At this point of the project we will visit the job site a second time to double check our drawings against the actual field conditions. Typically if there are any errors on our part, or any other trade's part, we will discover it while double checking all of the dimensions in each and every room. If there are any errors or discrepancies, we will notify the appropriate person immediately.
The next step for us is to engineer your project, which simply means that we will review every detail of the design and check for any potential issues that may arise from the design. This includes things like making certain that the knob on a drawer on one wall of an L-shaped corner will not interfere with a drawer, door or appliance on the opposing wall. This is a painstaking and tedious process, but it is one of the most important aspects of providing custom cabinetry. Each and every project is unique, and we are not installing stock cabinets in 3" increments that will allow the cabinet supplier to substitute a different sized cabinet if one does not fit properly. We have to get it right the first time.
Once the project has been engineered, we then begin placing orders for the materials required to produce your cabinetry. All True32 Custom Cabinetry affiliates practice Lean Manufacturing. One aspect of this methodology means we do not stock large quantities of raw materials. Each affiliate only orders what is needed, which frees manufacturing space to be used for what it was intended to be used for (manufacturing and not storage), which also preserves precious cash flow.
The manufacturing philosophy of Aamodt Companies, Millwork & Cabinetry Division is that we only use top of the line materials, finishes, and components to manufacture our cabinetry. We will not compromise on this, primarily because we have to warranty our product, but secondarily because it is just not the right thing to do. To be competitive with other manufacturers that do compromise on the materials used, we have to be extremely diligent to drive out every form of waste that we can, and the elimination of excessive stocks of raw material is just one example of our continuous pursuit of eliminating waste.
Another aspect of this philosophy is in the manufacturing process itself; we are constantly looking for ways to remove waste from every process. We are constantly evaluating ways to eliminate any unnecessary handling of parts from our processes, always looking at how we do what we do and trying to find better ways to do it. We are resolute in our conviction that we need to remove the opportunity for mistake from each of our processes, and to set the next person up for success. This mind-set is obvious when you visit any of our affiliate plants; you will see operations manuals with supporting technical drawings throughout every True32 plant, which supports our deep desire to get it right the first time, removing the waste involved in re-works and defective product. Our three golden rules are as follows;
Keep it Simple Socrates (K.I.S.S.)
Remove the opportunity for mistake from the process
Set the next guy up for success
Our deep seated beliefs in the validity of the theory of constraints provides each of us with a system of ongoing change. The theory of constraints is based on a very simple belief that every system that is made up of dependant events (i.e., any manufacturing environment is nothing more than a series of dependant events) and is limited by the weakest link in that system. Like a chain, our manufacturing systems are only as strong as our weakest link. We understand that to improve anything we must change it, but we keep in mind that all change is not necessarily good change. As a group, we are constantly analyzing our systems, looking to identify our weakest link (constraint) and to manage it to its utmost. Our throughput is determined by this weakest link, and once we recognize this and accept it, then we can become effective managers by focusing the appropriate amount of our attention on the thing that limits our progress.
Our dependence on the thinking processes provided by the theory of constraints is what makes our affiliates unique in the service portion of our industry. It is very uncommon for any trade or sub-contractor in the construction field to have a good track record when it comes to on-time delivery, but our affiliates deliver on-time every time year in and year out. As a group, we have an undisputable record of on-time delivery. We do not make promises we cannot keep, which simply means that when we say we are delivering your cabinets, we really will be there.