Springs summer Vol 56 no 3 by Spring Manufacturers Institute

summer 2017

A Publication of the Spring Manufacturers Institute / Vol. 56, No. 3

The International Magazine of Spring Manufacture

Measuring Customer Loyalty Flashback: Servicing Customers Inside and Out 27 Five Lessons Learned About Customer Satisfaction 32 Customer Surveys: A Win-Win Communications Method 39

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President’s Message From Mike Betts

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

SMI Board of Directors

Valued Customers and Our Next Generation We often acknowledge how important and valued customers are to our businesses and livelihoods. This issue of Springs is focused on our customers and their satisfaction and loyalty to us as suppliers. There are several articles that depict how members survey and measure customer satisfaction. It is common that most companies want to know what their customers think about when evaluating our products and service. It is also true that not every piece of feedback received will be favorable. Whether positive or negative, this feedback is valuable to help understand our customers’ needs. Allow me to pose three questions: 1) What do you do today to collect feedback? 2) How do you communicate feedback within your organization? 3) How do you collaborate with your team to act on the feedback you received? I hope you benefit from the articles shared by our members and suppliers. Many of you are aware that SMI is the first association in the U.S. to adopt the Dream It. Do It. (DIDI) program. I am pleased to report that our SMI DIDI program champion Jim Parsons of Myers Spring, and Gary McCoy, managing editor of Springs, recently attended the annual Dream It. Do It. conference held in Palatine, Illinois. They were part of a panel to share what the DIDI program means to the spring industry and our SMI membership. The panel mentioned that for several years SMI members have continuously stated that their greatest challenge is finding and keeping talented employees. They explained how SMI’s participation with the Dream It. Do It. program will open many doors for our members to get connected with talented students within our nation’s high schools, community colleges and universities. They shared how our industry is part of advanced manufacturing, where we produce highly engineered mechanical spring products at modern and clean facilities. SMI has begun rolling out marketing materials and best practice methods that our members can use in their regions to connect with students, parents, teachers and counselors. We will continue to share compelling and positive stories with our next generation students on how careers in the spring industry are some of the very best in today’s marketplace. If you have not yet visited our newly updated SMI website, at www.smihq.org, I encourage you to do so. One thing you will notice is our poster for the Dream It. Do It. program. SMI members can download and print the poster as tools to assist in better connecting with schools and students. All the best! Mike Betts P.S. Don’t forget to register for the SMI Metal Engineering eXpo, October 3-5 in Harford, Connecticut. SMI is hosting the event for the spring and metals industry in partnership with NESMA. Our symposium, with its educational breakout sessions, and the exhibit hall with the latest in spring equipment technology and new materials promise to be well worth attending. See you soon as our show comes to the Northeast for the first time.

John Bagnuolo, MW Industries • Cheri Betts, Betts Company • Mark DiVenere, Gemco Manufacturing • Frank Foernbacher, Kern-Liebers USA • Ritchy Froehlich, Ace Wire Spring & Form • Brett Goldberg, International Spring • Agustin Estalayo Ibanez, RPK Mexico SA de CV • Don Jacobson III, Newcomb Spring • Charly Klein, Fox Valley Spring • Bill Krauss, Vulcan Spring • Bill Lathrop, Colonial Spring Company • Don Lowe, Peterson Spring • Daniel Pierre III, JN Machinery • Hannes Steim, Kern-Liebers USA • Chris and Jeff Wharin, Bohne Spring • Ted White, Hardware Products • Steve Wunder, Duer/Carolina Coil

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

Springs Magazine Committee Chair, Ted White, Hardware Products • Reb Banas, Stanley Spring & Stamping • Lynne Carr, SMI • Raquel Chole, Dudek & Bock • Ritchy Froehlich, Ace Wire Spring & Form • Bud Funk, Fourslide Products • Brett Goldberg, International Spring • Tim Weber, Forming Systems • Europe Liaison: Richard Schuitema, Dutch Spring Association • Technical Advisors: Loren Godfrey, Honorary Member • Dan Sebastian, Honorary Member Advertising sales - Japan Ken Myohdai, Sakura International Inc. 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 E-mail: info@sakurain.co.jp Advertising sales - Europe Jennie Franks, Franks & Co. 63 St. Andrew's Road Cambridge United Kingdom CB41DH Phone/Fax: +44-1223-360472 E-mail: franksco@BTopenworld.com Advertising sales - Taiwan Robert Yu, Worldwide Services Co. Ltd. 11F-B, No 540, Sec. 1, Wen Hsin Rd. Taichung, Taiwan Phone: +886-4-2325-1784 • Fax: +886-4-2325-2967 E-mail: stuart@wwstaiwan.com Springs (ISSN 0584-9667) is published quarterly by SMI Business Corp., a subsidiary of the Spring Manufacturers Institute: 2001 Midwest Road, Suite 106, Oak Brook, IL 60523; Phone: (630) 495-8588; Fax: (630) 495-8595; Web site www.smihq.org. Address all correspondence and editorial materials to this address. The editors and publishers of Springs disclaim all warranties, express or implied, with respect to advertising and editorial content, and with respect to all manufacturing errors, defects or omissions made in connection with advertising or editorial material submitted for publication. The editors and publishers of Springs disclaim all liability for special or consequential damages resulting from errors, defects or omissions in the manufacturing of this publication, any submission of advertising, editorial or other material for publication in Springs shall constitute an agreement with and acceptance of such limited liability. The editors and publishers of Springs assume no responsibility for the opinions or facts in signed articles, except to the extent of expressing the view, by the fact of publication, that the subject treated is one which merits attention. Do not reproduce without written permission.

2 / SPRINGS / Summer 2017

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Contents FEATURES 25 Measuring Customer Loyalty By Gary McCoy

27 Flashback

Servicing Customers Inside and Out By Rachel Chole

32 Five Lessons Learned About Customer Satisfaction By Randy George

34 Simple and Straightforward: How Ironmonger Spring Obtains Customer Input By Gary Stein

35 Five Steps to Gain the Most from Your Voice of the Customer Study By Kay Cruse

37 How Satisfied Employees Deliver Happy Customers By Alan Ortner

39 Customer Surveys: A Win-Win Communications Method

By John Higgins

41 Lots of Educational Opportunities at 2017 Metal Engineering eXpo in Hartford 45 Nine Surefire Steps to Lockdown Your Cyber Security By Clinton Henry

49 SMI’s Holds 2017 Annual Meeting at Amelia Island in Florida 55 2017 SMI Scholarship Program Awards $33,000

DEPARTMENTS 2 President’s Message

OLUMNS C 17 Be Aware Safety Tips

Aerial Lifts vs. Scissor Lifts: The Difference and New Obligations for Use By Laura Helmrich-Rhodes

21 Dean of Springs

Establishing a Company Culture: How and Why By Dan Sebastian

4 / SPRINGS / Summer 2017

Valued Customers and Our Next Generation

7 Global Highlights 14 Regional Spring Association Report 59 Springmaker Spotlight

Myers Spring Company: Applying an 80/20 Philosophy to Solve Customer Problems By Gary McCoy

63 Book Corner 67 Inside SMI 71 Committee Connection 73 New Products 75 Advertisers’ Index 76 Snapshot

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in Ø in Ø in Ø in Ø in Ø in Ø in Ø in Ø

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Global Highlights North America Automated Industrial Machinery, Inc. (AIM Inc.) recently marked its 25th anniversary as a dedicated manufacturer of CNC wire bending machines in the United States. AIM Inc. has grown from a small manufacturing company to an active machinery exporter via the company’s two facilities located in North America and in Europe. AIM, Inc. has been listed three times in a row in the Inc 500/5000, and twice awarded with the Illinois Governor’s exports award. On Friday, March 31, 2017, AIM Inc. celebrated this milestone at a party with all employees, representatives, suppliers and customers. During the event, AIM Inc. CEO and founder Constantine Grapsas remarked: “We have achieved this milestone through the arduous work, dedication of our associates and our culture of customer service that exists throughout the entire organization. We have dedicated ourselves to 25 years of product innovation and manufacturing efficiencies to provide our customer with the highest quality and value of products and service.” Through the years, AIM Inc. has stayed true to the company’s motto, “Forming our future with yours,” and has forged alliances and partnerships globally and is continuing to do so in order to enable wire component manufacturers to be more productive than ever before.” Also at AIM, Inc., a strategic alliance has been announced with T. Butler Engineering Ltd. (TBE, Ireland). The two companies will join forces to market solutions that join AIM Inc.’s smart CNC machines with TBE’s high volume production and customized turnkey solutions, offering a unique proposition to prospective customers across the globe. Commencing in Q2 2017, both companies will offer each others’ solutions, with AIM, Inc. also providing support for TBE customers in North and South America. The two market leaders in high speed wire component machine manufacturing are teaming up to deliver a complete customer service solution, from highly technological software support to an integrated, intelligent and fast production experience. “Nothing is more important than making our customers more productive,” said Grapsas. “We are thrilled to announce this strategic alliance with TBE, which will simplify the customer experience across sales, service and support and empower our mutual customers to be far more productive.” Thomas Butler, managing director of TBE, Ireland noted: “We are delighted to formally announce this

strategic alliance with AIM, Inc. We believe that we can combine TBE’s niche capability for complex and integrated projects with AIM Inc.’s smart bending solutions and vast presence in the United States; together offering an unparalleled level of manufacturing capability and flexibility to our mutual customers, serving the market together on a truly innovative platform.” The Wire Association International (WAI), Inc. reports a successful showing of the Americas’ wire and cable industry fair, which, this year comprised three of its events: Interwire 2017; WAI’s 87th Annual Convention; and its first Global Ferrous Rod & Wire Symposium. Interwire week was held May 8–11, 2017, at the Georgia World Congress Center (GWCC), Atlanta, Ga. 3,807 people participated. Remarking on the event, WAI 2017 president David Hawker said, “Interwire was a success and it accomplished a number of our objectives. The training and technical programs and the Ferrous Symposium helped educate a cross section of industry professionals. We had a sold-out exhibit floor, tremendous involvement of corporate sponsors, and incredible level of volunteer participation, which all point to the health and commitment of WAI’s support network.” The Interwire Exposition comprised more than 400 exhibitors from 25 countries that participated to showcase wire and cable products, machinery, ancillary equipment, and services. Sixty-five companies were first-time exhibitors. The footprint of the show consumed 110,000 sq. ft. of exhibition space in Hall A of the Georgia World Congress Center. The first-time Global Ferrous Rod & Wire Symposium (GFRWS) “conference within a conference” was a discrete program focused exclusively on topics of interest to the ferrous industry. The GFRWS schedule ran concurrently with Interwire, offering technical presentations on processing, equipment improvements, testing, quality and measurement techniques. The program also featured a reception at the College Football Hall of Fame. The WAI 87TH Annual Convention was also held at the event, in which WAI issued its top honors to Richard R. Miller, a former Southwire Company executive and winner of the Donnellan Memorial Award; and to Harold Moss, Mordica Memorial Award winner. Keynote speaker Rick Smith, a 3D printing expert and best-selling author, had the full attention of the audience

SPRINGS / Summer 2017 / 7

Global Highlights

during his talk: “Our 3D Printed Future: How to Position Yourself and Your Organization to Successfully Navigate this Historic Shift.” The conference program included more than a dozen technical and practical presentations on nonferrous and general topics: The Fundamentals of Wire Manufacturing primer course; a panel presentation on Industry 4.0; and a workshop on fines and annealing. The Manufacturing Management Workshop provided tailored instruction for operations managers and supervisors to pick up where on-the-job training leaves off. Additional highlights included a two-part tour of Southwire Company LLC in Carrollton, Georgia, where visitors saw its utility products plant and its building wire cable plant; WAI’s welcome reception at the Omni Hotel; a member rewards luncheon and raffle; and association leadership meetings.

International The Japan Society of Spring Engineers (JSSE) held its semiannual Lecture Meeting, including a poster session and a ceremony of JSSE Awards, at Kyoto Tower Hotel in Kyoto on November 4, 2016.

Eight general lectures and one special topic lecture were presented to 145 attendees. The opening speech was presented by Haruhiko Shiba, a vice-chairperson of JSSE in charge of events and a managing officer member of the board of Chuo Spring Co., Ltd. Titles of general lectures and presenters included: Possible application of titanium spring for wave-induced vibration power generator, by Shigeo Kotake of Mie University; Vibration reduction of unbalanced rotors supported by gas bearings (Characteristics under the gas supply pressure control), by Tomohiko Ise of Toyohashi University of Technology; Visualization of local hydrogen distribution of tempered martensitic steel using SIMS, by Satoshi Yabu of KOBELCO Research Institute. INC.; The mechanical property of duplex stainless steels after cold drawing, by Shota Yamasaki of Nippon Steel & Sumikin Stainless Steel Corporation; Fatigue property of high strength steel with artificial defects under cyclic torsion, by Mamoru Hayakawa of Nippon Steel & Sumitomo Metal Corporation; Tensile strain induced nonlinear acoustic evolutions in a low carbon, by Hirotaka Ishikawa of Shonan Institute of Technology; Elasto-plasticity behavior of copper alloy sheets and prediction of spring properties of their press-formed products, by Yasuhiro Hattori of AutoNetworks Technologies, Ltd; Large deformations of

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Global Highlights

Japan Society of Spring Engineers (JSSE) semi annual Lecture Meeting and awards speakers, left to right: Mr. Toshio Kazama, Mr. Susumu Yamamoto, and Mr. Masahiko Nakatani.

flexible elastic beam in a rigid channel, by Atsumi Ohtsuki of Meijo University. The special topic lecture was about the importance of reduction of damage due to earthquake disaster including tsunami, according to the inspection of durability of current infrastructure and historical review of earthquake during thousands of years. The lecturer was Dr. Nobuo Fukuwa, professor and director of Disaster Mitigation Research Center of Nagoya University. Six technical posters were displayed in a meeting room of the hotel. A brief explanation was given by a representative for each of the posters on the speaker’s platform for the lecture meeting, followed by a question and answer session at the posters. The top two posters were selected based on the participants’ voting. The first place poster: Development of a bi-stable constant force mechanism with plate spring and Christie suspension, by Takahiro Matsuno of Ritsumeikan University, et al. The second place poster: Fatigue strength improvement of pure titanium by micro-shot peening and ultrasonic shot peening, by Yuto Saeki of University of Hyogo, et al. The awarding ceremony of JSSE Awards was held prior to the afternoon session of the lecture meeting and Ronbun-prize, Gijutu-prize and Koseki-prize were given to the winners. Receiving the Ronbun-prize (among papers submitted to JSSE): 1) Evaluation of Susceptibility to Hydrogen Embrittlement for Vanadium Added Spring Steel with Tensile Strength of 2 GPa Class, by Masao Hayakawa, Hiroyuki Mizuno, Takeshi Suzuki, Atsushi Sugimoto, Minoru Honjo, Hiroyuki Ohishi, Kazutoshi Sakakibara, Hidekazu Ito, Satoru Kondo and Shinsaku Matsuyama; and 2) Evaluation of Small Fatigue Crack Initiation in Type 316 Stainless Steel by Positron Annihilation Spectroscopy, by Yoshihiko Uematsu, Kanehira Hattori, Toshifumi Kakiuchi, Naoya Uesugi and Fumiya Nakano. Receiving the Gijutu-prize (among other papers or articles): 1) Analysis of Nonlinear Deformations in Coiled Wave Springs (CWS), by Atsumi Ohtsuki and Shingo Sakurayama; 2) Development of Heat-Resistant Stainless

Steel with Excellent Spring Properties for Exhaust Gasket, by Yuichi Fukumura, Masayuki Shibuya and Yasutaka Shintani; 3) Technology of CAE and Shape Measurement for Spiral Spring, by Madoka Kuno, Kazuyoshi Nono, Toshinori Imai and Shoji Ichikawa; 4) Synthesis of Carbon Nanocoil and its Mechanical Property, by Yoshiyuki Suda, Yasushi Nakamura, Hirofumi Takikawa, Hitoshi Ue, Umeda Yoshito and Hiroyuki Shima. Receiving the Koseki-prize (among honorable achievements): Satoshi Suzuki (Chuo Spring Co.,Ltd); Dr. Atsumi Ohtsuki (Meijo University); Dr. Koji Takahashi (Yokohama

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Global Highlights

National University); Dr. Noritoshi Nakagawa (retired from Hiroshima University); Dr. Katsuji Tosha (former JSSE chairperson and an adviser to JSSE); and Shohei Yoshida (Tokaibane MFG. Co., Ltd.). A reception was held after the closing speech presented by Dr. Yuji Nakasone, JSSE president and a professor of Tokyo University of Science. Toshio Kazama, a vice-chairperson of JSSE in charge of general affairs and a managing officer of NHK Spring Co., Ltd. made the opening speech, followed by the guest speech by Masahiko Nakatani, executive director of Japan Spring Manufacturers Association (JSMA.) Susumu Yamamoto, an honorary member of JSSE, made a toast to the development of the spring industry and the participants’ health followed by Dr. Katsuji Tosha, a former JSSE chairperson and an adviser to JSSE, who made a speech on behalf of recipients of the certificates. The reception ended with “iccho-jime,” a vibration that consists of a single clap in unison. Despite ongoing insecurities about the global steel market in terms of possible penalties and import restrictions, wire 2018 - International Wire and Cable Trade Fair and Tube 2018 - International Tube and Pipe Trade Fair have experienced strong exhibitor registration one year before the start of the events. Companies who applied after the exhibitor

registration deadline at the end of April were placed on a waiting list. wire and Tube will be held concurrently from April 16–20, 2018 at the fairgrounds in Düsseldorf, Germany. More than 2,600 key players from the industry will present innovations from the wire, cable and pipe industries on 1.18 million square feet of net exhibition space in 15 halls. As in the past, traditionally well represented countries at wire 2018 will be Italy, Belgium, France, Spain, Austria, the Netherlands, Switzerland, Turkey, Great Britain, Sweden and Germany. From overseas, many companies from the U.S., South Korea, Taiwan, India and China are expected. wire 2018 will be held in halls 9 to 16. Machinery and equipment for wire manufacturing and finishing, process technology tools and auxiliary materials for process engineering as well as materials, special wires, cable, measuring and control technology and test engineering will be on display. To address the increased use of fiber glass cables in the energy, construction and communications sectors, wire 2018 will feature glass fiber cables more than in the past. The segments wire, cable and glass fiber machinery will be presented in Halls 9 to 13 and 16, fastener technology in Hall 15 and mash welding and springmaking in Hall 13. At Tube, the majority of the exhibitors will be from Italy, the Netherlands, Spain, Turkey, France, Great

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Global Highlights

European Springs & Pressings’ new Huddersfield facility.

The Yorkshire office and warehouse of European Springs & Pressings Ltd. relocated to a new, purpose-built facility in Huddersfield, UK in June 2017. The move is a direct result of significant expansion by the company over the past decade. The new facility provides increased capacity and capitalizes on enhanced transportation links, with easy access to J23 and J24 of the M62, to offer greater efficiencies within the logistics chain.

Michael Gibbs, managing director of European Springs & Pressings says, “This development is very exciting for the organization. Leaner logistics and increased storage facilities now ensures long-term competitiveness for our customers. “We import a number of our gas and standard stock springs from our parent company’s factories in Europe. Previously, restrictions on space made it difficult to store the 12,000 plus lines of catalog products we make. Our new increased storage capacity will allow us to import larger volumes and hold an enhanced stock range and 24-hour delivery service. We look forward to quickly establishing

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Britain, Austria, Switzerland, Poland and Germany. Most overseas exhibitors will come from India, the U.S., China and South Korea. The Tube 2018 exhibits will be presented in Halls 3 to 7.0 and Halls 16 and 17. The extensive product range will include machinery and plants for pipe and tube production, finishing and processing as well as raw materials, tubes and accessories, second-hand machinery, process technology tools, auxiliary materials, measuring and control technology and test engineering. These segments will be complemented by pipeline and OCTG technology, profiles and machinery as well as plastic tubes. In response to the continuing high demand from China, Tube 2018 will again feature a China Pavilion. With the heading “Meet China’s Expertise,” Chinese companies from the wire, cable and tube and pipe sectors will be presented in Hall 16. Pipe accessories will be located in Hall 17, pipe trade and pipe manufacturing in Halls 3 and 4 and pipe bending and forming technology in Hall 5. Machinery and plants as well as pipe finishing machines will be on display in Halls 6 and 7a, while profiles and plastic tubes can be found in Halls 3 to 7.0 as well as 16 and 17. For further information about wire or Tube 2018, contact Messe Düsseldorf North America at 312-781-5180; Fax: 31-781-5188; Email: info@mdna.com; Website: http://www. mdna.com; Blog: http://blog.mdna.com; Twitter: http:// twitter.com/WireTube_MDNA For hotel and travel information, contact TTI Travel, Inc. at 866-674-3476; Fax: 212-674-3477; Email info@ttitravel.net; Website: www.traveltradeint.com.

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Global Highlights

ourselves in the community and contributing to its economic success.” The new site at Spring Moor, Lindley Moor Road, Huddersfield is expected to be fully operational in August 2017.

Obituaries Arthur Otis Williams, 64, lifelong resident of Plainville, Conn., passed away unexpectedly March 29, 2017, while enjoying one of the hobbies he loved most, hiking. He was the loving husband of Kathleen (Kline) Williams, with whom he shared 43 years of marriage. Williams was born on Nov. 7, 1952, son to the late Eugene Williams and Irene (Hill) Williams, of Unionville. He attended local schools, graduating from Plainville High School in 1971. Shortly thereafter, he enlisted in the United States Air Force, serving his country proudly for four years, during which he met and married the love of his life, Kathleen. Arthur Otis Williams He was honorably discharged. Williams was employed by The D. R. Templeman Co. in Plainville since 1975, where he developed his extraordinary skills as a tool maker, springmaker and supervisor. He treated all his employees like family. In 1986, he became part owner of Templeman Co., along with his two brothers, Richard and David. Williams was an outdoor enthusiast who loved camping, hiking, canoeing, kayaking and fishing especially with his wife, his children and his grandchildren. As a youth, he was a Boy Scout and as a young man he was a Scout leader, passing his love for the outdoors on to his sons and the many other Scouts that he mentored. In addition to his outdoor activities, jamming on the drums was a daily passion. Above all, Williams was a devoted family man with a tender heart, always making time for others and thinking of the other person. Everything he did was with a smile on his face. In addition to his wife, Kathleen (Kline) Williams, of Plainville, and his mother, Irene (Hill) Williams, of Unionville, Arthur is survived by his children, Russell Williams, of Maine, Franklin (Melissa) Williams, of Bristol, and Jennifer Williams, of Hartford his brothers, Richard (Anita) Williams, of Avon and David (Margaret) Williams, of Unionville seven grandchildren and many nieces and nephews. Williams’s family would like to extend their unmeasurable gratitude to the Plainville Police Department, especially Lt. Peterson and Detective Slater. They would also like to thank all police, fire, search & rescue, and K9 units from Plainville and the surrounding communities, as well as the State Police K9, Trooper One units and the Plainfield Police drone pilots. His family was especially

12 / SPRINGS / Summer 2017

touched by the many volunteers who made extraordinary efforts to find Williams and by the many who shared messages of support during these difficult days. Josephine “Jo” Ber ger, 98, wa s bor n Josephine Ann Berger in Chicago July 26, 1918. She died peacefully on April 1, 2017. She was the daughter of the late Mollie O’Brien Berger and Joseph C. Berger; sister of the late Mary Jane Redmond and her husband, the late RichJosephine Berger ard Aloysius Redmond; aunt of Richard A. Redmond and his wife, Merrilee Clark Redmond; and great-aunt of Richard W. Redmond and Michael C. Redmond. Berger never married, but she was godmother of several children of family members and friends. She had an unwavering faith in God, and for several decades recited a daily Novena. She had numerous friends from childhood who formed an association called the GALMAJADAS, named from the letters of each of the friends’ first names. Berger was the granddaughter of William G. Berger, founder and president of Berger Brothers, Inc., a manufacturer and distributor of charcoal, established in 1880. In business, Berger enjoyed a long and successful career at Lewis Spring and Manufacturing Company. She started as a bookkeeper when Lewis Spring was founded in 1946 and worked her way up to become president by the time she retired in 1985. As female head of a major manufacturing company in Chicago that employed several hundred people, Berger held a unique leadership position. She knew the names of every employee and showed interest and concern for them and their family members. Although Berger retired from Lewis Spring more than 30 years ago, she continued to receive cards and messages from people who worked for her. Berger was raised in Chicago, and in 1943 moved with her family to River Forest. She lived in Oak Brook from 1969 until 2012, when she moved to Bethlehem Woods Retirement Community in LaGrange Park. The family is grateful to the wonderful friends Berger made at Bethlehem Woods. Card games and Bingo gave her great pleasure. When her sister died, Berger hired her sister’s loyal caretaker, Halina Galek, who helped her for the past seven years. The family is also grateful to the staff at Bethlehem Woods, to Virginia Solciene, and to the workers at Adventist St. Thomas Hospice. Services were held in April 2017. In lieu of flowers, memorial contributions to The Congregation of St. Joseph, 1515 W. Ogden Ave., LaGrange Park, IL 60526 are appreciated. n

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Regional Spring Association Report New Committee Structure Helps NESMA Make Improvements By Jacquelyn Zenhye, FENN With its recently installed committee system, the New England Spring & Metalstamping Association (NESMA) is using its new structure to make significant improvements to benefit members. The NESMA committees were formed earlier this year to ensure advancement in key focus areas, such as legislative, technical advisory, board development/ membership development, finance, trade show, scholarships and the website. The committees are chaired by board members, but open to any employee of a NESMA member who is interested. For those interested in participating in a committee, please contact NESMA secretary Dee Babkirk at d.babkirk@centralctchambers. org for details on how to join. The events committee, headed up by Lynette Nadeau of Southington Tool, used both formal and informal feedback gathered over the last few years to focus on holding events that provide educational and informative content paired with networking opportunities. On May 24, 2017 the events committee organized “An Evening of Networking and Member Benefits” at Hawk’s Landing Country Club in Southington, Connecticut. In order to provide educational and informative content, the committee is focused on holding events that fully utilize the benefits of NESMA’s “Exclusive Members” to provide new value to members. These new members help provide value and education in areas that are not necessarily core competencies of the overall NESMA membership. The Exclusive Membership categories include legal,

14 / SPRINGS / Summer 2017

banking, insurance, marketing and accounting. The May meeting spotlighted banking member Thomaston Savings Bank and legal member Kainen, Escalera and McHale. Thomaston Savings Bank shared business banking opportunities for member businesses and presented exclusive personal banking options for NESMA company employees. Kainen, Escalera and McHale reviewed the free services that are available only to NESMA members through the firm’s “Employment Law Answer” hotline. The firm also covered how member companies can audit their current human resources practices to ensure compliance with state and federal legal obligations. The event was well attended, and the events committee plans to continue creating events that address common business challenges encountered by members. The website committee, led by Bob Swanson of United Wire, is working with exclusive marketing member Silent Partner Marketing to help NESMA develop a new logo and website. NESMA’s goals are focused on promoting business positive

NE MA New England Spring & Metalstamping Association

legislation, industry news, networking, workforce development, training and education. The updated logo, which was recently completed, will help the association remain relevant and continue to appeal to new generations entering the manufacturing workforce. The committee plans to have the new website completed by the end of summer 2017. For NESMA, 2017 will continue to be an exciting year full of new opportunities in large part due to the dedicated individuals who comprise the new committee system. NESMA members can continue to look forward to new educational events, the annual golf tournament, scholarship opportunities, legislative news, technical training, an exciting partnership with SMI for this fall’s Metal Engineering eXpo in Hartford and a refreshed website and logo, to name a few events and goals. NESMA urges all members to look for the association’s monthly email newsletter for the latest news and events.

Regional Spring Association Report ÂŠiStockphoto.com/Scott Hirko

WCSMA Will Host SMI Seminar in August The West Coast Spring Manufacturers Association (WCSMA) will hold a technical safety seminar August 17 in the Los Angeles area featuring SMI executive director Lynne Carr and Laura Rhodes, SMIâ&#x20AC;&#x2122;s independent regulataions compliance consultant. Find out how your business can sharpen its compliance with OSHA and other regulations during this informative session. Check with WCSMA or SMI for further details. WCSMA held its annual Spring Fling at the Lakehouse Hotel and Resort in San Marcos, California, May 19-21, 2017. Enjoy these photos from the event.

SPRINGS / Summer 2017 / 15

Regional Spring Association Report

CASMI Report By Michael Bandy, CASMI Co-Executive Director

SpringWorld 2018 Nearly 80 Percent Sold As of May 27, 2017, 70 companies have reserved space for SpringWorld 2018, which takes place Oct. 3-5 at the Donald E. Stephens Convention Center in Rosemont, Illinois. This represents 24,000 net square feet of space sold, or 79 percent of the available space. CASMI’s leadership attributes the strong support to past success and the need for spring manufacturers and their suppliers to network in a buying/selling relationship on the show floor. Because CASMI anticipates a sellout trade show, interested companies should contact CASMI as quickly as possible. Visit http:// www.casmi-springworld.org to review information online. Call

630-359-4273 or email, info@casmispringworld.org, to speak with Michael or Dee Dee Bandy about exhibiting and to receive the exhibit sales kit.

SWD Hosts Successful CASMI Plant Tour and Dinner More than 30 CASMI members attended the SWD Plant Tour, May 18, 2017, at the company’s facility in Addison, Illinois. SWD Inc. specializes in black oxide, passivation, phosphating, dip spin coatings, and fastener sorting services for fastener, stamping and spring manufacturers throughout the country. SWD Inc. has created a tradition of exceptional production quality, complete customer satisfaction, and a continued commitment to environmental conservation.

In 1998, they were the first metal finishing company in the U.S. to receive ISO 14001 certification. SWD Inc. is the largest black oxide shop in the continental United States and has over 160 employees running three shifts 24 hours a day. This event began with arrival and registration, followed by presentations and facility tours. At the conclusion, SWD hosted an on-site catered dinner that included pasta, pizza and salad.

Upcoming CASMI Events Sept. 7, 2017 – Day at the Races, Arlington Heights, Ill. Oct. 19, 2017 – SpringWorld 2018 Kick-off Dinner, Schaumburg, Ill. Nov. 16, 2017 – Membership Meeting/Dinner, Location TBD n

SWD Plant Tour (l-to-r): Matt Delawder, vice president, sales and marketing, SWD, Inc.; Tony Pesaresi, president, Winamac Coil Spring, Inc. and CASMI secretary/treasurer; Sandy Lidman, Automatic Spring Coiling and director, CASMI board; Chris Kozka, Mohawk Spring Corp. and director, CASMI board; and Rick Delawder, president, SWD, Inc.

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Be Aware Safety Tips

Aerial Lifts vs. Scissor Lifts: The Difference and New Obligations for Use By Laura Helmrich-Rhodes, CSP, Ed.D.

ne regulation that has survived the transition to President Trump is the new Walking Working Surfaces and Fall Protection Rule. This regulation has several new requirements to help reduce the number of falls, which, according to OSHA, is the leading cause of serious work-related injuries and deaths. There are many facets to this regulation and too many to cover in this article. The “duty to have fall protection and falling objection protection” has prompted me to focus on a common piece of equipment in our industry that perhaps is often overlooked because of its infrequent use, but is critical to operaAerial Lift Scissor Lift tions such as facility maintenance. Simply Credits: ©iStockphoto.com/ anmbph, kenneth-cheung put, an employer must prevent the employee from falling AND prevent any objects from falling onto The Differences workers below. To clarify this discussion, we should know how OSHA In my travels, I rarely see the old basket that was attached defines each so that we can focus on the more commonly to a forklift anymore. I would like to think that is because used scissor lift requirements. employers are aware that few meet OSHA’s rules and, if purchased separately from the forklift, they must have • Aerial lifts are vehicle-mounted, boom-supported written permission from the manufacturer of the forklift aerial platforms, such as cherry pickers or bucket (or a registered professional engineer) to be used as a work trucks, used to access utility lines and other above platform. By now, many know that forklifts are not built for ground job sites. The major causes of fatalities are lifting personnel and adding attachments changes the center falls, electrocutions, and collapses or tip overs. of gravity which increases the likelihood of an accident. • Scissor lifts are different from aerial lifts because On occasion, I do see an aerial lift (often a rental or the lifting mechanism moves the work platform being used by a contractor). Scissor lifts are more frestraight up and down using crossed beams functioning in a scissor-like fashion. quently used in manufacturing environments. Scissor lifts are often owned by the employer but may be rented. The use of either the scissor lift or the aerial lift is clearly a safer choice, compared to the old attached baskets. Both of Laura Helmrich-Rhodes, CSP, Ed.D., is an independent regulations compliance consultant to the Spring these still pose a fall from an elevation hazard and create Manufacturers Institute (SMI). A former member of additional obligations under OSHA. PA/OSHA Consultation, she is an associate profesBefore you decide that this discussion is not for you, sor in the Safety Sciences Department at Indiana consider if you hire any contractors who use these. You University of Pennsylvania where she teaches gradushould make sure that all contractors are insured for both ate and undergraduate classes on topics such as OSHA standards, safety communications, workers’ workers’ compensation and for general liability. They compensation and human relations. Rhodes is availshould have established safe work practices and assure able for safety advice and information. Contact SMI they create no hazards for your employees, including, at 630-495-8588 or laurahrhodes@gmail.com. but not limited to, being struck by falling objects or tools.

SPRINGS / Summer 2017 / 17

Scissor lifts present hazards similar to scaffolding when extended and stationary. Using scissor lifts safely depends on considering equipment capabilities, limitations and safe practices. Many employers do not realize that often scissor lifts fall under the scaffold standard, specifically the mobile scaffold standard. Over a one-year period, OSHA investigated 10 preventable fatalities and more than 20 preventable injuries resulting from a variety of incidents involving scissor lifts. Aside from operator training, OSHA’s investigations found that most injuries and fatalities involving scissor lifts were the result of employers not addressing three specific things: fall protection, stabilization and positioning. Let us look at what employers, who use scissor lifts, need to evaluate and implement to have effective control of these hazards.

Specific Safe Work Practice for Scissor Lifts You need to assess the worksite to identify all possible hazards to select the appropriate equipment for the task. Ask several questions. Is this the best piece of equipment for this task? What are the risks of using this lift? Is there a better strategy to do the job in a less hazardous way? Once you decide this is the best lifting device, safe scissor lift use includes assuring proper maintenance of the equipment, following the manufacturer’s instructions, providing workers training and needed personal protective equipment (PPE), and implementing safe work practices. Some safe work practices to ensure safe, stable conditions for scissor lift use include: • Follow the manufacturer’s instructions for safe movement—this usually rules out moving the lift in an elevated position. • Isolate the scissor lift or implement traffic control measures to ensure that other equipment cannot contact the scissor lift. • Select work locations with firm, level surfaces away from hazards that can cause instability (e.g., drop-offs, holes, slopes, bumps, ground obstructions, or debris). • Use the scissor lift outside only when weather conditions are good. According to OSHA, scissor lifts rated for outdoor uses are generally limited to wind speeds below 28 miles per hour. Employers should use the following work practices to ensure that scissor lifts are safely positioned: • Implement traffic control measures around the scissor lift to prevent other workers or vehicles from getting too close. • Secure materials and tools to eliminate the potential of falling objects. There are new tethering gadgets on the market, or fashion tethers yourself on all tools and materials being used above other workers. • Use ground guides when operating or moving the scissor lift around the workplace.

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Caution: Wind Can Make Extended Scissor Lifts Unstable During the fall 2010 college football season, a student who was also an employee of the University of Notre Dame was killed while filming the school’s football team practice from a scissor lift. Reportedly, the untrained worker raised the lift more than 39 feet to film the practice. The wind gusts that day were more than 50 miles per hour. The high winds blew the lift over, killing the worker. If employees are using the scissor lift outdoors, take additional precautions.

• Select work locations that do not approach electrical power sources (e.g., power lines, transformers) by at least 10 feet and that do not pose other overhead hazards (e.g., other utilities, branches, overhangs, etc.). • If the job task requires work near an electrical source, ensure that the worker is qualified and has received the required electrical training. (See 29 CFR 1910.269; 29 CFR 1910.333; 29 CFR 1926 Subpart V for specialized training requirements). Regular maintenance of scissor lifts must ensure that they are safe to use (e.g., prevent the lifting mechanism from collapsing). If you do not have the owner’s manual, download one from the manufacturer’s website. Failure to do the things outlined in any owner’s manual has been the basis for OSHA citations in the past. The manufacturer’s maintenance and inspection instructions will generally include how to: • Test and inspect controls and components before each use. • Ensure that guardrail systems are in good working condition. • Verify that brakes, once set, will hold the scissor lift in position. Safety training is an important element in your overall safety program but specialized training is necessary for those who operate the scissor lifts. At a minimum, training must include: • Manufacturer’s instructions for operating the scissor lift vertically and while in transit. • How to handle materials on the scissor lift, including weight limits (four times the intended load). • Other worksite hazards workers may encounter when working on a scissor lift (e.g., contact with electrical wires). • Reporting any equipment defects or maintenance needs.

• Check to see that a guardrail system is in place before working on the scissor lift. • Only stand on the work platform; never stand on the guardrails. • Keep work within easy reach to avoid leaning away from the scissor lift. Documenting this training is important. Only trained workers should be allowed to use scissor lifts, and employers should make sure that those workers show that they can use a scissor lift properly. Consider implementing your own certification process the way you have already formally certified forklift operators.

Conclusion It seems strange to me that just anyone off the street can rent and operate a scissor lift, yet it is not something for amateurs. As employers, special obligations exist if you own or even rent a lift. Remember, baskets that attach to a forklift are only permitted if there is written permission to use it as a work platform from the manufacturer for the forklift on which it is used. Safe scissor lift use includes properly maintaining the equipment, following the manufacturer’s instructions, providing workers training and needed personal protective equipment (PPE), and implementing safe work

practices. Be sure to add extra emphasis on fall protection, stabilization and positioning. Also, an employer must prevent the employee from falling AND prevent any objects from falling onto workers below. Use fall arrest systems and tether tools and, last but certainly not least, always get certificates of insurance from any contractor. n

Helpful Websites OSHA eTool Scissor Lifts https://www.osha.gov/SLTC/etools/scaffolding/scissorlifts/index.html OSHA eTool Aerial Lifts https://www.osha.gov/SLTC/etools/scaffolding/aeriallifts/index.html OSHA Fact Sheet for Walking Working Surfaces and Fall Protections Final Rule https://www.osha.gov/Publications/OSHA3903.pdf OSHA Letter of Interpretation of adding equipment to the front of a forklift https://www.osha.gov/pls/oshaweb/owadisp. show_document?p_table=INTERPRETATIONS&p_id=24187 Sources OSHA Hazard Alert (2/2016) https://www.osha.gov/Publications/OSHA3842.pdf

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Establishing a Company Culture: How and Why By Dan Sebastian

he concept of a company culture became a part of business theory in the 1970s and was made popular in the book “In Search of Excellence.” The fact is all companies have a culture that is simply part of being a business with people. Achieving the culture you want or believe that best fits your company, as opposed to the one that already exists, can be a challenge. This desire for a common culture is important in making sure everyone is working toward the same goals. The problem of establishing and keeping a common culture can be a challenge in an organization that is growing organically or through acquisitions. Another serious pressure in maintaining a common culture across all the company team members can occur when there are management changes, especially if the new managers are from outside the organization and even harder if they are from outside the industry. Over the next few articles I will try to tell you what I have come to believe, as a result of my nearly 50-year journey in the spring industry. I had the opportunity to work at a public company at the corporate office level, at small divisions and large divisions. I then began again at a midsize struggling company that, with the help of many others, I was privileged to lead into becoming one of the largest manufacturers and distributors of springs and specialty fasteners.

What Are the Common Elements of Culture? There are many things that go into making a common culture and becoming the “elders” who are responsible for keeping and teaching to the others in the organization. Here are 10 of the key elements that go into shaping a culture: • Integrity • The company’s responsibility to its owners • The company’s responsibility to its employees • The company’s responsibility to its community • The quality of the products and services must always be the best • Everyone must work to continuously improve the products, processes and services • A regular investment in technology that makes things better • A unity of purpose for a “united we stand” attitude

• A common language with all the members of the team • A system of rewards for achievements Integrity — It all begins with a company leadership team that is committed to “Doing the Right Things for the Right Reasons.” This is something we all learned at church, in Boy Scouts (or Girl Scouts) and from our parents. Bending the rules or improper moral behavior sends a message to everyone. The Company’s Responsibility to Its Owners — The first responsibility of any company is to their owners or shareholders. These entities risk all the money for land, buildings, materials, inventories and are committed to the banks for the ongoing cash to pay the bills so everyone can keep working. The owners must also bear the responsibility for the proper function of the parts after they are manufactured and shipped. All of the risk they take entitles them to a return on their investments. The Company’s Responsibility to Its Employees — After the company has taken care of its ownership, it must then protect its employees. They are responsible to provide employees with a safe, clean working environment. After that comes a fair compensation package, which is more than just wages. The company must provide insurance protection in case of employment interruption (usually through the state, but paid for by the company), and coverage if an injury happens on the job (workers’ compensation). Many companies also provide paid vacations, holiday pay, and assistance for medical insurance (including Medicare taxes) and saving for retirement (including Social Security taxes).

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.

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The Company’s Responsibility to Its Community — Companies also have a responsibility to the community in which they live and work. The wages and taxes they pay help others in jobs and or services. Many companies also assist their employees by making available things like payroll deductions for charities (i.e., United Way) or allowing employees to take time off during work hours (paid or unpaid) to work on community projects. The Quality of The Products and Services —Everything begins with a “good” part. The definition of good can vary by customer and by each customer’s acceptance of the reality of the laws of statistics. In any business relationship, both parties must agree to the quality standard (3, 4 or 6 sigma +/-) on the critical characteristics and the workmanship (cleanness, corrosion inhibitor, appearance, etc.). The springmaker should have documented statistical control systems to verify compliance. Standards of service should also be monitored. It is irrational to expect “all” parts to be compliant, but it is the springmaker’s responsibility to prove compliance with the standard. Work to Continuously Improve — Everyone in the company should constantly look for new and/or different ways to make a product or provide a service. The employees

that make the product have the most knowledge of what they do, but sometimes do not understand customer demands. The engineers and/or supervisors must use the technical knowledge of the product with employee input to evaluate possible changes, while assuring compliance to quality standards. If we do not improve, a competitor will find a better way and take away the business. Invest in Technology Changes — Technology is always evolving. Investing in the right technologies helps the drive toward continuous improvement. Computers, servo-drives, PLC (programmable logic controllers), CNC (computer numerical control) machines, and inline heat treating have changed the world of springmaking in the last 50 years. In the future, 3D printing and FEA (finite element analysis) will change product development and design procedures. Unity of Purpose for a “United We Stand” Approach — Everyone in the company must work to improve the company. It is a fact that everyone has a role in the company’s success, which then provides job security for all. The janitor and the CEO, the account and the coiler, the shipping clerk and the engineer, the sales representative and the oven operator and everyone else in the company contribute to how the customer views your company. This is a real

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I learned many years ago that everyone in an organization seem to have a different language; engineers communicate differently than accountants, accountants use different words than employees on the floor, and salespeople and the quality organization sometimes go their own ways. In the end, it is good to have experts in in many different areas. challenge when you have facilities in different places. Each operation contributes to your company’s success, and if one location needs help all your operations need to pitch in. Common Language — I learned many years ago that everyone in an organization seem to have a different language; engineers communicate differently than accountants, accountants use different words than employees on the floor, and salespeople and the quality organization sometimes go their own ways. In the end, it is good to have experts in in many different areas. The one thing that ties us all together with our customer and our

bankers is “money.” Each employee needs to know how what they do is valued in terms of money, the language that everyone understands. After all, this is the way the rest of the world evaluates us. That common language, money, is what allows us all to continue to work.

A System of Rewards for Achievements — In any culture there needs to be a system of rewards for accomplishing goals. Rewards are not always monetary, but one of the basic principles is that “the market always responds to incentives.” The key is that the incentives need to help the entire organization. The key to the reward is recognition, and the ultimate objective is to make the company stronger.

Summary The culture of a company is the sum of what and who you are. There are no right or wrong answers. There are many different elements that make it up. The culture can change over time, but changes are often slow. Changes in management or ownership can often have a significant impact on a company’s culture and can be positive or negative. If you desire to change the culture, you need to make sure the actions you take will produce the desired change. n

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Measuring Customer Loyalty By Gary McCoy

results satisfaction scale of percent very sat somewhat

ow do you turn a customer into a fanatic? That simple question drives thousands of companies, including those in the spring industry to devise strategies and plans to improve customer loyalty. In this issue of Springs, we look at different methods being undertaken by springmakers and their suppliers to measure customer loyalty. Measurement is a great activity, but it must have as its objective a plan to use this information to make improvements. In his book, “The Loyalty Leap,” Bryan Pearson makes this observation, “Collecting data is easy for marketers. Figuring out what to do with it is hard.” One of the groundbreaking books on customer loyalty was published by Fred Reichheld more than 10 years ago. In “The Ultimate Question: Driving Good Profits and Growth,” Reichheld introduced the idea of Net Promoter Score or NPS that is commonly used by companies across the world to look at customer loyalty. NPS is calculated based on responses to a single question: How likely is it that you would recommend our company/product/service to a friend or colleague?

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The scoring for this answer is most often based on a 0 to 10 scale. Those who respond with a score of 9 to 10 are called “promoters,” and are considered likely to exhibit value-creating behaviors, such as buying more, remaining customers for longer, and making more positive referrals to other potential customers. Those who respond with a score of 0 to 6 are labeled “detractors,” and they are believed to be less likely to exhibit the value-creating behaviors. Responses of 7 and 8 are labeled “passives,” and their behavior falls in the middle of promoters and detractors. NPS is calculated by subtracting the percentage of customers who are detractors

SPRINGS / Summer 2017 / 25

from the percentage of customers who are promoters. NPS is a way to replace the traditional customer satisfaction survey. This issue features five contributions to the subject of customer surveys and customer satisfaction. Speaking of NPS, Randy George of Betts Company talks about “Five Lessons Learned About Customer Satisfaction” on page 32 and how Betts Company has used an outside company to help it measure NPS. Kay Cruse of Strategex looks at how a Voice of the Customer (VOC) study can help a company gauge customer satisfaction and loyalty. VOC studies are relatively new and, if properly implemented, can help a company improve its NPS score as well as in other areas of their business. See page 35. Taking a more traditional customer survey approach, Gary Stein of Ironmonger Spring looks at “Simple and Straightforward: How

Ironmonger Spring Obtains Customer Input.” See page 34. Along the same lines, John Higgins tells how Ace Wire & Spring Co. has used the survey as a direct method to communicate with customers. “Customer Survey — A Win-Win Method of Communicating” can be found on page 39. Finally, Alan Ortner of North American Spring Tool argues that “If your employees are happy, chances are your customers are, too.” Appropriately, his article is titled, “How Satisfied Employees Deliver Happy Customers.” It can be found on page 37. Finally, in our regular feature “Book Corner” you will find a review of the book “The Effortless Experience: Conquering the New Battleground for Customer Loyalty.” This book says the notion of going above and beyond customer needs is so entrenched in organizations that managers rarely question it. In

somewhat contrarian fashion, the authors posit that delighting your customers can be a waste of time and energy. Instead of delight, most customers just want a simple, quick solution to their problem. Furthermore, the book shows that exceeding customer expectations has a negligible impact on customer loyalty. Read more on page 65. There’s a lot of information for you to digest in this issue. The bottom line is: everyone wants to deliver the best customer service possible. Ultimately there is no “cookie cutter” approach to do this. Each company must figure it out for themselves. After all, you know your customers better than anyone else. We appreciate the loyal readers this magazine has earned over many years and always welcome your feedback on this subject or anything else that is on your mind. Good luck on the road to customer loyalty! n

The Largest Specialty Wire Manufacturer in USA, CAN and UK

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Flashback

Servicing Customers Inside and Out By Raquel Chole

ervicing customers well is clearly part of any plan for a successful business. Today’s quality standards, like QS-9000 and IS/TS 1649, take this concept one step further by demanding measurable, quantifiable, documented results in customer satisfaction. Beyond that, these quality standards also identify two types of customers to be serviced: external customers and internal customers. External customers are the traditional sustainers of any business. They are the paying customers — the companies for which we turn on our machines. Internal customers are your fellow employees who rely on you and the work you do to complete their own work or service their own customers. When your work is done well, they benefit; when it is not, their job performance suffers. The concept here is that your internal customers are every bit as important as your external customers, because if you are not serving your internal customers well, you cannot service your external customers well. A traditional measurement of how well a company is servicing customers is to look at sales growth. Growth is an excellent indicator of customer delight, while sagging sales point to customer dissatisfaction. However, the new quality standards demand more quantifiable, analyzable measurables for

determining customer satisfaction. One of the most straightforward means of “taking the customer’s temperature” is to conduct a survey. Many springmakers use this approach. A second way is to analyze vendor assessments provided by customers. A minority of the springmakers interviewed use this tool. A third way is to look at issues like on-time delivery, internal and external PPMs (defective parts per million opportunities), and sales growth as indicators of continuous improvement in service. For most companies, the cleanest, simplest way to evaluate customer satisfaction is to survey customers. A one-page questionnaire is best because of the time constraints most buyers face. According to direct mail experts, survey recipients are most likely to respond to a singlesided sheet with a minimal number of survey questions. For ISO/TS purposes, the answers should be quantifiable.

(Editor’s note: This article on customer service originally appeared in the October 2004 issue of Springs and includes information about internal and external customer surveys.)

For example, the customer would be asked to rate your company on a scale of Excellent-Good-SatisfactoryFair-Poor, with each rating weighted on a point scale of five points for “Excellent,” four points for “Good,” three points for “Satisfactory,” and so on. For example, if you wanted to determine how well your engineering, quality, shipping, sales and customer service departments are serving customers, your survey could ask customers to rate the following services: • Timeliness of quotations. • Returning of phone calls. • Knowledge of products. • Ability to accommodate schedule changes. • Cooperation and helpfulness. • Accuracy of answers. • Problem-solving abilities. • Complaints handled promptly and properly. • Technical and engineering support. • Responsiveness of the quality department. • Responsiveness of the sales representative. • Overall quality of product and service. • Shipping and billing services. • On-time delivery. • Packaging, labeling and shipping documents. Internal customer satisfaction, on the other hand, seems to be a much more elusive concept for springmakers. It is a topic rarely

SPRINGS / Summer 2017 / 27

mentioned and seldom formally rated. However, internal customer satisfaction ratings have become a hot topic for those approaching ISO/TS 16949 certification. Experts extrapolate the results to use as an indicator of how well external customers are serviced. Evaluating internal customer satisfaction can be accomplished in a similar way to evaluating external customer satisfaction. For example, Dudek & Bock Spring Manufacturing of Chicago administers an in-house survey similar to the one it distributes to external customers. It asks employees to rate the departments that service them on a scale of one to five, five being the highest rating. The survey is distributed to office staff, including customer service, engineering and purchasing employees, as well as managers. It allows the survey participants to rate the shipping, secondary services (heating, grinding, painting, finishing), quality and engineering departments. The survey focuses on how well these departments service their inside customers. For example, a customer service representative has the opportunity to evaluate how quickly phone calls are returned from the quality department, or how knowledgeable and helpful the engineering staff is. Results are tabulated and compared with those of previous years to measure continuous improvement. The outcomes are incorporated into annual job performance reviews. Evaluating internal and external customer service is a valuable tool for gauging continuous improvement. Springmakers across North America have relied upon increased sales and informal customer feedback to help assess customer satisfaction. More and more, however, are finding the need to formalize their findings in order to comply with quality standards. The following case studies provide a snapshot of how springmakers are meeting this challenge.

Western Spring & Wire ltd. Peter Hill is president of Western Spring & Wire Ltd. of St. George, Ontario and Winnipeg, Manitoba, Canada. Western makes springs and display racking fixtures. Hill uses a number of factors to determine how well he is servicing his customers. At the end of each month, financial statements and non-conformances are reviewed; sales figures and delinquent accounts are analyzed. Hill says that financial statements, nonconformances and sales figures are the major indicators of successful service but feels it is also important to rely on delinquent account figures as signals of how well he is handling the fiscal responsibilities of running his business. In the back of his mind is the question, “Should we be chasing our money better?”

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Internal customer satisfaction seems to be an elusive concept for springmakers. It is a topic rarely mentioned and seldom formally rated. However, internal customer satisfaction ratings have become a hot topic for those approaching ISO/TS 16949 certification.

Connecticut Spring and Stamping

Desantis industrial springs and stampings, inc.

Bill Stevenson of Connecticut Spring and Stamping in Farmington, Connecticut states that CSS surveys customers on a regular basis. His company is certified ISO and AS (aerospace standard). The surveys go out once a month, on a rotating basis, hitting the biggest customers at least once per year. In addition, he looks to vendor assessments provided by his customers to see CSS’s service through their eyes. “We basically rate the vendor assessments by weighting them and then we feed their input into a table, which gives us a chart showing how we are doing, in aggregate,” says Stevenson. “We do not really rate our internal customers, but we do evaluate our cost of quality based on the dollar value of what is lost in-process and where the loss occurs. We find that to be a good indicator of how we are doing within the shop.”

Rita Shea is a new part owner of DeSantis Industrial Springs and Stampings Inc. of Branford, Ontario, along with Paul Mario and Peter DeSantis. The company makes springs, wireforms, stampings and assemblies, and is ISO certified. “We send out annual questionnaires with specific categories and a place to provide feedback. We ask our external customers to rate us on a one-to-five scale,” says Shea. With regard to internal customers, Shea thinks it is important to track performance. “We do check the quality and accuracy of how our departments are serving each other from an overview basis. We have a central administration that monitors departments for internal customer service, and they make suggestions for improvement.”

©iStockphoto.com/kasayizgi

St. marys spring co.

automatic Spring products

Betts SPRING

St. Marys Spring Co. is in pursuit of ISO certification. Adam Bailey, general manager of the St. Marys, Pennsylvania plant, classifies his company as a small manufacturer with fewer than 100 customers. St. Marys makes springs and stampings, serving a variety of industries, including automotive and industrial. The company exports within North America and ships domestically. “We are small enough that I can watch how we service our customers. We don’t have hundreds of people here,” says Bailey. “In fact, we know what job is being done at any given time. “Part of our ISO requirement is that we track some sort of feedback,” he says. “I believe that if I am involved with my customers, I know how they feel about my company and can continue to service their needs as they require.”

At Automatic Spring Products in Grand Haven, Michigan, president Steve Moreland does evaluate internal as well as external customers as part of his QS requirements. “Internally we have performance measures, but they are not specific to customer service,” says Moreland. “For example, we check things like our premium freight rate, number of late quotes, our PPAP (production part approval process) on-time rate, percentage of on-time sample delivery, our defective rates (PPMs) and our on-time tooling and production delivery rates.” He sees these measurables as excellent indicators of customer satisfaction.

Betts Spring in San Leandro, California, makes wire springs, hot-wound coil spring and leaf springs. “We have three types of manufacturing. As a result, we have three types of customers to service,” explains Bill Betts, chairman (recently deceased). “A customer who buys a wire spring is simply not interested in buying a hot-wound or a leaf spring. That is true of the customers of each type of product we make.” To evaluate customer service, “we do not have a direct method,” explains Betts. “We measure through our sales department and through comments from our customers. Any communication from the customer is given directly to the manager of the department for immediate action.”

SPRINGS / Summer 2017 / 29

all-rite spring Bev Wendling is the quality assurance manager for All-Rite Spring in Spring Grove, Illinois. All-Rite is QS-9000 certified and working toward ISO/TS 16949. Wendling came to All-Rite from Johnson & Johnson. Although these are very different companies, she feels there is a direct correlation between the work she did there and the work she does for All-Rite. Johnson & Johnson was focused on internal customer service in ways parallel to how TS aspiring companies should be focused. ‘’They [Johnson & Johnson] were excellent at manufacturing practices,” says Wendling. “As we sold from one department to another, we had the same accountability as if we were selling off the grocery store shelf.” “Through Johnson & Johnson, I had very thorough training in systems and processes in quality,” she continues. “You can call it ‘TS’ or ‘QS’ or just ‘good manufacturing practices’ but if you have good systems, the knowledge is transferable.”

Like Dudek & Bock, All-Rite uses an internal survey to keep abreast of how internal departments are serving each other. Beyond the surveys, Wendling also looks for issues that may not show up in the survey results or may be just starting to surface. “I track anything found to be questioned, not necessarily rejected,” she explains. “I keep records of how we handle the situation and show what our fallout is by month for a year, by product and by customer. This way, anyone can see what has been changed or tried, what has worked or not worked. We work off of an 8D until the issue has been stable for a full year.” Wendling works closely with Dean Impey, general manager and vice president of operations. “Once we identify a problem, it is Dean’s responsibility to go back to his manufacturing team with questions, concerns and ideas that will help us resolve the issue,” says Wendling. “Dean acts as the liaison between quality and manufacturing.”

To gauge how well it is servicing customers, American MSC starts off each month with a 100-point, perfect service score, which presumes that customers are satisfied. Then, it is up to employees to keep the score at 100 points by avoiding issues that would cause self-imposed penalties. For example, says Behler, “We deduct points if we ship parts late or have a quality issue because these are things that would upset our customers. Then, we add points if we achieve a cost reduction, because costdowns tend to lead to satisfied customers.”

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american msc Jonathan Behler, operations manager at American MSC, feels the best approach to good internal customer service starts with employee-to-employee communication. “We don’t have measurables; we talk,” he says. “We have daily meetings where we discuss production issues. By communicating often and well, we avert problems.” American MSC is located in Troy, Michigan, and is ISO and QS certified. It is strictly a spring house. The internal communications theme carries through to Behler’s policies for handling external customer satisfaction, as well. He explains, “We have a rating system we have developed based on quality, delivery and pricing issues. The first step is that our salespeople work closely with the buyers. Then, on a monthly basis, we evaluate our performance in several areas using a point add and take-away system.” To gauge how well it is servicing customers, American MSC starts off each month with a 100-point, perfect service score, which presumes that customers are satisfied. Then, it is up to employees to keep the score at 100 points by avoiding issues that would cause self-imposed penalties. For example, says Behler, “We deduct points if we ship parts late or have a quality issue because these are things that would upset our customers. Then, we add points if we achieve a cost reduction, because cost-downs tend to lead to satisfied customers.” Behler shared his 2004 yearto-date results. In the first quarter 2004, the average score was 99.6. In the second quarter 2004, the average score went up to 100.1. “So I am presuming we gave away some money,” he jokes. “We present our ratings information at our monthly management meetings,” says Behler. “If there is something we should fix, we discuss how to accomplish that.”

forming systems inc. Tim Weber, while not the owner of a springmaking or wireforming company, feels he understands the springmaker’s perspective better than most. Prior to starting his own company, Forming Systems Inc. in Schoolcraft, Michigan, he was vice president/general manager of three springmaking divisions over a 20-year period with the Peterson Spring group of companies. Weber’s partner, Dan Bagwell, also worked extensively within the spring industry. “We understand the need for service and responsiveness,” says Weber. “We sell spring machines, coilers, spring formers, in-line ovens and a line of testing equipment. As a distributor, our objective is to provide global technologies for the springmaking and wireforming industries,” he explains. “We provide service, training and technical support for all of our equipment.” “We don’t have a formal, written process for evaluating customer satisfaction,” says Weber. “We’re a small company and we are all from the production side of the business, so we fully understand that our customers are dealing with industries that require responsiveness, and we demand that of our suppliers.” Rather than needing surveys or assessments, “we know we are doing a good job because we are growing. We don’t develop new customers unless we can take good care of the customers we are already handling. I think that is a hallmark of good external customer service,” says Weber. “I would say that machinery companies are our internal customers, since we are distributors,” says Weber. “We promote their product and understand it.

We learn the technology from these companies — our internal customers — and then communicate it to our external customers in a way they can understand it.” Every week, Forming Systems holds an in-house meeting on all pending sales and outstanding projects. (Outstanding projects usually relate to machines on order by

customers.) “We talk about whether we need to notify a customer about an upcoming shipment, and we review problem areas,” says Weber. “We talk about issues for which our customers need immediate answers, and we develop timelines for those responses. We also develop schedules and update our forecasts as we begin the new week.” n

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Five Lessons Learned About Customer Satisfaction By Randy George

ince spring 2015, Betts Company has partnered with Listen360, a customer listening solution that helps companies engage customers, analyze feedback in real time, and transform customers into brand advocates. Betts Spring Manufacturing is one of three operating divisions of Betts Company, which will celebrate 150 years in business and six generations of family ownership in 2018. Betts Spring Manufacturing custom designs and manufactures wire, coil and leaf springs for transportation and other industrial applications. Additional operating divisions include BettsHD, which manufactures safety-related products, fenders, mud flap hangers, and accessories focused on heavy duty tractor/trailer applications. The third division, Betts Truck Parts & Service, distributes heavy duty truck parts and provides installation and repair services for all types of commercial vehicles from eight west coast locations. We implemented Listen360 as a tool to obtain valuable feedback to monitor customer loyalty, one of our five top-level business metrics supporting our purpose, “Improving the Way Things Move.” With a 100 percent customer loyalty goal, we rely on candid opinions and feedback to ensure we are in alignment with our customers’ expectations. Before Listen360, we did not have a way to measure customer satisfaction or provide our customers with a way to voice their concerns or praises. Listen360 uses Net Promoter Score, or NPS®, to measure customer loyalty. NPS is calculated by asking one simple question on a 1-10 scale — “How likely is it that you

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When one customer responds with a “7” and another an “8,” what is the difference between the two? The answer is that the rating exists in the eyes of the customer. As a case in point, a customer recently scored us as a “9” along with a note in the comment section that read, “I would have given you a 10, but I don’t give anybody a 10.” The bottom line is that each customer has their own idea about what the sliding score represents. would recommend us to a friend or colleague?” A company’s ratio is based on the number of promoters to detractors. When combining survey results of all Betts Company business units, the company’s aggregate NPS is currently 80, representing best in class status when compared to published results for similar industrial companies. Here are five customer satisfaction lessons we have learned during the past two years:

Satisfaction ratings are relative. When one customer responds with a “7” and another an “8,” what is the difference between the two? The answer is that the rating exists in the eyes of the customer. As a case in point, a customer recently scored us as a “9” along with a note in the comment section that read, “I would have given you a 10, but I don’t give anybody a 10.” The bottom line is that each customer has their own idea about what the sliding score represents. Customers’ needs can also change over time, which leads us to the next point.

Customers ratings change with their changing needs. As previously mentioned, how do you quantify your customer’s satisfaction when she rates you as a 9 one month and a 7 three months later? Or, perhaps you experience the reverse. Several variables add to this uncertainty. One is that the customer may not recall how she rated you last time. The newest benchmark she is using to rate you is likely arbitrary. In other words, she may not be taking the previous score into consideration. In addition, she could be basing her score off completely new criteria. What was important to her when she ordered three months ago isn’t the same as last week’s order. These “phases” can make it difficult to get a read on what’s really going on with a customer.

Low response rates skew results. Customers are busy – just as busy, if not busier, than we are. During busy seasons customers may not have the time, or want to take the time, to provide you with feedback you may find yourself receiving

only a few responses each month. That means that even one slightly negative score can send your overall satisfaction rating plummeting. NPS is a good aggregate indicator of your customers’ satisfaction but when only a few responses come in, your results can be inaccurately skewed.

Timing is key. If we want to measure an experience that is fresh in the customer’s memory, sending a survey right after an order is useful. The customer is most likely to consider such things as on-time delivery, packaging, order accuracy, and recent communication into the score. Customers responding well after the time of order, however, may not have the same clarity. They may remember an overall experience or feeling. This tends to result in a less accurate or more aggregate loyalty measurement, since the customer is more likely to provide a rating at a time when the details and facts

have become more blurred over time and the fast pace of business. While there is no way to guarantee a timely response from a customer, we do send timely surveys.

Buy-in from leaders is critical. Our top level leadership unanimously agrees that a reliable “listening tool” must be in place to support our top level customer loyalty metric. As a core element of our future success, that is a given. We can all agree that efforts to measure loyalty would not be valuable without our leadership’s buy-in and passion to listen to customer feedback. Proactively seeking – and documenting – our customer’s feedback has allowed us to take actionable steps toward continuous improvement, which supports the entire organization’s success. After two years, we are still working to accurately quantify our customers’ satisfaction with Listen360 and NPS. There are many

variables to consider when seeking feedback from your customers. Listen360 has helped us better understand these variables and provide a means for our customers to rate us and provide valuable feedback. Change is inevitable and we are at a time when adapting to our customer’s needs is more critical than ever. As we move forward together, technology is playing an ever-increasing role in that adaptation. While helpful, nothing has yet been able to take the place of taking a break from our day and actively listening to what our customers want to tell us. n Randy George is the marketing manager for Betts Company and its three divisions in Fresno, California. He is responsible for the company’s marketing strategy, brand development and execution. George holds a B.S. in International Business from California State University, Fresno. He can be reached at randy. george@betts1868.com.

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Simple and Straightforward: How Ironmonger Spring Obtains Customer Input By Gary Stein

ronmonger Spring Co., Inc., located in Walton, Indiana, manufactures compression, extension and torsion springs as well as wire forms and special assemblies. With a customer base of approximately 50 companies and less than 15 employees, Ironmonger is a small, yet vital supplier to a variety of industries. Customer surveys are requested on an annual basis to coincide with each ISO audit and inclusion in our annual management review. The results of these surveys are fundamental to the continuous improvement of our product and processes for our customers. Initially, the Ironmonger Spring customer surveys were dispersed via the United States Postal Service, with just the survey response sheet included. Customers were asked to return the survey by mail or fax. The addition of an explanatory cover letter, including the personal signatures of the quality manager and the president of the company, has benefited in a somewhat quicker response time from our customers. Our 30 percent response rate has held steady, as evidenced by our customer survey database. After attempting to deliver the customer survey via email and offering the opportunity to respond by email, we did not find that this expedited timely responses nor an increase in the quantity of responses to our survey. In fact, following an obvious lag in the number of responses after approximately two weeks, we reverted to mailing hard copies and the responses rolled in almost immediately!

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Our customer survey cover letter includes a brief introduction of the survey and its purpose. Return of response options are included also. The recipient is specified in the inside address, as well as the greeting, to Example 1

personalize the communication. The inclusion of signatures from management and administration helps to amplify a personal touch. The survey itself is very basic, asking the customer to rank

Ironmonger Spring in 12 categories. These include communication, product quality, delivery and overall satisfaction. Respondents can select one of four ratings — Very Satisfied, Satisfied, Dissatisfied or Not Applicable. Space is also provided for customers to include personal comments. These comments have proven to be very beneficial when reviewing the customer survey database (see Example 1). The customer survey database incorporates the tallied response information from each customer. Specific customer comments are also recorded in the database (see Example 2). Maintaining the Example 2

database on a routine basis allows Ironmonger Spring to continually improve our products and services to better meet our customers’ needs. This simple, straightforward approach to requesting customer input with regard to the overall mission of Ironmonger Spring — to meet or exceed customer expectations — has proven to be a worthwhile exercise in facilitating our company’s growth and development. n Gary Stein has been the quality manager at Ironmonger Spring Co., Inc. for the last six years. Stein’s career in quality management spans 31 years, 24 of which have been in the spring industry. He can be reached at gstein9@frontier.com.

Five Steps to Gain the Most from Your Voice of the Customer Study by Kay Cruse

oice of the Customer (VOC) research is getting a lot of attention. Companies use VOC to gauge customer satisfaction and loyalty and they are frequently surprised at the results. VOC is a process capturing customers’ feedback about their experiences and expectations related to a company’s products or services. VOC is a market research tool that ultimately provides a clear picture of customer wants and needs as well as a company’s strengths, areas in need of improvement, and opportunities. This process can even be used to gauge customers’ engagement and satisfaction with the company, as well as an exploration of market alternatives or competitors. VOCs are typically conducted as an initiative of strategic planning, at the start of a new product, process or service design initiative. They are also used to shed light on the overall health of a seasoned business. The best VOC studies focus on both qualitative and quantitative data. To achieve these aims, in-depth interviews conducted by a neutral third party have been proven to be the most effective approach. Nothing sets a team on fire like hearing what customers really think. The straightforward truth

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can be enlightening, engaging and exhilarating—regardless of whether the news is good or bad. We’ve delivered both positive and negative reviews to employee teams, and some have made great strides while others have stumbled. Follow these five steps to maximize the influence of a VOC study with employees.

1. Share Once your VOC study is completed and your executive teams are briefed, it’s time to deliver the messages to the masses. First, answer some basic questions: • Why did you undertake the VOC in the first place? • What did you learn from it? • What will you do about it? • What do you expect of each employee based on the findings? • What happens next? The most successful sessions are typically a joint effort between the CEO/president and the consultants who conducted the research. Just

36 / SPRINGS / Summer 2017

Nothing sets a team on fire like hearing what customers really think. The straightforward truth can be enlightening, engaging and exhilarating— regardless of whether the news is good or bad. as a third-party researcher can gain insight into a company that internal individuals often cannot, the external resource can also facilitate a discussion that eliminates blame. Details of the story behind the findings create context for employees. Importantly, this is also a time to challenge the group with establishing a target score to represent improvement in the next year. It’s sensible to suggest a Net Promoter Score® (NPS) that will increase 15 to 20 points or more, depending on the boldness of the initiatives outlined in the study.

essential to set priorities and evaluate how you’ll deploy your human and economic capital. How much can you tackle while still maintaining your day-to-day work? The VOC is tied to critical customer touchpoints in the organization, so it becomes a process of reworking specific elements—determining what stays and what must be changed, what must happen first and what can wait. Decide on the executive sponsors of each initiative and how many staff associates will be involved in the change management process.

2. Plan

3. Do

Planning puts the VOC results in perspective. This step is

Now that your priority plan is in place, it’s time to proceed.

Teams formed to address the critical issues should include both executive sponsors and handson associates. This step involves emotional commitment as well as action. Understanding why customers have responded to certain questions requires a close read of all the data. Assess any constructive criticisms and suggested solutions customers have offered. Take advantage of these insights to address and resolve the issue.

4. Regroup Once solutions have been in place for approximately 100 days, it’s time to take a reading to discern whether the results are visible to customers. In most instances, this is a brief survey that can be executed with internal resources. This limited and selective calling campaign seeks to discover if your actions are resonating with customers. Have they noticed changes in a specific area, and if so, what have they experienced? Do they have any suggestions for this particular area, while the teams continue to build a comprehensive solution? Armed with feedback from 20-25 customers, you can now return to the group and report on the current customer experience. Are we following the right path? How much more is there to do? When will the results be felt across all customer segments? With that knowledge, you can then plan to reassess customer satisfaction at the one-year point. After a year, virtually all customers should have experienced some level of exposure to your new solutions-based initiative. By launching the same sequence of in-depth customer interviews, gaining input regarding the NPS, and probing to understand the rationale behind the score, you’ll have a pre- and post-reading to compare. If you’ve worked the plan successfully, the score will rise as evidenced by:

• • • •

Increased revenue Greater productivity Wider profit margins Generally happier customers

5. Celebrate When your NPS surpasses the previous year’s benchmark, there’s reason to celebrate. A surging score is an indication that your initiatives and solutions resonated with customers. More importantly, it also means that the customer experience you intend to provide is taking shape. Is there more to do? In most cases, the answer is “yes.” And, armed with feedback from the new Voice of the Customer, you’ll be prepared to identify the specific action you’ll be taking in the coming year. A rising NPS rating means you’ve successfully positioned all the elements of change management: head—knowing what to do; heart— making the emotional commitment to change, and hand—putting a

workable plan in place and working the plan. After gathering and assessing unfiltered feedback from your customers, follow the five steps to maximize the VOC results for successful employee engagement. Share, plan, do, regroup and celebrate. By continuing this cycle, your company will reap rewards well into the future. n With nearly 20 years of industry experience, Kay Cruse serves as vice president of the VOC Strategic Practice for Strategex. At Strategex, Cruse leads VOC client engagements with an emphasis on business and marketing strategies and implementation. She assists businesses in understanding and documenting VOC issues, prioritizing strategic opportunities, and developing tactical implementation processes for maximum ROI. For more information, email: kcruse@strategex.com or phone 312-357-5208.

How Satisfied Employees Deliver Happy Customers By Alan Ortner

ustomer satisfaction is essential to the success of any business. So how do you determine if your customers are happy? Surveys are a proven gauge, as the focus of this issue attests. But even before you conduct a poll, a quick assessment of the overall demeanor of your workforce will also provide insights. If your employees are happy, chances are your customers are, too. According to the National Business Research Institute (NBRI), there is a direct link between satisfied employees and happy customers. People who do business with your company want a familiar, reliable, and responsive person or team to answer their questions and address their concerns on an ongoing basis. Better employee retention translates into better customer retention. However, in today’s manufacturing world, qualified people are increasingly hard to come by and even more difficult to retain.

Employee Loyalty and Engagement Trends Statistics from the U.S. Bureau of Labor report the average worker will have 12 jobs from age 18 to 48. In addition, a Gallup Poll shows that only 31

SPRINGS / Summer 2017 / 37

percent of employees are engaged at work. That means less than one-third of a typical workforce is excited about their job. This is a red flag for employers. Job satisfaction is the key to keeping employees. And employee turnover puts established and developing relationships at risk. Retaining good employees has further benefits. Such employees possess institutional knowledge of both your operations and customer relationships. They understand your company culture and are ready to pass it on to new hires. They are also valuable assets. According to NBRI, “on average, the loss of one dissatisfied employee will result in about 150 percent of his or her yearly salary

between advertising for a replacement, training the new person, lost productivity, and overtime of others to compensate while waiting for the new employee get up to speed.”

Five Strategies for Retaining Good Employees Implementing proactive practices to retain good employees makes smart business sense. Here are five proven retention strategies: 1. Conduct “Stay” Interviews Regularly Regular “stay” interviews are as important, if not more important, than the more common exit interview. They give you a scheduled forum to compliment employees for a job well done, to seek out their ideas for improving your company’s performance, and to check in with them about their concerns. In tandem with annual performance appraisals, “stay” interviews foster open communication with employees, which promotes retention.

(L to R) Jim Landis 43 yrs, Stephen Wagner 42 yrs, Richard Null 53 yrs, David Shelly Jr 43 yrs making wire

“ Yo u a r e n e v e r f a r f r o m o u r w i r e ”

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2. Ask About Employees’ Wants and Needs In your “stay” interviews and through less formal day-today interactions, make a point to find out what individual employees like and dislike about their jobs and beyond. Do they need more flexible hours? Are they looking to acquire new skills? Is saving for retirement important to them? You can use these ongoing exchanges to finetune workforce responsibilities and increase productivity, while showing employees that you care about them. 3. Provide a Path for Growth Nothing new here – helping employees advance their careers is a time-honored retention strategy, as well as one of the top recommendations for retaining millennials. Be mindful that managerial positions are not part of everyone’s career trajectory. Some employees are happy with their current duties, so you need to have a program that

recognizes their value to your company as such while helping them to augment their capabilities. With both managers and non-managers, enable employees to cultivate their skills and knowledge with on-the-job training and tuition reimbursement. 4. Be Generous with Recognition and Rewards Implement company-wide recognition programs that shine a spotlight on top performers at all levels of your organization. In addition, offer better-than-normal benefits, such as fully paid medical, dental, life and disability insurance, a profit-sharing plan, matching 401(k) plan and a generous paid time-off policy. Such practices will go a long way toward keeping valued employees on your team. 5. Be 100 Percent Transparent Keep employees informed about what is going on with your company via a monthly employee newsletter and frequent company lunches. Be 100 percent transparent and solicit input from throughout your ranks. Such ongoing engagement will not only help all members of your organization focus on a common purpose; it will give them a sense of ownership in decisions that are made as your organization moves forward.

Stable Workforce Valuable in Good Times and Bad Retaining key performers is important in all economic climates. Such employees enable you to do more with less during downturns, and to better respond to growth opportunities when markets are good — all the more reason to be proactive in your efforts to ensure employee satisfaction. n Alan Ortner is president of North American Spring Tool, a division of Sirois Tool. Providing a complete line of carbide and steel tooling for the spring industry, North American Spring Tool’s products and services include special tooling, duplicate tooling, carbide applications, engineering assistance, and salvage/rework.

Customer Surveys: A Win-Win Communications Method By John Higgins

ommunication with customers is a high priority at Ace Wire Spring & Form. From the beginning stages of developing what the project needs are, to the reading and understanding of the design drawings, to the planned delivery time, all stages of the manufacturing process require Ace Wire Spring to talk with the customer to make sure everyone is on the same page throughout the process. It’s this focus on communication that allows Ace Wire Spring to solve the customer’s overall project need, and help grow the relationship between customer and supplier. There are many forms of communication we use to stay in touch with the customer, from phone, to email, to fax, to social media. As much as Ace Wire Spring is trying to update and educate people on the custom spring industry, sometimes the customer is the one that educates us. This flow of information is very beneficial to help us improve the customer experience, and it is something we are constantly trying to improve. One method of gathering information is sending out a short customer survey. This method is a way for us to reach out to all current and past customers to gather their thoughts on specific topics. We try to keep the survey short, five required questions maximum, and then a few optional questions for comments and additional information. This allows us to use the survey in two ways, one for gathering data on specific points Ace Wire Spring is looking to learn about, and the other to give the customer an open forum to voice any comments, needs or inquiries they may have, whether they are about working with us or just regarding general industry knowledge. An example of this type of customer survey we use is one we recently sent out to all customers. The first three questions focused on the customer’s experience of working with us, ranging from project needs the customer had, to how our pricing and quality fared against competitors. The next two questions focused on what was most important to the customer. The topic covered what aspect of the process was most important to them when searching for a supplier. The options included: pricing; quality; quick

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Our design engineers followed up on feedback from three different customers focused on specific problems they were having with current projects. This allowed us to assist them more efficiently, which in turn helped meet the customer’s needs because it was done within a short timeframe, it met their project timelines and expectations.

By gathering this information in a quick, condensed method, Ace Wire Spring is given better insight on the customers’ point of view, and it allows us to adjust and improve accordingly. It has helped create repeat business with some of our long-standing customers. Also, we have used surveys in the past to reach out to customers we have not heard from in more than five years. This puts the Ace brand name in front of these people once again to remind

them of work we have done together in the past, and to see if there are any current projects we can help them with. Using the customer survey method is one of the many ways Ace Wire Spring keeps the lines of communication open for customers, and in turn helps us become a better supplier, and ultimately, a better business partner. n John Higgins is the marketing manager for Ace Wire Spring & Form Co., Inc. He may be reached at 412-458-4830 or email: JHiggins@ acewirespring.com.

5/15/17 2:02 PM

©iStockphoto.com/kasto80

turnaround; and on-time delivery. They were also asked if they would recommend Ace Wire Spring to other potential customers. The final question was optional, giving a space for additional comments, allowing the customer to communicate to Ace in their own words anything they wanted to talk about. The data we gathered was helpful, showing us how our pricing compares to other spring companies, and adjustments we can make to our own estimation process to better satisfy certain customers’ needs. Also in the “additional comments” section, our design engineers followed up on feedback from three different customers focused on specific problems they were having with current projects. This allowed us to assist them more efficiently, which in turn helped meet the customer’s needs because it was done within a short timeframe, and it met their project timelines and expectations.

©iStockphoto.com/kasto80

Lots of Educational Opportunities at 2017 Metal Engineering eXpo in Hartford

he 2017 SMI Metal Engineering eXpo® will provide attendees with plenty of educational opportunities during its Oct. 3-5, 2017 run at the Connecticut Convention Center in downtown Hartford. The event is being co-hosted by the New England Spring and Metalstamping Association (NESMA) and will include a special cruise ship event Wednesday, Oct. 4 (see story on page 43 with complete details). The eXpo features a technical symposium for individuals and companies to share their knowledge and expertise on a variety of topics surrounding the design, engineering and production of springs, wireforms and stampings. The technical symposium was one of the most popular features at the 2015 event. The schedule for both days will allow attendees to attend two separate 50-minute presentations. They can choose two sessions from among six different subject areas or tracks. Track 1: Business Practices Track 2: Manufacturing Track 3: Culture, Leadership and Motivation Track 4: Technology Track 5: Business Environment Track 6: Materials and Testing

To review the complete session lineup for the technical symposium, see next page. “Attendees to the inaugural SMI Metal Engineering eXpo in Charlotte told us how valuable the educational sessions were to their participation in the event,” said SMI president Mike Betts. “That’s why we’ve continued this feature of the show and added many new, valuable sessions to help educate springmakers and their suppliers.” New this year is a “Product Theater” on the show floor (located near the SMI booth) for exhibitors to present the latest developments in their product portfolio. Networking events will include an opening night reception, sponsored by SMI, Tuesday, Oct. 3. Housing and show registration are available to attendees at www.metalengineeringexpo.org. Check the website frequently for the most recent information.

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SMI Metal Engineering eXpo – Technical Symposium Wednesday, October 4 8 a.m. - 8:50 a.m. Track 1: Business Practices “Manufacturing Day Best Practices,” Panel discussion led by Mike Betts, Betts Company Track 2: Manufacturing “Shot Peening Study,” Dave Breuer, Curtiss-Wright Surface Technologies Track 3: Culture, Leadership & Motivation “Sales Team Motivation,” Danny Bozart, Valbruna Stainless West Coast Track 4: Technology “Single Point versus Dual Point Coilers,” Ryan Cutter, FENN and Dan Sebastian, SMI Track 5: Business Environment “Economic Updates,” William Strauss, Federal Reserve Bank of Chicago

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Track 6: Materials & Testing “Slide Load Measurements,” Daniele Lorenzato, MiroStudio

Track 5: Business Environment “Bring Manufacturing Back to America,” Rosemary Coates, Reshoring Initiative

8:50 a.m. - 9 a.m. Break

Track 6: Materials & Testing “Failure Analysis,” Jason Sicotte, Associated Spring

9 a.m. - 9:50 a.m. Track 1: Business Practices “Overview of Rockford Systems Safety Services,” Matt Brenner, Rockford Systems, LLC Track 2: Manufacturing “New Technologies in Slide Forming,” Max Linder, Bihler of America, Inc.

Thursday, October 5 8 a.m. - 8:50 a.m. Track 1: Business Practices “Solar Power,” Richard Williams, D.R. Templeman Co.

Track 3: Culture, Leadership & Motivation TBD

Track 2: Manufacturing “Grinding Wheels – Nomenclature and Selection,” Jeff Shoemaker, Anchor Abrasives

Track 4: Technology “Quality Control for Torsion Spring Production,” Dr. Peter Weigmann, WAFIOS

Track 3: Culture, Leadership & Motivation “Dream It. Do It.,” Brent Weil, National Association of Manufacturing

©iStockphoto.com/ DenisTangneyJr

NESMA River Cruise

©iStockphoto.com/vmnphoto

Track 4: Technology “Two Bainitic Pre-Tempered Steel Grades for Similar Spring Applications: A New Concept,” Dr. Jean-Marce Jamet, Materials Technology Track 5: Business Environment “Key Attributes for Working with Suppliers,” Dave Philbrick, MW Industries Track 6: Materials & Testing “Stress Relief Study,” Dan Sebastian, SMI 8:50 a.m. - 9 a.m. Break Convention Center 9 a.m. - 9:50 a.m. Track 1: Business Practices “Marketing Quality Management,” Charles Reese, Accelerated Achievements

Track 2: Manufacturing “Robotics,” Harley Green, Gibson Engineering and Jason Sicotte, Associated Spring Track 3: Culture, Leadership & Motivation “Machine Guarding,” Roger Harrison, Rockford Systems, LLC Track 4: Technology “Digital Twins for Intelligent Optimization of Bending Processes,” Dr. Peter Weigmann, WAFIOS Track 5: Business Environment, Convention Center, Theater “New Technologies in Slide Forming,” Max Linder, Bihler of America, Inc. Track 6: Materials & Testing “Spring Design 101,” Patrick Barr, Spring Engineers of Houston

NESMA in partnership with SMI invites you aboard the “Mystique” for an autumn adventure and dinner cruise down the Connecticut River. The Lady Katharine Cruise line, named after the late actress Katharine Hepburn, has navigated its boat “Mystique” on the Connecticut River for many years. This beautifully maintained ship has three decks, two enclosed for climate control and an upper one for you to enjoy the sights and sounds of fall along one of America’s most beautiful rivers. The three-hour event will take place Wednesday, Oct. 4, from 5:30 p.m. to 8:30 p.m. at a cost of $85 per person, which includes a selection of hors d’oeuvres and a dinner buffet. Two drink tickets for beer, wine or soda are included. Other alcohol beverages may be purchased at bars located on the enclosed decks. The evening light should remain bright for several hours, and with the help of a full moon the cruise should prove to be spectacular. Before the boat docks near the convention center to conclude the cruise, you will be able to enjoy the lights of Hartford that include the Travelers Tower, Connecticut State Capital Dome, and the famous Colt Firearms building. Seats are limited to the first 300 participants. Tickets can be purchased through the SMI Metal Engineering eXpo website at www.MetalEngineeringeXpo.com n

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Come visit us at Booth #403 SMI Engineering Expo in Hartford October 3–5, 2017

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Nine Surefire Steps to Lockdown Your Cyber Security By Clinton Henry

“D

ear Client.” That’s how the letter usually begins. The next few sentences are a little trickier; there is really no good way for someone to hear that their data has been stolen. Unfortunately, getting this letter is becoming an all too common occurrence in business. Businesses lose more than $100 billion a year to cyber-attacks and fraud globally. While a security breach might be one of the last things on your mind, the most recent Travelers Risk Index report shows that it’s a top concern for your clients, customers and contractors – “Personal Privacy Loss and Identity Theft” went from barely ranking on their survey a few years ago to being #2, right behind “Financial Security.” The expectation of cyber security has to be met with the same fervor and drive that you strive to meet all your other clients’ expectations.

Engage and educate your employee

It’s important that you create a culture of security within your organization because security is everyone’s responsibility. If you don’t have buy-in from all your team members, you’re exposing your business to unnecessary risk. The majority of attackers gain access to networks via social engineering and the manipulation of a user within an organization, not via

command line “hacking” from a dark, Cheetos-filled basement somewhere, as the movies often portray. Why would someone spend days trying to crack your accountant’s password when they can simply call your information technology (IT) desk pretending to be your accountant and ask him to reset it to something new?

Anti-Virus

Having an up-to-date anti-virus deployed on all of your desktops and servers is vital. An unprotected computer is an easy target for a motivated attacker. Don’t make it easy on them – pay for anti-virus and make sure it’s regularly updated by your IT staff.

Password Management

It’s important that you and your employees leverage strong, complicated passwords that aren’t easy to guess. There are now hacking applications you can plug into a computer that will run through the most common 10,000 passwords used in about four minutes, trying each of them. You’d be surprised how many folks with access to critical data have the password of “password,” or if they are feeling clever, “password1” (Did this just guess your password? Go change it!).

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©iStockphoto.com/erhui1979

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4 5

Secure Your Networks

Without getting too technical, just know that having a firewall between your corporate network and the internet is very important. If you don’t, there is very little stopping someone from freely accessing your data.

Secure Your Cloud

No matter what cloud provider or service you use, make sure you do your due diligence on their security practices. If they can’t easily and quickly tell you how your data is secured, odds are it isn’t. Also, for any accounts used to access your firm’s data, make sure you have strong passwords and only access it via a computer you own or trust. If you access your cloud on an infected machine, a hacker could potentially learn your password and use it later on without your knowledge.

Protect your banking information

Make sure that all financial data, accounts, and records are kept secure and segregated from the rest of your business’ general shared drives. If financial transactions are conducted electronically, ensure they are

done over an encrypted connection and that your employees never email account numbers, credit card information or sensitive financial documents.

Backups

One of the most common types of breaches now being seen are called “ransomware” attacks. Instead of “stealing” data from your organization, these attackers find your critical data and then encrypt it (digitally locking you out of it), making it so only the person with the digital “key” can unlock and access that data. The hackers then offer the victim access to the “key” for a very large fee. If you’re hit with one of these attacks you have two options: Pay the fee or restore the locked data from a recent backup. This is why backups are so important. Recently a very large hospital, a police department and a public school (along with literally thousands of other victims) have been forced to pay tens of thousands of dollars to get their data back. Making sure your data is backed and stored separately from your main repository can help protect you from attacks such as these.

Physical Security

This one is self-explanatory, but you’d be surprised how much client data is left lying around the office. Ensure your partners, trusted employees, and

finance team lock away any sensitive documents when they aren’t working with them.

Mobile Devices

While they are a convenience and increase productivity of the staff, mobile devices mean that your clients’ sensitive data can potentially walk out your firm’s door without you ever knowing it. Make sure that all mobile devices used to access corporate data have passwords (your email server can force this requirement), and if you have employees that use laptops you should look at having the hard drives for those machines encrypted. Most modern operating systems have encryption built in (you just have to enable the feature), and it’s foolish not to leverage it. If an employee accidentally leaves a laptop on a plane or in the back of a taxi, you’ll be guaranteed that all data on it is secure and protected. Your business, your brand, and your bottom line depend on the trust you develop with your clients. Handling the items listed above will go a long way in protecting all three. n Clinton Henry is one of the world’s leading cyber security and identify theft experts. Known for his engaging keynotes and insightful perspective on business and personal cyber security, Henry has amassed a loyal following of business and IT executives who look to him for guidance on how to protect their corporate profits and reputation from attack or compromise. For more information, visit www.ClintonHenry.com.

SPRINGS / Summer 2017 / 47

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SMI’s Holds 2017 Annual Meeting at Amelia Island in Florida

mid sunshine and beautiful views of the Atlantic Ocean, SMI held its 84th annual meeting from March 31 to April 4, 2017, at the Ritz-Carlton, Amelia Island, Florida. Networking and educational events dominated the 2017 meeting. Among many optional activities was the return of the tennis tournament, with eight participants. The annual meeting allows SMI to conduct its regular association business as the executive committee, board of directors and numerous committees held meetings (see Committee Connection on page 71 for more details).

Looking Back In his presentation, “A Good Year Ahead,” economist Dr. Alan Beaulieu of ITR Economics said ongoing concerns exist with China, NAFTA and international trade, Brexit, South America, the U.S. debt and health care. Despite those challenges Dr. Beaulieu predicts good days ahead with consumers being in good shape, interest rates remaining favorable and employment rising, along with wages. In addition, he said other good signs include the willingness of banks to lend, record

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highs for retail sales, increased housing starts and upside pressure on commodity prices. Bringing with him over 30 years of direct experience working with top level management to drive change, profitability and growth, Peter Philippi, CEO and chairman of Strategex, Inc., brought understanding to the 80/20 principle in business. Over two separate sessions, Philippi presented “Introduction to 80/20 Tools and Techniques.” Philippi said, “80/20 is not about doing spectacular things, it’s about doing simple things in a spectacular way.” Philippi noted good data on your customers will help drive decisions. He said those customers who bring in 80 percent of your revenue are typically only 20 percent of your customer base. He advocates that those customers should be treated differently. “Every customer should be treated fairly, but not equal,” he explained. Philippi said the 80/20 rule is all about keeping it simple. He added the end goal is to have customers who are “raving fans.” He said raving fans have two characteristics, “They always buy from you and they boast about you to others.” Kendra Thomas, vice president and head of global diversity and inclusion for Pearson, the largest learning company in the world, presented “Great Minds Think Unalike: Leveraging Gender Intelligence to Drive Change.” She said gender intelligence is the understanding of the naturally-occurring characteristics that distinguish attitudinal and behavioral differences between men and women. “By understanding these differences, we begin to understand the gender-related tendencies that help explain how men and women think, act and how we can engage more effectively in the workplace,” Thomas explained. Thomas explained that gender intelligence is the ability to

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recognize the different and complementary strengths of men and women. In addition, she said it is an appreciation for the neuroscience of difference-thinking that is demonstrable in such areas as communication, problem-solving and leadership. She pointed out that “Gender intelligence is not about stereotyping or tolerating the other gender, or learning new behaviors that are not authentic.” Thomas said that understanding gender intelligence can have a domino effect. “Understanding our differences leads to accepting, valuing and engaging all kinds of differences.” Those who attended Thomas’ session gained access to Pearson’s online “Be Gender Intelligent” learning experience. The module is described as “an engaging, multimodal learning experience that allows you to share the exchange of powerful ideas and techniques with your organization.”

Thanks SMI is grateful to the sponsors who supported this year’s annual meeting. Platinum Sponsors: • Gibbs • Industrial Steel and Wire • The InterWire Group • SWPC Gold Sponsors: • ASW.Pengg • Pyromaitre • RK Trading Company • United Wire • WAFIOS Silver Sponsor: • Automated Industrial Motion Bronze Sponsor: • NIMSCO Looking Ahead SMI’s 2018 annual meeting will be held April 28 to May 1 in the wine country at the beautiful Meritage Resort and Spa in Napa, California. Networking events and stimulating speaker sessions will be capped off by an induction ceremony as SMI welcomes its new 2018-2020 executive board. n

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The Global Leader in Wire Announcing the opening of a new wire production facility in San Jose Iturbide, Guanajuato, in the heart of the automotive area of Mexico. This expansion continues the SG focus of increasing our global footprint with local production close to our customers to offer greater flexibility and shorter lead times.

Initially this 13,000 sq. meter facility will have the capacity to produce 3600 MT, and expand to more than 12,000 MT at full production levels. The prime output will be oil tempered valve quality wire for the high demands of the engine, clutch, and transmission springs industry, but it will also produce high tensile OT wire for other spring applications. Construction will be complete in Q1 2017 and production will start in Q2. With the completion of this plant in Mexico, SG will have six wire producing facilities around the world: Garphyttan Sweden, South Bend USA, Suzhou China, Leeds England (KTS), San Jose Iturbide Mexico, and the Suzuki Metals plant in Narashino, Japan.

Suzuki Garphyttan

4404 Nimtz Parkway • South Bend, IN 46628 (574) 232-8800 • Fax (574) 232-2565 • suzuki-garphyttan.com 54 / SPRINGS / Summer 2017

2017 SMI Scholarship Program Awards $33,000

t was another banner year for the SMI Scholarship program as 15 students received $33,000 in financial aid to help fund secondary education. The total amount awarded this year represents an increase over last year’s total awards of $28,500 to 14 students. Since SMI’s scholarship program began seven years ago, scholarship assistance has been provided to 91 students representing $189,000 in financial aid. This year, 141 students submitted applications for the SMI scholarship program. “SMI is pleased to provide a scholarship program that helps the

employees of our member companies,” said SMI president Mike Betts. “I would like to thank those individuals who have stepped forward to go beyond the call of duty to help fund SMI’s at-large scholarships. Their generosity is truly appreciated.” To be eligible for an SMI scholarship, award winners must be a full-time employee or dependent child of a full-time employee who works for an SMI member company. For 2017, SM I awa rded n i ne regional scholarships in the amount of $2,000 each. In addition, six at-large scholarships were also selected, which included the addition of two new

awards: Albert H. Goering Memorial Scholarship in the amount of $2,000, and the Ronald and Adrienne Banas Scholarship for $5,000. Continuing at-large scholarships include: International Spring Scholarship, awarded to two students in the amount of $2,000 each; the CallaghanHart Scholarship for $2,000; and the Bud Peterson Memorial Scholarship in the amount of $2,000. SMI member companies will be sent information for the 2018 scholarship program in the fall, via mail and email.

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2017 Regional Scholarships Canada

Northeast

Nadya Gill Hometown: Toronto, Ontario SMI Member Parent: Gurmail Gill, Commercial Spring & Tool Attending: Quinnipiac University, Hamden, Connecticut Major: Engineering

Caroline Duemling Hometown: Chatham, New Jersey SMI Member Parent: Brian Duemling, John M. Dean Company Attending: University of Michigan, Ann Arbor, Michigan Major: Engineering

Chicago Claudia Morawa Hometown: Willowbrook, Illinois SMI Member Parent: Wally Morawa, Dudek & Bock Attending: University of Illinois at Urbana-Champaign, Champaign, Illinois Major: Health Planning & Administration

Michigan Kaylee Smith Hometown: Shelby, Michigan SMI Member Parent: John Smith, Michigan Spring & Stamping Attending: Grand Valley State University, Allendale, Michigan Major: Biomedical Science

Southeast Everardo Padilla Hometown: Spartanburg, South Carolina SMI Member Employer: Duer/Carolina Coil Attending: Spartanburg Community College, Spartanburg, South Carolina Major: Automated Technology “I want to express my honest appreciation for making the SMI scholarship possible. I was delighted to learn about my selection for a second consecutive year. And not only for me, but my family as well thanks you for your great support. I am currently enrolled in automated technology and I am acquiring as much knowledge as possible so I can keep growing professionally and individually.”

Southwest Cailey Crawford Hometown: Randolph, Mississippi SMI Member Parent: Jan Crawford, MW Industries Attending: Mississippi State University, Starksville, Mississippi Major: Biochemistry

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“I wanted to thank you and the scholarship committee for choosing me for the SMI scholarship. I was so happy to receive the letter notifying me of the award. It will be put to good use! I look forward to starting this next chapter in my life and thank you for recognizing me.”

Pittsburgh-Ohio Mitchell Labesky Hometown: Warren, Ohio SMI Member Parent: Matthew Labesky, Associated Spring Attending: Slippery Rock University of Pennsylvania, Slippery Rock, Pennsylvania Major: Criminal Justice

Mid-Atlantic Layne R. Gustafson Hometown: Collegeville, Pennslyvania SMI Member Parent: Robert Gustafson, Vulcan Spring & Manufacturing Co. Attending: Binghamton University, Vestel, New York Major: Computer Science “Thank you for your generosity in selecting me to receive an SMI scholarship. I am very happy at Binghamton University and this award will support me as I continue my study of computer science and mathematics.”

West Elden Griggs Hometown: College Place, Washington SMI Member Parent: Travis Griggs, Nelson Irrigation Corp. Attending: Brigham Young University, Provo, Utah Major: International Relations “It is an honor to be awarded this scholarship and I am happy to say that I will use it well in my attempts to further my education here and abroad. Thank you again for your support and contribution to my education.”

2017 At-Large Scholarships Albert H. Goering Memorial Scholarship

International Spring Scholarship

Carlie Bauer Hometown: Minden, Nebraska SMI Member Parent: Clark Bauer, Nelson Irrigation Attending: University of Nebraska, Lincoln Major: Language Arts Education

Katrina Smith Hometown: Shelby, Michigan SMI Member Parent: John Smith, Michigan Spring & Stamping Attending: Baker College of Muskegon, Muskegon, Michigan Major: Culinary Arts & Business

Bud Peterson Memorial Scholarship

International Spring Scholarship

Rebecca Rasmussen Hometown: Franklin Park, Illinois SMI Member Parent: Margaret Rasmussen, Precision Steel Warehouse Attending: Yale University, New Haven, Connecticut Major: Biochemistry and Biophysics

Callaghan-Hart Scholarship Christopher Vaichus Hometown: Wolcott, Connecticut SMI Member Parent: Charles Vaichus, Newcomb Spring Attending: Central Connecticut State University, New Britain, Connecticut Major: Accounting “It is an incredible blessing and honor to receive the Callaghan-Hart Scholarship. Affording college is a very heavy burden that you have significantly reduced. On top of five college courses, I work 24 hours a week so I can afford to attend. Your act of tremendous generosity has made a significant impact. Thank you for investing time and money into my future as I pursue my dream of becoming an accountant.”

Kirby Weiland Hometown: Glenview, Illinois SMI Member Parent: Christopher Weiland, Perfection Spring & Stamping Attending: Saint Louis University, St. Louis, Missouri Major: Psychology “I am sincerely honored to have been selected as the recipient of the SMI scholarship. Thank you for your generosity, which has allowed me to further my education at Saint Louis University. As I complete my education, I am very thankful for receiving your thoughtful gift. This scholarship will help lessen my financial burden.”

Ronald and Adrienne Banas Scholarship Moretta O‘Connell Hometown: Wrightstown, Wisconsin SMI Member Parent: William O’Connor, Fox Valley Spring Attending: University of Minnesota, Twin Cities, Minneapolis, Minnesota Major: Chemistry “I am writing this letter to express my sincere gratitude for your generous $5,000 scholarship. Being such a significant grant, you can only imagine how extremely proud and honored me and my family were when we learned of my selection. Your gracious support of my academic endeavors is monumental to my future career and life goals, and I deeply thank you.”

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o c to b e r 3 – 5 , 2 0 1 7 • H a rt f o r d

Join us this October

What’s in Store at the SMI Metal Engineering eXpo? • Technical symposia focusing on design, engineering and production of springs, wireforms and stampings. • Speakers targeting the needs of today’s ever changing path to success. • A vast array of exhibits displaying all facets of manufacturing, including raw materials, insurance, machinery, ERP systems and more to improve your business. • Networking opportunities to connect with the diverse range of people within the industry.

Business Environment Business Practices

Technical Symposia

Culture, Leadership & Motivation Manufacturing Materials & Testing Technology

• NESMA special event: Networking evening on the Lady Katharine Connecticut River cruise.

Exhibitor Space Now Available | Attendee Registration Now Open | metalengineeringexpo.org

SMI Metal Engineering eXpo is pleased to partner with

58 / SPRINGS / Summer 2017

October 3–5, 2017

NE MA for this event.

Connecticut Convention Center, Hartford

New England Spring & Metalstamping Association

ford

Springmaker Spotlight

Craig Miller (left) and Todd Miller stand next to a picture of the company's founder, Walter Myers, in the conference room at Myers Spring.

Myers Spring Company: Applying an 80/20 Philosophy to Solve Customer Problems By Gary McCoy, Managing Editor

odd Miller represents the third-generation to run family-owned and operated Myers Spring Company based in Logansport, Indiana. He says most of the growth that occurs at Myers Spring comes down to solving customer problems. “We have six degreed engineers on staff, and more importantly, maintenance, CNC operators and office staff with decades of practical experience; that’s because solving problems for customers is really where the new business is at,” explained Miller, who serves as president and CEO. “And it always was here (referring to the past), but it’s that much more important now. “When we review customer designs, we do a thorough analysis, and it’s because we engender a philosophy around here of 80 percent planning and 20 percent action,” Miller said. “We try and emphasize that with our customers. You’ll never hear, and I don’t like my managers to say, ‘Trust me.’ It’s something we earn daily.”

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“When we review customer designs, we do a thorough analysis, and it’s because we engender a philosophy around here of 80 percent planning and 20 percent action,” Miller said. “We try and emphasize that with our customers. You’ll never hear, and I don’t like my managers to say, ‘Trust me.’ It’s something we earn daily.”

Continuing a Legacy Trust is a legacy value passed down through the ages by Walter Myers, who started Myers Spring in his garage in 1946 with his partner, Don Lindley. Craig Miller, Todd’s father, served as president from 1985 to 2000 and now is president emeritus of Myers Spring. Craig said his stepfather, Walter Myers, had many sayings he would repeat to employees and customers during his nearly 40 years running the company. “Walt always said, ‘Make it right, because someday you may buy it.’” Though geographically small, the Logansport area has sprouted many spring companies. “Walt worked for Muehlhausen Spring, which eventually became Rockwell and later Matthew Warren, before starting his own company,” explained Craig Miller. “He worked with Walter Pesaresi, who later started Winamac Coil Spring in nearby Kewanna.” Craig has fond memories of his stepfather. “He was a fine Christian man, a super guy; they don’t come any better. He had a sign on his desk that read, ‘I may not always be right, but I’m always the boss.’” Though retired, Craig can often be seen at the Myers Spring plant mowing the lawn during the summer. He also remains active by delivering products to customers and picking up parts from suppliers. Craig spent years 19 years teaching school before coming to run Myers Spring. Back Home in Indiana Though Myers Spring is in Logansport, Todd Miller grew up in in a small town nearby called Twelve Mile that is also in Cass County. Both his parents were schoolteachers, and Miller said he basically grew up on the farm. To make extra money, he often worked for area farmers doing whatever they needed, including baling hay and de-tasseling corn. “I had the chance to mess around a lot with all things mechanical,” explained Miller. Miller ended up at Purdue University, where he pursued a degree in mechanical engineering technology. His true passion was singing baritone in the school’s glee club. He eventually became manager of the glee club, which allowed him to travel the world and to spend time with the president of the university. He even once had

60 / SPRINGS / Summer 2017

the opportunity to dine with astronauts Gene Cernan and Neil Armstrong. Growing up, Miller said he knew a position at Myers Spring was always an option. Miller remembers as a small child going out to dinner with his grandfather on Mother’s Day, because everyone else in the family was busy either hosting or participating in a Mother’s Day dinner at their church. At that dinner, Miller’s grandfather, referring to Myers Spring, said, ‘Someday, this could be yours.’ Miller said, “Those words kind of de-incentivized my scholastic yearnings in high school.” It was a view he called the “cushy seat syndrome.” Miller’s grandfather died in 1985, and he figured he would join the business when he finished his studies at Purdue. During his sophomore year at Purdue, Miller said he was cruising along with the “cushy seat” in the back of his mind, mostly getting average grades in college. “I woke up one day and thought, “Uh-oh what if I hate that place (Myers Spring)?” Miller said at that point he started “kicking it in,” and his grades went up. After graduating from Purdue, Miller joined Honda of America at the Anna Engine Plant in Anna, Ohio. He worked there two years before moving to Japan as part of the company’s new North American Task Group. “The reason I wanted to work for an international company is because my parents had hosted 11 exchange students. My parents started hosting international students after I left the house, but I always envied their guests and the opportunity to live overseas,” explained Miller. Miller moved to Japan, got married to Gretchen and moved back to Indiana in 1996 to be closer to family. Just one week after the birth of his daughter Eberle in 1996, Miller’s college roommate was killed in a fiery plane crash. These two events marked a pivotal time in Miller’s life and he and Gretchen decided it was time to move back to Indiana. Miller recalls, “I said to my wife, ‘If we’re going to give this family business thing a shot, this is the time.’” Taking a significant pay cut, the Miller family moved back home to Indiana and Miller joined his dad at Myers Spring. “Once our daughter was born, we decided we needed a parent at home and Gretchen was going to be that person and she signed up for that,” recalls Miller. “That was

Recent Myers Spring team photo outside the company's headquarters in Logansport, Indiana. Photo by Rich Voorhees.

always our plan, so there were times when the checking account was pretty darn low.” Miller said these events represented a massive financial and personal change. He said they lived lean for years during the transition that eventually led him to take over running the company in 2000.

Lean and Green Myers Spring has adopted a tagline of “Built lean and green.” Miller says the “built lean” part is driven by the relentless training they are involved with on lean techniques and Six Sigma. Myers Spring is TS 16949, ISO 9001 and ISO 14001 certified. “The green thing is our ISO 14001 certification,” explained Miller. “Anything that helps us drive productivity and efficiency improvements.” The company once filled six dumpsters a month, but is now down to one dumpster every other month. “We’re recycling, changing lights and involved in scrap reduction,” explained Miller. “Lean tactics and environmental stewardship go hand in hand, and that’s how we try to drive it.” In terms of what Miller likes about the spring business and what he doesn’t like, he said it can be summed up in one word: “manpower.” “It’s the best and worst part of the job,” said Miller. He said he all his managers read a book called “The Coming Jobs War,” in an effort to become more involved in workforce development.

Miller is part of a 10-county regional group called Wabash Heartland Industrial Network. The network has applied for private grant money, half of which Miller says will be used for workforce development. He says the effort is similar to what SMI is doing with its recent decision to join the Dream It. Do It. program. Jim Parsons, executive vice president at Myers Spring, is serving as SMI’s champion to help lead the charge for the association (see related story on page 67). Myers Spring has been a part of Manufacturing Day for the past two years and Miller says they are committed to doing this for the next 10 years. The company annually brings 350 fifth-graders for a tour and activities related to manufacturing. “Our goal is to have every single fifth-grader come through our plant, with the long-term goal of changing the culture and attitude toward manufacturing,” explained Miller. “Our wages are considerably above the county averages, way above it, and it’s not the dark, dirty and dangerous environment that so many people think manufacturing is.” Miller says Myers Spring gets stacks and stacks of thank you notes from the fifth-graders who attend Manufacturing Day. “It is so great, and literally of the 350 fifth-graders that come through, I probably could hire 300 of them, because they all want to work here by the time they are done with the tour.” Miller says changing the workforce issue comes down to “changing the culture, changing ideas and changing the way people think about manufacturing. It’s not pigeonholing all kids toward college.”

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Not Competing on Price Miller says Myers Spring has been adding a lot of new part numbers lately and preparing for the future. He believes they can double the size of the business. “I don’t ever want any job on price,” said Miller, “and we don’t get jobs on price. “What is the saying, ‘If you’re not unique, you’ve got to be cheap?’ We stink at being cheap,” he said with a laugh. He said Myers Spring is always trying to build a better mousetrap. “We’ve developed a lot of new processes; we’ve solved a lot of problems that customers were having and we’re getting noticed.” Miller says some of the company’s new opportunities are coming from parts that are currently delivered from overseas. “We’ve got our parts on test, and they’re far exceeding what multiple customers are getting now,” said Miller. He said this new product line is spring-related, and Myers

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Spring is vertically integrating when it can and doing more processes that they used to outsource. “It’s driving my engineers and production planners and everybody nuts!” Miller says Myers Spring wants to be a single source for customers, and he says for many customers they are. He said for certain applications they will “punt” on, including Bellville washers and constant force springs. Back to his 80 percent planning and 20 percent action mantra, Miller says Myers Spring wants to be the solution provider for customers. “My team works really hard to offer a better product, a better value.”

At Home Miller was introduced to his wife, Gretchen, through his grandmother. They met July 4, 1991, got married July 4, 1992, and immediately moved to Japan for Millers’ job with Honda. “I jokingly tell Gretchen she got a year-and-a-half island honeymoon!” Their daughter Eberle came along in 1996. She’s now 21 and a student in war studies at King’s College in London. The couple’s youngest daughter, Cecilia, is 18 and recently returned from Spain after a year as an exchange student in Spain. Miller said the exchange student tradition that his parents started many years ago has been passed down. The Millers have hosted seven exchange students to date. In his spare time, Miller enjoys being with his family, fishing, flying and photography. He also believes in giving back to the local community by participating in and supporting his church, local nonprofits and politics. Miller just turned 50 and says he’s in a “solid midlife crisis” with the recent purchase of a motorcycle. He still enjoys singing and serves as the cantor for his local Catholic church. Miller joined the Indiana Chamber of Commerce board of directors in 2010. In an article in the November/December 2016 BizVoice/ Indiana Chamber, Miller said, “My involvement in the Indiana Chamber is primarily motivated out of trying to help Logansport. The whole state is obviously important to me and we can have an influence. But I do think that each board member can have an influence (on their hometown).” Miller was named the 2016 Volunteer of the Year by the Indiana Chamber. In the article announcing his award Miller acknowledges that his family, in particular his wife Gretchen, is instrumental in his success. And does he think his grandfather, whose legacy he is now undertaking, would be proud of him? “My dad said he would be proud, and that’s what meant the most to me. I’d like to think he’d be proud, but a third person’s opinion is important.” n

He says college is important for a lot of people and is the right place for them, but it’s not the right place for most people. Myers Spring is also involved in sponsoring a robotics team, and has donated CNC equipment to a local career center. Company personnel like Parsons are regularly out in the schools giving speeches on the viability of manufacturing careers.

The Effortless Experience

hen you see the title of a book on customer loyalty as “The Effortless Experience: Conquering the New Battleground for Customer Loyalty,” it sounds like a call for companies to slack off and be lazy. The book argues that it is customers who want the effortless experience. Authors Matthew Dixon, Nick Toman and Rick Delisi believe that loyalty is driven by how well a company delivers on its basic promises and solves day-today problems, not on how spectacular its service experience might be. “Most customers don’t want to be ‘wowed;’ they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service.” Though this book is geared more toward companies who work directly with consumers, the principles also can apply to spring companies who primarily make products for other companies. The concept of “customer relief” makes sense: your problem is handled quickly and smoothly by a customer service representative. Who wouldn’t sign up for that? I think most of us can identify with making a phone call to have an issue resolved, such as a problem with your cable and internet service. Sometimes you get quick relief, while more often you end up on hold for countless minutes, only to find out you are not talking to the right person who can help solve your problem. The effort you expended to resolve your problem was not rewarded. As a result, you probably “punished” this company by making remarks on how your problem was not solved or not solved to your satisfaction (insert colorful words if you like!). The book defines customer loyalty in terms of three specific behaviors: repurchase (customers continue to buy from your company), share of wallet (customers buy more from you over time) and

advocacy (customers say good things about your company to family, friends, co-workers, even to strangers). The book lays out three big questions: 1) To what extent does customer service matter in driving customer loyalty? 2) What are the things customer service can do to drive customer loyalty? 3) How can customer service improve loyalty, while also reducing operating costs? The book goes on to answer these questions, in part based on a massive study they conducted on customer service. In one of the surveys they talked to over 97,000 customers who had just had a recent customer service interaction, either over the phone or through the web. The book takes a deep dive into customer loyalty, laying out what they call

the four key pillars of a loweffort customer experience. The book uses a lot of data to back up its point and profiles of companies who have taken the low-effort approach. This book is probably not for everyone. Most likely it will appeal to those who want to study this issue in-depth and absorb all the data and insights the authors have gathered. There are plenty of good useful nuggets, such as: “The worst question a customer service rep can ask” (Answer: Have I fully resolved your issue today?). You’ll have to read the book if you want to know why that’s a bad question. If I had to summarize the book, it would be the phrase: “Do Simple Better.” It is a slogan that I first heard used by Joe Maddon, manager of the 2016 World Series Champion Chicago Cubs. Maddon’s point: If you do the simple things (hitting, fielding, pitching, baserunning, etc.) better than your opponent, you likely will win most of your games. And the same can be said for customer loyalty, if you make it simple for customers to do business with you, the better chance you will have at winning them over and keeping them for a long time. n Review by Gary McCoy, managing editor.

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

SPRINGS / Summer 2017 / 63

SPRINGS / Summer 2017 / 65

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SMI Joins The Manufacturing Institute’s Dream It. Do It. Network

hortly after SMI’s 2017 annual meeting at Amelia Island, SMI and The Manufacturing Institute issued a joint news release to announce a new partnership to reach the next generation of spring manufacturing workers. SMI is one of just two industry associations that have joined the Institute’s Dream It. Do It. program, which raises awareness of careers in manufacturing. The partnership between the two groups is designed to change the image of manufacturing for youth and raise awareness of spring manufacturing careers. Through this partnership, SMI and its members will have access to market-tested materials targeting young people, parents, and teachers about a career in modern manufacturing. The Dream It. Do It. program will be an important element in SMI’s ongoing strategy to reach youth. The strategy includes organizing plant tours and school visits on Manufacturing Day in October 2017, and growing a network of industry “ambassadors” to lead youth activities in regions across the country. “We believe the Dream It. Do It. program is a game changer in the way we connect with the next generation pipeline of young people needed to support our businesses in the future,” said SMI president Mike Betts, who is also the chairman and CEO of Betts Company. “Attracting talented students to careers in manufacturing is critically important to the ongoing success of SMI member companies.” Jim Parsons, senior vice president, Myers Spring, is serving as SMI’s Dream It. Do It. champion. “Spring manufacturing offers a large range of opportunities for students to get involved and make things that matter. With advanced technology, this industry provides higher paying jobs with good career advancement paths and clean work environments,” said Parsons.

Parsons believes the Dream It. Do It. program is a fantastic opportunity for springmakers to come together under a common cause and message to help develop the next generation of workers. He said most spring companies are family-owned and

SPRINGS / Summer 2017 / 67

Inside SMI

typically work on their own to recruit new employees and build a future generation workforce. “By coming together with Dream It. Do It. we have the opportunity to use tools already developed to help promote manufacturing careers and adapt those materials to specifically promote spring manufacturing careers.” Parsons said part of Dream It. Do It. is to help schools understand that manufacturing is not a dirty word. “We don’t work in dark, dangerous, dingy dungeons anymore,” he explained. “We work in bright, welllit, sophisticated plants with high-end robots, computer technology. We work with state-of-the-art equipment that’s brand new on the market that take smart people to operate.” Parsons went on to say that today’s manufacturing worker needs to know a lot. “You need to know computers, math, and how to work with your

hands. The best part is we’re making something that matters.” He said the reason “it matters” is because workers are making products that are “going to help someone else do what they do, better.” Parsons says the message needs to get across that springs are everywhere. As SMI’s Dream It. Do It. champion, Parsons is excited to lead the committee of ambassadors. More than 20 SMI ambassador companies are already participating in Manufacturing Day tours and Dream it. Do It. activities, and Parsons is hopeful that the number of participants will steadily increase each year. Established in 2005, Dream It. Do It. works to change the perception of the indust ry and inspire next-generation workers to pursue manufacturing careers. The initiative offers local manufacturers, schools, community-based organizations and

other stakeholders the opportunity to partner with a respected national platform to promote manufacturing as a top tier career choice in the United States. For more information, visit http://www.themanufacturinginstitute.org/Image/Dream-It-Do-It/ Dream-It-Do-It.aspx

SMI Welcomes New Members SMI is pleased to announce its newest members. Please join us in welcoming these new companies. Patrick Manufacturing Elgin, Illinois AARD Spring Temecula, California Rotor Clip Somerset, New Jersey

SMI Participates in Dream It. Do It. Conference SMI’s Dream It. Do It. champion Jim Parsons, executive vice president of Myers Spring and Gary McCoy, managing editor of Springs, attended the 2017 Dream It. Do It. Collaborative Learning Conference at Harper College in Palatine, Illinois, May 22-24. Parsons and McCoy participated in a panel discussion on “The Role of Employer Associations in Youth Outreach,” helping explain why SMI decided to join the program and its benefit to springmakers. “Most of the conference attendees were educators and are involved in workforce development,” explained Parsons of the event. “An overriding theme of the conference was the need for manufacturers to participate in their local DIDI initiatives. According to those who presented, manufacturers are so busy that it is hard to get their attention. Important events, like Manufacturing Day, draw students in to showcase what future opportunities are available to them.” Some highlights of the conference: • Sixty four percent of students will choose a career from their own interests or experiences, according to a survey of 75,000 students. • Manufacturing has moved up from 8th to 5th on the list of top career choices, and 2nd among CTE (Career and Technical Education) students. • Millennials care about the impact they can make, so highlight roles, careers, and options and share what impact the things you make have on the world.

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Jim Parsons, Myers Spring

• Parents are a primary audience you need to reach. They allow the kids to have experiences needed to look at manufacturing as a career. • Best practice to emulate: Young Manufacturers Academy. See the YouTube video: https://youtu.be/1af5N6EZbD4 • Use social media to promote your brand, value proposition, and your story. Use visuals like infographics and pictures, along with quotes and links. • Promotions of girls in manufacturing are needed. Only 3 percent of females are interested in manufacturing, versus 25 percent of males. n

SPRINGS / Summer 2017 / 69

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SMI Board Meets at Amelia Island

he SMI board of director s me t i n r e g u l a r session on April 1, 2017 during the annual meeting at Amelia Island. Mike Betts, president, presided over the meeting and introduced new board members Aug ust i n Estalayo, RPK Mexico, SA de CV, Ritchy Froehlich, Ace Wire Spring & Form Co. and Matt Keats, Keats Southwest. It was announced that the Dream It. Do It. program was being launched immediately to SMI members. Everyone received a customized poster from The Manufacturing Institute. More t ha n 20 a mbassadors have registered to support the program, which is being led by Jim Parsons of Myers Spring. Parsons is serving as champion of the program (read more about the program on page 67). Steve Kempf reported on a captive insurance program that can benefit larger SMI member companies. The program pools together a heterogenous group of companies to essentially create their own insurance company and minimize risk to all participants. Kempf said it is hoped that someone would be able to speak about the captive insurance program during the SMI Metal Engineering eXpo in Hartford. The t rade show com m it tee reported that plans for the October eXpo in Hartford are on track, with a majority of the exhibitor space sold. The education and technical committees helped the trade show committee fill all the speaker slots for the technical symposia that includes

six tracks (read more about the eXpo on page 41). The technical committee has 15 active members. The group is ready to present its stress relief study during the eXpo in October. A shot peening study is still in progress and being led by Gene Huber of Winamac Coil Spring. The committee is working on a spring training program to help educate new and existing workers. 100 level courses will be geared toward introducing new workers to springmaking. The 200 level courses will be geared toward instruction on different types of springs. A 301 course would involve spring tolerances and a 302 course would be on fatigue testing. The committee hopes all courses will be available on the SMI website that could be downloaded by members. The regulatory compliance committee is continuing discussions with Rockford Machine and National Safety Council about offering programs for SMI members. In addition,

the committee will continue to offer safety webinars for SMI members. Laura Rhodes is in the process of surveying members to find out what their needs are. The benchmarking committee noted the continuing challenge of getting SMI members to participate in its surveys, including the Annual Market Summary. The committee will look at ways to increase SMI’s response rate. The finance committee reported that SMI remains financially healthy and that the association’s annual audit was clean. SMI will work with auditors regarding two recommendations. The audit results were approved by the board. The convention planning committee reported the 2018 meeting is set for Napa Valley and they are looking at several options for the 2019 meeting. The SMI board of directors will next meet in Hartford, Connecticut, Oct. 2, 2017, just before the start of the eXpo. n

SPRINGS / Summer 2017 / 71

Plan now to attend SpringWorld® 2018! Join thousands of your colleagues in Rosemont. ©iStockphoto.com/hüseyin harmandaglı, morkeman, PeskyMonkey

SpringWorld provides a unique opportunity to network with other spring manufacturers and wire formers: • The premiere spring show since 1960. • A global showcase for suppliers to the spring and wire form industry featuring attendees from 18 countries.

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

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

• Attend free educational seminars offered by exhibitors and industry experts.

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AIM, Inc. Partnership Brings New CNC Spring Machinery to the Americas The new NX-500F spring machine from AIM, Inc. is a new product created to solve difficult manufacturing challenges in larger size springs. AIM Inc., an active machinery exporter via two facilities in North America and Europe, has announced its new partnership with PLUSPRINGS CO., a Taiwan-based manufacturer. AIM product offerings include new spring machines that complement its existing lines and extend its solutions available under one roof. The new spring machines are manufactured with top shelf components at the PLUSPRINGS facility with the cooperation of AIM Inc. experts, in most cases, common with the existing AIM machine components. AIM will stock replacement parts and provide prompt support to customers’ needs from its North America and Europe facilities. The new spring machines have 9 to 25 axes with the capability to use spring wire from 0.5mm to 5mm, with higher capacities coming soon. Options include a servo cutter, double spinner, servo stamping, external feeding device, Easydur Camera inspection system (Max 14 axis feedback at the same time) and can be customized depending on customers’ requirements. AIM Inc. has headquarters in the U.S., with a second location in Europe. Committed to innovation, top quality and rapid response tech support, AIM manufactures one of the broadest line of wire bending machines in the world, from below 1mm to over 25mm wire diameters.

H3B450 Box Oven The H3B450 Box Oven from HSI and Forming Systems, Inc. is a new in-line cleaning system. The following features are standard: Max Temperature: 500 °C Inside Dimension: 600mm x 1500mm x 1680mm (WxDxH) Outside Dimension: 1400mm x 1880mm x 1680mm (WxDxH) Heat Controllers: 3 sets of heat controllers and fans Digital Error Meter for visual diagnosis DEM: OTP2: Over temperature protection conforming to EN1539 Recirculation motor monitor insures MM Motor Monitor: safe operation Uniform Temperature: Standard ±11°F, Optional ±5°F The H3B450 is also available with optional CQI9 configuration for automotive requirements and AMS2750E configuration for aerospace requirements. For additional information, including dimensions, specifications, and options, please contact Forming Systems, Inc. at info@formingsystemsinc.com or call 269-679-3557. SPRINGS / Summer 2017 / 73

New Products

RK Trading USA Introduces New HAX 20 Wire Former with AT Attachment

RK Trading USA, a trusted supplier of spring formers, coilers, reels and grinders, recently introduced a new model in their HAX series wire formers. The HAX 20 with AT attachment arm allows users to start and finish a part on one machine, with no need to move it off the machine to a secondary department to complete the part. “We are really excited to introduce this new technology to the industry,” said Rob Meyers, vice president and general manager of RK Trading USA. “The HAXAT is a game changer for our customer, as it widens the scope of jobs they can quote, while increasing profit margins, with a broader range of wireforms and torsion springs made complete on just one machine.” The HAX 20 is a 16-axis machine and the AT attachment includes: • 3D rotating tool holder with 3 attachments • Small and ergonomically designed attachment • Same user-friendly Herdon programming that customers currently use • Available on the 2mm and 4mm models RK Trading USA offers a full one-year warranty on parts and labor and includes free training at the RK facility, as well as a 30-day follow-up training at the customer’s facility. RK Trading provides service and support and carries an extensive tooling and parts inventory. For additional information, visit www. rktradingusa.com.

JobBOSS 12.0 Now Available JobBOSS, a leading provider of comprehensive ERP software solutions for small- and medium-sized manufacturing businesses, has announced the general availability of JobBOSS 12.0. According to the company, JobBOSS made a significant investment in the future of its customers by completing a major technology upgrade to the underlying software

74 / SPRINGS / Summer 2017

infrastructure of JobBOSS including dozens of usability improvements and bug fixes, in addition to more rapid, incremental enhancements. Over 1.2 million lines of code were updated in the core platform. “This is the launch pad for accelerating ongoing improvements to the core JobBOSS software, mobile solutions and third party integrations,” said the company in a news release.

“The new JobBOSS 12.0 allows faster development, quicker releases and integration with a broader spectrum of best-in-class software partners. JobBOSS users will find a redesigned look and feel featuring over 700 screens updated with consistent icons, buttons and labels.” For further information about JobBOSS, visit www.jobboss.com.

New Products

PW Series of Parts Washers HSI and Forming Systems, Inc. has introduced its new PW series of parts washers. The new in-line cleaning systems feature: • High pressure water cleaning system • Variable water pressure • Variable water temperature to ensure better cleaning • Stainless steel structure for water circulation • Digital work timer

• Low water monitor with alarm • 360o turntable for spray cleaning (except PW-T series) • Oil skimmer included • Water circulation system included • Auto shut down when safety guard is open

• Mobile turntable on cart version available for heavy loads (PW-C series) • Tumbling basket version available for mass small parts (PW-T series) n

Advertiser's Index A & D Trading (440) 563-5227. . . . . . . . . . . . . . 69 Admiral Steel (800) 323-7055. . . . . . . . . . . . . . 19 Alloy Wire International (866) 482-5569. . . . . . . . . . . . . . 48 CASMI (630) 369-3466. . . . . . . . . . . . . . 72 Central Wire (800) 435-8317. . . . . . . . . . . . . . 26 Diamond Wire Spring Co. (800) 424-0500. . . . . . . . . . . . . . 22 Dispense Works (815) 363-3524. . . . . . . . . . . . . . 23 Elgiloy Specialty Metals (847) 695-1900. . . . . . . . . . . . . . . 8 Fenn/Torin (860) 594-4300. . . . . . . . . . . . . . 66 Forming Systems Inc. (877) 594-4300. . inside front cover, back cover Gibbs Wire (800) 800-4422. . . inside back cover Gibraltar Corporation (847) 769-2099. . . . . . . . . . . . . . 24 Industrial Steel & Wire (800) 767-0408. . . . . . . . . . . . . . 44

InterWire Products Inc. (914) 273-6633. . . . . . . . . . . . . . . 1 JN Machinery (224) 699-9161. . . . . . . . . . . . . . . 9 Jowitt & Rodgers (704) 525-8030. . . . . . . . . . . . . . 10 Kiswire (201) 461-8895. . . . . . . . . . . . . . 70 Larson Systems (763)780-2131. . . . . . . . . . . . . . 40 Maguire Machinery (609) 266-0200. . . . . . . . . . . . . . . 6 Mapes Piano String Co. (423) 543-3195. . . . . . . . . . . . . . 62 Mount Joy Wire (717) 653-1461. . . . . . . . . . . . . . 38 NIMSCO (563) 391-0400 . . . . . . . . . . . . . 33 North American Spring Tool (860) 583-1693 . . . . . . . . . . . . . 22 Proto Manufacturing (800) 965-8378. . . . . . . . . . . . . . 19 Radcliff Wire (860) 583-1305. . . . . . . . . . . . . . 47 RK Trading (847) 640-9371. . . . . . . . . . . . . . . 3

Shinko/A & D Trading 81-6-6794-6610. . . . . . . . . . 64–65 Simplex Rapid (563) 391-0400. . . . . . . . . . . . . . 13 Spring Manufacturers Institute (630) 495-8588 . . . . . . . . . . . . . . 58 Suzuki Garphyttan (574) 232-8800. . . . . . . . . . . . . . 54 Tool King (800) 338-1318. . . . . . . . . . . . . . 11 Ulbrich Stainless Steels (203) 239-4481. . . . . . . . . . . . . . 10 United Wire Co. (800) 840-9481. . . . . . . . . . . . . . 36 Vinston (847) 972-1098. . . . . . . . . . . . . . 31 Vulcan Spring & Manufacturing Co. (215) 721-1721. . . . . . . . . . . . . . 33 WAFIOS (203) 481-5555. . . . . . . . . . . . . . . 5 Zapp Precision Strip (203) 386-0038. . . . . . . . . . . . . . 20

SPRINGS / Summer 2017 / 75

Matt Keats

Keats Southwest Name: Matt Keats. Nickname: Muttley. Company name and city: Keats Southwest, El Paso, Texas. Brief history of your company: Keats Manufacturing was founded in 1958 in Illinois. Keats Southwest opened in 1994. Job title: President Spring industry affiliations: SMI board member and SMI benchmark committee chair. Birthplace: Winnetka, Illinois. Current home: El Paso, Texas. Family: Wife, Beth (we just celebrated our 30th anniversary), sons, Dean, 24 and Brian, 23 (both work for Keats), three bulldogs and seven cats. What I like most about being a springmaker: The challenges. Favorite food: Steak and lobster. Favorite books/authors: Anything by Steven King. Favorite song/musician: “Lights Out” by UFO/Joe Satriani. Hobbies: Working out, playing guitar and watching sports (White Sox!).

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Favorite places: Our place at Amelia Island, Florida. Best times of my life: Seven years of college. A really great evening to me is: Grilling and spending time with family. The one thing I can’t stand is: Negative people. My most outstanding qualities are: Outgoing with a great sense of humor. People who knew me in school thought I was: The class clown/ hockey player. I knew I was an “adult” when: My first son, Dean, was born.

If I weren’t working at Keats, I would like to: Be the lead guitarist in a rock and roll band. The most difficult business decision I ever had to make was: Moving the family to El Paso to open Keats Southwest. I wonder what would have happened if: I were taller! I would like to be remembered in the spring industry for: Hard work and dedication to our family business. But people will probably remember me for: Not being able to say no!