Plant Tour, DWM 2004

September 2004

“It’s Not Just A Name”
BiltBest Really Does Aim to Build Best
by Alan B. Goldberg

Arose by any other name is still a rose.” The same can be said of a slogan. Whether it’s called a cliché, catchy phrase or a catchword, it is still just that, unless it takes on its own meaning. And in the case of a window and door manufacturer approaching a half-century of service, that is what is happening. For Ste Genevieve, Missouri-based BiltBest Windows, change—in management, direction, philosophy, culture, policy, marketing and manufacturing—has put this company on a new path and added another dimension to, “It’s Not Just A Name.”

History
Located less than a mile from the National Landmark Historical District of the quaint village, Ste Genevieve, 60 miles south of St. Louis, BiltBest Windows has been active in this community since the early 1950s. Founded by Morris and Paul Eisenberg in 1946 in Nassau County, N.Y., the company was a housing component manufacturer, producing cabinets, doors and millwork trim. A government contract to manufacture wooden ammunition boxes brought the company to Clarence, Mo., in 1950 so it could be closer to the three national U.S. Army arsenals. Three years later, when the government switched from wood to metal ammunition boxes, the company lost the contract and relocated to Ste Genevieve to focus on housing components. With a new manufacturing plant that had more than 300,000 square feet and room for expansion, the company started to design and supply window parts to dealers across the country.

In 1955, BiltBest introduced its first check rail, double-hung sash unit. Five years later, wood casement and awning windows were added, followed by sliding patio doors, bow and bay units and horizontal sliding units. Within two years, sales from the window and patio doors business exceeded the core component business and it was phased out.

By the mid 1960s, the company had engineered a number of “firsts” in the window industry. BiltBest became the first manufacturer to develop and patent a process to clad aluminum to the exterior of a wood window and the first to produce a triple-pane insulating glass unit, according to the company.

The company continued to expand its product line as sales steadily increased. In 1981, BiltBest introduced a redeveloped aluminum-clad unit, offering the option of 185 special colors. Three years later, it became the first authorized window company to manufacture the low-E coated PPG Sungate 100 insulating glass system. At the same time, the company recognized the need to expand and a major addition was made to the manufacturing plant, with new corporate offices. In the 1990s, BiltBest also manufactured a complete line of vinyl new construction windows and its Sentinel polycellular full jamb window—the first to be introduced to the window industry.

There have been many owners since the death of co-founder Paul Eisenberg in 1969: St. Louis-based Contico in 1969, San Francisco-based Di Giorgio Corp. in 1979 and Hanson Industries, a European company, in 1990. BiltBest was eventually merged with another Hanson acquisition, MW Manu-facturing. Since 1999, the company has been a wholly-owned subsidiary of Strategic Industries Inc.

A New Era
The year 2002 marked the beginning of new era for the company, according to vice president of sales and marketing, Howard Hardcastle.

“The last few years represent the rebirth of a 50-year old company,” he said. “We have a very different dynamic today and a very defined niche: to provide high-quality wood windows to a high-end residential market.”
Hardcastle also pointed out that the company has no intention of selling to national chains or the big boxes which is what will distinguish it from competitors.

“We’re a small player in a huge market and we don’t have to be big to be successful,” he said.

He explained that there is a new image and style as part of refocusing the company’s direction.

“We have a vision to provide the right environment for our employees to operate in an atmosphere that will generate a high level of personal service to our customers.”

Impact on Manufacturing
The impact of all the changes, especially with a stronger marketing effort, has been in manufacturing.
“We’re changing from established inventory-driven manufacturing methods to a just-in-time environment, making windows to order,” said Henry Boots, vice president of operations.

People
Boots pointed out that the company’s biggest change had to do with people—more than 175 of them.
“This operation was previously run as a job shop with priorities that are very different from ours,” he said. “For us, investing in people was critical if we were to be successful in implementing all of these changes. They have to understand what we are doing, why we are changing everything and the importance of their role. They have to buy into the change. In essence they become owners and we are there to provide leadership.”

He described a number of company programs, including one started in April called “The Great Game of Business.” This was designed to bring people into the world of business so they have an understanding of labor cost, overhead and where they fit it. The key to the quality program addresses what Boots refers to as “root-cause analysis.” In other words, it is corrective action that includes suggestions on how to prevent another occurrence.

“For the first time, we are measuring the things that we do to determine some level of efficiency. We are performing time studies and there to provide leadership.”

He described a number of company programs, including one started in April called “The Great Game of Business.” This was designed to bring people into the world of business so they have an understanding of labor cost, overhead and where they fit it. The key to the quality program addresses what Boots refers to as “root-cause analysis.” In other words, it is corrective action that includes suggestions on how to prevent another occurrence.

“For the first time, we are measuring the things that we do to determine some level of efficiency. We are performing time studies and evaluating our changes. Already we are seeing improvements in many areas,” he added.

Reducing the accident rate in the past two years by more than 70 percent is one example.

Material Management
“If we are operating on a just-in-time mode, we want all products to be produced in 10 to 15 days and shipped out rather than stocking large inventories,” said Boots. “This is all part of our lean manufacturing implementation.”
He explained that one of the biggest challenges he faces is moving material efficiently from one point to another. The company’s ultimate goal is smooth production flow with a minimal handling of the product. The plant has been set up for continuous flow from back—where materials and components are received—to front where there are eight loading docks.

The company has its own fleet of 11 trucks and 17 trailers and that continues to grow.

At one time, Boots said the operation was set up by product line and was not very efficient.

“We are combining production lines so there is a smoother flow and more flexibility,” he said. “We are making progress by replacing excessive handling of the product with conveyors and assembly systems. We don’t want people to pick up the product and carry it to another location. To put it another way, we are moving from a batch-system type operation to continuous flow throughput.”

The recent purchase of an automatic tilt-table has reduced handling in the assembly area. Other high priority improvements include automation of the sash assembly, automated hardware installation and door routing systems, all of which will replace manual steps.

Strategic Partners
Determining which operations will remain in-house and what can be done more efficiently outside is an on-going issue.

“We evaluated each operation and determined that the manufacture of insulating glass units could be done better, faster and more efficiently by a reputable manufacturer,” said Boots. “Based on its track record, Cardinal Glass was selected as a strategic partner to supply us with IG units.”

The company was able to use that space for the manufacture of its radius line of windows which were being outsourced. The growing demand for specialty shapes and the ability to manufacture them cost effectively inside were the reasons for the change.

“We have a new bending and shaping unit on order which will give us a lot more flexibility in producing these various shapes,” he said.

Another area impacted by change is the milling operation.

“We took a hard look at the costs associated with our milling operation and compared it to the efficiencies of similar mills that supply the just-in-time components,” said Boots. “We decided go outside for a segment of this work. Once again, we selected a few reliable strategic partners while we made improvements in our in-house operation.”

A new Weining Hydromatic moulder offers more flexibility, faster set-up time and precise machining tolerance. Other improvements are new grinding heads and machining equipment for profile cutting tools.

As far as the future of the internal milling operation, Boots believes it could be become much smaller as long as just-in-time suppliers prove to be cost effective.

Final Assembly
As he evaluates, automates and consolidates lines, Boots applies one basic rule of thumb.
“We have to focus on what we do best and that is final assembly. And we have to use reliable sources to make what we can’t do efficiently.”

Presently, the plant operates on a single, five-day shift in 300,000 square feet of space.

Looking Ahead
Hardcastle sees the effects of the changes that are being implemented.

“New customers are coming to us because they are not just a number. We are providing personalized customer service that is based on establishing relationships,” he said.

He cites many advantages to being a smaller player such as fast reaction time, and the uniqueness of the company warranty—the first extended warranty for which homeowners can apply.

“We are the most southern-based company in the industry. From a transportation and distribution standpoint, we have distinct advantages.”

“We have changed an environment, a culture, the way we do business and the way we manufacture, making the biggest investment in our people; and the market has responded. All of this happened in a short span of two years,” said Randy LaMotte, president.

“I think our slogan says it best, ‘It’s not just a name.”