"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 to McElroy Manufacturing and Tulsa Tube Bending 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.

Restoring glory and dignity may feel to some like it's too aspirational, too much to take on, but it is in fact very achievable. It's the little things that add up: sharing grateful appreciation to co-worker on the line, providing the opportunity for financial wellness by offering Dave Ramsey's program to employees, cooking birthday breakfasts and so much more. 

Follow #GloryandDignity on Facebook. LinkedIn, Instagram and Twitter to see the movement in action. 

You can probably already think of a million examples of how you've seen glory and dignity being restored at your work or how you've become more of a "whole being" because of an opportunity given to you. Tell us your story. Help us create this movement. Tag these instances on social with the hashtag #gloryanddignity, so we can celebrate with you and others can be inspired.

Tips For a Successful Internship Experience From an Intern's Perspective

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?

For the summer of 2019 I applied to five internships.  One out of the five was sent to me by my uncle.  Not expecting a response or interview, I said “why not” and applied to Cambridge Engineering.  Cambridge was out of the norm compared to the other companies I applied to, which were mostly advertising or public relations agencies.  I never thought I would be interning for a manufacturer, until now.  

I went through a two-step interview process involving the initial interview where I was able to record my own responses, and then the final video chat interview with the marketing team.  A few days later, I received a call from the Director of Marketing, Randy Niederer, saying I got the position.  

Initially, I was full of excitement, but as it got closer to my start date I began to realize that I know nothing about manufacturing.  Going into this position, I had no clue what to expect.  I am a marketing intern for an HVAC manufacturing company.  Now that is not what I expected to be this summer.

I assumed I would help out the marketing team with whatever they would be working on at the time and do some social media work.  What I didn’t expect was to basically shadow someone in the department.  As soon as I walked into Cambridge on my first day, Annie Krieger was waiting for me with a huge smile on her face.

I immediately felt comfortable and forgot about how nervous I was.  On my first day, Annie introduced to me every person that walked by.  We sat down, and went over a printed list of goals for me to accomplish with my time at Cambridge.  Annie told me, “It’s not what you can do for us, it’s what we can do for you”.  This has really stuck with me throughout my internship and made me realize three things: they know I don’t know what I’m doing, they know it can be intimidating, and they want to teach me, not take advantage of me.

I am now in my last week at Cambridge, and I can truly say I have learned A LOT.  Of course, I’ve learned about marketing: how to track social media analytics, create video and social media content, update the website, and develop a campaign.  I write blogs, press releases, and I even get to sit in on meetings with other agencies.  What I didn’t expect to learn about is culture and people.

My knowledge of Cambridge prior to my internship was little to none.  Now I can confidently say that Cambridge is known for their organizational culture and caring for their people.  People from all over the nation visit us just to see how #cambridgeculture works.  Much of it comes from Cambridge’s adoption of Lean manufacturing.  In a quick definition, Lean is the elimination of waste to make one’s life easier.  It also empowers employees to make their own improvements to their work routine, not instructed by their superiors.

This lean thinking will be a major takeaway from my time at Cambridge.  I learned that even in business, people deserve to be treated with respect, applauded for their successes (big or small), and that organizational health is vital for a company to thrive.  I learned how to make my own lean improvements and that this concept can be carried over into my personal life. 

When I reflect on what I’ve done so far at Cambridge, I realize I have learned more about marketing, public relations, people, and myself.  When I think about what I still want to accomplish, my personal goals are to become more comfortable and confident when I speak or write about content I may not have background knowledge on.  

So if you are an employer hiring interns, I have some recommendations on how to provide the best experience for your interns.

  1. Remember they are nervous.  Most of them have not worked in the “real world” before so clearly express your expectations of your intern.  These expectations should be accessible to your intern, so I recommend providing them with a copy.  This way, they have set goals to work towards along with their personal goals.
  2. Consider having someone for your intern to shadow.  I can imagine it would be quite confusing trying to execute an intern position without a mentor.  That’s why I am very thankful Annie took me under her wing.  She not only is there to answer any of my questions, but takes every opportunity to teach me something new every day.  By having someone to shadow, your intern establishes an initial bond and trust with one person.  This comfort they experience will most likely give them greater confidence to approach others throughout the company.
  3. Be a leader, not a boss.  The people at Cambridge guide me on what I should be doing, but I also have the freedom to make my own choices and mistakes.  This is how I learn, because in the “real world” I won’t always have someone instructing me every step of the way.  
  4. Make it a learning experience.  Use what your company has to offer and help shape the future of these young adults who are thirsty to learn from you.  I promise whether your intern ends up working full time for you or somewhere else, they will never forget what they learned from the people that took a chance on them and offered them an internship.


Remember, it’s not always about what your intern can do for you, it’s what you can do for them.

P.S. My advice for internship seekers: Step outside of your comfort zone!  Keep your options open.  It’s not where you work, it’s the people you work with and the mission you work for.

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. 

In most cases, an operator would pull the “Andon Cord” - a rope located above the manufacturing line which signals to everyone that a problem has been detected in a specific location on the line. Because of its benefits and empowerment to employees, Cambridge decided to adopt its own form of Andon.

Instead of using a typical Andon Cord, we chose to use the Voxer App.  Voxer is a “walkie talkie-like" app that can be downloaded on smartphones or computers. This app was chosen because, unlike the traditional Andon method, it allows various forms of access to the individuals working the line. However, if expectations are not set clearly on how corrective action should be taken as problems arise, Cambridge will not be able to utilize the full potential of everyone’s ability to help.

Before alerting all operators of an issue, we set up parameters to follow. If an operator can fix the problem in less than 10 minutes, the operator should attempt to solve the problem by his or herself. If the problem will take more than 10 minutes to fix, the operator is responsible to use Voxer to alert other employees for help. 

We also felt it important to set up certain levels of response. The supervisor, team lead and operations engineer are the first to assess the situation when called upon. If they cannot fix the problem, it continues to a higher level of support including engineering, supply chain, etc. If this level cannot fix the problem, it continues to an “all hands on deck” level of support.

The S-Series line is the first place to test Andon because it is an area in the shop that has an actual flow of work happening from one operator to the next. Unlike the other lines, the S-Series line has a takt time of 60 minutes per station when building a heater.

“Andon is about responding to issues immediately, finding the root cause of the issue, and putting a permanent corrective action in place so that the issue never occurs again”, states Cole Drussa, Operations Engineering Manager.

By fully adopting Andon, Cambridge also has the ability to document problems that happen on a daily basis. The data produced from Andon gives the engineering department knowledge of the frequency and severity of problems that interrupt the workflow.

Overall, the goal of Andon at Cambridge is to remove anything that inhibits flow.  Quality problems will be brought to the surface to be identified, the root cause will be established, and a final solution to the problem will ideally be found.  Through Andon, Cambridge plans to document and fix problems permanently.