Why We're Effective

There's a lot that goes into producing finished components and assemblies. Part of it is TECT's long-term approach to the business. TECT is a financially stable supplier committed to becoming an unwavering partner for its customers. We utilize continuous improvement practices such as Kaizen, value stream mapping, Six Sigma and other lean manufacturing processes to improve every aspect of our business. It's this long-haul approach to sustained excellence and relentless improvement that makes TECT an effective partner and supplier for so many worldwide customers.

Dependable Supplier

TECT is a financially stable supplier that is in the business for the long haul. That's why we continue to expand our operations and to add new business units and capabilities to further integrate our supply chain. TECT practices a financially conservative approach that promotes long-term stability and success rather than focusing on short-term profits.

A stable and conservative supplier is important to customers in a cyclical industry. TECT achieves this through customer and market diversification and further supports long-term stability by investing back into the business to maintain competitiveness. In other words, we don't put all of our eggs in one basket. It's this fiscal foresight and planning that has seen us through our more than 110 years in the business. And it's this same approach that we will continue relying on to maintain TECT as a financially stable supplier for many more years to come.

Continuous Improvement

TECT has been a lean manufacturing organization for decades. Our deep skill set in the full tool belt of lean tools includes Kaizen, 5S and value stream mapping. Early in 2002, we embarked on a process of incorporating Six Sigma tools into our continuous improvement programs. In order to take our continuous improvement efforts to the next level, we have trained hundreds of employees as green belts, black belts and master black belts. In 2007, TECT began implementing the principles and processes of the Toyota Production System, bringing revolutionary change to the aerospace supply chain. The ultimate goal is to measure supply chain length in days instead of weeks or months.