Springs Celebrates 60 Years......36 Inflation ProtectingBusters:Profits as Costs Rise......40 Focus on Materials: The Monel Family......44 How Should We Lead the Intellectually Curious?......46 A Publication of the Spring Manufacturers Institute / Vol. 61, No. 4THE INTERNATIONAL MAGAZINE OF SPRING MANUFACTURE 2022FALL CUSTOMERS’MANAGINGEXPECTATIONSFAILGOODTRYNOTQUITEGOTITDONEDONEWELLEXCEEDED 2001MidwestRd.,Suite106 OakBrook,IL60523-1335 ChangeServiceRequested
eXpo speaker, you receive: • Complimentary “All Access” admission to the 2023 event. • Industry recognition for yourself and your organization. • Excellent networking opportunities with industry leaders and influencers. • The opportunity to be considered to share a commercial pitch about your products or services direct from the show floor in
Metal Engineering eXpo September 12-14, 2023 • Las Vegas Carefully chosen seminars will cover both technical and practical business content, from manufacturing, technology, materials and testing to business best practices, workforce solutions and marketing. As a Metal
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unparalleled access to the best mills in the world, wherever you are, whenever you need it BRINGING SPRINGMAKERS A WORLD OF STRIP & WIRE
Vice President: Don Jacobson III, Newcomb Spring
In essence, this is what SMI is all about, and will continue to be: a group of manufacturers with the best interest of the industry at heart.
E-mail: info@sakurain.co.jp
In essence, this is what SMI is all about, and will continue to be: a group of manufacturers with the best interest of the industry at heart. Working together and sharing information that is relevant and crucial for all springmakers.
Secretary/Treasurer: David DeVoe, Plymouth Spring
2 | SPRINGS | Fall 2022
Lynne Carr, Advertising Sales, lynne@smihq.org
LisaDinagmccoy@fairwaycommunications.comEditor,Sanchez,AssistantEditor,dina@smihq.orgPlefkaHaskin,ArtDirector,lisahaskin95@gmail.com
Download the free Springs Magazine app
Past President: Bert Goering, Precision Coil Spring
Springs Magazine Staff
From Gene Huber, Jr.
Advertising sales - Europe
The focus of this edition of Springs is “Managing Customers’ Expectations.” This at best is an ever-changing list and right now a true challenge with some of the headwinds we are facing in our industry and manufacturing as a whole. I hope you will find this information interesting and right for this moment.
Ken Myohdai, Sakura International Inc.
Springs Magazine Committee
In closing, collaboration to a common solution is one of the most rewarding parts of any job, so continuing to do this amongst this team of manufacturers will continue to be our goal. I hope that the SMI and Springs magazine continues for another 60 years, but that, my friends, is up to us.
Phone: 81-3-5646-1160 • Fax: 81-3-5646-1161
Executive Director: Lynne Carr, SMI
President’s Message
Phone: +886-4-2325-1784 • Fax: +886-4-2325-2967
Jennelle Carlier, S3 Wireform • Kelley Christy, Diamond Wire Spring • Joe Devany, Betts Company • Chris Fazio, Diamond Wire Spring • Linda Froehlich, Ace Wire Spring & Form • Brett Goldberg, International Spring • Agustin Estalayo Ibanez, RPK Mexico SA de CV • Don Lyons, JonSpring • Peter Mendel, Kern-Liebers USA • Rob Meyers, RK Trading • Alex Melnikow, Midstate Spring • Tony Pesaresi, Winamac Coil Spring • Keith Porter, Jr., Newcomb Spring • Tim Zwit, Michigan Spring and Stamping
Address all correspondence and editorial materials to this address.
Springs Magazine Is 60 Years Old!
At-Large: Dave Deerwester, The Yost Superior Co.
Jennie Franks, Franks & Co. 63 St. Andrew’s Road
The editors and publishers of Springs disclaim all warranties, express or implied, with respect to advertising and editorial content, and with respect to all manufacturing errors, defects or omissions made in connection with advertising or editorial material submitted for publication.
Tokyo Global Office: 5F Kamei No. 2 Bldg., 2-17-13, Kiba, Koto-Ku, Tokyo, 135-0042, Japan
The editors and publishers of Springs assume no responsibility for the opinions or facts in signed articles, except to the extent of expressing the view, by the fact of publication, that the subject treated is one which merits attention. Do not reproduce without written permission.
President: Gene Huber, Jr., Winamac Coil Spring
SMI Executive Committee
Live a crazy good day and God Bless! Gene Huber, Jr.
Head Office: 3F,4F, ENDO Sakaisuji Bldg., 1-7-3, Bingomachi, Chuo-Ku, Osaka 541-0051, Japan Phone: 81-6-6624-3601 • Fax: 81-6-6624-3602
Let’s Go!
Phone/Fax: +44-1223-360472
E-mail: franksco@BTopenworld.com
E-mail: stuart@wwstaiwan.com
Springs (ISSN 0584-9667) is published quarterly by SMI Business Corp., a subsidiary of the Spring Manufacturers Institute: 2001 Midwest Road, Suite 106, Oak Brook, IL 60523; Phone: (630) 460-8588.; Web site www.smihq.org.
The editors and publishers of Springs disclaim all liability for special or consequential damages resulting from errors, defects or omissions in the manufacturing of this publication, any submission of advertising, editorial or other material for publication in Springs shall constitute an agreement with and acceptance of such limited liability.
Cover designed by Lisa Plefka Haskin utilizing Shutterstock photographic imagery.
Advertising sales - Taiwan
Robert Yu, Worldwide Services Co. Ltd. 11F-B, No 540, Sec. 1, Wen Hsin Rd. Taichung, Taiwan
It was indeed a group of manufacturers trying their best to explore their world with the latest technology and understanding of their day. Sharing their knowledge and learning experiences through articles and papers in the magazine was the natural outcome. As I continued watching my grandson, it made me realize that we are still doing this…exploring our world with the latest understanding and technology of our day. Discovering more and more of God’s design that we call the world of physics, or the best business or financial practices, and then relating those discoveries to our customers and peers.
Advertising sales - Japan
Gary McCoy, Managing
I was trying to write this message in my head as Sherri and I watched our grandson Cole, who is almost 2, for a few hours. As I observed him explore his world, trying to take the wheels off everything (just like his dad) or touching the bugs he found crawling around, it made me reflect that Springs at one time was 2 years old, exploring its world in much the same way.
Chair, Keith Porter, Jr., Newcomb Spring • Reb Banas, Stanley Spring & Stamping • Lynne Carr, SMI • Hale Foote, Scandic Springs, Inc. • Patrick Gillum, Gilco Spring of Florida, Inc. • Adam Jacobson, FENN/Torin • Lucas Karabin, Acme Monaco • Michael Shapiro, Gibraltar Corporation • Bill Wynn, Gardner Spring, Inc. • Technical Advisor: Dan Sebastian
SMI Board of Directors
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Contents DEPARTMENTS 2 President’s Message Springs Magazine Is 60 Years Old! 7 Global Highlights 16 Regional Spring Association Report 50 Flashback President’s Message — October 1965 53 Five Questions Pyromaitre Inc. 55 Springmaker Spotlight A Highlight Reel of Spotlight Lessons By Gary McCoy 63 Book Corner 65 CTE News 67 Inside SMI 71 Committee Connection 73 New Products 75 Advertisers’ Index 76 Snapshot Evan GiffordRodgersSpring Company FEATURES 30 Managing ExpectationsCustomers' By Gary McCoy 34 Bust Out of Service Fatigue By Laurie Guest 36 Springs Celebrates 60 Years By Gary McCoy 40 Inflation Busters: Protecting Profits as Costs Rise By Phillip M. Perry 44 Focus on Materials: The Monel Family — An Overview By Terry Bartel, Ph.D. 46 How Should We Lead the Intellectually Curious? By Dr. Jennifer L. Goodrich, Dr. Andrea R. Neely, and Rebecca P. Goodrich COLUMNS 19 Be Aware Safety Tips Does Your Company Need OSHA Permits? By Laura Helmrich-Rhodes 23 Dean of Springs Why Do Springs Fail Sooner Than the Software Predicts? By Dan Sebastian 25 Technically Speaking Strengthening Mechanisms in Springmaking Materials By C. Richard Gordon 46 FAIL GOODTRY NOT QUITE GOT IT DONE DONEWELL EXCEEDED CUSTOMERS’MANAGINGEXPECTATIONS 40 30 C M Y CM MY CY CMY K 4 | SPRINGS | Fall 2022
Chicago IL 800-767-0408 Bristol CT 800-767-4792 Cleveland OH 800-767-4434 Charlotte NC 800-767-0089 Toronto ONT 800-767-0408 Querétaro MEX 800-767-0408 Today, every company in our industry is confronting similar challenges. Supply chain issues, reduced inventory and delivery concerns are on everyone’s minds. But through it all, our commitment has never wavered. ISW will continue to work as hard as we can, and do everything in our power, to support our customers. Together we will make tomorrow a better day. Thank you for your business now and in the future. industeel.com©2022 Industrial Steel & Wire Company Visit us at CASMI SpringWorld, October 12-14 2022, booth #1014.
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customized solutions to meet all of our customers’ metal forming requirements.”
With a similar focus in clientele, industries and equipment, FENN was a natural fit. “MacBee’s wire and tube focused product lines are an excellent complement to our existing drawbench, swager and wire shaping offerings. We look forward to utilizing FENN’s existing infrastructure to continue providing MacBee equipment, service, and spare parts for MacBee customers,” said FENN president Ryan Cutter. He added, “We are proud to enable two great American-made machinery brands to continue to succeed under one roof. We look forward to continuing to provide
Engineering Group, and will continue to build and support their product lines.
SPRINGS | Fall 2022 | 7
Kempf continued, “Dayon will continue to serve customers from their existing facility in Farmington, Connecticut. In addition, they will now also have access to a wider range of capabilities through Lee Spring’s global manufacturing operations. This acquisition enhances the spring products and services available to Lee Spring customers worldwide with the addition of highly experienced resources dedicated to the micro and miniature spring specialty.”
John Evans’ Sons is the oldest springmaker in the U.S., founded in 1850, and has a leading position in the U.S. market. The company has a diversified customer base with long customer relationships, attributable to its expertise and ability to support customers early on in their product development projects. Revenue mainly stems from customers within the medical industry but also from customers in the industrial, construction, aerospace and transportation industries. The production facility is located in Lansdale, Pennsylvania, and the company has 72 employees.SimilartoLesjöfors, John Evans’ Sons has close customer relationships, high
Lesjöfors, part of the Beijer Alma group, recently signed an agreement to acquire the assets and operations of John Evans’ Sons Inc., a leading U.S. spring manufacturer. With the acquisition, Lesjöfors strengthens its U.S. presence and significantly increases its sales to the medical industry, in line with its ambition to build the leading spring, wire and flat strip component group.
FENN, LLC announced that it has acquired the intellectual property of Engineered Machinery Group Inc., which includes the rights to MacBee
Customers with immediate MacBee inquiries can contact FENN at sales@ fenn-torin.com.
Steve Kempf, CEO of Lee Spring, commented that “the acquisition of Dayon Manufacturing, which has over a half-century of miniature spring experience, expands our diverse manufacturing capabilities in support of continued growth and the needs of our customers. We are seeing a trend toward smaller assemblies and micro devices, and this acquisition strengthens our capabilities in this promising area. Dayon Manufacturing’s expertise and focus on miniature spring design and manufacturing is a great fit for our customers and our future. Dayon’s outstanding team and their highly skilled specialization in miniature springs is in perfect alignment with our growing business.”
10.88”
With more than 50 years of experience with wire and tube machinery, Stevens will join FENN as a consultant to continue supporting MacBee product lines. “I am excited to work with the FENN team to continue building and supporting MacBee machinery. I have a true passion for helping our customers and am thrilled to see the MacBee legacy continue with FENN’s resources, support and guidance.”
Although Stevens closed the company in 2013, the MacBee product line continued after being licensed to Stevens’ son, who operated his own firm, aptly named MacBee, until the pandemic forced its closure. Despite the closure, Stevens continued to maintain ownership of all MacBee designs and intellectual property, supporting the product line with his newly formed “John Stevens Consulting” firm. While customers have continued to rely on Stevens for assistance with their MacBee equipment, he was eager to find a new, permanent home for the MacBee rights. This would allow customers to not only purchase new machinery, but to also enjoy a greater depth and breadth of service and spare parts availability.
Founded in 1966, MacBee Engineering was known as an American manufacturer of sink and draw machines, drawbenches, payoffs, takeups, and a variety of ancillary equipment. In 2004, former MacBee vice president John Stevens purchased MacBee Engineering, adding the MacBee product line to his own company, Engineered Machinery Group.
HighlightsGlobal
©iStockphoto.com/DNY59
Lee Spring, a global leader in stock and custom springs, announced the acquisition of Dayon Manufacturing earlier this year. Dayon Manufacturing, located in Farmington, Connecticut and established in 1957, specializes in the design, engineering, and manufacturing of custom miniature and micro springs.
North America
Beijer Alma’s CEO, Henrik Perbeck, commented, “I am excited about this acquisition, which following the acquisition of Plymouth [Spring] in December 2021, underlines Lesjöfors’ potential and ambition to increase scale in the U.S. and build the leading spring, wire and flat strip component group. I am convinced that John Evans’ Sons will thrive under Lesjöfors’ decentralized governance model and [is] a great fit with Beijer Alma’s model for value-adding acquisitions.”
“Since purchasing the company in 2016, revenue has more than doubled and profits have increased exponentially. Our growth strategy has been to offer unparalleled product development support in high technology areas, especially the medical industry, while continuing to provide outstanding quality, service, delivery and price to existing customers. We are excited about our new relationship with Beijer Alma and convinced that by joining forces with Lesjöfors, there will be even more opportunities for significant growth.”
technical expertise and strong emphasis on tailored solutions. The acquisition also enables other opportunities for profitable growth, such as purchasing coordination, cross-selling, resource/knowledge sharing with Lesjöfors’ other U.S. companies.
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in the region. John Evans’ Sons has a long, successful, history and we are excited about what we can achieve together. In addition to a well-matched corporate culture, John Evans’ Sons will strengthen Lesjöfors in the U.S. and enables multiple value creating avenues for Lesjöfors at the same time as John Evan’s Sons can benefit from Lesjöfors’ expertise and footprint. Thus, we are convinced that the companies will strengthen each other going forward.”
8 | SPRINGS | Fall 2022
before us, starting in 1967. Since joining the business in the late 1990s, we have cultivated relationships with our worldclass customers and been the recipients of exceptional raw materials and services from our vendors. Far and away, the biggest contribution to the company’s success has come from our talented workforce and their ongoing pursuit of technical and manufacturing excellence.
Global Highlights
Sam Davey and Pate Banmiller, John Evans’ Sons’ current owners and co-presidents, will remain in their operational roles to continue to develop the business. In line with Lesjöfors’ decentralized organization, the company will continue to operate under its own brand andInmanagement.astatement, Davey and Banmiller added, “We are extremely thankful to our two prior family generations who successfully ran America’s oldest springmaker
Lesjöfors’ president, Ola Tengroth, said, “Through this acquisition, we increase our market share in the U.S. significantly by more than doubling revenue
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THREE
In the spring of 2021, Don Jacobson III of Newcomb Spring Corp. got tired of every manufacturing event being about the need to attract the next generation into manufacturing and decided to do something about it. That’s when he orga nized a new VEX Robotics chapter at his children’s school. The number of students that wanted to participate made it neces sary to divide the group into three teams. These three teams of sixth, seventh and eighth graders had a season straight out of a Disney movie. They went from last place in local events to winning tourna ments throughout Tennessee and even tually qualifying for the Tennessee State Championship. The teams then took the next step and qualified for the VEX World Championship in Dallas,Texas in May 2022, and competed against teams from all over the world.
Along the way they won two first place awards, an excellence award, a judge’s award and the Tennessee Create Award.
Manufacturing Day (MFG Day) is Oct. 7, 2022. As manufacturers seek to fill 4 million high-skill, high-tech and high-paying jobs over the next decade, MFG Day empowers manufacturers to come together to address their collec tive challenges so they can help their communities and future generations thrive. For more information, events/mfg-day-2022-getting-started.www.themanufacturinginstitute.org/visit
The Bristol production operations, a manufacturing facility supporting the company’s Associated Spring brand with approximately 95 employees, serves the U.S. automotive industry and focuses on manu facturing, stamping and assembly of legacy transmission springs and washers. With the ongoing decline in U.S. powertrain automo tive production volumes as manufacturers increase their electric vehicle models, com pounded by the increasingly difficult mac roeconomic environment with heightened inflation and supply chain challenges, the company has decided to close the Bristol operations to make Engineered Compo nents more efficient and cost competitive.
Barnes Group Inc., a global provider of highly engineered products, differ entiated industrial technologies, and innovative solutions, has announced the planned closure of production operations at its Engineered Components facility located in Bristol, Connecticut.
When Jacobson hears about not hav ing students interested in manufacturing, he is putting his time into changing that one robot at a time.
10 | SPRINGS | Fall 2022
Jacobson, in his first year as the team's coach, received the VEX IQ Challenge “Teacher of Year” award in Tennessee for middle school robotics.
Global Highlights
Work performed at the facility will either be transferred to other Engineered Components manufacturing locations or permanently discontinued. The Bristol facility closure is expected to be com pleted by mid-2023.
In 2022, Jacobson is increasing the program by adding an elementary age team for fourth and fifth grade students, as well as helping to guide the high school in their addition of a more advanced team.
No other Engineered Components manufacturing locations are affected by the announcement, other than to support any transferred operations, and it does not impact Barnes’ corporate headquarters, which will continue to be based in Bristol.
Global Highlights International
In addition to many machines and systems in action, there were impressive
The next staging of wire and Tube will take place from April 15-19, 2024, in Düsseldorf, Germany. For further information on visiting or exhibiting at wire or Tube 2024, contact Messe Düsseldorf North America at 312-7815180; email: info@mdna.com; visit www. wire-tradefair.com, www.tube-tradefair. com and www.mdna.com; or via Twitter at twitter.com/mdnachicago.
The titles of general lectures and presenters
Chihiro Ito of NHK Spring Co., Ltd.; “Theoretical Analysis On Contact Large Deformation of Beam with Spring-hinged Supports Under Compressive Forces,” by Dr. Atsumi Ohtsuki of Meijo University; and “Spiral with Low Spring Constant Using Ti-Ni Superelastic Alloy,” by Dr. Hitoo Tokunaga of National Institute of Technology, Kagoshima College.
Two Spring Technological Heritage awards were presented, and videos of Certificate of Commendation were displayed online: No. 39, “TBC Type Continuous Hot Air Furnace of NHK Spring Co., Ltd.”; and No. 40, “A set of Artificial Legs for Competition in the Early Days of TETSUDOU KOUSAIKAI, Imasen Engineering Corporation and Mizuno Corporation.”
Haruhiko Shiba
12 | SPRINGS | Fall 2022
Eight7.
technology and test engineering segments were on display.
“We were all looking forward to wire, we have missed the personal contact in recent years and have learned to appreciate the value of direct customer talks at trade fair events such as wire and Tube,” said Dr.-Ing Uwe-Peter Weigmann, spokesman of the board at WAFIOS AG “We have deliberately chosen our trade fair motto ‘Future Forming Technology’ and thematically found the sweet spot for productivity leaps, ground-breaking new technologies and automation solutions that will enable even more sustainable business in the future. For WAFIOS, innovations have always been in the forefront, and we have once again clearly underlined this with our trade fair program. Customer response was excellent and our stands, both at wire and Tube, were very well attended on all days of the trade fair.”
wire and Tube, the world’s leading trade fairs for the wire, cable and tube and pipe industries, recently closed in Düsseldorf, Germany to successful results. A total of 1,822 exhibitors from more than 50 countries presented their technology highlights on 93,000 square meters of exhibition
For the first time, players in the wire, cable and tube industries participated in Messe Düsseldorf’s ecoMetals campaign. A transformation of these energy-intensive industries toward more sustainability has already been actively supported by Messe Düsseldorf for years. The ecoMetal-trails demonstrated live that the exhibitors at wire and Tube are not only innovative but are also increasingly producing in an energy-efficient and resource-saving way.
was a popular topic in the exhibition halls. “Düsseldorf is and will remain the place to be for these vital industries. Especially in times of sustainable change, it is more important than ever to be represented here in Düsseldorf and in direct exchange with the players in these industries,” stated Bernd Jablonowski, executive director at Messe Düsseldorf “Düsseldorf has paid off again — according to the feedback from the well-attended exhibition halls. Most companies plan to return in 2024.”
“In-depth conversations about the current challenges associated with the global energy transition, new require ments made on machines and equipment and all of this considering sustainability aspects — the need for discussion among exhibitors and visitors in the exhi bition halls was enormous,” confirmed Daniel Ryfisch, project director of wire/ Tube and Flow Technologies
Sustainabilityspace.
general lectures were presented before the meeting via network to 131 applicants, including 112 participants to the question-and-answer session, via Zoom. The opening speech was presented by Haruhiko Shiba, a vicechairperson of JSSE in charge of research activities and an executive managing officer and board member of Chuo Spring Co., Ltd.
were: “Development of a SMP Actuator by FDM 3D Printer,” by Dr. Kohei Takeda of Aichi Institute of Technology; “Effect of Mean Stress On Fatigue Property of High Strength Steel with Artificial Defects Under Cyclic Torsion,” by Mamoru Hayakawa of Nippon Steel Corporation; “Evaluation Method of Rotating Bending Fatigue Properties in Hydrogen Environment,” by Ryo Kawakami of Aichi Steel Corporation; “Texture of Valve Spring Materials by Quenching and Oiltempering,” by Ryuji Enoshita of Meiji University; “In Situ Creep Life Prediction Methods for Modified 9Cr-1Mo Steel,” by Dr. Yuji Nakasone of Tokyo University of Science; “Fatigue Design Method of Springs Based On Probability Theory,” by
trade fair premieres in the exhibition halls: the wire exhibitors in the fastener and springmaking technology segments also presented finished products such as fastener components and industrial springs for the first time. Technical conferences, expert meetings and guided ecoMetals tours of the exhibition halls complemented the exhibitors’ ranges of the two trade fairs in 2022.
wire 2022 featured 1,057 exhibitors from 51 countries on some 53,000 square meters of net exhibition space showcasing wire production and wire processing machines, wire, cable, wire products and manufacturing technology as well as fasteners and springmaking technology including finished products and grid-welding machinery. In addition, innovations from measuring, control
The Japan Society of Spring Engineers (JSSE) held its semiannual Lecture Meeting, including a poster session, via Zoom June
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Imasen Engineering Corporation
Global Highlights
Mizuno Corporation of the Researcher of National Institute for Materials Science.
Bill Schneider
SMI mourns the death of Timothy “Tim” Morris, on June 24, 2022. Morris was the loving husband to Jeanne P. Moyer Morris. Born Sept. 6, 1946, he was the son of Bernard and Doris Caldwell Morris.
Seven technical posters were also displayed over network before the meeting. Question and answer sessions were held by using a breakout room on Zoom. Answers were delivered by a representative of each poster based on questions collected before the meeting via network and in the breakout room.
Obituaries
The lecture meeting concluded with a speech by Dr. Masao Hayakawa, a Chairperson of JSSE and a Chairman
Using Spring Material,” by Dr. Sachiko Ishida of Meiji University, et al
In addition to his wife, he is survived by grandchildren Tyler Morris and Jada Morris and daughter-in-law Charyl Morris.Morris
Schneider loved to party with his many friends, including SMI and CASMI members, who shared drinks and great stories together. He rarely missed a
NHK Spring Co., Ltd.
Tim Morris
Morris was the chairman of the board of directors for James Spring & Wire Co. In his free time, he enjoyed boating, woodworking, gardening and spending time with his grandchildren.
First place poster: “Design and Fabrication of Self-Deployable Structures by
C M Y CM MY CY CMY K 14 | SPRINGS | Fall 2022
CASMI event and always volunteered when needed. He always loved to cheer on the O’Hare Spring bowling team at tournaments.Schneider loved traveling by RV motorhome, which started with early family vacations in the 1970s until after his retirement. One trip took him to the U.S. Southwest and into Mexico. He met a convoy of many motorhomes and drove through Mexico; then the entire convoy was loaded onto a train back to the U.S. About 50 miles into the U.S., he stopped at a small RV park in Portal, Arizona. The following year, he returned to Portal and built a 40-acre horse ranch where he res cued horses and many other animals and officially retired in 2007. Even in retirement, Schneider continued to support CASMI as a volunteer at SpringWorld. n
SMI also mourns the passing of Bill Schneider, 77, who died Jan. 25, 2022, peacefully at his home in Columbus, New Mexico. He was CASMI president in 1980 and served on the SMI board of directors.Schneider founded O’Hare Spring Company in 1964 in Des Plaines, Illinois with his parents, Rudy and Lucille Schneider. His brother, Jim, later joined the company. In 1978, Bill and Jim became 50/50 partners and built several additions to the original factory. In 2007, Bill’s youngest son, John, purchased the company. Today, O’Hare Spring produces 40 million springs annually at its Elk Grove Village, Illinois factory. The company continues to grow and recently purchased new CNC all-servo machines for springs and wireforms up to 6 mm wireSchneiderdiameter.is survived by his wife, four children, seven grandchildren and six great-grandchildren. He was preceded in death by his parents, Lucille (1976) and Rudy (1982), and brother, Jim (2006).
TETSUDOU KOUSAIKAI
Services were held in early July. Memorial contributions may be made to The American Kidney Foundation at: www.kidneyfund.org or the American Heart Association at: P.O. Box 840692 Dallas, TX 75284-0692.
was predeceased by his son, Timothy M. Morris Jr. in 2014; brother William Morris; and sisters Linda Morris and Patricia Lucia.
Second place poster: “In-Situ Microstructural Analysis of Spring Steel During Tensile Testing by EBSD,” by Kosuke Shibairi of NHK Spring Co., Ltd., et al.
Chicago IL 800-767-0408 Bristol CT 800-767-4792 Cleveland OH 800-767-4434 Charlotte NC 800-767-0089 Toronto ONT 800-767-0408 Querétaro MEX 800-767-0408 ©2022 Industrial Steel & Wire Company industeel.com It’s just how we’re From our humble 1935 beginnings as a small local Chicago service center to becoming one of the world's largest steel wire stocking distributors, one goal has remained true: ISW is here to help you bring your ideas to life. Thank you for making us your trusted source for spring, wire form and fastener manufacturing solutions. Count on ISW for: • A complete inventory of competitively-priced carbon, stainless and non-ferrous wire and strip • More than 400,000 sq. ft. of warehousing, strategically located throughout North America • Innovative logistics management services, for inventory efficiencies and cost savings • Expert materials knowledge throughout our support staff • Custom wire and strip services, including straighten and cut, torsion straightening, spooling, and recoiling For over 80 years, ISW has been committed to one goal. To learn more about our steel wire solutions, visit www.industeel.com or call us today. Visit us at CASMI SpringWorld, October 12-14 2022, booth #1014.
CASMI’s Annual Holiday Party is scheduled for Thursday, Dec. 8, 2022, at Cooper’s Hawk Winery and Restaurant, Arlington Heights, Illinois. Members will participate in an informal evening of networking and great food. Each member and guest is asked to contribute a $5 donation at the door, with the proceeds to be given to the Mercy Home for Boys and Girls to assist the less fortunate during the holiday season.
Is the Topic for CASMI’s November Meeting
By Michael Bandy, CASMI, Co-Executive Director
Visit www.casmi-springworld.org and select the SpringWorld tab for important details and to register. Questions? Call CASMI at 630-359-4273, or e-mail info@ casmi-springworld.org.
Annual Holiday Party
The November CASMI membership meeting will take place Thursday, Nov. 10, 2022, at Maggiano’s in Oak Brook, Illinois. CASMI president Tony Pesaresi
Regional AssociationSpringReport
Visit www.casmi-springworld.org for details and registration.
16 | SPRINGS | Fall 2022
CASMI Report
CASMI president Tony Pesaresi and Gene Huber, Jr., SMI president.
SpringWorld Takes Place Oct. 12–14
and his cousin, Gene Huber, Jr., president of SMI, will lead the discussion on the State of the Industry. Both Pesaresi and Huber are third-generation leaders at Winamac Coil Spring, Kewanna, Indiana.Between the pandemic, job market and supply chain issues, the spring industry, like other sectors, has been hit with a string of challenges. This presentation will address these challenges and the opportunities to successfully move ahead as society and the economy recover.
“State of the Industry”
Details will be available on the association’s website this fall at www.casmispringworld.org.
CASMI offers complimentary registration to spring, stamping, fastener, original equipment manufacturer customers of exhibiting companies, and wireform manufacturers. Pre-registration deadline is Sept. 21 and day-of-show walk-ins are welcome at $25 per person.
On the trade show floor, you will see the latest technology available to improve your company’s productivity, quality, and service. SpringWorld also offers free educational seminars, presented by our exhibiting partners, on the show floor.
©iStockphoto.com/ScottHirko
Join your colleagues in Rosemont, Illinois for the 2022 edition of the SpringWorld trade show. Presented by the Chicago Association of Spring Manufacturers, Inc. (CASMI), SpringWorld has delivered results since 1959. SpringWorld provides a unique opportunity to network with other spring manufacturers and wireformers, including one-on-one discussions with others who share your challenges and are ready to discuss solutions providing you with new insights for your business.
Regional Spring Association Report
NESMA worked with the Main Street Community Foundation to offer two $1,050 scholarships. This year’s schol arships were awarded to Dylan Bradley
Our Vanguard committee finished off the recent school year hard at work to make inroads within our local schools, promoting the advantages of manufac turing careers. The group also worked hard to host a Sept. 7 event at the Hart ford Yard Goats minor league baseball game. More than 100 guests were sched uled to attend. They were treated to a picnic dinner sponsored by our Grand Slam Sponsor, Gibbs Interwire and our Home Run Sponsors, Ulbrich and Met allurgical Processing, Inc. We want to thank board member Jake Youmans and
and Emily Seeds and presented to them at a June 22 awards banquet at the Bris tol DoubleTree. We want to thank the scholarship committee, led by Charlie Radcliff, president of Radcliff Wire, for their continued efforts to promote and grow NESMA giving.
Pictured (l-to-r): Kathy Reinhard, Main Street Community Foundation board chair, scholarship recipients Emily Seeds and Dylan Bradley, and Mark Moriarty, Main Street Community Foundation board vice chair. Both Reinhard and Moriarty are members of the scholarship committee.
SPRINGS | Fall 2022 | 17
NESMA members (above and below) came out to support the June 10 event at HW Greens.
We were scheduled to tee it up at Farmington Country Club Aug. 29 for our annual golf outing. This year’s event will see a few modifications, including a new venue and hand-rolled cigars sponsored by Marcum LLP. Our events committee led by Ryan Cutter, presi dent of FENN/Torin, includes Lynette Nadeau, Southington Tool; TJ Barnes, Riverside Investments; Annelise Mackie wicz, FENN/Torin; Dee Babkirk, Central
Connecticut Chambers; William Wase leski, Century Spring Manufacturing; Bob Swanson, United Wire Company and Ted Lucas, Marcum LLP.
By Lucas Karabin, Acme Monaco, NESMA President
NESMA Report
NESMA welcomed summer with a June 10 event at new member HW Greens, Plainville, Connecticut. HW Greens owners Krista and Jeff Ostuno gra ciously set up tents and brought in the “Big Green Pizza Truck” to serve up some great New Haven style pizza. Their exper tise on recycling was initially acquired in a family business, Heavy Weight Inc., a recycling center in Cheshire, Connecti cut. When the previous owners of HW Greens asked them to purchase the busi ness, the Ostunos had their work cut out for them and decided to go all in, making various investments in the business. The downstream recycling of materials has been challenged by high fuel costs, which raises the price to export for melt and could affect an already turbulent metals market. New member Dan Schneider of DWS Machine made a visit to Connecti cut from Illinois for the tour. We want to thank the events committee and all of those who were able to attend.
Leaders In Double Disc Technology
the Vanguard for their steady efforts to make this function a success.
At Anchor Abrasives we specialize in the design and manufacture of resin, epoxy and oxychloride bonded nut inserted discs and cylinders...plus centerless and rollwheels.
Regional Spring Association Report
159573_ANCHR_Spring 2021_SPRINGS Mag Ad_HalfPgIsland.indd 1 3/30/21 11:44 AM 18 | SPRINGS | Fall 2022
Certified to ISO 9001 since 1994.
Today, in our modern manufacturing facility, we are ready to continue our tradition of innovative quality products and unmatched customer service. For more information contact Anchor Abrasives Company, 7651 West 185th Street, Tinley Park, IL 60477 U.S.A. Phone: 708-444-4300; Fax: 708-444-1300.
Our technical committee has worked hard to reinstate our Spring Coiler Set Up program. It has been a long time since our last class, since some were not filled, and others canceled. Our biggest chal lenge has been staffing and the lingering pandemic labor shortages. Classes will take place at Rowley Spring and Stamping, who also maintains a continuing education program. We want to thank the efforts of our technical committee headed by Al Mangels of Lee Spring, along with board member John Higginbotham and past board member John Dellalana. The committee continues to work with local schools, and equipment is being sought for the manufacturing building at Tunxis Community College that is currently being renovated.
Finally, NESMA has been fortunate to add new board members who are contributing in more ways every day. Our board members are vested in sustaining and developing a global leading spring and metalforming industry in New England. We are currently in need of another board member. If you are a local manufacturing member and you’re in the position to contribute, we would love to have you. n
NESMA has recently received inquiries regarding interns. An internship placement location on the website is under development, pending review of a membership survey. All those who opt in will have a chance to place intern candidates for future workforce development. The website and marketing committee, led by Andrea Tarantino, has worked hard to update our logos and offer stickers. If you receive a sticker, please forward him a picture of where it was placed so he can use this in further activities.
Jack and Jeff Shoemaker, second and third generations continuing the tradition at Anchor Abrasives.
www.anchorabrasives.com
Some companies have permits for working at heights, haz ardous chemical work, confined space, critical lifts or hot work, to name a few. One that many readers may be somewhat familiar is a confined space entry permit. If an employee enters a permitrequired confined space, perhaps to clean a dust collector, a written permit must be completed, along with other required items such as (but not limited to) use of a full body harness with lifeline attached, air monitoring of the space, respiratory protection, non-sparking tools, communication devices and
Hot work permits are used for anything not done in the established welding/cutting work area that creates flying sparks, such as welding, cutting or anything heat or spark producing. For example, this permit would grant permission to mainte nance personnel to conduct welding in the shipping depart ment to make a repair. According to a June 2021, National Fire Protection Association (NFPA) report, contributing factors to 40% of hot work fires were due to cutting/welding too close to combustible materials, 40% for other heat source too close to combustibles, 8% mechanical, 7% electrical failure and 4% equipment not operated properly. Each of these is preventable, and a hot work permit is an excellent way to prevent loss.
SPRINGS | Fall 2022 | 19
By Laura Helmrich-Rhodes, CSP, Ed.D.
Two areas where permits are not spelled out in the standard for general industry as required but are suggested to meet the intent of the standard are for 1) hot work and 2) electrical work. This means that the use of a permit is the best way to assure proper communication, and if a permit is not used then some other equally effective means (good luck with that!) must be shown. The OSHA standard for welding incorporated the ANSI B51 standard, which does describe, in detail, the content of hot work permits (see helpful resources below).
Electrical work requires extensive training. I often encounter employees performing electrical tasks outside of their level of formal training. Many have only “on the job training” which may be appropriate for some work tasks, however electrical work is not one of them. In fact, it is an OSHA violation. There are too many variables associated with electrical work, and often decisions have to be made whether to continue with the task
The standard is clear that management is ultimately respon sible for safe hot work and communication of the project. So take a few minutes to discuss, make alternative plans, and establish the safest steps to complete the work, because it is not only in the best interest for accident prevention, but the completed/signed permit will be requested if OSHA comes to investigate an incident.
Be Aware Safety Tips
My summer on-site visits and employee training sessions recently wrapped up and one item that came up with my clients is the discussion of permits. Who is required to have them? Why have permits? How do you implement permits?
formal arrangement for rescue with a rescue service (not neces sarily the local EMS). This is one type of permit your company may need to implement.
Let’s start with which organizations and operations are required to have permits. As always, readers are reminded that this column focuses on federal Occupational Safety and Health Administration (OSHA) regulations; some states and even municipalities have safety regulations that require permits.
Sample hot work permits with an online link can be found on page 20, which shows that obtaining signatures allows work ers, supervisor, managers and contractors time to consider the project and what safeguards are necessary. Every permit should ask questions like: Is the person performing the task adequately trained? Are ordinary combustibles within 35 feet of the task removed or properly covered? Who will be the fire watch 30 minutes after the work is completed to assure that a fire does not ensue? How will other employees be protected while work is completed?
The focus of this article is limited to safety-related topics. Hazardous materials, storage, waste and disposal are separate discussions.Permitsare formal, internal documents which not only give consent, they also force communication among workers, super visors, management and even contractors, stating exactly what work will be performed. It is unlike a checklist. For example, the OSHA required pre-shift inspection checklist of a forklift can be initialed by an employee, but assured to be done by the supervisor and manager. It doesn’t really require a conversa tion; it is either completed or not. A permit causes workers, supervisors and managers to have a conversation about the work to be done. Lack of communication is often a root cause for devastating fires and employee injuries/deaths. Anything that can be done to avoid such events is worthy of consider ation, and an obligation for certain on-site work activities in certain industries. Permits are more extensive than a checklist.
Laura Helmrich-Rhodes, CSP, Ed.D., is an independent regulations compliance consultant to the Spring Manufacturers Institute (SMI). A former member of PA/OSHA Consultation, she is an associate professor in the Safety Sciences Department at Indiana University of Pennsylvania where she teaches graduate and undergradu ate classes on topics such as OSHA standards, safety communications, workers’ compensation and human relations. Rhodes is available for safety advice and information. Contact SMI at 630-495-8588 or laurahrhodes@gmail.com.
Does Your Company Need OSHA Permits?
OSHA letter of interpretation regarding electrical work. Important information: standardinterpretations/2006-11-14https://www.osha.gov/laws-regs/
information for
Confined Space
29 CFR 1910.119 Process safety for highly hazardous chemicals normally associated the spring and wire good hazard controls
Permits should be typed documents that are printed and signed. They are only good for a set duration, a shift or task completion for example. The permit may be in the physical form of a “tag” created by the employer or purchased from a safety supply company. The key is that they should not be “reusable” (write on-wipe off). Completed permits should be accumulated by the safety manager (HR manager or safety committee in the absence of a safety manager) for the previous year and reviewed to see what improvements can be made in the safety program. Annual review is an OSHA requirement for several safety programs including permit-required confined space standard and is considered a best safety management practice for any other permit program.
A permit allows electrically trained employees to discuss concerns, safeguards, choose appropriate protective equipment needed and take their time, all with management oversight. The hazardous energy control standards (29 CFR 1910.147 and the electrical standards found in 29 CFR 1910 Subpart S) require any hardwired electrical equipment to have written shutdown/ startup procedures, among other safeguards. Procedures are also not permits, since they are regular tasks for service and maintenance. An electrical permit may have a question about established“Non-routineprocedures.taskpermits”
and management of change.)
Is there new machinery or new process line being installed? This is a time to manage the change by creating a non-routine task permit that will force a risk assessment and management approval to conduct work.
are rising in popularity and part of many mature safety programs. Growing concern for the many accidents associated with employees unfamiliar with the task has many organizations turning to permits to assess risk and solidify authority.
BLANK.pdfhttps://ehs.ua.edu/wp-content/uploads/2020/05/HOT-WORK-PERMIT-https://apps.pittsburghpa.gov/pcsc/HOT_WORK_PERMIT_January-16.pdf Required Precautions Checklist Completed Date___________________________by_____________________________________________ Fire extinguishers and available sprinklers are in service and operable. work equipment is in good repair. Requirements within 35 feet of the hot work: Combustible materials, flammable liquids, dusts, lint, and oily deposits removed. Any combustible determined unable to move has been protected with fire-resistive tarpaulins or metal shields. Explosive atmospheres have been eliminated. Floors are swept clean. Combustible floors down covered with fire-resistive shields fire-resistive sheets. All edges of covers at the floor are tight to prevent sparks from going under the coverings. All floor and wall openings covered. Fire-resistant tarpaulins suspended beneath the work. Protect shut-down ducts and that might sparks to distant combustibles. systems sprinkler systems prevent unnecessary during Work walls, ceilings, roof: covering Combustibles other side of walls, ceilings roofs moved protected, shielded. equipment: Enclosed equipment is cleaned of all combustibles. purged liquids/vapors atmospheric testing explosion Pressurized vessels, piping and equipment removed from service, isolated and vented. Concerns noted during the checklist review: office only: Reviewer: Date Approved: City of Pittsburgh Safety Manual January HOT WORK PERMIT Introduction: This procedure establishes the minimum acceptable requirements for the completion of hot work, defined by OSHA CFR 1910.252, for City of Pittsburgh employees and contractors. Hot work is defined as any operation that is not part of a fixed process or equipment that requires gas or electric welding, cutting, grinding, brazing or similar spark producing operation. This does not apply to permanent hot work fire safety in these is the responsibility of the department supervisor. Responsibilities: The department supervisor is responsible for ensuring that approval for hot work is given by authorized department representative(s) based the requirements set forth in the Hot Work Permit. The department supervisor is responsible for ensuring that only qualified individuals perform hot work. The department supervisor is responsible for ensuring that permits being completed by City of Pittsburgh employees and contractors required by this procedure. The department supervisor is responsible for authorizing all hot work within the areas of his/her responsibility. The department supervisor is responsible for monitoring the fire alarm system during hot work. The department supervisor or designee is responsible for auditing hot work jobs to ensure compliance with this procedure and standards. Any qualified employee that is to conduct hot work is responsible for ensuring that all items listed the Hot Work Permit have been adequately addressed prior conducting any hot work operation. This includes the use of appropriate PPE (face, hand and cotton or flame retardant clothing). All qualified employees responsible for reporting any fires immediately to 911. The Safety Manageror designee is responsible for training department representatives in the provisions of the hot work program. Requirements: Training will be provided by the Safety Manageror designee the appropriate of the Hot Work Permit and all provisions and applications of this procedure. The attached Hot Work Permit must be completed by the individual(s) performing the operation and authorized by the department supervisor trained in the provisions of the hot work program. A Hot Work Permit must be completed prior to any hot work being performed. Permits must be posted in the area of the hot work for the duration of the hot work operation. Completed permits be returned the Department of Personnel Safety Office after completion of the job. Contractors working on site must comply with the requirements of the permit.
Sample
Helpful Links
or wait for proper equipment, conditions or even other more highly skilled personnel. Often this is maintenance work that is unusual, and never at a convenient time.
Another common term in business, as well as accident prevention, is management of change (MOC), non-routine task permits that are necessary (and required for chemical processing companies). Are there jobs that are done annually or even every couple of years so that there are no set protocols?
OSHA Obligations
(Not
When managers, supervisors and trained employees are forced to have a conversation about a task, it is less likely that an injury or fire/explosion will occur. When a person knows they are responsible and accountable for safety, greater care is likely to occur. A signature can make anyone think twice. Formally establishing and delineating responsibilities, accountabilities and authority are lacking in many small employers and not just for safety! Often managers and supervisors are unclear on who is in charge when it comes to safety. Implementing permit programs is one way to clearly communicate all three and ultimately avoid devastating fires and employee injury. n
with
29 CFR 1910.146 Permit Required
Hot Work Permits for Employees and Contractors City of Pittsburgh Safety Manual January 2016 CITY OF PITTSBURGH HOT WORK PERMIT Completed permit must be displayed in the work area Department/Company: Date authorized: Location of Work: Object Description of work:_________________________________________________________ Can operation be performed outdoors? Yes* No + *Must still complete permit if outdoors. +consider redirecting operation outdoors WATCH (to completion operation): (circle answer) Person Responsible: Fire extinguisher available: Yes Fire Extinguisher suitable for class of fire: Yes Type of extinguisher: Class A B C D Location of extinguisher: Responsible person trained in it's use: Yes Location of nearest alarm: AREA (within 35 feet of operation): (circle answer) Floor swept clean of combustibles: Yes No Not Applicable Combustible materials and flammable liquids removed: Yes No Not Applicable *if not, materials covered with flameproof Yes Not Applicable Floor/wall openings cracks guarded: Yes No Not Applicable *if guarding is possible, this permit extends below/adjacent operation Walls/Ceilings Applicable LEL measured and less than 10%: Yes No Not Applicable Conductive heat hazards eliminated: Yes No Not Applicable EQUIPMENT Cutting and/or welding equipment in good repair: Yes No Not Applicable Pipes, vessels, hollow spaces, cavities or containers purged: Yes No Not Applicable Piping systems blanked disconnected: Yes No Not Applicable Equipment free from combustibles: Yes No Not Applicable Ducts/Conveyor systems shut down prevent sparks from traveling distant combustibles: Yes No Not Applicable SPECIAL PRECAUTIONS: Permit expires: Date: Time: (One shift, per work crew) Person performing work: Signature Authorization granted: City of Pittsburgh Authorized Representative Final Inspection: To be completed by Fire Watch Date:__________ Time:__________ Conducted By: CAUTION: If sprinkler system exists do not perform Hot Work in areas in which the sprinkler system has been impaired without approval of the Safety Manager. HOT WORK PERMIT This Hot Work Permit is required before any temporary operation involving open flames that produces heat and/or sparks. This includes, but is not limited to, brazing, cutting, grinding, soldering, torch applied roofing and welding. Before initiating hot work, this job be avoided? Duration or Date(s) Hot Work Requested: Time(s) of Hot Work: Condition of Hot Work Location (Closed/Partially Occupied/Phased Work): Hot Work Being Done By: □ Contractor(s), Name Employee(s), Name Contact Number(s) Building and Room Number or Area Description: Nature Description of Hot Work: Name of Employee(s) Contractor(s) Performing Hot Work: Assigned Contact Number(s) for this individual: Fire watch/hot work area monitoring: Fire watch will be provided during and for 60 minutes after work, including during breaks. Fire watch is supplied with suitable extinguishers and is trained in of equipment, sounding the alarm and contacting authorities (fire/police). Fire watch may be required in adjoining areas, above and below the work. job complete. The address for the location of work is verify the above conditions have been examined, the precautions checked under the Required Precautions Checklist have been taken prevent fire, and will be overseeing this hot work. Signature of Operations Supervisor It is the operations supervisor’s responsibility verify all precautions listed have been addressed, complete this form and post it at the jobsite once it has been reviewed and approved. Also assure all persons performing the work have been instructed in the fire safety precautions relative to the job. 20 | SPRINGS | Fall 2022
29 CFR 1910 Subpart Q Standard for Fire Prevention in Use of Cutting and Welding Processes, National Fire Protection Association (NFPA) Standard 51B
industry;
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SawtoothTriangleSquareSine SPRINGS | Fall 2022 | 23
Dean of Springs
Valve spring manufacturers have to deal with this issue all the time. Engine designers must also frequently deal with this issue because of the cam design. The designers will change cam designs to speed up or slow down the opening or closing speed to control power output and emissions.
The computer modules are at best approximations, because they are based on the material tensile strength and do not take into account the material fracture toughness or normal material variations (sorry computer wizards, you still have a long way to go). The modules that use actual test data tend to have greater accuracy, but are frequently derived from a single source material, so there can be some material effect that can be minimized with the use of a sound statistical analysis.
By Dan Sebastian
O
Sine Wave Investopedia
ne of the most common calls we receive from springmakers is that the SMI Advanced Spring Design (ASD7) software predicts very long life, but in application the springs are failing prematurely. The first thing you must understand is the data used in most modules is derived from one of two methods: mathematical modules using computer simulations, or data derived from testing.
The difference between sinusoidal and other methods of loading can result in orders of magnitude in fatigue life.
Summary
Dan Sebastian is a former SMI president and currently serves as a technical consultant to the association. He holds a degree in metallurgical engineering from Lehigh University and his industry career spans more than four decades in various technical and management roles. He may be reached by contacting SMI at 630-495-8588.
TimeAmplitude
Extension springs present their own special problems in fatigue application. The initial tension can vary in manufacturing, which can change the speed during a release.
Test derived data is usually from sinusoidal testing, and most applications are far from that type of loading.
Why Do Springs Fail Sooner Than the Software Predicts?
Other methods of loading are more common, the most problematic being impact loading and/or unloading (square waves or sawtooth).
Stress range can also impact fatigue life. Most design programs take stress range into account when calculating fatigue life, but the larger the range, the greater the variance from the predicted life. This is seen most dramatically in vibration control springs. The fact that the spring is both pushed and pulled can result in passing through the neutral position, which greatly magnifies the calculated stress range.
Computer design programs can provide an estimate of fatigue life, but it is only an indicator. The actual application can cause material variations from the design model. Keep in mind two of the greatest impacts to the life of any spring are the environmental conditions present and the ability of the material to resist the environment. n
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Strengthening Mechanisms
Background Information
I refer to solid solution strengthening as strength through chem istry. In the materials design philosophy chart (Figure 1), this is the composition block. As alloying elements are added to the base metal, straining of the material occurs due to the size difference of the alloying element atoms. The atoms can go into substitutional or interstitial solid solution. The strain created, due to the change in composition, provides the resistance to dislocation motion and the increase in strength.
A material with a specific composition is processed in a given operation. The combination of the material and the processing, results in a particular structure (metallurgical microstructure). The microstructure in turn results in specific material proper ties. In reality, the process of design occurs from right to left. Engineers are interested in specific material properties, which in turn are dependent on the structure, which is a function of designed processing of a material with a specific composition.
Figure 1. Materials Design Philosophy
Technically Speaking
• Strengthening due to precipitation hardening
By C. Richard Gordon
• Strengthening through strain hardening (cold working — wire drawing — wire rolling)
SPRINGS | Spring 2022 | 25
Strengthening Mechanisms in Springmaking Materials
point defects such as vacancies, line defects such as dislocations, planar defects such as grain boundaries and volume defects such as precipitates. Dislocations are generated when a material is deformed. Any imperfection that causes resistance to dislocation movement is responsible for increasing the material’s strength.
I occasionally get questions from SMI members about springmaking materials which range from basic material concepts to more advanced subjects. Material tensile strength in combination with ductility are two important elements for spring applications.
In this article, I will review the common strengthening mechanisms in springmaking materials.
Materials Design Philosophy
The following is a list of the strengthening mechanisms that will be discussed in this article.
• Solid solution strengthening
• Strengthening through grain size reduction
• Strengthening due to phase changes — heat treatment to form martensite, tempered martensite and bainite
In the Fall 2019 issue of Springs1, I discussed the engineering concept known as the materials design philosophy, which can be used as a tool to better understand composition-property relationships. Briefly, the materials design philosophy shows the relationship between the material composition and the final product properties (Figure 1).
C. Richard (Rick) Gordon is the technical director for SMI. He is available to help SMI members and non-members with metallurgical challenges such as fatigue life, corrosion, material and process-related problems. He is also available to help manage and oversee processes related to failure analysis. This includes sourcing reputable testing labs throughout North America, forwarding member requests to the appropriate lab and reporting results and recommendations. He can be reached at c.richard.gordon@gmail.com or 574-514-9367.
Metals are crystalline materials. They contain many crystals of various orientations. Individual crystals are called grains. Crystals contain various types of defects or imperfections, ranging from
Composition Processing Structure Properties
Solid Solution Strengthening
For springmaking materials, the wire rod and wire go through additional processes which result in the final product properties as discussed below.
Strengthening Through Grain Size Reduction
The size of the grains (crystals) can have an impact on the resis tance of the material to deformation. With smaller grains, there are more grain boundaries. The increase in grain boundaries is responsible for the increased resistance to dislocation motion, resulting in an increase in strength. Reduction in grain size can be accomplished through a cold working and heat-treating process. In our materials design philosophy chart, this is the processing block. Grain size is included in the structure block and the increase in strength falls within the property block.
wire and 0.030 in. diameter
Strengthening Through Strain Hardening
In steel, heat treating processes are designed to form harder or higher strength microstructures such as bainite and tempered martensite. Figure 4 shows the tensile test properties of pearlite and bainite in a eutectoid steel. Isothermal transformation temperatures are shown4. The oil tempering process for production of carbon steel and alloy tempered martensite products was discussed in detail in the Springs Winter 2022 edition2 Figure 5 shows an expanded version of the materials design philosophy diagram for patenting and oil tempering.
Strain hardening is the cold working that occurs in the wire drawing or wire rolling process — the processing block in the expanded materials design philosophy diagram shown in Figure 2. Dislocations are generated in this deformation process. The resulting cold drawn or rolled microstructure is included in the structure block. The increase in strength falls within the properties box.
0.218 in. diameter
Figure 3 is an excellent example, which shows the combination of strengthening through strain hardening along with strengthening due to grain size reduction in 302 stainless steel. Each curve represents a unique material starting size in the annealed condition. First, we observe that the tensile strength increases with increasing cold reduction for each of the materials. Dislocations are generated at each reduction step and account for the increase in strength with increased reduction. The curves for each diameter are morphologically the same. The as-received rod grain size is typically not totally uniform. In addition, the starting material will likely have a larger starting grain size. The annealing conditions (time — temperature) will affect grain size. The observed increases in tensile strength for the annealed 0.125 in. and 0.030 in. wires indicate a smaller grain size for each material, respectively. Smaller grains present more barriers for dislocation movement which result in higher tensile strength.
Strengthening Due to Phase Changes
process wire3 Figure 4. Tensile test properties of pearlite and bainite in a eutectoid steel4 (Reprinted with permission, Association for Iron & Steel Technology). 100 120 140 160 180 200 220 240 50403020100 Tensile Strength (1000 psi) (%)2”)(%ElongationinandReductionofArea ReductionofArea PearlitePearliteElongation BainiteBainite.80C .74Mn 650 750850925 102511001200 1300 Figure 2. Materials Design Philosophy — Expanded for Wire Drawing2 Composition Processing Structure
Change Wire Properties: Tensile Ductility,Strength,etc. Cold drawn structure or cold rolled structure Wire Drawing Change Wire Size/Diameter &/or Shape D1 D2 D1 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 300280260240220200180160140120100(ksi)StrengthTensile Cold Reduction — Percent 0.218” Rod 0.125” Anneal 0.030” Anneal 26 | SPRINGS | Fall 2022
0.125 in.
Figure 3. Stainless steel grade 302 cold working curves for rod, diameter annealed process annealed Properties
3. T. Bartel, Material Characteristics & How They Originate, Springs, Spring 2018, Vol. 57, No. 2 p.40.
Structure
5. T. Bartel, Heat Treating, Springs, Spring 2018, Vol. 57, No. 2 p.38.
5. Materials Design Philosophy — Expanded for the Patenting and Oil Tempering Processes2
Figure 6. Aging study results for 0.078 in. diameter 17-7 PH stainless steel in condition C. Various aging times are superimposed on the temperature curves to show optimum property development. Trend lines were added to smooth the data5 TemperingTempering/Induction tensile: 244.5
4. The Making, Shaping and Treating of Steel, (10th ed.). (1985). AISE, Pittsburgh, PA: Herbrick & Held.
Change Wire Properties: Tensile Ductility,Strength,etc. Ferrite & Pearlite Bainite Patenting Quenched & Tempered Martensite Oil
References
Composition Processing Properties
Strengthening Due to Precipitation Hardening
Figure 6 shows a plot of strength versus aging (precipitating) temperature for 0.078 in. diameter grade 17-7 PH wire for several heat treatment times. It is useful to look at the samples aged for 60 minutes. With increasing temperature up to approximately 900°F, strength increases to a maximum. With further increasing temperature, strength decreases. This reduction in strength is referred to as overaging and occurs as a result of coarsening of the precipitates and changes that occur at the precipitate-matrix boundary. A partial list of additional springmaking materials which take advantage of this strengthening mechanism include Copper – beryllium, Monel K500, Inconel 718, Inconel X-750, Elgiloy and MP35N.
Summary
SMI has a team of experts, who speak the language of springs, ready to assist you. It could be a metallurgy question about fatigue life or corrosion, or perhaps you need help with a spring design and the use of materials when manufacturing springs. To find out how SMI Technical Services can help you, phone 630-460-8588 or www.smihq.org/springsadvice.visit
SPRINGS | Fall 2022 | 27
600 725 850 975 1100 310.0297.5285.0272.5260.0Strength—ksi Aging Temperature — F Aged 60 minAged 30 min Aged 5 min As drawn
ksi
1. Gordon, C.R., Springmaking Materials/Materials Design Philosophy, Springs, Fall 2019, p.23.
In this article, the materials design philosophy was used as a tool to describe the mechanisms contributing to strength in springmaking materials. Each of the topics in this article will be treated in detail in the Spring Design 207 course currently being developed. n
2. Gordon, C.R., Advances in Springmaking Materials – Part 3: Wire Drawing and Heat Treating, Springs , Winter 2022, p.21.
Figure
The strength and hardness of some metal alloys can be enhanced by the formation of extremely fine uniformly distributed particles of a second phase within the original metal matrix. The second phase particles are called precipitates. The formation of these particles results from an additional heat treatment after spring forming. The key point is that the precipitates create additional strain in the metal matrix, and as such increase the resistance to dislocation movement. The growth of the precipitates and extent of strengthening is dependent on the time and temperature of the precipitation heat treatment.
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Modern customer relationship management (CRM) systems and old-fashioned communication are just two of many ways the spring industry is helping manage customers’ expectations, along with providing clear timelines, promoting a culture of transparency and honesty, and insisting on regular follow up with customers.
“Right now, we're in challenging times because everybody's got a problem with supply chain issues,” said Hautala. “We're lucky enough to work with one of our vendors, Graco, that is bringing their production back again to the U.S.”
Hautala said they anticipated supply chain shortages and bloated their inventory just slightly before COVID-19 first broke out.
Though not part of the spring industry, Hautala can relate to the common test that springmakers face of short lead times and material shortages.
For Hautala, managing customer expectations boils down to being honest with the customer. He admits that honesty has probably cost the company a few orders along the way. “If it's going to take 16 weeks to get a part, we say ‘It's going to be 16 weeks.’”
“Supply chain issues are affecting everyone, but you can look at it one of two ways,” explained Hautala. “Someone once said that ‘we all wish we lived in a more tranquil and organized world. But when times are difficult and challenging, they’re also filled with more opportunity.’”
“The gentleman who's the investor in our company said, ‘We're going to have a problem with getting inventory.’ And I said, ‘I agree with you.’”
By Gary McCoy QUITE
Another Perspective
CUSTOMERS’MANAGING EXPECTATIONS
ave you ever heard a company leader say or post on their website: “Our goal is to provide lousy customer service”? Everyone strives for excellent customer service, and many will go to extreme lengths to make it happen, such as working longer hours or weekends or making additional phone calls to obtain materials from new supply sources. It’s inevitable that every company will fall short of the mark at some point. It’s how you respond to any missteps that can make the difference. There’s a clearly a wide spectrum from “failing” to “exceeding” expectations.
As a result, MotionSource put together a plan that reviewed what items they sell most often and to put those in stock. In
H
Due to COVID-19, uncertain commodity prices and supply chain shortages, customer service has never been more challenging. Managing the expectations that customers have about the availability of products, delivery dates and pricing are among the many challenges that will be examined in this article.
This article includes the expertise of two veterans within the spring industry, and an outside perspective from the leader of a company that features a thriving culture promoting excellence in customer service. There’s also a short piece from Brian Durkin, quality manager at Ace Wire & Spring Co. in McKees Rocks, Pennsylvania, on Page 32, providing a springmakers point of view about managing customers’ expectations. We also present an article on Page 34 on how to bust out of customer service fatigue from Laurie Guest, an authority on customer service excellence.
Hautala says honesty and transparency is something he also expects from his suppliers. “Don’t tell me what I want to hear, tell me what I need to hear.”
Chip Hautala is the CEO of MotionSource International , based in Solon, Ohio. MotionSource is a company formed by engineers and executives from different facets of the hydraulic and industrial lubrication industry. Founded in 2012, MotionSource has quickly grown to become the nation’s foremost supplier of such brands as Graco, Trabon, Simatec, RAASM, Bijur, Lincoln, NOSHOK, Baldor and Parker.
30 | SPRINGS | Fall 2022
He explained that one of their pump suppliers currently has a lead time of Nov. 2023 to fill orders. Because of this extended time period, Hautala said they had to pass along to their customer, who wanted pumps from that company, the long time it would take to fill their order. To solve the problem, Hautala said they offered to switch the customer to a different line of similar pumps that could be shipped within a week or two.
FAIL GOODTRY NOT
He values making sure the customer is heard and understood. “When a human being knows they have been heard, they feel special. And then they are confident that you’re going to help them out.”
Hautala said he’s had people say, “Well, you’re my boss. If you tell me to lie, I’m going to lie.”
Dishonesty is one thing that Hautala can’t tolerate. He tells his employees, “If you’re dishonest with someone, that’s going to last forever, and they’re going to tell everybody about that. If you’re honest with people, they’re also going to remember that. And even if it’s bad news.”
Hautala says they work with a lot of maintenance managers and process engineers, and he said they have to find a way to make the customer look like rockstars even when the news is bad.
Hautala said even if customers didn’t order the products, they went ahead and brought them in. He further stated that even if customers didn't want the products right away, they stocked them so they could supply each customer at the right time.
“The power of CRM is not trying to remember who you have to call
A People Business
addition, they contacted their regular customers and suggested they might want to order the same quantity of items they had historically ordered.
Bozart has observed toxic work environments where upper management doesn’t manage at a human level and opts for screaming and yelling. He believes a calm and measured approach is the best way to treat employees, which trickles down to the way customers are serviced to help meet their expectations.
Hautala believes in hiring for culture, “because you can always teach people skills.” He also believes in open book management. In addition to meeting weekly with his sales and customer service managers, Hautala holds monthly meetings with the entire team. "We review financial information with our employees, and we don’t hold anything back.”
Bozart believes it is a mistake to automatically produce a solution that fits with what your company already manufactures, but is not necessarily something the customer needs.
He believes communication is the key to managing customers’ expectations and remaining optimistic with them. “You can be pessimistic about things, and it will turn out that way, or you can remain optimistic with customers and employees and team members and say, ‘This is the way things are going to be.’”
Bozart says that as a supplier, he needs to understand that his customers are also facing the same supply chain challenges as his own company. He advocates that establishing clear timelines with customers is paramount.
He said it’s better to get slapped down once, because he believes customers will return, knowing that you are honest with them.
“Of course, the answer I’m looking for is: It’s never OK to lie. If you’re hiring me for that, then I’m not going to work for you.” Hautala says those who won’t lie are always the people he hires.
In addition to honest communication with customers, Hautala says they use a CRM system to stay in touch with customers on a regular basis.
GOT IT DONE DONEWELL EXCEEDED SPRINGS | Fall 2022 | 31
Well-known in the spring industry for his energy and enthusiasm, Danny Bozart is the strategic business development director/ regional sales manager for Sumiden Wire Products Corporation Regarding managing customers’ expectations, Bozart says he’s always believed that “we’re just people dealing with each other, no matter what product it is.”
Bozart says one of the lessons he’s learned during his career is not to assume anything. “In my younger years, I would be quick to assume that I knew what the customer’s problem was and how I was going to solve it for them and service them.”
each day, because the CRM system reminds you.” He said while older and younger workers handle customer service differently, CRM has meshed well with the different generations represented within his company.
Regardless of generation, communication is the most important tool. “I tell my team to put themselves in the place of the customer. The person on the other end of the phone needs to know real answers because their reputation is on the line.”
“The number one thing is you have to be very open and honest, and communicating with the customer and not overpromise, especially in today's world,” said Bozart. “You're better off letting an order go if it doesn't completely fit your wheelhouse and you can’t meet their expectations on delivery.”
One of the questions he will ask when interviewing potential new employees is, “Tell me one instance in business where it’s OK to lie to people.”
Bozart says in today’s environment of supply chain challenges, many companies have been forced to operate in a reactive mode. “They’re just trying to plug holes in the boat.”
As much as Bozart likes to pick up the phone and handle customers with an “old school approach,” he says for some customers, it’s just easier for them to hit a couple of buttons and they’ve got all the answers on their screen.
He says even if you are having trouble supplying a customer, there may be opportunities to help them by sharing information, even if it’s not your product. “For instance, you could say to a customer, ‘I don’t sell you cardboard packaging, but we buy
Bozart also appreciates the times when his company can share a portal with a customer, “the kind where a customer can log in and see where their order is at in the process. They can also look at our inventory.”
Bozart is a big believer in empowering his employees to solve problems for customers. “I don’t want sales reps to live in fear. If people are feeling afraid or not heard, they either stop working and quit, or work at 25% effort.”
“You have to know your customers, because a younger buyer is probably not going to want you to call them a whole lot,” explained Bozart. “You must be careful about that. If you keep calling and leaving messages, you could tick them off.”
Most of all, he wants employees to know that if mistakes or problems happen, that they can be honest with customers without fear of reprisal. “I want them to be honest and look for ways to shine with customers. I want them to be proactive and not be in fear of telling the truth.”
He said younger buyers will typically respond quicker to an email, text message or a LinkedIn message. “There are still some older buyers who want a phone call. The bottom line is, you need to know your customers and their preferred communication method.”
In ISO nomenclature, the process of identifying customer expectations is
called ‘contract review.’ Contract review should include more than just price, quantity and delivery date. A checklist can be developed that includes the topics that need to be addressed, and even to confirm that a topic is not applicable. For instance, are the parts shipping to a domestic or foreign address? Are there any special processes? Do they need to be performed by a customer–approved supplier or a NADCAP-certified supplier?
Bozart believes customers today are very dependent on the suppliers they have. “So as a supplier, you have to communicate exactly what you can do,” explained Bozart. In addition, he says you can’t assume a customer is OK with an order being delivered two days late.
“CRM systems are good internally,” says Bozart. “If one of your employees is out for the day, another colleague can log into the system and can see that, for instance, a package needs to be shipped today and it needs to be packaged differently.”
Bozart said every company should try to be “the Chick-fil-A of their space,” because they have mastered the art of customer service. He recalls a chance meeting about 20 years ago when he met a man on an airplane who was part of upper management at Chick-fil-A. “He told me you have to be a ‘boots on the ground’ type of person to be a store operator. They don’t have owners. You can’t just come in and buy a bunch of stores. He said if you go into one of their stores and see someone who looks likes like a manager, there’s a good chance that they are the operator because they are heavily involved in the operations.”
Regarding his views on customer expectations, Dan Foster admits that it was a lot easier a few years ago. Foster has been the vice president of sales for Industrial Steel and Wire (ISW) since 2011. Prior to that he worked at Sivaco Wire Group for 23 years as director of sales and marketing.
While Bozart says his approach to meeting customers’ expectation is relatively simple, he’s also a big believer in taking advantage of CRM systems, whether it is their own internal system or one of their supplier’s.
Foster says in the distribution world, there used to be three major questions: “Do you have it? What's your price? When can I get it?”
Not as Easy as it Used to Be
Expectation is another term for specification, and both are best when they are clear, concise and unambiguous. By meeting all expectations, you contribute to your customer’s success. When your customers are successful, they are happy.
CMTR, Environmental compliance? What about a test report, a FAIR or FAAT? The list can be large, but a checklist can mitigate distractions, interruptions, and slips in memory or routine.
ours from this guy and they’re fantastic.’ I believe in developing friendships and forging deep bonds so that when things improve, they will hopefully send you orders.”
A Springmaker Looks at Managing Customers’ Expectations
Manufacturing a part correctly for a customer is only the beginning of managing customer expectations. To manage customer expectations, they need to be known. Once known, they need to be effectively communicated to your colleagues that have the responsibility to make sure those expectations are met. Each and every expectation needs to be met. Do it once, do it right.
By Brian L. Durkin, Quality Manager, Ace Wire Spring & Form Co.
32 | SPRINGS | Fall 2022
What about other certifications? CofC,
One final thing Bozart points out in managing customers’ expectations is recognizing generational differences.
The blog cites five strategies to manager customer expec tations that include: openly discuss solutions, provide clear timelines, be transparent and honest, remain optimistic but realistic, and follow up regularly.
Foster says the aim is to satisfy every customer 100% of the time, but recognizes some factors can’t be controlled.
“We all have issues, but the more transparent we are with our customers, the more information we provide, the less we have to perform in a sales mode. It allows us to perform more in relationship-type selling mode,” said Foster.
SPRINGS | Fall 2022 | 33
Now he sees the distribution business at a crossroads, with one part of the world in a transactional mode and the other in a consultative position.
ISW associates know that if they bring something up, they will be provided with an answer very quickly. “There are three ways to do it,” says Foster. “Either I can fix it, they can fix it, or it can’t be fixed. And if it can’t be fixed, let’s understand, accept and communicate this.”
“The reality is, we will be looking at different faces and different challenges down the road,” concluded Foster. “The common threads are the values that guide us. For ISW that is being responsive to needs and supportive on the communications side, with an openness and a sincere willingness to help people. It’s just how we’re wired.”
Strategies to Manage Customer Expectations
He said they do the same for customers. “We have to be transparent and honest. Trust with our customers is vital. We will do everything we can to find solutions to their problems, keeping them informed every step of the way. If we have exhausted all possible solutions, people understand.”
Foster acknowledges that problems occur, but is proud of the transparency of ISW employees when dealing with customers and team members, which is essential for prolonging the values the Furlong family has instilled in the company for the last 85 years.
Reference:
“It’s very easy for any company to forget the plan or road map they have. But our pledge has been gold for us, because no matter how tired you are, no matter how busy you are, you remember that pledge is there.”
With a laugh, Foster says, “My book is going to be very short!”
In a blog1 by Team Support, an award-winning business-tobusiness (B2B)-focused customer support software solution, they cite an Institute of Customer Service study which found that 60% of consumers favor a balance of price and service and are unwilling to accept poor customer service in exchange for lower prices. “However, the way to exceed the norm and maintain happy clients in the long term is to manage their expectations from start to finish.”
1. “5 Strategies for Managing Customer Expectations,” https://www. teamsupport.com/blog/5-tips-managing-customer-expectations
“Part of our pledge is to get back to customers with a quote in an hour, or 24 hours with a quote for a special project,” said Foster.
These are all great strategies and many that the spring industry is already following. During the unprecedented times the industry has faced during the past two years, the critical challenge for springmakers and their suppliers continues to be how to meet and exceed customer expectations. That goal is the same for everyone, but how you execute this to your unique customer base is going to look different for everyone. n
Foster says there have been millions of books written of customer satisfaction, customer service and ways to do things. “Our role as a company is to try to keep it very simple, which is to get out of the customer’s way and make it easy for them. It’s that effort I talked about earlier; if we can accomplish that, we will be successful.”
“To best service our transactional customers, we have invested in digital technology to make finding an answer as quick and easy as possible,” explained Foster. “Consultative customers rely on ISW for a product at a competitive price, but their world is very complex dealing with the automotive or aerospace industries. When we invest in our associates, we not only train them to be responsive, but also how to process complex information for the customer who needs expert experience-driven support.”
The pledge outlines the company’s expert people, helpful service, extensive inventory, reliable logistics and responsive process. “It’s our commitment to making our customers’ lives easier, and we are constantly focused on reducing the customer effort required for any transaction,” said Foster.
Foster acknowledges that the spring industry is at a crossroads with companies impacted by supply chain challenges, global economy concerns, vendor consolidation and employee attrition.
Foster reflects that after more than 30 years in the busi ness, meeting customer expectations is still something that keeps him up at night.
He said, “It used to be whoever had the deepest pockets of inventory and could deliver it quickly enough, at a competitive price, would get the order.”
To keep him centered, Foster says he constantly stares at a poster in his office with the company’s 5-Star Pledge that they published in a Springs ad several years ago. “It’s a beast to match and to meet this pledge every day.”
“It’s difficult, and sometimes you don’t deliver the news that they want to hear,” admitted Foster. “But we try to be proactive and make sure we try every option available to deliver an unparalleled level of service. To that end, ISW monitors daily customer interactions to make sure everything is progressing as promised. It’s more of a proactive effort. If we can eliminate the need for the customer to call us back to follow up on an inquiry, we have done our job.”
By Laurie Guest
oes it feel like no matter how hard you try to please your customer, it isn’t enough? Are you in charge of leading others and the faster you train teams and build energy, the quicker it seems to fade? Are you a business owner feeling hopeless about the never-ending needs of staff and customers while trying to achieve a profitable bottom line? You’re exhausted, right?
D
The What, Where, Why and How
This exhaustion is what’s called service fatigue, defined as that feeling that keeps you from delivering the excellent customer service your staff and customers have come to expect. Left unchecked, this weariness can impact your business in many negative ways, from short tempers to lostLet’sbusiness.unpack the what, where, why, and how of service fatigue and the path busting of it.
Bust Out of Service Fatigue:
34 | SPRINGS | Fall 2022
Behind a Decline in Customer Service Excellence
Who doesn’t love rest? While some have mastered the art of taking breaks, Americans tend to do things fast—and often multitasking. We like the concept of rest, but the demands on our time often get in the way of our ability to truly take a break.There are as many as seven types of rest, from physical and emotional to creative and spiritual. The truth is, they’re all important, and giving ourselves the space to breathe when things get stressful is imperative. Rest can mean putting down your phone an hour early and reading a book instead, or using your shift break to do a brief silent meditation so you’re prepared to head back to work.
Where Does Service Fatigue Come From?
When we prioritize rest and start to see it as doing good for ourselves, we are more energized to deliver customer service excellence.
Professional boundaries can be the single best tool to help bust out of service fatigue, whether you need to put them in place with your boss or you need to ensure your team knows that work/life separation is a good thing. Unless it’s imperative to your industry, do you really need to reply to emails at 8 p.m.? Is that gap or hiccup in a process at work really yours to lose sleep over?
No surprises here: If you recognize the signs of service fatigue, now is the time to bust out of it! Start by identifying what’s causing the fatigue, then set aside time to plan for change, including both big and small steps to reinvigorate your team and return to delivering customer service excellence. When you commit to the change, the hardest part is already over. All it takes from there is digging in to bust out of service fatigue once and for all! n
The short answer: It matters because it impacts your bottom line. When service fatigue takes over at your business, everything is at risk. You can play a huge part in lessening that burden for your team and your customers. If it’s possible, make work a welcoming, encouraging environment for your staff so they can give your customers a reason to crow about the great experience they had. By recognizing service fatigue and equipping your team with the tools to bust out of its grip before it’s too late, you’ll ensure that everyone’s experience is that much better.
SPRINGS | Fall 2022 | 35
Why Does Service Fatigue Matter?
Grant Yourself Rest
Build Better Boundaries
We all can and should go above and beyond to deliver customer service excellence. But when you’re doing far more than is expected, you may be bringing service fatigue on yourself. Be honest: Are you guilty of your own boundary breakdowns? Are there honest conversations you can have to get those boundaries—and your energy levels—back on track?
After a stressful few years, various challenges have caused service fatigue levels to skyrocket. But the truth is, service fatigue can strike at any time, and much of it is really nothing new. It's short-tempered customers who escalate to anger quickly. It’s trying (and usually failing) to juggle multiple priorities at a time. It's navigating ever-changing business policies. It’s responsibilities that outnumber hours in the day. It’s one bad attitude draining a team’s morale. Service fatigue can come from anywhere and knowing how to identify it is half the battle.
Reevaluate your boundaries and find where you can firm them up. You’ll soon see what a difference they make in boosting your energy and positive attitude.
How Do We Mitigate the Effects of Service Fatigue?
There are countless ways to bust out of service fatigue, and no two businesses will adopt exactly the same solution. Decades of experience in the customer service industry prove that there’s no silver bullet to finally overcoming exhaustion. Instead, it takes a combination of strategy, patience, and commitment to bolster your team and get them back on track to deliver the kind of remarkable customer service you and your customers expect.
A Hall of Fame keynote speaker and author, Laurie Guest, CSP, CPAE, is an authority on customer service excellence. Guest blends real-life examples and proven action steps for improvement. She is the author of two books and is writing a third on the topic of service fatigue. To learn more or connect with Guest, visit www.LaurieGuest.com.
Bonus: When Do I Need to Address Service Fatigue?
To get you started, here are a few ways to start busting out of service fatigue:
There was a preview article for the “Third Technical Meeting and Products Show,” forerunner to today’s SpringWorld that was sponsored by CASMI and scheduled to take place Oct. 23-25, 1962, at the Morrison Hotel in Chicago. It was noted that, for the first time ever, the show would include exhibitors from Canada, Switzerland and Germany.
He argued in the article that, “In a very real sense making over buying, where the product made is a sideline operation in a highly competitive specialist field, can be a most expensive venture. Most unbiased observers agree that the greatest cost savings are not those in which you make, but those in which you buy.”
In an interesting side note, according to Wikipedia, “The Morrison Hotel was a high-rise hotel at the corner of Madison and Clark Streets in the downtown Loop community area of Chicago, Illinois. It was designed by the architectural firm of Holabird & Roche and completed in 1925. The hotel was demolished in 1965
Springs Celebrates 60 Years
A year later, Jacobson, in the first-ever President’s Message, explained that SMI is “publishing our first issue of Springs, still another step forward march of the spring industry. Directed primarily to springmakers, we will continue, through this medium, to bring members of our industry the latest developments in springmaking techniques, materials and good management practices.”
Harman W. McBride, president of The Reliable Springs and Wire Forms Co. of Cleveland, wrote an article, “Cavemen Made Own Springs,” that provided a brief history of springs.
It all started in early 1961, when G. Donald Jacobson of Newcomb Spring, then president of SMI, introduced the idea of publishing a magazine devoted to spring technology and the spring industry in general.
“Even in antiquity, springs served, just as they do today, to store mechanical energy, and release it according to plan in the form of push, pull or twist — upon the specified occurrences.”
That quote, attributed to Walt Disney, echoes the sentiments of SMI leaders who stopped talking about publishing a magazine for the spring industry and got it done, when the premier issue of Springs appeared in May 1962.
The first issue contained an article by Clement C. Cadditz, examining the subject of “Make or Buy.” Cadditz demonstrated how three of the country’s major industries went from making to buying, including Motorola that “closed down its metal stamping, plating, die making and screw machine production and is now more profitably buying those services.”
36 | SPRINGS | Fall 2022
First Issue Highlights
Jacobson went on to say, “To spring users and the general public, we also hope through the magazine to reveal the importance of the spring industry and its technical competence as well as the vital role springs play in our everyday lives. After all, what moves without springs!”
“The way to get started is to quit talking and begin doing.”
My favorite issue was the April 2009 issue which profiled five spring industry executives who were involved in mergers and acquisitions in the industry (and to be transparent I was one of them). And to add a little perspective, in that issue Reb’s President’s Message mentions that the Dow Jones Average was below 7,000, having fallen from a high of about 14,000.
Richard PlymouthRubenstein,Spring,2008-2013
My favorite feature was always the Snapshot on the last page that dealt with the personal side of industry executives.
By Gary McCoy
A business management article from Thomas M. Antonsen, CPA, a partner in the firm of Van Minden and Bruneau, provided insight on: “What Does the Investment Tax Credit Mean?”
Magazine Chairs Reflect
And the next week, after I had accepted the position, the editor quit and Lynne Carr and I had to run the magazine until we were fortunate to find Gary McCoy to take over the profes sional management of the magazine. I have had a warm personal relationship with Lynne and Gary that continues to this day.
Just like today’s magazine, there was plenty of industry news and reports on new products. It also included the publication of new “Torsion Spring Standards” and a revised “Glossary of Springmaker Terms” that had been presented by the SMI Standards Committee and approved at the SMI annual meeting held at the Barbizon-Plaza in New York, Dec. 5, 1961.
No magazine can survive without the support of its advertisers. Springs is no different. There is a special set of advertisers who have supported the magazine since its inception. Here’s a salute to our “60-Year Club.” Gibbs/Interwire Radcliff Wire A Word of Thanks to Our Advertisers SPRINGS | Fall 2022 | 37
to make room for the First National Bank Building (now Chase Tower).” The hotel once hosted Presidents Truman, Eisenhower and Kennedy.
As we celebrate the 60th anniversary of Springs, here are recollections from recent magazine committee chairs.
Ted White, Hardware Products/ SEI MetalTek, 2014-2017 Springs magazine is somewhat like the Joni Mitchell song of “Both Sides Now” for me. I have been a reader of the mag azine for 48 of its 60 years. For a long time, I was simply a reader only when I could find the time. Then I became the committee chairperson, and now I stay in touch with the industry by reading it from cover to cover.
At the time everyone was playing catch up ball. The SMI ASD spring design computer program was standardizing design from company to company. The Occupational Safety and Health Administration (OSHA) agency was becoming more a part of life and the safety committee was becoming a more relevant contributor. The regional memberships were coming back into their own. As a board member of both NESMA and SMI, I began writing the magazine section for NESMA in Springs, and other regional groups began to contribute, as well. Many members of the regional associations actually told me that they received more information about their regional membership from Springs than they do from local sources.
It was an honor to serve SMI and the spring world as chair of the committee because Springs magazine was and remains the most important voice of our industry.
Technical articles included a report from H.G. Williams, chief metallurgist, Little Fall Alloys, Inc., on “Suggested New Practices in Use of Beryllium Copper Spring Wire” and “Heat Treatment for Pretempered Hard Drawn Spring Materials” by Harold Carlson, president, The Carlson Company.
While I was the committee chair, the beginnings of change were well underway. Thirty-year winders were beginning to retire, and fewer replacements were coming into the industry. The average age of employees was increasing annually. Technology was doing its best to catch up by making spring manufacturing less of an art form and more of a science.
Consolidation was also affecting the industry. Many of the family-owned
In 2008 Reb Banas asked me to head the Springs magazine committee. “Not too much work,” he told me, “because we’ve got a full-time editor and all you have to do is chair the meetings and come up with a few good ideas.”
There was also a preview of the SMI summer meeting that was to be held at the French Lick Sheraton in southern Indiana from May 27-29, 1962. Featured entertainers included The Derbytowners, a barbershop quartet from Louisville, Kentucky, and the Ballard Jug Band, described as “unique musical entertainment.”
David PlymouthDeVoe,Spring, 2020 to 2021
I am a big supporter of SMI because it has done a lot for me. The networking, all by itself, is very valuable and has taken my level of knowledge in different areas of our business to a much higher position. In addition, many SMI programs have helped me and our business, especially in the areas of regulatory compliance and with the spring design software.
The magazine has a lot to tell us about what’s going on in our industry. The first thing I look at is what is going on in the Northeast region where I’m at, and then I look at the international news, which is especially important to me now that we are owned by an overseas company. I
The future of Springs continues to be bright. As we celebrate the 60th anniversary, let’s toast to many more years of providing vital information about the worldwide spring industry. n
Recognizing the digital revolution taking place, in 2015 Springs introduced an app to its readers. The app for smartphones and tablets can be accessed at: Android (Google Play) play.google.com/store/apps/ details?id=com.branded.
38 | SPRINGS | Fall 2022
pages. When I am away from my office, I also have the Springs magazine app on my phone in case I am in a conversation and need to reference one of the many great technical articles that have been published over the years. Having the magazine available in both formats is such a great way to always keep that history at your fingertips and a great way to connect the past and the present. It is just like my time as Springs magazine chairman that provided a bridge to its founding by working on the very same magazine that my grandfather Donald Jacobson helped start in 1962 when he was SMI president.
businesses were being bought up by larger multi-divisional companies, as spring owners were becoming older with no family to take over. The dues structure for SMI also changed, as multidivisional companies are invoiced differently than single plant companies. There was considerable discussion within the committee as to whether a feedback system should be set up to make sure the publication remained relevant. However, most of the membership deemed this notion as not necessary because the publication was indeed relevant.
The magazine is a great way to stay connected with the industry, including our suppliers and the market in general. One of my favorite features is Springmaker Spotlight, where you get to know others in the industry because each article goes into depth about who our members are. The magazine also provides a lot of engineering and mechanical operations information.
also enjoy the articles that go into depth about our members so that I can get to know them better. The SMI magazine is one of the most valuable informational tools available about our industry.
With the ever-increasing use of digital marketing and email, I find it comfort ing every quarter when a new issue of Springs arrives so I can flip through the
springsmag iPhone (Apple Store) apps.apple.com/us/app/ springs-magazine/id975325058
Now as a retired president of Hardware Products Company, I have more time and I read the magazine from cover to cover. It very much keeps me informed in the rapidly increasing pace of change as well as the effect of COVID on the spring industry.
Keith Porter, Jr., Newcomb Spring, 2021 to present I remember as a young child seeing copies of the magazine in the living room at my grandparents’ house. It makes me realize that I’ve been around Springs magazine and seen it my entire life as I’ve grown up and matured in the business.
An App for Springs Magazine
A QR code on Page 2 of the magazine will also guide you to the right place to download the Springs app. You can also access an electronic version of Springs at the SMI website here: smihq.org/page/ springs_magazine.
The app contains the current issue of the magazine and archived issues going back to the Winter 2015 edition. Each issue includes hyperlinks for email addresses and websites included in stories and advertisements.
Donald Jacobson III, Newcomb Spring, 2017-2019 Springs magazine is one of the best parts of being in the spring Industry. Having worked at Newcomb locations in Connecticut, California, Colorado and Tennessee, there is a lot of value in Springs keeping me up to date with what is going on in those various regions and in our industry.
The magazine is a great resource to know what’s going on internationally. Plus, the suppliers do a good job of marketing their products to help us understand what’s out there and to help us with customer satisfaction.
Going forward as a magazine, we need to figure out how to reach our younger readers. How someone my age looks at the magazine is much different from someone who is younger. I believe our new Vanguard committee is going to help us a lot in that effort.
It’s incredible to think that the magazine has been around so long and [about] the quality of people who have worked on and contributed to its success. This includes the magazine chairs who went before me and put their unique touch on it. My hope is that we will continue to bring more value to the readership and advertisers and to everyone within and outside SMI. I’m really proud to be associated with the magazine as its current chair and will continue to work with the staff and committee members to make it even better.
Plan now to participate in SpringWorld® 2022! Join your colleagues at the industry’s premier event. SpringWorld provides a unique opportunity to network with other spring manufacturers, wire formers, and OEMs. • The premier spring show since 1960. • A global showcase for suppliers to the spring and wire form industry featuring attendees from 18 countries. • See the newest technology available to improve your productivity, quality and service. • One-on-one discussions with others who share your concerns offering new insights for your business. • Attend free educational seminars offered by exhibitors and industry experts. We’ll see you at SpringWorld® 2022 October 12-14, 2022 Donald E. Stephens Convention Center Rosemont, IL www.casmi-springworld.org presented by
Inflation Busters
nflation has taken root. Businesses everywhere are dealing with annualized cost increases topping 8% — the fastest pace in 40 years and significantly higher than the 1.8% recent average. The resulting upticks in operating costs can cause serious damage to the bottom
Protecting Profits as Costs Rise
“We'reline.ina very unfortunate situation now,” said Bill Conerly, principal of his own consulting firm in Lake Oswego, Oregon.
“Businesses that have always devoted their efforts to serving custom ers and being productive must also start worrying about covering their costs in the most effective way. That means they need to shift some of their focus to coping with inflation.”
I
Experts don’t see relief any time soon. They point to a number of root causes, one of which is energy.
The challenge is all the greater for its unfamiliarity: It’s been 30 years since inflation was much of a player in company planning.
“With the cost of oil baked into so many things, it seems we are going to see more significant inflation in the months ahead,” said John McQuaig, managing partner of McQuaig & Welk, the Wenatchee, Washington, based management consulting firm. He points to a continuing global disruption in the delivery of goods and services as yet another cause.
“Supply chain issues tend to create opportunities to raise prices because of the effect of supply and demand. When the former is crunched, prices go up by the nature of the market.”
There’s yet a third driver of higher costs: a wage spiral resulting from the pandemic’s softening effect on the labor supply, combined with consumer spending fueled by pandemic stimulus money.
By Phillip M. Perry
40 | SPRINGS | Fall 2022
Without knowing the answer, said Man gels, it's difficult to make decisions, because the two prospective economic paths require different managerial responses. He gives an example: “If we were truly in an extended period of inflation, then it would make sense to borrow money more in the short term before interest rates creep higher. But if the bottom is going to fall out in a relatively short time, then it would be smart to take the opposite approach by paying debts down before a drop off in business makes it more difficult to do so.”
“Suppose I as a spring manufacturer buy some wire, then use it up doing some work,” said Mangels. “When I go to replace the wire, I discover the price has jumped significantly. So now I end up consuming not only the usual cost of the wire but also any profit that I had made the last time around. In effect, I have reinvested my margins into
Of all the steps businesses can take to mitigate the bottom-line effects of inflation, the most important is better management of cashflow. Inflation tends to accelerate the drain of money from company coffers, and throttle the flow that comes in. If left unaddressed, these battling trends can gut profits and threaten business survival.
Another conundrum revolves around inventory. In inflationary times, springmak ers are tempted to buy more inventory to lock in lower costs before prices rise further. But what if a recession hits a few months down the line and prices drop 25%? A com pany can be saddled with costly materials that take months to work through while they’re sapping profits.
Follow The Money
“Proactively managing cashflow is criti cal right now,” said Lisa Anderson, presi dent of LMA Consulting Group, Claremont, California. This can be done by running periodic forecasts. “What I would recom mend is looking at your demand side and asking, ‘What are we really going to need here?’ Look at your supply side and ask, ‘What will I have to make?,’ then determine what the answers mean for cashflow. If it’s going to be negative, you better borrow someSuchmoney.”analysis, of course, involves esti mates of future revenues—a practice tainted by “Havinguncertainty.asales forecast is great, but that doesn't mean you will collect all the money you think you will,” said Scott Beaver, senior product marketing manager at Oracle Net Suite. “And even if your sales forecast is a hundred percent accurate, will the expected timeframe be met?” What determines cash on hand is not sales but collections, and history shows that during inflationary times customers start paying slower as a result of their own cash squeezes.
Historic data, of course, may provide a less-than-reliable foundation for future forecasts. Whatever the estimates for what lies ahead, businesses can obviate cash squeezes by accelerating accounts receiv able and stretching accounts payable. For the former, experts advise running regular aging reports. How much do customers owe in increments of two weeks, 30 days and 60 days? Any growth in the numbers over time might indicate a steady deterioration of cashflow.Keepingin close touch with custom ers can also help accelerate receipts by providing opportunities to request timely payments and helping spot nascent issues that may grow into future roadblocks. “Main tain a good handle on what customers are doing,” said Anderson. “What are their future sales activities? Are they encountering prob lems that may affect operations?”
Planning must reflect the reality of cashflow uncertainty. “Growing accounts receivable can put serious strain on smaller businesses that may not have the cash reserves to absorb delays in receipts,” said Beaver. “For most companies, cash flow forecasts are less than 75% accurate.” One approach to anticipating likely variables is to look at historical performance. What percentage of receivables is usually col lected during slower seasons? That figure can be applied to open receivables to help estimate the likely pace of receipts.
Uncertain Times
Having to cope with inflation is bad enough, but the problem is made harder by uncer tainty about the future path of the economy.
Not all customers are of equal impor tance, and it’s smart to concentrate efforts on the most profitable. Account reviews can identify which customers should receive the most attention.
more inventory. My cash starts to dry up and I end up not making any money.”
SPRINGS | Fall 2022 | 41
Faster Receipts
“The bigger problem is not what to do about inflation, but what’s going to hap pen when it subsides,” said Al Mangels, president of Lee Spring. “Are things going to gently return to a more normal state, or will the system overreact and drive us into a significant recession?”
Experts advise looking at the coming months with an eye toward estimating what will happen to cash balances.
Businesses that have always devoted their efforts to serving customers and being productive must also start worrying about covering their costs in the most effective way. That means they need to shift some of their focus to coping with inflation. “ ”
“So much of the important information required to monitor cashflow is tied to a selling cycle, which varies by customer,” said Frank Cespedes, senior lecturer at Harvard Business School. “Some buyers say ‘yes’ or ‘no’ when you make a call; others require multiple iterations of proposals. Some buy what you have in inventory; others require customized items. Those things affect the time to receive cash and the cost to fulfill orders. Good account reviews unearth that information.”Companies might also explore requir ing bigger deposits from customers, said McQuaig. Sweeten the increase by empha sizing customer benefits. Maybe you already have some needed pipe in inventory that the customer can come and see. Or offer free early delivery so the customer can keep pipe inventory on-site. Emphasize that earlier payment helps the customer avoid higher prices later.
contacts with vendors. “Work closely with suppliers and develop good relationships with them,” said McQuaig. “What do they see ahead in terms of product availability andThere’sprice?”another advantage to close con tact, notes McQuaig. The suppliers may give you a little more favorable treatment. For example, you might leverage any significant volume you’re doing by asking the vendor to hold inventory you would normally keep in stock. You can also ask if a price commit ment now will remain firm for the duration of the Anotherseason.cost-saving move is to pursue less expensive alternatives to pricier goods and services. “Domestic inflation has been higher than in most of the world,” said Con erly. “Some businesses are shifting sourcing to other Finally,countries.”digdeeper into the reasons for suppliers’ price hikes. “Are goods and deliv ery cost increases in line with inflation?” poses Beaver. “Or are suppliers trying to pad their own margins a little bit, just because they see inflation as an opportunity? That sometimes happens.”
Before inflation appeared on the horizon, businesses responded to supply chain dis ruptions by purchasing and holding what ever they could get their hands on. Any step to avoid running out of product seemed like a goodTimesthing.have changed. Now, too many warehouse goods can tie up cash just at a time when company treasuries need more liquidity.“Businesses need to be thinking about how to manage their inventory better,” said Anderson. “They need to make the right decisions on what, when, how and where to buy it, as well as where to store it. And they need to manage their supply chain network to maintain strategic inventory stockpiles.”
Also relegated to history is the unmodu lated “just-in-time” (JIT) delivery paradigm, seen as a strategic hallmark after the Great Recession of 2008. While JIT helped com panies maintain good cashflow by trim ming inventory investment, the supply chain debacle highlighted the importance of moderation.“Businesses have to ask whether it’s bet ter to have too much inventory or to run your Battling Inflation?
Are you taking the right steps to mitigate the costly effects of inflation? Find out by taking this quiz. Score 10 points for each “yes” answer. Then total your score and check your rating at the bottom of the chart. Have you instituted the following practices? 1. Running periodic cashflow forecasts 2. Maintaining accounts receivable aging reports 3. Accelerating account collections 4. Stretching accounts payable, if appropriate 5. Keeping in close touch with customers 6. Identified the most valuable customers 7. Increasing productive communications with suppliers 8. Ensuring the compliance of any loan covenants 9. Trimming inventory while bolstering critical items 10. Raising prices judiciously What’s your score? 80 or more: Congratulations. You have gone a long way toward protecting your business from costly inflation. Between 60 and 80: It’s time to fine tune your financial management. Below 60: Your business is at risk. Take action on the suggestions in the accompanying story. How Well are You
42 | SPRINGS | Fall 2022
Trimming Inventory
Stretching payables can, of course, back fire. For starters, it can mean the loss of the 5% or 10% discounts many companies offer customers that pay before their due dates. It can also result in higher prices for goods and“Extendingservices. too far makes you more of a risk,” said Beaver, “and suppliers tend to give better prices to customers that are less risky.” There is also dependability of deliveries to consider: Ongoing supply chain disruptions will cause vendors to favor deliveries to customers that pay on time or early. The cost of not having essential materials can be greater than the interest cost required to borrow money to bridge cash gaps.
As for the outward flow of cash, a triedand-true tactic is delaying the payment of monies owed. “Good financial management on the buy side has always stretched out payables,” said Cespedes. “This is particu larly so in an inflationary environment, where businesses must pay a lot more attention to the payment cycle.”
Mitigating Costs
Businesses should try to get readings on anticipated future increases and short ages. This can be done by maintaining close
In an inflationary environment, suppliers of goods and services tend to raise their prices. Higher rates of inflation tend to make the increases bigger. “When inflation is 2% everything tends to increase by that amount, plus or minus a little bit,” said Conerly. “But at 7% inflation, say, prices tend to increase by that amount plus or minus a lot.”
McQuaig gives the example of a company installing irrigation systems. “If they know pipe is going to go up in price because oil is a big component, and they see supply might get pinched, they might stock all the pipe they need for a year. But they won’t get back the money tied up in pipe until they receive it from their customer. They might end up in a situation in which they can’t meet their payroll.”
Raising Prices
The amount of increase can be based on the components of production, noted McQuaig. “If you are a builder of custom homes, do you have an inflation index in there in case your costs go up? Prices for lumber and other significant items have been varying all over the map. If the time frame is a year to build a house, how did you price it at the front end to make sure that you were covered for inflation on the back end?”
By carefully managing cashflow, businesses can alleviate the profit erosion caused by inflation. In the accompanying article, experts describe how accelerating receivables, delaying payables, raising prices and fine-tuning inventory can help preserve the bottom line.
Left unattended, a decline in profits can result in a dangerous financial condition: a breach of the terms required by loan agree ments. “Banks look at covenant violations closely, so borrowers need to ensure that any squeeze in the relevant ratios—such as income to debt—will not create problems,” said John McQuaig, managing partner of McQuaig & Welk, the Wenatchee, Washington, based management consulting firm. “Sometimes there is no quick fix for resolving them.”
SPRINGS | Fall 2022 | 43
The company could inform the bank that their inflation-savvy customers are now willing to accept price increases. As a result, the business can increase its pricing over the coming year to resolve the covenant violation.
One approach is to tell your most impor tant customers that you are absorbing 20% of the price increases and passing along the other 80%. Another is to separate out any fuel charge increases from the delivery costs and explain you are only passing them along. “A company will have more leverage to raise prices if it has offered great service and maintained inventory.”
Beefing up stock of critical items can be a smart move even in these inventorycutting times, said McQuaig. Given the con tinuing supply chain issues, stocking out of a needed item can result in the loss of important customers. “In construction, for example, even getting the right size water heater can be very difficult right now,” he said. “A lot of plumbers are having to stock units ahead of time, so they have them available.”Thedecision on overstocking key items must be made on a case-by-case basis. “Generally speaking, it's a good idea,” said McQuaig. “The danger is the possibility of running out of cash if you do not have enough working capital.”
Spring manufacturers have proven they have the resiliency to get the job done. “Our industry has generally done well during the pandemic,” said Mangels of Lee Spring. “And I think we should be encouraged by that. It speaks to the vitality of our industry. As we go into uncertain times we must sit back and say, ‘Let's take a look at the big ger picture and see how we can capitalize on our particular strengths and hedge any weaknesses we have.’” n
Above all, avoid delay. “Businesses are most successful at raising prices when they do so quickly,” said Anderson. “Customers are more willing to absorb increases dur ing inflationary times when they can see it makes sense in the marketplace.” Waiting too long risks losing the opportunity, espe cially if inflation leads to a serious economic downturn. “No one wants to absorb a price increase during a recession.”
customers out,” said Anderson. Given that neither situation is ideal, Anderson advises maintaining sufficient inventory stockpiles to support key customers while maintaining JIT stock for others.
McQuaig gives an example: Suppose a company experiences an increase in interest rates because of inflation. As a result, they break even in a year in which they would normally make a profit.
Price changes must be carefully com municated. “Give the white glove treatment to tier one customers by reaching out and explaining how your costs are rising,” said Beaver. “Communicate to them that the price rise is only temporary.”
Dealing with Banks
Today’s unexpected return of inflation has changed the operating paradigm for busi nesses large and small. The Great Reces sion of 2008 had sparked the habit of relying too much on just-in-time delivery of supplies to trim cash investments. Further, the recent willingness of customers to accept price increases was exacerbated by supply chain disruptions.Nowbusinesses must modify their cash flow management, inventory practices and pricing policies to reflect both rising costs and supply chain disruptions.
Companies can obviate such difficulties by running monthly or weekly cashflow forecasts.
Asking more for goods and services is another way to adjust cash inflows. “Busi nesses are very hesitant to raise prices when they don't have to,” said Conerly. “And they often get push back from their salespeople. But the fact is, buyers are accustomed to seeing price increases in inflationary times.”
New Rules
It’s smart to be proactive. “If you know you're going to have a covenant violation, you're better off informing the bank and explaining to them how you're going to work your way out of it,” said McQuaig. “On occasion, they might change a ratio on a line of credit if you've been in good performance and they can see this is not going to remain a problem.”
Table 1 summarizes the published material chemistries for these two alloys. As is the case for many spring materials, variation of the material chemistries, degree of cold working and heat treatment all contribute to the final mechanical and physical characteristics of the material. The various applicable standards and specifications (industrial and customer specific) dictate and set the limits of these parameters to provide the desired characteristics (Table 2).
Today, the Monel family of alloys include: 400/401/404/405/450/K-500/R405/502
• Nonmagnetic and usable to +455 (+235°C)
Monel 400 (UNS N04400)
• Especially suitable for reducing atmospheres
• Low-corrosion rate in high-velocity sea water environments
Alloy Element (Weight Percent) Ni (+Co) C Mn Fe S Si Cu Al Ti 400 63.0 min 0.30 max 2.0 max 2.5 max 0.024 max 0.5 max 28.0 - 34.0 K-500 63.0 min 0.25 max 1.5 max 2.0 max 0.01 max 0.5 max 27.0 - 33.0 2.30 - 3.15 0.35 - 0.85 Table 1: Material Chemistries. Alloy Form ASTM Federal SAE/AMS ASME Other 400 Wire B164 QQ-N-281 7233 4730 NACE MR0175/ISO 15156-3 Bar/Rod B164 QQ-N-281 4675 SB-164 NACE MR0175/ISO 15156-3 Strip/Sheet B127 QQ-N-281 4544 SB-127 K-500 Wire B164 QQ-N-286 4676 NACE MR0175/ISO 15156-3 Bar/Rod B164/B865 QQ-N-286 4676 Strip/Sheet QQ-N-286 Table 2: Monel 400 and K-500 Specifications. The Monel Family — An Overview FOCUS ON MATERIALS
It was the dawn of a new century and the rate of technology growth was on the exponential curve that is now so familiar. It was in the 1901 to 1905 timeframe that the International Nickel Company metallurgists David H. Browne, Victor Hybinette and Robert Crooks Stanley performed the initial research for a more affordable nickel silver (55 Cu, 27 Zn, 18 Ni). Stanley was the one who ultimately stumbled on the alloy, which would ultimately be called Monel1 (named after the company president, Ambrose Monell2, 3). Initial uses for the newly developed Monel included sinks, appliances, countertops and roofing material. Reference two is an excellent historical review of the development and application of Monel.
By Terry Bartel, Ph.D.
Monel K-500 (UNS N05500)
44 | SPRINGS | Fall 2022
• Relatively high mechanical strength and ductility
• Reasonably stable within the -94 to +392°F (-70 to +200°C)
The Monel alloys were first discovered and continue to be used for many applications in aerospace, musical instru ments, marine environments, chemical plant equipment, heat exchangers, piping, oil production and refining, kitchen sinks, rustproof staples and even for military dog tags. Such characteristics as resistance to alkalis and acids, high mechanical strength, relatively low cost, availability of many forms (bars, rods, wire, tubes, plate) and good ductility make the Monel alloys attractive for use in a variety of applications. Of these eight alloys, Monel 400 and K-500 are those most utilized by the spring industry and are the focus of this article. Some of the more common applications and advantages of these two alloys are:
A review of the chemistries in Table 1 reveals the close relationship between the two alloys — at least for the first seven elements (Ni, C, Mn, Fe, S, Si and Cu) which are essentially identical for the two alloys. Even the physical characteristics (density and elastic/rigidity moduli) for the two alloys are
• Good for marine, chemical and hydrocarbon processing, heat exchangers, valves and pumps
This article is not intended to be an all-encompassing technical tome, but to provide an overview of the two most used Monel alloys. The reader is cautioned to work with their material supplier and to refer to their published technical bulletins, to best utilize and understand any possible applications of these materials.
• Good for pulp processing
• Found to be resistant to sour-gas environments
• Resistance to alkalis and acids
• Substituted for Monel 400 because it can be age hardened (higher tensile strengths)
1. Monel is a trademark of Special Metals Corporation.
> 0.375 to 0.500 > 9.53 to 12.70 130 896
K-500 0.306 8.46 26 x 103 179 9.6 x 103 66.2 3.0
Monel 400 Condition Diameter Tensile inch mm ksi Mpa TemperDrawn,ColdSpring
> 0.312 to 0.375 > 7.92 to 9.53 135 931
As with all materials used for mechanical springs, the Monel alloys should be either stress relieved (Monel 400) or aged (Monel K-500) post cold forming into springs. The basic heat treatments for the two materials are:
3. “Monel”, Wikipedia.
≤ 0.028 ≤0.71 165 1138
≤ 0.057 ≤ 1.45 165 1138
2. “Historic Monel-Part 1: Production and Processes of the International Nickel Company into World War II”, James E. Churchill, Advanced Materials & Processes, Sept. 2020, pp. 22-24.
• 450° - 700°F (232° - 371°C) for 1/2 to 3 hours depending upon specific stress applications
These heat treatments are also typically performed in air with no post heat treatment cleaning.
> 0.500 to 0.563 > 12.7 to 14.30 120 827
> 0.114 to 0.229 > 2.90 to 5.82 150 1034
• 1000°F (537°C) for 10 hours (this is the most typical aging treatment) or
Monel 400: Stress Relief
> 0.375 to 0.437 > 9.83 to 11.10 125 862
> 0.057 to 0.114 > 1.45 to 2.90 155 1069
identical (Table 3). Monel 400 is a classic solid solution alloy, as nickel and copper are mutually soluble at all concentrations resulting in a solid solution, single-phase material. The addition of the aluminum and titanium to the Monel K-500 alloy hugely changes this because of the submicroscopic gamma prime (ϒ’) precipitate, which occurs throughout the entire matrix during the heat-treating process. The precipitation of the ϒ’ phase provides an excellent strengthening mecha nism for the Monel K-500, which is shown when comparing the mechanical properties of the two materials in Table 4 (Monel 400) and Table 5 (Monel K-500). Although the corrosion resistance of the two alloys is essentially identical, the one detrimental effect of ϒ’ precipitation for the K-500 alloy is that it does become more susceptible to stress-corrosion cracking in some environments.
Density Elastic
Table 4: Mechanical Properties of Monel 400 Wire at 70°F (20°C).
> 0.437 to 0.563 > 11.10 to 14.30 120 827
≤ 0.114 2.90 180 1241
Condition Diameter Tensile inch mm ksi Mpa TemperDrawn,ColdSpring
• 980° - 1000°F (527° - 537°C) for 6 hours, then furnace cool to 900°F (482°C) at a rate of 15° - 25°F/hour (8° - 14°C/ hour)
SPRINGS | Fall 2022 | 45
Table 3: Physical Properties of Monel 400 and K-500 at 70°F (20°C).
> 0.057 to 0.114 > 1.45 to 2.90 150 1034
Allloy Poisson'sRatio Modulus Modulus ConductivityElectrical(% IACS)lb/in3 g/cm3 ksi GPa ksi GPa
400 0.32 0.319 8.83 26 x 103 179 9.6x 103 66.2 3.5
> 0.229 to 0.312 > 5.83 to 7.92 145 1000
> 0.114 to 0.375 > 2.90 to 9.53 170 1172
Monel K-500
> 0.114 to 0.312 > 2.90 to 7.92 140 965
(E) Rigidity
References:
Like most materials used for springs, the Monels are a unique family of alloys with specific characteristics that make them excellent choices for special applications. Work closely with your material supplier to help guide you for the right material and processing practices to meet the need of your customers. n
• Typical stress relief: 575° - 650°F (302° - 343°C) for 3 hours All stress relief heat treatments can be performed in air with no post heat treatment cleaning required.
HardenedTemperDrawn,ColdSpring+Age
> 0.375 to 0.563 > 9.53 to 14.3 160 1103
Table 5: Mechanical Properties of Monel K-500 Wire at 70°F (20°C).
Monel K-500: Aging Treatment
(G)
> 0.028 to 0.057 > 0.71 to 1.45 160 1103
> 0.312 to 0.375 > 7.92 to 9.53 135 931
Old-school leadership typically falls into one of three approaches: 1. Do What You’re Told (termed ‘contingent rewards’ in academics), 2. Hyper-focused (termed ‘management by exception — active’ in academics), and 3. Catch Mistakes leadership (termed ‘management by exception — passive’ in academics)8 Do What You’re Told leaders use a series of quid-pro-quo transactions to administer rewards or penalties based on their employees’ performance of assigned tasks9 Hyper-Focused leaders proactively monitor employee performance and make corrections when needed8 Catch Mistakes leaders reactively monitor their employees’ performance and provide feedback when problems occur 8
ShouldHow We Lead Curious?Intellectuallythe
Organizational leaders need to consider their behaviors because leadership styles influence employees’ thriving lev els.1, 2 Both organizations and employees benefit with high levels of thriving because thriving levels relate to employees’ job satisfaction, commitment3, health4, and performance5
eading employees in organizations has always been a challenge. Managers have often struggled to find the “right” or “best” ways to lead their team members; especially their high potential employees. Leading individuals who are intellectually curious can be especially challenging. The intellectually curious will likely challenge your assumptions, make you rethink how you operate, or chase ideas that may or may not ever come to fruition. You need them; they need you too; but what do you do with them?
In this article, we provide information and insights into how to lead intellectually curious individuals more effectively. First, we describe different types of leadership styles. Second, we discuss the intellectually curious, both describing them and revealing their benefits and detriments. Third, we discuss our study and results, providing both insights and new questions. Lastly, we provide practical insights to help leaders in their quest to manage intellectually curious individuals more effectively.
46 | SPRINGS | Fall 2022
By Dr. Jennifer L. Goodrich, Dr. Andrea R. Neely, and Rebecca P. Goodrich
L
From the perspective of employees’ health, employees who thrive at work miss 74% fewer workdays4 and experience lower levels of burnout2 Also, employees who thrive at work are often more innovative and highly adaptable in their careers6, 4 which is key to organizational sustainability and competitiveness in a rapidly changing environment7
Types of Leaders
In contrast to old-school leadership, Nurturing leadership (termed ‘transformational leadership’ in academics) builds confidence and raises the value of employees' work outcomes9 by using inspirational motivation, idealized influence, individual consideration, and intellectual stimulation10. Idealized influ ence is the interpersonal attraction that inspires acceptance, support, and favor toward the leader. Inspired motivation is the leaders' description of the importance of shared goals between the organization and the employees. Individualized consideration is recognizing the unique strengths, weaknesses, desires, and fears of employees and growing them through challenging assignments (e.g., autonomy, challenge, responsibility). Lastly, intellectual stimulation is when leaders
Our Study
Nurturing leaders raised thriving levels for all employees! However, they were least effective with intellectually curious employees. As leaders raised their nurturing behaviors, less intellectually curious employees’ thriving levels grew strongly. In contrast, intellectually curious employees’ thriving levels remained relatively unaffected.
Sounds like the organization’s decision-making criteria and your personal decision-making criteria are at odds. How have you resolved this in the past? Have you seen others face similar issues in the past?
Core Skills (OARS) Purpose (Helping individuals move from indecision to decision)
I notice you look deep in thought. Would you like to talk about it?
Next, we discuss the individuals in question, the intellectually curious.
I want to summarize what’s been said so that I make sure I understand you, ok? You’re conflicted about two different ideas you want to pursue. You think that both have merit, but they’re mutually exclusive. Have I missed anything?
Intellectual Curiosity
Lastly, we provide suggestions to managers who want to harness the creativity of the intellectually curious.
encourage followers to question the status quo, seek creative solutions, and challenge existing assumptions10
Conclusion and Implications
Invite a range of possible answers rather than “yes” or “no.” Helps to steer the conversation in a productive direction.
Bring everything together to make sure you’ve heard effectively. Gives the person a chance to correct any misunderstandings.
Non-judgmental (i.e., not a praise) statement that shines a light on the positive aspects of the individual.
Summaries
Example (Picking between two ideas)
Next, we discuss our study and its findings to shed light on leadership styles and intellectual curiosity.
The results of the study revealed that intellectually curious employees do not respond as well to any type of leadership compared to their less curious coworkers. When leaders refrain from using old-school Do What You’re Told leadership, intellectually curious employees report higher levels of thriving than coworkers. However, as leaders used more Do What You’re Told leadership, the less intellectually curious individuals reported vastly higher thriving levels (compared to their intellectually curious coworkers). Hence Do What You’re Told leaders are
questionsOpen-ended
Leading intellectually curious employees through a communication process termed “motivational interviewing” is one
Affirmations
Intellectual curiosity is a personality trait which can be measured by the openness to experience levels from any five factor model personality assessment. On a positive note, employees reporting high levels of intellectual curiosity are often innovative11, 12 , empowered13, adaptable14, strive for independence and creativity, as well as show intellectual efficiency12. However, these employees can be difficult to lead because they can be non-conformists15, seek a variety of experiences, and resist managerial control16
Reflections Repeat in different words what the individual has said, trying to evoke change.
In our study, we surveyed architectural and engineering firms (ranging from 6 to 300 people per firm); which resulted in 91 usable sets of data. Participants’ ages ranged from early 20s to over 70, with tenure ranging from 1 to more than 20 years. Additionally, 65.9% of respondents (n = 60) were male and most (86.8%) held a college degree.
very effective with employees of low intellectual curiosity but not effective with intellectually curious employees.
You’re always coming up with creative ideas. You’ve made effective decisions in difficult situations in the past.
Motivational Interviewing Example
Though less curious employees will thrive under some styles of old-school leadership (i.e., Do What You’re Told), intellectually curious employees are different and need to be led differently. Intellectually curious individuals have less need for rewards, managerial focus on their mistakes, inspiration, and directives towards creativity or challenging assumptions; they are your proverbial “self-starters.” All the activities of Nurturing leadership can be redundant with intellectual curiosity (there’s a theory called Substitutes for Leadership that addresses this17). Intellectually curious individuals are motivated by their questions and the quest to find their own answers. However, if they have everything they need to move toward their goals, how might leaders keep intellectually curious individuals at the top of their game?
SPRINGS | Fall 2022 | 47
The study results were not statistically significant for old-school Hyper-Focused and Catch Mistakes leadership. However, Hyper-Focused leaders raised thriving levels in less curious employees but lowered thriving levels in intellectually curious individuals. Catch Mistakes leadership style resulted in lower thriving levels for individuals of all curiosity levels.
Zhang, W., Xu, F., & Sun, B. (2020). Openness to experience, job characteristics and employee creativity: An interactionist perspective. Social Behavior & Personality: An International Journal, 48(4), 1–12. doi:10.2224/sbp.9047
18. Rollnick et al. (2016)
C M Y CM MY CY CMY K
11. Rodrigues and Rebelo (2019)
14. Park et al. (2019)
9. Bass (1985b)
13. Aydogmus et al. (2018)
17. Kerr and Jermier (1978)
3. Kleine et al. (2019)
19. Lao Tzu (n.d.)
Costa, P. T., Jr., & McCrae, R. R. (1992). Revised NEO personality inventory. Retrieved from https://search-ebscohost-com.lopes. idm.oclc.org/login.aspx?direct=true&db=mmt&AN=test.306&site= eds-live&scope=site
7. Prem et al. (2017)
Jennifer L. Goodrich (jennifer-goodrich01@utc.edu) is an adjunct professor of management in the Rollins College of Business at The University of Tennessee at Chattanooga. She earned her Ph.D. from Grand Canyon University. Her current research interests include leadership and personality differences.
8. Bass (1985a)
12. Zhang et al. (2020)
Footnote References
way in which leaders might more effectively manage them. Motivational interviewing uses open-ended questions, affir mations, reflections, and summaries. Rollnick et al. (2016)18 argued that communicating through motivational interviewing helps leaders stay in a guiding role (i.e., drawing out, encouraging, motivating) rather than directing (i.e., teaching, instructing, leading) or following (i.e., listening, understanding, going along). Since intellectually curious individuals thrive on decision-making autonomy or choice concerning their job (e.g., how they do their job, when they do it), communicating through motivational interviewing will likely be effective.
20. Hackman and Oldham (1975)
Bass, B. M. (1985a). Leadership and performance beyond expectations New York, NY: The Free Press.
10. Avolio et al. (1991)
Aydogmus, C., Camgoz, S. M., Ergeneli, A., & Ekmekci, O. T. (2018). Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment. Journal of Management & Organization, 24(1), 81-107. doi:10.1017/jmo.2016.59
Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied psychology, 60(2), 159. Hildenbrand, K., Sacramento, C. A., & Binnewies, C. (2018). Transformational leadership and burnout: The role of thriving and employees’
Jiang, Z. (2017). Proactive personality and career adaptability: The role of thriving at work. Journal of Vocational Behavior, 98, 85–97. doi:10.1016/j.jvb.2016.10.003
5. Spreitzer et al. (2012)
Lao Tzu (n.d.)
Park, H. H., Zhou, Y., & Choi, M. (2018). When are individuals innovative? Three-way interaction among openness to experience, innovative climate, and job complexity. Journal of Personnel Psychology, 17(1), 1–11. doi:10.1027/1866-5888/a000190
Porath, C., Spreitzer, G., Gibson, C., & Gannett, F. G. (2012). Thriving at work: Toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior, 33(2), 250. doi:10.1002/job.756
Tornroos, M., Jokela, M., & Hakulinen, C. (2019). The relationship between personality and job satisfaction across occupations. Personality and Individual Differences, 145, 82–88. doi:10.1016/j.paid.2019.03.027
2. Hildenbrand et al. (2018)
15. Tornroos et al. (2019)
Spreitzer, G., Porath, C. L., & Gibson, C. B. (2012). Toward human sustainability: How to enable more thriving at work. Organizational Dynamics, 41(2), 155-162. doi:10.1016/j.orgdyn.2012.01.009
48 | SPRINGS | Fall 2022
Bass, B. M. (1985b). Leadership: Good, better, best. Organizational Dynamics, 13(3), 26-40. doi: 10.1016/0090-2616(85)90028-2
Andrea R. Neely (andrea-neely@utc.edu) is an assistant professor of management in the Rollins College of Business at the University of Tennessee at Chattanooga. She earned her Ph.D. from The University of Texas at San Antonio. Her current research interests include social exchange, strategic human resources (HR), HR for volunteers and technology in HR.
16. Costa and McCrae (1992)
You have likely heard the saying “If you give a man a fish, you feed him for a day. If you teach a man to fish, you feed him for a lifetime19.” In leadership, you likely don’t need to do either with the intellectually curious. Intellectually curious individuals only need to know about the fish. They can figure out the rest. Leaders need to give those individuals the time, space, and resources (e.g., fishing rod), and let their questions motivate them. Letting them control their work methods and scheduling20 can help too. They don’t need leaders, they need guides. n
1. Goodrich (2021)
Prem, R., Ohly, S., Kubicek, B., & Korunka, C. (2017). Thriving on challenge stressors? Exploring time pressure and learning demands as antecedents of thriving at work. Journal of Organizational Behavior, 38(1), 108–123. doi:10.1002/job.2115
4. Porath et al. (2012)
6. Jiang (2017)
Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I’s of transformational leadership. Journal of European Industrial Training 14(4), 9-16. doi:10.1108/03090599110143366
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational behavior and human performance, 22(3), 375-403.
Goodrich, J. L. (2021). The Importance of Personality and Leadership Style on Subordinates’ Thriving at Work. Grand Canyon University, Phoenix, AZ.
Rollnick, S., Rutschman, R., & Kaplan, S. G. (2016). Motivational Interviewing in Schools: Conversations to Improve Behavior and Learning. Guilford Publications
Rodrigues, N., & Rebelo, T. (2019). Predicting innovative performance through proactive personality: Examining its criterion validity and incremental validity over the five‐factor model. International Journal of Selection and Assessment, 27(1), 1-8. doi:10.1111/ijsa.12232
Footnotes
Rebecca P. Goodrich (rpgoodrich@crimson.ua.edu) is an MBA graduate from the Rollins College of Business at The University of Tennessee at Chattanooga. She is earning her Ph.D. from The University of Alabama, Tuscaloosa. Her current research interests include habitual psychology, strategic management and organizational leadership.
Kleine, A. K., Rudolph, C. W., & Zacher, H. (2019). Thriving at work: A meta‐analysis. Journal of Organizational Behavior, 40(9-10), 973-999. doi:10.1002/job.2375
openness to experience. Journal of Occupational Health Psychology, 23(1), 31–43. doi:10.1037/ocp0000051
50 | SPRINGS | Fall 2022
“Splendid magazine and very informative to all people in the spring industry.”
(Editor’s note: As we celebrate the 60th anniversary of this magazine, we reprint this short President’s Message about the growing importance of Springs in its early infancy. Barnes served as SMI president from 1964 to 1966. Currently, 9,000 copies of the magazine are printed and mailed to readers throughout the world, and many more readers access a digital copy at the SMI website or through the free magazine app for Apple and Android devices.)
By L. Vaughan Barnes, President, The Yost Superior Co.
It is indeed gratifying to report that with this issue of Springs, it has become necessary to increase the number of copies printed to 7,000, an increase of 1,000 over the last issue. This is the second increase in the short span of four years and 8 issues of our SMI publication serving the spring industry. Springs was first published in May 1962 with 4,500 copies printed. In 1963 circulation was increased to 6,000 and now with this issue we are printing Comments7,000.onSprings from spring manufacturers, advertisers and engineers have been flattering. Typical are the following:
“Most informative magazine about springs I have read.”
“I always find something of interest in each issue.”
“The selection of articles has been very good.”
“Quite valuable as to new developments.”
We’re pleased with comments such as these and are determined to continue meriting this kind of interest and enthusiasm. Our constant objective at SMI is make Springs increasingly valuable to both readers and advertisers. n
President’s Message — October 1965
Flashback
INDUSTRY 4.0READY Booth #507 .39310.00BB-25MM-25.00mm-.984inches PAYOFFSASPIMACCHINE AVVOLGITRICI SPRING COILING MACHINES UPGRADESREVISIONI 600-3SCNCBOBBIO +39phone031 536584 +39fax 031 2170001 sales service@bbspringtechnology.comservicesales@bbspringtechnology.comdepartmentdepartment BB Spring Technology SRL Via G. Puecher, 28 22078 Turate (CO) bbspringtechnology.comITALY WIRE MACHINE SYSTEMS ·North America Sales· Jay Griffith jay.griffith@wire-machine.com6032AHighviewDriveFortWayne,IN46818+1(260)483-9269wire-machine.com
FX 5 Ø 0.10 - 0.80 FX 10 Ø 0.15 - 1.10 FX 15 Ø 0.25 - 1.50 FX 30 Ø 0.40 - 3.00 info@nimsco.com MILANO - ITALY PTC - Pretension Control INTERNATIONAL PATENT HIGH SPEED CNC COILERS
Pyromaitre Inc.
Pyro designs and builds conveyor ovens that are either electrically or gas powered. All models go up to 1000°F (540°C) and have a standard uniformity of +/-10°F (+/-5°C) when leaving our factory. We now have more than 30 models of many sizes and capacities. Our ovens can transfer heat uniformly and quickly, allowing springmakers to reduce the heat treatment time needed by 10x. In this competitive market, saving hundreds of hours in production per year, 70% of floor space and 25% of energy is quite welcomed.
5|Can you tell us about a recent challenge that you were able to solve for a customer?
to feed the 110 inches wide belt and the extensive programming related with a twin robot setup. Pyro-FEED replaces it with a simple pick and place operation. Springs are loaded on the set of chains by the robot. Next, the grippers load springs, of any shape, onto the conveyor belt. This solution allowed us to reduce the large opening to 12” by 12” and the exposed conveyor belt, which is the biggest energy draw. That’s because it is being constantly heated and cooled for the loading/unloading process. It is now part of an insulated enclosure that yields 30% of energy savings. n
The new P-11060G oven we built in 2020 solved many challenges. The first one was floor space; even though a 60-foot oven is quite long, it was still half the size of the other solutions available. The next challenge was to design an enclosed loading and unloading system called the Pyro-FEED, which stands for Flexible Energy Efficient Device. This system removes the need for a secondary robot
3|What are the latest oven trends impacting springmakers?
Pyromaitre Inc. 1081, Chemin Industriel Lévis, Quebec G7A 1B3 www.pyromaitre.comtgrenier@pyromaitre.com418-831-2576800-231-PYROCanada
Grenier-DesbiensSPRINGS | Fall 2022 | 53
Energy savings is a big topic and has been in our line of sight for the last five years. We are developing new ways to recuperate wasted energy from the process. We made a simple upgrade to our cooling chambers where the energy used to heat the spring can be reused for other applications. Another development is to recuperate the lost energy on gas ovens. Since
1|Can you tell us about the history of Pyromaitre?
Five Questions©iStockphoto.com/tostphoto
4|How has the pandemic and supply chain shortage impacted your business during the past two years?
Five Questions provides an opportunity for SMI associate members to tell the spring industry about the products and services they offer. In this edition, we talk with Thomas Grenier-Desbiens, Sales Manager, Pyromaitre Inc.
2|What types of ovens does your company produce?
Thomas
the burner needs constant fresh air for combustion, the excess heat is evacuated in the exhaust, losing precious energy. We are developing a way to recuperate that heat and bring it back into the combustion chamber. This is something that simply does not exist, and we believe this could provide considerable savings.
Pyromaitre has been manufacturing industrial ovens for more than 40 years. Founded by Mario Grenier in 1981, it has been four years since the second generation took over the business. Initially the ovens were custom-made for a wide range of applications, but we now focus on springmakers and drivetrain components.
We have been quite lucky over the last two years since many of our suppliers had lots of parts in stock. Pyro launched its stock program six months into the pandemic, with the goal of having ovens ready to ship to customers when business returned to normal. Fortunately for us, we gained lots of new customers simply because they needed an oven quickly. We aimed to have one unit of each model in stock, but we were never able to keep all of them.
Cold temperatures are often associated with occupations that take employees outdoors during the winter months. In addition to the obvious outdoor cold condition jobs, many employees work indoors in refrigerated environments year round. Production facilities involving food and the distribution network required to get refrigerated food products to consumers require exposure to cold conditions. Prolonged exposure can lead to cold stress. Some employers fail to recognize and address cold stress hazards due to lack of monitoring and knowing the related signs and symptoms, which include:
Facts
•Dehydration•Cold•Frostbite•Hypothermiawaterimmersion Your Grainger Rep is Standing By Contact your Grainger representative or login to Grainger.com/smi and view a list of the most common cold stress related products Resources • Safety & Health Solution grainger.com/safetyCenter • Safety & Health grainger.com/safetycatalogCatalog • Grainger KnowHowSM site grainger.com/knowhow Services • Grainger SafetyManagerOnline Suite® Grainger has what you need to help keep your employees safe in extreme cold conditions. How Grainger Can Help Products •Insulated Clothing •Hand & Foot Warmers •Portable Heaters ••Ice•BlanketsMeltAnti-Slip •WorkAttachmentsFootwearShelters Expertise • Technical Product Support Email safetysupport@grainger.com • Field Safety Specialists 3 Twice as many people die of “excessive cold” conditions in a given year than of “excessive heat.”3 2x FACTORSMAIN4 that contribute1 to cold stress: •High or cold wind •Dampness •Cold temperatures •Cold water Safety & Health
GRAINGER.COM/SAFETY ©2019 W.W. Grainger, Inc. W-BMCL570-2 G0029 1 https://ehs.princeton.edu/workplace-construction/occupational-health/heat-cold-stress/cold-stress-facts 2 NIOSH, Cold Water Immersion, June 2018 3 CDC’s National Center for Health Statistics Compressed Mortality Database 21
Solutions that Work
Even the most attentive, proactive worker can’t tackle the dangers of cold stress alone. A cooperative approach is important. OSHA’s guidance for cold stress prevention lists engineering controls, training, safe work practices and personal protective equipment (PPE), such as appropriate cold weather attire, as foundational components for employers to build into their work plans. Employers should:
• Reduce exposure time
• Allow workers to interrupt work if they feel a cold condition affecting them
Cold
• Train workers on how to help prevent and recognize cold stress illnesses and injuries, and how to apply first aid treatment
• Ensure employees are dressed properly in cold temperatures
• Provide engineering controls such as thermostats and door flaps to help control exposure
Fast
• Give workers frequent breaks in warm areas
The Problem
Stress Hypothermia can occur in any water temperature below this level.2 70°F
On a personal note, I find it hard to believe that I have written more than 50 of these articles during my SMI career, which has taken me from New York City to Los Angeles to rural Indiana to Oklahoma City and parts in between. Each Spotlight has given me the opportunity to learn more about our great industry and the people who comprise it. I appreciate each springmaker and their employees who invited me into their business, either in person or over the phone, to learn more about what makes this industry great.
As we celebrate the 60th anniversary of Springs magazine, our regular feature “Springmaker Spotlight” departs a bit from its normal format. Spotlight has become a popular feature that goes in-depth with one springmaker to learn more about how the company started, what the business has become and where it is headed in the future.
This special edition of Spotlight focuses on important lessons that everyone can learn, derived from articles published over the past 13 years.
Springmaker SpotlightMeyer©iStockphoto.com/Björn
By Gary McCoy, Managing Editor Lessons
Writing each article has been an absolute delight! Here’s a highlight reel of 13 important lessons from springmakers.
A Highlight Reel of Spotlight
SPRINGS | Spring 2022 | 55
With a laugh, Funk said, “My dad kind of put customers in a stranglehold. But seriously, we have a lot of loyal, long-term customers.”
Cannon Spring’s mission is to “provide our customers with the highest quality precision springs, on-time delivery, and personalized customer service
The fourslide niche was deliberate, according to Funk. “My dad wanted to get into a business where customers could not pack up and easily leave.”
2 56 | SPRINGS | Fall 2022
through our commitment to quality and attention to detail.”
Cannon also owns Cannon RaceCraft Inc., a manufacturer of custom, original equipment manufacturer (OEM) and aftermarket suspension springs that he describes as his “hobby.”
Funk said when his dad, Arthur Funk, Sr., started the business he decided to specialize in fourslide manufacturing.
Springmaker Spotlight
No Problems, Only Solutions
Cannon Spring bills itself as specialists in custom springs, able to work with exotic materials and promising short delivery times of two weeks or less. They specialize in short runs, and Cannon says they will even manufacture parts for someone who walks through the door.
I became managing editor of this magazine in 2008, and the first spotlight I wrote, “Stamping the Industry with Integrity and Honesty,” was in the Summer 2009 issue. It was about Arthur “Bud” Funk, Jr. and Fourslide Spring and Stamping, Inc. in Bristol, Connecticut. Ironically, the company started in 1962, the same year the first issue of Springs was published.
Cannon recalls attending PRI, a trade show for the performance racing industry. He said the best part of the show was having the owner of Eibach come by to meet
Being Unique is Good
“Hehim.shook my hand and said, ‘I know who you are,’” explained Cannon. “He knew me, a little guy from Oklahoma. I thought that was pretty cool.”
The Spotlight fell on Kerry Cannon of Cannon Spring Company in the Fall 2014 issue. At the time the article was written, Cannon had been a springmaker for 40 years. He said he enjoys the constant challenge of solving new problems, whether it is designing machines or making springs. He is truly one who lives by the motto “No problems, only solutions.”
The company manufactures springs for the most current models of dirt bikes and street bikes. His motorcycle springs are very popular with racers, earning praise and kudos. They even receive high praise from more well-established companies.
After all, he had been working for Jones Metal Sales, and customers always asked him if he could recommend a good fourslide company with good delivery.
1
He said of course every springmaker wants to give each customer the best price“Oncepossible.youhave a customer, you want to keep them happy. Even though at times that may irritate you a little bit, he or she pays the bills!”
written, the company had just installed a new solar roof photovoltaic system on the southern and western portions of the company’sCompanyroof.president Hale Foote said Scandic has taken many steps to be sustainable from an environmental standpoint, but he believes sustainability goes even“Whateverfurther. you’re doing today, you want to be able to repeat it and improve it over time,” Foote explains. “Rather than going for the quick buck or the flash in the pan, I’ve always tried to invest in the business by buying the better class of machine that will last 20 years; hiring people that have potential, because I’d like them to stay. It’s usually better to keep an employee than to have any kind of turnover.”
Give Customers What They Want
Sustainability Can Make You Money
4 3
In addition, Hardware Products supplied hardware specialties for the
Springmaker Spotlight 5
Sustainability is defined as “the capacity to endure.” Scandic, based in San Leandro, California, was featured in the Fall 2010 Spotlight, demonstrating how the company is trying to model what it means to be a sustainable company. At the time when the article was
One of the oldest companies in the spring industry is Hardware Products, located in Chelsea, Massachusetts. Established in 1866 by the Goodnow family, the company was originally a supplier to the New England textile industry producing pulleys, pillow blocks, shaft supports and springs for their machinery.
Foote is passionate about the cause of sustainability and urges other SMI members to take a closer look at it. He says that, unfortunately, sustainability has often been dismissed as a liberal environ mental cause. Foote believes that premise is false.“Itis a set of business practices that will make you money,” he implores. “So my pitch to people is: ‘Whether or not you believe in global warming, whether or not you believe in saving the whales, you ought to do this because it will make you money.’”
Fournier was the subject of the Spring 2016 Spotlight as he celebrated 50 years in the spring industry. At the time he said, “It’s been a rewarding career. I don’t think I would change a thing. I did it the way I wanted to do it.”
For Foote, a sustainable business means “eliminating the waste and using business practices that make it more likely that your business will endure.”
“My business philosophy is, ‘Give the customer the best that you can and always be honest,’” Fournier said emphatically. “Nothing else matters.”
SPRINGS | Fall 2022 | 57
George Fournier, a former NESMA president and board member, officially retired from Acme Monaco in New Britain, Connecticut, as vice president of engineering in May 2020 after nearly 40 years of service.
Never Say “No”
The company has metrics to follow, weekly staff huddles, along with monthly and quarterly staff meetings. “We share everything on a quarterly basis so everybody knows the score of the game, and they know why things are tightening up or why we’re paying bonuses and giving raises,” explained Dunwell.Oneof the things he believes and models for his employees is that there is more to life than the “sun rising and setting on Wolverine Coil Spring.” Dunwell says, “I try to bring that philosophy, if you will, to the culture of Wolverine.”
Have Some Fun
Certified ISO 9001:2015 WIRED FOR Unsurpassed Quality Since 1959 PRECISION 97 Ronzo Road, Bristol, CT 06010 | (860) 583-1305 | RadcliffWire.com Swift Turnaround Times Award Winning Service Prototypes to Full-Run Production 6 58 | SPRINGS | Fall 2022
Goodnow and Wightman Hardware Store in Boston, which included springs hand wound on lathes. The company developed a line of stock springs which sold through a catalog by T.F. Welch Co., successor to the Wightman Hardware Store. It is said that Alexander Graham Bell bought springs from that store for use in the assembly of the original telephone.Former Hardware Products president Ted White has now retired from the industry and was featured in the Summer 2010 issue of Springs. White said that one of the keys to success in the spring industry is to give the customer what he wants. He quips: “Who would have thought years ago that we would be doing half of the things we do now. Before saying ‘no,’ ask yourself if this is a reasonable request, no matter howNeverunorthodox.”say“no” is the way White has trained his customer service staff.
“The more you can give the customer what he wants, the more they are going to buy from you,” he said.
Wolverine specializes in compression, extension and torsion springs. They also produce wireforms, pins, stampings and multislide products. Secondary operations include stress-relieving, grinding, tumbling, shot peening and corrosion protective plating. In addition, Dunwell says some customers have awarded Wolverine sub-assemblies to produce.
Springmaker Spotlight
Jay Dunwell and Wolverine Coil Spring in Grand Rapids, Michigan, were the focus of a Spotlight article in the Spring 2011 issue. Wolverine Coil Spring began in 1946 under the leadership of Raymond Carlberg, Dunwell’s grandfather, and Dunwell became president in 1995.
Dunwell says as much as there is pressure to perform, the employees and staff of Wolverine like to have fun. “We better have fun with what we’re doing,” he explained, “because if we’re not, then there’s a lot of other spring companies out there that are happy to take over our business.”
great-grandfather Percy helped rebuild Betts Company and guided the company’s expansion into new product lines. He tragically died at an early age in 1919. Percy’s wife and Betts’ greatgrandmother, Emmeline, led the company through the Great Depression. A woman of rare strength and fortitude, she was cast into the role of president without formal training in a male-dominated business.
Betts company is the first manufacturer of springs to locate west of the Mississippi River and has been resilient and has persevered through changes throughout its long history. The Great San Francisco Earthquake and fire destroyed the company’s sole facility in 1906. Betts’
One of the most entertaining interviews I did was with Norm Rodriques, the head of Springfield Spring Corporation, a privately held company with two locations in East Longmeadow, Massachusetts, and Bristol, Connecticut. Rodriques doesn’t use the usual titles of chairman, president or CEO. Instead, he describes himself as the CFI or “chief of fun and inspiration.”
What was not so funny was when Rodriques faced a serious crisis at Springfield Spring in 2001 shortly after 9/11 hit, and the company was not meeting the income projections they had provided theirRodriqueslenders. read several books on the subject of open-book management and was determined to turn Springfield
SPRINGS | Fall 2022 | 59
Betts Company is now organized into three distinct operating business units, including its foundational spring manufacturing business. Other divisions include BettsHD, the company’s
“Things didn’t always fall in our favor, but we’ve had a lot of tenacity, grit and drive,” explained Betts. “I think the examples of our forefathers are what help drive Bill and I and our family to keep our eye on the ball and focused on our people and our future.”
7
Betts Company of Fresno, California (originally started in San Francisco in 1868) was recognized in its infancy for quality manufacturing, being awarded a gold medal in 1871 at the Mechanics Exhibition in San Francisco for manufacturing superior carriage springs. Chairman and CEO William Michael “Mike” Betts IV is the fifth-generation family member to be involved in the business, and his son, William Michael “Bill” Betts V, represents the sixth generation as the current company president.
The Spotlight on Rodriques and Springfield Spring appeared in the Winter 2014 Rodriques,issue. who holds a physical education degree from Southern
Connecticut University, always keeps things light-hearted. He says he could do standup comedy on himself and always bring the house down. “If you can’t laugh at yourself, you’re way too serious about this thing we call life!”
“Where we’re happy is, our company is a diverse spring manufacturer where we touch all the different markets,” Betts noted. “So we don’t have all our eggs in one basket; we’ve been diversified for many years. We serve the OE and the aftermarket on the transportation side, but we also serve all the industrial markets in North America.”
Springmaker Spotlight
Diversify and Expand
Survivors8
Open the Books
consolidated operating division for spray suppression, and fender products. Betts Truck Parts and Service was formed in the ’70s as an outgrowth of Betts Company’s leaf spring manufacturing business.
Mike Betts and the Betts Company were profiled in the Fall 2009 issue of Springs “Still Building Better and Well.” Betts was later featured in an article about his new role as president of SMI in the Spring 2016 issue.
When he teaches the company’s orientation class, David tells new employees that Perfection is like the restaurant of manufacturing.“Yougotoarestaurant, and you have a bad experience,” explained David. “First of all, you’re not going back. That’s the easy
60 | SPRINGS | Fall 2022
He went on to say, “This is how you get to know your employees, their wants, needs and desires.” Plus, Mike Suth believed it was one of the best ways to learn how to estimate the cost of any job.
Springmaker Spotlight
“We’ve walked away from multimillion dollar jobs because we told the customer the truth. You’re not going to get that built. This assembly machine can’t be built in 12 weeks. ‘Well, the other guy said they could do it.’ Well, the other guy took six months and he kept the work. We never got it back, but we kept our reputation, and as long as we keep our reputation there will always be a spot for us.”
TCB logo and memorabilia of Presley can be seen throughout the offices.
One of the messages that Mike Suth (who died in Nov. 2021) would often send via text message to Greg was to “spend less time on the computer and more time on the shop floor.”
David says reputation and integrity are extremely important to Perfection.
“Myexperience.dadbelieves that to be successful in business today, you have to know your product inside and out, and the best way to learn about your product is to be close to those producing it,” explained Suth. “My dad was never afraid to roll up his sleeves and work next to the same folks grinding, deburring and inspecting our product.”
“We’ve put his motto to use here, TCB in a flash,” explained Suth. There are shirts the company has made with the
“Being the founder’s son, he knew this was the only way to earn the respect of his employees.”
one. Secondly, you’re going to tell your friends not to go there. Today, telling your friends not to go there is not telling one or two people. It’s telling a million people or two million people by going on Facebook or going out on Twitter.”
Spend Time on the Shop Floor
David Kahn cites the power of social media when it comes to a company’s reputation.“AsJoshua said earlier, we’re a service company. We don’t have a product,” explained David.
Why? Because Mike Suth always believed there’s no substitute for handson
think of all the things “we went through over the years.” He said the company made it “because we never altered from my founding business philosophy of integrity, honesty, hard work and persistence. You can’t go wrong with that.”
Spring around by adopting this philosophy. After six months of reading and quizzing himself, Rodriques said he was ready to take the plunge in this newButdirection.everyone else thought he was crazy, including his partner, Tina Malley, along with his accountant and his bank, especially when he declared, “I’m opening my books. I’m going to teach our employees how this place is run financially. We will win together or we will dieRodriquestogether.” said there was nothing magical about teaching employees the financials. “The magic came with all of us feeling more secure; that collectively we have a job to do. And if we can take that job every day and see how it affects us financially, then we collectively will participate in the resurgence of Springfield Spring.” Bonuses were tied solely to the company’s annual financial performance. The company decided to use pretax Income as the key bonus driver. A new employee mantra emerged: “Save the praise; show me the raise!”
Protect Your Reputation
Hoosier Spring of South Bend, Indiana and its president, Greg Suth, were featured in the Summer 2014 Spotlight. Hoosier Spring was started by Suth’s grandfather, Emery “Jim” Suth in 1954 and later run by Suth’s father, Mike. Hoosier Spring might be the most dedicated fans of Elvis in the spring industry. “We’re all big Elvis nuts here,” admitted Suth. During the last few years of his life, Presley adopted “Takin’ Care of Business” as a motto, abbreviated as TCB.
Perfection Spring & Stamping in the Chicago suburb of Mount Prospect started in 1955 by its founder, Lou Kahn, and was featured in the Summer 2015 on the occasion of the company’s 60th anniversary.Inthearticle, Kahn’s two sons, David and Joshua, and granddaughter, Rachel, talked about the growth and development of the company.
Lou Kahn wrote in a two-page history of the company that it was amazing to
9 10
matter where you’re sitting in a company, it’s valuable to know how it all works together.” She cites the company’s heads of engineering and operations as examples of those who have risen through the ranks to become company leaders.
11
Putting Value in Home-Grown Management
“I have learned there’s so much value in home-grown management,” explained Marco. “Even myself, I consider to be home-grown. I can’t run a production machine, but I have done almost every administrative job here. I feel like, no
Jessica Marco serves as president of Spring Dynamics, a company her father Tom Boles started in a garage back in
There are only a handful of North American springmakers who coil large hot wound springs. I had my first opportunity to see this unique process in action when I profiled Clayton Baker and Alco Spring Industries (a division of the A. Stucki Company) in a Spring 2017 Spotlight.
As a company leader he’s also learned valuable lessons.
Marco mentioned the company’s home-grown management team when asked about the lessons she’s learned from being at the company for 17 years, and the past four as president.
Springmaker Spotlight
Alco Spring Industries still sits on the same 27-acre parcel where it was founded in 1908 in the far south Chicago suburb of Chicago Heights, Illinois. When you stand inside the hulking 150,000 square foot facility, the rumbling of trains can be heard from time to time due to the tracks that run adjacent to the property. The railroad industry has played a significant role in the history of Alco Spring, and it is still one of several sectors to which the company supplies springs.
“You can never presume that everything is going along fine,” said Baker. “I used to tell my children, ‘Life isn’t a movie. It isn’t that you have an issue and then it’s resolved within two hours, that’s not the way it works.’”
“Part of my nature is to run everything and have my hands in everything, thinking I know best,” he said with a laugh. “I’ve learned over the years that you really have to give expectations to people of what you want and let them do it. At the end of the day, that may not be the same as what you thought it was going to be, but sometimes that’s a good thing.”
“We are all the same age, and we’ve all been here at least 17 years,” explained Marco, “so our management staff is very tenured.”Marco says another big lesson she has learned is that “everyone is important.” She says it’s a collaborative effort. “Not only is everyone important, it’s important to make them feel that way,” explained Marco. “Giving people accountability is like giving them responsibility and a little bit of say in things. I feel like people appreciate that; feeling like what they have to say is valuable.”
Located north of Detroit in Almont, Michigan, Spring Dynamics, Inc. was the focus of a Fall 2017 Spotlight. They had become one of only a few spring companies to hold the designation of being “woman-owned,” having achieved that distinction in 2016.
Never Become Complacent
12 SPRINGS | Fall 2022 | 61
1985. Although Marco holds the title of president, she says the management of the company is all about collaboration andMarcoteamwork.isproud to be a part of the company’s home-grown management team, after having started at the company part-time in 2001 and gaining valuable experience in the front office.
He’s also learned that: “You really don’t do it alone. People are the most important asset you have. Good people are hard to find and even harder to keep. I really try to foster people’s growth and keep them.”
Baker, the vice president and general manager of Alco Spring, said one of the things he has learned during his career in the spring industry is to never become complacent.
Doing What Can’t Be Done
Springmaker Spotlight
“A lot of my customers have become personal friends over the years and it’s the same thing with my suppliers,” said Kaufman.
“It’s all customer service. That’s what we’re doing on everything.”
When compiling this article, I had to overlook many important lessons learned from other Spotlight profiles that I wrote. This was a difficult decision, but necessary due to space requirements.
Kaufman says that as a fourth-generation family-run business, “Business has always been kind to us. That’s why my grandfather started the company and he always wanted family to run it.”
With a laugh, he continued, “Our sales force is one engineer telling another engineer, ‘Hey, call Stalder. They can do something like that.’”
Among the more recent Spotlight articles is a profile of Damon Kaufman and Stalder Spring in Springfield, Ohio that appeared in the Fall 2020 issue, during the height of the COVID-19 pandemic.
More Lessons to Come
With the theme of this issue being “Managing Customers’ Expectations,” a common theme with many of these Spotlight lessons involves customer service.
13 62 | SPRINGS | Fall 2022
Kaufman said Stalder Spring focuses on solving a customer’s wants, desires and needs. “When you do that, it’s pretty easy to sell springs, even when you don’t have a sales force.”
Kaufman has always enjoyed proving people wrong, like when he put together a computer system for the company. He originally programmed the system in dBase 2 using an IBM PC with a five megabyte hard drive and printing invoices on an old Olympus typewriter by hooking up the computer system to the serial port on the typewriter.
“Over the years, I have kept doing things like this that people said couldn’t be done,” said Kaufman with a laugh. “That’s why when I come to work, I come to play.”
A big thank you to each springmaker who trusted me with their story. I look forward to earning the trust of more springmakers in the future when I reach out to profile your company. n
Kaufman said he really enjoys what he does and working with his customers.
One thing I have learned is that not every springmaker wants to be in the spotlight. I remember the leader of one spring company telling me, “Thanks, but no thanks. We like to quietly do our thing out of the spotlight.” I respect that humbleFortunately,sentiment.there were other springmakers with similar sentiments that I was able to coax out of their shell to be photographed and profiled.
T
©iStockphoto.com/kertlis Book Corner
This is a great book for leaders, with fresh ideas on how to raise the level of employee engagement throughout their company.LisaRyan can be reached at lisa@ grategy.com, 216-359-1134 or visit lisaryanspeaks.com.
Have a favorite business book you would like to tell us about or review? Send your suggestions to Springs magazine editor Gary McCoy gmccoy@fairwaycommunications.com.at
hose fortunate enough to attend the 2022 SMI annual meeting in Scottsdale had the privilege of hearing a dynamic presentation by Lisa Ryan, CSP, who bills herself as the chief appreciation strategist at her company, Grategy. Her background and knowledge of manufacturing makes her presentations very relatable. Her core message is: “In business as in life, when you look for the good, you will always find it.”
Reviewed by Gary McCoy
There are many great case studies to spark ideas on how to reinvent your company culture. You’ll read about Jesika Young, who purchased Cimtech, a 43-year-old manufacturing business, with
If you are looking to help attract and retain employees for you company, this book provides practical and helpful strategies you can easily implement. Each chapter contains action ideas broken down into three categories: individuals, management and organization.
Thank You Very Much
Scottsdale attendees were given an autographed copy of her new book, “Thank You Very Much,” which is a helpful resource full of ideas to help improve your workplace culture.
As Ryan states, “First, you will see what you can do personally to take care of yourself, your career and your colleagues. Next, you’ll discover what you can do as a leader or work directly with your team. Finally, you’ll realize the steps your organization must take to change your company culture at its roots.”
no direct experience in the business. This chapter goes into detail on how Young, a manufacturing outsider, created a team culture where everyone feels valued and included in the organization’sThesuccess.chapter “Engage Your Employees Through Ethics, Internships and Flextime” is a case study of a small manufacturing company called Win-Tech. You’ll appreciate the work done by Allison Giddens at Win-Tech, especially her efforts to introduce the manufacturing industry as a career option to students through an internship program.Thecase study of Manny DeSantis, president of Valley Fastener Group, explores the concept of a stay interview. The purpose of a stay interview is broken down into a threefold process: “1) The manager wants to learn what their employees enjoy; 2) It helps leaders figure out what employees dislike about their job and the company; 3) It reinforces two-way communication between managers and their staff, creating a safe space for thoughts and feedback.”AsRyan rightly points out, “Stay interviews deal with current employee feelings and issues, while exit interviews occur while the former employee is already walking out the door.”
SPRINGS | Fall 2022 | 63
For those who have not attended one of her sessions or read one of her earlier books, you’ll appreciate her introductory chapter that reiterates the benefits of gratitude and the practice of saying, “Thank you very much.”
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Mark Duddridge, chair of the Cornwall and Isles of Scilly (an archipelago off the southwestern tip of Cornwall) Local Enterprise Partnership, concludes, “The Cornwall Manufacturers Group (CMG) Academy exemplifies how collaboration between training providers and businesses can develop the workforce of tomorrow in Cornwall. The LEP has cofunded this project along with the CMG, and we are looking forward to seeing these young people and future cohorts develop skills tailored to the thriving manufacturing sector in Cornwall.”
The Cornwall Manufacturers Group (CMG) and the Cornwall College Group (TCCG) partnered to address the skills gap in the sector, resulting in The CMG Academy. A launch event was recently held at the Cornwall College Camborne campus with key guests from the manufacturing industry gathering to celebrate this new development.
giving students access to manufacturing companies in the form of tours and work experience. All students joining the academy will leave equipped with the correct skillset, to either continue their studies or gain an apprenticeship.
Jon Hurrell, chief executive of Cornwall Manufacturers Group (CMG), said, “Currently, we have got a huge skills gap hundreds of jobs available in manufacturing and we just can’t fill them. So, to solve that problem in the long term we have partnered with Cornwall College to try to get the younger people involved in manufacturing as early as possible so that they can get inspired, get involved with manufacturing and then become a manufacturer of the future.”
After sharing more about the lack of skills in manufacturing and the impact on the industry, Eric Nicholls, managing director at Spiral UK, chair of the CMG,
M
Lesjöfors Heavy Springs UK (formerly known as European Springs & Pressings) is participating in the new CMG Academy initiative. The CMG consists of over 50 plus manufacturing companies in Cornwall that employ more than 3,200 people. For more information visit www. cmgroup.org.uk. n
wongwean/Shutterstock.com CTE News
The curriculum developed for this course has come as the result of a close collaboration between the CMG and TCCG. Various meetings with the pre16 team, TCCG’s management and the engineering delivery team were held to assure the offering addresses the current skill shortages in manufacturing, while
CMG.SPRINGS | Fall 2022 | 65
and guest speaker at the Academy launch, said, “This is an exciting opportunity and a bridge between industry and further education that will create a great pathway for young students wanting to come into manufacturing. The partnership gives students the opportunity to visit workplaces and see the real world of the industry in the flesh, and that is so beneficial.”
UK Academy Launched to Boost Manufacturing and Engineering Careers
anufacturing and engineering skills in Cornwall, England are getting a boost with the formation of a pre-16 manufacturing academy. The term pre-16 is defined as year 10 and 11 students, which are the last two years of secondary school in the U.K.
Luke Bazeley, head of campus at Cornwall College Camborne, said, “This partnership is vital because it identifies the skills required locally to ensure our curriculum is sequenced and that we are meeting industry needs. If we are not meeting industry needs, which is, therefore, the need of our students to get jobs within those specific industries, then we are not doing our job. It’s so important for us to make sure that each one of our courses has a clear intent, delivers desired results and connects our students to their industry of Accordingchoice.”toanews release, “The CMG Academy is a fantastic opportunity for young minds with an interest in engineering and manufacturing. Due to its strong connections with the industry, it allows learners to nurture their interests and develop this training into a future career.”
The CMG Academy will help pupils from local schools to develop their skills in manufacturing and engineering, resulting in them gaining a level 2 diploma in manufacturing and engineering. To be enrolled in the academy, interested students will go through an interview process.
TCCG academy students (center) are flanked by (l-to-r): Luke Bazeley, Rory Mason and Kym O’Mara of the Cornwall College Camborne and Eric Nicholls and Jon Hurrell from the
• Engineering drawing
The second course, 304 SpringsDimensioning, Tolerancing and Testing, to be held Thursday, Oct. 13, from 8:30 a.m. to 1 p.m.
Students who participated in the first spring design training class at the 2019 SMI Metal Engineering eXpo in Pittsburgh.
• Fatigue design considerations for a successful project utilizing the SMI seven step spring design process
• Types of dimensions
learn:
• The causes and mechanisms of failure in springs
• Fatigue failure analysis methodology
The 304 training is another advanced course which is designed as a focused, realworld spring design training session utilizing SMI’s ASD7 software. In this course, dimensioning, tolerancing and testing will be discussed for three spring types: helical compression springs, helical extension springs and helical torsion springs
The 301 training is an advanced course which is designed as a focused, real-world
SpringWorld 2022 Spring Design Training
the wire industry and at SMI conducting failure analysis projects on springs. He currently oversees SMI’s failure analysis program. SMI team members who developed the course will also be available to answer questions during the presentation.
• Tolerancing
Inside SMI ©iStockphoto.com/seraficus
The first course, 301 Springs — Fatigue, will take place Wednesday, Oct. 12, from 8:30 a.m. to 1 p.m.
Studentsoverviewwill have the opportunity to seek opinions and clarification of any fatigue related issues which they may have. This class will benefit the student by increasing their knowledge of fatigue of springs and their company by having an SMI-trained associate as part of their team.
Each course is $295 for SMI members and $425 for nonmembers and includes a continental breakfast, along with water, coffee and snacks.
• Goodman diagram interpretation and how to input engineering fatigue test data into the ASD7 software
8:30 – 9 a.m.
301 Springs — Fatigue
• The sources of tolerance data included in ASD7 and the Encyclopedia of Spring Design
• The definition of fatigue and three stage fatigue failure process
304 Springs — Dimensioning, Tolerancing and Testing Training
The training course instructor is SMI technical director C. Richard Gordon, who has many years of experience in
T
wo advanced level spring design courses will be presented by SMI at SpringWorld 2022 at the Donald E. Stephens Convention Center in Rosemont, Illinois.
• The four key factors of fatigue
spring design training session utilizing SMI’s Advanced Spring Design (ASD) 7 Studentssoftware.will
Continental Breakfast and Registration 9 – 1 p.m.
• Dimensioning
Class (breaks at 10 a.m., 11 a.m. and Noon)
SPRINGS | Fall 2022 | 67
• Correct dimensioning etiquette
Students will learn:
The schedule for each class day:
Nov. 9-11
• Critical tolerance characteristics and calculations for each spring type
Visit the SMI Booth at SpringWorld
Nov. 23-25 wire India www.wire-india.comMumbai
• Tolerancing dos and don’ts - don’t over tolerance
• Good workmanship practices
• Correct methods and equipment
SMI Metal Engineering eXpo South Point Hotel & Casino, Las Vegas www.metalengineeringexpo.org
Sept. 12-14
Oct. 5-7
SpringWorld 2022
• Testing
Students will have the opportunity to seek opinions and clarification of any dimensioning, tolerancing and testing related issues which they may have.
Waldorf Astoria, Disney Property Orlando, smihq.orgFlorida
Donald E. Stephens Convention Center, Rosemont, www.casmi-springworld.orgIllinois
To register, visit Dinadesign-training-programsmihq.org/page/spring-orcontactSanchezatdina@smihq.org.
SMI Annual Meeting
The 304 training course will also be taught by Gordon and SMI team members who developed the course will also be available to answer questions during the presentation.
Oct. 25-27
SMI technical director, C. Richard Gordon (left) visits with frequent Springs contributor Terry Bartel at the SMI booth at SpringWorld 2018.
wire South America São Paulo, www.wire-south-america.comBrazil
April 22-25
• Commercial and precision quality factors
This class will benefit the student by adding to their knowledge of dimensioning, tolerancing and testing of springs and their company by having an SMItrained associate as part of their team.
Oct. 12-14
On Page 43 of the Summer issue of Springs, the father of Natalie White, winner of the Callaghan-Hart scholarship was incorrectly identified. Her father is Michael White, who works for Lee Spring in St. Charles, Missouri. Springs regrets the error.
Inside SMI 2022
68 | SPRINGS | Fall 2022
Calendar of Key Events for the Global Spring Industry
©iStockphoto.com/MF3d Send Us Your News SMI members receive priority placement for their product, company, personnel and events announcements in the magazine. Your news releases should be roughly 50 to 100 words and may be accompa nied by color photos (highresolution .JPEG photos at 300 dpi preferred). Send to dina@smihq.org.
SMI will have a presence on the show floor at SpringWorld 2022. Please stop by booth 627 to visit with SMI staff and volunteers who will be available and happy to talk with you about membership, technical or regulatory issues, the magazine or SMI’s ASD 7 spring design software.Inaddition, information will be available about the 2023 SMI Metal Engineering eXpo to be held Sept. 12-14 in Las Vegas at the South Point Hotel and Casino. Be sure to stop by the booth to pick up a deck of eXpo branded playing cards. There are limited quantities available, so be sure to stop by while they last.
wire and SoutheastTubeAsia Bangkok, www.wire-southeastasia.comThailand
• Performance characteristics
Correction
2023
ISO/TC227 Meetings Hangzhou, China
Inside SMI Here’s the schedule of surveys for the remainder of 2022 and into 2023. Key Business Trends (regular and associate members) Survey Sent Responses Due Results Sent Third quarter 2022 Oct. 4, 2022 Oct. 11, 2022 Oct. 12, 2022 Fourth quarter 2022 Jan. 11, 2022 Jan. 18, 2022 Jan. 19, 2022 Wage & Benefits (every other year — regular member contacts) Survey Sent Responses Due Results Sent 2022 Aug. 6, 2022 Sept. 6, 2022 Sept. 20, 2022 Salary (every other year — regular member contacts) Survey Sent Responses Due Results Sent 2023 Oct. 1, 2023 Oct. 30, 2023 Nov. 30, 2023 SMI Survey Schedule SMI regularly surveys its members to help them understand how they are doing relative to others in the industry. The first mailing for the 2023 Your complete source for all your stock and custom spring needs www.DiamondWire.com 1-800-424-0500 Stock Springs To Ship Ready Compression Springs Extension Springs Die Springs Torsion Springs MADE IN USA SPRINGS | Fall 2022 | 69
thanks our event sponsors PLATINUM SPONSORS GOLD BRONZESPONSORSSPONSORS
Historical Perspective
Former SMI president Reb Banas of Stanley Spring & Stamping was part of the original Vanguard committee that started in the early ‘90s, along with former SMI presidents Scott Rankin, Steve Moreland and Bert Goering and a host of others. He said the group had representatives from both the manufacturing and supplier sides. Banas said they came to the SMI meetings “on the coattails of our parents,” and the Vanguard group provided a forum for them to share ideas and network apart from the larger meeting.
He said the group existed for more than 10 years, and it naturally went away as members started becoming board and committee members.
Community — The committee plans to hold a Vanguard breakout event at all future industry gatherings, Jacobson is heading up this focus.
Adam Jacobson Alex Melnikow
I
Today’s Vanguard committee is being led by Adam Jacobson, technical sales manager for FENN/Torin. Assisting Jacobson with the committee is Alex Melnikow, president of Midstate Spring and Jenelle Carlier, production manager at S3InformalWireform.discussions were held dur-
Jenelle Carlier
association’s social media strategy to better engage members. Carlier is leading this effort.
ing the 2022 SMI annual meeting in Scottsdale. Since then, the committee had held monthly digital meetings and has initially focused on three areas: community, marketing and onboarding.
A New Group Emerges
To join the Vanguard committee or get more information, contact Jacobson at 860-308-6732 or adam.jacobson@ fenn-torin.com. n
SPRINGS | Fall 2022 | 71
Vanguard Committee on the Move
The first community event is a bowling outing in October during SpringWorld at Kings Dining and Entertainment, located within walking distance of the Donald E. Stephens Convention Cen ter in Rosemont, Illinois. Kings Dining and Entertainment is billed as “a colorful, contemporary bowling venue that offers 20 lanes, two bars, billiard tables and an eatery.”
Marketing — The committee is working with the SMI board to update the
Onboarding — The committee is looking to improve the new member experience at events, and to add content geared to next generation family business members. Melnikow is leading this area.
©iStockphoto.com/Studio-Pro
By Gary McCoy
n the Winter 2022 issue of Springs, SMI announced the revitalization of its Vanguard committee, focused on the younger generation of SMI members. The committee is working to build community within this group, to encourage greater participation and impact on shaping the future of the SMI organization, and to improve the onboarding experience for newer members within SMI.
Banas said SMI held two meetings per year back in those days and the Vanguard group would meet separately for a luncheon. Vanguard members would rotate making presentations about their business, somewhat like today’s Vistage (the world’s largest executive coaching organization for small and midsize businesses) that includes peer advisory groups. He said the Vanguard group later moved to a cocktail reception for informal talks where they would discuss things like machinery trends.
No date or time has been set yet for the Vanguard bowling event. An announcement with details will be forthcoming.
ConnectionCommittee
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HTC Machinery and Forming Systems Inc. announces the addition of the new HTC16CL, 5 axes CNC spring coiler, with wire range of 0.4mm to 1.6mm (.016” - .063”).
Saint-Gobain Abrasives will highlight its Norton Stellar Disc Grinding Wheels at SpringWorld 2022 booth #1313. Nor ton Stellar inserted nut grinding wheels for double and single disc grinding offer improved wheel life, increased parts per wheel and lower cost per part. Key appli cations include spring grinding, as well as grinding piston rings, connecting rods, compressor plates, automotive and machinery components, bearing races and hand tools.
HTC16CL Coiler from HTC Machinery and Forming Systems Inc.
“Virtual Controller helps our customers overcome the loss of experienced account ing employees by producing their monthly statements for them,” says Daniel Carranco, director of continuous improvement for Global Shop Solutions. “Staffed with our most experienced consultants, the service enables users to complete their monthly financials in a timely manner, until they can hire or develop qualified accounting professionals to perform this vital process.”
For additional information, contact Forming Systems Inc. at info@forming systemsinc.com or 269-679-3557.
The company says Norton Stellar grinding wheels have an over 30% lon ger wheel life than existing disc grinding products and require less dressing and parameter changes for increased produc tivity. The wheels also have an improved material removal rate of more than 15%.
reconciling accounts receivable and pay ables to the general ledger, inventory batch processing, inventory reconciliations and more. The Virtual Controller team then analyzes the data to ensure the numbers are correct and generates financial statements and summary reports, ranging from income statement results to month-over-month analysis and cost accounting reviews.
The HTC16CL includes many improvements over the HTC16CFII, including a larger feed motor for increased power and higher feed speeds and an all-new feed transmission gear design to better handle the higher speeds. The production rates for the upgraded HTC16CL is 20% higher than the HTC 16CFII with higher accuracy.
Completing month-end on schedule is only half the Virtual Controller pro cess. Virtual Controller’s expert consul tants also provide training and education to strengthen the ERP skills and finan cial acuity of manufacturers’ accounting personnel.Formore information, visit globalshop solutions.com.
Norton GrindingDiscWheels
Optimized auto lubrication and pre tension devices are available (optional SDR/SDL). The coiler is also ready for Industrial 4.0 (optional WF3).
Virtual Controller Helps Manufacturers Overcome Accounting Labor Shortage
“Our advanced manufacturing pro cess produces homogeneous wheels that have extremely consistent quality from wheel-to-wheel,” said Kelly Pica, senior product manager, Norton | Saint-Gobain Abrasives. “We are very pleased to offer customers our Stellar double disc grind ing wheels that produce excellent, high quality surface finishes throughout the life of the Nortonwheels.”Stellar wheels are available in Norton’s range of high performance grains and bonds, including new Quan tum Prime nano-crystalline ceramic grain and advanced bond technologies. All Norton Stellar disc grinding wheels are made-to-order to fit exact customer requirements and are available in diam eters from 8” thru 42” and in grit ranges from 16 thru 220.
New Products
PeskyMonkeymorkeman,harmandaglı,©iStockphoto.com/hüseyin
SPRINGS | Fall 2022 | 73
For more information, go to www. nortonabrasives.com.
Global Shop Solutions has introduced Virtual Controller, a new financial con sulting service for manufacturers.
The immediate goal of the Virtual Controller service is to ensure the recom mended month-end processing for custom ers gets completed on time. This involves
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Kwik Mark Inc., makers of the Dot Peen Marker, has announced an upgraded software platform for its patented iTeach Jog and Teach Function which includes the utilization of the latest PC/104 modules and a larger memory compact flash card. The machine gives manufacturers the ability to consistently and quickly place
No prints or part dimensions is required, no measuring or layout tools
high quality marks on their products to enhance productivity.
For more information on iKwik Mark iTeach, visit kwikmark.com or call 815-363-8268.
Finally,rays.
extra features create an easily customizable fit for virtually any face. The star of the show is a five-step angleadjustable temple. Earpieces ratchet up and down with a five-click adjustable temple joint for the ultimate in custom fit. Floating, reinforced-rubber nosepieces conform to the bridge of the nose, an integrated soft brow guard bring greater fit, and soft rubber at ends of earpieces add extra flexibility and alldayAccordingwearability.to the company, “The rimless lenses and green/black zebra striping look plain cool. With Spike, workers never have to sacrifice style for the ultimate in custom comfort and protection.”
For more information, visit www. brassknuckleprotection.com. n
74 | SPRINGS | Fall 2022
Innovative Spring Testing Solutions
needed, and no programming experience necessary. It features the ability to mark text on a radius, angle, within a defined area or within several defined locations.
Available Basic Advanced Software NEW
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with
As part of Brass Knuckle’s new antifog collection, Spike has BK-Anti-Fog+. It has technology that’s fused directly to the lens, not simply sprayed on, to deliver longer-lasting fog-free protection. It also features ANSI Z87.1/U6 ultraviolet protection, the highest standard in the world, to eliminate 99.99% of damaging UV
Brass Knuckle®’s new Spike (BKADJ5060AFP) eye protection combines a two-pronged strategy for vision protection, with a legion of comfort features for the ultimate in customizable, longwear glasses. An abundance of features includes anti-fog protection, the highest UV protection available, and custom comfort at the temples, nose and brow.
Upgraded Features for Kwik Mark Dot Peen Marker
Diamond Wire Spring Co (800) 424-0500 69
Mapes Piano String Co (423) 543-3195 21
Advertisers Index
Norton Saint-Gobain (800) 551-4413 13
CASMI www.casmi-springworld.com 39
Gibraltar (847) 383-5442. . . . . . . . . . . . . .64, 66
RK Trading (847) 640-9371. . . . . . . . . . . . . . . . . .6
Tool King (847) 537-2881 21 United Wire (800) 840-9481 11
SMI members get priority placement of their product news. News releases should be roughly 50 to 100 words and may be accompanied by color pho tos (HiRes .JPEG at 300 dpi preferred). Send to dina@smihq.org.
Gibbs Interwire (800) 800-4422 1
North American Spring Tool (860) 583-1693 72
Proto Manufacturing (800) 965-8378 62
Starrett (888) 674-7443 74
Admiral Steel (800) 323-7055 72
Dispense Works (815) 363-3524 8
Spring Manufacturers Institute (630) 495-8588
. . . . . . . . . . .inside front cover, 54, 70
Zapp Precision Strip (203) 386-0038 49
Radcliff Wire (860) 583-1305 58
Simplex Rapid (563) 391-0400 52
Forming Systems Inc (877) 594-4300 back cover
Anchor Abrasives (708) 444-4300 18
Industrial Steel & Wire (800) 767-0408 5, 15
Send Us Your News
John Evans’ Sons (215) 368-7700 62
Elgiloy (888) 843-2350. . . . .inside back cover FENN/Torin (860) 259-6600 24
©iStockphoto.com/RichVintage SPRINGS | Fall 2022 | 75
A & D Trading (440) 563-5227. . . . . . . . . . . . . . . . . .9
Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . . . .22
NIMSCO (563) 391-0400 69
NSL Analytical (216) 438-5200 21
BB Spring Technology +39 031 536584 51
WAFIOS (203) 481-5555 3
Larson Systems (763) 780-2131 72
New Products
JN Machinery (224) 699-9161 28-29
Indoor rock climbing, hiking/ camping and board games with Favoritefriends.
I wonder what would have happened if: I never transferred to my high school. I would not have met my wife or many of my friends today, and life would have unfolded in a very different way. Something tells me I’d still be at Gifford Spring though!
Role models: My grandfather.
Company name and city: Gifford Spring Company, Garland, Texas.
Current home: Dallas, Texas.
The most difficult business decision I ever had to make was: Setting aside my mechanical engineering career to join Gifford Spring. I was months away from earning my P.E. license. It was a great decision, but not an easy one.
Best times of my life: Any good moment with friends and family. Meeting my wife, family vacations and camping trips with friends.
Favorite song/musician: Magic City
I would like to be remembered in the spring industry for: Having great partnerships with other spring manufacturers and my customers.
Ievgenii,©iStockphoto.com/Tryfonovnicholasbelton
A really great evening to me is: Rock climbing, followed by a meal at my favorite local Thai restaurant.
Family (spouse, children, pets, etc.): My wife, Mali and our two cats.
My most outstanding qualities are: Loyalty, mechanical aptitude, creativity and a willingness to get it done.
I was an “adult” when: When I wanted to go into work to get some things done on the weekend.
The one thing I can’t stand is: Paper! I’m all about connecting information, but I know not everyone thinks like me.
Name: Evan Rodgers
If I weren’t working at Gifford Spring, I would like to: Either be a business management consultant or become a van-dwelling rock climber.
Snapshot
Brief history of your company: My grandfather, Ralph Gifford, took his springmaking experience in 1984 and began his own spring manufacturing company out of his garage. We are very much a family company, with four family members employed full time.
Spring industry affiliations: SMI.
What I like most about being a springmaker: Nobody has a clue what I do! I love sharing our story with new people I meet.
Job title: Product Manager.
Favorite books/authors: J.R.R. Tolkien and Douglas Adams.
Favorite food: How can anyone pick? Right now, a ribeye sounds great.
Hobbies:Hippies.
Birthplace: Dallas, Texas.
Evan GiffordRodgersSpring Company
But people will probably remember me for: Being the last one to leave a party.
People who knew me in school thought I was: Born to be an engineer, a good friend, a nerd (lots of gaming!) and a Ileader.knew
76 | SPRINGS | Spring 2022
places: Victoria, Canada and our family cabin in North Texas.
Since 1984, we have grown in capabilities, employees, and our facility. To this day, we continue to follow the great example Ralph set and maintain the standards he established over 35 years ago.
ELGILOY ® ALLOY 75 1 9 4 7 MISSION CRITICAL SINCE Elgiloy Specialty Metals is a division of Combined Metals & affiliate of Gibbs Interwire FOR MISSION-CRITICAL SUCCESS Elgiloy.com | 888-843-2350 Precision strip down to .0008" Round wire from .001" diameter Shaped wire from .005" Centerless grinding, shaving, polishing & cut-to-length services STRIP & WIRE 50+ HIGH-PERFORMANCE ALLOYS
