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Waste acoust a-fiber

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Kirk French

Acoust-A-Fiber, a supplier to the auto industry, saw its volume drop more than 50% during the recession from 2008-2009, forcing it to lay off many employees. In 2010, as business improved, Acoust-A-Fiber began rehiring workers thanks to reduced overhead costs from prudent cost-cutting measures during the recession. Specifically, the company worked with Expense Reduction Analysts to reduce waste management expenses, achieving 26% savings, which helped improve profits as business increased again.

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Case Study Savings during recession lead to increased profitability as economy improves Midwest Acoust-A-Fiber uses 26% savings in waste management to rehire workers Company position stronger as business improves As a Tier 1 supplier to the auto industry, Acoust-A-Fibers volume dropped more than 50% in 2008-09. The manufacturer found it necessary to lay off many of its 150 employees. In 2010, Acoust-A-Fiber began rehiring its laid-off workers, thanks to both improved business conditions and the cash it had on hand from prudent reductions in overhead costs. Cost-cutting measures taken during the lean times are helping 26% to generate increased profitability now, said Skip Allan, Acoust- A-Fiber President and CEO. Volume sometimes hides those problems, but after going through the recession, I think were going to be more sensitive to that. ERA reduces charges and improves service Project Information Having been through other downturns, Allan knew to avoid Expense: Waste Management random cutting. Instead, he called upon the G&A cost-cutting expertise of Expense Reduction Analysts (ERA). Industry: Manufacturing Supplier: Incumbent ERA Consultants identified ways to reduce expenses related to the waste generated from Acoust-A-Fibers manufacturing Savings: 26% process for acoustical and thermal composite products. ERA experts negotiated significant reductions in collection charges; reduced fees; eliminated some charges; capped annual increases; and greatly improved customer service. The cost-cutting measures we took during lean times are helping to generate increased profitability now. Skip Allan, President/COO Midwest Acoust-A-Fiber

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Waste acoust a-fiber

  • 1. Case Study Savings during recession lead to increased profitability as economy improves Midwest Acoust-A-Fiber uses 26% savings in waste management to rehire workers Company position stronger as business improves As a Tier 1 supplier to the auto industry, Acoust-A-Fibers volume dropped more than 50% in 2008-09. The manufacturer found it necessary to lay off many of its 150 employees. In 2010, Acoust-A-Fiber began rehiring its laid-off workers, thanks to both improved business conditions and the cash it had on hand from prudent reductions in overhead costs. Cost-cutting measures taken during the lean times are helping 26% to generate increased profitability now, said Skip Allan, Acoust- A-Fiber President and CEO. Volume sometimes hides those problems, but after going through the recession, I think were going to be more sensitive to that. ERA reduces charges and improves service Project Information Having been through other downturns, Allan knew to avoid Expense: Waste Management random cutting. Instead, he called upon the G&A cost-cutting expertise of Expense Reduction Analysts (ERA). Industry: Manufacturing Supplier: Incumbent ERA Consultants identified ways to reduce expenses related to the waste generated from Acoust-A-Fibers manufacturing Savings: 26% process for acoustical and thermal composite products. ERA experts negotiated significant reductions in collection charges; reduced fees; eliminated some charges; capped annual increases; and greatly improved customer service. The cost-cutting measures we took during lean times are helping to generate increased profitability now. Skip Allan, President/COO Midwest Acoust-A-Fiber