Springs summer 2014 vol 53 no3

SUMMER 2014

A PPublication ublilica ub caatition onn of the Spring Manufacturers Institute / Vol. 53, No. 3

TTHEE IN TH INTERNATIONAL NTER ERNA NA ATI T ONAL ON NAL A M MAG MAGAZINE AG GAZ AZINEE O AZI OFF SP SSPRING PRING NG M MANUFACTURE AN NUFACT CTU URRE

SMI Plans its Future page 19

An Introduction to Strategic Market Planning 25 Skills Gap Threatens Manufacturing Growth 39 2014 SMI Scholarship Program Awards 35

2001 Midwest Rd., Suite 106 Oak Brook, IL 60523-1335 Change Service Requested

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President's Message From Hap Porter

Embracing the Global Marketplace Every two years, shortly after a new SMI president is inaugurated, the wire and tube industries hold their show in Germany, at the million-square-foot convention center, Messe Düsseldorf. SMI has frequently been represented by its former president and frequent show-attendee, Scott Rankin. In 2012, Steve Moreland’s first official role as the newly-installed SMI president was to go to the show. And in April I made my first trip. It was an incredible experience.

During the trip I presented a state of the U.S. industry to the European Spring Federation (ESF) International Spring Makers Conference. I put together the speech after talking to a number of SMI board members. My message was that while the U.S. economy has surely recovered from the depths of the Great Recession of 2008-2009, none of the primary measures of general economic health (GDP, unemployment, industrial production, capacity utilization) have returned to their long-term averages. As a result, many SMI member companies report that while their businesses are running at reasonable levels, the current environment provides little, if any, visibility looking forward, making planning very difficult. Add to that the political dysfunction in Washington and uncertainty on the regulatory-front, and it’s clear that our members continue to face many challenges.

The show itself is a massive display of all manner of equipment used in the wire and tube industries. It is hard to fathom the extent of global commerce that can support a show of the scale and scope as takes place in Düsseldorf.

Two special events that week directly involved SMI. For the first time ever, SMI hosted a reception for members, both regular and associate, who were attending the show. While we did not take names, I estimate we had over 70 guests that evening, and it was wonderful to see so many familiar faces in the crowd. In particular, your board of directors was well represented, and the overall level of attendance was a testament to the growing role of SMI in these international events.

There was also an opportunity during the week for a small group of us to visit a training center for spring winders. This is a private/public institution supported by local industry, the German spring federation VDFI, spring equipment manufacturers, and local and state government. It was a fascinating look at one way to help local companies fill the jobs with interested and well trained apprentice springmakers.

Having returned “stateside,” I promise upcoming columns will not detail my vacation to Florida or routine trips to Dallas. However, you may expect to hear updates on the planning for our own trade show, the SMI Metal Engineering eXpo, which as you undoubtedly know, will take place in October next year in Charlotte, N.C. Along the way, SMI will continue to engage in the worldwide arena of foreign spring associations, standard-setting protocols, and development of technical matters which will benefit our members in their own businesses.

We look to embrace the global marketplace in our event in Charlotte, and our focus leading up to that will be fully supportive of that effort.

SMI Executive Committee President: Hap Porter, SEI MetalTek Vice President: Mike Betts, Betts Company Secretary/Treasurer: Steve Kempf, Lee Spring Immediate Past President: Steve Moreland, Automatic Spring Products At Large: Bert Goering, Precision Coil Spring Co. Executive Director: Lynne Carr

SMI Board of Directors Tim Bianco, Iowa Spring • Torsten Buchwald, Kern-Liebers USA • Mark DiVenere, Gemco Manufacturing • Simon Fleury, Liberty Spring • Ed Hall, Spring Team • Gene Huber Jr., Winamac Coil Spring • Charly Klein, Fox Valley Spring • Bill Krauss, Vulcan Spring • Don Lowe, Peterson Spring • Bill Marcum, MW Industries • Melanie Orse, Sound Spring Jennifer Porter, SEI MetalTek • Dan Sceli, Peterson Spring • JR Strok, Mohawk Spring • Bill Torres, Gibbs Wire and Steel • Jeff Wharin, Bohne Spring • Ted White, Hardware Products Steve Wunder, Duer/Carolina Coil

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, Ted White, Hardware Products • 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 Goldberg, 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: ©iStockphoto.com/Erik Khalitov

2 / SPRINGS / Summer 2014

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Contents Photo reprinted courtesy of VISIT CHARLOTTE

19 FEATURES 19 SMI Plans its Future Bold New Trade Show and Technical Symposium Define Path Forward

By Gary McCoy

25 Flashback An Introduction to Strategic Market Planning

By G.C. Macri

COLUMNS 15 Be Aware Safety Tips Record Keeping and Training for Temporary Workers

By Jim Wood

17 IST Spring Technology Cautionary Tale: Shot Peen Stress Relief

By Mark Hayes

49 DEPARTMENTS

31 Ace Wire Spring & Form Co. Celebrates its 75th Anniversary

2 President’s Message

35 2014 SMI Scholarship Program Awards $33,500 in Student Aid

7 Global Highlights

Embracing the Global Marketplace

12 Regional Spring Association Report

39 Skills Gap Threatens Manufacturing Growth According to New Study

49 Springmaker Spotlight Creating a Safe Environment: A Profile of Greg Suth and Hoosier Spring Company

By Gary McCoy

45 The Frank Principles of Business Blunt Leadership Lessons Learned Over a Lifetime

By Richard J. Bryan

35

57 Book Corner 59 Inside SMI 61 New Products 63 Advertisers’ Index 64 Snapshot Gary McCoy

4 / SPRINGS / Summer 2014

BEST IN CLASS! “How does Fennell Spring stay ahead of the curve? Through strategic investment in WAFIOS CNC spring forming, coiling and bending machines (FMU, FUL and BM series) that ensures we’re utilizing cutting-edge precision wire working technologies. We just added two new machines to our lineup with the FMK 2 and FTU 2.2B, allowing us to hold the tightest tolerances, reduce setup times and increase run rates. Fennell Spring is uniquely equipped to meet the critical demands of today’s automotive, aerospace & medical industries thanks to our partnership with WAFIOS. The growth we’ve realized in recent years directly correlates to our investment in WAFIOS machine technologies, ensuring our competitive edge and continued growth trends into the future.”

Tom Fennell Vice President

Marty Fennell President

Fennell Spring Company

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Precision Machinery for Wire, Tube and Formed Parts

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.

East Coast Service Center, 100 Benton St., Stratford, CT 06615 Tel 203.386.0038 Fax 203.502.6681 www.zapp.com

Global Highlights North America Rowley Spring and Stamping Corp launched a new website on March 7, 2014, featuring a product gallery, details of standard and custom springs, stampings, wire forms and assemblies, tips to making custom orders, a manufacturing news blog, and social media pages. “I really wanted the new website to capture Rowley Spring and Stamping’s unique ability to offer such a wide range of services, customize each order to their customers demand, and the ability to handle large volume orders,” said Annmarie Johnson, marketing specialist.

Rowley has also welcomed a new sales manager, John J. Capece. Capece has more than 37 years of selling experience. “I am very excited to work at Rowley Spring and Stamping, It’s a great company and I look forward to working with the team,” he said.

To leave feedback on Rowley’s website, visit www. rowleyspring.com/feedback.

section, constant section and spiral wound retaining rings; Truwave® coiled flat wire wave springs (single and multi-turn); Rotor Clamp self-compensating hose clamps, in accordance with customer and industry specifications.”

For more information, contact Sara Mallo at sales@ rotorclip.com.

HSM, the global manufacturer of components and provider of integrated solutions to the transportation, furniture, bedding and a growing number of diversified markets, is celebrating its 70th anniversary this year. The company’s 70-year history has been marked by innovation and growth, as it has transformed from a components supplier to an international provider of high-value solutions, culminating in a complete rebrand and restructuring last year that included a name change and a new market-focused strategy.

Rotor Clip recently took another step in its goal to continuously improve its products and processes and increase overall customer satisfaction by meeting all the requirements for an AS9100 certification. Rotor Clip can now offer the aerospace industry a “one-stop” shop for tapered, constant section and spiral retaining rings, wave springs and self-compensating hose clamps. Rotor Clip’s technical engineering staff can advise customers on the most economical way to use its products, including suggestions on the best type, dimensions, material, finishes and packaging to use for a particular application.

According to Sara Mallo, vice president of sales, the certification is good news for aerospace customers looking for additional sources for these products. “We’ve always prided ourselves on offering choice to our customers in the type of retaining rings they purchase,” she said. “We’re now pleased to offer the same type of choice to the aerospace industry.”

Mallo noted that the process of applying for the AS9100 has been “extremely positive,” enabling the company to uncover key areas of improvement and a greater command of the manufacturing processes.

“What we have learned through the AS9100 process is how to take our current lean thinking and improve upon it to provide our customers with an exceptionally high level of quality, reliable products delivered when and where they need them.”

The certificate reads that Rotor Clip “…has established and applies a quality system for the manufacture of tapered

SPRINGS / Summer 2014 / 7

Global Highlights

“HSM is definitely rooted in the values on which the company was founded – integrity, quality, innovation and a commitment to our employees and customers,” noted David Colburn, HSM president and chief executive officer. “But we are also a company on the move, transforming the way we work to better serve the needs of our customers, proud of our past, but also excited about our future. We have a new corporate structure in place, a new name, supported by a new corporate logo, website and branding initiative, new facilities and new products, which are the result of innovation and integration – all in place to support opportunities for growth and carry us well into the next 70 years.”

Founded by Parks Underdown in Hickory, N.C., the company that is now HSM began producing sinuous wire, latex and polyurethane foam in 1957, adding foam pouring in 1960 and pouring and fabrication facilities in the 10 years that followed. The move to metal tubing and stamping and wire-drawing operations came later, even as the company acquired a number of businesses that expanded its footprint in the bedding, packaging, furniture and recreational vehicle industries.

Industry firsts, including a patented process to produce a special type of fire-retardant foam and the world’s first bio-based foam, continued to propel the company forward, as did the acquisition of companies like the C.E. White Co. in 2012 and Summit Seating, Inc. in 2013, which

helped expand HSM’s presence in the transportation seating market. Meanwhile, the company demonstrated an emphasis on research and development with the 2012 opening of its Corporate Innovation and Technology Center.

As HSM senior vice president, chairman of the board and grandson of founder Parks Underdown, David Underdown is especially proud of the company’s heritage and the many achievements that mark the last 70 years.

“The value-added products and services that define HSM today can be traced to our humble beginnings in 1944, when what was then Hickory Springs Manufacturing Company manufactured coiled seating springs, edge wire and Marshall coil springs for the bedding and furniture industry,” he said. “Today, I take great pride in this company and its employees, many of them third generation employees like myself, whose contributions over the years have defined our success. As a result, our product portfolio has grown to include more than 160 foam formulations and a wide selection of other wire, metal forming and fiber components, as well as a host of more complex integrated solutions, including transportation seating, motion mechanism systems, bed builds and recreational vehicle entry steps and bed systems.”

To learn more about HSM, visit the company’s website at www.hsmsolutions.com.

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Global Highlights

Tom Duff, CEO of Mount Joy Wire Corporation, is proud to announce the promotion of Ty Krieger to president of the company effective March 1, 2014.

As president, Krieger will be very hands-on, overseeing the daily operations of the facility and creating long-term strategies for the growth of Mount Joy Wire. Duff noted, “With Ty’s track record these past five years, we are excited to see him move into a larger leadership position and steer Mount Joy Wire toward success for years to come.”

Krieger joined the Mount Joy Wire team in 2009 as vice president of operations, bringing more than 15 years experience in leadership and customer service. Krieger’s main focus has been growing sales and serving customers.

He has established added value for customers who deserve the highest respect and satisfaction in this competitive environment. Finding new and innovative ways to instill this value-added approach has been the top priority of his sales and customer service team.

Krieger is a graduate of New Mexico State University and currently lives in Lancaster, Pa. with his wife Trina and two daughters.

Pressurfect™, a new seamless stainless tube by Sandvik Materials Technology, has won the prestigious Automotive Engineering International Tech Award at the SAE 2014 World Congress and Exhibition in Detroit, Mich.

Ready, to Roll,

"The Tech Award is a fantastic honor for Sandvik.

We now join the ranks of a small number of innovative companies that have won this award, which is great news for us,” said Jari Ponsiluoma, global product manager for Pressurfect.

The SAE World Congress & Exhibition, held April 8-10, gathered the best experts, management teams and engineers in the automotive industry. The editors of Automotive Engineering International Magazine chose technologies that met the criteria for their Tech Award from among the exhibitors. The selections were based on: • Level of design and engineering innovation.

• Uniqueness.

• Potential for 'real world' production application.

• Potential benefit for industry customers and end-users.

According to Sandvik, Pressurfect is meeting industry customers’ expressed needs for a stronger, safer and lighter material for tomorrow's fuel systems. The seamless stainless tube reduces risks of corrosion pitting or cracking and helps to gain 'clean power' from smaller combustion engines, in order to achieve sustainable mobility in line with tougher emissions regulations.

Today’s f uel-efficient gasoline direct injection (GDI) engines require higher pressure for lower fuel consumption and lower CO2 emissions. Pressurfect

For over 25 years, Rolled Metal Products has been providing JIT delivery service, quality metal and processes, expert technical support and high value to its respected customers. With locations in the Midwest and Northeast, we have all the advantages you expect from a leader in the metal processing industry.

Bensalem, PA 19020 800.638.3544 215.244.7789 Fax RolledMetalProducts.com

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Reel Time.

SPRINGS / Summer 2014 / 9

Global Highlights

handles these demands with 40 percent lower weight, superior corrosion resistance and greater mechanical strength than welded and lower grade tubes.

According to the company, the material has a cleaner microstructure and lower carbon content for optimized strength and anti-corrosion with superior machinability for drilling, turning and other tasks. It enables carmakers to produce more compact engines with lower emissions and sustained power, in an engine that is affordable for mass production.

After 20 years as quality manager, Ace Wire Spring & Form Co. has announced the retirement of Bob Jessep. Ace Wire owner Linda Froehlich said, “Bob always brought into the office his hardworking attitude and natural enthusiasm. He has constantly dedicated himself to helping the customer and making sure their needs have been met.

His faithful and dedicated service to this company and his co-workers will always be greatly appreciated, and we thank him greatly for everything he has done.”

Jessep retired in May and Scott Lovra was hired as Ace Wire Spring & Form’s new quality manager. Lovra has more than 12 years of experience in quality and engineering, including a stint at Heritage Valley Health Systems as quality process analyst, and several quality and engineering positions at Pannier Corporation. Lovra is a certified software engineer, certified Six Sigma Green Belt, and has completed Six Sigma Black Belt training. He can be reached at slovra@acewirespring.com.

The Association for Manufacturing Excellence (AME) has announced the debut of the AME Manufacturing Job Board, a valuable resource for both job seekers and manufacturing companies across the country. As the demand for more workers in manufacturing continues to climb, AME is working hard to connect professionals with the organizations that need their unique skills.

"We're seeing an increase in demand for skilled workers as the manufacturing industry experiences incredible growth and more manufacturing jobs returning to America. We're proud to support manufacturers with tools such as this job board," said AME president Paul Kuchuris. "We're getting the skilled and talented workers who make these industries great into jobs that are going to challenge and excite them."

Visitors may access the AME Manufacturing Job Board at jobs.ame.org. For more information on the AME Manufacturing Job Board, contact AME education and training coordinator Jerrianne Strohmeyer at jstrohmeyer@ame.org.

MW Industries, a leading provider of highly engineered springs, specialty fasteners, machined parts, and other precision components, announced in June the acquisition of Hi-Performance Fastening Systems, a manufacturer

10 / SPRINGS / Summer 2014

of precision products for the appliance, automotive, communication, housing and other assorted markets.

Founded in 1989 and headquartered in Bensenville, Ill., Hi-Performance Fastening Systems products include cold headed fasteners, thread forming screws, and pre-assembled screw and washer combinations known as “SEMS.” Its expertise is in a wide range of fastener products utilizing new equipment and processes.

Bi l l M a r c u m , C EO of M W I ndu s t r ie s, s a id, “Hi-Performance Fastening Systems has a solid reputation in servicing the demands of the small to medium size fastener community with high quality products and excellent service. The company’s products and work force are highly complementary to our existing business base, and as part of the MW family of companies, we believe that Hi-Performance Fastening Systems is better positioned to penetrate our existing markets, including consumer, transportation, and various industrial markets."

Headquartered in Rosemont, Ill., MW has completed a number of acquisitions to strengthen its product offerings and customer base and is currently evaluating a strong pipeline of possible transactions.

International Newcomb Spring of Canada Ltd. is celebrating 50 years in operation this year, serving customers around the world with high quality precision springs, wire forms and metal stampings.

The milestone signifies the commitment that Newcomb Spring has made to the Canadian market. Located in Mississauga, Ontario, Newcomb Spring of Canada’s experienced staf f, extensive a r ray of tooling a nd equipment has allowed the facility to become one of the region’s leading precision custom component suppliers.

“Having a presence in Canada has solidified our dedication to our customers,” says Santino Parise, Newcomb Spring of Canada plant general manager. “Our customers are very important to us and being able to provide them with a product that they want, and the local support they need, is a great feeling.”

With eight manufacturing plants and one facility specifically serving customers in Mexico, Newcomb Spring Corp. has expanded its facility network to provide responsiveness to the local market. “Our sales team, our customer service staff and our manufacturing personnel all strive to meet every customer’s demands,” stated Cathy Brace, assistant manager at Newcomb Spring of Canada.

“Every day we are changing, innovating and modernizing.

We offer an unmatched combination of experience, service and technology to the spring, stamping and wire form manufacturing industry. We are looking forward to the next 50 years – and as we say at Newcomb, continuing to ‘Form the Future’!” Q

SPRINGS / Summer 2014 / 11

Regional Spring Association Report NESMA Members Take to the Alleys

By Ted White, Hardware Products The Ne w E n g l a nd Spr i n g & Metalstamping Association (NESMA) held its annual bowling event on April 25, 2014 at the Spare Time Family Fun Center in Bristol, Conn. Spare Time has upgraded the facility substantially in the last year with automatic scoring that is lit up in front of the alley. There was a plethora of pizza and other light snacks available, along with beer and wine for those over 21. The waitress will also bring the libation directly to the alley if you are too immersed in the game to break your concentration.

The admission price for the bowling event not only included bowling and shoe rental but the snacks as well.

The adult beverages were sadly at an additional charge, although by the end of the evening there were not too many sad people.

This year there were 11 companies r epr esented by 45 i nd iv idu a l s.

There were also almost 45 more "cheerleaders" present at the event. The mixture was not only unique because of the bowlers and cheerleaders, but because this group did not just represent company principals and management, but rather many line personnel and their families as well.

The mix of participants was such that many of the industry people who knew each other were given the opportunity to introduce family members to many of their associates as well as friendly competitors.

There was also another dynamic at play here which I must admit surprised me. Because of the many spring compa nies in t he Bristol area, there is a spirited competition a mong employees loya l to t hei r

12 / SPRINGS / Summer 2014

companies and spurring them on to achieve success. And much like the Red Sox fans are spirited in their relationship with Yankee fans, so too were many of the employees of one company spirited with regard to their relationship with employees from other spring companies.

Century Spring of Bristol won the event, and by doing so is well on their way to establishing a dynasty by winning their fourth straight competition. However, it did seem as though there were several other teams present who were anxious to go at it again and relieve Century of the dynasty. I suppose this competition will spur on next year's event.

Other improvements made by Spare Time included a video game area and a laser tag area. After the bowling event concluded, about a dozen bowlers also participated in a free round of laser tag offered to NESMA by Spare Time. Participants in the laser tag seemed to be having

an unusually fun time in doing so. I think for many of them it was their ďŹ rst try at laser tag.

The evening was an overall success with virtually everyone coming away with a commitment to participate in next year's event.

For more information on NESMA, visit www.nesma-usa.com.

Regional Association Report

WCSMA Mourns Loss of Member, Plans Future Events

Th e We s t C o a s t Spr i n g Manufacturers Association (WCSMA) Arakawa, 78, of Paramount Spring Engineering Co., Inc. on May 19, 2014.

Bor n on Ja nua r y 16, 1936 i n Wahiawa, Hawaii, Arakawa resided in Los Alamitos, Calif. at the time of his passing. Services to honor his legacy were held on May 31, 2014 at Forest Lawn in Cypress, Calif.

Angel Day Outing WCSMA will hold its annual “Angels Day Outing” on September 20 at Angel Stadium of Anaheim in Anaheim, Calif. The Los Angeles Angels of Anaheim are scheduled to play the Texas Rangers at 6:05 p.m. Tickets are $22 per person and quantities are limited.

As part of the outing, WCSMA members will gather before the game for a tailgate party under the “Big A” sign at the stadium. Look for the red and yellow WCSMA banner.

Cont ac t M a rk Tiedem a n n to reserve your tickets at 562-802-2041 or email Mark@Tru-Form.com Safety Session Planned WCSMA is coordinating a Safety Business Meeting for the early part of 2015 with guest speaker Jim Wood.

More details to come.

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

Top: WCSMA held its annual “Spring Fling” at the Crowne Plaza San Diego Mission Valley from May 16-18.

SPRINGS / Summer 2014 / 13

Regional Association Report

CASMI Holds Golf Outing, Looks Forward to Day at the Races The C h icago Associat ion of Spr i ng Manufacturers (CASMI) held its annual golf outing and dinner on Wednesday, June 4 at Indian Lakes in Bloomingdale, Ill. Over 100 golfers were on hand for the event and many more attended the dinner, including SMI president Hap Porter and SMI executive director Lynne Carr.

The association’s next event is the “CASMI Day at the Races” at the Arlington Park Race Track in Arlington Heights, Ill. It will be held on Thursday, September 11 from 12 p.m. to 5 p.m. The cost is $75 per person.

CASMI’s “Day at t he Races” has been a favorite group activity for the past five years and has allowed CASMI Members and SpringWorld Exhibitors, along with industry colleagues to get together in a casual and enjoyable networking environment. With nearly 80 participants last year, CASMI is expecting a record number to attend this year’s event.

For more information, visit www.casmispringworld.org. Q

SMI president Hap Porter (left) with CASMI president JR Strok at CASMI’s annual golf outing and dinner.

Winners in the CASMI golf outing.

14 / SPRINGS / Summer 2014

Be Aware Safety Tips

Record Keeping and Training for Temporary Workers

By Jim Wood

O

Who is Responsible for Training Temporary Workers?

Some staffing agencies pre-train temporary workers in general safety programs, such as Hazard Communication, safety glasses and lifting techniques. Site specific training must be provided by the host employer. If this is not your arrangement with the staffing agency, then the employer must train all temporary employees prior to assigning them to a job. You must train temps in Hazard Communication, Fire and Emergency Evacuation, Fire Extinguishers, Hazardous Chemicals, and general information for Lockout/Tagout and Electrical Safety Work Practices.

If the temp is a forklift driver, they must be trained and tested prior to operating a forklift even if they have existing licenses to drive a forklift truck. You must also train in the use and care of all personal protective equipment that is required at your facility. Note, all of this training is required prior to the temporary worker being assigned to a job.

Responsibility for Reporting Injury and Illness on the OSHA # 300 Log Even though the staffing agency and the employer are jointly responsible for the safety and health of the temporary worker, injury and illness recordkeeping responsibility is determined by supervision. In most cases

©iStockphoto.com/monkeybusinessimages

SHA just a n nounced a Tempora r y Workers Initiative (TWI), and will start enforcing the initiative nationwide.

The following statement was made by David Michaels, assistant secretary of Labor for OSHA. "Host employers need to treat temporary workers as they treat existing employees.

Tempor a r y st a f f i ng agencies a nd host employers share control over the employee, and are therefore jointly responsible for the temporary employee's safety and health. It is essential that both employers comply with all relevant OSHA requirements."

the host employer is responsible for the safety and health recordkeeping. Injuries and illnesses should be recorded on only one employers OSHA #300 log.

Jim’s Regulatory Tip: Remember, as far as safety and health training and recordkeeping is concerned, treat all temporary workers just like the general work force. Include temporary workers in your annual safety training classes. Q

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 630-495-8588 or via e-mail at regs@smihq.org.

SPRINGS / Summer 2014 / 15

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IST Spring Technology

Cautionary Tale: Shot Peen Stress Relief

By Mark Hayes

T

he manager of a spring manufacturing company recently asked why his LTHT (°C) Length at Shortening Spring Rate Outside Free Length company always gave compression loss of after (N/mm) Diameter (mm) springs a stress relief heat treatment after 0.5N load prestress to (mm) (mm) 180N (mm) shot peening, except when the springs are warm prestressed or painted after peening.

Once the effect of this process had been 400 15.5 0.52 1.50 19.20 65.5 explained, and confirmation had been given 400+P 36 2.00 1.46 19.33 65.5 that the heating for warm prestressing or 400+P+L 16 0.55 1.46 19.33 65.5 paint curing (at 180-200°C) did the same job as the stress relief, the manager then wanted Figure 1: Results for silicon chromium springs. P = shot peened, P+L = peened then a low temperature heat treatment (LTHT) at 220°C a technical explanation of exactly how the stress relief worked.

In a similar vein, the manager of a shot peening for this is that the shot peening generates numerous company expressed surprise when he heard that springs dislocations within the material microstructure, which should be stress relieved after peening. His company contribute to the residual compressive stress at the spring peened many aircraft components, and never applied any surface. However, these dislocations are mobile and heat after peening for fear of a reduction in the residual some will “run away” from the surface when the spring compressive stress achieved during peening. This is a is loaded. If the springs are heat treated at between 200 subject the company knew a lot about because they are and 250°C, the mobile dislocations become decorated obliged to measure residual stress profiles achieved by with strain age hardening precipitates, which render their peening process. Indeed, once it had been explained them much less mobile. That is a rather more technical that IST had data showing that spring fatigue performance explanation than is usually given in this column, but a was not reduced when a temperature of 220°C was used, spring manufacturer asked the question and there is no the company measured the residual compressive stress simpler answer!

The moral of this cautionary tale is that observations at 45° to the inside surface of compression springs, and found, to their surprise, how little the residual stress was made by spring manufacturers about the behavior of springs may be fully explained by the leading experts reduced by this stress relief heat treatment.

A novelty for this column is the inclusion of test in this field of technology, and at a simpler level, the results specifically generated to confirm the benefits of stress relief heat treatment after peening is strongly post-peening stress relief of springs. Compression springs recommended. Q made from 1.5mm diameter pre-hardened and tempered silicon chromium wire were stress relief heat treated at 400°C after coiling, and then shot peened with 0.3mm steel shot. Half of the batch of springs were given a stress Mark Hayes is the main instructor for the relief at 220°C after peening, and half were not. The two spring training courses that the Institute batches were load tested to quantify the length at which of Spring Technology (IST) offers globally. significant load was lost, and the reduction in free length Readers are encouraged to contact IST at due to prestressing to the closed length (load ~50% greater ist@ist.org.uk with comments about this cautionary tale, and with subjects that they than ʏc.) would like to be addressed in future tales.

These results clearly show that the compression springs

will take a significant set on first application of load if they are not stress relieved after peening. The explanation

SPRINGS / Summer 2014 / 17

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SMI Plans its Future

Bold New Trade Show and Technical Symposium Define Path Forward

By Gary McCoy “Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.”

This classic definition of strategic planning is from Henry Mintzberg and James Brian Quinn in their book, “The Strategy Process: Concepts, Contexts, Cases.”

As the authors point out, “Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources).”

Of course, no strategic plan is effective unless it is followed by action. ©iStockphoto.com/Erik Khalitov

SPRINGS / Summer 2014 / 19

Setting the Stage In 2013 when the SMI board set out to establish a new strategic plan for the organization, its goal was not to have a plan that would sit on the shelf. Instead, it would be a plan of action.

To help with the process, the association retained the services of Joseph M. Thompson, Jr., the founder and principal of Thompson Management Associates.

Thompson Ma nagement Associates, LLC provides management and strategic planning services for national and international trade associations.

At the 2013 SMI Annual Meeting in Tucson, Thompson broke SMI members into work groups to participate in a strategic planning exercise. As a result of this innovative brainstorming session, two central needs emerged regarding SMI’s future: 1) expanded technical training and 2) a new North American trade show.

Later in the year at SMI’s Fall Business Meeting, SMI’s board of directors formally adopted this new strategic plan.

To help fulfill the plan and “take action,” SMI formally announced in May the launch of the SMI Metal Engineering eXpo™ at the Charlotte Convention Center in Charlotte, N.C. The inaugural event for the engineered spring and precision metal components industries will take place October 20-22, 2015.

According to SMI president Hap Porter, the SMI Metal Engineering eXpo will not only attract members of

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the North American spring and wire forming industry, but will also include participants from South America, Europe, Asia and Australia.

Dan Sceli, president and CEO of Peterson Spring, is serving as the chairman of SMI’s trade show committee that is providing direction in launching the show. The committee met on April 24 in Chicago. The group is made up of SMI member springmakers, associate member suppliers, honorary members and SMI staff. The committee includes: • Mike Betts, Betts Company • Jim Callaghan, Honorary Member • Lynne Carr, SMI • Mark DiVenere, Gemco Manufacturing • Simon Fleury, Liberty Spring • Bert Goering, Precision Coil Spring Co. • Gene Huber Jr., Winamac Coil Spring • Steve Kempf, Lee Spring Company • Gary McCoy, SMI • Rob Myers, RK Trading Company • Daniel Pierre III, JN Machinery • Hap Porter, SEI MetalTek • Dina Sanchez, SMI • Dan Sebastian, Honorary Member • Bill Torres, Gibbs Wire and Steel “The Metal Engineering eXpo will offer a f ull spectrum of information on the latest business, technology and market trends and developments in the global springmaking and wire forming industry,” said Sceli.

“Focusing on the science of all facets of this industry from design to manufacturing, this show promises to bring the latest technology and innovations to improve product quality, productivity and profitability.”

Sceli went on to explain that the show and symposium also provide an excellent forum for expert discussions, continuing education, networking opportunities and more.

Getting Technical To help fulfill one of the components of the SMI strategic plan, the new expo will include a technical symposium for individuals and companies to share their knowledge and expertise on a variety of topics surrounding the design, engineering and production of springs, wire forms and stampings. A committee headed by Huber and Fleury is helping plan the technical symposium.

“SMI’s new event is designed to meet the needs of and advance the industry of springmaking and wire forming,” said Huber. “The education offerings during the symposium are meant to provide information and learning opportunities to industry professionals, suppliers, customers, floor managers and machinery operators.”

Huber says papers are being accepted now (see more information on page 21 in the story “SMI Announces Call for Papers”) from members of the industry worldwide.

The trade show portion of the event will include vendors displaying a vast array of machinery to coil and

SMI Announces Call for Papers SMI has issued a “Call for Papers” to be presented at the SMI Metal Engineering eXpo in the fall of 2015.

It is preferred that papers are submitted in English with sufficient detail included for fair evaluation of the proposed topic and presentation. Those submitting abstracts should indicate which of the following session(s) the presenter would prefer to participate in: • New and upcoming materials or alloys • Automation/robotics • CNC repair and diagnostics • Spring manufacturing setup practices • Tooling materials selection • Stress relieving

form metal, along with wire suppliers and exhibitors representing all facets of manufacturing from insurance to machinery to ERP systems and more.

“SMI Metal Engineering Expo is an exciting opportunity to expand our reach in the growing North American metal working market,” explained Bill Torres, CEO and President of Gibbs Metals. “The timing is great because we see a resurgence in work coming back to North America. We are excited to be a part of this new event.”

A similar sentiment was expressed by Daniel Pierre III, president of JN Machinery. “With a focus covering all of North America, the SMI Metal Engineering eXpo is the perfect show for us to introduce our new products and allow customers to see all we have to offer. We are also excited for the additional opportunities to interact with technicians and operators, outside of our booth, in the technical sessions and networking parties held in the hall.”

To help organize and administer the trade show, SMI has retained Tradeshow Logic of Atlanta, Ga. Complete information about exhibiting or attending the show can be found at the official website for the show at www.MetalEngineeringeXpo.com.

From the Top To provide perspective on the strategic planning process SMI undertook and plans for the SMI Metal Engineering eXpo, Springs presents an interview with SMI president Hap Porter.

• Coatings science • Future manufacturing processes and rapid prototyping • Stress relieving “best practices” for various materials.

Interested presenters (SMI members and nonmembers alike) may submit abstracts by email to Lynne Carr, lynne@smihq.org for consideration by the conference organizing committee. Questions may be directed to Carr via email for distribution to the planning committee.

The Call for Papers deadline is September 1, 2014.

very clear to the board of directors during the strategic planning process that they would like to see SMI provide those types of services for their benefit. What we are endeavoring to do is to respond well to that. A big piece of that is the new trade show SMI is putting on, the Metal Engineering eXpo. It will take place in the fall of 2015 in

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Q. As SMI’s newest president, what did you learn from the strategic planning process that SMI just undertook?

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SPRINGS / Summer 2014 / 21

The Queen City The Charlotte, N.C. region is composed of 16 counties, including four counties in South Carolina, with the city of Charlotte serving as the hub. Located

in the heart of the Southeast, Charlotte lies within the southern Piedmont of North Carolina, along the state’s border with South Carolina. Charlotte, nicknamed “The Queen City,” is the largest and most accessible city between Washington, D.C., and Dallas, Texas. Due to its mid-Atlantic location, getting to Charlotte is easy

Charlotte, N.C. A significant part of the show will be a technical symposium, which take place each day of the event for attendees to participate in and benefit from.

Q. What is the purpose of the show?

A. The purpose of the SMI Metal Engineering eXpo is really to respond to our members’ needs. We asked the membership what they would like to see as a benefit from their membership and they were very clear in telling us that they would like SMI to continue to be a source of

22 / SPRINGS / Summer 2014

from anywhere in the country or the world, hence its nickname "the International Gateway to the South."

Nearly 60 percent of the country's population lives within a two-hour flight of Charlotte, and 6.9 million people live within a 100mile radius.

The SMI Metal Engineering eXpo will be located at the Charlotte Convention Center, a facility that opened in 1995 as a venue for conventions,

trade shows, banquets and theater-style conferences, attracting more than half a million visitors each year.

The Westin Charlotte Hotel is conveniently located right next door to the Charlotte Convention Center, and will serve as the headquarters hotel for the SMI Metal Engineering eXpo. If you love racing, you’ll want to visit the

technical information. They would like SMI to identify, develop and disseminate technical material and they told us this is something they need to be effective in running their businesses. The show is a direct response to their request. What we’re going to be doing as part of the show is running a series of technical symposiums. We see this as a key benefit for any attendee, whether it’s an exhibitor or a visitor to the show, to be able to attend these sessions each day and pick up the latest information on a number of different fields.

engineering and might have an interest in learning about what’s happening in the industry.

150,000-square-foot NASCAR Hall of Fame. Located near the Convention Center, the Hall of Fame is an interactive, entertainment attraction honoring the history and heritage of NASCAR. You can learn more about Charlotte when you visit www.charlottesgotalot.com.

Q. Who is SMI looking for as attendees?

A. The show should have a wide audience. From a geographic standpoint we hope to attract attendees from around the world, not just from the United States and North America. Of course we want to see users and manufacturers of springs. And as I said before, it’s not just going to be about springs. It’s really about metal engineering because most of our members do way more than just coil springs. So for people working with metal, we believe this will be a great event for them.

Photo reprinted courtesy of VISIT CHARLOTTE

Q. Who is SMI looking for as exhibitors?

A. The exhibitor base is going to involve the typical SMI associate member, which might be a manufacturer of equipment to make springs, wireforms or stampings. It’s also for wire suppliers and makers of ancillary things like heat treating equipment. It’s also going to be a great show for those who supply information technology and other things that support our members. Because of our educational technical emphasis, the show will focus on new developments. So we expect the exhibitor base will encompass that whole universe of potential suppliers. The exhibitors at this show will go way beyond those who are involved in coiling springs.

Q. Why is it important to sponsor and support SMI in this endeavor?

A. We are very excited about the benefits of this event.

People coming to and exhibiting at the show are going to be a big part of this successful effort. The membership said they were interested in having a show like this and the suppliers said the same thing. So we see a great audience coming to take part in the exhibits on the show floor, as well as the technical symposium sessions. We think there will be a great deal of excitement in the knowledge shared. So attendees and exhibitors will benefit in a considerable way.

Q. Is the show just for manufacturers of springs?

A. We wanted to make sure the show had a broader scope than just coiling round wire. With the name Metal Engineering eXpo, we’re looking for people who are using fourslide machines, strip and power presses. Our members are involved in all those types of production.

We want to see the show fulfill the needs of those who are supplying, manufacturing or utilizing that type of product.

We also hope to attract some students who are studying

Q. Why Charlotte?

A. Charlotte is a great city and it has a great venue with plenty of space for the convention and educational sessions. It is very convenient to the airport and hotels.

With the event being in the fall, the weather should be fantastic. There are many great restaurants nearby, as well. If you have an interest in NASCAR, I think you have to come because it’s a neat spot in that regard as well. We think Charlotte will be a great place to hold our inaugural event. Q

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Flashback

An Introduction to Strategic Market Planning (Editor’s note: This article was originally published in the October 1984 issue of Springs.)

“W

hile a good strategic marketing plan might not guarantee a company's success, the lack of one will probably guarantee failure." This was the basic premise of the business program at the two-day SMI Spring Meeting held at La Costa Hotel & Spa, Carlsbad, California, April 8-10, 1984.

"An Introduction to Strategic Market Planning" was led by David W. Britain III, a senior consultant with The Kappa Group. Britain received a B.S. in engineering from the United States Military Academy and a MBA in finance from the University of Cincinnati. Prior to joining the Kappa Group, he achieved an impressive measure of success in business and was directly responsible for the marketing and sales efforts of major companies.

The military training of the West Point graduate was evident in the format of his presentation. For example, according to Britain, "In planning his attack, the military commander will look for weak points, gaps, joints, unprotected angles in the enemy's defenses. He knows that the enemy line of defense will be most vulnerable at these spots and so the attacks will be directed at these weaknesses.

©iStockphoto.com/tuchkovo

SPRINGS / Summer 2014 / 25

"However tough business has been the last couple of years, it is going to get tougher rather than easier. Consolidation is likely to take place." Which means springmakers are going to work in a more competitive marketplace.

Marketing, then, will become increasingly important.

“A marketing 'commander' will locate and take advantage of similar weaknesses."

Before the meeting, those who had registered were mailed a pre-course questionnaire to help them prepare for the presentation. The questionnaire asked them to consider six main topic areas.

1. Is your company "on the defense� or "on the offense� in its marketplace?

2. Are you or should you consider conducting your marketplace activities like a guerrilla?

3. Consider your marketplace. Is it growing?

4. If the life cycles in marketplace relationship (industry, business, product, account/customer, etc.) are: preparation, introduction, rapid growth, maturity, and decline, where is your business?

5. How do you know if your marketing effort is effective?

6. Can you manage change?

These six topic areas were addressed in the course of the two-day program which was divided into three parts: Introduction—Why a Strategic Marketing Plan? Concepts and Principles—What Is A Marketing Strategy? and Developing A Strategic Plan—What Is A Process That Works?

Britain began by stating that "However tough business has been the last couple of years, it is going to get tougher rather than easier. Consolidation is likely to take place."

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Principles of Effective Marketing Strategy 1. Objective - Set a specific, measureable, position-based objective for each marketing thrust. Make sure it is worth the effort and risk involved.

2. Offensive - You might win a sales battle by being defensive. But to win major marketing campaigns, you must initiate and maintain the offensive.

3. Mass - Concentrate enough resources and effort into critical marketing battles to ensure a high probability of winning them.

4. Economy of Force - Allocate only enough resources and effort into secondary marketing battles to hold your position. If you can't put enough into it, abort the effort.

5. Maneuver - Control the marketing battleground to force the competition to waste time, effort, and resources.

Which means springmakers are going to work in a more competitive marketplace. Marketing, then, will become increasingly important.

In establishing the foundation of the discussion, Britain explained "grand strategy to frontline tactics —the way business thinks, whether it ever says so or not." The grand strategy defines why business exists. It presents the long term view and directs strategy. In turn, strategy is what the business should accomplish, what major thrusts will be developed. It is subordinate to grand strategy. Tactics indicate how the business will achieve its objectives. This is the short term view and is subordinate to strategy.

He added, "Grand strategy involves the needs, values, and drives of the stakeholders. A stakeholder is anybody who can reasonably expect their needs, values, and drives be satisfied by the organization and anyone who can ‘veto’ or seriously impede progress toward the mission. Some stakeholders are: stockholders, employees, management, suppliers, creditors, union, government, the community, or society.

Britain explained that it is important that everyone in the organization, particularly the marketing planner, knows and understands the concept of the "hierarchy of purpose." Understanding the hierarchy will ensure that everything that is proposed is in line with higher level missions, goals, and objectives. The individual who does not understand the hierarchy runs a serious risk of working to satisfy a set of objectives that may be inconsistent with the mission and goals (aims) of the firm.

Although short-term tactical progress may be made, it is unlikely to be sustained over the long term.

The hierarchy of purpose, which is essential to a business, consists of the purposes that drive a business

6. Unity of Command - Assign the authority, responsibility, and accountability for each primary objective to an individual. Committees are useful, but they don't win business wars.

7. Surprise – Pro-act! Change the "rules of the game" to keep your competitor off-base and reacting to your moves.

8. Security - Losing an occasional marketing battle is understandable, being surprised is not. Always build your plans on what your competition could do, not on what you think he will do.

9. Simplicity - Make and keep your marketing and sales plans clear and concise. If you can't explain your strategy with a single diagram, it is probably too complex.

from stakeholder's needs, values, and drives through mission, goals, objectives, and targets. Britain defined the mission as "the proverbial 25 words or less about why we're in business —who we want to be." The mission is

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a carefully worded statement that reflects the company's stakeholder needs, values, and drives, and which sets the long-term direction for the firm.

"Goals," Britain continued, "are position related, still very strategic in nature, generally three to five years in duration, but quantifiable, something you can measure."

Goals are established carefully to ensure that when all are delivered, the mission is being, or has been, established.

The goals, in turn, lead to objectives which are more specific, quantifiable, and measureable. They are "hard numbers, percents, ratios, dollars" and are set such that if supporting objectives are met, the overriding goal is achieved. Finally, targets are developed to schedule and monitor progress toward objectives. They are very short term, specific, quantifiable, and measureable.

Building on these terms and concepts, Britain moved on to explain that among the similarities between military warfare and business and marketing, perhaps the most striking is the analogy between the Phases of Battle and the Business Life Cycle of an account, product, or industry (see chart): 1. Preparation (The Marketing Advance)—Prepare for the attack and maneuver for position. There may be some minor contact with the market.

2. Introduction (The Marketing Attack)—The first major contact with the market with the objective to achieve penetration.

28 / SPRINGS / Summer 2014

3. Rapid Growth (The Marketing Pursuit)—Continued rapid growth in the market with the objective to achieve position.

4. Maturity (The Marketing Defense)—Continued contact with the market or client with the objective to hold position.

Britain believes the principles of war (advance, attack, pursuit, defense, and withdrawal) are easily translated to the principles of marketing (preparation, introduction, rapid growth, maturity, and decline). He suggests that "if you conduct your marketing efforts with these principles in mind, you can hardly go wrong."

The consultant then proceeded to review the types and levels of planning and discussed what can be learned from military planning and how it can be applied to marketing battlefields. As he explained, planning is widely recognized as a fundamental responsibility of management at all levels. Generally, the higher an executive's position in an organization, the more time, attention, and effort he should expect to devote to it.

"Yet," he believes, "relatively few executives have studied either the concepts or techniques of planning in any formal way and have based their approaches on experience or on what they have learned in a casual way."

The program concluded with a detailed discussion of the Presentation Format for a Strategic Marketing Plan.

This format drew together the many concepts formulated in the course of the two-day program and unified them in a meaningful whole. The seven factors of The Recommended Plan, a segment of the Presentation Format, are: 1. Overview and Recommended Strategy — An outline of the key elements of the strategic plan.

2. Organization — What organization will be needed to implement the strategy?

3. Projects/Programs — Major short- to medium-term activities needed to effect the overall strategy.

4. Principles, Policies, Practices — These serve as guidelines to reduce time and effort in making decisions.

5. Schedule — Clear definitions of key dates and milestones needed to schedule, monitor, and control progress.

6. Pro Formas — An overview of financial implications of recommended strategy.

7. Control — A clear statement of responsibilities for completing staff work, coordinating programs/ projects, and resolving conflicts.

The program workbook offered the following quotation from the Koran: "If you don't know where you're going, any road will take you there." Britain's program effectively helped springmakers decide where they are going and how they can best reach their destination. Q

Britain believes the principles of war (advance, attack, pursuit, defense, and withdrawal) are easily translated to the principles of marketing (preparation, introduction, rapid growth, maturity, and decline). He suggests that "if you conduct your marketing efforts with these principles in mind, you can hardly go wrong."

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Ace Wire Spring & Form Co. Celebrates its 75th Anniversary

F

or 75 years, Ace Wire Spring & Form Co., Inc. has worked in the custom spring manufacturing industry. Since its beginning, Ace Wire Spring has been a family owned and operated business, always staying close to its roots in the community of McKees Rocks, right outside of Pittsburgh, Pa. Joseph Vodvarka was going to be a professional tenor, but was worried that if he were to lose his voice someday, he would lose his livelihood. So in 1939, to have something to fall back on, he took up the trade of being a machinist, and soon realized this career path was a better opportunity for him to take care of his family.

S o Vo d v a r k a sta r ted Ace Wire Spring with a small coili ng mach i ne, making garter spr i ngs by ha nd.

Vodva rka worked h a nd s - on i n t he upst a i rs room of his house, which was conver ted into a small office/ s hop to pr oduc e the garter springs needed at the time.

This gave Vodvarka the opportunity to

educate his family about all aspects of the spring manufacturing industry, while at the same time teaching them a valuable trade.

After some time, and slight expansions into other rooms of the house, the company had outgrown its first location. In 1955, Ace Wire Spring built its own facility right down the road from the Vodvarka home. Vodvarka and his children, Joey and Linda, continued to work and be involved with the family business while it grew by increasing customers and staff.

In 1976, Vodvarka wanted to retire and sell the company. Vodvarka’s daughter, Linda, and her husband Rich Froehlich, bought the company and kept Ace Wire Spring as a family owned and operated business. The Froehlichs have a strong belief in family and carry over that value into the Ace Wire Spring culture when doing business. Customers benefit by receiving personalized customer service, engineering assistance, and a quality final product suited to meet their needs.

This mindset helped the company outgrow its location again, and in 1986, Ace Wire Spring built a new 55,000 sq. ft. facility. The new location was less than five minutes from the old office. Staying in the local community, where they and a large majority of Ace employees were based and had connections, were paramount in the decision making process of where to build. With this community feel and local ties, Ace Wire Spring employees were able to stay with the company for the long haul.

Many Ace Wire Spring employees have been at the company for over 20 years, with one craftsman still working

SPRINGS / Summer 2014 / 31

32 / SPRINGS / Summer 2014

Many Ace Wire Spring employees have been at the company for over 20 years, with one craftsman still working part-time after 68 years with the company.

part-time after 68 years with the company. A lot of pride and passion goes into everyone’s work and that is evident in the custom spring and wire form products they produce.

Customer communication is also very important.

Design engineers are available to help any customer with a problem, usually talking with them to find out what the exact need is. Finding the solution is more important than just manufacturing any springs, and the customer can feel that level of caring and commitment when working with Ace Wire Spring.

“My dad instilled in me the 3 p’s of business: passion, perseverance, and persistence,” said Linda Froehlich.

It is that way of thinking that has helped Ace Wire Spring grow over the past 75 years, and it is something the Froehlichs have passed down to their son, Ritchy Froehlich, who is continuing the tradition of being family owned and operated as the general manager.

Ace Wire Spring continues to be an industry leader in the manufacturing of compression, extension, torsion springs, and wire forms. The company’s 75 years of experience allows them to offer a wide variety of custom precision springs.

“We have a first-class team of on-site engineers to assist customers with developing solutions for a large variety of applications, along with an on-site quality control staff,” said Froehlich.

The veteran craftsmen who work in the plant are trained in the latest and most advanced forms of mechanical and CNC wire forming machines and techniques. Combined together they have over 100 years of experience and success within the industry.

“The benefit Ace Wire Spring delivers to companies time and time again is that we understand the customer’s needs, and meet or exceed, their expectations while delivering quality products,” Froehlich related.

“Ace Wire Spring & Form Co., Inc. would like to thank all of its customers and vendors for making it possible for us to celebrate being in business for 75 years,” said Froehlich. “We look forward to the next 75, where it’s always ‘SPRINGtime.’” Q

SPRINGS / Summer 2014 / 33

34 / SPRINGS / Summer 2014

2014 SMI Scholarship Program Awards $33,500 in Student Aid

T

hrough its 2014 regional and at-large scholarship program, SMI has awarded $33,500 in scholarship aid to 15 students. Last year, $25,000 in scholarship aid was awarded to 12 students.

“Since establishing the scholarship program in 2011, we have experienced steady growth in the number of students helped and the total amount of scholarships awarded,” said SMI president Hap Porter. “We congratulate each of our recipients and wish them the best in their pursuit of higher education.”

To be eligible for a scholarship, award winners must be a son or daughter of an employee who works for an SMI member company.

SMI awarded nine regional scholarships in the amount of $2,000 each. Six at-large scholarships were also selected.

New at-large scholarships for 2014 included: WAFIOS Innovation in the amount of $2,500, the Hugo Kern-Liebers Gmbh & Co. scholarship in honor of the company’s 125th anniversary for $2,500 and the Kern-Liebers Texas scholarship for $2,500 to recognize the company’s 25th anniversary.

The International Spring Scholarship increased to $4,000 for 2014 and awarded scholarships to two students in the amount of $2,000 each. In addition, the Callaghan-Hart Scholarship and the Bud Peterson Memorial Scholarship continued for 2014 in the amount of $2,000 each.

"On behalf of the SMI board of directors, I want to thank all the companies and individuals who contributed to our scholarship program this year,” said Porter. “Without their generous support, we would not have a scholarship program and the opportunity to help these outstanding young scholars."

©iStockphoto.com/skodonnell

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Regional Scholarships Canada Benjamin P. From Hometown: Perth, Ontario SMI Member Parent: Paul From, Central Wire Industries Attending: University of Guelph. Guelph, Ontario Major: Political Science Michigan Jadan D. Norman Hometown: Vicksburg, Miss.

SMI Member Parent: Perry Norman, Peterson Spring Attending: Michigan State University, East Lansing, Mich.

Major: Biology/Chemistry Southeast Winston L. Schuler Hometown: Charlotte, N.C. SMI Member Parent: Patrik Schuler, Southern Springs Attending: Univeristy of North Carolina, Chapel Hill, N.C. Major: Biology Chicago Zachary B. Smith Hometown: Kewanna, Ind. SMI Member Parents: Mark and Kelly Smith, Winamac Coil Spring Attending: University of Chicago, Chicago, Ill. Major: Mathematics and Physics

Students Say “Thanks”

“Thank you for your generous contribution to my education. As I pursue admission to pharmacy school, I am so grateful and relieved to know my undergraduate studies are now paid in full. Moving forward to care for others, I surely will not forget how others have helped me along my way. I whole-heartedly appreciate this recognition.”

Katie Anderson, Spartansburg, S.C. “I was very happy to learn that I was a recipient of the WAFIOS Innovations scholarship. I am writing to thank you for your generous financial support towards my higher education. By advancing me this scholarship, I am able to concentrate on what is most important to

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Mid-Atlantic Kristina L. Wheeler Hometown: Southfield, Mich.

SMI Member Parent: Lester Wheeler, Associated Spring Attending: Michigan State University, East Lansing, Mich.

Major: Biology/Pre-Medicine Southwest Kaleb W. Morgan Hometown: Pontotoc, Miss.

SMI Member Parent: Steve Morgan, Pontotoc Spring/MW Industries Attending: Itawamba Community College, Fulton, Miss.

Major: Veterinary Science Northeast Brittany N. Vaichus Hometown: Wolcott, Conn.

SMI Member Parent: Charles Vaichus, Newcomb Spring Attending: Liberty University, Lynchburg, Va. Major: Accounting Pittsburgh-Ohio Michelle A. Holodny Hometown: Highland Heights, Ohio SMI Member Parent: Alexander Holodny, American Spring Wire Attending: University of Pittsburgh, Pittsburgh, Pa. Major: Actuarial Mathematics

me: my education. Your financial generosity has allowed me to be the one step closer to my goal and has inspired me to help others by giving back to the community.”

Magdalene Lenczowski, Chicago, Ill. “I would like to express my sincere appreciation to the Spring Manufacturers Institute for recently selecting me to receive the KERNSLIEBERS Texas scholarship. This was a wonderful and much appreciated surprise! The scholarship will be a great help toward next year’s college expenses. Thank you again for providing this scholarship and for allowing me to be one of the recipients.”

Mary Stanford, Dickson, Tenn.

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

At-Large Scholarships Hugo Kern-Liebers GmbH & Co. Scholarship Moretta S. O’Connell Hometown: Wrightstown, Wis. SMI Member Parent: William A. O’Connell, Fox Valley Spring Attending: Yale University, New Haven, Conn.

Major: Physics/Chemistry Kern-Liebers Texas, Inc. Scholarship Mary R. Stanford Hometown: Dickson, Tenn.

SMI Member Parent: Ricky Stanford, Sumiden Wire Products Attending: University of Tennessee, Martin, Tenn.

Major: Elementary Education Bud Peterson Memorial Scholarship Sara E. Zinn Hometown: Springfield, Ohio SMI Member Parent: Jim Zinn, The Yost Superior Co. Attending: Wittenberg University, Springfield, Ohio Major: Music Education

“Thank you for selecting me for the scholarship award. I am grateful for this opportunity to better myself and further my education. I will do my best to honor this award with hard work and focused studies in my schooling. I would like to express my sincerest gratitude and appreciation for the scholarship. You’ve made a substantial difference in my life with your financial contribution!”

Brittany Vaichus, Wolcott, Conn.

“I would like to express my gratitude for awarding me this scholarship. This is greatly appreciated, and I will definitely put it to good use! Thank you.”

Amber Kish, South Bend, Ind.

“I am writing this letter to express my sincere gratitude for your generous $2,500 scholarship.

Having been the first scholarship I applied to this year, you can only imagine how extremely proud and honored when my family learned of this selection. Your gracious support of my academic endeavors is monumental to my future career and life goals, and for that I deeply thank you.

My ultimate goal, after earning my undergraduate degree, is to attend medical school to specialize in neurological surgery; however, every dream has its price, and mine is comprised of hard work, devotion, passion, and many educational expenses. But with the help of the Spring Manufacturers Institute

International Spring Scholarship Kathryn N. Anderson Hometown: Spartanburg, S.C. SMI Member Parent: Curtis Anderson, Duer/Carolina Coil Attending: Presbyterian College, Clinton, S.C. Major: Biology/Pre-Pharmacy International Spring Scholarship Monika I. Morawa Hometown: Willowbrook, Ill. SMI Member Parent: Wally Morawa, Dudek & Bock Attending: University of Dayton Major: Accounting Callaghan-Hart Scholarship Amber K. Kish Hometown: South Bend, Ind. SMI Member Parent: Timothy Kish, Hoosier Spring Company Inc. Attending: Indiana University, Bloomington, Ind. Major: Speech Language Pathology WAFIOS Innovations Scholarship Magdalene A. Lenczowski Hometown: Chicago, Ill. SMI Member Parent: Zak Lenczowski, Dudek & Bock Attending: Loyola University, Chicago, Ill. Major: Nursing

Scholarship, I am slowly, but surely seeing my dream become a reality. And l can proudly say, between your gracious donation, my part-time job at our town's local pizzeria, and other scholarships, grants, and financial aid I've received, I am well on my way to paying for my entire first year of college.”

Moretta O’Connell, Wrightstown, Wis.

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Skills Gap Threatens Manufacturing Growth According to New Study

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©iStockphoto.com/jaker5000

.S. manufacturers may lose up to 11 percent annually* of their earnings as a result of increased production costs due to a shortage of skilled workers, according to a new study from Accenture and The Manufacturing Institute.

The scale of the issue is illustrated in the study, "Out of Inventory: Skills Shortage Threatens Growth for U.S. Manufacturing," in which 39 percent of the 300 U.S. manufacturing executives surveyed described the shortage of qualified, skilled applicants as "severe," and 60 percent said it has been difficult to hire the skilled people they need. In addition, more than 50 percent of respondents said they plan to increase their production by at least five percent in the next five years.

Furthermore, as the report notes, when manufacturers are unable to fill roles, overtime, downtime and cycle times increase; more materials are lost to scrap; and quality suffers.

More than 70 percent of the respondents reported at least a five percent increase in overtime costs, and 32 percent reported an increase of 10 percent or more. As manufacturers used overtime to maintain base production levels, 61 percent said their downtime increased by at least five percent, as they lacked enough people to run and maintain the equipment. Cycle times also increased at least five percent at 66 percent of the respondents' companies.

SPRINGS / Summer 2014 / 39

"While these skills are in high demand, the number of qualiďŹ ed people who have them is small. Manufacturers will need to invest in training to develop a highly skilled production workforce that supports the advanced technologies that are essential to modern manufacturing competitiveness today."

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"The skills shortage facing U.S. manufacturers is apparent from this report and its severity can be measured in dollars," said Matt Reilly, senior managing director, Accenture Strategy, North America. "U.S. manufacturers' plans to increase production and grow manufacturing roles over the next ďŹ ve years are positive indicators, but are likely to exacerbate the problem. Given today's limited

pool of relevant talent, companies may have to forget the notion of the perfect candidate. Instead they should look for more generalist skills in candidates and develop them to match the speciďŹ c work that needs to be done."

"It's getting harder to tell the workers from the managers in today's plants. Production workers, engineers and managers all spend a signiďŹ cant part of their day using advanced technology to conďŹ gure, control and monitor processes," said Blake Moret, senior vice president of the Control Products and Solutions business at Rockwell Automation, and chairman of The Manufacturing Institute's Board of Trustees. "While these skills are in high demand, the number of qualiďŹ ed people who have them is small. Manufacturers will need to invest in training to develop a highly skilled production workforce that supports the advanced technologies that are essential to modern manufacturing competitiveness today."

To mitigate the skills shortage, the manufacturers tend to spend more on average for training new hires as opposed to existing employees, with 55 percent spending at least $1,000 per new hire as compared to 42 percent who said they spend at a similar level on training for existing employees.

However, the study found no correlation between spending on training and impact on skill shortages.

Successful companies, according to the report, spend training dollars as part of an overall strategy designed to address critical skill shortages, with clear objectives set for the short-, medium- and long-term. Based on Accenture's ongoing research, the report suggests that manufacturers: â&#x20AC;˘ Maintain a current inventory of in-house skill sets and regularly map that against current and anticipated skill needs to inform talent strategy as well as training investment decisions. â&#x20AC;˘ Adopt and apply statistical analysis and reporting that correlate training programs with key business and operational metrics. (continued on page 42)

Tooling U-SME Helps Address Demand for Skilled Labor Recognizing that a company’s access to skilled workers is critical for growing its business, Tooling U-SME recently introduced a new industry resource – Tooling U-SME’s Competency Framework. This new tool allows companies to combat the increasing talent shortage and achieve stronger performance from their workforce while providing clear development pathways and career growth opportunities for their employees.

The Competency Framework, created in conjunction with a cross-section of experts from manufacturing and academia, features a comprehensive series of competency models in nine manufacturing functional areas. The new tool is made up of more than 60 defined job role competency models, each outlining knowledge and skill objectives for job roles in production, technician, lead technician/technologist and engineer levels.

“Nine out of 10 manufacturers are struggling to find the skilled workers they need yet more than half don’t have a plan to address this crisis today, much less into the future,” said Jeannine Kunz, managing director of workforce and education for SME. “To help companies move forward in developing their workforce, we created our model to tie directly to business goals by diving deep into the knowledge and skill objectives for job roles, from lathe operators to engineers, as a way to build an organization of high performers.”

• Streamline the training process and cut costs by eliminating unnecessary/ redundant training and allowing more training where needed.

• Help managers easily evaluate worker performance levels using specific behavioral indicators, which reduces subjective assessment, increases assessment accuracy.

• Enhance employee satisfaction based on the rationality of the system.

• Define and explain to an average performer what they need to attain to become a superior performer (career pathways).

Benefits of the Competency Framework include: • Ensure enterprise-wide consistency making a workforce more flexible and dynamic, ultimately reducing labor costs.

Designed to complement other competency models in the marketplace, the Competency Framework can be used “as is” or customized to individual work practices at a company’s facility. For a seamless training and

development process, knowledge objectives within the framework are mapped directly to Tooling U-SME’s extensive training resources.

To create a comprehensive industry-wide standard for workforce development, Tooling U-SME brought together a committee of experts from industry and academia. With decades of personal experience, the team went right to the source: connecting with people doing specific jobs as well as managers who define expectations for success in each role.

For more information about Tooling U-SME and its Competency Framework, email info@ toolingu.com, call 866-706-8665 or visit www. toolingu.com. A brief video outlining the new tool is available at www.youtube.com/ watch?v=x5kGQaPJZkk.

SPRINGS / Summer 2014 / 41

Elgiloy Haynes Hastelloy Inconel Incoloy Monel

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• Take advantage of digital technologies to make skills training available to employees on a self-paced basis, anytime, anywhere.

• Incorporate nationally-recognized, certified training programs to build standardized skill sets.

• Engage with educators at colleges, community colleges, trade schools and high schools to build a pipeline of future skilled workers, influence curricula and lend employees to help teach specialized skills to potential manufacturing recruits of the future.

"Skill-building programs offered by professional organizations offer an avenue for manufacturers seeking to certify their people in specific skill sets," said Jennifer McNelly, president of The Manufacturing Institute.

"Nationally-recognized certification programs provide an opportunity for manufacturing employees to grow their capabilities."

To complete the 2014 report, Accenture, a global ma nagement consulting, technology ser vices a nd outsourcing company, and The Manufacturing Institute, the 501(c)(3) affiliate of the National Association of Manufacturers, surveyed more than 300 executives from a diverse set of U.S. manufacturing companies with

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www.elgiloy.com

average annual revenue of $100 million. Building on the survey responses, they also interviewed a subset of manufacturers, representatives of The Manufacturing Institute and the National Association of Metalworking Skills, as well as economists and industry specialists at the U.S. Department of Labor. Learn more at www.accenture. com/ManufacturingSkills. *The 11 percent potential loss in earnings before interest, taxes, depreciation and amortization (EBITDA) was calculated based on the following data: a potential 9 percent reduction in revenue due to a decreased production capacity estimated by calculating the Overall Equipment Effectiveness rate with the average respondent's reported 8 percent increase in cycle time and 10 percent increase in production downtime. In addition, the average respondent reported a 12 percent increase in overtime cost. Q

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The Frank Principles of Business Blunt Leadership Lessons Learned Over a Lifetime

By Richard J. Bryan rank was ex-Special Forces with a fine arts degree—an unusual mix. He achieved a lot in his business career by following five simple principles that he was able to apply to any business, and many have achieved a lot by learning to do the same.

If you can apply these same principles consistently to your organization, you will find that you are able to move away from being a micro-manager and instead become far more

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strategic in the way your run your own business.

So what are these magic principles? Really, they are just good common sense, but as Frank was fond of saying, “Good business is just common sense, unfortunately common sense is not common practice.”

Principle 1 – Define Your Role Too often, business owners do not have clarity on the difference between management issues and ownership issues. Management

issues are things like dealing with the daily HR concerns, accounting and administration and the sales process. They are seemingly urgent matters that must be dealt with in a timely fashion.

The person overseeing these functions can be the business owner or an appointed manager.

Ownership issues are the things that only the business owner can do, such as dealing with the shareholders, banking partners and setting the long-term strategy for the organization.

Frank’s approach was simple: have a clear split between ownership of the business and management of the business and find the most talented people to run

SPRINGS / Summer 2014 / 45

Concentrate on an area where you are talented and do what you are passionate about. Let others take care of the things that you are not so good at and which conform to their strengths. Everyone will benefit.

day-to-day operations. This sometimes means that the owner needs to step aside from management and make way for a better-qualified leader. A good example of this would be the way that Bill Ford stepped aside as CEO of Ford Motor Company to allow Alan Mulally to take on the role back in 2006. The result was one of the most successful business turnarounds in U.S. corporate history, as Mulally took Ford from near bankruptcy to record profits in 2013.

Concentrate on an area where you are talented and do what you are passionate about. Let others take care of the things that you are not so good at and which conform to their strengths. Everyone will benefit.

Principle 2 – Create a Compelling Vision One of the most effective ways to harness the potential of an organization is to get everyone pulling in the same direction. However, without a compelling vision this can be difficult to achieve.

Frank realized that vision is a crucial component in getting employees to understand the direction the company is trying to go and therefore encouraging them to generate meaningful suggestions as to how to get there.

It doesn’t matter if your vision revolves around customer service excellence or creating innovative products—as long as it is both inspiring and challenging.

Frank did not believe in having a vision that was just there to tick the box and display on a plaque behind reception. Rather, it was an important part of the overall company strategy.

Put some time aside to work on your business rather than in your business by developing a vision that enables you to grow your business and achieve your life goals.

Don’t make the excuse that you are too busy to spend this time crafting a quality vision—it will be the best investment of time you ever make.

Principle 3 – Hire “A Players” Frank believed that the key to running an organization successfully in the longer term is to hire great people. As he was fond of saying, “If you can surround yourself with people that are smarter than you are then the chances are your business will do just fine.”

Many leaders feel insecure about hiring really smart people, as they believe that it will undermine their credibility, but Frank knew that building a great team enhances your reputation as a leader.

A CEO of a $100 million company remarked recently that when he first took on his role 10 years ago he believed he was the smartest person on the management team, and that made him very nervous as everything revolved around him. “Frankly it was exhausting!” he said. However, he has invested in hiring great people, and now he considers himself to be surrounded by people that are much smarter than him.

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Stainless Steels, Nickel Bases, Copper Bases, Carbon Steels, and Aluminum

50 McDermott Rd. North Haven, CT 06473 unitedwirecompany.com 800.840.9481 Make sure that hiring “A Players” is a priority for you as a business owner or leader.

Principle 4 – Develop Trust The key to leading your team of “A Players” is to develop trust. This is what keeps them working for you in the longer term. Frank knew that if you can become a better coach and mentor rather than try and micro-manage your best people you will find that they trust you and are more loyal to the organization. “After all,” Frank would say, “People leave bosses not organizations!”

“A Players” know their market value. What keeps them working for you is not money, but the ability to work independently and express their talents in their own individual way. They are self-motivated and driven to achieve excellent results. Too much interference from their immediate superior can be very demotivating—an “A Players” drive comes from within.

Principle 5 – Have Some Fun! Frank was always firm but fair in the way he led his people. One of his greatest strengths was knowing when to have some fun.

Celebrating success—such as winning a major new customer or having a particularly profitable quarter—was

always something that he believed in doing as a way to reinforce the positive behavior that caused it.

Even when under extreme pressure to perform, Frank knew the value of a joke or light-hearted moment to relieve the tension. Look for opportunities in your own business to have some fun, as this can be a key retention strategy for your “A Players.”

By following Frank’s simple principles you can not only grow your business, but you will also find you have a lot more time available to enjoy spending with your family and pursuing other interests. As Frank would say, “You only live once and life is short so you had better enjoy it!” Q Richard J. Bryan is an international speaker, executive coach and author of the forthcoming book, “Being Frank: Real Life Lessons to Grow Your Business and Yourself.” Through his experiences as the 4th Generation CEO in a family-owned business, Bryan gained a wealth of knowledge and developed into a true leader.

By applying his creative strategies, Bryan helps businesses hire the right people, forge dynamic teams and increase their profits. For more information, please visit www.richardjbryan.com.

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Springmaker Spotlight

The third generation of Suth family members to run Hoosier Spring Company are brothers Greg (left), president and Rob, vice president. Not pictured is, Pat, who works in sales.

Creating a Safe Environment A Profile of Greg Suth and Hoosier Spring Company

By Gary McCoy

I

In a world of chaos, Hoosier Spring strives to be a safe and dependable environment for its employees.

“If you look on the outside today, you’ve got Al Qaeda, the flu virus.

You have energy prices going up and inflation everywhere,” says Greg Suth, president of Hoosier Spring Company in South Bend, Ind. “We believe this is the one place where people can come and know what is expected of them, and understand that they are safe.”

Creating this safe environment has been the goal of three generations of Suth family members ever since the company was started by Suth’s grandfather, Emery “Jim” Suth in 1954.

SPRINGS / Summer 2014 / 49

Starting a spring company at that time was not a “safe” move for Suth’s grandfather, who began operations in the basement of his brother Frankie’s house.

“My grandfather and his brothers worked locally at The Bendix Corporation for years,” explained Suth. “It was at Bendix that my grandfather learned to wind springs and gained a knowledge of spring design.”

Bendix decided to phase out its prototype spring department, and Suth’s grandfather told his grandmother he wanted to start his own spring shop, “but they had no money.” Utilizing some very basic equipment he continued to develop springs in his brother Frankie’s basement.

Within a few years, Suth’s grandfather borrowed $2,315.79 from his mother and purchased his first spring coiler, a Sleeper and Hartley machine that was capable of winding production quantities.

Even Suth’s grandmother got in the act. She helped perform stress relieving using a conventional kitchen oven.

She was also utilized on occasion for hand deburr operations.

The company has always been in Sout h Bend, eventually moving out of the basement and into a garage on Bulla Street. Hoosier Spring later moved to a couple of locations on Sample Street, before relocating to its current 35,000 sq. foot space on S. Burnett Drive in 1978.

Earlier this year Hoosier Spring purchased a 10,000 sq. ft. building just down the street from its headquarters that they plan to use as a warehouse, where they will stock finished goods and ship orders.

Diversification Takes Flight When Suth’s father, Mike, started working at Hoosier Spring in 1965, he came with “a vision of growing the business and providing springs to a more diverse number of customers,” related Suth. It wasn’t long before his vision became a reality.

Within a few years the company started working with a number of major suppliers to the aircraft industry, including Sundstrand, Parker Hannifin, Woodward Governor and National Waterlift.

In addition, the company continued to supply Bendix, which was one of a handful of manufacturers bidding on control rod drive mechanisms for the U.S Navy’s nuclear powered aircraft carriers and submarines.

“Bendix won the contract and Hoosier Spring got its foot in the door with Admiral Rickover’s nuclear Navy,” said Suth of the accomplishment. “To date we have retained all of the aforementioned customers and remain the only supplier of springs to the naval nuclear fleet of ships and submarines.”

The bulk of Hoosier Spring’s business continues to be in aircraft. “Basically, everything that flies commercial or military has our springs in the landing gear,” related Suth. “We also make the fuel nozzle that atomizes the fuel, governing mechanisms controlling fuel flow to the engine and actuation systems including springs on all or most emergency units.”

The company received a kind note from one of its customers because springs produced by Hoosier Spring actually played a part in the “Miracle on the Hudson” when Chelsey “Sully” Sullenberger made a successful

50 / SPRINGS / Summer 2014

One of the hand winders with mandrels Suth's grandfather and uncles used while at Bendix. It is still used occasionally to wind small quantities of springs where tolerances permit.

emergency landing on the Hudson River. Springs made Mike Suth has not been in good health for a few years forcing

by Hoosier Spring were on the aircraft deploying a him to gradually withdraw from the day-to-day operations ram turbine (as well as a governing spring inside) that of the company.

“At one point, a few years ago, he was a very dynamic generated emergency power enabling Sullenberger to control his wing flaps and steer the aircraft to a safe guy and was a gifted speaker," said Suth. "He could really motivate employees with inspirational stories inspired by landing in the Hudson.

Suth estimates that the company’s current product mix his visits with customers and time shared with many of is 60 percent aviation, about 20 to 25 percent in commercial his friends and former employees.” and military nuclear and the balance in industrial business.

The company received a kind note from one of its The compa ny is Nadcap customers because springs produced by Hoosier certified for heat treating. They also meet the requirements of Spring actually played a part in the “Miracle on the I TA R / EA R (ex por t cont rols) Hudson” when Chelsey “Sully” Sullenberger made a and are registered compliant to AS9100C/ISO-9001 as certified by successful emergency landing on the Hudson River. an independent registrar.

Mike Suth was recently honored Springs made by Hoosier Spring were on the aircraft as the Indiana Small Business deploying a ram turbine (as well as a governing Person of the Year by the Indiana District of the Small Business spring inside) that generated emergency power Administration (SBA), but was not enabling Sullenberger to control his wing flaps and able to travel to Indianapolis in May to receive the award. Now 71, steer the aircraft to a safe landing in the Hudson.

SPRINGS / Summer 2014 / 51

Greg Suth (left) with Bruce Pipke, who has worked 40 years at Hoosier Spring. His sons Brian and Eric currently work at the company, along with Pipke's nephew and great nephew. His brother, Harold, was one of the company's original employees.

Availing themselves of modern technology, Suth says he and his dad now text each other daily during the work week.

“Dad will ask if I made the rounds through the shop, inquires about monthly sales/net income and oftentimes encourages me to give the employees a day off with pay,” said Suth, “and sometimes for no reason!”

In accepting the SBA award for his father, Suth said his grandfather and father cared about people and were guided by their Catholic faith to do what was right.

“They were not motivated by sales, but simply wanted to make the best spring and deliver it on time,” related Suth. “As the business grew they created a culture of trust, commitment and tradition so that employees felt appreciated.

This recipe has been instrumental in the steady growth that has happened mostly by word-of-mouth.”

Elvis, Christmas in June and Other Traditions Part of the “safe” environment at Hoosier Spring are the many traditions that the company follows.

Each year the company holds a “hog roast” on the Friday before the start of the Notre Dame football season.

As Suth points out, “all employees are paid that Friday to eat, drink and be merry.” They also have five to six Hoosier Spring tailgate parties on Saturday mornings each fall during the football season.

The compa ny a lso has a “Ch r ist mas i n Ju ne” celebration at the end of the company’s fiscal year when the company’s profits are shared with employees.

52 / SPRINGS / Summer 2014

“During this year end meeting it was commonplace for Dad to recognize each employee personally and thank them for their their hard work while handing them their bonus, sometimes wearing a Santa’s cap,” said Suth. “He truly looked forward to this day and in almost childlike fashion was often found whispering bonus numbers in employees ears in the days leading up to June 30th.”

Owing to their family heritage, many of the catered meals are a day off with pay for Christmas, Easter and sometimes “for no reason at all” are Polish-style dinners.

Because of the value they place on employees, the Christmas dinner is usually held on December 22 and the business will shut down from Christmas Eve until the second or third week of January.

“We understand the importance of spending time with your family, so we basically shut down for a week and a half to two weeks at Christmas time and give everyone a significant Christmas bonus,” explained Suth.

Another unique part of the Hoosier Spring culture is an affinity for Elvis Presley. “We’re all big Elvis nuts here,” admitted Suth.

During the last few years of his life, Presley adopted “Takin' Care of Business” as a motto, abbreviated as TCB. “We’ve put his motto to use here, TCB in a flash,” explained Suth. There are shirts the company has made with the TCB logo and memorabilia of Presley can be seen throughout the offices.

“My dad believes that to be successful in business today, you have to know your product inside and out and the best way to learn about your product is to be close to those producing it,” explained Suth. “My dad was never afraid to roll up his sleeves and work next to the same folks grinding, deburring and inspecting our product.”

Speaking of shirts, the company is known for making t-shirts for their employees. Suth says there have been many different iterations of shirt designs and colors—but most have two things: the U.S. flag on one sleeve and a clover on the other.

“My dad always wanted a flag on the shirt,” said Suth.

“The U.S. flag with the Stars and Stripes always moving forward, never in retreat.”

He says the clover was used because of his dad and grandfather’s love of Notre Dame.

Many family members have and continue to work for Hoosier Spring. Suth’s brother, Rob, is a company vice president and his brother, Pat, is in sales. In addition, many second and third cousins work in the business.

Suth’s brother, Jimmy, works for Richard Childress Racing in North Carolina. Suth’s two sisters, Tammy and Kelly, are also not involved in the business and live in Indianapolis.

Mike Suth always told his family how proud he was to work for his father and how much he learned from his uncles Frankie, Ernie, Johnny, Joe, and later his Uncle Steve, nicknamed “Curly.”

“Uncle Frankie was a genius of sorts,” said Suth. “He designed and built his own tooling capable of making very complex springs; springs probably not capable of being produced today with very sophisticated equipment.”

Suth said his dad would tell him and his siblings of the “countless millions of springs coiled by Uncle Joe, ground

by Uncle Ernie and then inspected by Uncle Johnny so that our customers’ fuel nozzles, valves and braking systems functioned properly.”

In particular Suth said his dad would always mention stories of Uncle Curly being the first to coil the very large and critical “scram spring” that Hoosier Spring produces for nuclear powered aircraft carriers on equipment made

by Uncle Frankie.

“My dad held all these family members in high regard, and without their hard work, ingenuity and dedication, Hoosier Spring might not exist today.”

Why? Because Mike Suth always believed there’s no substitute for hands-on experience.

“My dad believes that to be successful in business today, you have to know your product inside and out and the best way to learn about your product is to be close to those producing it,” explained Suth. “My dad was never afraid to roll up his sleeves and work next to the same folks grinding, deburring and inspecting our product.”

He went on to say, “This is how you get to know your employees, their wants, needs and desires.” Plus, Mike Suth believed it was one of the best ways to learn how to estimate the cost of any job.

“Being the founder’s son, he knew this was the only way to earn the respect of his employees.”

Spending Time on the Shop Floor One of the messages that Mike Suth will often send via text message to his son is to “spend less time on the computer and more time on the shop floor.”

SPRINGS / Summer 2014 / 53

Like many sons and daughters who grew up in the spring industry, Suth began working at Hoosier Spring sweeping the floors. He later began processing parts and learning the process of deburring.

“You can learn theory by reading a book or on the computer, but where you actually gain the hands-on experience and the real knowledge is actually working with the guys and gals on the floor,” said Suth. “Being willing to roll up your sleeves and help deburr the parts to get them out to the customer on time.”

A high amount of value is placed upon the 90 employees who work at Hoosier Spring, who work two shifts. Employees appreciate the company’s generous health and dental benefits, 401(k) profit sharing program and fiscal year-end bonus program.

“Employees come first at Hoosier Spring,” said Suth.

“The things we do here are done to make people feel accepted and we strive for consistency from day-to-day.”

To help employees understand the role they play in the success of Hoosier Spring, the company has a large wall-mounted monitor inside the shop floor. It serves as a company “scorecard.”

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“It toggles back and forth between sales, order entry, total sales,” explained Suth. “It helps employees understand who the important customers are and how our on-time delivery is going, and how our vendors on-time delivery to us is going.”

Though it doesn’t provide bottom line information on the company, Suth says the colorful pie charts provides a snapshot so everybody in the shop knows how the company is doing.

To accomplish this goal, Hoosier Spring has been using a computer system called Global Shop to track this data.

Not only does it help employees, Suth says it helps his management team to better adjust employee hours and to justify hiring more people.

Giving Back Like many sons and daughters who grew up in the spring industry, Suth began working at Hoosier Spring sweeping the floors. He later began processing parts and learning the process of deburring.

“You can learn theory by reading a book or on the computer, but where you actually gain the hands-on experience and the real knowledge is actually working with the guys and gals on the floor,” said Suth. “Being willing to roll up your sleeves and help deburr the parts to get them out to the customer on time.”

He enjoys being part of the spring industry and proud of the company his grandfather and father built. The company has been quite active in giving back to the local South Bend community.

Suth is part of the board for the Women’s Care Center and the company has been generous donors to the local Catholic schools, including St. Jude’s grade school and Marion High School, where Suth and his siblings attended.

Though he would be reticent to mention it, Suth says his father put countless kids through Catholic grade school and high school.

in the family, Suth returned to South Bend to become part of Hoosier Spring.

"It was my grandfather’s cancer as well as my uncle Ray Lentych’s cancer that forced my return sooner than I had anticipated," explained Suth.

“And I’ve been here ever since,” said Suth with a laugh.

Married to Julie, the Suth’s have four children, with the oldest starting high school in the fall. “I’ve been very blessed to have a beautiful wife and four healthy children.”

His brother, Rob, has three children.

“The stars are lining up for a fourth generation in the business,” said Suth, “hopefully.”

Mike and Donna Suth Undoubtedly, the fourth generation will take from the legacy of the past generations to continue the Suth family “Our employees would simply receive a note saying: traditions and the legacy of their grandfather and great‘Your child’s tuition has been paid in full by an anonymous grandfather. party.’” Suth says the employees probably knew who it That legacy was summed up at the conclusion of Suth’s was who paid for it, but his dad would never admit to it. acceptance speech in May when his dad won the SBA award.

After high school, Suth received an appointment to “I’m here today with my brothers Rob and Pat to accept attend the U.S. Merchant Marine Academy in Kings Point, this award on behalf of our dad, Mike Suth, and to tell N.Y. to study engineering. his story. His success is simple in that he always put his He graduated in 1990 and sailed for about six months employees first, while fostering a unique culture of trust working for Chevron on their oil tankers. Due to sickness and commitment with his employees.” Q

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1

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8

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9

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11

1.27 acres

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justinmalley@bristolct.gov

SPRINGS / Summer 2014 / 55

“Unbelievable” “An excellent, well executed design package for all spring types” Tom Lusinski Plant Manager/Spring Division, Stanley Spring & Stamping

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“Fantastic product” Compression (Series, Parallel, Conical), Extension,Torsion…47 Spring Types Helps you rapidly create practical and optimized designs while keeping in mind manufacturing concerns

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Advanced Spring Design ©1982–2011 by Spring Manufacturer’s Institute & Universal Technical Systems, Inc. All Rights Reserved. Photos from quoted individuals and by Engeline Tan; used with permission.

2011-11

Book Corner

The Up Side of Down: Why Failing Well Is the Key to Success

I

t may seem a bit odd to recommend a book that majors on failure. In this case the author, Megan McArdle, argues that failure is often the pathway to success.

The essential premise of the book, “The Up Side of Down” is: “You’re not a failure. You’re someone who has failed.”

McArdle believes failure is what makes success possible. Failure is often how we learn what doesn’t work and how we learn what does.

An economics journalist and blogger, McArdle draws upon interviews, academic research, and her own experience with catastrophic life events to look at why failure is often inevitable, and why it can be a beneficial part of life. The trick is to learn how to make failure a learning experience instead of a catastrophe.

Play it safe? McArdle argues that is not always the best course to take. In a chapter titled “Forgiveness” she writes: “Getting the up side of down often means letting go of your instincts, ignoring conventional wisdom, and leaping at something that no one’s ever done before. Obviously, if you shoot at a target you can’t see, you’ll often miss. But if you can pick yourself up and try again, you’ll often miss.

But if you can pick yourself up and try again, you may plant a flag in uncharted territory. For that to be possible, you have to be able to shed past mistakes. A resilient society lets you fail, and even lets the failure sting, but only for a moment. Then it helps you get back on track, and everyone reaps the benefit.”

The quote may mislead you to believe that this is a “touchy, feely” self-help book. It really is not. It's a study on the benefits of failure, exploring research and case studies to make the argument that failure is a great teacher and an inevitable step on the road to success.

The Up Side of Down was published by Viking in February 2014 and the hardcover edition sells at a suggested retail price of $27.99 and for a discounted price through Amazon or Barnes & Noble. Q

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

Book reviewed by Gary McCoy, Managing Editor

SPRINGS / Summer 2014 / 57

58 / SPRINGS / Summer 2014

Inside SMI

Magazine Chairman Celebrates 40 Years at Hardware Products SMI joins with SEI MetalTek in congratulating Ted White for 40 years of service at Hardware Products in Chelsea, Mass. White serves as chairman of the SMI magazine committee and is a past SMI board member.

“Ted was hired by George Underwood right out of college in 1974 to work in Hardware Products’ office as a customer service rep,” said SMI president Hap Porter, who is president and COO of SEI MetalTek. “With his sales skills and technical acumen, he became a valued and knowledgeable spring expert. Ted was running the office here when I joined the company in 1987, and over the ensuing 10 years he served as vice president of Hardware Products

and was named to his current post of president in 1998.”

Porter continued by saying, “Hardware has thrived under Ted’s leadership, perennially performing among the highest levels of comparably-sized companies in SMI surveys. In addition, he has served the industry admirably, including numerous terms on the SMI board; chairing the SMI membership committee; and fulfilling a long stint as the SMI representative on the NESMA Board (for which he received a special-recognition award last December).

To read more about White and his “Please join me in offering Ted congratcareer at Hardware Products, read the ulations on his long tenure at Hardware, “Springmaker Spotlight” feature on White and thanks for his many outstanding in the Spring 2010 issue of Springs. accomplishments over the years.”

SMI to Host Spring World Reception SMI invites members of the spring industry to attend a cocktail reception on Wednesday, October 8 from 5 p.m. to 6 p.m. immediately following the opening day of SpringWorld 2014 at the Donald E. Stephens Convention Center in Rosemont, Ill. SMI will also exhibit at SpringWorld 2014 at booth #521. SMI staff members will be on hand to answer your questions about SMI programs and member benefits.

SMI Reception at SpringWorld 2010

SPRINGS / Summer 2014 / 59

Inside SMI

SMI Mourns Loss of Members

SMI Publishes Membership Directory and Reference Guide

It is with regret that Springs reports the death of Al Fazio, 60, of Sewickley, Pa., June 19, 2014.

Fazio was raised in Bellevue, Pa. as one of eight children to Alphonse and Jane Fazio. He was the brother of Frank (MaryAnn), Donald (Bernie) and Paul, Nina Williams and Zita (Gary) Schuessler, and the late Della and Arthur. Fazio was also survived by many nieces and nephews and close friends.

Fazio worked in and out of the family business, Diamond Wire Spring Company (DWS), which has multiple locations. Fazio was co-founder of the Taylors, S.C. plant, and founder of the Tyler, Texas plant. He was a Boston College graduate whose true passion was writing. He wrote several short stories and screenplays and had just ďŹ nished his ďŹ rst novel at the time of his death.

SMI has just published the 2015 M Membership Directory and Refereence Guide. This valuable resource in includes all member companies, aassociate members and breaks th them out geographically. It also in includes handy reference informati tion on the spring industry.

Membership directories are an l i SMI member b b exclusive beneďŹ t. Additional copies are available for members when you contact SMI.

Albert H. Goering, 87, of Precision Coil Spring passed away on July 12, 2014 in Pasadena, Calif. To the Precision Coil family he was affectionately known as â&#x20AC;&#x153;Mr. G.â&#x20AC;?

Born July 22, 1926, ďŹ rst son of Albert William and Eva Lydia (nee Hauck) Goering, in Cincinnati, Ohio, Goering graduated from Hughes High School in 1944.

He spent one year at Purdue University in the Navy V-12 program before receiving his appointment to the United States Military Academy at West Point. Goering graduated fourth in his class at West Point in 1949 with an engineering degree. He served in the Air Force as a B-17 pilot during the Korean War. His military career was short, as he chose to resign his commission in 1953.

Goering returned home to Cincinnati to work in the family business, Ideal Meat Packing. When Ideal Meat Packing was sold, Goering moved to California in 1957 and purchased a struggling spring manufacturing company, Precision Coil Spring Company.

Today, under his leadership, Precision Coil Spring is a global leader in the production of highly specialized spring products for the aerospace and nuclear fuels industries. Goeringâ&#x20AC;&#x2122;s charitable and philanthropic concerns were numerous, including the South Pasadena/San Marino YMCA, South Pasadena Methodist Church, and most especially West Point.

Goering was preceded in death by his beloved wife, Mimi. He is survived by two brothers, Charles (Caroline) and John; a son, Bert (AnnaBeth); a daughter, Melanie (Lee); grandchildren Natalie and Christopher; and numerous nieces, nephews and cousins. As the family stated in his obituary, â&#x20AC;&#x153;We will all miss Al's incredibly infectious laugh, generous spirit and love of life!â&#x20AC;?

Services were held for Goering on August 12 in Pasadena.

â&#x20AC;&#x153;I just wanted to say thank you for including the excellent piece on Michio Takeda, â&#x20AC;&#x2DC;Comforting Earthquake Victims,â&#x20AC;&#x2122; in your Winter 2014 issue of Springs.

It was a both a surprise and heartfelt pleasure to read Comforting Earthquake Victims the article, as I have family W in Japan who have been directly affected by the quake and tsunami. We have aunts, uncles and cousins still living in Tono, Kamaishi and many of the other surrounding cities and towns and indeed lost two family members to the tsunami.

So, of course the article resonated with me on a very personal level. It was not something I expected to ďŹ nd in our industryâ&#x20AC;&#x2122;s trade journal, and doing so left me quite moved.

Thank you.â&#x20AC;?

60 / SPRINGS / Summer 2014

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Letter to the Editor

Michio Takeda

Benevolent force: A boundless compassion that extends 9,000 miles

hen a 9.0-magnitude earthquake and tsunami devastated Northern Japan in 2011, Michio Takeda had planned to ďŹ&#x201A;y to Iwate and help repair homes. Instead, he helped raise the spirits of the devastated souls around him. â&#x20AC;&#x153;These survivors, they are different than people from other parts of Japan,â&#x20AC;? said Takeda, a Japanese native who ďŹ rst journeyed to the states as an English linguistics major under the guidance of his mentor

and â&#x20AC;&#x153;second mother,â&#x20AC;? the late McKendree professor and missionary Mildred Silver. â&#x20AC;&#x153;These elderly have encountered tsunamis and earthquakes more than once in their lifetimes. They are a very patient people.â&#x20AC;?

But even patient people have their limits. â&#x20AC;&#x153;What they needed most was continued prayer, not material things,â&#x20AC;? explained the grandfather of two, who now resides in Carol Stream, Ill. â&#x20AC;&#x153;They are looking for spiritual refuge in order to live strong, spiritually and emotionally.

SPRINGS / Winter 2014 / 47

Andrew Roberts Materials Manager, Scandic Springs, Inc., San Leandro, Calif.

The editorial staff encourages signed â&#x20AC;&#x153;Letters to the Editorâ&#x20AC;? responding to an article or news item in Springs, or expressing an opinion on a spring industry topic. The editor reserves the right to reject letters or edit for clarity, brevity, good taste and accuracy, and to prevent libel. No poetry, attacks on private individuals, or letter-writing campaigns, please. Letters should generally be brief (150-200 words) and to the point.

Send your letters via email to: lynne@smihq.org, or fax 630-495-8595. Q

New Products

Instron Rolls Out New Rebar Solutions Instron, a leading provider of testing equipment designed to evaluate mechanical properties of materials and components, announces a new Rebar Solutions brochure. This fourpage, applications-focused brochure was developed as a resource for rebar manufacturers experiencing an increase in requirements, the use of stainless steel grades, and additional needs for mechanical couplers.

Covering challenges that are apparent due to the changing demands in the construction industry, the brochure includes application solutions on:

• Testing specimens with a slight bend and an irregular surface • Bend testing • Automatic test results • Coupler testing • Suitable strain measurement • Violent fractures “The mechanical testing of rebar brings with it many challenges due to the physical properties of the product,” says Jeff Shaffer, manager, product marketing and management, Instron Industrial Products Group. “Expected growth in construction throughout many parts of the world will continue to increase the demands for rebar products and their associated mechanical testing requirements.

We continue to work with global rebar manufacturers,

suppliers, and consumers in order to develop the most complete solutions that effectively address the latest mechanical testing challenges and standards.”

For a copy of the brochure, contact Instron at 800-564-8378.

SPRINGS / Summer 2014 / 61

New Products

New Sage ERP X3 Improves Productivity for Midsized Companies Sage North America has released Sage ERP X3 version 7, a global business management software solution for midsized companies. According to Sage it is “designed to address businesses’ top challenges of winning new customers, reducing operating costs and growing revenue.”

62 / SPRINGS / Summer 2014

Because companies with more accessible, usable data grow faster, Sage ERP X3 version 7 brings flexibility and an entirely redesigned Web and mobile experience, giving all employees the information they need wherever they are.

“We needed to automate our processes and increase efficiencies right across our business. Sage ERP X3 version 7 does just that,” said Stephanie McConnell, CFO of Vacuum Engineering & Materials. “It is really easy to use and we can access information on mobile devices, making our business and our people more efficient, which ultimately means we can focus on growing our business.”

Sage North America says that how well employees can access, share and use information has a tremendous impact on a company’s ability to serve customers and grow revenue. Sage ERP X3 version 7 provides users with personal dashboards and intelligence tools, by simplifying the management of complex business processes across the organization. According to the company’s news release, “It allows them to monitor performance, serve customers better and be notified of events that require attention, when and where it is needed. The software’s scalability and global management capabilities help businesses adapt to change quickly and expand into new markets, without expensive software and infrastructure costs.”

Joe Langner, executive vice president and general manager of midmarket solutions for Sage North America, said: “A recent research study commissioned by Sage indicated that midmarket companies with improved data accessibility, quality, intelligence and usability can expect 35 percent more incremental revenue year over year than lower-performing companies. As companies grow, they can lose agility and profitable growth. Sage ERP X3 version 7 provides the tools to simplify and speed up the use of information to revive this growth.”

The redesigned Sage ERP X3 version 7 tackles businesses’ most pressing challenges with a host of new features, including a new intuitive Web and mobile interface based on HTML5, a variety of apps and a mobility development kit compatible with iOS, Windows Phone and most Android devices.

For more on Sage ERP X3, visit SageERPX3.com. Q

Save the Date!

SMI Annual Meeting Four Seasons Resort Orlando at Walt Disney WorldÂŽ Resort April 10-14, 2015

Photos reprinted courtesy of Four Seasons

Advertiser's Index A & D Trading (440) 563-5227 . . . . . . . . . . . . . .24 Admiral Steel (800) 323-7055 . . . . . . . . . . . . . 20 Alex Industries (847) 298-1860 . . . . . . . . . . . . . .34 Alloy Wire International (866) 482-5569 . . . . . . . . . . . . . . .8 Bristol Development Authority (860) 584-6185 . . . . . . . . . . . . . .55 CASMI (630) 369-3466 . . . . . . . . . . . . . .16 Century Spring, Division of MW Industries (800) 237-5225 . . . . . . . . . . . . . 28 Diamond Wire Spring Co. (800) 424-0500 . . . . . . . . . . . . . 21 Elgiloy Specialty Metals (847) 695-1900 . . . . . . . . . . . . . 42 Forming Systems Inc. (877) 594-4300 . . inside front cover, back cover Gibbs Wire & Steel Co. Inc. (800) 800-4422 . . inside back cover Gibraltar Corporation (847) 769-2099 . . . . . . . . . . . . . 11

Industrial Steel & Wire (800) 767-0408 . . . . . . . . . . . . . 43 InterWire Products Inc. (914) 273-6633 . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161 . . . . . . . . . . . . . .33 Kiswire (201) 461-8895 . . . . . . . . . . . . . 38 Lapham Hickey Steel (800) 896-5548 . . . . . . . . . . . . . 62 Larson Systems (763) 780-2131 . . . . . . . . . . . 7, 53 Link Engineering (734) 453-0800 . . . . . . . . . . . . . 29 Mapes Piano String Co. (423) 543-3195 . . . . . . . . . . . . . 40 NIMSCO (563) 391-0400 . . . . . . . . . . . . 50 North American Spring Tool (860) 583-1693 . . . . . . . . . . . . 27 Proto Manufacturing (800) 965-8378 . . . . . . . . . . . . . .61 Radcliff Wire (860) 583-1305 . . . . . . . . . . . . . 54 RK Trading (847) 640-9371 . . . . . . . . . . . 3, 30

Rolled Metal Products 800) 638-3544 . . . . . . . . . . . . . . 9 Simplex Rapid (563) 391-0400 . . . . . . . . . . . . . 58 Spring Manufacturers Institute (630) 495-8588 . . . . . . . 48, 56, 63 Suzuki Garphyttan (574) 232-8800 . . . . . . . . . . . . . .44 Tool King (800) 338-1318 . . . . . . . . . . . . . 26 Ulbrich Stainless Steels (203) 239-4481 . . . . . . . . . . . . . .18 United Wire Co. (800) 840-9481 . . . . . . . . . . . . . 47 Vinston (847) 972-1098 . . . . . . . . . . . . . 13 Vulcan Spring & Manufacturing Co. (215) 721-1721 . . . . . . . . . . . . . 46 WAFIOS (203) 481-5555 . . . . . . . . . . . . . . .5 Zapp Precision Strip (203) 386-0038 . . . . . . . . . . . . . . 6

SPRINGS / Summer 2014 / 63

Snapshot

©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

Gary McCoy Fairway Communications Name: Gary McCoy Company: Fairway Communications, Inc., Elgin, Ill. Brief history of your company: Started in 2000, I established Fairway Communications to serve clients with honest, straightforward communications advice. After managing employees for many years, it was an opportunity for me to be “hands-on” again and use my writing skills. I'm often asked about the name Fairway Communications. I decided to use the name because I've often been told I'm a "fair" person to deal with and I like to play golf.

Job title: President.

Spring industry affiliation: Managing Editor, Springs.

Spirituality”) and Chuck Swindoll (“Hand me Another Brick”).

I knew I was an “adult” when: My daughter Chelsea was born in 1991.

Birthplace: Des Moines, Iowa.

Favorite song/musician: Anything by an obscure Christian artist named Terry Scott Taylor (Daniel Amos, Lost Dogs, Swirling Eddies).

If I weren’t working at Fairway Communications, I would like to: Be a golf writer/commentator.

Current home: Elgin, Ill. Family: My wife, Leanne, and five children, Chelsea, 23, Caleb, 20, Casey, 18, Shannon, 15 and Shane, 9.

What I like most about being in the industry: Traveling to visit SMI members to help tell their “story” through our Springmaker Spotlight feature.

Favorite food: Anything spicy, especially Thai and BBQ. Favorite books/authors: Love to read historical biographies, especially books by David McCullough (“John Adams” and “Truman”) and Stephen Ambrose (“Undaunted Courage”). Also books to help grow my Christian faith, especially books by Chip Ingram (“True

64 / SPRINGS / Summer 2014 64 / SPRINGS / Summer 2014

Hobbies: Golf, Disc Golf, Hiking, and Cycling.

Favorite places: Harbor Country Michigan, Galena, Ill., San Juan Islands (Washington state), and Sedona, Ariz.

Best times of my life: Spending time with family and friends.

The one thing I can’t stand is: People who lack basic courtesy for others.

My most outstanding quality is: Perseverance.

People who knew me in school thought I was: Quiet and studious.

The most difficult business decision I ever had to make was: Starting my own business with no experience after the trade association I worked for merged with another and moved to Washington, D.C. Role models: My late father, Jack, and a man named Brent Powell who discipled me in my Christian faith during junior high.

I would like to be remembered in the spring industry for: Consistently producing a great magazine that people enjoy reading.

But people will probably remember me for: The guy who was also taking pictures at SMI events.

:K\ 3DUWQHU :LWK *LEEV" &XVWRPHU 6HUYLFH

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 i management. Men and women who truly care about the wor they do and the customers they serve.

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