Springs, Spring 2025, Volume 64 No. 2

Association Solutions

Enroll today to take advantage of your exclusive membership rates!

RE

SOURCE

Don Jacobson III

President’s Message

Unlocking Productivity

Does improving productivity, streamlining processes and fostering innovation sound like a win for your employees and company?

Trends come and go, but the demand for continuous, data-driven improvement remains. Relying on your gut is outdated. Success depends on using proven strategies and modern tools.

As a Six Sigma Green Belt with experience in multiple Kaizen projects, I’ve seen firsthand the transformative power of structured process improvements. One key resource for small- and mediumsized manufacturers (SMMs) is Manufacturing Extension Programs (MEPs). These programs provide resources, guidance and cutting-edge technologies to enhance competitiveness and long-term growth.

Why MEPs Matter

Staying ahead of the curve in our fast-paced manufacturing world is hard. MEPs are a lifeline. They provide consulting, access to advanced manufacturing technology, workforce training and development.

By integrating proven methodologies, MEPs help companies streamline operations, boost productivity, enhance product quality and meet evolving global demands.

Common Manufacturing Techniques That Drive Success

If your business has implemented some of the following techniques, you’re on the right track:

Lean Manufacturing – Eliminating waste for maximum efficiency.

Kaizen – Small, ongoing changes for big results.

Just-In-Time (JIT) – Reducing costs with inventory timing.

Jidoka – Intelligent automation with quality control.

5S Methodology – Organizing the workplace for efficiency and safety.

Poka-Yoke – Preventing defects before they happen.

Total Productive Maintenance (TPM) – Maximizing reliability.

Takt Time – Synchronizing production with demand.

Kanban – Visual workflow management for smoother operations.

Ready to take your processes to the next level? Learn how MEPs and continuous improvement can drive measurable business results.

“The more that you read, the more things you will know. The more that you learn, the more places you’ll go.” — Dr. Seuss

Don

Jacobson

III Newcomb Spring Corp.

D3@newcombspring.com

Institute

phone z 847-450-6848

Box 5668 Gary McCoy z 847-450-6240

IL 60121

Carrasco z 847-857-6432

SMI Executive Committee

President: Don Jacobson III, Newcomb Spring

Vice President: David DeVoe, John Evans' Sons

Secretary/Treasurer: Dave Deerwester, The Yost Superior Co.

Past President: Gene Huber Jr., Winamac Coil Spring

At-Large: Joe Devany, Betts Company

Executive Director: Gary McCoy, SMI

SMI Board of Directors

Markus Arnold, WAFIOS I Tim Bianco, Iowa Spring I Jodi Boldenow, IDC Spring I Linda Froehlich, Ace Wire Spring & Form I Adam Jacobson, FENN/Torin I Don Lyons, JonSpring I Alex Melnikow, Midstate Spring I Tony Pesaresi, Winamac Coil Spring I Keith Porter Jr., Newcomb Spring I Monica Shafer, Novi Spring I Bernie Taylor, Hoosier Spring I Tim Zwit, Motion Dynamics Corporation

Springs Magazine Staff

Gary McCoy, Executive Director/Publisher, gary@smihq.org

Phil Sasso, Managing Editor, phil@smihq.org

Gaby Carrasco, Associate Editor, gaby@smihq.org

Lisa Plefka Haskin, Art Director, lisahaskin95@gmail.com

Communications Committee

Chair, Keith Porter Jr., Newcomb Spring I Reb Banas, Stanley Spring & Stamping I Hale Foote, Scandic Springs, Inc. I Patrick Gillum, Gilco Spring of Florida, Inc. I Adam Jacobson, FENN/Torin I Lucas Karabin, Acme Monaco I Gary McCoy, SMI I Phil Sasso, SMI I Michael Shapiro, Gibraltar Corporation I Bill Wynn, Gardner Spring, Inc.

Advertising Sales I Japan

Ken Myohdai, Sakura International Inc.

Head Office: 3F,4F, ENDO Sakaisuji Bldg., 1-7-3, Bingomachi, Chuo-Ku, Osaka 541-0051, Japan

Phone: 81-6-6624-3601 I Fax: 81-6-6624-3602

Tokyo Global Office: 5F Kamei No. 2 Bldg., 2-17-13, Kiba, Koto-Ku, Tokyo, 135-0042, Japan

Phone: 81-3-5646-1160 I Fax: 81-3-5646-1161

E-mail: info@sakurain.co.jp

Advertising Sales I Taiwan

Charlie Yu, Worldwide Services Co. Ltd. 11F-B, No 540, Sec. 1, Wen Hsin Rd. Taichung, 408 Taiwan

Phone: +886-4-2325-1784 I Fax: +886-4-2325-2967

E-mail: marketing@acw.com.tw

Springs (ISSN 0584-9667) is published quarterly by SMI Business Corp., a subsidiary of the Spring Manufacturers Institute: PO Box 5668, Elgin IL 60121 Phone: 847-450-6848; Website: 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 designed by Lisa Plefka Haskin utilizing Shutterstock imagery.

Please archive or recycle

No. 1

The Birthday Edition

Chicago, IL 2025

ISW TURNS 90 !

1935 IN THE NEWS

• The Hoover Dam was completed on May 1st, 1935

• President Roosevelt signs the Social security Act into law.

• Airplanes are banned from flying over the White House

• The world’s first parking meters installed in Oklahoma City, OK.

• The first canned beer is sold in Richmond, VA by Gottfried Krueger Brewing Company.

WHAT THINGS COST

• Gasoline $0.19/gal

• Women’s Suits . . .. . . $27.75

• Crib

$6.95

• Stamp $0.03

• Dozen Eggs . . . . . . . . . $0.37

• New Car .$625

BORN APRIL 1935

SLANG

• BanjoFrying Pan

• Shake a Leg- Hurry Up

• Snipe- Cigarette

• Slip me a five- Shake my hand

THE US PRESIDENT

Franklin D. Roosevelt

INVENTIONS

• Richter Magnitude Scale

• Black light

• Parking Meter

• Surfboard Fin

SPORTS

World Series Champs: Detroit Tigers NFL Champs: Detroit Lions

Stanley Cup Champs: Montreal Maroons

Industrial Steel & Wire is thrilled to be celebrating our 90th anniversary!

Founded in 1935 in the Furlong family garage during the Great Depression, we have grown into a trusted leader in the steel and wire industry. For nine decades, we've remained proudly family-owned, committed to high-quality products and exceptional customer service. Our focus on customers has been the cornerstone of our success, allowing us to thrive amidst economic and social changes.

As we celebrate this milestone, we thank everyone who has been part of ISW’s journey. We look forward to continuing to serve you with the same dedication, speed, flexibility, and focus for many more years to come!

Sincerely, The Furlong Family & The ISW Team

Gibraltar makes buying high-quality, cost-effective machinery easy & stress-free! Let us shoulder the burden of research & risk, so you can focus on growing your business with confidence!

For over 20 years, we’ve partnered with companies like yours to provide innovative spring manufacturing solutions backed by exceptional technical support!

When purchasing equipment from international manufacturers, concerns about quality, reliability, service, and communication can be overwhelming. That’s where Gibraltar comes in!

Count on us for the equipment and service you can depend on:

Our team thoroughly researches & selects only high-quality, dependable, affordable machinery brands from around the world. From turnkey machines to fully customized solutions, our technical team ensures you receive expert assistance every step of the way!

We don’t just sell machines; we build relationships and earn your trust. Count on Gibraltar for reliable service and support for years to come.

Spring & Wire Form Equipment - Spring Grinding - Spring Testers

Let us help you find the perfect solution foryour manufacturing requirements!

NORTH AMERICA

Rotor Clip’s latest 3D video showcases its precision-engineered parts for electric vehicle (EV) applications. The video includes a range of retaining rings, snap rings, wave springs and hose clamps designed to meet EV specifications. The “disassembly” animation shows Rotor Clip products in systems including electric motors, A/C compressors and battery packs.

“Our parts may not always be visible, but for more than 65 years, we’ve been a driving force in the automotive industry,” said Craig Slass, copresident of Rotor Clip. “By continuously investing in our engineers, machinery and technology, we’re ready to meet the changing needs of the industry as new technologies emerge.”

Active in internal combustion engine (ICE) and EV technologies, Rotor Clip continues to partner with leading automotive manufacturers and suppliers. The company also produces products that support other e-mobility transportation, including e-bikes, e-scooters, electric boats and aircraft.

To watch the video and learn more about Rotor Clip’s e-mobility products, go to www.rotorclip.com/about-rotor-clip/ industries/e-mobility/

Global Highlights

WAFIOS announced changes to its executive board as Martin Holder retired after 51 years with the company. Beginning Jan. 2025, the board consists of Uwe-Peter Weigmann, speaker of the board and new members Jörg Eisele and Martin Mayer

“His dedication has shaped WAFIOS in the long-term,” said Weigmann. “In Martin Mayer and Jörg Eisele, two experienced colleagues are assuming his position.”

Eisele began his career at WAFIOS in 2004 as an assistant to the head of design, where he focused on developing innovation management. In 2009, he completed an MBA at the Technical University of Munich. Since then, he has been responsible for the entire tube and wire division, adding sales responsibilities to his repertoire in 2021.

Mayer, who joined WAFIOS in 2023, oversees the tool center and mechanical production. He previously worked as a development engineer with NAGEL Maschinen—und Werkzeugfabrik GmbH in Nürtingen and founded a recruitment consultancy before returning to mechanical engineering. Mayer graduated from Esslingen University of Applied Sciences with a degree in mechanical engineering.

Holder joined WAFIOS as a mechanics trainee in 1973. He later moved to IT and earned a degree in business administration and business information systems. In 2009, Holder joined the executive board and played a key role in the company’s digital transformation, making WAFIOS one of SAP’s early adopters. Despite his retirement, he plans to continue supporting the company in an advisory role.

The new WAFIOS Executive Board is pictured (l to r): Jörg Eisele, Uwe-Peter Weigmann and Martin Mayer.

Photo credit: WAFIOS

Rotor Clip’s video show their components in electric motors, A/C compressors, battery packs and other EV systems.

United Wire Company has expanded into the medical wire sector. After 18 months of preparation, it produced its first medical wire reels in 2024. It completed its building expansion and launched a fully operational medical wire mill.

“We’re now supplying several medical companies and business is gaining strong momentum,” said President Bob Swanson To support this growth, they purchased specialized FENN equipment, enabling them to produce ultrafine precision wire, including from 304V stainless steel.

The company recently exhibited at several medical sector trade shows and hired a sales representative to manage its new product line.

“Seeing it all come together was incredibly rewarding,” Swanson said. “Projects like this require significant time, and it’s important to stay grounded. Success doesn’t happen overnight. Staying patient and focused on the bigger picture made all the difference for us.”

Walter Ignatius Dudek, died Feb. 4, 2025. He was a former president of Dudek & Bock Spring Manufacturing Company in Chicago. Dudek earned a management degree from the University of Illinois in 1960. After college, Dudek began working at Dudek & Bock (founded by his father, Ignatius Joseph Dudek and business partner Stanley Bock in 1946). He worked in various positions before becoming executive vice-president of personnel. He served as president of Dudek & Bock from 1988 until his retirement in 2000. He remained an active member of the board of directors and a principal shareholder throughout his retirement. He temporarily came out of retirement to be general manager of an acquisition until health issues forced him back into retirement.

He was a proud member of Phi Kappa and the Knights of Columbus. A lover of cars, boats and golf, Dudek cherished time with family, from fishing trips in Canada to vacations in Florida. Known for his humor, kindness and unwavering love, he found joy in making others smile.

This year marks the 90th anniversary for Industrial Steel and Wire (ISW). Founded in 1935, ISW has grown into a steel and wire industry leader known for its commitment to quality, innovation and customer service.

“Over the past nine decades, ISW has evolved to meet the changing needs of its clients,” said ISW President, Dr. Brian Furlong. “With a focus on precision-engineered wire products, ISW is involved in industries ranging from manufacturing and construction to automotive and aerospace.”

What started as a small venture in the Furlong family garage in Chicago during the Great Depression has grown into ISW, a leader in the steel and precision wire industry. After nine decades, it remains owned and operated by three generations of the Furlong family.

“From day one, our mission has been simple — to serve wire-consuming industries with the right products and unparalleled support,” Furlong said. “As we reflect on our journey, we’re deeply grateful to everyone who has been part of ISW’s story.”

“Industrial Steel and Wire remains dedicated to upholding the values that have defined our success,” emphasized Furlough. “Looking ahead, the company continues to invest in cutting-edge technology and sustainable practices, ensuring it remains at the forefront of the industry for years to come.”

Walter Ignatius Dudek

INTERNATIONAL

The Japan Society of Spring Engineers (JSSE) held its semiannual Lecture Meeting at Kyoto Terrsa Nov. 5, 2024. The event featured nine general lectures, one special topic lecture, a poster session and an awards ceremony, with 101 students in attendance. Kei Watanabe, vice-chairperson of JSSE and an operating officer of Chuo Spring Co., Ltd., opened the meeting.

Seven technical posters were presented, with brief explanations followed by a Q&A session. Participants voted for the top two posters. “Fabrication of Diamond Films by Concentration-Modulated Plasma for Polishing-Free Applications,” by Ryota Onishi of University of Hyogo, et al. took first place, while “Formation of Titanium Transferred Layer on SUP12 Steel by Fine Particle Peening,” by Ryosuke Yokoyama of Shizuoka University, et al. placed second.

The award ceremony, held before the afternoon session, honored winners of the Ronbun, Gijutsu and Koseki prizes.

• Ronbun-prize: “Evaluation of Permanent Strength of Cold-Rolled Austenitic Stainless-Steel Sheet for Springs,” by Takayuki Koizumi of Hosei University.

• Gijutu-prize: “Effect of Repeated Buckling Deformation on Buckling Characteristics of Tapeshaped Cu-Al-Mn Shape Memory Alloy Element” by Kyoya Kawahara and

The Indian metal trade fairs — wire India, Tube India, METEC India and India Essen Welding & Cutting — were held Nov. 27-29, 2024, at the Bombay Exhibition Center. The event attracted 21,086 trade visitors and 532 exhibitors from 22 countries, showcasing industry innovations.

Messe Düsseldorf India organized the trade shows for the wire, cable, tube, metallurgy, cutting and welding industries. Millie Contractor, general manager of Messe Düsseldorf India, praised the event’s growth, highlighting its role in fostering industry connections and future opportunities.

Daniel Ryfisch, director of wire/Tube at Messe Düsseldorf, emphasized India's growing market, noting strong international participation.

The exhibition spanned 409,112 square feet, featuring wire and tube machinery,

Yuki Doi of The University of Kitakyushu Graduate School, and Hiroki Cho and Takumi Sasaki of The University of Kitakyushu and “Texture of Valve Spring Materials by Quenching and Oil-Tempering,” by Ryuji Enoshita of Meiji University, Graduate School and Mitsuo Notomi of Meiji University.

• Koseki-prize: Takanori Kuno (Chuo Spring Co., Ltd.), Shuji Watanabe (Tokaibane MFG. Co., Ltd.), Hiromu Izumida (Sumitomo Electric Industries, Ltd.), Hiroyuki Saito (Tokyo Denki University)

Following the closing speech by JSSE Chairperson, Mitsuo Notomi, vice president Toshihiro Tachikawa delivered the opening speech at the banquet, followed by a guest address from Tadao Ohtani of the Japan Spring Manufacturers Association, Western Branch.

fastening elements, steel production and cutting technologies. National pavilions from Germany, Italy, France and Switzerland were highlighted.

Three industry conferences ran alongside the fairs, addressing sustainability in the tube and pipe industries, clean energy initiatives for wire and cable and decarbonizing Indian steel production. Several industry associations backed the fairs.

The event will return Nov. 30–Dec. 2, 2026, at the Bombay Exhibition Center in Mumbai. Contact Messe Düsseldorf North America at 312-781-5180 or info@mdna.com.

For more information on attending or exhibiting, visit www.wire-india.com, www. tube-india.com, www.metec-india.com, www.iewc.in and www.mdna.com.

Attendees at JSSE meeting in Kyoto Terrasa. Kei Watanabe addresses JSSE meeting.

The Wire Association International (WAI), Inc. has appointed Eric P. Bieberich as its 72nd president for a one-year term that began Jan. 1, 2025. He will chair the board of directors of the 95-year-old association, based in Madison, Connecticut. Bieberich, president of Fort Wayne Wire Die, Inc. since 2013, has 24 years of experience in the wire industry. A WAI member since 2001, he joined the board of directors in 2016 and the executive committee in 2021. He cochaired WAI’s 2024 Conference Programming Committee and served as executive committee liaison to the Memorial Awards and Oversight Committees. He holds

engineering degrees from Purdue University and an MBA from the University of Michigan.

“I am eager to champion WAI’s vision as a key resource for the global wire and cable industry,” Bieberich said. “The launch of the Education Center is especially exciting.”

Joining Bieberich on WAI’s 2025 Executive Committee are First Vice President David M. Fisher, Second Vice President Rebecca Cranford, Raúl García Martínez and Immediate Past President Daniel Blais

Founded in 1930, WAI serves 1,700 members in 38 countries, publishes Wire Journal International and manages the Interwire Conference & Trade Exhibition and Wire Expo.

Leaders In Double Disc Technology

At Anchor Abrasives we specialize in the design and manufacture of resin, epoxy and

At Anchor Abrasives we specialize in the design and manufacture of resin, epoxy and oxychloride bonded nut inserted discs and cylinders...plus centerless and rollwheels. Today, in our modern manufacturing facility, we are ready to continue our tradition of innovative quality products and unmatched customer service. For more information contact Anchor Abrasives Company, 7651 West 185th Street, Tinley Park, IL 60477 U.S.A. Phone: 708-444-4300; Fax: 708-444-1300.

At Anchor Abrasives we specialize in the design and manufacture of resin, epoxy and oxychloride bonded nut inserted discs and cylinders...plus centerless and rollwheels. Today, in our modern manufacturing facility, we are ready to continue our tradition of innovative quality products and unmatched customer service. For more information contact Anchor Abrasives Company, 7651 West 185th Street, Tinley Park, IL 60477 U.S.A. Phone: 708-444-4300; Fax: 708-444-1300.

service. For more information contact Anchor Abrasives Company, 7651 West 185th Street, Tinley Park, IL 60477 U.S.A. Phone: 708-444-4300; Fax: 708-444-1300.

At Anchor Abrasives we specialize in the design and manufacture of resin, epoxy and oxychloride bonded nut inserted discs and cylinders...plus centerless and rollwheels. Today, in our modern manufacturing facility, we are ready to continue our tradition of innovative quality products and unmatched customer service. For more information contact Anchor Abrasives Company, 7651 West 185th Street, Tinley Park, IL 60477 U.S.A. Phone: 708-444-4300; Fax: 708-444-1300.

The second staging of wire Mexico and the premiere of Tube Mexico were held alongside Expo Manufactura Feb. 11-13, 2025 at CINTERMEX in Monterrey. Exhibitor participation at wire Mexico increased by 57% from 2024. The events featured 168 exhibitors from 20 countries across 19,536.5 square feet of exhibit space.

The three trade fairs drew 13,652 visitors from Mexico, Latin America, the U.S. and Canada. Organized by Messe Düsseldorf North America and Informa Markets, wire & Tube Mexico serves the growing Latin American wire, cable, tube and pipe industries.

The wire Mexico fair featured 120 exhibitors showcasing machinery, tools and technology for wire and cable manufacturing. Tube Mexico’s 48 exhibitors highlighted pipe and tube manufacturing, resource efficiency and OCTG solutions. Daily technical presentations and networking events complemented the exhibits.

Special features included country pavilions from Germany, Italy, Austria, France and Brazil, as well as a group stand from the International Wire and Machinery Association

“Mexico is a key growth market,” said Thomas Mitchell, President of Messe Düsseldorf North America. “We look forward to supporting its continued development.”

The next wire & Tube Mexico will occur at Cintermex in Monterrey in 2027, concurrent with Expo Manufactura. For further information on visiting or exhibiting at wire and Tube Mexico 2027, contact Messe Düsseldorf North America at 312-781-5180, info@mdna. com or visit wire-tube-mexico.com and www.mdna.com. z

9001 since

the tradition at Anchor Abrasives.

Jack and Jeff Shoemaker, second and third generations continuing the tradition at Anchor Abrasives.

2025 Scholarship Program Underway

The Chicago Association of Spring Manufacturers, Inc. (CASMI) proudly announces the opening of its annual scholarship program, available to member company employees and their dependents.

CASMI relies on many activities to fund our scholarships, most importantly hosting the biennial SpringWorld Trade Show. The eventʼs success in 2024 helped fund multiple scholarships. CASMI is grateful to the exhibitors and spring manufacturers who sponsored and supported the 2024 trade show.

The CASMI Scholarship program is independently administered by Scholarship America, the nation’s largest designer and manager of scholarship programs.

Parents and students can learn more about the scholarships and apply at casmi-springworld.org/page/Scholarship. The deadline is May 2, 2025.

Holiday Party Supports Charity

CASMI celebrated the holidays Dec. 12, 2024, at Cooper’s Hawk Winery & Restaurant in Arlington Heights, Illinois.

The evening, attended by 60 members, featured a networking dinner, prize drawings and door prizes.

Attendees donated $1,410 to support the Mercy Home for Boys and Girls, Chicago. Mercy Home assists children in need during the holidays and provides residential treatment, aftercare support and youth mentoring.

CASMI’s Holiday Party will return to Coopers Hawk Arlington Heights, Dec. 11, 2025.

Golf Outing Returns to Cog Hill

CASMI’s annual Golf Outing returns to Cog Hill Golf & Country Club in Lemont, Illinois, June 19, 2025.

The day’s activities include lunch and a shotgun start golf tournament, followed by a cocktail hour and dinner. Various prizes will be presented throughout the evening.

All CASMI members, SpringWorld 2024 exhibitors and others interested in exhibiting at SpringWorld 2026 are encouraged to attend. Register your foursome online today to join the competition and enjoy a relaxed networking opportunity.

Sponsorship packages are available. For details, contact Sydney Harris at s.harris@casmi-springworld.org.

To register to attend, go to casmispringworld.org/events/event_list.asp

Upcoming CASMI Events

April 10 PMA Chicago Suppliers Expo

Venuti’s Banquet Hall, Addison

May 22 Member Plant Tour

June 19

TBD

CASMI Golf Outing

Cog Hill Golf and Country Club Lemont, Illinois

Aug. 15 Evening at the Ballpark Chicago Dogs Stadium Rosemont, Illinois

Events are subject to change. Visit www.casmi-springworld.org for the latest information.

Attendees at CASMI’s Holiday Party at Cooper’s Hawk.

NESMA

By David DeVoe, John Evans’ Sons, NESMA President

President’s Greeting

I’m honored to introduce myself as the new NESMA president. I currently serve as the President and CEO of John Evans’ Sons in Lansdale, Pennsylvania, part of the Lesjöfors Group.

With more than 40 years in the spring industry — 30 of them at Plymouth Spring — I’ve had the privilege of serving on the NESMA board for six years and currently hold the role of vice president at SMI. I’m excited to continue collaborating with NESMA’s board and contributing to the many benefits this outstanding organization provides.

I look forward to all we’ll accomplish together in the year ahead!

CMC Update

During the Connecticut Manufacturers’ Collaborative (CMC) online meeting Feb. 10, Paul Lavoie hosted representatives from CONNSTEP and CONNEX Marketplace (www.connexmarketplace.com), the online supply-chain platform to find, be found, connect and contract directly with manufacturers. It is available to manufacturers and Manufacturing Extension Partnerships across the U.S.

He also talked with Bill Leahy, of Uturning Steel (www.unturningsteel.com), a veteranfocused nonprofit that offers manufacturing job training and career support.

Tabletop and Comedy Night

Join us for NESMA’s Tabletop & Comedy Night at Clock Town Brewing Company in Thomaston, Connecticut, April 8.

Connect with industry leaders and explore the latest spring and metal stamping trends. Visit vendor booths, network and enjoy a night of comedy, pizza, drinks and raffle prizes.

For sponsorship information, contact Dee Babkirk at d.babkirk@nesma-usa.com.

For tickets and tabletop space reservations, go to www.nesma-usa. com/event/2025-comedy-night-and-tabletop-vendors-show

Connecting Students and Employers

The Manufacturing, Engineering and Technology Career Fair for high school and college students and recent graduates is April 2, 3 to 6 p.m. at Quinnipiac University, M&T Bank Arena in Hamden, Connecticut. Employers can register free at www.ccat.us/events/met-career-fair-2025.

The CT Manufacturing Internship program offers funding for employers hiring interns. An intern orientation will be held June 4 at the Trumpf facility in Farmington, Connecticut. Manufacturers with fewer than 300 Connecticut employees are eligible for a total matching grant of $14,000 for up to four interns. For details visit makermultipliers.com/internship-program.

The Pathways to STEM Careers in Manufacturing invites middle and high school students and families to connect with young manufacturing professionals April 8 at the Mystic (Connecticut) Aquarium and May 15 at Southern Connecticut State University, New Haven, Connecticut. Both events are free. For details go to www.ccat.us/events.

Yard Goats Game

NESMA Future Leaders in Manufacturing (FLM) committee will hold its 5th Annual Yard Goats outing at Dunkin’ Park Stadium in Hartford, Connecticut, May 14.

Gather your co-workers, family and friends and join us for a memorable night at the Yard Goats baseball game. Enjoy a ballpark buffet, game and the opportunity to unwind, network and create lasting memories.

For ticket and sponsorship details, visit www.nesma-usa.com/ event/5th-yard-goats-game-night-out. z

Upcoming NESMA Events

April 8 Tabletop and Comedy Night

ClockTown Brewing Co.

Thomaston, Connecticut

April 22 Spring College & Career Fair

Hartford HealthCare Amphitheater

Bridgeport, Connecticut

May 7 Yard Goats Night Out

Dunkin’ Park

Hartford, Connecticut

May 15 Pathways to STEM Night

Southern Connecticut State University

New Haven, Connecticut

June 17 Axe Throwing Networking Event

Montana Nights

Southington, Connecticut

Organized by FLM (Future Leaders in Manufacturing) Committee

Events subject to change.

Visit www.nesma-usa.com for the latest information.

Laura Helmrich-Rhodes, CSP, Ed.D.

Resources to Sharpen Your Safety and HR Skills

“The Seven Habits of Highly Effective People” is a popular business book that has sold more than 20 million copies since it was first published in 1989. It’s a personal favorite that I often put on the required reading list of my undergraduate Safety Communications course. Perhaps the most overlooked habit in the book — or one we don’t make time for — is sharpening the saw.

Author Steven Covey uses the analogy of attempting to cut a tree with a dull saw. The result is a slow, difficult process and an uneven cut. On the other hand, a sharpened saw produces quicker work and a better result. Upping your safety and human resources skills can produce better habits, insights, decisions, problem-solving and efficiency.

In your organization, multiple people may be assigned safety and human resource tasks, or there may be dedicated, degreed and certified professionals in those roles. Either way, sharpening the saw is an important investment — often at a reasonable cost. Staying current with trends, laws and best practices will help your organization in its quest for continuous improvement. Let’s review some resources for upping your skills both inside and outside the company.

National Safety Council

The National Safety Council (NSC) is one of the oldest environmental, safety and health organizations in the U.S. They began in 1911, during the U.S. Industrial Revolution and continue to be considered a premier organization for safety information. They offer valuable information for everyone from the shop floor, safety committee or executive suite. They often offer practical, free seminars. If you are an advanced HR/safety professional or company executive, check out their “visual literacy” program for cutting-edge hazard identification and accident

investigation strategies. The NSC focuses on home, workplace, community and transportation accident prevention through training and education.

NSC’s Safety & Health magazine publishes information on trends, state law updates and free webinars. The organization also holds an annual convention with informative sessions, vendor displays and awards to companies and top CEOs with exemplary safety performance records. In addition to many free webinars, the NSC offers a Safety Leadership Certificate program for workers. Some larger cities have local safety councils that conduct meetings and seminars. These are all great opportunities for EHS and HR staff to network, benchmark and learn about industry trends.

American Society of Safety Professionals

The American Society of Safety Professionals (ASSP) also offers certificate programs. (Earning a certificate differs from being certified.) The ASSP has educational opportunities, local chapter meetings, a peerreviewed journal and a national convention. Like the NSC, its roots are in the Industrial Revolution (established in 1913). This is a professional organization, publishing white papers, involved in government affairs and committee representation on standardssetting organizations important to this industry, such as ANSI and ISO.

Your workers’ compensation provider should hold low or no-cost seminars for customers. Often these organizations host meetings led by attorneys, risk control consultants or claims professionals on topics such as accident investigations, modified duty, return to work and timely topics such as pre-placement physicals or respiratory protection plans.

Be Aware

Society of Human Resource Managers

The Society of Human Resource Managers (SHRM) provides a wealth of information. Membership is open to anyone performing human resource duties. Whether you handle payroll, benefits and scheduling or are a mission-focused HR professional, SHRM can meet your needs. SHRM also has a monthly magazine, a certification process, local chapters and a national convention.

OSHA National Training Institute Education Centers

The OSHA Training Institute (OTI) Education Centers are a national network of non-profit organizations authorized by OSHA to deliver occupational safety and health training for all levels of workers. It is a useful resource. There may be one near you, and there are also remote courses. I plan to cover this in depth in a future issue of Springs Meanwhile, consider sharpening your saw with an OSHA class taught by authorized instructors. (Use the link below to locate an authentic OTI Education Center. Be careful, many internet scams promote unauthorized training sites.)

Besides training and journals, you can sharpen the saw by deeply understanding your organization. Engage employees in initiatives and discussions to understand unsafe behaviors, make better decisions and develop a safer culture. Review your safety metrics. Don’t just look at injuries or lost time accidents, but consider other stats like

near misses, first aid cases, property damage trends, number of audits and toolbox talks by supervisors. By drilling into your organization’s data, you can adjust (or write) policies and best practices and plan to implement new technologies.

OSHA recently released data on severe injury loss in the spring and wire industry. This report is very informative. Compare these types of potential events at your organization and focus on prevention. Below is the new OSHA Severe Injuries Reports link and the spring manufacturing NAIC code.

Steven Covey’s concept of sharpening the saw goes beyond learning. It includes other areas such as improved relationships and engagement. These are hallmarks of both the EHS and HR professions. Encourage HR and safety champions in your organization to build stronger leadership skills and seek mentorship and networking opportunities for fresh perspectives.

Based on my experience during several U.S. presidential administrations, we may see a reduction in planned on-site inspections from federal OSHA. This is a perfect time to expand your understanding of HR and EHS concepts and cost-saving strategies by reading, learning and engaging in meaningful challenges to sharpen your saw. With an investment of time and very little money, you can enhance your effectiveness and foster a culture of continuous improvement and well-being in your organization. z

Laura Helmrich-Rhodes, CSP, Ed.D., is SMI's regulatory compliance consultant. She is an associate professor in the Safety Sciences Department at Indiana University of Pennsylvania, teaching graduate and undergraduate classes. Contact Rhodes at SMI: 847-450-6848 laurahrhodes@gmail.com

Sources and Helpful Links

National Safety Council www.nsc.org/ Safety and Health Magazine www.safetyandhealthmagazine.com/

NSC Safety Leadership Certificate Program www.nsc.org/safety-training/workplace/safety-leadership-certificate-program

OSHA Training Institute Education Centers www.osha.gov/otiec

OSHA Severe Injury Reports Statistics

(use NAIC code 332613: Spring Manufacturing) www.osha.gov/severe-injury-reports

Dan Sebastian

Dean of Springs

Time to Pass the Torch

I recall a blustery winter day at my boyhood home in Bristol, Connecticut, when we were off from school because of a 20-inch snowstorm. I’d just returned to a nice, warm house after helping my sisters clear our driveway, and I was sitting in front of our black-and-white TV as President Kennedy’s inaugural address began.

“The torch has been passed to a new generation of Americans,” he said.

Those words have stuck with me ever since. It’s now time for me to pass the torch to a new generation of springmakers. It is with great sadness that I announce this will be my last “Dean of Springs” column for Springs

I am thankful to God and all involved, who brought me to the headquarters of Associated Spring 56 years ago, looking for a job. What followed were decades of learning about the world of springs. The greatest gift was all the people I met on this journey.

I started in a research lab in 1969 working on the effects of heat on stress relaxation in springs. At the time, I didn’t know my supervisor, Perry Smith, but he saw something in me. He introduced me to the president of Associated Spring, John Beckwith and my journey began.

The following 22 years was my apprenticeship in the nuts and bolts of springmaking — how they are made and what makes them work. It also led to lifelong friendships with industry leaders Jim Callaghan, Dan Bishop and Ron Orr.

During those years, I also learned how working with regional trade associations like NESMA, CASMI and Michigan Spring Association could enhance my spring

education. The Michigan Spring Association honored me by electing me president. We had a great time expanding our friendships and learning more about springs.

After my years at Associated, I moved to Logansport, Indiana, to help a troubled company. With the teamwork of a very talented group, we were able to correct the core problem and build MW Industries. My team enabled me to work with SMI to focus on the needs of our members. I was honored to serve as SMI president from 2005–2008.

That said, it is time to move on. I’d like to personally thank Lynne Carr, Gary McCoy, Phil Sasso and all the SMI staff past and present who made my job easier. Most of all, my thanks to all the members of the SMI family who have permitted me to work for and with you to support our industry.

The spring industry is a vital part of the U.S. economy. Without us, most mechanical devices would not work. I will truly miss my daily involvement with all the members of SMI as you have not just been friends but are part of my family. I leave the organization in good hands and look forward to your future success.

Patty and I thank you all. Good luck and God bless. z

Dan Sebastian is a former SMI president. He holds a degree in metallurgical engineering from Lehigh University, and his industry career spans more than four decades in various technical and management roles.

C. Richard (Rick) Gordon

Designing Torsion Springs Using SMI’s ASD Software

In “Back to Basics — Torsion Springs” in the Winter 2025 issue of Springs (https:// bit.ly/SPR64-1p21)1, we reviewed the basic principles of torsion spring design. This article presents an approach for a torsion spring design using the power of SMI’s Advanced Spring Design (ASD7)2 software to backsolve when designing a spring. Universal Technical Systems, Inc. (UTS) has been SMI’s ASD software development partner for more than 20 years. I want to acknowledge, Todd Piefer, vice president of applications development at UTS, who writes the ASD7 software and other UTS software products. He provides many valuable contributions to SMI and assisted in the preparation of this article. He has a wealth of knowledge about ASD7 and springs. This article will demonstrate a solution from the 203 Torsion Spring Design class using the power of ASD7 to backsolve. We’ll use a modified torsion spring design from SMI’s “Encyclopedia of Spring Design3” as an example of the spring design methodology.

Spring Design Example

In this example, the spring designer is given certain spring design criteria but needs to decide the diameter of the round wire.

Design Input:

In many cases, we are given design information in story form:

We will design a cabinet door hinge torsion spring to hold the door closed by exerting a torque M = 55 N-mm (0.492 Ibf-in.) at α = 90° between ends after 1/3 turn (120 degrees) of deflection. Each end has a moment arm length of 19 mm (0.748 in.) and is tangent to the body. When the door is fully opened, the spring deflects through additional overtravel (ΔΘ) of 120° or 1/3 revolution. The maximum spring length is 13 mm (0.512 in.), and the spring operates

over a 6.0 mm (0.236 in.) diameter support shaft. The required spring life is 5,000 cycles. In follow-up discussions with the customer, it is learned that the spring will be operated indoors at ambient temperature. As a result, music spring wire per ASTM A228 is selected for the application. For this example, inch-pound units were used. Placing the data from the story problem above into table form, we have the following:

Example Inputs

Parameters

Data/Value

Material Music Spring Wire ASTM A228

Wire Diameter ? in.

Moment Arm Lengths (L1 & L2) 0.748 in.

Torsional Moment (M1) 0.492 lbf – in.

Deflection 1 120 degrees

Deflection 2 240 degrees

Shaft Diameter 0.236 in.

Body Length (max.) 0.512 in.

Angle Between Arms When the Door is Closed (α) 90 degrees

Cycle Torque 2 — Percent Minimum Tensile Strength 50%

The additional information included here is the cycle torque 2 — percent minimum tensile strength. A value of 50% was selected based on Table S-7, maximum recommended bending stresses (KB Corrected) for helical torsion springs in cyclic applications (“Encyclopedia of Spring Design”)3. In this case, the value for 1,000,000 cycles for ASTM A228, music spring wire, not shot-peened, was selected. This is just a starting point for determining the wire diameter, and the value can be changed as a user preference.

ASD7 Background Information

Figure 1 is a screenshot of the software’s opening window showing the 47 different spring types or loading options available. Once the torsion spring icon is selected, Figure 2 shows the torsion spring data input screen.

Default options include:

1. Material = ASTM A228 Music Wire.

2. Coiling direction = Optional (Right hand is applied when “Optional” is selected). As discussed previously1, coiling direction is critical for torsion springs.

3. Grade (Tolerance) = Commercial (This default can be user-specified.)

4. Input/output scenarios = power user.

5. Configuration = Close wound.

6. Units = U.S. (This default can be user-specified.)

Alternate defaults for grade and units can be selected from the “Tools” menu and “Options” to suit the designers’ preferences. Clicking on the down arrow to the right of the materials field shows the 46 different material selections available. As shown in Figure 3, ASTM A228 music wire is highlighted for this example.

Next, clicking on the ellipsis button to the right of the materials field shows the material properties included for ASTM A228 Music Wire, as shown in Figure 4.

Data shown includes:

• Density

• Bending modulus (E) [aka Young’s modulus and modulus of elasticity]

• Torsion modulus (G) [aka modulus of rigidity and shear modulus]

• Allowable % bending (APB), which is the allowable bending stress as a percentage of the minimum tensile strength

• Allowable % tensile (APT) is the maximum allowable torsional stress as a percentage of the minimum tensile strength. Stresses beyond this value may cause the material to take a set.

• % tensile to set (APTP) is the maximum allowable torsional stress as a percentage of the minimum tensile strength beyond which the material will be overstressed even when preset.

Values are material dependent. The values used to calculate the tensile strength for each wire diameter are included. SMI has modeled the tensile strength data

Figure 1. The ASD7 opening screen shows the 47 different spring types or available loading options.

Figure 2. Torsion spring data input screen.

Figure 3. Material Selection = ASTM A228 Music Wire.

contained in the ASTM A228 Music Wire specification, which allows for calculating minimum tensile strength for each individual wire diameter.

The maximum bending stress in a torsion spring occurs at the outside diameter when the spring is actuated in a direction that decreases the inside spring diameter. This is the preferred direction. The software includes diagnostic triggers for overstressed conditions.

ASD7 Solution

Figure 5 shows the input data screen for our spring design example. Along with other input data (shown in bold), we entered a value of 50% in the cycle torque 2% of min. tensile strength field, which resulted in a calculated wire diameter of 0.0399 in. As a next step, the 50% value was removed from the percent of min. tensile strength field, and a value of 0.039 in. was entered in the diameter field. This wire size is shown as the next smaller standard wire diameter in Figure 5. The completed design is shown in Figure 6 with a 3D image of the spring.

Summary

This torsion spring design example introduced users to ASD7 software and demonstrated its backsolving capability for calculating wire diameter to meet the design criteria. Hopefully, this example will be helpful to new and experienced ASD7 users. z

References

1. Gordon, C.R., Back to Basics — Torsion Springs, Springs, Winter 2025, p.19.

2. Advanced Spring Design (ASD) software, www.smihq.org, www.uts.com/Products/asd

3. Encyclopedia of Spring Design, Compression, Extension, Garter and Torsion Springs, SMI 2000.

C. Richard (Rick) Gordon is SMI’s technical director. He has more than 50 years’ experience in the steel and wire industries and is available to help SMI members and non-members with metallurgical challenges such as fatigue life, corrosion, material and process related problems.

Contact Gordon at 574-514-9367 or c.richard.gordon@gmail.com.

Want to Learn More?

For a more detailed treatment of torsion springs, enroll in the next SMI 203 Torsion Spring Design webinar, scheduled for Thursday, June 19, 2025, 1-5 p.m. ET.

To register for this class or others, visit https://bit.ly/SMItech.

Figure 6. Final ASD7 Design Data Input Screen including a 3D image of the spring.

Figure 4. Material Properties Data Screen for ASTM A228 Music Wire.

Figure 5. ASD7 Data Input Screen for the Spring Design Example Showing the Calculated Wire Diameter Arrived at by Backsolving including a 3D image of the spring.

The Springmaker’s Secret Weapon

by Phil Sasso

“The Manufacturing Extension Partnership (MEP) National Network is a public-private partnership that delivers comprehensive, proven solutions by helping small- and medium-sized manufacturers (SMM) grow, make operational improvements, and reduce risk,” is the stated mission on the MEP section of the National Institute of Standards and Technology (NIST) website (www.nist.gov/mep).

PAST

In 1988, President Reagan signed the Omnibus Trade and Competitiveness Act, part of which launched Manufacturing Technology Centers (MTC).

In 1989, the first three MTC were established in New York, Ohio and South Carolina. Initially, MTC’s focus was transferring technology developed in federal laboratories to small and medium-sized manufacturers (SMMs). But it soon became clear SMMs needed more than just access to new technologies, they needed help with business expertise, process improvement and workforce development. In the 1990s, MTC was rebranded the Manufacturing Extension Partnership (MEP).

PRESENT

Today, there are MEP centers in all 50 states and Puerto Rico. They have adapted to meet SMM’s needs, providing technical training, management education and consulting services. Although the services of each MEP differ from state to state, their objective is the same: build manufacturers’ competitiveness.

“One key resource for small- and mediumsized manufacturers (SMMs) is Manufacturing Extension Programs (MEPs),” writes Don Jacobson in his President’s Message (p. 4) “These programs provide resources, guidance and cutting-edge technologies to enhance competitiveness and long-term growth.”

“MEPs are an underappreciated asset,” says Hale Foote, president of SMI member company Scandic Springs, in my feature article MEPs: More than Mere Training (p. 26). “Small to midsized manufacturers can do a lot of good for themselves by tapping into their local MEP.”

Foote is so convinced of the value of MEPs that he serves on the board of Manex, a regional office of the MEP National Network’s California Manufacturing Technology Consulting (CMTC). Manex is in northern California and serves his facility in San Leandro.

Federal and sometimes state funds subsidize MEP services. Additional funding can sometimes be stacked to further reduce training expenses.

“Grants typically pay 50% to 100% of eligible training costs (usually for delivery, materials and associated travel),” notes contributor Micki

Vandeloo in Funding Growth with Job Training Grants (p. 34). “Many training grants also cover a portion of the cost for an in-house trainer by reimbursing the company for a percentage of the training employee’s hourly wage for the hours they spend training other employees.”

In her Be Aware column (p. 15) Laura HelmrichRhodes SMI’s regulatory compliance officer discusses one of the “Seven Habits of Highly Effective People,” sharpening the saw, which includes on-going career training.

“Sharpening the saw is an important investment — often at a reasonable cost. Staying current with trends, laws and best practices will help your organization in its quest for continuous improvement,” she explains.

FUTURE

Although recognizing the importance of MEPs, many springmakers and other manufacturers are building in-house training programs to develop a structured training plan, combat the skills gap and maintain a competitive edge.

“With the lack of skilled workers and the risk this poses to growing our business, we wanted to have more control over our future,” says Julie Arenz, president of SMI member companies R&L Spring and Medicoil in my article Developing In-House Education (p. 30). “Developing this [in-house training] program allows us the flexibility to cater to our needs, improve the quality of our training and do this at a faster pace.”

MEP training and consulting programs continue to evolve to address opportunities and challenges in manufacturing including cybersecurity, sustainability, artificial intelligence and Industry 4.0 technologies. z

Beyond Training: MEP Return on Investment

According to the Manufacturing Extension Partnership (MEP) National Network, for every $1 of federal investment MEP programs generate, on average, $24.60 in new sales growth and $27.50 in new client investment (manufacturer reinvestment in tools, technology or training).

In fiscal year 2023 (most recent statistics), MEPs across all 50 states and Puerto Rico produced:

• $16.2 billion in new and retained sales

• $2.9 billion in cost savings

• $4.8 billion in new client investment

• 107,100 jobs created or retained

MEP has helped about 150,000 manufacturers since 1988. To find your state’s MEP program, visit www.nist.gov/mep/centers.

Scan to see the MEP near you.

More Than Mere Training

Spring and wireform manufacturers face challenges that larger operations can more easily navigate. To help bridge this gap, Manufacturing Extension Partnerships (MEPs), federally supported programs operating in all 50 states and Puerto Rico, can provide training, consulting and support services tailored to smaller manufacturing operations.

“The MEP mission is really about helping bring the resources, the technical assistance, to small- and mid-size manufacturers they likely don’t have, for example, a cybersecurity expert or a training manager,” explains David Boulay, executive director of the Illinois Manufacturing Excellence Center (IMEC), who has spent more than 14 years helping manufacturers tackle these challenges. “So, we’re able to step in and serve in that capacity.”

Boulay grew up in a family business and worked extensively in manufacturing for major brands before taking the reins at IMEC, so he understands the problems springmakers face.

Customized Solutions

Rather than offering one-size-fits-all solutions, MEPs customize their services to each manufacturer’s needs. They begin by assessing the manufacturer’s workplace.

“They’re very flexible,” emphasizes Al Mangels, former president and current chief technical officer at SMI member company Lee Spring. For more than 15 years, Mangels has served on the board of New York City

Industrial & Technology Assistance Corporation (ITAC), a regional office of New York Manufacturing Extension Partnership (NY MEP), “The MEP center will customize the project to the exact needs of the client.”

During his 40-year tenure, Mangels estimates Lee Spring, based in Brooklyn, New York, has completed more than 20 MEP projects in New York, Connecticut, North Carolina and Arizona, underscoring the value of MEPs.

“We do a no-cost assessment to understand the company’s challenges and develop a road map for improvement,” says Ingrid Tighe, president of the Michigan Manufacturing Technology Center (MMTC). From there, MEPs offer a range of services, from half-day training sessions to comprehensive weeklong programs.

Hale Foote, president of SMI member company Scandic Springs, Inc. in San Leandro, California, has experienced the benefits of this customized approach firsthand. For more than a decade, he has served on the board of California Manufacturing Technology Consulting’s (CMTC) regional office, The

“Our MEP took us from zero knowledge to complete compliance. And we passed our initial audit 100%.”

— Hale Foote

by Phil Sasso

“ It’s not just about technical training—it’s about making sure we have the right culture and approach to implementing these technologies successfully.”

— David Boulay

Corporation for Manufacturing Excellence (Manex). Foote has used MEP services for about four initiatives or training programs, including ISO 9001 certification.

“Our MEP took us from zero knowledge to complete compliance,” Foote recalls. “And we passed our initial audit 100%.” The program provided the springmaker with company-wide awareness of ISO standards, to achieve certification and improved operational efficiency.

Beyond compliance, Scandic Springs has also utilized MEP services for Lean manufacturing training, plant layout consulting and machine rate adjustments.

“Scandic is 56 years old … We have lots of very well established, ingrained habits on how we thought we should make parts,” Foote says, noting that implementing Lean practices resulted in lower job costs. “The MEP gave us a view of a different way of making parts that was much more efficient,”

Mangels says the MEP consulting approach often follows a "train the trainer" model.

“They will teach a core group at a company ... and then that group then can go on and do a lot of internal training. You've got a set of people now that know what needs to be taught and how to teach it,” Mangels explains.

“We also did our initial ISO 9001 registration with the MEP,” Mangels shares. The investment paid off. “The ISO was passed on the first audit,” Mangels says of the effectiveness of their MEPguided implementation. “We did our recertification with them.”

Job Skills Training

Workforce development continues to be an issue for springmakers. As baby boomers retire and manufacturing processes become increasingly sophisticated, companies must develop technical skills and leadership capabilities within their workforce.

“One of the biggest issues that every industry is facing is the war on talent,” says Tighe.

MEPs offer a wide range of workforce development services, from technical training to leadership development. Tighe says the top four training areas relevant to springmakers are leadership and workforce training, Lean manufacturing, quality and compliance, and technology implementation. MEPs provide helpful management training for supervisors, many of whom were promoted from coilers based on technical expertise rather than management experience.

Some of the most popular training programs offered by MEPs include management training for supervisors promoted from production jobs to leadership positions.

“As far as workforce development, common projects would be Lean training and also supervisor or leadership training,” Mangels says.

“That front line leadership training and development coaching is another big area we do an extensive amount of work in,” Boulay notes. “Supervisors are critical to any company’s success, but they often need guidance on how to lead effectively.”

Scandic’s leadership has attended several of Manex’s management training classes, but Foote finds the community college provides more practical technical training courses. And his QA manager teaches a periodic class on metrology in his shop.

Mangels also finds community colleges, private universities and workforce development centers to be better choices for fundamentals.

“A number of us who trained in New York also became qualified ISO 9001 auditors.”

Building a Culture of Improvement

While technical skills remain important, MEPs recognize that successful training programs must integrate with a company’s overall culture and strategy.

“With today’s automation technology, digital automation and the need to be competitive, training has to integrate with a focus on continuous improvement,” Boulay explains. “It’s not just about technical training — it’s about making sure we have the right culture and approach to implementing these technologies successfully.”

This holistic approach extends to technological implementation as well.

“There are some very dirty and dangerous jobs that are hard to fill,” Tighe points out. “If we can automate those processes with cobots or new systems, we can increase efficiency while upskilling workers for higher-value tasks.”

MEPS training programs can help SMMs resolve quality, productivity and cost issues.

“How do you reduce your waste and scrap? How do you improve your operational efficiency?” Tighe says. MMTC offers training in Six Sigma, value stream mapping and 5S organization techniques to help manufacturers streamline operations and reduce unnecessary costs.

Springmaker ROI Questions

Despite the clear benefits, many springmakers hesitate to contact their MEP.

“The biggest concerns are always, ‘What’s the ROI?’ and ‘I don’t have time for training,’” Foote notes. However, he advocates for the value of these partnerships. He says the ROI often outweighs the initial hesitation.

When asked what he would tell other springmakers concerned about the time investment, Mangels is emphatic: “I'd say it's definitely worth the time because you will have to spend some time on the issue anyway. But using an external resource on a short-term basis is a lowcost way to get started and will actually save your manager time in the long run.”

Boulay acknowledges these concerns but emphasizes that working on the business is just as important as working in it. “First and foremost, you’ve got to take care of your customers and run the business,” he says. “But at the same time, moments of working on the business are where an organization like MEP can step in and support. Sometimes big gains don’t take a lot of time — they just need focus.”

Tighe compares investing in MEP services to maintaining personal health: “If you don’t take care of small problems, they become big, expensive problems. It’s the same with your business. A small investment now can prevent costly issues down the road.”

Costs and Funding

“Essentially, the MEP is a government agency that’s under NIST, the National Institute of Standards Technology, which is part of the Department of Commerce,” explains Mangels. “And they have an annual budget from the federal government of close to $200 million.”

“ If you don’t take care of small problems, they become big, expensive problems … A small investment now can prevent costly issues down the road.”

— Ingrid Tighe

Individual MEPs themselves are funded through a mix of federal, state and manufacturer client fees.

MEPs offer a variety of free resources, including webinars, events and white papers. Manufacturers are charged a consulting fee which varies based on the project scope.

MEPs work to make these projects affordable by leveraging additional grant funding and generating a measurable return on investment.

“You could go out and find a consultant, but going through the MEP Center, there are advantages,” says Mangels. “Number one, they are subsidized. So it has a tendency to be lower cost for that reason. Number two, because the MEP centers contract consultants on a regular basis, they sometimes get price advantages of a volume discount.”

In some states, substantial funding is available for workforce development initiatives.

“California has hundreds of millions of dollars for manufacturers for training,” Foote explains, since California is the largest manufacturing state in the U.S. “So, if we send people to be trained under this, we get reimbursed for a big chunk of their wages. The cost of training is essentially nothing.”

State-by-State Variations

While MEPs share a common mission, their structure and offerings can vary from state to state. For example, the MEP landscape recently shifted in California, with the Los Angelesbased California Manufacturing Technology Consulting (CMTC) becoming the state’s sole MEP center. Foote’s Northern California organization, MANEX (Manufacturing Excellence), is now a regional office under CMTC.

Despite these variations, Tighe emphasizes that every state has an MEP center providing similar services. “If you’re outside of Michigan, there’s a sister center in your state that can help,” she says. “If they can’t assist you directly, they know who can.”

The Future of MEPs

Despite economic uncertainties, industry experts remain optimistic about the future of manufacturing support programs. Boulay noted that manufacturing has become a policy priority in recent years, with national recognition of the importance of small- and mid-size manufacturers.

“Regardless of party, manufacturing is a priority,” Boulay says. “There’s a focus on ensuring we have the ability to make things in our

country that we haven’t seen in quite some time. It’s great to see that level of attention.”

“Involvement with your MEP can introduce you to a community of providers that can help manufacturing companies,” Mangels says. “They're a great networking vehicle as well, because they know a lot of the other players in that space.”

For springmakers looking to stay viable in an ever-changing landscape, MEPs offer a valuable resource. From workforce development to process optimization and technology implementation, these partnerships provide the expertise and support that small- and mid-sized manufacturers need to thrive.

“MEPs are an underappreciated asset,” Foote says. “Small to mid-sized manufacturers can do a lot of good for themselves by tapping into their local MEP.”

As he puts it, engaging with MEPs “just gives you a wider exposure to the manufacturing community and different ways of doing business.”

MEPs can make a huge difference in today’s competitive manufacturing environment. z

“We also did our initial ISO 9001 registration with the MEP … The ISO was passed on the first audit.”

— Al Mangels

In many states, substantial grant funding is available for workforce development training.

Developing In-House Education Developing In-House Education

By Phil Sasso

With the continuing skilled labor shortage, some springmakers are turning to in-house training to onboard new employees, bridge the skills gap and grow talent from within.

Outside programs can teach fundamental skills, but no outsider can give hands-on training and teach your processes like one of your seasoned springmakers.

“If you have someone who is open to training and helping others, you already have a foundation for a strong training program,” says Rodney Poore, 48-year spring industry veteran and a decade-long manufacturing instructor at McHenry Community College’s (MCC) Catalyst Campus in Woodstock, Illinois.

Recently, Poore was recruited to launch an on-site training center for the 200 employees at SMI member companies R&L Spring Co. and Medicoil in Lake Geneva, Wisconsin.

“With the lack of skilled workers and the risk this poses to growing our business, we wanted to have more control over our future,” says Julie Arenz, president of R&L Spring and Medicoil.  “Developing this program allows us the flexibility to cater to our needs, improve the quality of our training and do this at a faster pace.”

“I was blown away by how open and generous others have been to share their experiences with us so we can learn from them,” Arenz says. Other manufacturers in southeast Wisconsin welcomed her and her team to tour facilities and learn about training programs.

Why Train In-House?

Outside classrooms provide professional instructors and comfortable learning environments. But it usually means a lack of control over the training material and schedule. In-house training allows employees to learn practical skills on the equipment they use every day.

“They know the other coworkers in the class,” says Poore. “It helps them relax and be more willing to participate, speak up and ask questions.”

There are also various grants available for in-house training programs. See “Funding Growth with Job Training Grants” (p. 34).

“We have not received any state funding as our program is very new.” says Arenz. “But it is a possibility to consider in the future.”

Choosing A Trainer

The first step in developing an in-house training program is to identify the right person to lead it. You likely have experienced coilers with decades of experience. Making them a trainer would allow them to pass down their knowledge.

You may not want a full-time trainer, so your employee can work some days and train others. Alternatively, you may call on a retired employee who only wants to work part-time.

But not every skilled machine operator is suited to be a teacher, says Poore. He suggests looking for an employee who has shown a willingness to help others.

“Previously we relied more on our team leaders and supervisors to help train employees,” Arenz says. “We had some very basic checklists and work instructions to monitor progress. But the trainees were not always getting the needed attention, and training was not very consistent department to department.”

“We’ve learned not every leader makes a good trainer,” Arenz says. While leaders support training, they can now focus their skills where they are most productive.

Training Your Trainer

Once you’ve identified a potential trainer, invest in their development.

“Your most experienced people may not know how to get the materials together and how to get the information across to their coworkers,” Poore says.

If you have someone who is open to training and helping others, you already have a foundation for a strong training program.

In-house training allows employees to learn practical skills on the equipment they use every day.

Poore recommends a “train the trainer” program, which provides new instructors with the tools and techniques to structure lessons and deliver information effectively.

“I just finished training a gentleman,” Poore shares. “When he first came to me, he didn’t really know how to teach. He didn’t know how to put his materials together. So, I showed him how to do an outline and structure his materials in a way that starts with the basics and follows all the way through to more advanced information. He now has the guidelines to put his own materials together.”

The other option is to look for an outsider to join your staff full-time.

“We saw other businesses successfully hire an educator or instructor with a background in their industry,” Arenz says. “We came across Rodney through McHenry County College and initially had him teach some blueprint reading classes.”

“We chose to hire him full-time because of his extensive background in springmaking, his ability to develop curriculum and to train others,” Arnez continues. “He has a strong passion for this type of training which is hard to find.”

Developing Curriculum

R&L Spring has created a committee that works with Poore to oversee the classes and content.

“We’re putting our ideas together from different viewpoints,” Poore says. “We’re structuring a complete training program that fits the spring industry perfectly.”

Poore focuses part of his training on the specific machines and processes at R&L Spring.

“It’s amazing how much information is in the manual,” Poore says. He asks machine manufacturers for resources like training manuals and videos.

“I find that a lot of people don’t open it up and actually read the first five or 10 pages. That will give you a basic idea of this machine’s functions,” he says. “The manual is the biggest resource for any piece of equipment.”

Poore stresses the importance of carefully choosing curriculum and developing original classroom materials. He has developed three books which he teaches as classes at MCC and R&L Spring: “Numbers at Work,” “Math and Measurement” and “Blueprint Reading Basics.”

“You can’t teach something you don’t know,” he warns.

Creating Your Classroom

“Keeping people, noise and interruptions out of the training area is important,” Poore advises.

Finding a quiet space away from clamor and disruptions in a manufacturing facility can be challenging, but it’s essential. Whether it’s a temporary training space or a permanent classroom, it should be quiet, well-lit and have a table for trainees to take notes.

In his community college work, Poore has had to find spaces at factories and machine shops to become temporary classrooms.

“Sometimes, I have no idea what I’m walking into,” Poore says. “I’ve actually taught in a lunchroom, brought in a comparator on wheels and trained a class on measurement.”

He also says a dedicated machine allows uninterrupted instruction and hands-on practice. In his R&L Spring classroom, he has an Itaya CX-15 exclusively for training.

“It’s a huge, huge advantage to have a machine just dedicated to training,” Poore emphasizes.

Choosing Training Tools

In addition to micrometers, calipers and other measuring tools, Poore’s 400-square-foot classroom at R&L Spring also has the usual classroom requirements: chairs, tables, a whiteboard and a wide-screen TV.

“I use PowerPoint or photos to show the trainees what we’re talking about,” Poore explains. He uses a whiteboard to illustrate concepts on the fly. “When I’m talking

Rodney Poore demonstrates setup on the Itaya CX-15 in his new classroom at R&L Spring.

about certain subject matters, if I find that the trainees are not quite understanding me, I can write it out or sketch a diagram on the whiteboard.”

Handouts are also useful.

“I print out a booklet of the PowerPoint,” Poore says. “As I go through the presentation, they can follow along and take notes in the booklet. They can take those booklets with them when they leave so they’ve got something to refer back to later.”

Retaining Knowledge

Quickly applying newly acquired training skills helps staff retain the information. Poore suggests pairing up trainees with experienced colleagues to provide ongoing support and mentorship.

“I encourage them to get hands-on right away and keep working with their supervisor back in the shop,” he says. “I want them to actually apply what they’ve learned right away so they can ask their questions to the right person.”

You can also use your classroom for manufacturing, measuring or safety refresher classes.

While Poore focuses on technical training for production staff, the same classroom could be used to teach leadership and management classes, such as Six Sigma, Kaizen or Lean manufacturing, using an in-house or contracted trainer.

Measuring Success

Monitoring training progress and keeping trainees motivated is key. Poore suggests using a classification system to assess an employee’s skills level. This incentivizes learning and challenges team members to work toward the next level.

Poore’s setup for his R&L Spring classroom.

“Progressing from one level to the next shows growth and development,” Poore says. “Once they meet the goal, they go to the next level, moving from a C coiler to a B, or from a B to an A. Eventually, they can become master springmakers.”

The goal is to develop master springmakers crosstrained with skills and knowledge to excel.

Looking Forward

“Right now, we’re starting narrower, focusing on coiling and some specific secondary operations,” Arenz says. Eventually, training may extend to other areas such as quality, sales and maintenance. She would also like to enhance the onboarding experience.

“This all ties together to give employees the tools and foundation they need to be successful when joining our team,” Arenz concludes. z

Quickly applying newly acquired training skills helps staff retain the information…pairing up trainees with experienced colleagues to provide ongoing support and mentorship.

By Micki Vandeloo

Funding Growth with Job

Growth is good, but the flip side is the need to equip your new and current staff to manage the higher volume of work. With a low unemployment rate, manufacturers are often forced to hire less skilled workers and train them on the job rather than find candidates with a strong set of required manufacturing skills.

As manufacturers find it harder to attract workers, they also ask their current workforce to take on more tasks. This creates a need to train current employees to handle a wider variety of tasks.

In-house and outsourced manufacturing skills training can be expensive. If you hire an outside trainer, you often need to pay the cost of instructing classes, and any materials and equipment needed. If the trainer is not local, you must also pay their travel expenses.

If you use in-house experts to conduct your training (common for on-the-job training), there is a hidden cost of wages your trainee and instructor spend on training and not producing springs or wireforms. You will likely also have material costs for in-house training.

So, growth is good, but training to address that growth is expensive. What can you do?

The Training Grant Landscape

The good news is that the vast majority of states offer training grants. These can come from a variety of sources:

• A state’s economic development department

• Community colleges

• Workforce Innovation Opportunity Act (WIOA) centers

Grants typically pay 50% to 100% of eligible training costs (usually for delivery, materials and associated travel).

Many training grants also cover a portion of the cost for an in-house trainer by reimbursing the company for a percentage of the training employee’s hourly wage for the hours they spend training other employees.

WIOA’s training funds typically cover on-the-job training costs. These funds reimburse a percentage of the employee’s wages for the period immediately following the beginning of employment.

WIOA offices and community colleges will generally help companies with the application process. Community college grants typically require a shorter application for funding than other training grant applications.

Manufacturers can also apply directly for many state-offered economic development training grants. These applications take more time to complete and require information from the company about the training and the participants.

Information Required for Applications

Training grant applications generally require the following information:

• The purpose for the training (upskilling, new employee training, etc.)

• A short description of the training course(s)

• Information on the instructor (experience, resume)

• The dates each training course will be offered

• The number of hours of training for each course

• The number of employees taking each course

• The average hourly wage of employees taking each course (or the hourly wage of individual employees taking the course)

• Sometimes, the last four digits of each participant’s social security number

The funding agencies work with manufacturers to answer questions about the application and will sometimes require a site visit to the facility before training begins.

Training Grants

Tips and Tricks for Training Grants

Here are some tips to provide you with the best chance of getting training grants:

• Compile an annual training plan. I recommend developing a plan by employee and submitting a year’s worth of training to the funder when possible. You don’t want to have to repeatedly go back to ask for more funds.

• Apply at the beginning of your state’s fiscal year. State training fund budgets typically run on the fiscal year cycle, generally from July 1 to June 30. It is best to submit your application early to avoid delays and run-out of funds.

• Training grants are reimbursement grants. To receive reimbursement, you must conduct the training and submit any required documentation to the funder. If you meet the

requirements and submit all the documentation, the funder will send you a check for the grant amount.

• Be sure your trainer knows the available grants. If you are a training provider, you should keep up to date on the training grants available to your clients and help them access those funds. We have helped Learning and Development organizations nationwide find and access grant monies.

In short, growth is a very good thing. After all, if you don’t grow, you die! By plugging into the various grants available, you can reduce the cost of training and minimize the impact of growth. z

Micki Vandeloo, president of Lakeview Consulting, Inc. (www.lakeviewconsulting. net) in St. Louis, has more than 25 years’ manufacturing industry experience. She helps clients clarify project goals, plan new services and programs and secure grant funding to support their missions. Vandeloo’s team has written more than 850 grant proposals and obtained more than $260 million in grant funding.

Contact Vandeloo at micki@lakeviewconsulting.net or 618-977-8570.

By Agustín Estalayo

Climate Change and the Spring Industry

Editor’s Note: Agustín Estalayo recently left the spring manufacturing field to work in another industry. He previously served on the SMI Board of Directors, chaired the Membership Committee and most recently sat on the Communications Committee. He contributed this article before moving to his new position. We wish him well.

Sustainability is impacting business. Companies and organizations face pressure to ensure compliance with environmental, social and governance (ESG) regulations and manage ESG risks effectively. Springmakers in North America face the same challenges: developing a competitive market strategy while meeting ESG requirements.

Our North American customers pushing for carbon net zero strategies may each have a different timeline, but it appears inevitable that we’ll need to measure and manage our carbon footprint (See “Online Resources for CO2e Accounting,” Springs, Summer 2023 — https://bit.ly/SPR62-3-p31)

To determine the best options for our industry’s future, we should first consider the impact of climate change.

Climate Change and the Effects

According to the United Nations (UN) Climate Action, fossil fuels (coal, oil and gas), are by far the largest contributor to global climate change, accounting for more than 75% of global greenhouse gas (GHG) emissions and nearly 90% of all CO2 emissions. Climate scientists say the world is now warming faster than at any point in recorded history. Warmer temperatures are, over time, changing weather patterns and disrupting the usual balance of nature.

The most cited causes of GHG emissions are power generation, manufacturing, agriculture, forestry and other land use (AFOLU), transportation, residential/commercial HVAC and overconsumption.

The effects of climate change (based on various UN sources) are also visible: hotter temperatures, more severe storms, increased drought, a warming-rising ocean, loss of species, lack of food, more health risks, poverty and displacement.

Climate Change and Transportation

One of the biggest public misconceptions is that global warming is caused by transportation emissions. A revolution in transportation from internal combustion engines (ICE) to electric vehicles (EV) may reduce tailpipe emissions but will not generate fewer overall emissions. What makes the difference is the energy required to move the world.

“Energy has always been and remains central to human achievement and progress,” said Juliet Davenport, president,

Global Emissions by Sector

Energy Institute. “It is also, increasingly, central to our very survival. With global temperature increases averaging close to 1.5°C, 2023 was the warmest year since records began, and the increasingly severe impacts of climate change were felt across all continents. We also experienced the continuing effects of geopolitical disruption on energy markets and the economies and livelihoods they support.”

Human evolution demands more energy than ever (electromobility, data centers, servers and artificial intelligence). The point here is not the demand for energy — it is whether electricity is generated using fossil fuels.

In 2023, despite efforts to decarbonize the economy, fossil fuels still accounted for more than 80% of the global energy mix. Coal was responsible for 32% of energy consumption globally, followed by natural gas (26%) and oil (23%).

China remains the largest global consumer of coal, accounting for 56% of the world’s total consumption. However, in 2023, for the first time, India’s coal consumption exceeded the combined total of Europe and North America. Oil consumption in China also rebounded strongly last year from 2022, largely due to relaxed zero-COVID lockdown policies.

Economic Development vs. Decarbonization

One of the biggest mental obstacles to adopting aggressive emissions reduction goals, is the perceived conflict between business growth and emissions reduction, said the World Economic Forum. Intuitively, it makes sense that doing or producing more leads to a rise in energy use and carbon emissions. By this thinking, reducing emissions means limiting output or buying more costly

renewable energy and taking a voluntary hit to the bottom line. The simplicity of this argument may be why it is often used as a response to progressive environmental policy. No country or industry wants to deter growth.

One possible part of the solution is creating and using new technologies. An IT-focused mindset might help organizations decouple business growth from emissions production. Change is often the engine for industry expansion. But change can be intimidating for organizations because it requires an investment of time and money. There is a level of comfort in maintaining familiar old systems and applications. The amount of change needed to adopt new systems can be daunting, and it’s often easier to defer expenditures as a quick balance sheet fix.

“If solar and wind really were cheaper, they would replace fossil fuels without the need for a grand push from politicians and the

Global Coal Consumption

*EJ (exajoule), is a unit of energy equal to 1018 joules.

IEA CO2 Emissions in 2023

industry,” says Bjorn Lomborg, director of the Copenhagen Consensus Center. “Renewable energy brings large, often hidden costs, due to the unreliable and intermittent flow of energy. This is why global electricity remains more than two-thirds reliant on fossil fuels — and why we, on current trends, are an entire century away from eliminating fossil fuels from electricity generation.

“If we want to fix climate change, we instead must invest a lot more in low-CO₂ energy research and development (R&D). Only a significant boost in R&D can bring about the technological breakthroughs that are needed (in reducing trash, improving battery storage and efficiency and other technologies such as modular nuclear) that will make low-CO₂ energy sources truly cheaper than fossil fuels.”

Climate LEAP

The Climate LEAP (Long-range Energy Alternatives Planning) system is a global initiative launched in the EU in 2015 providing aid to local and regional authorities and promoting investments in cutting greenhouse gas emissions. In the U.S., the Climate LEAP is seen in multiple programs: Inflation Reduction Act, Bipartisan Infrastructure Law, American Climate Corps and Actions to Tackle the Climate Crisis.

North American industries can invest in reducing the impact of their manufacturing and building HVAC. Here are two examples of companies using industry-derived CO2 in Carbon Capture and Utilization (CCU) programs:

1. A new generation of fuels could power planes and ships without warming the planet. In the Corpus Christi, Texas, area,

green hydrogen-based diesel fuel is being created from water, electricity and captured CO2, according to Nicolás Rivero and Emily Wright in The Washington Post (June 27, 2024). In this scenario, a refinery captures CO2 and sends it to a nearby plant for processing. Usually, the CO2 created when distilling crude oil is released into the air.

2. A U.S.-based joint venture produces methanol derived from CO2 Fairway Methanol LLC is producing methanol using CO2 emitted from plants near their facility. This carbon recycling is reducing CO2 emissions.

Springmaker Emissions

Springmaking consumes relatively little energy and produces minimal direct CO2 emissions aside from heating and cooling our buildings. So, reducing our direct carbon footprint is not likely a major part of our ESG strategy.

The best approach to emissions reduction is to implement energy-efficient strategies in our HVAC and transportation systems, using state and federal programs whenever possible. We can also proactively switch from fossil fuel-generated power to renewable sources whenever possible. z

Agustín Estalayo has more than 22 years of strategic and operations experience. A former SMI board member and membership committee chair, he was also a communications committee member. Estalayo holds a BBA from Deusto Business School in Spain, a global executive MBA from Instituto Tecnologico Autonomo de Mexico and a global business MBA from Tulane University. You can reach Estalayo at agustin.estalayo@gmail.com.

Flashback Apprenticeships and the Next Generation of Springmakers

By John B. Beckwith Associated Spring Corp.

Editor’s Note:

Let’s flip back the calendar 50 years to Springs, May 1975. In his President’s Message

John Beckwith, SMI past president (1974-1976) focused on apprenticeship training programs. Despite the somewhat dated language and references, the message still resonates: Training is the bridge to the next generation of springmakers.

Where is the next generation of springmakers coming from?

This question has been raised many times, and many solutions have been tried — both collectively and individually — with varying degrees of success.

In the May 1963 issue of Springs, the late Anthony P. Lorenz, president of the Chicago Spring Manufacturers Association, reported plans to sponsor a trainee program with the assistance of the U.S. Department of Labor.

Many companies have successfully established their apprentice training programs in conjunction with the Veterans Administration, their respective state departments of labor and regional vocational schools.

Spring manufacturers in Europe have highly developed apprentice training programs that, for the most part, begin with 14-year-olds and run for three to 3 1/2 years. Mechanical training is supplemented by theoretical schooling. In the early 1970s, when SMI members visited European springmakers, many plants had ratios of one apprentice to five employees.

In 1972, springmakers in the Bristol, Connecticut, area, in conjunction with the Bristol Chamber of Commerce, the Bristol Board of Education and the Connecticut Department of Education, launched a formal Spring Training Program at a local high school. From an enrollment of seven in 1972, the course has grown to 28 students and has proved its value.

Jack Kleinoder, president of Volkert Stampings and an advocate of formal apprentice training, discussed the issue at the 1966 SMI Summer Meeting.

In his presentation “Skill: The Answer to Our Future,” he stated: “Men, materials, methods, machines, markets, money and management are the basic ingredients of industry. Of these seven Ms, men come first, as employees are the most valuable asset.”

He continued: “... our very survival may depend on the skill and ingenuity of our mechanics … to train the best we have ... From the small shop to the industrial giant, apprentice training should be an integrated part of the operation.”

What are you, as members of SMI, doing to provide the skills for tomorrow?

What can SMI do to ensure the heritage of the spring industry? z

Five Questions

Five Questions allows SMI associate members to tell the spring industry about their products and services. In this edition, we talk with Jonathan Rigby from

Sumiden Wire Products Corporation

1

Tell us about your company’s history and products.

Established in 1979 in California, Sumiden Wire was the first investment in a U.S. manufacturing facility by the global Japanese industrial group Sumitomo Electric Industries (SEI). Originally specializing in producing carbon wire strands for prestressed concrete, the company expanded its expertise in 1990 to include drawing stainless steel wire primarily for the spring and wireform sector, now produced at our facility in Dickson, Tennessee. Today we’re the largest stainless spring wire producer in the U.S. We are highly regarded for our consistent quality and strong technical support.

2

What trends are impacting your industry? How does it affect springmakers?

Less of a trend, more of an anomaly affecting trends, we’re seeing the current administration’s tariff roll-out having a meaningful impact on customers’ decisions when sourcing springmaking wire. How this plays out long-term will be determined by geopolitical decisions and agreements, but certainly for the foreseeable future it’s refocusing the purchasing strategies in our industry.

3 What products and services do you provide springmakers?

We supply all standard stainless steel spring wire grades, in sizes ranging from .625" down to .0018". Industry standard wires are commonly sold through the wire distributor network, making them readily available to spring manufacturers in small quantities rather than mill required volumes. As an intermediary processing mill, we take a

basic raw material and convert it into a wide variety of highly technical, custom designed wires. We have more than 6,000 unique designs based on customer requests. Being part of the SEI Group brings us the advantage of an excellent R&D resource. We’re excited this year to introduce more than six new custom austenitic spring wire alloys specifically designed by SEI Group, each with one or more superior technical capabilities when compared to the standard spring wire grades. We’re willing to share these with spring and wireform design engineers across all sectors.

4

What role does logistics play in serving springmakers?

We choose our logistics partners carefully, and don’t often change, even if the price is cheaper. Poor experiences, particularly with bad LTL trucking services, have led to costly damage in the past. The product had to be re-made, causing a delay and giving customers real headaches. Years ago, one trucking company bound for California managed to lose a 1,200 lbs. spool off the back of a flatbed. It was never found and is likely still in a farmer’s ditch somewhere along the route!

5

What was a recent challenge you solved for a customer?

A common challenge springmakers face is changing from soap-coated wire to a slightly more expensive nickel-plated stainless wire. It is rewarding to help customers determine that the machine throughput increase and yield savings of nickel-plated wire add more value to their company versus the added material cost. z

Jonathan Rigby

Sumiden Wire Products Corporation 710 Marshall Stuart Dr. Dickson, TN 37055

Phone: 615-446-3199

jrigby@sumidenwire.com www.sumidenwire.com

Follow SMI on social media for bonus content on Rigby and Sumiden Wire.

By Sara Scullin

Women in Springs

Third-Generation Distinction

Julie Arenz Infuses a Family Tradition of Quality with New Energy

Manufacturing has great job security, benefits and high pay.

If you’re talented and ambitious and want to be successful, companies like ours are willing to invest in your career growth.

Julie Arenz is committed to her family, her team and her business. She is the thirdgeneration owner of R&L Spring Company and Medicoil, businesses housed in two sideby-side buildings in Lake Geneva, Wisconsin. R&L provides parts to OEMs in power sports, automotive and other industries. Medicoil specializes in micro-precision coils and wireforms for medical devices.

R&L’s story began in 1972.

“My grandfather was a springmaker and worked for various companies in the Chicago area before he started his own business,” she says. “I think he wanted to be taken more seriously for his talents and have more control over his destiny.”

Carrying Forward the Family Legacy

“We started with very small springs — mainly tumbler springs that go into lock mechanisms. The cool thing about this is that we still make those springs today,” Arenz notes. “I love telling that story and showing customers those springs when they come around for plant tours.”

Arenz’s grandfather, Royden Forsythe, led the company until 1984 when he passed it to her father, Scott Forsythe. The next 40 years saw significant growth, new customers in the medical device industry and a move from Harvard, Illinois to Lake Geneva, Wisconsin in 1997. Since Scott’s retirement, Julie has continued the legacy of recognizing employees’ talents and ensuring their well-being.

The younger Arenz helped at R&L in high school, gained experience during college and worked at manufacturing giants Harley Davidson and Rockwell Automation before returning to R&L full-time in 2017. She met her husband, Brad, at Rockwell Automation in Milwaukee. They’ve worked together since, tag-teaming work and life.

Julie Arenz

“If either of us is busier than the other, we divide and conquer,” she says. “He’s a very hands-on dad. I feel fortunate to have that support system around me to be able to do what I do. He’s on the sales and customer side — keeping our customers happy and focusing on growth opportunities.”

Innovating for the Future

“We’re continuing to automate and streamline our processes in materials handling to be more efficient. That’s a big focus of ours, as well as improvement on the technology side,” she says.

This past year, the company upgraded to a new enterprise resource planning (ERP) system to help with data and planning information. Arenz says integrating these dayto-day operations has proved helpful so they can react and respond to real-time data.

“Eventually, we will integrate these capabilities on the sales side, too. It’s a major project we’ve been working on for several years,” she says. “I’m proud to say we successfully executed our transition with minimal impact on our customers, which is most important.”

In addition, Arenz and her team are selectively pursuing AI technologies in areas of development — particularly forecasting and planning. She wants to understand the risks and rewards implicit with these emerging tools. “It’s fairly new to us, but it’s an area we’re expanding in,” she explains.

Supporting the Industry’s Future

R&L and Medicoil are partnering with local schools and talking to students and teachers about the industry.

“Manufacturing has great job security, benefits and high pay. If you’re talented and ambitious and want to be successful, companies like ours are willing to invest in your career growth.”

“If you’re a good setup coiler and want to have leadership experience, maybe you advance to a team lead,” Arenz says. “And we’ve had team leads advance to supervisors and plant managers.”

Networking is important to Arenz, too. It helps her keep informed about the industry and manufacturing in general. She holds local leadership positions and participates in SMI events.

“I think we’re stronger together, and there’s a lot of information to share to help each other. SMI is doing a lot of great things to try to bridge that gap. I look forward to seeing how I can further contribute,” she says.

Juggling Business and Life

The days (and nights) are full for Arenz. With two energetic young sons, Oliver, 5 and Jack, 3, family is a top priority. When not at work, the days and seasons burst with outdoor play, camping and big family fishing trips.

“My two young boys are my world. They love being outside and active, and I enjoy doing as much outdoors as possible all yearround,” Arenz says. She acknowledges it can be challenging to balance a company with a full family life. But she is proof it can be done with communication, cooperation and a forward-thinking mindset. Oh, and it helps to love what you do.

“There are a lot of spring companies in the world — in the Chicago area especially,” she says. “But the industry seems very fragmented, and I think you need to find ways to differentiate yourself. As we continue our journey into the future, we have a great story to tell, and I think there are people out there who still haven’t heard it.”

“These last eight years have assured me that I love what I do, and I’m passionate about continuing the family legacy,” Arenz added. z

Part of the leadership team from both R&L and Medicoil gathered for the company’s 50th anniversary celebration in 2022.

By Phil Sasso

Difference Makers

Mickel Gray: From Temp Work to 40-Year Career

Mickel (pronounced Michael) Gray promptly reported to work Dec. 1, 1984, for his first day at Newcomb Spring in Stonecrest, Georgia.

“I started

as a temp,” Gray recalls.

“I worked about three weeks, maybe a month, then got laid off. Somebody needed a job, so they let me go. So, I went to work somewhere else.”

“But then the general manager (Charlie Porter) called the temp service and told them to find me and bring me back,” Gray says.

“The GM felt like I wasn’t done right. So, he asked me back and gave me a raise. I’ve been here ever since.”

“He said I did more work in four hours than the other guys did all day,” Gray chuckles.

That was just the beginning of his more than four-decade career at Newcomb.

Growing Responsibility

After his stint as a temporary employee, he moved to various roles at Newcomb, learning all the ropes. He found his home in shipping and receiving and eventually became department manager.

“That title is an understatement,” says Jeff Jacobson, the current general manager at Newcomb Spring of Georgia. “The title doesn't reflect what he really does. He wears a lot of hats.”

Over the years, his shipping and receiving management role has grown to encompass numerous added responsibilities, including scheduling, planning and purchasing raw

materials. His hands-on approach and commitment to quality service have made him indispensable.

He often arrives early and stays late to ensure every shipment is on track.

“Every morning, without fail, Mickel asks, ‘What do you need me to take care of today?’” says Newcomb office manager Misty Tyler. “And if you give him a task, it gets done. No follow-up needed.”

“But you don't have to ask him to do things. He knows what other people need to do, and he tries to make their jobs easier,” Tyler says. “He's always worried about where the product has to go next, who will be handling it, what needs to happen next and how he can make it easier and more efficient without being asked.”

Going Over and Above

“When quitting time hits, most people clock out and go home,” Jacobson says. “Mickel says goodbye to us every single day and asks if we ’ve got what we need. He works an earlier shift, but he always checks in with us before checking out.”

Mickel Gray

Jacobson says that when chairs were left up after a company event, Gray took it upon himself to ensure they were put away, even when explicitly told he didn’t need to deal with them.

“That’s how I was raised,” Gray reflects. “My daddy taught us that if we saw something that needs to be done, we should just go ahead and do it.”

He grew up in a hardworking family in Thomaston, a small rural town in Upson County, Georgia. “I was country born and raised,” Mickel proudly says.

One of eight children, five brothers and three sisters, Gray learned the value of diligence and responsibility at a young age. As a kid, Gray delivered newspapers and mowed lawns. Later, before joining Newcomb, Gray worked at a grocery store, rising through the ranks, bagging, stocking shelves and eventually ordering canned goods, frozen foods, dairy and produce.

Pride in Workmanship

Under Gray’s supervision, Newcomb’s Stonecrest shipping and receiving department shows his dedication and pride in his work—it is clean, organized and efficient. If a pallet isn’t wrapped correctly, he is known to personally rewrap it, ensuring every package that leaves his department represents Newcomb Spring’s commitment to quality.

“To be honest with you, that just goes back to the way I was raised,” Gray reiterates. “My daddy always told us to let your work speak for itself.”

His high expectations often extend to others he works with.

“Mickel didn’t care that I was the owner’s son—he treated me the same as everyone else,” says Jacobson. As a young man, Jacobson’s father sent him to train under Gray in the shipping and receiving department. “He made sure I put in the work, learned the ropes and understood the effort it takes to keep things running smoothly.”

Changing with the Times

The facility has changed a lot since Gray first stepped through the door. As one of the longest-serving employees, he has witnessed Newcomb Spring’s evolution, including multiple expansions.

“It’s gotten bigger. It used to be, whatever we made that day, we shipped out that day. Now we’ve got storage,” Gray says. “Customers used to take the full order at once. Now, they want it shipped in pieces— say 20,000 a month instead of the full 100,000. They want whatever they’re going to use that month,” he says explaining the impact of just-in-time (JIT) manufacturing on his department.

When Gray started working in shipping and receiving, all the records were done with pen and paper. As things changed, he grew with them, learning the computer system

He knows what other people need to do, and he tries to make their jobs easier.

Pictured: (l-to-r) Misty Tyler, Jeff Jacobson and Mickel Gray.

that eventually evolved into today's bar code technology.

But underlying all the changes, Gray’s deep pride in this work was a constant.

“He wants things done correctly,” says Jacobson. “The boxes have to look right and sit on the skid right. And you've got to use the right skid. If he ships something, it’s going to get to the next spot without UPS or FedEx or whoever busting the box open despite how hard they might try.”

“He wants the customer who gets a box to know it is a Newcomb Spring box,” Jacobson continues. “It looks good. It's taped up well. He takes pride in those things.”

Beyond the Workplace

Over the phone, Gray is soft-spoken and humble. Although he takes pride in his work, he doesn’t like to brag. It takes a lot of prodding to get him to talk about himself. But when asked about his children, his voice changes and the words come rushing out. He’s a proud father of three successful daughters.

His daughter Tamechia, 43, is a director of nursing, mother of two and grandmother

of one. Michelle, 38, is a retired Army lab technician formerly at Walter Reed National Military Medical Center now working at a hospital lab in Hawaii. And his youngest, Jasmine, 36, is a dancer, choreographer and dance instructor. All three attended college.

“They are very much daddy’s girls,” says Tyler. “He’s very close to his three girls. He’s very protective and very proud. He’s raised them with the same work ethic he has. I call them girls, but they are grown women now.”

When asked for advice for the next generation entering the workforce, his response is simple but powerful. “You reap what you sow,” Gray says. “If you put in the effort, you’ll get rewarded. But you’ve got to work hard.”

“Mickel is Newcomb,” Jacobson concludes, reflecting on Gray’s more than 40-year legacy. “He represents the company’s history and our business’s longevity.” z

Do you know a difference maker? Know a springmaker who is impacting a company, community or cause? Tell Phil Sasso, Springs managing editor, at phil@smihq.org or 847-250-7445.

SPRING TOOLING FOR ALL MACHINES

STS has been making tooling for spring and coiling machine manufacturers for 50 years.

Mickel Gray's daughters (l-to-r) Michelle, Jasmine and Temechia (circa 2017).

Mickel Gray (seated) is pictured with his family (l-to-r): Tamechia, Tammy, Michelle and Jasmine (circa. 1995).

Gary McCoy

A Message from Gary

What Are Your Pillars?

Many may not know that coal mines were once common in Iowa, and that both of my grandfathers worked as coal miners.

I never got to meet my maternal grandfather, Horace Alton Zimmerman, because he died before I was born due to a collapse inside the mine he owned. According to the Hometown Heritage blog about Iowa coal mining, “Life in the mines was hard work. Dangerous gases were a problem, as well as collapses and accidents.” (https://bit.ly/hth8317)

I don’t know much about my grandfather’s mine. Room-and-pillar mines, common at the time, often had a vertical shaft leading to the room where the coal deposits were located. Miners depended on pillars to prevent the room from collapsing.

Pillars are vital in coal mines, but also in creating a productive company culture that won’t fall apart. I recently interviewed author and speaker Chris Dyer for the “Springs Are Everywhere” podcast. Dyer, who specializes in company culture, wrote the bestselling book “The Power of Company Culture.”

Dyer says his seven pillars of company culture came from his own realization that the company where he was CEO had a broken culture. When the Great Recession hit in 2008, he looked around the room and asked his employees for ideas. “They were all looking at me saying, ‘What’s the idea you want to go in and execute on?’”

Dyer said he realized he was the idea guy, and they were all the executors. “As the business owner or CEO, you don’t want to be the only person coming up with the ideas because we may have a few every year, but we don’t have all that we really need.”

From that revelation, Dyer acknowledged that he needed a cultural change.

The next step involved answering the question “What is the right culture?” He likened his quest to doing research before purchasing a new car. As a result, he went out and talked to leading executives, authors and speakers. What he found was they were all saying essentially the same things about successful company cultures.

The seven pillars include being transparent, measuring what matters, having positive leadership, focusing on what works best, being good listeners, celebrating what makes your company unique and knowing how to leverage mistakes.

After adopting these cultural pillars, Dyer said that within six months his company was on the right track. He said it was like “adding rocket fuel into what we were already doing by just getting really good at these seven things.”

Rocket fuel is not useful or safe inside a cave, but an incredible accelerant to raise pillars to support an incredible company culture.

Gary McCoy Executive Director

Inside SMI

Annual Market Summary

Keep these dates in mind:

April 1 Annual Market Summary survey is sent to all regular members.

May 31 Published cutoff date for returns

July 15 Annual Market Summary Report sent to SMI

July 31 Individual Financial Performance Report sent to each participant

Launches

in April

One of the most valuable services SMI offers to springmakers is our Annual Market Summary. This industrywide report profiles the financial and operating performance of spring manufacturers. For those who participate, the Annual Market Summary is delivered in both a PDF format and an Excel dashboard. Management commentary is provided in the reports to explain what the various statistics and ratios mean and why they are important.

Only SMI members are eligible to participate. The Annual Market Summary is a value-added service included in your membership dues. Each participant that returns a completed questionnaire will receive an individual Financial Performance Report (FPR) delivered via an Excel dashboard analyzing their company. This report offers an interactive, dynamic look at the data columns the user wants to use for benchmarking.

Mackay Research Group, our exclusive survey partner, sends these reports directly to survey participants. They follow the strictest guidelines to ensure the confidentiality of company data.

New Members

SMI is pleased to welcome our newest members

Associate Members

Lake Michigan Metals

Andrew Dostal, Owner and President andrew@lakemichiganmetals.com www.lakemichiganmetals.com 630-783-9555

WITELS Albert USA

EJ Neron, National Sales Manager info@witels-albert-usa.com witels-albert-usa.com 410-228-8383

2025 Spring Design Training Schedule

As a component of SMI’s Advanced Spring Design (ASD) computer software, SMI offers spring design training programs to help industry newcomers and veterans increase their knowledge. Training is available to both members and nonmembers.

2025 Classes

201 Compression Spring Design

202 Extension Spring Design

203 Torsion Spring Design

206 Snap Ring Design

301 Springs – Fatigue

201 Compression Spring Design

202 Extension Spring Design

203 Torsion Spring Design

Webinars are scheduled from 1–5 p.m. EST.

*Dates are subject to change.

April 17, 2025

May 22, 2025

June 19, 2025

July 17, 2025

Aug. 21, 2025

Oct. 16, 2025

Nov. 20, 2025

Dec. 18, 2025

For more information and to register for classes, visit https://bit.ly/SMItech or contact Gaby Carrasco at gaby@smihq.org.

SMI Survey Schedule: Benchmark with Your Peers

SMI regularly surveys its members to help them understand how they are performing compared to others in the industry. We respect your privacy and recognize the importance of confidentiality. No company data is ever shared with SMI members, SMI itself or any third parties.

2025–26 Schedule

Key Business Trends (regular and associate members)

Second Quarter 2025

Third Quarter 2025

Fourth Quarter 2025

Wages & Benefits

(every other year — regular member contacts)

Survey Sent Responses Due Results Sent

July 7, 2025

Oct. 4, 2025

Jan. 6, 2026

July 17, 2025 July 18, 2025

Oct. 14, 2025 Oct. 15, 2025

Jan. 16, 2026 Jan. 17, 2026

Survey Sent Responses Due Results Sent 2026

Salary (every other year — regular member contacts)

Sept. 3, 2026

Oct. 1, 2026 Nov. 15, 2026

Survey Sent Responses Due Results Sent 2025 Oct. 1, 2025 Oct. 30, 2025 Nov. 29, 2025

Annual Market Survey (regular member contacts and prospective members)

Survey Sent Responses Due Results Sent Industry Report to SMI

April 2, 2025 May 31, 2025 July 15, 2025

Individualized Reports to SMI Members July 31, 2025

Calendar z Key Events for the Global Spring Industry

2025

May 12–15

WAI Interwire 2025

Georgia World Congress Center

Atlanta • www.wirenet.org

Sept. 8–11

FABTECH

McCormick Place

Chicago • www.fabtechexpo.com

Sept. 6–8

wire Middle East Africa

EIEC — Egypt International Exhibition Center

Cairo, Egypt www.wire-mea.com

Send Us Your News

Sept. 17–18

wire Southeast Asia

Bangkok International Trade & Exhibition Centre (BITEC)

Bangkok, Thailand www.wire-southeastasia.com

Sept. 19

12th International Congress of Spring Industry

Paris, France www.esf-springs.eu

Sept. 25–26

ISO/TC227—Springs Hangzhou, China

SMI members receive priority placement for their product, company, personnel and events announcements in the magazine. Your news releases should be roughly 50 to 100 words and may be accompanied by color photos (high-resolution .JPEG photos at 300 dpi preferred).

Send to gaby@smihq.org.

2026

April 13–16

wire 2026—International Wire and Cable Trade Fair Fairground Düsseldorf Düsseldorf, Germany wire-tradefair.com

Oct. 7–9

SpringWorld 2026

Donald E. Stephens Convention Center Rosemont, Illinois www.springworld.org

We’d love to hear from you!

Springs welcomes your notes and comments on the contents of our publication. Please email Phil Sasso, managing editor, at phil@smihq.org

Gaby Carrasco

Podcast Picks

Where to Start in Survival Mode

Coaching for Leaders | Dave Stachowiak

E722 | Feb. 23, 2024 | 34 min.

Earlier this year, I ended my maternity leave and returned to the life of a working mom who now has a toddler and an infant. Between juggling home and work responsibilities — and the worst flu season I have ever seen — I can easily describe my state of mind in two words: survival mode.

While you might not be knee-deep in diapers like I am, uncertainty seems to be more and more the norm. This increase in uncertainty, whether from changes in the economy or the structure of your business, can often lead organizations to shift into survival mode.

“Coaching for Leaders” host Dave Stachowiak tackles this issue with Rebecca Homkes, a high-growth strategy specialist and author of “Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times.” This episode provides valuable insights into how leaders can navigate uncertain environments effectively.

Homkes and Stachowiak discuss how uncertainty is often framed negatively, leading to impaired decision-making. Homkes challenges this framed negativity, advocating for a mindset shift where uncertainty is recognized as a series of events that could present opportunities. She argues that one of leaders' biggest mistakes is oscillating between survival and growth modes instead of seeing them as interconnected phases in a continuous loop.

An organization’s business model shouldn’t swing with inevitable market fluctuations, Homkes says. Leaders should build a growth culture rather than a performance culture, prioritizing innovation over rigid metrics. Leadership should see change as an opportunity, not a threat.

She also critiques overconfident predictions. She argues instead of better predictions, leaders should learn to make sound decisions based on incomplete information. One practical takeaway is her recommendation to shift strategy meetings from answering

“Are we on track to plan?” to ”Has the situation changed?” This small yet powerful change encourages teams to reframe their thinking and make decisions based on current realities rather than past assumptions.

Finally, the discussion explores “aligned speed”—the balance between alignment and swift decision-making. Homkes says alignment without speed leads to stagnation, while speed without alignment creates chaos. By establishing clear decision-making frameworks, leaders can empower their teams to move quickly while maintaining strategic coherence.

This “Coaching for Leaders” episode delivers a compelling message for executives and business leaders who face unpredictable landscapes. Homkes’ insights provide a road map for navigating uncertainty with confidence through mindset shifts, adaptive strategies and structured decision-making processes. z

Want to share a business development podcast for me to review? Please send your suggestions to gaby@smihq.org.

RK Trading’s CSX series of Herdon formers keeps your operation running smoothly. This technology offers a high-speed 20-Axis All-Servo Wire Former that supports multiple servo spinners, the 4-axis AT system and the EA attachment. With a next-generation processor and larger touch-screen monitor, this enhanced operating system provides increased versatility and faster production speeds so you can make more parts complete in less time.

Give us a call today to get up and running with a 20-Axis All-Servo Wire Former from Herdon. SCAN HERE

Reviewed by Phil Sasso

The Authentic Workplace

Before I read Jeffery Butler’s “The Authentic Workplace,” I had a strong bias against self-published books.

Butler’s book, with its raw energy and genuine voice, underscoring an honest, earnest perspective of today’s workforce, changed my mind.

The book got my attention because Butler was a speaker at the SMI Annual Meeting in New Orleans this year and a guest on “Season 2, Episode 1” of SMI’s “Springs are Everywhere” podcast.

How to Not Succeed at Business

Butler maps his pedigree and career journey of growing up in Silicon Valley. His grandfather was a successful real estate investor. His parents founded a profitable software company. By 25, he had a solid job at a Silicon Valley startup.

Then, one day he walked away from his job and sold his share of the family business to follow his passion and launch a dream company. With his family legacy you’d expect a smooth ride to success. But this is a book about authenticity.

“The next year, I successfully evaporated all of my savings,” Butler writes. “When I say evaporated, I mean everything.”

Message Overview

What is Authenticity?

Butler believes authenticity is not about a cliché “be yourself” mantra, but about aligning your actions with your values and considering your impact on others.

Why Authenticity at Work?

The old brash leadership style of Jobs and Gates types is no longer effective — if it truly ever was.

“Authenticity acts as an insurance policy where people begin to trust you and feel that they understand who you are more clearly, so they believe you won’t deceive them,” Butler writes.

Butler cites a survey on Job Satisfaction and Engagement by the Society of Human Resource Management which shows today’s employees crave a transparent and trustworthy workplace.

Being More Authentic

Butler believes that whether you’re leading or executing, you can bring more authenticity to your workplace by following three core emotional dimensions:

1. Be attuned to others’ perspectives even if you disagree.

2. Be vulnerable in an appropriate way.

3. Demonstrate congruence by walking your talk.

The book does a good job of unpacking these and explaining how to implement them using real-world examples.

Is Authenticity a Journey or a Destination? Not to be trite, but like any personal or corporate initiative worth pursuing, authenticity always seems just out of reach. Butler sees it as a lifelong pursuit.

“By and large, being authentic is one of the most difficult things to do in this world,” Butler concludes. “One must learn to look inside and understand who they are as a person, become attuned with someone else’s reality and lastly, be emotionally vulnerable. There is much respect due a person who is able to evoke this kind of character in the workplace.”

So, with my new-found understanding of authenticity, let me say “The Authentic Workplace” is a personal story and practical message stitched together by a real person, making it worth a read. z

Suggest a business book you like. Email phil@smihq.org or call 847-250-7445.

New Products

Torsion and Compression Fatigue Testers

Forming Systems Inc. has introduced two new lines of torsion and compression fatigue testers from HSI. The two product lines of testers count running cycles, detect broken or deformed springs and record broken spring cycles.

The torsion fatigue tester comes in two models: the HST2.5FT with a torque capacity of 2.5 Nm (250kgmm) and the HST40FT with a 40 Nm (4000kgmm) torque capacity. The compression spring fatigue tester, HST1000F, comes in various load ranges from 50kg (500N) to 3000kg (30000N).

For more information, contact Forming Systems Inc. at info@formingsystemsinc.com or 269-679-3557 z

Send us Your News

SMI members get priority placement of their product news. News releases should be roughly 50 to 100 words and may be accompanied by color photos (HiRes .JPEG at 300 dpi preferred). Send to gaby@smihq.org.

Don’t Settle For Seconds

At Admiral Steel, we understand that your product is your reputation. That’s why we take pride in specializing in premium quality high carbon steel that meets specs such as AMS, QQS, and ASTM certified. Our commitment to providing certified material means that you can trust that you are receiving the highest quality steel available. Don’t settle for seconds and rejects. Choose Admiral Steel for the assurance of premium quality steel products. Call us at 800-323-7055 or email sales@admiralsteel.com

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

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: 2015 certified 43 years servicing the industry

tel. 847.537.2881 toolkinginc.com Wheeling (Chicago), Illinois 60090 USA

Chris Kozka y MW Components

Name: Chris Kozka.

Snapshot

Company name and city: MW Components, Wheeling, Illinois.

A brief history of your company: MW Components is a precision component and product manufacturer that stops at nothing to help today’s engineers realize their design objectives. With nine domestic locations, MW offers more than 40,000 stock springs for immediate shipping. We offer springs in all markets, including medical and aerospace. We pride ourselves on high customer satisfaction and a seamless customer experience.

Job title: Product Manager.

What I like most about being a springmaker: How our products play an important part in the items we use every day.

Spring industry affiliations: 2025 CASMI President and SMI Board of Directors and Technical committee.

Birthplace: Chicago, Illinois.

Current home: Elk Grove Village, Illinois.

Family: I am married to Maggie Kozka and have twin daughters, Daniella and Cassandra, 12.

Favorite food: Polish food. My mother’s homemade pierogies.

Favorite books/authors: “The Goal: A Process of Ongoing Improvement” by Eliyahu M Goldratt.

Your hobbies: Golfing with my twin daughters and taking long, daily walks.

Favorite places: Grand Turk.

Podcast you’re listening to: The Daily (from the New York Times).

What’s on your bucket list: To visit all 50 states with my wife and kids.

Best times of my life: My wedding day and the day my twin girls were born.

A great evening for me is: Sitting by a fire in the backyard.

The one thing I can’t stand is: People who are not straightforward and don’t talk about issues that bother or matter to them.

I knew I was an “adult” when: I started making major life decisions on my own.

If I weren’t working at my company, I would like to: Travel more.

I wonder what would have happened if: I had never started working at Mohawk Spring more than 30 years ago.

My role model: My father.

Pictured (l-to-r) in Jackson Square, New Orleans, Cassandra, Maggie, Daniella and Chris Kozka.

STR P THE DEFINITIVE SOURCE

Peace of Mind

Spring Manufacturers Institute 401(k) Retirement Program

An exclusive SMI member-only benefit program

Provide a superior retirement plan, spend less time on plan administration and save money

Our transition to the SMI’s multi-employer plan was smooth and went as promised. We were able to leverage the larger overall plan size to bring our costs down while improving the quality of service our employees receive as preferred customers. Under the SMI umbrella, we keep full control over our plan design while delegating compliance to fiduciary experts.

Alex Melnikow President, CFO Midstate Spring, Inc.

Find out why several SMI members have already enrolled in the program to save money and relieve themselves of administrative burdens when you contact Liz Hickox at Core Financial Partners at 401-236-2350 or email liz@newportcfp.com