A Special Kind of Heart: A History of Seaman Corporation by Luke West

60 D E D I C AT I O N

In memory of my father, Norman R. Seaman, who laid the foundation for the culture and values that are the essence of this company; To my mother, Irene Seaman, who worked by her husbandâ&#x20AC;&#x2122;s side in those early struggling years and continued to be a business partner for more than 40 years while still managing to raise a family of five children;

To my brothers and sisters, Donald, David, Linda and Diana, who have experienced the trials and tribulations of growing up and working in a family business; To all the associates who have worked for Seaman Corporation over the past 60 years and have helped fulfill my fatherâ&#x20AC;&#x2122;s dream of building a business that is today a global leader in the industrial fabric industry.

Richard N. Seaman 2009

Research and writing by Diana Tittle

“ M a r k e t L e a d e r s h i p —N o t h i n g E l s e ”

INTRODUCTION

Singapore is a world apart from Wooster, Ohio. The tropical city-state at the southern tip of the Malay Peninsula represents the gleaming future of Southeast Asia. A flourishing center of trade, banking and communications and the worldâ&#x20AC;&#x2122; s busiest port, Singapore is home to nearly five million people, all of whom owe a debt of gratitude to Wooster, Ohio, the archetypal small American town.

XR-5, Seaman Corporation’ s internationally reputed geomembrane, was installed as the protective liner for a garbage disposal site the island state of Singapore has ingeniously created in its harbor and turned into a popular recreation spot.

Wooster looks like the embodiment of

ing what possible troubles could pass

be dumped inside the concrete em-

incinerated waste. When Semakau

the old-fashioned virtues of peace and

through those imposing portals.

bankment that encircles the man-

was full, the landfill would be converted

made island.

to parkland.

quiet and neighborliness. Named for a

a problem that the citizens

David Wooster, this picturesque com-

of rural Wooster might not be able to

had become particularly pressing in

construction costs of $400 million, the

munity of 26,000 is situated 50 miles

fathom. An island of less than 240

Singapore by the early 1990s. The

Semakau reclamation project was one

to the south

square miles in size,

nation’ s existing landfill would be

of the largest efforts of its kind ever

of Cleveland in lush, rolling

Singapore is running out of land.

full by 1998, and there was no room

undertaken. Ensuring the landfill’ s

on the island to

environmental security

locate another mega-dump.

was one of the biggest technical chal-

MARKET LEADERSHIP

The issue of waste disposal

With engineering and

farmland. John Chapman is said to

Gaining 865 offshore acres that

have located his apple seedling nurs-

did not exist 15 years ago has been a

ery in these parts when Ohio was still

significant blessing for the citizenry.

considered the “ frontier.”

A nature preserve has blossomed on

its looming trash problem

government guarantee that sludge

Amish who followed in “ Johnny Ap-

the new acreage, which is a 20-

was in keeping with its high-tech

comprised of incinerated ash and non-

pleseed’ s” footsteps helped to turn

minute ferry ride from the mainland

image: It would simply annex

burnable trash wouldn’ t seep

Wayne County, of which Wooster is

in Singapore Harbor. The rich vari-

a portion of its booming harbor for a

through the rock-and-sand

the county seat, and adjacent Holmes

ety of flora, fauna and marine life

new solid-waste landfill. Specifically,

embankment and contaminate the

County into one of the state’ s top-

that has come to inhabit the land since

the plan called for

harbor, one of Singapore’ s premier

producing agricultural areas. Their

its creation in the late 1990s attracts

encircling two nearby islets, the

tourist attractions? Was there some

horse-drawn black buggies can still be

students, birdwatchers and fishermen.

larger of which is known as Pulau

sort of protective liner that could contain

Semakau, with a 4.5-mile-long em-

such a toxic brew for 50 years with-

The

seen on the streets of downtown

4 | 5

Singapore, on the other hand, has

Revolutionary War hero, General

Unbelievably, Singapore’ s

Singapore’ s ingenious solution to

lenges. How could the

Wooster, an eye-pleasing collection of

popular new recreational spot serves

bankment. The seawater trapped in-

out disintegrating in Singapore’ s

restored Victorian store-fronts radi-

double duty—as a garbage landfill.

side the embankment would over the

high heat and humidity?

ating outward from the town square,

Every day, giant barges tow

course of 50 years —the Semakau

with its ornate Second Empire court-

more than 2,000 tons of the

landfill’ s anticipated lifespan—be re-

last place in the world to which the

house. One has a hard time imagin-

city-state’ s incinerated waste to

placed by 63 million cubic meters of

Singaporeans would look

Wooster might seem the

Practical or theatrical: The strength and flexibility of Seaman’ s vinylcoated fabrics suit them for applications ranging from tension-supported architectural skins, such as those that give an ice-skating rink in Sault Ste. Marie, Ontario (near right), its dramatic profile, to truck tarps and canopies.

for the technology to answer

stitute that was invented in nearby

able for surfacing flat roofs . . . to ten-

the deterioration to which flexible

you’ ve just got to be sure that your

their environmental concerns.

Akron in the late 1920s. That com-

sion-supported architectural skins

polyviny chloride is prone.

job doesn’ t spring a leak—and damn

Yet, in spite of its agricultural roots

pany is Seaman

whose practicality in resisting fungus

and turn-of-the-century

Corporation, a totally integrated

and stains is matched only by their

XR-5’ s introduction in the late

ambiance, the town buzzes with in-

manufacturer of premium PVC-

flexibility in conforming to almost

1970s, its performance in terms

tellectual vitality.

coated industrial fabrics, with plants in

any shape an architect can imagine,

of durability, resistance to harsh

Singaporean engineers had never

Wooster, its corporate headquarters,

each offers a level of performance un-

chemicals and imperviousness to ex-

heard of XR-5 or the family-owned

and Bristol, Tennessee.

dreamed of when Seaman began oper-

treme weather conditions was still

business in Wooster, Ohio, that had

Nestled in a handsome neighborhood of gingerbread homes is an outstanding liberal arts school, the

Nearly two decades after

sure—then you had better ask for XR-5.” Half a world away, the

ation 60 years ago as a cut-and-sew

unmatched by competing geomem-

developed the proprietary weave,

College of Wooster, founded in 1870

dustry, Seaman Corporation weaves

fabricator of vinyl products for some

branes. The flexible liner of choice for

unique compounding and exacting

and coats with its own proprietary

of the Big Five rubber companies.

oil booms, chemical storage tanks,

coating processes behind this imper-

the Presbyterian Church and

compounds a variety of synthetic fab-

solar and waste water ponds, holding

meable fabric. But

now nationally admired for its

rics destined for architectural, roof-

uct to date may well be a

basins and effluence pits all across

Seaman Corporation, with sales that

Independent Studies program.

ing, military, transportation,

waste- and hazardous waste-

America, XR-5 offered a level of con-

surpassed $130 million in 2008, is a

On the community’ s outskirts are

A leader of the global polymer in-

Seaman’ s most innovative prod-

recreational and specialty uses. From

containment membrane called XR-5

tainment assurance made to order for

mid-sized business

four or five major manufacturing com-

the windscreens that protect the play

geomembrane. XR-5’ s

the Singapore job. Rather than

that thinks and acts like a

panies. One of them specializes in in-

at the U.S. Tennis Open . . . to tents

base fabric has tested at three times

bragging, the company’ s corporate

multinational corporation.

novative applications of

for American soldiers in Iraq and

the tear strength of some metals, but

video was merely reporting a demon-

In hopes of securing global

polyvinyl chloride (PVC), or

Afghanistan . . . to the most

its true mettle resides in its com-

strable fact in advising

markets for all its synthetic fabrics,

vinyl plastic, the versatile rubber sub-

long-lasting single-ply material avail-

pounding formula, which prevents

environmental engineers, “ When

Seaman fields an international sales

Look around: Seaman fabrics can be found just about everywhere—on land, on water and in the air—in applications as diverse as dock seals, whitewater rafts and single-ply roofs.

effort, with agents and

tion immediately

performance capabilities of the two

five minutes of being

distributors based in Europe, the

recognized that Semakau was, as

competing fabrics, Seaman shipped its

subjected to the same stresses,

United Kingdom, Latin America and

Dick Seaman puts it, a “ dream proj-

technical support

the seamed panels made from the

Australia. “ You need to cast many

ect” with the potential to

manager, Frank Bradenburg, and a

competitor’ s fabric pulled apart be-

lines into the water because you just

result in an order for “ millions and

dead-load oven off to Singapore.

fore the Singaporeans’ eyes. “ The

don’ t know where you’ re going to

millions” of square feet of XR-5.

Knowing that the liner was to be

competitive panels did that again and

get a strike,” explains president and

Seeking to actively partner with the

seamed together from 20,000-

again,” the technical support man-

CEO Richard N. Seaman, the son of

Netherlands firm,

square-foot panels secured one atop

ager remembers.

company founder and polymer indus-

Seaman undertook to assist the Sin-

the next so as to create a two-meter

try

gaporean engineers with the chal-

overlay, the Wooster company in-

liner contract arrived back in

pioneer Norman R. Seaman, who

lenge of determining

tended to demonstrate once and for all

Wooster almost as quickly as Braden-

shares his late father’ s impatience

performance specifications for

the superior

burg. The order was for

with standing pat.

the landfill’ s protective liner.

dimensional stability and seam

a total of 6.9 million square feet

strength of its geomembrane. When

of XR-5, a run that kept the

The nibble came from XR-5’ s

6 | 7

MARKET LEADERSHIP

Two years into the design process

Word that Seaman had won the

Belgian agent, who passed along word

and many consultations later, the

seamed panels of XR-5 were placed in

company’ s weaving and knitting

of the Singapore job from

Singaporeans had

the dead-load

mill in Bristol, as well as a

a land reclamation company

narrowed the field down to two

oven and subjected to rising

hot-melt coating line located there,

based in the Netherlands that

geomembranes, one of which was XR-

temperatures and weights of

occupied for an estimated 9,000

intended to bid on the Semakau land-

5. With the Southeast Asians unsure

100 pounds per inch, “ nothing hap-

labor-hours over the

fill’ s construction. Seaman Corpora-

as to how to test the

pened,” says Bradenburg. Within

course of two-plus years.

“ Global leadership...depends largely on vigilant attention to detail, inccessant commitment to customers, and persistence.” — H E R M A N N S I M O N , WORLD-RESPECTED AUTHORITY ON BUSINES S M A N AG E M E N T A N D C O R P O R AT E ST R AT E G Y

and prides itself on being responsive

is a second language. Notes Jim

might have crumbled under the

to custom orders, large and small. In

Krakowski, who was then assistant to

strain of trying to make good on one

this case, production was made even

the president, “ We called on every disci-

of the largest single orders

more complicated by the relocation of

pline within the organization.”

in its history while maintaining busi-

the Bristol weaving and knitting op-

ness as usual. But Dick

eration to a newly built, state-of-the-

agement has a term for such high-

Seaman, an MBA from Bowling

art plant during the Singapore job’ s

performance if low-profile companies

Green State University, has

run.

as Seaman Corporation aspires to be:

Another mid-sized company

managed to professionalize

For the people of Singapore, the

The literature of business man-

“ hidden champions.” The phrase was

President and CEO Richard N. Seaman (left) and his late father Norman, the company’ s founder and a pioneering inventor of (among other things) fabric-covered structures such as those pictured here

the operation of the company, while

only performance issue that mattered

coined by German-born Hermann

preserving as a vital part

was Pulau Semakau’ s containment

Simon, one of the world’ s most influ-

of its corporate culture the

of the anticipated

ential thinkers on business manage-

entrepreneurialism of Norm Seaman

63 million cubic meters of toxic waste.

ment and corporate strategy, in his

and the can-do attitude

The landfill has never seeped. Indeed,

1996 book of the same name to de-

scription of the attributes of Seaman

of the employees his father

the waters around the island of ash

scribe small and mid-sized firms that

Corporation founder Norman Sea-

recruited, some of whom still

are so pure, they have been chosen as

dominate their global market niches.

man.

work for Seaman Corporation.

the site for

“ The primary goal of the hidden

The manufacturing of the

an underwater coral nursery.

champions is market leadership—

Singapore XR-5 proceeded without

Back in Wooster, the corporate

nothing else,” Simon writes,

major hitch, an impressive

staff worked overtime to master the

elaborating: “ Global leadership . . .

feat of scheduling under the best of

intricacies of quality control and certi-

depends largely on vigilant attention to

circumstances, given the fact Seaman

fication, credit arrangements and con-

detail, incessant commitment to cus-

keeps in inventory

tainerization for a distant client for

tomers, and persistence.”

hundreds of styles and colors of fabrics

whom English

One could hardly find a better de-

CHAPTER TWO THE ENTREPRENEURIAL YEARS

CHAPTER ONE N O R M A N S E A M A N , F O U N D I N G F AT H E R

1949

1951

Modern Textile & Plastics Company, a cut-and-sew operation, is established in Canal Fulton, Ohio. Company incorporates as Domestic Film Products Corporation and moves to Millersburg, Ohio.

1953

Domestic Film begins manufacturing vinyl-coated products and fabrics.

1956 In-house weaving operations are set up. 1958

8 | 9

MARKET LEADERSHIP

â&#x20AC;&#x153;Masterbatchâ&#x20AC;? formulation for truck tarp fabrics is developed.

1960

Domestic Film builds a modern new plant in Millersburg.

1961

Glenn and Don MacKellar help company establish a national sales network.

1966

A Building Systems Division is established in Sarasota, Florida.

1968

MBA Richard Seaman joins the company full time.

1972

Company changes name to Seaman Corporation.

CHAPTER THREE S T R I V I N G F O R S U S TA I N E D G R O W T H

1982

1983

Richard Seaman launches “Strategic Planning Era”; and single-ply roofing material is introduced. First outside directors are named to the board, and an in-house sales staff is recruited.

1986

1987 1975

R & D head Bala Venkataraman perfects formulation of XR-5 Geomembrane.

1976

Bristol, Tennessee, manufacturing plant is purchased.

1978

Norman Seaman dies of cancer, and president Richard Seaman takes command.

1991

Ground is broken for a new corporate headquarters and manufacturing plant in Wooster, Ohio. Richard Seaman launches the “Quality Initiative Era,” which will produce the company’s CARE Philosophy and Vision Statement. Seaman Corporation refines its external relations during the “Marketing, Sales and Customer Service Era.”

Innovative Customer Solutions through Fiber and Polymer Technology

OUR VISION

Seaman Corporation will be the Best “CUSTOMER-DRIVEN BUSINESS TEAM” Seeking “Value Engineered” Fabric Opportunities in Global Markets

by Expanding our Weaving, Compounding, Coating and Applied Fabric Engineering Skills to Meet or Exceed the Product and Service Requirements of our Customers Simply the Best Coated Industrial Fabric Products in the World... ©1983 Seaman Corporation

CHAPTER FOUR HONING A COMPETITIVE EDGE

1995

The company achieves $50 million in sales and begins to focus on new product development in the “Technology Era.”

1997

Governor George Voinovich presents Seaman Corporation with a Workforce Excellence Award.

1998

Richard Seaman’s family writes a mission statement, preparing a third generation to be active shareholders.

2000

A Strategic Leadership Team is created to build management capacity.

2001

To address increased competition from abroad, the company commits to a $7 million investment in a wide-width hot-melt calender and related capital improvements.

2003

The new hot-melt calender begins operation in Wooster. The company commits to a $6 million investment in a hot-melt line for Bristol.

2004

Seaman enjoys significant growth in its military business as its fabrics are used in tents and flexible fuel storage tanks destined for Afghanistan and Iraq. Sales surpass $100 million.

10 | 11

MARKET LEADERSHIP

CHAPTER FIVE T H E Q U E S T F O R E XC E L L E N C E

CHAPTER SIX P R E S E R V I N G FA M I LY VA L U E S

2005

Bristol’s new hot-melt calender begins operations.

2006

The company uses LeanSigma processes to improve organizational efficiency.

2007

FiberTite single-ply roofing system achieves sales of $50 million— the total volume of Seaman’s business in 1995.

2008

Bristol installs a $4.5 million adhesive-coating line, enabling the company to produce 100inch-wide fabrics and maximize its investment in hot-melt equipment.

Norman Seaman, Founding Father

CHAPTER ONE

If I had to choose one common, outstanding characteristic strength of the hidden champions, it would be the leaders, or more specifically, the incessant drive and energy of those leaders. â&#x20AC;&#x201C; Hermann Simon

Norm and Irene Seaman on their wedding day in 1944

“ Seaman’ s Frosted Delights,” sold from an ice cream truck Norm operated for a time in California after the war, was his first entrepreneurial endeavor.

The business prospectus for

optimistic future the name

World War II. In recognizing

the aspiring aviator had eagerly vol-

Domestic Film Products

projects is also reflected in the prospec-

that vinyl was lighter, more weather

unteered, he

Corporation, the predecessor

tus (which is reproduced in its en-

resistant and more

married Irene D. Sax on July 4,

of Seaman Corporation, does

tirety in the Appendix).

durable than the cotton duck

1944. Fellow Akronites, the

not at first glance inspire much ex-

Although Seaman had no

and neoprene (rubber) fabrics

couple had been introduced by friends.

citement. Written in 1951, the sin-

formal business training—a high

then commonly in use, and in helping

Son Richard was born

gle-page document is replete with

school graduate from Akron, Ohio, he

to establish vinyl-coated fabrics as the

on October 1, 1945; his first

strikeovers and crossouts

had attended the University

new industrial

lieutenant father was serving

that testify to its having been typed by

of Akron for a time—his was a

standard, Norm Seaman would prove

in the Pacific as the captain of

entrepreneur Norman Ross Seaman

searching, creative mind. Long before

to be a business visionary and a poly-

a B-24 bomber at the time.

himself. Two years previously, Sea-

the average American had even heard

mer-industry pioneer.

man and his wife, Irene, had started

of vinyl or encountered products made

a small business fabricating canvas

from it, such as siding or shoes, he

was simply looking for a way to sup-

and vinyl

had grasped the promise of polyvinyl

port his growing family, like most

The completion of numerous

At the time, however, he

night bombing missions, for which he received the Distinguished Flying Cross, did nothing to dampen John Ray Seaman and son, Norm, who served as a B-24 bomber captain in the Pacific during WWII

products in a one-stoplight town in

chloride and set out to forge subcon-

northcentral Ohio. Norm

tracting relationships with some of the

Seaman had ambitious plans for the

Big Five rubber companies that had

Ray and Icie Justice Seaman, Norm

home-based business, which he called

begun to actively explore commercial

was born on January 21, 1923.

a job as a “ flight engineer,” piloting

Modern Textile &

and industrial

While in training to be an Army Air

DC-6 passenger planes for United

Plastics Company, and the

applications for PVC after

Corps pilot, a tour of duty for which

Air Lines from Chicago to Los

14 | 15

F O U N D I N G FAT H E R

veterans of World War II. The son of West Virginians John

Seaman’ s love of flying. After the war, he attended Northrup Aeronautical Engineering Institute and landed

Seaman Corporation began humbly, with a $1,500 loan from Norm’ s parents that paid for two heavy-duty sewing machines.

The Seamans’ children—from left, Linda, Richard, Diana, Don and David—would all play important roles in growing the company.

Angeles. Son Donald was born

man finally decided to

in October 1946, followed by David

go into business for himself. His choice

in 1950, Linda in 1951

of endeavors was no doubt influenced

and Diana in 1954.

by the fact that both

As the United work required his

he and John Ray, who had worked

frequent absence from home, Irene

for Firestone for 13 years and

eventually persuaded Norm to give

before that for Sun Rubber

up this job (a decision for which he

Com-pany, had exploitable

later compensated by purchasing a se-

connections in the rubber industry.

ries of ever-larger company planes).

Modern Textile & Plastics Com-

The family moved to California,

pany began humbly, with a loan of

where he

$1,500 from John Ray and Icie that

operated an ice cream truck

allowed Norm and Irene to purchase

featuring “ Seaman’ s Frosted

two heavy-duty sewing machines,

Delights” for a time before

which they installed

returning to Akron and a job as

in the basement of their home in

a project engineer for Firestone Tire

Canal Fulton, Ohio. Although they

& Rubber Company.

started out with only one order, for a

Prodded by his father, who had once

canvas product whose identity has

owned his own trucking firm, Sea-

been lost to time, Norm and Irene

In 1949 Norm started Modern Textile & Plastics Company in his home in Canal Fulton, Ohio. Soon a small army of seamstresses was helping him die-cut and assemble domestic products made from vinyl film.

At night and on the weekends, Seaman converted his wife’ s kitchen into a research and development lab, borrowing Irene’ s mixing bowls to blend PVC resin with a variety of oil polymers known as “ plasticizers,” which make vinyl flexible.

were soon

pincushions for milady, the company

products, to die-cut and slit and

accepting contracts from B. F.

landed a military contract to make a

otherwise cut and slit various

Goodrich and other manufacturers of

vinyl part for crash padding for

materials and products; and to

a Patent and Patent application for

secure a favorable lease on the Grant

vinyl film products to die-cut and as-

tanks. By 1951, Modern Textile had

buy, sell, lease or otherwise deal

our Thermo-Pal Beverage Cooler

Street plant, and the Chamber picked

semble baby pants, doll clothing, auto-

on its books fabricating contracts

in any and all of such materials

which we have spent a better part of

up the costs of modestly retooling the

mobile seat covers and filling station

whose worth the prospectus estimated

and products.

two years in design, in development,

50-by-90-foot building to fit Sea-

banners.

and in sales research. The Pepsi-Cola

man’ s needs. Fair also became a lead

Within the space of 24 months, busi-

approximately $300,000. In order to

Company has tested this product in

investor in Domestic Film,

ness had grown to such an

successfully fill these orders, Seaman

their research laboratory and we are

purchasing more than 100 shares,

extent that Modern Textile had been

realized that he must

working out further refinements to

some of which he resold to friends and

obliged to expand four times, moving

raise working capital to purchase ad-

their satisfaction in [pursuit] of

associates. Carlos Calhoun,

first into the Seamans’ garage, onto

ditional equipment and to

national distribution and advertising

Delon Close, Gaylen Close, Macin E.

which an addition was subsequently

employ 50 seamstresses full

by Pepsi-Cola next year.

Estill, Don Gensemer, R. O. King,

built, then into a rented four-car

time. He instructed his attorney,

garage in

John M. Ulman of the Akron law

Millersburg, Ohio, and finally

firm known today as Roetzel & An-

into a three-story, white-frame

dress, to prepare articles of

former factory building at 4 Grant

incorporation for a company whose

Street in downtown Millersburg.

purpose was

The onset of the Korean War

to sew, seal and otherwise process

brought the promise of large

canvas and plastic products, to cement

defense contracts. In addition to as-

and otherwise fabricate, bind and

sembling curtains, shampoo capes and

process rubber, plastics and other

16 | 17

F O U N D I N G FAT H E R

One thousand shares of voting stock were offered in the new corporation at $100 per share. Even as he was taking steps to ensure the immediate future of Domestic Film Products Corporation as a cut-and-sew operation, knowing that contracts to stitch air mattresses, knapsacks and body bags for the Army would be forthcoming, Seaman was already planning his next business move. His prospectus hints at his larger ambition: to make and market proprietary products made from vinyl film and vinyl-coated fabrics.

the Millersburg Chamber of ComWe have [the prospectus stated]

Needless to say the possibilities here are unlimited. It is a testament to Seaman’ s

merce, helped Seaman

L. C. Halfhill, Horace Maxwell, Preston Robertson, Hoy L. Russell and

personal integrity and magnetism

Harold Wheaton all bought

that he was able to find so many be-

small numbers of shares.

lievers in the future of this

The faith of Millerburg’ s

newfangled synthetic material in

establishment in Norm Seaman was

Millersburg, a predominately agri-

eventually to be rewarded, both fi-

cultural community of 2,400. A. Lee

nancially and civically.

Fair, the president of

Domestic Film would become, in its

Seaman incorporated his business as Domestic Film Products Corporation in 1951 to raise needed capital and moved to Millersburg, Ohio, in search of more workers. This garage, which still stands in Millersburg, served as a temporary headquarters. (At right) In an early demonstration of his inventiveness, Norm created and merchandised an elaborate vinyl cowboy outfit, modeled here by son Richard.

capital than Norm Seaman had hoped—perhaps no more than later incarnation as Seaman Corpora-

land he had acquired for a private

$20,000—but he was off and

tion, one of the community’ s largest

airstrip to encourage the county com-

running. He and Irene had moved

companies, employing more than 125

missioners to take advantage of state

their brood into an old farmhouse on

workers by the early 1980s. (To

funding that had been made avail-

40 acres of land between Millersburg

demonstrate to area merchants the

able to help build county airports. The

and an even smaller community

company’ s

opening of the Holmes County Air-

called Holmesville (pop. 392). Now

importance to the local economy and

port in 1968 might have never taken

they set about growing the business in

the length of time a single Domestic

place had it not been for Seaman’ s

the hopes that it would someday pro-

Film payroll stayed in circulation,

passionate advocacy. “ How do you

vide a good living for each of their

Seaman once paid his employees with

convince commissioners to kick in

children. In between canning

stacks and stacks and stacks of $2 bills

money for an airport in a county

vegetables, raising chickens and put-

obtained from a Millersburg bank.

where half the people drive horses?”

ting a hot meal on the table at the

The payload was escorted to the plant

asks Jim Rock, a former manager of

end of each day, Irene worked full

by the county sheriff.)

Seaman Corporation’ s aviation sub-

time at Domestic Film as

sidiary. “ I don’ t know how he did

secretary and treasurer. (Full

dramatic, which he was to

it.”

time, remembers daughter Linda,

demonstrate again during a one-

COOKING WITH VINYL

usually meant evenings and

Seaman had a sense of the

person campaign that successfully

Saturdays, too. “ Mom worked

brought Holmes County into the

The initial stock offering in

really hard and made a lot of

modern transportation era. In the

Domestic Film generated less

personal sacrifices to keep Dad, the

mid-1960s Norm cannily donated

family and the business going,” Linda

Seaman Davis notes.)

successes that positioned the

bowls to blend PVC resin with a va-

compounds that remained flexible at

company for incredible growth

riety of oil polymers known as “ plasti-

subzero Arctic

finances and the family’ s welfare,

in later decades—was its own

cizers,” which make vinyl flexible.

temperatures and the first vinyl-

Irene established a rainy-day fund—a

reward. Calling on his natural

With hundreds of plasticizers avail-

coated fabrics that could meet

concept perpetuated

mechanical aptitude, which had been

able on the market, ranging from

the most stringent fabric flame test

by the modern-day Seaman

sharpened by the completion of several

cheap motor oil to expensive chemicals,

requirements of the day.)

Corporation in the form of an

technical school programs during his

Seaman’ s initial challenge was to fig-

The company would also perfect the

un-touched investment nest egg.

military training,

ure out which compounds would invest

process of bonding vinyl

Above her secondhand desk, whose

Seaman set about to determine how

the plastisol with the greatest degree of

compounds to nylon after testing hun-

scarred wooden legs

to turn rigid PVC resin into plastisol,

flexibility and durability at the most

dreds of adhesives to learn which ones

invari-iably snagged her nylons, of-

or liquid vinyl, in which state it

reasonable cost.

resisted softening

fice-mates say Irene posted her vision

would be sufficiently

of success: a picture of a suite of mod-

pliable to be molded into

hired in the early 1960s by the name

ern office furniture torn from a cata-

something useful or applied as

of E. B. (Ernie) Osborne would deter-

to overcome the problem of seam fail-

log that she hoped the company could

a coating to further protect

mine how to successfully add color pig-

ure, seizing upon on a new method of

someday afford

and strengthen that tough new mira-

ments, heat and light stabilizers, and

joining coated

to purchase.

cle fabric: nylon.

mildew-proofing and flame-retard-

fabric to create large panels.

ing agents to plastisol. (Refining this

Sitting down with pencil and paper,

As guardian of the business

For Norm, mastering the art of

At night and on weekends, first

Later Seaman and a chemist he

by plasticizers. In addition, Seaman would seek

compounding and coating vinyl—a

in Canal Fulton and then in Holmes

work in association with the mili-

he drew up a design for a low-im-

lifelong quest that was marked by a

County, Seaman converted his wife’ s

tary’ s Natick Research Labo-ratory

pulse electronic welder, eliminating

succession of learning experiences and

kitchen into a research and develop-

in Massachusetts, Domestic Film

the need (at least on flat work) to join

several signal

ment lab, borrowing Irene’ s mixing

would go on to develop the first vinyl

panels either by means of cementing,

18 | 19

F O U N D I N G FAT H E R

(At left) Norm’ s handwritten instructions for coating a defense-contract fabric. (Below) Domestic Film made the skin for the military radome (radar station) before which company vice president Don Williams poses.

A glob of dough or angel-food cake. A poor vinyl compound or one that will faithfully perform a useful service. Ingredients and good cake recipes have become known and handed down for generations. We had to start from scratch: there were with the

self enough about the

no vinyl cookbooks. As new and better

ices. By 1953 the company

attendant risk of the sealant’ s

require-ments and limitations of

ingredients came on the market

letterhead advertised: “ Plastic &

discoloration, or by sewing, with the

plastisol to create at home simple cast

(and they’ re still coming) we have

Canvas Products—Contract &

attendant risk of threads breaking or

products such as placemats. When,

constantly refined our formulas. They

Industrial Sewing—Coated Fabric

rotting. With these innovations in

many years later, a company newslet-

are far more closely guarded secrets

Fabrications—Dipping & Casting of

place, Seaman was ready to introduce

ter described for customers the trial-

than family recipes for annual prize

Plastisols.” An early call for vinyl

a line of vinyl-coated fabrics that

and-error origins of

winning cakes at the county fair.

coating came from Rubber-maid: an

would prove

Seaman’ s high-performance

to be far superior to canvas:

formulations, a comparison to cooking

lighter, tougher, less prone to

seemed natural.

order for floor mats. On the less proThe success of Seaman’ s

saic side, Domestic Film was called

early experiments with plastisol en-

upon to make the outer “ skin” for

couraged him to branch out in new

dome-shaped radar stations called

directions. He designed and built his

radomes on the Distant Early Warn-

baking, starts with a basic

own mixing and coating equipment

ing (DEW) line in the Arctic and

ingredient. In our case vinyl is the

at Domestic Film

covers for Nike Hercules missile sites.

he was working out of Irene’ s

“ flour” . It’ s what you add and the

and began to offer several new serv-

(Back from boys’ camp,

kitchen, the challenge had been sim-

care you take in following a good

Dick and Don Seaman were given a

ply to figure out how to cure plastisol.

recipe that makes the big difference.

subcontract to splice the missile cov-

waterlogging and mildewing. He proudly christened the line Shelter-Lite fabrics. ®

But, back in the early days, when

Vinyl compounding, like cake

Commandeering his wife’ s oven or

ers’ tie-down ropes. They earned a

her electric

quarter per splice—and the thanks of

skillet, Seaman filled the kitchen

a grateful nation.) These and other

with the terrible smell of baking

contracts from

vinyl. In this fashion he taught him-

A profitable insight: Seaman was among the first to recognize the advantages of replacing canvas truck tarps with vinyl.

of yards of canvas used for . . . truck tarpaulins being replaced by something new and infinitely better.” a military eager to abandon its

company’ s destiny as a

dimensional stability than nylon. He

Namely,

and by 1958 had perfected a “ Mas-

reliance on heavy, unwieldy canvas

totally integrated manufacturer was

began experimenting with polyester

Shelter-Lite fabrics. Wouldn’ t

terbatch Formulation” for tarps.

helped to steer Domestic Film

now assured.

yarns and by the late 1970s had per-

vinyl-coated nylon, he reasoned, hold

Seaman and Wayne Smith, Domes-

fected a

up much better than canvas against

tic Film’ s first salesperson, kicked off

toward what would become its core

A year later Seaman moved the

business: the manufacturing of

six wooden looms he had

proprietary “ Poly-R” weave.

being stepped on, dragged over sharp

the product launch

coated, high-strength

purchased up to Ohio and into

IDENTIFYING

and abrasive loads,

by selling a total of 16,000 yards.

synthetic fabrics.

an abandoned brick schoolhouse in

A CORE PRODUCT

and whipped by winds seven

Only a few years before, orders for

days a week? Driving to Canada on a

200 or 300 yards of coated fabric had

This direction was further

Holmesville, where, as was

solidified when Seaman became frus-

his habit, he immediately began

Sometime in the mid-1950s,

family vacation, Seaman

been cause for celebration. There was

trated with his suppliers of greige

tinkering with traditional oxford, or

Seaman had a piercing insight. “ He

endeavored to guesstimate the size of

only one hitch. Within the first year

goods (so named because unbleached

basket, weaves to see if he could im-

saw,” as an audiotape history of Sea-

the tarp market with the help of his

of their use, the

cloth is grayish-beige). They were not

prove upon them.

man Corporation from the 1980s ex-

children. Conducting what may have

entire 16,000 yards lost their

being responsive to his design needs or

In the mid-1960s Domestic Film

plains, “ the thousands and thousands

been the company’ s first market sur-

coating because the fabric lacked ul-

his desire

patented a modified oxford weave that

vey, the kids counted each truck cov-

traviolet light inhibitors. “ Norm

to purchase in volume. In 1955, Sea-

greatly improved the

ered with

quickly analyzed the problem, found

man acquired a small weaving mill in

adhesion- and tear-strengths of

a canvas tarp they passed and

a solution, and replaced the tarps free

Spartanburg, South

vinyl-coated nylon in relation to its

presented their father with the final

of charge,” a Harvard Business

Carolina, so that he could

cost per yard. Then Seaman turned

tally at journey’ s end.

School case study of

control the quality, cost and

his attention to the

design of the nylon he coated. The

development of fabrics with greater

20 | 21

F O U N D I N G FAT H E R

Thus encouraged, Domestic Film entered the truck tarpaulin market

Seaman Corporation reported in 1996. “ This event was considered

“ My father was a courageous guy. There was nothing he thought he couldn’ t accomplish. Whenever he had an idea, he tried to make it a reality.” —RICHARD SEAMAN

high-perfor-mance fabrics as its strongest niche. But Seaman-père was always looking for the foundation for the company’ s

requirement that certain tent

orientation toward quality.”

fabric be inspected for defects under

finest quality products our continuing

The academic tone of this class discus-

blackout conditions.

research and development program

entered the business of

sion paper does not do

When the material was reinspected ac-

can provide . . . at prices which

fabricating lightweight, portable,

justice to the impact of this

cording to spec, a multitude

reflect honest values. We will service

quickly installed fabric-covered struc-

learning experience. Replacing the

of pinholes were revealed.

our accounts to the outer limits of

tures as an alternative to more costly

tarps nearly bankrupted Domestic

Noncompliance was not an

practicality. We will be reasonable

traditional construction. The missile

Film, but his honor and the

option. Ames joined a group of stal-

and fair in all business relations.

cover contract had

company’ s reputation were more

wart employees who worked weekends

And we will never consciously

introduced Seaman to the concept of

important to Seaman than the bot-

to fill in the pinholes with an air-dry-

per-form any act which places the

air-supported structures: fabric shel-

tom line. The company’ s

ing plastisol, using hypodermic needles

integrity of our company in jeopardy.

ters supported solely by air pressure

commitment to quality was further

and toothpicks.

strengthened by the exacting

We will continue to give you the

opportunities to branch out. In the mid-1950s, Domestic Film

supplied by a continuous blower. Now

In 1966, Seaman codified his

Domestic Film began producing “ bub-

specifications it had to meet on mili-

hard-earned business philosophy in

T H E R M O - PA L S A N D

bles” independently. A government

tary jobs—a mainstay of the business

“ A Pledge of Quality” to his cus-

GEODESIC DOMES

contract to manufacture fabric for

in the 1960s and 1970s. LaVerne

tomers. This scroll-bordered docu-

Ames, who joined

ment concludes with this plainspoken

Given his innate curiosity, innovative

introduce Seaman to another promis-

Domestic Film as an inspector

declaration, an

bent and entrepreneurial instincts,

ing alternative to bricks and mortar.

in 1965, remembers the time the

updated version of which Seaman

Norm Seaman found it difficult to

In the mid-1950s,

company overlooked a military

Corporation ascribes to today:

“ stick to the knitting.” Later, under

the company began to build

Marine Corps geodesic tents served to

Dick Seaman’ s management, the company would settle definitively on

Domestic Film erected its first geodesic domes at Northland Shopping Center in Detroit.

In contrast to their metal counterparts, Domestic Film’ s line of vinyl thermoses and coolers were lightweight and collapsible.

The Assembly Pavilion at the 1964 New York World’ s Fair featured a Domestic Film “ skin.”

geodesic domes as a licensee of

cushion was inflated.) In the

builder in Chesterland, Ohio, who

architect R. Buckminster Fuller, the

summer of 1959, Domestic

later in 1959 paid

inventor of the novel struc-ture, and

Film installed a dome for the

Domestic Film $6,000 for a

as a subcontractor for Synergetics,

U.S. Information Agency’ s

100-by-50-foot-long bubble to

Inc., a Raleigh,

American National Exhibition

be used for just such a purpose.

North Carolina, firm that

in Moscow; it housed a Disney movie

Erecting the bubble at each of

designed and built geodesic frame-

in the round. At the

his construction sites, the builder pro-

works. In projects with

1964 New York World’ s Fair,

ceeded to erect 24 homes

Synergetics, Domestic Film’ s

the Assembly Pavilion, a geodesic

inside its heated confines during the

job was to erect the framework and

dome with a 175-foot diameter, fea-

dead of winter.

make and attach the coated nylon

tured a skin made in

“ skins.”

Millersburg. Seaman foresaw no

aspired to develop and distribute

The first two geodesic domes that

22 | 23

F O U N D I N G FAT H E R

Ever the visionary, Seaman

limit to the variety of uses for, or the

vinyl-coated products of his own in-

Domestic Film had a hand

size of, fabric structures, as

vention to the consumer market, as

in building were erected at North-

he asserted to a Holmes County Hub

well. The first commercial products

land Shopping Center in Detroit,

reporter in the summer of ’ 59.

he introduced were the aforemen-

Michigan, where one

He even predicted they would be used

tioned Thermo-Pals, a line of vinyl-

was used as a summer theater

to shelter entire estates “ so cold or in-

coated thermos and beverage coolers

and the other for promotional

clement weather would cease to be the

that the company thriftily fashioned out

displays and events. (To lift the

problem it is now.”

of trimmings. As the anticipated dis-

preassembled framework for

Perhaps Seaman had already been

tribution deal with Pepsi had failed to

each into place, a large pneumatic

approached by an enterprising home

materialize, Domestic Film tried to

An avid yachtsman, Seaman attempted to break into the recreational market with his own vinyl marine products: the Water Cat (at left) and foul-weather gear.

distribute the merchandise

inflatable boat fenders and boat beach-

itself. Dick Seaman remembers that

ers—inspired by Seaman’ s only dis-

he and Don helped to box

cernible hobbies: motor boating and

up Thermo-Pals after school.

fishing. Although this extensive line

Although offering several advantages

of merchandise

over their metal counterparts in that

testified to Domestic Film’ s

they were lightweight and

increasing proficiency at vinyl com-

collapsible after use, Thermo-Pals

pounding and coating, it, too, met

achieved only limited commercial suc-

with indifferent success.

prototypes for test runs on Lake Erie,

and kayaks.

cess. Undeterred, Seaman began

The Seaman Water Cat, a catama-

where starting in the late 1950s Sea-

A SPECIAL KIND

sketching prototypes for his next prod-

ran consisting of vinyl-coated nylon

man kept a motor boat docked, the

OF HEART

uct line: a trampoline. “ My father

pontoons attached

price of the catamaran made it prohib-

was a courageous guy,” explains

to an aluminum tube and molded

itive for recreation, let alone worka-

To free himself to concentrate

Dick Seaman. “ There was nothing

fiberglass framework, was another

day uses. Like the sales of other

on new product development and

he thought he couldn’ t accomplish.

idea whose time had not yet come. Sea-

Seaman inventions, the marketing of

sales, Seaman made a decision

Whenever he had an idea, he tried to

man hoped that the Water Cat,

the Water Cat was hampered by Do-

in the early 1950s to bring his

make it a reality.”

which was propelled by a

mestic Film’ s lack of a national dis-

father, John Ray, into the business to

5hp motor, would render the

tribution

oversee production. The son appreci-

pun) take off. Nor did an

oar-powered dinghy obsolete,

network. On the plus side, the

ated his father’ s “ people skills.” Yet

attempt to manufacture luggage. In

but the catamaran actually looked

experience gave the company

Norm Seaman

the 1960s the company moved on to

and operated more like a low-tech

expertise it would later successfully ex-

produce marine accessories—foul

version of a jet ski. Although the boys

ploit in coating marine fabrics for

weather gear, beach and duffel bags,

enjoyed taking various

makers of whitewater rafts

The trampoline did not (pardon the

John Ray Seaman’ s “ people skills” prompted Norm to make him Domestic Film’ s first production manager. J. R. hired several individuals who were still with the company 45 years later.

remained a constant presence in the plant, appearing out of nowhere to demonstrate the proper way to use a cleaning solvent or to re-

embossing roller. Seaman corrected the

changed out of their

the company 49 years later. J. R.

mind someone not to sit down while

place where the grain impression was

homespun gowns and bonnets each

pestered Polin’ s brother, Kenneth

watching a run. Friendly in de-

faulty with a little chisel.

morning and put them

Anderson, until he agreed to take a

back on at the end of each day. When

job operating and maintaining the

meanor but always demanding, Sea-

Even before becoming vice presi-

man once threw a handful of $20

dent, John Ray had indelibly influ-

the Mennonite Bishop somehow

Holmesville looms. Maintenance

bills on the floor to dramatize his con-

enced the company’ s future in

learned that two

associate

cern about the wastefulness of certain

advising his son to relocate to Holmes

members of his flock (whose

Anderson celebrated more than 40

inefficient practices.

County, believing it to

religious beliefs include

years of service with the company

He commanded respect because his

be home to the highest quality work-

opposition to military service) were

before retiring. In 1952 Pearl Smith

knowledge of every aspect of the oper-

force in the state: the Amish, whom

helping to produce gear for the Army,

hired on to help cement piece goods

ation was complete, his willingness to

“ J. R.” had encountered when he

he cried halt.

(“ I had hung wall-paper and was

undertake even the smallest task ab-

was superintendent of Firestone’ s

Fortunately, in rural Holmes

kinda particular,” Smith explains,

solute and his

Coshocton, Ohio, plant during the

County a belief in the work ethic was

“ so this was right down my alley.” )

insistence on quality unwavering.

war.

not limited to any one group. The very

She retired 30 years later, having

Demonstrating all three

J. R. (who was also called

first employee J. R. hired, a fellow

been willing to work wherever she

characteristics at once, the

Ray) subsequently recruited two

West Virginian by the name of

was needed, from the coating line to

company’ s president made a

young Mennonite women to

Geneva Polin who had resettled in

maintenance to shipping.

lasting impression on one

work as sewing machine operators.

Millersburg, began as a sewing

employee one evening when he

Feeling compelled to hide the fact of

machine operator in

a part-time secretary/part-time fac-

returned after dinner to fix a chipped

their untraditional employment, they

December 1950 and was still with

tory worker in 1955. (“ He

24 | 25

F O U N D I N G FAT H E R

J. R. hired Betty Patterson as

exaggerated the part about the fac-

tickled Norm Seaman the

tory work to see how much I wanted

first time the line coated 10,000

the job,” Patterson says.) Serving 27

square yards of fabric in a single week

years in all, Patterson worked as

by making a congratulatory poster

Norm Seaman’ s

and remembers that

secretary and office manager

everyone celebrated the first time

until his death, then moved into cus-

monthly production hit 100,000

tomer service and sales

square yards as a “ big event.”

management. Odell McVay, whose

By the time the company

first job was washing out mixing

celebrated its 50th anniversary,

drums, celebrated his

45 associates, including Anderson,

30-year anniversary as a compound

McVay and Polin, had been with

mixer in 1995.

Seaman Corporation for 15 or more

Former coating line supervisor

years. Another 40 associates had

Angelo Malta joined Domestic Film

tenures of at least 10 years’ dura-

in 1960, when Norm

tion. Good pay and job security can only

Seaman upgraded the coating

go so far in explaining this remarkable

operation by purchasing used equip-

record of dedication, especially in the case

ment and hiring employees from a

of the Domestic Film veterans, who

painted cotton goods

stuck it out during the company’ s

manufacturer in upstate New York.

many lean years. To a person, they

Malta, who was with the company

were

for 25 years, helped

possessed of the empathy—a

Domestic Film reach some

“ special kind of heart,” as Dick

important production milestones. He

Seaman puts it—to embrace his par-

Domestic Film’ s first weaving mill was set up in an abandoned schoolhouse in Holmesville, Ohio.

Norm, Irene and J. R. Seaman commanded loyalty because they demonstrated their respect and affection for their employees in ways large and small. “ It was like a family, very close-knit,” Geneva Polin says of the early years.

ents’ dream of building a great com-

ground, with the wind gusting furi-

Some recruits

speeds.

pound he mixed represented an oppor-

pany as their own.

ously around her. She ignored the

disappeared right after their first

Although Anderson’ s knowledge of

tunity to learn something new. For

precarious-ness of the situation and

coffee break, never to return.

weaving was limited to loom repair,

these conscientious

he assisted Norm Seaman in puz-

individuals, no assignment was too

When Geneva Polin was hired in 1950, sewing machine operators earned 65 cents an hour. A quick

completed the patching job. Like Polin, Pearl Smith was

Coating supervisor Angelo Malta, on the other hand, regularly

zling out the proper

difficult or unimportant. In addition to

study, Polin could size up the

a wisp of a woman. Also like Polin,

endured long hours without com-

procedures. They worked late into the

her normal duties, Polin kept an eye

mechanics of any cut-and-sew job in

Smith flouted custom in her

plaint. After Domestic Film landed a

night, night after night, until the

on the Seaman kids when they

an instant, and she was soon pro-

will-ingness to perform hard, dirty

particularly large contract to supply the

looms were humming again.

showed up at the plant after school,

moted to sewing supervisor and later

work. During her years as a cutter, she

Army with coated olive drab fabric for

factory supervisor. If Domestic Film

thought nothing of helping to hoist

dual-walled air structures, Malta

craft of vinyl compounding under

gine plane in fabric

had boasted an

heavy rolls of

worked an extended shift for months,

even more taxing conditions. When

Domestic Film had created for Na-

organizational chart, she would have

fabric onto the cutting table and, well

often leaving his home at 5 a.m. and

McVay started at the plant in 1965,

tional Seating in Mansfield, Ohio,

also been listed as Norm Seaman’ s

into her fifties, had the strength to cut

not returning until after 7 in the

600-pound drums of plastisol had to

and assembled the company’ s sample

prototype builder and “ go-to” per-

as many as 15 layers of fabric at a

evening. Malta believed that the con-

be moved under the mixer by hand;

books at her dining room table on

son. When one of the geodesic domes

time, wielding scissors with the preci-

tract could be the making of Domestic

color-matching was done not by com-

Sunday nights. When funds were so

the company

sion of a scalpel. Not everyone could

Film, and this convic-tion spurred him

puters but by eyes made bleary from

tight there was no money to buy resin

had built in Michigan was torn open

keep up with the pace set by self-

on. (Malta’ s instincts were sound.

air-borne chemicals and powders; and

and issue paychecks, she even permit-

during a storm, it was Polin to whom

starters like Smith and Polin. “ They

The air structures were destined for

a carelessly opened bag of pigment

ted Irene to hold her pay.

Seaman instantly turned, flying her

hired a lot of people,” Smith notes

use as hospital field units in a place

could send a fellow to the lockers cov-

there in his plane to

dryly. “ Some stayed, some didn’ t.”

called South Vietnam.)

ered head to foot in red or green or

commanded loyalty because they

effect a repair. Climbing to the top of

The latter category included a rather

blue. Co-workers nicknamed a partic-

demonstrated their respect and

the damaged dome on a hastily

hefty young woman who quit after a

forward when the company’ s veteran

ularly splatter-prone mixer

affection for their employees in ways

erected scaffolding onto which a

single day spent at the cutting table.

weaving supervisor died unexpectedly

“ Smurf,” but McVay didn’ t mind

large and small. “ It was like a fam-

sewing machine had been lifted, Polin

“ They’ re trying to kill me,” she

of a heart attack, leaving behind no

the work. He was content in the

ily, very close-knit,” Polin says of the

found herself perched high above the

grumbled to Smith before leaving.

written record of loom settings and

knowledge that every batch of com-

early years. “ Norm never let you call

26 | 27

F O U N D I N G FAT H E R

Likewise, Kenny Anderson stepped

Odell McVay taught himself the

reupholstered Seaman’ s single-en-

Norm, Irene and J. R. Seaman

Like many of Domestic Film’ s early recruits, Geneva Polin, who hired on as a sewing machine operator for 65 cents an hour in 1950, embraced as her own the Seamans’ dream of building a great company.

him ‘ Mr. Seaman,’ and Ray never

The pension plan would cost

took off his hat and coat in the morn-

$100,000 in its first year alone, but

ing until he went all over the build-

that fact had not prevented Seaman

ing and said hello to all the employees

from being as generous as possible.

and asked about their families. He

“ There are many ways to set up a

would

pension program if you simply want

always say to me: ‘ How long are you

to say you have one,” he noted in his

going to work today?’ He wasn’ t

25th anniversary message. Seaman

checking up on me;

insisted on

he was looking for someone to

providing retroactive benefits for those

go to the horse races with him in the

employees with 20 years of service.

afternoon.”

After all, as he gratefully

The ever-amiable J. R., who even thought it funny when Pearl Smith impishly cut off his tie with her scis-

acknowledged in his anniversary mesfee with his ailing father.

jected in his business prospectus. But the

sage, the success of the

desire to be able to provide for his ex-

company was built on the

sors, was to die of lung cancer in

extended to his employees, as well.

tended family kept the founding fa-

“ vitality and drive, cooperation and

1959 at age 62. After his illness had

With revenues in fiscal 1958 hover-

ther going through what he would

teamwork of all our people.”

confined him to his home, he would

ing below the $400,000 mark, the

describe in a 25th anniversary mes-

call Polin at the plant and ask her to

company had enjoyed no real growth

sage as “ pretty tough” times. Sea-

bring over this or that order, claim-

in its first decade, and it would be

man fairly burst with pride in

ing he wanted to examine it. The re-

years before it could afford to institute

announcing in his 1974 message that

quest was a pretext for soliciting

a pension plan. Indeed, another

“ this year we have finally been able

Polin’ s company, and Norm Sea-

decade would elapse before the com-

to sustain the cost of a long sought and

man always encouraged her to drop

pany reached the revenue goal of $2

I believe desirable pension program.”

what she was doing and go have cof-

million Seaman had originally pro-

Seaman’ s familial feelings

The Entrepreneurial Years

CHAPTER TWO

Many hidden champions do not treat innovation as a series of major breakthroughs that occur at long intervals and in discrete steps. Rather innovation resembles a continuous process of improvement . . . . – Hermann Simon

Norm Seaman hoped to expand along with Florida’ s Wagon Ho restaurants, for which his new building division in Sarasota built one of its earliest tension-membrane structures. The chain opened several outlets in the late 1960s, including a restaurant in Bradenton (pictured here), but to Seaman’ s disappointment never achieved its aspiration of becoming the next McDonald’ s.

Domestic Film’ s first coating line was jury-rigged from “ tin, steel, old motors and other things you could find in junkyards,” recalls company vice president Don Williams. Domestic Film’ s first coating line

better if the shed were housed

upgraded coating line. This capital

design of an 8,000-square-foot geo-

60, his father

was jury-rigged from “ tin, steel, old

inside the coating equipment, rather

project was the first of many incre-

desic dome that Seaman thought

would respond.

motors and other things you could

than vice versa. Compounds were

mental improvements in the com-

might be the solution to his facility

find in junkyards,” recalls Don

blended in the basement of the main

pany’ s physical infra-structure that

needs (it was never built); and

the business from bottom to top,”

Williams, an architect who ap-

building in commercial-grade dough

Seaman managed

Williams shared Norm’ s fascination

Seaman explains. “ He knew enough

proached Norm Seaman in 1955,

mixers, and plastisol was carried in

to eke out of operating funds, Small

with the challenge of “ taking what

to keep things going,

looking for fabric suitable for over-

five-pound buckets across the weedy

Business Administration loans and

was essentially a tarp fabric and

but he wanted me to have all

sized outdoor umbrellas for a drive-in

lot to the shed. Primitive as it was,

modest lines of credit over the next

making a structure out of it.”

the answers.”

restaurant. How Domestic Film

this setup

two decades. No matter what his cash

Seaman also decided to retain

managed to deliver on the order—in

represented an improvement over

position, Seaman seldom hesitated to

national manufacturing reps; and he

still under construction when Dick

all likelihood, the company’ s first

previous arrangements. When

invest in the technology that would

determined that his eldest son, now

Seaman logged his first

foray into

the coating operation was housed in

allow him to produce a better product.

age 15, a straight-A student, thes-

full-time hours there, sat on 120

architectural fabrics—remains an

the factory’ s basement, the

These improvements would also help

pian and accomplished Boy Scout,

acres of farmland at the top of

amazement to Williams. “ The coat-

infrared lamps in the homemade cur-

to drive profits

should receive a serious

a hill reached by a long, winding

ing line was constantly breaking

ing oven would occasionally set fire to

in the long term, but that was

introduction to the business. At his

country road southwest of Millers-

down,” he recalls. “ Its top production

the oven’ s contents,

of secondary importance to the invet-

father’ s urging, Dick Seaman went

burg. Although it was to prove occa-

was maybe 300 yards a day, and

and flames would shoot up the

erate tinkerer.

to work at the plant every day during

sionally inaccessible during the

they’ d have to scrap half of that.”

elevator shaft. Miraculously,

The line was housed in a long, narrow concrete-block shed Seaman built at the side of the Grant

The advent of a new decade also

“ Dad wanted me to learn

The new plant, which was

the summer of 1960; he

winter, the site

the drafty wood-frame building never

saw Seaman move to enhance the

assisted on the coating line, applying

per-fectly accommodated Seaman’ s

caught on fire.

company’ s human resources. Seeking

vinyl film to fiberglass insulation. At

needs for a 10,000-square-foot build-

to replace his late father, he offered

the end of a shift, the company presi-

ing and—this was its true draw—a

As the 1960s dawned, Seaman

Street factory. The quarters were so

decided that the time had come

architect Don Williams the position of

dent would frequently inquire of his

garage-size hangar and a 2,000-

cramped that people liked to joke

to build a new plant, a decision that

vice president. Seaman had previ-

son how many rolls had been run.

foot-long grass airstrip for his plane.

about how it might be

was spurred by his acquisition of an

ously asked Williams to consult on the

Fifty, Dick might say. Tomorrow do

(The construction crew that built the

30 | 31

THE ENTREPRENEURIAL YEARS

airstrip included Dick, Don and their friends, who Norm assigned the task of removing stones from the bulldozed runway before grass was seeded.) The hangar became a chemical storage shed in 1968, when a larger hangar was con-structed and the runway was expanded and paved to accom-modate the operation of the new Holmes County Airport. Seaman won the contract to operate the airport through a wholly owned subsidiary, Domestic Aviation, Inc., which also sold fuel and provided airplane maintenance and flying instruction. There was plenty of room on the hill for plant expansion, and during the companyâ&#x20AC;&#x2122; s quarter-century there, four additions were built. The first was for the weaving operation, which was brought up from Holmesville in the mid1960s. The second housed a hot-melt The Millersburg plant circa 1980. Normâ&#x20AC;&#x2122; s grass runway had been paved to accommodate the operation of the Holmes County Airport, whose hangar is at the left. (Insert) The plant floor

Hoping to sell more fabric by offering customers a more efficient alternative to cementing seams, Norm invented the impulse welder (near right).

coating line called a Zimmer (after

XR-5, and other kinds of high-per-

supervise the many trial runs needed

invented: the impulse welder and its

its German manufacturer) that Sea-

formance polymers, such as urethane .

to put the hot-melt line into produc-

more able successor, the rotary welder.

man acquired for $300,000 in the

. . once it was made to function.

tion. “ It was the blind leading the

late 1960s, a risky but farsighted in-

The Zimmer company sent

blind,”

The rotary welder represented an Norm fashioned the prototype of the rotary welder (above) out of a sewing machine, probably never dreaming that the technology would one day be widely adopted by the industrial textile world.

advancement over the impulse welder

vestment. Instead of

a technician to Wooster to train Do-

Seaman remembers. His unbending

applying liquid coatings, the

mestic Film personnel on

commitment to research and

Zimmer worked with less expensive

the ins and outs of the complex ma-

development stems from this

dry-blend resins, which it extruded in

chinery, one of only two such units op-

initially frustrating experience that

molten form and then rolled into a

erating in the U.S. at

was to have such a big payoff in the

moderately curved seams. Seaman

thin plastic coating. Seaman was in-

the time. (The other produced wall-

end.

fashioned his first rotary welder out of

tuitively attracted to the

paper—the real purpose for which the

sophisticated calender equipment be-

Zimmer was intended.) The Millers-

time did not particularly discourage

dreaming that the technology would

cause it promised to reduce the cost of

burg machine was

Norm Seaman, who enjoyed

one day be widely adopted by the

raw materials and positioned him to

still languishing six months after its

devising the machines and processes

members of the industrial textile

take advantage of an intriguing new

purchase in 1968, when Dick Sea-

needed to manufacture vinyl-coated

world.

coating process. His instincts proved

man completed work on his MBA and

products almost as much as

correct. The Zimmer would ulti-

returned to the company as plant

developing the products themselves. For

manufacturers had an easier and

mately give the company the capacity

manager. One of his first responsibili-

a time Domestic Film even marketed

more efficient means of

to produce highly profitable fabrics

ties was to help Domestic Film reconcep-

two pieces of seam-sealing equipment

joining coated fabrics than sewing or

coated with new vinyl alloys, such as

tualize its coating processes and to

that Seaman had

cementing, wouldn’ t they be more

32 | 33

THE ENTREPRENEURIAL YEARS

The Zimmer’ s lengthy down-

in that it employed hot air instead of high-frequency radio waves to join coated thermoplastic fabrics and could produce

a sewing machine, probably never

He was simply thinking: If tarp

Don MacKellar (below) and his brother Glenn put together Domestic Film’ s first national sales organization.

Don Seaman demonstrates the rotary welder’ s ability to produce curved seams.

tional sales rep firm of M. L. MacKellar Associates. Based in Southproductive? If they were more produc-

on whom he called was Samuel

field, Michigan, the firm was owned

But even Don couldn’ t persuade De-

tive, wouldn’ t

Brown II, the owner of Brown

by two brothers, Don and Glenn

troit’ s automakers to take a chance

they need to buy more yards of Shel-

& Brown, a tarp manufacturing

MacKellar, whom

on what they per-ceived to be a small-

ter-Lite?

company in Mobile, Alabama. While

Seaman had met when he pur-chased

time supplier. Eighteen months of

In 1961, the year Seaman began ex-

Irene stayed outside in their panel

the used coating line from Pearl City

wining and dining

perimenting with

truck, preparing to demonstrate the

Paint Company in Jamestown, New

automotive industry buyers

welding technologies, prices of Shelter-

welder’ s operation, Norm ran an ex-

York. (The MacKellars had repre-

produced only one contract from

Lite fabrics ranged

tension cord from the plant. The pres-

sented Pearl City products.) Hoping

Chrysler, whose fulfillment the

between $1.24 and $2.77 per

entation may have lacked polish, but

to break into the automobile uphol-

MacKellars helped to finance by ac-

linear yard. One needed to sell

Brown found it persuasive and placed

stery market, Domestic Film hired

quiring 33 percent of Domestic Film.

an awful lot of the stuff to realize

the brothers to bring Shelter-Lite to

Deciding to abandon the automotive

$489,000 in sales revenues, as the

order. “ This was the beginning

the attention of the Big Three. Don

market, they began

company did that year.

of a long and close relationship,” he

MacKellar was an specially gifted

to concentrate on taking Shelter-Lite tarp fabrics national.

Combining business with pleas-

wrote in a history of his

salesman, whose presentations “ went

ure, as was often his wont, Seaman

company published in 1997.

down like ice cream,”

introduced the impulse welder to cus-

MARKETING INROADS

according to Al Berman, president of

named Wells Lange joined that effort

M. Putterman & Company of

in 1962, after meeting Norm Seaman

tomers and prospects along the At-

A textile sales representative

lantic Seaboard and the Gulf Coast

Even more important to the growth

Chicago, then a maker of industrial

at a Canvas Products

on his way to a Florida vacation.

of its truck tarp business was Domes-

curtains, covers and tarps, on whom

Association convention. Even though

Among those

tic Film’ s engagement of the na-

MacKellar also called.

he knew that giant E. I.

By the early 1970s Domestic Film had become the leading supplier of truck tarp fabrics in North America.

du Pont de Nemours & Company had

promotion gave Seaman the

been unable to dethrone canvas truck

jitters—what if he were inundated

his customers’ needs knew few

who joined Seaman Corporation’ s

tarps with an alternative

with claims for replacement tarps?—

bounds. When Akron Tarp

board in 1979, is being characteristi-

fabric made of neoprene, Lange

until he saw that it worked.

(now Tarpco) wanted its fabric un-

cally modest. By the early 1970s, he

agreed to become Shelter-Lite’ s rep-

THE ENTREPRENEURIAL YEARS

If a tarp manufacturer could be

had developed a lot of sales.” Lange,

balanced (i.e., coated with 60 percent

and the MacKellars had been joined by

resentative on the Pacific Coast, in

persuaded to place an initial order,

of the vinyl on top and

sales representative Bill Schaefer,

11 western states and western

Shelter-Lite’ s quality usually led to

40 percent on the underside) to offer

who covered the Midwest until his re-

Canada. There was

repeat business. Aero

extra protection against

tirement in 1985, and together they

something about Seaman, this

Industries of Indianapolis, for

ultraviolet light damage, Domestic

established Domestic Film as the

“ Thomas Edison type,” that struck

example, has been a customer since

Film was happy to comply, recalls

leading supplier of truck tarp fabrics

a responsive chord in the young sales-

the late 1950s. Now one

Tarpco president Bud Neidlinger.

in North America. The

man.

of the largest tarp makers in the

Sales on the West Coast were in-

34 | 35

Seaman’ s responsiveness to

Norm even made his plane avail-

cumulative effect of having a “ bread

country, Aero grew its business

able to Neidlinger and his brother

and butter” product line made itself

deed slow until Lange landed the

by offering a proprietary fastening

Paul so that they could make sales

felt in the bottom line. In fiscal 1970,

business of a major truck

system and a roll tarp—innovations

calls on distant truck fleets in Okla-

Domestic Film lost $67,000; in fiscal

manufacturer. Looking for a

that allow a trucker to secure his load

homa and Colorado, with pilot Ron

1971 it made $20,000; in the first

way to make the company’ s new

without “ ever having to leave the

Smith trained

quarter of

Shelter-Lite line competitive,

ground,” explains retired Aero presi-

to do double-duty as a Shelter-Lite

fiscal 1972 alone, profits outpaced the

one of the manufacturer’ s

dent Robert Tuerk.

spokesperson.

previous year’ s total by

salespersons came up with an offer

had the ideas,” Tuerk adds, “ and

“ Once things started to go our

that he thought would overcome

Norm had the material, which was

way,” observes West Coast-based

truckers’ objections to buying

better than anyone else’ s. When

Wells Lange, who repre-sented Sea-

gained entree to another

higher-priced tarps made from unfa-

you’ re permanently fastening a tarp

man’ s tarp line until 1994, “ this

lucrative new market. M. Putterman

miliar vinyl-coated fabrics:

to the side of the trailer, it had better

was a relatively small industry to pen-

& Company was approached by

a three-year guarantee. The

last forever.”

etrate. Within two or three years we

a client to whom the company nor-

“ We

50 percent. In the late 1960s Domestic Film

Plastics and Textile) and then later Sheltair. Seaman also decided to relomally sold office furniture

ket. When the indoor tennis craze

cate the division

covers with a request for back-drop

peaked, Putterman began focusing on

to Sarasota, Florida, the city to which

curtains to deaden the

outdoor tennis and became a leading

his mother, Icie Seaman, had retired

court-side walls of an indoor tennis

manufacturer of tennis court wind-

and in which Norm, Irene and the

club the client was building. No prob-

screens, for which Seaman Corpora-

kids had enjoyed several pleasant va-

lem, said Putterman president

tion is the exclusive supplier of coated

cations. In 1966, he bought 12 acres

Al Berman, who immediately called

scrim.

of land and a 20,000-square-foot fa-

his industrial fabric supplier, Norm

BUILDING MOMENTUM

Seaman. (“ I loved and adored Don

In 1966, Seaman started a separate Building Systems Division in Sarasota, Florida, where the weather was more conducive to field-testing experimental structures. The plant office and fabricating space are pictured here.

cility on Whitfield Avenue in that city, justifying the investment on the

MacKellar,” Berman explains, “ but

By the mid-1960s Domestic Film’ s

Norm was my reality check.” ) Sea-

building systems business had grown

man opined favorably on the prospects

to such a degree that

perimental structures. Subsequently,

of producing a flame-retardant fabric

it made sense to establish it as a sepa-

Moplatex won two different develop-

in the weight range and blackish

rate division, which was first called

mental contracts from the military

green shade requested by Putter-

Moplatex (an acronym of Modern

for dual-walled, air-supported struc-

basis that the Florida weather would be more suitable for field- testing ex-

man’ s client. The year was 1969,

tures intended for use as field hospi-

and indoor tennis courts were then a

tals, but

novelty. But not for long. The next

nothing came of these prototypes. For-

15 years saw a tidal wave of indoor

tunately, Seaman obtained

tennis facility construction that pro-

two multimillion-dollar contracts to

pelled both Putterman and Domestic

make military tents with

Film into the recreational fabrics mar-

government-supplied fabric, and this

Seaman’ s “ bubbles” were used to shelter a hotel pool in Columbus, Ohio, and a baggage claim area at Los Angeles International Airport. (Opposite) Some of the many uses to which the Seaman Portomod was put

work kept Moplatex busy for its first

new 747 jet engine test center that

two years, during which time its

the purchaser was building for TWA

Florida workforce grew from four to

at the Kansas City

the aluminum in later iterations, en-

180 employees.

International Airport.)

abling the structure to with-stand

In the early 1970s Norm

Addressing the problems to which

he continually sought to improve. Galvanized steel replaced

degrees to 160

est came from the military, which one

degrees without losing dimensional

year ordered 26 twenty-thousand-

stability and flexibility.

square-foot Portomods to be delivered

The prototype Portomod was un-

to West Germany, where they were

120-mph winds and 30-lb. snow

veiled at the Canvas Products Associ-

utilized for dehumidified equipment

and Irene moved to Sarasota

air-supported structures were prone—

loads, and 20-foot-wide bays were de-

ation convention in Roanoke, Virginia,

storage. Amusement parks such as

permanently. Don Williams had left

blower failure and vulnerability to

signed so that the main hexagon,

in 1970. “ Once in awhile in a busi-

Sea World in Orlando, Florida, Six

the company a few years earlier; he was

extreme weather conditions—Sea-

available in widths of

ness such as ours, a product so good and

Flags over Texas in Houston and

replaced by engineers

man, Pabst and Young produced a

either 72 or 120 feet, could be cut in

so unique comes along that you just

Knotts Berry Farm in

Al Pabst and Ralph Young.

prototype structure consisting of a

half and expanded in the middle to

can’ t help but get excited,” raved

California found Portomods

The new recruits brought expertise

Shelter-Lite skin stretched over six

whatever length was desirable. Sea-

Don MacKellar in an announcement

attractive as exhibition space. But

Seaman needed to design a clear-span

arched aluminum trusses that were

man was hoping to play all the an-

inviting

Ralph Young, who retired after a

alternative to air-supported struc-

bolted together at the top, creating a

gles. Sheltair would make and install

Domestic Film’ s clients to view the

quarter-century spent with the Build-

tures, which Moplatex was having a

circus-tent-shaped frame. To

prepackaged Portomods

prototype in Virginia. “ Last week I

ing Systems Division, recalls only

difficult time selling. (One notable

emphasize its portability and ease of

for various clients, earning

saw just such a structure at Sheltair,

afew years in which more than four

exception: In the early 1970s a Dal-

assembly—the trusses could

profits both on the fabrication

Inc. in Sarasota, Florida. . . . All I

or five of the structures were sold.

las construction company purchased a

be transported in a pickup truck—they

and on the requisite Shelter-Lite ar-

can say is WOW!”

The purposes to which

650,000-cubic-foot “ super bubble”

called the structure a

chitectural fabrics, which over the

from Sheltair, which was used to shel-

Portomod. Seaman won U.S. Patent

ter winter construction work on a

No. 3,872,634 for the design, which

36 | 37

THE ENTREPRENEURIAL YEARS

The reaction of the marketplace to

the Portomod was put over the years,

years had been perfected to withstand

the Portomod was somewhat less en-

however, demonstrated the versatility

temperatures ranging from minus 40

thusiastic. The biggest show of inter-

of the design: Non-warehouse appli-

Don MacKellar, describing his reaction to the prototype Portomod (at center), which lived up to its promotion as a versatile, easily installed alternative to bricks and mortar:

â&#x20AC;&#x153; . . . All I can say is WOW!â&#x20AC;?

The 30-year endeavor to design and build tension-membrane structures inspired continual improvement of the company’ s architectural fabrics, thus positioning Seaman Corporation to become an international force in that market.

cations ranged from tennis, racquet-

man Corporation. Sheltair became

Corporation on behalf of the

foot Portomods within

Nigerian tribesmen. “ I’ d get 50

ball and

Seaman Building Systems and

government of Nigeria, which

the space of four months, the

new workers every day,” says Ben

indoor swimming pool facilities

the Shelter-Lite tradename was ex-

had an immediate need for 100,000

AID representative wanted

Smith, who supervised the job as a

to an open-air theater, a dolphin

changed for Shelter-Rite®.

square feet of warehousing.

to know? The order was worth

newly hired technical rep for Seaman

show arena and the backdrop on the

(“ The suffix, LITE, spell[s] out the

$400,000, and Norm and Dick Sea-

Building Systems. “ They’ d come

stage featured during the opening

very opposite of what your heavy-

in Nigeria had flooded

man decided to go for it.

right out of the jungle with scars on

ceremonies of the 1980 Winter

duty, industrial fabrics . . . should con-

the country’ s international airport

The negotiation of the contract, which

their faces [denoting their tribal affil-

Olympics in Lake Placid, New York.

vey,” consultant A. W. Lewin

in Lagos with tons of imported goods

took place in the space of 30 days,

iations]. I had only one interpreter, so

Some ingenious dairy farmer in

pointed out.) The company subse-

for which there were

concluded with Dick’ s flying to

I used plenty of sign language. I’ d

Florida even converted a Portomod

quently developed a new sales

no storage facilities. The cargo was

Washington, D.C., to

tell them what to do, go away and then

into a cattle barn after learning that

brochure to promote the name of Sea-

now stacked alongside the

receive a 50 percent down

come back and have to do it myself. It

dairy cows

man Building Systems and advertise

airport’ s runways, creating an

payment from the Nigerian

was

produced more milk when they were

its assistance in

unsightly mess that would greet the

ambassador, after which he called his

actually a lot of fun.”

kept in the shade.

“ developing a fast, economical

VIP participants in a conference of

father in Florida to inform him to

It seemed that an oil-export boom

Having accepted a few mar-

solution to your space enclosure

African nations that was to be hosted

release the first four

ginally profitable military contracts

final name in 1972, when a market-

needs.” This promise was put to the

by the president of Nigeria in the fall.

Portomods for shipment.

during the Vietnam era out of a sense

ing consultant recommended that Do-

test in the spring of 1976, when the

To help the country

mestic Film Products Corporation

U.S. State Department’ s Agency for

put its best foot forward, could Sea-

in Lagos, the Portomods were

doubtably treasured the thank you letter

straighten out its confusing nomen-

International Development (AID)

man make, ship and install at the

up. Even more remarkably, the

he received from the Agency for In-

clature by rechristening itself as Sea-

contacted Seaman

Lagos airport eight 12,000-square-

instal-lation work had been done by

ternational Development. It read, in

The division adopted its third and

38 | 39

THE ENTREPRENEURIAL YEARS

Sixty days after their arrival

of patriotism, Norm Seaman un-

(Far left) Shelter-Rite fabrics predominated at the Knoxville World’ s Fair in 1982. (Left) America’ s Electric Energy Exhibit in Knoxville. (Below) Recent tension-membrane projects include Broadbeach Mall on Australia’ s Gold Coast and Porirua Shopping Mall in Wellington, New Zealand.

part: We were impressed with the willingness of your employees to work long hours both here and in Nigeria to complete successfully a project of some significance to the U.S.-Nigerian economic assistance relationships. Certainly we, as an Agency of the U.S. Government, were proud to demonstrate to the Nigerians the efficiency of the U.S. private sector in an emergency situation. Government contracts would continue to be the lifeblood of Seaman Building Systems. The division never succeeded in realizing its founders’ dream of developing a commercially viable tension-membrane structure. It

remained in operation until 1993,

sales and manufacturing and Linda

the beginning of the company’ s mar-

brane structures in that country. Es-

when the company’ s fabrications ca-

in office management. A trip that

ket domination. In addition to two

tablishing a relationship with Seaman

pability was consolidated in Wooster.

Norm, Irene and their youngest

Portomods housing America’ s Elec-

Corporation as a Portomod agent in

The Sarasota plant was subsequently

child, Diana, made to Europe and

tric Energy Exhibit, Shelter-Rite

1979,

sold in an exchange that allowed Sea-

South America in 1974 to secure

covered more than half of

Vesl over the next two decades

man Corporation to acquire replace-

agents and orders for the Portomod

all the sheltered space at the

designed more than 150 different

ment property near its Bristol plant

established the company as a global

fairgrounds: booths, concession stands,

buildings incorporating Shelter-Rite

on a tax-

marketer and paved the way for a

walkways and courtesy

materials for clients ranging from

deferred basis. These savings helped to

sustained international sales effort.

stations. Today the company’ s

restaurants and marinas to churches

underwrite the costs of constructing a

And the 30-year

architectural fabrics command more

and cultural centers.

new weaving and knitting mill on

endeavor to design and build

than an 80 percent share

“ In that time, we only had to

the replacement property.

tension-membrane structures

of the North American market—

replace two of those structures, both of

Although its profitable years were

inspired continual improvement of

and the esteem of architects through-

them more than 15 years old, and

infrequent, the Building

the company’ s architectural fabrics,

out the world.

only because the buildings were being

Systems Division was to leave other

thus positioning Seaman Corporation

lasting legacies. Seaman’ s younger

to become an

best polymeric architectural fabrics in

failure,” Lambert notes. He describes

children learned the business there,

international force in that market.

the world,” says Australian architect

this record of performance, achieved in

Ken Lambert, whose firm, Vesl

a country with extraordinarily high

contributing their talents and ener-

The widespread use of Shelter-

“ Seaman Corporation makes the

facelifted, not because of material

gies to key aspects of the Sarasota op-

Rite fabrics at the Knoxville

Membrane Systems,

levels of ultraviolet light, as nothing

eration: Don and David worked in

World’ s Fair in 1982 signaled

is a leading designer of tension-mem-

short of “ brilliant.”

“ Seaman Corporation makes the best polymeric architectural fabrics in the world.” — K E N L A M B E R T, V E S L M E M B R A N E S Y S T E M S

40 | 41

THE ENTREPRENEURIAL YEARS

Seaman Corporation’ s former head of research and development Bala Venkataraman (below, at right) and the indoor tennis court at the DuPont Country Club, the first project on which Norm Seaman tested Venkataraman’ s mettle.

Vesl’ s imaginative design for Marina Mirage on Australia’ s Gold Coast south of Brisbane (left) put the flexibility of Seaman’ s fabrics to the test.

of its name and its proximity to Detroit (he was a car aficionado). Yet it was his scientific mind “ TA M I N G A WILD HORSE”

that would one day make possible

“ The toughest project in

the unrivaled performance

the world” is how Venkataraman

polymer so that it could be successfully

own and run a Wooster-based manu-

bonded to vinyl-coated fabric.

facturing firm—product lines that

That Friday Seaman offered

today account for more than half of

capabilities of Seaman Corporation’ s

describes the tryout Seaman

To anyone besides Norm Seaman,

architectural fabrics and

concocted. DuPont Country Club in

Venkataraman a job as head of

Seaman’ s annual sales were in-

Balakarishnan Venkataraman might

geomembranes.

Wilmington, Delaware, had

research and development, a

vented. The most significant of

posi-tion Bala held for the next

Venkataraman’ s research and de-

have seemed an unlikely hire. When

Within two hours of meeting,

ordered an air structure to be used to

he came to Millersburg for a job inter-

Seaman and Venkataraman had dis-

house a new indoor tennis court, and

20 years while taking on additional

velopment projects was helping Sea-

covered theirs to be kindred

Seaman wanted to cover the struc-

responsibilities, first as plant

man Corporation harness the powers

view in the spring of 1970, Venkataraman was a

intellects. When the former offered the

ture’ s skin with Tedlar film, a

manager and then as vice president of

of a terpolymer whose trade name is

5-year-old student from Madras,

latter a one-week tryout instead of a

DuPont product noted for its superior

research and development.

Elvaloy®. A DuPont product for

India, then working toward his

job (Seaman wanted to give the

resistance to ultraviolet light and self-

The DuPont air structure lasted al-

which there was little practical use

Ph.D. in chemical engineering

young foreigner a chance to deter-

cleaning properties. The trouble was

most as long before it was torn down;

when Venkataraman stumbled across

at Toledo University in Ohio. Bala—

mine whether he would be happy liv-

that no one,

tests later taken on salvaged fabric

a few pellets of it in a bottle in a Fire-

as his friends called him—knew so lit-

ing in Millers-burg), Venkatarman

including DuPont, had yet

samples showed that the

stone colleague’ s lab in 1973, Elvaloy

tle about America that he had applied

said yes, even

figured out how to laminate fabrics

experimental skin had retained 98

resin became the secret ingredient—

to Toledo simply because of the ro-

though he was entertaining a job offer

with it. Yet, by the end of the tryout,

percent of its original strength—after 14

the “ X,”

mantic sound

from Procter & Gamble in Cincin-

Venkataraman had organized a suc-

years of exposure to the elements.

if you will—in XR-5. (The “ R”

nati at the time. “ Within five min-

cessful trial run of the Tedlar finish

utes he mesmerized me,”

and authored a project report outlining

tenure—he resigned in 1990

Norm Seaman and the company’ s ad-

Venkataraman says.

a new way to use this highly inert

to pursue an opportunity to

vertising agency, stands for Poly-R,

During Venkataraman’ s

in the acronym, which was devised by

A Shelter-Lite reservoir cover in California from the 1960s: Even before XR-5 was invented, Seaman fabrics were tough enough to be used in environmental applications.

the geomembrane’ s substrate; “ 5”

of its high molecular weight, Elvaloy

frequently down while the

young chemical engineer’ s

40 formulations, none of which could

stands for 1975, the year

resin would be unlikely ever to evapo-

Zimmer’ s operators chiseled the re-

thorough laboratory testing had indi-

be successfully coated, one day in 1975

XR-5 was introduced.)

rate, Venkataraman reasoned.

sults of a particularly

cated would work just as well.

the chemical

Unfortunately, as he soon

unsatisfactory trial off the

If Venkataraman’ s research results

engineer produced a blend of vinyl and

inquiries into the properties of this

discovered, the very inertness

equipment’ s rollers. Neither Norm

were wrong and the resulting coating

Elvaloy resin that the Zimmer opera-

unfamiliar material turned up

that made it attractive as a

nor Dick Seaman ever questioned

failed in the field, the company would

tors were finally able to alloy and

the information that Elvaloy resin

plasticizer made Elvaloy resin nearly

their R & D chief about the increas-

be bankrupted.

apply to fabric. Today Venkataraman

had an extremely high molecular

unmalleable. Dry-blend vinyl com-

ing costs and lengthening duration of

in deciding whether to make the

likens his work with Elvaloy resin to

weight, a finding that persuaded

pounds containing

his efforts. Indeed, Norm insisted that

change, Norm asked his new recruit

“ taming a wild horse.” He attrib-

Venkataraman that he might

Elvaloy resin modifiers turned

Venkataraman not stop until

only one question: “ Do you believe

utes his eventual success to the com-

have discovered a solution to the

into cement when hot-melted, a con-

he had produced the very best possible

this is going to work?” “ Yes, sir,”

pany’ s entrepreneurial culture,

seemingly insolvable problem

dition that was not conducive to their

formulation. He trusted Venkatara-

Venkataraman replied. The switch to

which supported risk-taking and

of vinyl coating’ s deterioration over

coating.

man implicitly, as he had already

the more cost-efficient plasticizer was

persistence in the face of repeated

made clear.

made without harm, and, as Bala

failure. “ When we figured out how

The chemical engineer’ s

time. It was inevitable: After pro-

For a year and a half,

Yet,

longed exposure to weather

Venkataraman concocted at

calculates it, the change saved

to process Elvaloy resin,”

or harsh chemicals, a liquid

least 700 different formulations, con-

the job, Venkataraman had recom-

approximately $80,000 the first year

he adds, “ it gave us performance no-

plasticizer, which had a low

ducting more than 40 trial coating

mended that Seaman

it was implemented.

body could touch.”

molecular weight, migrated out

runs of the most promising blends.

replace its industry-standard

of the vinyl compound, causing the

During that 18-month

plasticizer with a new, less

Venkataraman was to be rewarded

strong to begin with, as various envi-

coating to stiffen and crack. Because

period, the hot-melt line was

expensive modifier that the

once again. After testing more than

ronmental applications

42 | 43

THE ENTREPRENEURIAL YEARS

During only his second year on

The Seamans’ faith in

Seaman’ s fabrics were

XR-5 has become the geomembrane of choice for such environmental applications as this waste digester cover outside Memphis, Tennessee.

Cleveland mayor Carl B. Stokes cuts the ribbon on a chlorinated “ swimming pool” that was created in polluted Lake Erie in the late 1960s using a barrier constructed from ShelterLite fabrics.

had already demonstrated.

rendered Shelter-Lite fabrics nearly

When the city of Santa Maria, Cali-

indestructible in the face

fornia, installed a Shelter-

of many common environmental haz-

Lite cover on one of its reservoirs,

ards. Prior to XR-5’ s

at 110 percent of capacity. When Don

kids tried to shoot holes in it with .22

introduction, Seaman lab

MacKellar called with the word that

rifles. The target proved boring, be-

technicians immersed samples of the

Incopa, a manufacturer of light-

cause bullets just bounced off its sur-

fabric for 28 days in a panoply of cor-

weight polyurethane-coated fabrics

face. Across the country in Cleveland,

rosive fluids that posed major con-

and a competitor in the truck tarp

25 boats seeking shelter near shore

tainment problems. Crude oil, diesel

market, was for sale, the Seamans

during a Fourth of July storm on

fuel, antifreeze, 200-degree Fahren-

lost no time in checking out the situa-

Lake Erie plowed right over a Shel-

heit water, even 50 percent solutions

tion. They were aware that Incopa

ter-Lite barrier that had been erected

owned hot-melt coating equipment

at a city beach in order to create a

hydrochloric acid and sulfuric

similar to the Zimmer, except that

chlorinated swimming pool in the con-

acid—as Venkataraman claimed:

Incopa’ s Swiss-made Bema had three

taminated lake. The damage? A sin-

Nothing touched it.

rollers to the Zimmer’ s two. Perhaps

gle panel in the 850-foot-long barrier

THE LAST ACT

acquisition of the Bema could solve

was

Corporation’ s annual sales had leaped to $8 million, and the Millersburg plant was running

their undercapacity problems.

partially cut. But the XR-5 compound

By the time XR-5 went to market in the mid-1970s, Seaman

The next day the Seamans and

Don MacKellar flew to Incopa’ s headquarters in Bristol, Tennessee, to meet with that company’ s

was sniffing around Incopa,

president, Joe Kurpis. He revealed

Norm Seaman immediately began

that Incopa was losing money, in part

negotiating a deal with Kurpis to buy

because it had never been able to

the company and lease the plant.

make the Bema, which had been pur-

At 8 p.m. that evening, the two

chased eight years before, function

parties reached a purchase agree-

properly. Having been through a

ment, whose terms and

similar experience with the Zimmer,

conditions they had scribbled down on

the Seamans believed that they now

a yellow legal pad. Kurpis called the

possessed the

San Francisco corporation that owned

expertise to make the Bema

Incopa

profitable.

to win approval of the agreement;

A few days later the Seamans re-

Tull committed to financing the pur-

turned to Bristol with David Tull, a

chase on the spot. A provision gave

loan officer with Michigan National

Seaman Corporation 60 days in which

Bank of Detroit, with which Seaman

to conduct due diligence.

Corporation had only recently entered

In September 1976, Seaman

into a

Corporation took possession of the

business relationship. Spurred

Bristol plant, which was immediately

by the news that a competitor

shut down so that major equipment

44 | 45

THE ENTREPRENEURIAL YEARS

Intuitively grasping the potential of a competitor’ s operation, Norm negotiated a deal that gave Seaman Corporation its second manufacturing plant (above left) in Bristol, Tennessee, and its second hot-melt calender, the Swiss-made Bema pictured above.

During the last months of his battle with cancer, Norm Seaman insisted on traveling to Bristol, where he made a complete inspection of the plant in his wheelchair. modifications could

speed line on which to run its high-

be made to enable the facility to pro-

volume fabrics. Specialty products be-

duce Seaman-quality products. Al-

came the focus in Millersburg, where

the ground, Seaman asked to be

1976, and the company had

though the plant’ s 200 workers were

the Zimmer’ s capability hovered at

rolled onto a pallet, which was hoisted

acquired his stock three years later.)

not rehired, four Incopa

10 to 15 yards a minute.

aloft by a forklift and driven slowly

managers were retained. They hero-

Norm Seaman did not witness

his wheelchair. Unsatisfied with the view from

Don MacKellar. (MacKellar had resigned as vice president of sales in

The presence of George A. (Tony)

through the plant. From his im-

Dietrich, a trusted colleague of

ically ran the plant by

the flowering of the Bristol plant,

proved vantage point he issued a

Ulman’ s at Roetzel & Andress,

themselves for nearly a year.

whose great potential he had

steady stream of

eased the transition pains. Dietrich

(Rising to positions as the Bristol

intuitively grasped. Within a few

criticisms, questions and

had helped to

plant’ s maintenance and construction

months of Incopa’ s purchase, a rou-

suggestions. Even the dirty floor mer-

negotiate the Incopa purchase, giving

manager and quality manager,

tine physical revealed a large shadow

ited a comment. Remembers Allen

him a head start on

respectively, two of these individuals,

on Seaman’ s lung: cancer. The doc-

Harkleroad, “ He didn’ t miss a

familiarizing himself with

Allen K. Harkleroad and Jim

tors gave him nine months to live.

thing.”

Seaman Corporation as its

VanDyke, worked for Seaman Cor-

Seaman sought out the latest

Norman Seaman passed away on

new corporate counsel.

poration for the next

treatments at the Sidney Farber can-

February 5, 1978, a staggering loss

three decades.)

cer research center in Boston

for Irene and her five

be forgiven if he felt some

The slowdown gave the

Yet Dick Seaman could

and lived another 18 months. He

children. Three other men vital

trepidation. At age 32, he now found

company time to work the bugs out of

spent his last weeks in a wheelchair,

to the management and the

himself alone at the helm

the Bema line and begin

breathing oxygen, but even this

institutional memory of the

of a $9.4 million company

to transfer the weaving operation

infirmity could not repress his

company died within several

that was more than $1.7 million

from Millersburg to Bristol. In due

indomitable spirit. As one of his last

years of its founder: longtime counsel

in debt.

time, the Bema was running at its

acts, he insisted on traveling to Bristol,

John Ulman; the

full capability of 20 to 30 yards a

where he made a complete inspection of

company’ s accountant, Frank

minute, giving the company a high-

the plant in

Moleski; and board member

Striving for Sustained Growth

CHAPTER THREE

The hidden champions, known as tough competitors, . . . are built on superior internal competencies that are difficult to imitate. â&#x20AC;&#x201C; Hermann Simon

The manufacturing process begins in Bristol, where a new, state-of-the-art knitting and weaving plant was built in 1997.

Everything depended on him now:

rigorous planning went back at least

Yet there had been little time

Because of inaccurate record-

the business his family had built, the

as far as Seaman’ s college days at

after he joined the company for reflec-

keeping on a multimillion-dollar mil-

guarding the company’ s cash posi-

jobs of individuals among whom he

Bowling Green State

tion or planning, little

itary contract obtained by

tion. He authorized

had grown up, the legacy he hoped to

University. Dick was treasurer

opportunity to apply the theories of

the Sarasota plant to produce

payments only to those suppliers nec-

leave to his mother, his siblings and

of the student council when he and his

management he had learned in busi-

Arctic tents with government-

essary to the maintenance of

his own family. He could no longer go

future wife, who was

ness school. Seaman had to hit the

supplied fabric, Sarasota had

a steady flow of raw materials. Later

to his father for guidance on dealing

then a freshman interested in

ground running. The day after her

been presented with a fabric bill for

he hired a former banker

with the cyclical down-turn the com-

government, met on a blind date.

husband started working in Millers-

$200,000 more than it had

as comptroller, subsequently

pany now faced and repairing its pre-

Judy Gerwig was immediately drawn

burg full time, Judy

expected. When another

replacing him in 1976 with James

carious banking relationship. Richard

to this purposeful, highly motivated

remembers, her in-laws left on a

govern-ment contract did not come

Krakowski, the first person to

Norman Seaman

young man two years her senior, who

three-week vacation, signaling their

through as anticipated, cash flow had

hold that position who was a trained

nevertheless knew what had to be

arrived for their date armed with not

implicit trust in their eldest son. His

grown extremely tight.

CPA.

done if he were to regain control of

one, but 10 ideas of entertaining

father’ s strategy of

Making matters worse, the book-

the bottom line and chart an expan-

things to

delegating responsibility, Seaman re-

keeping department was routinely

man made his share of

sive future for his family’ s 30-year-

do. The couple married three years

alized in retrospect, “ forced me to

unable to deliver the timely finan-

mistakes. “ On the production side,

old business. The entire operation had

later in 1968, shortly after Seaman

learn how to run a business.”

cials needed to make informed

we were shipping a lot of product and

to be put on a more professional basis.

earned his MBA, and would have

He soon found himself confronted not

decisions. Although Survival 101 had

not paying as close attention to qual-

But how?

three children: Carrie Lynn, born in

only by the problems that normally

not been offered at business school,

ity as we should have,” he remem-

1970, Kimberly Anne, born in 1972,

arise in the course of business, but by

Seaman maintained a level head and

bers. “ My goal was sales—sell it and

and Jason Richard, born in 1982.

a major crisis.

concentrated on revamping the com-

get it out

A belief in the benefits of

48 | 49

S T R I V I N G F O R S U S TA I N E D G R O W T H

pany’ s account-ing systems and safe-

During his baptism by fire, Sea-

Step 1 of the coating process entails the blending of vinyl resins, plasticizers and additives to Seaman’ s exacting specifications.

the door.” Then the MacKellars started hearing grumbling from customers, including one of Seaman’ s

“ I was harder on myself than

partner, Michigan National Bank of

Dad was,” he recalls.

Detroit. By 1979 Michigan National

Indeed, Norm Seaman’ s

reduced the interest rate on Seaman

biggest clients, Childress Canvas, a

continuing confidence in his son was

Corporation’ s line of credit and re-

tarp manufacturer in Texas whose

reflected in Dick’ s subsequent pro-

laxed its reporting-in requirement

orders accounted for $300,000 of the

motion to vice president of manufac-

from once a day to once a month. Two

company’ s $3 million sales volume.

turing and appointment to the

years later the interest rate was re-

Focused on moving

company’ s four-member board of di-

duced again and, by 1984, when

product, Dick failed to respond effec-

rectors. Dick Seaman also took some

tively to the cus-tomer’ s

comfort from the realization that,

attorney Tony Dietrich observes.

other knowledgeable people from

National expanded the company’ s

complaints, which involved

like the difficult assignment of opera-

“ He was fairly young and probably

whom he could learn,”

line of credit and agreed to make

weaving defects that did not

tionalizing

scared; I know he felt a tremendous re-

Dietrich explains.

a $1.2 million loan for capital

affect performance but were

the Zimmer, the Texas blowup had

sponsibility to his mother and his

aesthetically unpleasing.

been a “ great learning experience.”

brothers and sisters.” Seaman set

create a new management team, Sea-

interest rate, the solidity of the bank-

By the time Norm Seaman, who

Michigan

Recognizing the need to

expenditures at a competitive

Problem by problem, he was

about the task of “ turning himself

man appointed three key

ing relationship had

was now spending most of his time in

discovering the critical details on

into a dynamic leader and solid busi-

associates to vice presidencies in 1979:

been restored.

Florida, became aware of the problem

which success or failure depended.

nessman,” as Dietrich puts it. By

Bala Venkataraman became head of

dint of dedication

research and development; engineer

CEO in 1980, also made several key

and suggested that he and and his son

Now, 10 years later, Seaman was

Seaman, officially appointed

fly out to meet with the customer, it

facing his second baptism by fire.

and hard work, Seaman educated

Ralph Young took charge of Seaman

hires. He recruited an executive

was too late. The Texans had decided

Having been named president of Sea-

himself about best business

Building

assistant; a human resources

to take their business elsewhere. In

man Corporation in 1976, 18

practices and the means by which

Systems; and Jim Krakowski became fi-

manager; and a director of sales and

less than one year as plant manager,

months before his father’ s death,

other, successful businesspeople had

nance director. Krakowski and Dick

marketing to begin the work of build-

Dick Seaman had prompted the loss of

“ he now had to step in

implemented them.

Seaman were able to put into place

ing an inside sales staff. And he

10 percent of the company’ s annual

and try to hold the company

sufficient measures of fiscal control to

tapped a staff accountant with experi-

sales volume.

together,” Seaman Corporation’ s

reassure the company’ s banking

ence in systems

“ Dick reached out to identify experienced business managers and

Capital investments in the 1990s include a new dry-blend mixer in Bristol . . .

analysis to move the company

At the time that Seaman began

into the computer age. These

work on the company’ s human in-

behalf of Seaman Corporation, was

individuals brought to their

frastructure, the only direct salesper-

frequently greeted with such com-

assignments solid professional creden-

son on staff was Don Seaman, who

ments as, “ Is Seaman still around? I

tials and responsible work habits—

covered Florida. Between 1983 and

haven’ t seen a rep in five years.”

qualifications the company had in the

1986 Seaman Corporation hired

“ Seaman always had

person to begin making sales calls on

past not always been able to afford or

bail the individual out. “ Norm

Indeed, in the early 1990s Seaman

three more in-house salespersons, all

a good-quality name on the street,”

attend to.

never wanted to fire anyone,” Judy

Corporation purposefully stopped using

of whom are with the company today:

adds Ed Zabek, who is the com-

Seaman says. “ He’ d try to move

the hierarchical term

Don Kamienski, who covered the East

pany’ s East Coast salesperson today,

days, its employment policy had, of

In the company’ s earliest

them around, find something

“ employee,” adopting instead

Coast; Ed Zabek, whose territory was

“ but people would say, ‘ I can’ t find

necessity, been simple. “ If

they could do.”

the more inclusive “ associate.” Male

the Middle Eastern states and

a sales guy; I don’ t know where to

associates were permitted

Canada; and Gary Atkinson, who

buy your product.’

you could fog up a spoon,” one long-

Operating from a managerial

time associate says, half-jokingly,

perspective, Dick Seaman sought to

to wear shorts on the sweltering plant

handled the Midwest. A West Coast

Initially, my task was to explain how

“ you were hired.”

professionalize employment policies

floor, and office dwellers took off their

salesperson was hired in 1994, when

they could do business.”

Familial feelings tinted perfor-mance

and practices. The com-pany would

suits and ties and replaced them with

longtime rep Wells Lange retired.

evaluations well into the 1970s. Oc-

eventually establish

khakis and short-sleeved polo shirts

As Dick Seaman suspected,

effort quickly began to pay off. Sales

casionally an employee would land in

a department of human resources and

bearing the corporate logo, a casual

the company’ s outside sales effort

from Kamienski’ s territory alone,

jail on a Friday night, necessitating a

become more sensitive to the nuances

but crisp look the president himself

had been spread too thin. Don

which at the time stretched from

midnight run by Norm or Dick to

of employee relations.

adopted.

Kamienski, the first new staff

Maine to South Carolina, doubled in

50 | 51

S T R I V I N G F O R S U S TA I N E D G R O W T H

The more aggressive sales

. . . and a new coating head for Line 4 in Wooster.

just the first year, going from $1.9

manufacturing executive, and the

the building, which

million in 1983 to $3.8 million in

trio eventually came to occupy adja-

Seaman Corporation had purchased

1984. Having a highly visible pres-

cent offices in Wooster, giving rise to

from the plant’ s original owners,

ence in the field made a real differ-

a coinage that appropriately reflected

Alan Mann and Victor Zager, in

ence—a lesson that was once again

their high-performance personalities:

1980. (The company subsequently re-

made mani-fest when Kamienski

“ Venkataraman Alley.” )

tained Zager as

landed the business of Austin Tarp, a

Taking advantage of Raj’ s back-

a technical and marketing

North Carolina manufacturer that

ground in systems analysis, Dick Sea-

representative for defense-related in-

for years had happily bought fabric

man asked Venkataraman to direct

dustries, an assignment that he ful-

from Seaman Corporation’ s

the computerization

filled until his death in 2008.)

major competitor. For 36 months

of the company, a three-year

Paving the muddy parking lot and

Kamienski called on Austin Tarp

assignment. During that time

replacing an outdoor picnic table with

without making any headway.

Raj conceived a professional

an associates’ lounge were

“ I stopped by faithfully every six

interest in manufacturing

Venkataraman’ s first official acts.

weeks,” he recalls. “ When our com-

operations. After working in

In an attempt to forge career paths

petitor changed their fabric

operations in Ohio for four years, he

(and company loyalty) where

or did something that Austin Tarp

rep twice logged $10 million

affect the growth of Seaman

was offered his choice of

none had existed, he promoted manu-

didn’ t like, I was there to offer a re-

in annual sales. The year that Zabek

Corporation. Bala Venkataraman

managing either the Tennessee or the

facturing associates to

placement.” From such persis-tence,

also hit that mark,

had helped to persuade his younger

Florida plant. Venkataraman chose

supervisory positions. He sought ways

which had not always

the two salesmen accounted for

brother to leave his

Bristol, rec-ognizing its

to demonstrate Bristol’ s

been possible for the outside

approximately 40 percent of Seaman

position as corporate accountant with a

potential even though it was a strug-

potential for profitability in order to

reps to demonstrate, came an

Corporation’ s total sales volume.

chemical manufacturing company in

gling operation when he

win higher wages, better

Madras, India, to come to Millersburg.

took command.

equipment and greater respect

account that became one of Kamien-

Raj Venkataraman, the staff ac-

ski’ s largest. By the

countant Dick Seaman hired

(Seaman also employed a third

early 1990s, the East Coast

in 1980, was also to profoundly

Venkataraman brother, Laks, as a

Initially Venkataraman concentrated on improving morale in

for the plant. To that end Venkataraman stud-

Seaman fabrics are inspected after they are woven and again after they are coated. (Opposite) The company keeps hundreds of styles and colors of fabrics in inventory.

ied the merits and mechanics of oper-

abide: the company’ s new no smok-

Venkataraman’ s now-crack

ating a seven-day-a-week, three-

ing policy. (The mandate came

team did not flinch. To save

shift-a-day schedule. (It

straight from Dick Seaman, whose

the company even more money, the

had occurred to him that his fixed

views had been shaped by his fa-

Bristol associates undertook some of

costs would be essentially the same

ther’ s unfortunate experience with

the construction and all of the work of

whether he operated

cigarettes.)

disassembling, moving and reassem-

nonstop or on a less productive

S T R I V I N G F O R S U S TA I N E D G R O W T H

bling the weaving and knitting

anniversary in Tennessee in 1997,

equipment. They even dug the

he compassionately dealt with the as-

Venkataraman had trans-formed

trenches for the new facility’ s electric

sociates’ initial resistance to adapting

Bristol into a model plant running at

lines,

their family lives to a nontraditional

nearly 100 percent of capacity while

laboring in the pouring rain

work cycle of two 12-hour shifts on,

averaging first-run yields of 95 per-

in order to stay on schedule.

followed by two days off, then three

cent. When

“ You don’ t have to tell people

12-hour shifts on, followed by three

corporate approached Bristol

in Bristol anything twice,”

days off. The provision of non-denom-

with the news that the company could

Venkataraman says.

inational church services at the plant

afford to build a new weaving

on Sunday mornings answered a

and knitting mill in Bristol if

major concern of many of

the building could somehow

A BOARD OF

the associates.

be designed, built and made

INDEPENDENT

operational within only 90 days (the

THINKERS

Venkataraman’ s winning blend

52 | 53

By the time he celebrated his 10th

six-day, two-shift workweek.) Then

of empathy and moxie stood him in

window of opportunity for taking ad-

good stead when it came time to insti-

vantage of a $400,000

At the same time that Seaman

tute a change that the

replacement-property tax

was taking steps to strengthen his

associates in this tobacco-growing re-

deferral generated by the sale

management team, he sought to en-

gion found even more difficult to

of the Sarasota plant),

hance the quality of the com-pany’ s

No more scissors, no more cement: Architectural panels are now cut by a computer-directed blade and seamed together using high-frequency radio waves.

board of directors. Having added his mother and West Coast sales rep Wells Lange to the inside board after the deaths of his father and Don MacKellar, respectively, he next

stituting a formidable brain trust

wanted to augment the board’ s

that could be consulted on business

judgment with seasoned, outside busi-

matters large and small, the board

nesspeople (who for the first time in

would thereafter help

the company’ s history would be paid

to “ set the tone for how the

to attend quarterly board meetings).

company should be operated,” How-

Dietrich’ s predecessor, John Ulman,

help his family and the inside board

the management center and a distin-

ick notes. It was the board, he says,

had been required to educate Norm

understand the value of having an

guished lecturer in business adminis-

that introduced the

Seaman about the need to hold regular

independent review of management

tration at Bowling Green State

company to the principle of market

meetings of the board. Dick Seaman

decisions. The

University, whom Seaman had earlier

segmentation and encouraged senior

welcomed the opportunity to present

consultant also helped Seaman iden-

retained as a strategic planning con-

managers to prepare

his decisions to businesspeople he re-

tify the kind of business

sultant. And the following September,

specific marketing plans for

spected, recognizing that such

expertise he should court, sagely ad-

Donald E. Noble, the former CEO of

each product line. As the company’ s

scrutiny would “ drive me and my

vising him not to appoint those whose

Wooster’ s Rubbermaid Corporation,

management grew more

managers to a higher level of per-

counsel he would obtain

became a Seaman director.

sophisticated, the board pushed it to

formance. It would transform us

as a matter of course, such as his at-

from a business

torney, accountant or banker.

achieve increasingly demanding busi-

find another small, privately held

ness goals, Howick says. For example,

company with that kind of power on

the board recommended that 20 per-

William Cullen, the vice president and

its board,” observes Howick about

cent of each year’ s sales should be de-

general manager of Wooster-based

the first (but not, by any means, last)

rived from products that were not in

members might not welcome a seem-

Regal Ware, a kitchen

cohort of high-powered executives who

existence five years before—a bench-

ing dilution of their influence, Seaman

appliance manufacturer, to become the

have agreed to serve as directors. “ It

mark adopted from Rubbermaid. It

engaged the services of nationally

company’ s fifth board member. That

says something about Dick that he was

also urged management’ s commit-

renowned family

fall, the board was expanded again to

willing to surround himself with such

ment to

busi-ness consultant Leon Danco to

include George J. Howick, director of

independent thinkers.” Besides con-

realizing a 15 percent return on as-

that is being run exclusively at the direction of the owner.” Appreciating that some family

54 | 55

“ You would be hard-pressed to

S T R I V I N G F O R S U S TA I N E D G R O W T H

In June 1983, Seaman invited

One hundred percent on-time delivery is one of the company’ s major customer service objectives.

sets employed.

began saying over and over to Dick

to repair or improve the company’ s

the world in order to find out where

Seaman. “ I probably made Richard

relationships with customers, Seaman

the opportunities are.”

and learn from others, extended not

mad after a while,” Harkleroad

gained insights that paved the

only to his peers and mentors, but to

says, “ but sending

way for later initiatives that

building sales volume with project

information that could help him sur-

his staff. The idea that

Raj to Bristol was one of the best

revolutionized Seaman Corporation’ s

work, in the mid-1990s Seaman

mount a particular problem and for

Raj Venkataraman would make

moves he ever made.”

entire approach to business.

asked Jim Krakowski (who had left

insights that would help him move

Seaman’ s willingness to listen,

an ideal manager for Bristol, for ex-

Discovering the difficulty of

The near-term goal is 10 percent. Seaman himself was continually “ canvassing the world” for

the company for several years and

Seaman Corporation forward. He

ample, originated with Bristol main-

also found Seaman receptive to novel

puzzle came together in the late

then returned as special

networked assidu-ously with fellow

tenance manager Allen Harkleroad,

ideas. When it was suggested to the

1980s, when Seaman realized he

assistant to the president) to

members of

who bunked with Venkataraman

company president that he accompany

needed a direct salesperson whose ex-

supplement Hugon’ s efforts

the business-oriented YPO (the inter-

while on assignment in Ohio. Noticing

his reps on sales calls so that he could

clusive job it would be to explore the

by identifying and recruiting

national Young Presidents Organiza-

his host’ s extreme neatness,

get to know his customers’ businesses

overseas market. Such an

overseas agents and distributors,

tion) and attended seven Harvard

Harkleroad for laughs began moving

firsthand, he agreed. He made him-

investment might take three or four

a campaign that is ongoing.

University “ President’ s Seminars,”

things around in the house. He would

self available to clients who tele-

years to pay off, but when the son of

Seaman also invited Peter M.

week-long management courses geared

dent a

phoned with concerns. And, as Gary

board member Don Noble introduced

Palermo, a recently retired Kodak ex-

to the interests of YPO members from

Venetian blind or leave the soap on

Atkinson observes, “ He let us have

Seaman to John Hugon, a former in-

ecutive who had negotiated

around the world. “ Each time he

the counter instead of in the soap

the

ternational sales

international licensing agreements

went,

dish. No matter what minor mischief

freedom to go out and do what

executive for Rubbermaid, he

involving that corporation’ s newest

everybody groaned,” says Betty

Harkleroad wrought, Venkataraman

we had to do.”

decided to make the leap. In 1989

camera technology, to

Davidhizar, Seaman’ s longtime

Seaman hired Hugon, who was born

join the board. International

executive assistant, “ because you

noticed the change immediately and

The company’ s new sales team

Seaman’ s interest and

Another piece of the sales

set it right. Raj

involvement early on did more than

in France and had started his own

sales constituted 8 percent of

knew he was going to be bringing

is the kind of alert, meticulous man-

energize his sales team. In supporting

import-export business after leaving

Seaman Corporation’ s annual

back piles of books and articles for all

ager we need in Bristol, Harkleroad

his reps’ intuitive desire

Rubbermaid, to “ go out and canvass

revenues in the late 1990s.

of us to read. He always came back

“ Believing strongly in careful planning and deliberate improvement, Seaman implemented a series of programs that placed the company in the ranks of world-class business excellence.” — H A R VA R D B U S I N E S S S C H O O L C A S E S T U DY

excited—with new buzzwords and

find out how effective they had been.

Each phase, or “ era,” as Seaman

identifying business opportunities; and

company meeting in

processes.”

His innovations are now seen as real

likened it, was spurred by the particu-

communicating the resultant business

August, in the hopes that every

insights into

lar challenges the company was facing

strategies to the entire staff.

salaried associate would understand the

how this business works.”

at the time. Each was distinguished

Seaman’ s intellectual curiosity, his openness to new approaches, his love of a challenge were traits he in-

In early spring of 1982, for the

objectives, opportunities and chal-

by a fresh perspective and a new set of

first time in the company’ s history,

herited from his father, and they had

management ultimately taken by the

guiding principles.

middle and senior managers

been critical to the

company’ s president and chief execu-

PLANNING FOR

deliberated together at a series of

already presented itself: a growing

company’ s survival. After the

tive officer is summarized

GROWTH

planning meetings. Sales for the pre-

demand for alternative single-ply

turnaround, however, he had begun

in Harvard Business School’ s 1996

Because Seaman Corporation

vious five years were reviewed, along

roofing materials to replace

to realize that his energies and en-

case study of Seaman Corporation.

had never had an explicit growth-

with the sales forecast for the coming

asphalt roofing, which had suffered in

thusiasms needed to be reined in and

“ Believing strongly in the impor-

planning process, setting up such a

fiscal year, which at that time began

quality as a result of the Middle East

focused on a single over-arching ob-

tance of careful planning processes and

system became the first objective of the

in August. The forecast included pro-

oil crisis and changes in its refine-

jective: growth. “ At first Dick was

deliberate organizational

“ Strategic Planning Era” (1982-

jected

ment process. The sales team had be-

constantly changing his mind about

improvement, he implemented

1987). Planning, it was

numbers for every product line and

come aware of an

what

a series of programs designed to fuel

decided, would be organized around

specific plans outlining how each de-

interesting development: Roofing con-

we should be doing,” Davidhizar ob-

the company’ s growth and place it in

three key tasks: taking stock of Sea-

partment would mobilize to meet the

tractors here and there had begun

serves. “ But he tempered

the ranks of world-class business ex-

man’ s competitive

anticipated demand. After having

using Seaman’ s XR-5 geomembrane

himself. He learned to let people have

cellence,” the Harvard researchers

advantages and weaknesses;

been refined in the light of each man-

on flat-roofed

basic goals and stay with them for a

found, referring to a multiphase

ager’ s special

commercial buildings instead of as-

while so they could

strategic planning process that Sea-

expertise, the final business plan was

phalt or rubber. (In the early 1990s

develop measurement processes and

man initiated in the early 1980s.

presented and discussed at the annual

XR-5 would turn up in

56 | 57

The focused approach to

S T R I V I N G F O R S U S TA I N E D G R O W T H

lenges of the next 12 months. One such opportunity had

Corporate Sales Growth

$60MM

$50MM

$45MM

$25MM

Strategic Planning Era

Quality Initiative Era

Marketing, Sales & Customer Service Era

Technology Era

1983

1988

1993

1998

Since its launch in 1982, Seaman’ s FiberTite single-ply roofing system has won widespread acceptance—even in its own backyard. Wooster’ s new high school, built in the mid-1990s, wears a FiberTite roof.

another unusual spot: lining a once-

former college roommate in Toledo,

flashing and perimeter panels,

architectural fabrics, the engineering

leaking pool at a resort in Aus-

Ohio.

and an installation mechanism as

and fabrication depart-ments devised a

tralia’ s Great Barrier Reef.) The

“ I wanted to see for myself how sin-

a proprietary system. Finally,

quick-and-easy installation system of

sales department salivated

gle-ply materials went down,”

XR-5 should be reformulated

tabbing and screws that

at the thought of marketing

Seaman explains.

to meet the specific needs of the sin-

eliminated the need for adhesives.

gle-ply roofing market. For one

The president himself participated in

XR-5 as a roofing material and/or permitting roofing contractors

roofers at work and talking with

thing, the geo-membrane

a test of the prototype system, helping

to sell XR-5 themselves under their

them and other experts about the pros

was black, a color that did not

to reroof the Bristol

own private labels.

and cons of various single-

reflect heat well. This feature would

plant with the product, which was

ply roofing materials, led him to several

be perceived as a particular drawback

trademarked FiberTite®. At 18 years

“ Let’ s step back first and see how we

important conclusions.

in the target markets

and counting, the very first Fiber-

want to be a player in this maket,”

An installation system—some mecha-

of the South.

Tite roof in America was still on the

he told his staff. Convinced that the

nism that was less expensive than ce-

burgeoning single-ply roofing market

menting rubber roofs in place and

the research and development

Bristol’ s sun-baked roof made an

represented a major

more durable than the other option of

effort, perfecting a variation of the

ever-more-persuasive impression on

opportunity if approached

using ballast stones—should be part of

XR-5 compound that would produce the

the prospective buyers who were

intelligently, he took the better part of

the final product. To maximize in-

desired properties of greater flexibil-

guided up the fire escape to see it.

a year to do his own market research,

come and minimize liability, Seaman

ity, beige coloring and flame-resist-

beginning with a site visit to a roof-

argued that the company should di-

ance. Calling upon

to market in 1982. In Florida, where

ing business owned by the family of a

rectly market single-ply fabric panels,

30 years of experience with

hopes for the company’ s fourth

Dick Seaman advised patience.

58 | 59

What he saw, watching the

S T R I V I N G F O R S U S TA I N E D G R O W T H

Bala Venkataraman spearheaded

job in Tennessee. As the years passed,

FiberTite single-ply roofing went

Another satisfied FiberTite customer: the motorcar speedway in Bristol, Tennessee, where Seaman’ s second plant is located.

developments. Before Bala

Q UA R T E R S

Venkataraman resigned in 1990, he helped to develop the first camouflage

Ironically, one major development of

fabric that resists

the “ Strategic Planning Era” had

detection by infrared cameras.

not been anticipated. An emergency

major product line were highest be-

both problems.

He perfected an invisible-seam tech-

situation prompted Seaman’ s deci-

cause of the presence

“ As we got more attuned to the

nology that allowed Seaman Corpo-

sion to abandon

of a full-time FiberTite salesperson

manufacturing and were able to be-

ration to enter the signface market.

its longtime headquarters in Millers-

(former Building Systems technical

come more price-competitive,” Smith

Switching his focus from the chem-

burg and build a modern and much

rep Ben Smith, grateful for the oppor-

says, “ sales got better and better.”

istry of PVCs to the chemistry of rub-

larger facility in Wooster in the mid-

tunity to stop traveling around the

FiberTite single-ply roofing

ber as easily as

1980s.

world), the new line produced only

acccounted for about one-third

if he were changing his shirt,

At age 25, the Millersburg plant

$25,000 in revenues in its inaugural

of Seaman Corporation’ s annual

Venkataraman mastered the

was reaching the end of its useful life.

year. Burdened by bugs in the product

revenue by the turn of the century.

coating of urethanes, which

(most notably, a glitch in the installa-

Smith alone generated sales in his

allowed Seaman to enter the

tion system that produced crooked

single-state territory equivalent

pillow tank market for fuel

seaming) and uncompetitive pricing,

to those produced elsewhere in large

storage and berm liner market

Smith nearly quit.

regional territories.

for secondary containment.

But, by the end of the second year, the company had successfully addressed

The 1980s saw several other important new product

S PA R K L I N G N E W

Even at 50,000 square feet—its floorplan now encom-passed two large Portomods and an air structure for The 1980s saw the introduction of such new product lines as liners for secondary containment (above) and signface (at right).

storage—the facility was bursting at the seams. Except in the air-conditioned addition that housed weaving and knitting, working conditions left something to be desired. Birds and snakes nested in the rafters in the summer, and in the winter the ink froze in the pens of those asked to take inventory in the unheated air structure. To improve the company’ s image, the corporate offices had already been moved to downtown Millersburg. However, nothing could be done about the plant’ s relative inaccessibility, its dependence on a volunteer fire department and its lack of a sprinkler system (due to insuf-

60 | 61

S T R I V I N G F O R S U S TA I N E D G R O W T H

ficient water flow from the well). The deciding blow came in 1984,

The other option, which was much more costly, would be to build a new

when the company’ s annual insur-

plant in either Millersburg or

ance premium on the $6

Wooster.

million plant skyrocketed from

Company co-founder and board member Irene Seaman presided at both the groundbreaking and the opening of the new Wooster headquarters. (Above) Governor Richard Celeste assisted Dick Seaman’ s son Jason, while Congressman Ralph Regula looked on.

Saturn plant, the State of Ohio was

before he asked its members to ap-

also anxious to cooperate. The state’ s

prove the move to Wooster. When

Department of Economic Development

three of his six directors later voted

provided Seaman Corporation with a

no, he was stunned. Another corpo-

$500,000 loan at 7.5 percent

rate leader might have cast his own

$20,000 to $140,000. The follow-

able to offer little in the way of eco-

interest for 15 years and a $150,000

yes vote to break the tie. Dick Sea-

ing year, the insurer explained, it

nomic assistance, but the City of

economic inducement grant.

man went back to work, refining his

might not be possible for Seaman

Wooster aggressively pursued the op-

The remaining $2.4 million needed to

cost-benefit analysis. “ I wanted to

Corporation to obtain a policy

portunity to attract 100-plus jobs. It

construct and equip a new plant (and

understand what I had missed,”

at all. It was time to relocate.

offered Seaman Corporation an option

move out of the old one) came in the

Seaman explains. “ This was a

The least expensive option— con-

Millersburg officials were

on a 72-acre site west of town and

form of industrial

major, major investment, and I did-

solidation in Tennessee—would have

agreed to build an access road, waive

revenue bonds issued by the City of

n’ t want to go forward without the

strained that facility and thrown

sewer and water tap-in fees, and

Wooster.

full support of the board and of my

Millersburg’ s asso-ciates out of work

make available from Community De-

(or, at least those who did not care to

velopment Block Grant funds a

capital investment was a significant

presented additional

make the move, most likely the very

$350,000 loan at

commitment for a company of Sea-

findings demonstrating that the com-

individuals with the most seniority). It

5 percent interest over 20 years. With

man’ s size, Dick Seaman

pany’ s potential for growth was

also risked the resignations of the

Tennessee having recently attracted

prepared a cost-benefit analysis

greater in Wooster than

company’ s senior managers, most of

national attention as the business loca-

of the various options and invited the

in Bristol, a second vote was taken.

whom were happily settled in Wooster.

tion of choice for General Motors’

mayor of Wooster to address his board

This time the move was unanimously

Recognizing that a $4 million

family.” A week later, after Seaman

Invited guests toured the new plant at its grand opening on June 9, 1987.

approved.

ceremonial tent,

On May 19, 1986, ground

Celeste presented Dick Seaman with

was broken for a 60,000-square-foot

a $90,000 check, the first

corporate headquarters,

installment of the state’ s economic in-

a research and development

ducement grant. Having spent four

facility and a manufacturing plant.

years in India during the 1960s with

ating with the city and the state. “ If

(A 36,000-square-foot addition built

the Peace Corps, the governor

Dick puts the heat on the competition

erings, Judy Seaman, who

quality fell off during the summer of

in 1992 doubled the existing produc-

charmed the audience

the same way he puts it on us, he’ ll

was also on hand, put everyone she

1987.

tion and warehouse space and added

of 150 well-wishers by ad-libbing

be a real winner,” Regula said.

met instantly at ease. Judy

Unbeknownst to Seaman, the

such amenities as a workforce train-

that the Indians regarded rain as

appreciated the importance of first

associates had decided to organize.

ing center, a

an augury of good things to come.

103 associates had chosen to

impressions and had personally over-

That fall, Seaman learned of their in-

conference room outfitted with the

Regula recognized company co-

accept jobs in Wooster, where the

seen the landscaping of

tent when the company received a call

audiovisual equipment—and an inte-

founder Irene Seaman for her role in

manufacturing of low-volume and

Seaman’ s corporate headquarters. It

from the National Labor

rior staircase to the roof

“ planting the corn.”

custom fabrics would be centralized.

would not be unusual to see her out-

Relations Board. The caller wanted to

(The knitting and weaving operation

side in the spring, tending to the

discuss arrangements for an election to

for FiberTite presentations.) Four-

The ribbon-cutting ceremony for

Eighty-seven of Millersburg’ s

A warm hostess at company gath-

stead, he watched as productivity and

year-old Jason Seaman helped his fa-

the new Wooster plant took place on

had been moved to Bristol, along with

flower beds.

decide the union

ther, his grandmother, Ohio

June 9, 1987. Congressman Regula

responsibility for running high-vol-

T H E C A R E P H I LO S O P H Y

question. None of Seaman’ s

Governor Richard Celeste and

was again in attendance and made a

ume and stock fabrics.) Managers and

Wooster-area Congressman Ralph

few celebratory remarks, teasing the

associates alike were on hand to greet

Seaman had expected to see gains in

Regula turn over the first shovelful of

company’ s president about the skills

the VIP guests invited to tour the

productivity once the company settled

earth. As a thunder-storm pelted the

Seaman had demonstrated in negoti-

new facility.

into its sparkling new quarters. In-

62 | 63

S T R I V I N G F O R S U S TA I N E D G R O W T H

managers had been aware of the organizing attempt, nor of the

In 1997 Seaman Corporation became one of only five Ohio firms to be honored by the governor for the excellence of their training programs.

fact that its leaders had collected sufficient signature cards to prompt an 18-wheeler up to the loading dock—

made no investment in human

tape that had been left

America’ s business community

much to the surprise of the strikers.

resources and training.” Ninety per-

on his pillow as a gift from the man-

in the late 1980s.

pany’ s workers had voted to union-

In the face of such fierce determina-

cent of the problems the

agement of a hotel in which he was

ize. When Millersburg’ s

tion, the picketers dwindled in num-

associates were experiencing,

staying. The tape was

with Paul Hertz, the only

management and labor had been un-

ber to a bare handful by the third

he recognized, were beyond their con-

narrated by Paul Hertz, who ran

TQM consultant to be officially sanc-

able to negotiate a mutually agreeable

week of the strike, and the union de-

trol. “ They were the victims

a consulting company in Miami,

tioned by Deming, Seaman signed the

contract, the employees went out on

cided to give up its organizing at-

of our poor management.”

Florida, the Hertz Group, that

Hertz Group to an

strike. Refusing to

tempt.

election six weeks hence. Once before, in 1966, the com-

be shut down and risk defaulting on

Two decades later, Dick Seaman

Seaman’ s assurances to the

After several positive meetings

trained companies to implement

18-month contract, making a com-

associates that he would attend

TQM, an approach developed in post-

mitment not only to a six-

an important government

decided to take a different tack. He

to their concerns staved off

war Japan by W. Edwards Deming,

figure consulting fee, but also to the

contract, Norm and Dick Seaman

spent six weeks out on the plant floor,

unionization and marked the

a former statistics

staggering costs of releasing every

had personally led a convoy of man-

talking with the Wooster associates

start of the next phase of Seaman

professor with whom Hertz had stud-

manager and associate in the com-

agers and others willing to work past

about their concerns.

Corporation’ s quest for excellence.

ied at New York University. Deming

pany from their duties so that each

“ We had invested more than

The goal of the “ Quality Initiative

had played a critical

staff member could be trained in the

gates each morning. When the driver

$10 million over the previous three

Era” of 1987-1991 would be to

role in engineering Japan’ s

principles of total quality manage-

of a semi-trailer containing a ship-

years in all three locations, but it had

refashion the company’ s hierarchical

astounding economic recovery, giving

ment. First, senior and middle man-

ment of vital resins and chemicals

all been for capital

management structure into a total

his philosophy of quality control

agers received five days of instruction

was not permitted to take his truck

improvements,” Seaman now

quality management (TQM) system.

through management-labor team-

offsite.

beyond the picket line, he let Norm

realized, as he stood listening to

work (to boil it down

Then the associates attended

Seaman wrestle the

a litany of frustrations. “ We had

to its essentials) great currency in

two-day training seminars in groups

the picketers and through the plant

Seaman had been introduced to TQM when he listened to a business

Innovative Customer Solutions through Fiber and Polymer Technology

OUR VISION

Seaman Corporation will be the Best “CUSTOMER-DRIVEN BUSINESS TEAM” Seeking “Value Engineered” Fabric Opportunities in Global Markets

of 25, a schedule that took six months

caught in a vise,”

to complete.

Seaman recognized, and he sent them

“ The associates in particular

off for further study at

It consisted of four guiding

princi-

ples: (1) strategic quality planning principles—such as

went into the sessions thinking that

Worthington Industries, which had

the training was a big waste of time

developed an exemplary TQM train-

performance results; (2) human

and wishing they had the money we

ing program for supervisors. At the

resources principles—such as

were spending in their paychecks,”

same time, Dick Seaman began shar-

empowerment of the people unleashes

Seaman reports.

ing insights he had gleaned from

the total potential of our organization

After having been briefed on

benchmarking TQM programs at

and priority is given to a safe working

quality circles and teamwork,

such Fortune 500 corporations as

environment; (3) quality assurance

introduced to statistical process control

Xerox, Motorola, Hewlett-Packard,

sets of guiding principles, each given

customer satisfaction, by achieving such

principles—such as design for

and taught to use flow charts to ana-

Apple and

the acronym CARE.

goals as 100 percent on-time delivery,

manufacturability and partnership

lyze work processes and fishbone dia-

Milliken and at the NUMI

timely responsiveness to

with suppliers throughout the design

grams to brainstorm opportunities or

manufacturing plant jointly

Reason for Excellence” philos-ophy,

customer complaints and courtesy to

and commercialization process; and

solutions to problems, most emerged

operated by General Motors and

which would henceforth govern Sea-

customers at all times; and quality, by

(4) systems and measurement princi-

“ optimistic and excited at the

Toyota. When some of the staff be-

man Corporation’ s

taking such actions as continually

ples—such as focus on those value-

thought we were going to ask for their

came confused by the flood of ideas,

external relationships, consisted

measuring performance against best-

added processes important to customer

input prior to decision making.”

Seaman decided that the company

of three guiding principles:

in-class.

satisfaction.

Seaman soon discovered that the

The “ Customers Are the

The “ Competitive Advantage

accomplish superior financial

To implement each of these qual-

should create its own total quality

leadership, customer satisfaction and

company’ s middle managers lacked

process, one that would

quality. Leadership would

Requires Excellence” philosophy out-

ity initiatives (which are reprinted in

sufficent grounding in TQM to make

reflect Seaman Corporation’ s unique

be exhibited by attaining such

lined the performance that

their entirety in the Appendix), cross-

good on the associates’ expectations

vision and core values.

attributes as uncompromising

the company and its associates could

disciplinary teams of associates and

integrity and strong bias for action

expect from one another

managers were formed around the

toward total quality improvement;

in their internal relationships.

seven CARE principles and asked to

while meeting senior management’ s production quotas. “ They were

64 | 65

This initiative, which took place between 1988 and 1990, produced two

S T R I V I N G F O R S U S TA I N E D G R O W T H

measure their progress against

nudging you to take classes: how to

(which itself had been an

they spent in class. (The company later

Wooster-Bristol softball

a list of IOEs (Indicators of

deal with people, how to set goals and

educational experience for the staff),

expanded its workforce development ini-

tournament, the winner of which was

Excellence). These quality design

achieve them, how not to be tunnel-

the company put its written commit-

tiative, offering to reimburse most of

awarded a handsome trophy. Monthly

teams, while not uniformly

visioned,” says Jim Rock, who

ment to the continual training and

an associate’ s tuition costs for courses

birthday parties were

successful, helped to raise

started out

development of its associates into ef-

satisfactorily completed at other uni-

instituted at both plants, enabling

awareness throughout the company of

as a part-time mechanic for

fect. In 1994,

versities.) Partners in Progress kicked

managers to socialize informally with

excellence as a means of

Domestic Aviation in 1971.

a cross-disciplinary team of

off in 1995, and 135 of Wooster’ s

associates who were

achieving global competitiveness. The

“ He even started holding Joint Vo-

associates and managers was

163 associates took at least one course

celebrating birthdays that

company formally committed to this

cational School classes here

empowered to custom-design a lifelong

during

month. Once Seaman showed

strategy in a 1992 vision statement:

in the plant for middle managers

learning program for

the program’ s inaugural year. Part-

up at the company Christmas party

once a week covering different top-

Seaman Corporation. Their

ners in Progress-Bristol was launched

costumed as Elton John—

ics.” Benefiting from the

efforts produced Partners in Progress,

in 1998, a year after

complete with bowtie and glasses—de-

management training occasionally of-

a joint venture with Ohio State Uni-

Seaman Corporation received a Gov-

lighting everyone present. All these

fered in earlier days, Rock served

versity’ s Agricultural Technical In-

ernor’ s Workforce Excellence Award,

gatherings

until his resignation in 1996 as the

stitute in Wooster.

one of only five companies in Ohio to

were a good way, he had decided, to

be so honored in 1997, for developing

keep in touch with the associates’ con-

Seaman Corporation will be the best customer-driven business team seeking value engineered fabric opportunities in global markets by expanding our weaving, compounding, coating and applied fabric engineering skills to meet or exceed the product and service requirements of our customers. Even in the pre-CARE era, Dick Seaman had pushed his staff members to challenge themselves, to increase the knowledge and skills they brought to the job. “ He’ s always

director of the 10-member staff of

Partners in Progress offered staff

Mid-Ohio Aviation, the subsidiary

members the opportunity

training programs that enhanced the

cerns and to elicit their sugges-tions

that acquired the fixed-based opera-

to add skills to their personal

job skills and personal qualities of its

about how things could be made to

tion rights

tool-boxes by taking tuition-free

workers.

run more smoothly.

to the Wayne County Airport

courses ranging from math and writ-

in 1988. (The Millersburg airport

ing to product design review to effec-

within and between its two plants,

and plant were sold to Holmes

tive management practices. Classes

the company also initiated a

County the same year.)

were to be held onsite, with the com-

number of morale-building

In the post-CARE era, an

pany paying associates for half the time

programs, including an annual

“ obsession with the customer”

In the years after the CARE era

In order to build cohesiveness

AN OBSESSION WITH THE CUSTOMER

Seaman’ s Cessna Citation Bravo is more than mere transportation; it is a marketing tool used to fly customers to Wooster or Bristol for one-on-one orientations.

the previous era had been directed primarily at improving manufacturing processes, would have to be brought was supposed to be paramount among

along. Once secretive about its propri-

still known as the Canvas Products

phies, sales and marketing would

to each customer. Along with

Seaman Corporation’ s core values.

etary products and technology, the

Association International. To drive

have to be more closely

increased responsibility went

Yet it would take more than words on

company now threw open its doors,

home to the industry at large its total

integrated with customer service and

newfound authority to take care

paper to realize the

inviting clients and prospects to attend

commitment to its customers’ satis-

production, Dick Seaman

of customer complaints and

extremely ambitious goal of

a day-long orientation seminar on the

faction, Seaman Corporation began

realized. This work would be the

problems without having to wait for

“ 100 percent total customer

CARE philosophies. They would be

treating

focus of the next phase of the com-

upper management’ s approval of so-

satisfaction.” In a simpler era,

flown in the

expo-goers like VIPs, fielding one of

pany’ s development, which

lutions.

the company had won its customers’

company plane (currently a Cessna

the largest and most hospitable exhi-

he declared “ the Marketing,

good will through such small but ap-

Citation Bravo) to corporate head-

bition spaces at the convention, complete

Sales and Customer Service Era.”

preciated gestures as its annual holi-

quarters in Wooster to meet the pres-

with comfortable seating, coffee and

day gift of jars of barbecue salts, made

ident and be briefed on Seaman’ s

cookies. The company also seized this

years 1991 through 1994. During

customer service department during

from the prized personal recipe of

seven guiding principles, before flying

occasion to begin hosting an annual

that time, customer service, which

this period. “ It’ s the

Building Systems engineer Al Pabst. It

on to Bristol for a tour of that plant.

cocktail buffet, which over the years

had grown from a one-person

back-up and support you offer that

would take something more substan-

The new initiative spanned the

“ For many customers, tarp fabric is tarp fabric,” observes Marc Norman, who headed up the

The company also stepped

grew from a small reception to a fun-

operation in 1981 to a five-

becomes a barrier to the competition.

tial to convince

up its corporate presence at the an-

filled theme party that provided Sea-

member department, learned to ac-

If somebody

customers of the sincerity of the

nual IFAI (Industrial Fabrics Associ-

man and his staff with another

cept responsibility for an order from

called customer service and said he

CARE commitment. For that mat-

ation International) Expo,

chance to warmly greet and

start to finish. It would

had a problem with 70 yards

ter, Seaman’ s salespeople, who per-

a national convention that Norm

talk with customers.

become a control tower alerting

of material, 70 more yards of

ceived that the quality initiatives of

Seaman had begun attending

R & D, operations and credit/

material went out the door, no questions asked.”

66 | 67

To meet the heightened

back in the late 1950s, when the

expectations created by one-on-one

accounting to the commit-ments sales

sponsoring trade organization was

communication of the CARE philoso-

and marketing had made

S T R I V I N G F O R S U S TA I N E D G R O W T H

Closer coordination of sales, cus-

“ There is more to this than selling some guy a roll of material. We’ re helping him build his business, and he’ s helping us build ours.” — M A R C N O R M A N , N AT I O N A L S A L E S M A N A G E R , 1 9 9 7 - 2 0 0 0

tomer service and operations made

to Shur-Co how Seaman could help

material,” he affirms. “ We’ re

man Corporation in delivering a

possible another competitive advan-

dispelled any lingering doubts about

the tarp manufacturer realize its

helping him build his business, and

quality product in a timely manner.

tage: a substantive

the value of going the extra mile.

business goals.

he’ s helping us build ours.” Produc-

When a follow-

improvement in delivery time.

The experience also helped to shape a

tion teams from Seaman Corporation

up survey was taken in 1993, 87

Believing that “ what gets measured,

dynamic new approach to sales: the

company assembled a cross-discipli-

now routinely meet and collaborate

percent of its customers now ranked

gets done,” Dick Seaman asked for

concept of partnering with customers.

nary team to meet with Shur-Co of-

with the

Seaman Corporation first.

Gary Atkinson had spent so much

ficials and discuss how Seaman could

operations teams of customers.

statistical backup of the

Winning the Shur-Co account

In a precedent-setting move, the

The company’ s intensified

company’ s promise of 100 percent on-

time fruitlessly calling on the South

be more responsive to their needs.

time delivery. His request brought to

Dakota-based tarp manufacturer

Shur-Co wanted

the “ Sales, Marketing and

moves to strengthen Seaman Corpo-

light several hidden time lags. As an

that he became

a wider tarp and assistance in

Customer Service Era” led to a dra-

ration’ s relationship with DuPont.

example, shipment of product was

intimate with Shur-Co’ s plan to be-

developing a rollover tarp. Seaman

matic improvement in Seaman Cor-

Seaman’ s supplier of Dacron®poly-

sometimes delayed beyond a promised

come the largest manufacturer of

provided both (the wider fabric was

poration’ s image. In a survey of the

ester yarns,

date while

truck tarps in America. At the time,

already in development) and worked

company’ s customers taken in 1990,

Elvaloy resin and Tedlar film

the credit department gathered

Shur-Co bought imported fabrics,

out a more flexible pricing structure

36 percent had ranked Seaman as the

had always been a close and

financial information about the cus-

primarily because they were less ex-

that would reward

leader in the coated fabrics industry.

collaborative partner. As a youngster,

tomer. Henceforth, as soon as a real-

pensive. The company was not inter-

Shur-Co’ s commitment to large-

The fact that

Dick Seaman occasionally tagged

istic and acceptable delivery date was

ested in paying what it perceived to be

volume purchases.

Seaman had received more first-place

along with his father to confabs with

agreed on, production would immedi-

a premium for Seaman’ s fabrics,

rankings than any of its competitors

DuPont reps on Saturday mornings.

ately notify the credit department to

and Atkinson’ s representations

project,” says Atkinson, “ but we

might have been

Now the two companies agreed to or-

begin assembling the required infor-

about the superior quality of Shelter-

were very aggressive, and we finally

seen as cause for rejoicing by

ganize joint production teams. Staff

mation. As a

Rite were

got the ball rolling.”

another CEO, but Dick Seaman read

members involved with DuPont’ s

result of identifying and remedying

falling on deaf ears. If Seaman Cor-

the results differently.

manufacturing and Seaman’ s end

several such bottlenecks, on-time de-

poration were ever to have a chance

promoted to national sales

Another way of looking at this

use of each of the three abovemen-

livery went from 65 percent in 1992-

of winning Shur-Co’ s

manager in 1997, codifies the

figure, he suggested, was that

tioned products would meet regularly

1993 to an impressive 95 percent in

business, Atkinson realized that

lessons sales learned. “ There is more

two-thirds of its customers thought a

to exchange technical information

1994-1995.

he would have to demonstrate

to this than selling some guy a roll of

competitor did a better job than Sea-

and discuss ways in which they could

“ It was a tough go, a two-year

Marc Norman, who was

Implementing the principles of

interest in partnerships also prompted

Each associate received a commemorative plaque when the company achieved $50 million in revenues in 1995.

sales than Seaman announced a new,

expertise and hard-won perspective on

five-year strategic planning initiative

research and development.

focused on technology management.

Another key board appointment was

In the near term, the “ Technology

Teresa M. Amabile, a professor at

mutually supportive. One such un-

Era” would focus on three objectives:

Harvard Business School who special-

dertaking—a survey measuring the

(1) refining existing manufacturing

ized in the management of innova-

national market share of Seaman Cor-

processes and effecting operational

tion and creativity.

poration’ s product lines

efficiencies in order to improve first-

To spearhead the creation of a

conducted in 1997 by DuPont’ s mar-

the president’ s various strategic

be removed and spent, if

run yields; (2) constructing

model process for new product devel-

ket research department—

planning initiatives, Seaman

the associate so chose.

a model process for new product de-

opment, the company brought in an

illuminated opportunities for

Corporation had achieved both excel-

velopment; and (3) shortening the

outside expert, whose pre-vious expe-

mutual growth.

lence and 500 percent growth in less

time cycle of new product

rience made it possible for a Seaman

A HISTORIC

than two decades.

development. As the first, now-cus-

design team to

tomary step, Seaman arranged for

complete the model within a year. Re-

company’ s history, annual

the company to tap into

sponsibility for putting the construct

By the mid-1990s, total quality im-

revenues surpassed the $50 million

various sources of technological know-

into action went to

provement was no longer a buzzword

mark. Dick Seaman celebrated this

how. Bala Venkataraman, now pres-

insider Steve Fenske in 1996.

at Seaman Corporation. Under Dick

once-unimaginable milestone by per-

ident of his own

A polymer scientist and an MBA,

Seaman’ s inspired and energetic

sonally presenting each of his associ-

manufacturing company, was

Fenske possessed business training and

leadership, TQM had become a per-

ates with a commemorative lucite

invited to join the Seaman board, en-

previous experience as the Wooster

manent part of the corporate culture.

plaque. The plaque

abling Seaman Corporation

plant manager that were tailormade

Thanks to the teamwork inspired by

encased a crisp $50 bill, which could

to benefit once again from the

for the challenging

entrepreneurial engineer’ s invaluable

assignment. The following year Sea-

MILESTONE

68 | 69

In 1995, for the first time in the

S T R I V I N G F O R S U S TA I N E D G R O W T H

The company had no sooner celebrated its recordbreaking

This Venezuelan basketball arena features a roof constructed from a Seaman fabric finished with bright-white Tedlar, an innovation of the 1990s.

$50 million and who share Dick’ s vision of now achieving $100 million in sales.” man Corporation went to market with more than 10 new prod-

1998.

tradition of innovation that had been

“ We’ re looking at markets

established by his father.

ucts (some of which had

we’ re already in and asking how do

A burst of old-fashioned

already been in development under

we offer new products to those mar-

entrepreneurism, sustained by

Frank Bradenburg, Fenske’ s prede-

kets,” says Fenske, describing the first

excellent internal management and

cessor as head of research and devel-

stages of the development model.

the latest technologies—

opment). The innova-tions included

“ Another question we’ re asking

that was the key, as he saw it, to pro-

XRTM-3 geomem-brane, XR-3 film,

ourselves is what things can we do

pelling growth to the $100 million

polyester truck tarps and colored and

with our core competencies other than

mark.

bright-white Tedlar film. The latter

serve

product won immediate accept-ance

the markets we’ re already in.”

“ Dick is not ready to sit still,” says corporate counsel Tony

from the government of Venezuela,

Dick Seaman anticipated that the

which decided to use it as the roofing

“ Technology Era” would in the long

in 1995. “ Nor are the people who

material for a spectacular domed bas-

run position the company to take better

were drawn to the process

ketball arena built in that country in

advantage of the

of helping Seaman Corporation get to

Dietrich of his client, who turned 50

Honing a Competitive Edge

CHAPTER FOUR

Global competition . . . will endure, if not intensify, in the coming years. Therefore, most companies in highly developed economies will continue to have a serious problem in turning a reasonable profit, unless they take action within their own organizations. â&#x20AC;&#x201C; Hermann Simon

Seaman corporate headquarters in Wooster

North American Leadership 10% Sustained Profit Growth

Seaman Corporation’ s “ dashboard” of strategic metrics takes the form of a pyramid built on the principles of the CARE Quality Commitment.

8% Sustained Revenue Growth

Cost Complete Cost Structure Customer Expand and of as % Service Sales On-time Quality of Sales Deliveries Satisfaction Geographically

R&D Cycle Time

Association Satisfaction

Manufacturing Capacity

Strategic R&D Activity

Working Capital

High Impact Sales Force

Associate Skills Development

Market Intelligence

Norm Seaman was 55 years old

ensure the success of the new

Right People • Right Roles • Right Time

at the time of his death. Perhaps his

management structure. He was

father’ s premature passing

particularly concerned with making

explained why thoughts of

the sometimes tricky CEO-COO

succession weighed more heavily on

relationship work to his and Dye’ s

Dick Seaman than on most corporate

satisfaction. Seaman did not want to

presidents in their

repeat the mistakes of many business

early fifties. As the millennium

owners, who, after appointing a new Seaman had already begun plan-

consultant specializing in organiza-

Management Team consisting of the

second-in-command, stepped back

ing with increasing frequency about

ning for a smooth succession by giving

tional development, Dye had demon-

company’ s plant managers and

from day-to-day responsibilities with

the future management of his 50-

other capable individuals within the

strated his excellent

department heads, with whom he met

a sigh of relief, only to discover too

year-old company.

organization

analytical skills and decisiveness by ef-

weekly. In addition to day-to-day

late to avoid friction that they did not

neared, Seaman found himself think-

opportunities for leadership.

fecting the decision to close the Sara-

oversight, Dye charged this group

approve of the style, content or results

the holdings of his mother and his

He promoted Jim Dye, his chief fi-

sota plant and arranging for the

with responsibility for annual business

of their COO’ s decision making.

siblings in the company’ s stock, a

nancial officer, first to the position of

replacement-property tax deferral

planning, intending this to be a

move that had ensured their financial

vice president of operations and then

that helped to fund the construction of

learning experience for each of its

on the same page, Seaman instituted

futures. In theory, it had also

to chief operating officer in 1997.

Bristol’ s new

members about how to grow a

the practice of meeting at an off-site

simplified the issue of succession. But

Dye had joined the company in 1990,

knitting and weaving mill.

business. The restructuring was

retreat with his COO each quarter.

each of his daughters was

bringing with him 18 years’

He also shared the value

intended to streamline internal

For two full days (with time set aside

pursuing her own career, and it was

experience as a CFO and general

Seaman Corporation places on

communications and develop the

for recreation), they would share their

too early to judge whether his son

manager. Recruited by then new

participatory leadership. With Dick

leadership abilities of the company’ s

perspectives

would conceive an interest in the busi-

board member Jay C. Brinegar,

Seaman’ s blessing, Dye subsequently

middle managers.

on the challenges that lay

ness or be qualified to lead it.

an industrial psychologist and business

assembled a 10-member Operations

In 1994, Seaman had purchased

72 | 73

HONING A COMPETITIVE EDGE

Dick Seaman was determined to

To ensure that he and Dye stayed

immediately ahead and arrive at

“ Growth for growth’ s sake is not my vision. I am more interested in sustaining positive business processes.” —RICHARD SEAMAN

a course of action that was

eight of the company’ s senior man-

tive recommendation:

organic expansion over growth

Satisfied with the results of his decision to

usually stronger for having been col-

agers a venue in which to exert in-

The company should retain

fueled through acquisitions

invest greater authority in Dye and the

laboratively determined.

creased authority and

John Lingle, an organizational

because he appreciated the

new management teams, Seaman

“ At the end of a retreat,” says

to interact with the CEO without in-

development consultant who

difficulty of merging complex

stepped up his civic involvement. A

Seaman about the communications tool

validating their directreporting rela-

advocated the use of rigorous meas-

organizations. “ Growth for

member of the board of trustees of the

that he and Dye have faithfully em-

tionship with the COO.

urements to drive business outcomes.

growth’ s sake is not my vision,” the

College of Wooster and a volunteer on

Lingle assisted the SLT with the cre-

CEO explains. “ I am more

the business advisory council of the

confidence in the way Jim was going

his and Dye’ s monthly meetings with

ation of a “ dashboard” of strategic

interested in sustaining positive busi-

Wooster public schools, he was

to direct the Management Team to

the SLT, while Dye continued to pre-

metrics. Seaman

ness processes.”

instrumental in helping to arrange for

operate the business,

side over the weekly meetings of the

Corporation’ s dashboard took the

and I could let him go. Just as

Management Team. Seaman appreci-

shape of a pyramid, starting with the

suggested were challenging but realis-

a national science enrichment program

important, Jim knew that he had my

ated having access to up-

baseline “ Right People • Right Roles

tic: 8 percent growth in annual rev-

for middle school students. “ Dick had

100 percent support.”

to-date information from key man-

• Right Time” and leading up to the

enues and 10 percent growth in

the program up and running with

agers, while the members of the

capstone, “ North American Leader-

annual profits. “ As the owner

lightning speed,” notes former Jason

evaluated their progress in developing

Strategic Leadership Team benefited

ship.”

of the company I would be happy with

Foundation president Peter Palermo,

the leadership abilities of their middle

from their regular

that,” he told Jim Dye, who negoti-

who served on Seaman’ s board in the

managers. They reached the conclu-

exposure to the inspirational ideas

concrete performance goals, Lingle

ated the acceptance of those metrics by

1990s. “ It’ s characteristic of him that,

sion that certain members of the

and passion of their leader.

encouraged Dick Seaman to incorpo-

the SLT.

when he gets hold of something, he just doesn’ t let go.”

ployed since 1997, “ I had

At each retreat Seaman and Dye

Management Team were capable of

Seaman prepared the agenda for

As one of his first assignments,

Recognizing that the SLT needed

The performance goals Seaman

rate into the pyramid the CEO’ s ex-

A M U LT I M I L L I O N -

handling greater responsibility. In

Seaman charged the SLT with find-

pectations of satisfactory

DOLLAR QUESTION

2000,

ing a sales training resource to help

year-over-year growth. Seaman pre-

the two executives created a Strategic

strengthen the CARE 2000 initia-

ferred to

Leadership Team (SLT) to give six to

tive. Dye returned with an alterna-

institutionalize a strategy of

the school system to join the Jason Project,

Since its introduction in 1979, FiberTite had evolved into a complete roofing system with add-on accessories, such as insulation, flashing and custom gutters and downspouts.

ness, and it was impossible to obtain

tives. Fiscal 2001 had turned out to

leaped a compensatory 23 percent,

the customer base, FiberTite’ s poten-

to-day leadership of the

spare parts. Whenever

be another record-breaking year,

reaching more than $25 million.

tial seemed unlimited. But its growth

technology initiative. Heightened at-

a gear broke, Bristol’ s crack

with the company posting more than

tention paid to the issues of manufac-

maintenance department had to craft

$65 million in sales. But there was

FiberTite had evolved into a

longer on the Bema and Zimmer be-

turing productivity and technological

a replacement, combing a German-

no way to reach $100 million in

complete roofing system with add-on

cause of capacity and width considera-

competitiveness raised a challenging

language operator’ s

sales—Dick Seaman’ s mid-term

accessories, such as

tions.

question: Should Seaman Corpora-

manual that Raj had had translated

goal—on the existing hot-melt ma-

insulation, flashing and custom gut-

tion

into English for clues as to

chines, which were running at near

ters and downspouts. Seaman had

capital investment gave Dick Sea-

invest millions of dollars in a new

design specifications.

maximum capacity. And there was

also ramped up its sales

man pause. When the issue of pur-

no way to address global competition

approach. In addition to calling on

chasing a wider-width,

Dick Seaman also assumed day-

hot-melt calender?

The calenders’ decrepitude was

Since its introduction in 1979,

could not be accommodated for much

Yet the size and risk of the needed

not the only consideration. Neither

without keeping prices within reason

roofing contractors, the company was

computer-controlled calender

service, the company’ s two

machine could coat fabric wider than

by means of increased efficiency.

reaching out to owners of multiple fa-

was first raised, Seaman’ s vice pres-

hot-melt calenders—the German-

56 inches, while

cilities—an effort that would bring

ident of engineering,

made Zimmer in Wooster and the

competitive products were being of-

makers were flooding the North

such national

Ken Chaloupek, had located a Ger-

Swiss-made Bema in Bristol—were

fered in widths up to 100 or more

American market with cheaper (if

corporations as Tyson Foods, Cargill

man firm capable of producing such

reaching the end of their useful life.

inches. A new wider-width calender

less durable) fabrics for truck tarps, the

Foods, Toyota and Target into the

high-tech equipment by tracking

The Bema was especially temperamen-

would dramatically

sales volume of Seaman’ s bread-and-

fold as repeat customers. To better

down key employees who had lost their

tal—“ like a human,” thought Bris-

increase Seaman’ s output of

butter Shelter-Rite line had been

penetrate the West Coast market,

jobs when the Zimmer and Bema fac-

tol plant manager

finished yards per year without pro-

slowly decreasing. At the

Seaman Corporation had established a

tories closed. After preliminary dis-

Raj Venkataraman. Its rollers were

portionately boosting labor and over-

end of fiscal 2001, tarp and cover

new FiberTite sales office in Utah

cussions with

worn and its gearbox was forever

head costs. And greater productivity

revenues were down 15 percent from

staffed by one of the company’ s best

the German manufacturer,

jamming. Like the Zimmer firm, the

would help Seaman Corporation

the year before. Fortunately,

salespersons. Given the product line’ s

Dick Seaman pegged the estimated

Bema company had gone out of busi-

achieve two important strategic objec-

year-over-year sales of FiberTite had

enhancement and the expansion of

cost of a single hot-melt calender at

After more than three decades in

74 | 7 5

HONING A COMPETITIVE EDGE

Because Korea’ s industrial fabric

Rubbermaid Goodyear, Arizona

Duke University Medical Systems Durham, North Carolina

Cobb Energy Performing Arts Centre Atlanta, Georgia

Inn Maid Noodles Millersburg, Ohio

Sandy Valley High School Magnolia, Ohio

Bank of Naples Naples, Florida

Publix Jacksonville, Florida

Universal Studios Orlando, Florida

Auburn University Basketball Arena Auburn, Alabama

“ Dick, you have only two choices. You either make this investment, or you sell the company.” — H A R VA R D B U S I N E S S P R O F E S S O R T E R E S A A M A B I L E O N T H E D E C I S I O N T O P U R C H A S E A N E W $ 6 . 5 M I L L I O N H O T- M E L T C A L E N D A R

$3 million, a figure that dwarfed his

placed. How long it might take to get

The postponement of the day of reck-

shareholders of Seaman

information. What new products and

father’ s risk-taking $300,000

the new

oning gave Seaman Corporation time

Corporation gathered in Wooster for

new marketing opportunities would

investment in the company’ s first

equipment running properly

to absorb the expense of

their quarterly board meeting. The

the equipment make

hot-melt coating line in 1968.

was impossible to calculate. Dick Sea-

installing sophisticated pollution con-

next morning the directors would be

possible? What would these

Further investments in

man recalled that he had

trol devices to bring Wooster and

asked to render judgment on the

innovations contribute to gross rev-

wider-width knitting and weaving

personally invested two years in per-

Bristol into compliance with Envi-

SLT’ s recommended

enues? What was the rate of return

machines and wider-width adhesive, or

fecting the operation of the Zimmer

ronmental Protection Agency regula-

purchase of a hot-melt calender. The

from the anticipated new sales, and

“ padding,” equipment would also be

for his father, and Ken Chaloupek

tions. It also allowed the CEO to

verdict has since been

how long would it

necessary to take full

suspected that fear of

check out several alliances that might

recognized as one of the most

take to recapture the investment in-

advantage of the new calender’ s ca-

a similarly steep learning curve with

deliver the needed gains in productiv-

important decisions in the

ternally?

pabilities. Factor in the costs

the new hot-melt calender contributed

ity. In January 2001 Seaman re-

company’ s history. Seaman

of plant expansion, equipment

to Seaman’ s reluctance to rush into

ported on his

Corporation’ s ability to profit from

silent during these animated

installation and associate training,

the investment.

investigative findings to the board.

the proprietary coating

discussions. Finally Harvard

and the contemplated expenditure

A “BET THE

None of the potential partnerships ap-

technologies it had painstakingly de-

business professor Teresa Amabile

began to rival the sum total of the

RANCH” DECISION

One board member remained

peared to have sufficient synergy to

veloped over the previous 50 years

spoke up. “ Dick, you have only two

company’ s capital assets, valued at

merit further examination. With the

hung in the balance. Indeed, the com-

choices,” Amabile said,

$9.3 million in 1999. In addition,

cost of a state-of-the-art calender es-

pany’ s fate was at stake.

cutting to the crux of the issue

management would have to focus con-

calating every quarter, the board

siderable attention on this project for

agreed that the time had come for a

detailed analysis of the logistical, opera-

investment, or you sell

at least 24 months—the length of

serious investigation of the long-dis-

tional and financial

the company.”

time required to

cussed investment.

ramifications of the recommended

design, produce, ship and install the calender after the purchase order was 76 | 7 7

HONING A COMPETITIVE EDGE

On Monday, March 26, 2001, the managers, directors and

After discussing the team’ s

before them. “ You either make this

The starkness of these options hit

$6.5 million investment, Seaman’ s

Judy Seaman harder than

directors asked for additional

perhaps any other stakeholder in the

Richard Seaman has always selected high-powered business experts for the company’ s board because he recognizes that their scrutiny will “ drive me and my managers to a higher level of performance.”

conference room. Selling the company

answered the directors’ cost-benefit

was the last thing that she wanted.

questions at the June board meeting.

Recognizing that it was the rare

Assuming sales

CEO who encouraged his wife’ s in-

increases averaging 6 percent

volvement in

per annum and maintenance of pres-

annual growth of 6 percent could be

and John Crum, Wooster’ s vice

his business, Judy conscientiously

ent profit margins, the capital invest-

realized. A high-powered sales and

president of operations, were

attended board meetings and strove to

ment would produce a

marketing director must be hired.

on a plane to Milan, Italy, the head-

learn as much as she could. Her most

positive return within a period of

The

quarters of Rodolfo Comerio, a de-

important

time acceptable to management. To

West Coast sales force must be ex-

signer and manufacturer of

contribution to Seaman

help minimize and fix the terms of

panded. The new product

calendering lines for plastic and rub-

Corporation’ s success lay in her serv-

the future debt service requirement,

development process must be stream-

ber films. The firm, which had been

ice as a sounding board for her hus-

Dick Seaman had secured proposals

lined. The directors then asked a final

in the machine tool business since

band. However, when Dick had come

for financing assistance from the de-

question. Did the family shareholders

1900, had impressed Seaman’ s man-

home early in their marriage and

partments of economic development of

truly wish

agement with its punctilious response

suggested using a stopwatch to help

the State of Tennessee and the State

to make the largest investment in the

to the RFP issued in March. The

his

of Ohio. If the new hot-melt

company’ s history? It was a “ bet the

principals immediately called Dick

wife streamline the preparation

calender were based in Wooster, the

ranch” moment, recalls Jim Dye.

Seaman to arrange an

of dinner, Judy had drawn the line.

state would team with the

Judy, Carrie, Kim and Jason did not

in-person meeting in Wooster.

She continued to temper

City of Wooster to provide an

hesitate to give their consent. The

her husband’ s enthusiasms.

incentive package of long-term,

board approved the acquisition, pro-

money on making the trip,’ ”

Judy kept him tethered, Dick was the

fixed-rate loans for 75 percent of the

vided it could be made on no-less-favor-

recalls Dick, who had just about

first to admit.

estimated cost of the project.

able terms than had been presented.

made up his mind that Seaman Cor-

The Strategic Leadership Team

The board turned to the issue of how

Within a week Dye, Chaloupek

“ We said, ‘ Don’ t spend the

poration should work with the Ger-

Seaman Corporation chose Rodolfo Comerio of Milan to design Wooster’ s calendar because of the Italian firm’ s keen interest in customer service and its high-tech capabilities, such as the heat-treating process illustrated at left. Seaman and Chaloupek (right) check on the progress of the calendar’ s design and production during one of management’ s quarterly inspection trips to Italy.

man calender manufacturer. “ The

assemble Seaman’ s calender from

businessman of this pledge and pre-

confidence were deeply shaken, Sea-

Italians said, ‘ No, we want to,’ and

cut steel plate up to four inches thick,

components manufactured by subcon-

sented the price that Seaman Corpo-

man dismissed panicked suggestions

the next day they were here. They

revealed during a tour of Comerio’ s

tractors, came off as rigid technocrats.

ration was willing to pay. Even

that he cancel the order. The invest-

wanted to be clear about what we

immaculate new machine shop, com-

“ Instead of asking us questions, they

though Comerio countered with a

ment in the

wanted.” Even so, the acquisition

manded Seaman’ s respect. He was

kept saying to us, ‘ This is what you

slightly higher number, they sealed

hot-melt calender had been justified on

team planned to meet again with

also impressed by principal Enrico

need,’ ” Seaman recalls. Clearly, the

the deal within 15 minutes. Sea-

a 6 percent increase in sales. Even if

Rodolfo Comerio in Milan primarily

Comerio’ s continuing

Italians would be the more solicitous

man’ s board approved the choice of

there were no growth in business in

to secure a competitive bid to use in

interest in understanding Seaman

and flexible collaborators. They also

the Italian vendor at its quarterly

the short term, Seaman knew that the

negotiations with the Germans.

Corporation’ s needs and his

promised to be more fun—a signifi-

meeting on August 21. Two years of

company could still make its debt pay-

willingness to accept the currency risk

cant

due diligence having been successfully

ments because of the attractive fi-

had begun discussions with the Ital-

by quoting the job in dollars instead of

consideration, given the project’ s

completed, the order for the equip-

nancing package he had negotiated.

ians. He was surprised by the degree

euros. Now in his 60s, Comerio had

two-year time span.

ment that would enable Seaman Cor-

A GIGANTIC

of enthusiasm he saw on his associ-

been a Formula One race driver in a

poration to hone its technological edge

JIGSAW PUZZLE

ates’ faces. “ They were like kids in

past life, and he capped the Ameri-

States to finalize specifications in

a candy store,” Seaman says. After

cans’ stay in Milan with a visit to

early August 2001. Comerio had

two days

his home to ogle his collection of nine

previously assured Dick Seaman of

watched in horror as terrorist-

Dye or Chaloupek traveled to Milan

in Milan, the CEO had also

Ferraris.

his willingness to negotiate a fair price.

piloted planes crashed into the World

to check on the hot-melt calender’ s

At 5:30 p.m. one afternoon Seaman

Trade Towers in New York City. Al-

progress and iron out design and pro-

reminded the Italian

though the economy and consumer

duction problems. Back in Wooster,

Dick arrived a day after the team

begun to question his bias toward the Germans. 78 | 79

The Italians’ ability to precision-

The leaders of the German company, who proposed to

HONING A COMPETITIVE EDGE

Enrico Comerio came to the

was placed in early September. A few days later Americans

Once every quarter, either Seaman,

the SLT

than the processing capacity of the

operations, John Crum, who joined

organized 10 teams of associates,

Zimmer.

Seaman Corporation in 1997, had

each responsible for planning

Operator selection and

overseen the installation of new multi-

and implementing one aspect of the

training posed another set of

million-dollar

capital improvement project. Ranging

challenges. Humankind has a

equipment for his previous

from financial management to materi-

tendency to fear change, and the

employer. An accomplished change-

als handling to

Comerio calender was to the

agent, Crum generated interest in

environmental and safety issues, their

Zimmer as the motorcar was to the

positions on Wooster’ s new Line 9 by

assignments illustrated the complexity

horse and buggy. Wooster’ s associ-

offering associates a chance for profes-

of the task at hand.

ates were accustomed to putting the

sional growth.

Appli-

Chaloupek supervised the team

Zimmer through its paces by turning

cants underwent a

that oversaw the construction and lay-

wheels and pulling knobs; they fixed

rigorous round of tests and

out of a 20,000-square-foot addition

mechanical problems with wrenches

interviews, and those selected were

to house the new hot-melt calender

and crowbars. In the future they

freed up to work on the

and an automated bulk-handling and

would be required to master the intri-

calender’ s assembly alongside a half-

mixing station, the purchase of which

cate software systems governing the op-

dozen or so mechanical and electrical

brought the

eration of 13 computerized control

technicians from Rodolfo Comerio. In

investment to more than $7 million. It

panels that powered and synchronized

the process the calender’ s future op-

turned out that the old

the new calender’ s motors and

erators would come to know the

methodology of measuring and

drives. To diagnose and correct prob-

equipment inside and out.

weighing raw materials by hand

lems by punching in the correct com-

could not accommodate the appetite of

mands, they would have to call upon

October 29, 2002, 12 semis

the new calender, which would be ca-

their powers of reasoning and deduc-

pulled into the parking lot behind

pable of laminating two tons of com-

tion.

Seaman Corporation’ s new addition.

pounds per hour—four times greater

Wooster’ s vice president of

On the chilly morning of

Out of the trucks came 24 huge

It took 12 semis to transport the crates containing the parts for the new calendar from Baltimore Harbor. They pulled into Wooster on October 29, 2002. (Below) Under the guidance of Ken Chaloupek and Comerio mechanic Fabrizio Sperati, teams of associates and outside contractors succeeded in assembling the calendar by the May 2003 deadline for the first trial run of new Line 9.

Only a few months after Line 9 began producing 74-inch-wide fabrics, Richard Seaman realized that demand for the wider-width products would soon outstrip Wooster’ s capacity.

ing the quality of the 74-inch-wide fabric. (The step-up to 100-inch-wide fabric awaited additional capital investments.) And the project had come in on budget as well. “ It was just blind luck,” jokes Ken Chaloupek, modestly downplaying the wooden crates containing the

completed by December.

superior performance of Wooster’ s

disassembled calender—shipped from

The electrical wiring came next,

managers and

Milan to Wooster via the Port of

followed by the assembly of plumbing,

associates from start to finish.

Baltimore. Inside the crates were

hot oil and air lines.

TWO CALENDERS

382,591 pounds of parts. Comerio me-

80 | 81

HONING A COMPETITIVE EDGE

The projected date for Line

ARE BETTER

chanic Fabrizio Sperati arrived the

9’ s first trial run was May 6, 2003.

same day to consult on the assembly of

The assemblers beat the deadline by

this

three days. Within five weeks

Later that summer, Dick Seaman

gigantic jigsaw puzzle. Guided by

Wooster began shipping berm liner (a

was observing a test run of

Sperati, who knew just enough Eng-

containment membrane) that had

architectural fabric on Line 9 when

lish to be understood, the

been produced on the new hot-melt

he was struck by the

associates and a host of subcontractors

calender. There

realization that demand for

put together the complex machine

had been no steep learning curve, ei-

wider-width products would soon out-

piece by piece by piece. The mechani-

ther in transferring production of the

cal installation was

berm liner to Line 9 or in maintain-

THAN ONE

The hot-melt calendar that Comerio produced for the Tennessee plant came in on schedule and budget, like its Wooster counterpart. Within a year of its arrival in pieces in May 2004, Bristol’ s new Line 10 had produced its first one million yards of fabric.

strip the calender’ s capacity. “ Cus-

installation. In the fall of 2004, Line

tomers were not going to buy narrow

10’ s prospective

if they could have wide,” he explains.

operators received hands-on training

“ It requires less fabrication for

on Line 9 in Wooster. Bristol’ s hot-

them.” Almost on the spot Seaman

melt calender,

decided to

which came in on schedule and

investigate the purchase of a second

on budget, was dedicated in

calender—for Bristol. Word of the

as the first because the project’ s engi-

lion in sales. To support

addition to the Bristol plant could be

December. By the following

possible acquisition elated the Ten-

neering requirements were nil and

further increases in volume, it was

funded with internal

May it had successfully produced its

nessee associates, whose future had

rollers built as spares for the first ma-

clear that the company must again ex-

cash flow. Long-term financing

first one million yards.

appeared murkier as a result of the

chine could be used on the second. In

pand its manufacturing capacity.

of the balance had already been

The purchase of two new knitting

decision to install the first

addition, Comerio promised delivery

Dick Seaman placed a transatlantic

arranged. The plant addition was

machines and two new weaving ma-

calender in Ohio.

of all the

call to Jim Dye, asking the COO to

ready by the time the first

chines brought the total

components no later than July 2004.

contact the board of directors, who

shipment of parts reached

investment in the expansion of Bris-

wide-width calender, Seaman and

There was just one problem. The deci-

had been briefed on the need for fur-

Tennessee in May 2004.

tol’ s capabilities to $7 million.

Chaloupek flew to Milan in late Oc-

sion to purchase the

ther capital investments

tober. They negotiated an

second calender literally had to

in August, to reconfirm their

so well in Wooster were followed in

machines could turn out greige goods

excellent deal with Rodolfo

be made overnight. Otherwise

authorization of the purchase.

Bristol. Ken Chaloupek assisted with

of up to 130 inches in width. Now all

Comerio. Although the dollar had lost

a nine-month production and

the setup of the project’ s 10 manage-

that was needed to begin producing

more than 20 percent of its value

shipping timeline could not

project budget of $6 million at the

ment teams, accompanied his Ten-

100-inch-wide fabrics was a wide-

against the euro since 2001, the Ital-

be guaranteed.

board’ s December 2003 meeting.

nessee colleagues on quarterly

width adhesive line. The question of

Impressively, half of the cost of new

inspection trips to Milan, and helped

Line 10 and a 13,000-square-foot

Comerio’ s technicians supervise the

Unable to locate a used

ians were willing to make a duplicate calender for the same price

Seaman Corporation had closed fiscal 2003 with more than $81 mil-

Management presented a total

The procedures that had worked

The new knitting and weaving

Seaman Corporation celebrated its first $100 million year in 2004 by presenting every associate with a commorative box containing a $100 bill.

Thanks to its unprecedented investment in new equipment, Seaman Corporation was able to handle a huge surge in orders from manufacturers of military tents, tarps and collapsible fuel and water tanks to be used in Iraq and Afghanistan. During America’ s earlier war against Iraq, the “ pillow” tanks at the Kuwaiti “ Truck Fill Station” pictured above were constructed from Seaman’ s urethane fabrics.

skyward the price of oil, natural gas,

ure out how to maintain the com-

resins and fiber, all vital to Sea-

pany’ s profitability. “ I said to Dye,

man’ s manufacturing processes. The

‘ You take the leadership on this,’ ”

company’ s expenditures on raw ma-

Seaman recalls. “ The team had

terials and energy increased nearly 30

demonstrated its ability to grow the

percent in nine months’ time. The

business, but in the back of my mind I

devastation of the Gulf Coast refin-

knew that the ultimate test of man-

whether to invest in a separate

accommodate a surge of more than

Dick Seaman presented each

ing industry by Hurricanes Katrina

agement is how well it responds to an

padding line or to add padding capa-

$40 million in its traditional mili-

associate with a cherry wood

and Rita in the early fall of 2005

economic downturn. The team per-

bility to Line 9 still lacked resolution,

tary business volume, while support-

case enclosing a crisp

contributed to the problem by causing

formed very well.”

but the financing of the additional

ing FiberTite’ s rapid

hundred-dollar bill.

domestic shortages of petrochemicals

equipment did not pose a

expansion and the steady climb

N AV I G AT I N G

and natural gas.* Adding to the

carried out a number of course ad-

particular problem. The company was

of architectural fabrics and XR-5.

THROUGH A

challenges facing the company, Sea-

justments in order to navigate

enjoying a period of

Nine years after surpassing the $50

“PERFECT STORM”

man’ s military business dropped

through what Seaman, an avid

explosive growth.

million mark, Seaman

Dye and the SLT conceived and

precipitously in the first half of fiscal

sailor, described as a “ perfect storm”

Corporation would go on to record its

The celebratory mood did not

2005, as the SLT

of adverse circumstances. Wooster

Afghanistan and Iraq had boosted de-

first $100 million

last long. In fiscal 2005, Seaman

had expected. Those lost revenues

mand for tents, collapsible fuel and

year in fiscal 2004. In fact,

Corporation would acutely feel the ill

would have to be replaced with sus-

*Seaman Corporation did its part to

water tanks and camouflage tarps

gross revenues topped $110

effects of globalization for the first

tainable commercial business.

help the devastated citizens of

fabricated from Seaman

million, and net profits were u

time.

fabrics. Thanks to its investment in

p nearly 150 percent.

America’ s combat missions in

manufacturing capacity, the company had been able to 82 | 83

HONING A COMPETITIVE EDGE

Worldwide demand, especially

Dick Seaman had great

Louisiana and Mississippi by

confidence in his management team.

donating 13 truckloads of fabric to

To commemorate the

from the industrializing nations of

He now informed Dye that he ex-

disaster relief efforts for use in

achievement of this milestone,

China and India, suddenly pushed

pected the COO and the SLT to fig-

temporary shelters.

Corporate Sales Growth

$130MM

$110MM

$70MM

$60MM

$45MM

$25MM

Strategic Planning Era

Quality Initiative Era

Marketing, Sales & Customer Service Era

Technology Era

LeanSigma Era

1983

1988

1993

1998

2009

(Opposite) The company has gradually updated the equipment in its Bristol knitting and weaving mill in order to take maximum advantage of its ability to produce wider-width fabrics. Comerio also was tapped to design and build a mini hot-melt calendar for Wooster’ s R&D department (right).

and Bristol reduced manufacturing

to achieve, the company again ex-

operations from their first-quarter

ceeded $100 million in revenues and

peak of four shifts/seven days a week,

ended the year comfortably in the

implemented budgetary and

black.

inventory reductions and adroitly ra-

Six months later, market

tioned their allocations of raw mate-

conditions had stabilized,

rials to meet customer needs.

permitting the reconsideration of new

Swift

action was also taken to

capital expenditures. Dye and the

protect the company’ s gross margins.

SLT surveyed the company’ s equip-

Between September 2004 and

ment needs and came up with a 14-

July 2005, Seaman Corporation in-

point wish list, which was presented to

stituted three price increases.

Seaman’ s directors in March 2006.

receivable and inventory. As a

without fear of tying

padding technology in

As a recognized leader in the field,

Wide-width padding capability for

result, cash flow had begun to

up (or gumming up) the plant’ s

the future. Dick Seaman wasn’ t

the company placed preservation of

Wooster and Bristol was the No. 1

improve. By the end of the fiscal year

equipment. At the March 2006 meet-

convinced that in-line padding would

the health of the domestic

priority. Other

in September 2006, Seaman Corpo-

ing, the board also resolved that man-

meet the company’ s

industrial fabrics business ahead of

recommended capital investments in-

ration would be able to zero out its

agement should undertake a serious

exacting adhesion specifications, nor

the possibility that it might lose

cluded a “ lab line” —i.e.,

working line of credit for the first

investigation of wide-width adhesive

was he sure that it was possible to run

ground to lower-priced competitors.

a mini hot-melt calender to be

time in its history. Nonetheless, because

technology.

two substantially different coating

designed and built by Comerio

manufacturing capacity was not a

TESTING THE BONDS

processes on the same line without un-

the most volatile 12 months in its his-

for Wooster’ s research and

pressing issue, the board of directors

tory thanks to the resolve and agility

development department.

approved only a single capital invest-

An opening had been left in

ment, authorizing the expenditure of

Wooster’ s Line 9 to accommodate a

While the “ stretch” goal set forth in

lence of the previous year, the com-

up to $750,000 on the lab line. Soon

liquid adhesive-coating head and ver-

the fiscal 2005 business plan of $120

pany had worked hard to tighten its

R & D would be free to conduct trials

tical curing oven should the company

million in sales had proved impossible

control of accounts

of possible new products and processes

decide to avail itself of in-line

Seaman Corporation weathered

of its CEO and management team.

In response to the economic turbu-

dermining the quality and efficiency

“ Up to the point that any decision is made I am going to argue for my point of view vociferously. If, at the end of the day, Dick decides to do X, he will never see me sulk. My job is to ensure that we carry out what he wants to do to the best of our abilities.” — J I M DY E

By meeting off-site every quarter for a one-on-one retreat, Seaman and Dye have mastered the tricky CEO-COO relationship.

of both processes. Dye and the SLT, on

Ohio plant, seemed obvious.

Dye asked for only one concession.

the other hand, favored adding

Furthermore, the possibility of

Knowing that he could not

padding

incorporating multiple coating heads

replicate Seaman’ s passionate

capability to Wooster’ s hot-melt cal-

made a stand-alone line the more

espousal of the more versatile

ender line on the grounds of cost effec-

versatile choice. Seaman

but expensive approach, he asked the

tiveness. First of all,

and his management team seldom

CEO to personally explain his reason-

in-line technology would be less ex-

disagreed on substantive matters.

ing to the SLT. This would bring all

pensive to acquire, requiring an in-

Dye, whose analytical mind and or-

the needed players on board. “ Up to

vestment of about $2.5 million

ganizational skills perfectly comple-

the point that any decision is made I

compared to an estimated $5

mented Seaman’ s strengths as a

am going to argue for my point of

million expenditure for stand-alone

creative, farsighted thinker, came up

view

equipment. More important, labor

with a practical solution for reconcil-

vociferously,” Dye explains.

costs per finished yard could be re-

ing this rare divergence of opinion.

“ If, at the end of the day, Dick

duced by about one-third if the com-

Rather than fly home from a trip to

decides to do X, he will never see me

pany were to install an

Washington, D.C., Dye suggested

sulk. My job is to ensure that we

in-line padding machine in Wooster.

that he and the CEO drive back home

carry out what he wants to do to the

His management team’ s

to Wooster. During their eight hours

best of our abilities.”

recommendation took Seaman

together in the car, they could thor-

The collaborative approach

by surprise. The flexibility of a stand-

oughly hash out the issue. “ Jim ex-

to management that Seaman and

alone line, which could

pressed his very strong conviction and

Dye had nurtured for nearly a decade

supply both Wooster and Bristol with

I expressed mine,” Seaman recalls.

emerged intact from

wide-width padded fabric, rather than just servicing the 86 | 87

HONING A COMPETITIVE EDGE

When it became clear his arguments had fallen short,

perhaps the greatest test to date of the team’ s bonds. Because of the

extraordinary dedication and compe-

thrilled invitees to the party the com-

tence of his COO and the smooth

pany hosted in Charlotte, North Car-

functioning of the SLT, Dick Sea-

olina, the home of the NASCAR

man was able to continue devoting a

Hall

portion of his time to client and com-

of Fame.

munity relations, representing the

Customers especially looked for-

company on civic projects in Wooster

ward each year to seeing the elaborate

and entertaining customers on the ski

getup that Seaman

slopes in Colorado or at the com-

Corporation’ s CEO had dreamt up

pany’ s

to fit the occasion. Dick Seaman al-

annual cocktail reception at the In-

ways exceeded expectations. One year

dustrial Fabrics Association

he hosted the IFAI

International (IFAI) convention.

party dressed as a cowboy (clad

Seaman enjoyed conceiving the theme

in replicas of the vinyl vest and chaps

for each year’ s party,

his father had made

which he creatively related to

for him when Dick was a boy).

Corporation had sent out a series of

prizes and marvel

the convention venue. In New Or-

He was a bandanna-wearing

invitations to the Las Vegas party,

over the six gleaming Harleys

leans, Seaman Corporation treated

motorcycle biker at a party held

each containing a playing card. Cus-

on display.

its guests to Creole cuisine and heap-

in Las Vegas during the 100th

tomers completed their poker

ing mounds of seafood in a banquet

anniversary year of the founding of

“ hands” by picking up a final card

wheel even made it possible for Sea-

room decked out as the “ Bubba

the Harley-Davidson company.

at the company’ s

man, who had celebrated his 60th

Gump Shrimp Factory.” An up-close

Emulating the format of a

convention booth. At the party they

birthday in 2005, to go away on peri-

view of a NASCAR racing car

motorcycling “ poker run,” Seaman

could redeem their winning hands for

odic vacations aboard his custom-built

Because he knows that he and his COO are in sync about short- and long-term goals, Seaman can devote a portion of his time to client and community relations. An avid skier, Richard likes to cultivate strong relationships with customers by inviting them to join him for a skiing adventure in Colorado. (Left) The company’ s annual IFAI cocktail parties typically have a fun theme– including costumes.

Jim Dye’ s steady hand on the

Dedicated in December 2008, Bristol’ s new $4.5 million Line 11 enhanced the efficiency and versatility of the “ padding” processes that coat Seaman’ s griege goods with adhe-

41-foot sailboat, named the Lady J in

equipment, but also, he quipped, to

Competition.” Enjoying its first $50

honor of his wife and sailing compan-

“ work on world peace and hunger.”

million year, the FiberTite product

ion. When he wasn’ t in the office,

line now equaled the size of the entire

Within a year, Isotex and Bristol

the CEO kept on top of business de-

had Line 11 up and running.

company in 1995. And, thanks to the

velopments by phone, email, monthly

No one-trick pony, the padding ma-

meetings with the SLT and his and

chine featured a “ smart”

tional $2 million investment that

had cost to produce 100 square feet be-

involvement in several high-profile

Dye’ s quarterly retreats.

coating knife whose profile could be

would provide Bristol with

fore the introduction of Line 11. Most

projects, Seaman Corporation’ s visi-

GOING FOR THE GOLD

adjusted at 20 different points to

a wide-width fabric inspection ma-

important of all, Seaman Corpora-

bility had never been greater. In

company’ s

eliminate minute imperfections in the

chine, upgraded bulk-handling and

tion could now offer fabrics in 100-

2007, the new Georgia

In June 2007 Seaman’ s board of di-

adhesive, a separate coating knife for

mixing equipment and six state-of-

inch widths—the gold standard of the

Aquarium in Atlanta, billed as the

rectors authorized a $4.5 million ex-

the urethane fabrics

the-art, German-made weaving ma-

global

“ world’ s largest,” welcomed the

penditure on a stand-alone padding

produced in Bristol, an embossing

chines. Commitments to significant

industrial fabrics industry. “ And

five millionth visitor to its

line. Isotex, an Italian manufacturer

function and a “ tenter” frame that

capital expenditures now seemed mat-

it only took us $25 million to get

prow-shaped facility topped by a

of coating machinery, won the com-

minimized shrinkage of the fabric

ter of course.

there,” Dick Seaman liked to joke

color-coordinated FiberTite roof.

mission to design and produce the

due to the high temperature at which

equipment. Line 11 was to be located

it was processed.

Via incremental improvements,

about the comprehensive and

Meanwhile, Sonic Drive-Ins was

Seaman Corporation had increased its

unprecedented capital investment

retrofitting its 3,500 locations

manufacturing capacity by 400 per-

program launched seven years

throughout the country with new car-

cupied by the Bema. That August, at

included plant renovations,

cent. The company could now turn

earlier by the fateful decision to up-

port canopies covered with Seaman’ s

the presentation of the fiscal 2008

modernization of Bristol’ s aging ad-

out on an annual basis enough fabric

date a single piece of equipment.

Tedlar-laminated

business plan to the board, Ken

ministrative offices and the

to cover 3,000

Chaloupek promised not only to de-

purchase of still more knitting and

football fields, including the end

wavering commitment to manufactur-

liver an adhesive line with all the

weaving equipment, approached $5.8

zones. Gains in productivity

ing excellence, in 2007

50 percent in fiscal 2007 over the

customization needed to

million. By the time Line 11 was

were almost as impressive. One hun-

Seaman Corporation began—

prior year, the company was able

maximize the company’ s $15

dedicated in December 2008, the

dred thirty-six square feet of coated

to quote the confident title of its an-

to make its largest-ever charitable

million investment in calendering

company was planning for an addi-

fabric could now be run for what it

nual plan—“ Sailing Away from the

contribution. Over the coming three

in Bristol, in the space previously oc-

88 | 89

HONING A COMPETITIVE EDGE

The total project budget, which

Because of the shareholders’ un-

architectural fabric. With net income up nearly

years $300,000 would be

ning a record eight gold medals to the

donated to Boston’ s Dana-Farber

delight of everyone back home (in-

(formerly Sidney Farber) Cancer In-

cluding the audience of NBC’ s

stitute, on whose board Dick Seaman

Today Show, which broadcast its cov-

had served for 30 years. The monies

erage of the Games from a temporary

would support the creation of the Sea-

Beijing studio roofed in Shelter-Rite).

man Corporation Fund for Lung

Hoping to hit $130 million in sales

Cancer Research. The shareholders

for the year, Dick Seaman urged the

bled, while shareholder equity had

and board hoped that the grant would

entire organization and especially the

trebled. Jim Dye, who considered

help to

sales force, which had been asked to

profitability his chief responsibility,

accelerate the search for effective

introduce a long-scheduled price in-

thought that the latter metric

treatments and perhaps even a cure

crease in September, to turn in a

was the most telling. “ If you

for the disease that had caused the

world-class performance. By the end

aren’ t returning anything to

premature death of the company’ s

of the month, an additional $17.5

ownership,” the COO explains,

founder.

million in new orders had been

“ you aren’ t successful.”

Seaman Corporation’ s

booked and gross revenues of $133

Testifying to FiberTite’ s ever-expanding popularity, the builders of the Georgia Aquarium in Atlanta, said to be the “ world’ s largest,” chose Seaman’ s roofing membrane for the dramatic prow-shaped facility.

How and why Seaman

courageous capital investments paid

million achieved. As a token of his

Corporation continued to speed ahead

off even more handsomely

appreciation, Dick Seaman presented

in the face of ever-stiffer headwinds

in 2008. Eleven months into the fiscal

every associate with a gold medal.

of global competition could not be ex-

year, revenues had roared past the $111

In the space of 10 years,

plained by

million mark—the previous record—to

Seaman Corporation had more than

equipment modernization alone. In

top $115 million.

doubled in size, growing from a $60

the view of Seaman’ s board of direc-

million company in 1999 to a $130

tors, the company’ s

The Summer Olympics in Beijing had ended on August 24 with Ameri-

million company in 2008. The value

can swimmer Michael Phelps win-

of its assets had also more than dou-

Sonic Drive-Ins plans to install new canopies covered with Seaman’ s Tedlar-laminated architectural fabric at its 3,500 locations around the country.

The Quest for Excellence

CHAPTER FIVE

[Market leadership has] not been reached without . . . a long-term vision, an extremely strong determination, and the will to pursue this goal over decades. â&#x20AC;&#x201C; Hermann Simon

Richard Seaman still walks the manufacturing lines, never losing touch with the backbone of his company.

extraordinary investments in enhancing the skills of its associates and strengthening its management and planning procedures had played an equally critical role. “ You can’ t grow without good people,” Seaman director Jay Brinegar notes. Adds board member Bala Venkataraman: “ Dick’ s benchmarking of General Electric’ s commitment to internal processes is really going to pay off.” If Seaman Corporation was poised, at the approach of its sixth decade in business, to enjoy even greater success, it was largely due to Dick Seaman’ s determination to cre-

In the early years of the 21st century Seaman Corporation systematically rebuilt its historically strong relationship with the U.S. military. During the Cold War era, for example, the company had supplied the army with air-supported structures used to store pre-positioned combat equipment on NATO bases in West Germany.

ate what management consultant Jim Collins (the author of the best-selling

CARE era, the effort to promote rig-

result.

the U.S. armed forces—a most exact-

realized that the company was

business book, Good to Great: Why

orous thought, disciplined action and

RECLAIMING A

ing customer—with whatever high-

not taking full advantage of an

Some Companies Make

continual innovation throughout the or-

CO R E CO M P E T E N CY

performance fabrics they

important core competency.

the Leap—and Others Don’ t) has

ganization was a work in progress,

required. An assessment conducted

He personally reconnected with the

described as a “ relentless culture

but almost every associate functioned

Seaman Corporation took pride

during the “ Technology Era”

company’ s contacts in the

of discipline.” Begun during the

more efficiently and effectively as a

in its ability to provide suppliers of

documented that three of the

federal government and asked

top five new products under

Jim Krakowski, then marketing

development in the late 1990s were

services director, to spend 50

military related. Yet, at the time,

percent of his time calling on former cus-

military sales had dropped from their

tomers who manufactured

customary level of $3 to

industrial-fabric-based equipment for

$6 million to less than $1 million

the military.

“ If you aren’ t returning anything to ownership, you aren’ t successful.”

a year. — J I M DY E

92 | 93

THE QUEST FOR EXCELLENCE

When confronted with the discon-

Around the same time, longtime customer Al Berman, the

nect between the primary focus of his

president of M. Putterman, a

R & D department and the irregular

Chicago-based manufacturer of ath-

attention given to military sales, Dick

letic field and sports court

Seaman

covers, asked Jim Dye for advice

about new business opportunities.

ology for gluing the tanks’ seams.

exclusively used Seaman fabrics, per-

tory today, and the SLT has em-

Dye suggested that a Putterman sub-

Finally, it worked on

formed superbly. MPC and GTA

braced a long-term strategy calling

sidiary, MPC Containment Systems,

producing an extremely tough coating

were the only pillow tank makers to

for military sales to consistently ac-

explore the possibility

for the urethane and

win military contracts in the next

count for between 15 and 30 percent

of making collapsible storage tanks

recommended changing the color of

round of bidding.

of its total business. To further

for the military. MPC ran with the

the coating from standard army tan

idea and won a five-

to highly reflective yellow.

content to jump into the defense mar-

customer base, the company pursued

year contract from the federal gov-

Tested in the blazing heat of Iraq

ketplace whenever Wooster or Bristol

and won a research contract from the

ernment to make urethane tanks ca-

and the bitter cold of Afghanistan,

had excess manufacturing capacity,

federal government aimed at improv-

pable of holding 3,000

MPC’ s pillow tanks and those pro-

Seaman Corporation would never

ing the seaming of collapsible tanks.

to 210,000 gallons of water, fuel, oil

duced by GTA

again take a laissez-faire approach to

H I G H - I M PA C T S A L E S

or chemicals. To ensure that its prod-

Containers of South Bend, Indiana,

this important sector. A full-time mar-

ucts did not exhibit a high percentage

another military contractor that also

keting person is assigned to the terri-

of failure, as had been the case with the tanks produced by the military’ s previous contractors, MPC decided to work with Seaman Corporation on achieving the desired performance standards. Then under the direction of Steve Fenske, Seaman’ s R & D department called upon its past experience and proprietary knowledge to develop a new base fabric for the tanks that was 25 percent stronger than Seaman’ s other urethane products, yet had the ability to stretch (upwards of 10 percent, as later studies showed). To reduce the possibility of evaporation, dilution or contamination of the tanks’ contents, R & D came up with a new method-

Having previously been

strengthen its relationship with this

The retirement of top-performing

Tents made with Seaman fabrics house American troops stationed at Kandahar Air Base in Afghanistan.

To sharpen the attention paid to each product line, the company recently reorganized its sales effort around the Industrial Products Group (IPG) and the Engineered Products Group (EPG). Architectural fabrics, such as those used at the Wodruff Arts Center in Atlanta, Georgia, are now part of the EPG.

salesperson Don Kamienski in 2000

Dick Seaman was prepared to

prompted the company to rethink how

invest in a world-class training pro-

it planned to achieve the “ high-im-

gram, particularly one that

pact sales force” that the SLT consid-

defined the traits of successful sales-

ered an essential building block of its

people, codified sales processes and pro-

pyramid of 16 strategic drivers and

vided accountability

measurements. Over the next several

cluded fabrics for tarps, dock door-

greater urgency in the face

Corporation. A technical support

measures to which salespeople could be

years Seaman’ s sales and marketing

seals and recreational purposes, and

of declining military sales—

manager, a network of field techni-

held.

department was dramatically restruc-

Engineered Products Group (EPG),

the division’ s leadership was

cians and two telemarketers complete

tured. Judging by satisfaction surveys,

which included military and architec-

strengthened. Nick Kesslering

the FiberTite sales team.

these changes were implemented without

tural fabrics and geomembranes,

became FiberTite’ s national

damaging “ customer intimacy,” the

were created to sharpen the attention

sales manager in 2005, and he helped

bilized in 2005 with the recruitment

customized business-to-business sales

belief that Seaman Corporation of-

paid to each division. Two direct sales-

the company put more “ feet on the

of Alex Williamson as vice president

systems. They wanted a proven

fered products and solutions that were

persons, one assigned to the East

street,” locating and recruiting sales-

of sales and marketing. Williamson,

approach that was easy to use and

in its customers’ best interests.

Coast and one assigned to the West

persons with

who possessed two degrees in chem-

replicable across all of Seaman’ s

Coast, represented IPG, while

established connections to

istry, an MBA and experience as the

product lines and sales territories.

where geographic expansion

responsibility for directing EPG was

contractors, architects and building

marketing director of a specialty

The search ended with Williamson’ s

remained the order of the day, the

placed with Felon Wilson, a registered

owners in their home territories.

chemical company, was charged with

recommendation of The Brooks

sales effort for all other product lines

civil engineer in six states. Two inside

Kesslering now supervises five

solving a nagging problem:

Group, a North Carolina consulting

became more targeted. The Industrial

salespersons provided sales support for

regional sales managers, seven

How could Seaman Corporation

firm whose impressive client list

Products Group (IPG), which in-

each division.

direct salespersons and 33

identify underperforming

included Caterpillar, Volvo and

independent reps who cover the North

salespersons much earlier in their

Titleist, but whose services and

American roofing market for Seaman

tenures and help them to succeed?

systems were also applicable to

With the exception of FiberTite,

To spur the growth of FiberTite—an objective that gained ever 94 | 95

THE QUEST FOR EXCELLENCE

Overall sales leadership was sta-

Williamson worked with the company’ s vice president of human resources to identify providers of

smaller sales forces. A six-figure

the sales team in fiscal 2008 testified

investment in sales training was

to the value of Seaman Corpora-

built into the fiscal 2008 business

tion’ s patient and costly rebuilding

plan.

effort. Williamson

By the end of 2008 every member

gave credit where credit was due.

of Seaman’ s sales team had been in-

“ I’ d love to tell you there was one

troduced to The Brooks Group’ s six-

great thing that I did,” he says,

step IMPACT Selling system, which

“ but this was a true team effort.

emphasized pre-call planning and re-

It was about calls we made six months

lationship building, employed open-

ago, 12 months ago,

ended questions to identify

not about having some rip-roaring

customers’ needs and challenges, and

sales pitch. It was about putting pieces

stressed the

in place, setting the bar high and hav-

presentation of solutions over hard

ing a level of accountability.”

selling. Even the veterans agreed that

WALKING

they had benefited from the princi-

T H E H R TA L K

Hired as vice president of sales and marketing in 2005, Alex Williamson helped the company adopt a proven business-to-business sales system that has lived up to its name: IMPACT Selling.

tending to build on an already strong

dent of human resources, took his

lowed by a 12-week reinforcement

It is not uncommon for businesses to

commitment to workforce issues, the

marching orders from Seaman’ s

program. “ It has given me more tools

invest in the effectiveness of

company

strategic pyramid,

you don’ t measure it, you can’ t im-

and awareness of what I’ m doing,”

the sales department, on which rev-

recruited an experienced

which included the building blocks of

prove it,” Petit decided to

acknowledges Nick Kesslering, whose

enues directly depend. Seaman Cor-

professional from Rubbermaid to take

“ associate satisfaction” and “ associ-

conduct the company’ s periodic sur-

career in sales spans two decades.

poration believed in investing in

charge of the HR department in

ate skill development” to ensure that

vey of its associates on an annual basis.

human resources across the board. In-

1998. Rob Petit, the new vice presi-

the right people were in the right roles

ples-based training, which was fol-

The spectacular performance of

at the right time. Operating on the belief that “ if

The new 54-point survey, which cov-

was able to provide each supervisor

ered issues ranging from pay and

with an annual snapshot of how di-

benefits to company

rect-reports viewed his or her

management and integrity, yielded an

strengths and weaknesses. The con-

overall score that enabled the com-

versation didn’ t end there. Supervi-

pany to monitor its progress in

sors sat down with their teams to

achieving associate satisfaction. Areas

discuss the survey feedback and settle

of concern that emerged in any given

on an action item that addressed an

year could be immediately attended

area of associate concern.

to.

For example, one year Petit was The company achieved a score of

asked by his HR colleagues to work on

3.01 on a 4.00 scale in 2001, the sur-

his listening skills. He posted a notice

vey’ s first year. Petit, who

to that effect over his computer sta-

reported the results to Seaman’ s

tion, where it served as a daily re-

board at the presentation of the an-

minder.

nual business plan, considered a score of

Senior and middle managers

3.25 the ideal. During the mid-

were not the only personnel whose

2000s, there was some slippage when

skills the company sought to hone. HR

internal communications

worked with every salaried associate

in the plants faltered under the pres-

to identify one or two areas of growth

sure of staffing third and fourth shifts

on which to focus over the course of

with new associates, but otherwise the

the year. Individual development

satisfaction

plans were updated annually.

quotient crept steadily upward.

The human resources

It reached 3.12 in fiscal 2008.

department worked diligently

Improvements in the leadership

to ensure that manufacturing

abilities of supervisory personnel,

associates had career paths as well. In

made possible by survey feedback, un-

consultation with the Operations Man-

doubtedly contributed to the score’ s

agement Team, HR prepared tiered

rise. About a third of the survey

job descriptions for key plant-floor po-

statements asked associates to rate the

sitions. Upon

performance of their department

mastering all of the action items out-

head, manager or team leader. HR

lined in the job description’ s first

96 | 97

THE QUEST FOR EXCELLENCE

Within three years of W.O.W.’ s (Wellness Opportunities at Work) launch in 2003, nearly 75 percent of Bristol associates and 60 percent of Wooster associates were participating in the program.

The company responded to a series of shop-floor incidents, some of which caused line shutdowns, by investing in nearly 1,500 hours of advanced safety training for its manufacturing associates in 2006. Yellow lines painted on shop floors remind associates to keep a safe distance from moving equipment.

skill block, an associate moved up to

During the period

the next skill grade. Progression up

of new equipment installation, work-

the skills ladder, which was rewarded

force expansion and rapid production

with higher pay, was not left to

increases in 2004 and ’ 05, the safety

chance.

program that had worked well for

Supervisors sat down with

nearly two decades revealed its limi-

manufacturing associates annually to

tations. The company experienced a

review the action steps each must

number of accidents, some of them se-

complete in order to advance. The in-

rious enough to cause

value of corporate investments in the

troduction of cross-

line shutdowns. “ We didn’ t

physical well-being and

training to lessen downtime caused by

need to survey our folks to

fitness of associates. Seaman and Dye

vacancies or absences also helped to

know that we had a problem,” Rob

green-lighted the creation of a com-

keep manufacturing associates en-

Petit says.

pany wellness program, and W.O.W.

gaged. In addition to producing a highly

(Wellness Opportunities at Work)

DuPont Corporation, Seaman’ s longtime supplier, had begun

was launched in 2003. The program

skilled and motivated team, the in-

a consulting division that

lowered associate contributions to health

vestment in associate development

specialized in workplace safety pro-

care coverage, reimbursed the initia-

and satisfaction kept company loy-

grams, enabling HR to quickly re-

tion fees of associates who joined

alty—a hallmark of the Norm Sea-

verse the trend by implementing

health or recreation clubs and paid

man era—at a high level. Even as the

DuPont’ s award-winning Safety

small bonuses to the go-getters who

total workforce grew to 350 people,

Training Observation Program

the perception of Seaman Corporation

(STOP). Wooster manufacturing

learned not to use the term

ation of their colleagues’ diligent at-

their clubs. To encourage associates to

as a family remained. The average

associate Tom Shehy and Bristol

“ accident,” because it implied that

tention to the principle

obtain annual physicals, co-pays for

longevity of manufacturing associates

manufacturing associate Larry An-

shop-floor injuries happened by

of safety first, John Crum and Rob Petit

preventive medical care were waived

was 12 years as of 2008, and The Com-

derson were trained by STOP con-

chance, rather than as the result

personally grilled steaks for everyone

in 2003. Within three years, 60 per-

mon Thread, the company newsletter,

sultants in the basics of

of a correctable problem.

at plant cookouts that fall.

cent of Wooster’ s associates and 74

regularly published the pictures of as-

promoting nonconfrontational

Earlier in the decade, HR had

percent of Bristol’ s were participat-

sociates who had enjoyed even longer

dialogue about continuous safety im-

1,440 hours of safety training for its

embraced the concept of prevention as

ing in W.O.W.

tenures.

provement, and they, in turn, showed

manufacturing associates in 2006.

the best way to contain the

their colleagues how to spot conditions

Bristol observed its second year with-

projected future costs of health care

2006 to work as part-time

formalized its commitment to provid-

and actions that might lead to “ inci-

out a loss-time incident in 2008,

benefits. Challenged to limit Sea-

wellness coordinators in Wooster and

ing a congenial and safe working en-

dents” and

while Wooster marked its third

man’ s self-insurance risk, Petit ana-

Bristol permitted an expansion of the

vironment during the CARE era.

take preventive steps. Associates

straight year. To show their appreci-

lyzed case studies documenting the

program. Associates were encouraged

Seaman Corporation had

racked up 50 or 100 annual visits to

Seaman Corporation invested in

Two occupational nurses hired in

to have personal health risk ap-

ical expenditures had fallen below the

ciously to both adverse industry and

of the 21st century. They included

ects for more than 100 companies and

praisals (HRAs)

national average. “ And our people

global events and new

separating the consideration of strat-

nonprofit organizations and his novel

that identified both healthy and un-

are living happier, healthier lives,”

opportunities. Yet Dick Seaman re-

egy from the preparation of the an-

approach of asking clients to identify

healthy behaviors. Two years later,

Petit observes.

mained ever vigilant for ways

nual business plan in order to ensure

major unanswered questions as a

the spouses of associates were asked to

CONTINUOUS

to make the company’ s strategic

that each received maximum atten-

starting point

undergo HRAs.

S T R AT E G I C

planning process more dynamic, far-

tion; gathering market data upfront to

impressed Seaman, who decided to re-

All those engaged in unhealthy prac-

PLANNING

sighted and all encompassing. It was

prevent time-consuming disagree-

tain the consultant as an

a topic that he and Dye often talked

ments about facts-on-the-ground

advisor to the Strategic Leadership Team.

tices were helped to devise remedial action plans. Every

The unexpected spike in the cost of

about at their

later; and linking strategic and busi-

quarter thereafter they returned to

raw materials in the mid-2000s had

quarterly retreats. Out of these dis-

ness planning to other management

the coordinator’ s office to review

underscored for Dick Seaman the im-

cussions came a number of

processes, such as personnel evalua-

competitive world, the speed of change

their progress. (Instructed to eat more

portance of strategic planning. Long be-

improvements that were

tions.

and the number of forces at play,

servings of fruits and vegetables and

fore the “ perfect storm” of 2005,

implemented in the early years

exercise more

Seaman had come to

Hudson, Ohio’ s Burton D. Morgan

more deeply home to his people the

regularly, Rob Petit began to

appreciate the difficulty of dealing

Foundation (a private fund dedicated

importance of thinking strategically

religiously track his gym visits and

with unforeseen developments “ when

to the preservation of the free enter-

all the time,” observes Stark, who

daily food intake.) The wellness coor-

you aren’ t sure where you’ re going

prise system) introduced him to an

began to work with the SLT on a

dinators also conducted

or what the implications are.”

important new source of expertise in

three-year strategic plan in the fall of

tobacco cessation programs.

Working in consultation with board

the mid-2000s: a Cleveland-based

2005. The consultant helped to refine

Bristol maintenance technician Fred

members George Howick and later

organizational development consult-

Seaman’ s strategic planning proce-

Harkleroad, who had smoked for 42

Jay Brinegar, management had pre-

ant named Max Stark. Seaman had

dures by suggesting the

years, was among those helped to kick

pared an annual strategic plan since

pushed the 35-year-old foundation to

creation of a small steering

the habit.

the early 1980s. As a

reassess its goals and objectives,

committee to guide the overall

result, the company was better

and Stark had been brought in

effort and the formation of

equipped to respond quickly and judi-

to assist. Stark’ s experience as the

research-action teams to focus

facilitator of strategic planning proj-

on the “ big questions.”

Five years into the program, Seaman Corporation’ s per-capita med-

98 | 99

THE QUEST FOR EXCELLENCE

Seaman’ s service on the board of

“ Given the nature of the

Dick believed that he needed to bring

Strategic planning facilitator Max Stark began his innovative consultancy with Seaman Corporation in 2005 by asking management to identify unanswered questions. At his recommendation, research-action teams were then formed to recommend solutions to these major issues.

With Stark as the facilitator,

January and February, the three-

tember with the preparation

year strategic plan was

of a competitive market analysis for

then presented to Seaman’ s board of

every product line. After

directors for comment and

reviewing the analyses for

final revision in March.

accuracy and completeness

— M A X S TA R K , O R G A N I Z AT I O N A L D E V E L O P M E N T C O N S U LTA N T

SLT began work on the

discussed the opportunities and chal-

business plan and budget for the up-

lenges the studies had pinpointed. Key

coming fiscal year each April. Sepa-

Result Area (KRA) teams, comprised

rating the business and

of SLT members and a multidiscipli-

strategic planning processes ensured that

nary mix of other associates, were

discussion of immediate

then formed to research and recom-

challenges did not eclipse serious con-

mend action plans that would enable the

sideration of the future.

company to overcome competitive

The annual business plan,

forces, respond to changing conditions

which outlined short-term

or take advantage of new opportunities.

tactics designed to advance the comrolled out for board comment and ap-

Dye and the SLT a chance to dissect

proval in August. One month later

the KRA reports and create a strate-

strategic planning

gic plan. It set forth one-, two- and

resumed with an assessment of the

three-year goals and outlined the ini-

previous 12 months’ performance.

be THE QUEST FOR EXCELLENCE

pany’ s long-term strategies, was

off site in December, gave Seaman,

tiatives and investments that would

10 0 | 101

With this road map in hand, the

with the sales force, the SLT

A two-day retreat, typically held

“ Businesses that do strategic planning on an annual cycle are very unusual.”

required to achieve them. Refined in

strategic planning began each Sep-

The two business planning cycles dovetailed with the

The Strategic Leadership Team analyzes the research action-reports to create an annual strategic plan.

company’ s sophisticated

more competitive position, but the

assessments of leadership and

goal of scrap reduction had proved

uccession issues. Seaman

difficult to achieve. During the Qual-

Corporation had strengthened

ity Initiative Era of the early 1990s,

its formal personnel reviews in 2002

the company had

after Dick Seaman attended a pres-

reduced production of off-grade fab-

entation on Goodyear Tire & Rubber

rics from 9 to 10 percent of total out-

Company’ s human

who chaired the board’ s Leadership

sessions as a forum for identifying one

planning on an annual cycle,” affirms

put to 6 to 7 percent.

resources practices by the

Development Committee,

internal and one external

Max Stark, “ are very unusual.”

Yet, even with this gain in efficiency,

chairman of the Akron company. The

helped senior management

candidate who could be recruited to

L E A R N I N G TO B E L E A N

scrap still represented $6 million to

publication of the business memoir

implement the GE model at

fill each managerial position

Straight from the Gut,

Seaman Corporation.

in the company. The individual de-

Seaman’ s strategic planning process

velopment plans of internal candi-

for the time frame 2005-2008

by General Electric Company’ s leg-

The SLT decided to conduct its

$7 million in unnecessary costs on sales of $100 million. With the concept of KRA teams not

endary CEO Jack Welch,

“ SEA” sessions—the acronym stood

dates could then be

uncovered a number of major ques-

yet a feature of the strategic planning

inspired a second phase of

for Strategic Evaluation

tailored to prepare them for

tions that seemed to have no easy an-

protocol, Dick Seaman charged the

refinement. In the book, which Dick

of Associates—twice a year. In Janu-

possible advancement.

swers. To compete with overseas

SLT and particularly John Crum

Seaman eagerly read and also asked

ary the question of whether the com-

producers (and those in

with identifying and implementing a

his management team to study,

pany had the executive, managerial

these complex business management

the USA), what should the strategy be

robust quality

Welch described in

and organizational

processes, Dick Seaman asked the

to lower costs? That was how the

initiative that would further

detail an annual personnel review,

capacity to meet its evolving strategic

company’ s advertising agency,

SLT framed the first of these unre-

improve first-run yields.

called a “ C session,” that Welch had

objectives was examined. In June con-

Whitemyer Advertising of Zoar,

solved issues.

conceived to encourage GE business

sideration was given

Ohio, to design an explanatory

units to identify future leaders and

to the specific human resources impli-

graphic. Agency president Tom Sim-

obvious but elusive target for cost sav-

develop succession plans for all key po-

cations of the emerging

melink returned with a flowchart in the

ings. If only first-run yields

sitions. At

business plan. The HR

awe-inspiring shape of an infinity

could be improved, Seaman

Seaman’ s request, Jay Brinegar,

department also used the SEA

symbol. “ Businesses that do strategic

Corporation would be in a much

To aid in the visualization of

Off-grade fabrics represented an

In 2005 Richard Seaman charged John Crum, Wooster’ s vice president of operations, with identifying a robust quality initiative that would improve manufacturing quality and efficiency. After benchmarking a number of methodologies, Crum recommended that company adopt LeanSigma, a proprietary blend of Six Sigma and Lean developed by TBM Consulting Group of North Carolina.

“ I don’ t care what program it is,”

Although Dick Seaman was par-

“ bakers” returned to the

Crum remembers Seaman’ s

ticularly intrigued by Six Sigma, his

factory and, much to their

instructing him. “ I just want you to

vice president of operations reached

amazement, experienced

have a passion for it.” Signaling

the conclusion that Lean was “ going

remarkable gains in productivity.

that he was prepared to make a sig-

to be the ticket.” In Crum’ s opin-

nificant investment in improving

ion, Lean had the

for waste elimination, TBM

manufacturing quality and

potential to eliminate 80 percent of

conducted site assessments in Wooster

efficiency, the CEO sent Crum and

the waste in Seaman’ s manufactur-

and Bristol that January, soliciting

Raj Venkataraman to Harvard’ s

ing operation, and it was

associates for their ideas. Not surpris-

business school to study Six Sigma, a

versatile enough to become a com-

ingly, Seaman

methodology developed by Motorola to

pany-wide discipline.

Corporation’ s first Lean event, held

root out the causes of defects, and

To identify actual targets

As it turned out, a consulting

Lean

firm in Raleigh, North Carolina,

manufacturing, a production

had melded both approaches into a

philosophy pioneered by Toyota.

proprietary methodology called LeanSigma. Located through a Google

systematically eliminated the expenditure of resources for any goal

in February, focused on the reduction program.

hour or so Seaman Corporation’ s

of setup time and scrap on Bristol’ s

leaders cut out batches of play-dough

calender. The average setup on Line

organized a Lean training

cookies and dyed them red or green.

10 consumed 219 minutes and pro-

simulation in Wooster, attended by

At break time, “ everyone walked out

duced 200 yards of scrap. A multidis-

search and thoroughly vetted, TBM

Dick Seaman and the company’ s sen-

of that room,” Crum remembers,

ciplinary team, which included line

Consulting Group impressed Crum as

ior managers. The consultants ex-

“ saying, ‘ What has John been

operators as well as nonmanufacturing

other than the creation of value for

the best training resource. He

plained the Lean methodology and

smoking?’ ” Any doubts about the

associates and company newcomers

the customer. Crum, who had previ-

arranged for Dye to observe TBM in

then invited the group to apply these

value of LeanSigma were quickly

chosen to supply fresh perspectives,

ous experience

action, and the COO also came away

principles to a simple manufacturing

erased. After reviewing how Lean

was assembled to figure out how to

with Lean, also benchmarked

impressed by the firm’ s approach to

process.

principles could be applied to the

reduce setup time to 60 minutes and

the manufacturing processes of May-

producing sustainable business im-

The participants were led into an

cleanup between batches of different col-

tackle the scrap problem head-on dur-

tag Corporation, General Electric

provements. Dye authorized Crum to

adjoining room, where a mock cookie

ored cookies and the reduction of batch

ing a five-day event

and Seagram’ s.

proceed with a LeanSigma training

factory had been set up. For the next

size in response to customer demand, the

led by TBM.

The Japanese car manufacturer

10 2 | 10 3

THE QUEST FOR EXCELLENCE

In December 2005 TBM

“ They’ ve [Seaman Corporation] realized an average return of $100,000 on each event. But it’ s not just the cost savings, it’ s the cultural transformation. At Seaman Corporation, LeanSigma has become a way of life.” — J O N AT H O N W H E AT L E Y, T B M P R I N C I PA L

Following the consultants’ trade-

9. Applying the knowledge gained

first analyzed the current state of

from the two events, the plants stabi-

Line 10’ s setup procedure step by

lized setup times in the 50- to 70-

step. The intense scrutiny uncovered a

minute range and lowered the

number of flaws and inefficiencies.

production of scrap to around 4.5 per-

Brainstorming ways to streamline the

cent of total output. As of 2008 the

setup procedure came next. By mid-

company had benefited from a cumu-

week the Lean team had finalized its

lative $5 million in savings from

list of

higher first-run yields.

recommended time-saving

(Above) Senior managers were introduced to the LeanSigma methodology at a training simulation that showed them how to streamline the tasks of cutting out, dying and baking batches of playdough cookies. Impressed with the outcomes of multiple-day LeanSigma workshops (such as the “ event” pictured at right) that resolved seemingly intractable manufacturing problems, Dick Seaman committed significant resources to spreading the methodology throughout the company.

improving setup procedures for Line

mark methodology, the Lean team

After seeing how LeanSigma had

measures and diagrammed a new

served to streamline the company’ s

setup procedure, from which all

manufacturing processes, Dick Sea-

unessential steps had been

man suggested that the focus be

eliminated. The team’ s ideas were

shifted to the business side of the organ-

then tested on the plant floor and

ization. Given the company’ s recent

modified where necessary. As of quit-

expansion into the West Coast mar-

ting time on Friday, Line 10’ s oper-

ket, freight management seemed a likely

ators were setting up new runs in 91

target for improvement. Three subse-

minutes and producing only 40 yards

quent Lean events dealt with packag-

of scrap while doing so.

ing, warehouse location and the West

A Lean event with the same two objectives was subsequently mounted in Ohio. Wooster’ s Lean team experienced similar success in

Coast distribution system. Out of the packaging event came the epiphany that rolls of fabric

The CEO and COO investigated sales and sourcing opportunities in China in 2006. They conferred with Chinese manufacturers, sales agents and attorneys, visited a new tennis facility in Beijing (center) fabricated from Seaman’ s architectural fabrics and took the measure of the country’ s economy and culture.

should be stacked onto

received training in LeanSigma. The

pallets in the shape of a cube rather

internal “ champions” led some of the

than in the customary shape of a

Lean events held in their plants, with

pyramid. This simple change alone, which made it possible for the ship-

crafting of a new international strat-

with the company’ s founder, Michael

What should the role of

egy begin with the gathering of appro-

Corkran, a former telecom executive

International be in the total

priate data, and Seaman decided to

with extensive operating experience in

the advice and counsel of

business? was a perennial question at

personally undertake the assignment

Asia. When Seaman felt that he was

the North Carolina consultants.

Seaman Corporation that the 2005-

in regard to China.

adequately prepared to take

Every six months TBM

08 strategic plan raised once again.

He searched out books that would pro-

advantage of a fact-finding mission to

significantly more rolls in the back of

principal Jonathan Wheatley flew in

Over the years the company had en-

vide an overview of the world’ s most

China, Corkran custom-designed a 10-

a semi, resulted in an annual cost

to review the effectiveness of past

tered into a number of sales and dis-

populous country, including the best-

day business immersion trip for Sea-

savings of $150,000.

events, assess the degree to which Lean

tribution agreements with firms and

selling China Inc.: How

man and Dye.

improvements had been sustained, and

individuals based in other countries,

the Rise of the Next Superpower

broad applicability, Dick Seaman

identify the future Lean targets.

and these alliances had enjoyed vary-

Challenges America and the World,

hai to Guangzhou and back in Sep-

made a formal commitment to

“ They’ ve

ing degrees of success in opening up in-

and attended seminars on

tember 2006, the two

spreading the methodology through-

realized an average return of

ternational markets for Seaman

conducting business in China.

executives took the measure of the

out the company. All told, the com-

$100,000 on each event,”

products.

The latter led him to such

Chinese people, government and econ-

pany invested in 43 Lean events

Wheatley reports. “ But it’ s not

resources as China Centric, a multi-

omy. They marveled at the forest of

between February 2006 and the end

just the cost savings, it’ s the

directors had been encouraging Dick

national consulting firm with offices

cranes and clouds of smog that domi-

of 2008. To supplement the facilita-

cultural transformation. At

Seaman to undertake an

in Cleveland. Seaman spoke at length

nated the urban centers, visited mas-

tion services provided by TBM Con-

Seaman Corporation, LeanSigma has

investigation of sales and sourcing op-

sive industrial parks (each comprising

sulting Group, Wooster

become a way of life.”

portunities in China, one of the

100 square miles) that reminded Sea-

manufacturing associate Tom Shehy

CHINA

world’ s fastest growing economies.

man of small Western cities, spoke

and Bristol engineer David Hensley

D E M YST I F I E D

The SLT recommended that the

with Chinese intellectual property and

ping department to fit

Once convinced of LeanSigma’ s

10 4 | 10 5

THE QUEST FOR EXCELLENCE

For some time Seaman’ s board of

Traveling from Beijing to Shang-

corporate attorneys and toured

principals had recently visited Wooster

broker the placement in

ceeded in meeting a goal

other suppliers. Seaman’ s

the plant of a major Chinese

in the company of a Canadian manu-

that pollution-ridden country of five

established during the Technology Era

R & D department had succeeded in

manufacturer of industrial fabrics.

facturer of air structures. Seaman

more air structures clad in grime-re-

that called for 20 percent of annual

producing a heavy-duty vinyl and

While extremely cordial, their Asian

was pleased

sistant Tedlar.

counterparts left no doubt about their

to meet the Chinese reps, who

determination to penetrate the North American mar-

sales to come from products introduced

polyester fabric with

Seaman and Dye returned to

within the prior five years. Yet board

outstanding tensile and weathering

had sold a Canadian air structure

Wooster convinced that sales and dis-

and management had never been com-

properties that more than met

fabricated with a Seaman

tribution partnerships such as that

pletely satisfied with the company’ s

the customer’ s expectations and fed-

ket. Indeed, the executives of the state-

Corporation Tedlar-laminated

forged with The Broadwell Group

new product development (NPD) pro-

eral safety specifications.

run enterprise asked Dick Seaman if

architectural fabric to a new tennis

should remain at the heart of Seaman

tocols. The strategic plan of 2005

Seaman’ s development of a

he would please help them master the

facility in Beijing. The six-court Sun

Corporation’ s

challenged the SLT to elevate the

high-quality but lightweight truck

intricacies of their high-tech hot-melt

Park Tennis Center was to be erected

international strategy. Prudence was

NPD process to “ best in class.”

tarp fabric constituted another

equipment, which they had installed

while Seaman and Dye were in

the watchword. As Dye

three years earlier, so that their com-

China, and The Broadwell Group

colorfully explains, “ There’ s a

Seaman had unveiled in the first

response to customer-identified needs.

pany would be better able to compete

arranged for the visitors from Ohio to

lot of market out there, and if

decade of the 21st century were refor-

Tarps strong enough to shelter hauls

in North America—with

observe the installation.

you jump in with both feet

mulations of existing fabrics under-

of steel or lumber could weigh as much

Seaman Corporation!

man and Dye’ s second meeting with

before you’ ve tested interest,

taken at the request of

as 200 pounds, and, as the workforce of

Broadwell

you could lose your shirt.”

customers. For example, a

truck drivers aged and more and more

Dye paid a call on The Broadwell

confirmed their mutual interests. The

INSTITUTIONALIZING

manufacturer of swimming pool cov-

women began piloting semis, requests

Group, a China-based sales

multinational firm agreed

I N N O VAT I O N

ers had turned to Seaman

organization focusing on the

to represent FiberTite in China and

construction industry. Broadwell’ s

over the next two years went on to

While in Beijing, Seaman and

Sea-

Typically, the new products that

Corporation because of dissatisfaction Seaman Corporation routinely suc-

with the quality of fabric provided by

recent example of R & D’ s creative

R & D used its new mini calendar (left) to perfect a lightweight truck tarp in response to growing requests for an easier-to-handle version of Shelter-Lite.

for an easier-to-handle tarp grew. After five years of

end inflatable boats used for rescue,

Corporation perfected a 13-ounce

commercial and recreational purposes,

Shelter-Lite tarp fabric that

which totaled $21 million annually at

retained the performance

the time Gaspro conducted his market

capabilities of its 18-ounce tarp mate-

study, were growing at an annual

rial. The company introduced the

rate of 3 to 5 percent, and the

lightweight fabric at the Mid-America

marketing manager conservatively

Trucking Show in Louisville, Kentucky,

predicted that Seaman could

in March 2007. Within a year, more

capture a cumulative $5 million

than $250,000 of the new product

in sales in five years. His analysis per-

had been shipped.

suaded the SLT to give R & D the

Seaman Corporation occasionally internal analysis of a market

THE QUEST FOR EXCELLENCE

choice. North American sales of high-

experimentation, Seaman

troduced a new product based on in-

10 6 | 10 7

where Hypalon was the fabric of

go-ahead to work on a new, improved recreational boat fabric. XR-Mariner was unveiled in

opportunity. For example, the com-

October 2007. It offered a “ soft” feel

pany’ s ability’ s to compete toe-to-toe

similar to that of Hypalon,

with Hypalon in the dock door-seal

but superior abrasion, puncture and

market inspired Seaman’ s marketing

tear resistance. Whereas

manager, Joe Gaspro, to investigate

Hypalon was seamed with glue, XR-

the possibility of re-

Mariner could be heat-welded. Once

entering the recreational boat market,

persuaded to make the switch to the

Seaman Corporation re-entered the recreational boat market in 2007 with the unveiling of XR-Mariner, a fabric similar in feel to its highend competitor, Hypalon, but offering superior abrasion, puncture and tear resistance.

new seaming technology, manufactur-

limited potential and speeding promis-

ers of RIBs (rigid

ing ideas down the path to market,

inflatable boats) and soft-bottom ten-

Seaman recommended that the SLT

ders would save countless

form a Key Result Area team to de-

hours of labor.

termine where AIM might fit into the

While Seaman Corporation’ s

larger new product development

three-person R & D department

as the department’ s leader. Follow-

prospective customers about unmet

applications for further study:

never lacked for projects large

ing well-established practice, Bradenburg

needs, (3) assessment of the strengths and

bulk packaging for grocery-store pro-

The board of directors heartily en-

and small, the company’ s leaders rec-

spearheaded the effort to find

weaknesses of competitors’ products,

duce, off-the-shelf military tents and

dorsed the company’ s renewed atten-

ognized the increasingly pressing need

outside expertise.

and (4) technical review and prepara-

high-profile (as opposed to low-slope or

tion to NPD. Veteran directors

tion of a business case and marketing

flat) roofing.

Amabile, Howick and Venkataraman

to ensure that the innovation pipeline

In early 2006 Seaman

process still under construction.

was always filled with ideas for prod-

Corporation retained Advanced In-

plan—be completed before costly and

The teams conducted the

ucts that were “ new to the world” or

dustrial Marketing (AIM), a consult-

time-consuming developmental work

subsequent phases of research

tion and new market penetration to be

that would open markets new to Sea-

ing firm with 30 years of experience

began.

over the course of the next year.

Seaman Corporation’ s top challenges,

man Corporation. The strategic plan

advising business-to-business suppliers

Bradenburg presented their

and their point of view was shared by

of 2005-2008 charged the SLT with

on product

associates trained by AIM

findings to the board of directors in

newcomer Robert A. Walton, who

devising a plan to strengthen the com-

development. AIM’ s proprietary

consultants put the blueprint to the test

March 2008. It was agreed that one

joined the board in 2004 while serving

pany’ s new product development

blueprint for identifying attractive

in the fall of 2006. Applying the prin-

of the new product ideas

as vice president of finance and ad-

process. As a first step, Frank Braden-

new markets and creating unique

ciples of market segmentation to a host

merited serious pursuit. Because the

ministration of The College of

burg, who had led the R & D depart-

products for those markets

of new product ideas

blueprinting process seemed to hold

Wooster. When the highlights of the

ment from 1990 to 1995 before

recommended that four phases

collected by the marketing and

promise as a tool for aligning the com-

2008-11 strategic plan were pre-

moving over to sales and marketing,

of upfront research—(1) market seg-

R & D departments, the teams

pany’ s marketing and R & D objec-

viewed at the board’ s December 2008

agreed to return to his former position

mentation, (2) interviews with

settled on three innovative

tives, weeding out product ideas with

meeting, Walton, a former software

Three multidisciplinary teams of

had long considered product innova-

company executive who now served as CEO of the Claremont University

Although Seaman Corporation’ s dy-

Consortium in California, helped to

namic CEO-COO team intended to

sharpen the overall vision for achiev-

remain at the helm for the

ing the three-year goal of $165 mil-

foreseeable future, the board of

lion in sales. “ Are we trying to find the

directors had strongly encouraged the

next game changer?” he asked of the

two senior executives to begin plan-

senior managers who had gathered in

ning for succession the year Dick Sea-

Bristol for the board meeting and the

man turned 60. While

public dedication of Line 11. Wal-

researching other companies’

ton’ s provocative question elicited a

practices, Dye discovered a business book

thoughtful

entitled Riding Shotgun: The Role of

response from William A. Finn, who

the COO. An examination

had been a director for only

of the little-explored but critical No. 2

a year. Finn, the chairman and

role, the book illuminated five distinct

former CEO of AstenJohnson, a fam-

models of the functions that a COO

ily-owned manufacturer of paper and fiber located in South Carolina, was a longtime member of the Young Presi-

could fulfill. Seaman read the book, The company’ s intensified focus on new product development originated with recommendations from the board of directors, pictured above in Bristol’ s remodeled conference room.

dents’ Organization, and he and

and he asked his directors and the SLT to do the same. The learning experience raised

and harsh environments?

Seaman had become reacquainted at a

the South

is security, shelter and energy conser-

YPO box-lunch

Carolinian an invaluable addition to

vation. Then the question becomes,

presentation on conducting business in

Seaman’ s board.“ It may be

‘ What more can we do to add value

been!” Dick Seaman said at the con-

models for the CEO-COO

China. It turned out that Finn had re-

helpful to think on a broader basis

clusion of the lively interchange be-

relationship and that none was suit-

cently set up a plant in Shanghai’ s

about what we are really doing for so-

society in those important arenas?”

tween board and senior

able for every circumstance.

Suzhou Industrial Park, one of the

ciety,” Finn suggested to his board col-

Finn’ s remarks amounted to a

management. “ I really appreciate the

In fact, the managerial structure per-

new manufacturing zones that Seaman

leagues and the members of the SLT

paradigm shift. What new horizons

higher-elevation perspective that

fected by Seaman and Dye might not

and Dye had visited. Seaman had im-

who had helped to present the strategic

might open for Seaman Corporation

emerged today.” One could almost see

fit Seaman Corporation’ s leadership

mediately recognized that Finn’ s per-

plan highlights. “ It may seem like

were the world-class manufacturing

the wheels turning, as the CEO con-

needs in the future.

sonal insights into the dynamics of

Seaman Corporation is into a lot of

firm to re-envision itself as a

templated the next exciting chapter in

serving as the outside CEO of a fam-

things, but if you categorize our prod-

company that addressed the basic

the company’ s 60-year history.

mind, the CEO and COO

ily-owned company, as well as his in-

ucts in terms of their benefits to soci-

human need for protection against the

LEADERSHIP

collaborated in 2007 on the

ternational experience, would make

ety, you begin to see that what we offer

damaging effects of weather, climate

OF THE FUTURE

conceptualization of a process

10 8 | 10 9

THE QUEST FOR EXCELLENCE

“ What a great discussion this has

awareness company-wide of the fact that there were multiple

With that understanding in

“ It may seem like Seaman Corporation is into a lot of things, but if you categorize our products in terms of their benefits to society, you begin to see that what we offer is security, shelter and energy conservation.” — W I L L I A M A . F I N N , S E A M A N C O R P O R AT I O N B O A R D M E M B E R

for developing a wide range of

to evaluate the aptitudes, attitudes

back and look at the proper organiza-

executive leadership for the

and aspirations of every member of

tion and management structure for a

company. Internal candidates would be

the team. After reviewing these as-

company of our size and complexity.”

given “ stretch” assignments outside

sessments, Seaman, Dye and Rob

The reorganization of Seaman Cor-

their areas of expertise, some profit-

Petit agreed that vice president of op-

poration into multiple businesses

and-loss responsibility, opportunities to

erations John Crum and vice presi-

and/or divisions, each with its own

attend business management courses at

dent of sales and marketing Alex

president, is one of the possible config-

Harvard and other leading business

Williamson should be the first SLT

urations that will

universities, and private coaching ses-

members to receive leadership train-

be examined.

sions with a certified executive

ing. Crum and Williamson began the

trainer.

Recog-

nizing that the Strategic Leadership

program in 2008. “ Leadership development is a

Team comprised an obvious pool of

necessary component of proper succes-

prospective talent, the company re-

sion planning,” Dick Seaman ob-

tained an organizational psychologist

serves. “ We aren’ t trying to set up a horse race, nor is it necessarily our goal to find replacements for Dick or Jim or Dick and Jim. Jim and I have unique skill sets, a deep base of experience and a close working relationship that may be hard to replicate.” Indeed, Seaman now plans to ask his board and senior managers to “ step

Preserving Family Values

CHAPTER SIX

Family firms are well advised to . . . develop as many potential leaders as possible. â&#x20AC;&#x201C; Hermann Simon

(Opposite) Dick and Judy (third from the left) have worked hard to prepare their children to be active and informed shareholders.

From his earliest days at the

unsuccessful

helm, Dick Seaman had pursued—in-

in passing their companies on to sec-

tuitively, at first, and then with a

ond- or third-generation

sure sense of purpose—a singular

family members.

overarching goal. “ My whole

The study crystallized his think-

objective has been to ensure that the

ing: There had to be a way to perpet-

business would survive me,” he ex-

uate the appropriate

plains. “ I didn’ t want to grow the

involvement of family members who

company in order to sell it, like so

did not want to be day-to-day man-

many entrepreneurs of

agers. Additional research and con-

my age. Simply keeping it going well

sultation with the author of the study,

enough to support me and my family

John Ward of Loyola University’ s

wasn’ t an option, either. I wanted to

Family Business

put structures in place that would

Institute, introduced him to the con-

make it possible for Seaman Corpora-

cept of active family share-holders, an

tion to thrive for generations of asso-

option that attracted Seaman. He

ciates and shareholders to come.”

would prepare his children for such a

Seaman’ s strong sense of

role, and in this way perpetuate the

Helping the fourth generation of Seamans determine the precise nature of the stewardship role they wished to play was easier said than

stewardship lay behind every one of

family

untimely death of William Cullen.

to use to guide their personal

the governance enhancements, man-

values that had built Seaman

Judy and the other children

and professional lives. Although writ-

agement initiatives and capital and

Corporation.

were invited to attend all future

ten independently, it

board meetings so that they

complemented Seaman

human resources investments of his

In the spring of 1998 Dick and

30-year tenure as the

Judy Seaman sat down with Carrie,

would share Carrie’ s understanding of

Corporation’ s mission statement in

company’ s leader. Because of his per-

27, Kim, 25 and Jason, 16, to dis-

the company’ s opportunities

embracing creativity, innovation and

sonal experience in having

cuss the issue of succession and the op-

and challenges.

initiative.

executive responsibility thrust upon

tions open to the children. To prepare

Deliberating together over

him by the death of his

the young people for whatever leader-

the course of several months about

Statement” concluded with a pledge

father, Seaman had even taken steps

ship role they might eventually

what was important to them individ-

that had positive implications for the

to dispassionately address the fraught

choose, the

ually and as a group, the Seamans

continuation of family ownership of the

issue of succession.

family decided to create a seat

and their children began to see the

company. “ Our true

In the late 1990s he began doing re-

on the board that would rotate among

wisdom of crafting a family mission

stewardship,” it affirmed, “ is the

search on succession models

the three children every two to three

statement, as John Ward had recom-

commitment of these values to

for family-owned businesses and came

years. Carrie Seaman Alt was ap-

mended. It was completed in the sum-

future generations.”

across a study of 5,000 such enter-

pointed the family’ s

mer of 1998. The “ Seaman Family

prises that confirmed his worst suspi-

first representative on the board, fill-

Mission Statement” described eight

A N E W G E N E R AT I O N

cions: Most of the founders had been

ing a vacancy left by the

values they all espoused and intended

OF STEWARDS

11 2 | 11 3

P R E S E R V I N G F A M I LY V A L U E S

The “ Seaman Family Mission

done. None of the Seaman children saw themselves filling their father’ s shoes as president and CEO. Nor did they initially plan to forge a career at Seaman Corporation, although Carrie and Kim had enjoyed working in the company’ s administrative offices as teenagers, and Jason had been thrilled to accompany his father on rounds of the factory floor as a boy. Dick and Judy Seaman never questioned their children’ s pursuit of personal and professional goals unrelated to the family business. They supported each child’ s quest to define and carry out the responsibilities of active ownership affirmed in the Family Mission Statement while liv-

The fourth generation of Seamans to be involved in the company’ s leadership, Kim (left), Carrie (center) and Jason (right) set aside time each year for a “ siblings’ retreat” at which they discuss their responsibilities to the business, its associates and one another.

ing and working far from Wooster.

on their roles vis à vis the business

mal “ Family Governance Hand-

pass along relevant information to

working as a grants writer for a so-

When John Ward, the family’ s suc-

and feeling more in tune with one

book.”

her parents and siblings. Her growing

cial service agency serving the Latino

cession planning consultant based at

another personally. The family as a

expertise on the dynamics of family-

community in Chicago. Before and

Loyola’ s Family Business Institute,

whole also gathered regularly

clarified the relationship of sharehold-

owned businesses made her the natu-

after holding this position, she lived

suggested that a “ siblings’ retreat”

to discuss issues of shareholder

ers to the company. Completed after

ral choice for the ad hoc

for extended periods in South Amer-

might be a helpful tool, Dick and

interest. These semiannual meetings

several years of family

position of “ Seaman family

ica.

Judy encouraged Carrie, Kim and

followed a pre-established agenda that

discussion and reviewed by the board

business leader.” As such, she

to the States, Kim realized that she

Jason to set aside time each year to

helped to set a business tone.

of directors, the manual

prepared the agenda for and presided

wanted a more intimate knowledge of

deliberate together with the

Carrie, who held a bachelor’ s

This comprehensive document

Upon returning

established clear policies on issues

over the family’ s

Seaman Corporation in order to

assistance of a professional facilitator.

degree in nursing from DePauw

ranging from employment of

semiannual meetings.

make better informed decisions about

One of the siblings’ first tasks

University, was employed in the

family members to procedures

was to address differences in perspec-

neonatal care department at

for buying and selling stock. The

the table at board meetings, but at

father if she could come to work for

tives about their perceived responsi-

Children’ s Memorial Hospital in

manual even contained a contingency

family meetings he is quietly sitting to

the business. Her

bilities to the company that arose

Chicago and about to be married to

plan outlining procedures to be fol-

one side,” Carrie explains. “ This

education and experience

from the variation in their ages.

Ken Alt when the family’ s

lowed to secure new leadership in the

provides an opportunity

qualified her for a position in

They also considered the issue of how to

succession planning program began.

event of the incapacitation of Seaman

for other shareholders to play

the marketing department.

gain a knowledge base that would en-

Within a few years she would be the

Corporation’ s CEO and/or COO.

leadership roles.”

able them to elect strong outside di-

mother of two daughters, Jessica and

rectors and meaningfully interact

Kylie.

Seaman family to join the Loyola

on the board of directors in

strengthen the company’ s internal

with the board and senior manage-

Juggling her many responsibilities,

Family Business Institute. As a regu-

December 2007. A 1995 graduate of

and external communications.

ment. Carrie, Kim and Jason say

Carrie regularly attended Seaman

lar partaker of the

DePauw University, Kim had taken

She worked on ad campaigns, wrote

that they emerged from their first

Corporation’ s quarterly board meet-

institute’ s lectures, conferences

advantage of her double major in

articles for trade journals, conducted

retreats with a new perspective

ings and guided the drafting of a for-

and workshops, Carrie was able to

communications and Spanish by

market research,

In 2003 Carrie arranged for the

“ My dad is always at the head of

Kim Seaman replaced her sister

the company’ s future. She asked her

Working in the department for nearly five years, Kim helped to

“ My sisters and I are all very interested in the prolonged health of the company.” —JASON SEAMAN

contributed content to the

the Seaman board would, she hoped,

explore the possibility of joining the

“ draw-in” of yarns. “ If there’ s a

undertaken by the owners

company’ s Web site, and reinvented

answer many

family business. He embarked on an

place for me here, that’ s great; if

of other companies with which

and served as the editor of the

of her questions about how the fourth

internship with Seaman Corporation

not, the experience may open doors

he has been involved. “ Dick has

associates’ newsletter, The

generation of Seamans could help the

in the fall of 2008. Over the course of

elsewhere,” Jason reasons. “ In any

done it better,” Howick avers, “ than

Common Thread.

company meet the challenges of an in-

18 months he would have the opportu-

case, I will be well equipped to be an

any of them.”

creasingly global marketplace that

nity to work in every department—

informed shareholder.”

Kim’ s bilingualism and knowledge of

had driven several other domestic

from manufacturing to sales to

Hispanic cultures by appointing her to

industrial fabric manufacturers out

management.

a team that negotiated a marketing

of business.

The company took advantage of

and

“ Seaman Corporation is one of

“ I’ ve got a ton to learn,” says

The Seaman children have arrived by different paths at a shared understanding. They have gained

Jason, who majored in sociology and

immense respect for the enterprise, in-

distribution alliance with a Mexican

the last surviving textile

anthropology, “ but I don’ t want to

tegrity and innovation of their father,

manufacturer of high-performance

companies in America,” Kim

fast track any portion of my orienta-

grandfather and great-grandfather

industrial fabrics. Her analysis of the

observes. “ To keep it up, each of us in

tion program. I want to understand

and intend to preserve and enhance

booming inflatable games market de-

the family needs to be involved.”

the business from the ground up.”

this legacy. “ My sisters and I are all

termined that buying decisions based

Jason Seaman had decided in

True to his word, he spent one of his

very

solely on price would limit the upside

high school that he was not “ at all”

first mornings at corporate head-

interested,” Jason says, “ in the pro-

of Seaman Corporation’ s entry into

interested in business. After graduat-

quarters shadowing the receptionist.

longed health of the company.”

the field.

ing from Earlham College, he lived

Several months later he had moved

Seaman Corporation director

A year after Kim married Daniel

and worked during the winters in

on to Bristol, where (among other

George Howick has served as a man-

Tzonev, she relocated to Chicago. She

Vail, Colorado, and spent his sum-

learning

agement consultant to more than 40

resumed work for Seaman’ s mar-

mers as a camp

experiences) he spent an entire month

privately held businesses. He favor-

keting department on a freelance

counselor in International Falls, Min-

in the weaving department, master-

ably compares the

basis while rearing her two daugh-

nesota. At age 26, Jason

ing the operation of the knitting and

succession planning efforts

ters, Maya and Ani. Her service on

realized that he now wanted to

weaving equipment, including the

initiated by Dick Seaman with those

114 | 115

P R E S E R V I N G F A M I LY V A L U E S

The fifth generation: Carrie and Ken Alt’ s daughters, Kylie and Jessica (next to her grandmother), and Kim and Daniel Tzonev’ s daughters, Ani (in her mother’ s arms) and Maya

A P P E N D I X O F H I S T O R I C C O R P O R AT E D O C U M E N T S

116 | 117

APPENDIX

Care Quality Commitment (CQC) Our Never-Ending Quest For World-Class Excellence C U STO M E R S A R E T H E R E AS O N F O R E XC E L L E N C E

Leadership Principles Visible Quality Leadership Obsession with the Customer Uncompromising Integrity Respect for People Strong “ Bias for Action” Toward Total Quality Improvement A Positive Presence in, and Sustained Support for, the Community, Public Health and Safety, and the Environment Commitment to Continual Innovation by the Pursuit of Never-ending Improvement in All Value-Added Business Processes Total Performance Continually Measured Against “ Best-In-Class” Superior Return on Assets Employed (ROAE) 100% Total Customer Satisfaction The Customer Has a Right to Expect: Product Performance Features That Provide Fair Value Product and Service That Is Delivered When Promised Product That Is Delivered with No Defects Product That Meets or Exceeds Expected Performance Requirements Continually Strive to Exceed Customer Expectations and “ Create Value” for the Customer by: Listening to the Customer Anticipating Customer Requirements Identifying Customer Critical Success Factors (CSF) What we must do well to win the order What we must do well to keep the customer What gives us a sustainable long-term advantage Imagine Responsiveness to the Customer 100% On-Time Delivery Product and Service Quality Which Meets or Exceeds End-Use Performance Requirements Timely Responsiveness to Customer Complaints Courtesy to the Customer at All Times 100% Total Customer Satisfaction Involves Both External and Internal Customers

118 | 119

APPENDIX

Quality Principles Committed to the Principle of Never-ending Improvement Continual Improvement for Total Quality Is the Most Important Strategic Competitive Weapon Improved Quality Will Gain the Largest Market Share, Provide the Highest Return on Assets Employed, and in the Long Run, Achieve the Lowest Possible Cost Quality Results Apply to the Performance of All Value-Added Processes Continually Measure Performance Against “ Best-In-Class” Customer Service People Development Marketing Manufacturing Product Quality Technology Information Systems Support Services Committed to Achieving “ Best-In-Class” Standards in All ValueAdded Processes Measurement Systems Will Utilize Benchmarking, Statistical Process Control and Trend Analysis Strategic Quality Planning Principles

C O M P E T I T I V E A D VA N TA G E R E Q U I R E S E X C E L L E N C E

Strategic Quality Planning Is a Never-ending Business Process

opment Process for Both Product and Service

The Planning Process Is Driven by CARE Quality Objectives Developed by: Customer Success Factors “ Best-In-Class” Benchmarking of Value-Added Processes Competitive Analysis

Total Quality Begins with the Product Design Process Partnership the Customer to Understand End-Use Requirements Utilize Cross-Functional Teams in the Design Process Design for Manufacturability Partnership with Suppliers Throughout the Design and Commercialization Process

Recognizes a Global Market Environment Increase Global Market Share by Developing Product and Service Leadership Accomplish Superior Financial Performance Results: 15% Pre-Tax Return on Assets Employed (ROAE) Development of Human Resources Empowerment of the People Unleashes the Total Potential of OurOrganization Priority Is Given to a Safe Working Environment Requires Best-In-Class People Selection Requires Best-In-Class Continual Training and Development Focuses on Associate Well-Being and Morale Total Associate Involvement Is Accomplished by: CARE Quality Improvement Teams Idea Implementation Process Associate Recognition Process Associate Customer Involvement Continual Improvement in Communication by Practicing the: Six Management Actions* 1. Use positive reinforcement 2. Ask what questions, problems and concerns your people have and ask how you can help 3. Ask for input prior to decision making 4. Provide information and feedback in a timely manner 5. Don’ t overmanage or undermanage 6. Treat your people with respect *© 1988 The Hertz Group

Quality Assurance of 100% Total Customer Satisfaction 100% Total Customer Satisfaction Drives the New Business Devel-

with

Continually Reduce Process Cycle Time and Improve Process Capability by: Utilizing Just-In-Time Principles to Eliminate All Non-Value-Added Processes and Activities Utilizing Statistical Process Control Analytical Techniques to Improve All Value-Added Processes Utilizing the CARE Process Improvement Team Roadmap Develop Supplier Relationships That Continually Measure and Improve the Quality of Materials and Services Received Continually Measure and Improve First-Run Yield: The Elimination of Any Defect in the Manufacturing Process Increases First-Run Yield As First-Run Yield Increases, Average Cycle Time per Unit Processed Decreases and Cost Per Unit Decreases Continually Measure and Improve Equipment Effectiveness Increase Equipment Utilization Increase Equipment Uptime Systems and Measurements Systems and Measurements Will Focus on Those Value-Added Processes Important to Customer Satisfaction “ Real Time” Information Will Be a Priority in System Design to Reduce Cycle Time of All Processes Performance Measurements Will Benchmark Against “ Best-In-Class”

ACKNOWLEDGMENTS

Authorâ&#x20AC;&#x2122;s Interviews Tim Allison Teresa Amabile LaVerne Ames Kenneth Anderson Larry Anderson Gary Atkinson Hal Bayer Al Berman Frank Bradenburg Jay Brinegar Gary Brown Robin Buren Denny Burnhouse Gary Buzzard Ken Chaloupek John Crum Betty Davidhizar Mary Davies Linda Seaman Davis George Dietrich Tony Durham Jim Dye Donna Edmonds Dora Eppley Cathie Feathers Steve Fenske Jack Gilley Allen Harkleroad Fred Harkleroad George Howick Chuck Huffman Don Kamienski Nick Kesslering

Jim Krakowski Brad Landon Wells Lange Rodney Mackey Angelo Malta Odell McVay Earl McVey Kenneth Miller Carl Moore Daniel Moritz Bud Neidlinger Danny Nelson Marc Norman Betty Patterson Julie Payne Rob Petit Geneva Polin Jim Rock Bill Schaefer Carrie Seaman Jason Seaman Judy Seaman Kim Seaman Richard Seaman Sheree Shane Ben Smith Pearl Smith Brenda Solon Max Stark Darrell Stumbo Robert Tuerk Sue Uhler Jim VanDyke Bala Venkataraman

FiberTite, Shelter-Lite, Shelter-Rite and XR-5 and XR-Mariner are registered trademarks of Seaman Corporation. XR is a registered trademark of Seaman Corporation. Dacron, Elvalo, Tedlar and STOP are registered trademarks of DuPont Corporation. Hypalon is a registered trademark of DuPont Performance Elastomers. IMPACT Selling is a registered trademark of The Brooks Group. LeanSigma is a registered trademark of TBM Consulting Group.

120 | 121

ACKNOWLEDGMENTS

Raj Venkataraman Sonny Walls Jonathan Wheatley Alex Williamson Felon Wilson Don Williams Don Wright Ralph Young Ed Zabek Victor Zager Bruce Zurakowski Credits Diana Tittle Research and writing Mary Jane Parente-Smith Nancy Wasylyshyn Design of 50th Anniversary History Whitemyer Advertising Design of 60th Anniversary Update Printing Photography Credits The Daily Record, Wooster, Ohio: Photographs of groundbreaking and grand opening at Seamanâ&#x20AC;&#x2122; s new corporate headquarters on page 59 Peter Nash: Photographs on pages 42, 46, 47, 48 (dry-blend mixer), 49 (Line 4), 51, 52, 55, 64, 66, 70, 80, 83, 84, 86, 90, 91, 106 (R&D Line), 110, 112 (Carrie & Jason Seaman) and 115 SuperStock, Inc.: Photograph of Singapore on page 3

Chris Whitemyer/Liberty Studios: Photograph of downtown Wooster on page 3 Special Thanks to the following, who graciously assisted with various aspects of the production of this book. Teresa Amabile Keith Chambers Clear Pictures, Inc. Betty Davidhizar Linda Seaman Davis George Dietrich Dianne Frank Allen Harkleroad Hartley Johnson Deborah Kaludy Bruce MacKellar Debra Mosier Peter Palermo Geneva Polin Judy Seaman Tom Simmelink Bala Venkataraman Raj Venkataraman Whitemyer Advertising David Wiesenberg To obtain additional copies of this book, write or call: Seaman Corporation 1000 Venture Boulevard Wooster, Ohio 44691 330-262-1111.