Post it notes cover a series of whiteboards on the walls of the conference room at Motion Sensors, Inc., outlining action plans for critical company procedures. The process is called Kaizen events, which is a part of the Toyota Production System (TPS) model, and is one way the company's President, Marcy Bergman, motivates company ownership. The tool is a continuous improvement tool that brings issues and solutions together and streamlines production line improvements.

Bergman has taken on the business, following in many ways in the footsteps of her father, retired CEO Arthur Bergman. She says, "He is a great resource to tap into." But she has also developed new relationships in the community and within the company and taken business models from Lean Manufacturing and Toyota Production System.

Photo courtesy of Marie Jenkins (ENLARGE)

Marcy Bergman, President, Motion Sensors, Inc.

Motion Sensors, Inc. originated in New Jersey and the senior Bergman acquired it in 1986. Sixteen years ago, the company moved to North Carolina and started developing a stronger skilled workforce in the area. At the time, Marcy was a sophomore in high school, more than a little reluctant to adjust to the change, and more than ready to get on to college and out of town.

She eagerly left for the University of North Carolina at Chapel Hill after graduation and started pursuing a degree in English. Somehow, managing her father's company wasn't in her vision for the future. The summer following her junior year at Chapel Hill, she was interning at Motion Sensors and became passionate about Manufacturing Resource Planning (MRP) system. She quickly changed her major to Business, but still wasn't ready to return to Elizabeth City.

After college, Marcy moved to Atlanta and realized the harsh realities of corporate world. "The internal politics were worse than I imagined and Elizabeth City began to look more attractive." said Bergman. There were areas that her father could use her talents in his company and his retirement would provide an advancement opportunity she couldn't resist.

Marcy was conscience of, but not intimidated by, the fact that there would be reluctance to the change in the company management. Between her age and gender, she had some convincing to do with her father's associates, most importantly, the employees of the family business. "I had to gain respect through earning it. Regardless of the list of experiences and education on my resume, or lack thereof, it was going to take me proving my abilities on a daily basis."

She quickly adopted his philosophy that people are the most important resource and that the "family" of the company was not limited the Bergmans. She continued a team relationship that her father modeled many years before.

Her parents had instilled many qualities into her that she was just starting to tap into. Both of them were passionate about education and involved in community. Even though the local workforce issues were immediately evident, they realized that people from all backgrounds are works in progress. As far and the community was concerned, there was work to be done, but the Bergmans were engaged.

Today, Marcy not only leads her company, she is an involved member of the Northeast Workforce Development Board and spends as much time as she can with public schools in the area. Recently, 100 River Road Middle School students toured her facility over a 2 day period. "I was amazed at their knowledge of electromagnetic fields, and am hopeful that they would develop a strong work ethic and problem solving skills that would make them assets to the community as adults," said Bergman.

Finding the right people is still a challenge for Marcy. She uses a number of sources when the company has human resource needs. Employment Security and local job placement programs at the College of the Albemarle and Elizabeth City State University have been somewhat effective, but with a lack of workers in the area with production or technical backgrounds, she has learned to hire from internal referrals first. "Recruiting highly skilled workers from out of the area oftentimes results in poor fits within the local culture and does not produce contented employees with longevity," said Bergman.

Bergman has also found valuable employees through Skills, Inc. The rehabilitation organization places adults with special physical or mental needs in positions that provide them with needed autonomy and confidence.

The company is a work in progress in many ways besides the profit margin and they aren't afraid to show it. At the Christmas party, Bergman admitted that there weren't any big surprises to tell them. "I'm proud to say that we regularly celebrate successes as they happen throughout the year¸" said Bergman.

As with small businesses of any type, the person at the top tends to absorb a majority of the stress. Marcy typically works a 12 hour day, but she finds herself most productive when the rest of the facility clears everyday after 4:30 p.m. Berman said, "I find myself putting out fires all day, but once it gets quiet, I can focus on my work."

She has some frustration as well. She would like to see more professional development seminars that provide training on business models that are used in production facilities in other areas.

"There is just as much value to be had by people in this area getting the innovative ideas being used in Raleigh. Just because this area is small, we don't have to set limits on ourselves."

Bergman would love to continue her own formal education, but realizes that right now the company needs her time and energy. That effort would potentially make the company vulnerable at a time of growth opportunity.

Instead, she does a lot of research and reading, sometimes even taking time for reading for pleasure. Her passion is historical novels with rich details and depth of character. She finds quiet time for reading most evenings at home with her Shih Tzu, "Mr. Pippen." Yes, he is named after the Lord of the Rings character.

The area is fortunate to have Marcy Bergman. She has bright plans for her company, community and the future skilled workforce that are almost unrivaled.