Springs winter 2014 vol 53 no1

WINTER 2014

A Publication of the Spring Manufacturers Institute / Vol. 53, No. 1

THE INTERNATIONAL MAGAZINE OF SPRING NG MANUFACTURE

Robots and the Spring Industry 19 SMI Fall Business Meeting is a Winner 32 Comforting Earthquake Victims 47

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

Prsrt Std US Postage PAID Michigan City, IN Permit #3

President's Message From Steve Moreland

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

SMI Board of Directors

Passing the Gavel We all know the saying “Time flies when you are having fun!” It is hard to believe my term as your leader has come to an end and that this is my final President’s Message. I can truly say it has been an honor and an extreme privilege to serve as your president during the past two years. I will always treasure and cherish this time.

Leading the SMI has been a richly rewarding experience in so many ways, but mostly because of the people. I’ve been blessed to work with such great folks and to meet so many others around the nation and the world.

Over the past two years, we have developed a strategic plan with the help of a broad representative base of SMI members. The specific initiatives contained in this plan will help our members and the entire North American spring industry improve its global competitiveness. If you are an SMI member, I encourage you to attend our annual conventions and join one of the many operating committees who will help execute these specific strategic plans.

During my inauguration speech two years ago, I shared that beyond my first two passions (my faith and my family), that my next two passions were manufacturing and relationships. During the past two years, together we have achieved all seven of my goals for the SMI under passion for manufacturing and four of my seven goals for the SMI under passion for relationships.

Without a unified team of expert staff and dedicated volunteers, these goals could not have been met.

I want to express my heartfelt thanks to an incredible list of players who are responsible for the achievement of these goals and the ongoing success of the SMI. No organization can sustain excellence without a steady stream of dedicated, committed, hard-working volunteers; at the SMI it has been my pleasure to work with a wonderful executive committee, board of directors, committee chairs and committee members who together have helped to make excellent and sometimes challenging decisions to assure that our organization continues to reach for excellence in all that it does.

In addition to the great pleasure of working with all our wonderful volunteers, I want to extend a very special thank you to Lynne Carr, our executive director.

Lynne is the glue that holds this organization together; in all my years of working and volunteering, I can honestly say I have never had the privilege of working with someone more dedicated, more committed and more loyal to an organization than Lynne is to the SMI. As members, we all benefit from this!

By the time you read this, I will have just passed the gavel to our new SMI president Hap Porter. I am confident and enthusiastic about Hap leading SMI over the next two years, not only because he is such a wonderful person, but because of his great mind and strong leadership skills. As I step out of the limelight, I wish Hap and the SMI the very brightest of futures!

Forever Grateful, Steve

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

2 / SPRINGS / Winter 2014

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

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

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

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

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

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

Do not reproduce without written permission.

Cover art created using images from: ©iStockphoto.com/3alexd

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SPRINGS / Winter 2014 / 3

Contents

19 27

FEATURES 19 Robots and the Spring Industry

By Gary McCoy

27 Flashback Introduction to Robotics

By G.C. Macri

47

32 SMI Fall Business Meeting is a Winner 35 SMI Hosts International Standards Organization (ISO) TC-227 Meeting in Nation's Capital

DEPARTMENTS 2 President’s Message Passing the Gavel

36 Peterson Spring Celebrates 100 Years 40 Heart and Soul

7 Global Highlights COLUMNS

By John Passante

45 JSSE Semi-Annual Lecture Meeting and Awards 47 Comforting Earthquake Victims Michio Takeda

13 Be Aware Safety Tips OSHA Inspections: How You Were Chosen and What to Expect

By Jim Wood

15 IST Spring Technology Cautionary Tale: Stainless Steel Turns 100 Years Old

By Mark Hayes

10 Regional Spring Association Report 51 Springmaker Spotlight Leading His Team to Victory: A Profile of Norm Rodriques and Springfield Spring

By Gary McCoy

57 Book Corner 59 Inside SMI 61 New Products 63 Advertisers’ Index

51 4 / SPRINGS / Winter 2014

64 Snapshot Jim Callaghan

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SPRINGS / Winter 2014 / 5

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

©iStockphoto.com/DNY59

Global Highlights North America O n Novemb er 1, 2013, Lapha m-H ickey Ste el Corporation purchased the assets of Industrial Spring Steel. Industrial Spring Steel, located in Philadelphia, Pa., was founded in 1958 and is a supplier of high carbon tempered and annealed spring steel primarily throughout the East Coast.

Lapham-Hickey Steel is a family owned and operated full line service center that was founded in 1926 in Chicago, Ill. The acquisition of Industrial Spring Steel will strengthen Lapham-Hickey’s presence and coverage on the East Coast, and as a leading provider of high carbon tempered and annealed spring steels throughout the country.

“We couldn’t be more excited to welcome Industrial Spring Steel – their employees, customers and all partnerships — to the Lapham-Hickey family,” said Brian Hickey, who will assume the responsibilities of general manager for Industrial Spring Steel in Philadelphia. “Lapham-Hickey has a rich history with the Spring Manufacturers Institute and its member companies and we look forward to increasing our service levels to this industry.”

David Devoe, operations manager and general manager of Plymouth Spring Company, Inc. in Bristol, Conn., was presented with the annual Quality Recognition Award sponsored by the Hartford Section of the American Society for Quality (ASQ) in June.

Devoe was recognized for his contribution in helping establish Plymouth Spring’s Lean Journey in 2011 and his achievement results since. During that time, Plymouth Spring has increased their on-time delivery by 20 percent, while keeping reject rates below expectations, and at the same time increasing sales growth by 10 percent.

The Hartford Section of ASQ honors individuals and teams with this award annually for their contributions to their associations and businesses. The American Society for Quality is a 108,000-member professional association headqua r tered in Milwaukee, Wis. t hat adva nces individual, organizational, and community excellence worldwide through quality improvement, learning, and knowledge exchange.

More information on the Hartford Section of ASQ can be found on the section’s website www.asqhartford.org.

Kern-Liebers Pieron (KLP) has manufactured precision springs and wire parts in Farmington Hills, Mich. for more than 10 years. On September 7, 2013, they celebrated the opening of a new 25,000 square foot facility near Grand River and Drake, only a few miles from their previous location. The new facility has doubled the production floor space as their previous building, and will allow for business growth into new markets. KLP is excited to be a continuing part of the Farmington Hills community, and proud to be producing quality products competitively in Michigan.

Chicago-based Rolled Metal Products has appointed Steven E. Pearce as general manager. Before joining Rolled Metal Products, Pearce served in a similar capacity for A.M. Castle and Ryerson, Inc., both major processors and distributors of metals. He previously held progressively more senior positions with a global manufacturing company. Pearce holds a bachelor’s degree in engineering from Lehigh University and a master’s degree in business administration from the University of Chicago.

“I’m pleased to contribute my 30 years of management experience to leading Rolled Metal Products to the next level of business growth in our markets,” said Pearce. “We will succeed by offering excellent customer service and delivering high value and high quality to our customers at all times.”

Vulcan Spring and Manufacturing Co., a leading designer and manufacturer of flat steel springs and related assemblies for diverse global markets, has hired Jon Racis as its regional sales manager. Racis will be responsible for eastern U.S. sales for both Vulcan’s industrial and point of purchase markets.

SPRINGS / Winter 2014 / 7

Global Highlights

“Jon adds an exciting amount of drive and experience to our growing sales organization,” said Don Jarvie, vice president of sales. “He will help Vulcan Spring better serve our clients and to find new opportunities that will align with Vulcan’s strengths.”

Originally from Wilmington, Del., Racis earned his bachelor’s in sports management from Wilmington University. He comes to Vulcan Spring from Fastenal Industrial Supply in Delaware.

Connecticut Spring & Stamping (CSS), a manufacturer of precision parts for the aerospace, medical, firearms and defense industries worldwide, announces its capabilities for producing compression springs for firearms from shaped and stranded wire. CSS’ development and prototyping assistance for both military and commercial firearms helps OEMs accomplish the right spring design, and ensures the springs are durable enough to sustain repeated use.

Using its 70-year history and diverse expertise in developing stranded wire and shaped wire springs, and its knowledge of design formulae for spring rate and equivalent direct (tensile or compressive) stresses, CSS helps OEMs design recoil compression springs that can perform properly in the extremely limited space available in most firearms.

Ready, to Roll,

CSS services includes consultation on stranded versus shaped wire, careful selection of wire base material, assistance with wire manufacturing stranding specifications to achieve accuracy, as well as extensive development and prototyping to assist the customer accomplish the right spring design.

For further information, please visit www.ctspring. com or call 860-677-1341.

Decatur, Ga.-based Newcomb Spring Corporation has named Daniel (Dan) Tetreault as the new general manager of its New England facility, Newcomb Spring of Connecticut. In this position, Tetreault will oversee day-to-day operations at the plant, lead new business development and assist customers in the manufacture of custom springs, wire forms and stamped metal parts.

Tetreault was previously employed at WAFIOS Machinery Corporation, where he served as vice president.

“My past experience has been a valuable asset here at Newcomb Spring of Connecticut,” said Tetreault. “I have an in-depth understanding of CNC, verti-slide and multi-slide forming machinery, and I’ve been able to apply those skills so that Newcomb’s very modern machinery is utilized to its maximum potential.”

Tetreault was appointed general manager at Newcomb Spring of Connecticut after a month-long transition period

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

Your Edge Is Our Roll

Reel Time.

8 / SPRINGS / Winter 2014

Global Highlights

working with the facility’s previous general manager, Keith Porter, Jr. Porter is now general manager at Newcomb Spring of Carolina. “ I ’m r e a l ly e nj o y i n g my new posit ion, a nd t he Newcomb Spring organization,” said Tetreault.

“I think my knowledge of machinery and past metal forming experience allows me to ef f e c t ively a s si s t Daniel Tetreault customers, while also giving me the ability to control shop floor activity with a hands-on approach. I look forward to providing Newcomb’s customers with the very best products and service.”

A veteran of the U.S. Army, Tetreault received his Bachelor of Science degree in manufacturing engineering from Georgia Southern University. In addition to postgraduate business studies, he also received training in advanced metal form manufacturing in both the United States and Germany.

International

Top: Brian Russell is pictured standing center with colleagues at Airedale Springs.

Left: Brian Russell, right, receives a parting gift from Airedale Springs’ commercial director Sean Parkinson.

continuous service and been welcomed into the company’s 25-year club. Half of the current 32 employees are members of this exclusive club. Q

Brian Russell has retired after a 44-year career with Airedale Springs in Haworth, West Yorkshire.

Russell, of Oxenhope, joined the company as a chargehand instructor in 1969, becoming chief instructor a year later with overall responsibility for the training of the company’s apprentices. In 1978, he was promoted to training superintendent and in 1980 his role was extended to cover to the supervision of the heavy springmaking department.

In 1983, Brian reverted to having sole responsibility for company training, and three years later, while still maintaining an overview on training issues, his primary role was meeting the needs of Airedale Springs’ smaller customers through his work in the custom spring department.

Chairman Tim Parkinson said Russell was regularly praised by customers for the personal service he provided and the way he always went that extra mile.

Parkinson commented, “Brian is a unique character.

He trained the majority of our current staff and many others who over the years have gone on to work in other companies within the area. While he has retired after 44 years of dedicated service, he will certainly never stop being part of the Airedale Springs family.”

The company, which last year moved into a new purpose built factory completing a £3.5m investment, is renowned for longevity of service among its workforce.

Since Airedale Springs was founded 68 years ago, a total of 44 employees have completed 25 years of

SPRINGS / Winter 2014 / 9

©iStockphoto.com/Scott Hirko

Regional Spring Association Report CASMI Holds SpringWorld Dinner Looking toward October 2014, the Chicago Association of Spring Ma nufacturers (CASMI) held its “SpringWorld 2014 Kickoff” dinner on Thursday, October 17, 2013 at the Donald E. Stephens Convention Center in Rosemont, Ill. CASMI executive director Tom Renk said SpringWorld 2014 will feature several new innovations to enhance the experience for attendees and exhibitors. SpringWorld 2014 will be held at Donald E. Stephens Convention Center October 8–10.

The SpringWorld 2014 kickoff dinner featured a presentation by SMI president Steve Moreland, who said international competition is a reality in today’s spring marketplace.

He shared his experience of traveling to Europe and learning more about

t he composit ion of the worldwide spring market.

After Moreland’s presentation, special guest speaker, Nick H a l l e y, a r e t i r e d U.S. Army Brigadier General, talked about leadership and the war against radical Islam.

In regards to the subject of leadership, Halley said leaders must improve their leadership quota. He advised that leaders must be “good listeners” and “lead by example all the time.”

He concluded his remarks with information from his book, “Terrorism — The Target is You! The War Against Radical Islam.”

WCSMA Closes Out 2013 Th e We s t C o a s t Spr i n g Manufacturers Association (WCSMA) closed out 2013 with three events. The group held its annual outing to see the Los Angeles Angels of Anaheim on August 3. The group held a tailgating party in the parking lot of Angel Stadium of Anaheim prior to the start of the event.

The WCSMA bi-annual Tabletop Expo was held on Thursday, October 24 at the Holiday Inn in La Mirada, Calif.

The group’s golf outing and dinner was held on November 14 at Skylinks in Long Beach.

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

10 / SPRINGS / Winter 2014

C A S M I c lo s e d o u t it s 2013 schedule with its member dinner/ holiday party on December 12 at The Great Escape in Schiller Park, Ill. For more information, visit www. casmi-springworld.org.

NESMA Christmas Celebration and Recognition Dinner

By Ted White, Hardware Products The New England Spring and Metalstamping Association (NESMA) had a record turnout of 166 people for its annual Christmas Dinner on December 5, 2013. George Fournier, the president of NESMA, greeted attendees with a few light hearted

and jocular comments and welcomed several honored guests, including Susan Sadecki, CEO of The Main Street Community Foundation, and Joyce Mowrey and Steven Hanecak from Bristol Technical School.

Th a n k s w a s g iven to C i ndy Scoville from the Central Connecticut

Chamber of Commerce who ably assists NESMA, and her associates Mary Kuharski and Reiny Malsheske for helping organize the dinner.

The main purpose of the event was to celebrate Christmas and give special recognition to some NESMA members. But because this is one of

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SPRINGS / Winter 2014 / 11

Regional Association Report

only two general gatherings per year, NESMA used the opportunity to bring members up to date on recent efforts.

NESMA has been working to coordinate fragmented efforts to improve technical education in the Bristol area.

Members were advised that this was a problem that neither the educators nor the legislators could solve. It is a problem that the entire membership needed to get involved with if they wanted to see workforce improvement.

It wa s poi nted out t hat it is ludicrous for parents and educators to steer high school students only into college preparatory programs, when the reality is that some will attend college, graduate with $150,000 in debt, and end up unemployed. At the same time, the manufacturing industries in the area are screaming for educated technical employees.

Recognition was given to several individuals, including Joe Panella and

Bobby Cox from North American Spring Tool. Both Joe and Bobby have long been noted for their dedication to the spring industry while conducting their business in the most gentlemanly way.

Mark DiVenere captured these many years of history in a most accurate way during his presentation of the award.

Bill Waseleski of Century Spring made the next presentation to Doug Johnson. Doug is a tireless individual who is involved in many efforts to create technical education and serves on many boards to advocate this. Doug, in a humorous acceptance speech, said that he had the unfortunate luck of sitting at a table with his two female superiors and his wife who were all telling him what to say and how to say it.

Bi l l L at h r op t hen pr esented Loren Godfrey with an award for his professional accomplishments over the years. Now semi-retired, Loren is

still available to help springmakers through SMI when needed.

Bill Lathrop then presented the next award to yours truly for “Diligent and Tireless Efforts to Improve the Recognition of the Spring Industry a nd N ESM A.� C on sider i n g t he eminence of the other honorees I was not sure that I belonged in the same group. However it certainly meant an awful lot to me to be honored by my peers and to be included in such a well-respected group.

To conclude the festivities George Fou r n ier once a ga i n caut ioned NESMA members that “the problem of future manufacturing employees was all ours� and that it would be in our best interests to “collaborate and begin solving the problem together.�

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

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Be Aware Safety Tips

OSHA Inspections: How You Were Chosen and What to Expect

By Jim Wood

©iStockphoto.com/oytun karadayi

I

t is a misconception that OSHA picks companies at random. It is true, however, that they conduct inspections without advance notice. OSHA focuses their inspection resources on the most hazardous workplaces in the following order of priority: 1. Imminent Danger Situations – hazards that could cause death or serious physical harm receive top priority. Compliance officers will ask employers to correct these hazards immediately, or remove endangered employees.

2. Fatalities and Catastrophes – incidents that involve a death or the hospitalization of three or more employees come next. Employers must report such catastrophes to OSHA within eight hours.

3. Complaints – allegations of hazards or violations also receive a high priority. Employees may request anonymity when they file these complaints.

4. Referrals of hazard information from other federal, state or local agencies, individuals, organizations or the media receive consideration for inspection.

5. Follow-ups – checks for abatement of violations cited during previous inspections are also conducted by the agency in certain circumstances.

6. Planned or Programmed Inspections – inspections aimed at specific high-hazard industries, or individual workplaces that have experienced high rates of injuries and illnesses, also receive priority.

When an OSHA inspector appears at your front door, the first thing you should do is ask for his/her credentials, which include both a photograph and a serial number.

If you have any doubt about their identity, call the local OSHA area director and get confirmation that the person is indeed an inspector.

Opening Conference – The compliance officer will explain why OSHA selected your workplace for inspection and describe the scope of the inspection, walk around procedures, employee representation and employee interviews. The employer then selects a representative to accompany the compliance officer during the inspection.

An authorized representative of the employees, if any, also has the right to go along. In any case, the compliance

officer will consult privately with a reasonable number of employees during the inspection.

Walk around – Following the opening conference, the compliance officer and the representatives will walk through the portions of the workplace covered by the inspection, inspecting for hazards that could lead to employee injury or illness. The compliance officer will also review worksite injury and illness records and posting of the official OSHA poster.

During the walk around, compliance officers may point out some apparent violations that can be corrected

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 / Winter 2014 / 13

join the best 7 – 11 April 2014 Düsseldorf, Germany International Wire and Cable Trade Fair

Meeting point: wire 2014 in Düsseldorf!

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14 / SPRINGS / Winter 2014

immediately. While the law requires that these hazards must be cited, prompt correction is a sign of good faith on the part of the employer. Compliance officers try to minimize work interruptions during the inspection and will keep confidential any trade secrets they observe.

Closing Conference – After the walk around, the compliance officer holds a closing conference with the employer and the employee’s representative to discuss the findings. The compliance officer discusses possible courses of action an employer may take following an inspection, which could include an informal conference with OSHA or contesting citations and proposed penalties.

The compliance officer also discusses consultation and employee rights.

Results – OSHA must issue a citation and proposed penalty within six months of the violation’s occurrence.

Citations describe OSHA requirements allegedly violated, list any proposed penalties and give a deadline for correcting the alleged hazards. Violations are categorized as “other than serious,” “serious,” “willful,” “repeat” and “failure to abate.” Penalties may range up to $7,000 for each serious violation and up to $70,000 for each willful or repeat violation. Penalties may be reduced based on the employer’s good faith, inspection history, and the size of the business. For serious violations, OSHA may also reduce the proposed penalty based on the gravity of the alleged violation. No good faith adjustment will be made for alleged willful violations.

Appeals – When OSHA issues a citation to an employer, it also offers the employer an opportunity for an informal conference with the OSHA area director to discuss citations, penalties, abatement methods, abatement dates or any other information pertinent to the inspection. The agency and the employer may work out a settlement agreement to resolve the matter and to eliminate the hazard.

Alternatively, employers have 15 working days after receipt of the citation and proposed penalties to formally contest the alleged violations and/or penalties by sending a written notice to the area director. OSHA forwards the contest to the Occupational Safety and Health Review Commission for independent review. Alternatively, citations, penalties and abatement dates that are not challenged by the employer or settled, become a final order of the Occupational Safety and Health Review Commission.

Jim’s Regulatory Tip: Designate a key management employee that is well versed in OSHA inspection procedures to accompany the compliance officer during every step of the inspection. This employee should ask the compliance officer to explain every alleged violation found and record all information about the alleged violation. At the end of the day your representative should have a duplicate list of everything cited by the compliance officer. The best rule when accompanying the compliance officer is ask questions, give truthful answers to questions asked, but volunteer nothing. Q

IST Spring Technology

Cautionary Tale: Stainless Steel Turns 100 Years Old

By Mark Hayes

©iStockphoto.com/DSGpro

D

id you know stainless steel was invented 100 years ago in Sheffield, which is the headquarters town for IST? For those interested in more information on this important spring material, there is an excellent new book written by Sheffield metallurgist Dr. David Dulieu entitled “Stay Bright.” The book describes the history of stainless steel from it invention by Harry Brearley to its current use today.

The last cautionary tale discussed the oxide which forms naturally on stainless steel and how that oxide confers corrosion resistance. This prompted the idea that the various types of stainless steel should be described.

They all have a layer of chromium oxide providing corrosion resistance. There are four distinct types of stainless steel. Two are excellent for spring production, but the other two are not.

The type of stainless steel invented by Harry Brearley contained 13 percent Cr (chromium) and 0.25 percent C (carbon), and becomes corrosion resistant after it has been hardened and tempered to a martensitic microstructure.

At first sight this might seem ideal for springs because it is corrosion resistant and has high strength.

Martensitic stainless steel is used for manufacturing knives and surgical instruments, industries for which Sheffield remains famous today. However, martensitic stainless steel has a fatal flaw that makes it a very unlikely choice for making springs. It is not very corrosion resistant, so even a slight trace of corrosion which will cause this type of stainless steel to fail by stress corrosion cracking.

That is the first moral of this cautionary tale – do not be tempted to use martensitic stainless unless you are certain that its corrosion resistance is good enough.

For springs, a stainless steel is needed that will repair its oxide film in the event of slight corrosion before it fails.

Stainless steel with 18 percent Cr and 8 percent Ni (nickel) has better corrosion resistance than the martensitic type. It has a microstructure of austenite, which needs to be cold worked to acquire spring strength. The microstructure is austenite prior to the start of the wire drawing process, but during wire drawing some of the austenite transforms to martensite, and this is what makes this grade slightly magnetic. The predominant microstructure remains austenite though, and this type of stainless steel is the most frequently used for springs everywhere in the world today.

The 18/8 stainless steel is usually called 302 or 304 type. There are two variants in common use. One is 316 type, which has 2 to 3 percent Mo (molybdenum) added for improved corrosion resistance, especially in salt environments. The other variant is 17/7PH (type 631), which has 1 percent Al (aluminium) added for precipitation hardening, and hence a strength level higher than 302 type.

Today, there are two other types of stainless steel, again both named for their microstructure. There is ferritic stainless steel, which has very good corrosion resistance, but not the high strength needed for springs. This is the type of stainless used for car exhausts.

Finally, there is duplex stainless steel, which has a duplex microstructure of ferrite and austenite, which is very corrosion resistant especially when molybdenum

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

SPRINGS / Winter 2014 / 15

(Mo) is an alloying element, and it may be drawn to high strength levels, hence Finally, there is duplex stainless steel, which has conferring excellent spring properties.

IST predicts t hat duplex stainless a duplex microstructure of ferrite and austenite, steel will gradually replace 316 as a which is very corrosion resistant especially when spring material because it outperforms molybdenum (Mo) is an alloying element, and it may the latter with respect to corrosion be drawn to high strength levels, hence conferring resistance and strength levels.

All of these stainless steels contain excellent spring properties. IST predicts that duplex at least 12 percent chromium. It is often stainless steel will gradually replace 316 as a spring said that their corrosion resistance is due material because it outperforms the latter with respect to the formation of chromium oxide on to corrosion resistance and strength levels. their surface, something that happens naturally in air at room temperature.

That is certainly true. However, the very thin oxide on each type of stainless steel differs slightly, photoelectron spectrographic studies have shown that and, despite being only nanometers thick, is always made there is almost no Mo present in the oxide – there is up of several oxide layers. Hence, there are differences in concentration of Mo below the oxide, but how does that the corrosion resistance of the four types of stainless steel. help? This leads to the second moral of this cautionary One thing that has always puzzled the industry is tale – the precise explanation for the corrosion resistance the fact that molybdenum (Mo) additions will invariably of stainless steels is, as yet, incomplete. This fact should improve the corrosion resistance of stainless steels. So keep metallurgists employed for some years to come. Q one might ask how the Mo affects the oxide, and X-ray

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ROBOTS and the Spring Industry

By Gary McCoy

T

he term “robot” conjures up a lot of images and ideas. Baby boomers might remember back to the days of Rosie, the household robot in the animated television show “The Jetsons” or HAL (Heuristically programmed ALgorithmic computer) 9000 in “2001: A Space Odyssey.”

While those types of robots are the lore of science fiction, they bear little resemblance to the ones being used in industrial manufacturing settings such as the spring industry, where wire is coiled to make springs or bent to form wire parts. This article will attempt to take robots from the realm of TV, books and movies into practical applications for manufacturing.

A Fanuc M16 robot using dual Schunk PZN style grippers and ATI Robotic Tool Changer loads a part into the spindle of a Haas SL-20 lathe. The air blow nozzle is used to clear jaws of dirt and swarf prior to load.

Article photos provided courtesy of Productivity, Inc. and are used by permission.

SPRINGS / Winter 2014 / 19

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SMI president Steve Moreland, the president of Automatic Spring Products Corporation in Grand Haven, Mich., says the term â&#x20AC;&#x153;robotsâ&#x20AC;? is wide and broad and â&#x20AC;&#x153;oftentimes people think of the most sophisticated kind of robots they may have seen on television.â&#x20AC;?

Robots have been existence for many years and gained popularity in the â&#x20AC;&#x2DC;70s and â&#x20AC;&#x2DC;80s. Moreland says the understanding of robots in the general public is not exactly the same as it was back then. â&#x20AC;&#x153;They were large, complex and expensive machines,â&#x20AC;? explained Moreland. â&#x20AC;&#x153;The nice thing about technology today is that robots have come down in cost so they are more affordable for small manufacturers like those in the spring industry. There are many applications in our industry where robots have a place in our factories.â&#x20AC;?

Moreland says robots in spring industry applications are often simple â&#x20AC;&#x153;pick and placeâ&#x20AC;? robots or small motion robots used to automate or semi-automate a manufacturing process. He says the latter type of application is often used for secondary operations, such as an automatic transfer between operations.

While it is true that robots can displace workers and shrink labor costs, they are also seen as an economic tool for competing with low cost countries.

â&#x20AC;&#x153;[The robot] takes a job that once was boring and monotonous,â&#x20AC;? explained Moreland. â&#x20AC;&#x153;It eliminates that job and we are able to retrain those employees to higher level work and activities, so we both win.â&#x20AC;?

â&#x20AC;&#x153;We do a lot of automation or semi-automation with robotic applications to reduce labor costs,â&#x20AC;? admits Moreland. â&#x20AC;&#x153;One of the largest challenges we face right now in North America is the continued force of the low cost country competition â&#x20AC;&#x201C; especially for high labor content work. One of the best tools to offset this and keep jobs in America is to use robotic automation.â&#x20AC;?

Don Engles, manager of the automation group for Productivity, Inc. in Plymouth, Minn., has worked with robotics for nearly 20 years and in precision manufacturing for 35 years. His companyâ&#x20AC;&#x2122;s core business is selling and servicing CNC machine tools, but also has a robotics group that he is in charge of. The company is a distributor and integrator of FANUC robots, one of the largest manufacturers of industrial robots.

Engles says with manufacturing making a renaissance in the U.S., robotics can help the industry stay competitive with low cost countries. â&#x20AC;&#x153;The robot allows skilled labor to be better utilized by concent rat ing t heir sk ills on t hose aspects of manufacturing that are critical to keeping quality high,â&#x20AC;? explained Engles. â&#x20AC;&#x153;The robot kind of replaces the â&#x20AC;&#x2DC;drudgeâ&#x20AC;&#x2122; work, if you will, of putting and taking, inserting and obtaining parts from machinery especially in a hazardous situation. I think robotics really helps that.â&#x20AC;?

March of the Machines An enlightening, yet controversial â&#x20AC;&#x153;60 Minutesâ&#x20AC;? segment called â&#x20AC;&#x153;March of the Machinesâ&#x20AC;? aired on January 13, 2013. While accurately portraying technological advances in automation and robotics, the piece implied that robots are costing the American workforce in the elimination of routine, middle-skilled jobs.

Not everyone agrees with that assessment. The Associat ion for Adva nci ng Automat ion (A3), t he global advocate for the automation industry, expressed disappointment in how â&#x20AC;&#x153;60 Minutesâ&#x20AC;? portrayed the industry in a news release.

Human hands putting parts on the shelf after it has gone through a robotic cell.

SPRINGS / Winter 2014 / 21

A Custom end-effector is used to exchange finished parts with un-machined blanks. Components used are FANUC M10iA robot, Schunk PZN-50 grippers, special tool stem, ATI QC-11 Robotic Tool Changer. Note that custom jaws allow gripping of rectangular shapes using conventional 3-jaw gripper for better clamping/carrying force by robot. Hollow robot wrist allows extremely neat arm dress-out, eliminating the bulky conventional umbilical cord to actuate EOAT components.

“While the ‘60 Minutes’ depiction of how technological advances in automation and robotics are revolutionizing the workplace was spot on, their focus on how implementation of these automation technologies eliminates jobs could not be more wrong,” said Jeff Burnstein, president of A3, a trade group representing some 650 companies from 32 countries involved in robotics, vision, and motion control technologies.

“We provided ‘60 Minutes’ producers several examples of innovative American companies who have used automation to become stronger global competitors, saving and creating more jobs while producing higher quality and lower cost products, rather than closing up shop or sending jobs overseas. They unfortunately chose not to include these companies in their segment. With respect to MIT Professors Brynjolfsson and McAfee who gave their viewpoint in the piece, they are missing the bigger picture.”

“To paint advances in technology as just taking jobs is very one-sided,” stated Dr. Henrik Christensen, KUKA chair of robotics and director of robotics, Georgia Institute of Technology. “Studies have shown that 1.3 better, higher paying jobs are created in associated areas for every one job that may be insourced. In fact, the larger issue is that companies are having trouble finding qualified employees

22 / SPRINGS / Winter 2014

to fill these high tech job openings. We instead should focus on how best to educate our workforce in the United States so that we can remain the leader in automation technologies.”

The news release also cited the success of Drew Greenblatt, president and owner of Marlin Steel (past author of articles in Springs) and Matt Tyler, president and CEO of Vickers Engineering. Greenblatt and Tyler were featured in a discussion at a 2013 A3 conference on how they successfully implemented automation technologies instead of going out of business or sending manufacturing overseas. They also participated in a separate roundtable on “How Robots Create Jobs.”

“Automation creates jobs in the United States,” said Greenblatt. “Marlin Steel is hiring people because our robots make us more productive, so we are price competitive with China. Our quality is consistent and superior, and we ship much faster. Our mechanical engineers can design material handling baskets more creatively since we can make more precise parts. Our employees have gone 1,492 days without a safety incident because robots can do the more difficult jobs while our employees can focus on growing the business. American

manufacturing’s embrace of robotics will ensure a new w manufacturing renaissance in this country.”

“Roughly 90 percent of our automated cells l aree ls producing parts that were previously made offshore f fshore e while the other 10 percent were also globally competitive, e etitive , o hass on strictly due to automation,” said Tyler. “Automation U d not only allowed us to bring more jobs back to the United States due to our 'new' cost structure, but our profit margin m n has increased. This ultimately allows us to fund additional i itional l growth, which in turn creates more stateside jobs.””

Environmental Benefits Moreland says Automatic Spring Products Corporation oration n r thee re uses robots in heat treating applications, where i rable. environment is hot and the job is not the most desirable.

“So we have higher functioning robots that work in ourr u uctive e heat treating areas which allows us to be more productive n and competitive, plus we have a higher level of precision and technology,” said Moreland.

“We aren’t asking a worker to be in an undesirable work environment,” and he says with a laugh, “and the robot doesn’t care! The robot is happy to do its work in whatever environment we place it in. And it will do it repetitively and will do it without the labor costs.”

Automatic Spring Products Corporation also uses pick and place robots to extract parts out of machines, so wire forms don’t tangle. “These kinds of applications are prevalent throughout our manufacturing environment and it takes a job that once was boring and monotonous,” explained Moreland. “It eliminates that job and we are able to retrain those employees to higher level work and activities, so we both win.”

Dan Sceli, president and CEO of Peterson Spring, says his former company, The Woodbridge Group, where he was a president, used robots at their 64 plants. He said the robots were primarily used for mixing and pouring liquid foam into heated, moving tools in specific patterns for flow. Currently, Peterson Spring is not using robots at their facilities.

Sceli says he doesn’t see as many applications in the spring industry for using robots, but is open to the idea where it makes sense. He said areas like packaging could be implemented down the road where the cost/benefits align.

"Our quality is consistent and superior, and we ship much faster. Our mechanical engineers can design material handling baskets more creatively since we can make more precise parts. Our employees have gone 1,492 days without a safety incident because robots can do the more difficult jobs while our employees can focus on growing the business. "

In a news release issued by The Assembly Show, Jeff Burnstein, president of RIA, said, “It is great to see the record demand for robots continuing into 2013, following our record-breaking year in 2012. While activity continues to be strong with automotive OEMS and tier suppliers, the real story is the resurgence of other industries. Nonautomotive orders grew 15 percent over 2012.”

Growth and Cost Considerations There is no question that the robotics industry has grown dramatically from the last time Springs examined robotics in the May 1984 issue (see Flashback on p. 27).

According to the Robotics Industries Association (RIA), a total of 5,833 robots valued at $341.2 million were ordered from North American robotic companies through March 2013, an increase of 14.5 percent in units over the same period in 2012 and 10 percent above the previous first quarter record set in 2005.

SPRINGS / Winter 2014 / 23

“Most of the people who start thinking about the robot want it busy,” explained Engles. “The most common source of financial justification failure for robotic cells that I see happens when the robot is over applied.”

Further showing the interest in robotics, The Assembly Show held in October 2013 included many robotic suppliers such as ATI Industrial Automation, Epson Robots, IPR Robotics, Janome Equipment and SCHNUNK, Inc. Engles says the cost of robots has dropped in the 30 years since Springs produced its last article on robots. “Robots are cheaper and have much more robust technology. They are much more capable and a defined and engineered core piece of technology.”

The average cost of robotic system today is around $150,000, says Engles. Although the robot is the focal point of a system, he says there are many other things involved in putting together a robotic cell such as fixtures, end of arm tool sets, gripper fingers, conveyors and pallets.

Engles the typical payback period for robotics for a job shop is more in labor reduction than capital investment.

He says the two most important areas to measure when looking at robots is labor reduction and efficiency improvement. He says robots are Just in Time (JIT) manufacturing friendly and tend to have more uptime with historic efficiency figures above 90 percent.

Practical Considerations When considering whether a robotic system is right for your company, Engles suggests three things springmakers should consider: repeatability, process stream and simplicity.

“You have to have a repeatable, sustainable flow of work,” advises Engles. “Robotics doesn’t lend itself to traditional job shop work, where you only do a job once and then it’s gone and you never see it again.”

In his experience repeatable set ups are important.

“You have to do enough homework…either towards a finite number of parts that go through a particular cell repeatedly with just set up changeovers from time to time, or you have to have a core process flow through a grouping of machines or operations. That’s consistent with a family of parts or consistent processes.”

A second consideration is mapping out the process stream. “You must address every aspect,” explains Engles,

24 / SPRINGS / Winter 2014

“of how the part gets delivered into the cell, presented to the robot to how they come out.”

Finally, the last consideration is important, said Engles, especially for small manufacturers: “Keep it simple in order to keep it manageable.” A more complicated cycle doesn’t lend itself to being more productive.

“Robotic systems that are simple generally tend to be more versatile, easier to bring new parts into, and ultimately have a higher uptime.” As complexity increases, so does change-over time. Changes to the part mix also become more difficult, says Engles.

He says small manufacturers who are considering automation must focus on keeping value-added machinery producing in cycle and not worry so much about keeping their robots busy 100 percent of the time.

“Most of the people who start thinking about the robot want it busy,” explained Engles. “The most common source of financial justification failure for robotic cells that I see happens when the robot is over applied.”

Engles has witnessed manufacturers who want a robot to manage a lot of machines. “That’s a false economy, because if you’re a machine shop or a spring manufacturer that’s running spring coilers you want to make as many springs as you can. If you want to apply a robot to the

process and the robot sits for 20 percent of the time or even 50 percent of the cycle, so be it.

“Don’t worry if the robot is not 100 percent busy,” advised Engles, “because your operators aren’t either.”

Whether you decide it’s time to consider robots for your spring operation, robotic integrators such as Productivity Inc. can provide a valuable service, acting as an effective supplier for the necessary planning and implementation process.

Toward the Future While the adoption rate for robots has gone up, the U.S. is still far behind the rest of the world. Engles points out that China, often made out as the bad guy of foreign competition, uses more robots per year than the U.S. does.

“There’s something inherently wrong with that,” says Engles. “Robots have been more readily adopted by the rest of the world and America lags behind. America has to do this (implement robots) in order to have a vibrant manufacturing sector again.”

The “60 Minutes” segment, referenced ea rlier, explained the success story of iRobot, started by Rodney Brooks, a pioneer who ran the artificial intelligence lab at MIT. His latest project is a friendly robot named Baxter.

Brooks told the CBS news program, “It’s (Baxter) meant to be able to go in a factory where they don’t have robots at the moment. And ordinary workers can train it to do simple tasks.”

Brooks says Baxter can pick stuff up off a conveyor belt, costs $22,000 and can be trained to do a new task by a coworker in just a few minutes. “It can also be upgraded like an iPad with new software as new applications are developed.”

Brooks and investors in his new startup, Rethink Robotics, see a potential market worth tens of billions of dollars, and believe that Baxter can help small U.S. manufacturers level the playing field against low cost foreign competitors. Visit www.rethinkrobotics.com for more information.

Other companies that show promise for industrial manufacturing are Universal Robots www.universalrobots.com and Adept Technology www.adept.com.

With the cost and operational technology that has improved over the last 30 years, it could be time for springmakers to reconsider their use of robots. If not, you’ll want to keep monitoring new robot developments, like Baxter, to see if it’s time to bring them to your plant. Q

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26 / SPRINGS / Winter 2014

Flashback

Introduction to Robotics

By G.C. Macri, Vice President, Productivity Systems, Inc.

A

(This excerpt is from a complete article that originally appeared in the May 1984 issue of Springs.)

©iStockphoto.com/angelhell

n awareness of automation—including robotics —is necessary for springmakers who wish to remain competitive in the future. This article will provide a brief review of the development of robotics, the use of an initial survey, and qualification of operations suited for potential robotic operations.

Ten years ago, the United States and its manufacturing industries were the leaders in robotic technology and implementation. As of now, we have lost the lead in robotic implementation and are about tied for first place in the area of robotic technology. Our loss has been the gain of our foreign competitors, particularly Japan.

The dedication of U.S. manufacturing managers to short-term payback periods (one to two years) precludes the implementation of many hundreds or even thousands of robotic systems in the United States. Overseas industries look to five to eight year payback periods or they do not consider it at all. The only real consideration given to robotic implementation by our overseas competitors is the increase in quality and productivity over the longterm. Sweden, with its socialistic type government, has increased their robotic population at a much greater rate than we have in the United States.

Industrial management in the U.S. must change the emphasis from short-range Return on Investment (ROI) to an understanding of the need for long-range thinking.

Dale Hartman, director of manufacturing technology for Hughes Aircraft Company, suggests that today we are trying to do “21st century engineering with 20th century manufacturing and 19th century accounting.”

The dramatic rise in inflation over the last few years has caused us to lose sight of one of our goals, that of increasing productivity to remain or become more competitive worldwide. This loss of perspective is not a late phenomenon, but was started some 12 years ago when the United States productivity growth was 3.2 percent but has since actually become negative (1982 = -2 percent).

The U.S. did improve in 1983, but if the average trend continues with no more correction, using current rates and trends, other nations will surpass us by 1990. The spring manufacturing industry is in no way immune to this national problem.

SPRINGS / Winter 2014 / 27

One of the technologies that can help turn the above trend around and increase productivity is the field of robotics. The United States led worldwide in this field once and we could again with some effort.

The Robot Institute of America (RIA) now defines an industrial r ob ot a s, "a r epr o g r a m m a ble mu lt i f u nc t ion a l m a n ipu l ator designed to move material, parts, tool s or spe c ia l i zed dev ices, t h rough va riable progra m med motions for the performance of a variety of tasks." Although they vary widely in shape, size, and capability, industrial robots all generally are made up of several basic components: the manipulator, the control, and the power supply.

The manipulator is the mechanical device which actually performs the useful functions of the robot.

Manipulators are pneumatically, hydraulically, or electrically driven jointed mechanisms capable of as many as seven independent coordinated motions. Feedback devices on the manipulator provide information regarding its motions and positions to the robot control.

A gripping device or tool designed for the specific tasks to be done by the robot is mounted on the manipulator.

The control stores the desired motions of the robot and their sequence in its memory, directs the manipulator through this sequence or program, and interacts with the machines, conveyors, and tools with which the robot works. Controls range in complexity from simple stepping switches to minicomputers.

Hyd raulically actuated robots also include a n electrically driven pump, control valves, a reservoir, and a heat exchanger in a unit which provides fluid flow and pressure to drive the manipulator.

Two Basic Types of Industrial Robots There are two basic types of industrial robots: servocontrolled and non-servo. Motions of the non-servo robots are controlled by fixed stops on each mechanical joint, or axis. Thus, each axis of these robots can move to only a few positions. These stops are adjustable so that the end positions of each axis can be set up as required for the

28 / SPRINGS / Winter 2014

task to be done. This limits the capabilities of non-servo robots to the performance of basically simple tasks. With some non-servo robots, movable stops are provided which are inserted or withdrawn automatically to provide more than two positions for an axis.

The non-servo robots are relatively inexpensive; they are simple to program or set up for the task to be done and they require little maintenance. Simple stepping switches, capable of executing single programs of as few as four consecutive steps or solid-state electronic sequencers, such as programmable controllers, are used for control.

The positioning precision of non-servo robots is in the range of ±0.010 in. Payload capacities range from 1 Ib. to about 100 Ib., vertical and horizontal reach range from 10-72 in. or more and from two to five indepen¬dent axes of motion may be available. Approximate prices range from $8,000 to $40,000.

Despite their apparent universality, indust rial robots a re not widely used in the spring manufacturing industry.

Applications potential does exist in this industry as our observations have shown, but contacts with the robot manufacturers and distributors indicate little or no action by spring companies. This could be the result of any of a number of reasons, one of which could be that mentioned at the onset of this article. Another may be that most spring manufacturing facilities are relatively small. Thus, their engineering resources are limited and can only handle the product problems at hand. The added task of incorporating a new technology in the operation may be more than the engineering staff may be able to handle. Also, the lack of knowledge of the robotic field may cause reluctance to get involved. Therefore, I offer here an approach to robot application planning, which illustrates a method on how to get started in the application of robots.

Productivity System, Inc. (PSI) and others in the robotic/ automation systems consulting and engineering field can assist companies with the finding and engineering of robotic applications. Some robot manufacturers also have systems application groups which can be of assistance.

The Robot Institute of America (RIA) now defines an industrial robot as, "a reprogrammable multifunctional manipulator designed to move material, parts, tools or specialized devices, through variable programmed motions for the performance of a variety of tasks."

The servo-controlled robots incorporate feedback devices on the manipulator which continuously measure the position of each axis. These provide the capability for the manipulator to stop each axis at any point within its total stroke, rather than at only two or a few points. The servo-controlled robots thus have much more capability than the non-servo robots by being able to position a tool or gripper anywhere in the total space which they can reach.

Many of the servo-controlled robots use minicomputers or microprocessors in their control systems and are capable of executing more than one program containing several hundred sequential steps. The positioning precision of the servo-controlled robots is in the range of ±0.060 in. Payload capacities range from 5 lb. to as much as 2,000 lb.; vertical and horizontal reach ranges from 3-10 ft. or more and as many as seven axes of motion may be available. Both point-to-point and continuous-path playback capabilities are available.

Prices range from about $35,000 to about $180,000.

Industrial robots are being used for a wide variety of tasks. They load inserts and unload parts from die-casting machines and plastic-injection molding machines. They load and unload parts at machine tools and stamping presses. They handle parts or gages in inspection operations. They handle cores and castings in foundries and make shell molds for investment castings. They handle hot billets and parts in forging operations. Robots are used for resistance (spot) and continuous fusion (arc) welding. They spray paint, stain, porcelain frit, and plastic resins. They apply sealers and adhesives in complex patterns. They perform many material-handling operations, stacking and un-stacking parts in complex patterns and handling hot, cold, fragile, large, small, light, and heavy parts quickly, safely and reliably and work with either stop-and-go or continuously moving conveyors, often handling several parts at a time.

Robots are used for drilling, chipping, grinding, polishing, and deburring a wide variety of parts, handling either the parts or a power tool. They can be used to perform a range of assembly tasks, often working in groups under control of a central supervisory system.

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The methods or approach used by any one or more of the foregoing may differ from that presented, but it will only be in detail and format and not in basic concepts of requirements.

Not everyone welcomes robots with open arms.

Production workers are concerned with the possible loss of jobs. Factory management is concerned with the possible loss of production.

Maintenance personnel are concerned with the new technology. Company management is concerned with effects on costs and profit.

Collectively, all of these concerns may be reflected in a general attitude that, "Robots are OK, but not here."

Robotic Application Planning The application of industrial robots to manufacturing operations is generally done under one of two sets of circumstances.

The first is the situation involving a new facility, process or product; here, robots are incorporated into the initial plans and are implemented routinely along with other equipment and facilities.

The second, more common, situation involves the application of robots to existing processes and operations, often in response to management direction or upon a suggestion from an engineering consulting firm or a supplier of robotic equipment. Here, the robot must be integrated into on-going operations and changes to

product, process, equipment, or facility which may be necessary are often difficult to accomplish.

To assure success in either case, the application of industrial robots must be approached in a systematic manner. Launching a robotic production system is best done in a multi-step process which involves not only the robot, but the product, production equipment, layout, scheduling, material flow, and a number of other related factors. Where robots are being integrated into existing operations, there are five discrete steps in this process: initial survey, qualification, selection, engineering and implementation.

Conclusion Not everyone welcomes robots with open arms.

Production workers are concerned with the possible loss of jobs. Factory management is concerned with the possible loss of production. Maintenance personnel are concerned with the new technology. Company management is concerned with effects on costs and profit. Collectively, all of these concerns may be reflected in a general attitude that, "Robots are OK, but not here."

It is essential to know whether a robot will be given a fair chance. Reassignment of workers displaced by a robot can be disruptive. Training of personnel to program and maintain the robot can upset maintenance schedules and personnel assignments, and new skills may even have to be developed. The installation and startup can interrupt production schedules, as can occasional breakdowns of the robot or related equipment. Unless everyone involved is aware of these factors and is willing to accept them, the probability of success is poor.

The rule to apply here is: A robot must be accepted by people, not only on general principles, but on the specific operation under consideration.

30 / SPRINGS / Winter 2014

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

50 McDermott Rd. North Haven, CT 06473 unitedwirecompany.com 800.840.9481 The foregoing screening process will, no doubt, eliminate a number of operations from the "shopping list." Those which remain should be operations which qualify as technically and economically feasible for the application of robots. These operations should now be prioritized, in preparation for the selection step. The prioritizing of operations and subsequent selection of an initial robot application can be facilitated by the use of an operation scoring system. The elements of a scoring system might include: • Complexity of the task.

• Complexity of end-of-arm tooling, part orienters, feeders, fixtures, etc.

• Changes required to facilities and related equipment.

• Changes required to product and/or process.

• Frequency of change-overs, if any.

• Impact on related operations.

• Impact on safety related and hazardous operations.

• Cost and savings potential.

• Anticipated duration of the operation.

than the less important elements. How an engineering group would evaluate or score a potential operation is dependent on the manufacturing company's objectives.

Using a scoring system, each operation on the "shopping list" can be rated and prioritized; the operation with the highest score will be the prime candidate for the first application. Other factors such as timing, management direction, experience, and human relations are to be considered. However, subjectivity in establishing priorities should be minimized.

Generally speaking, based on cost and operational technology, most small precision spring companies are not likely to find an effective application for robotics at this time. However, the time will come when robotics will be used in the spring industry and it behooves springmakers to monitor developments in robotic technology. Q

For each of the elements involved in the prioritization, a set of measures and a score range is established, with the more important elements having a higher range of points

SPRINGS / Winter 2014 / 31

ch, Nevada Green Valley Ran September 2013

SMI Fall Business Meeting is a Winner

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hose who attended the 2013 SMI Fall Business Meeting at the Green Valley Ranch in Henderson, Nev. may or may not have conquered the odds presented by the casino. But due to the bevy of educational and networking opportunities available, those who attended from September 29 to October 1, 2013 were able to walk away with plenty of information and contacts to make them a winner.

The meeting began on Sunday, September 29 with the SMI board and committee meetings and an evening cocktail reception.

After a continental breakfast, it was time to get down to business on Monday, September 30 with greetings from SMI president Steve Moreland and vice president Hap Porter, who helped organize the educational tracks.

The first morning sessions featured Chirag Shah of Exova on "Does the Pareto Principle (The 80/20 Rule) Apply to Spring Failures?" Then author and motivational speaker

32 / SPRINGS / Winter 2014

Marc Wayshak presented ideas on "How to Close the Sale in the New Economy."

The morning session concluded with presentations on "The Affordable Care Act: How It Will Impact Your Business"

by Mike Campbell of CPS Financial. Former SMI president Dan Sebastian brought insights on "Residual Stresses, Stress Relieving, & CQI-9."

Following a networking Luncheon Buffet, John Mackay of Mackay Research Group presented "Resurrecting America’s Manufacturing Dominance," and Daniel Pierre III of JN Machinery brought insights on "CQI-9 Requirements as it Relates to Stress Relieving with Conveyor Ovens." The day ended with tabletop exhibits as part of a cocktail and hors d’oeuvres reception.

The final day of the 2013 SMI Fall Business Meeting began with an entertaining session on family succession planning by Joe Murray of First Financial Group. Scott Schmidt of Black

Line Group, with the assistance of SMI member Hale Foote of Scandic Spring, presented "Manufacturing Your Way to Lower Taxes with the R&D Tax Credit."

The education portion of the event concluded with Dr. Uwe-Peter Weigmann of WAFIOS Machinery Corporation, who presented "Innovative New Technologies to Improve Quality and Enhance Productivity in Spring End Grinding, Spring Coiling and Wire Bending."

Moreland wrapped up the meeting, thanking attendees for taking time out of their schedule to attend the Las Vegas meeting.

He announced that through the adoption of SMI’s strategic plan, the traditionalSMIFallBusinessmeetingwillnotbeheldin2015.Instead, a new trade show and technical symposium is planned with dates, times and more details to come.

“We are excited about SMI’s future,” said Moreland, “and this new event in 2015 will be a game changer for the spring industry.” Q

SPRINGS / Winter 2014 / 33 ©iStockphoto.com/aimintang

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SMI Hosts International Standards Organization (ISO) TC-227 Meeting in Nation’s Capital epresenting the United States a nd t he A mer ica n Nat iona l Sta nda rds I nst it ute (A NSI), SMI served as the host of the ninth annual global meeting of the ISO/ Te c h n ic a l C om m it te e 227. The November gathering was comprised of representatives from international spring ma kers a nd sta nda rds organizations who regularly convene to draft and adopt standards for manufactured springs. Among the 54 participants were delegates from 10 countries: China, France, Germany, Italy, Japan, Malaysia, Philippines, Spain, Thailand, and the United States.

Eight SMI representatives attended the Washington, D.C. meeting, led by SMI Board of Directors member, Tom Armstrong of Duer/Carolina Coil.

The meeting was convened by Shigeo Aiba of Japan, the group’s secretariat. The highlights of the

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meet i ng i ncluded d iscussion of t he “Leaf Springs” project chaired by Chen Xin f rom Ch ina. Th is project completed the committee discussion stage and now moves forward to the review stage for all worldwide ISO member countries to provide comments on the draft document.

A new project, “Disc Springs,” was proposed by and is being chaired by Japan. Not only did Japan propose the project, they offered a first discussion draft of a standardization document.

Osamu Noda of Japan was appointed as the project leader for disc springs.

Wolfgang Hermann of Germany was elected as the new chairman of the group. His term started on January 1, 2014.

In addition to their working sessions, the ISO/TC-227 delegates visited the U.S. Capitol grounds and toured the U.S. House of Representatives chambers escorted by retired U. S. Congressman Edward A. Pease.

If any U.S. companies would like a spring standard proposed to the ISO committee, contact Tom Armstrong or Lynne Carr at SMI. The French delegation agreed to host the 10th annual meeting at a location to be determined in October 2014. Q

A spouse event during the TC-227 meeting was held at Restaurant Nora in Washington D.C.

SPRINGS / Winter 2014 / 35

Peterson Spring specializes in the designing, prototyping, testing and manufacturing of springs.

36 / SPRINGS / Winter 2014

Peterson Spring Celebrates 100 Years

F

or Peterson Spring, also known as Peterson American Corporation (PAC), 2014 is a special year, as it commemorates the company’s 100-year anniversary.

It all started back in 1914 when Norwegian immigrant August Christian Peterson and his son, Alfred, founded the first mechanical spring factory in Detroit.

From its humble beginnings, Peterson Spring has grown to 13 manufacturing and distribution facilities operating in four different countries: United States, Canada, Mexico, and the United Kingdom. The company supplies more than 450 customers in 48 different countries with a broad line of mechanical springs, rings and wire forms for various markets such as: aerospace and defense, automotive, consumer products, industrial/ equipment, medical/healthcare, recreational vehicles, specialty products (developmental, prototype, service), and motorsports.

One of Peterson Spring’s most significant products is engine valve springs, which they started producing in 1912 (before incorporating). As the story goes, Barney Oldfield, the most famous American race car driver of his day, called August to ask for help. Valve springs were often the first thing to fail in a race car, and the Indianapolis race was a few days away. Oldfield and August hand wound the valve springs using drill rod, which August had hardened and tempered. After the race August received a telegram from Oldfield, saying they had beaten all the other American entries.

Today, Peterson’s PAC Racing division manufactures engine valve springs used in all types and classes of highperformance racing engines — in street rods, Indy cars, top-fuel dragsters and off-road vehicles. The knowledge gained from the research and development for specialty high-performance applications carries over into Peterson’s valve spring designs for production automotive engines.

PAC Racing’s high performance sales and business development manager Jason Youd says, “Development is key to maintaining performance advancements that ensure success and race championships.”

Research and development has proven vital over the company’s years and continues to propel Peterson

into the future by utilizing its impressive dynamic and metallurgic laboratories and staff. New industries and renewable energies bring new projects that are challenging manufacturers around the globe to rethink traditional products and processes and find ways to make them more efficient in design, cost, weight and size. Along with new projects, new regulations or new expected product life can accompany them.

Senior vice president of sales and marketing Don Lowe says, “Our experience and technical know-how has earned such credibility in the industry, our customers and suppliers rely on us to solve problems and identify opportunities for improvement.”

SPRINGS / Winter 2014 / 37

Above: Detroit, Michigan plant circa 1946.

Right: A new engine valve spring produced

by Peterson Spring.

Far Right: Dan Sceli has been president and CEO of Peterson Spring since 2008.

38 / SPRINGS / Winter 2014

By fostering innovation from all employees, investing in state-of-the-art technology and tools that facilitate new applications for their products, and maintaining undeterred discipline in all aspects of service and production, Lowe says Peterson Spring is poised to brilliantly build upon their 100 year legacy of performance.

Both the second and third generation leaders of Peterson Spring, Bud and Pete Peterson, served as president of the Spring Manufacturers Institute (SMI).

In 1981, Bud was presented with SMI’s prestigious Gold Coil Award, which recognizes individuals for significant contributions of lasting importance to the spring industry.

In its long history, SMI has presented the award to only two other springmakers. Today, current president and CEO Dan Sceli and Lowe serve as board members.

In 2008, the company continued to thrive into the fourth generation and it was at that time the family reached out for support f rom experienced outside management. That’s when Sceli joined the company as president and CEO. To take the company to the future Sceli installed a new management group and a strategic plan. Among other values, the strategic plan instills the “Peterson Corporate Culture.”

Sceli stated, “The Performance Culture is in fact the foundation of our future prosperity and growth.”

Encapsulated in the Peterson Corporate Culture is: - Discipline in everything we do - Hard work and integrity, operational and business excellence - Innovation by all

“I would like to take this opportunity to thank all the employees, customers and suppliers who presently contribute to the continued success of our company and all the people who came before, helping make our place in the industry."

- Dan Sceli

Regarding the company’s 100 year anniversary, Sceli said, “I would like to take this opportunity to thank all the employees, customers and suppliers who presently contribute to the continued success of our company and all the people who came before, helping make our place in the industry. We look forward to the next century and what it will bring.” Q

New Queretaro, Mexico plant built in 2009.

SPRINGS / Winter 2014 / 39

©iStockphoto.com/Squaredpixels

Heart and Soul

By John Passante

(Editor’s note: The following article is reprinted by permission of John Passante and is a chapter from his new book, “The Human Side: High-Touch Leadership in a High-Tech World.” Passante has previously contributed articles to Springs on leadership and management. See more information on his new book at the end of this article.)

40 / SPRINGS / Winter 2014

he success of any business enterprise is based on increasing profit, revenue and market share. The key elements of an organization are its product, processes, distribution, customer base, image, customer service, its ability to innovate and adapt quickly to global market conditions and the quality of its people. Obviously this is a tall order.

For those of us that toil in today’s business world, I pose this question: Can and should a business have a heart and soul?

I am sure that many hard charging, bottom line driven leaders would respond to this question in a negative fashion and I can perhaps understand their point of view.

True leaders are accountable to provide direction and a creative vision of the future. With that vision, they need to view the business through a different lens. The lifeblood of any enterprise is fresh ideas that lead to innovation, which in turn drives profitability and sustains the future. In effect, businesses must continue to reinvent themselves in order to offer new products, services or processes that contribute to the long-term success of the business. Innovation is the lifeblood of any organization.

The heart of any business are its people. A company’s culture either supports its people or does not.

People give the business its spirit and its freshness. They are the face of the company to its customers, investors, vendors and public. People have knowledge and opinions about your business, and the ability to influence its success. They are the heartbeat of the company. Their loyalty, commitment and recommendations are essential to long-term growth.

The factor influencing the heart of a living organization is touch.

Heart has the ability to truly touch the customer and respond in kind to their needs. As important as the company’s advertising and

T

marketing messages are, employees are in fact the most important element of a company’s image. Human beings can emote, laugh, listen and show compassion to others, while computers cannot. This is the essence of heart.

The elements of corporate soul are purpose, passion, courage and striving for greater achievements. Soul is the fire that motivates employees and encourages them to dream big. It fuels excitement and a feeling of belonging to something special.

Soul is the moral fiber and compass that guides the organization to exceed business objectives and to do good at the same time.

A relationship-based organization is solidly anchored in soul.

Some people say, “Come on, markets are not about morals, they are about profits.” I say this is old thinking.

That’s a false choice.

“The great companies will be the ones that find a way to have a hold on to their values while chasing their profits, and brand value will converge to create a new business model that unites commerce and compassion. The heart and the wallet. The great companies of this century will be sharp to success and at the same time sensitive to the idea that you can’t measure the true success of a company on a spreadsheet,” said Bono, the leader of the band U2 and a noted social activist.

Perhaps the concept of soul and the business world appears at first glance not to be a good fit; however, upon deeper investigation and contemplation, we should be able to connect the dots.

I am firmly convinced that every organization has a soul. It is woven into the fiber of its culture. It is witnessed by the well-being of its employees, the wondrous spirit that one sees in their eyes and the enthusiasm that is in the atmosphere. Soul is a persuasive calling of being engaged in activities that make a difference.

What Will You Choose?

The book “Trust Agents” states that, “A leader with soul acts as a human artist, a person who understands the so-called ‘soft skills.’”

If the human side of business is so difficult, why is it called the soft side?

The soft side is indeed difficult because it influences all aspects of an employees work life and carries over to what they do at home. It influences moods, personalities, self-image, energy, pride and the ability to perform to their potential. Good leaders must understand and appreciate the soft side of the business.

As soul singer a nd songw riter George Jackson proclaimed: “You Gotta Have Soul!”

Here’s how I define a company’s S.O.U.L.: S. - Service, responding to the needs of customers, employees, vendors and shareholders.

O. - Open to risk taking and change.

U. - Understanding the importance of its employees.

L. - Loyal to its associates in good times and in bad times.

Does your business have or desire a heart and soul?

Perhaps now is the time for your company’s 100,000-mile check-up.

Tales from the Frontlines: Practicing Forgiveness One of the most rewarding aspects of leadership is when you have the opportunity to recognize performance and promote an employee.

I remember working with a highly spirited, hardcharging salesman. He always went the extra mile, built productive relationships with his customer base and brought great passion to any assignment.

As a result I met with him and offered him a sales management position that required relocation. At this meeting I gave him a copy of our company’s relocation policy, which was quite detailed. I asked him to read this document and get back to me.

One of my staff members came to my office the next day and said, “I need to make you aware of something. The salesman who was offered the position is bad mouthing the company’s relocation policy and you personally.” Of course, I was dismayed, disappointed and somewhat hurt and angry to hear this news. A day later, another employee in the company told me a similar story.

Soon the young salesman was back in my office to review the relocation policy. We spent over two hours going

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The Human Side John Passante, a seasoned manufacturing and distribution executive, executive coach and speaker, has published “The Human Side: High-Touch Leadership in a High-Tech World.” The new book from Passante challenges readers to look at the “human side” of leadership in light of an unprecedented information age where technology can sometimes isolate employees from personal contact with their leaders.

“The book embodies the timeless principles of leadership I have taught in over 1,000 seminars during my career,” explained Passante. “If there is one point I tried to drive home in my book and in my teaching is that at the end of the day, people are indeed the answer.”

Passante is the president and CEO of The Organizational Development Group, Inc. The 118-page book is divided into 20, easy-to-read chapters. Each chapter ends with “Tales from the Frontlines”— a practical story from Passante’s career explaining the principle outlined in the

chapter. The book not only serves as a primer for future leaders entering the workforce, it provides inspiration to seasoned executives to hone their skills and improve their leadership quotient.

Gary McCoy, managing editor of Springs and president of Fairway Communications, served as editor of the book.

The foreword to the book was written

by Rollie Massimino, the current men’s basketball coach at Northwood University’s Florida campus. He is the former men’s basketball coach at Villanova University, where he led the 1984–85 Wildcats to the NCAA national championship.

“During my career I’ve coached hundreds of young men in basketball and more importantly in the game of life," explained Massimino in the book’s foreword. “One thing I’ve always emphasized is the vital role of character. John Passante is a kindred spirit who understands that character is indispensable, whether you are playing

basketball or running a company.”

The book, jointly published by The Organizational Development Group and Fairway Communications, is now available. To order a copy, contact Passante via email at: theorgdevgroup@ gmail.com.

through each paragraph in intense detail. At the conclusion of this session, he was very pleased with what our company would do for him and his wife and thanked me.

Of course, being a Sicilian, I was tempted to share with him what I had learned about the negative comments he shared with others regarding the company and me. But I bit my tongue and swallowed hard.

The next morning as I drank my coffee, this young salesman came to my office and said he had a confession to make. “When I first read the relocation policy, I was unhappy and I spoke ill, not only of the company, but of you, and I was wrong. I did not sleep at all last night because you have been kind to me and supported me and I let you down.”

I could see the stress in his eyes and on his face. After a moment of silence, I responded, “I was aware of your comments and frankly was disappointed. I chalked it up to your immaturity and your lack of business experience.

Let me emphasize that I still believe in you. I hope that one day you will have empathy for a young salesperson who may make a similar mistake and that you will use this experience as a learning opportunity.”

This gentleman is now a vice president of sales with a large global manufacturer.

A key element of leadership with soul is looking for the good in others and practicing forgiveness. Soul involves teaching as well as caring more than others think is practical. Q

42 / SPRINGS / Winter 2014

SPRINGS / Winter 2014 / 43

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JSSE Semi-Annual Lecture Meeting and Awards

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apan Society of Spring Engineers (JSSE) held its semiannual lecture meeting, including a poster session and a ceremony of the JSSE Awards, at Nagoya Trade & Industry Center in Nagoya in November 2013.

Eight lectures and one special lecture were presented to 135 attendees. The opening speech was presented by Satoshi Suzuki, a vice-chairperson of JSSE in charge of events and a director of Chuo Spring Co., Ltd. Five technical posters were displayed in the lounge of the main hall. The first place poster was entitled “Study on Closure of Fatigue Crack by Controlling Dense Current Field and Heat Treatment,” presented by Yukiyasu Asaoka et al. of Nagoya University.

The JSSE award ceremony was held prior to the afternoon session of the lecture meeting. The Ronbun prize went to “Effects of Shot Peening and Artificial Corrosion Pit on Fatigue Property of Suspension Spring Steel,” and “Influence of Hydrogen on Fatigue Property of Suspension Spring Steel with Artificial Corrosion Pit after Shot Peening,” by Manabu Kubota, Daisuke Hirakami and Kohsaku Ushioda of Nippon Steel & Sumitomo Metal Corporation. The Gijutu prize went to “Evaluation on Physical Properties of the Coating Film for Spring using the Nano-Indentation,” by Satoru Kondo, Takaaki Nishimura and Jouji Murakami of Togo Seisakusyo Corporation; and also to “Development of High Fatigue Strength Fine Grained Stainless Steel and Suitable Fatigue Test for Cylinder Head Gasket,” by Yuichi Fukumura, Masayuki Shibuya, Kazuhiko Adachi and Eisuke Nakayama of Nippon Steel & Sumitomo Metal Corporation. The Koseki prize was awarded to Dr. Michihiko Ayada, NHK Spring Co., Ltd.; Ken Okura, NHK Spring Co., Ltd.; Yoshiki Senda, Chuyo Spring Co., Ltd.; and Kouji Higashimura, Marujo Co., Ltd. Four certificates of Spring Technological Heritage were presented to three spring manufacturers to express JSSE’s appreciation for their preservation of machines of historical value. The four certificates (and three spring manufacturers) include: Coiling Machine W11A made by BHS Torin (NHK Spring Co., Ltd.); Universal Automatic Coiling Machine UFA-1 made by Karl Hack (Matsuo Industries, Inc.); Load Tester SF-25 made by PROBATWerke (Chuo Spring Co., Ltd.); and Forming Machine RM-35 made by Otto-Bihler (Chuo Spring Co., Ltd.). Q ©iStockphoto.com/ooyoo

Photos, from top: Satoshi Suzuki, JSSE Vice Chair giving the opening speech; a poster Q&A session; award winners; and certificate awards.

SPRINGS / Winter 2014 / 45

46 / SPRINGS / Winter 2014

Comforting Earthquake Victims 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 fly to Iwate and help repair homes. Instead, he helped raise the spirits of the devastated souls around him.

“These survivors, they are different than people from other parts of Japan,” said Takeda, a Japanese native who first journeyed to the states as an English linguistics major under the guidance of his mentor

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and “second mother,” the late McKendree professor and missionary Mildred Silver. “These elderly have encountered tsunamis and earthquakes more than once in their lifetimes. They are a very patient people.”

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

SPRINGS / Winter 2014 / 47

"These elderly have encountered tsunamis and earthquakes more than once in their lifetime. They are a very patient people."

“The survivors said there was a difference among the volunteers who came to help them,” Takeda continued. “Christian volunteers always came back.”

A retired regional manager of sales for Nippon Airlines who now works part time for the Asahi-Seiki manufacturing company, Takeda retu rned to Japa n last yea r as a volunteer with Tono Magokoro Net

disaster relief network in Iwate-ken prefectu re. The volunteer group established by citizens of Tono, located an hour inland from the coast, provided lodging, transportation, sitematching for 60,000 volunteers and psychological relief to communities in need of assistance.

“Our work was with the elderly people,” he said. “We visited them in temporary housing. We gave them

Elders smiling as they enjoy a cup of tea in temporary housing

48 / SPRINGS / Winter 2014

heart-to-heart communication. We sang together. We had our tea together. â&#x20AC;&#x153;Mos t of t hem do not show their complaint and anger. They display their willingness toward reconstruction with gratitude. Each of them has an unexplainable good expression.â&#x20AC;?

Takeda is grateful he was able to bring them comfort. â&#x20AC;&#x153;They said, â&#x20AC;&#x2DC;Meeting with you people from Tono Center is the best time for us. The best time for us to enjoy.¡ We made a difference in their lives. We tried to help them through this difďŹ cult time.â&#x20AC;? Q

Left: Michio Takeda (in his Tono Magokoro uniform) enjoying a cup of tea with some of the people he helped. Right: A pot of miso soup, one of the breakfast essentials for Japanese people.

(Editorâ&#x20AC;&#x2122;s note: This article originally appeared in the Summer 2013 issue of The Magazine for McKendree under the heading â&#x20AC;&#x153;Everyday Superheroes.â&#x20AC;? The article is reprinted by permission of McKendree University. Michio Takeda is a 1967 graduate of McKendree University.)

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Springmaker Spotlight

By Gary McCoy

Leading His Team to Victory A Profile of Norm Rodriques and Springfield Spring

A

s the head of Springfield Spring, Norm Rodriques doesn’t use the usual titles of chairman, president or CEO. Instead he describes himself as the CFI or “chief of fun and inspiration.”

With a degree in physical education from Southern Connecticut State University in New Haven, Conn., Rodriques invokes a lot of sports analogies to describe his role as the “coach” for his team of employees. He’s insatiably competitive, whether it’s at his pastime of choice, golf, or in the game of business. Rodriques is all about winning.

SPRINGS / Winter 2014 / 51

Previous page: Rodriques is a frequent visitor to the plant floor to encourage Springfield Spring employees. Above: The playful sign outside Rodriques office door in Bristol. Right: Tina Malley and Norm Rodriques have been partners in Springfield Spring since they purchased the company in 2000.

SMI-member Springfield Spring Corporation is a privately-held company with two locations, one in East Longmeadow, Mass. and the other in Bristol, Conn.

Much of Rodriques’ competitive spirit comes from his father, Raul, a former industrial arts teacher, track and field coach, World War II hero and father of seven children.

Rodriques tells the story of his father arriving back from the war after being shot in the ankle in Germany and almost losing a foot. He said his father had to walk with the aid of crutches, and wore a leg brace as the result of his injuries. Rodriques said his father got on a bus in the Deep South and, due to his dark complexion, was told to sit in the back of the bus with other African-Americans (he was actually of Portuguese descent).

“He told the bus driver that he killed more Germans than the bus driver ever had on his bus,” explained Rodriques. “The bus driver quickly said he could sit wherever he wanted to.” Rodriques points out that this event happened well before Rosa Parks refused to give up her seat to a white person while on a bus in Montgomery, Alabama in the mid ‘50s.

At nearly 90 years of age, Rodriques’ dad still continues to compete in track and field. He’s participated in the Connecticut Masters Games for nearly 20 years and been to the National Senior Games four times, amassing several trophies along the way.

52 / SPRINGS / Winter 2014

Change in Direction Rodriques says when he left high school he was determined to be a school teacher and coach like his dad. But on his way to fulfilling his dream, he changed direction and went into sales instead. He first worked for Prudential, and Rodriques says his mentor, Gary Kleinerman, taught him how to be a salesman.

He related that, “In commission sales, if you don’t sell, you don’t eat.”

Rodriques eventually worked for a company that sold screw machine parts and then to Vulcan Radiator. His boss at Vulcan bought Springfield Spring, a company that originally started in 1942. He asked Rodriques to come work with him. As a result, Rodriques bought a 10 percent ownership stake in the company.

That was in 1986 when Springfield Spring had sales of $600,000, 14 employees, and everything was located in East Longmeadow.

Rodriques admits he knew nothing about the world of springs and wireforms, but he was willing to learn.

He says one of the best things he did was hire Tina Malley in 1990 as office manager. She later became vice president of the company. Rodriques credits Malley with transforming the office into a computerized operation.

Because Rodriques and his boss had a difficult time recruiting spring and fourslide talent in the East Longmeadow area, in 1995 the company opened a branch in Bristol and Rodriques was put in charge of it. He

“The employees knew things were not going well, that we were going backwards,” explained Rodriques. “But they didn’t really know because, like traditional companies, the owners are the only ones staying up all night worrying about bills and note payments.” actually named the company Southington Spring and Fourslide, a nod to his nearby hometown.

When an opportunity came in 2000 for Rodriques and Malley to buy out the senior partner of Springfield Spring, they took the plunge and became owners of the business. They ended up merging the Bristol facility with East Longmeadow to form the company in its current state. Malley runs the operations in East Longmeadow, while Rodriques spends more of his time in Bristol.

With a 51 percent stake in the company, Rodriques is the designated president and CEO. The 51 percent stock ownership also designates the company as a Certified Minority Owned Business (MBE) and a U.S. Government Small Disadvantaged Business (SDB).

Financial troubles came in 2001 when 9/11 hit and the company was not meeting the income projections they had provided their lenders.

“The employees knew things were not going well, that we were going backwards,” explained Rodriques.

“But they didn’t really know because, like traditional companies, the owners are the only ones staying up all night worrying about bills and note payments.”

But everyone else thought he was crazy, including his partner, Malley, his accountant, and his bank, especially when he declared, “I’m opening my books. I’m going to teach our employees how this place is run financially. We will win together or we will die together.”

Rodriques said there was nothing magical about teaching employees the financials. “The magic came with all of us feeling more secure, that collectively we have a job to do. And if we can take that job every day and see how it affects us financially, then we collectively will participate in the resurgence of Springfield Spring.” Bonuses were tied solely to the company’s annual financial performance. The company decided to use pre-tax income as the key bonus driver. A new employee mantra emerged: “Save the praise; show me the raise!”

The Turnaround Begins Within a year of implementing a new business plan based on open-book management principles, Rodriques

Magic Happens Rodriques remembers the moment when he says “magic” happened. He was at the airport and decided to buy a book called “Less is More” by Jason Jennings.

The book profiled high performing companies that were operating at peak productivity.

One of the companies was Springfield Remanufacturing in Missouri run by Jack Stack, who authored “The Great Game of Business” about following an “open-book management” philosophy in running his company.

Another company profiled was Nucor Steel, a company that Rodriques could quickly identify with—a company with its balance sheet upside down, lots of bank debts and people out in the shop not knowing anything about the company’s financial performance.

Rodriques said he was determined to turnaround Springfield Spring by adopting the open-book management philosophy.

“So I went out and bought every book on open-book management I could find.” He said he realized he was financially illiterate, “so I read all these books and went back to school myself.” After six months of reading and quizzing himself, Rodriques said he was ready to take the plunge in this new direction.

SPRINGS / Winter 2014 / 53

forecasted a sales increase of $500,000 over the previous year. Nobody thought they could reach that. But the company did even better, growing from $4.5 million to $5.6 million, and the growth has not stopped since then.

“This was place was on fire that first year,” said Rodriques looking back on the turnaround. “It looked like champagne popping when a baseball team wins a division series.”

When I visited the Bristol plant this past fall, the company had just set a new monthly shipping record and would soon recognize the feat with a party.

“We celebrate everything here,” explained Rodriques.

“That’s the essence of the open-book management culture.”

He says that’s the beauty of this game. “It’s not really a business, it is a game. So as the coach, I’m the chief of fun and inspiration. We’re not afraid to learn new things because there’s always someone there to help you.”

Employees at Springfield Spring know how to read income statements, balance sheets and other financial measurement tools. The underlying principle of openbook management is that every employee has a stake in the company’s success or failure. As a result, each team member is empowered to do their job in ways that contribute to the company’s financial performance.

“I manage the spirit of the company, moving toward meeting its financial business goals,” said Rodriques of his

54 / SPRINGS / Winter 2014

role. Rodriques confidently forecasts that 2013 revenues will exceed $8,000,000 and 2014 sales are forecasted to exceed $9,000,000. The company spends 10 percent of sales revenue on new equipment each year.

With 26 employees in East Longmeadow and 23 in Bristol, Springfield Spring makes compression, extension and torsion springs, along with wireforms, stampings, light assemblies and air filter holding frame clips. Rodriques says their portfolio of customers is spread between firearms, medical devices, lighting, filter frame hardware, electrical distribution controls, window screen hardware and military. Customers include Atrium Windows and Doors, Bose, Coviden, Cook Medical, Cooper Lighting, Eaton, Flanders, Otis, Schneider Electric, Smith & Wesson, Sig Sauer and Toyota.

Each Springfield Spring location is measured with its own financial income statement and is accountable for its own divisional profitability. “Each division has its own financial scorecard, which is a fundamental practice of open-book management.” Scorecards measure financial metrics such as: booked sales, invoiced shipments, returns, cost of goods sold, administrative expenses, pre-tax income, monthly incoming cash, inventory turns and sales backlog.

The second building expansion is planned in Bristol sometime in the next 24 months. Last November, 2012, the company moved into its first 4,000 square foot expansion.

“It’s not really a business, it is a game. So as the coach, I’m the chief of fun and inspiration. We’re not afraid to learn new things because there’s always someone there to help you.”

Diversity According to Rodriques, Springfield Spring has the distinction of being one of five certified MBE’s in the U.S., offering customers the opportunity to work with a company that can help them meet supplier diversity goals.

Rodriques recognizes that having the certification has helped open the door for the company to land new business. But he says once the door is opened, his employees help open eyes. “With our financially-educated troops and commitment to world-class performance, we’ve added additional weapons to our arsenal when facing off against our competitors. Remember, those on an aircraft carrier are disciplined and train for war every day. They’re ready when the threat arrives!”

In addition to preaching open-book management, he believes in a “Lean-Six-Sigma Culture.” Ultimately, Rodriques wants his customers to become part of what he calls “The Springfield Spring Experience.”

He says the experience is a commitment “to the creation of a long-term and strategic relationship with our valued customers.” Rodriques says it’s all about meeting and exceeding customer expectations and being recognized “ by customers as an ”extension of their business.”

As the company says in its brochure, “We must help our customers bring their products to the global marketplace, increase their bottom lines, reduce their inventories, minimize mistakes, expedite the flow of information and create efficient systems to support these objectives.”

Rod r iques su m ma r izes a ll t h is by say i ng, “Differentiating ourselves is part of the Springfield Spring experience.”

A passion for Springfield Spring oozes out of Rodriques’ pores.

“I really don't have a passion for springs. They're just — they're metal,” he relates. “They all look the same. I get real excited about the people that make them, how cool it is, how smart they are, how mechanical they are. And then the customers we do business with see and experience the same indefatigable passion.”

Rodriques says as he talks with his employees, or “huddles” with them, he wants them to understand that they are not just making springs. “I want them to take pride in what they do, and take pride in the fact that ‘you participated in putting this (part) out into the economy. You stimulated the economy. You're not just springmakers.’” As he states to his employees, “We're all participants in this thing called commerce.”

Light Hearted Spending any time with Rodriques, it’s not hard to laugh a lot. He definitely keeps things light hearted, even making jokes about the prosthetic eyeball he wears as the result of a golf club he took to the eye when he was nine years old.

He often will crack jokes about himself and his Puerto Rican/Portuguese heritage. He says he can do standup comedy on himself and bring the house down. “If you can’t laugh at yourself, you’re way too serious about this thing we call life!”

On the golf course, people will ask him what his golf handicap is. “I tell them, ‘Four’,” says Rodriques with a chuckle. “Short, bald, Puerto Rican and one eye.”

Just like learning the game of business, Rodriques dedicated himself to learning the game of golf and is now able to consistently shoot in the mid ‘80s. As a former Mr. Connecticut (1981) body builder, Rodriques likes to exercise and read. He’s also busy keeping up with his three children. He often spends time in Florida visiting his daughter and his sister. During the college football season he’s busy watching his son play at Fordham, and

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Ever the coach, Rodriques tells his employees that instead of acting like a hotshot football player who scores a touchdown and celebrates with an end zone dance, he advises them to be like the player who hands the ball to the referee.

also keeping up with his other son, who is traveling the world with the U.S. Army.

Around the Bristol area, Rodriques is known as the driver of the Batmobile. Thatâ&#x20AC;&#x2122;s because when he bought his Chrysler 300 several years ago, he had a Bentley grill kit installed on it, and his kids said, â&#x20AC;&#x153;Dad, that looks like the Batmobile.â&#x20AC;?

He replied, â&#x20AC;&#x153;Yeah, it kind of does.â&#x20AC;?

Rodriques later added a $15 bat plate to the car and now people will say, â&#x20AC;&#x153;I saw the Batmobile the other day at Wal-Mart. Were you there?â&#x20AC;? And Rodriques will say, â&#x20AC;&#x153;Yeah that was me.â&#x20AC;?

Competition When I asked Rodriques what his competitors would say about him, he said he hoped they would say, "How is that company continuing to put on additions in the heart of the last recession? Why were they building a parking lot when the banks blew up? Why were they putting on an addition and hiring people when many people in his industry were on furloughs? They never furloughed. Why is there a sign out front for help wanted?â&#x20AC;?

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Rodriques believes there is enough business for everybody. â&#x20AC;&#x153;Every competitor has their own statement. They have their own reason for being.â&#x20AC;?

Rodriques quickly ďŹ&#x201A;ips back to a football analogy that every company (team) has its own playbook and way of practicing for the game. â&#x20AC;&#x153;My team is practicing every day to compete with them (competitors) on a level playing ďŹ eld.â&#x20AC;?

He adds, â&#x20AC;&#x153;I don't know what my competitors say about us. I really don't care.â&#x20AC;?

Rodriques says he regularly tells his employees, â&#x20AC;&#x153;Don't share what we do outside of here. Don't brag about what you got for a bonus. Don't brag that we didn't have furloughs. Don't brag that we're putting on additions.â&#x20AC;? ÂśThatâ&#x20AC;&#x2122;s bragging, that's cocky.¡ When you¡re cocky, you¡re going to eventually get smashed in the face.â&#x20AC;?

Ever the coach, Rodriques tells his employees that instead of acting like a hotshot football player who scores a touchdown and celebrates with an end zone dance, he advises them to be like the player who hands the ball to the referee. â&#x20AC;&#x153;If you dance in the end zone, you're ďŹ red.â&#x20AC;?

As Rodriques looks back on the turnaround at SpringďŹ eld Spring, he ďŹ rmly believes it is due to openbook management and collaborative goal setting with his partner, Malley.

As he told Design2Part magazine in a recent article, â&#x20AC;&#x153;When you open up your company, the possibilities of how you measure and reward employees for making these ďŹ nancial gains are immeasurable. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re always trying to catch people doing things right.

Weâ&#x20AC;&#x2122;re giving them the tools to measure doing things right.

KPIâ&#x20AC;&#x2122;s (Key Performance Indicators) are great contemporary tools for measuring productivity and quality gains but theyâ&#x20AC;&#x2122;re useless if you donâ&#x20AC;&#x2122;t have employee buy-in or engagement,â&#x20AC;? explained Rodrigues.

He goes on to say, â&#x20AC;&#x153;And what we have is a very successful open managed company, a very transparent business. I think just opening the books is too accounting related. Our open-book management program evolved into every other part of this company, and at the end of the day, itâ&#x20AC;&#x2122;s the customer who beneďŹ ts by doing business with SpringďŹ eld Spring. We understand their own mission to gain market share, reduce costs and improve proďŹ ts.â&#x20AC;? Q

Book Corner ©iStockphoto.com/kertlis

Make It in America: The Case for Re-Inventing the Economy

I

n his book “Make It in America: The Case for ReInventing the Economy,” Andrew Liveris, chairman and CEO of The Dow Chemical Company (Dow), presents a powerful case for how critically important domestic manufacturing is to the long-term health of the entire U.S. economy. Combining the best thinking from Dow on how to drive economic growth and supported through examples from around the industrial world, the book represents a candid wake-up call to America to re-invent its manufacturing base before it is too late.

If anyone, or indeed any company has the expertise on this subject, it's Liveris and Dow. As one of the world's largest manufacturers and global corporations, Dow has been on the world manufacturing stage since it first began chemicals production in 1897.

Liveris, who has more than 30 years of experience in the manufacturing industry, challenges conventional wisdom and, using vivid examples from around the globe, he: • Explains how a manufacturing sector creates economic value at a scale unmatched by any other, and how central the sector is to creating jobs both inside and outside the factory.

• Explores how other nations are building their manufacturing sectors to stay competitive in the global economy, and describes how America has failed to keep up.

• Provides an aggressive, practical and comprehensive agenda that will put the U.S. back on track to lead the world.

Liveris sees where America is losing ground—from innovation to job creation—and explains how we can take back our future. “Make It in America” is a must-read for anyone who believes that America's greatest, most productive, most prosperous days are not behind us but ahead of us.

The updated edition, published in January 2012 by Wiley, sells at a suggested M.S.R.P. (U.S.) of $18.95. 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.

SPRINGS / Winter 2014 / 57

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Women in Manufacturing (WiM) encourages the engagement of women who have chosen a career in the manufacturing industry. JOIN today and share with us what you make, engage in the conversation and listen to what members are saying!

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Inside SMI ©iStockphoto.com/seraficus

Lynne Carr Named Executive Director Originally joining SMI in 1995 in a part-time capacity, Lynne Carr has risen to the top of the organization.

This was affirmed this past fall, when Carr was promoted by the SMI executive committee to the role of executive director.

In making the announcement to members, SMI president Steve Moreland said the promotion is an affirmation of the outstanding job Carr has done since stepping into the role of SMI’s general manager almost six years ago.

"Working with Lynne very closely these past two years as SMI president has really made me aware, even more than before, just how amazing Lynne is,” explained Moreland. “She has wonderful organizational skills, a great ability to multi-task, and a broadbased knowledge of all facets of the

SMI operation along with an extensive understanding of SMI history.”

Mor ela nd sa id Ca r r work s tirelessly on behalf of SMI's entire membership.

“In addition to her outstanding sk i l l s, i s Ly n ne’s u nb el ievable passion, commitment and dedication to the SMI and its entire membership."

Carr started at SMI after being at home with her children, Alyson, Mark, and Tracy for 12 years. Prior to that she worked at Liberty Mutual for 12 years. She is married to Rick.

“I’m honored to serve the members of SMI,” said Carr. “The spring industry has been a part of my extended family for the past 19 years and I look forward to many more great years helping lead this organization forward.”

Carr has come a long way since an SMI “Staff Focus” that was published

SMI Board Adopts Strategic Plan

The SMI Board of Directors met in regular session during the 2013 Fall Business Meeting at the Green Valley Ranch in Henderson, Nev. Af ter reviewing the results of a strategic planning process, two main initiatives emerged: expanding SMI’s focus and knowledge as an organization on technology, and beginning a national trade show combined with a technical symposium.

The board voted to proceed with the trade show to be held in the fall of 2015. A date and location for the show will be determined later by a special

in the Winter 1998 issue of Springs where she stated that she would like to be remembered as “being the best envelope stuffer.”

trade show committee, headed by Dan Sceli of Peterson Spring.

Sceli, chairman of the regulatory compliance committee, announced that Jim Wood will be retiring from his role as SMI’s regulatory compliance consultant. A search for a replacement for Wood will begin immediately.

Wood was acknowledged for his long service to SMI with a standing ovation from the board.

A motion was approved to start a job board for SMI members. Details on the job board will be put together

by Lynne Carr and announced to members at a later date.

SPRINGS / Winter 2014 / 59

Inside SMI

SMI Mourns Loss of Members It is with regret that Springs reports the death of John Wallis Mink, husband, father, grandfather, brother, uncle, friend and community leader. He died peacefully on Saturday, November 9, 2013 with his wife and daughters by his side, after battling cancer with dignity and personal strength for several months.

Mink was born on April 9, 1940 in Kenosha, Wisconsin. He married his high school sweetheart, Roberta “Robbie” Kemp, in 1962. Together they raised two daughters, Pamela and Barbara.

Mink graduated from the University of Wisconsin as a mechanical engineer. He moved to Rockford to start his career at Barber-Colman in 1963. He received a master’s degree in business from Northern Illinois University. In 1988, Mink became owner and CEO of Rockford Spring Co. After its sale in 2007, Mink was CEO of Zenith Cutter until its sale in 2012.

Mink made an imprint on his beloved Rockford through the community boards he had the honor of serving. In addition to the many boards, Mink was an active member of Christ United Methodist Church, Rock Valley Kiwanis Club, Northern Illinois Corvette Club and University of Wisconsin Alumni Club of Rockford.

Mink loved God, his family, his friends and his community.

He enjoyed his Corvette, the Green Bay Packers, sailing, golfing, jazz music, and any building project he could get his hands on. Spending time at his Wisconsin lake home and attending his grandchildren’s sporting events and activities were two of

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his favorite past times. Mink was a strong advocate for donor awareness and held a special place in his heart for his kidney donor, Scott.

Survivors include his wife of 51 years, Robbie; daughters, Pam (Gregg) Herrmann and Barb Mink; grandchildren, Peter and Matthew Herrmann and Molly Mink; brother, David (Marge) Mink; sisters, Linda (Kenneth) Slater, Ruth (Robert) Callan and Virginia Roders; sisters-in-law, Nancy Kemp (Wilson) and Susan (Mink) Spitzer; and many nieces and nephews. He is predeceased by parents, brother, Kenneth and brothers-in-law Richard Roders and Gerald Wilson and mother- and father-inlaw Eleanor and James Kemp.

Services were held Saturday, November 16; in lieu of flowers, memorials may be given in care of the family to be distributed to Mink’s chosen organizations.

Ben Hittleman, 93, of Delray Beach, Fla. passed away on December 15, 2013. Hittleman owned the Bristol Spring Manufacturing company, located in Plainville, Conn. He is survived by his wife of 66 years, Hannah [Rosenblatt] Hittleman, two daughters and their husbands, Sandra Myerson and Michael Gailus of Kirkland, Wash., Bonnie Hittleman-Lewis and Paul Lewis of West Hartford, Conn. and son, Randie Hittleman of Lake Worth, Fla. He was predeceased by his son, Edward Hittleman of Cheshire, Conn. He leaves seven grandchildren and five great-randchildren. Services were held on December 18, 2013.

Donald F. Radcliff, 92, died on December 22, 2013 at home. He was born in Plainville, Conn. on May 5, 1921 and was the son of the late Frank and Jessie (MacDonald) Radcliff.

He was the founder of Radcliff Wire Co., Bristol, Conn. in 1959.

He was a U.S. Army Veteran of World War II serving in the 78th Division. He was active in reunions with members of the 78th Division for many years.

Radcliff graduated from Morse College with an associate degree in accounting. He was a member of Village Lodge #29, A.F. & A.M., Collinsville, Conn. He was also a member of SMI, NESMA, and the American Legion, Plainville. He was a hunter and an outdoorsman. He enjoyed his trips to Maine in the fall to go hunting with friends.

Besides his wife Betty, he is survived by three sons and daughters-in-law, Frank and Elizabeth Radcliff of Mooresville, N.C., James and Priscilla Radcliff of Cary, N.C., Charles and Barbara Radcliff of Bristol, two daughters, Jeanne Radcliff of Bristol and Alice Radcliff of Rocky Hill, Conn. He also leaves seven grandchildren and three great grandchildren. Services were held on December 27, 2013. Q

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

New Duplex Stainless Steel Wire from Sandvik Sandvik has introduced a new duplex stainless steel spring wire, Sandvik Springflex™ SF (super fatigue resistant), that the company says will meet the extreme fatigue performance demands of springs in common rail fuel injection systems in motor vehicles.

“These ‘plunger’ springs need the necessary strength to carry high repetitive loads and to last the lifetime of the motor, without risk of failure. Space is limited and so the spring also needs to be small — about 40 grams of wire.”

The company says testing as a compression spring has confirmed that Sandvik Springflex SF wire can resist more than 300 million highly-stressed cycles, which has led to line qualification for the new material by a major manufacturer of common rail systems.

As well as the fatigue resistance challenge of plunger springs, Sandvik believes that the new material may find applications in other markets. Typically, applications where conventional stainless

steels are used but greater fatigue resistance is required, where other material grades are used but better corrosion resistance is required or as an alternative to coated surface springs made from carbon, Cr-Si or Cr-Si-V steels.

A full technical article on the new material is available from Phil Etheridge, an application specialist with Wire Sandviken, Sweden. You can reach Etheridge at phil.etheridge@sandvik.com or phone +46 26 26 31 20.

Dialight Reveals New LED Products with Integrated Long Life Power Supply Dialight, a global leader in LED lighting technology, has received UL certification and CE compliance for its DuroSite® LED High Bay and Low Bay product portfolios for industrial applications with a new long life power supply.

With efficiencies up to 107 lumens per watt, the new power supply will be available in 17,000-3,800 lumen output fixture versions.

“This latest achievement in our LED power supply development gives our customers up to a seven percent increase in efficiency across the high bay and low bay

portfolio,” said Roy Burton, Dialight’s group chief executive. “Backed by our comprehensive 10 year full performance warranty, our industrial lighting fixtures continue to be some of the

most widely installed LED fixtures available today.”

Dialight’s says its in-house power supply development is already proven to deliver extremely reliable and effective LED fixtures with significant benefits, including “superior lumen per watt efficiency, high power factor, low THD, various input supply options and high transient surge protection.”

For more information about Dialight’s complete line of LED lighting solutions, visit www.dialight.com.

SPRINGS / Winter 2014 / 61

New Products

Rite-Hite Introduces New LED Dock Light Rite-Hite, a manufacturer of loading dock equipment, industrial doors, safety barriers and high-volume, lowspeed industrial fans, is introducing a new LED dock light design called the Rite-Lite Flex Neck LED Dock Light.

The new light incorporates Flex Neck Technology, which offers enhanced flexibility and adjustability when lighting a trailer or container at the loading dock.

“There has been very little innovation in LED dock lights since they were initially introduced a few years ago,” said Andy Olson, marketing manager for Rite-Hite. “We wanted to bring something new to the market that addresses the unique demands found at the loading dock.”

The new Rite-Lite Flex Neck LED Dock Light features a multi-

articulating arm made from molded nylon links. The links offer multiple bend points for increased flexibility at the loading dock. The bend points can be easily modified in the field to address unique needs, or obstructions that may be encountered at a dock opening. In addition, the links can be tightened, if necessary, to eliminate the sagging that often occurs with traditional metal snake arms.

There are four different settings with visual indicators to clearly identify the current level of lighting, allowing users to select the desired level of light output. In addition, an optional, auto-dimming feature senses when a forklift or person exits a trailer and automatically dims the light to reduce glare. Finally, the light incorporates a dimming feature that recognizes

when the light has been on for more than 30 minutes, with no activity in the trailer, and automatically resets the light to its lowest setting. All of these features help to reduce power consumption, while offering more lighting options for loading dock operators.

To learn more about the new Rite-Lite Flex Neck LED Dock Light, visit RiteHite.com or call Rite-Hite at 1-800-456-0600.

HTC Introduces 60CL Spring Coiler HTC Spring Machinery and Forming Systems, Inc. has announced the addition of the new HTC 60CL, a five axes CNC spring coiler with a wire range of 2.2mm – 6.0mm (.086”–.236”).

This new design replaces the previous 4 axes 60CF machine. Features include five programmable axes including feed, O.D., vertical pitch, horizontal pitch, and cutter. The touch screen interface simplifies programming, while the advanced coiling point system simplifies conversion from RH to LH coiling. HTC is known for their straight forward and easy to use software.

The camless operation provides fast and efficient setup and operation. Both rotating and straight cutoff are standard on the HTC coilers.

Additionally, the mandrel in/out movement is also programmable. This machine is also available in 8.0mm size. HTC currently produces CNC spring coilers for wire sizes ranging from 0.15mm to 18mm (.006”– .708”) For additional information, contact Forming Systems, Inc. at info@formingsystemsinc.com or 269-679-3557. Q

62 / SPRINGS / Winter 2014

The Spring Manufacturers Institute thanks the following sponsors for their support of our Annual Meeting Platinum sponsors

Gold Sponsor

Bronze Sponsors

Advertiser's Index A & D Trading (440) 563-5227 . . . . . . . . . . . . . .17 Admiral Steel (800) 323-7055 . . . . . . . . . . . . . 60 Alex Industries (847) 298-1860 . . . . . . . . . . . . . .26 Alloy Wire International (866) 482-5569 . . . . . . . . . . . . . .16 CASMI (630) 369-3466 . . . . . . . . . . . . . .12 Century Spring, Division of MW Industries (800) 237-5225 . . . . . . . . . . . . . 11 Diamond Wire Spring Co. (800) 424-0500 . . . . . . . . . . . . . 41 Elgiloy Specialty Metals (847) 695-1900 . . . . . . . . . . . . . 2 5 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 . . . . . . . . . . . . . 43

Industrial Steel & Wire (800) 767-0408 . . . . . . . . . . . . . 44 InterWire Products Inc. (914) 273-6633 . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161 . . . . . . . . . . . . . .53 Kiswire (201) 461-8895 . . . . . . . . . . . . . 18 Link Engineering (734) 453-0800 . . . . . . . . . . . . . 29 Mapes Piano String Co. (423) 543-3195 . . . . . . . . . . . . . 20 Messe DĂźsseldorf (312) 781-5180 . . . . . . . . . . . . . .14 NIMSCO (563) 391-0400 . . . . . . . . . 37, 49 North American Spring Tool (860) 583-1693 . . . . . . . . . . . . 23 Proto Manufacturing (800) 965-8378 . . . . . . . . . . . . . .42 Radcliff Wire (860) 583-1305 . . . . . . . . . . . . . 55 RK Trading (847) 640-9371 . . . . . . . . . . . . . . 5

Rolled Metal Products 800) 638-3544 . . . . . . . . . . . . . . 8 Simplex Rapid (563) 391-0400 . . . . . . . . . . . . . 46 Spectral Systems (800) 393-4747 . . . . . . . . . . . . . 30 Spring Manufacturers Institute (630) 495-8588 . . . . . . . . . . . . . 63 Suzuki Garphyttan (574) 232-8800 . . . . . . . . . . . . . .50 Tool King (800) 338-1318 . . . . . . . . . . . . . 56 Ulbrich Stainless Steels (203) 239-4481 . . . . . . . . . . . . . .34 United Wire Co. (800) 840-9481 . . . . . . . . . . . . . 31 Vulcan Spring & Manufacturing Co. (215) 721-1721 . . . . . . . . . . . . . . 9 WAFIOS (203) 481-5555 . . . . . . . . . . . . . . .3 Women in Manufacturing/PMA (216) 901-8800 . . . . . . . . . . . . . 58 Zapp Precision Strip (203) 386-0038 . . . . . . . . . . . . . . 6

SPRINGS / Winter 2014 / 63

Snapshot ©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

Jim Callaghan MW Industries Name: Jim Callaghan Nickname: Dex Job title: Former CFO of MW Industries,

SMI Honorary Member, SMI Finance and Trade Show Committee member.

Birthplace: Springfield, Mass.

Current home: Logansport, Ind. Family: Sons, Kevin, 29, and Sean, 26.

What I like most about being in the industry: The great friendships.

Favorite food: Ethnic food, especially

Italian and Mexican.

Favorite books/author: Interesting

biographies and history.

Favorite song/musician: I love all kinds of music, favorites would include Van Morrison, the Rolling Stones, Stevie Ray Vaughan and John McGrath.

Hobbies: Tennis, Boston sports teams and coaching Special Olympics track and basketball. I will be coaching the Indiana track team at the2014 National Special Olympics games in Princeton, N.J. Favorite places: Indianapolis,

Pictured (l-to-r): Kevin, Jim and Sean Callaghan

My most outstanding quality is:

Determination.

People who knew me in school thought I was: Too hyper for the nuns at

Cathedral High.

I knew I was an “adult” when:

My oldest son Kevin was born.

Milwaukee, Daytona Beach, Fla., and Portstewart, Northern Ireland.

If I wasn’t working in the spring industry I would like to: Be a history professor.

Best times of my life: My four years at

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

Fairfield University.

A really great evening to me is:

Good times with family and friends.

The one thing I can’t stand is: People who are all talk and no action.

64 / SPRINGS / Winter 2014 64 / SPRINGS / Winter 2014

Associated Spring/Barnes Group after 13 great years to join Dan Sebastian and the turnaround team at Matthew Warren Inc. It was one of the best decisions of my life.

Role models: I was blessed with special parents who taught me to enjoy life and to have a strong work ethic. My sons Kevin and Sean continue to inspire and amaze me.

I would like to be remembered in the spring industry for: Helping build one

of the best companies in the spring industry.

But people will probably remember me for: The numbers guy on the finance

committee who always enjoyed the SMI conventions.

:K\ 3DUWQHU :LWK *LEEV" +HUH¡V :K\ Just a small sampling of the actual emails and calls we receive from our customers every single day â&#x20AC;&#x153;You are awesome! There is not another supplier that even comes close to beating your response time!â&#x20AC;?

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We recognize that a key component of your buying decision is based on customer service. Our goal is to be the best at customer service and support in our industry. Based on our customer comments it is clear we are providing the service levels you need. We will not rest until every customer feels the above statements could be written by them!

and knowledgeable employees you can count on. From our newest hire in the warehouse to our most senior employee in management. Men and women who truly care about the work they do and the customers they serve. Thatâ&#x20AC;&#x2122;s why so many leading comanies have chosen to partner with us.

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 The People You Can Rely On For Wire And Strip

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