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President’s Message From Scott Rankin
Social Media Networking? This is such an interesting topic. My kids get up every morning and before they say hello or acknowledge that I exist, they open up the computer and start to type at a rapid pace and try to catch up with everything they missed while they were sleeping. I have been told that I talk too much in the morning and that it is not necessary for me to talk at all while driving them to school. I also notice that when we watch a movie as a family, each child has their phone prepared to answer any text that comes their way within seconds of the beep. So what is it about social networking that has taken over the ability or need to talk? I will admit that I do have a Facebook page that was started for me when I worked at a summer camp to teach teens to be leaders in their communities. They told me the only way that I could stay connected with them was to get this page and then and only then would I be able to access their world. I said, “What about a phone call every month?” I was laughed out of the room as they made it clear to me that talking on the phone was just not done. My kids will not even use the house phone, which seems to have cobwebs on it from lack of use. As far as I know it might be rusted and unusable by now. The cell phone is only used for late night conversation with boyfriends and girlfriends and is not to be used for casual conversation or to clarify a text that already told the story. So I am learning to text. I receive a message and immediately start to reply. After my rapid response I will hit send. Of course at that point I have already gotten six other messages in the time it took me to reply. But I can’t read them as fast as they are being presented to me. So I hit the button and call, just to be scolded for talking to them when the message they sent was clear. But now I see the clear picture that I have missed all along. If they are talking on the phone they can’t text anyone. Clearly I have disturbed the essence of communication by actually talking. I know I am not telling a new story but it is interesting to see that this will be the means of communication for this generation. If this is not used in business this group will not be able to communicate with them. Someday I can imagine a class in school where they are taught how to talk on a phone just in case that annoying box starts to ring and there is no extremely old person around to answer it. I remember when the phone rang at our house. How excited I was to answer and see who it was that was entering our house through the magic box. It had a cord attached so I could only work within its short reach. And other people in the room could actually hear what I was talking about. That meant they would be telling me how to respond to the half of the conversation they were hearing. This all seems so ‘70s but somehow it worked. I suppose this new system of communicating will be just fine until the newest version begins. I can imagine there will be a chip implanted in our heads and we will just think what we want to say. No words will be needed and the ideas will just flow from person to person. If that is the case I am going back to my desk phone, but I will still have my Facebook page just in case one of my kids needs to ask for money or advice. Well, at least money. Succeed with Passion!
Scott Rankin President, Vulcan Spring & Mfg. Co. scott@vulcanspring.com
2 SPRINGS Summer 2011
SMI Executive Committee President, Scott Rankin, Vulcan Spring & Manufacturing • Vice President, Steve Moreland, Automatic Spring Products • Secretary/Treasurer, Russ Bryer, Spring Team • Immediate Past President, Reb Banas, Stanley Spring & Stamping • At Large, Mike Betts, Betts Spring SMI Board of Directors Tom Armstrong, Duer/Carolina Coil • Dennis Backhaus, Spiros Industries • Jim Callaghan, MW Industries • Ron Curry, Gifford Spring • Ann Davey, John Evans’ Sons • Chris Fazio, Diamond Wire • Kurt Gillespie, Century Spring • Richard Guimont, Liberty Spring • Greg Heitz, Exacto Spring • Gene Huber Jr, Winamac Coil • Miko Kabeshita, Ark Technologies • Steve Kempf, Lee Spring • Brett Nudelman, International Spring • Hap Porter, SEI Metaltek • Byron Ress, Zapp Precision Strip • Richard Rubenstein, Plymouth Spring • Ted White, Hardware Products • Chris Witham, Motion Dynamics 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, Graphic Designer, zubekdesign@gmail.com Springs Magazine Committee Chair, Richard Rubenstein, Plymouth Spring • Lynne Carr, SMI • Ritchy Froehlich, Ace Wire Spring & Form • Tressie Froehlich, Ace Wire Spring & Form • Bud Funk, Fourslide Products • LuAnn Lanke, Wisconsin Coil Spring • Brett Nudelman, International Spring • Tim Weber, Forming Systems • Europe Liaison: Richard Schuitema, Dutch Spring Association • Technical Advisor: Loren Godfrey, Colonial Spring Advertising sales - Japan Ken Myohdai, Sakura International Inc. 22-11 Harimacho 1-Chome, Abeno-ku Osaka 545-0022 Japan Phone: +81-6-6624-3601 • Fax: +81-6-6624-3602 E-mail: info@sakurain.co.jp Advertising sales - Europe Jennie Franks, Franks & Co. 63 St. Andrew's Road Cambridge United Kingdom CB41DH Phone/Fax: +44-1223-360472 E-mail: franksco@BTopenworld.com Advertising sales - Taiwan Robert Yu, Worldwide Services Co. Ltd. 11F-B, No 540, Sec. 1, Wen Hsin Rd. Taichung, Taiwan Phone: +886-4-2325-1784 • Fax: +886-4-2325-2967 E-mail: stuart@wwstaiwan.com Springs (ISSN 0584-9667) is published quarterly by SMI Business Corp., a subsidiary of the Spring Manufacturers Institute: 2001 Midwest Road, Suite 106, Oak Brook, IL 60523; Phone: (630) 4958588; 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.
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FEATURES
DEPARTMENTS
21 Social Media for the Spring Industry: Is There a Role? By Gary McCoy
2 President’s Message Social Media Networking?
31 Getting Down to the Business of Social Media By Joe Cappello 34 SMI Scholarship Program Recipients 41 Playing Fair Can Get Rough, Part 1 By Michael Lobraico 44 Innovations That Could Change the Way You Manufacture 47 Japan Earthquake's Impact on the Spring Industry By Gary McCoy
COLUMNS 17 Be Aware Safety Tips What is a Safety and Health Program? By Jim Wood 19 IST Spring Technology Cautionary Tale: Prestressing By Mark Hayes
4 SPRINGS Summer 2011
7 Global Highlights
14 Regional Spring Association Report 36 Flashback Managerial Styles and Motivational Patterns By Dr. Otis Lipstreu 49 Springmaker Spotlight Fox Valley Spring Co. By Gary McCoy 54
Inside SMI SMI Holds Annual Meeting at Doral; New Technical Director Joins SMI; SMI Fall Business Meeting Set for Las Vegas; SMI Webinar on Machine Guarding in September
60 New Products 63 Advertisers’ Index 64 Snapshot Gene Huber, Jr., Winamac Coil Spring, Inc.
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Global Highlights North America On April 2, 2011, Kato Spring changed their company name to Advanex Americas, Inc. “Within our global group we are developing our corporate recognition and in consequence our new company name —Advanex Americas, Inc.,” said James Grueser, Advanex Americas’ executive vice president. “There are no changes in our status, only solidification of our name to better serve our customers locally and globally. We have always been a member of the Advanex Group so rest assured we are more solid than ever.” Contacts at Advanex Americas, Inc. can be reached at their existing telephone numbers. Company e-mail addresses have changed as follows: From firstnameletterlastname@katocalif.com (jgrueser@ katocalif.com) to firstnameletterlastname@advanexusa. com (jgrueser@advanexusa.com). The new website www.advanexusa.com is now fully functional. U.S. Congressman Devin Nunes (R-CA) received the National Association of Manufacturers (NAM) Award for Manufacturing Legislative Excellence on March 22, 2011 in recognition of his consistent support of manufacturers and their employees across the United States. The award was presented at an event sponsored by NAM member Betts Spring Company at its facility in Fresno, Calif. Members of Congress who maintained a voting record of 70 percent or higher during the 111th Congress (2009-2010) received the Award. Congressman Nunes received a 76-percent key vote rating. “On behalf of Betts Spring Company and our employees, I thank Congressman Nunes for championing the causes that will help manufacturers thrive in California and across the United States,” said Betts Spring Company president and owner Mike Betts. “We’re fortunate to have Congressman Nunes in our corner, advocating policies that will enable us to grow, create jobs, expand internationally and stay ahead of our global competition.” “The Award is a non-partisan indicator to help manufacturers and their employees sort out the true allies of manufacturing based on their votes on key issues that affect the manufacturing economy, jobs and U.S. competitiveness,” said NAM president and CEO Jay Timmons. “Congressman Nunes supports common-sense policies that will enable manufacturers to create and maintain good highpaying jobs in California and throughout America.
A vibrant manufacturing base is vital to getting our economy turned around and ensuring quality of life for all Americans. It is critical to have lawmakers like Congressman Nunes whose actions consistently match their words when it comes to a pro-manufacturing agenda for economic growth and job creation.” Each key vote was selected by an NAM memberled advisory committee comprised of executives from small, mid-sized and large manufacturing companies. Members of Congress are notified in advance when key votes are pending and why the key vote designation has been made. Key manufacturing votes for the 111th Congress included energy policy, taxes, regulations and labor law reform, among others. These policies are important components of the NAM’s “Manufacturing Strategy for Jobs and a Competitive America,” a comprehensive plan for supporting jobs and the U.S. economy. You can view the Strategy at www.nam.org. Voting records for all members of Congress are available at www.nam. org/votingrecord along with further details about NAM Key Manufacturing Votes. Decatur, Ga.-based Newcomb Spring Corp announced in April that the company awarded a matching scholarship to Heidi S. Lewis, a winner of the Spring Manufacturers Institute (SMI) Regional Scholarship program and the child of a Newcomb Spring employee. (See related story on page 34.) One of the regional $2,000 SMI scholarships was awarded to Lewis, a student majoring in marketing at the School of Business at Metropolitan State College of Denver. Lewis is the daughter of Deborah Turner,
SPRINGS Summer 2011 7
an employee at Newcomb Spring of Colorado, one of the company’s manufacturing facilities, located in Thornton, Colo. Newcomb Spring Corp. is matching the scholarship with a $2,000 award to Lewis. “We are pleased to offer this scholarship match to Heidi,” said Robert Jacobson, president of Newcomb Spring Corp. “Our company has had a long history with the SMI. Newcomb Spring is one of the charter members of the organization, my father and brother both served terms as president, and our company is still an active member. When we became aware that a SMI scholarship had been awarded to the daughter
of one of our employees, we decided to commemorate her achievement with a matching gift. We wish her every success.”
JN Machinery moved its headquarters to a new facility in East Dundee, Ill., effective July 1, 2011. During the last economic slowdown, JN moved most functions out to its manufacturing facilities in Chicago (ovens and paint systems) and Atlanta (Aqua-TRC coating materials), and downsized their headquarters in Elk Grove Village, Ill. near O’Hare Airport. “Looking back, it was a bad decision to reorganize this way,” said Daniel Pierre III, JN’s president. “With everyone in JN being physically separated by a greater distance, very few remained with knowledge of what was happening everywhere. We lost the ability to react to changes in the business environment. In the past few years, sales have skyrocketed, with 26 consecutive months at a record pace. The outlook for at least the next three years indicates continued growth at the same record pace.” JN’s new facility is 6,000 square feet, four times its current facility. It will house the headquarters, R & D lab for ovens and Aqua-TRC, as well as handle assembly, wiring and testing of all ovens up to 12 feet wide. JN’s Chicago plant will now have space to produce larger ovens, 50 ft. wide belt ovens with up to 30 ft. long chambers. A third facility in Woodstock, Ill. will produce the Need shim main bodies of TRC paint systems steel down to and other general conveyors. Aqua0.001 inch thick? TRC production will expand from Only skilled operaAtlanta only to a second facility in tors, using the best Los Angeles by October 2011. equipment, can slit it Pierre attributes JN’s growth right. PSW has them. to two main factors: JN’s focus We also custom slit most Premium on core technologies rather than Precision Steels that meet ASTM, AMS, diluting and expanding the product AISI specs. line; and their service to the global community, exporting to more than For OVERSTOCKS See Our Website 18 countries on six continents. JN Machinery’s new mailing address is: JN Machinery Corp, www.precisionsteel.com 1081 E. Rock Road Lane, East Charlotte, NC Franklin Park, IL Dundee, IL, 60118. Their new Fax 704-393-3312 1-888-365-2239 numbers are: phone (224) 699Fax 847-455-1341 A Berkshire Hathaway Company 9161; fax (224) 699-9286. ® Copyright © 2010 Precision Steel Warehouse
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8 SPRINGS Summer 2011
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Also at JN Machinery, Emily Nern is “the new voice of JN.” Nern’s main function is to greet phone and walk-in guests. Eventually, she will manage all verbal and written communication for JN. She is the foundation of JN’s expanding presence in the Chicagoland area. To be held September 12-14, 2011 in Las Vegas, Nev. the Interactive Manufacturing Experience (imX) will gather manufacturers nationwide to collaborate, learn from and partner with each other in an effort to further define the industry’s future. With eight eXperience partners and more than 40 eXhibit partners committed to demonstrating their own manufacturing innovations at imX, the three-day conference is poised to offer immense opportunity to manufacturers large and small. The event is jointly presented by leading industry associations – the American Machine Tool Distributors’ Association (AMTDA) and the Society of Manufacturing Engineers (SME). The event floor will set the stage with interactive learning labs to demonstrate various manufacturing processes, help attendees learn more efficient methods of manufacturing and increase collaboration within the industry. At imX, the manufacturing industry will, for the first time, come together not as competitors but as collaborators with a common goal and focus of longterm industry viability. Participants will meet to discuss and foster an understanding of the challenges and opportunities facing their customers, their competition and the latest manufacturing technologies. Kennametal Inc., a global market leader in delivering productivity in demanding environments through innovative custom and standard wear-resistant solutions, has become the newest eXperience partner to sign on for the event. Carlos Cardoso, chairman, president and CEO of Kennametal Inc., will join top executives from seven additional industry giants, the event’s eXperience partners, which include: Tom Dillon, president, DMG/Mori Seiki U.S.A.; Tomo Ishibe, president, FANUC; Dan Janka, president, MAG IAS, LLC; Don Lane, president and CEO, Makino; Bryon Deysher, president and CEO, Methods Machine Tools; Larry Schwartz, president and COO, Okuma America; and John Israelsson, president, Sandvik Coromant. “Although we’re still seven months out from the event, early response from manufacturers coast to coast is an indicator of imX’s vital importance to this industry,” said Steve Prahalis, experience manager, imX. The invitation-only event is expected to draw 9,000 manufacturing leaders, top suppliers and high-level,
qualified U.S. buyers to the Las Vegas Convention Center in Las Vegas. Exhibitor, participant and other information is available at http://imxevent.com. The Wire Association International (WAI), Inc.’s 81st Annual Convention and its flagship Interwire trade exposition ended on May 5 after a four-day conference at the Georgia World Congress Center, Atlanta, Georgia, where attendance figures surged beyond the Association’s past two Interwire events. Total attendance reached 4,022, up 19 percent from the 2009 event in Cleveland, Ohio. Attendees came from 53 countries. “Interwire had tremendous support from the wire and cable manufacturing community. More than 750 wire and cable facilities sent representatives— many sent multiple attendees—all with action items to accomplish at Interwire,” said WAI president Dominique Perroud. Three new theme days set the tone for the week, providing an organizational format into which a robust offering of nearly 100 technical and operational presentations were assembled. Themes were metals and materials; manufacturing best practices; and green initiatives. On Monday, May 2, WAI bestowed its highest honors on Dr. Kazunari Yoshida, Tokai University,
SPRINGS Summer 2011 9
Japan, and Thomas E. Moran, National Standard Co., winners of WAI’s Mordica Memorial Award and Donnellan Memorial Award, respectively. Also Monday, Southwire hosted a tour of two of its Carrollton facilities; and Tuesday evening more than 1,100 participants networked at WAI’s annual opening reception. The first-time Global Continuous Casting Forum for copper practitioners, which ran concurrently with Interwire, exceeded planning estimates and reached
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full capacity at 205 participants from 25 countries. The program featured 34 industry-leading presenters. “The presenters, panel members, moderators, and keynote speaker represent the best of the best within our industry. Manufacturers, OEMs, and suppliers all networked and were supported by great exhibits on the floor. This truly was the most comprehensive program of its kind ever developed,” said Gary Spence, vice president, Nonferrous Metals, Encore Wire. Keynote speaker and astronaut Mike Mullane, encouraged listeners to “Dream Big” at his presentation on Wednesday, May 4, when he also shared experiences from living and working in space. More than 400 companies were represented at the three-day exhibition. Production solution demonstrations, held throughout the hall, covered topics ranging from surface treatment technology and roll straightening to FEP foaming technology, wiredrawing lubricants, and wire breaks. The American Wire Producers Association (AWPA) reported more than 160 attendees at its 2011 Wire Rod Supply Chain Conference. The 33 sponsoring organizations included AWPA member companies, affiliated associations, and industry press. “Holding this conference alongside WAI’s convention continues to be a formula for success and we are looking forward to 2012 in Dallas, May 21-23,” said Kimberly Korbel, AWPA executive director. Interwire will return to Atlanta, Georgia, April 23-25, 2013.
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Dan Sebastian, president and CEO of MW Industries, Inc. headquartered in Logansport, Ind., announced in June that the company had been acquired by Genstar Capital of San Francisco, Calif. Terms of the transaction were not disclosed. Genstar Capital, LLC, a middle market private equity firm, focuses on investments in selected segments of the industrial technology, life sciences, healthcare, financial services
and software industries. MW Industries, Inc. is a leading provider of highly engineered springs, specialty fasteners, and other precision components to more than 23,000 customers. Its 40,000-plus products are sold through a combination of direct sales, catalogs and distributors to original equipment manufacturers and aftermarket customers in a number of industries, including medical, heavy truck, electronics, agriculture and construction, military and aerospace, energy and automotive. Sebastian, said, "MW has built a reputation for reliably delivering highly engineered components to a strong and stable customer base. With Genstar's capital and operational expertise, MW can continue to leverage its core leadership positions and manufacturing capabilities to attract new customers in existing markets as well as targeting new end markets." Jim Callaghan, MW's CFO, added, "The capital provided by Genstar will enable us to strengthen our company as we focus on growth opportunities." Rob Rutledge, who leads Genstar's industrial technology vertical, said, "We are excited to be partnering with management to leverage MW's leading quality, brands, customer service and distribution to drive growth both organically and through acquisitions. The combination of our capital resources and operating
expertise and management's strong capabilities and experience will position MW to accelerate its growth and profitability." Genstar's executive network of operating professionals in the industrials sector will play a key role in achieving further growth for MW. Michael L. Hurt, former CEO of Genstar portfolio company Altra Holdings, Inc., is a member of the Genstar Strategic Advisory Board and will serve on the board of directors. Genstar has also named operating partner Edmund M. Carpenter, former CEO of Barnes Group, to serve on the board of directors. Rick Wandoff, partner at Brockway Moran & Partners (MW's former owners) added, "We were originally attracted to MW Industries given its great fit with our philosophy of investing in well managed companies with solid growth potential. During our ownership, MW Industries completed two strategic add on acquisitions, strengthened its organization at all levels and captured additional market share, proving its ability to outperform its competition. We have greatly enjoyed our partnership with Dan Sebastian and MW Industries' outstanding management team, as well as CITIC Capital, and we wish the company continued success."
International Exhibitor applications for wire Düsseldorf 2012, International Wire and Cable Trade Fair, are now available online at www.wire.de/2330. wire 2012 exhibitor applications can only be filled out online; no hard copies will be available. The event will be held from March 26 - 30, 2012 at the fairgrounds in Düsseldorf, Germany. Messe Düsseldorf North America will again organize a North American Pavilion together with the Wire and Cable Industry Suppliers Association (WCISA) of Stow, Ohio as the sponsor. The North American Pavilion provides a cost-effective means for U.S. and Canadian companies to enter into or to expand their business in the lucrative overseas marketplace. The pavilion turnkey rental package includes a fully furnished booth, access to an attractive lounge area and the on-site service of a project manager, hostesses and interpreters. All technical work, set up and dismantling is included. In addition, U.S. Commercial Service staff will be on hand in the North American Pavilion to assist with export and licensing questions. Please contact Messe Düsseldorf North America at (312) 781-5180 to reserve exhibit space within the North American Pavilion. To sign up as a wire 2012 exhibitor for individual space visit www.wire.de/2330. To exhibit within the North American Pavilion, contact Messe Düsseldorf
SPRINGS Summer 2011 11
*IWP
and auxiliary process technology equipment as well as special wires and cables, measuring and control technology and test engineering. Concurrently held events will include the China International Tube & Pipe Conference, the China Wire & Cable Industry Conference, the Wire & Cable Raw & Auxiliary Materials Technical Exchange Conference and the Wire & Cable Equipment Technology Seminar. At the shows’ last staging in 2010, the more than 1,300 exhibitors reported remarkable success despite still experiencing the influence of the post-economic crisis. The four-day exhibition attracted 26,035 trade visitors, including 3,473 visitors from abroad. With 801,911 square feet of exhibit space (430,550 square feet at wire China 2010 and 371,350 square feet at Tube China 2010), the 2010 event had a record high increase of 30 percent compared to the 2008 staging. For further information on visiting or exhibiting at wire China or Tube China 2012, contact Messe Düsseldorf North America, (312) 781-5180; visit http://www.mdna.com; or follow them on Twitter at http://twitter.com/mdnachicago u
North America, (312) 781-5180; or visit http://www. mdna.com; or follow them on Twitter at http://twitter. com/mdnachicago wire China 2012, the 5th All China - International Wire and Cable Industry Trade Fair, and Tube China 2012, the 4th All China - International Tube and Pipe Trade Fair, will be held concurrently at the Shanghai New International Expo Center from September 25 - 28, 2012. Both events will be organized by Messe Düsseldorf China Ltd., the subsidiary of Messe Düsseldorf in Germany. Exhibitor applications for both events are now available from the U.S. subsidiary Messe Düsseldorf North America. wire and Tube China have become Asia’s largest and the world’s second largest trade fairs for their industries and are considered leading platforms for entering the Chinese market. They will present a comprehensive overview of the latest developments and highlights from the wire and tube manufacturing sector. Exhibit categories at wire China 2012 will include wire, fastener and spring manufacturing and finishing machinery, process technology tools
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Institute of Spring Technology
Henry Street, Sheffield, S3 7EQ, United Kingdom. Tel: +44 (0)114 276 0771 Fax: +44 (0)114 252 7997 E-mail: mailto:ist@ist.org.uk Internet: www.ist.org.uk
12 SPRINGS Summer 2011
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*IWP Best Around10.qx :IWP
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Regional Spring Association Report NESMA Trade Show Modifications a Success by Ted White
Above Right: Participants in the NESMA Trade Show pictured (l-to-r): Bill Lathrop, president of NESMA, Colonial/Han-Dee Spring Company; Bill Rasmussen, founder of ESPN; Lynn Daniels, LCD Consulting; and Tim Dudzinski, NESMA member, Tollman Spring Company. Above Left: At the SMI booth at the NESMA Trade Show (l-to-r): Ted White, NESMA and SMI board member, Hardware Products; Scott Rankin, SMI president, Vulcan Spring & Mfg. Co.; Lynne Carr, SMI general manager; and Don Jacobson, Newcomb Spring.
14 SPRINGS Summer 2011
A new format highlighted the New England Spring & Metalstamping Association (NESMA) 30th Trade Show at the Aqua Turf Country Club in Plantsville, Conn. on April 19, 2011. The trade show, held every two years, was changed to allow not only table top exhibitions but actual machinery. Another change was the addition of a keynote speaker to the customary dinner. The new format resulted in more exhibitors and attendees and positive comments from both groups. These positive comments ranged from war m and fuzzy feelings such as “It is great to see that most of us are still here, given what we witnessed in 2008/2009” to an optimistic outlook such as
“Business is improving and the attendance seems to confirm it,” to the jocular, such as “Is there an open bar tonight?” There were 53 exhibitors at the trade show, and nearly 300 people representing 86 organizations stayed for the cocktail reception, dinner and guest speaker. In addition, hundreds of other people attended the show itself. All of these numbers represent a marked improvement over recent shows. After dinner, ESPN founder Bill Rasmussen gave a very interesting account of exactly how the network was conceived. He explained that ESPN was not only the very first 24-hour sports network, but indeed the very first 24-hour network. He also gave very interesting accounts of how he ended up in Bristol, the land values of the time, and the incredible luck that was bestowed upon him by the newer technologies of the day. Everyone left the Aqua Turf that night with a full belly, a better understanding of ESPN and an optimistic feeling about the industry in which they participate. Congratulations to NESMA on a reformatting well done.
WCSMA Members Invited to Fall Business Meeting Members of the West Coast Spring Manufacturers Association (WCSMA) are invited to be a part of the SMI Fall Business Meeting at Green Valley Ranch in Henderson, Nev. from September 24-27. Although this is not a WCSMA sponsored event, WCSMA encourages anyone interested to attend. For additional information, please contact Debra Donley with the WCSMA or Lynne Carr with SMI at lynne@smihq.org. For additional information on WCSMA, visit their Facebook page or www.wcsma.us.
forecast to have growth at a solid pace in 2011 and 2012. Overall, Strauss said slow growth is still the order of the day. “T h e fo r e c a s t p a th o f th e current recovery is relatively muted compared with past deep recession recovery cycles,” explained Strauss.
In other CASMI news, the CASMI Day at the Races is scheduled for September 22 at Arlington Park Race Track in Arlington Heights, Ill. The event will begin at 11:30 am. For more information on CASMI, visit www.casmi-springworld.org or phone (630) 369-3466. u
CASMI Hears from Chicago Fed Economist The Chicago Association of Spring Manufacturers, Inc. (CASMI) held its April monthly meeting at The Wellington Restaurant in Arlington Heights, Ill., before taking a break for the summer. William A. Strauss, senior economist and economic advisor in the economic research department of the Federal Reserve Bank of Chicago, presented an “Update on the U.S. Economic Outlook.” Strauss reported that the U.S. economy is set to expand at a solid pace this year and next year. He said employment is expected to rise moderately over the next year, but he said it could be more than two years before the unemployment rate edges lower. On the inflation front, Strauss said the slackness in the economy would lead to a relatively contained inflation rate. In what is should be considered good news to spring manufacturers, Strauss said manufacturing is
SPRINGS Summer 2011 15
3019114.C.S-2.S_8.5x11 worksite template 5/31/11 11:41 AM Page 1
Is your retirement plan headed in the right direction?
For information about getting your plan on track, contact Lynne Carr, General Manager, Spring Manufacturers Institute, at (630) 495-8588.
Your future. Made easier.® SMI is a separate legal entity and is not affiliated with the ING family of companies.
http://ing.us www.ingretirementplans.com Insurance products, annuities and funding agreements issued by ING Life Insurance and Annuity Company (“ILIAC”) One Orange Way, Windsor, CT 06095, which is solely responsible for meeting its obligations. Plan administrative services provided by ILIAC or ING Institutional Plan Services, LLC. All companies are members of the ING family of companies. 16 SPRINGS Summer 2011 through ING Financial Advisers, LLC (member SIPC) or other broker/dealers with which is has a selling agreement. Securities distributed by or offered © 2010 ING North America Insurance Corporation 3019114.C.S-2 (5/11) C10-1223-002 (1/11)
Be Aware
What is a Safety and Health Program? Safety Tips
By Jim Wood
A
n effective safety and health program depends on the credibility of management’s involvement in the program; inclusion of employees in the safety and health decisions; rigorous worksite analysis to identify hazards and potential hazards; stringent prevention and control measures; and thorough training. It addresses hazards whether or not they are regulated by government standards.
only standard. This emphasizes the idea that it’s fine to produce as hard and as fast as possible, as long as it can be done safely. The four basic steps to a good safety program are: • Management Leadership/Employee Involvement • Worksite Analysis • Hazard Prevention and Control • Safety and Health Training
Can it Really Make a Difference? An effective safety and health program makes all the difference in preventing injuries and illnesses in the workplace. The result is lower accident related costs. Other benefits include reduced absenteeism, lower turnover, higher productivity, and improved employee morale. And it’s the right thing to do. Safety does pay.
After completing the four basic steps and establishing your safety program, I recommend you contact OSHA consultation and apply for the SHARP program.
Where Does it Fit Into Your Management System? If your team wants to reduce accidents, injuries, and illnesses and their related costs, everyone must place as much emphasis on safety and health issues as they place on other core management issues, such as production, sales, and quality control. To be most effective, safety and health must be balanced with, and incorporated into, other core business processes. “Safety First” may sound good, but in reality, safety should not be considered separately, rather, it must become a basic value of your company. Changing “Safety First” to “Safe Production,” should be your Jim Wood is an independent regulations compliance consultant to the Spring Manufacturers Institute (SMI). A certified instructor of the OSHA Out-Reach Program, Wood conducts seminars, plant Safety Audits and In-House Safety Trainings. These programs help companies create safer work environments, limit OSHA/Canadian Ministry of Labor violations and insurance costs, and prepare for VPP or SHARP certification. He is also available for safety advice and information by phone at (630) 495-8597 or via e-mail at regs@smihq.org.
What is SHARP? The On-site Consultation Program’s Safety and Health Achievement Recognition Program (SHARP) recognizes small employers who operate an exemplary safety and health management system. Acceptance of your worksite into SHARP from OSHA is an achievement of status that singles you out as a model for worksite safety and health. Upon receiving SHARP recognition, OSHA exempts your worksite from OSHA programmed inspections during the period that your SHARP certification is valid. Jim’s Regulatory Tip: Don’t wait until a more convenient time. Organize a safety committee and start your safety system today. The system starts with top management and includes all employees. With SMI’s safety audit and employee training, you could be ready for that call to OSHA consultation. Just a reminder OSHA consultation is not OSHA enforcement. Consultation is funded by OSHA but is normally part of your state’s Department of Labor. u
SPRINGS Summer 2011 17
18 SPRINGS Summer 2011
18 SPRINGS Summer 2011
Cautionary Tale: Prestressing Spring Technology
by Mark Hayes
Figure 1: Capture of data during the prestressing process Load (N)
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The average rate of the spring was 178N/mm after prestressing, and the rate was approximately linear between lengths of 32.3 and 23.5mm. That is to say the elastic deflection range was 8.8mm, up from only 4.6mm prior to
Mark Hayes is the senior metallurgist at the Institute of Spring Technology (IST): The International Independent Centre of Excellence for Spring Technology. He manages IST’s spring failure analysis service, and all metallurgical aspects of advice given by the Institute. He also designs and delivers the majority of the spring training courses that the IST offers globally. Readers are encouraged to contact him with comments about this cautionary tale, and with subjects that they would like to be addressed in future tales. Contact Hayes at (011) 44 114 252 7984, fax (011) 44 114 2527997, or e-mail m.hayes@ist.org.uk.
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he purpose of this cautionary tale is to illustrate the process of prestressing compression springs. During a recent training course in Scandinavia, it became clear that the process had not been fully understood. So a new approach to explaining prestressing is presented. To illustrate prestressing, a compression spring that was made overlong from SiCr wire was stress relieved and ground. The corrected stress of this index 3.5 spring prior to prestressing was 87 percent of the wire tensile strength. This spring was then prestressed to its theoretical solid or block load of 2100N, and the graph produced in the load increasing and decreasing direction is shown as figure 1. This graph shows that the free length of the spring was reduced from 35.2mm to 32.8mm by the prestressing process. The rate prior to prestressing was linear between 34.6mm and 30.0mm and the average value of the rate was 178N/mm. After prestressing the load-length graph of the spring is shown in figure 2 (see next page).
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prestressing. This was a very highly stressed spring and, consequently, the increase in the elastic range is not usually as great as this. Figure 2 also shows more hysteresis in this spring than usual and the reason for this was not immediately apparent, but this is a cautionary tale – beware that the load in the increasing load direction may be higher than that in the decreasing direction. The moral of this cautionary tale is that the prestressing of springs is beneficial, but the process is not easy to understand for people new to the spring industry or to spring
SPRINGS Summer 2011 19
manufacturers’ customers (those who specify springs). The important message is that prestressing will not change the rate, but will increase the available elastic deflection. It does this by putting a permanent (plastic) twist into the surface of a compression spring. u
Figure 2: Capture of data after the spring had been prestressed to 2100N twice Load (N)
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n astounding 93 percent of business customers start the buying process by searching the web. As a result, spending on business-to-business (B-to-B) social media is expected to grow 21 percent annually. That’s according to information published in a new book, “Social Marketing to the Business Customer” by Paul Gillin and Eric Schwartzman. As the authors point out, the tricky part is reaching this select group of business customers through social to
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22 SPRINGS Summer 2011
There is no doubt that members of the spring industry are participating in social media. In a recent survey conducted by SMI, 57.4 percent said they were actively using social media. When asked where they were using social media, 30.6 percent said for personal use only and 29 percent said for business use only. A larger percentage, 40.6 percent, said they were using it both in their personal and business lives. In terms of social media platforms, Facebook and LinkedIn tied as the most popular sites that people were utilizing at 66.1 percent. Further down the list was YouTube at 32.3 percent and Twitter at 12.9 percent. When asked if social media improved their business, an astounding 70.3 percent said no. Here were some of the comments as to why it was not useful. • “I don’t believe it’s applicable to the products we manufacture.” • “Not mainstream to our customers or markets.” • “Never heard of any of our customers or suppliers using it to find or interact with other companies.” • “Haven’t figured out how it could benefit our industry which is basically orders for custom parts.” • “It doesn’t really help our industry. We get better results with face-to-face marketing and website type media.” • “Just starting the business side of social media. At this point I cannot say it is doing anything to improve business.” Of the nearly 30 percent who found social media useful for their business, here’s a representative sample of the reasons why. • “It provides an additional means of contacting customers and clients.” • “YouTube videos allow our customers to see the capabilities of our machines without having to set foot in our shop.” • “Allows for more networking and sales touches!” • “We are receiving more inquiries since implementing the various social media tools.” • “Keeps us more competitive. It also helps to find answers to questions we may have faster that waiting for an ad to be printed.” • “YouTube videos drive hits to our website. The Facebook page contains material similar to our regular website, but attracts a different demographic. And it allows users to leave comments,
which are useful. LinkedIn is useful for prospecting new contacts at the right level of a company." Other comments generated by the survey included the following: • “Too soon to see results in other areas.” • “It doesn’t work well unless your audience is also on social media. However, we believe that it will be necessary to have a full-time presence on some social media within a few years. So might as well start learning how to use it now.” • “YouTube is particularly useful in helping potential customers find us.” • “Any publicity is good publicity!”
Why Be Social? While the spring industry is participating in social media, some skeptics might ask: “So what?” The question goes to the heart of why using this emerging trend could help a spring manufacturing business. Gillin says the most important thing for a spring company to consider is to ask the question: “What do your customers want and how do they communicate?”
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Should You Allow Employees to be Social at Work? Should employees be able to frequent social media outlets (Twitter, Facebook, LinkedIn, etc.) during work hours? This is a question that companies of all size are wrestling with today. An avid participant in fantasy baseball, Chernov says he “gets it” as to why some companies would block access to some social media or websites in general. “There was a guy who wanted out of the fantasy baseball league I was in, because he could never get on the website. That’s because it was blocked by his company. There’s not a lot of business value for him making fantasy trades, right?”
He advocates that companies take more of a surgical approach to blocking access, as opposed to a unilateral approach of blocking everything. “Blocking Twitter is a terrible idea because your sales reps should be following all of their prospects and customers,” explains Chernov. “They should be following all the journalists in the industry. They should be following all the competitors. It’s an immensely valuable industry monitoring tool, not just a message distribution service.” In the book “Social Marketing to the Business Customer” by Gillin and
Leave the sales pitches at the door. They don’t belong in social media. That’s not why you’re there. You want to develop a presence in social media in order to listen...By listening you can detect shifts in customer attitudes and potential changes in the market before your competitors do.
24 SPRINGS Summer 2011
Schwartzman, the authors devote one chapter on how to create and enforce social media policies. They also provide a useful appendix that offers item-by-item advice on what topics to include in a social media policy. As the authors point out, “The best policies are more than just rules; they guide employees on how to use social channels to the greatest benefit of the organization.” Gillin says there is some evidence that Facebook in particular can drain productivity because it has an “addictive quality” to it. “However, if you block
As he candidly points out: “It could be that they don’t communicate in any of these channels (social media) and if that’s the case, don’t use them.” He says whatever a spring company decides to do about social media they must focus on a major key point. “You don’t need a social media strategy, you need a business strategy. You need to understand social media and how to apply it to your business strategy.” Joe Chernov, vice president of content marketing for Eloqua, says there are many pitfalls for companies that just “jump into” social media without any thoughtful strategy. He describes it as a “shiny new object” strategy. "It comes from a fear of falling behind.” He says many people fall into the trap of getting a Facebook page because “they feel they need a Facebook page.” He says they’re chasing the wrong thing. “Social media is the Ferrari. Content is the fuel,” analogizes Chernov. “If you are on Facebook and you create a great brand page and there’s nothing there you’ve got a racecar with an empty gas tank.” Chernov says he’s more interested in creating compelling content, than in the places where the content is distributed, such as Facebook, Twitter, LinkedIn, etc. “Because if you create great stuff, the rest of it is easy. “If you’re not thinking about the content and only about the outposts where the content might go, then you’re going to have all these empty caverns because there’s no reason for your readers to go there,” he explains. As Jim Kokoris pointed out, in a recent article he wrote for the Daily Herald Business Ledger, it is helpful to remember that social media, and all it entails, “is nothing more than a helpful marketing tool.”
access, people are going to find a way around it.” In a speech that he gave recently to a group of I.T. managers, he asked them if their companies were blocking things like Facebook and YouTube. He said about a dozen hands went up. He asked that group: “How’s that working for you?” Gillin says one I.T. manager spoke up and said: “They just use their cell phone instead.” He likens the current trend toward blocking social media sites to 15 years ago when the Internet first gained popularity and many companies blocked
employee access to the web, believing for the same reason that it would be a “productivity drain,” explained Gillin. “Today, it would be unthinkable for companies to do that. But the reasons they had then, are very similar to the reasons they do now.” Gillin and Schwartzman recommend that every company have a social media policy that not only covers employee access to social media outlets, but also what employees can and cannot do while representing your company. They suggest perusing a large database of downloadable social media policies at
Kokoris, president and general manager of JSH&A Public Relations, said you must recognize that social media is not an end unto itself. “Nor is it black magic or a cure-all. Rather, it can be a cost effective and surprisingly simple way to broaden your company’s reach, expand your advertising campaigns, reinforce your public relations messages, and ultimately, achieve your marketing goals.” Kokoris said, “In short, social media should be just one piece of a balanced communications strategy, albeit an important and exciting one.” How are B-to-B Markets Different? A lot of seminars and information on social media focus on how to reach consumer markets. Since the spring industry is inherently a B-to-B market that involves highly technical buyers purchasing from highly technical springmakers, consumer-focused social media strategies don’t normally apply. Gillin says there are a few major differences between the markets. He says B-to-B decisions are value-based and have a bottom-line impact, which means buying decisions are rarely subject to trends, fashions, impulse or whimsy. A second major difference is that there is usually more at stake in the purchasing decision. “That’s because many companies tend to work with a smaller number of suppliers who do a lot of business with them,” he says. A third difference is the high-level of information exchange that is involved before a decision is made. And finally, Gillin points out that the number of influencers on a decision tend to be larger than a B-to-C transaction.
SocialMediaGoverance.com for ideas. “We recommend looking up documents created by other companies similar to yours and using them as a guide.” They believe that a solid social media policy establishes guidelines for effective social media engagement enterprisewide. “Social skills are much more important than technical skills, and a social media policy needs to clearly articulate those intangible, personalityspecific skills that determine an individual’s strength as a team player or a community member.”
Chernov says for some B-to-B brands, engagement with the buyer is a big differentiator. “Typically for B-to-B companies they have a finite number of buyers,” he explains. “It’s a longer purchase typically and a considered purchase.”
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He says that provides many more opportunities throughout the purchase process to engage with buyers on social channels.
Guidelines for Social Media Engagement If you decide to take the plunge into social media, here are some guidelines to follow in communicating with your followers.
The value is in demonstrating your knowledge through sharing advice that helps the customer make informed decisions, whether it is your product or someone else’s. It shows you are a trusted source, because trust is very important.
• Listen. In her article “The 7 Deadly Sins of Social Media,” Lisa Barone lists one of the sins as “Trying to Sell Users Instead of Listening.” She candidly states: “Leave the sales pitches at the door. They don’t belong in social media. That’s not why you’re there. You want to develop a presence in social media in order to listen.” Gillin says social media provides a great platform for a company to conduct a listening campaign, “so you are out more in front of market and able to make pro-active decisions before its too late.” He says by listening you can “detect shifts in customer attitudes and potential changes in the market before your competitors do.” • Ask questions. Dave Kerpen, CEO of Likeable Media and author of “Likeable Social Media,” asks: “Wondering why nobody’s responding to Facebook posts? It’s probably because a business owner hasn’t asked questions.” For a spring company, it could be a simple question to customers to get the dialogue started, such as: “What is your biggest spring design challenge?” • Be honest and direct. Chernov says companies need to be fully transparent when they engage in social media. “A lot of companies use sleightof-hand, pretending to be customers and saying great things about their products. Creating a false persona or multiple false personas is a short cut to getting some social cache, but it’s so easy to spot that stuff. Not only could it get you in trouble with your competition, but it certainly can get you in trouble with the Federal Trade Commission.” He says it is better to always be completely open and honest. “The funny thing is there’s no shame in saying who you are. It’s actually better to be honest.” • Converse and engage. Gillin says he hears people say all the time that social media “is just another channel.” As a result, he says, many companies
26 SPRINGS Summer 2011
use “something like Twitter as just a way to post promotions for their products or their latest press release. That’s not interesting because social media is about conversation and engagement. Press releases aren’t engaging because it’s traditionally one-way and social media is inherently two-way. So companies who can’t buy into having a discussion, tend not to do very well.” • Share expertise. Gillin says in hard core B-to-B businesses, like the spring industry, “there are knowledgeable buyers dealing with knowledgeable sellers. So the value is in demonstrating your knowledge through sharing advice that helps the customer make informed decisions, whether it is your product or someone else’s. It shows you are a trusted source, because trust is very important.” • Timely. In her book “New Rules for Today’s Workplace,” Sheryl Lindsell-Roberts advocates publishing great content that is valuable and
informative to your followers. “Include timely tips, industry trends, links to interesting articles or sites, and anything else your readers will find informative and valuable. Don’t include too much about your products or services. This isn’t a sales venue.”
A Quick Run-Down of Tools More than 600 million people are on Facebook, including at least 150 million Americans, or one in two adults. Twitter recently topped 300 million accounts. The numbers are staggering. Both Gillin and Chernov see social media sites as legitimate ways for B-to-B companies to engage with customers, communicate with suppliers and generate leads. “If you’re not taking a hard and thoughtful look at ways you can fold social media into your marketing mix, you are in grave danger of falling behind your competition,” warns Chernov. Here are suggestions about social media tools that make sense for hard-core industrial companies like spring manufacturers.
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Barone, in her last of the seven deadly sins of social media, reminds the reader that you can’t set up your social media tools and then step away. “It’s a real investment and one that your company must take seriously in order to be successful.”
• Blogs - Simply put, blogs are a way for people to share information and for industrial companies to position themselves as experts and thought leaders. Chernov believes a blog should be the hub of your social media wheel. He says, “That’s because your blog is where you’re going to produce the content that you’re going to distribute over your other channels. He advocates starting small with a blog, perhaps posting one entry per week and growing it from there. He advises that content is important. “You’re not writing about your particular springs, you’re writing about the pain or confusion that your potential buyers face.” Chernov says don’t look at your blog as a “dumbed down” press release. He says a blog is more like a magazine or trade journal for the industry. “Write about the things your customers are struggling with,” he says. Gillin also likes blogs for industrial companies because they are long form publishing. “You can share a lot of knowledge. Blogs are a good way to communicate expertise because they support the depth that you need to share rich, very technical information.” • LinkedIn - Started in 2002 in the living room of its cofounder Reid Hoffman, LinkedIn has matured into the leading B-to-B site for professional networking. Lindsell-Roberts advises: “Use LinkedIn to increase your visibility, make connections, expand your search engine ranking, gauge the health of a company, post and view events, ask for advice, give answers, and much more.” Gillin also advocates LinkedIn for B-to-B companies because it is a “very serious, professional community.” He says because everyone is identified there and the profiles are very rich, “it’s a good place to find people.” • Twitter - This site is all about brevity with its 140-character “tweets.” Gillin says Twitter is popular because of its speed. “It’s a way to quickly exchange information to interested parties without a lot of overhead or a lot of filtering.” He describes it as “e-mail on steroids.” He believes it is a great way to communicate a customer support or new product issue, or a discovery you made at a conference. “Twitter is a very rapid way to do that.” • Facebook - Has evolved from being just a place for family and friends to share information and
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photos to a community where B-to-C companies have had great success. With its huge following Facebook is a tempting place to have a presence, but experts advise that its use for B-to-B companies is not as strong as B-to-C companies who use it for branding and event promotions. LindsellRoberts says to avoid wasting time on Facebook; start by identifying your professional goals. “Do you want to attract more customers or clients? Do you want to build brand awareness? Do you want to create a location for customer support?” • YouTube - Is a great place to post highly technical videos that explain how machines or processes work. Corning, a manufacturer of specialty glass and ceramics, created a marketing video called “A Day Made of Glass” to demonstrate future applications of its specialty glass. Even though the original intent was to create a sales tool for its manufacturing customers, it went viral in a big way after the company posted it to YouTube with more than 12 million people having seen it. In addition, YouTube allows you to make playlists and add videos posted
by other users to your channel. If you notice your company or product in customer’s videos, you can add them to your channel. Whatever social media tools you decide to use, Gillin recommends that you work hard to find out what tools your customers use and how those tools would be valuable to them in doing business with you. “Focus your energies on those things,” he says. “Start with one and expand if you have success. But don’t try to boil the ocean. Don’t try to jump into six or seven networks at the same time.” Barone, in her last of the seven deadly sins of social media, reminds the reader that you can’t set up your social media tools and then step away. “It’s a real investment and one that your company must take seriously in order to be successful.” She reminds companies that, “If you want your customers to stay engaged, you have to keep producing great content yourselves. Keep writing blog posts, creating widgets and being active in the community. Social media is real work. It’s not just goofing around. I think that’s what a lot of companies don’t realize.” u
SPRINGS Summer 2011 29
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Getting Down to the Business of Social Media by Joe Cappello
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he featured speaker at a recent seminar I attended spoke about her ideas on building sales relationships. She told the story of a man she met on a plane during a weather delay. The man railed against the senselessness of social media and how he couldn’t understand the attraction. During their conversation she learned he had a grandson living in Utah whom he hadn’t spoken to in awhile. She convinced him to send a text message to the young man. Within seconds he received a reply and before the plane took off, grandfather and grandson had sent several communications to each other, renewing the bond that had been loosened by time and distance. I got the message. Social media in any for m is not something I can dismiss on behalf of my company solely based on my own preferences. This is about business, and the decisions I make about social media don’t just affect me, but my company’s ability to reach its market in the most effective way possible. Like the grandfather on
the plane, social media is a way to establish and renew connections not only with family members, but also with the next generation of customers and prospects. So here are some of the “baby steps” I have taken on behalf of Rotor Clip. We’re certainly no experts at this point, but perhaps I can help trigger some ideas for you and your company as you decide how to join the social media frenzy: Set up a Facebook Page — I thought I’d never go along with this, but things change and there are no absolutes in business. You don’t need any special expertise and it should only take a few minutes (I’m certain there’s a twenty something in your company who can show you the ropes). Avoid “Selling” your Products— It sounds counterintuitive to a good marketing effort, but shameless selling is out of bounds. Impart Information — What seems more appropriate for your Facebook page is news and information. For example, our page has a photo and caption
Social media in any form is not something I can dismiss on behalf of my company solely based on my own preferences. This is about business, and the decisions I make about social media don’t just affect me, but my company’s ability to reach its market in the most effective way possible.
SPRINGS Summer 2011 31
updated regularly, with new and interesting items added frequently. You know how a website looks when it hasn’t been touched for years, so you wouldn’t let that to happen to your page. I am adding social media activities to my marketing plan. In the future we plan to update our website with important technical infor mation about our spring products and other timely general business news that will be of interest to our audience. We have also started putting the Facebook icon on our website as well as on our ads and literature so we can get the word out about our page to all of our customers and prospects. It’s going to take awhile, but I’m sure we’ll get the hang of it :). u
New Jersey Lt. Governor Kim Guadagno was on hand April 1, as the “Company of the Year” award was presented to Rotor Clip Company by the Franklin Township Chamber of Commerce. She is flanked by Rotor Clip Co-Presidents Craig Slass (left) and Jonathan Slass. This is an example of the type of content we are posting on Rotor Clip's face book page.
of our owners receiving a “Company of the Year” Award from the local chamber of commerce. There’s also a link to an article authored by our co-president, Craig Slass, on the status of U.S.
manufacturing. I even included a link to the seminar speaker’s website I referenced at the beginning of this article. Keep it up!—This is really the hard part. Information should be
Joe Capello is the director of global marketing for Rotor Clip Company, Inc. You may contact Capello at (732) 469-7333, e-mail cappelj@rotorclip.com, or visit www. rotorclip.com.
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SMI Scholarship Program Launches with Nine Student Recipients
To help support the employees of member companies, the Spring Manufacturers Institute (SMI) instituted a new Regional Scholarship Program in 2011. Nine students were named recipients for the 2011-2012 academic year, chosen from a total of 98 who submitted applications. The winning students were notified earlier this year. 34 SPRINGS Summer 2011
The SMI Regional Scholarship Program provides students with a $2,000 scholarship. Recipients are chosen from the nine regions represented by SMI member companies.
represent the sons and daughters of employees who work for SMI members. Congratulations to all of our recipients.”
“Education is such an important part of our future as an industry,” said SMI president Scott Rankin. “We are excited to showcase this inaugural class of recipients who
Meet our 2011 class of recipients and read excerpts from thank you letters received by SMI.
Scholarship America administered the program for SMI.
Brianna Eamons Northwest Fourslide West Region Parents: Patricia and Stephen Eamons Attending: University of Oregon Major: Political Science
Mick Francis
“I am so grateful for being a recipient of the SMI Scholarship. It will help me tremendously in pursuing my engineering degree. Thank you so much.”
Allison Hosko Michigan Spring & Stamping Michigan Region Parents: Michael and Diana Hosko Attending: Central Michigan University Major: Health/Fitness “I want to thank SMI for this scholarship award. This gift will be very helpful in continuing my studies and pursuing a career in physical therapy. I greatly appreciate it.”
Plymouth Spring Northeast Region Parents: Scott and Beverly Hulten Attending: Western New England College Major: Pharmacy “I am so grateful to SMI for recognizing my scholastic achievements. This scholarship encourages me to continue my hard work in my college endeavors.”
Stephen Ilic Chamberlain Spring Canadian Region Parents: Vladmir and Dragana Ilic Attending: Douglas College Major: Human Kinetics “I want to thank you for this amazing blessing that you have sent me. It has made continuing my dream not only possible but realistic. This generous gift that I have received has made me so excited and ever more motivated to pursue my studies.”
Heidi Lewis Newcomb Spring of Colorado Southwest Region Parents: Deb Turner and Dale Lewis Attending: Metropolitan State College of Denver Major: Marketing “I would like to express my sincere appreciation and gratitude for the scholarship you have awarded me; it will aid in my education expenses in such a huge way. I am thankful to have been given this opportunity and am so happy that SMI offers such an amazing scholarship program. Trust me, you have no idea how excited I was when I opened the mail!”
Kayla Lord Associated Spring – Pittsburgh Ohio Region Parents: Daniel and Alisa Knowlton Attending: Mercyhurst College Major: Elementary/Special Ed “I was elated and appreciative to have been chosen as a recipient of this award. It will be of great use to me as I continue my college career. By awarding me the SMI Regional Scholarship, you have lightened my financial burden and allowed me to focus on learning and completing my schooling in order to enter the career field of my choice.”
Daniel Milewski Stanley Spring & Stamping Chicago Region Parents: Janusz and Renata Milewski Attending: Illinois Institute of Technology Major: Mechanical Engineering
Lauren Rogers Lauren Rogers Rogers Industrial Spring MidAtlantic Region Parents: George and Lauri Rogers Attending: Sweet Briar College Major: Biochemistry “Thank you so much for selecting me as a recipient of this generous SMI Regional award. This will help substantially to alleviate my financial burden for education. The SMI is a wonderful organization to be helping students like myself.”
SPRINGS Summer 2011 35
©iStockphoto.com/Abel Mitja Varela
Gibbs Wire and Steel Southeast Region Parents: Luanne Francis and Stephen Popovich Attending: Clemson University Major: Engineering
Maegen Hulten
Flashback Managerial Styles and Motivational Patterns by Dr. Otis Lipstreu
(Editor’s note: This timeless article, which looks at the challenge of managing employees in your business, was originally published in the April 1967 issue of Springs. The article presented highlights from a presentation that Dr. Lipstreu gave at the SMI summer meeting on June 27, 1966.)
N
o aspect of management is quite so common to all of us as that essential experience in life of interpersonal relations and human motivation. All our lives we have interacted with others and have either been the object or engineer of motivation. As a result we have developed from our common experience (that experience which is similar for all and about which we don’t think or question) almost unconscious managerial styles involving a particular repertoire of motivational techniques. We are quite unaware of this personal equipment until, perhaps, we read the comics and observe Blondie motivating Dagwood. It is about this important ingredient of personal success in management that I should like for us to think and question this morning. In so doing we may convert this managerial ingredient from common to special experience1. When, as a result of reflection and query, it becomes special experience we may find that we have simultaneously improved our effectiveness in dealing with people. One convenient thing about this subject matter is the fact that we need few visual aids since we each have a built-in human relations laboratory. As I suggest some ideas to you, I hope you’ll be able to recognize, question, and articulate certain aspects of your common experience which perhaps you’ve never done before.
Perceptions Let’s start with an experience which is as common as breathing — perceiving. We have no choice, since no one has yet invented “instant environment” we’ve got to make sense out of this world of ours by organizing it. If we can’t all are in danger of being committed to a mental institution. Waking or sleeping we’re perceiving. And perceptions can quickly become facts. Actually behavior can be said to be triggered by perceptions. To the behaver, at the moment of his behavior, his action is a rational means for responding to the world as he has organized it. There is, then in a real sense, no such thing as illogical behavior. It only seems illogical because we don’t share the same perceptions of the behaver. There is another aspect of the perceptual process that we should mention here. Throughout our years of experience we have been developing a self image or self concept. And we use this self-picture as a device through which our perceptions filter. This self concept is comprised of our values, our needs, our aspirations, our fears — in short all of our internalized experiences which add up to the inner self. We are involved waking or sleeping in protecting, enhancing, and maintaining our concept of ourselves and we use it continually as the filter between what we see in the world and our brain which actuates our physical responses. That’s the reason that for two people sitting side by side in the same room one may feel hot while the other feels comfortable. When two people see the same accident their reports to the investigating officer may lead him to believe that one is lying.
36 SPRINGS Summer 2011
Corporate human activity does need to be directed. But we have overdone the directing and the organizational structuring and have paid too little attention to helping others to organize their world of work in such a way that they may find significant opportunities for satisfying their own needs while contributing to the goals of enterprise.
can and must create work activities consistent with these aspects of optimal personal expression.
The common perceptive act when thought of in those terms should loom large as a vital factor in your managerial style. We waste a lot of latent human energy, both ours and our employees, when we ask them to behave according to our own perceptions of work. At best this usually results in respondent behavior (doing what the boss wants done using the methods that he thinks are best) and little or no operant behavior (the imaginative, creative, involved activity in work which is perceived as meaningful and enhancing to one’s selfconcept) — what a tragic waste of latent human energy! Of course, I’m not forgetting that there are organizational goals, standards, and other bits of necessary business bureaucracy. Corporate human activity does need to be directed. But we have overdone the directing and the organizational structuring and have paid too little attention to helping others to organize their world of work in such a way that they may find significant opportunities for satisfying their own needs while contributing to the goals of enterprise. Dr. Chris Argyris of Yale University has done an immense amount of empirical research under actual business conditions and has concluded that healthy adults will tend to get optimal personality expression when their jobs provide activity rather than passivity; independence rather than dependence; opportunity to behave in various acceptable ways rather than in one way; equality rather than subordinacy; and a feeling of control over their own behavior rather than being controlled. We
Human Needs Dr. Abraham Maslow a number of years ago provided an explanation of human needs that converted, for most of us, our common experience into special experience. Let me summarize for your consideration some of his ideas from his book “Motivation and Personality.” He calls man a wanting animal. As soon as one of his needs is satisfied, another appears in its place. And man continually works to satisfice (i.e., “it’s good enough” — not satisfy, since man is seldom if ever satisfied) his needs. He organizes his needs in levels or a need hierarchy. At the lowest level, but pre-eminent are Physiological Needs. “Man lives by bread alone when there is no bread,” but when he eats regularly and adequately hunger is satisficed. A satisficed need is not a motivator of behavior. Needs at the next higher level begin to dominate man’s behavior. These are Safety Needs — protection against danger, threat, and deprivation. When man ceases to be primarily concerned about his physical welfare, his Social Needs become paramount. Elton Mayo and his colleagues at Harvard University provided in their reports on research at the Hawthorne Plant of the Western Electric Company in Chicago convincing evidence that needs for belonging, for association, for acceptance by one’s fellows manifested in tightly knit, cohesive work groups may be more powerful as an employee motivator than the threat or reward of the formal organization structure. Every manager should realize that he must manage the social system of his department, perhaps even more skillfully than that required by the formal organization, or it will most surely manage him.
SPRINGS Summer 2011 37
Here is an interesting facet of common versus special experience. We each, since childhood, have had intensive informal organization experience, and indeed even at this conference its various groups may be identified and typed by status level and function. But in managerial situations we either act as if it didn’t exist, or when we became aware that it is thwarting our efforts we blindly attack it, only to drive it underground and orient it even farther away from business objectives. Sociologists have given us a great deal of information about the “who’s who,” “what’s what,” “ropes,” and “language of informal organization,” one of the manifestations of man’s social needs at work. Failure to understand that through norms the informal groups control employees far more effectively than management; aloofness to the effective means by which it manages management; and lack of awareness of the grapevine and the rumor factory through which informal organization “lives, moves, and has its being” — comprise as sure and direct a way to managerial catastrophe as lack of capital, and probably a lot more frequent and quicker. Above the social needs are The Egoistic Needs and they can be classified as: (1) Those that relate to one’s self-esteem: needs for self-respect and self-confidence, for autonomy, for achievement, for competence, for knowledge. (2) Those that relate to one’s reputation: needs for status, for recognition, for appreciation, for the deserved respect of one’s fellows. Finally, there are the needs for Self-Fulfillment. These are the needs for realizing one’s potentialities, for continued self-development, for being creative in the broadest sense of the term. When a manager makes little attempt to determine the various patterns and levels of need reality in terms of employees own perceptions, he either motivates by “chance and by-golly,” his own need patterns no matter how well-intentioned (I’m sure Jesus Christ never intended that man would use the wonderful moral dictum “Do unto others as you would have others do unto you” as a motivational device because to do so violates everything we’ve been discussing thus far in our model of human motivation); or by threat. Let me pause to say that threat can get results but the results are out of the control of both the threatened and the threatener.
Satisfiers and Dissatisfiers Recent research by Dr. Frederick Herzberg and his colleagues at Western Reserve University have helped us to understand a good bit more about needs and motivation. One of the enigmas of management research has been the failure to show correlation between good morale (usually considered to be indicative of need satisfaction) and productivity.
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We each, since childhood, have had intensive informal organization experience, and indeed even at this conference its various groups may be identified and typed by status level and function. But in managerial situations we either act as if it didn’t exist, or when we became aware that it is thwarting our efforts we blindly attack it, only to drive it underground and orient it even farther away from business objectives.
Dr. Herzberg feels that one possible answer to this riddle is that we have been measuring in morale not only the motivational aspects (satisfiers) but other factors which are hygienic in nature and, although indispensable in their absence, provide no motivational thrust. He classifies in the satisfiers: recognition, advancement, achievement, the work itself and responsibility. The five dissatisfiers are: the supervisors’ interpersonal relationship with employees, supervisors’ technical competency, company policy and administration, working conditions, and salary. Dr. Scott Myers at Texas Instruments in Dallas and others have supported Herzberg’s theory. The art of motivation appears to involve emphasis on the satisfiers in work while maintaining the hygienic factors which, where they are present, provide little motivation, while their absence creates a cacophony of gripes, complaints, frustrations, and grievances.
Factors Influencing Managerial Style Thus far I have emphasized psychological and sociological aspects of human interaction that influence the level of motivation. Now consider with me the alarming fact that through our crystallized common experience we may have developed a relatively rigid way of thinking about people and that this shapes our managerial styles. About six years ago Dr. Douglas McGregor in his insightful book “The Human Side of Enterprise” advanced the idea that there are two common styles of management, which can be categorized as the traditional view of direction and control and the contemporary view, which are conditioned by two contradictory sets of assumptions.
The traditional assumptions are: • The average human being has an inherent dislike of work and will avoid it if he can. • Because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organization objectives. • The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all. While the new or contemporary theory of direction and control holds that: • The expenditure of physical and mental effort in work is as natural as play or rest. • External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed. • Commitment to objectives is a function of the rewards associated with their achievement. • The average human being learns, under proper conditions, not only to accept, but to seek responsibility. • The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solu-
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tion of organizational problems is widely, not narrowly, distributed in the population. • Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. A manager who believes one or the other of the above sets of assumptions will find his entire managerial style colored by that particular set. The contemporary set, as you will recall, is consistent with the research findings I have presented heretofore. Convincing empirical research results contained in Dr. Rensis Likert’s “New Patterns of Management” demonstrate that a defensive climate or a supportive climate can be created by application of the two sets of assumptions respectively. The defensive, conditioned by application of the traditional set of assumptions, can be depended upon to produce an interactive work climate characterized by increased defensiveness, increased respondent behavior, decreased personal growth, decreased perceptivity, and decreased empathy. Conversely the new theory can produce a climate of reduced defensiveness, increased operant behavior, increased growth, increased willingness of employees to “level”, increased perceptivity, and increased empathy.
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When a manager makes little attempt to determine the various patterns and levels of need reality in terms of employees own perceptions, he either motivates by “chance and by-golly,” his own need patterns no matter how well-intentioned; or by threat. Let me pause to say that threat can get results but the results are out of the control of both the threatened and the threatener.
Choosing a Leadership Pattern Don’t make the mistake of thinking that these two theories involve specific techniques. They don’t. All managerial techniques are available to a manager holding either set of assumptions about people. The reason for applying the technique, or the attitude of the manager when applying it, will make the difference. For example, threat for one manager may be a standard technique, but for another a last resort after every other motivational approach has been tried. Drs. Robert Tannenbaum and Warren Schmidt have suggested that the effective manager has a repertoire of behaviors that he may call on just as a golfer has a set of clubs. What he uses will depend on his self concept, his perceptions of the needs of others, and situational factors. I have tried to help you to perceive of your managerial styles and motivational patterns in the light of special experience. Won’t you continue this exploration by adding to your libraries and reading the following books: Chris Argyris, “Personality and Organization,” New York, Harper and Brothers, 1957. Mason Haire, “Psychology in Management,” New York, McGraw-Hill Book Company, Second Edition, 1964. Frederick Herzberg and others, “The Motivation to Work,” New York, John Wiley and Sons, 1959. Rensis Likert, “New Patterns of Management,” New York, McGraw-Hill, 1961. Abraham H. Maslow, “Motivation and Personality,” New York, Harper and Brothers, 1954. Douglas McGregor. “The Human Side of Enterprise,” New York. McGraw-Hill, 1960. Delbert C. Miller and William Form, “Industrial Sociology,” New York. Harper and Brothers, Revised Edition. u 1 I am indebted to Dr. Mortimer Adler for his ideas of common and special experience.
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Playing Fair Can Get Rough, Part I by Michael Lobraico
(Editor’s note: The following is based on one of Michael Lobraico’s clients, John Poole. All of the names and telling details have been changed to preserve client privacy.)
A
fter his brother James had finally agreed to leave the Poole family HVAC business for a career in animation, John thought he had cleared the path to his leadership. At last, he would be able to implement his green-energy strategy and remake the struggling generations-old business into the global leader he knew it could be. All seemed well until something he had not foreseen rattled his plan. I was the one who instigated things. John, James, their parents Tony and Lucy, and their Uncle Stan and I were at a family council meeting to discuss a fair arrangement and plan for the transition and succession of the business from the current owners to the second generation. John had kicked off that meeting by immediately launching into his vision for the company. Over the next couple of years James would be weaned off his sales role while he transitioned into his new career. In roughly five years, Kevin, the new green technology engineer John had hired, would assume John’s role as vice president of product development, while John took over the CEO position from his father, who would
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Sarah shocked everyone with her announcement that not only was she going to specialize in green-sector law and had every intention of joining the family business in a few years, she also saw herself as co-president. Working side-by-side with her brother John to turn Poole HVAC into a world leader was her dream.
then semi-retire and play only a part-time consulting role as well as chair the new advisory board. As far as revenue went, John would grow their current $10-million annual revenue to $25 million in five years. And the product profile would be 90 percent green. It was a compelling vision. And there wasn’t anyone in the room who didn’t believe John was capable of pulling it off, me included. The problem, as I saw it, was that not everyone was in the room. When I asked about Sarah, John’s 22-year-old younger sister, John said she was in the middle of her first year law exams. I explained to everyone that one crucial guiding principle for family council meetings like this is that everyone be included.
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John responded that Sarah was very familiar with his vision and was on board with it. “Whatever arrangement we work out with James, we’ll do for Sarah. It’ll be fair that way. Neither one of them is going to play an active role in the business,” said John. “How do you know Sarah won’t want to work here?,” I asked. “She wants to be a lawyer,” replied John. “Maybe she wants to practice law here,” I insisted. “We don’t need full-time counsel,” said John. “Maybe so,” I said, “but we should hear what Sarah thinks.” The patriarch Tony waded in. “Sarah’s going to be busy with exams for another three weeks, and we’ve got our accountants and legal team lined up for next week to get the paperwork started.” “You might have to redo all the paperwork,” I said. John insisted I was raising a non-issue that was just going to slow them down and possibly cost them vital time and energy that could be put toward his new strategy. The truth is, I too suspected Sarah had no desire to join the family business, but I had seen too many family businesses damaged by breaking the “include everyone” principle. “If you go too far down the road without Sarah,” I said, “you could start another rift in the family, which would hurt everyone personally as well as put a strain on the business.” Lucy spoke up. “I don’t want any more tension between you kids. And Sarah should be heard.” In the end, John relented. Before the whole family met the following month, I was expecting everyone would be annoyed with me once Sarah confirmed she was seeking a career in law outside the family business. As it turned out, I didn’t have to worry about any backlash. Sarah shocked everyone with her announcement that not only was she going to specialize in green-sector law and had every intention of joining the family business in a few years, she also saw herself as co-president. Working side-by-side with her brother John to turn Poole HVAC into a world leader was her dream.
John went pale. “I’ll find a place for you, Sarah, but I’m going to be CEO.” “Who says so?” Sarah looked to her parents. “Nothing’s final,” Lucy said. “Whatever we decide will be what everyone wants.” “I know what I want, and I’ve given everything for this company,” John said. “You might know what you want, John, but you don’t know how to get there,” Sarah said. “Now hold on a minute,” retorted John. “Be fair, John. Think about the business. The legal issues around the green-energy plan are going to be some of our biggest challenges. There are strict standards to conform to, and we’re going to be particularly vulnerable to lawsuits. Your whole plan could come crashing down with a flawed contract,” said Sarah. She cited a few cases where green sector companies had gone under due to legal challenges. “I personally think we need to have the expertise to deflect those problems in-house.” “But acting as co-leader?,” protested John. “The legal and contract aspect of our business is going to be our competitive advantage just as much as our product innovation is,” said Sarah. “And frankly, I’m not going to beg to be co-leader, because I know it won’t be long before you see that I should be running the company with you.” Personally, I was awed with Sarah’s knowledge and confidence, and so was everyone else. Even John couldn’t help smiling with pride at his younger sister’s moxie. With some trepidation, Tony asked John for his thoughts. We all knew his response was critical for the family, the business, and the ownership, and could derail our progress. John sat back. He realized he’d met his match with his sister. “Fine,” he said, “I’ll make everyone this promise—if Sarah earns her way into a leadership position, I won’t stand in her way.” “You’d be happy having me as your co-president?,” asked Sarah. “I don’t care about titles. I care about making this business bigger and better than it ever was. If doing that together is the best way, so be it,” said John. If John was anything, he was a man of his word. Now what stood ahead for the Poole family was figuring out a fair arrangement that included a future in which young Sarah might play a starring role. At the end of the meeting John thanked me for the valuable lesson. He now saw that making sure
everyone’s voice was heard was not only fair, but strengthened both the family and the business. He vowed to ensure future family councils included all members. Over the next few months the Poole family and I worked with their team of lawyers and accountants to hammer out a transition and succession plan. And during that period, as John got deeper into his green strategy, he saw that Sarah was right. Mastering the legal issues would indeed give their business a crucial competitive edge. In fact, he saw a major market opportunity for the expertise they developed in-house, which made him think that, rather than planning for just $25 million in revenue in five years’ time, they should plan for $30 million. u Michael Lobraico is the founder of NCI Solutions, a company specializing in helping family businesses maximize their potential. For further information, visit www.nci-solutions.com or e-mail mlobraico@nci-solutions.com.
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IInnov nnovations That Coul C ould Change the Way You Y ou Manufacture Honoring both innovation and manufacturing, the Society of Manufacturing Engineers (SME) recently announced their 2011 list of “Innovations That Could Change the Way You Manufacture.” This annual list of innovations showcases new and emerging technologies that are making a difference in manufacturing. This is not the usual list of emerging technologies. These are innovations that can be used today or within a few months and have already shown some successful implementation. “Not only has innovation enabled us to make better things at lower costs,” said Boris Fritz of Northrop Grumman Aerospace Systems and vice chair of SME’s Innovation Watch Committee, the panel of industry experts that selected the innovations, “but innovation also leads to the development of things we couldn’t even dream of just a decade ago.”
44 SPRINGS Summer 2011 ©iStockphoto.com/David Marchal
Among this year’s innovations is graphene, which ability to control the size of a quantum dot enables a is not only the strongest material ever developed, but manufacturer to determine the color of light emitted. this one-atom-thick sheet of carbon is lightweight and Quantum dots are currently providing brighter electrically conductive. Fifty times stronger than steel, images, lower power consumption and improved color graphene is being used for extremely sensitive sensors, purity for electroluminescent displays. Companies super-fast electronic switches, aircraft braking systems manufacturing quantum dot-enabled products include and touch screens. Companies using graphene include QD Vision and Weinberg Medical Physics. Controlled through a WebIBM and Bell Helicopter, and based application, a remotethe material is available from This is not the usual list presence robot allows a companies such as Angstron of emerging technologies. telecommuting worker to remotely Materials. attend meetings, drop into the Programmable magnets open These are innovations that offices of colleagues and otherwise the door to self assembling. The can be used today or within collaborate with people in another ability to manipulate magnetic office. With cameras in the eyes fields lends itself to many a few months and have to capture video, speakers and applications, from precision already shown some microphones to relay sound and switches to snowboard bindings successful implementation. a laser pointer “finger,” the user to spinal implants. Using heat can see what the robot sees and to erase a magnetic field, the material can be reprogrammed to have multiple north direct it around by using a computer’s arrow keys. and south poles of differing strengths. These magnets Companies such as Procter & Gamble are using these remote-presence robots to increase the efficiencies of are available from Correlated Magnetics. Not all innovations on this list are technical. The teams working across the world. committee also recognized the Build to Demand (BTD) process as something that can change the way things are manufactured. BTD, an alternative to the Toyota Production System (TPS), works well for suppliers that experience variable demand and are seeking to increase customer service rates while reducing inventories and production costs. Limited or no capital investment is required to implement BTD in most companies. John Deere Horicon Works originally developed BTD in the early 2000s with assistance from the University of Wisconsin-Madison. Microstructured molding tools will impact manufacturers of products that could benefit from enhanced surface capabilities. Created as square or custom inserts for injection or compression molds, the innovation adds several capabilities to any molded product: superhydrophobic, reduced friction, reduced fluid drag, increased heat transfer and many others. This approach reduces microstructure manufacturing costs by 83 percent to 98 percent. Developed by Hoowaki, microstructured tooling has been available since the spring of 2010. Programming light with quantum dots is an innovation that promises not only to change the way things are manufactured, but also change the way we light our homes and offices. Quantum dots are nanoparticles of a semiconductor material that range from two to ten nanometers in diameter. The
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Ten times stickier than Velcro ® and reusable yet, are unproven in the manufacturing setting. This gecko-inspired glues, Super Velcro is an extremely year’s list includes: strong adhesive that comes • Continuous-flow microreactors apart when heated. Using shape• Dip-pen nanolithography memory polymers, General • Green cement In reviewing submissions, Motors researchers have created • Large-format ceramic batteries the committee also highlights • Laser heating in a diamond a product that allows a strong but alterable bond that replaces liquid anvil cell an Innovation Watch List. adhesives requiring lengthy oven • Metamaterials These technologies are curing, which consumes a lot of • Self-assembling vehicles showing great promise but, energy, or foam tapes that do not • Synthetic cells provide high adhesion strength. as yet, are unproven in a Super Velcro is currently being “Because most people use manufacturing setting. used for interior and exterior common, everyday products that automotive trims with potential are frequently outsourced, they applications for furniture, toys and buildings. think that manufacturing in America is dead,” said In reviewing submissions for the “Innovations Fritz. “Innovations like those identified today should be That Could Change the Way You Manufacture,” the a reminder that American manufacturing has moved committee also highlights an Innovation Watch List. beyond the production of commodities and is one of the These technologies are showing great promise but, as most technologically advanced sectors of our economy.” u uw_wire_6.9x4.63_trade_ad.pdf
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Japan Earthquake’s Impact on the Spring Industry by Gary McCoy
O ©iStockphoto.com/chuong vu
n March 11, 2011, an earthquake struck off the coast of Japan, churning up a devastating tsunami that swept over cities and farmland in the northern part of the country and set off warnings as far away the west coast of the United States and South America. Recorded as 9.0 on the Richter scale, it was the most powerful quake ever to hit the country. By June, the official count of dead and missing was above 24,000. Tens of thousands of people remained housed in temporary shelters or evacuated their homes due to the nuclear crisis. Figures released in May showed that Japan’s economy shrank at an annual rate of 3.7 percent in the first quarter of 2011, tipping the country into a recession, as the crisis disrupted production and prompted consumers to cut back on spending. Economists projected that the Japanese economy will shrink again in the second current quarter, and that the recession may be deep but quick. Many U.S. industries, such as automotive parts and semiconductors, acutely felt the impact of the Japanese crisis. What impact has it had on the spring industry? Michio Takeda, who represents Asahi-Seiki Manufacturing Co. Ltd. to the U.S. spring industry, said the company itself was not directly impacted because it was far enough away from the epicenter. However, he said some of the Asahi-Seiki’s
contract suppliers are located in that area of Japan, which has caused a delay in getting some replacement parts to the U.S. Takeda says the delay has been in the range of one to two weeks. When we talked in early June, a machine that Takeda had sold was due to ship to the U.S. However, the shipment was delayed three weeks due to the earthquake. “In another three months, the company believes everything will return to a normal schedule,” explained Takeda. A.I. Technology Inc. in Wixom, Mich., is the U.S. distributor for Itaya Engineering Ltd. and G.M. Dor n. A.I. Technology owner, Carl Atwater, said the earthquake has had “very little effect” on the Japanese-based Itaya in terms of delivery parts and equipment to the U.S. Atwater said Itaya’s supply chain is not located near the earthquake, so disruptions have been minimal. He related that Itaya has been subject to scheduled electricity shutdowns, but expected to be operating on a normal schedule in the near term. u Has the Japan earthquake had an impact on your business? Let us know. Send your stories to Gary McCoy, managing editor at gmccoy@ fairwaycommunications.com.
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48 SPRINGS Summer 2011
Springmaker Spotlight
The leadership team of Fox Valley Spring includes (l-to-r): Charly Klein, vice president of sales and marketing, Russ Stang Sr., founder and president, and Keith Wincentsen, vice president of operations.
Customer Service-Oriented Growth A Profile of Fox Valley Spring Co. by Gary McCoy “We really are a customer service-oriented company,” explains Russ Stang Sr., founder and president of Fox Valley Spring Co. in Greenville, Wis. “Our motto is: ‘We’re the customer service company that happens to make springs.’ ” Fox Valley Spring was established by Stang in 1989 because he saw a “need for a more customer-oriented company.” He had previously worked for another spring company for 21 years, beginning in high school as a work/study student before launching out on his own. Stang initially started the business in a small facility in the Appleton area with two employees. Stang made the springs and an outside salesman was employed to find work for the fledging business. The company grew after just a year in business. Stang was quickly able to expand staff and move to a larger building. “We have grown every year since,” he explained.
If I Had a Hammer When I recently talked by phone with Stang and Charly Klein, vice president of sales and marketing for Fox Valley Spring, you could hear the sounds of construction going on in the background. In fact, the interview was conducted in the maintenance office, which is currently serving as Stang’s temporary office during Fox Valley Spring’s expansion project. By the time this article is published, Fox Valley Spring employees should be fully utilizing a new and expanded facility. The expansion will double the size of
SPRINGS 2011 49 SPRINGSSummer Spring 2011
When asked how he personally gauges success, Stang said: “If my employees are happy and I’m adding employees. If my customers are happy and adding customers. If I’m expanding my building; I think we’re successful.” He pauses and then says reflectively, “Of course the bottom line says it all. Without the bottom line you are not successful.” Fox Valley Spring’s current plant from 25,000 sq. ft. to 53,000 sq. ft. The company has dedicated 7,000 sq. ft. to office space, while the balance of the facility will be divided between manufacturing and distribution. The addition will add enough space to house equipment for an expanded product line. It will also make shipping and receiving operations more efficient, and allow for future employee growth. “We originally started to expand in 2008 when we saw the need for more technology for our customers,” said Stang. The company put off the expansion due to the shaky state of the economy. But because of good interest rates and competitive construction rates, Stang said the expansion “just made sense” and they embarked on it in 2010. “Financially, it’s a good investment. I think we are going to be more efficient with the (new) layout we have. And we’ve brought in some new equipment,” he said. “Technology is the key to our success.”
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Fox Valley Spring once had a stock catalog program, but eventually got away from it. Everything they manufacture now is custom-made. “Anything made of steel spring is what we supply to our customers,” explained Stang. “Early on in my business my thought was: ‘Just supply springs and wireforms.’ But some of our key customers said: ‘If you’re not going to supply other flat steel parts and other spring steel parts then you’re not going to supply us with springs.’ That ultimately led us to supply anything made of spring steel.” The company has a diverse customer base from various industries and they specialize in compression springs, extension springs, torsion spring, flat springs, wire forms, die springs and sub-assemblies. “If we can’t do it ourselves, we’ll partner with another spring company,” explained Klein. “We try to offer the one-stop shop.”
Toward a Bright Future Regarding the future, Stang has not ruled out expanding to other parts of the U.S., such as the southwest or southeast areas. “Whether it’s another plant I don’t know,” commented Stang. “But I feel we need to do something about those locations.” He’s said the road ahead for Fox Valley Spring is very bright. “You know, we got through the economic times over the last few years and expanded,” he said. “We’re adding a building and we’re adding customers; we’re doing a lot of good things.” Putting a Spring in Employees’ Step The company earned the Fox Cities Chamber of Commerce and Industry’s 2009 Small Manufacturer of the Year award. The annual award recognizes outstanding manufacturers based on size. In a story about the award published in the Appleton Post-Crescent newspaper, Fox Valley Spring’s vice president of operations, Keith Wincentsen, cited the company’s high employee retention rate as one of the reasons for success along with their use of Lean Manufacturing. He said employees and customers alike have noticed the award and what it recognizes. “For employees of the company, the award is an affirmation that what they are doing is making a
difference,” said Wincentsen. “It puts a spring in their step.” For customers of the company, the award is an affirmation that the supplier they chose is “everything that we say we are,” explained Wincentsen. While already having a number of good employees with longevity, Stang says finding good people has been difficult for Fox Valley Spring. “We are not only looking for people with a lot of knowledge, we are looking for people who can learn. And that’s a big key to our success – our employees. Employees can make or break a business.” He said it comes down to hiring good people who will work hard. When asked how he personally gauges Fox Valley Spring employees celebrate the groundbreaking for the company’s new success, Stang said: “If my employees are happy and expanded facility in Greenville, Wis. and I’m adding employees. If my customers are happy and adding customers. If I’m expanding my building; I think we’re successful.” story to see somebody start out part-time and become He pauses and then says reflectively, “Of course the a critical part of your organization.” bottom line says it all. Without the bottom line you are Family is an integral part of Fox Valley Spring’s not successful.” operations. Stang’s son, Russ Jr., has worked for the company for 20 years and is a quality inspector that is being moved to a designer position and to become Spring Industry Lessons In regards to lessons learned in the spring industry, more involved in running the company. Stang says one key is: “Don’t always trust professionals. Don’t assume they always know what they’re talking about. Trust your feelings and your common sense, because they are usually more accurate,” he says. The other key Stang has learned is in hiring people. He says when you think you’ve hired the absolute perfect person, they may not turn out to be. Conversely, he said the person who doesn’t appear to know much can sometimes “run circles” around everyone else. For Klein, one key lesson he’s learned is that when it comes to customers, never take anything for granted. “You have to constantly stay in touch with customers and make them feel good about what you’re doing.” He concludes, “I’ve learned over the past 20 years with customers to ‘never assume.’ When you take things for granted that’s usually when it backfires on you.”
Home Grown Success Stang proudly points to Wincentsen as a model of employee success and advancement at Fox Valley Spring. Wincentsen started with the company 16 years ago, after fulfilling his military service duties. While he was going to school to learn, he began working at Fox Valley Spring part-time in the shop. “He started out doing the lowest job we had and he was very good at it,” remembers Stang. “So we moved him up to the next level.” Stang said that every time he moved Wincentsen, he excelled at his new position. “It’s kind of a neat
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For Klein, one key lesson he’s learned is that when it comes to customers, never take anything for granted. “You have to constantly stay in touch with customers and make them feel good about what you’re doing.” He concludes, “I’ve learned over the past 20 years with customers to ‘never assume.’ When you take things for granted that’s usually when it backfires on you.”
Stang’s daughter, Jennifer, has worked 10 years for the company and she is moving toward becoming Fox Valley Springs’ director of purchasing. Klein has two family members who work for the company and call him “boss.” His brother, Bob, has worked for the company six years and is the direct salesman for Wisconsin, while his son, Dan, is a direct salesman for Illinois and has worked at Fox Valley Spring for one year. “Right after Charly started,” related Stang, “I saw what he was capable of and I said, ‘Do you have any family in mind to help us?’” Klein says he’s been able to keep business and family separate. “Bob and I worked together in a previous life and we managed to make it work. When we get together, we don’t talk shop. We leave that for during the day.”
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Costume Fun at Halloween One of the unusual things Stang does each year is hold a costume contest for employees during Halloween. About two-thirds of the staff dress-up to vie for first, second and third prize money. “Some people think that’s a little weird,” admitted Stang. “But I think they (employees) enjoy it and have fun with it.” Stang said one employee actually brought in a donkey with a sombrero to complement her costume as Don Quixote. Klein has been part of the costume contest, most recently as Frankenstein. He explained that when the company was nominated for the Fox Cities Manufacturer of the Year award that some of the judges visited the plant during the contest. “I think it helped us win because they saw the fun that we have as a company.” In addition, he said a potential new customer also came to visit during the contest. Klein said when they went back to the prospect to follow-up on the visit, the customer said: “I was really impressed with Captain Morgan.” That comment was in reference to the company’s engineer, who dressed up in that role. The customer remarked to Klein: “When I saw that, I knew I wanted to do business with you guys.” Keeping up with Customers Stang firmly believes that customer expectations have risen during the 22 years he’s headed up Fox Valley Spring. “If quality wasn’t a given before, it is now,” said Stang. “I think truly the expectation is a better price, faster, better customer service and making it easier for them,” he explained, “which are all things we’re pretty good at.” Klein adds: “We try to make it easy for the buyers, so they can focus on the bigger ticket items.” When asked for “words of wisdom” for the next generation of springmakers, Stang said his advice applies to both to the current and to future generations. “Work hard, work smart. There’s a difference,” he explains. “Technology is your friend. Treat your employees and customers like you would like to be treated.” Stang concludes, “I think that has worked for us.” u
52 SPRINGS Summer 2011
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SPRINGS Summer 2011 53
3/4/11 1:33 PM
Inside SMI
Dr. Jeffrey Rosensweig (far right) chats with SMI members after his economic presentation.
Motivational speaker John Cassis brought humor and wisdom to his SMI Annual Meeting presentation.
Above, right, and facing page: The opening night reception and dinner was held poolside at the Doral Marriott in Miami.
SMI Holds Annual Meeting at Doral
54 SPRINGS Summer 2011
Warm Florida sunshine greeted SMI members who traveled to the Marriott Doral in Miami for the association’s 2011 Annual Meeting, held March 25-29. The beautiful warm weather was conducive to an opening poolside reception and dinner, a Miami city tour, a golf outing and a closing dinner cruise. Kicking off the meeting, with his perspective on the U.S. and world economy, was Dr. Jeffrey Rosensweig, associate professor of inter national business and finance, Goizueta Business School, Emory University. Dr. Rosensweig showed the influence that emerging
economies are having on the global recovery after the recession. Those countries include: China, Brazil, India, Russia, South Korea and Mexico. In particular he pointed out that both China and India are showing nine percent economic growth, in comparison to the U.S. which is growing at three percent; Dr. Rosensweig pointed out that this is still “above average growth.” He cautioned SMI members, “Don’t be too cautious; be optimistic because economies are growing” and that “emerging markets are really emerging.”
Dr. Rosensweig said an increase in manufacturing output is signaling an economic recovery. He stated that another positive sign is that U.S. trade is growing again. While manufacturing jobs are starting to rebound, Dr. Rosensweig explained that the overall slow pace of job recovery after the recession is having a drag on economic recovery. “The unprecedented massive federal deficits are bad news for the economy,” Dr. Rosensweig pointed out. “The U.S. federal debt is exploding, becoming unsustainable.” Providing an inspirational message surrounding managing
people, motivational speaker John Cassis addressed SMI members on how change happens. He said you can deny it, resist it, explore it, or embrace it. He said friction can stop the best relationships. “Let’s be great managers of friction,” exhorted Cassis. Cassis had SMI members laughing at his many stories, some of which surrounded his time as a pre-game inspirational speaker for the Chicago Bears football team for 12 years. He said there are three essential humor skills. He described these
skills as the ability to: 1) See the absurdity in difficult situations, 2) Take yourself lightly while taking your work seriously, and 3) Have a disciplined sense of joy in being alive. He said “respect” is the number one commitment everyone can make in regards to their personal and business dealings with people. SMI’s 2012 Annual Meeting will be held in San Antonio, Texas.
SPRINGS Summer 2011 55
New Technical Director Joins SMI James Kobrinetz is SMI’s new technical director. Kobrinetz joined SMI from MSi Testing and Engineering in Melrose Park, Ill., where he most recently was senior metallurgical engineer. Kobrinetz began at SMI on May 9 and reports directly to SMI general manager, Lynne Carr.
“We are excited to have a seasoned professional join our organization with an extensive background in failure analysis, technical consultation, process troubleshooting and development, and production support,” said SMI president Scott Rankin. “Jim will be a great asset and resource for SMI members who need help solving
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engineering problems and technical questions.” Kobrinetz will be responsible for SMI’s Technical Help Services, which includes answering technical questions from members, overseeing SMI’s failure analysis service, conducting technical seminars and writing a regular column for Springs magazine. A graduate of the University of Illinois at Chicago with a B.S. degree in engineering, Kobrinetz worked at MSi Testing and Engineering from 2000 to present. At MSi he specialized in titanium and cobalt materials, medical implant materials, ferrous and non-ferrous fasteners. He performed contract reviews of MSi jobs to ensure correct test methods were applied, and reviewed outgoing test reports for accuracy, format and adherence to customer requests. Before joining MSi, Kobrinetz worked from 1996 to 2000 as quality assurance manager, lab manager and metallurgical engineer at Tensile Testing Metallurgical Laboratory in Cleveland, Ohio. He was a metallurgical engineer at General Electric Corporation in Erie, Pa. from 1990 to 1996, a process metallurgist at A. Finkl and Sons in Chicago from 1988 to 1990, an engineer at Northrop Corporation (defense systems division) from 1984 to 1988. His engineering career began as a student associate at the Association of American Railroads Technical Center in Chicago from 1980 to 1982 and full-time as a metallurgical engineer with association from 1982 to 1984. Kobrinetz holds two patents, and published a paper on “Long Term Corrosion Effects on Bridge Materials” (with DH Stone) in AREA Bulletin. He has had additional training in level 2 and level 3 magnetic particle inspection, radiographic interpretation, communication, corporate leadership, adhesion science and technology, and advanced techniques in failure analysis.
SMI Webinar on Machine Guarding in September SMI’s Jim Wood will present a webinar on “Machine Guarding” on September 13, 2011. Wood is an independent regulations compliance consultant to SMI and a certified instructor of the OSHA Outreach Program. Wood says, “For a continuing program to improve safety at your
facility, OSHA maintains that guarding must be made a part of each setup routine.” Wood’s webinar will focus on: • The most typical types of equipment found in springmaking facilities. • Various methods of guarding that have been acceptable to
some OSHA inspectors without establishing a precedent. • Understanding OSHA guarding requirements and various guarding options available. Go to the SMI website to sign up: //smihq.org/public/education/ guarding.html.
SMI Mourns Passing of Members It is with deep regret that Springs announces the passing of the following members. Alfred H. “Bud” Peterson, Jr., 94, died June 12, 2011, at Bickford Cottages in Portage, Mich. During his last days he was surrounded by his devoted family. Bud is survived by his wife, Della, and their children, grandchildren and great grandchildren. Born in Detroit on November 28, 1916, Peterson attended Harms Grade School, Southwestern High School, and the University of Michigan. He married Charlotte O’Connor in Detroit on August 1,1942. Charlotte died in 1971, leaving Bud and four children, who all survive his passing: Gail (Ricardo Wyatt) Lauzzana; Alfred H. Peterson III; Eric (Beth) Peterson; and Kristin Peterson. In 1974 Peterson remarried, to Della Theuerkorn, a marriage that lasted 38 years. Della had three daughters by a previous marriage, all surviving: Sheila (Carmen Brancato) Schebil; Lana (Tom DeGroot) Ashley; and Debra (Tim) Hanna. Bud is also survived by many grandchildren and great grandchildren. Peterson’s two sisters, Thelma Peterson and Phyllis Peterson, preceded him in death. His half brother, Gordon Peterson, survives him. Peterson was well known for his career in the family-owned spring manufacturing business, Peterson Spring, which his father and Norwegian blacksmith grandfather started. Peterson greatly expanded the business to
become the largest privately held manufacturer of precision mechanical springs in the country. He was a machine designer as well as a leader and executive. In addition to plants in the U.S., operations reached as far as England, Spain, Italy, South Africa, Australia, Japan, Canada and Mexico. Peterson liked people and wanted to bring along as many as possible on his projects and adventures. He often said his accomplishments were not really his, but belonged to the people who helped him meet the challenges he took on. The people who worked with him would tell you it was fun to be part of the group. During his long and productive life as a springmaker, Peterson was deeply involved in the industry’s trade association, the Spring Manufacturers Institute (SMI). He served as SMI president from 1970-72, led the first overseas delegation of U.S. springmakers to visit the factories of their European counterparts, and received the prestigious Golden Coil Award in recognition of his many years of contribution to SMI. His business career was not his whole life. Peterson was a wilderness canoe camper and a world traveler. He rode his Harley-Davidson through Europe during the summer of 1939, leaving one month before Hitler marched on Poland. Travel remained one of his passions. He was an avid reader, philosopher, and student of history. Conversations with him were always interesting, but he especially wanted to know what was going on in your life. Many people have been on the receiving end of his stiff drinks and generous hospitality. Whether it was organizing business meetings or family cruises, Peterson loved to plan gatherings. In his day, he was a member of
the Three Rivers Elks, the Masons, the Detroit Golf Club and the Detroit Yacht Club. He was known as a gentleman — the patriarch of three generations. A memorial service for Peterson was planned for the weekend of August 1314 in the Detroit area to celebrate his rich and varied life. Burial of his ashes will be held later at a private family event. John Cleaver, 85, of Notre Dame, Ind. on May 4, 2011 after a short illness. Cleaver served in the Seventh Army, 254th Infantry, in France and Germany from December 1944 until 1946. His unit received a Presidential Citation for outstanding performance in battle in the region of Colmar, France during the winter of 1945. Cleaver received the WWII Victory Medal, Distinguished Unit Badge, EAME Campaign Medal and a Good Conduct Medal of Honor. Following the war, Cleaver obtained his degree in economics from Lafayette University. He met his wife Marian, to whom he was married for 58 years, at Allegheny Ludlum Steel in Pittsburgh, Pa. They were married October 13, 1951. Cleaver joined Gibbs Wire & Steel in the 1950s and worked in sales for the company for over 49 years. He retired several years ago from his position as vice president. Even after retirement, Cleaver continued to work and considered the Gibbs “Lunch Bunch” as some of his dearest friends. A member of Clay United Methodist Church, Cleaver was an avid Notre Dame sports fan. He leaves behind his children, John (Susie) Cleaver, Lisa (Rolf) Brunckhorst, Leslie (Mark) Moran, Danielle (Trully) Pittman, his sister, Anne Cleaver Marsh, and 10 grandchildren.
SPRINGS Summer 2011 57
©iStockphoto.com/Avram Golden
Beware of Yuan by Scott Pitney, Katy Spring
D
uring Katy Spring’s 11 year history, we’ve bid on many contracts with high dollar volumes. We rarely get this business because someone will usually accept a slim margin to win these large volume accounts. We’re competitive, but we know what we need to make a profit. Our philosophy has always been: offer a fair price that builds long-term customer relationships. Underbidding or bidding for very slim margins does not fit our business philosophy or make good business sense. That’s why I didn’t give it much thought when we received a bid from a Chinese import/export company with a total U.S dollar value that exceeded a million dollars. While the volume is great, we assumed someone would outbid us since the company is in China where the labor rates are much lower. Surely they would select a Chinese spring manufacturer. I know there are good spring manufacturers in China, but our Chinese clients tell us they buy from us because they can’t get the quality they need from their local suppliers. We were skeptical and cautiously optimistic when this import/export company accepted our price and wanted to do business with our company.
40 SPRINGS Spring 2011
Letter to the Editor “I just finished reading the article “Beware of Yuan” by Scott Pitney in the Spring issue of the magazine. I want to thank Scott for sharing his story with us. I have forwarded the longer version
of the article from the Katy Spring website to our vice president of sales, as we have started getting more RFQ’s from Chinese import/ export customers. I wanted him to be aware of Scott’s first-hand experience with this. I’m glad that Scott and his partners caught this in time to avoid being scammed further. I’m also very pleased to see the Springs editors publish this article for their subscribers to see and hope they will share other stories so we can avoid such experiences.” Bob McLain, Torsion Control Products The editorial staff encourages signed “Letters to the Editor” responding to an article or news item in Springs, or expressing an opinion on a spring industry topic. The editor reserves the right to reject
letters or edit for clarity, brevity, good taste and accuracy, and to prevent libel. No poetry, attacks on private individuals, or letter-writing campaigns, please. Letters should generally be brief (150-200 words) and to the point. Send your letters via e-mail to: lynne@smihq.org, or fax (630) 4958595.
SMI Welcomes New Members SMI is pleased to welcome its newest members. AMW Springs Rock Creek, Ohio Associated Spring Raymond Maumee, Ohio
SMI Fall Business Meeting Set for Las Vegas SMI’s 2011 Fall Business Meeting will be held September 24-27, 2011 at Green Valley Ranch, just outside of Las Vegas in Henderson, Nev. The SMI executive committee will meet on Saturday, September 24 from 1 p.m. to 4 p.m. On Sunday, September 25, SMI committee meetings will be held from 12:30 p.m. to 2 p.m., followed by the SMI board meeting from 2 p.m. to 4:30 p.m. An opening cocktail reception will take place from 5:30 p.m. to 7 p.m. The list of speakers already confirmed for the meeting, include: Joe Burchill, Link Engineering, “Spring Testing;” Jim Gorand, CPS Financial, “SMI 401k Program;” Bill Hickey, Lapham Hickey, “Steel Market;” Jim Kobrinetz, SMI, “Failure Analysis: Expectations, Methods, and Results;” Gary McCoy, SMI, “Social Media for the Spring Industry;” William A. Strauss, Federal Reserve Bank
58 SPRINGS Summer 2011
of Chicago, “Manufacturing and the U.S. Economy;” Dr. Uwe-Peter Weigmann, Wafios,” Efficient Spring Coiling and Wire Forming;” and Jim Wood, SMI, “OSHA.” Speaker tracks will kick off on Monday, September 26 from 8 a.m. to 4 p.m. This will be followed by table top exhibits and a cocktail reception from 5 p.m. to 7 p.m.
The meeting will conclude on Tuesday, September 27 with speaker tracks from 8 a.m. to noon. The SMI Lunch and Membership Meeting will take place from 12:00p.m. to 1:30p.m. For more information on the SMI Fall Business Meeting, contact SMI at (630) 495-8588 or visit www. smihq.org.
Have a question and don’t know where to turn?
Ask the SMI Experts!
Contact the experts at the Spring Manufacturers Institute for assistance with your workplace Safety and Technical problems
Technical: SMI introduces Jim Kobrinetz SMI is pleased to welcome Jim Kobrinetz as our new technical director. Jim can help you with spring design, material selection and properties, or spring processing. In addition to technical advice, Jim provides failure analysis services and conducts educational seminars. Kobrinetz joins SMI from MSi Testing and Engineering in Melrose Park, Ill., where he most recently was senior metallurgical engineer. Kobrinetz worked at MSi Testing and Engineering for ten years, specializing in titanium and cobalt materials, Jim Kobrinetz medical implant materials, ferrous and non-ferrous fasteners. Before joining MSi, he worked at Tensile Testing Metallurgical Laboratory in Cleveland, Ohio and General Electric Corporation in Erie, Pa. A graduate of the University of Illinois at Chicago with a B.S. degree in engineering, Kobrinetz holds two patents and has had additional training in advanced techniques in failure analysis.
Contact Jim Kobrinetz with your technical questions at (630) 495-8588 or e-mail at jim@smihq.org.
Workplace Safety: Jim Wood, the name you know and trust Jim Wood, independent regulations compliance consultant to SMI, can assist you with all your workplace safety concerns. From written safety manuals and employee training to machine guarding and lockout/tagout, Jim can help you create a safer workplace that complies with federal OSHA, state standards and Canadian Ministry of Labor regulations. Jim Wood
A certified instructor of the OSHA Outreach Program, Jim has worked with SMI and the spring industry for more than 10 years, answering questions, conducting on-site Safety Audits, providing custom In-House Safety Training, and presenting educational seminars. He has practical experience in plant safety, having served as manufacturing engineering and safety director for 13 years, and vice president of operations for a major manufacturer for 17 years.
Contact Jim Wood with your safety questions at (630) 495-8597 or e-mail at regs@smihq.org. SPRINGS Summer 2011 59
New Products
Rotor Clip Introduces Ventus™ Retaining Rings Rotor Clip Company, Inc., a leading manufacturer of retaining rings, spiral rings, wave springs, hose clamps, and related products, introduces its newest line of spiral retaining rings specifically designed to withstand the rigors and functional stresses of the wind power industry. A machined lughole, specially designed to accommodate Rotor Clip’s V-Orbis™ tool, makes field installation and removal far easier than traditionally designed spiral rings, which cannot be easily removed without damage to either the ring or application. For more information, visit www. rotorclip.com/windpower. For technical considerations or design questions for these and other products, e-mail tech@ rotorclip.com.
New Floor Marking Cart Helps Maintain OSHA Compliant Floors in Industrial Facilities
60 SPRINGS Summer 2011
Machined lughole for easy removal in the field
Because OSHA requires that industrial floors be clearly marked, most facilities use paint to mark lines on the floors. However, painted lines are quickly marred or destroyed by forklifts and other machines. InSite Solutions has introduced the Kaizen Cart, a multi-functional cart that empowers employees to maintain floor markings with Superior Mark floor tape. According to InSite Solutions, OSHA requires that the aisles and passageways be clearly marked. In industrial factories and warehouses, this is usually attempted with painted lines. With the combination of the patent pending Superior Mark floor tape and the Kaizen Cart, InSite Solutions says the floor markings can stay clean and bright on a daily basis. This new cart helps facilities maintain a safe working environment for their employees and stay ready for inspections. Named after Kaizen, a lean manufacturing concept that means continual improvement, the Kaizen Cart holds up to
10 rolls of Superior Mark floor tape plus all the tools and supplies necessary to maintain the floor markings. This cart is ready to go and workers can repair damaged tape in minutes. The cart has an 8” rubber tamper roller to perfectly adhere the pressure sensitive Superior Mark tape. The Kaizen Cart features a customized magnetic color code chart, which displays the company’s floor marking color code for all employees to easily reference. The Kaizen Cart will help the facility stay in compliance with OSHA’s floor marking regulations, by displaying the color code in a central location, and ensuring that employees are empowered to continually maintain the floor markings. The Kaizen Cart is priced at $1,100, but the company is offering a free cart with a qualifying purchase of the company’s Superior Mark aisle marking tape. Visit http://www.stop-painting.com/safetyfloortape.html for details on this offer.
Specialty Abrasives Catalog Introduces New Blending and Polishing Wheels The Rex-Cut® 2011-2012 Specialty Abrasive Products Catalog of specialty abrasive products for grinding, deburring, blending, and finishing stainless steel, aluminum, exotic metals, and mild steel is now available from Rex-Cut Products, Inc. The new catalog features a wide range of products including cotton fiber mounted points and wheels, Type 1 cotton fiber deburring and bench wheels, Type 1 unitized-, convolute-, and fiberglass backed unitized wheels, interleaf flap discs, T27 cotton fiber grinding wheels, grinding wheels for stainless steel and aluminum, carbide burs, quick change discs, cut off wheels, finishing sticks and the new Smooth Touch™ blending/polishing wheels for stainless, aluminum and exotics. Providing complete specifications and recommended uses for each product, The Rex-Cut® 2011-2012 Specialty Abrasive Products Catalog includes a guide for when to use specific types of products for heavy stock removal, light grinding, blending, finishing, and polishing. For easy product evaluations and small users, an expanded list of specialty kits is included. For more information, visit www.rexcut.com.
New WAFIOS Product Family Offers “IQ” Functions The new WAFIOS product family offers, under the label “IQ”, functions for improving part quality, process speed and the availability of machines for producing springs and bent parts. All functions explained in the following are additional options of the WAFIOS programming system WPS 3. IQbestspeed enables an automatic detection of the ideal operating point for reaching highest quality and outputs, in connection with a camera measuring system. It allows the operator to find the exact maximum machine speed at which the
required quality is still ensured. IQbend facilitates the automatic optimization of CNC program sequences in order to reduce the familiar oscillation of long bent parts. Thus the quality of parts as well as the process speed is improved at the push of a button. IQspring® offers a graphic simulation of the production process of torsion springs with the FMK series. The part can be set up, the process can be checked for collisions and the cycle time can be calculated and automatically optimized without making any trial runs on the machine.
IQspring increases the availability of the machine while also increasing the output. IQcontrol enables the reduction of tolerances of the spring length and the end position by means of an active intervention during the coiling process, thus reducing the reject rate while improving the part quality. IQautopitch supports the set-up of compression spring coilers. If there are deviations detected by a spring measuring device while setting up transition coils, these deviations usually need to be corrected by an experienced operator. IQautopitch enables the automatical correction of transition coils at cylindrical standard spring bodies. Tooling times are reduced and less set-up parts are required. For more information contact Andreas Hoster at +49 7121 146 309, e-mail a.hoster@wafios.de, or visit www.wafios.com
SPRINGS Summer 2011 61
Precision Quincy Double Oven Does Double Duty Precision Quincy’s model #49C-650D is an electrically heated oven, available in NFPA 86 Class ‘A’ or Class ‘B’ configuration. Known for its ability to successfully process a wide range of materials, the 49C-650D is a popular choice among heat processors for most curing/drying/pre‐heating needs. The 49C-650D’s compact design features two independent oven chambers (stacked one above the other), each with separate controls, and sharing a single dampered exhaust system. A robust piece of equipment, the 49C-650D weighs in at 1,180 lbs. with two internal working spaces of 32” x 18” D x 18” H and exterior dimensions of 43” W x 29” D x 45” H. The oven is capable of reaching and maintaining a maximum temperature of 650°F. An optional matching heavy duty stand provides a stable base that adds an extra 24” to the overall height of the oven; a useful feature making for easier product loading and removal. All of Precision Quincy’s ovens meet or exceed NFPA-86, NFPA-70, OSHA & UL requirements and are factory wired, tested and balanced before shipping to ensure quick, trouble-free start-ups. For more information, phone (815) 338-2675, e-mail pqsales@precisionquincy.com, or visit www. precisionquincy.com.
Revware Inc. Introduces Skiron™ Laser Scanner Revware Inc., a developer of CAD-driven concept-to-product engineering software and manufacturer of the MicroScribe® portable measurement system, has added the Skiron™ laser scanner to their metrology product portfolio. Produced by Kreon Technologies, Skiron laser scanners are compact scanning attachments designed specifically for MicroScribe 6 degree of freedom (6DoF) digitizers, enabling metrology professionals to more rapidly and accurately digitize physical forms. A Skironoutfitted MicroScribe is a compact, yet very effective alternative to conventional non-contact data collection equipment. “The Skiron Laser scanner was engineered specifically for our MicroScribe digitizer, making product integration seamless and advanced measurements effortless,” said Tom Welsh, president and CEO of Revware. “What’s impressive is that a MicroScribe outfitted with a Skiron laser is not only less expensive than a traditional non-contact digitizer, but also has a comparable measure of accuracy.” Revware’s MicroScribe digitizer is a point-to-point, edge-toedge data collection tool used to gather specific measurements for concept-to-product engineering. When used with the Skiron laser scanner, data collection can be done at much quicker pace, enabling engineers to produce a high-quality scan in minutes. The Skiron laser scanner is suitable for all three-dimensional application needs within any industry, including engineering, medical, science, inspection, automotive, and multi-media. For more information about Revware and its products, visit www.revware.net. u
62 SPRINGS Spring 2011
Advertiser’s Index
Admiral Steel (800) 323-7055. . . . . . . . . . . . . . 23 Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . 20 Century Spring, Division of MW Industries (800) 237-5225. . . . . . . . . . . . . . 27 Diamond Wire Spring Co. (800) 424-0500. . . . . . . . . . . . . . . 9 Elgiloy Specialty Metals (847) 695-1900. . . . . . . . . . . . . . 56 Exova (866) 263-9268. . . . . . . . . . . . . . 32 Forming Systems Inc. (877) 594-4300. . inside front cover, back cover Gibbs Wire & Steel Co. Inc. (800) 800-4422 inside back cover Gibraltar Corporation (847) 769-2099. . . . . . . . . . . 29, 48 Industrial Steel & Wire (800) 767-0408. . . . . . . . . . . . . . . 5 InterWire Products Inc. (914) 273-6633. . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161. . . . . . . . . . . . . . 52 Kiswire (201) 461-8895. . . . . . . . . . . . . . 18
Spring Manufacturers Institute (630) 495-8588 . . . . . . . . . . . 16, 59 Suzuki Garphyttan (574) 232-8800. . . . . . . . . . . . . . . 6 Tool King (800) 338-1318. . . . . . . . . . . . . . 50 Ulbrich Stainless Steels (203) 239-4481. . . . . . . . . . . . . . 15 United Wire Co. (800) 840-9481. . . . . . . . . . . . . . 46 Vulcan Spring & Manufacturing Co. (215) 721-1721. . . . . . . . . . . . . . 11 Zapp Precision Strip (203) 386-0038. . . . . . . . . . . . . . 13
Koswire America (770) 965-1145. . . . . . . . . . . . . . 33 Kreher Steel (800) 323-0745. . . . . . . . . . . . . . 10 Lapham-Hickey Steel (800) 323-8443. . . . . . . . . . . . . . 42 Larson Systems (877) 780-2131. . . . . . . . . . . 40, 62 Mapes Piano String Co. (423) 543-3195. . . . . . . . . . . . . . 39 NIMSCO (563) 391-0400 . . . . . . . . . . 12, 45 Precision Quincy (800) 338-0079. . . . . . . . . . . . . . 43 Precision Steel Warehouse (800) 323-0740. . . . . . . . . . . . . . . 8 Proto Manufacturing (800) 965-8378. . . . . . . . . . . . . . 51 Pyromaître Inc. (800) 231-7976. . . . . . . . . . . . . . 38 Radcliff Wire (860) 583-1305. . . . . . . . . . . . . . 25 RK Trading (847) 640-9371. . . . . . . . . . . . . . 53 Seneca Wire/FENIX, LLC (419) 435-9261. . . . . . . . . . . . . . 30 Simplex Rapid (563) 391-0400. . . . . . . . . . . . . . . 3
Las Vegas Business Meeting
©iStockphoto.com/ john eklund
Join SMI at the
September, 2011
SPRINGS Summer 2011 63
Snapshot Gene Huber, Jr. Winamac Coil Spring, Inc.
Company name, city and state: Winamac Coil Spring, Inc. Kewanna, Indiana
Brief history of your company: Our company was started by my grandfather, Walter Pesaresi, in 1948 in the town of Winamac, Ind. In 1953 the company moved to its current location. There were lean years in the beginning, but slowly the springmaking experience of Walter and son Joe, coupled with the business savvy of son Daniel, brought growth and success. Members of the second and third generations currently work together in the business.
Job title: vice president of engineering Birthplace: Winamac, Indiana Current home: Winamac, Indiana Family (spouse, children, pets, etc.): My wife, Sherri, and our five
Gene and Sherri Huber with their five sons (from left): Eric, Kirk, Brock, Ross, and Quinn
sons: Eric, Kirk, Brock, Ross and Quinn.
day; the births of our sons.
What I like most about being in the industry: The fellowship that we have
Anytime I can spend quiet time with my lovely wife.
together and the diverse industries that we are blessed to serve.
Favorite food: Italian Favorite books/author: “Twilight Of Courage”/Brock and Bodie Thoene.
Favorite song/musician: Better Than a Hallelujah, Amy Grant.
Hobbies: Woodworking, skiing (water or snow).
Favorite places: Camping or boating with our family; The Virgin Islands.
Best times of my life: My wedding
64 SPRINGS Spring 2011
A really great evening to me is:
The one thing I can’t stand is: Lack of motivation.
My most outstanding quality is: Care for people.
People who knew me in school thought I was: Happy-go-lucky. I knew I was an “adult” when: I became engaged.
If I weren’t working at Winamac Coil Spring, I would like to: Own a landscaping business.
Role model: Jesus
I would like to be remembered in the spring industry for: Being an innovator.
But people will probably remember me for: Being just another engineer with crazy ideas.
Why Partner With Gibbs?
Our New Service Center in Mexico.
We are very excited to announce the opening of our new facility in Mexico, Gibbs Metals de Mexico, S. de R.L. de C.V. (++ 52 (442) 384–3950). Our seventh distribution center is strategically located to provide customers with quicker inquiry response, even faster deliveries and the convenience of localized Spanish speaking employees.
able and reliable people, innovation and leading edge technology, the lowest total cost and a commitment to customer service and responsiveness beyond traditional expectations. That’s why so many leading companies have chosen to partner with us.
Since 1956 Gibbs Wire and Steel has represented a combination of excellent quality product, knowledge-
The People You Can Rely On For Wire And Strip 1.800.800.4422 www.gibbswire.com Connecticut
Indiana
Texas
California
North Carolina
Ontario
Mexico
FEATURES
▪ Max. Temp.500°C (930°F). ▪ Seamless rolled edge belts eliminate tangled part damage. ▪ Easy opening cover insures part access & easy maintenance. ▪ 24 hour on/off timer provides energy savings & safety. ▪ Alarm for heating element failure and temperature over tolerance. ▪ Stepless belt speed adjustment insures smooth operation. ▪ More than 30 furnace models are available.
Electric Conveyor Ovens OPTIONAL ACCESSORIES
▪ Digital Speed Meter (DSM) ▪ Dual Timer System Controller (DSC) ▪ Solid State Relay (SSR) ▪ SCR Power Controller (SCR) ▪ One Week On/Off Timer (WT) ▪ Cooling Conveyor (HDC) ▪ Electrostatic Air Cleaner (ECO) ▪ AIAG-CQI9 specification capability ▪ Motor Monitoring (MM) ▪ Memory Card Recording (RS485) of Temperature and Belt Speed ▪ Wireless Recording of Temperature and Belt Speed for Multiple Ovens (WL)
ALSO CHECK OUT:
HB Series Box Ovens
HF Series Spiral Ovens
www.formingsystemsinc.com www.spring-testers.com
COILERS – FORMERS – BENDERS – GRINDERS – OVENS – TESTERS – VISION SYSTEMS