Success Stories
Highlighting Innovation in Manufacturing
We've asked Colorado manufacturers to share what's unique about their companies. Find out here.
Lafayette
All told, CTD credits CAMT with helping increase sales more than $2 million, with the potential for significant additional sales.
Golden
With more efficient systematic workplace processes, ERA has realized $600,000 in increased sales and $125,000 in cost savings.
Englewood
Since expanding in Colorado, BEST estimates approximately $800,000 in expenditures with local suppliers in 2009. In 2010, that number increased to $1.6M and $3M in 2011. In 2012, it is expected that BEST spending with local suppliers will exceed $12M – $15M. In addition to BEST’s growth, Colorado companies supplying BEST have hired employees to fulfill BEST contracts.
Grand Junction
CAMT helped Quick Pits design an efficient, cost-effective, quality manufacturing system in order to introduce their product to market as soon as possible, as well as meet the projected demand.
Wheat Ridge
With 2009 total sales of $4.2 million and 24 employees, Lifeloc embarked upon a strategy to fuel its growth and profitability through new products, technology transfer, and export market development. Lifeloc president and CEO Barry Knott contacted CAMT and was surprised at the range and depth of support he found to help make his vision a reality.
Pueblo West
CAMT identified GPS Source as a Veteran Owned Small Businesses (VOSB) capable of reverse engineering and manufacturing critical need hard-to-source parts.
Fort Collins
Wolf's participation in CAMT's ExporTech program helped increase foreign revenue by 4% annually.
Arvada
Sorin underwent Lean Manufacturing and Value Stream Mapping projects, as well as Kaizen Blitzes to reduce process steps and gain efficiencies resulting in financial impact.
Loveland
CAMT and Amerimax are conducting a series of Value Stream Improvement (VSI) projects to identify the critical process areas needing change to increase efficiency, accuracy and customer satisfaction.
Denver
Dawn's Denver facility embarked on a company-wide Lean Manufacturing training program designed to eliminate non-value added activities in the fall of 2007. CAMT helped Dawn identify and apply for multiple grants to contribute to training and implementation costs, and then built a comprehensive continuous improvement plan involving all departments of business.
