We all know what Employee Engagement means, getting our employees to be present at work. Getting them to make things better, paying attention to quality and making sure our customers are taken care of. But how do we get it?

Corporate leaders know that creating daily rhythms can make the difference between a “great idea” and a lasting impact on you and your company. These rhythms can range from a team touchpoint meeting on goals to spending 20 minutes reading up on industry trends and news. A specific rhythm that makes so much sense logically, but can be hard to exercise is giving daily gratitude. It’s not lost on us that sharing gratitude and showing vulnerability in that manner can seem out of place at work, and uncomfortable for some.

Changing perspective might be your game changer. It certainly was ours. “Helping Leaders Create Better Working Environments for Hard Working People” is the message on the home page of our website. It signals for the reader, the answer to the question “What is it that you do?” For years, we answered that question by saying that we are an HVAC manufacturer. Technically, that is true - however, “What we do” is help business leaders support their people by delivering systems/processes/support along with our equipment that create comfort and well-being for an organization’s most valuable asset – their employees.

"My passion is to restore Glory and Dignity back to US Manufacturing." This ambitious statement was first articulated by our CEO, John Kramer, during a lean exposure trip in 2017. Since then, it's become our mantra at Cambridge, demonstrating what we we all know is true: that the people working within the manufacturing industry are elevating perceptions and creating a huge impact on the overall national GDP. And we need to celebrate them.

Internship.  The word that is always in the back of most college students’ heads.  Where do I start?  How do I get one?  Is my resume good enough?  Am I good enough?

Cambridge has recently decided to test the Andon strategy from the Toyota Production System in conjunction with the lean manufacturing already being practiced at our shop. Andon is a popular form of visual management used in lean, designed to alert operators of problems as they occur in order for corrective action to be taken immediately. Originating from the Jidoka methodology used in Toyota’s production system, the system empowers employees to recognize problems and take initiative to stop the workflow without waiting for their superiors to do so.