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What It Takes To Be A Top Manufacturing Company

What We’ve Learned As A Market Leader

What does it take to be a top manufacturing company?

With almost 50 years in the business and recent recognition as a “Made in the USA” success story by Construction in Focus, Universal Polymer & Rubber has learned the steps it takes to become a market leader.

Through the years, we’ve remained true to our roots, building upon our original foundation to branch out into additional markets to serve our customers in transportation, cargo control, construction, pipe manufacturing, automotive OE supply chain, and general industrial markets.

1. Set Yourself Apart By Staying True To Your Values

Companies that set themselves apart from the competition do so through continuous hard work, a strong desire to learn, and an understanding of industry dynamics.

Manufacturing is competitive businesses and companies must be able to address and adapt to issues like the growing skills gap, the dwindling interest in core manufacturing as a career choice, or imposed tariffs on a moments notice. Fluidity from top executives down to starter employees is a necessity.

2. Embrace Innovation & Excel Where You Can

 The next key to success is understanding competitive pressures and embracing innovation. As an example, at UPR, we implemented a mobile unit as a way to better serve customers. Using a specially-equipped trailer, we can provide hydrostatic testing and custom product modifications for customers on location. We take pride not just in our ability to offer quality products, but also in our excellent customer service.

3. Stay Competitive By Branching Out

 Sharing our experiences can help other companies refine their business models to be more competitive and successful.  Facing diversity with versatility means that you don’t have to rely on one market for success, leading to less of a struggle when the markets fluctuate.

Simply stated: take on other proponents that complement the “bread and butter” of your company.

4. Make Strategic Acquisitions, Then Stick to Your Strategy

 We attribute part of our enduring success to our strategic acquisitions.  With a total of five acquisitions, Universal Polymer & Rubber has always strived to become one of the largest non-mixing polymer fabricators in the United States. Through these acquisitions, we are able to offer a variety of polymer solutions including rubber extrusions, plastic extrusions, rubber molding, tarp straps, and gaskets.

5. Get to Know Industry Experts Like UP&R

Follow our blog, Twitter, and LinkedIn to stay up to date on current industry news, trends, and more best business tips. For more information on what you read today or for more information on any of our products and services, contact us.

Competitive Manufacturing: A Delicate Balancing Act

Today’s business environment is unique and highly competitive. As manufacturing comes back in a big way, and domestic manufacturing, specifically, is reaching new heights, companies must find the right balance to stay ahead.

Take, for example, the role of a senior manager in a medium-sized manufacturing company. This person must wear many hats. After all, most companies don’t have the full amount of personnel—especially in these times of fewer skilled workers—to have someone handle short-term strategies and another to handle long-term.

The senior manager, therefore, has multiple responsibilities, and must juggle them all well, focusing on both the short and long term. He or she must also be able to switch these multiple hats many times throughout the course of a day. This is especially true when the company focuses on lean operation.

A major factor is to isolate each customer and his or her industry, looking at them all as individuals and focusing on their specific needs for domestic supplies. For auto industry customers, for instance, automotive rubber products are typically shipped out a year or two after the initial quote, and the prices of raw materials and gas can change in this time period. This needs to be taken into account and monitored closely along the way. For other industry clients, the factors will differ and should always be considered.

In this way, the senior manager is responsible for being involved on many levels, while balancing so many tasks: new business growth, sales input trackables, industry forecasts, company projects, and, of course, each customer and industry.

By achieving this delicate balance, the short and long term will correlate, and a lean operation will stay lean but effective. A good business—with a very good senior manager—can make this all work. At Universal Polymer & Rubber, we’re proud of every member of our hardworking, dedicated staff, including our senior management, and believe we effectively achieve all our goals while putting our customers first.