Now based in Easton, HindlePower began in the early 1970s as the New Jersey-based Power Systems division of HITRAN Corp. After nearly 30 years of growth, the company relocated to Pennsylvania in 1999 and renamed itself HindlePower in 2001. The 75-person firm specializes in the manufacture of constant voltage float battery chargers for stationary applications and utility companies. Most major battery manufacturers offering utility and stationary products have selected HindlePower as the charger companion for their batteries, either under a private label or a distribution agreement.
Twelve years ago, when we came to Pennsylvania, we were a tiny player. We’ve grown pretty steadily, and we’re now an industry leader across the U.S. I don’t think any of that would have been possible without MRC. ….William Hindle, President
“It’s all about the people,” company president William Hindle said. “I’m fond of saying that we grow people, and we build battery chargers on the side. The company wanted to improve its operations and provide opportunities for its employees to grow. To do so, they partnered with Manufacturers Resource Center, a NIST MEP affiliate, on four separate projects.
HindlePower leaders took part in two MRC leadership programs: the CEO Forum and the Manufacturing Leadership Institute. MRC Lean Manufacturing experts also taught employees 5S (sort, set in order, shine, standardize, sustain) and other operational excellence tools contained in its Lean Master Certification program.
HindlePower benefited from its leaders’ experiences in the MLI and CEO Forum. MLI provided a valuable learning opportunity for managers. “Every company has the same pains in some form or fashion,” HindlePower quality manager Nick Dzomic said. “MLI gave us a network to tap our peers for 12 weeks. It teaches you a lot about you, how you should be as a leader and how to envision where the company should ultimately end up.” The 5S implementation focused on helping HindlePower become more efficient in turning raw materials into a finished product – an area where they were “good but wanted to become great.” The company has since become more efficient in the process and overhauled two departments based on MRC’s lean recommendations. They’re positioned to handle the increased workload while satisfying customers. “When you only focus on the bottom line you lose, but when you focus on people you win,” said Hindle. And MRC has helped the company do just that.
• 30% growth in 4 months
• Six-fold productivity increase
• Build time cut from eight hours to two