Springs, Summer 2018 Vol 57, No 3

summer 2018

The International Magazine of Spring Manufacture

A Publication of the Spring Manufacturers Institute / Vol. 57, No. 3

M llenn als Manufacturing Through the Eyes of a Millennial 29 Ten Tips to Get the Most out of a Millennial in Your Business 32 Ten Strategies to Attract and Retain Millennial and Generation Z Workers 37

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President’s Message From Steve Kempf

SMI Executive Committee President: Steve Kempf, Lee Spring Vice President: Bert Goering, Precision Coil Spring Secretary/Treasurer: Dan Sceli, Peterson Spring At Large: Gene Huber, Jr., Winamac Coil Spring Past President: Mike Betts, Betts Company Executive Director: Lynne Carr, SMI

SMI Board of Directors

Harnessing Generational Differences I am sitting down to write this message having just returned from a board meeting where the main topic of discussion was their difficulty hiring and motivating millennial workers. This company is in the service sector and they hire mostly Ivy League grads. But the conversation was nearly identical to many I heard during our most recent SMI annual meeting. There in Napa, Lisa Ryan educated us about generational differences that exist in today’s workforce (see more in her article on page 37).

Some of us have workers representing five generations currently working in our factories and offices. Nearly all of us have plenty of baby boomers in their 50s and 60s and Gen Xers in their 40s and early 50s. Some of us still have a few from the silent generation, now in their 70s, while the trickle from Gen Z (or the iGen) has just begun to enter the workforce. But the vast majority of our key new hires are millennials in their 20s and 30s … and we don’t know how to handle them!

Lisa taught us that in order to succeed with our workforce — both in attracting them and getting the most out of them — we have to understand the generational differences and adapt our management style to the audience. For those of us who are not millennials and don’t fully understand their mindset, that may not come naturally.

In particular, Lisa noted some of the key motivations for the younger generations. GenX is looking for immediate gratification — a quick return on their actions. Millennials, on the other hand, are looking for a greater mission in the work they do. Furthermore, they are wired for acknowledgement — they need feedback, and lots of it, from their managers. Her advice was to give “THANKS”: Trust, Help, Acknowledge (or even Applaud), Nurture, Know and Serve!

The rewards from properly addressing our audience can be significant. We all know the difference that a motivated workforce can make to our bottom lines, so why not work hard ourselves to employ the tactics that will be most effective in taking us there.

I hope that the articles in this issue will enable us all to achieve even greater success by harnessing the generational differences within our workforce. Enjoy!

Steve Kempf Lee Spring skempf@leespring.com

2 / SPRINGS / Summer 2018

John Bagnuolo, MW Industries • Dave Deerwester, The Yost Superior Co. • David Devoe, Plymouth Spring • Joe Devany, Betts Company • Frank Foernbacher, Kern-Liebers USA • Ritchy Froehlich, Ace Wire Spring & Form • Brett Goldberg, International Spring • Agustin Estalayo Ibanez, RPK Mexico SA de CV • Don Jacobson III, Newcomb Spring • Matt Keats, Keats Manufacturing • Don Lowe, Peterson Spring • Daniel Pierre III, JN Machinery • Hannes Steim, Kern-Liebers USA • Chris and Jeff Wharin, Bohne Spring

Springs Magazine Staff Lynne Carr, Advertising Sales, lynne@smihq.org Gary McCoy, Managing Editor, gmccoy@fairwaycommunications.com Dina Sanchez, Assistant Editor, dina@smihq.org Sue Zubek, Art Director, zubekdesign@gmail.com

Springs Magazine Committee Chair, Don Jacobson III, Newcomb Spring • Reb Banas, Stanley Spring & Stamping • Lynne Carr, SMI • Raquel Chole, Dudek & Bock • Ritchy Froehlich, Ace Wire Spring & Form • Bud Funk, Fourslide Products • Brett Goldberg, International Spring • Tim Weber, Forming Systems • Europe Liaison: Wolfgang Herrmann, VDFI • Technical Advisor: Dan Sebastian, Honorary Member Advertising sales - Japan Ken Myohdai, Sakura International Inc. 22-11 Harimacho 1-Chome, Abeno-ku Osaka 545-0022 Japan Phone: +81-6-6624-3601 • Fax: +81-6-6624-3602 E-mail: info@sakurain.co.jp Advertising sales - Europe Jennie Franks, Franks & Co. 63 St. Andrew's Road Cambridge United Kingdom CB41DH Phone/Fax: +44-1223-360472 E-mail: franksco@BTopenworld.com Advertising sales - Taiwan Robert Yu, Worldwide Services Co. Ltd. 11F-B, No 540, Sec. 1, Wen Hsin Rd. Taichung, Taiwan Phone: +886-4-2325-1784 • Fax: +886-4-2325-2967 E-mail: stuart@wwstaiwan.com Springs (ISSN 0584-9667) is published quarterly by SMI Business Corp., a subsidiary of the Spring Manufacturers Institute: 2001 Midwest Road, Suite 106, Oak Brook, IL 60523; Phone: (630) 495-8588; Fax: (630) 495-8595; Web site www.smihq.org. Address all correspondence and editorial materials to this address.

The editors and publishers of Springs disclaim all warranties, express or implied, with respect to advertising and editorial content, and with respect to all manufacturing errors, defects or omissions made in connection with advertising or editorial material submitted for publication.

The editors and publishers of Springs disclaim all liability for special or consequential damages resulting from errors, defects or omissions in the manufacturing of this publication, any submission of advertising, editorial or other material for publication in Springs shall constitute an agreement with and acceptance of such limited liability.

The editors and publishers of Springs assume no responsibility for the opinions or facts in signed articles, except to the extent of expressing the view, by the fact of publication, that the subject treated is one which merits attention.

Do not reproduce without written permission.

Cover art created using images from: ©iStockphoto.com/stocknroll, ©iStockphoto.com/4x6, ©iStockphoto.com/g-stockstudio

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Contents 44 FEATURES

COLUMNS

26 Millennials

19 Be Aware Safety Tips

By Gary McCoy

29 Manufacturing Through the Eyes of a Millennial

By Adam Jacobson

32 Ten Tips to Get the Most out of a Millennial in Your Business

By Jackie Flint-Zenhye

37 Ten Strategies to Attract and Retain Millennial and Generation Z Workers

By Lisa Ryan

40 Cellphones on the Shop Floor: Policies Differ Among SMI Members

By Gary McCoy

44 Napa Valley Hosts SMI's 2018 Annual Meeting 48 Flashback

SMI Annual Market Summary

50 Building Relationships and Workforces:

Observations from a First-Time Visitor to Düsseldorf

By Don Jacobson III

55 2018 SMI Scholarship Program Awards $33,000

29 4 / SPRINGS / Summer 2018

66 Create a "Story of the Week" to Engage Employees

By Hale Foote

Whistleblowers and Anti-Retaliation Programs

By Laura Helmrich-Rhodes

23 Dean of Springs

How to Measure Performance

By Dan Sebastian

DEPARTMENTS 2 President’s Message

Harnessing Generational Differences

7 Global Highlights 14 Regional Spring Association Report 63 Springmaker Spotlight

Ironmonger Spring: 40 Years and Going Strong

By Gary McCoy

69 Book Corner 71 CTE News 73 Inside SMI 75 Committee Connection 76 New Products 79 Advertisers’ Index 80 Snapshot

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Global Highlights North America Diamond Wire Spring received the Family Business Award for 2018 from the Pittsburgh Business Times.

When Alphonse J. Fazio, a University of Pittsburgh metallurgical engineer, died in 1959 from a heart attack at the age of 49, the future was uncertain for Diamond Wire Spring and its 19 employees. Against the advice of its board of directors — and the stigma at that time about the role of women in the manufacturing industry — Alphonse Fazio’s wife, Jane Fazio, who was 40 at the time, decided to keep and run the company.

As a result, Diamond has grown from those 19 employees to nearly 100 employees today, with manufacturing plants in Newcomb Spring and Siemens associates celebrate a year of successful collaboration at the Siemens supplier awards event in Nuevo Leon, Mexico.

Pittsburgh, Taylors, South Carolina, and Tyler, Texas.

“Our mother kept the company running with the intent Some of the more specific criteria included compliance to that if any of her seven children wanted to get into the busi- specifications, defect rate, purchase order accuracy and ness, it would be there,” said Donald Fazio, who is president on time delivery. of the third-generation, family-owned business founded by According to Keith Porter Jr., general manager of his father in 1939. “None of us were forced into it. As we got Newcomb Spring’s Gastonia, North Carolina facility, older and began working for the company, we felt a sense of “Siemens is a valued, highly integrated customer that pride to keep it going and make it the success it is today.” holds its suppliers to strict specifications, with tight tolerToday, there are eight family members involved in the ances and high quality standards.” business, which occasionally leads to differing opinions.

As a leading supplier of springs and metal forms, “Even though we may have differences, we have each Newcomb Spring delivered tens of millions of springs others best interests at heart,” Fazio said. “We always to Siemens without a single nonconformance. Newcomb come back to what is in the best interest for the business, received the Supplier Excellence Award in March of this customers and family.” year at Siemens’ Fabrica Monterrey supplier convention Diamond Wire Spring makes custom-designed springs in Nuevo Leon, Mexico.

According to the Siemens supplier quality team, open for customers nationwide from a wide range of industries, including energy and power generation, rail and communication and a high level of collaboration have transportation, oil field drilling and mining, and medical characterized the relationship with Newcomb Spring. equipment. The company also sells and markets its own Siemens relates that delivery of top quality products, on springs through a catalog division that covers specifica- time, is one of the attributes that make Newcomb Spring tions for more than 11,000 different springs, including a a reliable manufacturing partner. full line of 316 stainless steel springs.

“Receiving a Siemens Supplier Excellence Award is a significant accomplishment for all the employees at Newcomb Spring Corp. was awarded a Siemens Supplier Newcomb Spring,” explains Porter. “Our partnership Excellence Award for 2017. Newcomb received top honors with Siemens goes back over 35 years, and this award among more than 200 suppliers for consistently superior exemplifies our commitment to high-quality precision performance in four critical areas: logistics, quality, manufacturing and customer service, as well as dedication commercial performance, and technology performance. to the mutual success of both companies.”

SPRINGS / Summer 2018 / 7

Global Highlights

Newcomb Spring Corp. is a worldwide supplier of compression springs, extension springs, torsion springs, wireforms, stampings, rings, hooks and battery contact springs. Siemens is a global powerhouse focused on the areas of electrification, automation and digitalization and a leading supplier of systems for power generation and transmission, as well as medical diagnosis.

Newcomb Spring Corp. has a new BAM department, specifically developed for the manufacturing of heavyduty springs and heavy-gauge wireforms. The company says while the department may have an amusing name, BAM, which stands for “Big A*$ Manufacturing,” it has a serious-minded mission. The BAM department combines

large-capacity CNC forming machines, specialized engineering, and precision tooling to custom manufacture big, heavy-duty springs and wireforms for heavy-duty applications.

Newcomb Spring’s BAM department addresses the needs of industries such as construction, agriculture, aerospace, defense, energy, mining and more. Equipment and machinery in these industries often experience heavy loads and need specialized, heavy-duty springs and components to handle the extreme forces involved in their operation.

“Employing state-of-the-art CNC forming technology to large diameter materials is the cornerstone of the BAM department’s capabilities,” says company president Robert Jacobson. “The automation and precision of CNC forming allows us to produce long or short runs of heavy-duty springs and wireforms with accuracy and consistency.” With BAM, Newcomb Spring brings over a century of spring and wireform manufacturing experience to the production of heavy-duty versions of these components. The department can produce heavyduty compression springs, extension springs and torsion springs, as well as heavy-gauge wireforms, from a wide variety of materials—up to 0.625 inches (15.875 mm) in wire diameter.

“Newcomb Spring is a custom manufacturer,” continues Jacobson. “We assembled t he BAM department to offer customers a range of resources focused solely on the manufacturing of heavy-duty springs and heavy-gauge wireforms.

Through BAM, we can collaborate with customers to meet their precise specifications, as well as critical standards for performance and reliability.”

Customers seeking precision, CNC manufacturing services for heavy-duty springs and heavygauge wireformed components can contact Newcomb Spring through the company’s website at Newcombspring.com/BAM. Also at Newcomb, John C. Porter is the company’s new corporate controller. Drawing from a diverse manufacturing operations, financial management and consulting background, Porter brings valuable

8 / SPRINGS / Summer 2018

Global Highlights

business experience and robust audit and financial oversight to Newcomb Spring.

Porter’s career began at Stone Container/Smurfit-Stone Container Corporation, where he held positions ranging from internal auditor, plant controller and assistant division controller to plant general manager John C. Porter and area operations manager. Before joining Newcomb Spring, Porter served as the internal audit manager and regional controller for Pratt Industries.

“We are fortunate to have John on board as the leader of our financial team,” says Robert Jacobson, president of Newcomb Spring. “John’s unique audit experience and broad operational management abilities will prove a valuable asset for Newcomb Spring as we continue to serve our customers with the highest levels of quality and responsiveness.”

Porter holds a bachelor’s degree in business administration with a concentration in accounting, as well as a master’s degree in business administration from Western Illinois University. Porter has lived in the greater Atlanta area for more than 15 years.

Lapham-Hickey Steel Corporation has acquired The Thompson Companies, comprised of the family-owned Thompson Dayton Steel Service Centers.

Founded in 1922 and operating four flat rolled production facilities in Paulding, Ohio, Dayton, Ohio, Rome, Georgia and Fountain Inn, South Carolina, Thompson Dayton is a world-class supplier of flat rolled steel products throughout the United States. The company offers a full range of processing capabilities, which include slitting, cut-to-length, blanking, oscillating and hardening and tempering. Their product line includes niche products such as tempered spring steel, low and high carbon strip steel and band saw steels. Thompson Dayton also supplies a full range of hot rolled, cold rolled and coated products to the automotive and industrial markets.

“Strategically, the acquisition of Thompson Dayton complements our existing footprint. It gives us the opportunity to more competitively supply flat roll consumers in the Indiana and Ohio markets, as well as the Southeast marketplace where we are seeing continued growth from our customers,” said Will Hickey, chief commercial officer of Lapham-Hickey Steel. “Additionally, the acquisition expands our processing capabilities. Hardened and tempering capabilities will support our distribution of tempered spring steel products from our Chicago and Philadelphia locations.

In-house oscillating will allow us to meet the increasing need of our customers requiring oscillate coil. A multi-blanking line will allow us to better supply high volume precision tolerance blanks. At the end of the day, we feel this makes us a more valuable supplier to both customer bases.”

All four Thompson Dayton locations will continue to operate under the Thompson Dayton name, and its existing sales and operating teams will continue to provide customers the reliable service and quality products they have been accustomed to for almost 100 years.

Lapham-Hickey Steel is a fourth-generation family owned and operated full-line carbon service center that was founded in 1926 and is headquartered in Bedford Park, Illinois. With 11 locations throughout the Midwest, East Coast and Southeast, Lapham-Hickey is an industry-leading supplier of slit coil, sheet, plate, bars, tubing and fabricated products.

Jackson Spring Mfg. Co., Inc., a leading supplier of precision manufactured spring and wire products, announced Ronald Cushing has joined the company as sales manager based in Chicago.

Rob Meyers, vice president and general manager of Jackson Spring, said, “Please join us in welcoming Ronald Cushing Ronald Cushing to the Jackson Spring team. He is a great addition, bringing a wealth of sales experience and relationships to Jackson Spring, having spent his entire career in the metal industry.”

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SPRINGS / Summer 2018 / 9

Global Highlights

Meyers says Cushing will work with current sales representatives to expand sales and hire new sales representatives as Jackson Spring continues to grow with expanded wire ranges and new equipment. He is currently working with existing customers to identify areas of opportunity where Jackson Spring can offer further service and assistance. Cushing will also lead efforts to identify new customers that can benefit from Jackson Spring’s coiling and wire forming equipment offerings.

Hyperco, an MW Industries, Inc. company, has added a new warehouse in Commerce, California to support the demand of the growing off-road and powersports markets. The new warehouse currently stocks 3” ID E-series and 3.75” ID G-series coil-over springs with plans to add additional product lines soon.

“With the largest off-road and powersports market in California and the surrounding states, it was clear we had to service local customers with local inventory,” states Kelly Falls, vice president of motorsports and performance aftermarket. “Hyperco’s products are manufactured and stocked in our Pontotoc, Mississippi plant and in Logansport, Indiana. By opening this west coast warehouse, we can ship orders much quicker and for less money.

That makes our customers happy.”

Inventory in California is available now. Purchase orders can be placed by calling Hyperco at 800-365-2645 or fax 662-489-3713.

Obituaries SMI regrets to announce the death of Joseph P. “Joe” Pesaresi, 71, of Wi n a m ac, I nd ia n a, who pa ssed away surrounded by his family on Wednesday, May 16, 2018, at home. He was born Feb. 13, 1947 in Logansport, Indiana to the late Walter and Theresa Digilio Pesaresi. He was a 1966 graduate of Winamac High School. On Dec. Joe Pesaresi 31, 1976, he married Terry Weaver in Ft. Wayne, Indiana. Pesaresi was a lifelong member of St. Peter’s Catholic Church in Winamac.

As one of the family owners of Winamac Coil Spring in Kewanna, Indiana, Pesaresi was currently serving as CEO. His career there spanned nearly 50 years, and he was active in national and regional spring industry associations.

Pesaresi was an avid golfer and was a member of several golf clubs where he enjoyed the time spent with friends and family. He was a big sports fan, especially of golf and racing.

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Global Highlights

Pesaresi was a loving husband, father, grandfather, brother and friend. He will be greatly missed by those whose lives he touched.

He is survived by his wife, Terry Weaver Pesaresi; sons Anthony (Tina) and Andrew; grandsons Garrett, Cale and Curtis; brother Daniel (Vivian); sister Barbara (Gene) Huber; many other relatives and friends.

Services were held. Memorial contributions may be made to the Dana-Farber Cancer Institute, to support further advancements in neuroendocrine cancer research. Online condolences may be offered in the guestbook at www.frainmortuary.com.

Springs regrets to report that James E. Gaworski died unexpectedly, June 11, 2018; he was 71. He was the beloved husband of Linda (nee Staaf); loving father of Carol Zombeck (Frank), Nicholas and Julia Gaworski; dear grandfather of Ashley, Frankie and Rachel Zombeck; brother of Patty Reed, Carol Gates, Ruth Joseph, Geri Davidson, Rose Gaworski, Bo Capebianco and Ed Gaworski.

Gaworski was in his 52nd year of employment at General Wire Spring Co. as production supervisor. According to a Springs article from 2015, he had played a vital part in the company’s success. “His creative and technical ability, unsurpassed knowledge of springs, as well as incredible

work ethic, has made him a shining example for all workers at General Wire Spring Co.” Gaworski’s father and uncle played an important part in the company’s early history, and his brother, son, son-in-law and nephew currently work for the company.

Services were held in Kennedy Township, Pennsylvania. In lieu of flowers, the family suggests memorial contributions be made in his name to crohnscolitisfoundation.org or stjude.org.

International Central Wire Industries Ltd. (CWI) has announced that Central Wire Industries UK Limited (CWI UK Ltd) has been awarded the 2018 Queen’s Award for Enterprise in the category of International Trade. With facilities in Rotherham, CWI UK Ltd is a leading manufacturer of stainless steel and nickel-based alloy wires. The award recognizes the company’s impressive 92 percent-plus growth in export sales in the last three years.

James Roper, managing director of CWI UK Ltd., said, “I am absolutely delighted that Central Wire Industries UK Ltd has won the prestigious Queen’s Award for Enterprise.

SPRINGS / Summer 2018 / 11

Global Highlights

The winning of this award gives recognition to all the hard work and commitment given by each of our employees both past and present.”

From its Canadian headquarters CWI president and CEO Paul From agreed: “It is very exciting, and I attribute the success in whole to the UK team.”

Part of the Central Wire Industries Ltd. group of companies headquartered in Ontario, Canada, CWI UK Ltd has 57 employees. CWI has the widest range of high performance specialty alloys in nickel, stainless and red metal, and cable products, which are used in multiple industries worldwide, including oil and gas, medical, aerospace, automotive and marine. CWI U.K. Ltd’s wire drawing and wire rolling operations manufacture round and profile forms in more than 50 different alloys.

Now in its 52nd year, the Queen’s Award for Enterprise is the most prestigious business award in the United Kingdom. CWI UK Ltd will receive the award during a royal reception for winners at Buckingham Palace this summer. wire 2018 — International Wire and Cable Trade Fair, and Tube 2018 — International Tube and Pipe Trade Fair, was held in Düsseldorf, Germany in April, with more than 71,500 trade visitors (compared to 69,500 in 2016) from 134 countries in attendance during the five days of the concurrent shows. A total of 2,683 exhibitors from 67 countries

12 / SPRINGS / Summer 2018

presented their technology highlights in 16 exhibition halls on more than 1.2 million square feet – some 75,000 square feet more than at the previous events in 2016. wire 2018, which featured wire and cable machinery and production, trade, fiberglass technologies, mesh welding machinery as well as springmaking, fastener technologies and the China Pavilion, included 1,442 exhibitors from 53 countries occupying over 699,600 square feet of exhibit space.

Most wire 2018 exhibitors came from the major producer countries Italy, Germany, Turkey, Great Britain, France, Spain, Austria, the Netherlands and Switzerland. From overseas, many exhibitors from the U.S., India, Taiwan, South Korea and China took part. From the U.S., 78 companies exhibited at the trade fair, including 31 exhibitors within the North American Pavilion, organized by Messe Düsseldorf North America and with the Wire and Cable Industry Suppliers Association (WCISA) as the sponsor. “wire and Tube in Düsseldorf once again proved this year that they are the most important events in the industry worldwide,” stated Dr.- Ing. Uwe-Peter Weigmann, member of the board and spokesperson at WAFIOS. “It never ceases to impress us how these events bring an expert audience and customers from all over the world to the Rhine river.

For WAFIOS we can report that we posted a multitude of interesting, concrete project talks and closed numerous deals. We look forward to coming back in 2020.”

The 1,241 companies from 57 nations at Tube 2018 showcased pipe and tube materials, manufacturing, finishing, processing, pipe and tube accessories, trade and forming technology including profiles, plastic tubes, machinery and plants. Tube 2018 also featured a China Pavilion. The trade fair occupied over 559,700 square feet of exhibit space.

The high internationality and professional expertise of the wire and Tube 2018 visitors resulted in promising customer contacts and good post-fair business prospects for the exhibitors. Over 50 percent of the visitors of both trade fairs came with concrete investment intentions and 70 percent of them were executives with high decisionmaking authority. Overall, attendees at both trade fairs rated the events as outstanding. A total of 70 percent of the visitors were from countries other than Germany, with one-third of these from overseas. 55 percent of the attendees stated that they found new suppliers.

The next concurrent staging of wire and Tube is scheduled for March 30 – April 3, 2020, in Düsseldorf, Germany.

For further information on visiting or exhibiting at wire or Tube 2020, contact Messe Düsseldorf North America at 312-781-5180, or visit www.wire-tradefair.com, www. tube-tradefair.com or www.mdna.com. n

©iStockphoto.com/Scott Hirko

Regional Spring Association Report

SESMA Names Officers; Unveils New Logo The Southeastern Spring Manufacturers Association (SESMA) met in May in Charleston, South Carolina.

A boa rd meet i ng was held t hat included a lunch provided by SMI. In addition, SMI’s new technical director, Rick Gordon, made a presentation to the group outlining his new role and responsibilities with SMI. L o ga n Gibb s of Gibb s Wi r e discussed the section 232 steel tariffs.

He indicated the volatility of the artificial demand of 17-7 stainless steel has limited the ability of suppliers to provide this material. Gibbs indicated that this was a worldwide shortage and that wire mills did not see the demand coming. His advice to springmakers was to have a large lead time.

David Purcell of WAFIOS gave a presentation on new developments with the company, which he indicated were all on display at the recent wire show in Düsseldorf.

Mike Wright of Helix Spring & Manufacturing has been responsible for organizing the group over the last couple of years. Wright was

nominated and, by unanimous vote, made the group’s first president. Gibbs was unanimously elected as SESMA’s secretary/treasurer.

Wright recently approached a graphic arts teacher at St. Joseph Catholic School and asked if students could have a contest to create a SESMA logo.

The final logo (displayed here) was

WCSMA Holds Popular Spring Fling Members of the West Coast Spring Manufacturers Association (WCSMA) participated in Spring Fling 2018 at the Golden Nugget in Laughlin, Nevada, April 20-22.

The weekend event included a golf outing and dinner.

Leticia Mariscal of Newcomb Spring of California serves as chairman of the group. She says WCSMA is looking to recruit more board members. If you are interested, contact Mariscal at 714-995-5341 or email: mariscal@ newcombspring.com.

For more information on WCSMA, visit the group’s website at wcsma.us.

14 / SPRINGS / Summer 2018

designed by Maggie Barr. She received a $25 gift card for her efforts. Purcell donated the resources of WAFIOS to help clean up the new logo and SMI is helping to get the logo copyrighted.

Regional Spring Association Report CASMI members (left) tour Paradigm Development Group,while Boulay (right), president of IMEC, spoke at the March meeting.

CASMI Hosts Successful March and April Events

By Michael Bandy, Co-Executive Director Approximately 50 Chicago Association of Spring Manufacturers, Inc. (CASMI) members attended the organization’s March 15 dinner meeting at Pinstripes in Oak Brook, Illinois. David Boulay, president of IMEC, delivered the presentation on “Our Competitive Future and Our Workforce.”

A part of the presentation was a group table discussion by attendees. The event was so well received that CASMI has invited Boulay back to moderate further discussion on the topic for its November 2018 membership dinner meeting.

On Thursday, April 12, about 20 CASMI members participated in the organization’s annual plant tour. The event took place at Paradigm Development Group, Winfield, Illinois. Paradigm is a full-service prototyping and development studio. As a full service rapid prototyping provider, their dedicated and experienced staff of designers, model makers and technicians offer value-added solutions every step of the way. Paradigm Development offers a wide range of industrial rapid prototyping and prototype development services, including Objet 3D printing - Polyjet Models, and Stereolithography (SLA) models.

CASMI offers free registration to spring, stamping, fastener, OEM customers of exhibiting companies, and wireform manufacturers. Pre-registration deadline is Sept. 10 and day-of-show walk-ins are welcome at $25 per person. Visit www.casmi-springworld.org and select the SpringWorld tab for important details and to register. Questions? Call CASMI at 630-359-4273, or email info@casmi-springworld.org.

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Regional Spring Association Report

NESMA Hosts Popular Casino Night

By Jim Mintun, Gibbs The New England Spring & Metalstamping Association (NESMA) hosted its fourth annual Casino Night at the Doubletree by Hilton Hotel in Bristol, Connecticut on March 28. The event replaced our past tabletop “trade show” as a fundraiser to help support NESMA’s community grant and educational programs. The evening was a huge success.

The event format changed this year to include a cocktail hour from 5-6 p.m., which included a free beverage. The main hall layout included the bar area and 32 vendor/sponsors, who set up tables to showcase their products and services throughout the entire evening. The vendor area was surrounded by five gaming tables, which included craps, roulette, blackjack and poker. The new layout helped to promote networking and camaraderie between vendor/sponsors and member attendees. Dinner was served buffet-style outside the main hall after the cocktail hour concluded and was followed by several hours of gaming at the various tables.

The layout change was a hit with all attendees and will become permanent, as it helped the sponsors with their promotions due to the ongoing traffic all evening.

The 160 attendees were each given $300 in play money donated by our exclusive member partner Thomaston Savings Bank. Several vendor sponsors donated additional dollars in play money as the evening progressed to keep the gaming lively. Table dealers were well versed in the various games they managed and were a valuable resource to any novice wishing to learn to increase their luck. Several attendees with advanced gaming skills helped to mentor “rookies.”

This created both excitement and skill

16 / SPRINGS / Summer 2018

development, while helping foster new friendships and alliances between suppliers, stampers and springmakers.

Gamers were able to use their “proceeds” to purchase additional raffle tickets to increase their chances to win several prizes given at the end of the evening. The most coveted prize was a wheelbarrow full of various adult beverages, donated by exclusive service member partner Slade & Company LLC. Both winners and losers had a great evening full of excitement and fellowship without having to spend any of their own resources like they would at the casinos in Sin City.

NESMA would like to thank Industrial Steel & Wire for sponsoring the cocktail hour, and gaming table

sponsors: Interwire Products, Gibbs Metals, North American Spring Tool, Ulbrich Steel and WAFIOS. We would like to recognize the hard work by the events committee and congratulate them on another fine event.

NESMA members, please keep the following dates open on your calendars:

• Sept. 12, 2018 - NESMA Golf Tournament

• Oct. 11, 2018 - Winery Tour • Dec. 6, 2018 - Holiday Party • Dec. 14, 2018 - NESMA Annual Meeting For more information, see our updated website: www.nesma-usa.com. n

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Be Aware Safety Tips

Whistleblowers and Anti-Retaliation Programs

By Laura Helmrich-Rhodes, CSP, Ed.D.

I

recently spoke at a safety conference where I learned several key things about the new anti-retaliation regulations from the speaker who preceded me. Jack Rudzki, whistleblower compliance officer for the Occupational Safety and Health Administration (OSHA), shed some light on two common questions: 1) “Can an employer discipline an employee for failure to report an injury in a timely manner?” and 2) “Why does drug testing fall under the anti-retaliation rule?”

Did you know that 22 federal agencies have whistleblower provisions and OSHA is the only agency that investigates all those complaints? Jack explained that OSHA’s own whistleblower violations are different from most other agencies, since there are fines associated, as well as making the employee “whole” as the remedy. Jack shared that in his 34 years with the agency, he has gone from investigating seven whistleblower regulations to 22! Investigating the OSHA whistleblower complaints are different from other agencies, too, because of the sixmonth time constraint on this agency. When I asked Jack if he has seen a change in workload, he told the audience that his workload has increased 88 percent over the last five years with a reduction in overall resources. According to Safety & Health Magazine, trucking and railroads had the most whistleblower complaints in 2017.

A recent “hot issue” from OSHA has been the AntiRetaliation Final Rule, which went into effect January 2017.

The questions raised above have been posed often, since the way an employer treats a worker who has concerns about safety, or those reporting an injury, may feel they are being mistreated. Employees have just 30 days to report retaliation to OSHA. Let us begin with when an employee is engaged in “protected activities.” These activities include:

• Employees reporting a possible violation of the law • • • • •

with OSHA or other government agencies, reporting a concern about a possible violation of the law to the employer, reporting a workplace injury, illness or hazard, cooperating with law enforcement, refusing to conduct tasks that would violate the law, or engaging in any other type of statutorily protected activity.

Examples of retaliation include: Firing or laying off Demoting Denying overtime or promotion Disciplining Denying benefits Failing to hire or rehire Intimidation Making threats Blacklisting (e.g., notifying other potential employers that an applicant should not be hired or refusing to consider applicants for employment who have reported concerns to previous employers) • Reassignment to a less desirable position or actions affecting prospects for promotion (such as excluding an employee from training meetings) • Reducing pay or hours • More subtle actions, such as isolating, ostracizing, mocking, or falsely accusing the employee of poor performance.

• • • • • • • • •

The overall idea is to never have policies that cause employees to believe that they will be disciplined for reporting injuries (or safety concerns). For example, incentive programs that promote the number of days without injuries or OSHA recordable injuries in your facility can lead to a violation.

Depending on the prize value, employees might be influenced to avoid reporting an accident. Research shows that typically, employees report injuries in these circumstances to their major-medical insurance instead of workers’ compensation.

Years ago, I worked with a glass manufacturer that gave a trip for two to Hawaii if they went a year without a lost time

Laura Helmrich-Rhodes, CSP, Ed.D., is an independent regulations compliance consultant to the Spring Manufacturers Institute (SMI). A former member of PA/OSHA Consultation, she is an associate professor in the Safety Sciences Department at Indiana University of Pennsylvania where she teaches graduate and undergraduate classes on topics such as OSHA standards, safety communications, workers’ compensation and human relations. Rhodes is available for safety advice and information. Contact SMI at 630-495-8588 or laurahrhodes@gmail.com.

SPRINGS / Summer 2018 / 19

accident. Today, this would be a If you discipline an employee If you discipline an employee following an blatant violation of this regulafollowing an accident, be sure accident, be sure that you enforced that tion. A department pizza party that you enforced that rule likely would not be interpreted before the accident. For examrule before the accident. For example, if as a violation; it just depends on ple, if someone is injured for not someone is injured for not using lockout/ how employees are impacted. using lockout/tagout, you should tagout, you should be able to prove that A small “treat” is likely not an be able to prove that the rule issue, but ask yourself: “What has been consistently enforced the rule has been consistently enforced message is being sent?” “Would with other employees to prevent with other employees to prevent injury. If other employees be annoyed if injury. If you suddenly decide to an injury were reported?” If so, discipline after an accident to you suddenly decide to discipline after an it might be a violation. send a message to others about accident to send a message to others about Modern safety programs do work rules, the employee is not rely on things like “safety protected by the whistleblower work rules, the employee is protected by bingo” or lost workday calendar provisions. If you have work the whistleblower provisions. If you have signs as incentive programs. A rules, enforce them every day. work rules, enforce them every day. solid safety culture produces Consistency is also important companies who focus on leadwhen drug testing. Avoiding a ing indicators to reward commitment to safety and to “chilling effect” on accident reporting is the focus. OSHA is grow an organizational safety culture. Consider “points” trying to prevent employees from shying away from reportbeing awarded for completion of safety activities, such as ing hazards or accidents because of the fear of drug testing. daily forklift inspections, safety trainings or tool box talks Work very closely with your insurance carrier claims diviconducted by supervisors, safety/efficiency best ideas, or sion to establish rules for this issue. Posters and form letters hazard identification/correction activities. Encouraging should be sent to employee homes to make it abundantly continuous interest in safety is far better than statistically clear about how to report an accident and the steps that missing an accident (some call it “luck”): Focus on leading will be taken every time for every employee. indicators to measure safety efforts in your facility.

Company owners may have every intention of protecting employees from retaliations, but managers and supervisors need to be very clear on this subject. The overzealous manager could make an incorrect statement or decision in e d these circumstances that could be construed as retaliMa erica in ation.

Be sure everyone understands employee rights and Am employer obligations.

OSHA recommends that every employer create an anti-retaliation program. This is outlined in the website provided. I am not an attorney; like any company policy related to employment practices, consider having employee work rules and incentive programs reviewed by legal • For all applications with ranges from counsel. Incentives are not banned, they just cannot have .003”–.750” wire diameter. substantial rewards. A second disclaimer is necessary • Extensive inventory ready to ship with over 1.5 million parts in stock, when deciding rules for accident reporting and drug testincluding die springs. ing. State insurance regulations often address both items. n

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20 / SPRINGS / Summer 2018

Dean of Springs

How to Measure Performance

By Dan Sebastian

T

he key to running any business is to know where above calculation, as well as others that use weightyou are at any point, so that you can take the actions ing factors based on historic trends. necessary to meet your goals and objectives. The godfathers to the quality revolution of the late 20th and If you are anything like me, in the early part of my career continuing into the twenty-first century, W. Edwards all these measurements seemed like a lot of “gobbledygook.”

Deming and Joseph Juran, believed It was something that accountants used to that the only way to improve is to make things look better than they are, and The financial health of a constantly measure activity on the bankers used as an excuse to not lend you business, as measured shop floor as well as the corner office. money when you needed it most. After A good measurement system is part of years of managing and visiting spring by the lenders, investors, a company’s culture to: companies all around the world, these and customers, is critical 1. Meet the businesses responsibilfinancial numbers are used by the people ity to its investors with money to make decisions often withto establish and maintain 2. Keep everyone focused on out an understanding of what is going on a strong and secure envithe need for continuous at the operating level. The world is a very improvement dynamic place with a lot of changes in ronment for employees 3. Have a common language the financial structure of companies (i.e., and the community that that managers and employees family owned, private equity investments understand and employee stock ownership plan depends on the company.

4. Be an integral part of a system (ESOP) and ever-changing government that rewards achievement regulations taking place all the time. They can also be misleading when there is an investment in new The financial health of a business, as measured by the technology, new customers or product lines. lenders, investors, and customers, is critical to establish and maintain a strong and secure environment for employees and Customized Measurement Systems the community that depends on the company.

I have found that what works best are the things that make your business “tick.” They can be almost anything, if it directly ties to how your business runs. It can be things like: Traditional Measurement Systems There are several traditional systems, used primarily by • Daily sales bankers and accountants, to measure the financial health • Customer returns or complaints • The statistical process control charts of a business.

• Number of parts made and/or shipped • Debt Ratio which is the Total Liabilities/Total Assets; it is intended to make sure the business does not take on too much debt.

When I ran a plant that made engine valve springs, I • Current Ratio is Current Assets/Current Liabilities; measured the number of parts coiled, ground and shipped it measures whether the money coming in can cover the debt that the business has accumulated.

• Debt to Equity Ratio which is the Total Liabilities/ Dan Sebastian is a former SMI president and Total Equity; it measures to see if debt on the busicurrently serves as a technical consultant to ness does not exceed its total value. the association. He holds a degree in metallurgical engineering from Lehigh University • Quick Ration is Cash and Receivables/Current Assets; and his industry career spans more than four it indicates that a business can pay its current bills decades in various technical and managebased on the money it has or is owed by its customers. ment roles. He may be reached by contacting • Altman Z-Score is a test to determine the likelihood SMI at 630-495-8588. that a business could go bankrupt. It uses some of the

SPRINGS / Summer 2018 / 23

daily. Due to the number and kind of parts (from wire sizes from 0.003 to 2.00" bar) manufactured, as well as order sizes, for many spring companies, keeping track of this information has little meaning.

Most of my time in the spring world was spent in plants that made a wide variety of parts. These included compression, extension and torsion springs, along with wireforms, flat stampings and fourslide parts in quantities from 1 to 1,000,000 per order. The problem of understanding how all the different kinds of springs impacted our performance in the universal language of money forced my teams to search for a new measurement system.

Fortunately, some members of my team found the “Scanlon Plan” measurement ideas. Joseph Scanlon worked for the Steelworkers Research Department and went on to MIT and Michigan State University. He developed a system that could be used in complex manufacturing plants and processes like spring companies. Our team was able to modify it to fit our “world of springs” to give us a tool we could use to measure performance. The good news was it worked well in understanding the long-term success of our plants. The bad news was it sometimes had a lot of variability in daily or even monthly results, but as the time horizon stretched from quarterly to annually it was a very effective tool. It was a ratio of value added to compensation.

(L to R) Jim Landis 43 yrs, Stephen Wagner 42 yrs, Richard Null 53 yrs, David Shelly Jr 43 yrs making wire

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Value Added to Compensation Over the years we used two variations of the system with great success. It requires only readily available data. The first is the “value added” to the business. Value added is the total sales of the business, less the cost of materials and outside charges (plating, heat treating, machining by an outside source, freight charged by a common carrier, etc.). What remains is everything you do to get the product ready for shipment (coiling, stamping, in-house heat treating, packing) and things like rent or mortgages, loans, supplies, taxes, labor and salary costs, medical costs and any profit for all the risk taken to get the product or service ready for shipment.

I first used the ratio of value added/total wages to evaluate the efficiency of our manufacturing process. The plant I ran at the time was historically one of the company’s most profitable, but it appeared to be having some problems. We had 20 years of data available, so we calculated the ratio for that period of time and boy, did we get a surprise. The ratio had been falling for some time, even when the division was reporting record profits. It seems that the rapid increase in sales we had experienced had covered over the fact that our labor costs were increasing faster than we were

able to get back from customers. After 20 years of erosion, the continuing existence of the plant was in question.

The good news was senior management approved our modernization plan and established a joint committee of management and labor that worked together to find ways to drive cost out of the business. After implementation, we put together over 60 consecutive months of significant productivity increases (the ratio was increasing) that greatly improved profitability and secured the jobs for everyone on the team.

In the ensuing years, it became apparent that we were good at manufacturing, but our improvement was not where it had to be. We went back to the table and discovered that the ratio of value added/total wages was only capturing part of what we did. So, it was time to look at another measurement system to see what we were missing. After some analysis it became clear that the salary (and managers were not being measured) and health care costs were beginning to spiral out of control. We added a new measurement which used value added, but also included not just total wages but also salaries, bonuses, health care and all fringe benefits. Value added/total compensation was born.

Using this new method of measurement allowed us to evaluate how important it was to have additional accountants, lawyers, engineers, quality assurance personnel, sales people and customer service personnel. It also gave us a weight to see if bonuses were effective in improving the success of the business. In a true use of the concepts

of the Scanlon Plan, we developed a bonus program that rewarded everyone for continuous improvement.

Summary Measuring the performance of any operation is important to make sure the success of the business is part of the company’s culture. There are a few commonly used measurements, and in plants where all the products are similar, simply measuring the number of products will provide a way to measure performance. The problem in most spring plants is that many kinds of products and the number of parts needed to be made for a specific order are very often different. Due to these differences, it is difficult to use traditional measurement systems in a way that most people can understand.

Using a value added/total labor system can be useful in measuring your manufacturing efficiency. The use of value added/total compensation is a way to measure the productivity of the entire business.

The question is: What is the right number that assures job security and the survivability of the business? There is no right or wrong answer, because it depends on the business you are in and the competitive nature of the products you produce. The key in using it is to see if it is moving up or down or if it is stable. The lesson we all learned from the teaching of Dr. Deming and Dr. Juran is that when we constantly measure something, it usually gets better. n

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SPRINGS / Summer 2018 / 25

M llen

By Gary McCoy

I

n the lexicon of some individuals, especially baby boomers, the word “millennial” brings up negative thoughts and emotions. Words such as entitled, disrespectful and selfish come to mind.

These are all generalizations, and as David M. Mastovich, the founder and CEO of the marketing firm MASSolutions, points out in a blog post, “It’s time to stop the generational generalizations.” He says generalizations can lead to misconceptions, mismanaging, and missed opportunities.

26 / SPRINGS / Summer 2018

“Whether describing baby boomers, Generation X or millennials, the problem is that the generation spans 18 to 20 years. It’s obvious that the oldest segment within a cohort is going to be quite different from the youngest segment in that same generation.”

He advocates for open, clea r communication.

“It’s t i me for leaders to stop generalizing generations and start communicating more about what you believe about your company and your community,” concludes Mastovich.

You can read the entire article by Mastovich: https://www.linkedin. com/pulse/stop-generationalgeneralizations-dave-mastovich/ A similar sentiment was provided by Peter Ulintz, director of technical training and workforce development for the Precision Metalforming Association (PMA). Ulintz led a recent PMA webinar, “When Expectations and Reality Collide: A Millennial Story.”

To illustrate his points, Ulintz told the fictional story of Luke and Lucy who belong to Generation Y, otherwise known as millennials (born between 1981 to 2000).

He cited a 2014 IBM Institute for Business Value multigeneration study

n als of 1,784 employees across 12 countries and six industries. The study helps uncover “myths, exaggerations and uncomfortable truths.” The research compared the preferences and behavioral patterns of millennials with those of Gen X and baby boomers.

You can read the entire report here: https://ibm.co/2kP432V Ulintz cited these key takeaways for business:

• Millennials represent the first wave of digital natives to enter the workforce, and this does distinguish them.

• Organizations that have embarked on their own transformation urgently need this digital capital. They should eagerly look for ways to embrace millennials and create the work environments where top talent can flourish — across all generations.

• This will require nuanced strategies that reflect the reality of a multigenerational workforce.

• Employees of all ages are complex individuals working in an environment that’s becoming more virtual, more diverse and more volatile by the day.

We have some great articles about millennials in this issue, two of which were written by millennials.

• Adam Jacobson of JN Machinery, talks about his manufacturing career path in “Manufacturing through the Eyes of a Millennial.”

He provides helpful insights on how the message “everyone should go to college” resonated with him as a high school student. See his article on page 29.

• Jackie Zenhye of FENN provides “Ten Tips to Get the Most out of a Millennial in Your Business” on page 32. It is a great article that mixes Jackie’s own experience as a millennial and advice to help spring companies embrace the millennial workers in their ranks.

• Lisa Ryan of Grategy was one of the featured speakers at the 2018 SMI annual meeting. Her article, “Ten Strategies to Attract and Retain Millennial and Generation Z Workers,” can be found on page 37 and expands on the message she gave to those in Napa. “When it comes down to it, millennials and Gen Z workers desire the

SPRINGS / Summer 2018 / 27

Who are Millennials?

Wikipedia says, “There are no precise dates for when this cohort starts or ends; demographers and researchers typically use the early 1980s as starting birth years and the mid-1990s to early 2000s as ending birth years.” Wikipedia further states that research generally shows that millennials prefer a flat corporate culture, an emphasis on work-life balance and social consciousness.

A new study of millennials in the workplace shows that the generational cohort’s loyalty to employers is deteriorating. The research, conducted by Deloitte, found that while money can attract talented millennials, it doesn’t necessarily retain them. Factors like workplace diversity and flexible working arrangements are cited as ways to keep these workers loyal. The findings also suggest that millennial views of employers’ ethics and motivations are eroding, with just under half believing that businesses behave ethically, a drop from 62 percent in 2017.

Do you need to “understand” millennials? Yes, but without dropping the generalizations it will be difficult.

This is a good takeaway from Katherine Reynolds Lewis in a June 23, 2015 article “Everything You Need to Know

28 / SPRINGS / Summer 2018

About Your Millennial Co-Workers” in Fortune magazine: “This generation of young workers may have grown up in a digital world amid uncertainty and a shower of parental attention.

But ultimately, they want the same thing that every employee wants: schedule control, meaningful work relationships, and choice of projects and learning opportunities.”

It harkens back to habit number five in “The 7 Habits of Highly Effective People,” by Stephen R. Covey: “Seek first to understand, then to be understood.”

Good advice, especially when it comes to millennials in your workforce. n

Top: ©iStockphoto.com/ PeopleImages; left: ©iStockphoto.com/Jacob Wackerhausen

same standards that all your employees want – to be treated with respect, acknowledged for their efforts and to feel valued by the organization.” She challenges leaders to “make the changes necessary to keep up with the technically savvy, ever multitasking and time-valuing workforce that is their future.”

• “Millennials & Management: The Essential Guide to Making it Work at Work” is a book by Lee Caraher and featured in our regular Book Corner segment. It is an attempt to help everyone understand millennials. Visit page 69 to read the review.

©iStockphoto.com/ monkeybusinessimages

Manufacturing through the Eyes of a Millennial

By Adam Jacobson

T

he “skills gap,” “millennials,” “qualified workers.” All of these types of words and more are becoming the norm when talking about the problems facing the manufacturing industry. This is not just a problem for our spring industry, but for the entire manufacturing community. This current skills gap is set to grow, as more and more qualified workers hit retirement age. The skills gap is a complex problem, of which I

can only scratch the surface. The reality is we have to start somewhere to make progress.

Back in high school, some dozen or so years ago now, I remember everyone from teachers and guidance counselors to my own parents were pushing a four-year college education. They particularly pushed the four-year education that led to jobs with computers. Everyone would say, “Computers are the future. That is where all the jobs are going to be.”

I remember thinking, “Computers are great and all, but someone is still going to have to build and fix those computers.” I realized this early on, which led me to take every shop and auto class I could in high school. Those classes quickly became my favorite part of the day. I didn’t realize it then, but those classes were laying a foundation for a career path.

As high school started to wind down and my friends started getting acceptance letters to various colleges,

SPRINGS / Summer 2018 / 29

I still didn’t know what I wanted to do. My mom brought to my attention a new program offered by the local tech college. It was a small blurb in the local paper about a new program that highlighted the need for qualified and skilled employees in manufacturing.

The article highlighted the strong relationships it was growing with local companies. Some of these companies donated equipment, tools and services that students could learn on.

in my field while going to school full time. I stayed with ITW for three years and earned my degree while working part time. I still had my sights set higher, and I quit my job in pursuit of a four-year bachelor’s degree.

Through my instructors at Gateway Tech, I learned of a program where my credits could transfer to a state school, University of Wisconsin–Stout (UW-Stout). Unfortunately, I quickly learned that UW-Stout was not for me because all the credits that I earned

A company’s technology can be one of its best assets in recruiting new people.

Companies should show off their newest equipment and use that to draw the attention of the younger generation. If the candidate can see how they fit into your use of cutting edge technology, they will get excited about working for you.

Because of that article, I enrolled in Gateway Tech for their automated manufacturing systems technician program. I earned a two-year associate degree which set me off on my career path. One of the most attractive things about this degree was the strong foundation I would gain in several fields. Having a good understanding of everything from electrical to hydraulic systems has made me very adaptable throughout my career path.

My career path started during my second semester at Gateway. A local division of ITW came to Gateway Tech looking to find an entry level, part time employee to start as a junior automation tech. Fortunately, one of my professors recommended me and I quickly went from no career path to having a great entry level job

©iStockphoto.com/panic_attack

30 / SPRINGS / Summer 2018

at Gateway only transferred as electives. I also learned I was not fond of the traditional classroom whatsoever.

After a year at UW-Stout, I decided to get back into what I knew best and took a job as a maintenance technician at a plastics company. I grew more as a person outside the classroom. In my five years at that company, I became well rounded in many different areas of the business, with more opportunity due to its smaller size.

Having been in different facets of the manufacturing industry, it’s clear to me that the struggles to find qualified workers is not just a spring industry problem. In my opinion, I believe that there are three key areas manufacturers need to focus on when trying to hire younger skilled workers: Technology, culture and attitude.

When I first started out, I was very much intrigued by the technology aspect of manufacturing. These days we are a very gadget driven nation, and that should transition into your company. A company’s technology

can be one of its best assets in recruiting new people. Companies should show off their newest equipment and use that to draw the attention of the younger generation. If the candidate can see how they fit into your use of cutting edge technology, they will get excited about working for you.

I also highly recommend getting involved in your community at the various education levels. You could donate equipment to a local tech school or community college, hold open houses after hours for high school students, or sponsor an event at the high school or college. Try to set the example of how manufacturing should be as an active member in your community. Show your community that manufacturing jobs are not the dirty and dangerous jobs they once were.

As a younger member of this industry, I believe some of the problems in hiring and retaining candidates stems

from management styles encountered in the workforce. The difference in work ethics plays a major role.

Before, a person would stay at one job or company for their entire life.

In today’s world, if we don’t like our job or we’re not getting along with our boss, we can find a new one in just a few simple clicks. No one wants to do the same thing day after day anymore, just because they are happy to have a job. Employers need to realize that millennials are wired for variety. Unfortunately, simply doing something because a boss says so isn’t good enough. This generation wants to understand why it’s important and how our contributions benefit the company. If any employee doesn’t feel valued, they are likely to leave.

The skills gap will continue to be a challenge for our industry. I realize I am a unicorn in the manufacturing industry with my years of

experience at a younger age, coupled with a degree. I hope that in some way my story and suggestions can at least spark communication within your company. Whether you are a big or small company, you can help fill the skills gap. It will not be an easy gap to close, but if we can open a dialog on our successes and failures, we can work toward generating more action and interest. We must all work together and look inward to help create exciting new ideas that create small changes that benefit the whole. n Adam Jacobson is the general manager of JN Machinery in East Dundee, Illinois, a position he has held since October 2015. He earned an associate degree in automated manufacturing and has more than 10 years of experience in manufacturing, mainly in plastics. Jacobson can be reached at 224-699-9161, ext. 120 or email: adam@jnmachinery.com.

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Ten Tips to Get the Most out of a Millennial in Your Business

By Jackie Flint-Zenhye

M

ore than one in three Americans in the labor force are millennials (those ages 22 to 37), according to a Pew Research Center analysis of U.S. Census Bureau data. As of 2017, more than 56 million millennials were employed or seeking employment. Like every generation before them, millennials will continue to flood the workforce, and define the impact they have on our businesses for decades to come.

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As the generation that was raised amid rapid technology growth, this cohort is well adept to constant change, fierce competition, rapid development and instant gratification. There is a lot of negative media circulating today about the challenges older generations are facing when managing millennials, but like any other business challenge, the key to a successful path forward lays in careful thought and analysis. The very environment that millennials grew up in is a perfect parallel to today’s business environment of rapid change, fierce competition and the need for defined results. The same attributes that may be seen as negative in millennials can be alternatively viewed through a positive lens if the managerial approach is designed to meet the target audience. As both a millennial manager and employee myself, I would like to offer you my own anecdotal

suggestions on how you can get the most out of your millennial employees and position them to help take your business to the next level.

I consider myself incredibly fortunate to have enjoyed rapid growth and development in my career, beginning at FENN as an intern right out of school, to serving currently as the director of marketing for FENN’s parent company, Right Lane Industries (RLI). Career growth and efficacy relies largely on the individual, but their company and management can also play a crucial role in creating the perfect formula for a successful individual. I have been lucky enough to work for some incredibly talented managers who gave me every opportunity to learn, grow and push myself to succeed. Today as a manager myself, I continue to use and implement some of the tried and true strategies that worked so well to help me succeed.

1

Recognize the importance of company culture — I give FENN,

RLI and the people that I work and have worked for a lot of credit. As many know, FENN has experienced new ownership and a major brand transformation in the last several years. This time represented a critical opportunity for change and growth as a whole company, and leadership bravely acknowledged that the organization’s needed to evolve — on all fronts. From FENN’s products to its culture, the company took a decidedly different and modernized approach to the way it did business. I am proud to have been a part of that transformation and personally contributed to it, but in fairness, this progressive culture also very much contributed to me. I do my best to remember the influential people and factors (many of which are outlined in this article) that helped me thrive in my own career, so I can pay it forward. Like anything, you get out what you put in — so I try to check in with myself regularly to ask what I might do to positively contribute to my company’s work environment.

The very environment that millennials grew up in is a perfect parallel to today’s business environment of rapid change, fierce competition and the need for defined results.

2

Equal Opportunity (no… really!)

—One of the most valuable gifts FENN has given to me as a millennial and a woman is equality. While it should be a “given” in today’s day and age, this is not always the case. As a young female entering what is still a very male dominated industry, I appreciate that I was given a fair chance to work hard, prove my value to the organization, take risks and show success. Being treated like an equal regardless of the demographics of my colleagues enabled me to focus on nothing but rising up for the business. Because my own leaders were willing to give me the opportunity to grow, I remain cognizant of that and keep an eye out for occasions to extend that same opportunity to others. Sometimes a simple chance can change the course of someone’s career.

3

Hire the right people — Every

generation will have a variety of talent, and the key to building a business for the long run is to identify, grow and groom the best talent from each generation to sustain the future.

It is important to put in the work upfront to identify and hire the best individuals in the market. While there are plenty of millennials in the job market, you should only consider the best and most dynamic millennials of the group, or “A players.” I will borrow a phrase from my boss and mentor, Ryan Cutter: “Hire smart; manage easy.” Which means, always go with your gut; it knows. Be picky. Be selective. Hire people who have integrity

and care about their job and community. Beyond accessing skill and trade related qualifications, I try to ask interview questions that reveal character, and focus heavily on that. In the end, skills can be taught, but character is inherent. Examples include “What’s a big mistake you’ve made in the past, and how was it handled?” “Who has been a mentor in your life and how did they influence you?” and “Explain a time you experienced conflict in the workplace and how did you handle it?” Everyone will make mistakes or have conflict in their career, but we all know that the way these situations are handled can be career defining. I seek in millennials the same qualities I seek in myself— level headedness, a tenacious “can do” attitude, emotional intelligence, the ability to self-critique, and an insatiable drive to win. These basic guidelines have helped me hire some amazing, highly productive “A player” millennial employees. So, the next time you are looking to hire or access a millennial ask yourself, “Is this an A player?” If the answer is no, move on.

SPRINGS / Summer 2018 / 33

4

Outline potential career paths —

“A” players are the ones that will do the most for your organization, but they are also the easiest to lose if they can’t see a future and room to grow within your company.

Again, if we consider the environment that millennials grew up in, these individuals have access to and are aware of many other options, so to retain great millennial talent, be

sure you continue to give them new challenges, opportunities for growth, and ways to prove they can shine. I suggest making it a point to meet with them to outline possible career paths and opportunities, and when there is a misalignment between your vision and theirs, address it right away.

Millennials are best engaged in their career when they feel like there is a path forward and a future for them.

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Present top talent with the opportunity to shine — Once you have

discussed potential ca reer opportunities, challenge your “A player” millennials with projects that help them pursue those goals. When they are challenged and rewarded for their successes individually and publicly, it strengthens their commitment to their job and the organization.

I try to isolate the strengths of each individual and provide opportunities that let those strengths shine.

Recognizing everyone’s talents and using them to the company’s advantage means everyone wins. Although public praise is great, when a millennial employee does misstep, counsel and provide constructive criticism in private. The old-fashioned style of public embarrassment and criticism is unnecessary and likely far less effective for a millennial.

6

Provide Structure — A frame-

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work of expectations is helpful for guiding employees without the need to micromanage them. Millennials like to have confirmation they are doing well and being successful, so outlining their projects, expectations and deadlines helps create that environment. I like to hold a Monday morning meeting with my employees where I will outline projects for the week and go over the expectations and deadlines associated with them. Each employee’s high level weekly tasks are written on a white board in my office so there is no question about what is expected for both parties. This method provides structure and guidance, but also adequate freedom and empowerment to complete the work. After outlining the initial project, I guide employees to be creative, and to be a part of the solution, encouraging “buy in” and a greater commitment to the path forward. I love to see employees getting excited about the solution because they felt like they were a part of it— after all, who doesn’t like to feel like they made a difference at work today?

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7

Provide Regular Leadership & Guidance — Annual reviews

aren’t the only time to provide feedback and suggestions anymore.

Millennials want to look up to, learn from, and receive daily feedback from their leaders. They seek to understand the whole picture, receive open communication, and to know what’s happening in the organization. Leaders should plan to spend a lot of time teaching and coaching and be aware of this commitment to millennials when you hire them. Generally speaking, millennials have been raised with a lot of coaching, encouragement and feedback, and inherently expect that as a prerequisite to their success.

On a basic level, remind yourself to maintain an open dialogue, check in regularly and find opportunities to offer guidance and advice. Millennials appreciate, look forward to and feed off this.

today, take advantage of that parallel.

Challenge millennials to help your business evolve, and encourage them to come up with new processes, products or methods to sell those. If you bore and ignore a millennial, they will disengage — if you challenge them to come up with the next big thing— they will generally rise to the occasion and appreciate the opportunity. I have

been lucky enough to have worked for a few amazing people in my career who challenged me to create change.

Looking back, the projects seemed a bit daunting for my age and experience, but with trust, guidance and mentoring, I dove in, learned a whole lot and enjoyed making valuable contributions to the organization.

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Listen — In an age where their

opinions and social media posts can go viral overnight, millennials love to be heard. They love to feel involved, want to make a difference, and seek to have their ideas be part of the solution. I have seen some people react with the opinion that being heard is a “privilege, not a right,” but I encourage you to be open to asking for opinions and listening more. At a time where business is so competitive, and things are constantly changing, a fresh look can provide a new perspective that you may have missed otherwise. Instead of analyzing a problem alone, deciding on a solution and rolling it out to the team, I like to hold group brainstorming sessions to tease out the best answer together.

9

Millennial employees are up for a challenge and change —

A refusal to change will not only kill your business, it will also run off your “A” player millennials as well. Millennials enjoy and thrive on change and evolution. With these two characteristics being a requirement for any successful business

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If you bore and ignore a millennial, they will disengage — if you challenge them to come up with the next big thing— they will generally rise to the occasion and appreciate the opportunity.

10

Provide flexible workplace hours — Millennials view

a job with st rict 8-to-5 hours, as “old school” and unappealing. Putting a box around millennials means you put a box around their ent husiasm a nd output as well.

Millennials have been raised to be “super multi-taskers,” but appreciate flexibility to deliver their results. My employer has always been flexible with me, and this apparent perk has only strengthened my commitment to deliver results because I have felt trusted and appreciated. If I have nothing pre-scheduled, my workday start or end times may fluctuate, but I do not

36 / SPRINGS / Summer 2018

take the flexibility for granted. I am often found working nights and weekends to stay ahead of my workload and I am happy to put in additional hours for a company that appreciates and trusts me. I am always sure to communicate the same trust and expectations to my millennial employees and have enjoyed great results by loosening the reins and offering freedom to deliver on their weekly assignments.

Millennials grew up in an era where technology, education and social norms differed greatly from the generation that preceded it. Naturally, some overarching group characteristics have developed as a result of

their environment, but this doesn’t mean the millions of millennials in the workforce can’t be desirable employees. By taking a moment to understand who the audience is and how to appeal to them, you can build the strong, highly productive workforce you need to maintain for the long term success of the business. n Jackie Flint-Zenhye is the director of marketing at Right Lane Industries (RLI). She oversees the marketing, brand management and new product development strategy and execution of each of RLI’s divisions, including FENN Torin, Pacific Press Technologies, and Multipress.

Flint-Zenhye holds a B.S. in communication science from the University of Connecticut and is pursuing an MBA at Southern Connecticut State University. Flint- Zenhye also serves on the board from NESMA. She can be contacted at jzenhye@rightlaneindustries.com.

©iStockphoto.com/gilaxia

Ten Strategies to Attract and Retain Millennial and Generation Z Workers

By Lisa Ryan, Grategy

“The youth of today love luxury. They have bad manners, they disrespect their elders and they prefer chatter in place of exercise.” Who do you think said this?

W

ould you be surprised if it was Socrates in approximately 432 B.C.? Yes, we have been complaining about the younger generations almost since the beginning of time. However, it’s different today. So, unless you are ready to adapt your business strategies to the younger generations who are in the workplace and soon to be entering the workplace, your company could be in big trouble.

Here are 10 strategies to help you attract and retain both millennial and Gen Z workers:

1. Develop a Career Plan. For the first 10 years of their career, millennials, on average, will switch jobs four times. They will either switch to different positions within your company, or they’ll take their skills elsewhere. By creating a personalized career development plan for all new employees, you can give your people opportunities to experience different jobs within the company to see the SPRINGS / Summer 2018 / 37

A brief review of the generations and some characteristics of each:

Traditionalists: before 1945 (Silent Generation, Greatest Generation): Born before 1945, this group was raised to “pay their dues,” and work their way up through an organization. They were hardworking, fiercely loyal and trusted authority. They did not expect to be recognized for doing their job;after all, that’s what they get paid to do.

Baby Boomers: 1946–1964 Born between 1946 and 1964, boomers are the generation that the term “workaholic” was coined for. They lived to work and put in the “facetime” necessary to climb the corporate ladder. Their extreme dedication to their career caused an imbalance in their personal lives, leading to a high divorce rate and an increase in single-parent households.

Generation X: 1965–1980 Born between 1965 and 1980, Gen Xers were the first generation of latchkey children who were raised to be independent. They saw the toll that spending too many hours at the workplace put on their parents, and thus desired more time with their families. This is the generation that introduced the concept of work/life balance. Not only is this the smallest generation, they were also steered away from manufacturing/trade occupations by their parents, thus causing today’s large age gap in many plants.

Millennials: 1981–2000 Born between 1981 and 2000, the millennials now make up the largest percentage of the workplace. Similar in size to the boomers (75 million millennials versus 80 million boomers), just like the boomers, this group is poised to change business as we know it. They were raised embracing technology, recycling, and initiatives to take care of the planet.

They are the most educated of the generations and must deal with the repayment of large student loans. Because they are used to receiving continuous feedback, they expect the same level of recognition, respect, and relevance they’ve been ingrained with since their childhood. Serving a mission greater than themselves and making a difference are important personal initiatives for them and they are looking to join organizations that make the world a better place.

Generation Z: 1996–2000 Born after 1996-2000 (the years get fuzzy when defining both the millennial and the next generation), this group has seen the struggles that millennials face — “helicopter” parents, high student loan debt, and the negative perception and reputation of being “lazy and entitled.” This generation is distancing themselves from millennials as much as possible. Now that there’s an app for everything, Gen Z is used to being part of a “gig” economy.

Because they value flexibility, they are much more likely to consider contract work and entrepreneurship.

So, how does knowing this information about the five different generations in the workplace affect you and your manufacturing business? By understanding the general traits of each generation, you can learn to accept and appreciate the differences and create a more harmonious workplace.

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best fit for their skills. Listen to what employees want in their career and help them achieve their goals.

2. Start Early. Because Gen Z is not seeing the value in higher education, they may go straight into the workforce.

Tapping into this pool of candidates as early as possible may give your organization an advantage over those companies that wait for potential hires to graduate high school or college.

Promoting your business through “Manufacturing Day” (first Friday in October) activities is a good way to connect with elementary and middle school children and their parents.

3. Be Flexible. Offering flexible schedules, opportunities for cross-training, and time off to work on charitable projects are benefits that resonate with both groups.

Younger generations thrive on life-long learning, career growth and having a mission, instead of just a job.

4. Keep it Clean. Unfortunately, manufacturing has an image problem. Many younger workers see manufacturing companies as dirty, boring, smoky, dismal places to work. Providing a clean, safe environment with good air quality not only improves worker productivity, morale and retention, it plays a critical role in recruiting manufacturing employees who want to stay with you.

5. Listen Up. Millennials and Gen Zers are not nec-

essarily workers who want to punch in, punch out, go home, don’t think about work once they leave. They have a lot of energy and want to contribute their ideas. Embrace their unique perspectives, leverage their ideas, and recognize their participation in achieving company goals.

want to be recognized for what they bring to the table and have a desire to confidently contribute from day one. This group likes to learn new skills and technology – encourage them to do so.

9. Take Field Trips. Expose your employees to indus-

try trends and best practices by taking them or allowing them to attend tradeshows, supplier open houses and demo days. Let your team see new technology for themselves so they can see where the industry is going.

10. Offer Mentoring. Set up mentoring, not reporting, relationships between your employees and their managers or other tenured employees who can show them the ropes.

Set expectations so both mentor and mentee know what is expected of them. Schedule frequent check-ins to see how the relationship is working and have a defined period with the option to continue if needed and wanted.

When it comes down to it, millennials and Gen Z workers desire the same standards that all your employees want – to be treated with respect, acknowledged for their efforts and to feel valued by the organization. However, the rapidly changing workplace means that leadership teams must look at every aspect of their business and make the changes necessary to keep up with the technically savvy, ever multitasking and time-valuing workforce that is their future. n Lisa Ryan, chief appreciation strategist at Grategy, helps organizations keep their top talent from becoming someone else’s. Learn more at www.

LisaRyanSpeaks.com.

6. Respond Quickly. Multitasking is a

way of life for these generations. They are used to watching videos, hanging out with friends and texting at the same time. Because of this constant connection, they also expect to be able to immediately communicate with their boss and they expect a quick response.

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8. Instill Confidence.

Millennials do not appreciate feeling like rookies. As the most educated of the generations, they already believe themselves to be leaders. For that reason, they

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Because both millennials and Gen Z were used to being buckled in a car seat, wearing a safety helmet, and always being kept from harm, they expect the same in the workplace. Convey everything that you are doing — and how you are going beyond — to provide a safe workplace that protects them.

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By Gary McCoy

C

ellphones provide a wealth of benefits to its users, but can be a distraction when used on the shop floor.

How companies handle the usage of cellphones vary, according to a recent survey conducted by SMI among its members. More than 80 member companies participated in the survey.

The first question asked: “Do you prohibit usage of a cellphone on the production floor?” The SMI survey found an almost even split between “yes” and “no” answers. The survey showed that 54 percent do allow cellphones, while 46 percent do not.

A follow-up question asked: “Do you limit usage of a cellphone on the production floor?” Those who answered “no” came in at 15 percent. At 85 percent were those who said, “Yes, with the following guidelines.”

Answers varied on what is allowed. Using cellphones during break periods and for emergencies were among the most popular answers. Here are a few representative samples: • “For a quick text here and there on important issues that can’t wait.”

• “Calls to be made and received only on breaks.”

• “Employees are allowed to listen to music.”

40 / SPRINGS / Summer 2018

“Cellphones are permitted in the shop break room area. Not allowed to be used near machines.

If someone receives an urgent call, they must step outside.”

• • • •

“Calculator function.”

“Only during coffee and lunch breaks.”

“Emergency calls and planned calls.”

“Employees may be in possession of phones on the shop floor, but cannot be actively used for calls, texting or emailing during working hours.”

• “No one on the production floor may use a cellphone.

We consider it a distraction that could cause an injury. It also is very unproductive.”

• “Not a hard rule, just no excessive use during working hours or people are warned they will lose their use entirely.”

©iStockphoto.com/Geber86

Cellphones on the Shop Floor: Policies Differ Among SMI Members

• “Cellphones are permitted in the shop break room area. Not allowed to be used near machines. If someone receives an urgent call, they must step outside.”

• “Difficult question. We do not want employees actively texting or surfing, but we recognize it is a useful form of communication. We try to police when we see operators over-utilizing and discipline (them). But for the most part it is hard to police.”

The third question in the survey asked: “Do you allow for unlimited cellphone usage on the production floor?’ An overwhelming majority of respondents said “no” at 95 percent.

The fourth question in the survey asked: “Do you have a written policy in place?”

Respondents said “yes” at a rate of 58 percent, while 42 percent said they do not.

The final question was an open-ended question: “What is your policy on cellphone usage outside the production floor?” Like the question about usage on the manufacturing floor, many said only for emergencies and for lunch or break periods.

Here are other answers: • “We ask people not to use their cellphones in the office because if you are talking to a customer and your land line rings — what can you do?”

• “Salaried employees may answer calls at their desk/office. It is expected this will be done in a way as not to disrupt other employees and will not be abused as far as frequency or time.”

• “Employees can use phones outside the production floor.”

• “Same as the production floor, employees have to clear the usage with their supervisor.”

• “Guidelines regarding use of cellphones while driving: For the employees’ safety, and to comply with various state and/ or city cellular phone regulations and/ or legislation, no employee may utilize a cellphone for company business purposes while operating any motor vehicle (including, but not limited to, a company-owned vehicle, forklift truck, electronic hand truck) and no employee may operate any motor vehicle, including their personal vehicle, on company business while utilizing a cellphone

SMI Member Survey Results

54% Allow use of a cellphone on the production floor

85%% Limit usage of a cellphone on the production floor

95% do not allow unlimited usage of a cellphone on the production floor

58% Have a written policy on cell phone usage

“As long as it doesn’t interfere with getting the job done, we are pretty flexible about the use of phones. Our setup personnel use their phone to connect with equipment suppliers usually asking a question.”

with the exception of using a Bluetooth device and not otherwise prohibited by local regulations. Drivers with a CDL may not use a cellphone with or without a Bluetooth device when operating the company’s truck. For the safety of the employee and that of others, it is imperative that the employee pull over and stop at a safe location to dial, receive, text, talk or otherwise utilize a cellphone.”

• “Company issued cellphones can be used only. Employees can use cellphones during break and lunch only if it’s not company issued.”

• “Our handbook states that cellphone usage is prohibited except in an emergency; however, we do not enforce that.”

• “The use of all personal electronic devices is prohibited during working hours. Use of such devices is allowed during break and meal periods.

Employees who violate this policy shall be subject to discipline up to and including termination.”

An “additional comments” section closed out the survey with more than 30 respondents responding. Here’s what a few people had to say.

• “This is very tough to police and you just have to pick your battles. We have had abusers.”

• “As most cellphones are smartphones, we understand the usefulness of certain features such as calculators, flashlight, camera and certain relevant apps.”

• “This continues to be a ‘no-win’ situation for us. It requires constant surveillance.”

SPRINGS / Summer 2018 / 41

• “Hourly employees will try to use bathroom breaks

• • • •

•

to use cellphones. This is a considered a violation of policy and will result in disciplinary action. If employees are expecting an important call from a doctor, attorney etc. - they can/will be granted permission ahead of time to take the call when it comes in.”

“This is a great topic to take a survey, it is becoming a bigger issue with every young person we hire.”

“A good employee knows how to conduct herself/ himself during working hours. If you need to address, then you may have a problem.”

“Cellphones can be a nuisance with social media distraction. Machines require attention. If not, the robots are coming.”

“Interesting topic. Usage is hard to police, unless you issue company-based phones. As for dangers around machinery, I think the machinery needs lockouts to prevent machinery usage while on any phone.

However, increasingly, apps are being required to assist with production, and maybe it’s time to discuss safety as well as best practices for combined use.”

“As long as it doesn’t interfere with getting the job done, we are pretty flexible about the use of phones.

Our setup personnel use their phone to connect with equipment suppliers usually asking a question.”

• “Honestly, I wish we could ban cellphones plantwide and not allow them inside the plant. The challenges I have is, even with my key people, I would start a major war with my employees because our society has become so dependent on them. I wish OSHA would mandate no cellphones allowed in any production setting. This would give all ownership a way out of this ongoing issue we all face. Just another wonderful benefit of having employees!”

LinkedIn Users Weigh in on Cellphone Usage SMI established a forum on LinkedIn several years ago for members of the spring community to discuss ideas and ask questions.

Here’s what we asked members of the SMI LinkedIn group: “Is the distraction of cellphone use on the shop floor a problem in your facility? What restrictions should govern cellphone use on the manufacturing floor? Do you have a different policy for those outside the shop floor?”

Here’s what some of the LinkedIn participants had to say…

“We have a similar policy: no personal phones on the shop floor. Personal phone use during break time is permitted outside of the manufacturing area. However, we do not have a specific policy for cellphone use for office personnel that have company The phone has a highly 217112 Syntechissued Casmi phones.

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42 / SPRINGS / Summer 2018

integrated tool for communication, and it is now another means for customers to reach out and text/IM if they want a near immediate response instead of a phone call. Personal cellphones in the office are restricted to use during their break time. If that person needs to use their phone, they need to step away from their work area and handle the call/communication where it is not disrupting others or their work.”

Richard Jonec, Vice President of Engineering and Sales Coiling Technologies, Inc., Houston, Texas “We allow them. Our policy is use it when needed, but don’t abuse it.”

Adam Jacobson, General Manager JN Machinery Corp., Dundee, Illinois “The cellphones nowadays have so many tools that can help with machine setup and production. I understand companies don’t want employees on personal calls, texting, and so on, but the phone can help in many ways also. Not to mention the spring generator apps available and the calculator. If there was a bad accident, a call can be made to 911 in seconds, versus getting to an office phone and placing the call. I think companies should really consider allowing their employees to use their phone on the shop floor.

I’m on the machine manufacturing side. If a setup person has a machine problem, I am always easily reached by a

“I wish OSHA would mandate no cellphones allowed in any production setting.”

text, phone call, or they can send a picture of the problem to provide support ASAP to help get the machine up and running. A picture is worth a million words many times!

I do understand both sides of the situation, but I really feel companies that prohibit cellphones are hurting their production more than helping.”

Rick Bray, Sales/Service Manager Oriimec Corp. of America, Erlanger, Kentucky

For Further Reading How will you deal with the problem of employees being distracted by devices? Matt Guse, the owner of MRS Machining in Augusta, Wisconsin, implemented a cellphone ban several years ago. The shop owner says the pain passes, but the benefits last.

You can read more in a story, “After the Cell Phone Ban,” published by Modern Machine Shop at https://www. mmsonline.com/columns/after-the-cell-phone-ban n

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SPRINGS / Summer 2018 / 43

Napa Valley Hosts SMI’s 2018 Annual Meeting

44 / SPRINGS / Summer 2018

N

apa Valley’s emerging grape leaves turned the surrounding hillsides to a brilliant green and provided a beautiful backdrop for SMI’s 2018 annual meeting, April 28 to May 1 at the Meritage Resort and Spa. Every two years at the annual meeting, SMI welcomes its new president and executive committee members.

Steve Kempf, CEO of Lee Spring, was installed as SMI’s new president,

as Mike Betts, chairman of Betts Company, ended his two years of service. Betts will now serve as past president. The rest of the executive committee includes: Bert Goering, Precision Coil Spring, vice president; Dan Sceli, Peterson Spring, secretary/treasurer; and Gene Huber Jr., Winamac Coil Spring, at large.

During his installation remarks, Kempf thanked Betts and his wife,

SPRINGS / Summer 2018 / 45

46 / SPRINGS / Summer 2018

Cheri, the entire Betts family and the Betts Company. “Thank you for your years of commitment to SMI, your eight years on the executive committee and the two years of presidential leadership,” said Kempf. “SMI is forever grateful.”

Regarding his term ahead, Kempf said he was humbled and proud to assume the mantel of leadership at SMI and regards it as an important association.

“We have clear direction and a great leadership team of both staff and volunteers. Business is robust, and our member companies are generally doing well. We have made great strides in the past few years toward achieving the vision we set out for ourselves just a couple of years before that,” remarked Kempf.

“My goal is to solidif y t hose recent achievements, which include enhancing the eXpo and symposia and building our technical knowledge base.

I want to make sure that our members, both you who are here tonight and, perhaps more importantly, those who are not, understand and appreciate the full value of SMI. I will work hard to activate our full membership; encouraging members to use the association for all it has to offer.”

Education and Inspiration Networking and educational events were center stage at the 2018 meeting.

An enlightening presentation was provided by Dan Quiggle, author of “Lead Like Reagan: Strategies to Motivate, Communicate and Inspire.” Quiggle inspired attendees and challenged them to move beyond “work/life balance” to what he calls “work/life presence.”

Quiggle left SMI members with ideas on how to build a legacy leadership profile.

Lisa Ryan, president of Grategy, provided an inspirational message on how SMI members can strengthen their workplace culture, improve employee engagement and how to initiate what she calls “grategies.” Grategies involve ways to build trust by “better acknowledging employees’ efforts.”

Finally, Joel Brenner, a former national counterintelligence executive and the author of “America the Vulnerable,” provided an enlightening session about cybersecurity and how organizations can protect themselves.

Br en ne r d i s p el le d t he mo s t common myths about cybersecurity: 1) “I’m compliant, so I must be secure,” and 2) “I’m safe because I’ve got firewalls.”

In his concluding remarks, Brenner said, “You cannot eliminate the risk of cyber intrusion, data loss and disruption. You can reduce it, but money alone will not do the trick. You must think it down, as well as buy it down.”

Thanking SMI’s Sponsors Throughout the meeting Kempf publicly thanked the sponsors who supported SMI’s annual meeting.

“We want to thank each of them for their support,” he said.

The 2018 sponsors included: Platinum • Gibbs • Industrial Steel and Wire • Interwire • Sumiden • Suzuki Garphyttan • WAFIOS Gold • JN Machinery • Pyromaitre • RK Trading • Radcliff Wire Silver • Automated Industrial Motion Bronze • Central Wire The 2019 SMI annual meeting will be held at the Hyatt Regency Lost Pines, Austin, Texas, April 5-9. n

SPRINGS / Summer 2018 / 47

Flashback

SMI Annual Market Summary One of the valuable benefits of membership in SMI is the “Annual Market Summary Report.” The report has been a regular staple for many years and provides important financial benchmarks for spring manufacturers.

The report presents insights into the performance of the typical spring manufacturer and more importantly, profiles a high profit group of manufacturers. By examining these high profit companies, springmakers can understand the areas where they excelled and the trade-offs they made in order to achieve success.

In this edition of our regular Flashback feature, we turn the clock back to the October 1986 issue of Springs.

Enjoy this look back from more than 30 years ago to see where the industry was statistically.

The deadline for the 2018 SMI Annual Market Summary Report has already passed. SMI encourages your participation in next year’s survey. For more information, contact Lynne Carr at 630-495-8588, or email lynne@smihq.org. n

©iStockphoto.com/tostphoto

48 / SPRINGS / Summer 2018

SPRINGS / Summer 2018 / 49

Building Relationships and Workforces: Observations from a First-Time Visitor to Düsseldorf

By Don Jacobson III

E

very two years the leading manufacturers in the cable and wire and the tube and pipe industries come together in northwest Germany for a truly worldwide phenomenon: wire 2018 - International Wire and Cable Trade Fair, and Tube 2018 – International Tube and Pipe Trade Fair. Industry experts present cutting edge machinery, technology, processes and finishes on a worldwide stage with 1.2 million square feet of exhibits and information. This past March, it was my pleasure to attend this event in Düsseldorf for the first time, with my wife, Sara and Jason Bingham, general manager of Newcomb Spring of Tennessee, and his wife, Jamie.

I could tell you all about the latest and greatest equipment that we saw, or the business that we could learn more about outside the spring industry, but I want to focus on two events that made this such a remarkable experience for me.

As a springmaker I thought I knew what a trade show was all about: equipment and fancy technology. As it turns out, the show was all about relationships. The goal was not just to learn about new equipment and purchase it for your company, it was about making relationships that span the globe. I am going to try and not exaggerate, but many booths were larger than the pubs and bars in the Aldstat (Oldtown) area of Düsseldorf and offered a variety of beverages, along with fresh sandwiches and pretzels. The booths were not there to fill your belly and slur your speech, but

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SMI members toured VDFI's GLW training center in Velbert, Germany.

rather to slow down the pace of business. With emails and calls coming directly to your pocket, the pace of business has dramatically picked up for all of us in the past 10 years. I can think of few instances where our company doesn’t expect an answer the same day we send in an RFQ. It’s the same for our customers, they are looking for an instant quote from us on a new spring. I found this mentality needed to be left at the airport when I arrived in Germany for the fair.

The new mentality: Approach a booth, exchange business cards, pull up a chair, have a water or beer and get to know the person sitting across from you. It may seem simple, but the most successful companies I talked to at the fair employed this strategy.

After some small talk, then it’s time to ask about the equipment in the booth or about new processes the company is offering. Many times, there was a tour of the booth (as it was larger than you could take in from your seat) and

then go back to your seat or table for another beer or pretzel before going over options and pricing.

This slowed down pace makes you realize that you are building a business partnership and not just another email contact or cellphone number.

Many of the larger booths had private breakaway areas that you would need to retreat to before talking business.

As you are building a new relationship or strengthening an existing one, that bit of privacy was a nice touch.

With the 70,000 visitors walking the fair, it’s nice to relax and realize that you are the company’s focus and they are not trying to grandstand and just hand out a bottle opener or pen with their logo on it as you pass by in a sea of similar shaped booths.

The unique part of our trip was an afternoon tour that SMI had arranged through Wolfgang Hermann and the German Spring Association, VDFI. It included a tour of VDFI’s GLW training center in Velbert, Germany and a tour of a local spring company. Incidentally, Velbert is the lock switch capital of the world and where the locks for Fort Knox were developed and built.

The school teaches a wide variety of students with interests in mechatronics, electrical, mechanical, tool and die, machine operators and springmaking. Our German counterparts understand that to keep the industry alive, they need a way to uniformly train young springmakers and not rely on the time honored practice of veteran spring workers sharing their tribal knowledge.

With over 200 trainees attending the school, 15 to 20 percent are there to study springmaking. To our knowledge, this is the only school in Europe or North America that offer a specific course for springmaking. The course teaches both theoretical and practical skills. Students spend much of their time working at their current job.

It is a 24-month program that enables graduates to work at any spring company in the world because they have experience with basic mechanical coilers and the most advanced CNC

Volker Knipping (left), technical manager at the GLW training center and Wolfgang Hermann of VDFI explain the intricacies of the school's curriculum.

equipment in the world. Many of the U.S. springmakers on the tour were envious of the brand-new Itaya and WAFIOS equipment that were donated to the school for the students to learn on. As a nonprofit, the school is constantly reinvesting in new equipment. Volker Knipping, the school’s technical manager, explained that the basic training students receive is the same instruction that is taught at other schools in Germany. Which means students can relocate to other parts of the country and not have a disadvantage when finding a job based on where they received their training.

Like any good educational system, students learn hands-on at GLW. We saw new students hand cutting their own tools and more advanced students in the electrical department rewiring a large drill press. For one final project, a team of students rebuilt the controllers on an oven. Students pay tuition to attend the technical school, but 70 percent of it is paid by their company and 30 percent is paid through government grants for worker education. The combination of investment by the German businesses and social services make this a truly unique environment that seems like it could have a good fit here in North America. Imagine

As a springmaker I thought I knew what a trade show was all about: equipment and fancy technology. As it turns out, the show was all about relationships. The goal was not just to learn about new equipment and purchase it for your company, it was about making relationships that span the globe.

SPRINGS / Summer 2018 / 51

With programs like Dream It. Do It. and Manufacturing Day being successful and teaching the next generation about springmaking, wouldn’t it be great if we had a place for those inspired students to go and learn springmaking? Our German counterparts think so, and it is paying off.

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a school where 20 to 40 new springmakers graduate each year with two years of training and knowledge under their belt. As we all look out on our shop floors, we are facing the same dilemma of an aging workforce and trying to integrate new younger blood into our workflow. With programs like Dream It. Do It. and Manufacturing Day being successful and teaching the next generation about springmaking, wouldn’t it be great if we had a place for those inspired students to go and learn springmaking? Our German counterparts think so, and it is paying off.

I can say that for certain, because the second part of our tour was just dow n t he st reet at springma ker Johann Vitz GmbH & Co. KG. This was an all-inclusive tour of German springmaking and a true cherry on the top for all of us on the tour that day. With gracious hospitality, we were divided into two groups and shown around the Vitz facilities. We immediately recognized the younger workforce and the advantage of having

the GLW on the other side of town and what that can do for a company.

The Düsseldorf show was a week to remember, not so much for the equipment, but for the relationships that were built and strengthened. The four of us from Newcomb Spring enjoyed the friendly and social environment we encountered. It wasn’t so much about a price tag on a piece of machine, it was about sharing a beer and really getting to know the other person sitting across from you. It was about seeing the next generation of German springmakers and planting the seeds of how we could duplicate the effort here in North America. It’s an experience that I will be forever grateful for, and one I would recommend to anyone in our industry. A special thank you to all those vendors that took time to sit and talk with us, and especially our team at SMI for setting up the tour and the hospitality of Wolfgang Hermann (VDFI), Volker Knipping (GLW), and Michael Vitz (Johann Vitz GmbH & Co, KG). n

Plan now to attend SpringWorld® 2018!

Join thousands of your colleagues in Rosemont.

SpringWorld provides a unique opportunity to network with other spring manufacturers and wire formers: • The premiere spring show since 1960.

• A global showcase for suppliers to the spring and wire form industry featuring attendees from 18 countries.

• One-on-one discussions with others who share your concerns offering new insights for your business.

• See the newest technology available to improve your productivity, quality and service.

• Attend free educational seminars offered by exhibitors and industry experts.

We’ll see you at

SpringWorld® 2018 October 3-5 Donald E. Stephens Convention Center Rosemont, IL

presented by www.casmi-springworld.org SPRINGS / Summer 2018 / 53

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2018 SMI Scholarship Program Awards $33,000

T

he SMI Scholarship program continues to give back to the industry by providing financial aid to help students pursue secondary education. This year 15 students were awarded $33,000 in scholarships.

Since SMI began its program eight years ago, scholarship assistance has been provided to 106 students, representing $222,000 in financial aid.

This year, 84 students submitted applications for the SMI scholarship program, representing 17 different U.S. states, along with Canada and Mexico.

“I want to congratulate this year’s schola rship recipients for their

accomplishments thus far and for the future achievements that these scholarships will enable. The caliber of the applicant pool is quite impressive,” said SMI president Steve Kempf. “I also want to express my appreciation for the generous SMI members who have augmented the regional scholarships with at-large scholarships of their own. What a fantastic industry this is!”

To be eligible for an SMI scholarship, award winners must be a full-time employee or dependent child of a full-time employee who works for an SMI member company.

For 2018, SMI awa rded nine regional scholarships in the amount of $2,000 each.

In addition, six at-large scholarships were also selected. The scholarships include: Albert H. Goering Memorial Scholarship, $2,000; Ronald and Adrienne Banas Scholarship, $5,000; International Spring Scholarship, $2,000 to two students; Callaghan-Hart Scholarship, $2,000; and the Bud Peterson Memorial Scholarship, $2,000.

SMI member companies will be sent information for the 2019 scholarship program in the fall, via mail and email.

SPRINGS / Summer 2018 / 55

2018 Regional Scholarships Canada Amira Gill Hometown: Toronto, Ontario SMI Member Parent: Gurmail Gill, Commercial Spring & Tool Attending: Queen‘s University, Kingston, Ontario Major: Civil Engineering

Chicago Erinn Komschlies Hometown: Appleton, Wisconsin SMI Member Parent: Donn Komschlies Attending: Southern Illinois University, Carbondale, Illinois Major: Music Performance

Michigan Shelbi Adams Hometown: Muskegon, Michigan SMI Member Parent: James Adams, Hines Corporation Attending: Alma College, Alma, Michigan Major: Nursing

Mid-Atlantic Kailey Davies Hometown: Tunkhannock, Pennslyvania SMI Member Parent: Brandy Davies, Lesjofors Springs America Attending: University of Pittsburgh, Pittsburgh, Pennsylvania Major: Pharmacy

Northeast Isabella Gorski Hometown: Newington, Connecticut SMI Member Parent: Jozef Gorski, Sirois Tool Co. Attending: University of Connecticut, Storrs, Connecticut Major: Nutritional Science

Pittsburgh-Ohio Matthew Dippold Hometown: Saint Marys, Pennsylvania SMI Member Parent: Anne Dippold, Penn Elko Spring Co. Attending: Pennsylvania College of Technology, Williamsport, Pennsylvania Major: Engineering

Southeast Victoria Jones Hometown: Inman, South Carolina SMI Member Parent: Travis Jackson, Duer/Carolina Coil Attending: East Tennessee State University, Johnson City, Tennessee Major: Psychology

56 / SPRINGS / Summer 2018

Students Say “Thanks” Here are excerpts from letters, cards and notes sent to SMI by this year’s scholarship recipients to express their appreciation.

“

I just wanted to take a moment to thank you and the Spring Manufacturers Institute for the generous scholarship. It is helping me attend my dream school, Vanderbilt, in the fall. So, your kindness is greatly appreciated.” – Sam Shane

“

I would like to formally thank you for choosing me as one of your scholarship recipients. I am delighted and honored to receive this scholarship.

It will be going toward my tuition at Alma College and will relieve some of the finances I owe. Going into my third year at Alma in the nursing program, I will begin clinical rotations and more of my money can now be spent on books and supplies.” – Shelbi Adams

“

I would like to express my gratitude for your generous scholarship of $2,000. I appreciate your recognition of my effort and hard work that I have put in to further my education. This scholarship will greatly help my family in supporting me throughout my educational endeavors.”

– Isabella Gorski

“

In light of my recent selection as a recipient of the Bud Peterson Memorial scholarship, I’d like to extend my appreciation to you directly. I have certainly worked hard to get to where I am today. To be recognized for my achievements inside and outside the classroom is nothing short of a positive feeling, and I thank you for coupling such recognition with a monetary gift.

This award will certainly help me handle some of the costs associated with a college education. Having siblings in college, I know every dollar counts. I truly extend my appreciation for this award and look forward to seeing how my education will further my pursuit of an impactful and meaningful life.”

– Connor Burrows

Regional Scholarships, continued

Southwest Sam Shane Hometown: Dallas, Texas SMI Member Parent: Aki Shane, Newcomb Spring Dallas Attending: Vanderbilt University, Nashville, Tennessee Major: Political Science

West Rachel Rowley Hometown: Walla Walla, Washington SMI Member Parent: John Rowley, Nelson Irrigation Corp.

Attending: Brigham Young University - Idaho, Rexburg, Idaho Major: Child Development

2018 At-Large Scholarships Albert H. Goering Memorial Scholarship Connor Lemma Hometown: Walla Walla, Washington SMI Member Parent: Michael Lemma, Nelson Irrigation Corp.

Attending: Pacific Lutheran University, Tacoma, Washington Major: Physics

Bud Peterson Memorial Scholarship Connor Burrows Hometown: Zeeland, Michigan SMI Member Parent: Bradford Burrows, Automatic Spring Products Corp.

Attending: University of Michigan, Ann Arbor, Michigan Major: Pre-med

Callaghan-Hart Scholarship Christel Weltzin Hometown: Big Bend, Wisconsin SMI Member Parent: Dan Weltzin, WCS Industries Attending: University of Wisconsin - Stout, Menomonie, Wisconsin Major: Dietectics and Food Science

International Spring Scholarship Kellie Kuehl Hometown: Sussex, Wisconsin SMI Member Parent: Steve Kuehl, Exacto Spring Attending: Evangel University, Springfield, Missouri Major: Worship Leadership

“

I would like to take this opportunity to thank you for the support of the Spring Manufacturers Institute scholarship. As one of this year’s recipients, I am grateful for the opportunities this award will provide me.

In the fall of this year, I will be attending Pennsylvania College of Technology to pursue a bachelor’s degree in manufacturing engineering technology.

In this major, I will learn a variety of skills from the machining of parts to the programming of robots used in the industry. In my studies, I hope to develop skills needed to enter the workforce as a knowledgeable and well-versed individual living in an area with a vast number of manufacturing factories. I hope to bring my skills back to the community to help maintain its economic infrastructure. I am truly grateful for the generosity provided by the Spring Manufacturers Institute in aiding me in achieving this goal. Your generosity truly makes a difference.”

– Matthew Dippold

“

Thank you so much for giving me the privilege of receiving a scholarship from Spring Manufacturers Institute. It means a lot to know I have your support as I pursue a higher education. The scholarship has given me opportunities that I would not have had otherwise. Because of your generosity, I can take summer classes in order to get my EMT certification.”– Victoria Jones

“

Thank you so much for your generous donation to the Spring Manufacturers Institute scholarship program. I am honored to have been selected for the Ronald and Adrienne Banas award and I appreciate your commitment and dedication to the next generation of students. As a doctor of physical therapy student, I am in class full-time in addition to working part-time.

This scholarship will reduce my student loan debt and it is my hope to be able to replicate your generosity in the future for students that come after me.

Thank you again for your kindness and generosity.” – Sydney Hammond

“

Thank you so much for the scholarship. I am very grateful for this opportunity. This will help tremendously to pay for college.”

– Connor Lemma

SPRINGS / Summer 2018 / 57

At-Large Scholarships, continued

International Spring Scholarship Benjamin Salzman Hometown: Oshkosh, Wisconsin SMI Member Parent: Jefferey Salzman, Oshkosh Coil Spring Attending: Upper Iowa University, Fayette, Iowa Major: Biology and Exercise Science

Ronald and Adrienne Banas Scholarship Sydney Hammond Hometown: Charleston, South Carolina SMI Member Parent: Jeffrey Randall, Duer/Carolina Coil Attending: Medical University of South Carolina, Charleston, South Carolina Major: Physical Therapy

International Spring Scholarship Katrina Smith Hometown: Shelby, Michigan SMI Member Parent: John Smith, Michigan Spring & Stamping Attending: Baker College of Muskegon, Muskegon, Michigan Major: Culinary Arts & Business

“

Thank you so much for selecting me to receive a $2,000 scholarship. You have reminded me that hard work pays off and dreams can come true. Your generosity has blessed me and my future posterity. Thanks again!” – Rachel Rowley

“

I just wanted to take the time to officially thank you for choosing me as a recipient of your $2,000 scholarship. I know that there were other well-deserving individuals applying for this scholarship. I’m very honored and pleased that you chose me over other very deserving students.

I was very surprised when I found out that I was. Pleasantly surprised, might I add this scholarship will help pay for my journey in becoming a happy successful adult, and that is very much appreciated. Thank you very much for choosing me as a deserving candidate. I assure you that you won’t regret it!”

– Benjamin Salzman n

The Largest Specialty Wire Manufacturer in USA, CAN and UK

58 / SPRINGS / Summer 2018

The Global Leader in Wire Announcing the opening of a new wire production facility in San Jose Iturbide, Guanajuato, in the heart of the automotive area of Mexico.

This expansion continues the SG focus of increasing our global footprint with local production close to our customers to offer greater flexibility and shorter lead times.

Initially this 13,000 sq. meter facility will have the capacity to produce 3600 MT, and expand to more than 12,000 MT at full production levels. The prime output will be oil tempered valve quality wire for the high demands of the engine, clutch, and transmission springs industry, but it will also produce high tensile OT wire for other spring applications.

Construction will be complete in Q1 2017 and production will start in Q2.

With the completion of this plant in Mexico, SG will have six wire producing facilities around the world: Garphyttan Sweden, South Bend USA, Suzhou China, Leeds England (KTS), San Jose Iturbide Mexico, and the Suzuki Metals plant in Narashino, Japan.

Suzuki Garphyttan

4404 Nimtz Parkway • South Bend, IN 46628 (574) 232-8800 • Fax (574) 232-2565 • suzuki-garphyttan.com

Create a “Story of the Week” to Engage Employees

By Hale Foote

Like many SMI members, Scandic is a job shop producing a changing lineup of custom parts for end users. Very often, our small part is integrated into a larger assembly and hidden from view.

The parts we make are essential, but often out of sight — our employees can’t take their families into a hardware store and show them what they made.

At the recent SMI annual meeting in Napa, California, presenter Lisa Ryan spoke about employee engagement. She stressed how different age groups (from Baby Boomers to Gen Xers) respond to the workplace in different ways. She urged us to find a way to make their jobs meaningful, especially for the younger workers.

One way we reach out to engage all employees is through a “Story of the Week” poster. We highlight a part we are producing, often from a new customer, and give some background on how that part functions. To the operator on the factory floor, it might just be another spring; but when they learn the spring acts as a vascular catheter, or as an electrical contact on the newest jetliners, they pay attention. Knowing where the part goes makes their role more meaningful. It becomes, “Hey Susan, how’s that supercharger part coming along?”

Tips: Make the presentation a single sheet. Snap a PDF of the part in isometric view, go to the customer’s website and copy a picture of the finished assembly, highlight where your part goes and describe what it does, and print it in color. A few minutes of computer work yields a lasting impression on your workers. n Hale Foote is the president of Scandic Springs, Inc. in San Leandro, California. He can be reached at hfoote@scandic.com.

60 / SPRINGS / Summer 2018

Story of the Week When you look up in San Francisco, you see the new Salesforce tower. It is 1,070 feet high and the second-tallest building on the West Coast.

And at the top of the tower, giant LED screens will show designs from around the Bay Area.

Scandic made 11,000 close-wound springs that are installed at the top of the tower to hold the LED fixtures. The coiling department made the bodies and ground one end, and secondary finished the parts. We are lighting the city!

spring mounted here spring isismounted here March 2018

New Ideas and Innovations Welcome Here!

©iStockphoto.com/Izabela Habur

Call for Papers 2019 SMI Metal Engineering eXpo The Spring Manufacturers Institute (SMI) invites authors to submit abstracts for the 2019 SMI Metal Engineering eXpo. As the largest North American event for key decision makers in the spring and metal forming industry, the SMI Metal Engineering eXpo is the best place to expose the industry to your new ideas and innovations.

It is preferred that papers are submitted in English with sufficient detail included for the fair evaluation of your proposal. Those submitting abstracts should limit their submission to 75 words and indicate which of the following session(s) the presenter would prefer to participate in: • New and upcoming materials or alloys • Automation/robotics • CNC repair and diagnostics • Spring manufacturing setup practices • Tooling materials selection • Stress relieving best practices for various materials • Coatings science • Future manufacturing processes and rapid prototyping

October 1–3, 2019

david l. lawrence Convention Center, pittsburgh

Abstract deadline: September 1, 2018 Acceptance notification: November 1, 2018 Manuscript deadline: March 2, 2019

See submission form on the reverse side.

Spring Manufacturers Institute (SMI) 2001 Midwest Road, Suite 106 Oak Brook, Illinois 60523-1335 Phone 630-495-8588 Fax 630-495-8595 www.smihq.org

www.metalengineeringexpo.org

About SMI Metal Engineering Expo 2019 The eXpo is designed to meet the needs of and advance the industry of springmaking and wireforming. The offerings are meant to provide information and learning opportunities to industry professionals, suppliers, customers, floor managers and machinery operators. The gathering offers a full spectrum of information on the latest business, technology and market trends and developments in the global springmaking and wireforming industry. Focused on the science of all facets of this industry from design to manufacturing, the eXpo brings the latest technology and innovations to improve product quality, productivity and profitability.

The eXpo and symposium also provides an excellent forum for expert discussions, continuing education, networking opportunities and more.

Abstract Submission

In order for SMI’s Trade Show Committee to fairly assess the scope and content of your proposed technical article please submit a 75 word abstract.

Papers

Accepted speakers for the SMI Metal Engineering eXpo will receive an Author’s Guide with details about the proper presentation of your manuscript and presentation.

Registration Form Check your area of interest: Author(s)

n New and upcoming

materials or alloys

Contact Author (designate only one)

n Automation/robotics n CNC repair and

diagnostics

Company (affiliations for each author)

n Spring manufacturing

setup practices

Address

n Tooling materials selection n Stress relieving best

City, State, Postal Code

practices for various materials

Country

n Coatings science

Telephone (include country and area code) Fax (include country and area code)

n Future manufacturing

processes and rapid prototyping

Email

Abstract (75-word maximum)

Please type your abstract in English. If you need additional space, please use a separate page.

Please submit your completed form to:

Lynne Carr, Executive Director, Spring Manufacturers Institute, 2001 Midwest Road, Suite 106, Oak Brook, Illinois 60523-1335 or via email lynne@smihq.org.

The SMI Trade Show Committee reserves the right to screen all abstracts and reject those abstracts deemed unsuitable or inappropriate for presentation or publication. Everyone who submits an abstract will be notified whether the abstract has been accepted.

©iStockphoto.com/Björn Meyer

Springmaker Spotlight

Ironmonger Spring: 40 Years and Going Strong

By Gary McCoy, Managing Editor

H

“

oosiers” is a 1986 sports film that tells the story of a small-town Indiana high school basketball team that, against all odds, wins the state championship against its larger school opponent through teamwork, grit and determination.

The storyline of Hoosiers has some parallels to Ironmonger Spring, the most obvious being the fact that the company is also located in Indiana and with 10 employees, is much smaller than its competitors. Located in Walton, a town of 1,000 residents in Cass County, Ironmonger Spring is visible as you drive through town on State Road 35 in north central Indiana between the larger towns of Kokomo to the southeast and Logansport to the northwest.

Last year, Ironmonger Spring celebrated its 40th anniversary.

Jo Ellen Ironmonger, owner and president, is the second generation to run the company that was started by her father, Norman Ironmonger, in 1977.

“I am very optimistic for the continued success of our company in the future,” explained Ironmonger. “We have been very profitable for the past several years and I look for that to continue.”

She explained that this year may become a little more challenging with the steel tariffs affecting the wire market at this time, “but I believe we will persevere.” Ironmonger said the company has faced other challenges in the past, such as embezzlement and theft, but has always been able to survive.

Jo Ellen Ironmonger, owner and president, Ironmonger Spring

SPRINGS / Summer 2018 / 63

Ironmonger says she enjoys the challenge of operating a successful business. “In this case it happens to be in the spring industry,” she explained. “It’s all I have known.”

She likes the people in the spring industry. “Even though we are competitors, most spring people are willing to work together and help each other. I believe there is enough business for all of us and therefore it is an advantage to work together.”

Thirty Years of Experience and a Trusty Slide Rule In 1948 at the ripe age of 17, Norman Ironmonger began his career in the spring industry at Kokomo Spring. After 12 years there, he worked at Myers Spring in Logansport for another 18.

With 30 years of spring manufacturing experience, Norman Ironmonger started the company in Logansport with his wife Mary Alice Ironmonger in 1977. According to Jo Ellen Ironmonger, “He was determined to provide customers with quality parts, as well as competitive pricing and premier service.”

He moved the company to Walton in 1978, and Ironmonger Spring continues to operate from the same location.

What was the company like when it first began?

“My dad went from wearing a shirt and tie into work every day to wearing jeans and sweatshirt, because we never knew exactly what we were going to be doing to get the customers’ part to them,” Ironmonger explained.

Even though he once took a computer class to learn how to design springs, Norman Ironmonger continued to use his trusty slide rule until he retired. “When we got our first computer, I think it was in 1983, he and I both went to a computer class for a week and I never saw him touch a computer again after that,” related Ironmonger with a laugh.

Ironmonger appreciates her parents and the sacrifices they made to build the company. Like her father, Ironmonger began working in the spring industry at 17 while attending Lewis Cass High School.

It was at the beginning of her senior year that her parents started Ironmonger Spring. She graduated from the school in 1978.

“It was decided that I would be the bookkeeper/secretary,” explained Ironmonger. “I worked three hours per day and went to school for four hours, taking accounting as well as typing classes.”

Randy Diehl, coiler operator, has worked at Ironmonger Spring for 31 years.

Ironmonger gauges the success of the company by the longevity of the business, along with its employees and customers. “We have customers who have been doing business with us since the very beginning,” Ironmonger volunteered with pride.

64 / SPRINGS / Summer 2018

Ironmonger said she always intended to further her education at a college campus to study accounting but found herself already doing the job and liking the business.

Over the next eight years she learned each position in the company, including purchasing and management, when her father took partial retirement in 1986 to spend the winter months in Florida.

In October 1995, Norman Ironmonger took full retirement and permanently moved to Florida with Mary Alice and Ironmonger’s special needs brother, Stuart.

“At that time, I took over as a full-time manager and relinquished the responsibilities of bookkeeper and small purchasing to others,” she explained.

Longevity Ironmonger Spring continues to thrive in the second generation of family ownership. The high-water mark of employees the company ever reached was 25, and for many years, Ironmonger said: “17 was our magic number.”

After economic downturns in 2000 and 2009, Ironmonger said the company has stayed at around 10 employees.

“We are one person short right now, and we are feeling some of the effects of that.”

She says being organized and staying abreast of daily activities to meet its customers’ requirements have been among the keys to success at Ironmonger Spring.

SPRINGS / Summer 2018 / 65

Ironmonger Spring employees (l-to-r): Gayle Long, Joe Grecu, Dorraine Carson, Terry Darland, Randy Diehl, Gary Stein, Marla Collins, Judy Darland, and Jo Ellen Ironmonger.

Like many other SMI member companies, employee longevity has also played a key role.

“We currently have nine employees, of which four have 31 to 41 years of experience with Ironmonger Spring,” said Ironmonger. “In the past four years, we have had three employees retire each with 30 plus years here.”

Ironmonger gauges the success of the company by the longevity of the business, along with its employees and customers. “We have customers who have been doing business with us since the very beginning,” Ironmonger volunteered with pride.

Meeting the Challenge Ironmonger says the greatest challenge the company has faced in the past five years is locating employees, especially with the skills needed for spring manufacturing and “just dependable, responsible, loyal persons.”

The company will host its third annual open house in honor of Manufacturing Day, which occurs on the first Friday of October each year. In addition, Ironmonger Spring is involved in several local associations. Among those is the Lewis Cass Polytechnic Academy, which is set to open later this fall. The academy will offer career and technology education pathways and courses, such as manufacturing, robotics and agriculture. Ironmonger serves as an adviser to the school.

She is also a board member for the Cass County Industry Alliance and has been working with the local branch of Ivy Tech Community College of Indiana to sponsor a girls STEM camp and “other ways to reach young girls to encourage them into engineering and manufacturing fields.”

66 / SPRINGS / Summer 2018

Ironmonger Spring has sponsored the Lewis Cass High School robotics team for the past two years, and two of the local youth league softball teams. “We sponsor a radio advertisement against child abuse each year during the month of March and make an annual donation to United Way.”

Moving Ahead Ironmonger Spring continues to serve many long-term customers as a manufacturer of round wire compression, extension and torsion springs and wireforms. They also provide assembly work and special packaging for several customers, including TRW in nearby Lafayette, Indiana, a manufacturer of wire harnesses for heavy duty trucks.

Ironmonger Spring is ISO 9001-2015 certified with a full range of testing equipment and a quality control department. The company’s secondary operations include stress relieving, grinding, set removal, shot peening, painting and plating (outsourced). They also assist customers with spring design, prototyping and short run production.

Ironmonger says her goal is to provide employment for the people who work at the company, so they can provide for their families. “My job is to make sure the company is sound so they can all be provided for, because there’s such a long history with my family being a source of employment in our community and being in the spring industry.”

She enjoys the challenge of helping achieve success for the customers of Ironmonger Spring. “There’s hardly a day that goes by that I don’t have a customer calling and saying, ‘Hey, our inventory got too low. We’ve got to have parts. What can you do to help us?’”

Ironmonger has learned over the years that business is like a roller coaster and the stock market. “You have to be prepared for the rough times. Whether it’s the economy or due to customer slowdowns, be proactive during the good times in order to be able to hold your ground during the lean times.”

After the passing of both of her parents, Ironmonger became the sole owner of the company. “Neither one of my brothers have been involved in the daily operations,” she related.

Her oldest brother, Steve, is a member of the board of directors. She describes him as “my sounding board for major decisions.”

Her brother, Stuart, brain damaged since birth, died in May 2017. Ironmonger’s daughter, Crystal, has two sons and is also on the board of directors. The rest of her family at home is her partner, Margo, and stepdaughters, Emmy and Addie. She describes them as, “My support team, offering a listening ear and advice when needed.”

Ironmonger is uncertain how long she will continue to run the company, but states she has two potential buyers

when she decides it is time to sell and will offer to manage the facility for two or three years for the new owners. She is proud of the fact that Ironmonger Spring celebrated its 40th anniversary in 2017.

“While we are very small with only 10 employees, most of whom have been here 30 years or more, we are very successful,” explained Ironmonger. “This past year was our third best sales wise and our best year profit wise.

Also, we have made huge improvements in our facility.”

Ironmonger has learned over the years that business is like a roller coaster and the stock market. “You have to be prepared for the rough times. Whether it’s the economy or due to customer slowdowns, be proactive during the good times in order to be able to hold your ground during the lean times.” n

SPRINGS / Summer 2018 / 67

Book Corner ©iStockphoto.com/kertlis

Millennials & Management: The Essential Guide to Making it Work at Work

L

et’s face it, millennials are a growing segment of the workforce population that can’t be ignored or dismissed out of hand. “Millennials & Management: The Essential Guide to Making it Work at Work” by Lee Caraher is an attempt to help everyone understand millennials, especially baby boomers like myself.

The book does a pretty good job of delving into “The Millennial Mind-Set,” the focus of Chapter 3. The author says millennials are capable, contributors, change makers and confident. In terms of what millennials are looking for, she says they want to matter, want constant dialogue, want a full-life approach to work and want opportunity.

Later in Chapter 3 she attempts to bust or find plausible six prevailing myths about millennials, that they are: 1) Entitled - “Busted: Millennials are conditioned. They don’t want anything we don’t all desire.”

2) Expect rewards and promotions for showing up - “Plausible: They’ve gotten rewards for simple participation all along the way, so many don’t know what mastery looks like.”

3) Don’t work hard - “Busted: Millennials work differently, and sometimes don’t know what good work is, which is not the same thing as ‘don’t work hard.’”

4) Can’t get anything done – “Busted: Millennials need context to get started and feedback to cross the finish line, but their output can be phenomenal.”

5) Are casual and disrespectful – “Half busted/half plausible: As a culture, we are much less formal in our dress than we were 20, 30 or 40

years ago—John F. Kennedy started the whole thing when he refused to wear hats in 1960. Millennials have not been taught what is appropriate in the workplace and don’t know how other, older colleagues perceive them.”

6) Want freedom, flexibility and work-life balance – “Split decision: Freedom?

Some want the freedom to be anywhere, while others value being in the office. Work-life balance?

Confirmed: they have seen the compromised work-life balance that many baby boomers and Gen Xers have and don’t want it for themselves.”

I liked the fact that each chapter finished with a list of “management dos and don’ts” and “millennial dos and don’ts,” serving as a useful reference tool for both generations.

Those with negative attitudes toward millennials might see this book as a book on how to motivate the spoiled. I thought the book was helpful in three aspects: 1) The need to establish clear guidelines, 2) The need to never assume, and 3) the need to show this generation how they fit into a company’s bigger picture.

I thought most of the value of this book was established in the first half in

terms of how to understand millennials and how millennials can understand their older counterparts. It is a point that Caraher makes in the book’s introduction, “If you’re a boomer or Gen X leader struggling to understand the millennials in your office, or if you’re a millennial trying to get through to your boomer or Gen X boss, this book is for you.

Understanding the perspectives of other generations and putting into the practice the techniques I describe will create a smoother-running, more positive workplace for everyone.”

While the first part is good, I thought the second half of the book dragged a bit and the advice dispensed was more “generic” and could apply to any workplace, not just one where millennials reside. n

Have a favorite business book you would like to tell us about or review? Send your suggestions to Springs managing editor Gary McCoy at gmccoy@fairwaycommunications.com.

SPRINGS / Summer 2018 / 69

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Global CTE News Highlights MiCareerQuest 2018 Helps Showcase Advanced Manufacturing Over 9,500 students from across West Michigan attended the fourth annual MiCareerQuest event held at the DeVos Place Convention Center in Grand Rapids on Wednesday, April 25. The event gave students the chance to try out interactive exhibits centered around advanced manufacturing, construction, health sciences and information technology.

The event is described as “not your average career fair. In fact, it’s not a career fair at all. It’s a career exploration experience.”

Employees from Wolverine Coil Spring Co. in Grand Rapids helped represent the spring industry.

Jay Dunwell, president of Wolverine Coil Spring, wished to thank Carl Atwater and A.I. Technology for bringing one of its machines to the event and “interacting with the students to help make this important career exploration event the huge success it has become.”

For more information on MiCareerQuest, visit www.micareerquest.org.

Manufacturing Day 2018 Just Around the Corner Manufacturing Day is an annual national event that brings together t housa nds of ma nu fact u rers to host students, teachers, parents, job seekers and other local community members at open houses designed to showcase modern manufacturing technology and careers.

Last year, SMI joined the National Manufacturing Association’s “Dream It. Do It.” initiative to tap into resources and branding of the program so SMI

could provide a cost-effective solution for its members in reaching the future workforce for the spring manufacturing sector.

One of the key elements of the initiative is Manufacturing Day. This year’s Manufacturing Day is Friday, Oct. 5, 2018.

The nu mber of SM I member companies participating in Manufacturing Day increased from 12 in 2016 to 26 in 2017. SMI has a set a

goal to double the number of events to 50 in 2018.

We invite SMI member companies to participate in Manufacturing Day 2018. You can register your event at http://www.mfgday.com/user/register.

Whether you are hosting a new event or continuing a new tradition, be sure to send us your Manufacturing Day event details with photos.

To learn more about Manufacturing Day visit www.mfgday.com. n

SPRINGS / Summer 2018 / 71

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service it, support it, offer set up advice and carry a extensive tooling and parts inventory. We’re not across the ocean, we’re around the corner, which means less downtime. With two decades of experience and integrity, we have established a reputation—with over 85% of our sales to return customers. Let RK Trading help carry your load, for peace of mind and maximum profitability.

Inside SMI ©iStockphoto.com/seraficus

Technical Assistance for Your Metallurgical Challenges If you make metal parts, you always will be challenged by fatigue life, corrosion, material and process related problems.

Help in solving these issues is now only a phone call away by contacting Rick Gordon, SMI’s new technical director.

Gordon was hired as a technical consultant for SMI members earlier this year. He also is available to help nonmembers.

Gordon is ready to answer a variety of metallurgical questions and can also help manage and oversee processes for meeting members’ needs regarding failure analysis. This includes sourcing reputable testing labs throughout North America, forwarding member requests to the appropriate lab, and reporting results and recommendations.

“I am excited about this opportunity at SMI to help member companies with their technical and material questions and needs,” said Gordon. “Since joining SMI in April, I have had the opportunity to meet many members at the annual meeting in Napa and the SESMA meeting in Charleston. SMI members are a great group of people, and I am most impressed with the leadership team at SMI.” Gordon’s career as a technical service metallurgist includes his most recent work at Gerdau Ameristeel in Texas and New Jersey. Before that he held quality and engineering positions at National-Standard Company, Baoan International Investment Co. Ltd., and United States Steel Corporation.

Gordon’s time and that of SMI’s new technical advisor, Gary Van Buren (primarily for spring design related issues), is limited to a combined two hours a month per each member company. Additional help is available at an hourly rate to be determined by the SMI board, with a reduced rate to SMI members. Gordon can be reached at Rick Gordon c.richard.gordon@gmail.com, or 574-514-9367. Van Buren can be reached at gvanburen2@gmail.com, or 440-206-6129.

Ted White Named Honorary Member Ted White, president of Hardware Products in Chelsea, Massachusetts, was unanimously selected by the SMI executive committee as the association’s newest Honorary Member at the 2018 annual meeting in Napa, California. White has been a tireless SMI volunteer serving on the SMI board of directors and various committees, including his most recent role as chairman of the SMI magazine committee.

SMI Members Gather for wire Show SMI members traveled to Düsseldorf, Germany to attend wire 2018 – International Wire and Cable Trade Fair, and Tube 2018 – International Tube and Pipe Trade Fair. The combined trade fairs took place from April 16-20.

A member reception was held at the SMI host hotel and several members went on a tour of a local vocational training school and springmaking company. You can read more about the tour in Don Jacobson’s report on page 50.

Another group of SMI members participated in a

Pictured in Tubingen, Germany (l-to-r): Jeff Burda, Master Spring; Amy and David Vujaklija, WAFIOS; Steve Skolozynski, Master Spring; Victoria Nagel, Nagel SA; Gert de Waard, WAFIOS; Bernie and Don Fazio, Diamond Wire Spring.

New SMI Member WAFIOS tour from April 9–15, just before the start of the Düsseldorf show.

Don Fazio of Diamond Wire Spring Co. said, “A great time was had by all as we visited the WAFIOS facilities, toured some of the

local towns, had wonderful meals and visited four different spring and wireforming companies. But most of all, the new friends that we made were just great. A special thanks to WAFIOS for making it happen.” n

SMI is pleased to announce its newest member. Please join us in welcoming this new company.

The L.S. Starrett Company Anthol, Massachusetts

SPRINGS / Summer 2018 / 73

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SMI Board Meets During Annual Meeting in Napa

T

he SMI board of directors met in regular session on April 28, 2018 during the annual meeting at the Meritage Resort in Napa, California.

Mike Betts, president, presided over the meeting and introduced new board members David Devoe, Plymouth Spring, Dave Deerwester, The Yost Superior Company and Joe Devany, Betts Company. Betts thanked each of them for joining the board and thanked the whole board for their commitment to the industry.

Betts also welcomed Rick Gordon, SMI’s new technical director and Gary Van Buren, SMI’s new technical advisor. He outlined their backgrounds and responsibilities regarding their respective positions.

Bobby Bergeron from Tradeshow Logic briefed the board on the 2019 edition of the SMI Metal Engineering eXpo, Oct. 1-3 at the David Lawrence Convention Center in Pittsburgh.

Bergeron said the convention center is located right on the banks of the Allegheny River. The eXpo will be held in hall C and the headquarters hotel for the eXpo is the Westin.

The square footage for the hall is a little under 19,000 sq. feet, with the opportunity to expand. Among the new features for the 2019 eXpo is the addition of a lead retrieval scanner for attendees. The eXpo website will include a digitized floor space plan that shows which booths are already sold.

In addition to his service on the SMI executive committee, Dan Sceli is the chairman of the Motor and Equipment Manufacturers Association (MEMA).

Sceli briefed SMI board members on recent meetings he attended on behalf

of MEMA with the U.S. Secretary of Commerce and the U.S. Trade Advisor on steel tariffs and NAFTA. He said the process is unfolding with steel tariffs, but the main objective is an attempt to force a trade deal. Sceli said with regards to NAFTA they are looking at something that may be implemented in the next three to five years. They are also working to raise wages for workers in Mexico.

Betts noted that SMI signed a letter to President Trump regarding the effects of tariffs on the springmaking industry.

SMI executive director Lynne Carr reported that she will be meeting with a video producer to discuss the idea of putting together a Manufacturing Day video that SMI members could use to help promote events in their community. She also thanked Agustin Estalayo Ibanez of RPK Mexico SA de CV, who helped get SMI’s “Handbook of Spring Design” translated into Spanish. She noted that Ibanez will be donating his time to be at SMI’s booth at SpringWorld 2018 to talk with Spanish-speaking springmakers and suppliers.

Newly appointed magazine chairman Don Jacobson III of Newcomb Spring reported on topic ideas for future issues of Springs. He said committee members continue to like printed copies of the magazine and feels there’s no need to go completely digital yet. Jacobson said they would like to see reporting on timely topics at the SMI website.

The technical committee reported a desire to move forward with adding magazine springs to the ASD software.

Dan Sebastian would like to write an

article for Springs about magazine springs that includes a caveat about the risks associated with making this type of springs. Tom Armstrong of Duer/Carolina Coil continues to represent SMI at the worldwide TC227 meetings. The TC227 group will vote this year on new shot peening standards, while standards for helical compression springs will undergo a four-year discussion and review by the committee. Gordon, SMI’s new technical director, will attend the next meeting in Berlin.

Membership committee chairman Don Lowe of Peterson Spring reported that regular membership has grown by 5.3 percent and associate membership has increased by 1.2 percent. The committee continues to look at ways to increase membership by demonstrating the value proposition that membership brings to each company.

The regulatory compliance committee is being led by Joe Devany of Betts Company. The committee is trying to recruit additional members and looking at toolkits that could be added to the website that help members with compliance issues.

The benchmarking committee, led by Ibanez of RPK Mexico SA de CV, reported that the annual market summary for 2018 has been mailed. He said there is great value in responding to the survey and the committee is looking at ways to stress the value of the survey to those members who are not participating, The SMI board of directors will next meet at the Aloft Hotel in Rosemont, Illinois, Oct. 2, 2018, the day before the start of SpringWorld 2018. n

SPRINGS / Summer 2018 / 75

New Products ©iStockphoto.com/hüseyin harmandaglı, morkeman, PeskyMonkey

RK Trading USA’s CSX-20 Series Wire Former with AT Attachment Arm RK Trading USA, a trusted supplier of spring formers, coilers, reels and grinders for more than 20 years, offers the CSX-20 Series Wire Former with AT attachment arm. This machine is the newest and most efficient model in the popular CSX series of wire formers. This 16-axis machine features a 3D rotating tooling attachment in front of the wire line, removable optional attachments and a portable bolt-on forming station, in addition to standard CSX series features.

This 16-axis “All Servo” wire former with a wire range of .016”-.080” is now available with a removable AT attachment arm unit. The easy-to-use AT attachment front arm allows a wider range of finished forms and double torsion springs made start-to-finish on one machine. This machine offers easy setup and provides the ultimate versatility, with eight servodriven slides, full wire rotation capability, rotary quill and the ability to add optional single and dual axis servo spinners, as well as the EA second hook finishing station.

RK Trading’s spring and wire forming machines allow customers to

manufacture parts in small or large quantities, and even prototypes, using the same machine, with the same programming. This saves companies time and money and gives them the ability to manufacture a wider range of products. All RK Trading machines are manufactured by the Herdon Equipment Company, as they have been since 1970. All RK Trading service parts

and tooling are supplied from their facility in Chicago, Illinois.

RK Trading USA offers a full one-year warranty on parts and labor and includes free training at the RK facility, as well as a 30-day follow-up training at the customer’s facility.

For additional information, visit http://www.rktradingusa.com.

HTC20XUP Spring Former HTC and FSI introduce the HTC20XUP, the newest spring and wire forming development from HTC. The HTC20XUP machine is available with standard 13 axes and up to 18 axes format. It can manage a wire range of 0.6mm - 2.0mm.

Unique features include “Z” axes quill movement (in/out) for setup flexibility, and a rotating tool holder to minimize setup time and tooling. Additionally, the HTC20XUP provides a “SWING” feature for the servo winder, to control left/right offset positioning of the winder. The swinging capability provides added flexibility when making complex shapes. Production speeds and precision have increased considerably from previous generations. For additional information, contact Forming Systems, Inc. at info@formingsystemsinc.com or call 269-679-3557.

76 / SPRINGS / Summer 2018

New Products

Starrett Introduces Digital Force Testers for High Volume Basic Production Testing The L.S. Starrett Company has introduced a series of Motorized Digital Test Frames for performing a wide range of basic, high volume in-situ lean manufacturing force testing applications including tension, compression, flexural cyclic, shear and friction. The Starrett FMM Digital Force Testers are part of the new Starrett L1 line of entry level computer-based force measurement solutions. Optimized for production and quality control testing, the versatile, innovative architecture of the L1 system is designed for fast, easy-to-use, reliable and repeatable operation.

Starrett FMM Force Testers can be used with either Starrett L1 software for computer-controlled testing, or with a Starrett DFC Digital Force Gage. The DFC gage lets users control the speed and travel of the FMM Series, providing a single operator interface for control and testing. Using the DFC Series on

an FMM test frame, load, distance and break limit testing can be performed simply at an economical price and with excellent accuracy of better than 0.1 percent.

“The FMM Test Frames were designed to operate two ways – with our L1 software for customers seeking full computer control in a MS Windows environment, or via our DFC Force Gage mounted on the column for customers preferring maximum application versatility and cost effectiveness,” said Emerson Leme, head of the metrology equipment division at Starrett. “It’s a revolutionary concept.”

The Starrett L1 software offers simple, fill-in-the-blank templates that let users create, perform, measure and analyze their test in seconds and perform limit testing, break testing, constant hold testing, cycle testing and more.

Touch screen control simplifies operation

and the high-resolution display shows results in tabular and graphical formats.

Tolerances can be applied for immediate pass/ fail indication. Raw data can be exported to Excel for reporting and statistical analysis.

For more information on Starrett FMM Force Testers, visit http://starrett. co/2FvliDf or call 978-249-3551.

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New Products

Larson Electronics LLC Releases Red Forklift Strobing Warning Light

New Pig Introduces PIG Grippy® Carpeted Entrance Mat New Pig Corporation, the leader in helping facilities create cleaner, safer and more productive environments, introduces PIG Grippy Carpeted Entrance Mat, the world’s first adhesive-backed carpeted mat. This latest addition to the Grippy Mat product line provides a stylish new solution to risky and outdated rubber-backed entrance mats that shift, slide and create tripping hazards.

Grippy Carpeted Entrance Mat is available in two textures and four colors to complement any modern or upscale environment. The quick-drying carpet top, made from 100 percent postconsumer recycled content, features high-performance, colorfast fibers that resist stains and fading. A low-profile surface design traps dirt, debris, sand and liquids while helping the mat look cleaner, longer. And with crush-resistant, commercial-grade durability, the mat can stay in place for three to six months, depending on conditions.

Like all Grippy Mats, adhesive-backed Grippy Carpeted Mat stays put with no

78 / SPRINGS / Summer 2018

bunching, shifting, rippling, curling or flipping over. The mat’s proprietary adhesive backing delivers the ideal balance of stick-and-release performance to keep it in place, yet peels up easily without leaving residue when it is time to replace it.

The adhesive backing also allows Grippy Carpeted Mat to be cleaned in place with a vacuum or water extractor, eliminating the hassle of dragging heavy mats around.

Grippy Carpeted Mat rolls out for continuous walk-off coverage with no gaps, ripples or overlaps that cause slips and trips.

And since the mat cuts easily without fraying or unraveling, it can be used to create custom sizes and shapes around beams, corners and asymmetrical floor layouts.

Grippy Carpeted Mat is ADA compliant for wheelchairs and walkers and has been tested and certified by the National Floor Safety Institute (NFSI) as a hightraction surface.

For more information about PIG Grippy Carpeted Entrance Mat, call 855-474-7791.

Larson Electronics LLC has released a 27-watt blue LED forklift zone light that runs on 10-100V DC. This unit produces 2,350 lumens of intense blue light to indicate the pathway of the forklift, warning pedestrians of ongoing operation.

This forklift warning zone light is ideal for hazardous locations such as warehouses and delivery bays.

The LEDWL-ZN-FKLT-STRBRED-1224 from Larson Electronics is a 27-watt LED forklift zone warning light, which produces 2,350 lumens of intense red strobing light as a real-time notification to nearby pedestrians of ongoing forklift operation and the pathway of the forklift.

The LEDWL-ZN-FKLT-BLU provides noticeable red illumination, which strobes at a rate of 2Hz with a 30 foot by 1.5-foot beam, thus enhancing visibility and detection by other forklift operator’s and pedestrians.

The LEDWL-ZN-FKLT-STRBRED-1224 housing is constructed of die-cast aluminum alloy with a polycarbonate lens. A forklift may incorporate this LED light at the front, back or both ends of the forklift body, mounting the LED to the forklift via two included 304L stainless steel brackets. Once mounted operators can adjust the position of the zone light. This strobing forklift light is compatible with standard forklift voltages including 12V, 24V, 36V and 48V. “Standard forklift notification systems can be very annoying and distracting with flashing lights and constant noise,” said Rob Bresnahan, CEO of Larson Electronics LLC. “Using a strobing red LED zone light with a wider beam configuration eliminates the irritation and enhances detection amongst pedestrians and other vehicle operators.”

New Products

Industrial Dot Peen Marker from Kwik Mark Kwik Mark Inc. offers a made in the U.S. Benchtop Dotdot Peen Marker (KM-1207) with a larger 12" x 7" marking area to suit most industrial marking applications and can engrave on materials ranging from hardened tool steels to delicate plastics.

This dot peen marker is a chip-less engraver ideal for marking tags, legends and machine parts with high resolution images. The unique dot peen process “floats” on the material surface during the marking operation, making it ideal for flat, curved and irregular surfaces. The system has built-in serializing, date coding and graphic engraving functions.

The KM-1207 machine is self-contained, requiring no PC for operation, and features the latest embedded control technology with a dual memory embedded processor with compact flash card. It includes a detachable keyboard as well.

There is no software to learn or manuals to read with the Express Text feature. Just press one key and enter the text to mark on the included keyboard, or use the company's patented iTeach function, which allows operators to use the marking tip as a “pointer” to define the text path.

The Kwik Mark is also available in a standard 6" x 4" marking area. Other sizes include 24" x 24" and even up to 4 ft. x 8 ft. travels for full sheet processing. For more information visit kwikmark.com or call 815-363-8268. n

Advertiser's Index A & D Trading (440) 563-5227. . . . . . . . . . . . . . 21 Acquisition Asset Mgmt (312) 613-5259. . . . . . . . . . . . . . 31 Admiral Steel (800) 323-7055. . . . . . . . . . . . . . . 9 Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . 54 AIM Inc. (630) 458-0008. . . . . . . . . . . . . . 11 Betts Spring (559) 206-0379. . . . . . . . . . . . . . 22 CASMI (630) 369-3466. . . . . . . . . . . . . . 53 Central Wire (800) 435-8317. . . . . . . . . . . . . . 58 Diamond Wire Spring Co. (800) 424-0500. . . . . . . . . . . . . . 20 Dispense Works (815) 363-3524. . . . . . . . . . . . . . 77 Fenn/Torin (860) 594-4300. . . . . . . . . . . . . . 70 Fives Group (440) 709-0748. . . . . . . . . . . . . . 10 Forming Systems Inc. (877) 594-4300. . inside front cover, back cover

Gibbs Wire & Steel Co. Inc. (800) 800-4422. . . inside back cover Industrial Steel & Wire (800) 767-0408. . . . . . . . . . . . . . . 6 Interwire Products Inc. (914) 273-6633. . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161. . . . . . . . . . . . . . 15 Jowitt & Rodgers/Syntech (704) 525-8030. . . . . . . . . . . . . . 42 Kiswire (201) 461-8895. . . . . . . . . . . . . . 13 Maguire Machinery (609) 266-0200. . . . . . . . . . . . . . 17 Mapes Piano String Co. (423) 543-3195. . . . . . . . . . . . . . 25 Mount Joy Wire (717)653-1461. . . . . . . . . . . . . . 24 NIMSCO (563) 391-0400. . . . . . . . . . . . . . 67 North American Spring Tool (860) 583-1693. . . . . . . . . . . . . . 67 Proto Manufacturing (800) 965-8378. . . . . . . . . . . . . . 12 Radcliff Wire (860) 583-1305. . . . . . . . . . . . . . 43

RK Trading (847) 640-9371. . . . . . . . . . . . 3, 72 Simplex Rapid (563) 391-0400. . . . . . . . . . . . . . 74 Spring Manufacturers Institute (630) 495-8588. . . . . . . . 18, 61-62 Starrett (978) 249-3551. . . . . . . . . . . . 34,35 Suzuki Garphyttan (574) 232-8800. . . . . . . . . . . . . . 59 Tool King (847) 537-2881. . . . . . . . . . . . . . 39 Ulbrich Stainless Steels (203) 239-4481. . . . . . . . . . . . . . 42 United Wire (800) 840-9481. . . . . . . . . . . . . . 36 Vinston (847) 972-1098. . . . . . . . . . . . . . . 8 Vulcan Spring & Manufacturing Co. (215) 721-1721. . . . . . . . . . . . . . 25 WAFIOS (203) 481-5555. . . . . . . . . . . . . . . 5 Zapp Precision Strip (203) 386-0038. . . . . . . . . . . . . . 68

SPRINGS / Summer 2018 / 79

Snapshot ©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

Gary Van Buren

Van Buren Consulting Name: Gary Van Buren Nickname: Garo Company name and city: Van Buren Consulting, Kingsville, Ohio.

Brief history of your company: I started my company after leaving Spring Team.

As part of my work, I’m proud to be a part of the SMI team serving as its new technical advisor. I’m now available to help members and nonmembers with design and problem-solving issues, including spring design and technical consultation; respond to technical emails and phone calls; assist in upgrading SMI’s Advanced Spring Design software; and assist the SMI Technical Committee, particularly in defining speakers and topics for the bi-annual SMI Metal Engineering eXpo and developing spring design classes and seminars.

Job title: President.

Spring industry affiliations: I served on the SMI technical committee for many years.

Birthplace: Painesville, Ohio.

Current home: Kingsville, Ohio.

Family (spouse, children, pets, etc.): Wife , Linda, daughter, Stephanie (grandgirls, Ava and Brynn and a third grandgirl coming in October), son, Ryan, daughter-in-love, Samantha (grandtwins, Maggie and Graham) and “Best Dog Ever” Baylee.

What I like most about being a springmaker: Using engineering to solve what seemed like impossible problems to customers.

Favorite food: Barbecue (burnt ends to be specific).

80 / SPRINGS / Summer 2018

The Van Buren family (l-to-r): Ryan, Samantha, Gary, Linda, Ava, Stephanie and Brynn. Not pictured: Graham and Maggie.

Favorite books/authors: All Dr. Seuss, especially “Oh, the Places You’ll Go!”

I knew I was an “adult” when: I held my daughter in my arms for the first time.

Favorite song/musician: All ‘50s and ‘60s music. My wife and I love to jitterbug.

If I weren’t working at ( SMI ), I would like to: Be in the Caribbean being the first mate (Gilligan) for a large sailboat, taking vacationers out for an adventure.

Hobbies: Golf (wish I played better).

Favorite places: The Caribbean (especially the eastern and southern islands).

Best times of my life: Traveling to Eastern Europe with the Kent State University gospel choir. My son was singing with the group and my mother, wife and I got to travel with them.

A really great evening to me is: A night at the theater seeing a great Broadway play.

The one thing I can’t stand is: The political divide in our country.

My most outstanding qualities are: My commitment to my family.

People who knew me in school thought I was: A class clown.

The most difficult business decision I ever had to make was: Firing an employee who was also a good friend.

I wonder what would have happened if: I had moved to Arizona back in the ‘80s when work was scarce in Ohio.

Role models: My best friend, Ed Hall and my brother-in-law, Pete Schumann. Both taught me morals and standards. These are qualities which I’m grateful to have.

I would like to be remembered in the spring industry for: Helping others learn spring design.

But people will probably remember me for: Always have a smart remark or joke to tell.