When the energy crisis faded and the oil industry began to see a decline, Daniel used creativity, innovation, and business savvy, to go back to basics. In doing so, he was able to create higher-quality products, streamline manufacturing operations, encourage innovative designs and product development, and improve customer service. It was also during this period Daniel began forming “partner relationships” with both consumers and suppliers. A greater emphasis was placed on manufacturing quality products at competitive prices, with the common goal of minimizing total installation costs and operating expenses to the user. These partnership relationships were successful due to several strategic management innovations, including a material resource planning program, the use of computer numerical controlled machines and other highly specialized equipment, extensive employment of CAD/CAM systems, improved internal communications networks, and a new order-entry system.