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The management of Metal Bernard Inc. firmly believes that continuing improvement is the only way to stay productive in an ever-changing world. As quality has always been one of our company’s top priorities, we implemented a value-added production system in 2003 and the Toyota Production System in 2006.
 The positive involvement of our team members has allowed the corporation to be among the first in Quebec to receive a Lean Manufacturing accreditation from AMETVS in 2004, only a couple months after it became available to businesses. We have now received the GOLD medal, the highest mark for Lean Manufacturing systems. Sponsored by the largest prime manufacturers in the transport industry, this accreditation was obtained only after the company was subjected to an extensive examination of its procedures and validation by the association and a prime manufacturer. Metal Bernard Inc. also received Volvo and Labrie accreditation for its implementation of the TPS, resulting in short delays, quality, solid financial health, its flexible and personalized service.
With a full time industrial engineering technical expert on staff, we have many ongoing improvement projects, and all employees have access to a diversified expertise and management support. Management is committed to ongoing continuing improvement, dedicating permanent personnel and programs such as Metal Bernard Merit to this effect. The goal is to eliminate waste that causes non-productivity, long delays and unnecessary effort. Through these steps we can assure our clients a quality product, competitive pricing, ongoing production, just-on-time service and a healthy financial partner.
 Whether it is through the Kaisen principle, TPM (Total Preventative Maintenance), Poka Yoke systems (mistake-proofing system), 5S philosophy, SMED, or GVA all means are used to reach our common objectives. Planning boards have been installed where all employees can follow daily performances based on the established objectives. These indicators are used to update management and employees on the sections to improve and make it easier to make decisions related to implementing improvement projects.
These projects have resulted in important equipment acquisitions and the company has consequently reviewed its production flow and retrofitted its production areas and workstations according to the principles of Toyota Production System.
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