In today’s manufacturing environment, operational excellence depends on far more than advanced equipment and floor layout. While technology plays a critical role, true performance is driven by disciplined processes, structured problem-solving, clear communication and accountability at every level of the organization. For us here at Dane Manufacturing, strengthening these fundamentals has become a strategic priority. One methodology that has proven highly effective in supporting this effort is SQDC+ (Safety, Quality, Delivery, Cost and 5S). The implementation of SQDC+ across the shop floor is already delivering measurable improvements in productivity, quality and employee engagement. More importantly, it is helping establish a consistent way of thinking and working that supports continuous improvement and long-term operational excellence.
Why SQDC+ Matters
The primary purpose of implementing an SQDC+ methodology is to create a consistent, and transparent way to identify, communicate and solve problems where they occur–on the shop floor. Too often in manufacturing environments, issues are addressed only after they escalate into missed deliveries, quality escapes or safety incidents. Our strategic decision of implementing SQDC+ at Dane has shifted the focus from reactive firefighting into proactive problem prevention.
By organizing daily conversations around Safety, Quality, Delivery, Cost and 5S, teams are encouraged to look at performance holistically rather than in isolation. This structure ensures that problems are identified early, discussed openly and addressed before they impact customers or downstream operations. It also provides a common language across all departments, reducing misunderstandings and aligning priorities through easier communication.
Equally important, SQDC+ gives every employee a voice. Floor operators, technicians and support staff are closest to the work and are often the first to see issues developing. Through SQDC+, employees at all levels across the organization are encouraged to raise concerns, suggest improvements, and participate in solutions. This company-wide inclusiveness not only leads to better decisions but also fosters a stronger sense of ownership and engagement. Accountability is built into the process. Problems are not simply disregarded or visited down the road; they are assigned clear ownership, tracked on the board and followed through to completion. This disciplined approach ensures that issues are resolved systematically rather than repeatedly resurfacing.
How SQDC+ Has Been Implemented
The SQDC+ methodology has been rolled out across several key areas of Dane operations, including blanking, forming, painting and welding. These areas represent critical steps in the value stream, making them ideal starting points for embedding structured problem-solving into daily work. Plans are already underway to expand this methodology across the entire shop floor as the process continues to mature.
Each participating area is equipped with a dedicated SQDC+ board that visually tracks performance, issues and actions related to each category. These boards serve as central communication hubs, making priorities, problems and progress visible to everyone. Visual management ensure that information is accessible at a glance and reinforces transparency and promotes accountability.
To support this structure, teams are holding meetings before every shift. These brief and focused discussions allow teams to:
- Review safety concerns, required precautions and quality issues
- Discuss delivery and throughput challenges
- Identify emerging problems before they impact production
- Assign ownership and timelines for corrective actions
This daily cadence has helped establish SQDC+ as part of the daily routine rather than occasional exercise. Over time, these meetings will become more efficient and maybe fall back to once a week, as to continue reinforcing their principles without disrupting production.
Early Impacts on Behavior and Performance
Even in the early stages of implementation, SQDC+ has begun to influence both behavior and performance across the shop floor. One of the most notable improvements has been enhanced part checks across all participating departments. By placing a stronger emphasis on quality during daily discussions, teams are identifying defects earlier and preventing larger issues down the road from happening. This proactive approach has resulted in significant improvements in overall quality and a reduction in rework. Many of these improvements start as small wins–minor process adjustments, clearer work instruction or better housekeeping, but they stack up and collectively are driving meaningful change at Dane. In some cases, small notices during SQDC+ meetings have sparked broader continuous improvement projects. These projects are helping Dane push for excellence and better customer satisfaction.
Beyond measurable metrics SQDC+ has strengthened communication and collaboration. Employees are more aware of how their work impacts upstream and downstream processes, fostering a greater sense of shared responsibility and process knowledge. Cross-functional discussions have become more common, breaking down silos and encouraging teamwork.
The Role of Leadership and Accountability
Leadership engagement has been a key factor in the success of SQDC+ at Dane Manufacturing. Supervisors and managers actively participate in daily meetings, reinforcing the importance of the process and supporting teams in removing barriers. This visible commitment sends a clear message that SQDC+ is not a temporary initiative, but a core element of how the organization operates.
Accountability remains central to the methodology. Each issue raised is assigned a clear owner, along with expectations for follow-up and resolution. Progress is reviewed regularly, ensuring that actions are completed and lessons learned are shared. This disciplined follow through builds trust in the process and prevents issues from being overlooked or forgotten.
Ensuring Long-Term Effectiveness
To keep SQDC+ effective and sustainable, the process will continue to evolve. As teams become more comfortable with the methodology and recurring issues are resolved, there may be opportunities to adjust the frequency or duration of meetings. The goal is to maintain accountability and visibility while maximizing time available for production.
Another important next step is strengthening ownership and support structures. Individual engineers will be assigned specific responsibilities on the shop floor as extra supervision.
The long-term vision for SQDC+ at Dane Manufacturing is clear. Our Vice President of Quality and Continuous Improvement, Randy Hilgart, explains that our mission is, “Reduce scrap, improve quality and increase throughput all while maintaining safety as the number one priority.” This will help Dane continue to push forward in the manufacturing industry.
Building a Culture of Continuous Improvement
By embedding SQDC+ into daily operations, Dane is building a culture of continuous improvement – one where safety comes first, quality is built into the process, and productivity improves through disciplined problem-solving rather than short term band aids. SQDC+ provides the structure needed to sustain these improvements and adapt to future challenges.
As the methodology continues to expand across the shop floor, SQDC+ will remain a critical tool for driving operational excellence. More than a set of boards or meetings, it represents a shared commitment to transparency, accountability, and continuous improvement. Through SQDC+ Dane Manufacturing is not only improving today’s performance but also laying the foundation for long-term success.
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