Trinity Products

8 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 11 with years of employees adopting the ownership mindset, has allowed Trinity an organic progression into the fully worked-owned position it rests in today. The Guiding Principles of Progression Trinity Products has four guiding principles. First and foremost, the company “boss” is the customer. Secondly, the company must take care of its employees, something made evident by the C.O.S.I. process. Thirdly, Trinity strongly embraces the concept of continuous improvement. Lastly, all expenses must be tightly controlled. Together, these principles are tied with a single golden rule that serves as the philosophy behind Trinity’s distinguished quality of service. Davis reveals this by stating, “Our business is built on service… and I think we’re seeing more these days where customer service is just disappearing. I don’t think it’s very hard to distinguish yourself if you live by the golden rule: treat others the way you want to be treated.” This logic permeates every relationship that they maintain as a company. For example, their marketing approach is always based on knowledge of who their customers are–mainly the heavy civil construction market–and their immediate needs. They know what projects the “boss” is working on, so Trinity’s only job is to become the fastest, most convenient solution. Even when it comes to its equipment and commodity supplies, like PRD, Cargill, Steel Dynamics, NLMK–Novolipetsk Steel, JSW Steel, and Evraz, Trinity has made it a point to retain long-term relationships of deep loyalty between itself and its key providers. Davis described these companies, some of which Trinity has partnered with for over fifteen years, as the “lifeblood” of the company.