Investment

Reported Year

2023

Horton Holding was looking for documented guidelines that clarified how to perform certain assignments for the shipping and operations departments. Precise descriptions of task-related steps to reduce possible setbacks, damages, and inconveniences were needed.

Robert Thomas Iron Design Increases Sales, Jobs, and New Investments with Help from SCMEP’s Branding and Marketing Services

Reported Year

2022

Robert Thomas Iron Design wanted to take on the challenge of diversifying their product offerings and move towards a more discreet manufacturing process. Their custom design and work would continue as normal. They wished to go through a complete rebranding process to better market to specialty design.

Secondary Solutions Increases and Retains Jobs Following SCMEP’s Internal Audit Support

Reported Year

2022

Secondary Solutions works for several automotive suppliers. Most of these suppliers are IATF certified and require their suppliers to be ISO certified. The company’s CEO also wanted to ensure Secondary Solutions was as effective as possible as a business management system.

International Knife & Saw Creates New Investments Following SCMEP’s Environmental Compliance Assessment

Reported Year

2022

IKS needed a review of the company’s environmental compliance status. For help IKS contacted SCMEP, part of the MEP National Network™.

Constantia Flexibles Makes New Investments and Increases Jobs Following SCMEP’s Training Within Industry Program

Reported Year

2022

In early 2020, the company added approximately 90 employees within the previous year. This had resulted in a strain in the onboarding process and an associated drop in productivity per person and quality. To add to this challenge, the Columbia, South Carolina, region was at an historically low unemployment level. This turnover had further strained

Sun Surveillance Increases Jobs and Sales following Lean Office Process Training and SCMEP’s Competitiveness Review

Reported Year

2021

In 2018 SCMEP, part of the MEP National Network™, began working with Sun Surveillance to develop an automated quotation and tracking system. The new system allowed for a web capable local server interface to permit multiple user level revisions. This process created significant opportunity for office process improvements but was limited in scope

North American Rescue Sees Lower Turnover and Higher Employee Engagement following SCMEP’s Leadership Team Training Workshop

Reported Year

2021

In order to live up to its potential and maximize its resources, the company was looking for personal development training for the top 25 leaders in the organization as well as creating a high-performance work team (HPWT) for the entire organization. NAR had recently grown significantly and the ability to lead and manage had become more difficult