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with our tooling nearly always traces back to design. We expect that with our new software we’ll soon be man- aging at least 75 percent of our die- design needs.”
Fledderman’s acknowledgement of the BTD executive committee rings loud and clear when asked to explain his management style.
“I like to make decisions regarding the company’s direction and invest- ments based on opinions from several different people from various areas of the company,” Fledderman says. “Every major decision goes through the com- mittee. We discuss and share ideas and come to a group conclusion. If we don’t, in those rare cases, then I’ll take their opinions into account and make a deci- sion, then ask them to support that decision. We’ve had very few conflicts.”
The BTD executive committee:
• Jay Fledderman, vice president of manufacturing
• Joel Fledderman, vice president of stamping
Fledderman is committed to investing in technology, not just to meet today’s capacity needs but to prepare his company for the future. He points to this new 3D printer as an example, proving useful for creating prototypes of stamped parts to show to customers. Here, machining manager Toby Walsman (left) shows a 3D-printed prototype of a brake-system backing plate to vice president of quality Jim Wintz (center) and Jay Fled- derman, vice president of manufacturing.
• Bob Holtel, vice president of tooling
• Lance Green, vice president of materials
• Gene Lambert, vice president of sales • Jim Wintz, vice president of quality • Jorge Lopez, vice president of finance As previously noted, most execu-
tive-committee members have moved through the company’s ranks having
developed one or more technical skills. “We believe strongly in promoting from within and providing new opportunities for growth,” stresses Fledderman, expounding on yet another manage- ment strategy that solidifies the com- pany moving forward. As an example, Fledderman points to Lopez, who served as controller in the BTD plant in
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