Mr. Chuck Tellas

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  www.pmpa.org/forms/committee/CommitteeFormPublic/view?i - [Cached Version]
  Published on: 3/6/2007    Last Visited: 3/6/2007  

  Mr. Charles Tellas
  
  Milan Screw Products, Inc.

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  www.asherstrategies.com/testimonials.html - [Cached Version]
  Published on: 10/6/2008    Last Visited: 6/19/2008  

  â€" Chuck Tellas, President, Milan Screw Products, Milan, MI

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  Asher training - Sales Training and Marketing Training... - [Cached Version]
  Published on: 9/1/2004    Last Visited: 7/27/2005  

  Chuck Tellas (President): Outstanding.

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  Back from the brink 07/06/06 - [Cached Version]
  Published on: 7/6/2006    Last Visited: 7/18/2006  

  The meetings are important to MSP owner Chuck Tellas, 59, because they altered the fate of his company.
  ...
  "There was a time when I just wanted out," Tellas said.
  ...
  Chuck Tellas began purchasing the company from his father's estate.From 1971 until 1997, the relationship between MSP and the Ohio-based manufacturer grew until they represented the lion's share of MSP's business.
  
  "It was a great relationship.Based on their growth, we built a new plant in 1997 in the Milan Industrial Park," Tellas said.
  
  In 2000, Tellas joined The Executive Committee, [TEC,] to improve his business organization and management skills.
  ...
  "I felt beaten," Tellas admitted.
  ...
  It made us vulnerable," Tellas added.
  
  In 2001 the Ohio global customer decided to place the balance of their purchases from MSP,now 90 percent of Milan's sales - on the new Freemarket.com event.
  
  "We offered a 7 percent price reduction, but they demanded 15 percent which we could not meet," Tellas said.
  ...
  "I was going to just say no," Tellas said.
  ...
  The global giant told Tellas he could lose 90 percent of his business.
  
  "They asked me where our 28 employees would find jobs when we closed our doors," Tellas said."In that moment of desperation, a warm, comforting feeling welled up inside me and a voice said, 'Just say no.' I told them I respectfully declined to participate."
  
  TWO WEEKS later the customer called and asked Tellas to lunch to discuss the auction results.And MSP agreed to an 8 percent price reduction in exchange for a two-year contract.
  
  "We retained all the work and survived," Tellas said.
  
  MSP's fate began to shift when Tellas met with TEC Chairman Larry Short, 75, one of several TEC chairpersons in the TEC Detroit region.
  ...
  Short introduced Tellas to a mentor, Doug Price, 58, also a TEC member.
  ...
  I felt I was the barrier to growth of MSP and I just wanted out of the business," Tellas said.
  ...
  Short met with Tellas and Price intermittently to facilitate their personal relationship.
  ...
  This was the beginning of a new exciting future, for Tellas and Price.
  ...
  Once fear was removed from the equation the global company could no longer control MSP's future, Tellas indicated.
  
  "We really believe others can learn from Chuck and Doug's story," said Larry Short, who contends this part of the state has been hit the hardest by the corporate tier system.
  ...
  Tellas contends MSP was too dependent on one customer for their business, and that left them weak.Since the last round of negotiations, MSP increased sales from $2.5 million to $6.5 million, and Tellas and Price look to the future with anticipation.
  
  "We're now working on our diversification through acquisitions and we've formed a holding company called Cixacor International," Tellas said.
  
  While many Michigan companies face the same predicament that MSP faced, Tellas believes the biggest enemy they face is a self-defeatist attitude.
  
  "I whined and complained for a while, but then I became prayerfully focused and determined," Tellas said.

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  ISO 14001 Client References - [Cached Version]
  Published on: 8/29/1999    Last Visited: 9/2/2000  

  Mr. Charles TellasPresident640 Ash StreetMilan, MI 48160

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  Industry News - Cutting Tool Engineering Magazine - [Cached Version]
  Published on: 3/8/2005    Last Visited: 7/8/2006  

  Chuck Tellas, president of Milan (Mich.) Screw Products, described an instance in which his shop was bound by contract to supply a part at a fixed price to a large multinational corporation.
  ...
  According to Tellas, success in passing on increases in the price of steel depends on whether or not the shop has good relationships with its customers. ,Those we have a relationship with understand,, Tellas said, ,and those we don,t have a relationship with don,t care, it,s our problem.,
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  Milan Screw Products is one such shop. ,We,re running smaller lots of parts with more value-added, so raw material will have less effect on the final price,, said Tellas, who added that the percentage of the shop,s sales coming from raw material costs has gone from 38 percent to 20 to 25 percent, depending on the part.

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  OBJECTIVES - [Cached Version]
  Published on: 5/31/2003    Last Visited: 1/2/2006  

  Charles Tellas, President

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  PMPA - MANAGEMENT UPDATE CONFERENCE - [Cached Version]
  Published on: 4/7/2002    Last Visited: 9/5/2006  

  Charles Tellas - Milan Screw Products, Inc.

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  Quality Magazine: December 1998 Case Studies - [Cached Version]
  Published on: 12/1/1998    Last Visited: 7/22/2001  

  At the bottom position , explained Charles Tellas , president and owner of Milan Screw Products , Milan , MI , maybe a drill will come in.The carrier indexes.Perhaps in the next position , a part is machined on the outside a little bit.It goes through six stages. [ At ] the last stage , the end of the bar of material is cut , and it's a precision screw- machine part..
  
  ...
  We would inspect the tool visually to determine its condition , remembered Tellas.It usually would be predictable , given a particular grade of steel , and a particular operation , but there are occasional variations in the way the tool was ground , or sometimes hard spots in the steel , sometimes weaknesses in the tool , that would cause the tool to fail early.The problem with that is , oftentimes when a drill fails in steel , it can produce a lot of heat , which could lead to a fire..
  
  Although this particular machine never started a fire , other drill machines in the facility had.The possibility was there for the screw machine , which at times in its production sequence generated intense heat.Milan Screw Products had also just finished completion in 1997 of a new 37 , 000-sq.-ft. facility.
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  We needed something simple , and eventually what we would like to do is work on lights-out operation , said Tellas.Ideally , the plant would run itself at night , controlled by programmable logic controllers ( PLC ).I have a vision of our people coming in and working eight hours , stocking the machines , going home , and letting the machines run by themselves for four hours , then having the next shift come in..
  
  Rather than waiting to be approached by vendors , Milan Screw Products approached another company , Promess Inc. , with its idea of a screw machine monitor.Promess Inc. manufactures sensing devices and electronics , and is based in Brighton , MI.We knew they had experience in measuring , Tellas explained.They had experience checking for the tool condition on particular machining operations.We went to them with this idea..
  
  What Promess developed was a sensor system within the screw machine itself.A strain gage is mounted in the drill holder and measures the thrust of the drill throughout operation.If the gage detects no thrust , it relays to the screw machine's PLC that a tool isn't present , and the machine is stopped.
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  Certainly the confidence level has increased , noted Tellas.We're not necessarily looking for that increase in tool life ; it's to prevent those catastrophic failures..Before the monitor , the drill experienced frequent failures.After the monitor , the screw machine has shut down only twice.Without the monitor , the drill would have continued , and ruined the parts.
  
  Implementation went with few hitches.
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  When someone's here , Tellas explained , they can see , hear , smell-they can get some indication something's wrong.If no one's here , something very costly could happen..The screw-machine monitor is in place to prevent that something from happening.-Samantha Hoover.
  
  CMM software streamlines contract inspection shop

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  TEC Detroit: Chief Executives Working Together - [Cached Version]
  Published on: 7/6/2006    Last Visited: 2/4/2008  

  The meetings are important to MSP owner Chuck Tellas, 59, because they altered the fate of his company.
  
  "There was a time when I just wanted out," Tellas said.
  ...
  Chuck Tellas began purchasing the company from his father's estate.From 1971 until 1997, the relationship between MSP and the Ohio-based manufacturer grew until they represented the lion's share of MSP's business.
  
  "It was a great relationship.Based on their growth, we built a new plant in 1997 in the Milan Industrial Park," Tellas said.
  
  In 2000, Tellas joined The Executive Committee, [TEC,] to improve his business organization and management skills.
  ...
  "I felt beaten," Tellas admitted.
  ...
  It made us vulnerable," Tellas added.
  
  In 2001 the Ohio global customer decided to place the balance of their purchases from MSP-now 90 percent of Milan's sales - on the new Freemarket.com event.
  
  "We offered a 7 percent price reduction, but they demanded 15 percent which we could not meet," Tellas said.
  ...
  "I was going to just say no," Tellas said.
  ...
  The global giant told Tellas he could lose 90 percent of his business.
  
  "They asked me where our 28 employees would find jobs when we closed our doors," Tellas said."In that moment of desperation, a warm, comforting feeling welled up inside me and a voice said, 'Just say no.' I told them I respectfully declined to participate."
  
  TWO WEEKS later the customer called and asked Tellas to lunch to discuss the auction results.And MSP agreed to an 8 percent price reduction in exchange for a two-year contract.
  
  "We retained all the work and survived," Tellas said.
  
  MSP's fate began to shift when Tellas met with TEC Chairman Larry Short, 75, one of several TEC chairpersons in the TEC Detroit region.
  ...
  Short introduced Tellas to a mentor, Doug Price, 58, also a TEC member.
  ...
  I felt I was the barrier to growth of MSP and I just wanted out of the business," Tellas said.
  ...
  Short met with Tellas and Price intermittently to facilitate their personal relationship.
  ...
  This was the beginning of a new exciting future, for Tellas and Price.
  ...
  Once fear was removed from the equation the global company could no longer control MSP's future, Tellas indicated.
  
  "We really believe others can learn from Chuck and Doug's story," said Larry Short, who contends this part of the state has been hit the hardest by the corporate tier system.
  ...
  Tellas contends MSP was too dependent on one customer for their business, and that left them weak.Since the last round of negotiations, MSP increased sales from $2.5 million to $6.5 million, and Tellas and Price look to the future with anticipation.
  
  "We're now working on our diversification through acquisitions and we've formed a holding company called Cixacor International," Tellas said.
  
  While many Michigan companies face the same predicament that MSP faced, Tellas believes the biggest enemy they face is a self-defeatist attitude.
  
  "I whined and complained for a while, but then I became prayerfully focused and determined," Tellas said.

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