VTC: Staying Ahead of the Curve For More Than 130 Year: As seen in Hazardous Cargo Bulletin

  • Posted Feb 13, 2005

VTC: Staying Ahead of the Curve For More Than 130 Years

We live in an age when technological miracles are no longer the exception, but the norm. In fact, our lives are so ruled by gee-whiz wonders today that we might ask how anyone in the generations before us managed to live “BT,” before technology. But if you’re tempted to think that way, consider this: there was a time when steam trains were the high-tech way to move freight, and before that clipper ships, and so on back to the wheel. Technology has always been with us, and many companies have thrived by being on its cutting edge—even way back when. One such company is VTC, Ventura Transfer Company.

VTC’s Past:

Serving, Learning, Adapting

VTC was born in the middle of the nineteenth century, back when modern hauling was done with spoked wheels and shod hooves. From within this milieu, VTC quickly established a reputation for spotting trends and offering services to meet changing needs.

For example, when VTC began, the city of Ventura was the focal point of commerce in Southern California, but soon, a narrow mountain pass near Santa Clarita was deepened and a road was built south to the coast. Not long after that, the city of Los Angeles blossomed as the region’s center of trade. VTC was already servicing the new commercial center.

A few decades later, VTC correctly envisioned a nation with an undying thirst for petroleum, and they built one of the country’s first tanker truck fleets. So it went through all the decades that followed. As the needs of businesses changed, VTC adapted to meet those needs.

VTC’s Present:

Growing, Growing, Growing

This adaptive attitude has uniquely prepared VTC for today’s multi-national, multi-disciplinary, multi-modal way of doing business. VTC’s warehousing and transloading facilities are state-of-the-art and strategically located throughout California and the Southwest. The company is superbly equipped to cover the gamut of industry needs for domestic and international traffic—so well equipped, that when a specialized technology has been needed, but didn’t exist, VTC invented it.

That dedication to innovation and customer service is a reflection of the company’s take on the “80/20 principal,” which states that 20% of a company’s efforts provide 80% of its return. According to VTC president ativan Brian Oken, “We look at the 80/20 principal from a positive viewpoint, knowing that when you raise the bar on the 20, you also raise the bar on the 80. We firmly believe that when we focus on meeting our customers’ needs, they profit and so do we.”

By its fusion of high tech with high touch, Ventura Transfer Company has firmly established itself as an industry leader to be reckoned with today and tomorrow.

VTC’s Future:

Planning, Doing, Learning

Backed by a tech-savvy and customer-friendly past, VTC strives to make certain its vision will continue into the future. Just recently, with an eye toward streamlining its processes, VTC sent eight members of its management team to Toyota University, world famous center of the Kaizen manufacturing concept. But VTC is a service provider, not a manufacturer. What made them think Kaizen concepts had any relevance in their business? Charlie Ring, one of the managers sent to TU, suggests one reason why. ”We think the principles that made Toyota great have a lot of relevance for VTC. Kaizen isn’t a program, it’s a process of continual improvement. Any company can benefit from that.”

After 20 hours of Toyota training, the VTC managers went through an additional 60 hours of related in-house training. During this time, every process was examined to determine its real-world effectiveness and how well it interacted with other processes. “There were no sacred cows. Everything was subject to experimentation,” reflects Ring.

Today, that training has had a real-time payoff. Detailed policies and procedures are written for all of VTC’s processes, with an eye toward continually improving them. Front line personnel are encouraged to examine, question and tweak those processes. For Charlie Ring, “The important thing is getting our people involved and letting them experiment. We are empowered. We’re given a structured, disciplined path that we call PDL—Plan. Do. Learn.“

For VTC, transportation is much more than just moving things from point to point. It is logistics. It is multi-modality. It requires expertise across a broad and growing list of disciplines. Success belongs to those equipped to plan, do and learn.

And when you think about it, that nicely sums up the VTC approach to things—since the middle of the nineteenth century.

ourhealthissues.com mentalhealthupdate.com massagemetro.com/shop/