Standing on the edge of a former cotton field, the sound of distant trucks rumbling by on I-55, it was hard to imagine what would soon spring from the dry brown dirt: 227,000 square feet of manufacturing power, cutting-edge technology and the promise of up to 500 new jobs.

BY SARAH FRINK

That was back in 2003. Today, DENSO Manufacturing Arkansas, Inc. (DMAR) employs 294 people. It produces an average of 2,600 HVAC units a day and 1,600 heavy-duty radiators per month. By the end of the year, DMAR will be producing up to 4,300 radiators a month.

As DMAR prepares for its official grand opening ceremony in November, President Jerry McGuire reflected on two of the biggest challenges of a start up operation.

“The first challenge is how to make reality of top management’s dreams and expectations. Expectations are always very high for any new DENSO facility, because we all see it as a stepping stone to our future, so a great deal of communication and interaction is needed to align everyone’s image into a solid goal.

“Secondly, it is vital to capture the hearts of new associates. One year ago, more than ninety-five percent of our nearly 300 associates had never heard the DENSO name. They didn’t have a realization of the DENSO spirit, nor an image of the opportunities that lay ahead of them. Day by day we’re seeing their understanding deepen. They know that they are a part of a good company. Recently, many of our new hires have been referred to us from our current associates.”

McGuire points out that working for a start-up company is a completely different experience from working at an established organization. “Working for an established company, you take for granted all of the policies, skills and services that are in place. With a new company, you can assume nothing. Everything must be crafted as you go along, and most associates are new to the DENSO level of expectation. It takes time to get everyone on common ground, so everyone must be patient and thorough.”

A vital component of a successful start-up is teamwork. When staffs are small and tasks loom large, everyone has to work together to make things happen. For example, when DMAR moved into its new building, associates from every level of the organization hauled furniture, moved boxes and put supplies into place. During the first several weeks of operation, engineers, maintenance associates and other staff helped Production Control with receiving and distribution because there was only one PC associate at the time. Though the hours and the to-do list can be long, the rewards can be great, as every associate can feel the pride and satisfaction of helping the company reach important milestones.

Lapora Hurt installs the head plate on the core, then checks for damaged tubes and proper expansion at DENSO Manufacturing Arkansas.		At the molding machine, Bill Hale inspects parts for short shot and flashing. Short shot is a hole created when insufficient plastic is injected to complete the mold, and flashing occurs when too much plastic is injected into the mold.

A successful start-up also requires the support of other DENSO companies. Associates from other plants lend their experience to ramp-up activities and occasionally add manpower to skeletal staffs. For example, associates from DENSO Manufacturing Michigan helped with building construction, machine installation, hiring, supplier research, the establishment of safety systems, just to name a few of the many activities where associates in the DENSO family have lent a hand. The advantage? Sharing proven practices and procedures. In addition, the veterans were also able to impart DENSO philosophies and vision.

A new company also depends on the community, and the City of Osceola stepped up to ensure DMAR had a successful start-up. McGuire notes, “When DMAR needed information, resources or assistance, the City and Chamber of Commerce were at our elbow to steer us in the right direction.” After construction began on the facilities, the City helped DMAR secure a temporary office for startup operations. And their help didn’t stop when the proverbial last brick was laid.

Once DMAR moved into its new facility, the Chamber of Commerce helped DMAR’s Human Resources team with providing information to job applicants who came to Osceola to interview. Their support not only freed up the HR team to focus on hiring activities, it gave applicants a local resource with solid information about the community, schools and housing. It’s this kind of partnership that made Osceola such an attractive place for DENSO to build and prosper.

Teamwork, community, a shared vision and goals…it’s amazing what all can grow from a former cotton field in the Delta. Looking back on all that DMAR has accomplished in its short lifetime, McGuire is proud and appreciative of the efforts that have brought them this far. “Our mission is to make DMAR not only the best company in Arkansas, but also the best company in all of DENSO. And with continued commitment and hard work, I am confident we will go beyond all expectations.”

DENSO Manufacturing Arkansas experienced a quick ramp up. The plant is busy even during the second shift.