Page 62 - MetalForming July 2017

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Dayton Rogers CEO Ron Lowry stresses that, “as we become more automated in the plant, the data- analysis and decision-making processes also have to become automated. We’re looking at upgrading our ERP capabilities, and I know that other metalforming companies are doing the same. We collect a lot of good data throughout our operations. We need to become better skilled at formatting and evaluating that data so that we can make quicker, better decisions.”
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analysis to foster faster and more analytical decision-making. “As we become more automated in the plant, the data- analysis and decision-making processes also must become automated,” says Lowry. By doing so, we can increase sales and enhance quality without adding employees. “At Dayton Rogers, we’re looking at upgrading our ERP capabilities, and I know that other metalforming companies are doing the
same. We collect a lot of good data throughout our operations. We need to become better skilled at formatting and evaluating that data so that we can make quicker, better decisions.”
Dayton Rogers also aggressively seeks to innovate, a pri- mary responsibility that rests on the shoulders of a key busi- ness unit at the company called the Technical Development Center (TDC). Here, a dedicated team focuses efforts on prototyping and custom design work, fully aligned with the directives issued by Carroll. Also, as described by Lowry, the TDC spearheads the firm’s organizational approach to eval- uating and adopting new technology and equipment.
“Our management committee regularly reviews the oppor- tunities and recommendations coming from the TDC,” says Lowry. “We’re always on the lookout for opportunities to either enhance our existing core competencies or add new ones, and the TDC plays a vital role here.”
Along with counting innovation as a cornerstone to future growth and prosperity, Lowry also identifies growth through acquisition as a current and future trend prevalent in the metalforming industry. Noting higher costs of doing business resulting from government regulations, increased certification and registration requirements and the like, metalformers will need to be of a certain size and volume in order to absorb those costs, he says.
For example, Lowry notes that regulation compliance costs his company upward of $10,000 per employee annually. Costs such as these can be very real impediments to metal- formers as they strive to continue to invest in innovation and technology.
S28 MetalForming/July 2017
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