Barthelmes Manufacturing Co.

Barthelmes Manufacturing Company Incorporated was started in 1921 as a specialized manufacturer of deep drawn metal parts, then a relatively new method of making parts from sheet metal.  In 1940, under the direction of Albert C. Wischmeyer, Barthelmes combined operations with Nunn Brass Works, an organization that goes back to the 1870’s who specialized in the machining of brass parts. This merger enhanced the capabilities of Barthelmes and provided customers with a more complete manufacturing service. The company is located in Rochester, New York.

Situation:

The company was in a challenging time as it conducted a transition of leadership from one generation to the next.  The current financial demands of this transition dissipated the profitability of the company to the extent that they could not afford to invest in the significant productivity improvements that were needed to stay viable and competitive.  Barthlemes was competing in a mature market where competition for sales came from overseas companies with a lower cost basis.  The impact of this competition was further compounded because of an increasing trend for companies to produce their own parts internally and a historical dependence on a limited number of customers.

Solution:

High Tech Rochester provided coaching support to the company including helping them bring in a new CEO. They also helped the company obtain IEP assistance.   In 2004 the company successfully received a grant from New York State under the 32-I legislation.  This grant was used to train all employees according to their job function and perceived need. 

Results:

The focus of change in the day-to-day management of the company centered on improvements in internal planning and communication.  A staff meeting every Monday morning was established for the CEO and the key managers to review key tasks; issues to be resolved and to discuss future needs of the company.  A new accounting person was hired and a few shop employees were brought up to office positions. Shipments to customers grew nearly 20% during 2004.  This was a result of enlisting a new sales rep organization to help diversify the customer base.  The company staff also took initiative to capture new customers.  There was a reorganization of tasks and responsibilities through the company, a customer service position was established to focus most customer communication around one person providing further efficiency. 

Shop floor reorganization included a new Production Manager, a Sales Quoting/Manufacturing Engineer, and 5 Supervisors assigned to the key departments.  A number of hourly people were promoted and reassigned.  A wall-to-wall physical inventory was conducted concurrent with implementation of a new production planning system.  A robotic laser was procured and a companion brake unit provided very high payback for the company.

“Bottom line:  we survived at a time when our two closest competitors in Rochester closed.  You (MEP) may well be responsible for retaining forty jobs in New York, in an Empire Zone in Rochester.”  John Wischmeyer, VP and Chairman of the Board.