provided annual capital expenditures in the seven figures to improve out- dated infrastructure and machinery. Te parent company maintained a large segment of the workforce from its time as Hitchcock Industries, but management was reorganized. Te corporate leadership stressed financial accountability and discipline, which had been deprioritized under previ- ous ownership. Now, thanks to organizational


changes and consistent growth in its core markets, CPP-Minneapolis has undergone a resurgence. Te facility hopes to top $90 million in sales this year, up from $50 million when it was purchased in 2006. “In the past nine years, this place


has changed drastically,” said Cori Potter, purchasing manager, CPP. “We were a family owned company in some financial trouble, but now we’ve embraced a new structure with


“We share knowledge, we pool purchasing power and we share resources as much as we possibly can. We provide a lot of engineering support to smaller facilities


who may not have our resources.” — Mark Schneider


a new dynamic. It’s undeniably better and we have a very positive outlook for the future.”


Recognizing Untapped Potential When Hitchcock Industries


declared for bankruptcy in 2006, CPP saw a unique opportunity to acquire the foundry in addition to Watkins Pattern, a pattern shop literally across the street from the casting facility that could be a natural


complement. Purchasing both companies, the CPP executive team emphasized process improvements and mechanical upgrades to what had been an aging facility. “Changes were meant to be


gradual,” said Mark Krings, VP of operations. “CPP invested between $1.5 and $3 million each year in infrastructure and capital equipment, which was about as much as we could handle without


The nobake sand molding lines produce both aluminum and magnesium castings. September 2015 MODERN CASTING | 25


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