Springs, Spring 2020, Vol 59 No 2

SPRING 2020

THE INTERNATIONAL MAGAZINE OF SPRING MANUFACTURE

A Publication of the Spring Manufacturers Institute / Vol. 59, No. 2

THE

GENERATION

GA P Generation Gaps 32

Bridging the Gap 34 All Generations Matter, Even Gray Ones 41 Using Robotics as a Competitive Advantage 46

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President’s Message From Bert Goering

SMI Executive Committee President: Bert Goering, Precision Coil Spring Vice President: Gene Huber, Jr., Winamac Coil Spring Secretary/Treasurer: Don Jacobson III, Newcomb Spring At Large: David DeVoe, Plymouth Spring Past President: Steve Kempf, Lee Spring Executive Director: Lynne Carr, SMI

SMI Board of Directors

Conquering the Communications Gap I am honored to serve as your new president, but I apologize in advance for the next eight issues of the magazine and my attempts at inspiring columns in this space. I’m an engineer and by nature, words just don’t flow all that well; I am really thinking I should’ve just stuck to reading blueprints. Nevertheless, here is my first attempt!

Coming from a family business background, I have learned that generation gaps are just a normal part of passing the torch from one generation to the next. Older generations operate from their wealth of experience and embrace the status quo, while younger generations operate from the realm of possibility, constantly asking “why not” and pushing for improvement.

I tortured my father with zealous visions of a structured training curriculum and apprentice programs that far exceeded the standard of on-the-job training for that time. I remember him questioning my decision to dedicate precious square footage to a training room with tables, chairs and a whiteboard rather than machinery dedicated to fabricating product. I know now, as my father looks down from heaven, he is getting a good chuckle as I get my “payback” with my daughter joining the organization and asking her own set of “why not” questions with regard to job satisfaction and employee happiness.

There is a lot of recent talk about “generation gaps” and the difficulties businesses are facing by having four different generations in the workplace at the same time. These different age groups bring a variety of attitudes and approaches to work, yet companies need to find a way work past these differences to collaboratively accomplish the company’s strategic goals.

With baby boomers being described as “workaholics” and millennials as “lazy and entitled,” it is no wonder we have conflict. It doesn’t matter whether you are a family member passing the torch or department employees trying to work together, I believe “generation gaps” is just another way of saying “figuring out how to work with people.”

The difficulties of managing and dealing with people from different generations is part and parcel to an evolving organization. As the business grows and evolves, more people with different backgrounds and diverse experiences must work together under one roof. The “old guys” are confident in their experience, utilizing old-school practices to get their job done.

The “new guys” come in with guns blazing, ready to get things done faster and better using the latest advancements in technology.

There is a lot of research on generational differences and how to best work with and manage employees with various backgrounds, but I truly believe that conquering the communications challenge is critical to success, regardless of the generation you come from. We must understand that everyone has a preferred communication style—-some are thinkers while others are doers, some are more factual while others are emotional, some fast, some slow. Effective communication is the root of success for all businesses, but it is especially important in bridging the gap between varied generational styles. We must constantly strive for open and authentic communications across all generations and all peoples.

Cheers!

Bert Goering

2 / SPRINGS / Spring 2020

Jennelle Carlier, S3 Wireform • Dave Deerwester, The Yost Superior Co. • David DeVoe, Plymouth Spring • Joe Devany, Betts Company • Linda Froehlich, Ace Wire Spring & Form • Ritchy Froehlich, Ace Wire Spring & Form • Brett Goldberg, International Spring • Agustin Estalayo Ibanez, RPK Mexico SA de CV • Peter Mendel, Kern-Liebers USA • Rob Meyers, RK Trading • Tony Pesaresi, Winamac Coil Spring • Daniel Pierre III, JN Machinery • Chris and Jeff Wharin, Bohne Spring • Tim Zwit, Michigan Spring and Stamping

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, David DeVoe, Plymouth Spring • Reb Banas, Stanley Spring & Stamping • Lynne Carr, SMI • Ritchy Froehlich, Ace Wire Spring & Form • Bud Funk, Fourslide Products • Tim Weber, Forming Systems • Europe Liaison: Wolfgang Herrmann, VDFI • Technical Advisor: Dan Sebastian, Honorary Member Advertising sales - Japan Ken Myohdai, Sakura International Inc. Head Office: 3F,4F, ENDO Sakaisuji Bldg., 1-7-3, Bingomachi, Chuo-Ku, Osaka 541-0051, Japan Phone: 81-6-6624-3601 • Fax: 81-6-6624-3602 Tokyo Global Office: 5F Kamei No. 2 Bldg., 2-17-13, Kiba, Koto-Ku, Tokyo, 135-0042, Japan Phone: 81-3-5646-1160 • Fax: 81-3-5646-1161 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/eelnosiva, ©iStockphoto.com/loco75, ©iStockphoto.com/Goodboy Picture Company

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Contents

46 FEATURES 32 Generation Gaps

By Gary McCoy

34 Bridging the Gap

By Gary McCoy

39 An Interview with Generational Expert Mark C. Perna

By Gary McCoy

41 All Generations Matter, Even Gray Ones

By Dr. John A. Passante

45 Flashback

Spring Design Enters New Era

46 How One Spring Company Uses Robotics as a Competitive Advantage

55 COLUMNS

DEPARTMENTS

19 Be Aware Safety Tips

2 President’s Message

Are You Due for a "Safety Stand Down?"

By Laura Helmrich-Rhodes

25 Dean of Springs

Providing Employees With an Opportunity to Succeed

By Dan Sebastian

27 Technically Speaking

Conquering the Communications Gap

7 Global Highlights 14 Regional Spring Association Report 53 Five Questions Automated Industrial Motion

55 Springmaker Spotlight

Types of Tests Used to Characterize Spring Materials— Part 2: Coiling and Wrap Tests

By C. Richard Gordon

Bert Goering and Precision Coil Spring: Profiting from Touch Time

By Gary McCoy

31 Spring Design Tips and Tricks

61 Book Corner

Help is Available Within ASD

By Todd Piefer

63 CTE News

By Mark J. Stevens

65 Inside SMI

51 Updated ASTM Spring Standards

67 Committee Connection

By C. Richard Gordon

69 New Products 71 Advertisers’ Index 72 Snapshot

Laura Helmrich-Rhodes

4 / SPRINGS / Spring 2020

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Global Highlights North America FENN recently welcomed two new members to its sales team to expand support across all product lines.

In September 2019, FENN president Ryan Cutter announced the addition of sales manager Craig Watterson.

While new to the metalforming industry, Watterson brings 14 years of sales expertise to FENN. Originally from Scotland, Watterson has lived and worked in numerous countries before moving to the U.S. in 2014 while working for Expro Meters, a global product line of unique flow measurement technology. Watterson held numerous roles at Expro Group/Expro Meters, most recently as sales director where he managed a dozen sales managers and their teams across the globe while drastically growing revenue, initiating R&D projects and product line expansions.

“The opportunity to move industries was very appealing, and the clear goals and vision for this company was a major driver in my decision to join FENN,” said Watterson.

In his new role at FENN, Watterson quickly welcomed Adam Jacobson to the FENN team in December 2019 as the company’s technical sales manager.

Based in the Chicago area, Jacobson brings 10 years of knowledge in the manufacturing industry to FENN, with previous experience in machine repairs, wiring, operation of equipment, programming, and on-site repair and service. “I’m excited to join this highlydriven company and to be able to contribute my sales and service experience to the FENN team,” said Jacobson.

For the past four years, Jacobson was general manager at JN Machinery.

In business since 1900, FENN has a long history and legacy within the metalforming industry. With a diverse

Craig Watterson

Adam Jacobson

Tim Zwit

portfolio of machinery capabilities, FENN specializes in customized metalforming machinery that includes rolling mills, wire flattening and shaping lines, turks heads, drawbenches, and spring coilers used across a wide variety of industries.

in the production of highly complex strip and wire parts and assemblies.

The KERN-LIEBERS group of companies develops and manufactures precision products of the highest quality at more than 40 locations worldwide.

Peter Mendel, CEO of KERN-LIEBERS North America, has announced that Tim Zwit, president of Michigan Spring and Stamping, has taken over the responsibilities for KERNLIEBERS North America sales team.

KERN-LIEBERS purchased Michigan Spring and Stamping in February 2019 and has been working systematically to leverage the company’s capabilities. This change will allow a further integration between the sales team of KERN-LIEBERS and Michigan Spring and Stamping.

Zwit has extensive technical knowledge of springs and stampings, and throughout his career has filled different roles in operations and sales within the spring industry. His expertise is well recognized within SMI, where he is currently chairman of the technical committee.

KERN-LIEBERS, a medium-sized family company based in southwest Germany, is a global technology leader

Larson Systems Inc. of north metro Minnesota has announced that their calibration laboratory was approved for ISO/IEC 17025 accreditation by the ANSI National Accreditation Board (ANAB) for in-house and on-site calibrations, Certificate Number AC-2847.

Larson’s news release states, “Achieving ISO/IEC 17025 accreditation shows our commitment to providing the highest quality calibration service, both in our own factory and on-site at your business. Larson Systems Inc.’s customers can have the utmost confidence in the precision and accuracy of every instrument we calibrate, whether it’s one of our own innovative spring testers or another force/length, force or torque measurement instrument. We are excited about the breadth of service opportunities we will be able to pursue with this accreditation.”

For more infor mat ion, visit https://larsonsystems.com, or phone 763-780-2131.

SPRINGS / Spring 2020 / 7

Global Highlights

The L.S. Starrett Company, a leading global manufacturer of precision measuring tools and gages, metrology systems and more, announced the appointment of David Allen as vice president, Starrett Metrology Systems in November 2019. In this newly-created role, Allen is responsible for the strategy, David Allen growth and profitability of the advanced metrology systems, including Starrett Bytewise, Starrett Tru-Stone Technologies, Starrett-Kinemetric Systems, metrology software development, force measurement systems and Starrett Special Gage Department.

“We are excited to have found a leader to provide focus on our high-end metrology businesses,” said Douglas A. Starrett, president and CEO of Starrett. “David has deep experience with products and channels similar to Starrett, a global perspective and a growth mindset that will help these businesses grow faster and more profitably.”

Allen has spent nearly 20 years in commercial and general management of highly engineered product businesses. Most recently, he served as vice president, energy and industrial markets for Mott Corporation, an employee-owned

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manufacturer of porous metal filtration and flow control products. Before that, he spent 13 years with the Danaher Corporation in general management, marketing and engineering leadership roles in the U.S., Europe and China. Early in his career he was a manager with the Boston Consulting Group and an active duty U.S. Army officer. Allen earned bachelor’s degrees from the University of Pennsylvania and a Master of Business Administration from the Tuck School at Dartmouth. He will be based out of Starrett corporate headquarters in Athol, Massachusetts and resides with his family in central Connecticut.

Obituary SMI mourns the loss of former member and friend Gail Anne (Peterson) Lauzzana, who died Jan. 23 in Ann Arbor, Michigan.

Gail (“Guala”) was the first child born to Alfred Peterson, Jr. and Charlotte O’Connor Peterson in Detroit, Michigan She grew up in Three Rivers, Michigan along with her siblings Alfred (“Pete”), Eric (“Rick”), and Kristin (“Kris”). Guala attended Kingswood Boarding School in Bloomfield Hills and graduated from the University of Michigan in 1967 with a B.A. in Art History. During her college years in Ann Arbor, she met and married Raymond Lauzzana, father of Emile and Julian, who was very passionate about art and social justice issues. During the mid-1970s, she was a member of the Powerhouse Women’s Art Gallery in Montreal, Quebec, where she lived and raised her two sons. In 1976, Guala moved her family to Kalamazoo, Michigan. There she met Richard “Ricardo” Wyatt, her soulmate, fellow traveler, lover, dedicated friend and future husband. She became an active member of the Kalamazoo Institute of Arts, pioneered corporate support for the arts and established a giving program that provided rotating art installations for area businesses. “The Diaper” is a much-debated fabric wall installation that caused conversation and motivated Guala to hang the piece on her wall until the end of her life. Later she tried her hand at making art in the form of mosaics, which brought her and others, great pleasure. When she and Ricardo returned to Ann Arbor in 1988, she joined her family business, Peterson American Corporation, where she would work for three decades as director of corporate communications and a board member.

In addition to art and social justice projects, Guala was also involved in environmental issues, including whales and ocean conservation, and local land conservation in Michigan (and was happy to recently learn that there will be a bench placed in her name overlooking Lake Michigan).

Emile and Julian are so thankful to her for the attention she gave in teaching them early how to cook and clean for themselves and others. Both Emile and Julian have spent much time growing food in gardens and preparing foods.

Her pets have included Jasmine, the 12-toed black cat who lived many lives; Max, who was always welcome as long as he did not piss on your shoes; and Carob, the wayfaring

Global Highlights

cuddling stranger from her son’s young man fumbles. Baptized as Catholic, Guala’s early spirituality was shaped

by Immaculate Conception in Three Rivers, Michigan Through extensive international travel and friendships, she gained a great appreciation for and understanding of other peoples and cultures. Guala wrote, read, and continued learning throughout her life. She spoke multiple languages.

Guala and Ricardo later joined People’s Church in Kalamazoo, a Unitarian Universalist congregation. After moving to Ann Arbor, Guala became an active member of The First Unitarian Universalist Congregation. She was heavily involved with the Mindful Eating Coalition and loved her women’s group, the Holy Cows. She is survived by her husband, Richard “Ricardo” Wyatt, her siblings Pete, Rick and Kris, her sons, Emile (Cara) and Julian (Palma) Lauzzana, four grandchildren, Raven, Aria, Leif and Nova and many other family members.

If you are inspired to give or do something in Guala’s name, please contribute and provide service to people and organizations in your local community dedicated to the arts, ecology, and social justice in memory of your friendship. As in life, with her passing, Guala wishes to help others to change the world for the better through our acts of beauty, love, giving and creating.

Published in Ann Arbor News on Jan. 26, 2020.

officer, member of the board of Chuo Spring Co., Ltd. Titles of general lectures and presenters were: 1. “Development and Application of TiNi Shape Memory Exhibiting Two-Way Recovery Force,”

by Dr. Ryosuke Matsui, associate professor of Aichi Institute of Technology.

2. “High-strength Hard Drawn Having Excellent Fatigue Strength and Settling Resistance,” by Taichi Okada of Sumitomo Electric Industries, Ltd. 3. “Influence of Low Temperature Annealing on Uniaxial Compressive Strength of a Cold-rolled Stainless Steel Sheet,” by Dr. Takayuki Koizumi, research

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International The Japan Society of Spring Engineers (JSSE) held its semiannual Lecture Meeting, including a poster session and a ceremony of JSSE Awards, at Winc Aichi Nov. 8, 2019.

Eight general lectures and one special topic lecture were presented to 154 attendees in a hall of the Winc Aichi. An opening speech was delivered by Haruhiko Shiba, vicechairperson of JSSE and managing

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SPRINGS / Spring 2020 / 9

Global Highlights

associate of Polytechnic University (Japan Organization for Employment of the Elderly, Persons with Disabilities and Job Seekers).

4. “Optimal Design of a Hysteretic Damped Dynamic Vibration Absorber,” by Dr. Toshihiko Asami, professor of University of Hyogo.

5. “An Innovative Approach to Large Deformations of Guide Wire in Blood Vessel,” by Dr. Atsumi Ohtsuki, professor of Meijo University.

6. “Influence of Microstructure on Fatigue Strength of Spring Steel,” by Dr. Takayuki Sakakibara of Chuo Spring Co., Ltd. 7. “Effect of micro shot peening on fatigue strength and Metal structure evaluation by Synchrotron Radiation,”

by Takaki Yokoi of Togo Seisakusyo Corporation.

8. “Fabrication of Carbon Nanocoil and its Manipulative Observation,” by Dr. Hirofumi Takikawa, professor of Toyohashi University of Technology.

The special topic lecture, “GR SUPRA,” was from lecturer Toshiaki Noda, project general manager of Toyota Motor Corporation.

Eight technical posters were displayed in another hall. A brief explanation was given by a representative for each of the posters on the speaker’s platform for the lecture meeting,

followed by a question and answer session. The top two posters were selected based on the participants’ voting.

The first place poster: “Improvement of Corrosion Fatigue Properties of TiNi Shape Memory Alloy by Ultrasonic shot Peening,” by Masao Okumura of Aichi Institute of Technology, et al.

The second place poster: “Evaluation of Plastic Deformation of Steel Around Charpy Fracture Surface by Residual Magnetization,” by Kohei Basaki of Mie University, et al.

The awarding ceremony was held before the afternoon session of the lecture meeting. Ronbun-prize, Gijutu-prize and Koseki-prize were given to the winners.

Ronbun-prize (among papers submitted to JSSE): “Effect of Carbide Precipitation on Mechanical Properties of Si-added Middle Carbon Martensitic Steels,” by Dr. Takahisa Suzuki, Dr. Shinya Teramoto and Dr. Yutaka Neishi of Nippon Steel Corporation.

Gijutu-prize (among other papers or articles): • “Nonlinear Dynamic Analysis of a Japanese Bow (Nonlinear Spring Characteristics and Dynamic Behavior),” by Dr. Atsumi Ohtsuki, professor of Meijo University and Dr. Shigemichi Ohshima, professor of Meijo University.

• “Quantitative Evaluation of Influence of Surface Defects on Fatigue Limit of Nitrided Steel,” by

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Global Highlights

Jun Konya of Yokohama National University, Dr. Yoshitomi Yamada of Isuzu Motor, Ltd. and Dr. Koji Takahashi, professor of Yokohama National University.

Koseki-prize (among honorable achievements): • Dr. Yuji Nakasone (Tokyo University of Science) • Dr. Yasunori Harada (University of Hyogo) • Dr. Yoshihiro Watanabe (Toyo Seiko Co., Ltd.) • Dr. Kazuyoshi Nono (Chuo Spring Co., Ltd.) • Takaaki Tsuyama (Goto Industry Co., Ltd.) A banquet was held after the closing speech delivered

by Dr. Masao Hayakawa, JSSE president and chairman of the Researcher of National Institute for Materials Science.

Dr. Akira Ueno, vice-chairperson of JSSE and professor of Ritsumeikan University, made an opening speech.

This was followed by the guest speech by Osamu Yoshida, director of the Japan Spring Manufacturers Association (JSMA) and chief executive officer of Chita Kogyo Co., Ltd. Susumu Yamamoto, honorary member of JSSE, made a toast to the development of the spring industry and the participants’ good health. This was followed by the guest speeches delivered by the winners of the prizes.

After plenty of mingling and exchanging of information, the banquet concluded with “Sanbon-Jime,” which consists of three times of three sets of three claps and one final clap, led by Shuzo Ichi, director of JSSE and managing director of Togo Seisakusyo Corporation.

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The Wire Association International (WAI), Inc. has welcomed Dane G. Armendariz as the association’s first technical advisor.

Armendariz began his new position Jan. 1, 2020 and serves as a consultant to help assemble ferrous-related educational programming for upcoming conferences. He will also be a resource for WAI members in need of technical expertise within their organizations. WAI plans to add a second technical advisor in 2020 who will have expertise in the electrical sector.

Commenting on the appointment, WAI immediate past president W.T. Bigbee said, “Some may recognize Dane as he has been an active WAI volunteer and has spent the majority of his career in the wire business. He has a broad background in the ferrous sector, and we welcome his expertise with regard to the association’s educational mission.”

WAI’s executive director Steven Fetteroll added, “The association will continue to rely on the technical expertise of its volunteers for the majority of ongoing initiatives. These new resources will complement and expand our capacity to serve the educational needs of the membership and the industry.”

In 2020, Armendariz will retire from his current role as key industry manager at Chemetall. He brings with him to the post a vast knowledge in all segments of wire drawing

gained through his decadeslong career interacting with wire manufacturers and rod suppliers. Over the years, he contributed to WAI’s “Fundamentals of Wire Manufacturing Course” as well as the technical program and production solutions. Armendariz served as the 56th president of WAI in 2010 and is a life member of the association. He holds a Dane G. Armendariz degree in chemistry from the University of Pittsburgh and resides in Florida. He can be reached by email at: darmendariz@wirnet.org.

Also at WAI, Jan Sørige was appointed president of the association for a one-year term that commenced Jan. 1, 2020.

Sørige will serve as chairman of the board of directors and as the 67th president of the 90-year-old association, which is headquartered in Madison, Connecticut.

Sørige has been a WAI member since 1992. From 2009 to 2014, he served as chairman of the association’s exhibition planning committee, which is responsible for planning the Interwire and WAI Operations Summit & Wire Expo events.

In addition to his role as WAI president, Sørige will serve on its conference programming committee, exhibition planning committee and oversight committee.

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SPRINGS / Spring 2020 / 11

Global Highlights

Jan Sørige

Commenting on this new appointment, WAI’s executive director Steve Fetteroll said, “The association is fortunate to have strong leadership that is committed to our educational mission and this is certainly true with Jan as he has been an active volunteer for 20 years. Most importantly, Jan has been an integral part of planning and producing our shows and has been an exhibitor for 30 years. As a result, Jan’s knowledge of Interwire coupled with his passion ensures the focus will remain on this important industry event.”

Sørige is president of Enkotec Co., Inc., the U.S. business of Denmark’s Enkotec A/S, a global supplier of machinery for manufacturing wire nails. He joined the parent company in 1987 and was promoted to his current position in 1995.

In addition to WAI, Sørige is a member of the Specialty Tools & Fasteners Distributors Association (STAFDA) and the American Wire Producers Association (AWPA). He holds a degree in engineering from the University of Southern Denmark and speaks multiple languages.

The Wire Association International, Inc. is governed by a network of volunteers from around the globe. Joining Sørige for the 2020 term are members of the association’s 2020 executive committee: First vice president, Tom Heberling, Southwire Co. LLC; Second vice president, James R. York, Insteel

12 / SPRINGS / Spring 2020

Florian Geiger

Industries; Immediate past president, W.T. Bigbee, Encore Wire Corp.; and executive committee member, Daniel Blais, Prysmian.

In January 2020, Dr. Florian Geiger took over as the new CEO of the bright steel producer Steeltec, a company within the SCHMOLZ + BICKENBACH Group.

After 14 successful years at the helm, former CEO Gerd Münch decided to step down from the company Dec. 31, 2019.

Dr. Geiger worked for many years as a management consultant to numerous international companies specializing in corporate performance. In 2013, he moved to the SCHMOLZ + BICKENBACH Group where, as vice president for business development, he was responsible for enterprise wide strategic projects and for mergers and acquisitions. Among other achievements, he led the negotiations for the creation of a joint venture in China and for the acquisition of Ascometal in France. He also successfully implemented a range of projects designed to improve transparency and cooperative work practices within the Group.

Dr. Geiger is very well connected within the SCHMOLZ + BICKENBACH Group and has a wealth of experience in the fields of efficiency optimization and performance management.

Münch spent a total of 28 years at the company, where he held a range of roles and responsibilities, including

14 years as CEO. During this period, he continued to build the Steeltec business, transforming it into one of Europe’s leading bright steel manufacturers.

“Gerd Münch managed the company with both prudence and foresight. He was never afraid to try new paths or to aim high and by so doing he laid the foundation for the positive development that Steeltec has enjoyed,” said Dr. Geiger in summary.

As Münch’s successor, Dr. Geiger looks to consolidate the company’s position: “In today’s economically challenging market environment, I want to work closely with our customers to ensure Steeltec’s position as the quality leader in the bright steel sector.

This can be achieved through a combination of customer focus, excellent service and by concentrating on innovative products manufactured in what are currently Europe’s most modern bright steel production facilities.” wire and Tube, the world’s leading international trade fairs for the wire, cable, tube and pipe industry, will take place Dec. 7–11, 2020 at the fairgrounds in Düsseldorf, Germany. In February Messe Düsseldorf postponed the two trade fairs, originally scheduled for March 30 to April 3, in order to counteract the increasingly dynamic developments regarding the possible spread of the coronavirus.

Existing contracts with Messe Düsseldorf remain valid for the new date and visitor tickets already purchased remain valid as well. 2,600 exhibitors in 15 halls are expected to present their latest machinery and equipment for wire and tube production, processing and finishing, end products, products and services.

For more information, contact Messe Düsseldorf North America at 312-7815180; Email: info@mdna.com; or visit www.wire-tradefair.com/, www.tubetradefair.com/ and www.mdna.com. n

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NESMA News

By Jim Mintun, Gibbs

Scholarship and Training An important mission of the New England Spring and Metalstamping Association (NESMA) is to promote continuing education for up-andcoming students and professionals within our industry. Throughout the year, NESMA holds events to help fundraise for its scholarships and other programs offered within the communities we operate. NESMA annually offers two $1,000 scholarships, which are awarded each May. The first scholarship is awarded to a graduating senior attending college in a New England state (Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island and Vermont).

The second scholarship is awarded to a graduating senior, currently enrolled student, or a student returning to school who is a child or grandchild of an employee or owner of a NESMA member company in good standing. Scholarship applications were accepted from Jan. 15 to March 13, 2020, through our partner The Main Street Community Foundation in Bristol, Connecticut. They select the best candidates for our scholarship committee to review and vote for award. Students awarded 2020 scholarships will be announced in the summer issue of Springs. NESMA appreciates the hard work of our events committee in their fundraising efforts to support this mission.

NESMA’s effort to promote training opportunities to member companies kicked off a busy 2020 with our third annual Fourslide Machine Technology Class. Planned at Bristol Technical Center, with curricula assistance

14 / SPRINGS / Spring 2020

provided by Naugatuck Va l l e y C o m m u n i t y College, member companies sponsoring students were eligible for up to 50 percent tuition cost reimbursement through grants offered by the Connecticut Departments of Labor and Economic and Community Development. These grants were established in 2019 as part of their Incumbent Worker Training Program.

The class was canceled due to a shortfall of students, as we needed 10 students minimum. The NESMA board would like to encourage all member companies to consider taking advantage of the program. We will reschedule the class for the fall. Please see NESMA’s newsletter or website at www.nesmausa.com for further details.

NESMA Improves Website The NESMA board of directors would like to recognize Bob Swanson, president of United Wire Company, website committee chair, and our new exclusive member, Andrea Tarantino, president of Napcon Communications, for their hard work on improvements to the design and functionality of our website. One major improvement is the addition of the “Job Connections” page. Member companies are now able to post their available positions, salary ranges and required skills anonymously.

Candidates are able to submit applications for jobs directly through the website; and these are linked back to the position and member company for review. As of press time there were 10 opportunities posted on the site. NESMA encourages all member

©iStockphoto.com/Scott Hirko

Regional Spring Association Report

companies to take advantage of the new feature as they look to add talented personnel to their organizations.

Casino Night Postponed Due to the coronavirus (COVID-19) outbreak, NESMA has rescheduled its highly successful Casino Night and Table Top Show for October 28 at the DoubleTree Hilton Hotel in Bristol.

The event was originally scheduled for March 26. Visit www.nesma-usa.com for the latest information.

Save the Date NESMA has the following events scheduled for 2020: • May 27, 2020. Join us on the Party Deck at Dunkin’ Donuts Park to cheer on the Hartford Yard Goats.

• Sept. 14, 2020. NESMA Annual Golf Outing at Chippanee Golf Club.

• October 28, 2020. NESMA Casino Night at DoubleTree Hilton Hotel.

• Dec. 3, 2020. NESMA Holiday Party (location TBD).

• Dec. 4, 2020. NESMA Annual Meeting at DoubleTree Hilton Hotel.

Regional Spring Association Report

CASMI Report

being postponed or rescheduled for next year.

By Michael Bandy, CASMI Co-Executive Director

CASMI’s 2020 Scholarship Program Is Open

March Event Postponed

CASMI is proud to announce the 2020 CASMI College Scholarship program that benefit employees and children of the employees of CASMI’s primary

The Chicago Association of Spring Manufacturers (CASMI) postponed its March membership meeting due to the COVID-19 outbreak. The event was originally scheduled for March 19 at Cooper’s Hawk Winery & Restaurant in Orland Park, Illinois. Mike Wong, partner, SmithAmundsen’s Labor & Employment Practice Group, was set to tackle the topic of “Cannabis in the Workplace.” The association plans to reschedule the event at a later date.

On Jan. 1, 2020, the Cannabis Regulation and Tax Act went into effect in Illinois, allowing adults over the age of 21 to legally purchase and use cannabis products.

Mike Wong During his presentation, Wong, who specializes in labor and employment law, was scheduled to discuss how the legalization of marijuana impacts employers’ policies and procedures, including hiring processes, drug testing, disability accommodations and discipline/termination.

Understanding the law itself and its different provisions that specifically address employers is important, so they can understand and limit exposure to legal challenges and take steps to have a healthy and productive workforce.

April Plant Tour Postponed CASMI was scheduled to host its annual plant tour Thursday, April 16, 2020, at the SGS MSi testing facility in Melrose Park, Illinois. The program has been cancelled due to COVID-19 and current corporate policies at the host facility. CASMI is evaluating April in terms of a meeting, but the scheduled plant tour is definitely

(spring manufacturer) and associate (supplier) member companies.

In 2020, CASMI plans to award 19 $1,500 undergraduate scholarships and one $2,500 scholarship for postgraduate study (primary members only). Since the program’s inception, CASMI has provided $819,000 in scholarships to undergraduate and graduate students.

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Regional Spring Association Report

CASMI would like to thank Rosemont Exposition Services (RES) for sponsoring the Terry & Jerry Reese postgraduate scholarship in the amount of $2,500. Also, the organization is grateful to the Joseph H. Goldberg Family Foundation and International Spring Co., who are providing $3,000 in funding for undergraduate scholarships in 2020.

Mark Your Calendar for CASMI’s 2020 Golf Tournament CASMI’s annual golf tournament is scheduled for Tuesday, June 16, at Bridges of Poplar Creek Country Club in Hoffman Estates, Illinois. The event is open to both CASMI members and non-members, as well as 2020 SpringWorld exhibiting companies.

Details and registration for all events, along with information on the scholarship program, are available at the association’s website at www. casmi-springworld.org. n

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Be Aware Safety Tips

Are You Due For a “Safety Stand Down?”

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

I

f you have ever heard the term “stand down,” there is a good chance you have had some association with the military. (Thank you for your service!) “Stand down” is a military term referring to “an opportunity to achieve a brief respite from combat.” Troops assemble in a base camp to receive new clothing, a hot meal, and a relative degree of safety before returning to the front.

The term has gained popularity in the Occupational Safety and Health Administration (OSHA) community with the advent of nationwide “safety stand downs” focused on controlling fatalities in high hazard industries. For example, the construction sector as well as the gas and oil industries have each had nationwide stand downs, with another planned for May 4, 2020. Companies in these industrial classifications voluntarily develop safety campaign activities for the chosen day. Most companies cease work activities to concentrate on safety.

Each company notifies OSHA that they will be spending the day on hazard prevention and control efforts. OSHA recognizes each employer and employee participating in the event with a certificate of participation. Activities planned for the day include safety training, inspections, motivational speakers and even some fun activities. It is all intended to raise awareness about injury and fatality prevention. In construction, they tend to highlight a single subject. The upcoming national stand down theme is preventing fatal falls. Stand down days get everyone in the business involved in searching for physical and operational hazards that can be corrected to prevent catastrophic loss.

Operational stand downs are not just for military, construction sites and oil and gas operations. This idea has even caught on in health care. One hospital implemented a “Hand Hygiene Stand Down” after covert observations revealed that employees were not washing their hands.

After the stand down, their compliance increased 94 percent. (Becker’s Clinical Leadership & Infection Control, 2016). Like most things in life, the items we pay attention to improve. Sometimes we just have to stop everything and get back on track.

I recently had the opportunity to help a company who experienced an informal OSHA complaint. In my closing conference with management, I suggested a “safety stand down” along with other specific hazard correction recommendations. Most of the recommendations dealt with

Stand down days get everyone in the business involved in searching for physical and operational hazards that can be corrected to prevent catastrophic loss. housekeeping, material storage, inventory control and workflow organization in some way. The company officials readily agreed when I pointed out the trend.

Following an employee complaint was a particularly good time to have a “safety stand down” for several reasons.

Not only does it send a clear message to all employees, including the complainant, that safety truly is a top priority, it also begins a new era of safety emphasis (a “line in the sand,” so to speak). From this point forward, safety rules will be fully enforced, and supervisors will be held accountable. Safe storage, forklift off loading, chemical labeling, trash accumulation, extension cord use and blocked exits will all be either avoided or addressed immediately.

The time dedicated to cleaning, organizing, and discussing operational inefficiencies is priceless. An all-hands-on-deck approach of the “safety stand down” reinforces that all employees are responsible for safety — not just supervisors and top management. Clean work areas, tools in good condition and readily accessible, temporary cords eliminated, along with machine guards replaced on equipment — all these steps make for better working conditions

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 / Spring 2020 / 19

and perhaps, dare I say, even higher quality products.

The highlight of the employee training session was that it allowed those interested in safety to be identified too.

Conversations about previous experiences and creative ideas for low cost solutions can happen during safety stand downs leading to great leaders and creative change. Often in safety training the “cream rises to the top.” In other words, those with a keen interest

in safety, emergency preparedness/ response and organized workspaces tend to lead training discussions.

Speaking of quality and safety going hand in hand, if your company subscribes to the “5S” system, by adding “Safety” as the sixth S in the quality system, it becomes the widely used “6S” system. There are many opportunities for lean manufacturing projects that can be identified in a “safety stand down.” I have included a case study in

the resources section for those who might find value in further information about connecting safety to quality. A safety stand down can certainly assist in meshing safety into the quality program.

Should You Consider a Safety Stand Down?

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Poor housekeeping?

Out of control storage?

Machine guards missing?

No Emergency Action Plans, or not recently practiced?

Cannot locate dies/tools for machines?

Can employees communicate safety concerns to their direct supervisor?

Plant wide disorganization?

Hand tools in poor condition or missing?

Ventilation systems not properly maintained?

Exits/aisles constantly obstructed?

OSHA annual training completed?

Do employees truly believe that their safety is a top priority?

Do employees adequately understand how their work habits influence accident experience?

Are there more tools than necessary at a workstation?

Extension cords being used more than 90 days?

Most information available regarding “safety stand downs” are directed toward construction type employers.

To assist you in creating a “safety stand down” at your business, I have altered the construction materials to be more appropriate for manufacturing. The outline below will be helpful in organizing a day dedicated to a new era of safety in your company.

The safety consultation I mentioned above was due to an informal OSHA complaint.

Employee complaints can be formal or informal. There are some intricacies to these complaints, but the bottom line is: if it is an anonymous phone call or an unsigned written complaint, then it is considered informal. This type of complaint can result in the first contact

with OSHA being a phone call to the company owner/top management asking about the alleged hazards and then a follow-up letter from the OSHA area office.

If this had been a formal complaint (a signed letter or a fully completed online complaint form), the likelihood of an unannounced, on-site inspection is nearly certain.

This particular employer received a letter with the alleged hazards and a due date to respond with proof of the controls implemented. Despite their diligence in correction and going beyond the scope of the employee’s concerns, it is not a guarantee that OSHA compliance officers won’t arrive and still could levy costly fines. They have made great strides by conducting the OSHA mandated employee training plus a “safety stand down” to clean, organize, and upgrade electrical systems by a qualified electrician and address guarding deficiencies. Their actions document that employee safety truly is a top priority, enough to stop work activities to make those corrections. By now, I hope you are asking yourself, “Is safety that important to our mission that we would stop operations for the day?”

It is my experience that informal and formal complaints happen for several reasons, but the most prevalent is when employees feel there is no other way to communicate their concerns. A “safety stand down” is one way to alleviate that communication breakdown. It also can be used to kick off a new era of safety attentiveness at all levels. Time spent on identifying hazards, cleaning, organizing work/eating

areas is worth the investment. Is it time for your company to host a “safety stand down?”

How to Conduct a Safety Stand Down in Manufacturing Operations 1. Try to start early. Designate a coordinator to organize the stand down. This person should be both a safety champion and organized, to assure it is both effective and fun!

2. Think about asking your subcontractors, owner, engineers or others associated with your company to participate in the stand down. Invite representatives from your temp employee service, janitorial services and even suppliers — those unsafe behaviors during truck deliveries can be addressed!

3. Consider reviewing your safety exposures to set the agenda. This will help provide a more effective stand down.

• What types of accidents could happen?

• What needs improvement?

• What training have you provided to your employees?

Does it need revision?

• What equipment have you provided to your employees?

4. Develop presentations or activities that will meet your needs. Decide what information will be best for your workplace and employees. All activities should provide information to employees about hazards, protective

SPRINGS / Spring 2020 / 21

methods and the company’s safety policies, goals and expectations. Hands-on exercises (a worksite walkaround, equipment checks, etc.) can increase retention. Consider a speaker for part of the day. It could be your insurance company’s loss control representative, or an SMI or seasoned safety director from a nearby company.

5. Decide when to hold the stand down and how long it will last. Decide if the stand down will take place over a scheduled shut down, work break, lunch period or some other time. It doesn’t have to be a full day, but if housekeeping is a major issue at least one full day may be appropriate. One idea is to rotate groups from cleaning/ organizing work areas to some fun/informative stations.

6. Promote the stand down. Try to make it interesting to employees. Some employers find that serving snacks increases participation. Include some wellness activities, such as hands on CPR training (free from American Red Cross) or blood pressure checks (consider vo-tech nursing students).

7. Hold your stand down. Try to make it positive and interactive. Let employees talk about their experiences and encourage them to make suggestions.

8. Recognize those who participate. A paper certificate goes a long way for many people. Belonging to a group with a shared mission is a deep desire for most of us.

Cultivate that in your employees.

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9. Follow up. The maintenance department should be able to prioritize hazards identified through work orders (these are appropriate even in the smallest companies) and the safety manager/safety committee should update any policies/procedures issues noted.

10. Document. Keep records of the stand down effort. If OSHA visits, an employer’s commitment to employee engagement and hazard control can be used as a fine reduction consideration. n

Resources Case Study Article describing 5S implementation including safety. http://www.inderscienceonline.com/doi/full/10.1504/IJLER.2014.062280 “Safety Stand Down: How borrowing a military practice boosted this hospitals hand hygiene compliance by 94%” (Becker’s Clinical Leadership & Infection Control 2016) https://www.beckershospitalreview.com/quality/safety-stand-downhow-borrowing-a-military-practice-boosted-this-hospital-s-hand-hygienecompliance-to-94.html OSHA National Stand Down - Frequently Asked Questions https://www.osha.gov/StopFallsStandDown/faqs.html Ulewicz, Robert and Livia V. Lazart. “The Effect of Lean Tools on the Safety Level in Manufacturing Organizations.” System Safety: Human-Technical Facility-Environment 1.1 (2019): 514-521. https://content.sciendo.com/view/journals/czoto/1/1/article-p514.xml

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Dean of Springs

Providing Employees With an Opportunity to Succeed

By Dan Sebastian

A

s an owner or manager, we have an obligation to work with our employees to help provide them with a sense of security. This will enable them to remain focused on their job to help the company succeed. Included in our obligations to our employees is their base salary and the basic social contract of health care and retirement planning. It is at best a difficult balance, given the competitive landscape and increased government intervention in business. It has been my experience that most people live at or above the level of their income (no matter how much they earn). A wise person once said, “A pay raise is just another level of poverty. “ So how do we help our people become successful, which then helps the company succeed?

A young lady, who I had the honor of working with, taught me a valuable lesson that may help you give your employees (and maybe even yourself) a way to manage the pressures of current financial obligations and prepare for the future.

It was the early 80s and companies were first introducing 401(k) programs. My chief financial officer (CFO) was a great supporter of 401(k) programs and took on the mission to get everyone involved. When the CFO approached the young lady, she explained that she could not afford to contribute because she was “just a clerk”’ whose earnings were barely enough to keep her going. This lady lived in a very depressed neighborhood and had to take several different busses each day just to get to work. My CFO kept trying to get her into the 401(k) program without success.

She finally enrolled in the program just to get the CFO off her case and decided that a one percent contribution (after tax) would have a little effect on her income (she also received the company’s 50 percent match). I thought that was the end of the story. I was proud of my CFO for getting so many of our people involved with the opportunity to save for their future.

It turns out that there was more to the story. Several years later, we conducted our annual review with our 401(k) provider, who also did the required government testing.

To my surprise, the lady who started out at one percent to keep her boss quiet had the highest percentage contribution of any of our employees. After the review, I called her into my office to ask how she had gone from the smallest to the largest percentage participant. She looked me in the eye and

©iStockphoto.com/turbodesign777

said that her lifestyle was based on what she earned. She was proud that over those ensuing years she had received several promotions and annual reviews. With each one, she took half of the additional money she received to add to her lifestyle, and put the other half toward her 401(k). She then pointed out that with the company match she had accumulated a larger savings then anyone in her family ever had.

Through hard work and the common sense God had given her, this lady, who started out with nothing when she began working for us, accomplished more (as a percentage of her income) in her lifetime than almost any other employee (and many money managers). She did not squander her pay raises, like so many of us do, and found a way to avoid the next level of poverty. In today’s world of 401(k) programs and health savings accounts, there is a way to prepare for your future without sacrificing for what you do not have.

In her own small way that employee taught me that if you provide someone with an opportunity, they will find a way to succeed. n Dan Sebastian is a former SMI president and currently serves as a technical consultant to the association. He holds a degree in metallurgical engineering from Lehigh University and his industry career spans more than four decades in various technical and management roles. He may be reached by contacting SMI at 630-495-8588.

SPRINGS / Spring 2020 / 25

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Technically Speaking

Types of Tests Used to Characterize Springmaking Materials — Part 2: Coiling and Wrap Tests

By C. Richard Gordon

I

n the Winter 2020 issue of Springs, I discussed the tensile test as an important mechanical test for springmaking materials. This is the second article in the series on the subject. This article will discuss two of the technological tests used to characterize springmaking materials: the coiling test and the wrap test. This article includes presentation materials from a Testing and Properties class1 that I have taught for a number of years for the Wire Association International as part of their Fundamentals of Wire Manufacturing program.

Overview In general, the testing of materials represents an important part of all quality work. It can include the control of: 1) incoming raw materials, 2) materials and/or components in production, and 3) produced materials and/or components before delivery.

Many different techniques are used, including: 1) chemical analysis, 2) microscopy, 3) nondestructive testing, 4) mechanical tests such as tensile strength, hardness, and fatigue and 5) technological tests such as bending, torsion, coiling, wrap and weldability.

In this series of articles, the focus is on mechanical and technological tests used to characterize springmaking materials. In this article, the coiling and wrap tests will be discussed.

The uniformity of tensile strength and ductility of the wires used to produce springs are critical to successful spring production and end use. The coiling and wrap tests can be good indicators of these properties.

The coiling and wrap tests are described in “ASTM Standard A370-19e1Standard Test Methods and Definitions for Mechanical Testing of Steel Products2.” They are cited in several ASTM product standards shown in Table 1 and international standards. As this is an introduction to the test methods, details for international standards are not included here.

Coiling Test The coiling test, also referred to as the uniformity test, is primarily used for wire intended for spring production.

This test is used to determine if imperfections are present in the wire that may cause cracking or splitting during spring coiling and spring extension.

The coiling test is described in “ASTM A370 Standard Test Methods and Definitions for Mechanical Testing of Steel Products” annex section 4.82 for round wire products, the “Steel Products Manual for Carbon Steel Rod and Wire3,” international standards4,5 and specifications are included in individual ASTM product, international and customer standards.

In the test, a coil of specified length is closed wound on an arbor of a specified diameter. The closed coil is then stretched to a specified permanent increase in length and examined for uniformity of pitch with no splits or fractures.

The required arbor diameter, closed coil length, and permanent coil extended length increase may vary with wire diameter, tensile strength and grade.

Typically, specimens may be taken from each end of every coil or from the top or outside of each reel or spool for testing.

Music Spring Wire Example Prior to 2002, the coiling test was included in the product standard “ASTM A228/A228M Standard Specification for Steel Wire, Music Spring Quality6.” For diameters of 0.105 in. (2.6 mm) and smaller, the test was used as an indication of temper uniformity and adaptability of the wire to the intended use.

For example, for wire diameters 0.050 in. (1.27 mm) to 0.105 in. (2.6 mm), a tightly closed coil spring is formed to a coil length of about 5 inches (127mm) on an arbor 3 to 3.5 times the wire diameter. When this tightly coiled spring is subsequently stretched so that it sets to approximately

Rick Gordon is the technical director for SMI. He is available to help SMI members and non-members with metallurgical challenges such as fatigue life, corrosion, material and process-related problems. He is also available to help manage and oversee processes related to failure analysis. This includes sourcing reputable testing labs throughout North America, forwarding member requests to the appropriate lab and reporting results and recommendations.

He can be reached at c.richard.gordon@gmail. com or 574-514-9367.

SPRINGS / Spring 2020 / 27

3 times the original length, the coil should show a uniform pitch with no splits or fractures in the wire.

Historically, this test was not always considered reliable and it was suggested that the performance of the wire in its application should govern. Because of this, ASTM A228 was revised in 2002. The coiling test was eliminated, and the wrap test and torsion test were added as better measures of ductility7.

However, the test has been retained by some springmakers for music spring wire because it may offer the possibility of revealing inconsistencies such as non-uniform residual stresses.

If suspect results are obtained, it is recommended that immediate rejection of the wire should be delayed until further investigation is completed to determine the cause.

Stainless Steel Wire Example For stainless steel wire, “ASTM A313/ A313M Standard Specification for Stainless Steel Spring Wire8,” the coiling test remains as part of the standard.

For wires in the as-cold drawn condition, a specimen coil is wound on an arbor of the size specified by wire diameter (up to 0.180 in. [4.6 mm] diameter), to form the tightly wound coil.

After winding, the specimen coil is stretched to a permanent set four times its as-wound length. The standard states that after this procedure, the sample coil shall show uniform pitch with no splits or fractures. Details for the proper arbor diameter to be used by wire diameter, are shown in Table 2, ASTM A313/A313M (most current edition)8.

Wrap Test The wrap test is described in “ASTM A370 Standard Test Methods and Definitions for Mechanical Testing of Steel Products” annex section 4.82 for round wire products, the “Steel Products Manual for Carbon Steel Rod and Wire3,” ISO 7802:2013 (en) - Metallic materials — Wire — Wrapping Test9 and other international standards. Specifications are included in individual ASTM

28 / SPRINGS / Spring 2020

Table 1: ASTM spring wire standards where the coiling and wrap tests are specified Coiling Test

ASTM Standard & Title

Wrap Test

ASTM A227/A227M-17 Standard Specification for Steel Wire, Cold-Drawn for Mechanical Springs

Yes

ASTM A228/A228M-18 Standard Specification for Steel Wire, Music Spring Quality

Yes

ASTM A229/A229M-18 Standard Specification for Steel Wire, Quenched and Tempered for Mechanical Springs

Yes

ASTM A230/A230M-19 Standard Specification for Steel Wire, Carbon Valve Spring Quality

Yes

ASTM A231/A231M-18 Standard Specification for ChromiumVanadium Alloy Steel Spring Wire

Yes

ASTM A232/A232M-18 Standard Specification for ChromiumVanadium Alloy Steel Valve Spring Quality Wire

Yes

ASTM A313/A313M-18 Standard Specification for Stainless Steel Spring Wire

Yes

Yes

A401/A401M-18 Standard Specification for Steel Wire, Chromium-Silicon Alloy

Yes

ASTM A407-18 Standard Specification for Steel Wire, ColdDrawn, for Coiled-Type Springs

Yes

A679/A679M-17 Standard Specification for Steel Wire, High Tensile Strength, Cold Drawn

Yes

ASTM A713-04(2017) Standard Specification for Steel Wire, High-Carbon Spring, for Heat-Treated Components

Yes

ASTM A764-07(2017) Standard Specification for Metallic Coated Carbon Steel Wire, Coated at Size and Drawn to Size for Mechanical Springs

Yes

ASTM A877/A877M-17 Standard Specification for Steel Wire, Chromium-Silicon Alloys, Chrome-Silicon-Vanadium Alloy Valve Spring Quality

Yes

ASTM A878/A878M-17 Standard Specification for Steel Wire, Modified Chromium Vanadium Valve Spring Quality

Yes

ASTM A1000/A1000M-17 Standard Specification for Steel Wire, Carbon and Alloy Specialty Spring Quality

Yes

product standards and international standards.

The wrap test is used to: • assess the ductility of certain kinds of wire and • assess the adherence of coating on wire.

For ductility and adherence of coating evaluation, the test consists of coiling the wire in a closely spaced helix tightly against a mandrel of

a specified diameter for a required number of turns. The wrapping may be done by hand or with a power device.

The wrapping rate shall not exceed 15 turns per minute.

The mandrel diameter is specified in the relevant wire product specification (depends upon the type and application for the wire, the wire diameter and tensile strength).

Mandrel diameter requirements for several ASTM spring specifications

Table 2: Wrap test mandrel size requirements for several ASTM spring specifications and grades Wire diameter = 0.105 in. (2.67mm) ASTM Spec. No.

Grade

Tensile Strength Minimum (ksi)(A)

Tensile Strength Maximum (ksi)(A)

Mandrel Size(B)

A227/A227M-17

Hard Drawn Class 1

216

248

1X

A227/A227M-17

Hard Drawn Class 2

249

281

2X

A228/A228M-18

Music Wire

269

297

2X

A401/A401M-18

Chromium-Silicon Commercial

278

303

1X

A313/A313M-18

Stainless 302 Class 1

231

261

1X

A - Tensile strength data is representative. Values for each grade were interpolated per each ASTM specification.

B - The symbol “X” represents the diameter of the wire tested.

Wire diameter = 0.260 in. (6.60mm) ASTM Spec. No.

Grade

Tensile Strength Minimum (ksi)(A)

Tensile Strength Maximum (ksi)(A)

Mandrel Size(B)

A227/A227M-17

Hard Drawn Class 1

181

208

2X

A227/A227M-17

Hard Drawn Class 2

209

237

4X

A228/A228M-18

Music Wire

228

253

3X

A401/A401M-18

Chrome-Silicon Commercial

249

274

2X

A313/A313M-18

Stainless 302 Class 1

167

197

2X

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SPRINGS / Spring 2020 / 29

and grades are shown in Table 2 for two wire diameters, 0.105 in. (2.67mm) and 0.260 in. (6.60mm) for comparison.

Where the number of turns is not specified, the commonly accepted number is five (5) closely spaced wraps.

Figure 1 contains photographs of a typical wrap test sample.

For coating adherence assessment, the mandrel diameter is commonly larger than that used in the ductility test.

For ductility assessment, the wire tested shall be considered to have failed if the wire fractures or if any longitudinal or transverse cracks develop which can be seen by the unaided eye after the first complete turn. Wire which fails in the first turn may be retested, as such fractures may be caused by bending the wire to a radius less than prescribed when the test starts. For wire diameters less than 0.020 in.

(0.5mm), ISO 7802:2013 provides for the examination under magnification of approximately 10-times.

In general, wrap testing for carbon and alloy steel products is limited to diameters up to and including 0.312 in. (8mm). For testing diameters over this size, alternate test methods may be used. Product diameter limits, mandrel size and wrapping rates may be different for international standards.

Sa mpling locat ion a nd test frequency may vary by product and individual customer specification requirements.

Wrap Test Examples For example, for wire produced to ASTM A227/A227M, hard drawn class 1 and 2 spring wires, one test specimen is taken for each of 10 coils (or fraction) in a lot per heat. Test specimens are taken from either or both ends of the coil for testing.

For wire produced to ASTM A228/ A228M, music spring wire, test specimens are taken from the top or outside end of each coil, reel or spool for testing.

The Wire Association International produced a series of videos as part of their HardWIRED educational

30 / SPRINGS / Spring 2020

Figure 1: Photographs of a Typical Wrap Test Sample at different magnifications.

video program. A video was produced showing the wrap test along with the torsion test for wire. The video can be found at: https://www.youtube.com/ watch?v=XuG9zL4SBGk.

3. Steel Products Manual: Carbon Steel Wire and Rods, (1993) Iron & Steel Society, Warrendale, PA

Moving Forward

5. ISO 6931-1:2016(en) Stainless steels for springs — Part 1: Wire

The torsion, bend, reverse bend and hardness tests are planned for review in future articles. n

References 1. Gordon, C.R., Ferrous Testing & Properties, Fundamentals of Wire Manufacturing, WAI, Fall 2019.

2. ASTM A370-19e1 Standard Test Methods and Definitions for Mechanical Testing of Steel Products

4. DIN EN 10270-1:2017 Steel Wire for Mechanical Springs – Part 1: Patented Cold Drawn unalloyed spring steel wire

6. ASTM A228/A228M-00 Standard Specification for Steel Wire, Music Spring Quality 7. ASTM A228/A228M-18 Standard Specification for Steel Wire, Music Spring Quality 8. ASTM A313/A313M-18 Standard Specification for Stainless Steel Spring Wire 9. ISO 7802:2013 (en) - Metallic materials — Wire — Wrapping test

Spring Design Tips and Tricks

Help is Available Within ASD

By Todd Piefer

T

Figure 1: ASD Contents tab includes two main topics

Figure 2: Help from the Compression Rate Spring field opens the SMI Encyclopedia.

Figure 3: An example of the tolerance field within ASD

Figure 4: The Help menu includes hyperlinks to related topics.

Figure 5: The alphabetical index and keyword search within the ASD software.

he SMI/UTS Advanced Spring Design (ASD) software provides dynamic access to the complete SMI Encyclopedia of Spring Design.

A joint effort of SMI and Universal Technical Systems, Inc. (UTS), the ASD software includes a collection of 47 programs for various types of springs.

All of the programs are linked directly with the SMI Encyclopedia as part of the Help function of the program. The Help section includes three tabs, Contents, Index and Search.

The Contents tab includes two main “books” of topics – ASD Software Help and SMI Encyclopedia, as seen in Figure 1.

The ASD Software Help topics includes specifics on the software interface, creating reports, adding materials and other usage tips. The SMI Encyclopedia Topics go into detail on spring design issues. The SMI Encyclopedia is made up of four books, and they are all included in electronic form.

When using ASD, users can access context-sensitive Help from any field.

Accessing the Help from the Compression Spring Rate field, opens the Encyclopedia as shown in Figure 2.

From a tolerance field, the Help takes you to the Testing and Tolerancing book of the Encyclopedia.

Figure 4 shows that the Help portion of the program includes hyperlinks to related topics to make it easier to get a broader explanation of topics.

There is also an alphabetical index and keyword search as seen in Figure 5.

ASD is a powerful and efficient calculation tool, but it’s reassuring to have it accompanied by such thorough and easy to use help technology. n

Todd Piefer is project manager at Universal Technical Systems, Inc. (UTS). UTS partners with SMI in developing and supporting the ASD software. With experience in mathematical modeling and numerical methods, Piefer supports the full-line of UTS engineering software programs. He provides spring designers with technical support and web-based orientations for ASD. Piefer can be reached at todd@uts. com or 815-963-2220.

SPRINGS / Spring 2020 / 31

By Gary McCoy

GENERATION

GA ©iStockphoto.com/GlobalStock

32 / SPRINGS / Spring 2020

W

e recently celebrated my mother’s 90th birthday. What a milestone! Katie McCoy was born in January 1930 and grew up as part of the so-called “Silent Generation.” Mom and her four siblings were raised as children of the Great Depression and faced unrelenting economic hardship as my grandparents struggled to survive and provide for their family.

My two sisters and I were born into the baby boomer generation and now my children are a mixture of Generation-Y (millennials) and Generation-Z. Lots of labels, but how much understanding?

This issue of the magazine is an effort to help bring awareness and insights to somehow bridge the gap between generations, especially as it relates to how different generations relate to each other in the workforce.

Here’s a summary of what you’ll read.

• “Bridging Generation Gaps: An Interview with Generational Expert Mark C. Perna” on page 39 is an interview I conducted with Mark Perna, a generational and performance expert, regarding his thoughts on the younger generations. He calls the millennial and Z generations collectively the “Why Generation.” That’s because they want to know the reason behind everything.

• “Answering Why: Unleashing Passion, Purpose and Performance in Younger Generations” is a book Perna penned on the subject. See a review in our regular feature “Book Corner” on page 61.

• “All Generations Matter, Even Gray Ones” by John Passante, provides helpful commentary on generational issues. No matter

what generation you grew up in, I agree with John’s sentiment: “In life and in business, it is important that we celebrate each other.”

His article can be founded on page 41.

We also celebrate in this issue the elevation of baby boomer Bert Goering, president of Precision Coil Spring, to president of SMI. You can read more about Bert and his family business, “Bert Goering and Precision Coil Spring: Profiting from Touch Time” on page 55. You’ll also enjoy Bert’s thoughts on the theme of generation gaps in his President’s Message “Conquering the Communications Gap” on page 2.

The following article is a snapshot of where SMI members are finding ways to bridge the gap between generations. Let’s all celebrate these efforts! n

P S SPRINGS / Spring 2020 / 33

THE

BRIDGING T

o assemble an article on the subject of “Generation Gaps,” I reached out to a number of springmakers asking them to respond to the following question.

“How is your company bridging the gap between generations in your workforce to help overcome differences employees might exhibit in actions, beliefs and tastes?”

I received a variety of answers from both company owners and H.R. professionals. To summarize the responses on what they are doing to bridge the gap, I would simplify it to three C’s: culture, communication and compromise.

Scandic Springs, Inc., San Leandro, California R. Hale Foote is the president of Scandic Springs located in San Francisco Bay area, and he is two years into a five-year plan for bringing his oldest daughter, Andrea Foote, into the business. “In addition to considering the family dynamics at play, she is also 30 years younger than me and we are acknowledging that,” he said.

Outside of family succession planning (the subject of the Summer 2020 issue of Springs) issues, Foote feels like Scandic Spring already had a good company culture in place for a long time that has been welcoming to its new workers in their 20s and 30s.

“We have not made any culture changes to accommodate younger workers,” explained Foote. “To use

34 / SPRINGS / Spring 2020

your analogy, maybe the bridge was already there.”

Foote said the consensus among his staff members is that Scandic has a nurturing, motivating and respectful environment where employee values are recognized.

“The company gives opportunities to grow through learning internally and providing tuition reimbursement for advancement,” said Foote. And he admits that “some of the ways we do things are a bit outdated, but we have been working on this.”

One change they recently made involved the expectations of their older workers. “Several of them are spending an increasing amount of time not on direct labor producing parts, but on teaching/mentoring younger workers,” explained Foote.

Scandic currently has four employees who are part of defined apprenticeship programs. Two are enrolled in the official state of California program and two are in programs developed in-house.

In addition, his daughter Andrea is doing an internship two days a week at a stamper in Cincinnati while she pursues a business degree at the University of Cincinnati.

“We have hired more women and LGBTQ workers and made it clear than anyone qualified is welcome here,” said Foote.

Foote said his leadership team operates with ethical values and encourages the growth and development of staff

and does not micromanage. The company has an employee workforce with a low turnover rate and an average employee age of 49.

He said one of the secrets to bringing in new workers has been in giving his department leads a role in hiring new workers into their department. “So, we tend to get a good personality fit.”

Vulcan Spring & Manufacturing Co., Telford, Pennsylvania Former SMI president Scott Rankin is the president of Vulcan Spring & Manufacturing Co., located in the Philadelphia area. He acknowledged that answering the question about bridging the generation gap is difficult to answer.

“The generation gap is getting larger every day. From political views to how many days off, it is a constantly changing situation,” Rankin acknowledged.

Rankin said the Vulcan workforce is very diverse, from those who want to work into their 70s to those who want to retire at 40.

“We have an excellent HR person who keeps us updated on the next group of demands from each age range,” said Rankin. “One of our important objectives is to keep everyone informed about as much as possible.”

Vulcan regularly has company meetings to share information. In a recent change, Rankin says, they have installed large screens all over the factory and office areas with messaging

GAP ©iStockphoto.com/by_nicholas, ©iStockphoto.com/Gearstd, ©iStockphoto.com/onlyyouqj

about “any story we need to tell.” He said it ranges from who is new to the company, to anniversaries and birthdays, to days with no injuries, to quality reports and daily on-time deliveries.

Rankin said any other important information is put on the screens as needed.

“The need for information is very important to the younger workers, but the older workers appreciate it just as much now that we share,” said Rankin.

“They are all used to knowing what is happening and that helps bring us all together.”

Rankin said another area that helps bridge the gap is to have company events that every employee is a part of. “Not huge things, but cookouts and pizza days to celebrate important events that happen at the company. In many of these, we include team building activities that they all participate in. This brings the team together and involves everyone in their own way.”

Rankin said there is a big difference in the expectations of the generations and “it is our job is to find what can work for each and then try to make it happen.”

He said some days they get it right at Vulcan, and on other days they get to learn from their failures. “But in the end, it seems communication is the best tool we have for this,” concluded Rankin.

Motion Dynamics Corporation, Fruitport, Michigan Rochelle Sabo is the human resources ma nager at Mot ion Dy na mics

Corp­oration in Western Michigan, and says senior team members at the company have a level of dedication to being at work on time, every day.

Sabo said this is not as important to the younger workforce.

“Offering a somewhat ‘flexible schedule’ is appreciated by all of our teams, old and young,” Sabo explained.

Owing to the leadership provided by company president Chris Witham, Sabo said another way Motion Dynamics helps bridge the gap is due to Witham’s weekly discussions regarding the culture, and what is important to the company. “The respectful way we treat each other is learned from how management treats everyone,” said Sabo.

She said a key to bridging the gap is understanding what each generation has to offer. Sabo says senior employees bring a strong work ethic and “quite often, highly skilled, younger workers bring higher technology skills.”

Sabo believes keeping employees involved in the company’s weekly meetings is important. “Going around

the room to ask if anyone has anything to share or talk about provides open dialogue,” Sabo said. “This helps bridge the gap, so they understand that we are interested in what everyone has to say.”

Witham says the company has tried to create a link between its employees and the customer, so they feel a responsibility to meet the customer’s expectation, “rather than viewing it as being just another drawing to make parts.”

One important decision Motion Dynamics made was to offer flexibility to their second shift. The second shift works Monday through Thursday from 2:30 p.m. to midnight. On Fridays, they work from 1:30 p.m. to 5:30 p.m. “Our first shift comes in at 5 a.m. on Fridays to line up the shifts,” explained Witham.

Witham said this change has had particular appeal to younger workers who want to enjoy their Friday nights off.

Finally, Witham said they are in the process of driving all employees into the 401(k) program by signing them up, if they are not already, during their next wage adjustment period. “We

“The need for information is very important to the younger workers, but the older workers appreciate it just as much now that we share,” said Rankin.

“They are all used to knowing what is happening and that helps bring us all together.”

SPRINGS / Spring 2020 / 35

work very hard to impress on all our people the need to save now to enjoy life at retirement,” concluded Witham.

Acme Monaco Corporation, New Britain, Connecticut As co-president of Acme-Monaco in the hub of northeast spring manufacturing near Bristol, Connecticut, Lucas Karabin says he has observed a “renaissance” in working at the

36 / SPRINGS / Spring 2020

ground level with recent or upcoming graduates.

“At Acme Monaco, like many spring and stamping manufacturing firms, we are flexible in listening to the ideas of the next generation,” explained Karabin. “They may not be clouded with the bias of the past. I feel the best traits of the next generation is that they second guess red tape and rapidly adopt manufacturing efficiencies.”

Karabin said when he recently returned from a business trip, he found the company’s young engineers were using stand up desks. “The desks are cool, but the initiative to fix their environment was what pleased me the most.”

Perfection Spring and Stamping, Mount Prospect, Illinois Located in the northwest suburbs of Chicago, Linda Wolff is the director of human resources and safety at Perfection Spring and Stamping. She says one key to bridging the generation gap is through apprenticeship programs for high school and college students.

“We pair the apprentice with a veteran employee to help show them the ropes, and also with an employee who is closer in age to the apprentice,” explained Wolff. “Many times, the person who is closer in age to them was also once an apprentice.”

Wolff has continually worked to design, revive and revamp the company’s apprenticeship programs starting with tool & die. In 2013, along with Rachel Kahn, their former training administrator, she worked to revamp and expand the coiling apprentice program. They currently have programs in the areas of tool and die, maintenance mechanics, fourslide, coiling and punch press.

Wolff says Kahn, a former schoolteacher and a millennial, brought those perspectives to the task of the apprenticeship programs.

“A lot of people look at millennials and think they jump from job to job because they’re bored,” said Kahn in a Springmaker Spotlight about Perfection Spring published in the Summer 2015 issue of Springs. She had found in talking to her fellow millennial friends that many leave their jobs not because they are bored, but (because of) a feeling that the company is not interested in investing in them.

Kahn felt the opposite about her job: that Perfection invests a lot in her and their other employees. She enjoys going back to her friends and telling them that she enjoys what she does because she learns something new every day.

Wolff said in the past couple of years the company has had five successful apprentices, and they are looking to find more in 2020 to add to the one they’ve recently hired and another already identified.

Wolff says the company seeks to engage their workforce with an emphasis on cross-training individuals in different areas of the plant.

In terms of recruiting younger workers, Wolff says they still look at an individual’s skill sets but have more recently focused on a worker’s soft skills. “We look at the individual’s characteristics and traits, those things that translate to enthusiasm and passion and the ability to communicate.”

Perfection Spring and Stamping has an initial 45-day introduction period for all new employees. “We try to address issues head on during that time,” said Wolff.

Wolff said that when she first came to Perfection Spring and Stamping, employees were just expected to perform without a lot of dialogue on why things were being done. “Now there is a lot of dialogue and questions regarding why the company does things,” said Wolff of the younger generation. “I have found there is a much better willingness to move forward if they understand how and why things are done; understanding the big picture is an essential ingredient for success.”

Like many SMI members, the workforce at Perfection Spring and Stamping is rapidly changing. Wolff said in the last 12 months, the company said goodbye to five employees who retired, and in 2020 she’s already aware of two employees who plan to retire.

As a result of the retirements, Wolff said Perfection Spring and Stamping has a wide variety of ages among its 65 employees.

With a diverse workforce of various ages, Wolff said they focus on communication and accountability. “There’s a big emphasis on sharing knowledge,” she explained.

She also candidly admits that conflict is inevitable in the workplace with employees who don’t want to do certain things. “There are always parts

of a job that we don’t like, even in what I do,” she said. “We try work through it.”

In conclusion, Wolff feels some of the keys to bridging the generation gap are finding young workers with a good temperament, the ability to communicate, and a willingness to work hard and learn.

Ace Wire Spring & Form Co. Inc., McKees Rock, Pennsylvania The Pittsburgh area is home to Ace Wire Spring & Form Co. Inc., a family owned business that includes thirdgeneration member Ritch Froehlich.

Froehlich said the question poised in this article is a bit loaded, “because if we had the answer to this, we would have all the positions filled that we need filled. The problem is, there is no real way to bridge the gap from one generation to another because of the vast differences between the generations. The millennials want to work when they want to work, get paid what the veterans (baby boomers) get paid and not put in the time.”

He said many millennials can get a job at Walmart for not much less than what Ace can pay, and they have no responsibilities and no pressure to perform.

Froehlich has many opinions about millennials, but feels the way to reach them may be to radically shake up the programs Ace Wire currently has in place.

Ideas include allowing workers to use cellphones and headphones, along with providing flexible hours and an increase in starting wages. “It would also require us to invest heavily in cleaning up the shop floor and keeping it clean,” said Froehlich.

He also recognizes the need for incentives to help bridge the gap. An effort to reward those who do a good job could include gift cards and pizza parties.

Other ideas involve letting employees bank vacation days (if they cannot use them all in one year) and giving more flexibility with sick days.

“From a business standpoint, none of these make sense or are safe or are financially feasible at times,” explained Froehlich. “But in order to attract the next generation, things like this need to be implemented.”

He said millennials want to be rewarded or given a pat on the back. He said that many don’t want to get dirty and they want to be on their phones or listening to music all the time. “That’s what they know. They don’t always care about safety or have insurance.”

In terms of recruitment, Froehlich said, “The key is to identify the next generation worker; those that like to work on cars, likes to build things with their hands, or likes to work on their house (or their parent’s house).”

Michigan Spring and Stamping, Muskegon, Michigan “Rather than focus on items we cannot find a good answer to, we have focused on communication and training,” responded Jessica R. Morse, human resources manager and Scott Miller, director of quality and continuous improvement at Michigan Spring and Stamping, in a joint statement.

“There are two paths that we are using to bridge the gap of generational communication within the process of training,” said Morse and Miller. “We have been finding that the new generation wants to grow and learn quickly,

“I have found there is a much better willingness to move forward if they understand how and why things are done; understanding the big picture is an essential ingredient for success.”

SPRINGS / Spring 2020 / 37

and that is why we chose this as our main focus. The first is training the leaders and trainers. The next is how we train our new associates.”

One of the programs at Michigan Spring and Stamping is called “What Leaders DO” through LeaderWorks.

This training focuses on developing people using adult-to-adult communication through a 12-month program.

The company’s program mentors its leaders on serving, building teams, leading, motivation, measurables, organization, direction, communication, developing people and developing processes. The company has six graduates of the program and they are sending four more leaders through the next session.

“We have found in past years that our tenured associates have focused on job security, rather than being focused on the solid, quality training of the next generation of springmakers,” explained Morse and Miller. “The older generation learned ‘the hard way,’ and at times we have seen that they want to teach that way as well.

The mentality has been, ‘If you make a mistake, you should figure out how to fix it. Then you will remember next time’ instead of ‘let me show you how and why we do this.’”

Morse and Miller said this mentality has led to “a turnover of our newly hired individuals, leaving us with a huge gap in trained individuals.”

A second training program utilizes the Training Within Industry (TWI) model. As a result, Michigan Spring and Stamping has been ramping up its coiler training with what the company calls “MSSU” which stands for Michigan Spring and Stamping University.

There are currently about 10 employees enrolled in the training program.

“Our trainers have been trained in the TWI methodology, and we pair our students with a mentor and a trainer to help bridge any gaps the training may have for any specific individual,” explained Morse and Miller.

The company makes pay adjustments for individuals who graduate and “skill up” to the next level of springmaking, which “helps build the drive for individuals to learn and retain job skills.”

Morse and Miller said Michigan Spring and Stamping places a large portion of the responsibility for the learning process on the student, which makes them accountable for learning the information and being able to show the company that they can actually do what they have learned.

“The older generation learned ‘the hard way,’ and at times we have seen that they want to teach that way as well. The mentality has been, ‘If you make a mistake, you should figure out how to fix it. Then you will remember next time’ instead of ‘let me show you how and why we do this.’”

Morse and Miller said this mentality has led to “a turnover of our newly hired individuals, leaving us with a huge gap in trained individuals.”

38 / SPRINGS / Spring 2020

“The ratio of learner to trainer is 51 percent trainee and 49 percent trainer.

They complete competency tests after each section. The trainer, mentor and supervisor validate the results before the trainee graduates to the next level.”

The company has training not only for coilers, but also in the areas of shot peening, grinding, torsion spring basic, torsion spring advanced, set up press operator, basic spring design and advanced spring design. Michigan Spring and Stamping plans to soon roll this training out for the rest of the manufacturing areas located within the business.

“We have found success in this program and in the associates that we chose to go through it. We are very proud to be able to utilize a more structured form of training,” concluded Morse and Miller.

Exacto Spring, Grafton, Wisconsin The employee population at Exacto Spring numbers 165, and company president Greg Heitz said they have adjusted to accommodate the needs of younger workers. Like Vulcan Spring & Manufacturing Co., Exacto Spring has added screens throughout the factory to communicate with workers. They also utilize other electronic means to get out the word.

“It’s not like the old days when everything was on a bulletin board,” explained Heitz. “We have found that older workers like paper and younger workers are more paperless. We’ve tried to balance between the two.”

Heitz says his workforce is also quite diverse between older and younger workers. “As much as possible we try to keep younger workers paired up with workers who are about the same age.

The older and younger workers do not always gel.”

Managing the workforce is a challenge, said Heitz. “Younger workers want more feedback and praise, while our older workers are more focused on retirement plans.”

Also, Heitz said younger workers need more coaching. “It used to be that people before them just did their job and went home at the end of the day.”

He said younger workers do not always want to work overtime because they value the time they have on the weekends.

“We’ve noticed a trend in that both parents are working,” explained Heitz.

“This wasn’t always the case in the past.

Today’s younger worker needs more flexibility, because sometimes one of the parents needs to stay at home to attend to the needs of their children.”

Heitz says they’ve tried to balance generational needs. For example, he said older workers would often appreciate tickets to a ballgame, while the younger workforce puts more value on things like gift cards to Starbucks.

“Young people like flexibility,” explained Heitz. “Exacto finds it difficult in a manufacturing environment to always do what they would like. We try to accommodate those flexibility needs when it is legitimate.”

Heitz said they’ve also taken steps to make the work environment more appealing to younger workers by offering Wi-Fi in some parts of the plant, and a computer in a common area that anyone can access. “We also added a coffee bar to spice things up, and we remodeled the common areas and built an area for those who want to ride their bikes to work.”

Heitz said they recently hosted a presentation by an older worker to demonstrate to younger workers the benefits of long term employment and longevity with Exacto.

For Heitz, balancing the needs of different generations comes down to clearly communicating the Exacto culture, especially to share those values with younger workers.

It’s Complicated As you can see, there are a variety of ways that SMI member companies are bridging the generation gap. Through things like culture, communication and compromise, many are finding success. I would also add a fourth C to the equation: “it’s complicated.” That’s because for many spring companies trying to harmonize intergenerational differences, there is not always a neat and simple solution. n

QA &

BRIDGING GENERATION GAPS: An Interview with Generational Expert Mark C. Perna

By Gary McCoy

As Springs magazine explores the topic of Generation Gaps, I recently conducted an interview with Mark C. Perna, the author of “Answering Why: Unleashing Passion, Purpose and Performance in Younger Generations.” The book provides a helpful approach for educators, employers and parents to take with the young people they seek to influence (see book review on page 61).

Q|come up with that phrase and how would you describe them?

You label today’s young people the Why Generation. How did you

Mark: I call the millennial and Z generations collectively the “Why Generation” because they want to know the reason behind everything. This shouldn’t be surprising, because it’s exactly how we reared them. When a young person is asked to do something and asks why, a lot of folks in the older generations perceive this as disrespect or insubordination. But most times, it’s actually not. Young people want to know the reason why so they can fully understand what they are being asked to do, and even more than that, so they can see if there is a way they can improve the process and ultimate product. They have been reared to believe they are unique, special and important — so they want to bring their own unique, special, and important contribution to the success of the plan, whatever it may be. They want to be engaged, they want their work to be relevant and mean something. They are not being rebellious when they ask why; they really want to know. They want purpose and will perform to the expectations we set for them (whether high or low). We have to answer the big question they are always asking in one way or another: why?

SPRINGS / Spring 2020 / 39

A

Purpose and vision are another big factor for these generations; while the paycheck always matters, they also want to work for a company that gives back, that invests in the community — a place where the pursuit of the almighty dollar is not the only outcome.

Q|their nose at younger workers

Older workers tend to look down

and see them as lazy and entitled. It is also true that members of the Why Generation have negative stereotypes about their older counterparts. What are some ways this gap can be bridged so the older and younger generations can work together toward a mutual understanding of each other?

Mark: If Boomers dismiss the Why Gen, then they’ll just follow suit. But if we can get past knee-jerk comebacks like “OK, Boomer” and the retaliatory “OK, Zoomer,” we can advance the conversation. Both sides should start listening.

If the other party has already checked out, bring them back by asking questions, listening to the answers, and engaging with their point of view. They are intelligent and savvy, and they may be able to add something new to the conversation. There’s no quicker way to turn off the younger generations than to shut down their contribution with a frustrating “because I said so” approach.

Showing respect is another big stride toward positive intergenerational relationships. Respect works very differently today than it did in years past. Millennials and Gen Z don’t automatically accord respect to older generations; they expect it to be earned. However, if they feel respected first, they quickly reciprocate. To older generations it may feel backward, but letting go of certain expectations can go a long way toward mutually beneficial interactions.

Q|learn from each other?

How can both groups value and

Mark: I think a lot of it is simply expectations. As a baby boomer father of

40 / SPRINGS / Spring 2020

two millennials, I have had some major adjustments to make! An example would be the very different ways my sons and I communicate. When I write a text, I open it with a greeting, write something substantive that I have thought through, and finish with a heartfelt closing like “have a great day, love, Dad.” But how do my sons respond? Several hours later, I get a single letter back. You guessed it: “k.” They can’t even take the time to spell out the entire word! I think we have to let go of our expectations for “this is the way it is done.” Sometimes our way is not the only way. Sometimes there is more than one right answer. Understanding the traits of the generations (including our own!) and what societal and historical things happened to shape us into who we are can go a long way in helping us navigate what I call “Generational Rifts.”

Keeping these traits in mind can help us communicate and interact in ways that are productive instead of frustrating.

Q|shortage of skilled workers in Like many fields, there is a

manufacturing. What can manufacturers do to help attract young people to come join them?

Mark: The career conversation should no longer start with the career; instead, we should lead with lifestyle. The Why Generation lives by the mantra that “experience is everything,” and they want to enjoy life to the fullest through an array of meaningful, exciting, fun experiences.

When we can get them excited about the lifestyle they want to live, we can then connect the attainment of that lifestyle with the career that can support it — in this case, in the manufacturing industry.

We also want to talk about what they

can do on the job, rather than the skills they will gain, because the idea of doing is more exciting than the idea of learning.

Of course, they will learn on their journey to become skilled workers, but that isn’t what will entice them.

I also recommend tools that tell a visual story about the full range of possibilities in the industry, rather than just the entrylevel positions where many people think the opportunities end. The truth is, there are hundreds of careers in the manufacturing field, and they are high-tech, high-paying, in-demand positions that require postsecondary education and training. We have to change the perception of manufacturing from a dead-end career path to something that is actually an elite, precision field with countless opportunities for advancement and growth. My company’s Career Tree® is one such tool to start that conversation, not just with young people, but also with their parents who are a major influence in their career choices.

Q|joined their companies, how can Once the Why Generation has

manufacturers keep them engaged and focused?

Mark: Today’s young people are looking for robust and intentional on-the-job training that will allow them to upskill while they earn. They know that the world of work is changing more rapidly than ever, and the skills they have today won’t be enough to see them through the end of their career. They will need to continually reskill to stay relevant and marketable, and they want an employer who is committed to helping them grow as professionals in their field.

The Why Gen also wants to see a clear progression of career advancement opportunities that will motivate them to keep their performance high, so they can level up (almost like a video game). Purpose and vision are another big factor for these generations; while the paycheck always matters, they also want to work for a company that gives back, that invests in the community — a place where the pursuit of the almighty dollar is not the only outcome.

We also have to show them what I call the Light at the End of the Tunnel.

Think of the tunnel as the work, labor, and effort required to achieve your goals, which are the light at the other end of that tunnel. In order to motivate yourself to go through the tunnel, there must be a powerful light, or “want-to,” at the opposite end to entice you sufficiently to persist through the tunnel to reach it.

The light represents anything you want out of life. However you perceive it, and we all perceive it differently, the light is the reward and therefore the motivation necessary to journey through the tunnel.

For the younger generations, lifestyle goals are the light at the end of their tunnel, and we must continually remind them of the rewards that they can enjoy if they persevere to the next level of their training and career.

Q|an Awareness Gap and that

In your book you talked about

students today do not know what they do not know. What did you mean by that statement?

Mark: The skills gap we are facing today in this country is a direct result of the Awareness Gap, which exists because people are not aware of the amazing opportunities in these high-paying, highdemand fields. So naturally, they don’t train for the skills that would make them successful in these kinds of careers. This leads to a huge disconnect between employers and the employees they hope to hire. We need to bridge this Awareness Gap so that more people are aware of the

many different viable career pathways in America today.

Sometimes people are held back by outdated ideas and stigmas about certain industries that simply aren’t true anymore.

One example I often cite is the automotive industry and how so many parents are hesitant about their child taking an automotive course in high school, because they think it will turn their child into a “grease monkey” for the rest of their lives. But the opposite is actually true. Today’s cars are high-tech, precision vehicles with multiple computers, sensors and advanced technology. Someday soon, these cars are going to be driving themselves. That’s the reality — and the opportunities in this field, as in manufacturing, are more exciting than ever. But people just don’t realize it. We have to bridge the Awareness Gap and once we do that, the skills gap will take care of itself.

Q|add?

Anything else you would like to

Mark: To remedy the skills gap and help young people make the most of their education and career, we need to prioritize meaningful career exploration as a cornerstone of the educational experience — and I’m not just talking high school. We need to start this process as early as middle school, just to get the conversation started. Self-discovery is not something that can be rushed, and the sooner we start, the better chance our kids have of truly reflecting on and finding

ALL GENERATIONS MATTER, EVEN GRAY ONES

By Dr. John A. Passante

what they love to do. I call this philosophy Education with Purpose®, because we are helping students discover the purpose for their effort and performance in school.

They can then further their education in a purposeful way because they know where they want to go and what they need to do to get there. A lot of schools are trying to do so many different and important things, that career exploration becomes an afterthought or something that is relegated to a single appointment with the overworked guidance counselor.

We have to find a better model that makes career exploration a part of every class and concept. Once we start doing that, young people will have a much clearer picture of the opportunities out there and can make informed decisions about their educational and career pathway. n Mark C. Perna is the founder and CEO of TFS Results, a full-service strategic communications and consulting firm whose mission is to share and support every client’s passion for making a difference. As an international generational expert and weekly Forbes.com contributor, Perna empowers educators and employers to unleash the tremendous potential of today’s young people. He frequently delivers keynote speeches across North America and spoke at Harvard University by special invitation. At TFS Results, Perna’s team shares his vision of helping organizations of all sizes experience significant gains in recruitment, engagement, retention and performance. Find out more at MarkCPerna.com.

I

t is exciting to witness the positive impact millennials are having on our workforce. Each day they bring a spirit of creativity, probe for answers, question the status quo, teach us new ways to utilize technology and seek to make a difference. They do like to be noticed and help breathe new life into a company’s culture. It is exciting to listen to their fresh ideas and perspectives.

I like the fact that they challenge all of us. The key is to give these bright, educated, qualified young people the right opportunities and support. And we all benefit. According to the Pew Research Center, there are more millennials than boomers now. In most cases, millennials learn technology quickly, and

SPRINGS / Spring 2020 / 41

Different viewpoints and ideas spark innovation and open the lines of communications and trust. Each generation is an integral part of any thriving and successful organizations. It is critical to not stereotype employees and to help foster collaboration.

None of us prosper and succeed alone.

implement technology faster than some legacy employees (gray hairs like me).

Of course, they grew up using computers, smartphones, the internet and social media. Another advantage of hiring millennials is that they are eager to learn; essentially, they are a blank slate. They come without bad habits and are open to change and new approaches.

It has been my experience that they are persistent, in a professional way. And ask a lot of questions, which I enjoy. The “why” results in better decisions. Millennials are intrinsically motivated. They hunger for growth and success; they are genuine and value positive progress.

Our industry is ever changing, and millennials think outside the box. They are the “we generation,” where collaboration turns them on. They are like detectives; they are always searching for the answer and are quite tenacious.

They bring an optimistic point of view to the workplace. Indeed, the millennials are ready to be champions of change in the workforce and seek: • A balance between professional and personal life • A career mentor — not a “boss” • An inclusive and positive company culture • To be involved and recognized for their collaboration The most successful organizations are able to blend their workforce with millennials and seasoned, experienced employees. They recognize that people with gray hair matter. They believe that getting different generations to work together is paramount to the success of their organization. As with any relationship, it is important that both groups value and learn from each other.

Companies can form cross-functional teams, which provides the opportunity for each group to know each other. The more contact the better. As a result, misconceptions will start to evaporate and learning together can be fun.

Mentoring is a two-way street. The senior, experienced employee can take technical advice from millennials, and the gray matter employee can share their career experiences with the millennials (including their street smarts).

42 / SPRINGS / Spring 2020

As a gray-haired workforce veteran, I need help understanding and making sense of social media. My grandchildren rescue me.

Different viewpoints and ideas spark innovation and open the lines of communications and trust. Each generation is an integral part of any thriving and successful organization.

It is critical to not stereotype employees and to help foster collaboration.

None of us prosper and succeed alone.

Differences indeed count and make us stronger. Wisdom comes in all sizes and shapes and ages and background.

Experienced employees can be looked at for sage advice, and as a source of timeless truths. They can help display “social judgment,” which is the ability to read situations and people and discern the right course of action. Older employees can help guide millennials about when it is an appropriate time to put on the brakes. In times of haste, experience often comes with age.

Wisdom can be defined as judicious behavior, behavior born of knowledge (gray matter) imbued with thoughtfulness, reflection, life and business experience and compassion.

With the blending of ages, education and life experiences, the ultimate goal is to foster acceptance and understanding. Leaders can help employees of all generations accept each other respectfully, because respect fosters true trust.

It is unconditional and it validates all parties. The more an employee is secure in their own acceptability, the more they are motivated and committed. As a result, they become more self-confident, which results in higher performance. To be accepted is to belong.

In life and in business, it is important that we celebrate each other.

Gray matter! Gray hair! Old hair! We all matter! And we need each other. n Author, motivational speaker, and executive coach, Dr. John A. Passante is the president and CEO of the Organizational Development Group, LLC. He is the author of “The Human Side: High-Touch Leadership in a High-Tech World.” Passante can be reached via email at theorgdevgroup@gmail.com.

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Flashback

Spring Design Enters New Era

(Editor’s Note: This edition of Flashback takes us back to the October 1992 issue of Springs.

At that time SMI introduced its new Spring Design software, which was quite an accomplishment. Many subsequent editions and releases have followed to greatly simplify the process of designing springs. As we look back, we also look forward as we introduce a new feature called “Spring Design Tips & Tricks” on page 31. Enjoy and celebrate how far spring design has come in these nearly 30 years!)

©iStockphoto.com/subjug

History is marked by “ages,” such as Stone, Bronze, Atomic, Space, etc.

With somewhat less fanfare, the history of springs has moved relentlessly from the “age of mystery” into the computer age with SMI’s introduction of its Spring Design software program.

“Designing springs has always involved a degree of mystery,” explains M. Parker Blatchford, president of SMI and of the Chestnut Group.

“Until the development of this software, designing springs with specific characteristics took an intuitive feel and experience that came from many episodes of trial and error.”

Conceived and designed by the SMI technical committee under the direction of Mike Limb, vice president of engineering for Peterson Spring in Southfield, Michigan, the Spring Design program is suitable for use by industry experts and those with little or no practical experience in designing springs.

Because spring design falls across many engineering disciplines, the program was written to provide suitable solutions when provided with all the specific information pertaining to the intended application.

“What makes this program truly unique is its ability to sift through the applicable design equations and determine everything which can be solved from the inputs provided by the user,” explains Brian Hamilton, writer of the program. “The user is not restricted to making entries in a prescribed order or menu, but can enter any parameters he wishes in the order he likes, as he would any spreadsheet.”

The program will run on virtually every PC or PC clone computer. While a color screen is not required, it is recommended, as is a math coprocessor.

“All designs are automatically tested against several of the industry’s best ‘rules of thumb’ for manufacturability, and the user is warned if the design might pose a problem when manufactured,”

Hamilton continues. “Incorporating this kind of SMI know-how helps to assure the less experienced designer that his numbers will make sense.”

The program is based on the “SMI Handbook of Spring Design,” which is accepted throughout the spring industry as the standard reference for spring design methodology.

The road to hell is paved with good ideas…you get the point. So SMI had to make sure the software program not only classified as a good idea, but functioned as it was advertised.

A 20-person beta test program was initiated. From this core of spring experts came almost 60 corrections and improvements that have been considered.

Many of these “suggestions” have been incorporated into the software program thus creating the most comprehensive offering. Other suggestions will eventually be incorporated into later versions.

Unveiled at the CASMI show, the software program is expected to be ready for distribution in December [1992].

“We feel the finished product will be a significant improvement on the way springs have traditionally been designed,” says Blatchford.

Perhaps Ed Lanke of Wisconsin Spring and a past president of SMI says it best, “There’s certainly more to springmaking than making springs.”

(Lanke went on to write an article in that issue of Springs about how to use the program called “SD Program Saves Time, Money and Effort…What Else is There?”) n

SPRINGS / Spring 2020 / 45

46 / SPRINGS / Spring 2020

How One Spring Company Uses Robotics as a Competitive Advantage

By Mark J. Stevens

I

magine a robot being smart, agile, and fast enough to grab individual parts out of a bin of cluttered, entangled material and — even more complicated — disentangling interlocked objects in such a way that the gripper ultimately picks up a single object.

That’s the feat Pittsburgh-based CapSen Robotics achieved on a factory floor at Ace Wire Spring & Form Co., Inc., a manufacturer of custom springs and wireforms. Ace Wire Spring has an intricate, multistep production process which includes forming wire into metal hooks, passing them as bulk material into bins and pressing the ends of them. These hooks are ultimately used in a swivel hook extension spring.

Grasping one hook at a time manually is a time-consuming, monotonous task that used to take skilled workers at Ace Wire Spring away from their core tasks for hours at a time. Now moving a single hook out of a cluttered pile and into the press by hand is a thing of the past at the company’s factory in Pittsburgh.

SPRINGS / Spring 2020 / 47

3D Vision and Motion Planning Software Achieves Something Novel In this random bin picking application, disorderly, overlapping metal hooks are picked out of a bin in several complex steps, in which the objects are captured with a camera and analyzed with an image processing system to recognize their orientation. The position of the object and its gripping points are then communicated together with the optimal movement to the robot, which then sends the gripper arm on its way.

Since several hooks lie randomly on top of each other, a decision must be made as to which object is the easiest to grasp, especially considering that many of the hooks are only partially visible. If the parts are entangled with each other, it is particularly difficult to grasp a single object,

48 / SPRINGS / Spring 2020

because there are many possible combinations of interlocked objects. Complex rotations of the object are often necessary, as well as putting the part down and picking it up again in order to grasp it in the right place with the proper orientation. It is often not possible to force cluttered objects into oriented, graspable positions by shaking them or using methods such as magnetic interference. This is where CapSen Robotics comes in.

CapSen Robotics’ complete CapSen PiC 3D vision software, motion planning and control solution enables precise and quick handling of the five centimeter long Ace Wire Spring metal hooks. Its complementary CapSen Scan product captures 3D models in minutes, enabling the robot to quickly adapt to new jobs and parts. Expanding on CapSen Robotics CEO Jared Glover’s previous Ph.D. research at MIT

for detecting 3D objects in cluttered 3D images, CapSen has developed its own proprietary 3D vision algorithms since the company was founded five years ago. These algorithms combine the best classical geometric CAD-matching techniques with modern machine learning methods to achieve high detection accuracy across a wide range of object shapes, sizes and materials. The company uses the same 3D vision algorithms to detect boxes as it uses to detect tiny nuts, bolts, screws, and in this case metal hooks. It developed a generic programming library called “multimatrix” to perform computations on sets of matrices. CEO Glover concludes: We optimized an underlying software infrastructure, a multimatrix library to meet the specific needs in machine learning and robotic environments.

But even the best algorithms help little without the suitable hardware and especially the right gripper. CapSen Robotics used a Precise PAVS6 collaborative robot to manage Ace Wire Spring’s first robotic project. Standard, out-of-thebox grippers did not meet the requirements of the project.

CapSen was able to execute the integration with a standard SMC parallel gripper motor and its own customized fingers that can pick up the hooks in two different ways.

“We used digital input/output (I/O) to connect the computer to the gripper arm and the sensors and magnets there — and ultimately to integrate them into the overall system at Ace Wire Spring,” said Glover. A stable grasp of the Ace Wire Spring hooks is not only critical for the picking and disentangling of the parts, but since the hook that remains in the gripper is not necessarily being held on the right side, the gripper places the hook on a peg fixture that Bin Picking Optimization in a Complex Wire and Spring CapSen made. The robot then picks up the hook again with Assembly Process CapSen’s software is optimized with Cuda, the language the customized fingers, placing it into a press in the proper in which NVidia graphics cards are programmed. Typical orientation each time where the end of the hook is flattened mathematical calculations and their optimization are to make it somewhat wider than the rest before dropping performed by intelligent use of a GPU about a hundred it into another bin.

“That’s why we had to design the fingers to be able to pick times faster than would be possible without using the GPU. The system also processes the next image and plans the up the hooks in two different ways,” said Glover. After the hook robot’s path for the next hook at Ace Wire Spring, while ends are pressed they are brought to another station, where the robot is still occupied with the picking and placing somebody else at Ace Wire Spring puts a bead on the end of of the previous object. This makes the system even faster the hook that was flattened, which gets pressed together with a 217112 Syntech Ad 1_4tasks.

Page_26233 J&R Casmi Ad 1_4 Page 5/31/ because it can Casmi parallelize spring. The bead thus holds the spring in place and the spring

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SPRINGS / Spring 2020 / 49

gets tapered around. The final product is a hook and spring assembly that can be used for many purposes.

“We are already looking to install this innovative CapSen Robotics solution for some of these other parts of the production line too,” said Ace Wire Spring owner Richard D. Froehlich.

Combining Geometry With Machine Learning CapSen’s core strength lies in highly efficient and advanced algorithms for processing geometric data. Before founding CapSen in 2014, Glover spent a decade developing algorithms at Carnegie Mellon University and MIT to advance the state-of-the-art in geometric optimization algorithms for robotics and computer vision, from developing mapping and navigation software for robotic walkers, to software that enabled a Ping-Pong-playing robot to quickly and accurately detect the spin of Ping-Pong balls as well as learn to hit balls with different spins and trajectories effectively.

To achieve the accuracy required on a wide variety of small complex parts, such as the hooks at Ace Wire Spring, CapSen combined its state-of-the-art geometry algorithms with new techniques in machine learning. CapSen does not use commercially available machine learning and training models such as Tensor Flow. Instead, CapSen went its own way with a machine learning framework that is inspired by deep learning approaches, but uses far fewer parameters than conventional deep learning. As a result, CapSen’s

machine learning models can be trained to recognize a new type of object with very small datasets of only a few hundred images, versus hundreds of thousands or even millions for typical deep learning systems.

Creating a Competitive Advantage Ace Wire Spring has taken the innovative lead in the industry with its robotic cell, creating a high-speed, low-cost advantage, giving us just a small taste of the many areas in which previously linear processes will be parallelized.

The results are fewer mistakes on the production line, less downtime and safer working conditions for employees who can now concentrate on less mundane tasks, leading to higher output, better performance and quality.

To view video of robotics usage at Ace Wire Spring, visit: https://vimeo.com/384750667. n Mark J. Stevens is the director of business development for CapSen Robotics. He has more than 25 years of experience with business to business manufacturing and software companies in Germany and the United States, most recently with a focus on robotics and vision systems. Steven’s goal is to understand customer needs and align CapSen Robotics’ 3D vision system capabilities with them to create customer benefits while growing the company brand. For more information, visit http://www.capsenrobotics.com.

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50 / SPRINGS / Spring 2020

Updated ASTM Spring Standards

By Rick Gordon

T

his article is an update to one presented in the Spring 2019 issue of Springs. Since the last article, additional standards have been identified which may be of interest to you as an SMI springmaker or associate member. Working with the staff at ASTM headquarters, an updated list of standards was prepared and was included in the 2019 SMI Metal Engineering eXpo show handout package. The list is provided for those who were unable to attend the eXpo. ASTM International, formerly known as American Society for Testing and Materials, was founded in 1898 by Charles Benjamin Dudley. The website is www.astm.org. ASTM is a voluntary international standards organization that develops and publishes consensus technical standards for a wide range of materials, products, systems and services. Thirty thousand volunteers from over 140 countries participate, with more than 12,000 standards published.

For SMI member companies, conformance to standards is typically part a customer’s order specification or requirements.

A list of ASTM spring product standards, testing standards and guides is shown in the table to the right. Also shown is the standards volume (book – hard copy or online) where the standard can be found.

This is a living document. There may be other ASTM standards that you are aware of that should be included in the list. Please let me know of any additional standards which should be included, and I will be happy to add them to the list.

Standards can be purchased individually from ASTM or individual volumes can be purchased.

Eighteen of the standards are contained in volume 01.03 “Steel—Plate, Sheet, Strip, Wire; Stainless Steel Bar.” The online annual subscription fee for volume 01.03 is $382. The price for the print version is $290.

ASTM presents a unique opportunity to individuals who become participating members of a technical committee to provide technical input with regards to standards revisions. The annual membership fee is $75 and includes a free volume of standards. n C. Richard Gordon is the technical director for the Spring Manufacturers Institute. He can be reached at c.richard. gordon@gmail.com or phone 574-514-9367.

ASTM Standard & Title

Volume

ASTM A125-96(2018) Standard Specification for Steel Springs, Helical, Heat-Treated

01.05

ASTM A227/A227M-17 Standard Specification for Steel Wire, Cold-Drawn for Mechanical Springs

01.03

ASTM A228/A228M-18 Standard Specification for Steel Wire, Music Spring Quality

01.03

ASTM A229/A229M-18 Standard Specification for Steel Wire, Quenched and Tempered for Mechanical Springs

01.03

ASTM A230/A230M-19 Standard Specification for Steel Wire, Carbon Valve Spring Quality

01.03

ASTM A231/A231M-18 Standard Specification for Chromium-Vanadium Alloy Steel Spring Wire

01.03

ASTM A232/A232M-18 Standard Specification for Chromium-Vanadium Alloy Steel Valve Spring Quality Wire

01.03

ASTM A313/A313M-18 Standard Specification for Stainless Steel Spring Wire

01.03

ASTM A370-19e1 Standard Test Methods and Definitions for Mechanical Testing of Steel Products

01.03

A401/A401M-18 Standard Specification for Steel Wire, Chromium-Silicon Alloy

01.03

ASTM A407-18 Standard Specification for Steel Wire, Cold-Drawn, for Coiled-Type Springs

01.03

A679/A679M-17 Standard Specification for Steel Wire, High Tensile Strength, Cold Drawn

01.03

ASTM A689-97(2018) Standard Specification for Carbon and Alloy Steel Bars for Springs

01.05

ASTM A713-04(2017) Standard Specification for Steel Wire, High-Carbon Spring, for Heat-Treated Components

01.03

ASTM A764-07(2017) Standard Specification for Metallic Coated Carbon Steel Wire, Coated at Size and Drawn to Size for Mechanical Springs

01.06

ASTM A853-19 Standard Specification for Steel Wire, Carbon, for General Use

01.03

ASTM A877/A877M-17 Standard Specification for Steel Wire, Chromium-Silicon Alloys, Chrome-Silicon-Vanadium Alloy Valve Spring Quality

01.03

ASTM A878/A878M-17 Standard Specification for Steel Wire, Modified Chromium Vanadium Valve Spring Quality

01.03

ASTM A938-18 Standard Test Method for Torsion Testing of Wire

01.03

ASTM A967/A967M-17 Standard Specification for Chemical Passivation Treatments for Stainless Steel Parts

01.03

ASTM A1000/A1000M-17 Standard Specification for Steel Wire, Carbon and Alloy Specialty Spring Quality

01.03

ASTM B134/B134M-15 Standard Specification for Brass Wire

02.01

ASTM B159/B159M-17 Standard Specification for Phosphor Bronze Wire

02.01

ASTM B197/B197M-07(2013) Standard Specification for Copper-Beryllium Alloy Wire

02.01

ASTM B593-96(2014)e1 Standard Test Method for Bending Fatigue Testing for Copper-Alloy Spring Materials

02.01

ASTM B633-19 Standard Specification for Electrodeposited Coatings of Zinc on Iron and Steel

02.05

ASTM B637-18 Standard Specification for Precipitation-Hardening and Cold Worked Nickel Alloy Bars, Forgings, and Forging Stock for Moderate or High Temperature Service

02.04

ASTM B850-98(2015) Standard Guide for Post-Coating Treatments of Steel for Reducing the Risk of Hydrogen Embrittlement

02.05

ASTM B888/B888M-17 Standard Specification for Copper Alloy Strip for Use in Manufacture of Electrical Connectors or Spring Contacts

02.01

ASTM E855-08(2013) Standard Test Methods for Bend Testing of Metallic Flat Materials for Spring Applications Involving Static Loading

03.01

SPRINGS / Spring 2020 / 51

©iStockphoto.com/tostphoto

Five Questions

Automated Industrial Motion

F

ive Questions provides an opportunity for SMI associate members to tell the spring industry about the products and services they offer. In this edition, we talk with Kurt Witham, president of Automated Industrial Motion (AIM).

1|

Can you tell us about the history of AIM?

AIM was incorporated in 1985 to serve the precision spring industry. Seven CNC spring coiling machine models, covering a wire range of 0.006” to 0.787” high tensile spring steel, are available. AIM specializes in custom turn-key wire coiling and equipment solutions for customers desiring a competitive advantage.

2|

What are the latest trends in spring coiling machines and wireforming equipment that impact spring manufacturers?

Outside the topic of technological improvements, which have a continuous effect on the spring industry, there is another pressing trend which is affecting spring manufacturers today: namely, the transition from highly experienced spring setup technicians to lesser experienced, but more technologically acute operators. The face of the spring setup technician, which for years has been the mainstay in shops all around America, is changing.

Springmaking equipment must now become both smarter and at the same time easier to setup, learn and operate. High production rates, ease of setup, and spring quality are all critical to the success of spring manufacturers. Simple and straightforward software and machine controls support ease of setup, operation and adjustment. Standardization of programming, tooling and other setup techniques help overcome the trending challenges of a changing workforce.

3|

Outside of manufacturing machines and equipment, what other services do you offer?

Service and support of equipment placed in service over our past 35 years in business is obviously one of the most important aspects of our business. AIM employs a highly talented staff of engineers, electricians, machine builders, CNC machinists and other technical staff. Engineering and consulting services are available for developing the very best wire manufacturing solutions. We are personally invested in the most current capital equipment, including CNC mills, lathes, grinders, EDM, polishing, and inspection equipment to support our own manufacturing

requirements as well as any manufacturing requirements from our customers.

4|

What role does customization play in serving spring manufacturers?

Customization is a critical aspect of AIM’s business model, which really differentiates us as a spring equipment supplier. Projects may be as simple as providing one of our standard coilers tooled for a family of parts, or it might involve a much more complex project where process development, custom machine design and performance to customer specifications are required. In today’s extremely competitive spring machinery environment, we find it advantageous to offer unique solutions. If 10 companies purchase and manufacture with the same standard machine, they tend to compete on price. When spring manufacturers invest in customized equipment and solutions, it presents opportunity. Manufacturers experience a competitive advantage by investing in AIM’s innovative manufacturing technologies.

5|

Can you tell us about a recent challenge that you were able to solve for a customer?

One recent memorable project involved coil and grind automation. Our customer was challenged with increasing volume requirements on a family of high precision transmission springs. In coordination with our engineering staff, a solution was engineered to more than double the output of the system, along with easing setups, changeovers and adjustments. A turn-key system, including tooling for the complete family of 10 high precision compression springs, was delivered and integrated. Grinding carrier plates feature quick change pallets with individual part number identification and poke yoke features for inadvertent error prevention. n Automated Industrial Motion (AIM) 5627 Airline Hwy Fruitport, MI 49415 Phone: 231-865-1800 or 800-933-0404 kwitham@aimcoil.com https://www.aimcoil.com/

Kurt Witham

SPRINGS / Spring 2020 / 53

Plan now to participate in SpringWorld® 2020!

Join your colleagues at the industry’s premier event.

SpringWorld provides a unique opportunity to network with other spring manufacturers, wire formers, and OEMs. • 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® 2020 October 7-9 Donald E. Stephens Convention Center Rosemont, IL

presented by www.casmi-springworld.org

©iStockphoto.com/Björn Meyer

Springmaker Spotlight

Bert Goering and Precision Coil Spring: Profiting from Touch Time

By Gary McCoy Managing Editor

W

alking through the 45,000 sq. ft. manufacturing facility at Precision Coil Spring (PCS) in El Monte, California, company president Bert Goering talks about the amount of “touch time” involved in making springs and wireforms for his customers. There’s an eerie quietness on the floor at PCS, not due to a lack of business. It is because of the extra “hand holding” the company goes through to make sure each part is manufactured to the high demands expected by customers, and to standards such as AS9100, NADCAP and ISO9001.

SPRINGS / Spring 2020 / 55

With 80 percent of its business in the aerospace and nuclear fuel industries, working with exotic alloys is the norm at PCS. Goering says PCS is like the jeweler of the spring industry, sometimes reworking parts three or four times to meet the strict tolerances demanded by his customers. “And we may make four times the quantity to get one piece,” explained Goering.

Goering isn’t one to complain, because he knows the work his company does would be difficult for competitors to duplicate.

As the company states in its brochure, “Anybody can make springs from carbon and stainless steels, what truly differentiates PCS is our ability to produce highly engineered parts from Titanium, Inconel and other exotic alloys that are far more difficult to process during manufacture. We are able to maintain the same tight tolerances and stringent design parameters, whether we are using exotic alloys or other more commonplace alloys.”

Getting Started Albert “Al” Goering, Bert’s father, was the oldest of three brothers who grew

PCS is like the jeweler of the spring industry, sometimes reworking parts three or four times to meet the strict tolerances demanded by his customers.

56 / SPRINGS / Spring 2020

up around the family’s business, Ideal Meat Packing in Cincinnati, Ohio.

Al graduated fourth in his class at West Point in 1949 with a mechanical engineering degree. “He was wicked sharp with an engineering mind,” said Goering of his late father, who died in 2014.

Al flew Air Force bombers during the Korean War, conducting reconnaissance missions. When his dad wasn’t flying, Goering said he would “hang out” with the mechanics. Al’s military career was short, as he chose to resign his commission in 1953 and return to Cincinnati to work at the family business.

When Ideal Meat Packing was sold, Goering moved to California in 1957 and purchased PCS from the Hinch family, which was struggling to make it as a spring manufacturing company.

Coming to the spring industry was a new venture for Al. With his background in aircraft mechanics, Goering’s father was confident he could make a go of it with PCS. “I’ve got an engineering degree.

I can figure out these stupid springs,” explained Goering with a laugh, regarding his father’s rationale.

Goering says the Hinch family didn’t have a market focus on aerospace or aircraft whatsoever. “They were trying to be all things to everybody, and drowning in that effort to please everybody. So, my dad thought, ‘I think I can buy this and turn it in a direction that makes sense.’”

PCS officially started in 1951 and will celebrate its 70th anniversary next year. By the time Goering’s father had purchased the business, the Hinch family had already moved the company from its original site on Washington Boulevard in east Los Angeles to its current location in El Monte. At that time, the company occupied 12,000 sq. ft.

“After Al bought it (PCS) he started focusing on two things: the aircraft and nuclear fuel industries,” said Goering.

Company growth necessitated adding another 12,000 sq. ft. in 1970 to double the size of the building. Eventually PCS purchased the lot next door, occupied by a distribution center for Orowheat, a baked goods company, to build the company out to its current 45,000 sq. ft. size.

PCS employees gathered in 2013 to celebrate the company’s 62nd anniversary. Pictured in the front row is Al Goering (center) aka “Mr. G,” while he was still able to make it to PCS before his passing July 12, 2014. Three generations are represented in Al (center), son Bert (left) and granddaughter Natalie (right).

Sweat Equity Goering had worked at PCS during summer breaks from high school, and fondly remembers one year when his dad asked him to paint the inside walls at PCS’s new addition. Goering had done painting as a side gig during high school and didn’t think it would be a big deal.

“What I didn’t know is how fast fresh green concrete absorbs paint,” explained Goering. “It wasn’t just one coat; it took like three or four coats!”

He later got to make springs, but Goering says that with his father being a West Point graduate, sweat equity was always a part of the equation to work at PCS. Goering and his sister, Melanie, grew up in South Pasadena, California. They tragically lost their mother, Mimi, when Goering was just two.

After graduating from high school, Goering studied engineering at the University of the Pacific in Stockton, California, where he worked at two cooperative (co-op) internships. His first co-op was at Parsons Engineering. While it was a good experience, Goering found the work inside the testing labs to be tedious and boring. His second co-op experience landed him at Mobil Oil, where he was involved in running construction projects. “I totally loved that,” said Goering.

Graduating from college in 1984 with a B.S. degree in civil/ management engineering, Goering went to work at Mobil Oil in the San Francisco Bay area. It was no surprise that he stayed in the area because he had already met his future wife, AnnaBeth, at the University of the Pacific in 1983 and she had taken a job with Gallo Wine in the Bay area. They later married on Sept. 24, 1988.

Goering quickly grew in his responsibilities with Mobil, but he knew that advancing with the company might eventually necessitate a move to Chicago, or to the company’s engineering headquarters in Fairfax, Virginia. “I didn’t want to move from the West Coast,” Goering flatly stated.

Goering loved the work at Mobil, but he didn’t like the pay he received for the level of work and responsibilities he had.

Goering Center Helps Family and Private Businesses The Goering Center at the University of Cincinnati launched in 1989 with a generous endowment from John Goering (Bert Goering’s uncle). John Goering continues to support the Center’s mission as an active board member and benefactor.

The Center is affiliated with the university’s Carl H. Lindner College of Business. The Goering Center serves more than 400 member companies, making it North America’s largest university-based educational nonprofit center for family and private businesses. The Center’s mission is to nurture and educate family and private businesses to drive a vibrant economy.

At the Goering Center website, John Goering said the inspiration for starting the Center came from his experience working in the family meat packing business. “While working at the plant with my father and uncle, I observed something unfortunate between them – conflict. They had an unequal partnership, and the discord planted a seed of curiosity in me. I wondered, ‘how do family businesses resolve these relational issues?’ This is where the ‘family business center’ idea germinated.”

According to the website, “Affiliation with the Carl H. Lindner College of Business at the University of Cincinnati provides access to a vast resource of business programming and expertise. Goering Center members receive real-world insights that enlighten, strengthen and prolong family and private business success. “ For more information, visit goering.uc.edu.

SPRINGS / Spring 2020 / 57

“You do not come to work at PCS or any family business until you work other places.

That’s because you take away and learn so much about either good management, bad management or how a business runs outside.” Goering has passed along this credo to his daughter, Natalie and his son, Chris.

The Goering family (l-to-r): Chris, niece and foster daughter, Robin Marshall, Natalie, AnnaBeth and Bert.

Joining the Family Business During one of his dad’s trips to Northern California, Goering lamented to him about his frustrations at Mobil. Al declared to him, “You’ve got options.”

Goering said his father never forced him to come work at PCS or put that expectation upon him growing up. He just politely said, “You can do project engineering here at PCS and have a stake in the game and make your efforts pay off.”

Goering said his reaction was, “That’s true. I don’t have to, but I’m part of the family business and these engineering skills could translate.”

He came to work at PCS in late 1985, and his experience fit the pattern of the Goering family credo.

“You do not come to work at PCS or any family business until you work other places. That’s because you take away and learn so much about either good management, bad management or how a business runs outside.” Goering has passed along this credo to his daughter, Natalie and his son, Chris.

58 / SPRINGS / Spring 2020

This principle is among several that have been codified at the Goering Center for Family and Private Business at the University of Cincinnati that Bert’s uncle John helped start (see sidebar on page 57).

Goering initially started as a management assistant at PCS and later became manager of quality assurance. He also worked in engineering and sales. Taking ownership of the company was a slow process that Goering aptly described as a “blurred transition.”

“I bought stock in the company over the years,” explained Goering. “My dad did some gifting along the way, but most of it was a buy-in.”

Goering said his dad always wanted him to feel like he had “skin in the game.”

By the mid ‘90s, Goering said his dad turned control over to him, allowing Goering to make decisions for the company. It was around 2005 when Goering fully bought out his father and took sole ownership of the company.

Even during his twilight years while wheelchair bound, Al would come to the PCS offices on a regular basis. Goering says, “He just wanted to be here, and it made him feel connected.” Goering says his dad most enjoyed visiting with employees, who affectionately knew him as “Mr. G.” “My dad was a military guy with a command-and-control mentality, but he was crazy smart and personable,” said Goering. “Ask anyone who knew my dad through SMI events. He always enjoyed himself and he had this big, loud laughter.”

A Shrinking L.A. Spring Market One thing Goering has observed over the years is the shrinking number of spring companies in the Los Angeles area. Because of this, Goering recognized the need many years ago to have an apprenticeship program.

“You can have great equipment, but having the right skill set on the manufacturing floor is the only way you can

perpetuate taking on the insane alloys and tight tolerances we deal with,” said Goering.

Over the years, Goering has found it difficult to find employees from other spring companies who could walk in and work on the projects PCS has in its portfolio. “We found they either couldn’t hold the tolerances, or they weren’t used to working on anything

other than music wire or three or four types of stainless steel.”

Goering puts a high value on training. In fact, installing a training room many years ago is one of his proudest achievements.

He is also passionate about supporting CTE programs throughout the high schools and junior colleges around the El Monte area.

“I donate my spare equipment and encourage the schools with their manufacturing curriculum. I try to serve with them and offer sage advice on how their programs could be enhanced and improved.”

Like all SMI springmakers, Goering sees the need to encourage young people that there are other career opportunities available that do not involve “sitting behind a computer and writing code.”

New President Talks About SMI’s Future Bert Goering joined the SMI executive committee in 2000 and was once in line to become the association’s president. At that time, he told former SMI president Dan Sebastian that if his SMI duties should ever conflict with family time, he would need to pull back. Much to Sebastian’s dismay, Goering said he had to “break Dan’s heart” by keeping his promise and stepping aside.

Once Goering’s youngest son, Chris, was universitybound, he got a call from Steve Moreland, who was serving as SMI president at the time.

Moreland knew Goering and his family situation.

“You no longer have children at home,” said Moreland.

“Maybe it’s time for you to get back in line to become president of SMI.” Goering rejoined the executive committee in 2014, and when SMI convened its meeting in the Bahamas in March 2020, he officially assumed his duties to become the association’s 37th president, taking over for Steve Kempf.

The setting in the Bahamas could not be more appropriate, because Goering grew up in the casual atmosphere of southern California and is more comfortable at the beach than in the boardroom.

The vision for becoming SMI’s next leader started with wisdom dispensed by his father, Al, about being a part of an organization.

“My dad set the mindset in me well before actually working here (at PCS),” explained Goering. “In high school or at my fraternity, he told me ‘You only get what you give in life.’

At my frat house in college I was the social director, and in high school I was involved in student government. So, wherever I’ve been, I’ve followed by dad’s advice that you get what you give.”

Goering went to SMI meetings as a young man and later started attending once he joined his dad at PCS. He first joined the regulatory compliance committee, and eventually took his engineering background to become part of the technical committee (where he continues to serve).

Regarding the future of SMI, Goering looks at the association through a technical prism.

“I just want to continue to drive the industry forward. Being an engineer, I’ve always valued SMI’s technical contributions.”

Goering wants to continue the legacy built by past president’s by improving SMI’s technical help to members, including improvements in SMI’s software offering.

He also wants to continue SMI’s emphasis on being part of the global spring industry.

Goering recalls that during his first stint on the executive committee, former SMI president Dave Weber would often say, “The world is flat. We have to get involved internationally.”

Goering believes in the concept that more recent SMI presidents have adopted of going to the Düsseldorf show, having SMI involved in helping to set worldwide ISO standards and understanding the association’s presence in the worldwide spring industry.

“Still to this day, we need to continue to work toward our presence and our contributions on the world stage,” said Goering. He believes “being at the table” when international spring standards are formulated is a necessary thing for SMI to be involved with to ensure a fair playing field for springmakers worldwide.

Goering says SMI’s value continues to be in helping springmakers, especially smaller ones, who don’t have the technical resources that larger companies have available to them.

To this day, Goering appreciates the value that SMI brings in gathering fellow springmakers together to collaborate among themselves.

“The thought sharing that can occur between automotive, aerospace, agricultural and appliance springmakers is valuable; we have common businesses and common problems, but no common customers,” said Goering. “I’ve always recognized the power of those connections and the sharing that can occur.”

In particular, he appreciates the benchmarking resources available through SMI, but is also dismayed that so many members don’t fully utilize what’s available.

“I appreciate the collaboration and the knowledge available through the wage salary survey and the benchmarking study in terms of how the industry looks compared to my business,” explained Goering. “There’s just way too much value not to utilize these resources and to participate and support the mission of forwarding our industry.”

Goering hopes his presidency inspires more SMI members to get involved and, owing to his father’s advice, “I hope others recognize that contributing to a cause like SMI brings even more value to your company.”

SPRINGS / Spring 2020 / 59

“I think my employees stay with me longer because they know that I value their brain. You may be the janitor, but if you can figure out how I can flow the cleaning line better or wrap the parts for going into the oven better, then I’m going to reward you.”

A Thrill Seeker When he’s not making springs, Goering enjoys family time with AnnaBeth, Natalie and Chris, along with their niece and foster daughter, Robin Marshall.

Goering loves biking, hiking and golfing and also enjoys the opportunity to travel. Speaking of travel, Goering says his father’s beloved RV that he drove to USC home football games well into his 80s still gets occasional use by the family. “Not as much as we would like because of all the commitments we have,” lamented Goering. “I grew up in RVs and I love camping.”

Goering spent his Saturdays in the fall going to USC football games as a kid, and he still has season tickets.

With a busy travel schedule over the past few years, Goering says, making it to games at the Los Angeles Memorial Coliseum has been difficult. “I love college football and tailgating, but this past year I only made it to two games.”

Goering admits that he’s a “thrill seeker” and has a passion for “anything that goes fast.” More recently he’s being making a yearly trek with a group of friends to Indianapolis to attend the Indy 500 race.

When Chris turned 21, the entire family (minus Robin who was too young) went skydiving. Goering says Robin wants the whole family to do it again when she turns 18, but Goering figures that “Uncle Bert” might be the

60 / SPRINGS / Spring 2020

only one to accompany her this time around. That’s because other family members are not as interested in taking the plunge again.

Still Feeling Good About PCS Though Goering and his father did not come up with the name Precision Coil Spring, it’s ironic that the company was named that way. That’s because PCS continues to be known for its precise work with tight tolerances and difficult alloys. “The Hinch family named it, but the name makes total sense,” said Goering, “we do the nasty stuff that most people won’t touch.”

Goering is proud of his employees and welcomes input from everyone.

Several years ago, he started a continuous improvement suggestion system where employees are rewarded for their ideas. “I think my employees stay with me longer because they know that I value their brain. You may be the janitor, but if you can figure out how I can flow the cleaning line better or wrap the parts for going into the oven better, then I’m going to reward you.”

Goering feels good about the future of PCS, even despite recent setbacks with the Boeing 737 Max program, where production of new planes was temporarily halted in January 2020. Walking the floor at PCS, Goering pointed to boxes containing 737 Max parts and said it’s “not going to be a fun 2020 for me.”

As he looks at the bigger picture, Goering does not see the aviation market going away anytime soon. In fact, he sees a lot of aviation companies that are building more fuel-efficient planes. “They’ve got to sunset a lot of older generation planes, which means the production rates going forward will be good for us.”

Goering is excited to have the third generation working at PCS in the form of his daughter, Natalie, who assists with the management of the company and holds the title of executive assistant. He says it’s too early right now to see if his son, Chris, will eventually join them at PCS. Despite his home state not being a business-friendly environment, Goering has no plans to leave California.

He says, “you have to be a glutton for punishment. We’re so overregulated and taxed here.”

Being born and raised in Southern California, Goering says moving would not be a popular move on the homefront.

To regulators and politicians, he says, “They’re just lucky that I love the weather and I love the beach! As long as I can figure out how to do this and make a dime in the process, the quality of life we have here is important to us.”

And with his typical humor and bluntness, Goering adds, “I want to stay married!” n

Book Corner ©iStockphoto.com/kertlis

Answering Why: Unleashing Passion, Purpose and Performance in Younger Generations

By Gary McCoy

“Answering Why” is a helpful book that contributes to the discussion about the skills gap facing employers in the U.S. It provides useful insights and strategies to help attract more young people to consider jobs that are outside the norm of the “everyone must go to college” mantra, that has been preached by schools across the country for many years.

The book is written by Mark C. Perna, CEO of the consulting firm TFS in Cleveland (see related interview with Perna on page 39). Perna believes the U.S. economy is at a seminal moment, what he calls a “branch-creak moment,” when it comes to engaging the younger generations and preparing them to successfully enter the workforce. According to Perna, there are around 6 million jobs open in the U.S, but few young people in the pipeline who are prepared to take them.

Perna’s message is a positive one. He believes that it is not too late to keep the branch from breaking. As he says in his book “it’s time to unleash the power of younger generations to achieve the performance and success they are capable of.”

This book is helpful for educators, employers and parents who want to understand what motivates millennials and Gen-Z. The book is probably longer than it needs to be. I felt the insights into young people were great, I just would have enjoyed more examples of how companies are successfully attracting the Why Generation.

There is a good message in the book for parents. “We need to coach our young people to do three things as they prepare for enter the world of work,” said Perna in a news release about the book. “Focus, plan and take action.” 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 / Spring 2020 / 61

The 2nd International hosted by: Conference on DER DEUTSCHEN Spring Technologies VERBAND FEDERNINDUSTRIE 15th September 2020 in Düsseldorf, Germany keynote speaker Dr. Thomas Muhr CEO Muhr und Bender KG

scope technological and scientific topics related to spring technologies

exhibition a limited number of spaces for tabletop exhibits opportunities are still available

sponsorship we invite you to take an active role in the ICST with different corporate sponsorship options.

chair of sessions o o o o

Prof. Dr. Robert Brandt Prof. Dr. Ulf Kletzin Prof. Dr. Vladimir Kobelev Prof. Dr. Eckehard Müller

latest research results o o o o o o o

calculation simulation residual stress fatigue materials corrosion durability

16 presenters and poster session from around the globe

optional technical excursion to Zollverein Essen It is a great pleasure to invite you to attend the ICST in Düsseldorf, Germany.

Düsseldorf is the capital and second-largest city of the most populous German federal state of North Rhine-Westphalia after Cologne.

ICST 2020 will provide a forum for industry, leading academic scientists, researchers, engineers, technicians and other business people engaged and related in spring industries You will have the chance to interact with engineers from around the world in the banquet that will be held after the lectures.

(Foto: ©Düsseldorf Marketing & Tourismus GmbH )

For more information visit please the conference homepage

www.icst2020-germany.de/

We are looking forward to welcoming you in Düsseldorf.

VERBAND DER DEUTSCHEN FEDERNINDUSTRIE e.V. Goldene Pforte 1 • 58093 Hagen • Germany tel. :+49 2331 9588 57 fax: +49 2331 9587 57 email: weinrich@federnverband.de

wongwean/Shutterstock.com

Global CTE News Highlights

Report Examines State CTE Policies

S

tates made career and technical education (CTE) a priority in 2019, with at least 45 states and Palau enacting at least 208 policy actions related to CTE and career readiness, an increase of four states and more than 60 policies compared to 2018. Advance CTE, the Association for Career and Technical Education (ACTE), and a new partner in this annual report, Education Commission of the States, recently released their seventh annual report, “State Policies Impacting CTE: 2019 Year in Review.”

This report highlights major trends in CTE and career readiness policymaking, as well as provides a short summary of each policy enacted.

Funding, industry partnerships/ work-based learning and industryrecognized credentials took the top three policy categories this year, followed by policies addressing governance and access and equity.

“The roughly 200 CTE-related policies enacted in nearly every state highlight just how important CTE is to learners and the 21st century economy,” said LeAnn Wilson, ACTE’s executive director. “From priorities like funding, credentialing, workbased learning, access and equity, and more, this year’s report shines the light on ways in which states are acting to grow and strengthen CTE programs. As every state confronts the skills gap in a myriad of industries, high-quality CTE programs are more important now than ever.”

“State leaders enacted a great number and array of innovative and impactful policies this year, incentivizing work-based learning and

credential attainment, expanding funding for CTE and providing scholarships to learners to gain access to a certificate or degree, as just a few examples,” said Kimberly Green, executive director of Advance CTE. “We are encouraged by the leadership of states to ensure each learner has access to a high-quality CTE program of study in their community.”

Education Commission of the States tracks hundreds of legislative bills each year through its State Education Policy Tracking resource, which helped inform the context and direction of this annual report.

“Workforce development—encompassing CTE and other critical connections between education and the workforce—is top of mind for state leaders,” said Education Commission of the States president Jeremy Anderson. “We have seen it in bill tracking, among governors’ stated priorities, and in requests for information or assistance that we receive from the states.”

Advance CTE is the longest-standing national nonprofit that represents state directors and state leaders responsible for secondary, postsecondary and adult Career Technical Education (CTE) across all 50 states and U.S. territories. Established in 1920, Advance CTE supports visionary state leadership, cultivates best practices and speaks with a collective voice to advance high-quality CTE policies, programs and pathways that ensure career success for each learner.

The Association for Career and Technical Education (ACTE) is the nation’s largest not-for-profit

“From priorities like funding, credentialing, work-based learning, access and equity, and more, this year’s report shines the light on ways in which states are acting to grow and strengthen CTE programs. As every state confronts the skills gap in a myriad of industries, high-quality CTE programs are more important now than ever.”

association committed to the advancement of education that prepares youth and adults for successful careers.

ACTE represents the community of CTE professionals, including educators, administrators, researchers, school counselors, guidance and career development professionals and others at all levels of education.

ACTE is committed to excellence in providing advocacy, public awareness and access to resources, professional development and leadership opportunities.

Education Commission of the States believes in the power of learning from experience. Every day the commission provides state education leaders with trusted information and opportunities for collaboration. Learn more at ecs.org. n

SPRINGS / Spring 2020 / 63

Dynamic Duo Cost effective solutions for manufacturing with advanced features.

IT Axis

IT Axis

Ultra High Speed

(Up to 40% faster than EM-80)

Simco YM-80 • 7-axis CNC coiler with up to 16 axes • 3.50-8.0mm (.138-.312") wire range • Available options include: – IT-axes (2) for better controlling and improving initial tension – Optical camera gage with three-way sorter (Now with single point checking and OD compensation.)

– Arbor retraction (in/out) by servo (up and down by servo is std.)

– Yaskawa controller, motors and drives.

•

Simco SFX Series • 11 axes standard and upgradeable to 18 axes max • SFX-10 0.10-1.00mm (.004-.039") wire range • SFX-20 0.50-2.60mm (.020-.102") wire range • SFX-40 1.80-4.20mm (.071-.165") wire range • 21" touchscreen display • Beckoff Controls with reliable EtherCAT network • Modular design with four sliding tables with 2-dimensional movement • Large work zone for complicated parts • Scaled sides that can hold multiple tools for maximum flexibility and ease of setup • Easy-to-use Windows OS software features a patented, timeline-based program so multiple motions can be synchronized

Michael Shapiro mshapiro@gibraltar8.com | 847-383-5442 1945 Techny Road,Unit 5, Northbrook, IL 60062 www.gibraltar8.com

Double Servo Spinner

Inside SMI ©iStockphoto.com/seraficus

Spring Design 201 Training Is Here

Gary Van Buren

SMI will host a series of classes this year across the U.S. to launch its Spring Design 201 course, “Compression Spring Design.” The 201 Spring Design course was recently taught before the start of the WCSMA Tabletop Show in Buena Park, California. The course will be taught later this year prior to the NESMA Casino Night in October,

and in Michigan and Illinois; dates and locations to be announced soon.

The 201 course is taught by Gary Van Buren, SMI technical advisor, and provides students with basic spring design principles for producing compression springs. The course is hands-on and interactive, providing students with an excellent forum for the exchange of ideas. During the class students work with SMI’s Advanced Spring Design (ASD) software.

SMI members are encouraged to send employees to the class for the training, especially those who are new to the industry.

The SMI technical committee will soon release its next two training modules, Spring Design 202 “Extension Spring Design” and Spring Design 203 “Torsion Spring Design.”

During the second half of 2020, SMI plans to offer a one and one-half day training program where the 201, 202, and 203 modules will be taught.

In addition to the formal regional group training opportunities, Van Buren is available to teach SMI

classes at your company or in your area. Please call SMI at 630-495-8588 for details.

For the latest schedule of spring design classes and to register, visit www.smihq.org.

In addition to teaching the course, Van Buren is available to assist with design and problem-solving issues, including spring design and technical consultation; response to technical emails and phone calls; and assistance in upgrading the ASD software. You can contact Van Buren at gvanburen2@ gmail.com, or 440-206-6129.

SMI Welcomes New Members Please join us in a warm welcome for SMI's newest members: American Wire Research Wilmerding, Pennsylvania Eureka Spring Co. Newark, New Jersey

SMI Speaks Metallurgy SMI technical director Rick Gordon is available to help springmakers with their metallurgical questions. This includes such topics as fatigue life, corrosion problems and material related problems. Gordon can also help manage and oversee processes for meeting your needs regarding failure analysis, to include sourcing reputable testing labs throughout North America.

SMI members receive two hours of Gordon’s time free of charge, after which his services are available at $200 per hour. Nonmembers will be charged $300 per hour.

Gordon can be reached at c.richard.gordon@gmail.com, or 574-514-9367.

Rick Gordon

SPRINGS / Spring 2020 / 65

Inside SMI

Calendar of Key Events for the Global Spring Industry

Sept. 14–16 International Committee on Spring Technologies – ICST – 2 Düsseldorf, Germany www.icst2020-germany.de/

2020

Sept. 16–17 WAI Regional Fundamentals Canfield, Ohio

June 2–4 (cancelled) WAI Operations Summit & Wire Expo Mohegan Sun Resort & Casino, Uncasville, Connecticut https://wirenet.org/events/ calendar/38-wai-operations-summitwire-expo-2019#.XkHigshKjcc

Dec. 4 NESMA Annual Meeting Double Tree Hilton Hotel, Bristol, Connecticut

2021

Sept. 17–18 ISO/TC 227 – Springs Milan, Italy www.iso.org/committee/369318.html Oct. 7–9 SpringWorld Rosemont, Illinois www.casmi-springworld.org

June 16 CASMI Golf Tournament Bridges of Poplar Creek Country Club, Hoffman Estates, Illinois

October 28 NESMA Casino Night and Table Top Show DoubleTree Hilton Hotel Bristol, Connecticut

Sept. 14 NESMA Annual Golf Outing Chippanee Golf Club, Bristol, Connecticut

Dec. 3 NESMA Holiday Party (location TBD)

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May 10–13 WAI InterWire Atlanta, GA https://wirenet.org/events/interwire Sept. 28–30 2021 SMI Metal Engineering eXpo South Point Resort and Casino Las Vegas www.metalengineeringexpo.org Sept. 30 – Oct. 1 ISO/TC 227 – Springs South Point Resort and Casino Las Vegas www.iso.org/committee/369318.html Oct. 8 11th International Congress of Springs Spain (location TBD)

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TRC Coatings, a division of JN Machinery is now the leading coatings supplier to the spring industry, delivering systems and paint material ideal for corrosion protection and color-coding springs.

66 / SPRINGS / Winter 2020

©iStockphoto.com/Studio-Pro

Committee Connection SMI Welcomes New Magazine Chair

C

ontinuing the legacy of Richard Rubenstein, chairman of Plymouth Spring in Bristol, Connecticut, David DeVoe was introduced last fall as the new chair of the magazine committee. Rubenstein served in that role for more than six years.

DeVoe, who is president of Plymouth Spring, says he’s happy to follow in the footsteps of Rubenstein and more recent chairs, Ted White of Hardware Products and Don Jacobson III of Newcomb Spring.

“Richard spent many years on the magazine committee, especially during the transition of editors more than a decade ago,” said DeVoe. “He was very hands-on and brought many good ideas forward that are still being utilized.”

DeVoe says he’s excited to work with the staff of SMI that helps produce the association’s flagship publication.

“We communicate frequently to make sure that the content being produced is what members want to read.”

One of the chief responsibilities of the magazine committee chair is to work with SMI staff and volunteers to identify themes for the coming year.

“Every fall we meet as a committee by phone to select four topics for the coming year,” said DeVoe. “Many of those ideas were generated six months earlier during our annual face-to-face meeting at SMI’s annual meeting. As a quarterly publication, we want to make sure we hit on themes that are relevant to springmakers, whether on the technical, or management side of their business.”

DeVoe says he welcomes input from SMI members about the magazine. “We

David DeVoe

have a great publication that our industry enjoys reading,” said DeVoe. “We are always looking for feedback so we can make Springs even better.”

One thing DeVoe hopes he can accomplish during his term as chairman is to identify, in print, the ways that SMI membership helps springmakers.

In his own case, DeVoe says having SMI’s regulatory compliance consultant Laura Helmrich-Rhodes visit Plymouth Spring on a regular basis is a way for Plymouth Spring to add value to the company.

“Yes, there is an expense to bring Laura to Bristol,” explained DeVoe. “But having her into our plant each year has helped lower our workers’ compensation insurance rates, in addition to help provide a safer environment for our employees to work.”

According to DeVoe, the lower rates came because the work Rhodes completed helped lower the modification factor, or MOD rate, for Plymouth Spring. In the years 2018 and 2019, Plymouth Spring had zero hours of employees out of work for workers’ compensation. A MOD rate contributes to how much companies pay each month in workers’ compensation premiums. It is partly determined by the industry classification in which a company operates and how many OSHA recordables it accumulates.

DeVoe looks at SMI’s regulatory compliance services as an asset for Plymouth Spring. “For us it is a great return on our investment.”

DeVoe welcomes feedback on the magazine. You can contact him at ddevoe@plymouthspring.com. n

SPRINGS / Spring 2020 / 67

thanks the following sponsors for their support of our Annual Meeting Platinum Sponsors

Gold Sponsors

Silver Sponsor

Bronze Sponsor

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

Starrett Introduces Flexible Force Testing Systems Design The L.S. Starrett Co., a leading global manufacturer of precision hand tool gages, a broad range of force testing, metrology equipment and more, has introduced Flexible Force System Design Solutions, a flexible selection architecture that enables the range of Starrett force and material testing software programs to be compatible with its different test frame series.

This interchangeable system architecture increases application versatility, providing users a wider range of solution options from basic to advanced, for their specific force and material testing needs.

Starrett L2, S2, L2 Plus, and L3 software are now compatible and interchangeable with all Starrett Frame/Stands Series (FMM, FMS, FMD, MMS, MMD). In addition, Starrett L1 and S1 software is compatible with FMM Series Frames.

Starrett FMM Frame Testers are compact and ideal for high volume, lean manufacturing production. Starrett FMS and MMS Frames accurately determine simple load, distance and break, or more complex material testing applications such

as Young’s Modulus, tensile strength, stress or strain. Starrett FMD and MMD Series Test Frames are suitable for simple force and distance measurements, as well as more complex material testing applications.

For more details on Flexible Force System Design Solutions from Starrett, visit starrett.com/forceflexibility.

Starrett Expands Horizontal Travel on Popular Benchtop Optical Comparator Starrett has also expanded the Horizontal X-Axis Travel on its HB400 Benchtop Optical Comparator from 12" to 16" (300mm to 400mm), providing users the versatility to measure larger parts on its workstage.

Available with optical edge detection, the HB400 Benchtop model is a workhorse of the broad line of Starrett Comparators, providing performance levels previously only available with floor standing machines.

“Customers will surely welcome this enhancement, as the HB400 now has the longest standard X-Axis travel of its comparator class in the industry,” said Mark Arenal, general manager, Starrett Kinemetric Engineering, Inc.

SPRINGS / Spring 2020 / 69

New Products

FTC Series of Transporting Conveyors HSI Machinery and FSI announce the addition of the new FTC Series of Transporting Conveyors.

HSI Transporting Conveyors are designed to move a variety of materials from process to process. The FTC conveyor has steel belt and cleat materials and are ideal for stress relieving or heat treating operations. Users can connect the FTC transporting conveyor with a machine or conveyor furnace and PCL (parts collector with load cell) for automatic operation.

Various dimensions are available with different convey width, and heights according to the exact application.

Optional speed adjustment, and cooling fans are available which are easy to connect between a conveyor furnace and PC/PCL. The main features of PCL include the ability to schedule bin change by number, time or weight. Applications include springs, stamping, screws, plastic parts, etc. Load cell overload protection is built-in. Three sizes are available including PCL75, PCL100 and PCL200.

For additional information, contact Forming Systems, Inc. at info@formingsystemsinc.com or 269-679-3557.

X-Series Dot Peen Markers from Kwik Mark Kwik Mark Inc. X Series markers are designed to improve overall operation and streamline every aspect of marking products. The company says the smarter design boasts high performance for the most demanding applications.

The cantilevered marking head provides a clear open line of sight, while the marking head can retract “back” to clear other tooling and equipment. Up to 6 axes are motion-control ready and no PC or control box is required.

For custom integration with logic, additional I/O is available.

This dot peen marker, manufactured in the U.S., features machine-tool quality construction with twin rigid upright column leadscrew and ball slide design, brushless servomotors and non-contact limit home sensors and a large t-slot table for fixturing. The X-12 Model has a 12”x6” marking area; the X-24 model has a 24"x6" marking, area both have a 12" height capacity. They are also available with programmable Z axis (full column height).

“A true file-based solution with our patented iTeach function allows you to use the marking tip as a ‘pointer’ to define the text path. The latest embedded controls feature CF card memory with preprogrammed functions, job selection or data input and bar code input ready. Our machines are future upgradable and field rebuildable.”

For more information, visit kwikmark.com.

70 / SPRINGS / Spring 2020

New Products

850ºF Belt Conveyor Oven from Grieve No. 867 is an 850ºF (454ºC), gas-heated belt conveyor oven from Grieve, currently used for production heat treating of metal springs at the customer’s facility. Workspace dimensions of this oven measure 36" W x 18' D x 15" H. 800,000 BTU/HR are installed in a natural gas burner to heat the oven chamber, while a 12,500 CFM, 10-HP stainless steel recirculating blower provides vertical downward airflow to the workload.

The oven travel comprises a 3' long open belt loading zone, 18’ long insulated heat zone with recirculated airflow, 3' long open belt unloading zone and a 30" wide, Type 304 stainless steel woven wire conveyor belt with 3" high flex plate edges, driven by a ½-HP motor v-belt drive, variable from 1-19 IPM. This Grieve belt conveyor oven features 7" thick insulated walls, aluminized steel exterior and interior, exhaust hoods over each end equipped with a 12" diameter tube axial fan, driven by a ½-HP motor, plus all

safety equipment required by IRI, FM and NFPA Standard 86 for gas-heated equipment, including a 650 CFM, ½-HP powered forced exhauster.

Controls on No. 867 include a digital indicating temperature controller and 10" diameter circular chart recorder.

For more information, contact Frank Calabrese at Grieve via phone at 847-5468225, fax 847-546-9210, email: sales@grievecorp.com or visit www.grievecorp.com. n

Advertiser's Index A & D Trading (440) 563-5227. . . . . . . . . . . . . . . . . 17 Admiral Steel (800) 323-7055 . . . . . . . . . . . . . . . . 20 Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . . . .23 Anchor Abrasives (708) 444-4300 . . . . . . . . . . . . . . . . 15 CASMI www.casmi-springworld.org. . . . . . 54 Diamond Wire Spring Co. (800) 424-0500 . . . . . . . . . . . . . . . . 66 Dispense Works (815) 363-3524. . . . . . . . . . . . . . . . . 10 FENN/Torin (860) 259-6600 . . . . . . . . . . . . . . . . 43 Fives Group www.fivesgroup.com . . . . . . . . . . . 29 Forming Systems Inc. (877) 594-4300 . . . . inside front cover, back cover Gibbs Wire & Steel Co. Inc. (800) 800-4422 . . . . inside back cover Gibraltar (847) 383-5442. . . . . . . . . . . . . . . . .64

ICST www.icst2020-germany.de. . . . . . . 62 Industrial Steel & Wire (800) 767-0408. . . . . . . . . . . . . . . . . . 6 Interwire Products Inc. (914) 273-6633. . . . . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161. . . . . . . . . . . . . . . . . 66 John Evans’ Sons (213) 368-7700. . . . . . . . . . . . . . . . . 49 Jowitt & Rodgers/Syntech (704) 525-8030. . . . . . . . . . . . . . . . .49 Kiswire (201) 461-8895. . . . . . . . . . . . . . . . . 52 Maguire Machinery (609) 266-0200 . . . . . . . . . . . . . . . . 24 Mapes Piano String Co. (423) 543-3195. . . . . . . . . . . . . . . . . . 8 NIMSCO (563) 391-0400. . . . . . . . . . . . . . . . . 22 North American Spring Tool (860) 583-1693. . . . . . . . . . . . . . . . . 22 Proto Manufacturing (800) 965-8378 . . . . . . . . . . . . . . . . 21 Radcliff Wire (860) 583-1305. . . . . . . . . . . . . . . . . 50

RK Trading (847) 640-9371. . . . . . . . . . . . . . . . . .3 Shanghai SFK Precision Co. sfkppd@163.com. . . . . . . . . . . . . . . 16 Simplex Rapid (563) 391-0400. . . . . . . . . . . . . . . . . 13 Spring Manufacturers Institute (630) 495-8588. . . . . . . . . . . . . .18, 68 Starrett www.starrett.com/springs. . . . . . . . . 9 Suzuki Garphyttan (574) 232-8800. . . . . . . . . . . . . . . . . 26 Tool King (847) 537-2881. . . . . . . . . . . . . . . . . 11 United Wire (800) 840-9481 . . . . . . . . . . . . . . . . 21 Vinston (847) 972-1098. . . . . . . . . . . . . . . . . 36 Vulcan Spring & Manufacturing Co. (215) 721-1721. . . . . . . . . . . . . . . . . 16 WAFIOS (203) 481-5555. . . . . . . . . . . . . . . . . . 5 Zapp Precision Strip (203) 386-0038 . . . . . . . . . . . . . . . . 44

SPRINGS / Spring 2020 / 71

Snapshot ©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

Laura Helmrich-Rhodes Name: Laura Helmrich-Rhodes Company name, city and country: Safety Geeks, LLC and Indiana University of Pennsylvania Safety Sciences Department, Indiana, Pennsylvania.

Brief history of your company: This company (I’ve owned two) really took off during the Marcellus Shale boom in Pennsylvania. Many of my students graduated and went to work for gas drilling companies who needed an OSHA authorized trainer, so I simply served my grads. I tell everyone that it was only by the grace of God that the business continued as gas drilling in Pennsylvania fizzled out; SMI contacted me to consider serving them. It was a great decision!

Job title: SMI regulatory consultant, associate professor, small-business owner and mom.

Birthplace: Pittsburgh, Pennsylvania.

Current home: Shelocta, Pennsylvania (approximately 50 miles northeast of Pittsburgh). My 64-acre “farm” is about a half-mile from my great-grandparents’ homestead. It’s very quiet with a small fishing pond (occasional blue heron) and lots of wildlife, including white-tail deer, bear, weasels, rabbits, grouse, pheasants, foxes and even a coyote!

Family: I have a large family and host my family reunion each year. We have had as many as 52 gather together. My son, Sean, 25, is the light of my life!

What I like most about the spring industry: I’m not a springmaker but what I enjoy is trying to understand the challenges faced by springmakers

72 / SPRINGS / Spring 2020

Laura and son Sean

and then offer some profitable (or zero-cost) solutions. It has been professionally satisfying to see many SMI members’ safety programs evolve into robust, committed and effective cultures.

Favorite food: Seafood. My grandfather started “Helmrich Seafood” off an ice block-filled railcar. It has been passed down through the generations (my dad and his brothers) and is still in operation (in a brick and mortar building now, of course!). If you every get to Williamsport, Pennsylvania, tell Bobby Helmrich I sent you! The boneless, smoked shad is like no other!

Hobbies: I volunteer often in my community and continue to take classes to improve my American Sign Language (ASL) skills, even though I am highly proficient. I’m an outdoor person— camping, hiking, kayaking, beach going. I love to travel to new places in the U.S. and abroad. I was in Scandinavia last summer with two cousins and loved it! When there is time, I like to sew and knit.

Favorite places: Where friends and family gather for great food and quality time together.

Best times of my life: As a summer camp counselor at a camp for deaf and deaf/blind children, supported by the Lion’s Club of Pennsylvania.

I knew I was an “adult” when: I took care of my mother in her last years.

Role models: Daily, I try to keep my Christian faith as the center of everything I do, so of course Jesus Christ.

I’ve been blessed with crossing paths with many professors, civic leaders and SMI members whom I admire greatly.

I would like to be remembered in the spring industry for: Being a great teacher!

But people will probably remember me for: Being “Debbie Downer the Safety Nerd.”

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