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 husband’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 father’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 world’ 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
by
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
“Masterbatch� 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. – 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.
at
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 company’ 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. Norm’ 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
an
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:
“ . . . All I can say is WOW!�
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
of
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. – 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
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of 25, a schedule that took six months
caught in a vise,”
to complete.
Seaman recognized, and he sent them
“ The associates in particular
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...
off for further study at
©1983 Seaman Corporation
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
be
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. – 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. – 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
to
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. – 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
Author’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 Seaman’ 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.