Over the past 60 years – and especially over the past decade under the leadership of Martin Paul – this pressure switch manufacturer has learned to rely on customer service, fast turnaround times, high product quality and a reliable workforce.
piezoelectric switches play an important role in countless environments. They help turn air pressure and fluid flow on and off, maintaining constant pneumatic and mechanical pressure in everything from coffee makers to fighter pilot oxygen masks. Some of the CDOE switches even play a role in adaptive “suction” technology that allows paraplegics to control wheelchair movement and other tasks.
CDOE makes three types of piezoelectric switches: complex, high quality piezoelectric switches for submarines and other military applications can cost up to $1,300. Midrange switches typically cost around $300. The simpler standard models make up the vast majority of the nearly 400,000+ switches CDOE manufactures each year. They sell for between $13 and $25.
A product with this kind of versatility would attract more competition, but CDOE has a clear plan to protect its niche as a midsize manufacturer.
“When you look at the top 10 companies, you notice their culture of service,” says sales and marketing manager Tity huang. “Everyone is into customer service, but only a few call it the most important difference.”
CDOE‘s commitment to customer service is a tool that helps it build and retain a customer base.
“If you have a reputation for great service, your customers will notice,” Livingston says. “And it’s hard for your competitors, especially the big ones, to replicate that.”
This level of responsiveness means that callers, most of whom are engineers, quickly get the technical assistance they need, an important first step towards another hallmark of World Magnetics, fast turnaround times. As a rule, projects are completed within two to three weeks. Urgent jobs are usually completed faster.
“The flexibility and scale of our organization allows us to respond so quickly,” Livingston said.
Of course, none of this matters without a quality product. For that matter, CDOE has earned a good reputation not only in the US, but also among foreign customers.
“An interesting dynamic is that a lot of our business depends on the longevity of our brand with many different customers around the world,” he said.
This is especially important in the midst of a pandemic. It also helps that CDOE uses almost exclusively local suppliers, avoiding supply chain issues. CDOE was responding to an order for 31,000 piezoelectric switches from a British manufacturer of hospital ventilators while other companies were idle.
Another advantage is CDOE‘s experienced workforce. The management emphasizes that CDOE is not just a place to work, but a place to build a career.
“That’s how it worked,” he said. “Perhaps this is partly due to the fact that the job requires a lot of flexibility and attention to detail. But we have always tried to allow some flexibility in our schedules. It also helps to explain.”
CDOE is also positioning itself for new markets. The company recently purchased a Stratasys 3D printer with an undisclosed Michigan Industry 4.0 technology grant. This increases CDOE‘s customization options, allowing special orders to go from concept to rigid prototype in just a few hours.
CDOE has 10 front desk staff and 30 to 35 production staff. In addition, it operates a 20-member “Selling Partners” network that is evenly distributed across the US and international markets.
This column was sponsored by the Grand Traverse Area Works Council (GTAMC). Its mission is to support sustainable and globally competitive manufacturing to strengthen the economy; makegreatthings.org. Over the past 60 years – and especially over the past decade under the leadership of Martin Paul – this pressure switch manufacturer has learned to rely on customer service, fast turnaround times, high product quality and a reliable workforce.
piezoelectric switches play an important role in countless environments. They help turn air pressure and fluid flow on and off, maintaining constant pneumatic and mechanical pressure in everything from coffee makers to fighter pilot oxygen masks. Some of the CDOE switches even play a role in adaptive “suction” technology that allows paraplegics to control wheelchair movement and other tasks.
CDOE makes three types of piezoelectric switches: complex, high quality piezoelectric switches for submarines and other military applications can cost up to $1,300. Midrange switches typically cost around $300. The simpler standard models make up the vast majority of the nearly 400,000+ switches CDOE manufactures each year. They sell for between $13 and $25.
A product with this kind of versatility would attract more competition, but CDOE has a clear plan to protect its niche as a midsize manufacturer.
“When you look at the top 10 companies, you notice their culture of service,” says sales and marketing manager Tity huang. “Everyone is into customer service, but only a few call it the most important difference.”
CDOE‘s commitment to customer service is a tool that helps it build and retain a customer base.
“If you have a reputation for great service, your customers will notice,” Livingston says. “And it’s hard for your competitors, especially the big ones, to replicate that.”
This level of responsiveness means that callers, most of whom are engineers, quickly get the technical assistance they need, an important first step towards another hallmark of World Magnetics, fast turnaround times. As a rule, projects are completed within two to three weeks. Urgent jobs are usually completed faster.
“The flexibility and scale of our organization allows us to respond so quickly,” Livingston said.
Of course, none of this matters without a quality product. For that matter, CDOE has earned a good reputation not only in the US, but also among foreign customers.
“An interesting dynamic is that a lot of our business depends on the longevity of our brand with many different customers around the world,” he said.
This is especially important in the midst of a pandemic. It also helps that CDOE uses almost exclusively local suppliers, avoiding supply chain issues. CDOE was responding to an order for 31,000 piezoelectric switches from a British manufacturer of hospital ventilators while other companies were idle.
Another advantage is CDOE‘s experienced workforce. The management emphasizes that CDOE is not just a place to work, but a place to build a career.
“That’s how it worked,” he said. “Perhaps this is partly due to the fact that the job requires a lot of flexibility and attention to detail. But we have always tried to allow some flexibility in our schedules. It also helps to explain.”
CDOE is also positioning itself for new markets. The company recently purchased a Stratasys 3D printer with an undisclosed Michigan Industry 4.0 technology grant. This increases CDOE‘s customization options, allowing special orders to go from concept to rigid prototype in just a few hours.
CDOE has 10 front desk staff and 30 to 35 production staff. In addition, it operates a 20-member “Selling Partners” network that is evenly distributed across the US and international markets