156 | Business World Magazine |
June 2013
the existing 35,000 square-foot plant de-
stroying most everything in its wake, and
though no one was physically injured, the
impact to the business was grave.
Fortunately, “We had insurance,” says Lo-
gan. It was a year to the date since the broth-
ers assumed ownership of the company and
now they had a decision to make: take the
insurance reimbursement and get out, or go
through the arduous process of operational
restoration? Considering the employees they
had come to know so well, as well as the cli-
ents whowere depending on them, the broth-
ers refused to give-in. “In life, people can get
knocked down a lot, but they should never
stop getting up. That’s our personality, that’s
just who we are, and the fire was difficult, but
we put one foot in front of the other figuring
out how to take care of our customers, get
things back to running and we came through
it,” says Logan.
RESTORATION AND
INNOVATION
In short time, the new, larger facility was up
and running. The Logans resolved to not
only come back, but emerged bigger and
better than before. They not only invested
in new equipment, but thoroughly ana-
lyzed every aspect of their operational sys-
Bob Logan, President, reviews process control dashboard
