Steinhauser48 | team just jumped on the opportunity to do so.’The investment paid off and led to the company purchasing a second Comco Proglide in 2008, shifting from its roots as a commercial printing business and rebranding as a label converter.According to the company, being able to manage its success was not only built on Steinhauser’s ability to gain new customers but the ability of its team to deliver exceptionally printed products, and a positive experience during both sales and service. All this ensures a continuing relationship and a returning customer.‘I think we offer a very unique blend of service and quality, and we’ve always been very consistent about that,’ says Baehner. ‘We service everything from short-run A new MPS press was installed during the frst weeks of January 2022, marking the company’s second MPS installationdigital customers to those with national distribution. We always try to ft the needs of every customer, and we have shown “Everyone now knows what our vision is, what that our quality and service are second to none. It’s what we do and what we’ve our mission is, where our values lie, what always done.’In the frst quarter of 2017, the we’re trying to accomplish and why you come company tripled its profts. That same year, Steinhauser was honored as ‘Best Workplace to work every day”in the Americas’ by Printing Industries of America. And in 2020, the company employees know her door is open at any department strategies, and everybody has reported its highest revenue to date. time, and each has a full understanding of an individual action plan. So, everyone now However, not all years can be that the business and how it operates. knows what our vision is, what our mission successful. ‘I always tell people that [Halpin] always is, where our values lie, what we’re trying Supply chain issues and materials has her door open, and she walks the foor to accomplish, and why you come to work shortages led the company to stockpile all the time. She’s a very present owner,’ every day.’materials – three-to-four times more than says Dickman. ‘Sometimes people say And it doesn’t stop at transparency. usual to ensure there would be enough things that belittle being a women-owned Steinhauser also provides its employees to sustain its customer base. With price company, but I always tell them, “No, she’s with many incentives, including Steiny increases across the label and packaging actually here.” She’s involved in basically Snax - a meeting where monthly results/industry, 2022 and beyond continues to all parts of the business, walking the shop successes are shared while providing snacks be diffcult. foor. It’s a very unique thing for people for all the employees. Steinhauser provides ‘It certainly hasn’t been easy in any to see.’ lunches, ice cream and chair massages aspect of the business,’ says Baehner. ‘We’re This emphasis on culture has trickled monthly. The company has launched a facing the same challenges all converters down and created an environment where community outreach program called Steiny or manufacturers are facing these days, people want to work, where many of Smiles where donations and volunteer work but it’s been our team’s consistent effort the employees have relatives who also is done with local organizations.to deliver on every little detail and their work at Steinhauser and a place where The team at Steinhauser, 48 employees, obsession with delivering for our customers people are passionate about the work has maintained strong performance in a that has kept us on track. To say it’s been they are producing. It’s not uncommon highly competitive market which, according diffcult the last couple of years is probably for employees to point out items on the to the company, is largely in part of its an understatement, but the effort put forth store shelves and be proud of the work team’s ability to stay focused and produce by everybody in this building has made they created. quality products across its customer base.it a little less rough sledding than it But it wasn’t always this way. ‘Things are ever-changing,’ says Halpin. could’ve been.’ The company, for a time, struggled. ‘We’re a pressure-sensitive and shrink Employee engagement was low, giving way sleeve business; that is what we’re great Finding success in culture to a higher turnover rate than the company at, and that is what we’re focused on. That Halpin’s father, Robert Steinhauser, was had wanted. Planning and business has been a key to our success: having that always walking the foor and checking up operation was not up to par. focus and knowing what we’re good at. And on everybody – from the front of the house Halpin knew a change needed to be we’re certainly open to other avenues for to the warehouse – to make sure that each made, and being more transparent and business, but frst, we need to know if it’s employee had what they needed and that open with Steinhauser employees about the going to ft well with what we’re doing right business was running smoothly. company was a solid start. now and how we’re doing it.’ When Halpin took over the business, ‘It hasn’t always been like this. There have these were a few aspects of her father’s been hard years where the engagement For more information, visit leadership that she made sure to emulate. wasn’t as great,’ says Halpin. ‘But now we www.steinhauserinc.comHalpin makes sure that Steinhauser’s have a strategic plan across the company, labelsandlabeling.com