Because of this success, the Chilton team has taken another bold step forward. Using the same production concept used on the first line, they were able to successfully launch a second, fully reimagined assembly line and pre-assembly area designed to keep pace with the growing demand for MB airport snow removal equipment.
Building on Success
MB’s snow-clearing equipment is built with precision — and so is its production strategy. With demand on the rise, it became clear that one newly optimized line was not enough to keep up. So, the team took everything they’d learned from the first transformation and applied it to its’ second assembly line and pre-assembly area — expanding capacity while reinforcing MB’s commitment to efficiency, safety, and quality.
«The first transformation showed us what’s possible,» said Michael Schneider, Director of Operations Development North America. «But we also knew we needed more capacity. Optimization of the second line gives us the flexibility to meet customer expectations across North America.»
Lean, Clean, and Built to Scale
True to MB’s values, the second line was re-structured using lean manufacturing principles, including a rigorous 5S strategy: Sort, Straighten, Shine, Standardize, Sustain. That meant overhauling physical layouts, rethinking workflows, and training teams across departments.
In just ten working days, the team reorganized more than half of the production space — all without halting ongoing operations. Some of the updates included:
- New staging areas and processes
- Clear zone mapping for assembly stations
- 80+ new shelving racks
- 15 new trolleys for bulk goods
- Integrated Kanban visual systems to track each product’s progress and keep teams aligned
«Reorganizing during live production is no small task,» said Simon Bueche, Manager of Industrial Engineering. «But our team understood the stakes. Everyone leaned in, and the result was an even smoother transition than we imagined.»
Momentum You Can See
Since the optimization of production line two, output has doubled — again — and employee satisfaction is up. With streamlined material supply and simplified assembly processes, the entire workflow is smoother, faster, and more scalable.
«The changes we made have a real impact,» said Assembly Manager Philip Campanella. «Not just in numbers, but in how the team feels. Processes are easier, and the shop floor is more efficient.»
For MB and its customers, this isn’t just about meeting today’s needs. It’s about preparing for the future. As the #1 provider of airport maintenance equipment in North America, MB is investing in the people, processes, and platforms that will keep it at the forefront.
«The demand is there, and so is our drive to meet it,» said Doug Blada, General Manager of MB. «We’re not just improving production — we’re building a foundation for long-term growth.»
From a single high-efficiency line to a full-scale optimized dual-line operation, the Chilton facility is proving what’s possible when innovation and teamwork go hand in hand. Stay tuned — the runway ahead is wide open.
