Springs summer 2013 vol 52 no3

SUMMER 2013

A Publication of the Spring Manufacturers Institute / Vol. 52, No. 3

THE INTERNATIONAL MAGAZINE OF SPRING G MANUFACTURE

Celebrating the

FOURSLIDE page 21

Old World Values in a High Tech Era 29 Process Optimization Through Failure Analysis 41 SMI 80th Annual Meeting Recap 54

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President's Message From Steve Moreland

SMI Executive Committee President: Steve Moreland, Automatic Spring Products Vice President: Hap Porter, SEI MetalTek Secretary/Treasurer: Mike Betts, Betts Company Immediate Past President: Scott Rankin, Vulcan Spring & Manufacturing At Large: Steve Kempf, Lee Spring

SMI Board of Directors

Sardines and Springs As a child I remember going on a family vacation to the Northeast U.S. and Canada. While in New Brunswick, our family toured a sardine factory.

Under one roof we watched the process of whole caught sardines being handtrimmed, pickled, packaged and labeled.

I particularly remember three things about the sardine tour. First, it was the smelliest place I had ever been in. I remember my sister got sick from the smell and had to leave the tour with my mom. Second, I remember watching all the ladies hand-trimming the heads and tails off the sardines almost faster than I could see. It was the third memory I have from that tour that is relevant to this issue of Springs. In the midst of this very busy, smelly factory were two old fourslide machines in a corner, cranking out the small wire keys used to open sardine cans.

I distinctly remember my father as he stopped and studied the machines as they manufactured wire keys at a very high speed. My father explained to me how the machines worked, and how amazed he was at the tool design utilized to run those parts. As a child I could not totally comprehend the significance of what my dad was showing me, but I knew it was a big deal.

A lot of years have passed since that tour, but one thing is for sure, the fourslide machine is still a workhorse for wire and strip bending in our industry.

As they say, the “secret is in the sauce,” and for fourslides, we all know the “sauce” is the actual tool design. Granted, you will not find a fourslide machine in every spring company these days, but those who run them understand the manufacturing advantages they often have over conventional presses for forming strip products, especially more complex shapes.

Tooling is often cheaper than an equivalent progressive press die, and the adjustability of the fourslide tooling allows the manufacturer to make adjustments to compensate for the variation in the raw material yield strength.

Additionally, parts manufactured on fourslide machines can often use narrower steel strip widths than parts made on a press. This leads to additional savings and advantages for the fourslide machine.

It is true that the basic design of the fourslide has not changed a whole lot since its introduction. People have added controllers, brakes, electronics and sensors to enhance the machine’s capabilities, but the general concept of four, 90-degree opposed slides coming together around a center post to form the geometry is still exactly the same. I guess you can credit the original fourslide machine designer with developing a forming technology which has truly stood the test of time.

My dad is a really cool guy, and his passionate interest in those two fourslide machines from decades ago in a sardine factory ultimately led to my own passion for the spring industry in general and the fourslide machine in particular. Thanks Dad!

Steve Moreland President, Automatic Spring Products stevemoreland@automaticspring.com

2 / SPRINGS / Summer 2013

Tom Armstrong, Duer/Carolina Coil • Torsten Buchwald, KernLiebers USA • Ann Davey, John Evans’ Sons • Mark DiVenere, Gemco Manufacturing • Chris Fazio, Diamond Wire Spring • Kurt Gillespie, Century Spring • Richard Guimont, Liberty Spring • Gene Huber Jr, Winamac Coil Spring • Miko Kabeshita, Ark Technologies • Charly Klein, Fox Valley Spring • Bill Krauss, Vulcan Spring • Don Lowe, Peterson Spring • Bill Marcum, MW Industries • Richard Rubenstein, Plymouth Spring • Dan Sceli, Peterson Spring • JR Strok, Mohawk Spring • Bill Torres, Gibbs Wire and Steel • Jeff Wharin, Bohne Spring

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

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

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

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

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

Do not reproduce without written permission.

Cover art provided by Tom Malolepsy

SPRINGS / Summer 2013 / 3

Contents

21 FEATURES 21

Celebrating the Fourslide Machine

By Gary McCoy

29

Gus Kollom: Old World Values in a High Tech Era

By Tom Malolepsy

41

Process Optimization Through Failure Analysis

By Jason Sicotte

47

Time to Reconsider Capital Investments?

By Mark Battersby

52

SMI Scholarship Program Awards: $25,000 in Aid for 2013

By Gary McCoy

54

SMI Holds 80th Annual Meeting in Tuscon

By Gary McCoy

59

54

Flashback

Five Mistakes Leaders Unknowingly Make That Scare Employees to Death

By Christine Comaford

33

COLUMNS 17 Be Aware Safety Tips Does Your Lockout/Tagout Program and Employee Training Stand Up to OSHA Scrutiny?

By Jim Wood

19 IST Spring Technology Cautionary Tale: Stainless Steel Heat Treatment

By Mark Hayes

DEPARTMENTS 2 President’s Message Sardines and Springs

7 Global Highlights 14 Regional Spring Association Report 33 Springmaker Spotlight Fourslide Focused: A Profile of Northwest Fourslide

By Gary McCoy

63 Inside SMI 66 New Products 67 Advertisers’ Index 68 Snapshot JR Strok, Mohawk Spring

4 / SPRINGS / Summer 2013

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Global Highlights North America Betts Company of Fresno, Calif. has adopted Betts Spring Manufacturing as the defining brand for its spring manufacturing business. Betts Spring Manufacturing custom designs and manufactures wire, coil and leaf springs for transportation and other industrial applications.

Betts Spring Manufacturing retains its legacy tagline of “Building Well, Serving Better ® Since 1868.” It is one of three operating divisions of Betts Company, a six-generation, family owned and managed business, established in 1868.

“Distinctly branding our spring manufacturing division is part of a strategic initiative to create unique icons and logos which position our business units to better serve current and emerging markets,” said Bill Betts, vice president, Betts Company. “Whether heavy duty trucks, shoes, industrial valves, or passenger vehicles, our springs help improve the ways things move.”

Betts Company announced earlier this year the formation of BettsHD (www.BettsHD.com), the company’s new operating division for spray suppression and fender products. Betts Truck Parts and Service (www.

BettsTruckParts.com) is the company’s division providing parts and service for nearly every application under the frame rail of a medium or heavy duty truck.

Betts Spring Manufacturing is committed to quality in product design and business process as evidenced by achieving ISO 9001-2008 certification. Dedicated engineering resources provide a broad range of services, including custom design or redesign, rapid prototyping, finite element analysis (FEA), production part approval process (PPAP) and first article production samples.

Joe Devany, director of operations, Betts Company, leads Betts Spring Manufacturing in its relentless pursuit of customer loyalty. “Superior quality and rapid delivery are the foundation of our value. Our commitment to continuous process improvement, supported by our excellent supply chain partners, enables us to delight customers across a broad spectrum of markets.”

For more information, visit www.BettsSpring.com, phone 559-498-3304, or email info@BettsSpring.com.

Vulcan Spring and Manufacturing Co. of Telford, Pa., a leading designer and manufacturer of flat steel springs and related assemblies for diverse global markets, has named

Don Jarvie

Don Jarvie to the position of vice president of sales. Jarvie is responsible for directing Vulcan’s global sales efforts in all market segments.

In making the announcement, Scott Rankin, president of Vulcan, stated, “Don brings an exciting amount of experience with small and large companies that can all be used to guide Vulcan to new heights. As vice president of sales he will steer our sales force to better serve our clients and to find new opportunities that will align with Vulcan’s strengths.”

Originally from Rochester, N.Y., Jarvie earned his B.S. in management/marketing from Rochester Institute of Technology, and holds an A.A.S. in optical engineering earned at Monroe Community College. As a dedicated sales professional, with a record of significant achievement, Jarvie brings 25 years of technical sales and sales leadership in a variety of fields, including optics, biotechnology, semiconductor, telecommunications, oil and gas, and manufacturing, to his new position at Vulcan Spring.

For more information, visit www.vulcanspring.com, email sales@vulcanspring.com, or phone 215-721-1721.

SPRINGS / Summer 2013 / 7

Global Highlights

increasingly challenging leadership roles since his career began in 1987. With a B.S. in electrical engineering from Penn State University, and an MBA from Rutgers University, Dellalana strives to apply both analytical and financial skill sets towards enterprise improvements in quality, cost, delivery and safety.

Starting at Allied Signal, Inc. in Teterboro, N.J., Dellalana advanced to positions in engineering supervision and program management. In 1995, he transferred to Allied Signal’s Cheshire, Conn. operation to lead a cross-functional team charged w it h developi ng, qua lif y i ng a nd introducing to production an advanced gyroscope for the MK50 torpedo.

Over the next 15 years the business grew and Dellalana’s responsibilities broadened with it. He assumed roles at the Cheshire facility as engineering manager, continuous improvement manager and director of operations, assisting a sales growth of 400 percent in the period of 1995 to 2009. In 2010, he became vice president of operations at 50+ reasons to select Elgiloy as your exotic alloy supplier.

DRS Technologies in Bridgeport. Relying on his lean and black belt training, and on fact problem solving methodologies and continuous improvement principles, Dellalana guided a hundreds of million dollar business to near perfect on-time delivery, 4x reduction in defects and Strip & Foil Wire & Bar a 10x improvement in safety lost Strip, Foil, Wire and Bar. work days. In his role at DRS his Elgiloy Elgiloy Precision rolled strip: .001 to .100 responsibilities spanned production, Haynes Alloys Hastelloy B3 Wire diameters: .001 to .825 supply chain, facilities, manufacturing Bar diameters: .062 to .750 Hastelloy B3 Hastelloy C22 engineering and quality.

Shaped wire Hastelloy X Hastelloy C276 Dellalana has lived in Monroe 10 lbs to 10 tons, delivered to meet your schedule.

Hastelloy C22 Inconel 600 since 1995 with his wife and three Hastelloy C276 Inconel 601 children. He has a daughter studying To find out more, contact us at wire@elgiloy.com Inconel 600 Inconel 625 at the University of Connecticut and or strip@elgiloy.com or call 888-843-2350. a daughter and son attending Masuk Inconel 601 Inconel 718 High School. Dellalana is eager to lend Inconel 625 Inconel X750 his experience to this new challenge, Inconel 718 Monel Alloys Rolling to Meet Your Schedule and is looking forward to learn from Inconel X750 MP35N Rowley’s experienced staff to enhance Incoloy 800 Nimonic 90 the company’s growth and future.

Alloy L 605 NiSpan C Hickory Springs Manufacturing Monel 400 Rene 41 Company president and CEO Dave Titanium Alloys Alloy 20 CP Grades 1,2,3,4,7,9,11 Colburn took his message of “One A-286 Elgiloy Specialty Metals Company, on the Move, Together” Beta 21S www.elgiloy.com AL6XN t o e m p l o y e e s , announcing a Elgiloy is a trademark of Elgiloy Specialty Metals Rene 41 300 Series MP35N is a trademark of SPS Technologies re-branding initiative that includes Haynes 25 is a trademark of Haynes International, Inc. Stainless the consolidation of a number of brands and divisions under one name, HSM.

Rowley Spring and Stamping Corporation has hired John Dellalana as the company’s new president.

Dellalana most recently worked for DRS Technologies in Bridgeport, Conn., where he was vice president of integrated operations.

Dellalana has a diverse background in engineering, ma nufacturing a nd operations ma nagement, wit h an extensive understanding of lean and continuous i mprovement i n prog ra ms, a nd ha s adva nced i n

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Global Highlights

Hickory Springs Manufacturing Company (HSM) executives (from left): Tim Becker, Todd Councilman, Tony Everett, Brad McNeely and David Duncan.

The name change is supported by a new logo and website (www.hsmsolutions.com) for the global manufacturer of integrated solutions and components to the transportation, furniture, bedding, and a growing number of diversified markets.

“HSM is not just a name,” explained Colburn. “It’s a new way of thinking. HSM represents one name, one identity, one voice and one company with a single-minded dedication to customer needs.”

The announcement of the new name is the culmination of a series of organizational and corporate structural changes announced earlier this year that support the company’s migration from a components supplier to a provider of integrated solutions with a market-focused strategy.

As a result of the name change, some former company names previously associated with Hickory Springs will now become product names. In addition, some existing product brands will remain the same.

In addition to a single, unified HSM brand, the company is also placing greater emphasis on research and development, increasing its engineering staff and leveraging its Corporate Innovation and Research Center, which opened in 2012. These initiatives provide customers with access to the latest materials and manufacturing techniques, helping them achieve their design visions and respond rapidly to changing market demands.

The company’s four new business units — – HSM Transportation Solutions, HSM Bedding Solutions, HSM Furniture Solutions and HSM Diversified Solutions — – serve as the centerpiece of a new business model that will leverage HSM’s core capabilities to develop and execute a business plan for profitable growth of both components sales and integrated solutions to customers in their respective markets.

The four executives tapped to lead these new business units include: Tim Becker, vice president diversified solutions, who has more than 15 years of experience with Hickory Springs, including various positions within wire technology and products and his most recent assignment as vice president of the wire products group; Todd

Councilman, vice president bedding solutions,a 25-year veteran of the foam industry, who has held positions in quality, marketing, sales and plant management before his most recent assignment as general manager of the southeast region; Tony Everett, vice president transportation seating solutions who joined Hickory Springs in January with the acquisition of The C.E. White Co., where he served as president and CEO since 2006; and Brad McNeely, vice president furniture solutions who has been with the company more than 23 years, most recently as vice president new product development.

In addition to these appointments, David Duncan has been named vice president corporate sales. Duncan’s 22 years of experience with Hickory Springs includes roles

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Global Highlights

as area sales manager and national product manager – bedding foam. He most recently served as vice president of the company’s western foam division.

Duncan and the four business unit leaders will report to Lee Lunsford, executive vice president and chief operating officer. In addition to these appointments, the company anticipates future announcements as it builds out its new organization.

For more about HSM, visit www.hsmsolutions.com.

GR Spring & Stamping, Inc. (GRS&S), located in Grand Rapids, Mich., and Automatic Spring Products Corporation (ASPC), located in Grand Haven, Mich., have formed a strategic alliance. The alliance will enable both organizations to leverage each other’s product strengths while allowing for continued focus on core manufacturing strategies.

GRS&S’s capabilities include both progressive and transfer stamping with bed sizes up to 19 feet, value added assembly, welding, gluing, riveting, testing and robotic cell technology. ASPC capabilities include compression, extension and torsion springs, fourslide and stampings up to 200 ton, with vertical integration to support ASPC core competencies.

“ASPC is an industry leader in manufacturing fourslide and spring products,” said Jim Zawacki, CEO of GR Spring & Stamping. “We are looking forward to the many opportunities this alliance will offer both organizations.”

“GRSS is a recognized leader in the manufacture of larger technically difficult stampings and value-add assemblies,” said Steve Moreland, CEO of Automatic Spring Products Corporation. “We are excited about the possibilities that our combined synergies will mean for the marketplace.”

The InterWire Group has named Michael J. Falso as president. He comes to InterWire with more than 17 years of experience in the metal and wire business.

In 1996, Falso started his career in the metal indust ry wit h Phelps Dodge in New York, a major copper producer, selling copper rod to wire and cable companies. He Michael J. Falso then joined Commercial Metals Company in 2003, a Fortune 500 company, importing and distributing copper alloy semi-finished products. Most recently, he worked for MCP Metalspecialties, which is now 5N Plus, running their North American business based in Fairfield, Conn., which specializes in the production and distribution of minor metals.

Falso attended the University of Notre Dame under an Army ROTC scholarship, graduating in 1986 from the College of Science and then served on active duty in the Army for four years. He also holds an MBA in general management from New York University. Falso is married and has three children, ages 11, 15 and 16.

The InterWire Group is the largest distributor of fine quality wire in the United States with eight distribution centers. InterWire was founded in 1981 by Frank Cardile and is headquartered in Armonk, N.Y. For more information, visit www.interwiregroup.com.

Bazz Houston has a n nou nced t hat bot h of its manufacturing facilities in the U.S. and Mexico are now ISO 9001:2008 and AS9100C registered.

AS9100C is t he qua lity ma nagement sta nda rd specifically written for the aerospace industry (aviation, space and defense). The current version of AS9100C aligns the standard with ISO9001:2008 and has extra requirements regarding regulatory compliance and aerospace-sector specific requirements. This standard is recognized by all of the major aerospace OEMs such as

10 / SPRINGS / Summer 2013

Global Highlights

Eaton, General Electric, Bombardier, Rolls-Royce, Pratt & Whitney, and Goodrich.

In obtaining this certification, Bazz Houston continues its mission of continually improving the services it offers to its customers. Other exciting changes have also been taking place, including the continued expansion of its tooling capabilities at both locations, and the addition of new state of the art CNC multi-axis coiling and fourslide equipment. Bazz Houston is also in the process of expanding its overall manufacturing footprint to over 90,000 square feet. This expansion will be completed by the second quarter 2013.

Bazz Houston is a custom metals manufacturer of springs, stampings, wireforms, and fourslide assembly and tooling. Visit www.bazz-houston.com.

The American made movement continues to gain momentum. American Made Matters® (AMM), founded July 4, 2009, has elevated awareness among consumers about the compelling importance of buying U.S.-made products. The organization tripled its membership in the past year, eclipsing 150 companies representing 37 states. Launched by America’s oldest hat manufacturer, Bollman Hat Company, AMM is run by a board comprised of manufacturers who share a vision to grow jobs in the U.S. as well as strengthen communities, protect the environment, build the economy and improve the independence and security of America.

A video narrated by Bollman CEO Don Rongione and filmed by AMM sponsor West Field Films has just been released to facilitate the mission of educating consumers on why American made matters. The video can be viewed at the organization’s website, www.

AmericanMadeMatters.com.

“It is really exciting to see new companies create bra nds dedicated to A mer ica n made a nd matu re companies bringing back manufacturing to the U.S. We are making a difference. It is demonstrated by the increase in manufacturing jobs,” said Rongione.

The AMM logo now appears on tens of thousands of products. The organization has an active and growing following of over 20,000, in social media and subscribers to its newsletter. Online and physical events promoting American made products, encouraging plant tours and an e-commerce store featuring products that contain the AMM logo all serve to help strengthen the organization’s mission, which is to educate consumers that buying U.S.made products strengthens the American dream.

Manufacturers interested in joining, and consumers looking to buy American made products, should visit www.AmericanMadeMatters.com for further information.

Don Hennon

as vice president responsible for the Southwest region, Mexico and Latin America. Hennon will be headquartered in the St. Louis area.

Hennon previously held positions with Allegheny Ludlum as marketing director of precision rolled strip products and Eastern regional sales manager. He also worked with Ulbrich Stainless Steels & Special Metals

Bill Torres, CEO and president of Gibbs Wire & Steel Company, has announced the addition of Don Hennon

SPRINGS / Summer 2013 / 11

Global Highlights

as director of corporate sales and marketing, director of marketing and GM Latin American Operations–Ulbrinox, and global director sales and marketing–Ulbrich Solar Technologies.

Torres said, “We are very excited to have Don join us in this key role. We had the great pleasure of working with Don when he was with Allegheny Ludlum. He has a proven track record of success and has extensive knowledge of metals and our strip products. He is a great addition to our senior management team. ” This addition has allowed Gibbs the ability to realign sales management into three regions, Eastern, Southwestern and Midwestern.

Don Gibbs, vice president of sales and regional sales manager, will be responsible for sales management in the Eastern and Southeastern territories that include Gibbs’ operations in Connecticut and North Carolina. In addition, he will remain very active with large corporate accounts.

Tom Nichols has been promoted to vice president of sales and regional sales manager of Midwest and Canada.

Nichols will be responsible for sales management in the territories served by operations in Indiana and Canada For more information, visit www.gibbswire.com.

The Associated Industries of Massachusetts International Business Council (AIM-IBC) recently announced winners of its 18th annual Global Trade Awards, which recognize Massachusetts firms, institutions and public agencies of all sizes that have demonstrated excellence in international trade. 2013 honorees include EMD Millipore, Kinefac, and LENOX. “Our Global Trade Award winners are exemplary Massachusetts businesses that don’t think in terms of boundaries or borders, but in terms of opportunity,” said Richard Lord, president and CEO of AIM-IBC. “Taking advantage of all that Massachusetts has to offer positions companies like our winners for exceptional global success.”

The three winners of the 2013 Global Trade Awards were honored at AIM’s 98th Annual Meeting on Friday, May 10 at the Waltham Westin Hotel. The event included a keynote address by Massachusetts Governor Deval Patrick.

The 2013 Global Trade Award Winners are: • EMD Millipore, Billerica, Mass. (Middlesex County) – Chairman’s Award: EMD Millipore, the Life Sciences division of Merck KGaA of Germany, offers a broad range of innovative, performance products, services and business relationships that enable customers to succeed in research, development and production of biotech and pharmaceutical drug therapies.

• Kinefac, Worcester, Mass. (Worcester County) Diplomat’s Award: Founded in 1952, Kinefac Corporation is recognized as a world leader in precision metal forming and processing technology, with its tools serving the medical device, aerospace and power generation industries among many others.

• LENOX®, East Longmeadow, MA (Hampden County) - Ambassador’s Award: Originally known as the American Saw & Manufacturing Company, LENOX has been a leader in premium-performance tools such as band saw blades and power tool accessories since its founding in 1915.

For more i n for mat ion, v isit w w w.a i m net.or g/ international.

WESTEC, the premier west coast manufacturing event, will return to the Los Angeles Convention Center, October 15-17, 2013. Produced by the Society of Manufacturing Engineers (SME), WESTEC was previously scheduled as a spring 2014 event, but increased industry demand and participant feedback convinced the organizers to shift the date forward.

For nearly 50 years, WESTEC has built a reputation as the west coast’s premier technological showcase for the manufacturing industry. Generations of manufacturers have used the event as a forum to find cutting-edge

12 / SPRINGS / Summer 2013

Global Highlights

equipment, explore advanced technologies, and learn innovative new production methods to help grow their businesses. Many of the industry’s top equipment manufacturers have unveiled technological breakthroughs at WESTEC—from software, cutting tools, 3D printers to multi-tasking machines.

For more information on WESTEC 2013, visit www. westeconline.com.

International More than 400 companies will exhibit at wire Southeast ASIA 2013, 10th International Wire & Cable Trade Fair for Southeast Asia and Tube Southeast ASIA 2013, 9th International Tube & Pipe Trade Fair for Southeast Asia, to be held from September 17–19, 2013 in Bangkok, Thailand.

As ASEAN prepares for further development with major infrastructure projects, the wire and tube industries remain strong through robust support from the region and around the world. wire and tube Southeast ASIA 2013 are expected to outperform the successful 2011 edition w it h t he pa r t icipat ion of higher profile large international companies, approximately 15 percent of which are first-time exhibitors. Seven country group exhibits from Austria, China, Germany, Italy, Singapore, Taiwan and the U.S. have already been confirmed.

For further information on visiting or exhibiting at wire or Tube Southeast Asia 2013, contact Messe Düsseldorf North America at 312 -781-5180; fax: 312-781-5188; email: info@ mdna. com; visit their website at http:// www.mdna.com; subscribe to their blog at http://blog.mdna.com; follow them on Twitter at http://twitter.com/ WireTube_MDNA. Q

SPRINGS / Summer 2013 / 13

©iStockphoto.com/Scott Hirko

Regional Spring Association Report CASMI Holds Annual Golf Outing Light rain turned to sunshine for CASMI's annual "Member/Exhibitor/ Supplier Golf Outing" on Thursday, June 6 at the Highlands of Elgin (Ill.) golf course. Over 100 golfers were on hand for the event, including SMI president Steve Moreland of Automatic Spring Products.

CASMI’s next event is the “Arlington Day at the Races” at the Arlington Park Race Track in Arlington Heights, Ill. It is open to CASMI members, suppliers and SpringWorld exhibitors. It will be held Thursday, September 19, 2013 beginning at 11:30 a.m.

The SpringWorld 2014 Kickoff Dinner will be held Thursday, October 17, 2013 at Manzo’s Banquets in Des Plaines, Ill. For more information on CASMI events, visit www.casmi-springworld.org.

Left: CASMI president and SMI board member, JR Strok of Mohawk Spring (left) greets SMI president Steve Moreland of Automatic Spring Products at CASMI’s annual golf outing.

Top: The winning team with the lowest gross score at the annual CASMI golf outing, pictured (l-to-r): Joe Pesaresi, Winamac Coil Spring; Rick Ross, Rockford Spring; Joe Szucs, InterWire; and S.J. Banas, Rockford Spring.

Above: The second place team with the lowest gross, pictured (l-to-r): Joe Wesner, Sterling Spring; Tony Pesaresi, Winamac Coil Spring, CASMI golf chair; Mike Malesky, Sterling Spring and JR Strok, Mohawk Spring, CASMI president. Not pictured: Anthony Robertson, Acme Refining.

WCSMA Plans Annual Angels Game Outing Members of the West Coast Spring Manufacturers Association (WCSMA) are invited to attend the annual "A ngels Day Out i ng" sc hedu led for August 3 at Angel Stadium of Anaheim in Anaheim, Calif. The Los Angeles Angels of Anaheim are scheduled to take on the Toronto Blue

14 / SPRINGS / Summer 2013

Jays at 6:05 p.m. Tickets are $25 per person and limited in quantity.

As part of the outing, WCSMA members will gather at 4 p.m. for a tailgate party under the "Big A" sign at the stadium. Look for the WCSMA banner.

To reserve tickets, contact Mark Tiedeman at 562-802-2041 or email mark@tru-form.com.

WCSMA has scheduled its Table Top Convention for October 24, 2013 at the Holiday Inn in La Mirada, Calif.

More details to come.

For more information on WCSMA, visit the WCSMA Facebook page or www.wcsma.us.

©iStockphoto.com/Scott Hirko

NESMA Moves Forward with Technical Education Efforts

By Ted White, Hardware Products

In the last issue of Springs we reported on efforts to coordinate the work being done in Connecticut to improve the quantity and quality of technical education. Let me summarize some of the good things that have taken place on this front since I last reported.

• NESMA president George Fournier of Acme Monaco has continued his outreach to Southington High School.

Sout hington cur rently promotes manufacturing as a viable career path in lieu of college. They have a technical education staff and a technical advisory committee (compromised of area manufacturers, parents and educators) that meet monthly to monitor and discuss the progress of the program.

The committee points out that the average manufacturing salary in the U.S. is currently $73,000 and $84,000 in Connecticut.

• Michael Brault of Ultimate Wi r e Fo r m s h a s me t w it h t h e superintendents of Bristol, Burlington, Plymouth, Southington and Wolcott schools a nd t he Ma i n St reet Community Foundation. In each of these meetings, Brault discussed the technical education programs and how they relate to the needs of the manufacturer. He also facilitated a meeting between the Southington technical advisory committee and superintendent of educat ion for Bristol. And Brault is working on another meeting with Southington

NESMA held its 2013 Trade Show on April 13, which included a post-trade show dinner.

Pictured above are Jeanne Radcliff of Radcliff Wire and Mark DiVenere of Gemco Manufacturing.

High School, Tunxis Community College, and Bristol High School.

• Dr. David C. England, the dean of institutional effectiveness and out reac h at Tu n x is Com mu n it y College, has really embraced these efforts. Dr. England has noticed a growing number of veterans at Tunxis that are looking into a new career.

In an effort to assist veterans and others, he has come up with a 280 hour based manufacturing certificate.

He is now looking for the resources to implement this. He is currently distributing a survey throughout the Bristol area to see if a manufacturing training center is warranted.

• Many NESMA members will attend the upcoming "Manufacturing and Technology Day" sponsored by the state of Connecticut and the Connecticut Business and Industry Association (CBIA). The state of Connecticut

currently has three active bills pending in the legislature: SB 619, which creates a commission tasked with generating a plan to restore manufacturing over the next five years; SB 1079, which increases the manufacturing apprentice tax credit; and HB 5018, which establishes a tax credit for businesses that provide scholarships for manufacturing programs.

• N ESMA is co-sponsoring a Manufacturing Roundtable with our partners, the Central Connecticut Chamber of Commerce, the West Ha r tford Cha mber of Com merce a n d t h e Tr i u m p h G r o u p. T h e purpose of the roundtable is for t he m a nu f ac t u r i ng i ndu st r y to partner with universities to create manufacturing opportunities.

In addition to the NESMA board members named above, Bud Funk, Mark DiVenere, Bill Lathrop, Mark Leahy, Richard Rae, Scott Kirkpatrick, Tim Dudzinski and Lynette Nadeau have all been involved in efforts with these groups to put together a more cohesive plan. We also could not do this without the help of the Central Connecticut Chamber of Commerce's Mike Nicastro, president and Cindy Scoville, vice president of sales and marketing and NESMA's moderator.

It is NESMA's hope that all these efforts will focus educational and governmental programs toward this type of manufacturing education that is so sorely needed. Q

SPRINGS / Summer 2013 / 15

16 / SPRINGS / Summer 2013

Be Aware Safety Tips

Does Your Lockout/Tagout Program and Employee Training Stand Up to OSHA Scrutiny?

By Jim Wood

• • • • • • • • • • • • •

No written or an incomplete written program Lack of energy control procedures No sequence of lockout Lacking an outside contractor portion Lacking guidelines for multiple lock control Lacking guidelines for removing another person’s lock Lacking various lockout devices Lacking lock and key control procedures Lacking a hazard analysis and lockout procedures for each machine Lacking a lock identification procedure Inadequate employee training Failure to conduct periodic inspections of lockout situations Failure to conduct an annual review and certification

There are two frequently cited and least known portions of the lockout/tagout program. One is failure to document the lockout procedure on every machine or

There are two frequently cited and least known portions of the lockout/ tagout program. One is failure to document the lockout procedure on every machine or like types of machinery in your plant. The other frequently cited portion is the lack of a written periodic assessment of your program.

like types of machinery in your plant. This is part of the hazard analysis. You must recognize all forms of energy, including; electrical, mechanical, hydraulic, gravity, water, thermal, chemical, pneumatic and springs under load. Forms of energy should be documented for each machine and either cataloged in the lockout program or, better yet, each machine could be tagged with the various energy sources with instructions on how to lockout that particular machine.

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.

SPRINGS / Summer 2013 / 17

©iStockphoto.com/arenacreative

T

he OSHA Lockout/Tagout standard is nothing new and we have been talking about it for years. Very little has changed with the standard since it was first published, but in the past couple of years there has been a lot of renewed interest by OSHA. It is fast becoming OSHA’s number one money maker.

At least a half dozen cases have come to my attention, with willful initial penalties ranging from $27,000 to $70,000 each. These penalties were levied against companies that did have written programs and employee training. However, the programs were either not detailed enough or employees were not adequately trained according to OSHA inspectors, or the companies were not enforcing the programs. You can have excellent written programs and employee training, but if lockout procedures are not part of the daily maintenance and setup routine, you will be subject to heavy fines should OSHA inspect your facility.

Thousands of dollars in penalties are assessed by OSHA each year for lockout/tagout violations on almost every citation issued. Some typical violations include:

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The other frequently cited portion is the lack of a written periodic assessment of your program. At least two or three times each year, a member of management must inspect a known lockout situation in the plant and document their findings. In a situation where proper procedures were not followed, employees involved must be trained on the spot. Retain this inspection assessment as part of the written program.

All locks must be tagged with the employee’s name.

Always lockout, never tagout, unless it can be proven that a tag can provide protection at least as effective as locks and would ensure “full employee protection.”

Jim’s Regulatory Tip: Don’t forget that the program covers lockout during setup on all machinery.

I recom mend t h ree levels of lockout t raining: Informational training for the general work force; instructional training for those employees that are authorized to perform lockout; and, there should be an additional level of training for those employees performing machine setup. This training would be machine and, in some cases, job specific. I recommend publishing step-bystep machine setup instructions for all machinery or like

18 / SPRINGS / Summer 2013

www.alloywire.com types of machinery in the plant. Post these instructions on each machine. These instructions should advise the employee when and how to lockout the machine they are working on during setup. Each setup employee must be individually trained in these procedures. As you know, there are times during setup that the machine must be under power and the employee must be trained in safe procedures during these periods. There are also times during setup that the machine must be locked out. Q

IST Spring Technology

Cautionary Tale: Stainless Steel Heat Treatment

By Mark Hayes

I

ST regularly receives questions regarding property changes which occur in spring materials during simple stress relieving treatments. For example, a recent IST training course attendee wanted to know why stainless steel behaved differently than music wire. He knew that the outside diameter of music wire springs decreased when heat treated, while the outside diameter increased when stainless steel springs are heat treated. He had also been told to use the same value of the torsional modulus (G) for music wire both before and after heat treatment, but to use a different value of G for stainless steel after heat treatment.

To understand the mechanism causing the increase in outside diameter for stainless steel springs on stress relieving, the metallurgy of the wire drawing process needs to be considered. When stainless steel spring wire is drawn, the microstructure of the rod stock material is austenite, but in every die a little of the austenite is mechanically transformed to martensite as a consequence of the cold reduction. After several reductions in area, the wire will acquire the tensile strength required for springs, and the microstructure will be a mixture of austenite and martensite (it is the latter constituent in the microstructure that makes stainless steel spring wire slightly magnetic).

The spring manufacturer then coils the wire into springs, and thereby imparts a residual stress at the inside surface of the coil. When the spring is heat treated, some more of the austenite will transform to martensite, and the transformation will occur most at the position where the residual stress is a maximum. A volume expansion is associated with this transformation, and the overall outcome is that the spring diameter becomes larger.

It might be expected that this microstructural change would be visible on optical metallography but that is not IST’s experience. Although the percentage of austenite and martensite could be determined by X-ray methods, the percentages of each that would equate to satisfactory/ unsatisfactory spring performance is not known, so there is no point in using these expensive test methods.

It is also the change in the percentage of martensite in the microstructure that causes the moduli (E and G) of stainless steel wire to increase after heat treatment, as the stiffness of martensite is greater than that of austenite. This explains why 316 stainless steel spring wire has a lower modulus than 302, which itself is lower than 631 (17/7PH)—

the last having the greatest percentage martensite — but all three grades have a microstructure which is referred to as “austenitic.” It should also be noted that, if the springmaker makes springs with a small coiling ratio (index), there will be more residual stress and consequently more transformation during heat treatment. The small index spring will have a higher modulus than similar springs, made from the same wire, with larger index.

There is very good guidance about the expected change in the G modulus included in the appendix to the European specification for stainless steel spring wire, EN 10270-3. The values published in this specification are approximate, and depend upon a number of factors. However, IST strongly recommends use of the values in this standard as the best available, and good enough for spring design purposes.

In another training course several delegates were convinced that both their music wire and silicon chromium alloy wire springs would have different microstructures before and after heat treatment, and they wanted to know how this change could be recognized. Their company had the facilities to examine microstructures and one of their automotive customers requested use of the CQI-9 quality procedure. This procedure covers stress relieving of springs, and demands that the metallographic structure produced be examined. However, these delegates were surprised to hear that optical metallography would show the microstructure of music wire, silicon chromium and 302 stainless steel to be exactly the same both before and after heat treatment. For this simple reason, it is IST’s opinion that the CQI-9 quality procedure should not be applied to stress relieving. The procedure is appropriate for spring manufacturers who carry out hardening and tempering or austempering heat treatments, where a significant change in microstructure occurs. Q

Mark Hayes is technical advisor to the Institute of Spring Technology (IST) in Sheffield, England. He is also the principal trainer for the spring training courses that the Institute offers globally. Readers are encouraged to contact IST at ist@ist.org.uk with comments about this cautionary tale, and with subjects that they would like to be addressed in future tales.

SPRINGS / Summer 2013 / 19

20 / SPRINGS / Summer 2013

Celebrating the

FOURSLIDE MACHINE

By Gary McCoy

T

he humble fourslide machine has been in continuous operation for well over 100 years.

In this issue of the magazine we take time to pay homage to this workhorse machine that has been heavily utilized by the spring industry. We also feature a story on Northwest Fourslide (see page 33). The company is one of a handful of SMI members that exclusively produce parts using fourslide machines (see similar article on Bud Funk and Fourslide Spring and Stamping that was published in the Summer 2009 issue of Springs).

Our regular Flashback segment is on Gus Kollom, the founder of Northwest Fourslide (see page 29). It was written by Tom Malolepsy back in 2000.

SPRINGS / Summer 2013 / 21

Fourslides Then and Now While auxiliary pieces have been added to help improve the operation of the fourslide machine over the years, the basic function of the machine hasn’t materially changed since it was first invented in the 1800s.

A fourslide machine continues to be used to form wire or strip metal, primarily for small parts. Basically, four 90-degree opposed cam driven slides connected by gears come together around a center post to form a metal part.

The shafting arrangement allows the work piece to be formed on four sides. A hole near the center of machine is provided to expel the completed part into a parts catcher.

Today’s fourslide machines integrate both stamping and forming operations. Raw material, either strip or round wire, is stamped or blanked in the progressive die section of the fourslide machine. The strip is then fed into the forming section of the machine, where the four tool slides form the part.

According to the article “A History of Springs,” published in the July 2008 issue of Springs, “Many continuing advancements, too numerous to mention, have bounced the spring industry right into the 21st century.

“Among them were fourslide machines, a valuable tool credited to the Baird Co. and Blake and Johnson, earliest producers of fourslide wire forming. U.S. Tool Co. of New Jersey introduced the Multi-Slide® in the late 1920s, and 30

years later, Torin brought out a vertical design of fourslide called the Verti-Slide®.”

Eli Josiah Manville, who lived from 1823 to 1866, was an American inventor from Connecticut who once worked at Blake and Johnson as superintendent of their machinery department.

According to an article about Manville from the Silas Bronson Library in Waterbury, Conn., “He (Manville) patented numerous inventions, most of which were improvements to machinery that made products from metal wire. These inventions stemmed from his earlier work as superintendent of the New England Buckle Company in Waterbury. His first design for what is known today as his Four-Slide machine was developed there in 1855. The Four-Slide machine, also called the Four-Way Automatic Wire Forming machine, automatically cuts and shapes wires into a wide variety of forms. It was the first machine capable of producing safety pins on a large scale. Manville made numerous improvements to it over the course of two decades.”

Manville’s invention of an automatic fourslide machine, was the forerunner of machines that are still in use today.

According to literature produced by U.S. Baird, the company began in 1846 building barrel finishing

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The fourslide machine is one of many inventions during the Industrial Revolution that helped usher in changes to the way metal parts were manufactured.

equipment and special wire forming machines as The Baird Machine Company. “Our first multi-spindle chucking machines were produced in the 1920s, followed rapidly by slide forming machines and Transfer ® Presses.”

Another company that helped develop fourslide machinery is the A.H. Nilson Machine Company that was founded in 1898. Over the years the company has specialized in the development of metal forming machinery.

The fourslide machine is one of many inventions during the Industrial Revolution that helped usher in changes to the way metal parts were manufactured.

Market Shifts One person who has had a front row seat to the changes in the fourslide market over the past 30-plus years is Sherwood “Woody” Griffing. Griffing, vice president of business development for TAK Enterprises in Bristol, Conn., started his career at Nilson in 1981. He later went to Torin, where he worked for one year before spending 20 years at U.S. Baird.

In all those companies he was the product manager for slide forming machines and involved in sales and marketing.

“I would have to say the biggest change is the shrinking of the (fourslide) market,” explained Griffing. “There was not enough business for three companies to be selling fourslides, so U.S. Baird bought Nilson and Torin just

basically stopped building fourslide machines. So the market has shrunk quite a bit.”

Griffing says when he first got into the industry, his company sold about 30 machines a year of one particular model. He says in the latter part of his career the company was fortunate to sell five or six machines a year.

Baird Machinery Corp. in Thomaston, Conn. now is the only company that makes new fourslide machines.

Hayden Machinery reached an agreement with the U.S. Baird® Corporation (U.S.B.) to purchase certain assets, intellectual property and the rights to manufacture some of its product lines.

The company now operates as Baird Machinery Corporation and is known by its trade name U.S. Baird®.

Product lines and associated spare parts that continue to be fully supported by the company include: U.S. Baird Multiple Transfer ® presses, U.S. Baird Multi-Slides® and Four Slides, Nilson® slides, U.S. Baird Chuckers, U.S. Baird SprinGenerator ®, U.S. Baird/Henderson tumbler, U.S. Baird Slide Feed, and U.S. Baird Pay-off.

Charlie Book works in sales for U.S. Baird and Hayden Machinery. He says the company is doing a brisk business in spare parts to support older U.S. Baird and Nilson machines, but is also starting to see more new, refurbished and remanufactured machines sold.

SPRINGS / Summer 2013 / 23

“There’s a lot of older machines still in service,” explained Book. “Our parts business is phenomenal because people are repairing these older machines.”

Using the original castings, Book said a remanufactured fourslide machine includes all new parts and “the machine is brought up-to-date with all the new mechanical advantages, along with all the new electronic and safety components.”

For rebuilding fourslide machines, the company inspects the machine and only replaces the parts that are worn. The company offers a limited warranty for a rebuilt machine. For a remanufactured machine, Book says “it is like getting a new machine warranty.”

Griffing says while many will go to Book’s company to obtain parts for U.S. Baird and Nilson machines, “a lot of companies have had to make their own parts.” He says many have good records and documentation, “so if they break a slide or something they can go to a local machine shop and have it made.”

Griffing’s company has 13 fourslide machines in operation for the contract manufacturing work they do.

TAK also sells some turnkey systems for the wire industry such as servo feeds, pneumatic feeds and cut systems. The company specializes in small, fine wire.

Still Going Strong The amazing part about fourslide machines is the number of older machines that are still in service.

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During his time working directly for three companies that made the machines, Griffing saw fourslides in operation that date back to the ‘20s and ‘30s.

Displaying even more longevity, Book knows of a fourslide machine in operation in Texas that is more than 100 years old.

“The gentleman who owns the machine just bought gears for it recently,” said Book. “He makes a hook for the oil field industry.”

Book said in the past, fourslide machines were heavily used in the electronics and automotive industries. “Now the big users for the fourslide are still in electronics, but for higher end products and using more exotic materials,” he explains. “The other (big user) is the medical industry.”

Book says the aerospace industry is also using a lot of fourslide machines to produce parts.

“We’re also seeing a resurgence in automotive business to larger shops that are able to handle the new standards and requirements,” he said.

“The other business that was always out there for the fourslide business was the ammunition and gun industries,” explained Book. “We’re seeing a huge resurgence in that, not only in fourslide but also in our transfer press business.”

He cites Smith and Wesson as an example, a company that saw sales increase by more than 40 percent in 2012.

In terms of the best uses for fourslides, Book says wire strip products are ideal for things such as exotic wires for heart probes.

“With the strip, let’s face it, the quantities are not there anymore,” explained Book, “so if you tool something progressively your tooling costs could be $50,000 to $100,000. If you do it on a press inside a fourslide machine, it’s like $10,000 to $20,000.”

Book says the drop in the quantity of parts produced is dramatic. “Ten million parts are now one million, while one hundred thousand parts is now 10,000.”

He says the good thing about a fourslide machine is the ability to easily adapt to smaller quantities.

The lowering of part quantities is reflected in U.S. manufacturers who are less willingly to make large volume purchases due to frequent product design changes and a commitment to just-in-time (JIT) inventory practices.

Griffing also attributes some of the drop in fourslide production to work going offshore. “It’s a matter of the market shifting elsewhere for cost reasons and so forth,” he explained.

Book says “common parts” that were made on fourslide machines have gone away. He cites Mexico and South America as the locales where those types of parts are now made. “People aren’t going to pay big money for pale handles and that kind of thing.”

He says the common parts business has gone away and there’s no reason for it to come back to the U.S.

Book says the production of some higher end products on fourslide machines did shift overseas to places like China and India. He believes that trend has slowed down and sees more reshoring work coming back to the U.S.

Fourslide is not Dead Back in the winter of 2012, a discussion started among members of the SMI group on LinkedIn regarding fourslide machines and whether they were now obsolete.

The answer among SMI members both then and now was “no.”

Tim Morris, president, James Spring & Wire Company, said he stands by the statement he made back then. “On the contrary, they (fourslides) are very much alive and well as far as I’m concerned. Our 12 machines are highly utilized. I think there will always be a use for this type of machine.”

Hale Foote, president, Scandic Springs, Inc., utilizes both fourslides and presses in his operations.

“It’s a great advantage to be able to tool a new part for the process it fits best,” said Foote. “Since we are spring companies, we all know that grain direction is often very important to the operation of the part. Plus, the material consumption is often much less in a fourslide process.”

Foote says most of the parts that Scandic stamps on its progressive or compound dies are of higher value than fourslide parts. “One easy distinction is size,” explained Foote. “The stamped parts tend to be larger, with lots more material used. There is also more in-die work, like tapping, that we do in the stamping department.”

He said fourslides will always be part of Scandic’s operations, but greater profits can be made from stampings.

“The positive spin I would put on it is that being able to offer this process helps open the door to customers we would not otherwise engage with.”

Though he can’t name names, Book says he’s witnessed several spring companies adding fourslide machines to

The amazing part about fourslide machines is the number of older machines that are still in service.

During his time working directly for three companies that made the machines, Griffing saw fourslides in operation that date back to the ‘20s and ‘30s.

SPRINGS / Summer 2013 / 25

their operations. He says the move was not necessarily to pickup new customers, but to satisfy their current customer base.

He said for many of these companies it was an opportunity to expand their product range and make their current customers happy by being more versatile.

Book explained that one of his customers used to buy fourslide parts from another company because the customer primarily made coil springs. He told Book, â&#x20AC;&#x153;I donâ&#x20AC;&#x2122;t want to do that anymore. I want to buy it from myself.â&#x20AC;?

Former SMI president Reb Banas, president of Stanley Spring & Stamping in Chicago, says the companyâ&#x20AC;&#x2122;s fourslide division has actually picked up lately, â&#x20AC;&#x153;but nowhere near where we were 10 to 15 years ago. â&#x20AC;&#x153;Ou r sta mping division wit h prog ressive dies continues to ďŹ&#x201A;ourish as we continue to add new stamping presses at this time,â&#x20AC;? Banas explained. â&#x20AC;&#x153;Conversely, we have plenty of slides and excess capacity.â&#x20AC;?

Banas has seen some slide forming shift to Asia and elsewhere as a â&#x20AC;&#x153;commodity driven segment.â&#x20AC;?

Meanwhile, Matt Eggemeyer, vice president and chief operating ofďŹ cer for Keats Mfg. Co., said fourslides continue to play a strong role at Keats.

"Even though new slides are not made any more, there are many in active use throughout North America,"

explained Eggemeyer. "We (Keats Mfg. Co.) have over 100 fourslides and multi-slides in Illinois and Texas. We are able to produce very complicated metal stampings and wire forms. It is important to maintain them annually (replace bushings, etc.) and continue training employees on the speciďŹ c skills associated with these machines. If you do that, you can expect the same tolerances as a press.

There are many applications that can't be made in any other machine, or as economically."

GrifďŹ ng says thereâ&#x20AC;&#x2122;s still a viable use for fourslide machines. He says while some business has shifted to CNC wire forming machines for wire parts, he believes a strong future still exists for making strip components on fourslide machines where stamping and forming is needed.

He says whether a company uses a transfer press, a CNC wire former or a fourslide machine to make parts, it comes down to choosing the right machine based on the complexity of the part.

A Dwindling Knowledge Base Many in the industry recognize that the knowledge base for working on fourslide machines has dwindled.

GrifďŹ ng says if his company needs a fourslide setup operator or technician, â&#x20AC;&#x153;we try to ďŹ nd someone with a good mechanical aptitude and train them.â&#x20AC;?

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“It’s hard to talk to someone and say, ‘I’m going to sell you a machine, but it’s exactly the same machine you’ve been running for the past 30 years.’ They’re not going to take to that well. If I can offer some advantages, then they’re interested.”

While formal education has nearly gone away for training on fourslide machines, Griffing says in Bristol, where TAK Enterprises is located, “there’s a school trying to give kids exposure.”

Book sees the same trend on all the different types of machines they manufacture and support with parts, not just fourslides.

“My generation told our kids to go to college and sit in front of a computer,” lamented Book. “There’s no one who wants to get their hands dirty anymore. So there’s a gigantic void there.”

Tom Malolepsy of Nor t hwest Fou rslide, who’s featured in our Springmaker Spotlight, is quite aware of the challenge. He’s active in trying to recruit the next generation into the fourslide business. Northwest Fourslide participates in an internship program with a local college, works with the state of Oregon on an on-thejob training program and hires through a summer works program helping high school students land jobs.

Recently shipped Nilson Model 1-FB

The company just finished shipping two transfer presses, and are currently building two more. Book also anticipated an upcoming order for multiple new fourslide machines.

As we celebrate the fourslide machine, one has to think that Eli Josiah Manville, if he were still alive today, would be happy to know that his invention is still going strong. Q

The Future Ahead It doesn’t appear that the fourslide machine business will be going anywhere fast, though Book says selling a fourslide machine is often difficult.

“It’s hard to talk to someone and say, ‘I’m going to sell you a machine, but it’s exactly the same machine you’ve been running for the past 30 years.’ They’re not going to take to that well. If I can offer some advantages, then they’re interested.”

Book explained that his company has been doing some experimental work on fourslides.

“We have a new feed system on the Nilsons and we are playing with other feed options. What we’ve tried to do is keep the integrity of the machine and the quality of the machine intact, but to keep our prices in line.”

SPRINGS / Summer 2013 / 27

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.

Securities or offered 28distributed / SPRINGS /by Summer 2013 through ING Financial Advisers, LLC (member SIPC) or other broker/dealers with which is has a selling agreement.

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Flashback

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By Tom Malolepsy, Northwest Fourslide

©iStockphoto.com/-Oxford-

(Editor’s note: This article was originally published in the Winter 2000 issue of Springs. August "Gus" Kollom was the founder and CEO of Northwest Fourslide, Inc. Kollom passed away on December 18, 2006. See related article on Northwest Fourslide on page 33).

ach morning, Gus Kollom walks through his gleaming, modern shop in Sherwood, Oregon. Typically, he will talk and exchange ideas with any number of his 42 employees, who are busy manufacturing precision metal stamped parts or wire forms.

He fondly thinks back to when he first opened for business 20 long years ago, in a spare garage bay, by himself, with just one fourslide machine for company.

Actually, his story starts much earlier than this. He was born August Kollom in central Estonia, a small Baltic country with a population of just over one million. At a very early age, Gus was introduced to tooling and mechanics by his father, who was the village blacksmith. His father also instilled in him respect for authority, to approach work with passion, have attention to detail and always help those less fortunate. Times were poor. However, Estonia enjoyed its freedom, and the fair-haired boy was happy.

E

SPRINGS / Summer 2013 / 29

D

espite its size of more than 40 employees, the family feeling of the early days is still present. Gus knows that people, not machines, produce parts. Everyone is equally important to the quality and success of the company. All employees are salaried and share equal bonuses regardless of position. The birthday celebrations and company outings help bond employees and, as a result, turnover is low and performance is high.

30 / SPRINGS / Summer 2013

This all drastically changed just prior to World War II. Both Russia and Germany vied for Estonia's port on the Baltic Sea, and foreign armies traipsed and battled for position. Gus and his brother were reluctantly drafted into opposing armies and went separate ways. At the first opportunity, Gus risked all to escape in a fishing boat to the neutral country of Sweden. This was just before the Iron Curtain fell on Estonia, erasing it as an independent country for the next 50 years.

Gus had to start over at the age of 19. Without the support of family and money, lacking even clothes or knowledge of the Swedish language, Gus worked hard by day and studied at night. Over time, he eventually earned his degree from the Stockholm Technical lnstitute and found employment with Ericsson Electronics. He even worked on one of the first computers in 1953 and started his own toolmaking business. ln the late '50s, Gus moved to Canada to reunite with his sister. Again, with little financial resources or command of the English language, Gus's perseverance and hard work led to employment with a top electronics company.

In the early '60s, Gus met his present wife of 37 years, Malle, who was involved with computer programming at General Motors Corporation in Detroit, Mich. When the opportunity arose, Gus and Malle moved to the Bay area of California to participate in the setup of the new GM plant.

Together with their daughter, they made Fremont, Calif. their home. Gus started as the tooling foreman for GM and advanced to become the tooling process engineer.

At age 54, when most executives start to think about retirement, Gus once more jumped at the chance to move, this time to Oregon to start a business with a partner.

When the partnership did not materialize, Gus was left staring at an unfamiliar beast — the fourslide machine in that aforementioned garage of 20 years ago. He dug in and began to work with and understand the machinery.

Soon, he was building his first tools, producing parts and shipping orders.

At first, some financial institutions and suppliers were reluctant to deal with such a small shop headed by an owner with a European accent. However, Gus had been true for all those years to the companies that gave him a chance (he has even had the same barber). Due to this loyalty, he was able to form strong partnerships for his business.

In the same way, engineers for local manufacturing companies began to spread the word about the quality and on-time delivery of this small shop. In 1982, Northwest Fourslide and its three employees moved into their own 2,000-square foot facility. As the customer base grew, Northwest Fourslide kept building, outgrowing and moving into new facilities. New construction projects

occurred in 1987, 1991 and 1994. ln 1997, it was ďŹ nally time to build the current location of 50,000 square feet in Sherwood, Oregon.

Today, Northwest Fourslide provides services to a wide variety of industries, such as computer, electronics, telecommunications, security, dental, medical and hardware.

Despite its size of more than 40 employees, the family feeling of the early days is still present. Gus knows that people, not machines, produce parts. Everyone is equally important to the quality and success of the company.

All employees are salaried and share equal bonuses regardless of position. The birthday celebrations and company outings help bond employees and, as a result, turnover is low and performance is high.

Fresh fruit and cookies are available daily in the clean, well-equipped lunch room. Each night, staff clean up the shop to keep the environment safe and tidy. Recently, Jim Wood, SMI regulations compliance manager, visited Northwest Fourslide and pronounced Gus's shop among the cleanest and safest he has audited in North America.

Gus comes from a background where a handshake is as good as a binding contract, a pat on the back is a reward for good work, a promise is made only if it can be met and tardiness is not tolerated. He saw what worked and didn't work in a large corporation and used what he learned to mold his own company. From its beginnings, Northwest Fourslide's quality work has been its best advertisement.

Clearly, Gus Kollom's company is an example of how old world values can lead to success in an era of high technology. Q

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FOURSLIDE FOCUSED A Profile of Northwest Fourslide

By Gary McCoy

N

orthwest Fourslide, located in Sherwood, Oregon, a suburb of Portland, is one of a few SMI member firms that focus exclusively on manufacturing parts using fourslide machines. Company president Tom Malolepsy says being a fourslide-focused company is one of the reasons he appreciates being part of the spring industry.

SPRINGS / Summer 2013 / 33

34 / SPRINGS / Summer 2013

“I really like the fact that the fourslide, which was invented by a toolmaker during “I really like the fact that the fourslide, which was the Industrial Revolution in the United invented by a toolmaker during the Industrial States, is still so applicable today for Revolution in the United States, is still so manufacturing high precision, low cost parts for high tech industries,” said Malolepsy. applicable today for manufacturing high precision, As he points out, the fourslide machine low cost parts for high tech industries.” hasn’t really changed much since the company started in 1979 by his uncle, the late Gus Kollom (read more about Gus in our Flashback article on page 29).

To make up for the loss, Malolepsy said they diversified “There are some electronic feeds and safety features now, but basically it (a fourslide) is the same machine,” explained into other industries such as medical, aerospace, and Malolepsy. “Whereas other machines are changing all the automotive. Then, when the economy slowed down in the U.S. in 2009, Northwest Fourslide focused on providing time, the fourslide is a mechanical workhorse.”

Malolepsy says having people understand fourslide prototyping and low volume services.

The company has 33 fourslide machines and over 30 technology is an ongoing challenge for Northwest Fourslide. The company offers “lunch and learn” seminars employees. With a drop off in high volume electronics for potential clients and also invite customers to their work, the company now has fewer machine operators.

In terms of their business philosophy, Malolepsy says facility to see the machines in action.

He says mechanical engineers who visit Northwest a quote on their website summarizes it well: “Quality Fourslide go “bonkers” over the technology. “It’s like Willy is the essence of our business success.” He says quality Wonka with everything moving,” explained Malolepsy doesn’t just pertain to parts, which is what customers expect anyway; it extends to the quality of their work with a chuckle. “They’re amazed.”

Malolepsy also takes a video with him on the road to env i ron ment, a nd how t hey t reat customers a nd show potential clients at trade shows or for sales calls. employees. “It’s an overall quality in everything we do.”

The video, with classical music in the background, is Northwest Fourslide has been registered to ISO standards also on their website at http://www.nw4s.com/fourslidemachine-video.htm “If we can get the word out there about fourslide, there’s work to be gotten. It helps once people understand the e in a d a M ric advantages and limitations of the machines.”

Ame One of the funny parts about being fourslide-focused is the way the company name has been spelled. Malolepsy says he’s made a hobby of collecting the ways in which Northwest Fourslide has been misspelled.

“Nort hwest Four Slice. Nort hwest Floor Slide.

Northwest Forest Life. Northwest Porch Light. You tell me • For all applications with ranges from when to stop, I’ve got 100 of these,” Malolepsy laughingly .003”–.750” wire diameter. told me in a recent phone interview. “That shows we’ve • Extensive inventory ready to ship got a 150-year-old technology that is not well known, with over 1.5 million parts in stock, especially on the West Coast.” including die springs.

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A Tradition of Quality Since Nor t hwest Fou rslide sta r ted, Ma lolepsy estimates they have built one new tool a week to amass a total of over 1,500 tools. “And we continue to expand our knowledge base.

“We are a fourslide specialist and do some really precision, difficult parts that probably a lot of other companies would not want to take on. In fact companies with their own fourslide machines send fourslide work our way for this reason…our expertise.”

He says when high volume work went overseas, Northwest Fourslide had to figure out a way to make money on lower volume work.

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Parts washer at Northwest Fourslide

36 / SPRINGS / Summer 2013

since 1996 and is working on aerospace “To me, success is people staying with the certification. business and feeling like they are part of the Malolepsy says the work environment at Northwest Fourslide was shaped by his uncle, family. That feels really good. And it feels really who had worked many years in the corporate good when we can offer bonuses to our employees world and saw what did and didn’t work.

“We have monthly meetings and bring in to reward them for their commitment.” pizza and celebrate birthdays,” said Malolepsy.

“We keep our employees up to date on what the company is doing as far as which way it is headed. We share family. That feels really good. And it feels really good when we can offer bonuses to our employees to reward a lot of information with them.”

Northwest Fourslide has many long term employees. them for their commitment.”

Northwest Fourslide recognizes employees in five“That’s actually critical to fourslide,” said Malolepsy. “The setup, the tool making and running quality parts. It’s all year increments of service with a monetary reward. Key employees attend SMI conventions. contingent on experience.”

Malolepsy says the other area where his uncle was That’s why Northwest Fourslide has invested heavily proactive was maintaining a very high quality, clean in their employees.

“We talk about fourslide machines, but really it’s and safe work environment, and clean equipment. “Our the people, not the machines, that drives the success of customers have been known to say: ‘You can eat off the fourslide,” said Malolepsy. “The knowledge, the creativity floor at Northwest’s shop.’”

He points out that the pictures on the company’s and the experience with fourslide leads to problem solving.

This requires an experienced and supportive management website accurately portray the actual look of their shop team which we have with Jan Mellinger as vice president floor. “They weren’t taken when the building was new or have been doctored up for the photo shoot. There is no and Mark Ver Halen, our production manager.”

Northwest has a plaque on the wall that shows janitor, and employees take pride in cleaning up their employee start dates. “To me, success is people staying work area at the end of each day.” with the business and feeling like they are part of the

SPRINGS / Summer 2013 / 37

management world before deciding to join the family business.

Malolepsy relocated to Oregon in 1992 to work with his uncle in what he describes as a “long-term” succession plan. He had the chance to work with Kollom up until his death in 2006. “I appreciated the opportunity to have a great mentor,” he thoughtfully stated.

Left: Tom relaxes with his wife Katalin.

Without a background in the spring Right: Tom's daughter Natalia is an aspiring industry, Malolepsy said he was able to singer. Opposite page: Tom at work grow in his knowledge of the business over the 14 years he worked with his He says the Northwest customer base has been built uncle. Malolepsy said he was able to bring to Northwest his background in computer-aided design (CAD), computers, on the company’s reputation for quality. systems and facilities to put in shop systems for the company and to implement CAD in design work.

Long-Term Succession Kollom’s wife, Malolepsy’s aunt, Malle, manages the Malolepsy did not start out in the fourslide business, though he made trips to Oregon from his home in southern LLC for the building and Kollom’s grandchildren have Ontario, Canada, to visit his aunt and uncle. “I remember when worked in the business during summers. he started the business with just two fourslide machines in a garage, and watched its growth,” explained Malolepsy. “So I Family/Music was aware of what fourslide technology was all about.”

When he’s not busy running t he operations at Earning a couple of degrees in Canada, including one Northwest Fourslide, Malolepsy enjoys working out and in environmental studies/architecture from the University playing golf, which he says “is a sport I had to pick up to of Waterloo, Malolepsy worked in the corporate facilities go the SMI conventions. Now I enjoy it.”

In addition, Malolepsy plays and listens to music. Along with his wife of 25 years, Katalin, who is a songwriter, the Malolepsys are involved in the management of their 18-year-old daughter Natalia’s music career.

Natalia, whose stage name is Natalia Malo, is a singer/ songwriter. She signed a record contract with Spicy G Records in Los Angeles and has her own YouTube channel at www.youtube.com/user/nataliamalomusic. She states on her YouTube page: “I’m a young aspiring artist working towards my goals in music. I have been singing, writing and composing my own music since the age of nine.”

Malolepsy describes his daughter’s music style as “acoustic pop.” Helping manage Natalia’s career is like running a small business, relates Malolepsy, but he says the music business is different than manufacturing.

“Music industry types tend to be intuitive right brain thinkers versus more logical left brain types in manufacturing,” he relates with a chuckle. “Both are very demanding though!”

Due to the return of business to the U.S. through reshoring, Malolepsy is optimistic about the future of manufacturing.

“Unfortunately, industries like springs don’t garner much attention from politicians. We don’t seem to get much benefit from Washington,” he says. “Yet we’re instrumental in supporting many Fortune 500 companies.”

Malolepsy is quite active in trying to recruit the next generation into the fourslide business. The company participates in an internship program with a local college,

38 / SPRINGS / Summer 2013

â&#x20AC;&#x153;I keep looking for that diamond-in-therough employee who has potential along the way to become a junior toolmaker or fourslide setup operator,â&#x20AC;? says Malolepsy of his job related programs. works with the state of Oregon on an on-the-job training program and hires through a summer works program helping high school students land jobs. â&#x20AC;&#x153;I keep looking for that diamond-in-the-rough employee who has potential along the way to become a junior toolmaker or fourslide setup operator,â&#x20AC;? says Malolepsy of his job related programs. â&#x20AC;&#x153;Currently we have some young people in fourslide.â&#x20AC;?

Malolepsy is an unabashed promoter of a fourslide career. â&#x20AC;&#x153;If you are mechanically minded, with attention to detail, and a willingness to be a lifelong learner; thatâ&#x20AC;&#x2122;s what fourslide requires,â&#x20AC;? says Malolepsy of the path forward in the industry. â&#x20AC;&#x153;If you treat your position as not just a job, but as a career, you become an invaluable employee, the type the company wants for the long term.â&#x20AC;?

Malolepsy believes fourslide is a craft which requires both hemispheres of the brain (art and science) to achieve success. Q

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For over 25 years, Zapp has been providing the spring industry with the highest quality, best performing products which far exceed the industry standards. Our state-of-the-art mill facility located in Dartmouth, Massachusetts, offers a convenient supply chain that insures continuity and reliability.

At Zapp, no matter how we slice it, our precision quality and outstanding customer service always shine through.

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40 / SPRINGS / Summer 2013

Process Optimization Through Failure Analysis

By Jason Sicotte, Associated Spring

T

he design goal of any spring is to absorb and return energy repeatedly without failure.

Through years of experience, testing and data collection, it is fairly easy to estimate how many cycles a spring will survive before fracture for a given material grade and processing (i.e. stress relieving, shot peening, pre-setting, etc.). Inevitably, designers push the limits of stress for a given material and process, typically to optimize packaging or spring weight.

In this situation, if a spring fails

prematurely during testing, there is an opportunity to perform a detailed failure analysis â&#x20AC;&#x201D; the results of which can be used to guide process optimization to improve durability.

In this article, Associated Spring, a world-class provider of engineered springs, prov ides a case histor y detailing how failure analysis can be used to optimize manufacturing processes for enhanced fatigue life.

In general, it is useful to consider the four inputs to fatigue life. In no particular order of importance, they include:

SPRINGS / Summer 2013 / 41

Figure 1: Stereo microscope image showing a classic fatigue halo.

1.

2.

3.

4.

Applied stress Material fatigue resistance Residual stress Geometric stress concentrators

The intent is not to use these factors in a quantitative calculation, but rather to guide failure analysis and fatigue life optimization. These four factors can be further explained in the following ways: • Applied stress includes the design stress, amplification from spring surge or dynamics, Hertz contact stress, etc.

• Material fatigue resistance includes tensile strength / hardness, microstructure, grain size, etc.

• Residual stress is the internal stress imparted by forming, heat treating, shot peening, etc.

• Geometric stress concentrators include any feature which may locally increase the stress, most common material surface defects, non-metallic inclusions, or spring manufacturing induced concentrators such as tool marks.

Ideally, to validate a new design, application, material or process, the

42 / SPRINGS / Summer 2013

springmaker or customer will be able to perform fatigue testing which matches the expected use as closely as possible. In the case of extended life applications, this may be time or cost prohibitive, so accelerated testing at higher stress levels can be used.

Here, caution must be exercised as a higher applied stress may induce

a failure mode which will not be experienced in normal usage. One example of this is high stress, creating a surface-initiated fatigue crack on a shot peened spring, when possibly under expected stresses the crack would initiate subsurface. Regardless, assuming the fatigue test mimics actual use, it is possible to design an improved process based on failure analysis results.

The goal of failure analysis is to identify the fatigue crack initiation site a nd t he root cause of crack initiation. The complete topic of failure analysis is expansive and well beyond the scope of this article; however, in general, failure analysis uses progressively higher magnification instruments to find and study the crack initiation.

The t h ree t y pica l deg rees of imaging include f irst na ked eye observation, then stereo microscope analysis, and last, if needed (and available), study with a scanning electron microscope. This should be su f f icient to pi npoi nt where the crack initiated on the fracture surface, provided there was no post failure damage. Other tools which are commonly utilized, as needed,

Figure 2: Scanning electron microscopy image showing the fatigue crack initiation site 225 microns below the surface. No non-metallic inclusions were present.

Figure 3: Residual stress vs. depth, plotted over the SEM fractograph.

i nc lude m ic r oh a rd ness test i ng, microstructural analysis, and possibly x-ray dif f ractomet r y to measu re residual stresses.

Case History — Associated Spring: Engine Valve Spring In this case, an engine valve spring was being tested on a dynamometer for a d iesel ma r i ne applicat ion.

The spring fractured prior to test completion a nd was a nalyzed to determine the cause of failure, guided by the four fatigue factors previously discussed. The spring fractured in one location, 3.2 coil turns from the front end. Examination using a stereo microscope indicated that the fatigue crack initiated below the spring ID, as shown in Figure 1.

Further analysis was performed using a scanning electron microscope.

As can be seen in Figure 2, it was confirmed that the fatigue crack initiated approximately 225 microns below the wire surface, in the absence

of any stress concentrators such as non-metallic inclusions. The material strength was verified by measuring the microhardness and was found to be about 595 HV (55 HRC). This is normal for a CrSiV alloy spring which is well processed.

The residual stress was measured using x-ray diffraction to quantify the effects of shot peening and stress relieving. The spring was found to have good compressive residual stress from peening and a normal level of tensile residual stress resulting from coiling and stress relieving. When graphically presented over the scanning electron image (Figure 3), it can be seen that the fatigue initiation depth corresponds with the depth where peening compressive residual stress disappears and only tensile residual stress remains (approx. 225 microns).

I n s u m m a r y, t h e a n a l y s i s concluded that this was a normal well processed spring with no material or processing deficiencies. However,

it can also be concluded that if the tensile stress at the initiation depth was reduced or eliminated, the spring would have a longer fatigue life. This provides the opportunity for process optimization.

The process optimization goal in this case is to eliminate the detrimental subsurface tensile residual stress without negatively impacting other cont r ibutors to fat ig ue, such a s geometry, material strength, or creating any stress concentrators. Given these constraints, Associated Spring has developed several unique processes which can either eliminate that tensile residual stress or, if needed, introduce a significant compressive residual stress at that depth. Figure 4 shows the residual stress profiles resulting from these optimized processes.

The precise details of the different optimized processes will be presented in a future article. However, the point is that all were developed to eliminate the “weak link” which resulted in

SPRINGS / Summer 2013 / 43

Residual Stress Depth Profile 400 – 300 – 200 – 100 –

Residual Stress (MPa)

0 – 0 -100 –

50

100

150

200

250

-200 – -300 – -400 – -500 – -600 – Conventional -700 –

Process A

-800 –

Process B Process C

-900 –

Process D -1000 – -1100 – Depth (Microns) Figure 4: Residual stress vs. depth comparing a conventionally processed valve spring with 4 unique optimized processes, which eliminate the subsurface tensile stress from coiling.

premature failure in this case history.

Ultimately, Process A was chosen and applied to this spring, allowing the customer to achieve the durability goal without having to change the spring design or material.

With a strong comprehension of the mechanics of fatigue life, this concept can be readily applied to any type of spring, or for that matter any product subjected to fatigue. Similar

case histories exist where this has been applied to Belleville washers, torsion springs, power springs, fuel injector springs, flapper valves and others. Ultimately, the goal of process optimization is first to develop one or more technical solutions to improve fatigue life guided by the failure analysis, then decide which option is most robust and cost competitive. Q

Jason Sicotte is the new product and process engineering manager at Associated Spring while also directing the Materials Engineering laboratory. During the last 19 years in the spring industry he has gained valuable experience analyzing failures, designing new products and working closely with wire and steel mills on process improvements.

Sicotte holds several patents and has formerly been a guest speaker to IVSWMA. To contact Sicotte, email: jsicotte@asbg.com.

44 / SPRINGS / Summer 2013

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By Mark E. Battersby

T

hanks to the American Taxpayer Relief Act, spring manufacturers, business managers, executives, or owners who have hesitated or postponed making capital investments because of the recent economic downturn might now want to reconsider. Using those tax incentives for large purchases, including equipment acquisitions, just became easier and less expensive.

Those incentives include a unique first-year write-off for so-called Code Section 179 equipment and property.

The tax break that allows profitable spring manufacturers and businesses to write-off large capital expenditures immediately — rather than over time — has also been resurrected to allow a 50 percent “bonus” depreciation deduction for property placed in service through 2013.

Basic Depreciation Basics Under our ta x laws, spring manufacturers and businesses have long been entitled to deduct a reasonable allowance for the exhaustion, wear and tear of equipment and property used in a trade or business, or for property held for the production of income. Depreciation begins in the tax year that an asset is placed in service and ends in the tax year that it is retired from service or is fully depreciated.

Depreciation has many approved forms. The Modified Cost Recovery System (MACRS) is the most commonly used. Under MACRS (and the former standard, ACRS)

the cost or other basis of an asset is generally recovered over a specific recovery period dictated by our lawmakers.

Depreciation based on "useful life" is calculated over the estimated useful life of the asset actually used by the taxpayers and not over the longer period of the asset’s physical life.

The Section 179, First-Year Write-Off The tax rules permit a spring manufacturer or business to treat as an expense a portion of the cost of newly acquired equipment and business property. In other words, an expense deduction is available for spring businesses that choose to treat the cost of qualifying property and equipment, called Section 179 property, as an expense rather than a capital expenditure. Section 179 property generally is defined as new or used depreciable tangible property that is purchased for use in the active conduct of a trade or business.

A dollar limit is placed on the maximum cost of Section 179 property that a spring manufacturer may expense during the tax year. Today, the higher expensing limits in effect in 2011 have not only been reinstated for the 2012 tax year, but extended for expenditures made before December 31, 2013. Thus, a spring manufacturer or supplier can expense and immediately deduct up to $500,000 of the cost of equipment and other business

SPRINGS / Summer 2013 / 47

A spring manufacturer or business will usually reap the greatest benefit from Code Section 179 by expensing property that does not qualify for bonus depreciation such as used property, and property with a long depreciation period.

property acquired in either 2012 or 2013. In an attempt to limit this write-off to smaller operations, the Code Section 179 deduction is subject to a phase-out if total capital expenditures exceed $2,000,000.

On the downside, the first-year write-off is also limited to the spring operation’s taxable income during the tax

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year. Naturally, any amount disallowed by the limitation may be carried forward and deducted in subsequent tax years, subject to the maximum dollar and investment limitations, or, if lower, the taxable income limitation in effect for the carryover year.

A spring manufacturer or business will usually reap the greatest benefit from Code Section 179 by expensing property that does not qualify for bonus depreciation such as used property, and property with a long depreciation period. For example, given the choice between expensing an item of five-year property and an item of 15-year property, the 15-year property should be expensed since it takes 10 additional tax years to recover its cost through annual depreciation deductions.

Depreciation’s “Bonus” Write-Off So-called “bonus” depreciation has long been used by our lawmakers as an economic stimulus. Today, the tax law allows 50 percent bonus depreciation write-off for equipment and property placed in service through the 2013 tax year. Some transportation and longer-lived property are even eligible for bonus depreciation through 2014.

With bonus depreciation, unlike the Section 179 write-off which can be either used or new, the taxpayer must be the “first to use.” What’s more, to be eligible for bonus depreciation, property must be depreciable under the standard MACRS system, and have a recovery period of less than 20 years.

The part of the tax laws which imposes dollar limits on the annual depreciation deductions for cars and light trucks used in the business is also impacted by the new bonus depreciation rules. If bonus depreciation had not been extended, the 2012 tax year would have been the final year in which substantial first-year write-offs for buyers of business automobiles would be available.

To Buy or to Lease Even as credit becomes more readily available, the question of whether to buy or to lease is facing many spring manufacturers. Of course, for some businesses, purchasing needed equipment may not be an option because the initial cash outlay is too high.

If the business plans to borrow the money and make monthly payments, most banks require a down payment of around 20 percent. Borrowing money may also tie up lines of credit, and lenders may place restrictions on the manufacturer’s future financial operations to ensure the loan will be repaid.

Equipment leasing is generally a loan in which the lender buys and owns equipment and then “rents” it to the business that will actually be using it at a flat monthly rate for a specified number of months. At the end of the lease period, the business may purchase the equipment for its fair market value (or for a fixed pre-determined amount), continue leasing, lease new equipment, or return it.

Deciding the best strategy is a tough move for anyone and there is no one correct answer that fits every situation.

For most leasing situations, however, there are rules that help determine whether a transaction is a genuine lease or a disguised purchase. The rules evolved from a series of court decisions and Internal Revenue Service (IRS) rulings. Generally, when it comes to determining who is

the owner of the property for tax purposes, the IRS looks to the “economic substance” of the transaction - how it is structured and works, not how the parties involved characterize it.

There is no time limit on leasing. In fact, leasing is effective even where a spring manufacturer has already purchased equipment. These transactions, known as saleleasebacks, are usually available for equipment purchased within the past 90 days. Sale-leasebacks may also be used to legitimately shift the tax benefits from the spring business to its owner or shareholders.

Although one recent survey by the Equipment Leasing Association (ELA) found that almost 70 percent of those surveyed leased equipment, lease financing is generally more expensive than bank financing. Of course, in most instances, leases are more easily obtained.

Repair/Replace In addition to the buy/lease conundrum, many business owners and managers must answer the question of whether to replace or repair equipment. Since the Reconstruction Era Income Tax Act of 1870, taxpayers have been prohibited from deducting amounts paid for new buildings, permanent improvements, or betterments made to increase the value of property.

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In an attempt to resolve the controversy that exists over whether certain expenditures made by a spring manufacturer or business are currently deductible as repair expenses, or whether they must be capitalized and deducted over the life of the underlying business asset, the IRS has issued new guidelines.

According to the IRS, expenditures are currently deductible as a repair expense if they are “incidental in nature and neither materially add to the value of the property nor appreciably prolong its useful life.”

Expenditures are also currently deductible if they are for materials and supplies consumed during the year.

On the other hand, expenses must be capitalized and written-off over a number of years if they are for “perma nent improvements” or “betterments” t hat increase the value of the property, restore its value or use, substantially prolong its useful life, or adapt it to a new or different use.

A safe harbor has been created for routine maintenance on property other than buildings. Routine maintenance includes the inspection, cleaning, and testing of the unit of property and replacement of parts of the unit of property with comparable and commercially available and reasonable replacement parts. Unfortunately, in

50 / SPRINGS / Summer 2013

order to be considered routine maintenance, the spring manufacturer must expect to perform these services more than once during the class life (generally the same as for depreciation).

The American Taxpayer Relief Act of 2012 renewed and expanded many tax breaks designed to help spring manufacturers, suppliers and other businesses reap benefits from capital investments in new equipment and business property. When combined with the existing tax rules for leasing and the new guidance that attempts to answer the repair or replace questions, opportunities abound for reducing the out-of-pocket costs for acquiring equipment and business property needed by the springs operation. Not too surprisingly, the assistance of a qualified tax professional is highly recommended. Q

SPRINGS / Summer 2013 / 51

SMI Scholarship Program Awards $25,000 in Aid for 2013 A total of $25,000 in awards were granted in the 2013 SMI Scholarship Program. Eligible recipients are sons and daughters of employees who work for an SMI member company.

A total of nine regional scholarships of $2,000 each were awarded to students for the 2013-2014 academic year.

In addition to the regional awards, three at-large scholarships were awarded.

The International Spring Scholarship awards an at-large scholarship of $3,000, and is sponsored by Joe Goldberg of International Spring Company. The recipient is Zachary Smith of Kewanna, Ind. who is enrolled at the University of Chicago studying physics/mathematics.

He is the son of Winamac Coil Spring employee Mark Smith.

The Bud Peterson Memorial Scholarship, sponsored by Pete Peterson, awards an at-large scholarship of $2,000, and is named

in honor of Pete‘s father, the late Bud Peterson, who served as president of SMI. Michelle Holodny of Highland Heights, Ohio is this year‘s recipient.

She is enrolled at the University of Michigan in Ann Arbor, Mich. studying actuarial science. She is the daughter of Alexander Holodny who works for American Spring Wire.

The Callaghan-Hart Scholarship is sponsored by Jim Callaghan, former CFO of MW Industries. The $2,000 at-large scholarship is named in honor of Callaghan‘s parents, Ed and Rita Hart Callaghan. The recipient is Evan Kuhl of Rockford, Ill. He is studying health science/physical therapy at Bradley University in Peoria, Ill. He is the son of Rockford Spring Co. employee Kevin Kuhl.

Scholarship America administers the program for the SMI Regional Scholarship Program.

Even More Scholarships in 2014

Peter-Joseph DeGiovanni Hometown: Medford, Mass.

SMI Member Parent: Maria DeGiovanni Attending: Cornell University, Ithaca, N.Y. Major: Bioengineering SMI Member/Region: Hardware Products, Northeast

Ryan Hysinger Hometown: Holly, Mich.

SMI Member Parent: Stephen Hysinger Attending: Oakland University, Rochester, Mich.

Major: Health/ Exercise Science SMI Member/Region: Link Engineering, Michigan

SMI wishes to thank Joe Goldberg of International Spring Company. He has agreed to increase the amount of the International Spring Scholarship to $4,000 per year from 2014 to 2016.

In addition, several new at-large scholarships have been established.

WAFIOS has pledged $2,500 per year for the next three years to fund the WAFIOS Innovations Scholarship.

KERN-LIEBERS has announced two new scholarships for one year, both in the amount of $2,500 per scholarship.

They include the 125th anniversary Hugo KERN-LIEBERS GmbH & Co. KG and the 25th anniversary KERNLIEBERS Texas, Inc. scholarships.

“We thank all these companies and individuals for their generous support of our scholarship program,” said SMI president Steve Moreland.

Regional Awards

Kortnie Cotter Hometown: Saint Marys, Pa. SMI Member Parent: John Cotter Attending: Mercyhurst University, Erie, Pa. Major: Applied Behavior Analysis SMI Member/Region: Penn Elkco Spring Company, Pennsylvania-Ohio

Ola Czyzewski Hometown: Northbrook, Ill. SMI Member Parent: Joseph Czyzewski Attending: Marquette University, Milwaukee, Wis. Major: Undeclared SMI Member/Region: Aero Spring Manufacturing, West

52 / SPRINGS / Summer 2013

Daniel Forrest Hometown: McEwen, Tenn.

SMI Member Parent: Kerry Wills Attending: University of Tennessee, Knoxville, Tenn.

Major: Chemical Engineering SMI Member/Region: Sumiden Wire Products, Southeast

Jose Ibarra Hometown: El Paso, Texas SMI Member Parent: Jose Ibarra Attending: University of Pennsylvania, Philadelphia, Pa. Major: Chemistry SMI Member/Region: Michigan Spring and Stamping, Southwest

"I would like to extend my gratitude for my selection as an SMI Scholarship recipient.

It means so much to be able to continue my education and have one less financial stress burdening me. I will continue to drive towards my lifelong goals and use this tool in helping achieve them. I cannot overemphasize how thankful I am. It really means a lot to me and my family, and we are sincerely thankful for the opportunity.

Thank you again.“ - Daniel Forrest "There are no possible words available to express the amount of gratitude I hold for you. Thank you ever so much for selecting me as a recipient of the 2013 SMI Scholarship! I promise to ensure your kind donation will not be thrown away in vain, but used for an empowering effort.

Thanks again.“ - Jose Ibarra

"Sending you my sincerest gratitude concerning my scholarship award via the Spring Manufacturers Institute for the 20132014 academic year. As a current senior in college graduating in May, I decided I wanted to further my education as soon as possible through graduate studies. My field of study is applied behavior analysis, which I plan to use to help me shape not only the art but the science of teaching and learning. This experience satisfies a love I hold for experiential learning. I will be participating in a rigorous program comprised of lectures and 750 in-field hours. This award will help me in many ways and I wanted to demonstrate to you a gratitude I find difficult to put into words.

Thank you, again!“ - Kortnie Cotter

Regional Awards

Emily Lenczowski Hometown: Chicago, Ill. SMI Member Parent: Zak Lenczowski Attending: Loyola University, Chicago, Ill. Major: Biology/Pre-Med SMI Member/Region: Dudek & Bock Spring Company, Chicago

Kearsten RodgersJohansen Hometown: Mississauga, Ontario SMI Member Parent: Kenn Johansen Attending: RCC College of Technology, Toronto, Ontario Major: Acting SMI Member/Region: Newcomb Spring, Canada

"I would like to tell you how much I appreciate your support of the International Spring Scholarship. Your contribution goes a long way in helping me reach educational goal in life. Thank you very much.“ - Zachary Smith "I would like to take a moment to thank SMI for awarding this scholarship. I am extremely grateful for receiving the $2,000 for the 2013-2014 school year. The money is very much appreciated and will be a much needed help to continue my education at Bradley University. I know many people apply for the scholarship and many also do not receive it. I plan on becoming a physical therapist in order to help get people, who may get injured or need to recover from a surgery, get back on their feet. Again, thank you for granting me this scholarship. I am extremely grateful.“ - Evan Kuhl

At-Large Awards

Sahista Vahora Hometown: Flemington, N.J. SMI Member Parent: Saukatali Vahora Attending: Rutgers, New Brunswick, N.J. Major: Pharmacy SMI Member and Region: Altantic Spring (MWI), Mid-Atlantic

Zachary Smith International Spring Scholarship Award

Michelle Holodny Bud Peterson Memorial Scholarship

Evan Kuhl Callaghan-Hart Scholarship

SPRINGS / Summer 2013 / 53

©iStockphoto.com/alistaircotton

Students Show Appreciation

SMI Holds 80th Annual Meeting in Tucson

B

lu e s k ie s, c a c t u s a nd desert heat greeted SMI members who attended the association's 80th annual meeting at the Ritz Carlton Dove Mountain in Marana, Ariz.

SMI committees met on April 6 at lunch, which was followed by a board of directors meeting. The SMI board welcomed new members that included Torsten Buchwald, KernLiebers USA; Mark DiVenere, Gemco Manufacturing; Charly Klein, Fox Valley Spring; Bill Krauss, Vulcan Spring; Don Lowe, Peterson Spring; JR Strok, Mohawk Spring; and Bill Torres, Gibbs Wire and Steel.

Steve Kempf of Lee Spring has joined the executive committee as an at large member. He replaces Russ Bryer of Spring Team, who is unable to fulďŹ ll his term on the executive committee due to his retirement from the company.

A lively general session on Monday, April 8 was an SMI Strategic Planning exercise led by Joseph M. Thompson, Jr. Thompson is the founder and principal of Thompson Management Associates,

54 / SPRINGS / Summer 2013

LLC. Results of the planning and a follow up session will be held at the SMI Education/Business Meeting at the Green Valley Ranch, Las Vegas, Nev., September 29 â&#x20AC;&#x201C; October 1, 2013.

On Tuesday, April 9, F. Lee Howell of t he Behav iora l Assessment Resource Group LLC (The Bar Group). He helped train SMI members on how to reliably assess deceptive behavior and deceptive strategies to conceal critical information.

SMI's next annual meeting will be held February 8-11, 2014 at the JW Marriott in Ihilani, Hawaii.

SPRINGS / Summer 2013 / 55

56 / SPRINGS / Summer 2013

SPRINGS / Summer 2013 / 57

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The program includes a preliminary interview, a review of the company’s written programs, a plant floor inspection and a detailed, written, post-audit report.

Cost: $1,000 for Members, $2,000 for Nonmembers

For more information, contact: Spring Manufacturers Institute 2001 Midwest Rd, Suite 106 Oak Brook, IL 60523 Phone: 630-495-8597 Fax: 630-495-8595 E-Mail: regs@smihq.org Likbg` FZgn_Z\mnk^kl Bglmbmnm^ 58 / SPRINGS / Summer 2013

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By Christine Comaford

M

ost leaders know that command and control is dead and that fear doesn’t motivate employees; quite the opposite, in fact. That’s why, for the most part, we refrain from doing scary things. (Only the worst “bully bosses” make it a practice to scream at an employee, or call him abusive names, or threaten to fire him the next time he makes the coffee too strong.) Yet even good leaders unintentionally strike fear in the hearts of their workforce.

More accurately, we strike it into their brains, and the consequences are more dire than you might realize.

From time to time we all say or do things that spark unconscious fears in our employees. The primitive “fight, flight, or freeze” part of the brain takes control. When that happens, when people are stuck in what I call the “Critter State.” All they can focus on is their own survival.

In other words, everything that makes them good employees—their ability to innovate, to collaborate, to logically think through problems—goes out the window.

All decision-making is distilled down to one question: What course of action will keep me safest?

Obviously, we need our employees to be in control of their whole brain—especially the parts responsible for the emotional engagement and intelligent decision-making that lead to high performance. Today’s economy demands it. That’s why my business teaches leaders how to use the best tactics from neuroscience to get teams unstuck and shift them into their so-called “Smart State.”

I regularly see clients who master these techniques and quickly see their revenues and profits increase by up to 200 percent annually. It just goes to show how pervasive fear in the workplace actually is—and how crippling it can be.

In my new book, “SmartTribes: How Teams Become Brilliant Together,” I ask the questions, how might we be inadvertently holding back our teams and crippling our own cultures? What, exactly, are we doing to send our people into their Critter States? More to the point, what are you doing? Here, I describe five (very subtle) offenders:

1

You “help them out” by giving them solutions. Or, you advocate when you should be inquiring. When we consistently tell people what to do instead of encouraging them to figure things out on their own, we develop a company full of order-takers instead of innovators. By training them to always ask, we create a workforce of employees who are perpetually “frozen” in their Critter State.

On the other hand, when we engage them in solving problems themselves, we create a sense of safety, belonging, and mattering—which are the three things humans crave most (after basic needs like food and shelter are met). And of course, we help them develop a sense of ownership that will serve them—and the company—well.

Start inquiring and see what happens. Ask, “How would you do it? What impact might your course of action have?” After you do this a few times with someone, she’ll start expecting you to ask questions instead of give orders.

She’ll start coming to you with ideas, seeking feedback and validation. And after a few of these sessions, she’ll come to you saying, “I have a plan, here it is, and speak now if you aren’t okay with it.” Finally, she’ll stop coming to you altogether.

Aim for five inquiries for every advocacy. You’ll be amazed by what a powerful difference this makes in your employees and your company.

2

Your meetings are heavy on sharing and point-proving, light on promises and requests. Why might a meeting scare your employees? Because confusion and uncertainty create fear. Meetings that are rambling and unfocused send people into the fight-flight-freeze of the Critter State. On the other hand, short, sweet, highenergy meetings that have a clear agenda keep everyone in their Smart State.

The key is to understand the five types of communication: - information-sharing - sharing of oneself

SPRINGS / Summer 2013 / 59

- debating, decision-making, or point-proving - requests - promises The typical meeting is heavy on the first three and light on the last two. Ideally, you should focus on only enough information-sharing in order to solicit requests from parties who need something and promises from parties who will fill that need.

Tune up your communication and the result will be meetings that are efficient and effective, and that keep your team happy and clipping along to glorious accountability and execution.

3

You give feedback to employees without first establishing rapport. Imagine for a moment that your employees are antelopes. Because you have authority over them, they quite naturally view you as a lion. It’s not that you’re purposely ruling with teeth and claws. It’s simply their critter brains at work, peering out and “coding” who is a friend and who is a foe. That means unless you can get employees to see you as “just another antelope,” you won’t be able to influence them—they’ll be too busy ensuring their own survival to accept your feedback.

I have a wealth of neuroscience tactics for helping leaders get inside their employees’ heads and truly establish rapport. Most of them are too complex to convey in a short article (meta programs are one of the most

potent), so here are three “shortcut” phrases that help people feel safe enough to shift out of their Critter State: “What if…” When you use this preface to an idea/ suggestion, you remove ego and reduce emotion. You’re curious—not forcing a position, but kind of scratching your head and pondering. This enables someone to brainstorm more easily with you.

“I need your help.” We call this a dom-sub swap, because when the dominant person uses it, they are enrolling the subordinate person and asking them to rise up and swap roles. This is an especially effective phrase when you want a person to change their behavior or take on more responsibility.

“Would it be helpful if…” When someone is stuck in their Critter State and spinning or unable to move forward, offering up a solution will help them see a possible course of action or positive outcome.

4

You focus on problems rather than outcomes. First, a little background: I teach my clients that there are three default roles that people lean toward— Victim, Rescuer, or Persecutor. (These were first created by Dr. Stephen B. Karpman, and his article detailing these roles won the Eric Berne Memorial Scientific Award in 1972.)1 These roles are interdependent (there must be a persecutor for there to be a victim for the rescuer to save) and they play out every day in the workplace.

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Together these roles make up the Tension Triangleâ&#x20AC;&#x201D; and when weâ&#x20AC;&#x2122;re in it weâ&#x20AC;&#x2122;re problem-focused. We see everything as a problem, which causes anxiety, which leads to a reaction, which leads to another problem. Itâ&#x20AC;&#x2122;s a self-perpetuating cycle. The solution is to switch your focus from problems to outcomes. Instead of asking â&#x20AC;&#x153;Whatâ&#x20AC;&#x2122;s wrong?â&#x20AC;? and â&#x20AC;&#x153;Why is this happening?â&#x20AC;? we ask â&#x20AC;&#x153;What do we want?â&#x20AC;? and â&#x20AC;&#x153;How will we create it?â&#x20AC;?

Being outcome focused feels very different. Itâ&#x20AC;&#x2122;s empowering and energizing and ďŹ lls you with conďŹ dence.

It ďŹ rmly places you in your Smart State, where possibility, choice, innovation, love, and higher consciousness are abundant. Victims become outcome creators. Rescuers become insight creators. Persecutors become action creators. (I have a chart that lays out the differences.) Soâ&#x20AC;Ś how do you make the switch?

First, identify each role that you and the other person are playing. Speak to the other person as the positive counterpart. If heâ&#x20AC;&#x2122;s in Victim mode and you tend to be a Rescuer, donâ&#x20AC;&#x2122;t say things like â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;ll make it better for youâ&#x20AC;? or â&#x20AC;&#x153;Let me help you.â&#x20AC;? Instead, say, â&#x20AC;&#x153;What outcome would you like?â&#x20AC;? and, â&#x20AC;&#x153;What will having that do for you?â&#x20AC;? If you do this in every conversation, and teach others to make the shift as well, you will transform your cultures and quickly start getting the outcomes you want.

Clients verify these techniques work. â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;m learning to see myself as an insight creator rather than a rescuer of others who see themselves as victims,â&#x20AC;? reports Rick Thompson, vice president, talent

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management, Rising Medical Solutions. â&#x20AC;&#x153;I have more control over my schedule and more focus on truly â&#x20AC;&#x2DC;moving the needle.â&#x20AC;&#x2122; And the best part is that several other members of our executive team are experiencing breakthroughs of their ownâ&#x20AC;ŚItâ&#x20AC;&#x2122;s great to share this journey with my peers. â&#x20AC;&#x153;As a result of our work with CCA, our morale is higher,â&#x20AC;? he adds. â&#x20AC;&#x153;Our retention is up. Weâ&#x20AC;&#x2122;ve had record levels of revenue for several months, and weâ&#x20AC;&#x2122;re seeing real gains in cross-functional team productivity. Weâ&#x20AC;&#x2122;re developing leaders at all levels of the organization, and employees are seeing more potential for career growth.â&#x20AC;?

5

You frame â&#x20AC;&#x153;changeâ&#x20AC;? the wrong way. Almost all leaders wantâ&#x20AC;&#x201D;probably needâ&#x20AC;&#x201D;their companies to change.

Itâ&#x20AC;&#x2122;s the only way we can achieve growth. Yet as we all know, people inherently resist change. In fact, according to Rodger Baileyâ&#x20AC;&#x2122;s groundbreaking work on Meta Programs in the workplace, 65 percent of Americans can tolerate change only if it is couched in a speciďŹ c context.

That context is â&#x20AC;&#x153;Sameness with Exception.â&#x20AC;?

What does this mean? Essentially, it means leaders need to present the â&#x20AC;&#x153;changeâ&#x20AC;? as merely an improvement to what we are already doing: The bad stuff is being removed, and good stuff is being added.

Seriouslyâ&#x20AC;&#x201D;this is the best way to package a change message. And donâ&#x20AC;&#x2122;t use the C-word. Say â&#x20AC;&#x153;growthâ&#x20AC;? instead.

By the way, resistance isnâ&#x20AC;&#x2122;t necessarily a bad thing.

Itâ&#x20AC;&#x2122;s just the ďŹ rst step on the organizational path. The other four steps are Mockery, Usefulness, Habitual, and New Standard. But once you can clear the resistance hurdleâ&#x20AC;&#x201D; and it will go fairly quickly when you present change the way I just describedâ&#x20AC;&#x201D;youâ&#x20AC;&#x2122;re well on your way.

Did you recognize your own leadersâ&#x20AC;&#x201D;even yourselfâ&#x20AC;&#x201D;in the list above? If so, youâ&#x20AC;&#x2122;re not alone. And the good news is that once you can make the (relatively simple) changes, you are likely to see dramatic improvements in your results.

All leaders want to outperform, outsell, and outinnovate the competition. And most of us have teams that are quite capable of doing so. We just need to stop scaring the competence out of them. Q Stephen Karpman, â&#x20AC;&#x153;Fairy Tales and Script Drama Analysis,â&#x20AC;?

Transactional Analysis Bulletin 7, no 26 (1968): 39-43. For more on Dr. Stephen Karpmanâ&#x20AC;&#x2122;s work, see http://www. karpmandramatriangle.com/index.html.

1

Christine Comaford is a global thought leader who helps mid-sized and Fortune 1000 companies navigate growth and change, an expert in human behavior and applied neuroscience, and the bestselling author of â&#x20AC;&#x153;Rules for Renegades.â&#x20AC;? Her latest book, â&#x20AC;&#x153;SmartTribes: How Teams Become Brilliant Together,â&#x20AC;? was scheduled to be released in June 2013. She is best known for helping CEOs, boards, and investors create predictable revenue, deeply engaged and passionate teams, and highly profitable growth. To learn more, visit www.christinecomaford.com.

SPRINGS / Summer 2013 / 61

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Inside SMI ©iStockphoto.com/seraficus, ©iStockphoto.com/SoleilC

Join SMI in Las Vegas for Fall Business Meeting The 2013 SM I Fa l l Bu si ness Meeting will take place September 29 through October 1 at the Green Valley Ranch in Henderson, Nev. The meeting will begin on Sunday, September 29 with the SMI board and committee meetings and an evening cocktail reception. Here's the featured

topics and speakers for the balance of the event.

For more infor mat ion a nd to register for the Fall Business Meeting, phone SMI at 630-495-8588.

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SPRINGS / Summer 2013 / 63

Inside SMI

New SMI Member Program with Grainger SMI has kicked off a new affinity discount program that can provide significant cost savings for its members.

SMI recently joined a metalworking industry association partnership with Grainger to provide member companies with discounts on products and services. Grainger has more than 450,000 products in stock and access to additional products from thousands of suppliers. This includes more than 130,000 metalworking products.

SMI members receive discounts on all catalog items. Members can also save an additional seven percent when choosing free standard shipping on all

Depending on how much an SMI member may already be planning to spend with Grainger, the immediate and direct savings in this new program alone may offset a significant part of your SMI membership dues.

online orders. Additional discounts may be made available on selected items throughout the year. Sourced items and FINDMRO special orders are excluded from the shipping promotion.

Depending on how much an SMI member may already be planning to spend with Grainger, the immediate and direct savings in this new program alone may offset a significant part of your SMI membership dues. For the majority of SMI members, enrollment in this new affinity discount program —and the savings it provides—is automatic. Members that already belong to a Grainger discount program are encouraged to compare the value of this new program to their existing program for increased savings opportunities.

For mor e i n for m at ion, v i sit grainger.com/metalworking.

SMI Mourns Passing of Members It is with deep regret that Springs announces the passing of Lee P. Whittington, 65, on March 29, 2013 unexpectedly at his home in Logansport, Ind. Born September 19, 1947 in Brazil, he was the son of the late John and Constance Powell Whittington. On July 3, 1974, he was married to Cheryl K. (McVay) Whittington, who survives him.

Whittington graduated from Logansport High School in 1966 and from the University of Texas in 1970 with a bachelor of business administration degree.

Whittington began working for Rockwell International in 1970 before it later became Matthew-Warren Spring Division, where he was the purchasing manager.

He was a proud member of the University of Texas Alumni association, the Texas Exes, and enjoyed watching their football and basketball games. Whittington had a love for music, especially Bruce Springsteen, and a curiosity for science fiction.

Other survivors include his daughter and son-in-law, Jennifer and Ben Rotz of Sydney, Australia; sister, Lynne Whittington of Sheridan, Wyo.; and two grandchildren, Abigail Rotz and Jack Rotz, both of Sydney, Australia.

64 / SPRINGS / Summer 2013

Donald J. Musielak, 76, of McHenry, Ill., passed away on March 30, 2013, in his home. He was born Sept. 11, 1936, in Chicago, the son of Alexander and Anna (Zawadzki) Musielak.

Musielak was the founder of Classic Products, including Mastercoil Springs and DJ Springs. He was in the spring business for more than 55 years. Mastercoil Springs recently celebrated its 30th anniversary. He also dabbled in multiple enterprises through the years and was best known for his enjoyment collecting antiques and classic cars.

Musielak also enjoyed golfing, fishing and bowling.

Musielak is survived by his children, Catherine (Kenneth) Miller, Jeffery Musielak, Sandra (Paul) Wesinger and Carolee Musielak; grandchildren, Eric, Kristie, Kyle and Kaitlyn Miller, Jake and Grace Wesinger, and Matt Musielak; and dear friend, Liz MeDeo. He was preceded in death by his parents; and a sister, Joan Doftal.

Dan Nichols, 69, of Bloomfield Hills, Mich., passed away on May 5, 2013.

Nichols was the founder of Matthew-Warren Spring Company. He was the father of Matthew Nichols, vertical market manager

for MW Industries, Inc. (MWI).

Nichols spent many years working for various automotive companies until he founded his own firm, Aprotech Group Companies, in 1982. The company is located in Troy, Mich., and their main focus is manufacturing consulting.

Nichols was most recently the chairman and CEO. He was very dedicated to his career, and could often be found tirelessly working. He also travelled the world because of his job. He enjoyed flying, and spent time everywhere from South America and Mexico to Russia and Japan.

Family was the most important aspect of Nichol's life. Faith and his Serbian heritage were also important to him. He was a lifelong member of St. Lazarus Serbian Orthodox Cathedral. In his spare time, he also enjoyed playing golf with his family, and boating.

In addition to Matthew (Kristin), Nichols is survived by his wife, Judith and his son, Christopher (Joy). Q

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New Products

Forming Systems, Inc. and HSI announce the addition of the new HCF 600-IX large conveyor oven to their extensive line of over 30 standard model oven sizes.

Like all HSI ovens, the 600-IX provides the following features: • Maximum temperature 930°F • Seamless rolled edge belt • Insulated belt return • Alarm system • Optional CQI9 modifications After numerous requests, HSI has also designed and developed a larger capacity parts collector for a variety of applications.

The all new PC 250 increases part capacity by 33 percent and weight capacity more than doubles to 550/lbs.

Features include: • Automatic lot control • Schedule bin change by time or quantity • Synchronize with machine • Emergency stop and alarm system

HCF 600-IX

PC 250

BearCom Adds New Vertex Standard EVX-531 to Its Broad Product Line of Two-Way Radios

66 / SPRINGS / Summer 2013

BearCom, a nationwide provider of wireless communications equipment and solutions, has added the new Vertex Standard EVX-531 two-way radio to the BearCom product line.

“The Vertex Standard EVX-531 fits perfectly into the simple talk-and-listen space that is still the most popular,” said BearCom’s product and purchasing manager, Hugh Johnston. “Because it’s dual-mode analog and DMR digital, the EVX-531 is fully compatible with existing digital systems, including MOTOTRBO from Motorola Solutions, for basic applications.”

Johnston added, “The new radio is on the platform of the Vertex Standard VX451. It’s small, durable, and submersible, is compatible with existing Vertex Stan-

HSI is represented exclusively in North America by Forming Systems, Inc. For additional information, please contact FSI at info@ formingsystemsinc.com or 269-679-3557.

dard accessories, and comes with a full three-year warranty. The VX-451 is an outstanding product, and the VX-531 should be as well.”

The Vertex Standard EVX-531 is the latest addition to the company’s EVX-530 Series of digital portable radios. The series is part of Vertex Standard’s new eVerge portfolio, designed for commercial and industrial customers who use basic land mobile radios for voice communication and could benefit from improved audio quality, coverage, and privacy.

BearCom carries two-way radios from Motorola Solutions, Vertex Standard, and Icom America. It also offers three BearCom-branded models: the BC95, BC100, and BC130. For more information, visit www.BearCom.com.

©iStockphoto.com/hüseyin harmandaglı, morkeman, PeskyMonkey

Forming Systems, Inc. and HSI Introduce HCP 600-IX Conveyor Oven and PC 250 Parts Collector

New Products

Larson Electronics Releases 72-Watt LED Flood Light with Magnetic Mount Pedestal Base A new pedestal work light from Larson Electronics produces more light from less power than traditional incandescent pedestal lights. The WAL-M-LED72-120 LED Work Light combines the power and portability of a pedestal mount LED work light with the versatility of magnetic mounting capabilities to produce a work light for a wide range of applications.

The WAL-M-LED72-120 LED work light produces 4,320 lumens of brilliant illumination in a wide flood pattern from only 72 watts of power use. This LED work light features an extremely durable LED lamp mated to a three leg aluminum pedestal mount fitted with three magnetic pads. The LED lamp on this unit is a high output design that produces over four times as much light output as a 100 watt incandescent lamp while using only three quarters as many watts. This lamp runs far cooler

as well, and is waterproof and highly resistant to the effects of impacts or dropping, making it ideal for high stress locations such as industrial work places.

With this LED work light, there are no worries with accidental burns or bulb breakage or shattering should the lamp be dropped or knocked over. In addition, three 200 lb. grip magnetic pads mounted to each leg allow operators to attach this light to metal surfaces such as tank ceilings or wall, effectively letting the light be used as an overhead or hands free area light in places where simply setting the light down is impractical.

To view Larson Electronics’ entire line of heavy duty lighting visit Larsonelectronics.com. For more information, phone 800-369-6671, or 214-616-6180 for international inquiries.

New High Powered Temperature Controller from Oven Industries The 5R7-001-HS from Oven Industries is a high power temperature controller mounted on a heat sink for high powered applications greater than 15 amps. With a bidirectional or unidirectional H-bridge configuration, the controller has many benefits. User-friendly PC software makes it quick and simple for users to change any temperature control configurations, which eliminates signal interference or errant signals.

The software also enables the temperature controller to operate as a stand-alone unit. A computer can also be connected to the device to retrieve data.

Oven Industries supplies custom temperature controllers for a variety of industries. For more information, visit www.ovenind.com or phone 877-766-OVEN. Q

Advertiser's Index A & D Trading (440) 563-5227 . . . . . . . . . . . . . .45 Admiral Steel (800) 323-7055 . . . . . . . . . . . . . 48 Alloy Wire International (866) 482-5569 . . . . . . . . . . . . . .18 CASMI (630) 369-3466 . . . . . . . . . . . . . .26 Century Spring, Division of MW Industries (800) 237-5225 . . . . . . . . . . . . . 49 Diamond Wire Spring Co. (800) 424-0500 . . . . . . . . . . . . . 35 Dispense Works (815) 363-3524 . . . . . . . . . . . . . 22 Elgiloy Specialty Metals (847) 695-1900 . . . . . . . . . . . . . . 8 Exova (866) 263-9268 . . . . . . . . . . . . . 50 Forming Systems Inc. (877) 594-4300 . . inside front cover, back cov er Gibbs Wire & Steel Co. Inc. (800) 800-4422 . . inside back cover

Gibraltar Corporation (847) 769-2099 . . . . . . . . . . . . . 20 Industrial Steel & Wire (800) 767-0408 . . . . . . . . . . . . . 65 InterWire Products Inc. (914) 273-6633 . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161 . . . . . . . . . . . . . .38 Kiswire (201) 461-8895 . . . . . . . . . . . . . 16 Link Engineering (734) 453-0800 . . . . . . . . . . . . . 24 Mapes Piano String Co. (423) 543-3195 . . . . . . . . . . . . . 31 Mount Joy Wire (800) 321-2305 . . . . . . . . . . . . . .46 NIMSCO (563) 391-0400 . . . . . . . . . 11, 39 Proto Manufacturing (800) 965-8378 . . . . . . . . . . . . . 10 Radcliff Wire (860) 583-1305 . . . . . . . . . . . . . . 9 RK Trading (847) 640-9371 . . . . . . . . . . . . . 62

Shinko +81-6-6794-6610 . . . . . . . . . . . . 3 Simplex Rapid (563) 391-0400 . . . . . . . . . . . . . 51 Spectral Systems (800) 393-4747 . . . . . . . . . . . . . 12 Spring Manufacturers Institute (630) 495-8588 . . . . . . . . . . 28, 58 Suzuki Garphyttan (574) 232-8800 . . . . . . . . . . . . . .32 Tool King (800) 338-1318 . . . . . . . . . . . . . 61 Ulbrich Stainless Steels (203) 239-4481 . . . . . . . . . . . . . . .6 United Wire Co. (847) 840-9481 . . . . . . . . . . . . . 60 Vinston US (440) 972-1098 . . . . . . . . . . . . . .13 Vulcan Spring & Manufacturing Co. (215) 721-1721 . . . . . . . . . . . . . 27 WAFIOS (203) 481-5555 . . . . . . . . . . . . . . .5 Zapp Precision Strip (203) 386-0038 . . . . . . . . . . . . . 40

SPRINGS / Summer 2013 / 67

Snapshot ©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

JR Strok Mohawk Spring Name: Jim Strok Nickname: JR Company name, and city: Mohawk Spring

Corporation Inc., Schiller Park, Ill. Brief history of your company: My uncle, Andy Strok, started Kaylen Spring in 1960 in Chicago after working for American Spring and Springs Inc. In 1971 he moved the company to a larger shop nearby. He purchased Mohawk Spring in 1983 and merged the businesses. He managed a large plant in Rolling Meadows Ill., until his son in-law, Dave Michals, became president in 1987. After Andy’s death in 1988, Mohawk Spring moved to its current home. Andy enlisted his brother, Jim (my dad), to join the company and my dad recruited me. I've been with Mohawk since 1996.

Job title: I contribute in purchasing, sales, special projects, and training. I also serve as CASMI president and as SMI regional board director.

Birthplace: Chicago.

Current home: Now 49 years later, I still live in Chicago.

Favorite song/musician: No favorites.

I enjoy country and rock when I'm active, smooth jazz when relaxing and good blues on a Saturday night. I'm also a big fan of National Public Radio.

Hobbies: Working on and around my

house, and anything outdoors.

Favorite places: Hawaii, Las Vegas and those not yet ventured. I'm looking forward to doing a lot more traveling in my "empty nest" years.

Best times of my life: Anytime. I'm so

If I weren't working at Mohawk, I would like to: Work with the Make-A-Wish

Foundation. My family and I were blessed with a trip a few years ago.

Besides doing great things for the child, they reach out to the entire family.

The most difficult business decision I ever had to make was: I had the

unenviable task of having to make very difficult work/family decisions in order to care for my son. I wish that burden on no one.

daughter, Samantha "Sam," 21, son, Jake, 16, and our dog, Scooter.

A really great evening to me is: Quiet

Role model: My three cousins, Dave Michals, Mike Gallo and Paul Cook.

They have influenced me in ways they will never know.

What I like most about being in the industry: The diversity. Over the years

evenings with friends over dinner or around a nice fire.

I would like to be remembered in the spring industry for: Working hard to

we have supplied springs to small oneman shops and Fortune 500 companies.

The one thing I can't stand is: Hypocrites.

My most outstanding quality is: Loyalty.

improve things. I'm always trying to find, and frequently suggest, ways to do something better.

People who knew me in school thought I was: Funny.

But people will probably remember me for: Being a pleasant and fair guy to

Family: Lisa, my wife of 26 years,

Favorite food: A nice lobster tail. I'm a

"foodie" so I enjoy a wide range of dishes.

Favorite books/author: “Don't Stop the Carnival” by Herman Wouk, Tom Clancy's “Jack Ryan” series and any autobiography. / SPRINGS / Summer 68 68 / SPRINGS / Summer 20132013

involved in something that I lose track of time.

I knew I was an "adult" when:

My wife told me we were expecting our first child.

deal with.

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Gibbs delivers the ultimate level of customer service. Period.

Not what is typically expected but a level of service that is really, truly, well beyond expectations. And if you think this is just an advertising line, ask any Gibbs customer. We do. All the time. Remarkable customer service is one of the beneďŹ ts we are known for throughout the industry.

Since 1956 Gibbs Wire and Steel has represented a combination of responsiveness, innovation and leading edge

technology, the lowest total cost and a team of dedicated and knowledgeable employees you can count on. From our newest hire in the warehouse to our most senior employee in management. Men and women who truly care about the work they do and the customers they serve.

Thatâ&#x20AC;&#x2122;s why so many leading companies have chosen to partner with us.

The People You Can Rely On For Wire And Strip

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