Keep an Eye on Schneider

With a recent change in ownership, Schneider Packaging Equipment is adapting to increased production and new business opportunities.

Schneider Packaging Company Everest
Schneider Packaging Company Everest

Schneider Packaging Equipment Co. Inc., a Brewerton, N.Y.-based end of line equipment manufacturer doubled its revenue over the past two years, and still achieves a 96 percent on time delivery rate. According to Schneider’s president Bob Brotzki, this type of exponential growth is very rarely seen and delivered upon. 

The 48-year-old family-owned manufacturer—that started out as a case packing company and evolved to also offer palletizers, system integration and other ancillary equipment—recently underwent a corporate restructuring. The business was founded in 1970 by Dick Schneider and eventually passed down to his son Rick Schneider. In June of 2018, the Schneider family transitioned ownership of the organization to the executive management team including Brotzki, as well as executive vice president Greg Masingill and senior vice president Mike Smith. Rick Schneider remains involved as a consultant to the engineering department.

The OEM has big plans to ramp up future sales as a result of new people, processes and technology that are now in place. To that end, while the new corporate structure was only recently announced, the succession and business plan created between Rick and the new ownership team had been well underway, resulting in a revenue growth of more than 90 percent. 

Brotzki had only been at Schneider for two years before Masingill and Smith joined the company a year ago. Brotzki says the new ownership team brings a fresh perspective on how the company can evolve. Given the company’s record growth for the 2016 to 2018 period, the company predicts a 10 percent growth in 2019, which is a modest projection, but it’s all about keeping pace, meeting demand and implementing scalable processes. 

“Not only are we building systems and processes for today, but everything we’re doing now is scalable, with the future in mind,” Brotzki says. And how does a company adapt to explosive growth in the midst of corporate restructuring? It leans on its employees. “We have some really great people here that are buying into the changes and the thought process of how we’re tackling this. We could not be successful without them.” 

People-centric culture propels Schneider

Schneider uses a material requirements planning (MRP) system and vendor management inventory to streamline its supply chain, while automating certain systems within its facility, but it isn’t all that complex, according to Brotzki. What makes Schneider shine is its people. 

Unlike other OEMs grappling with the shrinking talent pool, Brotzki says Schneider may have created a “secret sauce” when it comes to attaining and retaining its workforce, which has made the builder immune to workforce shortages. 

“At one point, due to our growth, we were forced to go out and recruit people that didn’t have industry experience, and we taught them everything they needed to know,” Brotzki recalls. “At the time, it may have seemed like uncharted territory, but looking back, it worked out in our favor.”

Schneider prioritizes a candidate’s fit and character traits before they look at industry knowledge because it’s more important to have a high-quality person they can train who fits in with the Schneider culture than a skilled professional who doesn’t fit in, Brotzki says. While this approach has worked for Schneider, Brotzki knew the company couldn’t afford spending years getting new employees up to speed. So, the ownership team enabled department heads to create effective training programs, specifically tailored to each aspect of the company’s business. 

“The senior members of our staff have been very welcoming to new employees, and we put together comprehensive training programs to get new hires acquainted very quickly so that they can truly make a difference at our company,” Brotzki says. “It used to take a year to get these folks up to speed, but now, they are ready to go in weeks or months.” 

One testament to the OEM’s new training strategy is Tim Graham, a controls engineer who has been with the company for two years and already leads multi-million dollar projects. Graham was also recently recognized by PMMI, The Association for Packaging and Processing Technologies, as he was named one out of 10 Emerging Leaders On the Rise award recipients. The new award highlights young individuals who are making their mark in the packaging and processing industry. 

“When I learned that Tim won the award, I called his parents,” Brotzki says. “His mom said she used to get calls when he was in school, and that his teachers weren’t as appreciative of his talents as I was. I had to laugh because, yeah, I bet he was a handful, but that’s the kind of person that we look for. And guys like Tim, there are a lot of them here. We all have a job to do, and it’s hard work, but we want to have some fun along the way too. We look for people who fit that mold.”

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