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Virtually all of the products at Tulsa Tube Bending are custom, made-to-order. The company serves a diverse list of buyers with pieces
varying from traditional petroleum applications to modern architectural designs. Capable of bending pipe in sizes ranging from 1 inch to 28
inches in diameter puts the company on a very short worldwide list of suppliers with such ability.
Traditional shop floor control
of work produced long lead
times, high costs, large
inventories, and quality
problems. The skill and
experience levels of the
employees were high,
however, and lent themselves
to team formation,
participatory decision
making, and Lean Enterprise.
It's Everywhere.
NFL goalposts
Pipe coil heaters along the Alaskan pipeline
The Mexico City train station
Fertilizer coils in Chile
"Our gain-sharing program is tied to our improvement goals," he said. "Part of what we learned through Lean Enterprise was the
importance of open communication and group decision-making.The employees always know what the score is. Everything is out front.
There are no hidden management agendas." And the improvements transcend the company itself, making a real difference in the lives of
workers. "We have people going back to school; expanding their horizons; bettering themselves in all areas, not just things directly
affecting our operations.They are looking at life through different eyes. They are better for having worked at Tulsa Tube Bending and that
makes me proud."
One striking result was the reduction in employee turnover. That rate of change was reduced from 175 percent to 17 percent last year.
"That's the kind of thing that directly affects our bottom line. It costs our company anywhere from $40,000 to $50,000 when there is a
personnel turnover."
What might be most impressive is the timing of all this change.
"With the help of The Alliance we are doing great for any economic cycle," Frank concluded. "We're growing in market share as the
market shrinks. We've come through these efforts much stronger-stronger than we've ever been."