ATS Printing: Streamlining Operations and Unlocking Growth Opportunities
MMTC helped us work smarter, not harder. We’re running more efficiently, pricing smarter, and delivering greater value to our customers.
-- Bill Coppens, Production Manager
ATS Printing (www.atsprinting.com), located in Bay City, MI, employs 95 people at their 60,000 sq. ft. facility. With more than 35 years in the industry, ATS Printing provides full-service apparel solutions for clients, including screen printing, embroidery, and large format printing. They offer in-house graphic design, fulfillment, and marketing services, managing everything from corporate branding and team spirit wear to event packages, with a focus on both large and small orders for businesses and individuals.
Challenge
Focused on identifying growth opportunities and meeting both current and future customer demand, ATS Printing aimed to diversify its product lines. To do this effectively, the company would need to assess its existing operations. This assessment would help ATS Printing identify which products were driving the most value and which areas had potential for expansion. By understanding their current state, they would be able to make informed decisions about which new products to introduce, ensuring that any diversification would align with market demand, optimize resources, and support sustainable business growth.
Solution
With a trusted relationship spanning nearly eight years, ATS Printing partnered with the Michigan Manufacturing Technology Center (MMTC) to support operational improvement and growth. Onsite assessments identified opportunities aligned with ATS’s goals to increase efficiency, improve workflow, and strengthen company culture.MMTC supported the implementation of 5S and Visual Management across production, improving organization and scheduling and resulting in measurable gains. Six presses and seven embroidery machines each gained an average of one additional hour of productive time per day. An office Kaizen and process mapping initiative further reduced lead times and improved communication, particularly in the mezzanine fulfillment area. Changes such as improved racking, custom boxes, and optimized walking aisles increased both usable shelf space and floor space by 50%, removing a key growth constraint.ATS also participated in a Cost Identification and Management Kaizen, shifting pricing strategy from lowest cost to value-added offerings. With involvement from department heads and the owner, the effort clarified true production costs and better aligned labor, pricing, and customer value.
Results
- Cost Savings: $50,000New Investment: $80,000Jobs Created: 2New Sales: $150,000Retained Sales: $500,000