Muncie Power Quarterly

2016 - ISSUE ONE

M U N C I E P O W E R Q U A R T E R LY

ALSO INSIDE: CEO’S CORNER: GET TO KNOW THE INTERPUMP GROUP

TECH REVIEW:

INCREASING PTO LIFESPAN AND TORQUE CAPACITY ON ALLISON TRANSMISSIONS

BEST PRACTICE:

SMALL TEAMS REQUIRE FOCUS, COMMITMENT

GET TO KNOW US: MEET THE CEO’S RIGHT-HAND “MAN”

Ford Game Changer TOM FUNK INTRODUCES MUNCIE POWER PRODUCTS’ PTO WITH HIGHER INPUT TORQUE, THE FR3C

CEO’S CORNER

Get to Know the Interpump Group Learn how our culture is “baked in” starting at the top

Ray L. Chambers Chairman, CEO & President Ray Chambers joined Muncie Power Products as Vice President of the Tulsa (Oklahoma) Division in 2004. He became President of the company in 2009, and was named to his current position in January 2012. He holds a bachelor’s degree from Oklahoma Wesleyan University and a master’s degree from Southern Nazarene University in Bethany, Oklahoma. He is a thought leader and visionary within the industry.

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uncie Power Products, together with more than two dozen other companies, make up the global powerhouse known as Interpump Group.

It was 1999 when Muncie Power Products joined the Interpump Group, a multinational operation based in Reggio Emelia, Italy, and created the largest power take-off manufacturing company in the world.

For Muncie Power Products, the relationship with Interpump Group has meant expansion in hydraulic gear pumps, valves, cylinders, and other related products in the mobile hydraulics market.

It’s the kind of nurturing relationship that permeates Muncie Power Products. As I like to say, the way we treat others is “baked in” to everything we do. How you are treated and how you treat others has a direct correlation to your personal success. The same is true with a parent company.

Here are 5 reasons why Interpump Group makes us an even better company for our customers.

MUNCIE POWER QUARTERLY

1) Interpump Group in North America is a conglomerate of companies learning from each other and developing best practices that are shared across disciplines.

Its philosophy has been to buy companies with a strong management team and let them run themselves. The larger portfolio means a suite of complimentary products and an industry advantage of cross selling.

2) Interpump Group is now a corporation that manufactures every piece of the hydraulic system for mobile hydraulic systems excluding filters. This is a result of careful planning and strategic acquisitions and gives customers a one-stop shop.

3) No matter how big we get, the primary objective has been to deliver quality products and services to customers.

At Muncie Power Products, we pride ourselves on our ability to respond quickly and concisely.

Whatever a customer needs, he can find a solution at Muncie Power Products.

4) An international component means we have a grasp on the global competition. We use our network to gather intelligence about not only product development but also trends in customer expectations.

5) Individual brands matter to Interpump Group. They leverage global talent and techniques to make us all stronger. Annual Interpump Group sales now exceed more than $1 billion and are expected to double in size in the next five years. But even with the exponential growth, Interpump Group recognizes the value of individual brands like Muncie Power Products.

The strength in numbers means greater financial leverage, deepseated collaboration and strong corporate guidance.

Aristotle was right. The whole is greater than the sum of its parts. We are stronger when we stand together. n

The whole is greater than the sum of its parts. We are stronger when we stand together.

TECH REVIEW

Increasing PTO Lifespan and Torque Capacity on Allison Transmissions

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n the old days, power take-off controls on a truck meant little more than a clutch pedal, a cable, a hand and a foot. Engaging the PTO was not much different than shifting into gear on a manual transmission: clutch in, engage power take-off, ease clutch out. Fast forward to the trucks of today, and PTO controls have advanced to the point where the truck itself is calling the shots.

Power take-offs are now directly connected to the transmission controls, and the operator is simply requesting PTO engagement.

Power take-offs are now directly connected to the transmission controls, and the operator is simply requesting PTO engagement. Once the truck computer has determined that all conditions have been met to safely allow engagement, the power take-off comes on.

One of the applications following this model is that of the Allison 3000/4000 Series transmission with a clutch shift PTO. These transmissions require that a connection be made between the PTO and the Allison TCM

(transmission control module), now in its fifth generation. This connection is commonly referred to as connecting to the “PTO enable circuit,� and is necessary to achieve maximum oil pressure from the transmission for engagement.

We have recently discovered that this connection is often not made when the PTO is installed. What happens if this connection is not made? The main transmission oil pressure is modulated, which means that the pressure available for PTO engagement fluctuates based on engine speed.

This pressure is increased substantially (30 percent or more) when the transmission control sees a request for PTO engagement. If the connection to the PTO enable circuit is not made, pressure is still available from the transmission and the power take-off will engage; however, engagement pressure may be below

MUNCIE POWER QUARTERLY

James Abbott Product and Applications Engineer Jim Abbott has been a member of the Muncie Power Products’ team since 2012.

He holds a bachelor’s degree from Ball State University in manufacturing engineering technology. In his spare time, Abbott enjoys playing basketball and hunting.

A quick phone call and simple connection to the TCM can mean all the difference in the lifespan and engagement of the PTO. n

PIN 43

the acceptable level. This has the potential to greatly increase wear and tear on the clutch pack inside the power take-off due to slippage, resulting in a significant reduction in PTO lifespan and torque capacity.

To make the connection to the Allison TCM, the TCM box must first be located on the truck. This box, shown in figure 1, can be positioned nearly anywhere on the truck. As a result, it may be necessary to contact the truck manufacturer to determine its location. Once the TCM has been found, the connection can be made.

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Connecting Wire 143 to the Transmission Control Module

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PIN 43

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Fig. 1 C

Typically this connection is made to wire 143, but there are several different wiring options available from the factory. Consequently, it is important to verify which vocational package the truck has been equipped with before installing the PTO circuit. An example of an installation using wire 143 is shown in figure 2.

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UNLESS OTHERWISE SPECIFIED: DIMENSIONS ARE IN INCHES TOLERANCES: FRACTIONAL 1/16 ANGULAR: MACH 1 BEND 1 TWO PLACE DECIMAL 0.030 THREE PLACE DECIMAL 0.010

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FINISH 125 INTERPRET GEOMETRIC TOLERANCING PER: ASME Y14.5 MATERIAL

Material <not specified>

THIRD ANGLE PROJECTION

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PROPRIETARY AND CONFIDENTIAL THE INFORMATION CONTAINED IN THIS DRAWING IS THE SOLE PROPERTY OF MUNCIE POWER PRODUCTS, INC. ANY REP IN PART OR AS A WHOLE WITHOUT THE WRITTEN PERMISSION OF MUNCIE POWER PRODUCTS, INC. IS PROHIBITED.

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PRODUCT SPOTLIGHT

Tom Funk Principal Engineer Based in Tulsa, Tom Funk is a graduate of Oklahoma State University (OSU) and OSU Institute of Technology, holding a bachelor’s degree in engineering and an associate degree in manufacturing technology.

Funk also holds an associate degree in airframe and powerplant technology from Spartan School of Aeronautics. He and his wife, Ranae, enjoy traveling.

Funk relaxes by doing metalworking, woodworking and building his own 3-D printer.

Ford Game Changer

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ood collaboration within the truck equipment industry can be a game changer.

Tom Funk, principal engineer at Muncie Power Products in Tulsa, is excited about the results of a recent joint project between Muncie Power Products and Ford Motor Company.

As Ford began work on some upcoming product changes, the major truck manufacturer wanted input from Muncie Power Products.

“In the past, Ford used their 6R140 transmissions on the F350-F550

trucks and the Allison 3000 transmission on the F650 and F750 trucks. Now, in 2016, they want to provide an all-Ford package by using the 6R140 across the entire F350-F750 family,” Funk said.

The evolution, however, creates some challenges.

“To continue to offer similar PTO performance for the F650 and F750, the PTO input torque would have to increase from 250 footpounds to 300 foot-pounds,” Funk explained.

MUNCIE POWER QUARTERLY

Because many Ford customers rely on Muncie Power products, the manufacturers collaborated during the testing process.

“It is common for manufacturers to work together,” Funk said. “We want to provide the best product for both of us. If they are coming out with a new transmission, we like to have input on how our product will mate with theirs.”

Although Ford also worked with some of Muncie Power Products’ competitors during the development, Funk describes the partnership as a “special relationship.”

“Ford used the Muncie FR66 PTO to validate the torque increase for their transmission. We wanted to continue to use our FR66 PTO for these higher torque applications since the fit, form and function were so similar to the F350-F550,” Funk said.

Working together, Ford and Muncie Power Products wanted to push the power take-off limits to simulate operation in the field.

Both manufacturers wanted to make sure the PTO would function with the Ford transmission in any probable working situation.

“As testing at Ford and Muncie began, we identified components of the FR66 that would not quite give the required life at 300 footpounds,” Funk said. “We made some running enhancements as the test progressed, identifying areas of concern and improvements that could be carried over to the other Muncie products.”

The testing led to modifications.

“We have modified the FR66 to work at the higher torque setting, and we will be designing a whole new product that will be more robust and handle a larger hydraulic pump,” he said.

Although the market demand isn’t huge, a redesigned power take-off will help fill an important niche.

“At the fall NTEA (association for the work truck industry) Conference in Detroit, it was decided we would spin off the augmented PTO model and call it the FR3C. The ‘C’ being the Roman numeral for 100, hence 3C = 300 foot-pounds,” he said.

“We now feel that we have a robust PTO offering for the Ford F650 and F750 trucks,” he said.

The testing with Ford will guide the redesign, and Funk expects the information the developers learned during the process will have practical applications for the future.

“I think it could strengthen our entire product line,” he said. “I do believe some of the features will be able to be incorporated into other products as well.” n

The FR3C meets this higher input torque requirement.

We have modified the FR66 to work at the higher torque setting, and we will be designing a whole new product that will be more robust and handle a larger hydraulic pump.

BEST PRACTICE

Small Teams Require Focus, Commitment

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t the Columbus Mobile Power Center in Columbus, Ohio, limited resources never get in the way of productivity.

Despite being a crew of only three, the Columbus staff manages to be a pivotal link in the company’s customer service in Ohio and across the nation.

You all have to work for the same goal. You have to be a team. There is no choice with such a small staff.

Flexibility is crucial to success, according to Distribution Manager Bud Hummler.

“One minute we could be building a pump, and the next we could be assisting a customer or pulling stock off the shelf. It’s really about being totally versatile, and there’s a challenge to doing that,” Hummler said.

Learning to adapt is an acquired skill, but Hummler finds that the diversity of the job requirements actually makes the work more satisfying for the crew.

“There are challenges in the schedule, but that’s what keeps it interesting. There’s less repetition.

I’m not doing the same thing twice,” he said.

Hummler relies on the site’s team members to maintain an efficient workflow around the warehouse.

Communication is critical to making it all come together, and the Columbus team has learned to interact with precision by being attentive and staying focused.

Bud Hummler

Distribution Manager - Columbus Bud Hummler has been with Muncie Power Products for 10 years.

Before joining the Muncie Power Products’ team, he worked for Florig Equipment. He and his wife, Jeanne, have two grown children.

In his spare time, he enjoys being outdoors and attending Columbus Blue Jackets hockey games.

MUNCIE POWER QUARTERLY

“Everybody has to know what everybody else is doing. That is the only way to make it work. You have to be a team, so you aren’t duplicating projects or missing things,” Hummler said.

As the company’s product line evolves, the crew has to keep up with technological changes and industry advancements. Continuing education is a priority, as it is at all Muncie Power Products’ sites.

Among the three, team members, the mobile power center’s crew has almost 70 years of professional experience. Hummler said continuing to learn new things is an important part of the job, and he enjoys mentoring his co-workers.

“I pride myself in imparting my knowledge about the stuff I have learned in 40 years of working in the industry. I want my guys to be able to come to me. It makes them a better employee,” he said.

Keeping the staff well informed contributes to the distribution center’s main focus – customer service. Customer satisfaction is central to everything that happens at the site.

“I think about what I have to do today to keep everybody happy,” Hummler said. “Keeping everybody happy is the biggest challenge — and the main purpose. I want our customers to be happy.”

Sometimes work schedules need to be fluid to make that happen.

The distribution center’s official hours

are 8 a.m. to 5 p.m., but Hummler said he and his team expect to work “till the job is done.”

“When you only have three people, you try to take care of all of the orders that are scheduled for that day first,” he said. “You have to work hard at delegating your time.”

Tasks like unloading shipments and stocking shelves are often delayed until all of the orders have been fulfilled, even if it means staying late to get the job done.

Juggling such a wide variety of duties requires strong organizational skills and a keen sense of ownership from each employee.

“You all have to work for the same goal. You have to be a team. There is no choice with such a small staff,” Hummler said.

Even on the most hectic day, Hummler said it is important not to lose your sense of humor.

“Life is too short to be serious 100 percent of the time,” he said.

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Top Tips for Your Small Staff •

Be versat i l e

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A l l ow f or f l ex i b l e work sched ul es

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Tak e p ersonal ownershi p

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C reat e a st rong t eam envi ronment

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C ust omer sat i sf act i on i s k ey

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A nd d on’t f orget your humor

GETTING TO KNOW US

Liz Ludwick Executive Administrative Assistant to Chairman, CEO & President Ludwick, a native of Muncie, is a graduate of Indiana Business College (now Harrison College). Before joining the Muncie Power Products’ team five years ago, Ludwick worked in the office of university development at Ball State University and for Ontario Corporation.

Her husband, Jake, is a retired dentist and a private pilot. Ludwick, also an avid flier, has flown solo. The couple enjoys traveling and spending time with family and friends.

Meet the CEO’s Right-Hand “Man”

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s executive administrative assistant to Muncie Power Products’ Chairman, CEO & President Ray Chambers, Liz Ludwick is a veteran of the corporate and nonprofit worlds, helping to foster the company’s family environment as it continues to grow.

“It just seems natural and I love doing it,” said Ludwick. “I have a dream job, I would say.”

In her years of working as an administrative assistant for various executives, Ludwick’s duties have included everything from coordinating action items for projects, meetings and company development to organizing corporate events for small and large groups of over 300.

On a daily basis Ludwick will juggle many duties and tasks including: sitting in on business meetings to provide notes, coordinating action items, composing correspondence and reports, coordinating travel for the executive staff, leading Muncie Power’s Wellness and Engagement Team and serving as the liaison between the company and community.

In the midst of completing these duties, Ludwick also brings a knack for event planning, coordinating all company-wide, social events like the holiday meals, retirement receptions, employee recognitions and luncheons.

Providing a key component to keeping morale high and employees

Four Attributes of a Good Executive Assistant…

engaged, Ludwick does a great job of letting employees know they matter.

It takes a special person with “woo” like Ludwick to “rally the troops.”

With her natural ability to motivate others, organization and proficient social skills (all traits of “woo” strength theme), she adds a crucial, desired skill set to help foster the company’s family environment.

“Investing time in making connections with our employees is important to me from a professional and personal standpoint,” Ludwick said. “Each employee is a part of my team, my work family, and the more we know each other’s skill set, the more we can help one another and the company to succeed.”

It’s through these connections and Ludwick’s leadership strengths like creating conversation and engaging others in the exchanging of ideas that she helps the company continue building a network of trust, support and communication.

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Servant Leadership: The

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i s t o sup p ort t he C hai rman, and ot her ex ecut i ve st aff t o vi si on and t hei r mi ssi on. Be second consci ence f or your

p ri mary f ocus C EO & P resi d ent accomp l i sh t hei r a resp ect f ul , ex ecut i ve.

i n t he comp any, t he p eop l e and t he b rand . P rovi d e a p osi t i ve and p rof essi onal p resent at i on t o emp l oyees, cust omers and t o t he communi t y, making certain all you do represents the brand. ord er t o j uggl e t he many rol es of an ex ecut i ve assi st ant , you must b e organi z ed and manage your t i me wi sel y. P rep ari ng a scop e and t i mel i ne f or each maj or event i s al so a must t o k eep you on t ask . a p ersonal t ouch t o al l t hat you d o—encourage and assi st ot hers i n d oi ng t he same. The p ersonal t ouch mak es al l t he d i ff erence. It k eep s each d ay, each event and each i ni t i at i ve f resh and meani ngf ul .

Liz is the person that the world meets first and makes my professional life run smoothly. With busy

Communication is key within an organization like Muncie Power Products, as demanding schedules can make it difficult to gain access to the executive team. In which case, Ludwick can provide guidance, putting a face to the executive team when its members are unavailable.

schedules, our executive staff appreciates Liz’s

“Serving as a bridge between our executive team and our employees is one of the aspects of my job that I enjoy the most,” she explained.

“I’m proud to be an extension of Mr. Chambers and the executive team.” n

company culture and branding. To think of Liz as

good communication skills, sound judgment and understanding of our team culture. She makes a significant contribution to productivity at all levels and has her finger on the pulse of our organization.

While Liz happily serves all of us, she is also our equal when discussing key topics that involve filling the role as just a secretary would do a huge injustice to her actual role at Muncie Power. She is an ambassador for who we are as a company.

- Ray Chambers, Chairman, CEO & President

Member of the Interpump Group

© Muncie Power Products, Inc. • 2016 - Issue One Past issues available online at www.munciepower.com/mpq