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The Continuous Improvement Award is presented to the organization that exemplifies the use of systems of continuous improvement methodology that drive organizational behaviors aligned to a visual, detailed action plan and timeline. Reviewers will be looking for evidence that standards and work instructions are simple and visual for all work processes. It is important to provide examples of improvements made by following a scientific method, such as PDCA or DMAIC methodology.
We Pack Logistics exemplifies the use of systems of continuous improvement methodology to win the 2025 NCMEP Continuous Improvement Manufacturing Leadership Award
On April 29, 2025, We Pack Logistics, located in Southeastern, North Carolina, received the North Carolina Manufacturing Extension Partnership (NCMEP) Manufacturing Leadership Award for Continuous Improvement at the 2025 North Carolina Manufacturing Conference, MFGCON.
The NCMEP Continuous Improvement Award is presented to the organization that exemplifies the use of systems of continuous improvement methodology that drive organizational behaviors aligned with a visual, detailed action plan and timeline following a scientific method, such as PDCA or DMAIC methodology.
We Pack Logistics offers customized contract packaging, repacking, display, and co-manufacturing services with the accuracy and quality essential to brand integrity. Capabilities include kitting and assembly, bundling, case forming, preprinted and clear shrink, carton filling, POP display building, and multi-packing. The company also offers clean room, freezer, or temperature-controlled packaging solutions and embedded services in its customers’ facilities. We Pack’s network of facilities across North Texas and North Carolina provides strategically located space with single-day ship coverage to most of the United States. One of the standout features of We Pack Logistics is that, despite being a smaller family-owned business, they possess the systems, equipment, and capabilities to meet the demands of companies of all sizes.
In partnership with Richmond Community College, We Pack secured over $81,000 in funding, resulting in a capital investment of $1.4 million.
We Pack Logistics received the Customized Training Program funding in 2022 and began focusing on creating a culture of problem-solving and continuous improvement. The We Pack continuous improvement team started by assessing the current state of operations and identifying the necessity of taking a methodical approach to improve the current state of the business for future growth in a competitive market. Participants employed various lean tools, such as root cause analysis, kaizen events, Gemba walks, and, most importantly, employee feedback. This approach fostered engagement and collaboration across departments, enabling the identification of opportunities that resulted in the development of best practices and enhanced efficiencies.
The top three problems identified were:
- Conflict due to lack of communication and teamwork
- Downtime due to startup, extended breaks, lunch, changeovers and shutdowns
- Lack of structured rotation
After identifying the specific opportunities, the team was able to standardize and address the changes that were necessary to improve communications, teamwork, downtime, and rotation issues.
In addition, We Pack Logistics’ leadership offered bonuses to line workers and line leaders to encourage participation in continuous improvement processes. By the end of 2024, as a result of the increased efficiencies, bonuses were paid to all team members.
— Tyler Graves, Regional Director of Operations
A commitment to a continuous improvement program provides undeniable positive results and increased productivity. For example, in 2022, at the beginning of the program, one line at We Pack Logistics packed 745 units per hour, or 5,962 per shift. By mid-February 2025, the same line was packing 1,007 units per hour, or 8,057 per shift. By the end of 2025, the company aims to produce 10,000 cases per shift through an online-focused continuous improvement initiative.
We Pack implemented several actionable enhancements, focusing on ergonomics and safety. Key improvements included refining the orientation process and standardized communication through visual aids such as communication boards, line layout mapping and digital production trackers.
The company reduced staffing by 15% while improving output. “By taking a strategic approach to the improvement of our processes and people on our highest volume line, we were able to use the momentum from this success story to fuel future continuous improvement efforts across our facility,” said Clifton Dial, Operations Manager.
Taking a strategic approach and creating a team to observe and analyze our improvement initiatives helped We Pack Logistics build a motivated and data-driven team.
The continuous improvement efforts have opened up opportunities for We Pack Logistics to procure other customers/products due to the efficiency and output possibilities.
– We Pack Leadership Team
