Cole Anderson, assembly manager at PDC International Corp., transformed manufacturing operations through process improvements and cross-departmental collaboration, achieving 90% on-budget assembly and consistent on-time delivery.
- Promoted from machine assembler to assembly manager by demonstrating advanced technical skills and leadership qualities
- 90% of machines now assembled on- or under-budget with consistent on-time delivery
- Chairs PDC International's mid-management EOS Leadership team, improving communication across engineering, inventory, machine shop, and assembly departments
- Developed personalized project management and notetaking systems to handle transition from floor tasks to multiple project oversight
- Prioritizing modernization of Factory Acceptance Test protocols and feedback mechanisms for enhanced efficiency and quality
During a global pandemic, when industries worldwide faced unprecedented challenges, Cole Anderson, assembly manager at PDC International Corp., encountered an unexpected opportunity. This chance encounter marked the beginning of a journey into the world of packaging.
Anderson quickly earned the respect of his more senior co-workers with his advanced technical skills, attention to detail, and leadership qualities when he came on board as a machine assembler. He was promoted to assembly manager and implemented process improvements in the assembly department. Now, 90% of the machines are assembled on- or under-budget. On-time delivery schedules are met consistently, and the company is better prepared for factory acceptance tests. Anderson chairs PDC International’s mid-management EOS Leadership team, and through his direction, communication among the engineering, inventory, machine shop, and assembly departments has improved immensely, resulting in better workflow and morale.
One of Anderson's early challenges was transitioning from managing a few tasks on the production floor to overseeing numerous projects, which was a daunting shift. It required a new level of organization and communication, skills that were honed through trial and error. Developing a personalized system for notetaking and project management became essential, as did fostering open lines of communication with colleagues. This collaborative approach ensured that projects stayed on track and deadlines were met.
Collaboration and open dialogue have been pivotal in navigating these changes. Anderson emphasizes the value of discussing ideas with colleagues, regardless of age or experience. Such exchanges often reveal insights that might otherwise be overlooked, leading to improved solutions and strategies.
The diversity of projects encountered in this role adds an element of excitement and unpredictability. Each new task brings the opportunity to work on different products, requiring tailored solutions for sleeve or neckband applications. This variety keeps the work engaging and offers a constant stream of learning experiences.
Looking ahead, Anderson’s focus is on modernizing internal processes and enhancing interdepartmental communication. By updating the Factory Acceptance Test (FAT) protocol and documentation, the aim is to align them with contemporary standards and accurately reflect the equipment's capabilities. Improving feedback mechanisms between departments is also a priority, with the goal of boosting efficiency and ensuring the delivery of high-quality machinery.
