Author: Tupelo

  • How Production Jobs Are Quoted And Why Quantity Matters

    If you’ve ever looked at a quote and wondered why the price per piece decreases when quantities increase,  you’re not alone. At Laser Precision Cutting, we believe informed customers make better decisions, so we want to pull back the curtain on how production jobs are quoted and what really goes into the price. 

    Below is an example of 2 parts quoted in quantities of 1, 5, 10, 25, 50, 100:

    Quoting Is More Than Just Cut Time

    It’s easy to assume a quote is based only on how long a laser runs. In reality, cutting time is just one piece of the puzzle. Every production job includes a set of fixed processes that happen whether we’re cutting 1 part or 1,000 parts.

    These include:

    • Programming and setup
    • Material sourcing and handling
    • Sheet loading and changeovers
    • Quality checks and documentation
    • Part sorting, packaging, and preparation for shipping

    The first four steps take roughly the same amount of time no matter the quantity.

    In addition, many jobs require secondary processes after cutting, such as:

    • Bending or forming
    • Tapping
    • Countersinking
    • Deburring and edge finishing

    Each of these steps requires equipment setup, operator time, and quality checks. Like laser setup, much of this time is required regardless of quantity.

    That’s why smaller orders often carry a higher cost per part; the setup and overhead are spread across fewer pieces.

    Why Unit Cost Decreases as Quantity Increases

    When you order higher quantities, those fixed costs are distributed across more parts. The result is a lower unit price, even though the total order value may be higher.

    For example:

    • A 10-part order with bending and tapping must absorb laser setup, press brake setup, tooling changes, and inspection across just 10 pieces
    • A 100-part order spreads those same setup and processing costs across 100 pieces

    The process is the same. The difference is how those costs are distributed.

    This is why production runs are always more cost-effective than very small lot orders, especially when secondary operations are involved.

    How Secondary Processes Affect Pricing

    Secondary processes add value by delivering parts that are ready to assemble or install but they also add time and labor. Pricing for operations like bending, tapping, countersinking, and deburring reflects:

    • Setup and tooling requirements
    • Machine time
    • Skilled labor
    • Inspection and quality assurance

    In many cases, the first bend or first tapped hole is the most expensive, because that’s where setup occurs. Additional parts benefit from that initial setup, which is why quantity plays such a big role in overall cost.

    Minimum Lot Charges Explained

    You may notice a minimum lot charge to bring the total to $120 on some quotes. This isn’t a penalty, it’s simply the baseline cost required to cover the time, labor, and resources needed to properly set up and run a job.

    Even the smallest production order still requires:

    • Programming and setup
    • Equipment and operator time
    • Secondary process setup (if applicable)
    • Quality control and documentation

    A minimum ensures we can deliver consistent quality, accuracy, and turnaround without cutting corners.

    Standardized Quoting = Consistency and Accuracy

    We use a standardized quoting system to ensure consistency across materials, cutting time, and production costs. This allows us to:

    • Quote jobs accurately and fairly
    • Maintain consistent pricing across repeat orders
    • Reflect real-world increases in material and operating costs
    • Provide reliable lead times and expectations

    Manufacturing costs have changed significantly in recent years, and our pricing structure reflects the realities of today’s production environment while still remaining competitive.

    How to Get the Best Value on Your Job

    If you’re flexible, there are a few ways to reduce cost per part:

    • Combine orders to increase quantity
    • Plan ahead for production runs instead of rush one-offs
    • Ask about alternate material thicknesses or nesting options

    We’re always happy to review options and help you find the most efficient approach for your needs.

    A Quick Note About Online Quoting:

    Our online quoting tool is intended for smaller quantities that fall below full sheet yield. Production pricing involves additional considerations and requires a detailed review by our team.

    If you’re planning a production run or evaluating higher quantities, we encourage you to reach out directly so we can provide pricing that accurately reflects production costs, quality requirements, and realistic lead times.

    Our Commitment to You

    At Laser Precision Cutting, our goal isn’t just to quote a job; it’s to be a reliable production partner. That means clear communication, honest pricing, and parts that meet your specifications every time.

    If you ever have questions about a quote, quantity pricing, or production strategy, give us a call. We’re glad to walk through it with you.

  • What I Learned From My Dissertation Journey: A Study on Leadership, Buy-In, and Sustainable Change by Dr. Jerusha Myrick

    Y’all… I did it! On December 4th, I defended my dissertation and passed with no revisions. After a long stretch of grit, determination, and hard work, this chapter is finally complete.

    I put together this reflection for anyone curious about the study, what I learned, and why it matters for leaders, teams, and organizations trying to make real, lasting change.

    What My Study Was All About

    My research explored how transformational leadership behaviors influence employee buy-in and the long-term sustainability of change initiatives—specifically within Lean Six Sigma (LSS) projects.

    Lean Six Sigma gives organizations the data-driven tools to solve problems… but tools don’t create buy-in. People do.

    What my study revealed is that the human side of change can make or break a change initiative and determines if the change initiative is sustainable.

    My study included:

    • A quantitative survey measuring transformational leadership, employee buy-in, and sustainability
    • One focus group that offered real-world stories and insights
    • Triangulation of both sets of data to strengthen conclusions

    My Key Findings

    After analyzing the data, running the stats, and coding the focus group transcript (plus collapsing 36 themes into 10, and then down to the 4 strongest ones), here’s what rose to the top:

    1. Transformational Leadership Strongly Predicts Sustainability

    Leaders who communicate clearly, build trust, recognize their people, stay visible throughout change, and model the behaviors they expect are the leaders whose projects sustain over time.

    In short: You can’t “set it and forget it.”
    Ongoing leadership presence matters.

    2. Employee Buy-In Matters… But It Isn’t Enough Alone

    This one surprised me.

    Even when employees supported the change, buy-in by itself did not guarantee long-term success. Projects fizzled without systems of accountability and continued leadership support.

    Buy-in opens the door, but leadership walks the team through it.

    3. Trust and Visibility Are the Glue

    Both quant and qual data pointed to this truth:
    Teams follow leaders they can see, hear, and trust.

    People were more willing to adopt new processes when leaders:

    • Showed up in the workspace
    • Explained the “why” behind decisions
    • Checked in regularly
    • Celebrated quick wins

    Visibility isn’t micromanagement; it’s relationship building.

    4. Communication and Clarity Keep Projects Alive

    When goals, expectations, and responsibilities were unclear, sustainability suffered.
    When leaders communicated frequently and in simple, consistent language, teams stayed aligned.

    Good communication is oxygen for success.

    The takeaway?
    Even the best tools can’t overcome persistent organizational barriers without leadership commitment.

    What Does All This Mean for Organizations?

    Here’s the big message my study drives home:

     To make change initiatives sustainable, organizations must integrate strong, relational leadership behaviors within the change management framework.

    It’s not an either/or.
    It’s people + process.
    It’s relationship + rigor.
    It’s human leadership + analytical discipline.

    When leaders combine those two worlds, change sticks.

    What This Journey Taught Me Personally

    Beyond the academic findings, the whole process reminded me:

    • Leadership is personal.
    • Trust can’t be automated.
    • Data might tell us what is working, but people tell us whether it will keep working.

    After plenty of moments where I wondered if I’d finish at all, this study taught me something else: Perseverance works.

    Supportive people matter.
    And dreams don’t have deadlines.