Organization & Culture

We believe that in any job shop with the high number of jobs being processed on a monthly basis, we must be organized and we must communicate regularly and clearly.  We run an organized operation and strive to improve our systems.  For example, in order to prevent a product mix problem, we recently began using a different method of part identification and consolidation of parts while in process.  Seems simple, but it comes from a deep commitment to be ever improving and to communicate to all departments.

Fordsell prides itself being a company that solves problems as a team believing that collaboration produces a better solution than the individual.  Case in point, we recently had a challenge from a customer to re-develop our process and reduce the price on a part.  We pulled together a group people--both shop and office personnel--to address this problem.  We generated over 20 possible options, evaluated them and produced two paths to success.  We tested the process, worked with suppliers, and presented a solution and sample parts to the delighted customer.  The key here is that it took clear, honest and direct communication from the customer, their commitment to give us the opportunity to work on the problem and a willingness on the part of our team to generate options and explore possibilities.


Meet the Management Team


Dave Redfield,  President

Dave arrived at Fordsell in 1994 as General Manager working under previous ownership and took on his current role in 1998. Prior to his work with Fordsell, he worked for DuPont for 15 years at numerous sites in the USA. During his tenure at Fordsell, Dave has led the organization’s transformation from a Brown and Sharpe screw machine shop to a globally competitive supplier of precision machined parts and assemblies. Dave earned his BA in Physics and BS in Engineering.