top of page


Therma-Tru prides itself on being a leader of innovation, introducing the first fiberglass doors on the market that look as beautiful as wood but boast more durability and security. In 2003, Therma-Tru became part of the Fortune Brands Home & Security family, and in 2009, Therma-Tru and Fypon, the brand name leader in the urethane millwork space, merged to bring their complementary products to market together.  Increased demand for doors during Covid-19 coupled with delays in supply chain and shipping were forcing weekend shifts and driving employees away. Employees were tolerant of some overtime, but very unhappy with constant OT and unpredictable weekend work.

Therma-Tru Doors

INDUSTRY: Fiberglass and Steel Door Manufacturing

 EMPLOYEES:  approx. 5000  

REVENUES:   $ 265.5  million





Therma-Tru hired Coleman Consulting Group to design a solution to address the excessive overtime and high turnover at two warehouse/distribution centers in Indiana.  Observations and real data were gathered by our team which found shift overlaps, aisle congestion, equipment shortages, and idle time. Depending on the fluctuating volume per shift, the workers could be idle or overwhelmed. For years, shipping was mostly 25 pack case lots on drop-and-hook loads. However, during Covid the decision was made to allow for single and non-case orders which dramatically increased the pick and load time of each order. Due to trucking industry constraints, truckloads went from 90% drop-and-hook to 60% live-load. Tenured employees started quitting due to required overtime, and new hires were turning over at more than 50%.


 Therma-Tru looked to Coleman Consulting Group to address 50% turnover and high overtime

costs driven by inefficiencies in shifts and overlaps. With demand for Therma-Tru's popular doors at an all-time

high but still keeping a pulse on unpredictability due to Covid-19, supply chain issues, and labor shortages,

our team was able to offer multiple solutions for the distribution center to meet demand and relieve shipping constraints. Employees and new hires were able to choose longer shifts for more days off. Idle time was

reduced, shift overlaps were eliminated, coverage for live-loads was increased and a more predictable

schedule allows for better work-life balance.


            Therma-Tru was running 8-hour shifts Monday through Friday,  but shifts often stretched to 10 hours with 2-hour overlaps, and employees were working most Saturdays to keep up. The employees were unhappy with unpredictable weekends and constant overtime and were open to 10 or even 12-hour shifts in order to regulate

time off. Coleman Consulting Group moved the 4 am start time of the Mon-Fri day shift to meet the company's

3 pm shipping window. This eliminated idle time on the daily shift overlap while still allowing for flexing up to

meet higher demand. An additional scheduling option was added for employees to work 4 days/10-hour shifts,

allowing for more consecutive time off. 

bottom of page