May 19, 2020

BraunAbility: guaranteeing mobility within the supply chain

supply chain
Catherine Rowell
5 min
BraunAbility: guaranteeing mobility within the supply chain

Since its inception in 1973, BraunAbility (formerly known as The Braun Corporation) has produced innovative, high-quality products in the wheelchair accessible vehicle and lift markets, allowing customers to retain their independence.

Its products include personal use vehicles, as well as wheelchair lifts found in mass transit vehicles, such as buses, taxis and more. “We are expanding our production capabilities to meet the volume and all the things associated with that, from facility changes to manpower, acquiring skillsets we haven’t had, but are now required. It has been a crazy pace for growth,” comments Ken Morgel, Director of Purchasing and Supply Chain at BraunAbility.

The company has thrived during several significant stages of growth. The invention of the lowered floor minivan secured its position within the automotive industry. Then the Americans with the Disabilities Act of 1990 opened up brand-new markets by etching accessibility into the law. Now, today’s customers increasingly demand independence, seeking to maintain their quality of life, accessibility and mobility.  

The company’s Indiana location is ideal, drawing on southeastern Michigan, Chicago, northern Indiana and Ohio, where numerous automotive plants are also situated.

“We are actually able to leverage off a lot of other manufacturing that’s going on in this area and obtain high-quality parts on time,” states Morgel. “We share many suppliers with both Original Equipment Manufacturers (OEMs) and the RV industry.”

Until six years ago, BraunAbility’s supply chain remained relatively unchanged, with all suppliers located within 200 miles of the company’s manufacturing area. Morgel says: “A lot of that was because this company was founded on quality. If we could not make it or manufacture it here locally, we wanted to buy it from someone locally so we could always control the quality of the product.”

Since joining BraunAbility, Morgel has remained loyal to the suppliers he inherited, with around 80 core suppliers. However, he’s recruited more, including within the RV market, to provide new innovative products and solutions for new technologies. Morgel explains: “I adapted the supply base to fit better with our low-volume, high-mix environment. We partnered up with the right folks who can continue to add value as far as technology and innovation. We also look to partners who keep us cost competitive while ensuring quality stays high.”

Continuing with core suppliers has enabled the company to throw things out to bid and drive lower costs. But BraunAbility understands that keeping track of quality, deliveries and other metrics is paramount. “We have a score carding system to make sure that those who are performing well get a shot at more business versus those that are maybe under-performing, who are then maybe left out of the next quote process,” reflects Morgel.

Similar to many automotive companies, BraunAbility has turned to scan data. This lets BraunAbility share information with suppliers who can then modify vehicles and reduce manufacturing time. For example, companies previously built fiberglass molds for any interior plastic component within a particular vehicle. But 3D models can now be fashioned into a tool, which can then be turned into a plastic component and fitted. In addition to such time-reducing, cost effective and forward engineering solutions, the company is designing virtually before constructing hard parts, enabling more competitive bidding.

Through close partnerships with Chrysler, Honda and Toyota, BraunAbility is able to convert each of their minivan models, and it recently converted the Ford Explorer, offering the first SUV to enter the mobility market. In addition, the company is Nissan’s mobility partner in the New York City taxi market. Conversions on each model are built on site, allowing customers to have a selection of finished products to choose from. Morgel explains: “We’re made aware of significant changes throughout the year to these companies’ vehicles in their own production facility so that we can understand what we have to do from a conversion standpoint if that then affects us.” Through increased information sharing, OEMs have increased sales by working alongside a premier mobility conversion company such as BraunAbility.

However, BraunAbility’s high-mix, low-volume environment is the complete opposite of an OEM’s, and that has presented several challenges. Morgel explains: “When you have low volume and a high mix, as a purchasing organization this makes affordability difficult because you don’t have that leverage with volume. And secondly, it makes it hard to predict and forecast need beyond a certain short timeframe, which is again opposite of an OEM.” OEMs produce blanket orders and commit to high volumes so they can ensure the best prices from supply bases. For BraunAbility on the other hand, this is not possible. Yet the company has slowly begun to move away from ‘spot-buy’ purchasing and move toward more strategic procurement services supported by a new ERP system.

This embedded system increases visibility. “We can stratify our suppliers by spend and/or by part within that supplier, whereas before we had a system that required a little more data handling through spreadsheets,” says Morgel. “Now we have ready-made reporting and dashboards so we can do analysis right away on not only supplier spend but delivery performance, quality metrics like parts per million – all of these titbits that are great for supplier negotiation and new business.”

The industry continues to grow, along with the demand for innovation, forward thinking and a key focus on affordability in the mobility sector. “Many of our customers are looking for something different than a minivan, something more spacious,” says Morgel. “Many wheelchairs are getting larger, so more space is a necessity.” Equipment will also need to become increasingly adaptable and BraunAbility stays ready with products that can be up-fitted. “We want to make sure we have the selection available that people would desire just like anybody would if they go to a car lot,” Morgel says. “They want a specific color and specific content – we want to offer that same menu to mobility clients, but still keep affordability in mind.”

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Jun 12, 2021

How changing your company's software code can prevent bias

Lisa Roberts, Senior Director ...
3 min
Removing biased terminology from software can help organisations create a more inclusive culture, argues Lisa Roberts, Senior Director of HR at Deltek

Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day. 

Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at  and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization. 

Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.

Why should businesses today care about removing company bias within their software code?  

We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization

What impact can exclusive terms have on employees? 

Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.    

Please explain how Deltek has removed bias terminology from its software code

Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!

What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?

What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.

What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology? 

My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve. 


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