Stoll Industries

8 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 3 STOLL INDUSTR I ES even been invited to weddings and other family events that our dealers or vendors have hosted.” When the pandemic started and Stoll’s business slowed for a short period of time, leadership decided to hire a lean consultant to provide feedback on how the plant could become more efficient. Over time, the entire plant and company processes were updated and laid out in a new way to include reimagined assembly line that included a new layout for the manufacturing area. One of the immediate benefits was the efficient transformation of the company’s batches and orders processes. Another outcome was the institution of a four- day, 10-hour work week for all staff, including plant professionals. The feedback has been positive and has further strengthened the positive work environment that is part of the Stoll Industries brand. “It’s helped us increase capacity and saved on machine, utility, and other fixed costs as well,” Yoder says. “It has also allowed us more time to focus on quality and accuracy.” This adaptability will help as Stoll Industries investigates acquisition opportunities to fuel future growth. Yoder says businesses that have well-respected grill or furniture lines might be ideal for supplementing what the company already does well. One or more strategic acquisitions can further support Stoll’s increased revenue that can be used to invest in new technologies, additional labor, and marketing campaigns. “The idea of acquiring other companies is part of our strategic plan,” Yoder notes. “We’re confident we can find partners that work well with a family-owned business.” Many Americans have thrived financially during the pandemic with stimulus money, less spending, and stay-at-home work, and they have often invested that money back into the homes. Even before the pandemic, metal products were becoming increasingly popular with consumers.