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WINSLOW -- Waterville Window Co. President Donald J. Shirley rents buildings in Oakland and Vassalboro to store the overflow of raw materials for his manufacturing business on Verti Drive.
But two buildings are not enough. He also has a storage facility next to his own home.
His truck drivers have to travel to those three locations on a regular basis to retrieve the products -- a situation that has become an aggravation for Shirley.
It also a sign of his company's success.
Waterville Window, which did $3 million in sales last year, has outgrown its facility.
Even with the off-site storage buildings, Shirley said he had to dedicate the back end of his factory to raw materials.
"We were using too much of our manufacturing facility for storage," Shirley said.
That is the reason for the 10,000- square-foot addition to the factory currently under construction. Shirley, who expects the expansion to be completed by September, said the new construction will allow him to eliminate his off-site buildings and regain much needed manufacturing space.
He said the growth probably will create six jobs, pushing his work force to 36 full-time employees.
Waterville Window builds 11 window systems that it sells to retailers such as Hammond Lumber Co., Ware-Butler Inc. and McCormack Building Supply.
Shirley said window sales are up a bit -- the company produced 37,000 windows last year -- but another reason for the expansion is Waterville Window's recent move to add vinyl railing and fencing for porches and decks to its product line.
Along with completing its traditional product line, the introduction of vinyl railing and fencing is about meeting the needs of customers that do business at local lumber yards and building supply stores.
It also is part of Shirley's ongoing effort to make the company he purchased in 1998 more efficient. Waterville Window began in Waterville in 1953, moving to Verti Drive in 1989.
For most of its history, Shirley said, the window manufacturer based the size of its workforce on the business cycle.
When sales took their normal dive during the winter months, Shirley said the company would typically lay off about half its employees for three or four months.
While this saved on labor costs, the seasonal cuts resulted in the permanent loss of several veteran employees -- they found employment elsewhere -- on an annual basis. This meant time and money had to be spent training new recruits each spring, Shirley said.
Shirley saw stability in the factory as more important than short-term labor savings.
"So when we bought the company," Shirley said, "I made a deal with the employees that even when we slowed down in winter, I'd keep them, so they could stay year-round."
In addition to keeping a stable work force, Shirley put an emphasis on cross training so that each employee is capable of handling a variety of duties. That makes the company more flexible, Shirley said, and eliminates the monotony of an assembly-line approach to manufacturing.
Shirley also invested more in high-end equipment, including a $250,000 glass cutter that greatly reduces the amount of waste glass generated.
"We have automated the shop a lot since 1998," Shirley said. "We've spent a little over $1 million in new machinery updating the shop."
Shirley had hoped the new construction would be completed in May, but unforeseen circumstances pushed back that schedule. Still, that delay is only a temporary aggravation, and Shirley is confident that permanent relief is only a couple of months away.
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