Springs spring 2016 vol 55 no2

Spring 2016

The International Magazine of Spring Manufacture

A Publication of the Spring Manufacturers Institute / Vol. 55, No. 2

Workplace Efficiency

Workplace Efficiency 22 Accomplish More in Less Time 28 Why Your Employees Aren’t Performing and What You Can Do About It 32

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

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

HTC Spring Coilers

HSI Accessories

CNC Spring Coilers ▪ Axes 2-4-7-9 ▪ 0.2mm - 12mm ▪ Rotating Cutoff ▪ Hi Speed Production CNC Spring Formers ▪ 2-4-8-16 Axes ▪ 0.2mm - 6mm ▪ Rotating Wire ▪ Speed & Precision HTC equals precision, speed, and performance for spring making or wire forming.

“Complete the Process”

JK Programmable Tabletop Benders

Vision Measurement

For forming and bending wire, tube, and strip materials.

▪ Program RH or LH bends in sequence ▪ Continuous coiling ▪ Memorize up to 30 bends ▪ Run 9 bends in sequence ▪ Variable bend speed ▪ Quick change tooling ▪ Adjustable home position ▪ Teach mode

For spring making and wire forming ▪ Conveyor ovens ▪ Box ovens ▪ Spiral ovens ▪ Payoff reels ▪ Part collectors ▪ Part washers ▪ Spring length gaging ▪ Spring testing

HSI Oven w/ Air Filtration System NEW CQI9 Wireless Temperature Recording

TBE Multibend

TBE introduces the MULTIBEND series of machines for quality production of complex wireforms from mild and spring tempered materials ▪ New AB control systems ▪ Touchscreen interface ▪ Axes - up to 14 ▪ Twin head design ▪ High speed servos ▪ Minimal tooling ▪ Component rotation ▪ Component transfers ▪ Automate secondary ops ▪ Fast setup times

Spring Testing

Measurement & Analysis Featuring Testers: .0001N - 100,000N ▪ Complex geometries ▪ Auto-part recognition ▪ Compression ▪ Extension ▪ Multiple part inspection ▪ Torsion ▪ Programmed via CAD files ▪ Fatigue ▪ Real time, online, offline ▪ Real time data reporting ▪ E1/E2 parallelism and perpendicularity ▪ Integrated vision E1/E2 ▪ Pitch trace and compression spring ▪ Squareness under load mapping ▪ XY inplane load capability

JayKase

Visit our website at: www.formingsystemsinc.com

President's Message From Mike Betts

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

SMI Board of Directors

Value Through Teamwork Albert Einstein said, “Try not to become a man of success. Rather become a man of value.”

That profound statement caused me to reflect on fond memories of traveling with my father, Bill Betts Sr., to SMI conventions around the country.

My father knew there were men and women of value within SMI’s ranks. He knew those men and women would impart “value” to me. Over the years, this value has remained in the form of comradery, friendship, respect and cooperation – the foundational elements of teamwork.

Now, I am honored to serve you as your incoming SMI president. I accept this role with a deep sense of appreciation and gratitude to my father, and to all SMI members, present and past. Together we will continue to work together as a united North American spring industry.

Starting off the new year, it was exciting to see many of our members at the 2016 SMI Annual Meeting held at the amazing St. Regis Monarch Beach in Dana Point, California.

Our speakers presented attendees with significant value and takeaways.

Dr. Rajita Sinha conducted a total wellness presentation covering brain science and the effects of stress, and offered solutions for personal wellness. Dr. Paul Stoltz delivered a two-part presentation on GRIT — a compelling introspective on how much GRIT you have as an individual and how one can use GRIT to their advantage in all aspects of their personal and business life. Paul Menig, CEO of Tech I-M, presented findings from his extensive two-year journey and study of the spring industry. His presentation, an anthology of over 40 private discussions with SMI members, associates and prospective members, gave tremendous insight into the future of the spring industry for all size spring companies. Each member in attendance received a copy of his valuable study in the form of a whitepaper.

I am also excited to announce that our second annual SMI Metal Engineering eXpo will be held in Hartford, Connecticut in 2017 in conjunction with the New England Spring and Metalstamping Association (NESMA). SMI’s partnership with NESMA spans many years and our board is thrilled to hold our eXpo and technical symposia in the Northeast.

We have already begun planning for the 2017 eXpo, and beyond that our plan is to take the SMI Metal Engineering eXpo to different parts of the country to benefit all SMI members. If you would like to be part of our planning efforts, please reach out to me or Lynne Carr, our SMI executive director. We welcome everyone’s cooperation as we join together as a united spring industry.

On behalf of our board members and leadership at SMI, I would like to thank Hap Porter for his service as SMI president these past two years. Hap, and Steve Moreland, before him, did a remarkable job and were instrumental in SMI’s growth. Both these leaders graciously helped prepare me for my role.

I have big shoes to fill and I look forward to being a steward and leader for our industry, just as both of them have been.

All the best!

Mike Betts

2 / SPRINGS / Spring 2016

John Bagnuolo, MW Industries • Cheri Betts, Betts Company • Tim Bianco, Iowa Spring • Mark DiVenere, Gemco Manufacturing • Frank Foernbacher, Kern-Liebers USA • Brett Goldberg, International Spring • Ed Hall, Spring Team • Don Jacobson III, Newcomb Spring • Charly Klein, Fox Valley Spring • Bill Krauss, Vulcan Spring • Bill Lathrop, Colonial Spring Company • Don Lowe, Peterson Spring • Melanie Orse, Sound Spring • Daniel Pierre III, JN Machinery • Hannes Steim, Kern-Liebers USA • Chris and Jeff Wharin, Bohne Spring • Ted White, Hardware Products • Steve Wunder, Duer/Carolina Coil

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

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

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

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

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

Do not reproduce without written permission.

Cover art creating using images from: donatas1205/Shutterstock.com, gualtiero boffi/Shutterstock.com, spaxiax/Shutterstock.com, kurhan/Shutterstock.com, wavebreakmedia/Shutterstock.com, Ljupco Smokovski/Shutterstock.com, ©iStockphoto.com/panic_attack, ©iStockphoto.com/ 4x6

no need to worry about downtime

At RK Trading, we don’t just sell machinery—we

service it, support it, offer set up advice and carry a extensive tooling and parts inventory. We’re not across the ocean, we’re around the corner, which means less downtime. With two decades of experience and integrity, we have established a reputation—with over 85% of our sales to return customers. Let RK Trading help carry your load, for peace of mind and maximum profitability.

SPRINGS / Spring 2016 / 3

Contents

38

22

61

45 FEATURES 22 Workplace Efficiency

By Gary McCoy

27 Central Wire Industries Takes a Look at Efficiencies

By Danny Bozart

28 Accomplish More in Less Time

by Climbing the Seven Step Productivity Pyramid

By Eric Bloom

32 Why Your Employees Aren't Performing and What You Can Do About It

By Kate Zabriskie

35 The "E" in Efficiency Stands for Engagement

By John Passante

38 Mike Betts Becomes New SMI President

By Gary McCoy

45 SMI's Heart and Soul

Lynne Carr Celebrates 20 Years

By Gary McCoy

55 Flashback

2 President’s Message

Value Through Teamwork

7 Global Highlights 12 Regional Spring Association Report

Exploring the U.S. Productivity Paradox

By David Finegold and Geoff Mason

61 Springmaker Spotlight

COLUMNS

67 Book Corner

15 Be Aware Safety Tips

69 CTE News

George Fournier Celebrates 50 Years in the Spring Industry

By Gary McCoy

Job Safety Analysis: A Return on Investment Tool

By Laura Helmrich-Rhodes

71 Inside SMI

19 Dean of Springs

75 New Products

Belleville Washers (Disk Springs): Uses and Life Expectations

By Dan Sebastian

4 / SPRINGS / Spring 2016

DEPARTMENTS

73 Committee Connection 75 Advertiser’s Index 76 Snapshot

Patrick Barr, Spring Engineers of Houston

Spring End Grinding Machines for Compression Springs G6 • Completely optimized machine design • Spring end-grinding machine with one

loading plate (version G6-1) or two loading plates (version G6-2) • Powerful automatic dressing system reduces downtime • Laser sensor for compensation of grinding wheel wear • Particulate deflector for avoiding deposits

of grinding dust in the grinding room, increase the life of the machine • Air showers for active cooling of springs

during the grinding process ( optional ) • WAFIOS WPS 3.2 EasyWay control system

provides easy programing and monitoring of the grinding cycles

temperature active closed-loop control of the spring end-grinding process to avoid reaching annealing temperature / color

Technical Data

G6-265

.079 - .669 Wire diameter Ø 5.5 Outer spring diameter max.

25.6 Spring length max.

26 x 4.7 x 5.9 Grinding Wheels 29.1 Loading Plate Diameter 10.8 x 11.2 x 11.2 Dimensions L x W x H 22,046 Weight

2.0 - 17.0 in 140 in 650 in in 660 x 120 x 150 740 in 3.3 x 3.4 x 3.4 ft 10,000 lbs

G6-235

mm .079 - .669 mm 5.5 mm 13.8 mm 26 x 4.7 x 5.9 mm 29.1 m 10.8 x 11.2 x 11.2 kg 19,842

2.0 - 17.0 in 140 in 350 in in 660 x 120 x 150 740 in 3.3 x 3.4 x 3.4 ft 9,000 lbs

mm mm mm mm mm m kg

G6-135

*2.0 - 17.0 mm *.079 - .669 in 140 mm 5.5 in 350 mm 13.8 in 26 x 4.7 x 5.9 in 660 x 120 x 150 mm 580 - 740 mm 22.8 - 29.1 in 2.7 x 3.3 x 3.1 m 8.9 x 10.8 x 10.2 ft 8,000 kg 17,637 lbs * Crush grinding .079 - .118 in (2.0 - 3.0 mm)

Economical • Versatile • Profitable Engineered for What’s Next Spring Coiling & Forming Machines

WAFIOS Machinery Corporation 27 NE Industrial Road, Branford, CT 06405 USA Phone: 203-481-5555 / Fax: 203-481-9854 A Subsidiary of WAFIOS AG Precision Machinery for Wire, Tube and Formed Parts

Wire Bending & Forming Machines

Wire Straightening, Cutting & End Working Machines

Tube Bending & Forming Machines

Nail, Chain & Fence Machines

WAFIOS Midwest Technical Center 9830 W. 190th Street, Mokena, IL 60448 USA USA www.wafios.us sales@wafios.us Canada www.wafios.ca sales@wafi os.ca SPRINGS / Spring 2016

/ 5

©iStockphoto.com/DNY59

©iStockphoto.com/DNY59

Global Highlights North America Scandic Springs has expanded its plant in the Bay Area. Scandic constructed a new 14,000 square foot building adjoining its current facility to function as a dedicated press room. Hale Foote, president of Scandic, said, “Being able to arrange press layout for optimum flow will pay huge benefits.” The new building has special-purpose foundations to accommodate presses up to 350 tons. Scandic is using the buildings which formerly housed the presses to expand its coiling, CNC wireforming and fourslide departments. Scandic is celebrating its 47th year in business.

Scandic Springs' newly expanded faciility

MW Industries, a leading provider of highly engineered springs, specialty fasteners, machined parts and other precision components, has acquired USA Fastener Group, Inc., an industry leading manufacturer of various fasteners, including studs, nuts and other precision machined parts.

Located in Houston, USA Fastener Group was established in 2002 and is recognized for their wide range of fastener products and machining capabilities, with a dedicated focus on quality and customer service. In addition to offering an extensive variety of studs and nuts, USA Fastener Group also offers comprehensive machining capabilities, such as CNC machining and milling, drilling, tapping, sawing, threading and hot forging. A wide variety of coating and plating services are also offered, including PTFE coating, zinc plating, cad plating, hot-dipped and mechanical galvanizing, and others.

Bill Marcum, CEO of MW Industries, said, “The USA Fastener Group brand has an excellent reputation for quality, customer service, material flexibility, engineering expertise and on-time delivery. The company’s products and workforce are highly complementary to our existing business base, and as part of the MW integrated family of companies, we believe that USA Fastener Group is better positioned to utilize their robust distribution model to service a wide variety of industrial markets and applications.”

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

MW Industries recently announced the promotion of John R. Bagnuolo, MW’s current chief operating officer, to chief executive officer. After successfully executing the transformation plan put in place when he joined MW in 2011, Bill Marcum will join Genstar Capital, MW’s financial sponsor, as a member of its Strategic Advisory Board. He will also continue to be engaged with MW as an advisor to the board of directors.

Rob Rutledge, a member of MW’s board of directors and managing director of Genstar, said, “Bill has helped transform MW since he was appointed CEO in 2011 at the time of our investment, and he recently indicated his desire to retire. When John was named COO in 2013, it was our expectation that he would succeed Bill. Given their strong working partnership and John’s focus on leadership and organizational development, growth, and financial and operational transformation of the company MW is today a stronger company as a result of their initiatives. We believe John is extremely well suited to build on our recent gains and lead the continued growth of the company. Bill will continue to be a resource to MW and to John.”

During his tenure, Marcum helped transform MW into an industry leader, focusing on a complete revamp of the executive leadership team and moving the corporate headquarters to Rosemont to better support the company’s acquisition strategies. He established a structured approach to identify and evaluate potential acquisitions, completed 11 successful transactions, and led the

SPRINGS / Spring 2016 / 7

Global Highlights

transformation of the organization to ensure efficient transition of acquired companies into the MW family.

Rutledge added, “Bill previously worked as CEO of other Genstar investments where he built lasting value. We now look forward to leveraging his 35 years of experience in managing operations, strategic planning and organizational development across Genstar’s portfolio of companies.”

Bagnuolo previously served in senior management positions at a number of leading companies where he demonstrated a consistent ability to successfully

transform and expand complex organizations with global operations and to lead strong management teams. His senior management experience included overseeing businesses in the UK, Germany, France, Italy, Belgium and China with Rexam Healthcare, Chicago Metallic Corporation, Johnson & Johnson, Indalex Aluminum Solutions and ITT. Bagnuolo also spent six years with the Danaher Corporation. He has a Bachelor’s degree in mechanical engineering technology from Northern Illinois University and received his Masters of Business Administration from DePaul University.

Central Wire Industries, LTD (CWI) is pleased to announce that they have achieved the accreditation to the AS9100C Aerospace Quality Management Standard. This greatly en ha nces CWI’s ability to g row further with their aerospace partners.

Please contact your CWI sales rep for further details.

Also at CWI, Kevin Higgins has been promoted to oil and gas manager USA. This promotion comes as Higgins and CWI open their new 40,000 sq. ft. warehouse, located in Houston. In addition to oil and gas, he will continue to manage the warehouse operations as well as oversee all CWI business development in the Southwest. Higgins can be reached at 803-804-2538.

Douglas J. Grimm, president and chief operating officer of MPG Inc., has been elected as chairman of t he boa rd of directors of t he Motor & Equipment Manufacturers Association (MEMA) for 2016.

“It is a great honor to serve as chairman of the MEMA board of di rectors,” Grim m sa id. “I look forward to working with the board and the association leadership team to continue MEMA’s growth and service to the association’s more than 1,000 member companies and to the supplier industry.”

“Doug and the ext raordina ry executive group that serves on the MEMA Board are representative of t he outsta nding member companies of MEMA’s divisions: the Automotive Aftermarket Suppliers Association (AASA), t he Heav y Duty Manufacturers Association

8 / SPRINGS / Spring 2016

Global Highlights

(HDMA), the Motor & Equipment Remanufacturers Association (MER A) a nd t he Original Equipment Suppliers Association (OESA),” said Steve Handschuh, MEMA president and CEO. “As MEMA enters its 112th year of service, its leadership and staff continue to be focused on the success of its members and committed to advancing the business interests of the supplier industry.”

In addition to Grimm, MEMA board officers elected for 2016 are: Vice Chairman – Samir Salman, CEO, NAFTA Region, Continental Automotive Systems Inc. Vice Chairman – Dan Sceli, president and CEO, Peterson Spring Corp.

Treasurer – Joseph J. (Joe) McAleese, chairman, Bendix Commercial Vehicle Systems LLC

Obituary SMI regrets to announce the passing of Francis “Frank” Leslie Davey, on Jan. 23 of complications from ALS. He was the beloved husband of Elaine (Bennett) Davey and father to Beth Rosso (Rick), Frank Davey (Lisa Ford), and Laura Banmiller (Pate); loving grandfather to Ben, Sam and Drew Rosso, Will and Sasha Davey, and Alex, Pate and Max Banmiller; and beloved brother to Bonnie (Al) Rae, Allan (Ann) Davey, and Maureen Walker (Charlie Lynch).

Davey was born in 1941, lived in Baltimore as a child and moved to Abi n g ton, Pa. i n 1954. He graduated from Abi ng ton H.S. (1959) and the United States Naval Academy (1963).

Upon graduation, he was commissioned as a naval officer. He was a proud veteran who served on Frank Davey active duty for six years, including 3 WESTPAC deployments during the Vietnam War. He then served 17 additional years as a reserve officer and retired as a captain in 1986. When he left active duty, he attended Temple Law School and graduated in 1972. He practiced law for a few years and then joined his brother and father-in-law in 1977 to run John Evans Sons, Inc. in Lansdale, Pa., where he remained until his retirement in 2014.

Family and friends were always his No. 1 priority.

Davey embraced life while enjoying his large family and circle of friends. He coached CYO sports and volunteered his talents in support of the Catholic Church in many

SPRINGS / Spring 2016 / 9

Global Highlights

ways. He served as a Worcester Township supervisor for 10 years, and served on the board of directors for Chestnut Hill College for multiple terms. He loved to travel, read, sail and spend time at the beach. He was a lifelong learner who loved to try new things with Elaine always at his side.

Davey’s integrity was witnessed by all who knew him.

Through the outpouring of love and support he received during his illness, he and his family learned the extensive number of people that considered Frank a role-model, mentor and friend.

Services were held Jan. 28 in Flourtown, Penn. In lieu of flowers, donations may be made in his memory to Chestnut Hill College, 9601 Germantown Ave., Philadelphia PA 19118 or http://www.alsa.org.

International The man affectionately known as ‘Mr. Alloy Wire’ has been named as one of the most influential manufacturing personalities in the UK by a leading trade publication.

Chairman Bill Graham, who has been involved with the company since 1972, was announced in The Manufacturer’s Top 100 at an event in Birmingham, England.

The high-profile list — sponsored by Autodesk, BDO and Lloyds Bank — recognizes individuals who have made a major cont ribution to UK indust r y t h rough innovation, sk ills development and helping to grow the supply chain business.

Judges praised the former apprentice for his ability to steer Alloy Wire into one of the U.K.’s Bill Graham most progressive SME manufacturers, exporting to more than 45 countries across the world.

They also singled out his determination to create an employee-owned company, where every member of the staff owns part of the business. This has resulted in a ‘unique and vibrant’ working environment where absenteeism is close to zero, and monthly bonuses are paid equally to all employees.

Gra ha m com mented, “You never expect to be recognized for doing something you love, but to make it on such a prestigious list is a major honor for everyone associated with the company.

“We have always tried to do things a little bit differently at Alloy Wire and this has translated into strong growth.

Manufacturing is a great sector to be involved in and hopefully that’s reflected in the way we do business.”

Under Graham’s leadership, the firm has grown to £8m of annual sales, supplying high quality drawn round wire, flat wire and shaped wire to customers working in automotive, aerospace, oil and gas, nuclear and rail.

As part of his recognition, the company will work hard to promote UK manufacturing and continue its efforts to encourage young people into industry.

The Scottish entrepreneur was joined in the Top 100 by some illustrious names, including Andrew Denford (founder of F1 Schools), Christopher Nieper (MD of David Nieper) and Edward Naylor (CEO of Naylor Industries).

For further information, please visit www.alloywire. com or follow @alloywire on Twitter.

The Wire Association International (WAI), Inc. reports that program details for its Operations Summit and Wire Expo 2016 are taking shape as defined by its volunteer network. The conference runs June 7-9, 2016, at the Mohegan Sun Resort Casino, in conjunction with WAI’s 86th annual convention.

Mark Horstman, host of the award winning business podcast Manager Tools, will deliver the keynote address

10 / SPRINGS / Spring 2016

Global Highlights

sponsored by General Cable and Gem Gravure, Co. Inc., followed by a two-hour manufacturing management seminar to further explore the Manager Tools philosophy.

Tim Wampler, a member of WAI’s conference programming committee and vice president of manufacturing at General Cable said, “I am a huge fan of Mark’s Manager Tools podcasts. The topics—including how to conduct one on ones; providing employee feedback; and driving results through weekly commitments—are relevant for every manager at any level and his advice is actionable.”

Other Expo highlights include: workplace organization and workforce management sessions; a health and safety segment; a capital expansion projects panel; a mobile classroom to Davis Standard; peer networking opportunities; and a plant tour of Freeport McMoRan. Wire Expo 2016 exhibits are open June 8-9, 2016, in the center’s Uncas Ballroom from 10 a.m. to 5 p.m., and 10 a.m. to 3 p.m., respectively. To date 75 percent of booth inventory has sold, representing nearly 200 exhibiting companies that manufacture wire and cable or supply the industry. Displays cover more than 120 product types.

THE Grinder For Small Springs

Spon sorsh ips a re ava ilable for The WA I O per at ion s Su m m it & Wire Expo. Additional information is available at www.wirenet.org.

A lso at Wi re Association International (WAI), Inc. Andy G. Talbot has been appointed president of the association for a oneyear term that commenced Andy G. Talbot January 1, 2016. Talbot will serve as chairman of the board of directors and as the 62nd president of the 86-year-old association, which is headquartered in Madison, Connecticut.

A 36-year veteran in the ferrous wire industry, Talbot joined WAI in 2010. He is co-chairman of the conference programming committee, which he joined in 2011. He continues to serve the association on the education committee.

Commenting on his new post, Talbot said, “WAI provides a growing range of highly valuable services to the wire and cable industry. It is my goal to help grow the membership and advance the association’s role within our industry through education, the presentation of technical advances and innovation, and the professional development of our individual and corporate members.”

Talbot is the vice president of operations and general manager of Mid-South Wire Co. Inc., in Nashville, one of the largest independent steel wire producers in the U.S., with plants in Nashville and Scott City, Missouri.

The Wire Association International, Inc. is governed by a network of volunteers from around the world. Joining Talbot for the 2016 term will be members of the association’s 2016 executive committee: First vice president, David R. Hawker, Nexans Energy USA Inc.; Second vice president, Richard T. Wagner, Insteel Wire Products; Executive Committee Members Richard S. Baker, General Cable Corp., and Jan Sorige, Enkotec Co. Inc.; and Immediate Past President William F. Reichert, Champlain Cable Corp. n

Bennett SG1 - 200 •

For up to 0.040” / 1.0mm diameter material

•

8” / 200mm grinding wheel - CBN or standard

•

Tiltable top wheel

•

Over 100 machines sold worldwide

Just one of 23 models of spring end grinders manufacutured by Bennett Mahler Ltd. For further details contact: www.bennettmahler.com www.nimsco.com info@nimsco.com

sales@bennettmahler.com

SPRINGS / Spring 2016 / 11

ŠiStockphoto.com/Scott Hirko

Regional Spring Association Report WCSMA Announces Plans for Spring Fling Members of the West Coast Spring Manufacturers Association (WCSMA) are invited to participate in the WCSMA Spring Fling 2016 Temecula at the Pala Mesa Golf Resort in Fallbrook, California from May 13-15.

The event will include golf at the Pala Mesa Resort golf course, a beautifully manicured par 72 championship course. The cost of the Spring Fling golf tournament is $105 per person.

Non-golfers are invited to join a group tour of the local Temecula wineries Saturday, May 14, with the

Temecula Valley Cable Car Wine Tour. The cost is $105 per person.

A Saturday dinner is planned for participants at a cost of $65 per person.

For information on golf, contact Dale Porter at 909-614-2850 or email dporter@gibbswire.com. Information on the winery tour is available from Laticia Mariscal, WCSMA chairman.

She can be reached at 714-995-5341 or email lmariscal@newcombspring.com.

Room reservations should be made directly with the resort by calling 800-722-4700. Be sure to mention you are with WCSMA to

receive the discounted room rate of $149 per night.

To keep in touch with WCSMA activities, be sure to visit www.wcsma.us.

NESMA's New Approach

By Ted White For some time now, the New England Spring and Metalstamping Association (NESMA) has been concerned about stagnation. A few key members of the board were doing all the work, and they were doing it year in and year out. Some introspective analysis clearly indicated that it was time to spread out the work and add more structure to the organization.

Right from the beginning it was decided to use the SMI approach to get things done. Namely, the concept of term limits would be re-introduced and enforced for the purpose of getting some new blood involved.

Secondly, NESMA wanted to upgrade the committee system so it would act like the SMI committees.

There would be a chairman to organize each committee, which would have specific functions and

12 / SPRINGS / Spring 2016

would be responsible for sharing the workload. Committee membership and chairmanship would also be a pathway to the board of directors.

Some of the members wanted to take these new inspirations and use them to truly make NESMA a New England organization. Those members wanted to contact the spring and stamping members throughout New England and see if they could be courted and brought into the fold. The new, stronger membership committee could spearhead this endeavor.

However, a majority of the board members wanted to go in another direction. NESMA is currently focused in the Bristol, Connecticut area, where a vast majority of the members in the spring and metal stamping community reside. The staffing of the organization is accomplished through the Central

Connecticut Chamber of Commerce, so many of the events are also centered on that community.

With this in mind, a majority of the board thought that it might be better to walk before they ran and firm up NESMA within the Bristol area and then move out geographically.

Once that decision had been made, NESMA formalized the term limits and board expansion initiatives. We now have four new seats on the board, and with the turnover of term limits we now have many new faces on the board.

The new board members are taking a vastly different approach to how NESMA should move forward.

There are current efforts before the board to no longer distinguish between spring and stamping members and the suppliers to those members. There are also efforts continued on next page

Regional Spring Association Report ©iStockphoto.com/Scott Hirko

CASMI Notes High Attendance Trend at Monthly Events In recent months, the Chicago Association of Spring Manufacturer’s Inc. (CASMI) has seen significant increases in attendance at its monthly membership meetings. This trend continued in January and February.

At its Jan. 21, 2016, event in Des Plaines, Illinois, 54 members attended.

This compares to 26 attendees at the January 2015 meeting. Dale Moyer, president, Incentovate, spoke about “Maximizing Employee Engagement.”

Joe Owoc, vice president, The InterWire Group and David Purcell, president and CEO, WAFIOS Machinery Corp, talked about “Industry Trends and Direction” at the organization’s Feb. 18 meeting in Schaumburg, Illinois. Seventy-two CASMI members registered to attend.

Tony Iuliano, vice president, Rapid Wire Forms, Inc. and the current president of CASMI, attributes this growth to several factors. “We have seen an increase in the effectiveness of communications with our members, coupled with a welcoming of associate members into the fold. These things, along with a new sense of excitement surrounding the organization and SpringWorld, are contributing to the success of our membership events.”

Dates Announced for Annual Golf Tournament

©iStockphoto.com/Deklofenak

CASMI will host its Annual Golf Tournament Thursday, June 23, at Seven Bridges Golf Club in Woodridge, Illinois. This popular event is attended by CASMI members, SpringWorld exhibitors, and suppliers who are interested in the organization and SpringWorld. It will be held from 11:30 a.m. – 9 p.m. Details are available on the organization’s website at http://www.casmi-springworld.org.

SpringWorld Space Is Going Quickly While space sales are brisk, suppliers can still sign up to exhibit at CASMI’s biennial trade show, SpringWorld, which is being held Oct. 5-7, 2016, at the Donald E. Stephens

Convention Center in Rosemont, Illinois. A current floor plan, list of exhibitors, and exhibiting information is available on the CASMI website, http://www.casmi-springworld.org.

WAFIOS to Host Event for CASMI Spring Manufacturer Members On Thursday, May 12, 2016, CASMI spring manufacturer members will visit the WAFIOS Midwest Technical Center in Mokena, Illinois. Hosted by WAFIOS Machinery Corp., it will be a full day of technical presentations related to new innovations and

developments for compression, extension and torsion spring manufacturing, spring end-grinding processes, as well as 2-3D wire bending and forming technologies.

Additionally, there will be a selection of machines available for hands-on demonstrations.

services, regulatory consulting, metal finishing and the like.

As you might well imagine, there has been a lot of discussion on these proposals. Some people have said that NESMA would lose its focus on springs and metalstamping, that it would become no different from other small business associations and that it would eradicate the purpose the NESMA founding fathers had in mind.

Discussions and negotiations are still underway on these changes, while

NESMA continues to uphold its new leadership role in the development of programs to create the machinists and technical operators of tomorrow.

It is clear that NESMA is aware that the world is changing, that it had some internal difficulties, that staying up with the times is critical and that there is a need for the organization to develop new young talent for the years ahead.

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

NESMA, continued from previous page

to come up with new classes of membership, such as exclusive service and non-exclusive service members.

The exclusive service members would be limited to only one member per group and would consist of banking, legal, accounting, insurance and marketing services, giving them the inside track to secure NESMA membership business. The nonexclusive categories would be such things as information technology

SPRINGS / Spring 2016 / 13

Zapp-Precision-Strip-Springs-Winter-final.pdf

C

M

Y

CM

MY

CY

CMY

K

14 / SPRINGS / Spring 2016

1

10/26/15

3:34 PM

Be Aware Safety Tips

Job Safety Analysis: A Return on Investment Tool

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

A

s we focus on efficiency in this issue of Springs, it brings to mind a safety tool that can be used in many ways in your facilities, and is likely to yield a high return on your investment in time, energy and money. The Job Safety Analysis (JSA) is used not only to comply with certain regulations but also to identify inefficiencies in your manufacturing operations.

The JSA has been used for decades by general industry, mining and most recently in the oil and gas industry.

Although most often used for routine tasks, this technique has recently been a success for Management of Change (MOC) in highly hazardous operations. It is an easy-todevelop and highly versatile tool that usually identifies all the hazards and all control methods. It does not take a rocket scientist to perform. Average workers with some direction can complete them.

The JSA is comprised of three parts: Job Steps, Hazards and Controls (see sample on page 16). The job is broken down into 10 to 12 steps. All of the potential hazards are identified and the control measures (with engineering as the most desirable) are listed. This means that the expectations for conducting the job are clear and concise, and safety steps are documented. In a Six Sigma environment we know that straying from established practices are errors.

JSA establishes consistent work practices.

The JSA is similar to time and motion studies.

It focuses on the task and unnecessary steps can be eliminated. The downside of such evaluations is that employees can become suspicious if not involved. When Fredrick Taylor introduced time and motion studies there was pushback. Employees’ concerns are no different today.

Automation scares them. For this reason, it is important to communicate the objective—accident prevention. If there is a union, discuss the process and involve them.

Sincerity is the best recipe for cooperation.

OSHA Compliance ROI JSAs are an excellent way to comply with several Occupational Safety and Health Administration (OSHA) regulations, pa rticula rly t he PPE sta nda rd. From October 2014 through September 2015 the PPE General Requirements (29 CFR 1910.132) including employer requirement to conduct hazard assessments was cited in

The JSA has been used for decades by general industry, mining and most recently in the oil and gas industry.

Although most often used for routine tasks, this technique has recently been a success for Management of Change (MOC) in highly hazardous operations. It is an easy-to-develop and highly versatile tool that usually identifies all the hazards and all control methods. all of General Industry, 1,675 times for a total of $2,963,910.

Fabricated Metal Products (NAICS Industry Group 332) was cited 160 times during 126 federal inspections for a total of loss of $166,078.00 to our industry. JSA’s can serve as PPE assessment. Other compliance issues could be averted in areas such as hot work or ergonomics. JSAs show employees and outside agencies tremendous commitment by upper management.

Human Resources ROI The combination of identifying essential functions and including them in the JSA will assist company HR in compliance with the Equal Employment Opportunity

Laura Helmrich-Rhodes, CSP, Ed.D., is an independent regulations compliance consultant to the Spring Manufacturers Institute (SMI). A former member of PA/OSHA Consultation, she is an associate professor in the Safety Sciences Department at Indiana University of Pennsylvania where she teaches graduate and undergraduate classes on topics such as OSHA standards, safety communications, workers’ compensation and human relations. Rhodes is available for safety advice and information. Contact SMI at 630-4958588 or laurahrhodes@gmail.com.

SPRINGS / Spring 2016 / 15

Job Safety Analysis Example

JOB SAFETY ANALYSIS Job: Grinding Table Attendant Location: Grinding Room PPE Required: Leather gloves, steel toed shoes, safety glasses Completed by: John Doe, Supervisor & George Doe, Safety Committee member Date: 02-14-16 Hazards

Controls

Worker reaches into metal box to the right of the machine, grasps a 15-pound casting and carries it to grinding table tray.

Worker lifts 20 to 30 castings per hour.

1. Picking up a casting, the employee could drop it onto his foot. The casting’s weight and height could seriously injure the worker’s foot or toes.

1. Remove castings from the box and place them on a table.

pl

e

Job Steps

3. Change protective gloves that allow a better grip.

4. Use a device to pick up castings.

5. Use a device such as a clamp to pick up castings.

2. Occasional flying debris and sparks from grinding machine

1. Protective eyewear with side shields

3. Castings have sharp burrs and edges that can cause severe lacerations.

1. Assure all spark guards are in place before preforming task

4. Reaching, twisting, and lifting 15-pound castings from the floor could result in a muscle strain to the lower back.

1. Wear cut-resistant gloves that allow a good grip and fit tightly to minimize the chance that they will get caught.

m Sa

2. Wear steel-toe shoes with arch protection.

2. Move castings from the ground and place them closer to the work zone to minimize lifting. Ideally, place them at waist height or on an adjustable platform or pallet.

3. Train workers not to twist while lifting and reconfigure work stations to minimize twisting during lifts.

Based in part on OSHA example of metalworker JSA: https://www.osha.gov/dte/grant_materials/fy07/sh-16625-07/jobhazardanalysisform2.pdf

Commission (EEOC). Essential functions are required for ADA compliance. According to the Society of Human Resource Managers (SHRM), 73 percent of employers use information collected through “job analysis activities” for recruitment purposes including job listings. Essential functions are the basic job duties that an employee must be able to perform, with or without “reasonable accommodation.” The law requires an employer to provide reasonable accommodation to an employee or job applicant with a disability who requests it, unless doing so would cause significant difficulty or expense. Providing an applicant with a copy of a JSA alerts them to the tasks required. For example,

16 / SPRINGS / Spring 2016

not all applicants can use a respirator but providing the JSA would alert them. This may be the conversation starter for reasonable accommodation, or the applicant may decide the job is not something they want. If an applicant asks for accommodation, you should contact the Job Accommodation Network (JAN) for a free consultation. Failure to contact them and simply dismissing an applicant/employee request could result in substantial fines.

Safety Program ROI JSAs can be used to carry out other aspects of the safety program besides compliance and safe recruitment. First, it

is an excellent training guide for both new and seasoned employees. The expected job steps are clear. Bad habits can be eliminated. Short cuts and safety violations are not passed on to new employees.

Job Safety Analysis concentrating on ergonomic intervention can save both production time and money.

The analysis identifies awkward postures, due to table or chair height, repetitive motion, excessive reach distances, and twisting that can be eliminated. One published ergonomic study of workers’ hand held brazing guns focused on reductions in bending of left and right wrists, neck and back. Ergonomic changes in the operation

showed 58.9 percent quality and 140 percent productivity improvements and 113 times ROI. One of the most important uses of the JSA is for near miss and accident investigations. Comparing the incident to the JSA is not to find fault but to identify deficiencies.

Changing the task, re-training, or equipment changes eliminate the potential for repeat incidents.

Conducting the JSA is worth the time and energy for safety programs, human resources efforts and manufacturing efficiency. There are many sources of help available on Internet. Contact your workers’ compensation carrier for supervisor training or SMI for more information. n

Some Excellent Resources OSHA Booklet #3071 Job Safety Analysis https://www.osha.gov/Publications/osha3071.pdf A study regarding publicly traded companies who invest in safety outperform those who do not https://www.acoem.org/outperform.aspx Study regarding the implementation of specific ergonomic changes impacting ROI http://www.sciencedirect.com/science/article/pii/ S0003687015300090

™

Admiralsteel.com ISO 9001 REGISTERED

Job Accommodation Network (JAN) is a free consultant service that helps employers make individualized accommodations. 1-800-526-7234.

Society for Human Resource Management (SHRM) survey of companies performing job analysis https://www.highbeam.com/doc/1G1-393070662.html

Your source for the best in close tolerance strip and edged products.

8

Late steel delivery can cripple production and drag down profits.

With on-time delivery Admiral keeps your operations running smoothly and efficiently. That’s one reason why fabricators and manufacturers have trusted Admiral for over 65 years. Whether you need 10 lbs. or 10,000, Admiral delivers what you need, when you need it, with first-class quality and personalized service. Contact us for a quote today!

Integrating Health & Safety program metrics for ROI http://www.acoem.org/uploadedFiles/Public_Affairs/Policies_And_Position_Statements/Guidelines/Position_Statements/ IntegratingHlthSafetyinWorkplaceJOEMMay2015.pdf

8

strip: cold rolled high carbon/pre-tempered spring steels, coated, low carbon stainless, copper based alloys and aluminum ultra-narrow width, close-tolerance slitting edging: round, square, semi-round, deburred, custom, etc. oscillate (traverse) and ribbon wound coils ISO 9001:2008 Certified 35 years experience for product and service excellence tel. 847.537.2881 toolkinginc.com Wheeling (Chicago), Illinois 60090 USA

4152 West 123rd Street Alsip, Illinois 60803-1869 Ph: 800-323-7055 Fax: 708-388-9317 email: sales@admiralsteel.com Admiral is a registered trademark of Admiral Steel LLC. Alsip, Illinois.

Reg. No. 2430959. All rights reserved.

SPRINGS / Spring 2016 / 17

18 / SPRINGS / Spring 2016

Dean of Springs

Belleville Washers (Disk Springs): Uses and Life Expectations

By Dan Sebastian

B

Load in % of Load at Flat Position

P P1

(100 )

h

=3 .0 t

elleville washers, also known as disk Load Deflection Curve springs, have long been used in a va riety 190 180 170 160 150 140 130 120 110 200 0 of different applications t 82 . where high forces need 2 h= 180 20 t to be exerted over limited 2.7 h= t .6 h=2 deflection. The unique load 160 t 40 h=2.5 t deflection characteristics h=2.4 140 t they produce, based on h=2.3 60 t h=2.2 various configurations, t 120 h=2.1 t ca n ma ke t hem ver y 80 h=2.0 t useful in producing very h=1.9 100 .8t h=1 100 different force outputs. .7t h=1 .6t h=1 As can be seen from 80 .5t h=1 .4t 120 h=1 the load deflection curve t .3 1 h= .2t 60 1 = (right), if you have height/ h 140 h=t thickness ratios (h/t) that .8t h=0 40 .6t h=0 are very low >0.5, there .4t h=0 160 is g reat linea rity f rom 20 beginning to end (unlike 180 compression springs that 0 are linear from 20 percent 200 to 80 percent of deflection).

10 20 30 40 50 60 70 80 90 100 After the h/t ratio exceeds f Deflection in % of h 100 h 1.2, the load def lection curve is no longer linear in the second half of deflection with less load increase Life Exceptions required to get the same incremental deflection as in the The highest tensile stresses on a Belleville washer first 50 percent of deflection. At 1.4, approximately 90 are on the inner OD and ID. Most failures that occur as percent of maximum load occurs in the first 50 percent a result of dynamic motion (fatigue) initiate from areas of deflection and the remaining 50 percent of deflection under tensile stress (ST1 and ST2). requires only a 10 percent (approximately) increase in load.

The areas that are under compressive stresses (Sc) are After the h/t ratio reaches 1.44, the last few percentage of far less likely to be the initiating site of a failure because available deflection actual requires less load then exerted before that point so the possibility that the washer will Dan Sebastian is a former SMI president and snap through center occurs. currently serves as a technical consultant to Stacking washers in series can increase the usable the association. He holds a degree in metallurgical engineering from Lehigh University deflection on a one-for-one addition, while stacking them and his industry career spans more than four in parallel can increase the load with the same deflection. decades in various technical and manageUsing a combination of both series and parallel washers ment roles. He may be reached by contacting can create many different rate curves.

SMI at 630-495-8588.

(

)

SPRINGS / Spring 2016 / 19

Belleville Washers (Disk Springs)

h

H

OD = Maximum outside diameter (upper surface) ID = Minimum inside diameter (bottom surface) h = Conical disc height (cone height) H = Overall height = t + h t = Actual thickness of disc

t

I.D.

O.D.

Stacking Washers

Series

Parallel

Combination of Series and Parallel

Stacking washers in series can increase the usable deflection on a one-for-one addition, while stacking them in parallel can increase the load with the same deflection. Using a combination of both series and parallel washers can create many different rate curves.

Tensile Stress SC

ST1

Spring Axis

Shear Zone Geometry Characteristics

ST2

The highest tensile stresses on a Belleville washer are on the inner OD and ID. Most failures that occur as a result of dynamic motion (fatigue) initiate from areas under tensile stress (ST1 and ST2). The areas that are under compressive stresses (Sc) are far less likely to be the initiating site of a failure because the compressive stress field puts pressure on the crack propagation site.

Rollover Zone

Rollover Zone Length Shear Zone Length Secondary Shear Fracture Zone Burr Height Depth of Crack Penetration

20 / SPRINGS / Spring 2016

Rollover Zone

Untangle Your Spring Problems

Just drop your tangled material into the input tube and almost simultaneously your material will dispense from the output untangled and ready for production.

Start saving time, money and hours of frustration. It can’t be any simpler!

Smart Solutions.... for Tangled Springs DISPENSE WORKS INC

the compressive stress field puts pressure on the crack propagation site. These compressive stresses act like the direct pressure you put on a cut to stop bleeding, thus inhibiting crack formation. A secondary factor in Belleville washers is that the highest tensile stress can be either ST1 or ST2 depending on the h/t ratio, and the highest stress point can change with deflection.

Most Belleville washers are stamped, which in normal stamping practice would put the die break (fracture zone) and burr on either the inner OD or ID. The large and potentially sharp irregularities that occur in the fracture zone and the burr create an area that allows cracks to develop and grow quickly which will limit life. De-burring by tumbling and/or using media to burnish the affected areas can be helpful in improving life. Shot peening can also help by adding compressive stresses (after any heat treating). In Europe, when a Belleville washer is used in a dynamic application, their standards require the washer to be machined on the OD and ID to eliminate most of the defects caused by stamping.

The machining is costly and time consuming and can introduce other types of defects.

A far less expensive method than machining is available by changing the stamping process that causes the burr to be up on both the OD and ID. This then

D-Tangler 2000 Phone: (815) 363-3524 Fax: (815) 363-8089 www.d-tangler.com info@d-tangler.com

puts the highest stressed region in the die roll (and the resulting compressive stresses) and shear length area in the highest tensile stress area regardless of the h/t ratio of the washer. The stamping tool must be designed to easily remove the slugs while allowing for the correct rollover zone placement.

Summary Belleville washers (disk springs) can be used as an alternative to a compression spring and can provide unique loading characteristics that can be useful in some design applications. The use of traditional stamping practices can cause inherent defects that significantly reduce life expectancy. Life can be improved by machining or by using an alternative, and less expensive, manufacturing procedure in the initial stamping and subsequent de-burring and or peening. n

SPRINGS / Spring 2016 / 21

22 / SPRINGS / Spring 2016

Workplace Efficiency

By Gary McCoy, Managing Editor

W

orkplace efficiency is often a two-edged sword.

The benefit of efficiency is derived from the ability to automate many processes to reduce employee head count. The consensus view among springmakers is that automation has greatly improved efficiency throughout the spring industry.

The challenge with fewer employees is the requirement for them to take on more responsibilities. So, should a worker leave the company, the risk of disruption to the company is greater because quickly finding a suitable replacement is often a difficult task.

There’s no clear cut answer to this paradox and the challenge for each company is unique. There is an argument that can be made that greater employee engagement can help retain workers and help keep efficiency at a high level.

Dale Moyer, president of Incentovate, LLC, recently made that argument in a presentation called “Maximizing Employee Engagement” to CASMI members at the association’s January 2016 dinner meeting.

In defining employee engagement, Moyer outlined four areas: • Emotional connection of people working together.

• Measure of ability of workforce to collaborate with each other.

SPRINGS / Spring 2016 / 23

GLYPHstock/Shutterstock.com

• General level of acceptance that employees have of their leader.

• Level of acceptance a leader has of his or her team members.

Moyer said employee engagement is a hot topic that is widely discussed at conferences and seminars, often cited in human resource journals and university courses.

In answering the question, “What is the cost of poor employee engagement?,” Moyer cited the areas of recruitment, retention, reputation, material losses, efficiency and mistakes.

Moyer argues that employee engagement is in our DNA because humans are wired for interaction and communication is fundamental. He gave a high level overview of brain function and the big influence it can have on employee engagement.

“How we process information plays a big role in how we react and interact,” said Moyer of the importance of leaders in their communications with employees.

“Leadership is one of the most important aspects of good employee engagement.”

Moyer said leaders must understand their leadership style and the implications of each approach in employee engagement.

The Benefits of Employee Engagement John Baldoni, the author of “The Leader’s Pocket Guide: 101 Indispensable Tools, Tips and Techniques for Any Situation,” wrote an article for the July 4, 2013, issue of the Harvard Business Review on employee engagement.

24 / SPRINGS / Spring 2016

He believes employee engagement does more than boost productivity. The additional benefits come in a variety of outcomes that are good for employees and customers.

Baldoni writes that highly engaged organizations have double the rate of success of lower engaged organizations.

“Comparing top-quartile companies to bottomquartile companies, the engagement factor becomes very noticeable. For example, top-quartile firms have lower absenteeism and turnover. Specifically, high-turnover organizations report 25 percent lower turnover, and lowturnover organizations report 65 percent lower turnover.

Engagement also improves quality of work and health.

For example, higher scoring business units report 48 percent fewer safety incidents; 41 percent fewer patient safety incidents; and 41 percent fewer quality incidents (defects).”

How does he define employee engagement?

“While people define engagement in various ways,” wrote Baldoni, “I prefer a plain and simple definition: People want to come to work, understand their jobs and know how their work contributes to the success of the organization.”

Read Baldoni’s complete article here: http://blogs.hbr. org/2013/07/employee-engagement-does-more/ Leaders who are focused on “purpose” is a theme for both Moyer and Baldoni to successful employee engagement.

Articles to Inspire Efficiency In this issue we present several articles that look at the area of employee efficiency.

The challenge with fewer employees is the requirement for them to take on more responsibilities. So should a worker leave the company, the risk of disruption to the company is greater because quickly finding a suitable replacement is often a difficult task.

Danny Bozart of Central Wire Industries looks at efficiency from a supplier’s perspective in “Central Wire Industries Takes a Look at Efficiency” on page 27.

Spring Wires JISG 3521 SWA, SWB JISG 3522 SWPA, SWPB, EN10270-1, AMS 5112M, military specifications and others. Call for special wire needs and solutions, including restricted tensiles and size tolerances.

ISO 9001: 2008 certified

Galfan is a registered trademark of Galfan Information Center, Inc.

MAPES WIRE TYPES & SIZES Phosphate Coated Music Spring Wire .283"–.006" 7.2mm– .152mm Missile Wire (High Tensile) .145"–.012" 3.68mm–.305mm Tin Zinc Coated Music Spring Wire .105"–.008" 2.67mm–.20mm Tin Coated Music Spring Wire .085"–.008" 2.16mm–.20mm .177"–.091" 4.50mm–2.31mm Aluminum Zinc Galfan® Coated Music Spring Wire Hard Drawn Spring Wire .312"–.045" 7.92mm–1.14mm Square Wire .190" to .025" 4.82mm to .635mm Flat Wire (natural edge) .049" x .312" to 1.24mm x 7.92mm to .016" x .187" .406mm x 4.75mm

Author, speaker and leadership coach John Passante says “The ‘E’ in Efficiency Stands for Engagement” on page 35.

The value of productivity is explored on page 28 in “Accomplish More in Less Time by Climbing the Seven Step Productivity Pyramid” by Eric P. Bloom, president and founder of Manager Mechanics, LLC. Kate Zabriskie, the president of a Maryland-based talent firm, contributed an article for our last issue on human resources. She’s back in this issue to help spring industry leaders understand “Why Your Employees Aren’t Performing and What You Can Do About It.” See Zabriskie’s article on page 32.

Our “Flashback” article on page 55 goes back to the Springs archives to look at an article written by David Finegold and Geoff Mason in 1995 on “Exploring the U.S. Productivity Paradox.”

We believe these articles can help inspire your company to improve productivity and better engage your employees.

As Passante says in his article, “We should all take advantage of the efficiency that technology provides. At the same time, companies should invest just as much in human capital and the power and passion of human beings. People skills and understanding others are key ingredients to business success.”

Passante’s point: Don’t forget that efficiency always begins with human capital, the most valuable asset you have. n

MAPES PIANO STRING COMPANY P.O. BOX 700 | ELIZABETHTON, TN 37644 USA 423-543-3195 | FAX 423-543-7738 | info@mapeswire.com

SPRINGS / Spring 2016 / 25

Ul br i c h S ta inl e SS S t e e l S & Spe c i a l M e ta l S, in c .

High performance for high standards.

ulbrich has an impressive number of high-performance metal products that provide infinite solutions to precision industries. by keeping pace with worldwide market demand, ulbrich has always been— and always will continue to be — your trustworthy partner. alloys: » precision Strip 301Si, 304, 316, 410, 17-4ph, 17-7ph, inconel » precision Wire 301, 302, 304, inconel, carbon, 26 / SPRINGS / Spring 2016 nickel plated Stainless, Mp35n

(800) 243-1676

ulbrich.com

» Global Supply chain Management » technical expertise » iSO 9001 Quality Standard » AS9100 Certified

(800) 243-1676

ulbrich.com

Central Wire Industries Takes a Look at Efficiency

By Danny Bozart

Monkey Business Images/Shutterstock.com

W

ith nine locations throughout North America and one in the UK, running an efficient operation is essential. At Central Wire Industries, we are proud of our productivity while maintaining our commitment to great quality products.

Communication and transparency is imperative in our everyday working practice. From the manufacturing floor to the CEO, knowing your limitations and managing your expectations is the path to a successful and efficient operation.

Attempting to go the “extra mile” may seem like a good idea but is not necessarily better or faster. We focus on the “simple” approach. Keep the procedures simple so there is limited room for error. Implementing the documented practices and procedures on the factory floor reduces the risk of complications and therefore keeps the project running on time. One of our best working practices at Central Wire is to always be consistent. It is important that every step and procedure is done and documented in the same way, every time. This eliminates any obstacles should we lose an employee or if they are away.

In order to produce a quality product in a timely way, the equipment must be in working order. We conduct technological upgrades where needed by add i ng pr o g r a m m a ble lo g ic controllers (PLC’s) and automating the process. Providing our employees with the proper tools and training reinforces the operations and health and safety guidelines.

Our facilities enforce all training practices in an efficient way, maintaining successful working relationships.

In all CWI locations, cross-training employees on more than one piece of machinery increases their skill set, allowing movement throughout

Cross-training employees on more than one piece of machinery increases their skill set, allowing movement throughout the plant, limiting disruption when employees are away and increasing succession planning. the plant, limiting disruption when employees are away and increasing succession planning. In order to save time and money, two employees attended “train the trainer” classes on forklift operation in order for them to be able to train and certify other employees on the safe operation of forklif ts. We offered “Step-up to Super v isor” on-site t ra i n i ng provided by t he local college to production employees, moving them to team leader positions. This training included a personalized road map for employers to develop their supervisory knowledge and skills.

Three employees attended a sixmonth Lean Management Systems Program, allowing them to understand how to continually improve our processes and how to deliver value from the customer’s perspective. This gives our employees the capability to understand the manufacturing process by eliminating waste and

maintain a quality product. Health and safety programs are very active at CWI at all 10 sites.

This training is very important in the productivity and efficiency and is therefore improved when employees are working in a healthy and safe environment.

At Central Wire, our goal is to manufacture and deliver a quality product successfully with minimal waste.

Expense is determined by consistency, good communication and keeping the procedures simple. Following the guidelines and training set in place on the factory floor allows the operation to run risk-free and efficiently. n Danny Bozart is vice president of distribution sales at Central Wire Industries, a market leader in the production of specialty wire products and the largest re-drawer of stainless steel and nickel alloy wire in North America providing products used in mission critical applications that require high tolerances, resistance to corrosion and durability.

SPRINGS / Spring 2016 / 27

Accomplish More in Less Time by Climbing the Seven Step Productivity Pyramid

By Eric Bloom

T

he establishment of an ongoing, organization-wide productivity improvement program requires the right company culture, a continuous improvement mindset, innovative thinkers and the active support of senior management—but this is not enough. To be successful, it must also have a defined set of processes, the ability to measure and communicate results and a clear understanding of how each productivity enhancement provides value to the organization. These processes are established on each of the seven steps on the Productivity Py ramid, which—if followed— creates a compa ny environment where more is done in less time.

The Productivity Pyramid concept states that for productivity improvement activities to be effective and long-lasting, they can’t be randomly performed.

These activities must be organizationally grounded, systematically implemented and administ ratively supported. They must align with your corporate goals and culture, be implemented with formal plans based on anticipated results and able to be repeated going forward.

In addition to describing the stepping stones toward the creation of a successful productivity program, the Productivity Pyramid can also be used to assess your organization’s current productivity maturity. The seven steps can help you craft a plan for the future, and also assess your current productivity abilities and needs.

If one or more answers to the above questions are “yes,” then your proposed productivity project is a candidate for funding. Therefore, like all potentially funded projects, it should be prioritized based on its short-term and long-term return on investment (ROI).

The alignment of individual, project, departmental and corporate goals is a mainstay of the strategic planning process. This is also true for your productivity goals. As a result, as you define your productivity related activities, you must also prioritize them based on the answers to these two questions: a) Does this productivity project free up corporate resources that can be redeployed to achieve current corporate objectives? b) Will the productivity project, by its nature, assist in the potential success, efficiency, or cost effectiveness of any currently funded corporate projects?

Step Three: Supportive Culture

Step One: Goal Alignment

28 / SPRINGS / Spring 2016

Step Two: Holistic Mindset Organizational productivity must be looked at holistically. All too often, individuals and organizations attempt to enhance their productivity through the improvement of one or two key business activities. It could be improved delegation practices, time management training and the implementation of email-oriented best practices or other key internal processes. Improvements in each of these areas individually have the potential to provide substantial productivity gains.

By their nature, however, productivity improvements in one area can cause productivity losses in other areas.

For example, an effort to reduce meetings may have the adverse effect of increasing emails. Reducing the number of people copied on emails may cause process inefficiencies. Improved time management prioritization techniques may help facilitate individual productivity improvements, but if team member priorities are not properly synchronized, project deadlines can be missed, and as a result—organizational infighting can counteract all previous productivity gains.

As people have personalities, organizations have cultures. Some people are open to change and some are not. Some organizations embrace change as a catalyst for future growth and profitability and some do not. Increasing productivity requires change. If your organization views the ability to change as an important business attribute, then ongoing productivity improvement can be the status quo. If your company is set in its ways, refuses to streamline its processes and shuns innovation, then your productivity initiatives are unlikely to gain traction.

Organizational Productivity Maturity Step 7: Reiterative

Step 6: Reinvestment

Step 5: Measurement

Step 4: Amplification

Step 3: Supportive Culture

Step 2: Holistic Mindset

Step 1: Goal Alignment

Step Four: Amplification

Step Five: Measurement

Amplification is the implementation of eight specific productivity amplifiers. Amplification refers to projects that have the specific goal of enhancing organizational effectiveness. These eight productivity amplifiers are: Interactive Productivity • Creative delegation • Innovative meeting management • Communication efficiency Personal/Managerial Productivity • Time management • Capability-based task prioritization Organizational Productivity • Ongoing process improvement • Asset reuse • Knowledge storage and transfer

Productivity projects should be measured not only on the amount of time, money and resources they save, but also by the organizational benefits they generate as a result. This step in the Productivity Pyramid defines the “opportunity cost” which would not have been possible without productivity gains. This realized opportunity cost is the true benefit of enhanced productivity.

Step Six: Productivity Driven Reinvestment Productivity driven reinvestment is an extension and application of the productivity measurement process.

Simply put: it forces organizational efficiency by requiring future projects to be funded, at least partially, through the savings of current productivity projects.

This concept can be implemented in three ways. First, if you require a portion of all projects, say 10 percent, to be

SPRINGS / Spring 2016 / 29

If your organization views the ability to change as an important business attribute, then ongoing productivity improvement can be the status quo. If your company is set in its ways, refuses to streamline its processes and shuns innovation, then your productivity initiatives are unlikely to gain traction. funded by productivity savings, then you drive efficiency into existing processes while still providing needed funding for new initiatives. In effect, this forces managers to continue to search for organizational efficiencies within their existing operations and not just incrementally chase funding for the next hot project. Second, it can be used as a way to fund projects that are proposed after departmental budgets have been finalized. This gives managers a way to self-fund newly arising department activities. Lastly, if for business reasons your organization must keep spending flat, then this technique can be used as a way of funding new projects without increasing your overall budget.

Step Seven: Reiterative As organizations mature, one of the key factors that drive their scale and profitability is their ability to

efficiently and flawlessly perform the same task repeatedly.

Regarding productivity enhancement, even though each individual project may take very different forms— such as time management, email reduction and meeting effectiveness—the overall process by which these initiatives are planned, approved, delivered and measured should be as consistent as possible. The ability to drive uniformity into the productivity improvement process will allow you to reap greater short term savings, as well as provide an ongoing framework that will help assure long term sustainability and maximized cost savings.

By climbing each of the seven steps on the Productivity Pyramid you put your company in a position to reap a windfall of enhanced productivity. The main question is: how can you use the newly found time, money and resources that this productivity provides? n Eric P. Bloom is the president and Founder of Manager Mechanics LLC, a nationally recognized speaker and author of the forthcoming book Productivity Driven Success: Hidden Secrets of Organizational Efficiency. He is also a nationally syndicated columnist, certified executive coach, and an adjunct research adviser for IDC. He is also a past president of National Speakers Association New England. For more information on Eric Bloom please visit: www.

MrProductivity.com and on Twitter at @MrProductivity.

A WORLD OF SPRINGS

Available in low volume quantities.

Avoid no-bids or timely set up on short runs. Century Spring is a great source for filling low volume or prototype demands. Our stock parts ship same day at a very low minimum.

To learn more or to request a free stock spring catalog, inquire at info@centuryspring.com or by calling us at (800) 237-5225 Mon-Fri 6:00am - 4:30pm PST. Compression • Extension • Die • Disc • Drawbar H-Clips • Tapered • Torsion • Urethane

222 East 16th Street, Los Angeles, CA 90015 ph 800-237-5225 • fx 800-474-4479 info@centuryspring.com • www.centuryspring.com/smi

30 / SPRINGS / Spring 2016

The Global Leader in Wire Oil Tempered Wire Round, Flat and Shaped Oteva Valve Spring Wire — CrSi, CrSiV, CrSiVNi, CrSiVMo, CrSiVMoW KD Die Spring, Clutch and Transmission Spring Wire — CrSi, CrSiV (ASTM A1000 or EN10270-02 TD grade) StatO Commercial Chrome Silicon Spring Wire — CrSi (ASTM A401)

The ONLY ISO/TS 16949 certified valve wire supplier in the USA High Carbon and Stainless Wire Flat and Shaped GaRBaFLeX 75 and GaRBaFLeX 174Mn

17-7 Stainless Wire Round and Flat GaRBaFLeX 17-7 and Supreme 17-7

KTS Wire Ltd., in the UK, recently acquired by Suzuki Garphyttan, manufactures high quality flat, shaped and round wires in oil tempered, rolled and drawn conditions. www.ktswire.com

Suzuki Garphyttan

4404 Nimtz Parkway • South Bend, IN 46628 (574) 232-8800 • Fax (574) 232-2565 • suzuki-garphyttan.com SPRINGS / Spring 2016 / 31

your situation upon yourself. Quit beating yourself up: change the person you task or change the tasks.

Reason Two: They Don’t Know How

lgachov

oto.com/do

©iStockph

Why Your Employees Aren’t Performing and What You Can Do About it By Kate Zabriskie I can’t believe we spent a huge amount on customer-service training, and our staff still doesn’t consistently give great service. What a waste!

We sent out a memo explaining the summer dress code. I thought it was pretty clear, but the intern showed up dressed for a night at the club. In addition to having bad fashion sense, she seems to have problems with reading comprehension.

He does the minimum, and that’s it. Why he doesn’t take more pride in his work and our business, I’ll never know. It’s extremely difficult to have him on my team. The guy’s a real energy drain.

Sound familiar? Probably. At

any given moment, there are legions of employees busy “working” but not doing the work their managers expect them to do or, worse yet, doing their work in ways that hurt morale, productivity and the bottom line.

Perhaps a few of those frustrating employees have a professional death wish—but most don’t. In all likelihood, they are as frustrated by their performance as you are.

The onus is on you, the manager, to identify and implement the fix.

For starters, you must come to terms with the five core reasons some members of your team aren’t performing to your standard.

32 / SPRINGS / Spring 2016

Reason One: They Can’t If you expect people to do something they can’t do, don’t be surprised when they fail. For example, if the receptionist is supposed to greet guests, answer the phone, order office supplies, clean the kitchen, and cure infectious diseases all by himself, is there any wonder he can’t get it done?

The Fix: Take a hard look at what you ask your team members to do.

If some of them are not meeting your expectations, be sure that those expectations are realistic and reasonable. Truth to tell, assigning tasks to people who, for whatever reason, can’t complete them to your standard, means you’ve brought

All too often people are thrown into a job with little or no training.

They learn on the job, bring what they knew from their last job, or teach themselves if you are lucky.

In other words, they wing it—and most of the time it shows. If you are holding people accountable for performing tasks for which they’ve had no training, you’re going to frustrate the employees and hurt morale. It’s as simple as that.

The Fix: Train people on systems, processes and desired behaviors, and do it often. Good organizations teach forward as well as learn from their mistakes. Spend some time thinking about what needs to be completed in a certain way. For example, if everyone is supposed to answer the phone, “Good morning, Fitzsimmons and Patrick, this is __________. How may I help you?”

Then you’d better tell them—script them if necessary—show them how to do it with a smile, and do it yourself when you answer the phone.

Reason Three: They Don’t Know They Are Not Doing It People are not telepathic. When you fail to make clear your expectations in terms of both quality and quantity of work, and when you fail either to correct substandard performance or praise good performance, you have no cause to complain.

Setting clear expectations and providing regular feedback matters.

The Fix: If an employee’s unsatisfactory performance is chronic in spite of training, managerial direction, and on-the-spot correction or praise, it is time to schedule a one-on-one meeting to review goals and expectations. Employees should know where they stand within an organization. A failure to tell people whose sustained job performance is

unsatisfactory is cruel, and a failure to document the meeting is derelict.

Your direct reports and your organization deserve better.

Reason Four: They Don’t Think It’s Important Sometimes people know the rules, and they ignore them because they don’t think the rules are that essential. How could someone reach that conclusion? It’s easier than you think. If managers don’t model desired behaviors, reward people for demonstrating those actions, and coach their team members to preclude deficiencies, they’re sending the wrong messages. Park in a spot reserved for visitors a couple of times. How long do you think it will take others in your purview to start doing the same thing?

The Fix: Walk the talk. It’s as simple as that. Hold yourself accountable first and foremost.

Next, recognize and reward what you want to see and address any shortcomings on the spot. Of course, this doesn’t mean becoming a patronizing zealot and thanking people for doing things they should be doing, such as wearing clothing to work. Rather, it means having standards and sticking to them. If you’ve talked to the intern about observing the dress code and the next day she shows up looking terrific, acknowledge her effort.

Reason Five: They Don’t Want To On rare occasions you may encounter someone who is capable, trained, and operating in a learning environment but who still fails to meet expectations despite repeated coaching and counseling.

The Fix: Document, document, document, and keep that poison apple away from the others in the barrel. There are times when people

are simply not a good fit for a job, and you either need to move them somewhere else in the organization or out of the organization altogether.

Be kind, firm and quick to act. The better your documentation, the easier the process will proceed.

Nobody ever said managing people was easy. It’s not. It requires time, thoughtful planning, hard work and moral courage; in short, it requires leadership. That said, the payoffs can be huge for the employee, the organization and for you. n Kate Zabriskie is the president of Business Training Works, Inc., a Marylandbased talent development firm.

She and her team help businesses establish customer service strategies and train their people to live up to what’s promised. For more information, visit www.businesstrainingworks.com.

35

Years

SPRINGS / Spring 2016 / 33

Precision drawn spring wire from 3 ft to 3,000 lbs delivered within 3 weeks.

Reliability guaranteed.

1-866-48-ALLOY alloywire.com 34 / SPRINGS / Spring 2016

Manufacturing quality, delivering reliability

©iStockphoto.com/DrAfter123

The “E” in Efficiency Stands for Engagement

By Dr. John A. Passante

W

e are part of the digital revolution, endlessly interconnected by technology through drones, robots, brain research, smartphones and artificial intelligence. For the most part, technology makes each of us and our companies more efficient.

As a result of this technology revolution, the question I would pose is: “Are we more effective?” In the quest for continuous improvement, efficiency is the Holy Grail.

Improved product, processes, and systems are all means for companies to compete and grow in today’s intensely competitive global economy.

Will we be dominated by technology? Or do we want to embrace a more human business environment and society?

I vote for a leadership style that values the human side of business and the importance of relationships. Unlocking the potential of employees results in more innovation, sales, less customer issues and increased profits.

Good things happen when human beings believe in an organization, leader and assignment. A robot will never have the ability to show passion or to believe in something.

Given the increasing speed at which we operate in today’s world, it is paramount we utilize technology...

...but to not substitute the importance of contact — the human factor.

SPRINGS / Spring 2016 / 35

Business will always require compassion, empathy and soul, characteristics that technology cannot supply.

As technology continues to play a large role in our lives, it may drive us all to a new human renaissance.

Given the increasing speed at which we operate in today’s world, it is paramount we utilize technology, but to not substitute the importance of contact — the human factor.

Get your mind around this — according to Gallup, less than a third (31.5 percent) of U.S. workers were engaged in their job in 2014.

“Gallup defines engaged employees as those involved in and enthusiastic about and committed to their work place.”

Engaged employees drive productivity, profitability, and customer engagement. To engage workers and drive effectiveness, organizations need to focus on putting high performing leaders in place and create programs to develop their employees. Employee engagement influences the mindset of other people. Engaged employees believe they can make a difference in the organization (and they do).

They are grounded in confidence, knowledge and their abilities and skills. Effective leaders engage others and unleash the potential and passion in others. They light the fire in the belly. Engaged employees are committed.

Unengaged follow the rules and comply.

All of us seek to make a contribution, and to know that what we do matters, and to find meaning in our

100% in ade M

rica

Ame

STOCK & CUSTOM PRECISION SPRINGS FOR INDUSTRY • For all applications with ranges from .003”–.750” wire diameter.

• Extensive inventory ready to ship with over 1.5 million parts in stock, including die springs.

• Custom design work with quick delivery.

• Most estimates returned within 24 hours.

www.diamondwire.com 1-800-816-5613 Convenient locations throughout the US – Northeast, Southeast and Southwest.

36 / SPRINGS / Spring 2016

work. Encourage employees to help shape and guide the business. We all crave a sense of autonomy, a true feeling that we can direct our lives. Give your associates latitude to do their jobs.

Information is king and powerful. Employees seek to be in the know. Sharing information empowers your team, thus they understand the key critical issues and what is required to achieve success. Create a “just-in-time” information process, use social networking to get the word out! Give employees ownership, which means they own a project from start to finish, and they will gladly take responsibility.

Give your employees a voice and listen to them.

Involvement in decision making is true empowerment.

Permit people to learn from mistakes. Remove fear from the organization. Fear is the antithesis of empowerment.

Trust your team.

Stress drains employees and kills productivity. Foster and live a culture of trust, appreciation, clear expectations, candid and supportive feedback, autonomy, constant human connection, and touch and integrity.

Take Action Get to know your employees. They are more than a resume or a name on an organizational chart. Find out their interests, values, skills, aspirations, challenges and goals. People feel more appreciated when they are understood. Share your vision to inspire the organization, communicate your view of the future and ask employees to be architects in creating the future. Give your employees (human beings with brains, hearts and souls) time to think. Celebrate, celebrate and celebrate and recognize achievements and high performance. The brain works better when people are happy, and they are feeling positive. Collaboration and shared goals increase positive feelings. Positive and happy employees are a critical element of business success.

Let me offer a suggestion to improve and enhance productivity, communications, morale and customer relationships.

Let us declare 2016 to be “The Year of the Human.”

Perhaps technology will continue to make tasks easier, and as a result, give us all more time to connect in real time, and face to face.

We should all take advantage of the efficiency that technology provides. At the same time, companies should invest just as much in human capital and the power and passion of human beings. People skills and understanding others are key ingredients to business success. n Author, motivational speaker, and executive coach, John Passante is the president and CEO of the Organizational Development Group, LLC. He is the author of “The Human Side: High-Touch Leadership in a High-Tech World.”

Passante can be reached via email at theorgdevgroup@gmail.com.

Wire can be the difference between a good day and a bad day.

Your high-performance products depend on high-performance suppliers.

Trust ISW for wire that’s up to the challenge.

Count on ISW for: • Competitively-priced carbon, stainless and non-ferrous wire and strip • More than 400,000 sq. ft. of warehousing in North America • Innovative logistics management services • Expert materials knowledge • Custom wire and strip services For quality wire products backed by unmatched dedication to your total satisfaction, visit www.industeel.com or call us today.

©2016 Industrial Steel & Wire Company

Los Angeles CA 800-767-0485

Bristol CT 800-767-4792

Chicago IL 800-767-0408

Cleveland OH 800-767-4434

SPRINGS /Charlotte Spring 2016 NC / 37

800-767-0089

SMI Welcomes Mike Betts as its New President

By Gary McCoy, Managing Editor

W

illiam Michael “Mike” Betts IV was installed as SMI’s new president during the Spring Manufacturers Institute (SMI) annual meeting, held at St. Regis Monarch Beach in Dana Point, California from April 15–19. A president’s installation dinner is held every other year on the last night of the annual meeting to celebrate the passing of the gavel from one volunteer leader to another. It is one of the ceremonies that is a special part of the SMI culture.

Betts is the chairman and chief executive officer (CEO) of Betts Company, which is headquartered in Fresno, California. In his role, he provides guidance and support to Betts Company’s leadership team. Betts served as president of the family-owned company from 1995 to 2015. During his 38 years with the company he’s held numerous positions in sales, marketing, innovation and leadership.

Last year Mike passed the generational baton to his son, William Michael “Bill” Betts V, who took over as president and chief operating officer (COO). With this new appointment, Betts Company has enjoyed six generations of continuous family ownership and management since its start in 1868 in San Francisco.

A complete profile of Betts Company appeared in the Fall 2009 issue of Springs, and included information about the company’s history as the first manufacturer of springs to locate west of the Mississippi River. Since that article was written, the company completed a rebranding project in 2013. Read more about Betts Company in the related article on page 41.

I recently interviewed Betts to gain insights into his vision as SMI’s newest president.

38 / SPRINGS / Spring 2016

Q:

You come from a family-owned business that spans close to 150 years in business. What does it mean to you personally to become the next president of SMI?

A: (see Page 2), as a young boy my dad took

As I mentioned in my President’s Message

us to many SMI conventions. Before joining the family business full-time, I worked on weekends, after school and during summers.

I enjoyed the camaraderie that was developed through SMI relationships and the friendships that developed over the years.

When I think about our history of being a familyowned business for six generations now and SMI’s history, I see many parallels. You don’t build an organization like SMI and see it sustained for 80-plus years without a group of amazing people, supported by a common culture and vision and a commitment to doing things the right way. What I’ve observed about SMI leadership over the years is a group of dedicated industry stewards who keep their eye on the ball. It’s been an organization of people committed to continual improvement, and a team approach of excellence.

Q:

As you embark on becoming the next president of SMI, what are some things you hope to accomplish during the next two years?

A: carries the good work of so many forward. I want

As SMI’s next president I want to be someone that

to build on the efforts of past SMI presidents and help move SMI to the next level.

As far as goals, the SMI Metal Engineering eXpo and symposia that we recently held in Charlotte exceeded expectations. Our commitment is to build upon that foundation and take future events around the country and work in alignment with all of our industry associations and partners. Our ultimate success will be to allow spring companies from all across America to benefit

“

We’re only as strong as we are together, so we would like everyone to participate. When everybody in the industry is a member, it helps make our voice stronger and more meaningful.”

from having the eXpo in their region. We want all spring companies to see the value of being an SMI member.

I think the biggest focus will be on growing our technical resources and we have some ideas that we’re excited to explore during my term.

I’m especially excited about our plan to update the website. We have a commitment from a great guy, Bill Krauss of Vulcan Spring, who will lead our new website committee. The committee is taking on the challenge of redesigning the SMI website and taking it to the next level. We plan on inviting several young people to participate on our committee so we actively engage the next generation in the project.

I think membership is also at the top of the list of goals.

We are looking to better articulate our value proposition to non-members and current members so that we’re

SPRINGS / Spring 2016 / 39

“

drawn upon for expert advice. We plan to not only keep that tradition strong, but we also want to enhance it. We also offer SMI spring design software and Springs magazine, which is an internationally accredited publication.

Our trade show is one of our greatest strengths. There is so much technical content at the show and it’s a place to source technical information.

Our show facilitates another strength, which is industry networking. It provides the opportunity to meet with other SMI members. There’s a huge exchange of knowledge and resources that keeps the industry moving forward.

Having a robust infrastructure with the right career and technical programs in each area is critical to our success as an industry. This is an issue that is near and dear to my heart and one that I am personally involved with in the Fresno area.”

continually educating people on the benefits of being an active part of SMI. This involves showcasing the good work that we already do and identifying incentives and opportunities that attract non-members to come on board.

As I mentioned earlier, I’m excited to do more things regionally. SMI’s executive director, Lynne Carr and Laura Helmrich-Rhodes, our regulations compliance consultant, will travel around the country this year.

They will be educating people about what SMI does for the spring industry and for spring manufacturers and help make the point: If you’re in the spring business you should be a member of SMI. We’re only as strong as we are together, so we would like everyone to participate. When everybody in the industry is a member, it helps make our voice stronger and more meaningful.

Q:

What do you see as strengths that SMI can build upon?

A: our technical acumen and resources. We have One of our main strengths is building upon

traditionally had resources at SMI that our membership has

40 / SPRINGS / Spring 2016

Q:

One of the areas that you care deeply about is Career Technical Education (CTE). What are some ways you hope to address this area to the entire SMI membership?

A: had a breakout session during the symposia on While we were in Charlotte for the eXpo we

CTE. It was a great event with several springmakers participating. Each company shared stories on what they are doing in their region to help create and build relationships with career technical education programs in their region.

I believe that we can each have a positive effect on CTE in a variety of ways in our own local community.

What I’ve identified is: if you want to improve your pipe- line of career-ready, technically minded people you have to get involved in what is happening with the high school, junior college, and university programs in the areas of manufacturing and engineering. That’s the first step.

A second step is to get involved in an advisory capacity at the high school, community college or university level.

Offer to look at the curriculum and answer the question: Is the curriculum advanced enough to meet your needs as a manufacturer?

In some cases, for example, there are schools that are interested in offering training on CNC spring coiling. We have even had one individual contact us about making a public junior college in Chicago available to offer this type of training specific to springs. It is potentially a place where SMI members could send employees or candidates. That’s only an idea at the moment. For the near future, I believe career and technical programs will continue to be concentrated at the regional level.

There are also new developments in the United States regarding the funding of CTE programs. Twenty years ago, funding for these programs nearly dried up. The premise was that everybody was going to attend a fouryear college or institution to prepare for a professional career as a doctor or lawyer or something similar. Now there’s a lot of passion fueled by the understanding that we need people who can make things. Manufacturing is the foundation of America and technical careers are great careers with opportunities for advancement. Educators are coming to the understanding that we need to rebuild our manufacturing infrastructure and to do that we need career-ready folks. So more funding is now available.

Having a robust infrastructure with the right career and technical programs in each area is critical to our success as an industry. This is an issue that is near and dear to my heart and one that I am personally involved with in the Fresno area.

Q:

As you look into the future, what do you believe it will take for individual spring companies and the industry to succeed?

A: your people, your culture, your planning process I think for any company to succeed it’s about

and your ability as a team to look ahead and plan. It’s important that you have a collaborative effort within your business to look forward.

Secondly, it’s essential to widen your product portfolio and to become proficient at new and more innovative processes with different materials and different types of products. I think the companies that have diversified, and done it well, have experienced substantial growth over the last 20 years or so.

My advice is to identify other opportunities to pursue, and make the investment in your business so you can do that. It takes a commitment to invest capital, take risks and invest the time necessary to plan and grow your business.

That’s the same thing I see for SMI. We have the opportunity to forge ahead and pursue new opportunities that will help grow our association. n

Change at Betts Company Has Been a Constant Since 1868 “We’re fortunate and grateful to have a sixth generation family business,” explained Mike Betts of the legacy of the Betts Company history. “I knew at a very young age that Bill was going to be able, willing and excited to step into the role of president.”

It was in April 2015 when Mike Betts stepped out of the role as president of the company and handed the reins over to his son Bill, who also holds the title of chief operating officer (COO). Betts retained the titles of chairman and CEO that he has held for the past 15 years.

“It’s been an honor to have Bill step into the president’s role,” explained Betts of the leadership transition. “Bill is now focused on the day-to-day operations, which gives me the opportunity to do what a CEO and chairman should do, which is being more strategic and focused on the future.”

Looking back at his time as president and COO, Betts says it was “One of the most exciting times of my life. Bill’s a wonderful young man and I couldn’t be more excited to be able to pass the presidential role on to him.”

Betts Company has been resilient and has persevered through changes throughout its nearly 150-year history.

The Great San Francisco Earthquake and fire destroyed the company’s sole facility in 1906. Betts’ great-grandfather, Percy, helped rebuild Betts Company and guided the company’s expansion into new product lines. He tragically died at an early age in 1919. Percy’s wife and Mike’s great grandmother, Emeline, led

SPRINGS / Spring 2016 / 41

the company through the Great Depression. A woman of rare strength and fortitude, she was cast into the role of president without formal training in a male-dominated business.

“Things didn’t always fall in our favor, but we’ve had a lot of tenacity, grit and drive,” explained Betts. “I think the examples of our forefathers are what help drive Bill and I and our family today to keep our eye on the ball and focused on our people and bsm001-facility-exterior-103013.jpg bsm002-facility-interior-103013.jpg bsm003-mfg-hot-wound-103013.jpg our future.”

While change has taken many turns Well and Serving Better.” This division at Betts Company, a strategic branding designs and manufactures wire, hot coil initiative announced in February 2013 and leaf springs for a variety of industries meant a change from its historic name of and product applications. Betts noted at the Betts Spring Company. time of change, “As our legacy business, we Acknowledging its historic roots of feel it is important and fitting to continue being founded in 1868 by William Michael promoting the words of our founder.”

Betts, Betts Company adopted a new BettsHD (HD stands for “heavy duty”) overall corporate tagline: “Improving the is the company’s consolidated operating Way Things Move Since 1868.” division for spray suppression and fender “We have come far in our long history products. BettsHD combined the legacy as a company, evolving into a diversified brands of Betts VCM division and Life-Time manufacturing and distribution concern Fenders into a single reliable source for with four operating units in 11 locations,” safety-related products focused on heavy announced Mike Betts in a news release duty tractor/trailer applications.

BettsHD bsm001-facility-exterior-103013.jpg bsm002-facility-interior-103013.jpg bsm003-mfg-hot-wound-103013 bsm005-mfg-leaf-spring-bending-1029... bsm006-pigtail-coil-102913.png bsm004-mfg-cold-coil-103013.jpg at the time of the new branding. operates under the new tagline, “Parts bsm001-facility-exterior-103013.jpg Betts further said, “Our branding for the Long Haul.”

bsm007-leaf-springs-102913.JPG

bsm008-testing-compression-102913.j...

bsm009-testing-measuring-102913.JPG

bsm004-mfg-cold-coil-103013.jpg bsm004-mfg-cold-coil-103013.jpginitiative consolidates bsm005-mfg-leaf-spring-bending-1029... bsm006-pigtail-coil-102913.pb Betts Truck Parts and Service was our business into

Top: Bill Betts and Mike Betts. Above from left: Leaf springs at Betts; original leaf springs photo from 1800s; leaf spring bending; coldwound coil spring

bsm010-application-skyjacker-102913....

three distinctly branded operating divisions, which position Betts Company for future growth in transportation and industrial markets. ‘Improving the Way Things Move’ is a part of everything we do and is the foundation of who we are and what we believe.”

As a result of the rebranding, the company adopted new names for its three operation divisions.

Most individuals in the spring industry identify with the company’s Betts Spring Manufacturing division. Betts Spring Manufacturing retained its legacy name and the company’s tagline of “Building bsm011-application-valve-102913.png

bsm007-leaf-springs-102913.JPG 42 / SPRINGS / Spring 2016

formed during the ‘70s as outgrowth of Betts Company’s leaf spring manufacturing business and now operates with the tagline, “Earning Your Trust, Mile After Mile.” This division of Betts Company includes eight locations in California, Oregon and Arizona. It has grown from suspension parts to now include parts and service for nearly every part under the frame rail of a medium or heavy duty truck.

Betts said the branding change was something in which the company invested a lot of time.

“It gave us the opportunity to look fully inside. Our employees’ involvement in

bsm007-leaf-springs-102913.JPG

bsm008-testing-compression-102913.j...

b

bsm009-testing-measuring-10291

13.jpg

3.jpg

.JPG

Above: At the November 2015 family wedding in Cabo San Lucas (l-to-r): Tim Vastine (fiance of Catherine), Catherine Betts, Bill Betts, Dan Fleming, Carolyn Betts Fleming, Cheri Betts and Mike Betts.

Left: Back row (l-to-r); Cheri and Mike Betts with grandson Will Betts. Front row (l-to-r); Hadley, Bill, Lizzie, Adelaide and Emmeline Betts.

the process was incredible. The most

bsm002-facility-interior-103013.jpg important part of about rebranding was

articulating our culture and translating that into the new names, logos and taglines.”

Betts said he loves the company’s new logos, which includes an overall Betts Company logo and a separate logo for each of its operating divisions. He said retiring the “Betts Diamond” logo that stood over the company for many years was not done lightly.

As proud as he is of Betts Company and how it has grown, Betts is even more proud of his own family. Mike and Cheri have been married for 38 years. “We were high school sweethearts and married after college, though we attended different colleges,” explained Betts. bsm005-mfg-leaf-spring-bending-1029...

Mike and Cheri have two daughters, Carolyn and Catherine. Bill is the middle child and married to Lizzie. They have four children, three girls and a boy. “Bill and Lizzie’s son is William Michael Betts VI. If he decides to come into the business someday, he would be the seventh generation.”

The couple’s oldest daughter, Carolyn, recently got married in Cabo San Lucas, Mexico to Dan Fleming. She runs a successful recruiting company that is focused on the technology sector. Betts Recruiting is headquartered in San Francisco with offices in New York, Austin, Palo Alto, California, Dublin, Ireland and London, England.

bsm008-testing-compression-102913.j...

Their youngest daughter, Catherine, “My mom, Mary Jane, is not far bsm003-mfg-hot-wound-103013.jpg runs a business called Betts Fit that ofbehind my dad in age,” said Betts. fers fitness apparel for female athletes.

“The folks that know my mom and Her new sports line will be launched soon. dad recognize what an amazing couple Betts is quick to add, “I don’t want they are. They are now celebrating over anyone to think we’re only men at the 60 years together,” said Betts with pride. helm or involved in the business at Betts “Mom and dad loved the spring industry Company. Everybody has a shot if they and their many friends in SMI. That is want to come into the business. My two one of the things that inspired and motidaughters chose not to. They chose to vated me to carry on this family legacy of do something on their own and we’re a six-generation business.” n really proud of them.”

Mike is equally proud of Cheri. “My wife went back to school about eight years ago and earned her Master’s in Psychology at JFK University. She really enjoyed that and, as a program manager, she worked in the non-profit sector training bsm006-pigtail-coil-102913.png middle school students on peer mediation and conflict resolution skills,” said Betts.

“Cheri’s been wonderful with our children and in some cases our children’s friends on how to manage difficult situations. She enjoys spending time with her grandkids and spending time when we travel together.”

Betts’ father, William Michael “Bill Sr.” Betts III, just celebrated his 89th birthday on St. Patrick’s Day, March 17, 2016. He patented the first spring steel mud flap hanger in 1954 and supervised the company’s relocation of its operations from downtown San Francisco to San Leandro, California.

bsm009-testing-measuring-102913.JPG

SPRINGS / Spring 2016 / 43

©iStockphoto.com/crossroadscreative

44 / SPRINGS / Spring 2016

SMI’s Heart & Soul:

Lynne Carr Celebrates 20 Years

by Gary McCoy

I

©iStockphoto.com/crossroadscreative

t is not an understatement to say that Lynne Carr is the heart and soul of the Spring Manufacturers Institute (SMI). She’s worn many different hats (and continues to) while working for SMI, and has become a beloved friend and colleague to many in the spring industry.

This past year, Carr reached the milestone of having served as an employee of SMI for 20 years. She would be the first to admit that she’s taken an unlikely path from starting out as a part-time administrative employee to becoming SMI’s current executive director (she was named to that post in 2013).

“My youngest child had just turned five, and I didn’t know what to do with myself,” Carr recalled. “That was in 1995, so I started looking for a job. I never envisioned being the executive director here. That was really not a goal at the time.”

SPRINGS / Spring 2016 / 45

“When I first started going to conventions, we were clearly staff and we didn’t interact that much with the membership,” Carr explained. “I think it’s important to keep our face out there, to interact with the membership and get to know people on a personal level. I think that’s what builds relationships.”

46 / SPRINGS / Spring 2016

Carr has witnessed changes to both SMI, as an association, and the spring industry in general.

“The changes in the association are the staff that we have,” Carr explained. “We had eight full-time employees, and I was the only parttime employee when I started.”

She said 20 years ago things were not as automated as they are now.

“The magazine was a lot more labor intensive. We didn’t have email. SMI didn’t even have a website at that time.

That’s how the association has changed.

The more automated we’ve become, the less people we have needed.”

In addition, Carr says the spring industry has also gotten smaller due to acquisitions and consolidation among spring companies.

“The spring companies themselves a re a lso more st rea m li ned a nd automated than they were 20 years ago,” said Carr. In addition, she says most of the family-owned SMI member companies have transitioned to the next generation over the past two decades.

Carr got her first taste of the spring industry about six months after she started when Jim Wood, SMI’s recently retired independent regulations compliance consultant, took her to visit Stanley Spring and Stamping in Chicago.

Developing Relationships One of the things Carr has most enjoyed about her work with SMI are the relationships she’s developed with members, including their spouses and family members. She appreciates the fact that she and the rest of the SMI staff are not treated as just “staff” by SMI’s members.

“We’re treated as friends, as part of the SMI family,” Carr related.

She said the culture has shifted in this regard over the past two decades.

“When I first started going to conventions, we were clearly staff and we didn’t interact that much with the membership,” Carr explained.

“I think it’s important to keep our face out there, to interact with the

membership and get to know people on a personal level. I think that’s what builds relationships.”

Carr said she views her role and those of the SMI staff as being in the customer service business.

“If our customers aren’t happy, they’re not going to continue to come to our events or even continue to be an SMI member,” Carr explained.

Being a Know-it-All SMI members who’ve attended meetings over the past five years may have seen a ribbon on Carr’s nametag that boasts of her being a “know-it-all.” That’s something that Dina Sanchez, SMI’s administrative coordinator, purchased for Carr.

“I believe she did it because she sees it as, when someone calls here and asks a question or sends an email, I always know the answer,” Carr explained.

“That of course is not 100 percent true, it’s just osmosis from having worked

at SMI for more than 20 years. The members actually think it’s funny when they see me wearing it on my badge.”

A Career Sprinkled with Memories As one might imagine, Carr has many memories from her 20 years at SMI. She fondly recalls one of the first conventions she attended at the Walt Disney World Swan and Dolphin Resorts.

“Ken Boyce, who was my boss at the time, contracted for Mickey and Minnie to come to this cocktail reception and we didn’t tell anyone,” she recalls.

With the event being in Orlando, many SMI members had brought their family members to the event so many children were in attendance.

“I’ll never forget the look on not only the children’s faces, but also the adults’ faces when Mickey and Minnie came out from behind a glass door,” Carr remembers. “I will never

forget how excited everyone was. That was a very good moment.”

Carr said a more recent event at the 2013 annual meeting in Tucson provides a different kind of memory.

It was during an outdoor dinner on the event lawn when the sprinklers accidentally went off.

“My thought the next day was, ‘It’s kind of unfortunate, but everyone’s going to remember that, because of the sprinklers going off.’”

Carr said the event is funny now, but at the time “I didn’t think so.”

While Carr has excelled at her job, she said the daily mechanics of running the association are not what she’s enjoyed most about her work.

“It’s definitely the people that I’ve met, no doubt. That’s what makes SMI great and some of these people I’ll be friends with the rest of my life,” said Carr.

Every two years SMI installs a new president, which means Carr gets a new boss.

SPRINGS / Spring 2016 / 47

Carr said the people who belong to SMI really care about the association.

“They spend a lot of time volunteering their time to improve and move SMI forward. Without those members and those volunteers, it sure wouldn’t be what it is today.”

“Getting a new boss every two years has helped me grow, because they have new ideas,” she related.

“Sometime you get blinders on and you can’t see what should happen next and what new things should come along.”

Carr said the people who belong to SMI really care about the association.

“They spend a lot of time volunteering their time to improve and move SMI forward. Without those members and those volunteers, it sure wouldn’t be what it is today.”

What’s Ahead?

Regarding her own future, Carr turned 60 last year and said she plans to stay with SMI at least five more years.

What would she like to accomplish during that time?

“Obviously we’re ver y proud and excited about our trade show.

Our first one was in 2015 and was a success, not just due to me, obviously.

It took a whole lot of people to make it successful. I was never so proud to

be part of this organization as I was when that show began.”

Carr said moving forward she would like to see the show grow.

“I’d like to see more technical content available to the membership through the website, the magazine and the trade show. I would like to see this organization grow stronger, as strong as it can be before I ride off into the sunset.”

She said her goal is to leave SMI in a healthy position.

“SMI will always have a place in my heart. I’ve worked here longer than I worked anywhere else. It’s not going to be easy to leave here, that’s for sure.”

In typical Lynne Carr fashion, she’s quick to not take all the credit for any success she’s achieved.

“I’d really like to thank Gary, Dina, Sue and Laura, and all the people that have come before me, to make this organization what it is today. I think it’s important to thank those people, because this is not ‘The Lynne Carr Show.’” n

The Largest Specialty Wire Manufacturer in USA, CAN and UK

©iStockphoto.com/Petek ARICI, ©iStockphoto.com/daboost

48 / SPRINGS / Spring 2016

Tributes

Former Presidents

©iStockphoto.com/Petek ARICI, ©iStockphoto.com/daboost

“Lynne has been the model of consistency and strength of the SMI for the last 20 years. She literally is the glue that holds everything together and forms the bond with all factions of our industry. Spring manufacturer, wire supplier, “green dotter,” or foreign visitor, there is not a question Lynne cannot answer, nor is there something she is not willing to give in added assistance to make people feel welcome.

One of the many “best parts” of Lynne is her attention to detail on the association’s behalf. Never one to back down from a threat or challenge, Lynne takes all comers straight on and, more often than not, gets her way “and then some.”

Personally, having known Lynne during her entire career at SMI, we all watched her grow from the associate of Ken Boyce in her early career to the executive director for SMI, certainly a title earned through her hard work and dedication to making our association better in every way possible. I know my term serving on the executive board and then as president of SMI certainly was made extremely painless all through Lynne’s efforts along with the SMI staff. She sure makes all of us directors look like we know what we’re doing.

Probably the most appreciative thing I could say about Lynne is that she is part of our family, a true friend, and someone who has always been there when you need her.

I can’t say that about a lot of people, but I can about Lynne. Lynne Carr is SMI.” Reb Banas, Stanley Spring & Stamping Corporation “Lynne Carr is one of those people who is difficult to explain. She has the ability to change as her environment requires.

Every two years she gets a new boss and she has a great way about her that lets her make that transition. She adapts to the new way of life and then thrives with that person to make them look good. Lynne

also can focus on a particular job to get the best result that meets the needs of the majority of our members.

I had the privilege of working with her from her first days. As a committee chair I was in contact with her to get reports and information as needed for each meeting and convention. She was always willing to find what I needed and put it into a report that made me look informed. When I followed Reb Banas into the president’s position, I got to work with her on a much more frequent basis.

Again I was amazed at how she could change to meet my style and still always look for the best overall solution for the membership. She does this while keeping a sense of humor and a respect for all those around her.

I enjoy her and I am so happy that we have her at SMI to help guide and contribute to all of the areas of the institute.

Happy 20 years at SMI. You make our organization thrive and grow.”

Scott Rankin, Vulcan Spring & Mfg. Co. “When I think of Lynne I immediately think of and appreciate her incredible, passionate dedication to the SMI and her love for the members of the SMI. Of all the people I have met in my lifetime, few have ever demonstrated a level of commitment, passionate dedication and

deep caring for anything the way that Lynne does for the SMI and every one of its members.

When thinking of Lynne, I also immediately think of and appreciate her strong work ethic, often doing whatever it takes, for however long it takes, in order to achieve a specific goal or meet a specific deadline to be sure that SMI is well served and the needs of its members are well met.

For the past 20 years, Lynne has poured her heart and soul into SMI and we have all been blessed and touched by that!”

Steve Moreland, Automatic Spring Products Corporation “When I first became an SMI officer, I would often show up at the annual meeting and enter the room an hour or two before the first meeting started.

Who would always be there? Lynne Carr.

I remember her saying to me, ‘What are you doing here?’ As much as I would try to help out, Lynne would tell me to go relax and enjoy myself.

A hard worker who is always prepared and thinking of others, that’s the heartbeat of Lynne Carr.

I’ve always appreciated Lynne’s sense of humor. One story comes to mind that illustrates this. In the middle of my two-year term as SMI president, it became necessary for me to serve an

SPRINGS / Spring 2016 / 49

additional year. However, the engraved trophy had already been purchased to honor my original two-year term. When my extended three-year term as president ended, Lynne made sure I got the trophy. To my surprise the old dates had been scratched out by Lynne and the new ones inserted. I got quite a laugh out of that.

Congratulations to Lynne on 20 years of wonderful service to the SMI membership.”

Dan Sebastian, SMI Technical Consultant

Executive Committee Members “I appreciate Lynne’s many outstanding qualities, and these would include: Her unwavering commitment to SMI and its membership.

Her tenacity and drive, which empowered her to progress from being a part-time administrative assistant to the role of executive director in 18 years.

Her ability to manage having a new boss (in the form of a new SMI president) every two years, each with his own personality and operating style — talk about a very tough assignment!

Her deep institutional knowledge of SMI, its operations, history, bylaws, etc. This positions Lynne to be a great

50 / SPRINGS / Spring 2016

resource for the president, executive committee, board of directors, and operating committee chairs as they plan and execute the business of SMI. Her friendly personality (I am envious of her name-recalling ability!) and sense of humor. She is beloved by the membership, and that has made SMI a wonderfully successful and welcoming organization.

Her incredible eye for detail and how that enables her to oversee the near-flawless production of Springs magazine, as well as events such as our annual conventions and the Metal Engineering eXpo. Mostly I appreciate having had the chance to work with someone who puts their full energy and heart and soul into doing an outstanding job.

The sum total of these many positive attributes results directly in the highly effective and successful management of SMI, to the great benefit of both its membership and the whole spring industry. I extend a heartfelt “thank you,” Lynne, for all your hard work and diligence — congratulations on 20 years of service to SMI!” Hap Porter, SEI MetalTek “I first and foremost appreciate Lynne’s good nature, her heart, and her love of life and people. She’s just an amazing person inside and out. I appreciate her knowledge and loyalty and

dedication to SMI. Her years of service and especially her efforts to make every experience with our members a good one. Seldom does she not know somebody on a first-name basis and she always goes out of her way to greet people and make them feel appreciated and valued. I think that just speaks volumes to the quality of person that she is.”

Mike Betts, Betts Company “When I think about Lynne I think of her as starting her career at SMI in the administrative function during the Ken Boyce era. Over the last 20 years with SMI she has consistently proven to be a model of continuous learning and continuous improvement. Through her 20 years of service she has demonstrated the drive and initiative to move from an administrative function to managing educational seminars, to running offsite conventions, and now as executive director. She has always been willing to take classes to improve her skill sets in a variety of topics, which only enhance her ability to help steer SMI in a positive direction. Equally important to her drive to continually learn and improve her skill sets, she is also gifted at the critical skill set of reading and relating to a vast array of personalities that happen to come with being part of a large group like SMI. From making an introvert feel included

and welcomed, to reeling in an over-thetop extrovert, she navigates all kinds of unique personalities with apparent ease.”

Bert Goering, Precision Coil Spring

Board and Committee Members “When I think of Lynne Carr, three things come to mind.

1) Her devotion to SMI. You can just tell how much Lynne cares about this organization and how it is perceived. I am not sure if everyone understands how difficult it must be to have a new boss every two years, but Lynne does it and does it well!

2) Her vast knowledge and experience with SMI. Anytime I have a question, concern or need advice, Lynne is always there willing to help, advise or get an answer in a timely manner.

3) Lynne’s ability to run our events flawlessly. Everything runs like clockwork even when a sprinkler head may go off at the wrong time, Lynne is able to make it right!”

Charly Klein, Fox Valley Spring “To me, Lynne is the epitome of what we want in an executive director for SMI. She is very bright and hardworking. She is always very well prepared for meetings and activities. She understands

our industry. She is creative and well organized. But there is much more. She brings a warmth and compassion to the job. She makes sure that new attendees to meetings feel welcome. She goes out of her way to help everyone. I might not see Lynne for many months. I walk into a meeting and she will have remembered that I have some food allergies and she will warn me not to eat certain things.

She is a wonderful team player. Every time she gets a compliment for a job well done, she immediately says how awesome the entire staff is at SMI. In sum, I think she is truly outstanding.”

William J. Torres, Gibbs

people. Lynne adopts a go-getter attitude where she goes after the work first, and then later figures out how to get it all done. I’ve never seen her panic and she keeps a calm demeanor even though in her head, she is working on putting out several fires at the same time. She makes it all seem so easy--almost to the point that you think she doesn’t do anything except just show up at conventions. However, as a business leader, I know that is not true at all, because ‘work’ never stops. I really appreciate all the hard work Lynne does for SMI, work for which she never asks for recognition in return.”

Daniel Pierre, JN Machinery Corp.

“My No. 1 observation about Lynne Carr is her incredible commitment to being of service to the SMI membership.

She is thorough and incredibly diligent in following through on any commitment she makes, and she has a strong feel for providing value and cost efficient services to the entire organization. SMI ‘punches above its weight’ as a trade organization due to Lynne’s efforts.”

Bill Marcum, MW Industries/ Genstar

“When I think of Lynne Carr I think of how patient she was for many years before she finally become the executive director of SMI. Her loyalty and passion for our organization (in spite of it being somewhat of a ‘boys club’) is to be admired and respected. She does our organization proud every day she shows up for work. You can always feel the love and dedication she has for SMI. Thank you, Lynne, for everything you do for SMI and its members. You truly are one of our greatest assets. Thank you too for always listening to me vent and being a great friend.”

Linda Froehlich, Ace Wire Spring & Form Co., Inc.

“Lynne has set the bar very high in her positions at SMI, and any that follow her will have to work very hard just to get by. I do not envy any of those

SPRINGS / Spring 2016 / 51

“There are many things I appreciate about Lynne Carr! She truly cares about SMI and the membership. She is a master of organization. She has a track record of putting together great events.

She managed all the disparate opinions and positions to put together a great inaugural SMI Metal Engineering eXpo. She is frugal with SMI and its members’ money. She manages the association with little help and a small staff. She is a good person, and fun to be with.”

Dan Sceli, Peterson Spring “Lynne is someone who can manage a bunch of people, negotiate a hotel deal, herd cats and all the while laugh while doing an awesome job. My hat is off to such a wonderful person, lady and someone who I would call a friend. Thanks for all you have done and continue to do, Lynne!”

Gene Huber Jr., Winamac Coil Spring, Inc. “Lynne either was already or made herself well suited for the job in that not only does she remember everybody’s name but also their entire situation. Her organization is beyond belief. She has information coming to her from 100 different angles and she keeps it all straight. She is willing to work on things even when they are not in her purvey,

52 / SPRINGS / Spring 2016

such as being on the NESMA board. But mostly it is just that she is a treasure to work with. She puts the weight on her shoulders and then gives you the credit for doing it. Thanks Lynne.”

Ted White, Hardware Products Company “Lynne, you faced many obstacles over the last 20 years. The way you negotiated them inspired everyone around you. A special thank you for always being responsive with business issues, and on a personal note, thanks for always making my wife and I feel part of the SMI family. Congratulations, you rock!”

Dan Foster, Industrial Steel & Wire “I have known Lynne for her entire tenure at SMI and have always admired the wonderful qualities she brings to SMI. These qualities really got tested in 2008 shortly after Reb Banas became president of SMI. One day Reb called me and asked if I would head the magazine committee. We had a full-time editor and a new executive director and the job would only take a small amount of time. Having been a magazine editor in college, I accepted.

The next day the full-time editor quit for a better position and shortly thereafter the new executive director was gone

and Lynne and I were all alone with the magazine.

Needless to say it was a challenge, and one that Lynne rose to. We quickly hired a new managing editor (Gary McCoy) and the three of us set the direction for the magazine and chose the topics to be covered. Then Lynne took these concepts and transformed them into four issues a year of an even better publication than when we had a full-time staff person. And she did this while handling the duties of the executive director. We also reinstated the annual membership directory, digitized the back issues of the magazine (a major project), as well as improving the content of the magazine.

I worked with Lynne for six years and she never let me, the magazine or the association down. A real professional with a warm heart who was always there for the association and its members.”

Richard Rubenstein, Plymouth Spring Co., Inc. “How time flies. It is hard to believe that Lynne is celebrating her 20th year with SMI—a wild group to work with.

Lynne has seen some interesting and challenging changes in her career. I cannot say enough about Lynne. She is a warm, sincere person with the patience of a saint! She is a great fireman—and

there have been many fires she has taken care of. She is very detail oriented (thank goodness) and to her credit, the organization has flourished under her guiding hands.

We should all be very grateful to Lynne —though I just can’t seem to convince her to stop smoking! All said, she has been a wonderful lady to work with. Much love and congratulations to Lynne!”

Bud Funk, Fourslide Spring and Stamping, Inc.

went through several trying issues together but she always kept her cool and managed to find the silver lining. Congratulations and a big ‘thanks’ for all of the great times.”

Luke Zubek, PE, Former Technical Director

SMI Staff

“Lynne is a great model of hard work and dedication to me. Thank goodness we are a lot alike but still get along so well! Needless to say, she has been a wonderful boss and friend. Thanks and congrats, Ms. Know-It-All.” Dina Sanchez, Administrative Coordinator

“Lynne Carr has been my friend and co-worker for 20 years. What can I say about Lynne? That’s easy because there are no negatives. Lynne is one of the hardest working people I have ever known. She is honest, straightforward and trustworthy. What you see is what you get and you get a real winner. Happy 20th with SMI, Lynne.”

Jim Wood, Retired Independent Compliance Consultant

“I have very much enjoyed working with Lynne on the magazine over the last several years. She is very easy to work with and a fun person to be around. (I love her dry sense of humor.) Lynne sets high standards for her projects and really cares about the quality of the end product. Congratulations to her for her 20 years of great work for SMI!” Sue Zubek, Art Director, Springs Magazine

“The years spent with Lynne were some of the most memorable times of my working career; as we said, ‘there was never a dull moment.’ We

“It has been a pleasure to work with Lynne Carr over the past eight years. She warmly welcomed me when I dove head first into producing my first magazine in

2008. She has always been available to provide advice, assistance and encouragement. Lynne works hard, has a great sense of humor and enjoys pouring her life into the work of SMI. It readily shows by the success of the organization. I count Lynne as a friend and someone I thoroughly enjoy working with. Congratulations on 20 years of service to SMI!” Gary McCoy, Managing Editor, Springs Magazine n

SPRINGS / Spring 2016 / 53

54 / SPRINGS / Spring 2016

Exploring the U.S. Productivity Paradox

By David Finegold, RAND Corporation and Geoff Mason, National Institute for Economic and Social Research, London, England (Editor’s note: This article on employee productivity was originally published in the March 1995 issue of Springs. Readers will find it interesting to review the thinking on workplace efficiency from more than 20 years ago.)

D

oes a better skilled workforce lead to higher levels of productivity? For those interested in answering this question, the U.S. case appears to pose a paradox.

On the one hand, most experts agree that education and training are crucial to cope with the accelerating development of new tech nologies a nd increasing international competition. There is widespread concern that large portions of the U.S. workforce lack the skills necessary to compete in the global economy (OTA, 1990).

At the same time, the U.S. remains the world leader in labor productivity and appears to have increased its lead over some of its main rivals in the last few years (McKinsey Global Institute, 1993; van Ark and Pilat, 1993).

In order to try to resolve this paradox, RAND and London’s National Institute for Economic and Social Resea rch (NIESR) conducted a joint study which examined the sources of productivity differences in two manufacturing sectors in the U.S. and Europe (Springs, May 1994). The two sectors chosen for the study were metalworking, which included springmakers, as well as pump and valve manufacturers, and food processing (cookie-makers). These sectors represent very different types of business, with metalworking featuring more customized products and relatively high skill demands, while food processing relies heavily on automation and marketing.

This article presents our preliminary findings for the metalworking sector, with particular illustrations from the springs industry. Among the key questions that the study addressed were: • Is the U.S. in fact more productive than its rivals when controlling carefully for product type and quality?

• What factors account for the apparent U.S. productivity advantage?

• Does the U.S. education and training system, including training within firms, produce a higher level of skills than is suggested by comparisons of only formal qualifications?

• Alternatively, if U.S. firms have attained high productivity levels in spite of relatively low levels of skill, how has this been achieved?

There is widespread concern that large portions of the U.S. workforce lack the skills necessary to compete in the global economy (OTA, 1990).

At the same time, the U.S. remains the world leader in labor productivity and appears to have increased its lead over some of its main rivals in the last few years.

Productivity Comparisons As managers are well aware, making meaningful labor productivity comparisons across plants, much less across plants in different countries, is a very difficult task.

Because the product mix in each of the metalworking plants we visited differed substantially, we were not able to relate total output to total labor input; instead, we compared the direct labor inputs for certain key operations (setup, machining) required to produce a similar product.

In the springs industry, for example, we compared the average actual per person hours of direct labor required to produce springs of certain dimensions, material and other design specifications.

Our results showed U.S. metalworking firms with a substantial productivity advantage, producing 25 percent more output per hour worked than the Netherlands and over two-thirds more than Britain. These results are comparable to aggregate comparisons of value-added per worker for the metalworking sector based on data from the Census of Manufacturers in each country.

Before springmakers become complacent, however, there are some important caveats to keep in mind: • The U.S productivity advantage was much greater in pumps and valves than in springs, where the best performing Dutch and British plants achieved productivity levels equal to their U.S. counterparts; • Recent productivity comparisons with other countries suggest that Japanese firms in particular

SPRINGS / Spring 2016 / 55

have caught or surpassed the U.S. in some areas of metalworking (McKinsey Global Institute, 1993; van Ark and Pilat, 1993).

How U.S. Gains Productivity Leadership The main focus of our study was not to measure productivity differences across countries, but rather to identify possible explanations of productivity differences.

We looked at four main factors: economies of scale, work organization, capital equipment and skill levels.

Economies of Scale One of the main drivers of the overall U.S. advantage in direct labor productivity continues to be economies of scale. Many U.S. plants, particularly those producing relatively standardized goods, are able to produce similar quality products in much larger batch sizes than their European counterparts. This advantage derives in large parts from the U.S.’s large domestic market and relatively lower levels of low-cost imports. Economies of scale, however, were much less apparent in the springs industry, where the mix of batch sizes was more diverse and unpredictable than in pumps and valves.

If economies of scale were to be factored out of the productivity comparisons, the U.S. performance would look far less impressive. For example, if we just compare average setup times for similar machines, then skilled

workers in the Netherlands were typically able to set up a new job in about two-thirds of the time required for U.S. setter-operators. Since U.S. production runs are, on average, significantly longer than in the Netherlands, the result is a lower average set-up time per unit of production in the U.S. compared to the Dutch plants.

Adoption of Lean Production Practices Another possible explanation of the U.S. productivity advantage is that American metalworking firms have adopted “lean production” practices first introduced by leading Japanese companies and then emulated by large U.S. firms (Womack, 1990; Osterman, 1994). In our study, however, we found little evidence that springmakers and other metalworking firms have followed the advice of James Ashton and Frank Cook (Springs, October 1989) and attempted to “Reform Job Shop Manufacturing” by introducing practices such as Just-In-Time (JIT) production, cellular manufacturing, Total Quality Management (TQM), continuous improvement, selfmanaged work teams, etc.

The most common change we found was a new approach to quality, with a shift from separate quality departments and inspection of output toward TQM and reliance on statistical process control (SPC). Effective use of SPC requires accompanying training for workers in how to produce and interpret graphics and how the SPC process fits into the overall production strategy. Some U.S. firms have also reengineered their processes to create more efficient cellular production. In addition, American managers have been more aggressive in downsizing than their European counterparts, with the result that they have lower ratios of indirect to direct labor than their Dutch or British rivals.

Most of the other attributes of a lean production environment were rarely present. Few firms, for example, have introduced fully self-managed teams or systematic job rotation to broaden skills. And though many of the large spring customers have moved toward JIT production, the spring companies themselves tend still to rely on stores of materials and finished goods in order to insure that they can meet JIT delivery schedules.

Creative Innovation We did find some innovative exceptions to this rule.

One small U.S. springmaker decided to try a variation of the Big Three automakers’ JIT policies. He requested that his materials suppliers place one month’s worth of wire on consignment in his plant that he would then pay for as he used it; in return, he promised them an exclusive, one-year contract. Two suppliers turned him down, but a third accepted. The result was that he was able to cut one-third of his $750,000 in inventory costs, with further savings of $200,000 projected for this year, while at the same time significantly improving his delivery times for customers. The other two suppliers have now asked to bid

56 / SPRINGS / Spring 2016

for this contract when it expires and he is extending the same principle to other parts of his operation.

Capital Equipment There is a huge variation in the extent to which U.S. firms have installed productivity-enhancing, microelectronic-based technology. We found plants competing in similar markets, some of which had invested millions in highly automated production cells, while others were still contemplating the purchase of their first computer-numerically controlled (CNC) machine. Overall, recent U.S. capital equipment was roughly the same age as in Britain and older than the Dutch sample, although heavy recent investments in machinery during the latest economic recovery have significantly modernized the U.S. plants. The U.S. sample as a whole fares somewhat better in a comparison of the percentage of work on CNC machines because of the earlier introduction of this technology in many American plants.

We also found that the U.S. compared well in terms of machinery maintenance and utilization. First, like the Dutch but unlike the British, most U.S. plants had introduced some program of preventive maintenance in an effort to reduce time lost to unscheduled breakdowns and emergency repair. In addition, it was far more common in the U.S. to find in-house machine adaptations and second hand equipment that had been upgraded and refurbished

The U.S.’s more open-ended, less age­ bound approach to on-the-job training also provides ongoing opportunities for skills improvement, in contrast with Europe where training is heavily concentrated at the start of a career.

This reliance on informal, on-the-job learning, however, also carries heavy costs in supervisor time and foregone output that are often not measured by the plants themselves. than in the two European countries. In the smaller U.S. plants, these innovations were often the work of the general manager/owner, while the large plants relied on hands-on manufacturing engineers working closely with production workers.

Skills At first glance the U.S. productivity advantage cannot be attributed to higher levels of worker skills. In Europe, a majority of skilled workers and technical support staff

Elgiloy Haynes Hastelloy Inconel C

Incoloy

M

Y

Monel

CM

MY

CY

CMY

K

STRETCH YOUR OPTIONS

Your business expands and contracts, which is why Elgiloy Specialty Metals has more than 50 exotic alloys in stock right now. Our ability to deliver exactly what you need, in strip, wire, and bar, rolled and drawn to your specifications, is what has won us the loyalty of manufacturers around the globe. From 2 pounds to 20 tons you can trust Elgiloy to deliver on your high performance alloy requirements.

Titanium MP 35N Nimonic

Call Elgiloy at 888-843-2350 or email wire@elgiloy.com or strip@elgiloy.com Elgiloy is a trademark of Elgiloy Specialty Metals. MP35N is a trademark of SPS Technologies.

Haynes 25 is a trademark of Haynes International. Inc. Inconel, Incoloy, Monel are trademarks of Specialty Metals Corp.

www.elgiloy.com

SPRINGS / Spring 2016 / 57

had gone through a formal metalworking training course, either in a full-time vocational school or apprenticeship.

In the U.S., by contrast, only 15 percent of operators and setters indicated that they had acquired the skills for their current job through post-secondary vocational course. The most common way individuals learned their skills was through informal on-the-job training.

This shop floor skills gap is partly compensated for by a more intensive use of college graduates in key technical positions (R&D, engineering, production management, etc.); in the U.S., more than 30 percent of technical staff have a college degree compared with 20 percent in the Netherlands and 10 percent in the U.K. The U.S. also has less obvious means of generating skills.

Most firms we visited pay course fees for individuals who attend college on their own time. Although the numbers attending are often small, this is a key route of progression for the most able production workers seeking to move into supervisory or technical positions. In addition, several of the firms filled some of their key technical and managerial positions with immigrants who had learned their skills in a European apprenticeship program.

The U.S.’s more open-ended, less age­bound approach to on-the-job training also provides ongoing opportunities for skills improvement, in contrast with Europe where training is heavily concentrated at the start of a career.

This reliance on informal, on-the-job learning, however,

94.8% Made in America

Every JN oven and paint system is made with 94.8% American content and proudly bears the MADE IN U.S.A. label. In fact, all of our products are designed and built in our Chicago fabrication plant with over 85 years of experience in the Spring & Stamping Industry.

Call today and let us fabricate or rebuild a custom oven for you, right here in the U.S.A.

JNMachinery 1081 Rock Road Ln., East Dundee, IL 60118 Tel: 224.699.9161 • Fax: 224.699.9186

j n m a c h i n e r y. c o m 58 / SPRINGS / Spring 2016

also carries heavy costs in supervisor time and foregone output t hat a re of ten not measured by t he plants themselves. Most spring managers estimated that it takes one to two years for a new production worker to become fully proficient at setting and operating a narrow range of machines.

As with capital equipment, we found a huge variation in the attention that firms devote to workers’ skills, from no training courses to major efforts to upgrade skills of all workers. In one of the newer spring plants that we visited, training is not only viewed as a means of improving quality, efficiency and flexibility (by enabling workers to move more easily among different operations), but is also a key marketing tool. The company has set up a separate training room where individuals can use selfstudy materials as well as receive information on outside college courses. This training facility has helped the firm win some new contracts from large Japanese customers who see it as a sign of the springmaker’s commitment to workforce quality and continuous improvement.

In some cases, however, the requirements for high quality training are beyond the means of a single employer.

One example of a cooperative training venture is the New England Spring and Metalstamping Association (NESMA) that runs 12 week off-the-job training courses for new machine operators to learn basic setups and some essential aspects of shop math, blueprint reading and quality control procedures. The objective is to reduce the time lost by member companies if skilled journeymen have to start from scratch in training new people starting on the shop floor.

Cooperative Training Another example of a cooperative training effort is the Chicago-based Tooling and Manufacturing Association (TMA) which runs apprenticeships and a range of other training courses for toolmakers and other skilled trades.

In 1993-1994 the TMA had a total of 474 apprentices from 261 different member companies, said to be the largest locally-based metalworking apprentice program in the U.S. Like NESMA, the TMA has been able to secure substantial state funding assistance to provide additional technical education courses (CNC programming, CAD, machining), although the apprenticeships continue to be funded exclusively by the membership.

These two examples of successful initiatives by firms to meet common training needs depend on the existence of a “critical mass” of similar employers in a region and a willingness and mechanism to act collectively. In many other localities and different branches of metalworking, employers are largely “on their own,” or still act as if they were. As a result, they are tempted to take the shortcut of cutting back on training of inexperienced young people wherever possible. This problem is exacerbated by the Catch-22 which many employers’ hiring practices create for young people: A strong preference is given to

individuals with prior experience in the sector, but they cannot get that experience unless managers are willing to give them an opportunity and train them.

Conclusion American metalworking firms continue to lead their European competitors in labor productivity, but this lead may be under threat. As low-cost foreign competition increases and the pressures to reduce batch sizes intensify as a result of JIT production, economies of scale (one of the main sources of U.S. productivity leadership) will come under pressure.

Likewise, while some firms have raised performance by adopting elements of lean production, the majority still have to undergo the reengineering process. And while many U.S. companies have started to invest in new machinery and upgrade their existing equipment, the U.S. machine tool base is on average older than at any point since World War II, despite the potential of new CNC technology to offer huge benefits in flexibility and productivity.

In the skills area, our study revealed that the U.S. has relatively low levels of formal initial training, but compensates for this through on-the-job training, greater use of college graduates, and programs to encourage individuals to pursue additional qualifications on their own time. The generally weak links between education and training institutions and employers and the lack of formal training programs in many firms may make it difficult to cope with new technological demands.

New initiatives, such as SMI University or the pilot partnerships between colleges and employers launched under the School-to-Work Opportunities Act, may provide vehicles for addressing these skill needs. n References Ashton, James E., and Frank X. Coor Jr., “Time to Reform Job Shop Manufacturing,” Springs, October 1989, pp.95.

McKinsey Global Institute, Manufacturing Productivity, Washington, D.C., October 1993.

United States Congress. Office of Technology Assessment, Worker training: Competing in the New International Economy, OTA-ITE-457, Washington, O.C.: U.S. Government Printing Office, September 1990. van Ark, Bart and Dirk Pilat, “Productivity Levels in Germany, Japan and the United States: Differences and Causes,” Brookings Papers: Microeconomics 2, Washington, D.C.: The Brookings Institution, 1993.

David Finegold is a political scientist working on international comparisons of education and training and industrial performance at RAND. Geoff Mason is an economist at the National Institute for Economic and Social Research in London who has led several studies in projects analyzing skills and productivity in matched plant samples.

The study of the spring industry is part of a larger joint RAND-NIESR project analyzing the relationship between skills and productivity in the precision engineering sector.

The BEST Music & Oil Tempered Wire Is Made Here In The U.S.A.

You a re

e never far from our wir

Call Mount Joy Wire at 1-800-321-2305 with your specific application and let us show you how we can help! www.mjwire.com 1000 East Main Street Mount Joy, PA 17552 Tel. 717-653-1461 Toll Free 800-321-2305 Fax 717-653-6144

SPRINGS / Spring 2016 / 59

SpringWorld® 2016

Join thousands of your colleagues this fall in Rosemont.

SpringWorld provides a unique opportunity to network with other spring manufacturers and wire formers: •

The premiere spring show since 1960.

•

A global showcase for suppliers to the spring and wire form industry from 15 countries.

•

See the newest technology available to improve your productivity, quality and service.

•

One-on-one discussions with others who share your concerns offering new insights for your business.

•

Attend free educational seminars offered by exhibitors on the show floor.

We’ll see you at

SpringWorld® 2016 www.casmi-springworld.org 60 / SPRINGS / Spring 2016

October 5-7

Donald E. Stephens Convention Center Rosemont, IL

©iStockphoto.com/Björn Meyer

Plan now to attend!

©iStockphoto.com/Björn Meyer

Springmaker Spotlight

A Rewarding Career: George Fournier Celebrates 50 Years in the Spring Industry

By Gary McCoy, Managing Editor

“R

ewarding. That’s the only thing I can say,” remarked George Fournier as to what it has meant to be a part of the spring industry for the past 50 years.

Fournier will celebrate 50 years in the industry after already achieving another milestone earlier this year: 35 years of employment at Acme Monaco in New Britain,

Connecticut, where he serves as vice president of engineering.

Fournier says all facets of his career have been rewarding.

“Dealing with customers, working with technical designs, working with people in the plant, developing relationships in the plant, developing relationships outside the plant, developing a relationship with the

owners,” explained Fournier. “It’s been a rewarding career. I don’t think I would change a thing. I did it the way I wanted to do it.”

Fournier says he has no desire to retire.

“I enjoy what I do, and I’ll just keep on going until I’ve decided I’ve had enough.”

SPRINGS / Spring 2016 / 61

Getting Started Fournier is a lifelong Connecticut resident. He attended grammar school and one year of high school in Southington.

After his freshman year at Southington High School, Fournier said he didn’t see any reason to be there because the school did not offer anything he was interested in.

A chance encounter with the assistant principal of the school led him in a different direction. He told the school administrator that he loved to draw and was mechanically inclined. The assistant principal suggested that Fournier try a technical school.

He applied to E.C. Goodwin Technical High School in New Britain, passed the test and completed his studies there in 1966 in the machine drafting curriculum.

“My parents offered to send me to college after I graduated, but I said, ‘No, let me go out on my own for a while and see what happens.’”

He chose the road of the spring industry and never looked back.

“The magic day for me getting started in the spring industry was June 27, 1966.” That’s the day he started working in the engineering department at Stanley Industrial Components, a division of Stanley Works.

Fournier said little by little they weaned him into tool design for the fourslide and power press areas of the plant.

He did that for nearly 10 years, gaining lots of valuable experience.

“The benefit of all that was I got to work with the people in the plant. These guys showed me all the ropes, all the tricks, how they did things, and it was a heck of

62 / SPRINGS / Spring 2016

an education for me,” said Fournier with appreciation. “I learned a lot from the guys, and I still respect them today, although now they’re probably long gone. Time goes on.”

After Fournier was involved in the design area, he became fully immersed in all facets of the spring industry, with compression springs, torsion springs, secondary operations, secondary machining operations, along with the press and the fourslide areas.

In 1968 Fournier’s boss asked him if he would be interested in continuing his education. He said yes and earned a degree with honors in mechanical engineering.

Of his engineering studies, Fournier said with a laugh, “I hardly ever had to open a book because of the experience I was getting at the plant.”

Fournier said during the early days of his career he relied on his trusty slide rule, which he still has in his desk drawer at Acme Monaco.

“The average spring design, from when I got started to finishing the design and calculating all the necessary tolerances to make sure it was feasible, probably took a good 45 minutes,” he explained.

When Texas Instruments and Hewlett Packard came along with scientific calculators in the late ‘60s and early ‘70s, Fournier said his spring design time using the calculator was cut down to about 20 minutes. Now computers do the design in a matter of minutes.

Moving On After gaining valuable experience and his engineering degree, Fournier left Stanley Industrial Components after “going as far as I could.” An opportunity with another

“The benefit of all that [tool design experience] was I got to work with the people in the plant. These guys showed me all the ropes, all the tricks, how they did things, and it was a heck of an education for me,” said Fournier with appreciation. “I learned a lot from the guys, and I still respect them today, although now they’re probably long gone. Time goes on.”

spring company came along, but Fournier only lasted 11 months there. “That sometimes happens when you change jobs,” he explained.

In 1981 Fournier interviewed with John Karabin, owner of Acme Monaco, and he hired him on the spot.

Now some 35 years later, Fournier has worked with three generations of the Karabin family.

“Acme Monaco has been a great company to work for,” Fournier said. “It’s family-owned, and we’re now moving into the third generation taking over. I knew these kids when they were babies, and now they’re working here.”

When Fournier arrived at Acme Monaco there was no engineering department, so his first task was to establish that area. He then went on to set up and oversee the company’s quality assurance department.

With those areas in place, Fournier got involved in sales engineering and has had the opportunity to travel across the world to see customers.

“I still do a lot of sales engineering, helping out customers with their new designs,” explained Fournier.

He says a lot of what he does is troubleshoot.

“I work with customers and they feel free to contact me,” he said. “I think I’ve earned a lot of their respect over the years.”

As president of Acme Monaco, Thomas Sebastian has worked with Fournier for many years.

“George has the unique ability to both apply his vast knowledge in designing a high quality product for our customers, as well as teach and advise our employees in the basics of spring design.”

Giving Back Fournier has given back to the industry through his involvement in the New England Spring and Metalstamping Association (NESMA), serving as a board member and president of the organization.

He said there was a time when springmakers kept all their secrets “close to the chest” and let little information out. Fournier said that’s not the case anymore, with information being readily accessible.

Fournier describes NESMA as being an organization where members can trade ideas and talk about the business as “friendly competitors.”

“There’s enough business out there for all of us,” he said.

During his time at NESMA, Fournier has been a strong advocate for education. This has led to the creation of a spring training program with the Bristol Board of Education and Rowley Spring to help train new workers for the spring industry.

“By the time they’ve finished the program, they have a good basic foundation,” explained Fournier. “The students in the program have a long way to go once they graduate, but at least they have some training and NESMA members have a pool of potential workers to draw from. That’s the whole idea and we need more of that.”

Fournier has also been part of the technical committee at a local high school. The committee has held a seminar

www.vulcanspring.com

When you need a quality custom spring with fast turnaround, you can count on Vulcan Spring & Manufacturing Co. sales@vulcanspring.com | Phone: 215-721-1721 | 501 Schoolhouse Road, Telford, PA 18969

SPRINGS / Spring 2016 / 63

George Fournier in the parking lot of Acme-Monaco with his beloved Ford Mustang convertible.

once every two years where students and parents have the chance to learn more about careers in manufacturing, including making springs and metal forms.

He says part of the effort is to help parents understand that college may not be the only choice available to their son or daughter.

“We tell them there are alternatives in manufacturing where you can make a really good living,” said Fournier.

“I tell them there is a silver lining here: ‘If you want to better yourself, let the company send you to school, like I did.’ I use myself as an example.”

Fournier says part of the education process is helping students and parents understand that manufacturing is no longer done in a dingy, dark and dirty environment.

“If I brought you into our plant, you’d be surprised,” explained Fournier. “We have clean, waxed floors and

64 / SPRINGS / Spring 2016

machines that run all the time. Plus, most parents and students don’t realize how computerized and automated our operations are here.”

Giving Customers What They Want “My business philosophy is, ‘Give the customer the best that you can and always be honest,’” Fournier said emphatically. “Nothing else matters.”

He said of course every springmaker wants to give each customer the best price possible.

“Once you have a customer you want to keep them happy. Even though at times that may irritate you a little bit, he or she pays the bills!”

Through the course of his career, Fournier has made many friends including some that are no longer alive or active in the industry. He said many relationships have

Fournier says part of the education process is helping students and parents understand that manufacturing is no longer done in a dingy, dark and dirty environment. “If I brought you into our plant, you’d be surprised,” explained Fournier. “We have clean, waxed floors and machines that run all the time. Plus, most parents and students don’t realize how computerized and automated our operations are here.”

endured over the years, to the point “where you feel comfortable enough to be very candid about a lot of things.”

He said the key is a mutual respect on both sides.

Enjoying Life Outside of the Business Fournier has been married to Maria for 32 years. He has a stepson, John, who recently turned 42.

“I met John and came into his life when he was eight years old and we immediately hit it off,” said Fournier.

“Our relationship was always with the understanding that his dad was always going to be his dad and I would there to help him if he needed me. That was the understanding and it worked out well."

Fournier has one grandson who’s 18 and contemplating a career in information technology.

Outside of work, Fournier spent many years riding a motorcycle. After having his fill of that hobby, Fournier bought his first antique automobile and spent many years restoring cars.

His crowning accomplishment was his purchase of a 1965 Falcon Sprint, a two-door hardtop. “It was my pocket rocket,” said Fournier with a laugh.

Fournier bought the vehicle from a kid in the Navy, after seeing an ad for it in Hemmings Motor News. “I drove up to Albany and he drove down from Schenectady,” he recalled. “I bought it on the spot and drove it home with illegal plates.”

After stripping the vehicle down, he sent it out to be painted.

“It was four wheels and a body,” he recalled. “Everything else was out of it. After I got it back and put it together, it won the Falcon Club of America Best in Class award.”

He kept the car for 16 years before selling it and eventually got out of the car restoration hobby.

To keep alive the memory of his 1965 Falcon Sprint, Maria had a coffee mug made with a picture of the vehicle on it.

As a lifetime owner of Ford vehicles, his pride and joy now is a white Ford Mustang convertible. “It stays in the garage all year long, and I only drive it on nice days.”

When the weather is not cooperative, Fournier uses his “daily driver,” a relatively new Ford Focus.

With his days of motorcycles and car restoration behind him, Fournier says he’s looking for a new hobby.

When asked how people would describe him, Fournier paused and said, “Friendly and outgoing. I don’t gossip, I can be a confidante,” he said.

He said, “You treat people like you want to be treated.

It doesn’t matter who they are, it doesn’t matter what color they are. We’re all on this earth together.”

As Fournier celebrates the 50-year mountaintop in his career, it’s safe to say that many of his co-workers, customers and friends will rise up and say “thanks” for sharing his talent, personality and leadership skills with them. It’s a rewarding career that has blessed many who have crossed his path. n

SPRINGS / Spring 2016 / 65

The enhanced 2016 Torin FZ Series Spring Coilers!

Your length gauge is easy to view atop Torin’s built-in mount

New ergonomic guard promotes safety in your shop

Intuitive state-of-the-art controls

Sleek, updated styling from an American work horse Easier-to-access grease points to keep your machine in top shape

Fast and simple program creation

Integrated tool tray for added convenience

Left hand configuration now available for special applications

Compression Spring

Coilers available to accommodate wire diameter ranging from .003” to .750”

Parts Per Hour 26,000 Wire Diameter .042” Free length 1.25” Coils 13

The same speed, versatility, and reliability you have come to trust with added features for your efficiency.

Machines in stock! Call to reserve yours today!

Torin Spring Coilers | Connecticut, USA 66 / SPRINGS / Springwww.fenn-torin.com 2016

| 860.259.6600 | sales@fenn-torin.com

©iStockphoto.com/kertlis

IT’S HERE:

Book Corner ©iStockphoto.com/kertlis

Steel: From Mine to Mill, the Metal that Made America

I

n “Steel: From Mine to Mill, the Metal that Made America,” Brooke Stoddard has done an excellent job of weaving together the history of steelmaking, especially in the U.S. He also gives some great insights into the people who made it all happen, and the trial and error nature of advances. He initially wrote the bulk of the book in the early 1980s. It was not until 2015 that Stoddard found a publisher.

That long lag is unfortunate, as I would have very much enjoyed reading this book when I started in the industry in the 1980s.

While the focus of the book concerns how “steel made America,” there is an excellent introduction regarding the history of metals. Stoddard starts in

A key aspect to this history is the ingenuity of individuals who worked with metals. None were metallurgists. On the contrary, they were inquisitive individuals, who through much trial and error—often based on necessity—found ways to improve the production of metals. the Stone Age and discusses the purity of metals from meteors. We learn that tribesman in the Near East began to mine ores about 2500 B.C. The real breakthrough came about in a region between the Black and Caspian Seas in 2000 B.C. as the Chalybes invaded the region and, through trial and error, learned that they could produce a metal stronger than bronze by hammering, reintroducing to heat, hammering some more and then cooling. Thus around 1800 B.C. the Iron Age begins. We see tools for cultivation, cooking, and war being the main focus.

One of the most interesting aspects of this introduction was the global nature

of metalworking and the fact that many countries that supply metals today have a very long history in this area. China had early smelters that developed cast iron. Around 400 B.C., workers in India developed steelmaking methods that would be unsurpassed for 2000 years.

Stoddard talks of how the early Romans discovered quenching to make iron stronger and harder. The Romans were

particularly fond of Indian steel. They also had great respect for steel that came out of Spain and was supplied by Carthaginians. Britain, France, Scandinavia and of course Japan, could all lay claim to the importance of steelmaking in their histories. (His detailed discussion of Japanese sword making is very interesting.) He points out how the Germans around 1300 figured out how to force a

SPRINGS / Spring 2016 / 67

We then learn about Fredrick Wood, who was instrumental at designing much of the Sparrows Point mill. He developed machines for removing steel from ingot molds and improved processing methods. From 1875 to 1895, Wood cut the cost of making steel rails form $60.20 a ton to $23.12 a ton. By 1895, the Bessemer work at Sparrows Point produced 300 tons a day!

There were many reasons for the huge growth in steelmaking in the U.S. The author cites factors such as abundant resources, social Darwinism, our laws, property rights, immigration as a constant source of cheaper labor, and our freewheeling spirit as key factors in steel’s growth. He

Reviewed by Bill Torres, Gibbs

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

©iStockphoto.com/crossroadscreative

68 / SPRINGS / Spring 2016

Springmakers get some attention in the history of metals as well.

In 1740, Benjamin Hunstman was a clock maker who was displeased with the quality of the springs in his time pieces.

He was using at that time Swedish and German steel.

But there was too much variability in the product. Through years of trial and error (here is that phrase again), Huntsman developed a cast steel that was very popular and adopted by the producers of Sheffield.

also notes the costs it meant in regard to using up natural resources and pollution.

We are exposed to the history of U.S. steel including: interesting details on the growth of steel in the 1920s; major labor issues; how the wars effected the production of steel; and a detailed discussion of the Great Lakes region as a source of ore for the furnaces.

The rest of the book is an overview of steelmaking in the 1980s with some additional chapters updating what has happened in the industry. What I really liked about this section is that the author basically takes us on perhaps the best mill tour one could ever go on. We see each phase of steelmaking close up, and we get to hear about steelmaking from the people who produce it every day.

The photographs and illustrations in this book are also excellent. The photos show the enormity and complexity of steel plants, the beauty of molten metal, the size of the equipment, fascinating examples of the history of metals, and ancillary aspects of the steel making process such as the barges and boats that brought coal for the coal ovens. The illustrations are also very useful as they include drawings of blast furnaces at Sparrows Point and the elements of an open hearth shop.

Many of the most popular books today appear to succeed because they have taken science and added very interesting stories to the mix. Moreover, the explanation of the science is done in a way that makes it easy to follow for the lay reader. This book fits that mold. It is a very interesting story that was well written and it exposes one to the science of metal in an informative way without getting too technical.

I hope that the author will continue to update this book. We are going through major changes in the supply of metals.

The effect of China on metals and raw materials is profound. What effect will 3D printing have on metal supply? What is likely to happen in automotive regarding the use of aluminum versus steel? I hope Stoddard will use his excellent research and writing skills to create future editions of this interesting book. n

wongwean/Shutterstock.com

strong blast through their bellow, creating the blast furnace.

Another key aspect to this history is the ingenuity of individuals who worked with metals. None were metallurgists.

On the contrary, they were inquisitive individuals, who through much trial and error—often based on necessity—found ways to improve the production of metals. For example, the deforestation in Britain led by necessity to stoking hearths with coal. Abraham Darby then uses coke (roasted coal) to produce a superior product at a lower price.

Springmakers get some attention in the history of metals as well. In 1740, Benjamin Hunstman was a clock maker who was displeased with the quality of the springs in his time pieces. He was using at that time Swedish and German steel. But there was too much variability in the product. Through years of trial and error (here is that phrase again), Huntsman developed a cast steel that was very popular and adopted by the producers of Sheffield.

The author, after this excellent discussion of the age of iron, takes us through the period of 1850 to 1950 which he calls the century of steel. This section discusses William Kelly who worked secretly in the woods to refine pig iron.

He also describes the work of Henry Bessemer, a very important figure in the history of steel who developed the convertor that bears his name. With this convertor, he was able to produce large quantities of steel cost effectively by blowing air in the bottom and tilting the convertor to pour out liquid metal. Bessemer’s convertor made it possible to manage the conversion process to keep in some carbon to form steel.

Andrew Carnegie is also discussed at length, and rightfully so. He saw the advantages of the Bessemer convertor.

He also recognized the importance of economies of scale and the importance of owning natural resources. But the author also points out the difficulty of working conditions in the mills and labor strife at Carnegie Steel.

He presents statistics that show the growth of steel production in the United States. For example, in 1867 the U.S. produced 22,000 tons of steel; in 1873, it had increased 10 times. By 1880, it was 1.3 million tons. In 1890, it was 11.4 tons making the U.S. the clear leader in worldwide production,

wongwean/Shutterstock.com

Global CTE News Highlights New Program Funds Two-Year College Scholarships

I ©iStockphoto.com/crossroadscreative

n January 2016 the Muskegon Area Promise announced they have surpassed the one million-dollar mark in their efforts to fund a new two-year countywide college scholarship.

The Promise scholarship, for resident Muskegon Area high school graduates with a 3.5 grade-point average or higher, is already benefiting 14 college students enrolled at Baker College of Muskegon and Muskegon Community College. To be eligible, the 2015 Promise Scholars must have graduated from Muskegon, Muskegon Heights or Holton High Schools. Graduates from these same high schools are eligible in 2016, and then the scholarship extends countywide for all 2017 high school graduates.

The project was kick-started in October 2015, when four Muskegon, Michigan area businesses announced their $400,000 collective investment in the project. Hines Corporation (owner of SMI member company Michigan Spring & Stamping), Nichols, ADAC Automotive, and

the Alcoa Foundation were the first gold level investors in the program.

“These funds are critical to a l low i n g Mu sk e gon County to capture onehalf of the growth in the existing state education tax beginning in 2017,” said Steve Pa rker, Muskegon A rea Prom ise Aut hor it y board chair. “By law we had to fund the first two years privately. In future years we will be funded both privately and with the tax capture. If property values continue to climb, we anticipate being fully funded through the tax capture as early as year six and beyond.”

“This is a game-changer for the Muskegon area,” said Muskegon Area Intermediate School District (MAISD) superintendent John Severson. “From the first day of preschool, we will work with our children and their families to make going to college a reality.”

“I have personally seen three things happen in communities with a Promise: the population and economic activity grows, students become more serious about high school and their grades improve, and students are more likely to enroll and persist in college,” Severson said.

“The Muskegon Area Promise will not only improve our education base, but also help fill persistently vacant skill-based jobs, and ultimately lead to the opening of new businesses and the expansion of others in the Muskegon area,” said Parker.

For more information, visit www.muskegonareapromise.org. n

SPRINGS / Spring 2016 / 69

©iStockphoto.com/seraficus

70 / SPRINGS / Spring 2016

Inside SMI ©iStockphoto.com/seraficus

SMI Board of Directors Installed at Dana Point Meeting

A

new executive committee and board of directors were installed at SMI’s 2016 annual meeting in Dana Point, California. Congratulations to this outstanding group of volunteers.

SMI Executive Committee

• Mike Betts (Betts Company) President • Steve Kempf (Lee Spring) Vice President • Bert Goering (Precision Coil Spring) Secretary/Treasurer • Hap Porter (SEI MetalTek) Past President • Dan Sceli (Peterson Spring) Incoming-At-Large

Regional Board Members

• Brett Goldberg (International Spring) Mid-West – 2018 • Bill Krauss (Vulcan Spring) Mid-Atlantic – Website chair – 2017 • Mark DiVenere (Gemco Manufacturing) Connecticut – 2017 • Jeff Wharin and Chris Wharin (Bohne Spring) Canada – 2018 • Hannes Steim (Kern-Liebers) Southwest – 2018 • Melanie Orse (Sound Spring) West – 2016 • Ed Hall (Spring Team) Pittsburgh/Ohio – 2016 • Steve Wunder (Duer/Carolina Coil) Southeast – Regulatory Compliance – 2016 • Don Lowe (Peterson Spring) Michigan– 2017

At Large

• Daniel Pierre III (JN Machinery), Trade show co-chair, Associate chair, – 2018 • Tim Bianco (Iowa Spring), Benchmarking chair – 2016 • Cheri Betts (Betts Company), Spouses chair– 2018 • Ted White (Hardware Products), Magazine chair – 2017 • Frank Foernbacher (Kern-Liebers), Technical chair– 2018 • Charly Klein (Fox Valley Spring), Membership chair– 2017 • Bill Lathrop (Colonial Spring), Trade Show co-chair– 2017 • Don Jacobson III (Newcomb Spring) – 2018 • John Bagnuolo (MW Industries) - 2018 n

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

Gold Sponsors

WIRE Bronze Sponsors

SPRINGS / Spring 2016 / 71

©iStockphoto.com/Studio-Pro

is pleased to partner with

for our next event

October 3 – 5, 2017 Connecticut Convention Center Hartford, CT

Save the Date!

72 / SPRINGS / Spring 2016

Committee Connection ©iStockphoto.com/Studio-Pro

SMI Invites You to Volunteer

T

Associate: To provide advice and assistance in developing educational member services and national meeting program. To counsel SMI officers on matters of mutual interest to members. Chair: Daniel Pierre III, JN Machinery.

Benchmarking: To collect, evaluate and disseminate statistical and benchmarking information for the industry. To improve the

©iStockphoto.com/RapidEye

he hard work of helping shape SMI’s future takes place through the efforts of the association’s operating committees. The committees are made up of member volunteers and the meetings are primarily held during SMI’s annual meeting. Periodic meetings are held throughout the year, as needed.

SMI executive director Lynne Carr is excited to announce that the newest operating committee, the website committee, was recently formed and will be chaired by Bill Krauss of Vulcan Spring.

“We plan to complete a redesign of the SMI website later this year,” explained Carr. “Our new website committee has been formed to recommend additions and changes to the SMI website.”

Carr also announced that Frank Foernbacher of Kern-Liebers has been named as the new chairman of the technical committee.

Every SMI member is invited to join a committee. To help SMI members understand what each committee does, a description is provided below along with the name of each committee chair.

Every SMI member is invited to join a committee. understanding and use of these tools in management of member companies.

Chair: Tim Bianco, Iowa Spring.

Convention Planning: To select and recommend for board of directors approval of site location for semiannual meetings and preand post-meeting tours. To review tax legislation for deductibility of meeting expenses. To recommend education and/or technical travel, both foreign and domestic. Chair: Dan Sceli, Peterson Spring.

Education Committee: To direct and coordinate with other committees the educational, research and developmental activities of the Institute. To develop the educational programs for national meetings, supervising

their presentations and monitoring their effectiveness. To develop programs, seminars and materials to serve the needs of the Institute.

To monitor issues of concern to the industry and advise the board of directors on educational programs to address those issues. Chair: Steve Kempf, Lee Spring Magazine: To provide editorial guidance on policies and articles of current interest (including new and developing technology), to name sources to author general business and technical articles or assist in their preparation and to make recommendations regarding advertising policy. Chair: Ted White, Hardware Products.

SPRINGS / Spring 2016 / 73

Committee Connection

Regulatory Compliance: To promote sound safety and environmental practices in member companies and keep members aware of regulatory activities potentially affecting them; to recommend to the Executive Committee activities to improve or modify the regulatory activities. Chair: Steve Wunder, Duer/Carolina Coil.

Technical: To provide technical guidance for SMI, including special publications, national meeting programs and articles for Springs

©iStockphoto.com/hüseyin harmandaglı, morkeman, PeskyMonkey

Membership: To provide leadership toward the goal of increasing SMI membership. To check qualifications of applicants with respect to Article III of the Bylaws. To prepare membership promotional programs using regional association help if appropriate. To develop and continually update list of potential members.

Chair: Charly Klein, Fox Valley Spring.

magazine. Chair: Frank Foernbacher, Kern-Liebers.

Spouses: To recommend educational and/or entertaining spouse programs for national meetings, to increase participation by new members.

Chair: Cheri Betts, Betts Company.

Ready, to Roll,

Website: To recommend additions and changes to the SMI website.

Chair: Bill Krauss, Vulcan Spring.

For more information or to provide feedback about SMI’s committees, contact Carr at lynne@ smihq.org or 630-495-8588. n

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.

74 / SPRINGS / Spring 2016

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

Hardware Products Launches New Website Building on its 150-year-old legacy of manufacturing custom springs and wireforming products, Hardware Products Company (HPC) has launched its brand new website, featuring enhanced design and increased functionality. The new website brings to life its age-old brand promise, “Spring Manufacturing at its Best,” which is represented through its quality stock spring line, custom made-to-order capabilities, and inventory management program, called springLINK. With streamlined content, simple navigation, and updated image gallery, HPC’s website allows visitors to easily view the company’s extensive spring manufacturing capabilities across different materials and applications.

Designed with the user in mind, HPC’s website ensures all visitors can easily browse the online spring catalog for an

extensive selection of compression and extension springs best suited for their application. Technical product specifications and part numbers are also available as options to specify springs. Visitors are encouraged to interact with HPC through the website’s “Contact Us” page or via the live chat feature.

Ted White, president of HPC, said, “In creating our website, we wanted to make it easier for our users to simply order the springs they need and get back to their jobs faster—improving everyone’s productivity— so our partners can reduce weight and improve performance, productivity, and profitability of the application, while sharing the DNA of our brand, which is what the ‘Spring Manufacturing at its Best’ promise is all about.”

Visit HPC at http://www.hardwareproducts.com.

Torin Retrofit Program Torin’s new electrical retrofit program allows a mechanical spring coiler to be retrofitted at a fraction of the cost of a new machine.

Machine capabilities can be increased through precise, variable speed servo control, giving greater flexibility when making complex springs. Unlimited accurate feed strength is provided by precise servo control. An integrated probe interface enables precise clocking of springs.

Retrofitted machines become simplified with fewer mechanical parts that need future replacement. Valuable mechanical parts that become obsolete in the retrofit process are crated and shipped back to you for use on other machines. Torin offers high-quality OEM parts, a one-year retrofit warranty, and local OEM service and support.

For more information, contact Torin at 860-259-6600 or sales@fenn-torin.com. n

Advertiser’s Index A & D Trading (440) 563-5227. . . . . . . . . . . . . . 54 Admiral Steel (800) 323-7055. . . . . . . . . . . . . . 17 Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . 34 CASMI (630) 369-3466. . . . . . . . . . . . . . 60 Central Wire (800) 435-8317. . . . . . . . . . . . . . 48 Century Spring, Division of MW Industries (800) 237-5225. . . . . . . . . . . . . . 30 Diamond Wire Spring Co. (800) 424-0500. . . . . . . . . . . . . . 36 Dispense Works (815) 363-3524. . . . . . . . . . . . . . 21 Elgiloy Specialty Metals (847) 695-1900. . . . . . . . . . . . . . 57 Fenn/Torin (860) 594-4300. . . . . . . . . . . . . . 66 Forming Systems Inc. (877) 594-4300. . inside front cover, back cover Gibbs Wire (800) 800-4422. . . inside back cover

Industrial Steel & Wire (800) 767-0408. . . . . . . . . . . . . . 37 InterWire Products Inc. (914) 273-6633. . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161. . . . . . . . . . . . . . 58 John Evans' Sons (215) 368-7700. . . . . . . . . . . . . . 65 Kiswire (201) 461-8895. . . . . . . . . . . . . . 18 Larson Systems (763)780-2131. . . . . . . . . . . . . . 33 Mapes Piano String Co. (423) 543-3195. . . . . . . . . . . . . . 25 Mount Joy Wire (717) 653-1461. . . . . . . . . . . . . . 59 NIMSCO (563) 391-0400 . . . . . . . . . . . . . 11 North American Spring Tool (860) 583-1693 . . . . . . . . . . . . . 56 Proto Manufacturing (800) 965-8378. . . . . . . . . . . . . . 10 Radcliff Wire (860) 583-1305. . . . . . . . . . . . . . . 9 RK Trading (847) 640-9371. . . . . . . . . . . . . . . 3

Rolled Metal Products 800) 638-3544 . . . . . . . . . . . . . . 74 Shinko 81-6-6794-6610. . . . . . . . . . . . . 70 Simplex Rapid (563) 391-0400. . . . . . . . . . . . . . 44 Spring Manufacturers Institute (630) 495-8588 . . . . . . . . . . . 71, 72 Suzuki Garphyttan (574) 232-8800. . . . . . . . . . . . . . 31 Tool King (800) 338-1318. . . . . . . . . . . . . . 17 Ulbrich Stainless Steels (203) 239-4481. . . . . . . . . . . . . . 26 United Wire Co. (800) 840-9481. . . . . . . . . . . . . . . 6 Vinston (847) 972-1098. . . . . . . . . . . . . . . 8 Vulcan Spring & Manufacturing Co. (215) 721-1721. . . . . . . . . . . . . . 63 WAFIOS (203) 481-5555. . . . . . . . . . . . . . . 5 Zapp Precision Strip (203) 386-0038. . . . . . . . . . . . . . 14

SPRINGS / Spring 2016 / 75

Snapshot ©iStockphoto.com/Tryfonov Ievgenii, nicholas belton

Patrick Barr

Spring Engineers of Houston Name: G. Patrick Barr Nickname: Pat Company name, city and country: Spring Engineers of Houston (Texas).

Brief history of your company: Founded in 1966 by John Grace, Spring Engineers of Houston quickly became known for producing challenging parts from exotic materials and delivered with exemplary service.

Still owned by the Grace family, it has now evolved to SEI MetalTek with divisions in Texas and New England.

which helped me when I first started interacting regularly with customers.

In literature, Beryl Markham, “West with the Night.”

Favorite song/musician: A variety, from classical to Stevie Ray Vaughn.

Hobbies: Hunting, fishing, photography and golf.

Favorite places: The desert Southwest and the other wide open spaces are my favorite; but the big cities like San Francisco and Boston have their own charm, as well.

Job title: Division president.

Best times of my life: Now!

Spring industry affiliations: Member of the SMI Technical Committee.

A really great evening to me is: A nice dinner with good friends.

Birthplace: Lubbock, Texas.

The one thing I can’t stand is: Dishonesty.

Current home: Houston, Texas.

Family: No kids of my own, but I stay close to family, and have a grandnephew who will get a proper education in car repair and fishing.

What I like most about being a springmaker: Springs are inherently challenging and complex components that have to meet a wide variety of customer expectations and performance requirements. It seems like every time they start to be routine, a new application comes along that challenges your problem-solving ability.

Favorite food: Usually, some type of wild game or fish.

Favorite books/authors: For business Shigeo Shingo is someone who gives practical ideas on process improvement. Spencer Johnson, “The One Minute Salesperson,”

76 / SPRINGS / Spring 2016 76 / SPRINGS / Winter 2016

My most outstanding qualities are: I dig into the details of why things work, or don’t work, and try to keep an open mind about different situations. The old saying “there’s always someone who knows something you don’t know” is a good rule to follow. I also try to be honest with myself, and if a given plan isn’t working, be willing to adjust course.

People who knew me in school thought I was: A good mechanic.

in a messy dispute with its largest customer, to the point of a possible lawsuit. I took a stand, challenged the emotions, and got people to calm down. Later I had to mend fences with the customer, which required taking a stand and backing it up. The relationship with the customer was ultimately repaired.

I wonder what would have happened if: I had taken guitar lessons as a boy.

Role models: My dad was a talented, honest, and hard working man that I try to emulate. When I worked at Associated Spring, John Everett and Dan Bishop mentored me and gave me a foundation to take on more responsibility.

If I weren’t working at Spring Engineers of Houston, I would like to: Be a novelist.

I would like to be remembered in the spring industry for: The time a purchasing director at a large automotive supplier called in his staff to meet me, and told them, “This guy made a hero out of me five years ago.”

The most difficult business decision I ever had to make was: A previous employer (not a spring company) got

But people will probably remember me for: Drinking too many Diet Cokes and hitting some amazingly bad golf shots.

I knew I was an “adult” when: People began asking me for advice.