Solid Height - Spring Manufacturers Institute

GLOBAL MARKET UPDATE
How do springmakers factor factor into the offshoring equation?
Chinese spring industry perspective 7
North American spring industry perspective 13
Offshoring and Spring Performance 19
Maintaining Your Inline Oven Heating System 21
Stress Relief of Springs 41
One size does not fi t all
Solid Height Calculation Tips 47
Titanium Suspension Springs 49

We Must Capitalize on our Strengths to Meet
Global Pressures
O ffshore
From Dave Weber
“
manufacturing,” “outsourcing” and “global economy”
are all ways of describing the changing competitive
landscape springmakers are facing each day. This has always been
part of the competitive world in which we live, but as means of
communication and logistic systems improve, the pressure from
around the world becomes greater.
As springmakers, we are affected more by what our customers
do than by springmakers located offshore. In general,
the cost of a spring going into a component is insignificant
when compared with the cost of the final product. Many of our
customers look to manufacturing their products where the cost
of labor is low because there is a lot of labor required to manufacture the end product.
Some customers have relocated to take advantage of cheap labor. Once in a new
location, they seek local suppliers for items like springs. In the end, the North American
suppliers lose the business – more because of location than price. In some way, the three
laws of real estate, “location, location, location,” also apply to spring manufacturing.
There is little we can do when our customers move offshore. However, there is an
opportunity for North American springmakers when foreign companies set up operation
here. We offer products that generally do not have high labor content, usually are made
with world-class manufacturing and quality systems, and are inexpensive to get to the
customer’s location. We also enjoy this competitive advantage with our existing customers.
The other “hidden” advantage for North American spring manufacturers is that we
can protect our customers from currency changes. In fact, we have seen some spring
manufacturers from around the world build operations in North America to follow their
customers and get some of our competitive advantages.
As you can see, offshore manufacturing is not a simple case of cause and effect.
North American spring manufacturers are challenged by location but protected by the
low labor content of their products and the high cost of transporting springs here from
other parts of the world. In general, the cost of material is the same worldwide. That
means, for most North American spring manufacturers, proprietary process and valueadded
service are the keys to competitiveness.
Within the pages of this issue of Springs magazine, you will see how some manufacturers
have responded to the changing global marketplace. The information presented
in this, as well as previous issues, is intended to help you compete in today’s world.
SMI’s mission to inform, educate, and provide the opportunity to meet with other
springmakers will make you stronger. I urge you to not only be a member, but also to
participate in our activities as well as those at the regional level. Your membership and
participation will make a difference in our industry.
2 SPRINGS July 2006
Dan Sebastian, MW Industries
dsebastian@mw-ind.com
Springs Magazine Staff
Rita Schauer Kaufman CAE, Editor
editor@smihq.org
Lynne Carr, Advertising Sales
info@smihq.org
Sandie Green, Assistant Editor
Ken Boyce CAE, Publisher
Springs Magazine Committee
Chair, Bob Herrmann, Newcomb
Spring of Colorado
Götz Arndt, Wafi os Machinery
Terry Bartel Ph.D., Elgiloy
Specialty Metals
Carol Caldwell, Century Spring
Randy DeFord, Mid-West
Spring & Stamping
Ritchy Froehlich, Ace Wire
Spring & Form
Tressie Froehlich, Ace Wire
Spring & Form
LuAnn Lanke, Wisconsin Coil Spring
John Schneider, O’Hare Spring
Europe liaison, Richard Schuitema,
Dutch Spring Association
Technical Advisors
Luke Zubek PE, SMI Technical Director
Loren Godfrey, Colonial Spring
Advertising sales - Japan
Ken Myohdai
Sakura International Inc.
22-11 Harimacho
1-Chome, Abeno-ku
Osaka 545-0022 Japan.
Phone: +81-6-6624-3601
Fax: +81-6-6624-3602
E-mail: info@sakurain.co.jp
Advertising sales - Europe
Jennie Franks
Franks & Co.
P.O. Box 33 Moulton
Newmarket, Suff olk,
England CB88SH
Phone: +44-1638-751132
Fax: +44-1638-750933
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.
Cover designed by Rita Kaufman

7
21
37
49
4 SPRINGS July 2006
FEATURES
7 Global Market Update: Chinese Spring Industry Perspective
Though some Chinese springmakers are investing in technology
and quality, most are still focusing on low-end production
By Maria Trombly, Source Media, Asia Bureau
13 Global Market Update: North American Spring Industry Perspective
Springmakers specializing, finding niche markets to
capture business that’s difficult to move offshore
By Raquel Chole, special contributor
21 Preventive Maintenance Tips for Your Inline Conveyor Ovens
Part I: The Heating System
By Daniel Pierre III, JN Machinery Corp.
37 Bankruptcy Reform From Both Sides
How the new laws affect businesses that are owed money as well
as those that file
By Mark E. Battersby, tax/financial journalist
49 Titanium Suspension Springs for Production Motorcycles
Less costly alloy brings titanium’s benefits to motocross rear
suspension springs
By Kurt Faller, Timet Automotive
COLUMNS
19 IST Spring Technology
Cautionary Tales Part XXXI
Offshoring and Spring Performance
By Mark Hayes
35 Be Aware: Safety Tips From Jim Wood
OSHA Issues New Standard for Hexavalent Chromium
41 Technically Speaking with Luke Zubek
Stress Relief of Springs
One size does not fit all
45 Checkpoint: Business Tips From Phil Perry
Bird Flu Pandemic
Protect your company from this and other potential disasters
47 Spotlight on the Shop Floor
Spring Essentials (for the rest of us) Part VIII
Solid Height Calculation and ‘max’ Solid Height
By Randy DeFord, Mid-West Spring & Stamping
DEPARTMENTS
2 President’s Message: Capitalize on Strengths to Meet Global Pressures
26 Global Highlights
51 New Products:
55 Advertisers’ Index
55 Sprung
56 Snapshot: Thomas G. Armstrong, Duer / Carolina Coil Inc.

T oday,
Chinese Spring Industry Perspective
Though some Chinese springmakers are investing in technology and
quality, most are still focusing on low-end production
most Chinese springmakers still lag
behind their rivals from advanced countries
in research, technology and management. Their
most competitive products are mainly those with low
added value. Meanwhile, rising raw material prices
and transportation costs, together with increased
competition, all contribute to compressing the profit
margin of local players.
High-Tech Springmaking
To sustain profitability, some of the more innovative
local companies have begun to invest in research
and new technology, and bring in modern management
practices.
For example, China Spring Factory, a subsidiary
of the Shanghai Automotive Corporation Ltd., began
as a private workshop in 1937 before becoming a
state-owned enterprise in 1949, when the People’s
Republic of China came into being. At the beginning,
the firm produced small springs for mining,
electronic and mechanical use. Its big-
gest leap in technology and scale
took place in 1989, when the
Shanghai Automotive Co.
launched its popular
Santana car model and
demand for springs skyrocketed.
Today, China Spring
Factory has established
long-term business relationships
with almost all
foreign automotive joint ventures
in China, including GM, Chrysler, Volkswagen,
Audi, Citroen and Renault. Its products
now include automotive coil springs, engine valve
springs, stabilizer bars, die springs, shaped springs,
disc springs, various stampings and a wide range of
precision wire springs.
In addition, China Spring Factory has successfully
entered overseas markets. “In 2004, we
exported 400,000 units of springs. The volume
catapulted to two million units in 2005. We expect
even bigger growth in 2006,” says Eric Xie, company
spokesperson. “Our overseas markets are mainly
the U.S. and Europe, which make up one-third of
our current sales.”
Investment in quality and technology was crucial,
Xie says. “Our progress is closely related to huge
By Maria Trombly
Source Media, Asia Bureau
According to the
China Spring Industry Association,
there are over 1,100 mid-sized and larger
springmakers in China. Among them, 13 are
wholly foreign owned, and 60 are joint ventures.
The latter, though less than seven percent of
all spring manufacturers, accounted for
one-fifth of total output.
Global Market Update
investments in R&D capability, staff training, quality
control, and examination and testing facilities, with
support from leading universities in China as well
as foreign partners such as CHKK and Scherdel,”
he says, referring to the Japanese Chuo Spring Co.
and German springmaker Scherdel GmbH.
However, price still remains a major competitive
advantage, he adds, given that labor is much
cheaper in China than elsewhere, and increasing
sales volume helps to reduce per-unit production
costs even further.
The Price Factor
Meanwhile, most auto parts manufacturers have
not yet made research and development a top priority
or have the ability to do so. A survey by the China
Association of Automobile Manufacturers shows
that, despite increasing investments
in facilities, manufacturers spent
less on research in 2004 than
2003, only accounting for
1.75 percent of sales in
2004. The survey covered
more than 750 auto parts
manufacturers of large
size in China. (The 2005
results won’t be available
for several more months.)
As a result of slow investment
in technology and other
factors, many Chinese springmakers
concentrate on the domestic market.
ZheJiang Jinsheng Spring Co. Ltd, located in the
southern Zhengjiang province, is a mid-sized private
company specializing in manufacturing spiral,
helical, square and rectangular springs. Its annual
growth rate over the last two years was between 20
percent and 30 percent, according to the company,
but exports only accounted for 10 percent of total
sales.
Company sales manager Xingchao Huo says
competition and shipping costs limit exports. Most
springs produced still have low added value. Because
of the high proportion of raw material costs, the
profit margin is mainly generated from low labor
costs. However, the low investment required for
SPRINGS July 2006 7

Above: Photos of Zhengjiang Jinsheng Spring
Co.’s manufacturing operations.
8 SPRINGS July 2006
this kind of relatively low-tech production means
more competition, which has sparked a price war.
Furthermore, springs are bulky, so shipping adds
a considerable cost.
Storage also pushes prices up. Most automakers
overseas now have just-in-time inventories, so
the inventory costs actually shift to the suppliers,
Huo says.
By comparison, springmakers located close to
their U.S. and European customers do not need
to rent warehouse space in order to guarantee ontime
delivery. Therefore, their prices can be more
competitive, and they can provide more responsive
and efficient service. Finally, project management
requires close cooperation between both sides during
the whole process, from design through finished
products to after-sale service, which creates communication
challenges for Chinese springmakers
who deal with overseas projects, Huo says.
Shrinking profit margin further hampers the
pace of investment in research and development.
Today, Chinese springmakers lack necessary funds
to upgrade equipment and provide necessary training
for staff, Huo concludes.
The vicious price war makes the job of providing
customers both high quality and low prices a challenge
for springmkers.
Industry Blossoms
Despite these obstacles, the growth of the spring
industry as a whole over the last five years has been
significant. In coil springs, for example (according to
data from the China Automotive Industry Yearbook,
published jointly by the China Automotive Technology
and Research Center and the China Association
of Automobile Manufacturers), the output in 2000
was 932,000 units. In 2004, the latest year for which
figures are available, the number grew to 3,456,000
units, an annual average increase of 38.8 percent.
Steel plate spring output in 2000 was reported at
4,694,700 units compared with 9,976,000 units
in 2004, an annual average increase of 20.5 percent.
For other types of springs, the total output in
2000 was 102,600,000 units. The number tripled
to 329,080,000 units in 2004, an annual average
increase of 33.8 percent.
Foreign Players
As domestic Chinese springmakers grow with
the economic boom, an increasing number of foreign
companies has poured into the Chinese market
over the last few years, offering serious competition
to the local players. According to the China Spring
Industry Association, there are over 1,100 mid-sized
and larger springmakers in China. Among them, 13
are wholly foreign owned, and 60 are joint ventures.

The latter, though they are less than seven percent
of all spring manufacturers, accounted for one-fifth
of total output.
One of these companies is Associated Spring
Raymond, a subsidiary of the Bristol, CT-based
Barnes Group, which began moving into the Chinese
market in 1986 through local agents and established
a factory in Tianjing in 1999. This facility specializes
in stock precision engineered components and
die component products. In 2005, it realized sales
worth US $10 million, compared with US $9 million
in 2004. Of that, domestic sales accounted for 60
percent; and overseas 40 percent, mainly to American
and European markets. The annual average
increase in sales was between 15 percent and 20
percent, according to the company.
“There are two main reasons for our investment
in China,” says Andy He, marketing manager
of Associated Spring Raymond China. “First, more
and more of our clients based in the U.S. are moving
into China, establishing new production bases
here.” Having a production base in China helps the
company better communicate with Chinese clients.
“Second, China itself is a huge market.”
“For example, when a client requires a sample,
we can show them immediately,” he explains. “That
would cost a lot of time if we had to send it from
the U.S.” Apart from faster response to client needs,
the company can also save time and money by not
having to deal with customs declarations and clearances
each time it ships product from the U.S.
He says there was no significant challenge in
setting up shop in China.
“Next, we plan to focus on expanding production
capacity,” he says. “We will open a new factory in
Shanghai in the near future.”
According to Ningwu Sheng, deputy secretarygeneral
of the China Association of Automobile
Manufacturers, foreign-invested manufacturers have
an edge over their local competitors when it comes to
technological superiority, and also enjoy preferential
treatment from the Chinese government.
By sourcing components and materials locally,
foreign manufacturers can keep operating costs
down and are better able to compete on price. In
addition, with more and more major machine component
suppliers moving to China, local springmakers
as sub-suppliers can work more closely with their
clients.
For example, at the end of 2005, Volkswagen
announced that it would continue to expand the
scale of localization for engine assemblies, and other
auto accessories and parts for its two joint ventures
in China.
“Regarding sourcing, it is part of Volkswagen’s
strategy in China to further increase the local con-
SPRINGS July 2006 9

tent of its products from today’s 65 percent, on
average, to more than 80 percent,” says Volkswagen
spokesman Kai Grueber. “Volkswagen and its joint
ventures are cooperating with around 800 suppliers
in China. The goal of the Volkswagen Group is to
generate an annual turnover greater than US $1 billion
with parts for its worldwide production network
that will be sourced from China.”
According to Xingye Zhang, honorary president
of the Society of Automotive Engineers of China,
most leading players in the auto industry worldwide
10 SPRINGS July 2006
are sourcing from China. “Generally speaking, they
fall in three categories: The first category contains
the ones that establish purchasing organizations in
China, such as GM, Ford and Chrysler. The products
purchased from China directly serve their headquarters.
The second refers to those joint ventures such
as Delphi. What they produce and purchase in
China serves both domestic and overseas markets,
including the U.S. The third group includes auto
component import-export companies from overseas.
The items mainly meet the needs of overseas OEM
manufacturers and the after-sales
markets.”
For example, Bosch recently
opened a new engineering center
in Suzhou, near Shanghai. In a
statement, Rudolf Colm, head of
Asia Pacific operations for Bosch
Group, says that the establishment
of the center, together with expansion
of automotive components
production and localization, has
strengthened its global research
and development system. It will
also assure fast response time to
customers’ requests.
Recently, Bosch announced
that from 2005 to 2007, its total
investment in China would amount
to 650 million euros (roughly
US $821 million). Until 2004,
Bosch had invested 550 million
euros (about US $695 million) in
establishing and expanding business
in China. Within just five
years, Bosch doubled its number of
factories in China from 10 to 20.
Bosch is not alone. Delphi,
for example, has established a
research center, a training center
and 15 companies in China. Its
total investment in China has
exceeded US $500 million. According
to Shanghai-based Timeroute
Automobile Consulting, more
than 70 percent of top Global 100
component suppliers have set
up shop in China. The number
of foreign and joint venture auto
parts manufacturers has reached
nearly 1,200. In terms of market
share, exclusively foreign-owned
companies and joint ventures of
transnational enterprises hold
more than 50 percent of the Chinese
OEM market at present. Of

that number, the top 10 transnational components
suppliers, such as Delphi and Bosch, hold 10-15
percent of market share. The Chinese top 10 component
manufacturers in sales, by comparison,
together account for less than 11 percent of the
domestic market, Timeroute reports.
Growing Pains
However, the sharp rise in investments has a
downside. Recently, Kai Ma, Minister of the National
Development and Reform commission, told the official
Xinhua news agency that there was a serious
problem of overcapacity in 11 fields of industry,
including automotive. He added that steel prices
have even at times dropped below production costs,
and auto industry capacity has outgrown demand
by two million units.
Xiaohua Qiu, Deputy Commissioner of the
National Bureau of Statistics, said on Chinese TV
that the basic reason for overproduction was limited
to Chinese buying power. China’s rapid development
in the past years largely relied on foreign investment
instead of domestic market needs. When those
investments resulted in over capacity, there was not
enough local demand. Despite increasing annual
investment growth, the growth rate of domestic
consumption has been leveling off in recent years,
he said.
Meanwhile, in addition to new foreign competitors
and inadequate local demand, Chinese
springmakers have to overcome their technology
problems. For example, China still lags the West in
metallurgy.
“Many raw materials must be imported from
overseas,” says George Zhu, sourcing team manager
of Valeo Asia Purchasing Office. “As a result, there
are no price advantages when exporting to European
and American markets.” Valeo is a U.S.-based auto
parts supplier.
Currently, Valeo’s purchases in China only
account for around three percent of its global
volume. Springs account for about five percent of
Valeo’s China purchases. “We hope to increase the
quantity, but there are difficulties,” says Zhu. “The
improvements needed are how to reduce related
costs to enable the prices to be more competitive.
Generally speaking, it does not work very well.”
According to Richard Anderson, a partner in
Hangzhou EAR Information Technology Inc., a training
consultancy based in Hangzhou, China, many
Chinese manufacturers have still not learned to
adjust material composition through heat treating
and other metallurgical techniques. “Some of the
large spring, stamping and forging industries have
begun to modernize their equipment but have not
done much modernization in training. Most of the
small and mid-sized enterprises have done little to
modernize either their technology or training. Consequently,
they don’t understand the meaning of
making quality,” says Anderson. He was previously
employed by Associated Spring in Plymouth and
Ann Arbor, MI.
Another disadvantage of Chinese springmakers
is their limited design ability. “Today, Chinese
springmakers still mainly produce products according
to the blueprints provided by the clients, instead
of designing the blueprint according to the requirements
of clients,” says Andy He of Associated Spring
Raymond China. “As a result, the clients may have
a lot of choices and advantages over the negotiation
of prices.
TRW Automotive is one of the many auto parts
manufacturers that turn to joint ventures because
of quality concerns. “Generally we evaluate a supplier
in three aspects: quality and management,
prices, and services,” says William Wang, TRW’s
Asia Pacific strategic sourcing commodity manager.
“Local springmakers have advantages with prices
but are not so adequate in other aspects.”
TRW now has more than 10 joint ventures in
China. Its list of spring purchases includes torsion
SPRINGS July 2006 11

springs, extension springs, compression springs
and many other automotive springs. However, the
present purchase quantity is insignificant, only
accounting for less than three percent of total purchase
volume, Wang says.
The Upside
Meanwhile, globalization and competition not
only bring challenges but also growth opportunities
to Chinese springmakers. Xingchao Huo, sales
12 SPRINGS July 2006
manager of Jinshen Spring, says that the technical
knowledge gained from clients has significantly
improved their technology development.
China Spring Factory also reports that manufacturers’
moves to China have helped increase
the market; introduce more advanced technology,
including design, development and production; and
improve management practices.
In addition, Chinese springmakers can enter
an overseas market rapidly through the existing
marketing channels of their jointventure
foreign partners, says
Xingye Zhang of the Society of
Automotive Engineers of China.
Some of that growth is already
here.
According to the National
Bureau of Statistics, in 2005,
investment in the transportation
equipment manufacturing industry,
and the electrical machinery
and equipment manufacturing
industry rose 51.1 percent and
44.9 percent respectively, compared
with the same time last year.
This is almost double the overall
fixed-asset investment increase of
27.2 percent.
If the industry continues to
grow faster than the rest of the
Chinese economy, which is already
expanding faster than anyplace
else in the world, then many of
the problems currently faced will
be remembered as nothing more
than growing pains.
Maria Trombly has been the
Shanghai Bureau Chief for Securities
Industry News since early
2004. She regularly writes about
Asian finance, technology and
manufacturing. Her 15-plus years
in journalism have taken her all
over Asia, and to Central Asia,
Russia and Eastern Europe.
Daisy Huang contributed to this
article. She is a Chinese freelance
writer based in Shanghai, China.
She has previously worked with
Trombly on stories about Radio
Frequency Identification (RFID)
technology and about Shanghai’s
automotive industry. v

S tatistics
North American Spring
Industry Perspective
Springmakers specializing, finding niche markets to
capture business that’s difficult to move to low-cost countries
on exactly how many springs enter
North America from low-cost countries (LCCs)
are difficult to come by. To begin with, springs
are lumped into categories with other metal formed
products, and the metal formed products category
is quite broad. To compound that, springs are being
exported as part of assemblies. While an exact dollar
figure to cover the impact of business lost to LCCs
is difficult to pinpoint, there is hardly a manufacturer
in North America who has not been touched
by offshore manufacturing.
In the beginning of the offshore manufacturing
trend, North American metal formers were able to rely
on their ability to produce higher quality products
than were available from LCCs. What springmaker
has not savored the story of a manufacturer who
moved business to Asia but had to bring it home
due to quality and delivery issues? As time has
marched on, though, expertise in metal
forming has grown exponentially in
these countries, primarily due to
foreign investment and support.
Sourcing metal formed products
overseas, which was at
one time simply a trend, has
become business as usual for
major manufacturers across
North America. Moreover, at this
stage, most of it is not coming home
due to a lack of quality, though there may
be other reasons to bring it home, as we will explore
in this article.
Many manufacturers in low-cost Asian countries
have stepped up to the plate, in terms of developing
the resources they need to compete on a global basis.
Bit by bit, they have chipped away at every level
of the business so that many are now world-class
suppliers of metal products from the idea stages to
the finished products. No longer are U.S. and Canadian
engineers always required for the design stages.
LCCs have impressive talent pools to work through
engineering issues. Tooling can be done quite competently
overseas. State-of-the-art manufacturing is
available in Asian countries. Lead times for shipping
are more reliable. It’s all here – or, rather, there.
The result is that we are on the way to a fairly
level playing field except for two issues: labor and
fuel costs. North American labor is high, but ship-
“Asian manufacturers
are making solid
inroads in the springmaking business.
India is there. Malaysia is there.
China is making progress...”
~ Bill Dagoe, Chamberlain
Spring
By Raquel Chole
Special Contributor
Global Market Update
ping from Asia is increasing in price daily, as the
cost of fuel continues to rise. The labor issue may
ultimately be the LCCs’ Achilles heel, though. As
the labor force in LCCs grows accustomed to steady
income, the hunger for a better life comes with it,
which, will lead to higher wages and result in higher
manufacturing costs for LCC production. That has
become the light at the end of the tunnel for North
American springmakers and manufacturers in
general.
In China today, the markets for automatic washing
machines, refrigerators and automobiles are
fairly exploding now that Chinese workers have the
disposable income that comes with steady employment.
Higher wages and some level of employment
benefits (holidays, vacation days, insur-
ance, etc.) will also be required to
satisfy workers’ needs. This will
drive manufacturing costs
higher and narrow the gap
between North American wages
and Asian wages.
How long before major
manufacturers come back to
North America? No one can say
for certain; however, leaders in our
industry are now more hopeful than
ever before. There are two reasons for this more
positive attitude: First, the cost of doing business in
LCCs is ever rising due to increasing labor and fuel
costs. Second, because surviving North American
springmakers are finding niche markets to capture
business that is more difficult to move for one reason
or another.
Chamberlain Spring
Richmond, British Columbia, Canada
Chamberlain Spring Ltd. makes hot- and
cold-wound springs for automotive OEMs and the
aftermarket. Chamberlain neutralizes the shipping
issue by including fully prepaid shipping and brokerage
as part of quotes on springs that will ship
within North America.
Bill Dagoe, springs group general sales manager,
says Asian manufacturers are making solid
SPRINGS July 2006 13

inroads in the springmaking business. India is there.
Malaysia is there. China is making progress, but is
not quite at the level of other Asian countries yet.
Dagoe has a high level of confidence that Chinese
manufacturers will be able to master springmaking
eventually.
“I haven’t been impressed with the quality from
China,” he says, “but I, like everyone, own lots of
Chinese-made goods of very high quality, so I expect
them to get there in springmaking soon.” He predicts
that the Chinese will find a niche market in custom
aftermarket coil springs for import cars, especially
in “coil-over” applications.
Dagoe sees the cost of transportation and the
price of raw materials as the leveling factors. “If
anything, the cost of manufacturing a spring is
borne in three ways, he says. “First, there is the
cost of raw materials. Then, there is the labor input.
Finally, you have transportation. Our steel cost is the
same here as it is in Asia. Long-distance shipping
is expensive. In the final analysis, the labor input is
the key factor, but that is offset to some degree by
the cost of shipping.”
Dagoe feels the Canadian government is fairly
well on track and that the administration has
14 SPRINGS July 2006
assisted Canadian manufacturers to compete on a
global level. “They are making international commerce
possible, which matters to me because I ship
all over the world,” he says. “I’d like to see them
lower taxes, of course, but our taxes really are on
par with the rest of the world, so I don’t really have
much of an issue there.”
Renton Coil Spring
Renton, WA
Chuck Pepka, SMI past president
and president of Renton Coil
Spring, feels strongly about offshoring
issues.
Pepka looks to the core beliefs
of SMI for future direction: “The
SMI charter is to foster growth in North American
spring companies. We will need to find even more
ways to do this to combat offshoring.” He says SMI
and other North American manufacturing organizations
can lead the way by using North American
vendors for association products and services.
Furthermore, by lobbying and organizing
member involvement with Congress, associations
can pressure the government to equalize the balance

of trade. “I’m not against trade, as long as the rules
are fair for all sides,” he says. “Right now we’re at a
disadvantage because of tariffs and restrictions that
prevent companies from being involved offshore.”
Pepka feels the cost of capital is a major issue,
and this is where the U.S. and Canadian governments
could be of significant help to manufacturers.
“If the government was really concerned, they would
help us to control the cost of capital and narrow the
gap between the borrowing power of Asian companies
and that of North American companies,” he
explains. “Then we’d be better able to invest in stateof-the-art
equipment.”
In the 1990s, SMI did a study on the cost of
doing business in the U.S. vs. Japan and vs. Europe.
“We found that the U.S. had the lowest cost at that
time,” says Pepka. “We also discovered that access
to capital was one key to successful business in
Japan; it was four to five points lower than in North
America. It costs much more to borrow money here,
which gives them a bit of an edge.”
“Companies that are going to succeed in the future
need to purchase equipment that raises the amount
of sales per employee, as a metric,” explains Pepka.
“We need to buy equipment that can be retooled easily
and is autonomous, rather than having 50 people
with hand tools working in a finishing department,
as the Asians do right now. In the future, they will
adopt technology as it becomes cheaper. Therefore,
we need to be able to stay a step ahead.”
“We’ve been exporting for 20 to 25 years, so the
international marketplace is not a big deal to us,”
says Pepka. “There is one aspect of international
trade that is significant for all manufacturers,
though: The cost of fuel affects everyone in about
the same way. The Japanese, however, have been
doing this [exporting] for so many years that they are
very good at it and have big tonnage relationships
with shippers. Some projects have scale to them,
so the shipping relationships become a key factor.
Here is where small, North American-based companies
have an issue; it’s hard for them to compete
against this.”
Pepka sees a value to overseas manufacturing
of springs in certain areas. “If I were on the low-tech
side of the industry, competing just on dollars, I’d
be looking overseas,” he says. “You have to be aware
that everything is not going to be at the same level
of quality you’d get here, though. There are a lot
of high-level people in big companies who thought
going cheap was the right way, but they may not have
been correct. The quality of materials is not as good
in China, and the flow of materials is slower.”
These issues would be significant in the market
Pepka serves. “I service the aircraft industry in 12 different
countries. We represent a limited marketplace
in a high-tech industry and have to be committed to
high quality to be able to do that,” he explains.
“For all products, including springs, people are
willing to pay more money at some quality level,” he
continues. “The products that have high perceived
value will be successful in the international market.
When a North American springmaker competes in
the international market, our perceived value advantage
is that we can respond to requests for prototypes
quickly. If you are quoting 30 weeks lead-time, as the
Asian manufacturers do, you are probably not going
to get the business; however, if you can turn around
prototypes fast, you can succeed in this climate.
North American springmakers have the resources
and expertise to do this. Once you service the prototype
needs, it is logical for the buyer to keep the
business with you for production.”
“North American springmakers with the agility
to do things quickly will be able to make money,” he
continues. “If someone wants 100k springs, you will
have to be able to say you can deliver in a month,
and that helps level the playing field because you
can get the products to the customer faster than if
that customer went offshore.”
Pepka sees the U.S. government market as an
asset to manufacturers. “If you sell to our govern-
SPRINGS July 2006 15

ment, that’s a huge market, and government buyers
are invoking the Buy American clause more often
than they did in the past, so you can do well,” he
says. The Buy American initiative has been around
for a long time, but it was not enforced heavily. “It
is being enforced now,” says Pepka, emphatically.
“There are Buy American regulations for export and
import controls, especially related to components that
go into weapons.” These include the Defense Federal
Acquisition Regulation Supplement (DFARS).
“I think there will continue to be a spring industry
in the U.S. China will have to deal with inflationary
costs that are substantial, and everything will
even out in 10-15 years,” he predicts. “Nevertheless,
offshoring will continue. It’s a marketplace where
buyers will often go to the lowest cost producer,
regardless of where in the world they are.”
Pepka posits, on the macro scale, that is it time
for the owner of a spring company to decide which
markets he wants to be in. “Here is how I would put
it,” says Pepka, “Do you want to run an $8 million
company that has a good profit level or a $10 million
company that breaks even? You can’t always make
up profit in volume. Sometimes, you have to ask
yourself if it’s time to fire a few customers.”
16 SPRINGS July 2006
Pepka says springmakers must determine where
they want to position themselves. “For example,” he
says, “if you are in the oil patch business, you have to
maintain high quality and timeliness, and still have to
be agile. If you are in the aviation parts business, you
have to maintain certifications and keep improving
the shop floor. How successful you can be has a lot
to do with what market niche you choose.”
Dudek & Bock Spring Manufacturing Co.
Chicago, IL
Matt Puz, vice
president of sales and
marketing, has been
to China to explore
partnership options
on behalf of Dudek
& Bock. He says the
offshoring trend will
definitely continue and
that investigation of the
Asian market is a natural
course of business in
this climate. Dudek & Bock currently has plants in
Chicago, IL; Detroit, MI; and Mexico.

“The lure of cheap labor and other cost drivers
will continue, no doubt, because of the need of
large users of our product types to further explore
and pursue offshoring to low-cost country sources
where appropriate,” says Puz. “However, sitting here
in 2006, I think we’re all a little wiser about what is
involved in sourcing products in general, and springs
specifically, overseas, especially in China.”
“The things that we all knew could very realistically
go wrong, somehow inevitably seemed to
do so: unannounced material changes, production
pre-runs not complying dimensionally with original
sample submissions, logistical snafus and the like,”
continues Puz.
“Also, the sheer number of springmakers in
low-cost countries – particularly in China – makes
it difficult to distinguish between those that are
truly capable of consistently, effectively supplying
U.S.-based production lines and those that are not,”
he adds.
Puz also addresses the ”save money at all
costs” attitude of OEMs that prevailed in the early
2000s. He sees the pendulum swinging the other
way regarding some aspects of the business. For
example, the large OEMs now realize that they
cannot compromise their new product launches
by depending entirely on LCCs for support. “These
companies are now counting heavily on innovative
launches as a means of breaking their products out
of what some call the ‘commodity syndrome,’ ” says
Puz. “In short, as large OEMs seem to be increasingly
choosing to wage their own competitive wars
on the front of differentiated new products [vs. price
points alone as key drivers], we view this as both a
challenge and opportunity to provide valued designbased
input.”
Puz is secure in the knowledge that springmakers
are the best engineers for designing
products that include springs. “As springmakers,
we can provide very targeted information, specific to
the function of our products in their applications.
This, combined with full service, product launchrelated
support, forms the basis of our new value
proposition that may have been somewhat undervalued
during the ‘save money at all costs’ era that
plagued our industry during the dark years of the
early 2000s,” he says. “This is where North American
springmakers have a clear advantage over the
LCC competition.”
“Is overseas sourcing still a looming threat?” he
asks. “Sure, you bet. But in our view, the criteria
by which value is assessed in 2006 fortunately
provides a more favorable landscape for the battles
we’re now fighting. We now see that these battles
are winnable.”
SAIC USA Inc.
Detroit, MI
Tom Shen is the chief North
American representative for SAIC
USA Inc. His perspective is a bit
different because he is selling
Chinese-manufactured springs
to U.S. companies. Though he
agrees that there are some leveling factors between
U.S. and Chinese springmakers, he pinpoints the
issue we all know well: The labor cost in China is
cheaper than it is in the U.S.
“Surprisingly, 30 to 40 percent of the spring
companies in China are actually owned by foreigners
or are joint ventures,” he says. “These foreign
investments have an inherent advantage over the
locally owned companies that make up the balance
of the spring companies in China for one reason:
The joint ventures and foreign-owned companies are
more able to invest in state-of-the-art equipment.
That eliminates the technology barrier to doing business
with China.”
“In China, the technology and the equipment are
at the same level as in the U.S.,” insists Shen. “The
only real difference is that the labor cost is cheaper
than in the U.S. In fact, Chinese labor costs are low
SPRINGS July 2006 17

enough to offset the transportation costs of shipping
from China.”
“Right now,” says Shen, “I am working for the
Big Three to introduce Chinese suspension spring
manufacturers to them. Locally, I just do some
warehousing and coordination.”
According to Shen, the key issue is to find the
right people to coordinate for both sides. “I personally
think there are opportunities for cooperation
between North American springmakers and Chinese
springmakers,” he says. “This is especially important
for quality issues.”
Based on his experience, Shen says there is a
typical way that North American springmakers go
about sourcing in low-cost countries that leaves
them open to potential problems. “I see American
companies try to work out sourcing in China independently.
In the beginning, all is good with the
PPAPs, etc. The customer is satisfied. However, as
the months go on, shipments become later, physical
dimensions of the parts change, and so on,” he says.
“Over there, they are not always so serious about
the quality side of the business.”
“In my case,” he continues, “I send my quality
people to plants in China to check the quality. This
avoids wasting transportation costs and losing time.
18 SPRINGS July 2006
I believe that if American companies were to source
in this way, they could eliminate the problems of
sourcing in Asia all together.”
Many North American springmakers are seeing a
light at the end of the tunnel concerning the exodus
of their business to low cost countries for a number
of reasons: They have found innovative ways to capture
new markets and to take advantage of LCC
manufacturing themselves. Like Renton Spring,
they have ferreted out the markets that can’t go
to LCCs due to sensitivity of the product or safety
issues or national security issues. Like Dudek &
Bock, they are exploring the issues with eyes wide
open and finding how they can fit into the mix by,
in some cases, opening plants in LCCs, including
Mexico. And, like Chamberlain Spring, they are offering
value-added services to keep North American
manufacturing in North America.
Raquel Chole is the sales and marketing manager
for Dudek & Bock Spring Mfg . in Chicago, IL. In addition
she is a special contributor to Springs.
Previously, she was a freelance writer for 15
years, operating Ryan Publishing Service. Readers
may contact her by phone at (630) 662-8611. v

Cautionary Tales XXXI
Offshoring and Spring Performance
By Mark Hayes
The British perspective on offshoring is bound
to be rather different from that in the U.S. For
a start, the term “offshoring” is not yet frequently
used in the UK, where people might take it to mean
that you are involved in the North Sea oil and gas
industry (but since our oil and gas resources are
diminishing, this is clearly not the industry of the
future). Hence, it is reasonable to assume that the
word means, “manufacturing goods
offshore (mainly in China, India
and Far Eastern countries with
low labor costs).”
Increasingly, IST
receives springs for
investigation that were
manufactured in China or
India. A few of the springs
made in India are destined
for export to Europe or the
U.S., but the springs from China
are always parts of assemblies
made in China. Naturally, IST has to keep details
of all these investigations confidential, but there are
some trends emerging that are reasonable to relate
in this Cautionary Tale.
First and foremost, IST’s customers are very
suspicious of the quality of the raw materials used
when springs made offshore do not function as they
should. These suspicions are mostly ill-founded. The
Mark Hayes is the Senior Metallurgist
at the Institute of Spring Technology (IST)
in Sheffield, England. Hayes manages IST’s
spring failure analysis service, and all metallurgical
aspects of advice given by the
Institute. He also gives the majority of
the spring training courses that IST offers
globally.
Readers are encouraged to contact
him with comments about this Cautionary
Tale, and with suggested subjects for future Tales, by phone at
(011) 44 114 252 7984 (direct dial), fax at (011) 44 114 2527997 or
e-mail at m.hayes@ist.org.uk.
Spring
Technology
surface quality of the spring materials available in
both India and China is improving and nearly always
meets international standards (particularly U.S.
standards, which are generally the least stringent
in the world, but that is another tale). The most
frequently encountered problem with materials is a
lack of understanding exactly what is required. For
example, it took me several e-mails to explain to
a Chinese manufacturer what prestressing
was. In another case,
austempering was specified
and innumerable e-mails
never achieved an understanding,
so the parts
are now accepted in the
hardened-and-tempered
condition.
Explaining to Chinese
manufacturers that their
interpretation of the drawing
requirements is not correct is a
difficult task. There are language, cultural and
technical barriers to overcome, which can be very
frustrating. Nevertheless, the spring industry’s customers
will continue to relocate the manufacture of
goods or assemblies when volumes are high and the
manufacture or assembly is labor intensive. Global
market forces will out.
IST’s response to the threat to spring manufacturing
from offshore competition is to promote
research to advance spring technology. Stress analysis
methods are the area in which most progress can
be made, in our opinion. If finite element analysis,
use of high-speed cameras, residual stress analysis
and other methods can be made more readily
accessible to spring manufacturers, they will have a
basis to design and manufacture leaner and meaner
products that offshore manufacturers will not be
able to match. IST is leading a consortium of European
companies and is in the last stages of trying to
secure a contract from the European Commission
for research into these areas.
SPRINGS July 2006 19

Back to the subject
Relative Costs of Manufacture
of the problem proved to
of offshoring: Recently
in Selected Countries
be the way the spring fit
for the first time, IST
received stainless
Labor Raw Materials
on mating components,
which weren’t being
springs in an assembly
made in China that
worked better than
China
India
5
6
1
1
machined consistently
enough.
It is certain that IST
those made in Europe; USA 100 1
will see more examples
they lasted twice as
long in a fatigue life
Germany 100 1
of offshore manufacturing
challenges in months
test. The reason for
this proved to be the
passivation process
Japan
UK
100
85
1
1
to come. Globalization is
here to stay, and it will
only make sense to man-
applied, as a matter of Poland 16 1
ufacture some products
course, in China.
in low-labor-cost coun-
The more usual
tries. The table to the left
story, though, is that springs made offshore do not showing the ratio of labor costs to material costs for
work as well as those made in Europe. In one case,
springs made in India passed their relaxation test
various countries illustrates this point.
in India (only just), but failed at the end user (mar- The time when manufacturing ceases to be
ginally) because they had grown in transit after hot transferred is difficult to predict, but you can be
prestressing.
certain that China and India’s capacity to absorb
In another case, Chinese assemblies sometimes more manufacturing has not yet been reached. Even
failed a test while European-made ones always when it has, there are plenty of other countries in
passed. The zinc-plated compression spring was the Far East and Africa able and willing to offer their
suspected to be the reason, but the actual cause labor forces. v
20 SPRINGS July 2006

Preventive Maintenance Tips for
Your Inline Conveyor Ovens
Part I: The Heating System
By Daniel Pierre III, JN Machinery Corp.
F
undamentally, an inline conveyor oven is nothing
more than four sections: a heating system, an
insulated box, a conveyor mechanism and a control
panel. This article will focus on preventive maintenance
of the heating system. The other oven sections
will be discussed in future issues.
Each oven maker assembles the four sections in
different ways, and this is what differentiates one
oven from another. There also are differences in
the quality and quantity of parts. Some ovens have
specialized functions or added tooling. Finally, the
methods used for assembling an oven will greatly
affect the cost and ease of maintenance.
Spring manufacturers use various makes and
models of ovens in their plants for a number of
reasons: price and availability, presence of special
functions, reliability of the oven and its supplier, as
well as the ease of maintenance. These are probably
the top reasons for selecting a particular model.
However, once you have purchased and used
your inline oven for a few years, how do you know
if it is still giving you the same performance as it
did when new?
The good news is that a quality oven can last for
20 or more years if well maintained and not abused
too much. However, the very operation of an inline
oven subjects it to stress, and good old wear and tear.
It has to withstand changing from room temperature
up to 900°F and back to room temperature numerous
times. As parts go through an oven, smoke, oily
mists and other small particles become airborne,
often becoming trapped inside the heat chamber. No
matter how gentle you are with an inline oven, there
are some parts that simply will wear out over time.
Proper maintenance is by far the best way to
protect your investment in this kind of equipment.
Also, the more you understand what is going on
inside an oven, the more you will begin to see that
periodic downtime is really necessary to ensure a
long useful life of the machine. Moreover, you can
actually boost performance by following some of the
tips and suggestions offered in this article.
Heating Elements
Let me start by explaining the heating system.
First and foremost, the heat source is usually electric
heating elements. Heating elements basically do
just two things: “go on” and “go off.” Nevertheless, a
heating element has a limited useful life. The length
of time you can use an element depends on its quality,
of course; the number of times it goes on and
off; and, to a lesser extent, its operating temperature
range. (A fourth factor – the way electricity is supplied
to the element – will be discussed in the article
focusing on the control panel). In the course of one
shift, or even one production run, heating elements
will go on and off hundreds of times. Components
in the control panel will determine how often they
go on or off in order to get the chamber to a certain
temperature.
In a small furnace with three to six elements, if
one element burns out, you can usually notice an
immediate drop in performance, since 17 to 33 percent
of the heating power is suddenly gone. In large
furnaces, there can be 60, 72 or even 90 elements
inside. If one element burns out in a large furnace,
you may or may not immediately notice a change
in performance. For this reason, in large ovens, it
is imperative to check the elements individually on
a regular basis.
There are several methods for checking an element,
but the easiest is to take an ohmmeter and
test for continuity. If an element is burned out, you
will get a “nonsense” reading on the meter. (On our
meter, the numbers flash “1.000”). With a good
element, you will get a certain, steady resistance
reading. The photo below shows how each end of an
element is touched to test for continuity. Note: You
do not have to remove an element to perform this
test. However, you do have to remove any wires or
jumpers from the ends to make sure you are testing
only one element at a time.
An ohmmeter is touched to each end of a heating element to
test for continuity.
SPRINGS July 2006 21

A standoff, such as these two types, is used to safely and
easily change an element by directly connecting the new
one to the old one and threading them through the oven.
Many inline ovens have elements wired in series,
deltas or other configurations. This means a group of
elements is working together. More often than not, a
bad element will drag down the others directly connected
to it. Therefore, if you find a bad element, you
should suspect any other element with a direct connection
to it. Elements do not slowly deteriorate until
they go bad; they either “work” or “don’t work.” So,
although it is possible to find only one element that
has actually gone bad, be aware that other elements
connected to it will probably go bad soon, too.
Replacing an element is straightforward. Clamshell
ovens afford the opportunity to open the
chamber to assist threading the element through an
oven. However, there is a risk of touching an element
or other part of the heat chamber that is still hot.
The easiest and safest way to change an element is
with a standoff. A standoff directly connects the new
element to the old one and, as you push the new one
in, the old one will come out the other side. See the
above photo of two types of standoffs. After replacing
an element, make sure all the wire connections
are tight and the terminals are snug. Anything loose
or sticking out can cause arcing when electricity is
returned to the oven.
Thermocouples
The next item that should be considered is the
thermocouple. Various types of thermocouples exist,
and each inline oven company will use a style most
suited to its particular oven design. No matter the
style, you should know that typical heat-treatment
temperatures for springmakers range from 400°F
to 950°F, and J-type thermocouples are the fastest
reacting and most accurate type in this temperature
range. A thermocouple is basically two wires of different
materials attached at one end. It is at this tip
where the oven temperature reading takes place.
The temperature reading is the most important
function in an inline oven, and three things can
22 SPRINGS July 2006
happen to a thermocouple that can cause problems.
First, if the fused connection (where the two metal
wires are welded together) breaks, the thermocouple
cannot take a reading, and the thermocouple will
need to be replaced. Similarly, if either of the two
wires has any break or disconnection between the
thermocouple and the temperature controller, the
signal to the temperature controller will be lost.
Luckily, almost every temperature controller on the
market will display something if there is any sort of
discontinuity. For example, instead of displaying a
temperature, it may display “- - - -.” So, the tip of
the thermocouple is the first thing to check if the
display indicates discontinuity. If the tip is OK, trace
back the wire connections
all the way to the temperature
controller to find the
source of discontinuity.
The second common
issue related to a thermocouple
is the physical
displacement of the thermocouple
itself. The tip of
the thermocouple must
extend into the furnace
chamber, but sometimes
it can get pushed up into
the insulation, either by
an airborne object hitting
it or by a mistaken posi-
The fused (good) tip of a
thermocouple.
tioning when a thermocouple is replaced. If the tip
of a thermocouple is inside the insulation, the heat
from the elements will not reach the thermocouple.
As a result, the temperature controller will think
the oven is cooler than it should be, and will tell
the heating elements to go on in order to increase
temperature in the chamber. If this happens, the
chamber can easily reach higher than 1,000°F, while
the temperature display may only show 700°F. This
can cause a serious situation, such as burning out
the elements or starting a fire.
The third thermocouple issue is perhaps the
easiest to prevent but seldom checked until a severe
situation develops. This is when oils and other particles
build up on the tip of the thermocouple. All
day long, oily mists burn off the surface of the wire
being heat treated and, due to thermodynamics, a lot
of it ends up at the top of the heat chamber. This is
where most thermocouples are located. If a buildup
occurs, it is similar to having the thermocouple positioned
in the insulation. The temperature readings
will become sluggish, thus affecting the reactivity of
the oven. The oven will begin to operate erratically
and in a wider range of temperatures than desired.
Even if most of your applications use light oil or you
only run light springs through an oven, it is recommended
that you check thermocouples as part of

A clamshell furnace opened to reveal the heat shield, which
prevents heat loss and reflects heat back onto parts.
a regular maintenance program and replace them
approximately once a year.
Heat Shield
The next item that warrants attention is the heat
shield. A cheap furnace may not have one, but most
of the major oven makers have them in one form or
another. The heat shield does pretty much what its
namesake indicates. Its purpose is to keep as much
24 SPRINGS July 2006
heat in the heat chamber as possible and not let it
leak into other areas. Heat can bounce off a heat
shield and reflect back onto your parts, assisting
in the heat-treatment process. A good heat shield
that can reflect heat will reduce the need for the
elements to stay on, thus improving the useful life
of an element.
As with thermocouples, the heat shield should be
checked for any buildup of materials on its surface.
The more “gunk” that lodges up in the heat shield,
the less heat that will reflect back down. Further,
too much buildup of oil can potentially cause a fire.
Standard cleansers that work on stainless steel can
be used to restore a heat shield, but make sure the
chamber is cool before applying them, and follow the
directions on the cleanser’s label for further safety.
Fan Motor and Fan Blades
These items can vary dramatically among oven
makers and even from model to model from the same
maker. All inline ovens need circulating air to even
out the temperature inside the heat chamber. Without
such air circulation, you will only have radiant
heat coming from the heating elements, and very
little heat transfer (heat treatment) will take place.
The most common method to circulate air is with
a fan blade unit attached to a motor. Smaller ovens
can be connected directly to a good-quality motor.

Average-quality motors will consistently burn out
quickly, so if you try to save money by using a cheap
replacement motor, you will end up spending more
through more frequent replacements. Large ovens
absolutely require an indirect connection between
the fan and the motor. In large ovens, the heat in the
chamber would travel up the fan shaft and burn out
the motor if the two were directly connected.
The fan blade unit rotates quite fast, so it must
be balanced and properly secured to the fan motor.
If even one blade got knocked off, the whole unit
could become unbalanced enough that it could
disintegrate.
A jam-up in the chamber could cause parts to
pile up high enough to touch the fan blades. The
unit needs to rotate freely in the space between the
heating elements and the heat shield.
Furthermore, care must be given not to place the
fan blades too close to the elements, as the elements
can bend upward slightly when they get hot and
could possibly get nicked by a rotating blade.
Another factor for allowing the fan blade unit
to rotate freely is the condition of the fan bearings.
The bearings must be able to withstand BOTH high
speeds and high temperatures. This goes for the
bearing grease, too. There are some bearing greases
that may be good for high temperatures but not
necessarily for high rpm activity. Don’t skimp on
the grease. Most oven
makers recommend
specific grease for
their ovens in their
user manuals.
In conclusion,
there are several
items that wear out
over time in the heat
system of an oven:
heating elements,
thermocouples and
fan bearings. Each
of these items can
have extended useful
life through care and A fan evens out the oven tem-
proper maintenance, perature and promotes heat
but eventually they do transfer to parts.
need replacing. Many
old, beat-up ovens can be brought back to life in your
maintenance department with a thorough cleaning
of the heat chamber, and a quick check of the parts
mentioned in this article.
Daniel Pierre III is president of JN Machinery
Corp. in Bensenville, IL. Readers may contact him
by e-mail at daniel@jnmachinery.com or phone at
(630) 860-2646 v
SPRINGS July 2006 25

Overseas
At the concurrent staging of wire 2006 International
Wire and Cable Trade Fair and Tube 2006
International Tube and Pipe Trade Fair, 1,933 exhibitors
from 50 nations showcased their latest products
to a record 65,000 visitors from
84 countries. The number of
visitors marks an increase of
4,000 attendees compared to
the shows’ last staging in 2004;
exhibitor participation rose by
233 companies. According to
Messe Düsseldorf, show organizer,
exhibitors gave wire and
Tube 2006 top ratings and
expect a good post-show business.
The trade fairs were held
at the fairgrounds in Düsseldorf, Germany.
Visitor and exhibitor participation at wire 2006
was international, with approximately 60% of the
guests at wire 2006 from outside of Germany. The
1,101 exhibitors at wire 2006 came from 48 countries,
with 71% arriving from outside of Germany.
The leading foreign exhibitor nations were Italy (178
companies), the U.S. (72), Great Britain (59) and
France (46). At wire 2006, visitors were mainly
interested in machinery and equipment for wire
manufacturing and finishing, process technology
tools and materials, special wires and cables. Eighty
percent of the visitors were from the industry. The
next staging of wire and Tube will take place in April
2008 in Düsseldorf.
United Springs Ltd. in Rochdale, Lancashire,
England, has gained accreditation to TS 16949:2002
and AS 9100 REV B.
Mollificio Valli s.r.l. in Oleggio Castello, Italy,
has announced its achievement of ISO/TS 16949:
2002 certification.
The Sandvik Group, based in Sandviken,
Sweden, has announced several changes:
Sandvik Materials Technology is phasing out
operations at its unit in Cinisello, Italy, within the
Kanthal product area. The company says sales of
Kanthal’s products in Italy will not be affected by
this decision.
Sandvik has agreed with Asahi Diamond Industrial
Co. Ltd., Japan, to acquire Hagby-Asahi AB,
26 SPRINGS July 2006
including its subsidiaries in Finland, the U.S. and
Canada. Hagby-Asahi manufactures and supplies
diamond tools and equipment for the metalworking
and other industries, and supplies diamond drill
rigs for mineral exploration.
Anders Örbom has been appointed vice president,
group treasurer for Sandvik, responsible for
Group Staff Treasury. Anders has years of experience
in international finance and banking, most recently
at Atlas Copco.
Messe Düsseldorf Asia has chosen a new venue
for its wire, cable, tube and pipe trade fairs in Southeast
Asia. With the endorsement and support of
major associations, wire Southeast Asia and Tube
Southeast Asia will make their debut in Bangkok,
Thailand, Oct. 16-18, 2007. The wire and Tube trade
fairs had been held in Singapore since 1995 and
1997, respectively. Both will be relocated to Thailand
as wire Southeast Asia and Tube Southeast Asia,
and will provide access to the Thai and Indochina
markets, as well as neighboring countries. For information,
contact Messe Düsseldorf by phone at (312)
781-5180 or Web site at www.mdna.com.
Haldex Garphyttan AB, Stockholm, Sweden,
has appointed Ulf Melin division manager of its
Garphyttan Wire Division. Until recently, Melin
was country manager of Sandvik’s subsidiary in
Spain. Melin takes over the Garphyttan Wire Division
manager position from Mats Kälvemark, who
is now senior corporate advisor to Haldex Group
management.
Mahr Group, based in Providence, RI, has
acquired Helios Messtechnik GmbH & Co. Kg in
Dorzbach, Germany. With this acquisition, the
Mahr Group expects to enhance its existing product
range in horizontal length measurement with
the brands SIP and Helios, as well as in the field
of optical and tactile shaft measurement with the
brands Helio-Pan and Helio-Scope. Thomas Keidel
and Stephan Gais are the managing directors of the
newly formed company, Mahr Helios Messtechnik
Gmbh & Co. KG.
MW Industries Inc. (MWI), based in Logansport,
IN, has signed a manufacturing agreement with
Connor Manufacturing Services of Redwood,
City, CA. Under the terms of this agreement, MWI
will source precision stampings and tooling from
Connor’s Suzhou, China facility. MWI will supply
precision engineered springs and other components
to Connor. Both companies anticipate that this
agreement will help them to better serve current
customers in China and will accelerate expansion

throughout Asia. Connor manufactures stampings,
wire forms and springs for the electronic, semiconductor
and heavy truck industries. MWI is a
manufacturer of springs, stampings and fasteners
for the transportation, construction, agricultural,
electronic, medical, power tool and industrial
machinery industries.
In addition, MWI has opened a sales office in
Shanghai, China, with Ji Dong named as MWI’s
director of China sales. Says Dan Sebastian, president
and CEO, “We intend to service our U.S.-based customers
who are sourcing components, and locating
production and assembly operations in China, as well
as sell to China-based manufacturing companies.”
Peterson Spring UK Ltd. (Heath Springs) in
Redditch, Worchestershire, England, has achieved
the re-instatement of its Ford Q1 award and the
completion of the TS 16949 Readiness Review. It
has successfully completed the transition to new
Environmental Standard BS EN150 14001 2004.
The plant is part of Peterson American Corp., based
in Southfield, MI.
Overseas Events
July 4-7, 2006: International Exhibition on
Fasteners, Tools and Hardware in Asia (FTHA
2006), Singapore, HQ Link Pte., +65 6534 3588,
www.fthasia.com.
Sept. 12-14, 2006: Spring Manufacturing Technology
Course, Sheffield, England, IST, +44 (0) 114
252 7983, www.ist.org.uk.
Sept. 25-28, 2006: wire China: China International
Wire and Cable Trade Fair, Messe Dusseldorf,
(312) 781-5180, www.messe-dusseldorf.de.
Sept. 25-28, 2006: Machine Components 2006,
Shanghai, China, Business & Industrial Trade Fairs,
(852) 2865 2633, www.macomponents.com.
Oct. 5-8, 2006: ITC India, New Delhi, India,
WAL, (203) 453-2777, www.wirenet.org.
Oct. 11, 2006: IST Basic Spring Design,
Sheffield, England, IST +44 (0) 114 252 7983,
www.ist.org.uk.
Oct. 24-28, 2006: EuroBLECH, Hanover,
Germany, Mack Brooks, +44 (0) 1727 814400,
www.euroblech.com.
Oct. 16-18, 2007: wire Southeast Asia, Bangkok,
Thailand, Messe Düsseldorf, (312) 781-5180,
www.messe-dusseldorf.de.
North America
Numalliance, France, manufacturer of Latour
and Macsoft model CNC wire and tube bending
machines, and the Satime automated processing
lines, has announced the opening of Numamerica
as its exclusive U.S. distributor.
Forged from an agreement with
the North American distributor
Nichols International Machinery
Systems Co. (Nimsco),
Numamerica has taken ownership
of all Numalliance-related accounts and will
utilize Numalliance-specific commercial and technical
personnel formerly associated with Nimsco.
Numamerica’s street address remains as before
in Davenport, IA; phone (563) 386-9590, fax (563)
386-9593, e-mail info@numamerica.com, Web site
www.numamerica.com.
The Numamerica staff in Davenport includes:
Bill Shockey, general manager; Wes Wassell, sales
manager; and John Griffin and Tim O’Brien as field
service technicians. The staff located in St. Michel
and Bazeilles, France, is Joel Etienne, president and
CEO; and Patrick Maitre, vice president.
Nimsco continues to represent the following
lines: Bennett Mahler, IST, Microstudio and
Simplex-Rapid. Jerry Jacques and Jerry Ashdown
now head up the staff at Nimsco in Davenport, IA;
phone (563) 391-0400, fax (563) 445-0710, Web site
www.nimsco.com, e-mail info@nimsco.com.
Dendoff Springs is celebrating its 100th anniversary.
One hundred years ago, H.E. Dendoff
established a blacksmith and welding shop. Catering
to local Vancouver Island, Canada, farmers
and logging companies, business grew beyond the
horse-drawn carriage to include machine
shop services and the production of leaf
and coil springs. A fixture in the False
Creek area of Vancouver since 1929,
Dendoff Springs relocated in 1994 to
Surrey, British Columbia,
Canada, where it remains
today. The company continues
to manufacture a
wide array of shapes and
sizes of springs – from the
tiniest of coil compression
springs used in electronic
components to the massive locomotive suspension
leaf springs. Produced from fine alloy steels as well as
specialized stainless, inconel and music wire, Dendoff’s
products serve a range of diverse industries.
Regal Steel Co. in Warren, MI, a steel service
center specializing in the processing and distribution
of MartlNsite high-carbon spring steel, including
cold-rolled strip, hardened and tempered strip, and
assorted specialty steel, has achieved certification to
the TS16949:2002 and ISO 14001:2004 standards.
Continued on page 30.
SPRINGS July 2006 27

Global Highlights, continued from page 27
Liberty Spring Inc., Montmagny, Quebec,
Canada, has achieved ISO 14001:2004 certification
of its environmental management systems.
A report underscoring how small and mid-sized
manufacturers (SMMs) are playing an increasingly
important role in the nation’s industrial economy,
despite unprecedented challenges, was released by
The Manufacturing Institute of the National Association
of Manufacturers (NAM) and RSM McGladrey.
According to NAM president, John Engler, small
and mid-sized companies still represent more than
99 percent of America’s manufacturers, account
for 40 percent of the value of U.S. production, and
are increasingly critical to our country’s economic
success.
“Two trends are increasingly shaping the future
of SMMs,” says Manufacturing Institute president,
Jerry Jasinowski. “First, large manufacturers are
increasing their dependence on suppliers of components
as they streamline their operations to increase
productivity. This has been a positive growth story
for many SMMs, as they have innovatively expanded
business into areas formerly owned and operated
by large manufacturers. SMMs are the dominant
30 SPRINGS July 2006
part of the global supply-chain network of large
corporations.”
“The second trend, the development of increasingly
competitive production in developing countries,
cuts the other way and has toughened the landscape
for all manufacturers, including SMMs,” Jasinowski
continues. “SMMs have been entrepreneurs offering
value to their customers that low-cost overseas
competitors cannot match – such as proprietary
high-technology products, a willingness to customize,
extraordinary service and parts support, flexible
production runs and fast turnaround times.”
The SMM report also addresses global competition,
difficulty in finding employees with advanced
technical and design skills, and health care costs. A
full copy is available at www.nam.org/SMMReport.
Bauman Springs North America, based in Charlotte,
NC, has announced several promotions:
Alex Riell (right) is plant manager
for the Charlotte facility. For
the previous 10 years, he was the
quality manager at that plant. He
has a bachelor’s degree in Industrial
Technology with an Operations
Management concentration, as well
as Quality Engineer and Manufacturing Technologist
professional certifications.
Michael Taylor (right) is corporate
controller for North American
operations. He joins Baumann with
over 20 years of experience in corporate
controlling and accounting.
Tim Trame is plant manager for
the Texas facility. He was formerly the manufacturing
manager at this facility and has been at this
location in various capacities for over 18 years.
Robert Glennan (right) is
quality manager in Charlotte, NC.
He had worked in the automotive
industry for the past 11 years, holding
various quality positions.
Suzanne Papadas is regional
sales manager for the upper Midwest
region. She has more than 20 years of spring
sales experience.
Martin Herrera (right) is regional
sales manager for Mexico. He has
been in the spring industry for 20
years and is bilingual. He is responsible
for assisting in the startup of
Baumann’s proposed plant in Leon,
Mexico, as well as coordinating sales for the region.
Baumann Springs is an international spring
manufacturer, with 11 locations worldwide and
two in the United States.

Lee Spring in Brooklyn, NY, hosted a visit of
Israel Hernandez, assistant secretary for trade
promotion and director-general of the U.S. Commercial
Service of the
U.S. Department of
Commerce. Hernandez
toured the factory
with K.L. Fredericks
and Jim Cox of the
U.S. Commercial
Service, led by Al
Mangels, president,
and Steve Kempf,
CEO, of Lee Spring.
Members of Industrial
and Technology Assistance
Corp. (ITAC), a
New York City Manufacturing
Extension
Partnership (MEP)
consulting group,
joined them. In an
informal meeting after
the factory tour, participants
discussed
Lean Manufacturing,
Lee Spring, ITAC and U.S.
Dept. of Commerce staff.
From left: Steve Kempf, Israel
Hernandez and Al Mangels.
exporting issues, and the need for continued and
increased governmental support of U.S. manufacturers
through MEP. Particular emphasis was placed on
employee training programs. All participants agreed
on the need for industrial education that is a prerequisite
for American manufacturers competing in
global economy.
Peterson Spring of Canada Ltd. in Windsor,
Ontario, has achieved ISO/TS 16949 certification.
The plant is part of Peterson American Corp., based
in Southfield, MI.
A special presentation of the Presidents Distinguished
Service Award was made to Jerry Reese by
the Chicago Association of Manufacturers’ (CASMI)
president S. J. Banas at the organization’s February
dinner dance. “There are many individuals who are
deserving of this award; however, Jerry Reese stands
out,” said Banas. “Jerry’s exceptional contributions
have greatly enhanced CASMI and the spring manufacturing
industry.” For the past 20 years, Reese has
served as CASMI’s executive director.
The Association for Manufacturing Excellence
(AME) has started a Leadership for Cultural Change
(LCC) program, which offers business leaders of
small to mid-sized manufacturing companies an
opportunity to collaborate and learn how to stimulate
change in how their employees think and do
their work. The first six-month, multi-dimensional
program started in May.
Participants will get training in the skills and
competency needed to define and implement a Lean
culture throughout their company, get guidance on
how to plan and begin a sustainable cultural change,
and receive ongoing coaching for support throughout
their transformation. The program involves significant
self-study, augmented with three two-day
seminars, Web-based learning and personal coaching.
For information, contact John Woods at (303)
249-7037 or visit the Web site at www.ame.org.
Lewis Spring and Manufacturing in Niles, IL,
recently achieved TS 16949 certification. ISO/TS
16949 is an ISO Technical Specification that aligns
existing automotive quality system requirements
within the global automotive industry.
The Grieve Corp. in Round Lake, IL, has
announced three promotions on its management
team: P.J. “Pat” Calabrese, chairman; Doug Grieve,
president; and Frank Calabrese, vice president
sales. Grieve heads up the design and engineering
teams at Grieve, and will assume additional management
responsibilities. Frank Calabrese will direct
worldwide sales, marketing and manufacturing.
SPRINGS July 2006 31

Ace Wire Spring
& Form Co. in
McKees Rocks, PA,
has been awarded
an ISO 9001:2000
Quality Management
System certificate
for the manufacture
of wire springs and
forms by SRI Quality
System Registrar.
The Wire Association International Inc. (WAI)
and the International Fastener Machinery & Suppliers
Association (IFMSA) have announced plans to
co-locate their respective flagship trade events – the
Interwire Trade Exhibition and the International Fastener
Exposition at the I-X Center, Cleveland, OH,
on May 5-10, 2007. This event will essentially bring
two shows together for the benefit of the cross-over
attendees and the exhibitors servicing both the fastener
and wire segments of the industry.
American Spring Wire Corp., Bedford Heights,
OH, has received a Manny Award in the Biggest
Breakthrough Category. The Manny Awards celebrate
manufacturing excellence in Northeast Ohio by recog-
32 SPRINGS July 2006
Bob Jessep (holding Ace’s ISO
certificate) and Ritchy Froehlich.
nizing the achievements of local manufacturing and
distribution companies. The awards are presented
by Inside Business magazine in partnership with the
Manufacturing Advocacy & Growth Network.
Metal Coatings International Inc. (MCII), has
appointed Peter Jarvis technical service engineer
and Ray Cappel technical service specialist. Jarvis
and Cappel will assist MCII’s licensees with processing
the Geomet coating systems according to OEM
specifications and requirements.
Wheelabrator Group, based in Golden, CO, a
provider of surface cleaning solutions, has opened
a regional subsidiary, WG Plus de Mexico S.R.L.
de C.V. in Monterrey,
Mexico; phone +52-818-
332-1690. The facility
works in conjunction
with LaGrange, GA,
aftermarket operations
and OEM operations
in Burlington, Ontario,
Canada. The product
and services offerings
include: Wheelabrator
Wheelabrator staff officially
open the Mexico subsidiary.
and Wheelabrator Europe product line parts, competitive
parts, Equipment Modernization Programs,
technology solutions such as the Ezefit wheel, and
certified maintenance and service support.
DelStar Technologies Inc. in El Cajon, CA, has
been awarded ISO 9001:2000 certification for the
manufacture of its Cortec machined thermoplastic
and stainless steel products. DelStar Technologies
is based in Delaware with manufacturing operations
in Texas, Pennsylvania, California and China.
MW Industries Inc., Logansport, IN, manufacturer
of springs, fasteners and stampings, has
relocated its Rolex Spring Division. Rolex, which
designs and manufactures precision disc springs
(Belleville washers), has moved its manufacturing
and customer operations to a sister company
location, Maryland Precision Spring Division
in Baltimore, MD. “Our Maryland Spring facility
offered us the opportunity and space to upgrade
Rolex’ manufacturing equipment, and to provide
the engineering and technical resources needed
to support our growth plans,” says Dan Sebastian,
president and CEO.
Downward trends in U.S. manufacturing innovation
pose a serious threat to America’s long-term
economic growth and living standards, according to
a report by the Council of Manufacturing Associa-

tions (CMA) and the Manufacturing Institute of
the National Association of Manufacturers (NAM).
Economist Joel Popkin, the report’s author, stated,
“Though the U.S. accounts for 40 percent of all R&D
spending in the industrial world, we cannot become
complacent about this leadership position. The rapid
growth in overseas manufacturing is creating new
global centers with the critical mass necessary to
build their own innovation machines.”
According to the report, five factors indicate that
America’s innovation process is at risk:
1. Manufacturing output since the last recession
lags that of earlier economic recoveries – its 15%
growth is only half the pace averaged in recoveries
of the past half-century.
2. Manufacturing capacity remains underutilized,
slowing investment in new plants and equipment.
Since the last recession, total plant and equipment
investment has risen at half the pace averaged in
recoveries of the past half-century. Manufacturing
capacity has grown at less than one percent annually
(compared with five percent in the 1990s).
3. The U.S. share of global trade in manufactured
products has shrunk, falling from 13 percent in the
1990s to 10 percent in 2004. The U.S. now runs a
trade deficit in advanced technology products, and
the U.S. share of global trade in some of the highest
value-added export industries, such as machinery
and equipment, is falling.
4. U.S. manufacturing offers rewarding and
desirable careers for highly skilled workers. Yet
the perception that manufacturing employment is
unstable and lacks job opportunities discourages
new worker entry. While manufacturing continues to
pay better than other industries, the sector is experiencing
a broadening shortage of skilled workers.
5. America’s long-standing leadership in R&D is
being challenged. While the U.S. continues to spend
more than any other country on R&D investment,
U.S. growth in R&D has averaged only about one
percent per year, in real terms, since 2000.
“If the innovation process goes offshore, America
will lose much of its capacity to generate wealth and
a decline in long-term economic growth is assured,”
concludes Popkin.
Mahr Federal Inc., Providence, RI, has
announced that its ISO/IEC 17025 accreditation
by the National Voluntary Laboratory Accreditation
Program (NVLAP) has been expanded to include
the company’s Field Service Group. Qualified Field
Service Group personnel will now be able to provide
accredited calibration services at customer
facilities. Customers can have large measurement
systems calibrated onsite with the added benefit of
accreditation.
Chromium Corrections/Clarifications
In the April 2006 issue of Springs, the article
“2006: the Year of RoHS” discussed the European
directive restricting hazardous substances, including
hexavalent chromium. The word “hexavalent”
was omitted from the sentence, “Pretty soon products
with cadmium, lead, hexavalent chromium
and other contaminants will be restricted in more
countries than not.”
It is important to note that chromium is an
essential element of stainless steel. The chromium
contained in stainless steel is not the same as the
hexavalent chromium cited in the RoHS directive.
Also in the April issue, the definition of stainless
steel on page 22 in the “Glossary of Wire Terms,”
says that 18/8 stainless steel contains 18 percent
nickel. However, the definition should read: “Stainless
Steel – A high-chromium steel, often including
nickel, which is resistant to corrosive and oxidizing
attack. The most well known type is 18/8, an
austenitic steel containing about 18% chromium
and 8% nickel.”
A recent research report by the AberdeenGroup,
“The Product Quality Benchmark: Achieving Quality
across the Global Manufacturing Network”
indicates that pressure from customers, regulatory
SPRINGS July 2006 33

agencies, and shareholders is driving manufacturers
to produce higher quality products as they continue
to strive for additional cost reductions.
The data that was gathered for this study highlight
three major attributes that set best-in-class
companies apart from the rest: First, leaders are
significantly more likely to have a global quality
program in place relative to average performing
companies. Second, best-in-class companies are
four times more likely than average performers
and five times more likely than laggards to empower
34 SPRINGS July 2006
their decision makers with Web-based, integrated
technologies. Third, although IT is challenged to
integrate disparate applications, leading companies
are benefiting from integrated quality systems
and about one-third are considering either business
intelligence solutions or corporate-wide quality
databases. The complete report can be accessed at
www.aberdeen.com.
North American Events
Oct. 18-20, 2006: Spring World 2006, Rosemont,
IL, CASMI, (847) 433-1335,
www.springworld.org.
Oct. 31-Nov. 2, 2006: Shot
Peening & Blast Cleaning
Workshop and Tradeshow,
Indianapolis, IN, (800) 832-5653,
www.electronics-inc.com.
May 5-10, 2007: Interwire
2007, Cleveland, OH, WAI, (203)
453-2777, www.wirenet.org.
It is with deep regret that
Springs announces the passing of
Jim Schneider and Sam Carrozza.
James R. Schneider was coowner
of O’Hare Spring Co. Inc. in
Des Plaines, IL. He died suddenly
at age 53 on March 10, 2006. Upon
his father’s retirement, he became
co-owner of the company with his
brother, Bill. He served as director
of the Spring Manufacturers Institute
and president of the Chicago
Association of Spring Manufacturers
in 1984. He was the husband
of Kathryn; father of Heather and
Kimberly; brother of William (Joy);
and uncle of 11.
Sam J. Carrozza died in April
2006. A WWII Army Air Force veteran,
he was co-founder and CEO
of Sterling Spring
Corp. in Chicago.
He was husband of
Alvira (nee Lidert);
father of Dr. Lewis
P. (Linda) Carrozza,
Tom Carrozza
and Elyse (Bob) Dickinson; grandfather
of five; brother of Josephine
Maracic, the late Caroline Crecos
and the late Lucille Christian; and
fond uncle of many nieces and
nephews. v

OSHA Issues
New Standard for
Hexavalent Chromium
What is hexavalent chromium? “Hexavalent
chromium” means chromium with a valence
of positive six, in any form and in any compound.
It is not a type of chromium, but rather the state of
the chromium. Here is the NIOSH definition:
“Hexavalent chromium [Cr(VI] compounds
are a group of chemical substances that contain
the metallic element chromium in its positive-six
valence (hexavalent) state. Occupational exposures
to Cr(VI) occur during the production of stainless
steel, chromate chemicals, and chromate pigments.
Cr(VI) exposures also occur during other work activities,
such as stainless steel welding, thermal cutting,
chrome plating, painting and coating processes.”
In response to a 2003 court order, OSHA has
published a final standard for occupational exposure
to hexavalent chromium in the February 28, 2006,
Federal Register. The standard covers occupational
exposure in general industry, construction and shipyards,
and took effect on May 30, 2006.
The new standard lowers OSHA’s permissible
exposure limit (PEL) for hexavalent chromium, and
all Cr(VI) compounds, from 52 to 5 micrograms
of Cr(VI) per cubic meter of air as an eight-hour
time-weighted average. The standard also includes
provisions relating to preferred methods for controlling
exposure, respiratory protection, protective
work clothing and equipment, hygiene areas and
practices, medical surveillance, hazard communication
and record keeping.
Hexavalent chromium compounds are widely
used in industry as ingredients and catalysts in
pigments, metal plating and chemical synthesis.
Cr(VI) can also be produced when welding, burn-
Jim Wood is an independent regulations
compliance consultant to SMI. A certified
instructor of the OSHA Out-Reach Program,
Wood conducts seminars, plant Safety
Audits and In-House Safety Training. These
programs help companies create safer work
environments, limit OSHA/Canadian Ministry
of Labor violations and insurance costs,
and prepare for VPP or SHARP certification.
He also offers safety advice and information
by phone at (630) 495-8597 or e-mail at regs@smihq.org.
Be
Aware
Safety Tips
from Jim Wood
ing, or grinding on stainless steel or Cr(VI)-painted
or -plated surfaces.
This standard, CFR 29, 1910.1026 applies to
occupational exposure to chromium (VI) in all forms
and compounds in general industry, except: Where
the employer has objective data demonstrating that
the material containing chromium, or a specific process,
operation or activity involving chromium, cannot
release dust, fumes, or mists of chromium (VI) in
concentrations at or above 0.5 micrograms per cubic
meter of air as an eight-hour time-weighted average.
Exposure Determination: Each employer who has
a workplace or work operation covered by this standard
shall determine the eight-hour time-weighted
average exposure for each employee exposed to
chromium.
Monitoring: The employer shall perform initial monitoring
to determine the eight-hour time-weighted
average exposure for each employee on the basis of
a sufficient number of personal-breathing-zone air
samples to accurately characterize full shift exposure
on each shift, for each job classification, in
each work area.
Action Level: If the concentration of airborne chromium
(VI) is 2.5 micrograms per cubic meter of air as
an eight-hour time-weighted average, the employer
shall perform monitoring every six months.
If monitoring reveals employee exposure to be
above the PEL, the employer shall perform monitoring
every three months and initiate a formal
hexavalent chromium program for the protection of
employees in the regulated areas.
Prohibition of Rotation: The employer shall not
rotate employees to different jobs to achieve compliance
with the PEL.
Jim’s Regulatory Tip: Don’t get caught short with
this standard. OSHA is taking it very seriously.
Ask your insurance carrier to perform air-sampling
tests in any department where stainless steel operations
include welding, burning, grinding, sawing or
cutting. The same goes for chromium-plated materials
or any other material containing chromium.
Document all test results as part of the compliance
program. v
SPRINGS July 2006 35

A fter
Bankruptcy Bankruptcy Bankruptcy Bankruptcy Reform Reform Reform Reform From From From From Both Both Both Both Sides Sides Sides Sides
eight years of failed efforts by banks and
credit card companies, the biggest overhaul of
the U.S. bankruptcy laws in the last 27 years became
a reality in October 2005. This massive reform of our
bankruptcy laws concerns everyone – not merely
those businesses that are on the brink of financial
ruin or even thinking about bankruptcy. Indeed,
given the recent shakeup in the U.S. automotive
industry, springmakers serving all industries may
be asking themselves, “What happens if one of my
major customers or suppliers goes bankrupt?” To
help answer that and other questions, this article
will explain how the new bankruptcy laws affect
businesses that are creditors as well as those that
are debtors.
Small Business Bankruptcy
Many small business owners who find themselves
in financial trouble file for personal bankruptcy. Sole
proprietors, for example, are personally liable for the
debts of their business. The owners of many small,
incorporated spring businesses have also personally
guaranteed business loans.
Thus, at the heart of the reformed bankruptcy
law is a needs-based “means” test that requires a
debtor’s assets and income to be considered when
deciding whether the applicant is abusing the system
by seeking to obtain a “fresh start” through bankruptcy
liquidation, instead of repaying debts under
a bankruptcy repayment plan.
In passing the bankruptcy reform legislation,
lawmakers also restricted how debtor companies
How the new laws affect
businesses that are owed money
as well as those that file
By Mark E. Battersby,
tax/financial journalist
reorganize their business. Fortunately,
bankruptcy lawyers say the
impact of this reform on companies
has been less than expected.
Chapter and Verse
The different bankruptcy types
are often referred to by the Chapter
where they are covered in the Bankruptcy
Code.
Chapter 7, which accounts for the
majority of non-business bankruptcies is, for example,
usually referred to as “straight bankruptcy.” In a
Chapter 7 bankruptcy, the debtor is allowed to keep
certain exempt property, while all other property is
sold to repay creditors.
The new law makes it much harder to qualify
for a Chapter 7 filing. Consequently, it is expected
that more and more debtors will soon be pushed into
Chapter 13 filings, where they are put on a repayment
plan of up to five years.
Chapter 13 is often referred to as “wage earner”
bankruptcy. It enables individuals to propose and
carry out a repayment plan under which creditors
are paid over time.
Chapter 11 is used mainly by businesses that
want to keep operating and pay creditors under a
plan of reorganization.
Chapter 12 is a special provision governing
family farms with regular annual incomes. It operates
similarly to Chapter 13.
Among the changes that became effective in
October 2005 was a new chapter, Chapter 15, that
addresses cross-border solvency cases.
A Bankruptcy to Call Your Own
Business owners and managers usually contemplated
bankruptcy to buy breathing room for
business operations that were deeply mired in debt.
The concept of bankruptcy, after all, is to help a
business to develop a rational and fair plan to pay
debts and to continue in operation. Unfortunately,
SPRINGS July 2006 37

in the past, many debtors used the bankruptcy laws
to escape troublesome leases and employee benefit
obligations, as well as to restructure debt. No more,
however.
Small businesses in bankruptcy are now required
to file regular financial reports that list not only
their profits and losses but also their anticipated
cash receipts and disbursements. Court-appointed
trustees are now much more involved in a debtor’s
business than before, reviewing its business plan and
investigating whether it
has a realistic shot at
surviving.
Congress also
imposed limits on how
much debtor companies
can pay executives
to continue in their jobs
during bankruptcy proceedings. Creditors long complained
that pay packages, known as “key employee
retention plans or KERPS,” were too generous, giving
large bonuses to the same executives who led the
company into financial straits.
Under the new law, KERPS can only be offered
if the company can show that an executive has a
competitive job offer from elsewhere – not always
an easy chore when the key executive also happens
to be the operation’s owner/shareholder, as is the
case with many spring companies.
Although many experts felt that the tighter deadlines
and greater scrutiny might mean that many
small businesses would not survive bankruptcy,
the new rules, in fact, made it far easier for some
troubled businesses to enter into bankruptcy. For
example, bankruptcy reform established a new,
expedited form of Chapter 11 reorganization for
small businesses with less than $2 million in aggregate
debts. The new process includes a standard
form for disclosure statements and reorganization
plans, uniform national reporting requirements and
rules, enumerated duties that must be performed
on schedule, and a general rule that reorganization
plans must be filed within 180 days.
Under the old rules, a business had the exclusive
right to submit reorganization plans for bankruptcycourt
approval until a judge allowed creditors or
other interested parties to submit alternative plans.
The result: Many companies operated under bankruptcy-court
protection for years.
Now judges have to consider competing plans
after 18 months. If no reorganization plan is filed
within that 18-month period, the bankruptcy case
can be dismissed or converted into a Chapter 7
liquidation.
38 SPRINGS July 2006
Dealing With Debtors in Bankruptcy
Your spring business does not have to be on the
brink of financial ruin to feel the effects of bankruptcy.
According to the U.S. Chamber of Commerce,
bankruptcies cost businesses $40 billion in unpaid
bills every year. The new bankruptcy reform law
benefits businesses that are owed money, whether
they are giant credit card companies or small spring
businesses that have been stiffed by a customer or
supplier.
Credit card compa-
nies and every business
According to the U.S. Chamber of that extends credit to
Commerce, bankruptcies cost businesses its customers benefits
from the harsher repay-
$40 billion in unpaid bills every year. ment requirements of
the new law. Here’s how
your spring company
can deal with customers – or suppliers – in, or about
to enter into, bankruptcy, as well as your rights as
a creditor under the new reform:
Landlord/Tenant. The new law amended the old
rules to give tenants who declare bankruptcy 120
days to assume or reject a lease. This is double the
initial time permitted under the old 60-day rules.
The bankruptcy court may, of course, extend the
120-day period for an additional 90 days for cause.
Any extension subsequent to the additional 90 days
is available only with the consent of the lessor.
Two new rules have been established for landlords
seeking to evict tenants. The first allows the
continuance of any eviction proceeding in which the
landlord obtained a judgment of possession prior
to the filing of the bankruptcy petition. The second
deals with evictions based on “endangerment” of
the rented property or “illegal use of controlled
substances” on the property.
Creditors’ Committee. The new rules “suggest”
that small business concerns be added to the appropriate
creditors’ committee (the group responsible
for determining who will be paid what) if the claim
the small business concern holds, in comparison
with its annual gross revenue, is disproportionately
large. Thus, a springmaker that has a “large” claim
against the debtor can be added to the creditors’
committee, thereby playing an active role in the
case while holding down costs. Debt-recovery costs
are reduced for the springmaker because, for the
first time, creditors may be represented by a “nonattorney”
at the first creditors’ meeting. This reduces
the cost of representing the spring operation’s claim
against the debtor.
Trade Creditors. The claims of unsecured trade
creditors have been expanded, but they remain

subordinate to the interests of a secured creditor.
Voluntary returns of trade goods by a debtor are
also explicitly made subordinate to the interests of
secured creditors.
Business Bankruptcy
The primary focus of the Bankruptcy Abuse Prevention
and Consumer Protection Act of 2005 was,
as mentioned, in the consumer bankruptcy provisions,
especially the so-called “means test.” There
are, however, plenty of changes in store for business
bankruptcies as well.
To prevent abuse in large, corporate bankruptcies,
greater restrictions have been placed on
fraudulent transfers to insiders, protection for the
insurance benefits of retired employees have been
increased, and discharge of debts incurred in violation
of securities laws is prohibited.
The new law’s supporters, lawmakers and the
financial services industry argued that bankruptcy
was the last refuge of gamblers, impulsive shoppers,
divorced or separated fathers avoiding child support,
and multimillionaires – often celebrities – who buy
mansions in states with liberal homestead exemptions
to shelter assets from creditors. But no more.
Between 30,000 and 210,000 people (between
three to 20 percent of those who dissolve their debts
in bankruptcy each year in exchange for forfeiting
some assets) are now disqualified from doing so
under the new bankruptcy reform law, according
to the American Bankruptcy Institute.
Escaping taxes is also more difficult. Gone is
the so-called “super discharge” in Chapter 13 plans.
Some courts had also allowed debtors to discharge
taxes due within three years of the date of bankruptcy
or assessed within 240 days (six months)
under Chapter 13 plans.
Under the reformed rules, super discharge is no
longer permitted. Taxes resulting from failure to file
a return, untimely filing of a return or fraudulently
filing of a return are no longer dischargeable under
Chapter 13. In other words, the playing field between
Chapter 7 and Chapter 13 has been leveled, and
tax liabilities remain a debt even in bankruptcy.
Failure to file a tax return or untimely tax filing
generally make a tax liability non-dischargeable
under Chapter 7.
The Escalating Cost of Bankruptcy
Many attorneys anticipated a decline in their
business – as well as a reduction in the number of
lawyers willing to handle bankruptcies – thanks to
the “reformed” bankruptcy law. Under the new law,
bankruptcy attorneys will be liable for any misleading
statements or inaccuracies in a client’s case.
Hard figures are difficult to come by, but the
Administrative Office of U.S. Courts recently noted
that bankruptcies skyrocketed a record 30 percent
in 2005. Much of that increase occurred, the court
said, because many debtors filed petitions before
the law’s general effective date of October 17, 2005.
For the record, however, business bankruptcy filings
totaled 39,201 in 2005, a 14 percent increase from
the 34,317 business filings in 2004.
Seeking protection under the bankruptcy laws
reportedly has become more difficult. Remember,
however, that your business does not have to be on
the brink of financial ruin in order to take advantage
of the new bankruptcy rules. The new bankruptcy
reform laws are already benefiting businesses that
are owed money. Make sure you know your rights
under the newly reformed bankruptcy law.
Mark E. Battersby is a freelance writer, author
and lecturer specializing in the fields of taxes and
finance. For more than 25 years, his columns, features
and reports have appeared in leading trade
journals and magazines, including Springs. Battersby
is also the author of four books. Readers may contact
him by e-mail at mebatt12@earthlink.net. v
SPRINGS July 2006 39

Stress Relief of Springs
One size does not fit all
Springmakers invest significant capital in stress
relief ovens and in-line furnaces. Most springs
are heat treated after coiling in order to provide a
better product to the customer. But the meaning of
the terms “heat treated” and “better” varies according
to the type of spring, the operating environment
and the material selection.
Depending on the material, “heat treated” can
have several very different
meanings. For
example, regarding coldwound
steel springs, it
can mean either “stress
relieved” or “strain aged
and stress relieved.”
Hard-drawn steels, like
music wire, that are
heated between 400°
and 700°F are stress
relieved and strain
aged. Some chrome silicon springs perform best
when stress relieved at 800°F. Stainless steel like
17-7PH can be heat treated in a furnace, but for this
grade, “heat treated” primarily means “age hardened”;
the stress relief of the spring is incidental. For
hot-wound springs, “heat treated” typically means
“oil-quenched and tempered.”
Since a spring undergoes several changes during
heat treatment, the term “better” can also have several
different meanings. In general, “better” means
“more uniform, stronger, having longer fatigue life
and dimensionally more stable.”
Figure 1: Surface stress distribution on a helical spring.
Luke Zubek PE is the technical director
of the Spring Manufacturers Institute,
providing failure analysis services, technical
assistance and educational seminars
to the spring industry.
Prior to that, he was a metallurgical
engineer for a major steel producer for
10 years. He holds a master’s of materials
and metallurgical engineering degree
from the Illinois Institute of Technology
and a bachelor’s in metallurgical engineering
from the University of Illinois at
Chicago. Readers may contact Zubek by phone at (630) 495-8588
or e-mail at technical@smihq.org.
Technically
Speaking
with Luke Zubek
Reducing the Forming Stresses
After a helical spring is coiled, the forming
stresses are oriented such that the inner diameter
(ID) of the spring is in tension and the outer diameter
(OD) is in compression, as seen in Figure 1, below.
This is especially true for small-index coils that can
have large tensile stresses on the ID.
Depending on the type of spring that’s being
formed, this characteristic
stress system can be
either beneficial or detrimental
to the operating
life of the spring.
• For small-index
compression springs,
a large ID residual tensile
stress is unwanted.
The combined effect of
the residual forming
stresses and operational
stresses at the ID can negatively impact the fatigue
life of the spring.
• In contrast, torsion springs that are used in
the wind-up direction would benefit by the outerdiameter
compressive stress, which could actually
promote the spring’s operating life. A low-temperature
stress relief can be used to preserve these
beneficial compressive stresses.
However, some springmakers omit the stress
relief altogether on torsion springs where the arm
position or dimensional integrity is not critical to
performance.
Torsion springs with arms can also have residual
tensile forming stresses, similar to those shown in
Figure 1, that are located at the inner radius of the
bends. Not only will a stress relief reduce the beneficial
compressive stresses on the OD but, more
importantly, it will also diminish the detrimental tensile
stresses located at the bends. Proper stress relief
of the bends on torsion springs can also help prevent
hydrogen cracking on parts that are plated.
• The highest forming stresses on extension
springs are typically located at the bends in the
hooks. A stress relief on an extension spring not
only reduces the initial tension in the body but it
SPRINGS July 2006 41

Figure 2: Theoretical relationship between time after coiling and
ID stress cracking for CrSi grade helical springs.
also reduces the unwanted residual tensile stresses
at the inner radius of the hook bends. When made
and heated properly, extension springs can maintain
initial tension after the stress relief, even those made
with 17-7PH that is heat treated (aged) at 900° for
one hour.
Chrome Silicon (CrSi) Grades
Due to the high residual ID stresses developed
after coiling this crack-sensitive alloy, a delay in
the application of the stress relief can cause the
formation of cracks at the ID. Sources of this crack
sensitization may be from internal or environmental
exposure to nascent hydrogen. Typical steel produced
from a conventional electric furnace operation
contains residual hydrogen levels that can vary from
about 4 ppm to 10 ppm. Degassed steel can attain
hydrogen levels that are closer to about 2 ppm. High
residual levels of nitrogen, tin, sulfur and phosphorus
can also increase the sensitivity of hydrogen
attack. Environmental exposure to moisture may
also be a source of hydrogen embrittlement or stress
corrosion [1].
One of the most frequently asked questions I
receive is, “How long after coiling should I stress
relieve chrome silicon springs?” Industry and
automotive specifications alike use the phrase
“immediately after coiling” to answer this question.
That’s the safest answer to the question. But another
answer is, “It depends.” Some CrSi springs can go for
days before any cracking occurs, depending on many
factors, some of which are listed in the above paragraph.
For a particular non-degassed heat of steel,
I’ve created the graph in Figure 2, above, to show a
possible relationship between ID crack occurrence
and time after coiling. I’ve designated two variables,
t S and t L, for the time to initiate cracking for smallindex
and large-index springs, respectively. With all
processing and environmental variables being equal,
it would be interesting to know what an acceptable
delay time is for small-index CrSi springs. For steel
with high levels of residual hydrogen, it is more likely
42 SPRINGS July 2006
that this delay time is measured in minutes than
several hours.
Age Hardening
For most spring materials, there are two types
of aging that can occur: strain aging on cold-worked
steel and precipitation aging on some stainless
steels. It is important to differentiate between these
two mechanisms, as the application and effect on
the material are very different.
For cold-worked steel like music wire, a significant
increase in the yield point can be gained by
heating at a relatively low temperature. The severe
deformation of the metal during drawing causes the
elements, like nitrogen and carbon, to be uniformly
distributed throughout the metal matrix. After the
application of a stress relief in the range of about
400° to 700°F, some of these elements are able to
migrate to specific areas in the microstructure, which
causes the yield point to increase. This increase in
yield strength is called “strain aging” and is accompanied
by a decrease in ductility [2].
Precipitation-hardened stainless steels, like
17-7PH, are age hardened at a very specific temperature
and time. The CH900 condition, for example,
requires 900°F for one hour, as this heat-treat cycle
produces the best combination of properties. Heat
treating this grade at a temperature much greater or
less than the prescribed 900°F isn’t recommended
because the ideal properties may not be attained.
Dimensional Stabilization
Some spring dimens ions will change over time
if not stress relieved. After stress relief, hard-drawn
steel springs tend to increase in length and decrease
in diameter, while stainless steel spring dimensions
respond to heat by moving in the opposite direction.
Springmakers must understand and be able to predict
these movements
to make high-precision
springs. Figure 3,
right, shows two torsion
springs. The one on
the left was not stress
relieved, and the darker
one to the right shows
windup arm movement
as a result of an in-line
stress relief.
Some springmakers
use the arm’s position
on a torsion spring as
Figure 3: Two torsion springs.
The darker one on the right
has been stress relieved.
a measure of the thermal effect of a stress relief.
This appears to be common practice for carbon steel
grades, and it can be used to relate a batch oven process
to a high-temperature in-line furnace cycle.

Figure 4: Hypothetical relationship depicting the amount of
stress relief vs. time for steel springs.
Stress relaxation can be critical for some hightemperature
applications. Stress relieving cycles can
be optimized to minimize relaxation. An old rule of
thumb is that the stress relaxation temperature
should be at least 100°F higher than the maximum
service temperature.
Practical Application
Springs are typically stress relieved using batch
ovens or in-line conveyer furnaces. The cycle time for
in-line or high-heat-transfer furnaces can be shorter
than for the batch furnaces. This is accomplished by
increasing the heat transfer in the furnace and by
taking advantage of the time/temperature thermal
relationship evident in particular grades of steel.
Larson and Miller created a mathematical model
for this effect in order to produce valid test results
that substituted long test times for elevated test
temperatures. Their model proposed that many different
time/temperature combinations existed that
could produce a similar thermal effect. For stress
relieving steel springs this relationship may not be
perfect, but it can be used as a good starting point
to help predict the proper stress relief cycle. Most
stresses are relieved in the first minutes after the
steel is at temperature. For one particular temperature,
a theoretical relationship is shown in Figure
4, above.
One of the basic assumptions of the Larson-
Miller parameter is that no structural changes occur
in the metal over the range of temperatures being
examined. Certain temperatures on some alloy systems
may produce a significant metallurgical change
that may affect the slope of this relationship. When
this situation occurs, experimental data should be
used [3]. For alloys like 17-7PH that can be age hardened
at a very specific temperature, the Larson Miller
equation would not apply for temperature ranges
around 900°F.
In general, it’s a good idea to stress relieve all
springs in a timely manner, and many springmakers
do this. However, to properly stress relieve springs
fabricated from different materials or containing
severe bends, it is important to realize that one size
doesn’t fit all. Be on the lookout for that occasional
spring that encounters “a few” failures every year.
Does this spring have a low index? Is the material
chrome silicon? For torsion springs, does it tend to
crack at the bends in the arms before plating? If you
can answer “yes” to any of these questions, consider
reviewing the stress-relief process to ensure that it
fits the application.
The author thanks Loren Godfrey, president of
Colonial Spring in Bristol, CT, for consulting on this
article.
For further information on the stress relief of
springs, refer to Mark Hayes’ “Cautionary Tales”
Parts VIII and IX, which appeared in the December
2001 and February 2002 issues, respectively.
References
1. Parrington, Ron, Hydrogen Damage and
Embrittlement, ASM Handbook, Volume 11 Failure
Analysis and Prevention, Editors: W. Becker and R.
Shipley, ASM International 2002, pp. 809-811.
2. Dieter, G.E., Mechanical Metallurgy, Sanjeev
Rao, McGraw-Hill, 1986, pp. 201-203.
3. Dieter, G.E., Mechanical Metallurgy, Sanjeev
Rao, McGraw-Hill, 1986, pp. 461-462. v
Don’t Let OSHA Play
Games with Your Company!
Hidden Hazards can be Dangerous and
Expensive! SMI’s On-Site Safety Audit will identify
safety hazards and recommend abatements .
The confi dential audit includes a preliminary interview, a
review of the company’s written programs, a plant fl oor
inspection and a detailed, written, post-audit report.
Cost: $1,000 for SMI Members
$1,250 for Nonmembers
For more information, contact Jim Wood,
SMI Regulations Complaince Consultant
Phone: 630-495-8597 Fax: 630-495-8595
E-Mail: regs@smihq.org
SPRINGS July 2006 43

Bird Flu Pandemic
Protect your company from this
and other potential disasters
Your business will be hit with a flu pandemic that
puts a third of your work force out of commission
for three weeks. Your revenues will drop by 10
percent; the GDP will dip by five percent; and the
American economy will be the recipient of a $200
billion haircut.
On the other hand, none of that may happen.
Confused? Welcome to the club. Health professionals
everywhere are trying to forecast
the next move of a certain avian
flu strain known to insiders
as “H5N1.” This strain has
distinguished itself from the runof-the-mill
flu we get every winter
for two reasons: First, it has killed
a large number of domestic birds
in Asia and Europe. Second, more
than 120 people, many of them
young and vigorous, who have
contracted the virus have died.
So far, humans have only
gotten sick through contact with
domestic birds, such as chickens.
That’s good, but conditions may change. “We are
looking closely at H5N1 because there is a potential
for it to become a pandemic strain if it starts to move
between humans,” says Dan Rutz, a spokesperson at
the Center for Disease Control, based in Washington,
D.C. “The biggest problem is that we just don’t know
if or when that will actually happen.”
Plan Your Response
A possible bird flu pandemic, then, is one more
item to add to the unhappy list of disasters that can
Phillip M. Perry is an award-winning
journalist specializing in the fields of business
management and law. Over the past
20 years, his byline has appeared more than
3,000 times in publications such as World
Trade, Business, Corporate Risk Management,
Human Resource Executive and The Legal
Times of Washington. Readers may contact
him by fax at (212) 226-5580 or e-mail at
phil@pmperry.com.
Checkpoint
Business Tips
From Phil Perry
lay waste to the best of operations. (For a detailed
report on the expected effect of a pandemic on
businesses, visit the Web site for the Congressional
Budget Office at www.cbo.gov.) Given the possibility
of a severe disruption to your own business, now is
a good time to formulate plans that will help you
recover after a devastating event.
“Disaster planning is essential for a couple of
reasons,” offers Hale Foote, president
of Scandic Springs Inc., San
Leandro, CA. “First, for the continued
health of your business, you
have to anticipate interruptions.
Second, today’s customer demands
it.” That second reason has become
more important with the modern
emphasis on just-in-time delivery.
The global supply chain has
thinned over the past five years,
explains Foote, and the trend has
accelerated in the past couple of years.
“No longer do customers keep 30- and
60-day inventories. Our own customers
pull from us daily.” The upshot: If you don’t ship
because your company has been hit by a disaster,
your customers will be on the phone saying they
need parts. If you don’t have them, you risk losing
customers to companies that do.
Disaster recovery planning, then, is essential not
only in light of the possible flu pandemic but also
for survival following any other production-halting
disaster. Several years ago, Scandic started planning
for business continuity in case of a disabling event
such as fire, flood, windstorm or earthquake – that
last one being of special interest to any Californiabased
organization. Scandic had already seismically
retrofitted its buildings, but realized it needed to do
more. For example, the company now performs a
nightly off-site tape backup of all computer data, and
maintains an off-site parallel server, loaded with all
applications and ready to plug in and go.
That kind of protection of buildings and data
can go a long way toward ameliorating the effects
of a disaster. In the specific case of a pandemic, of
SPRINGS July 2006 45

course, buildings and computers are not vulnerable;
people are. Steps must be taken to protect them.
Foote points to some aspects of his own operations
that may help, at least to some extent. First, everyone
at the company has health insurance, so anyone
who does get the flu will be able to obtain the treatment
required to get them back to work as soon as
possible. Second, the company has long been accustomed
to its workers taking four- or five-week breaks
to visit their home countries. While such breaks are
much more controllable events than the unexpected
results of disaster, at least the company has learned
to cope when individuals are absent.
Cross Train Workers
Scandic has always placed a high emphasis on
cross training. “There is virtually nothing here that
only one person can do, including my own position,”
says Foote. “If employee A has to stay home because
of the flu, then Employee B can pick up the slack.”
Cross training may well make a significant difference
if a work force is hit with the flu. Of course,
saying’s easier than doing. While most companies
have some level of cross training
in place, developing a formal
program can be difficult. Many
times, employers face resistance
from workers looking to protect
their personal turf. People want
to retain their unique skills
that help guarantee their jobs.
One solution to such workplace
resistance, offers Foote, is to
emphasize employee self-interest. Cross training
is an easier sell if you can say, “This will help the
company survive and preserve your job if and when
disaster strikes.”
Arrange for Emergency Production
One more thing: Scandic took the additional
step of establishing reciprocal manufacturing agreements
with two other companies that run equipment
similar to its own. “With each of these companies
we have established written, non-binding letters of
intent that, should either of us experience a business
interruption, the other company stands ready
to receive our hard tooling and do their best to help
us satisfy customer demands.” Foote acknowledges
that if his manufacturing were interrupted it would
be difficult to resume operations very easily at
another plant. “But at least for certain hard-tooled
jobs, we would have a head start on supplying
our customers.” While reciprocal arrangements
can help reduce the deleterious effects of many
disasters, Foote questions if they will really make a
difference in the event of a flu pandemic. He notes
46 SPRINGS July 2006
that in previous pandemics the virus traveled very
quickly. Regional expansion of the flu would likely
be all the faster today, given the number of people
hopping on airplanes around the world. As a result,
if the flu hits your own manufacturing plant, there
is a good chance that it will also hit the plant of the
company with which you have arranged a reciprocal
relationship.
Talk with Officials
Because the H5N1 virus is undergoing mutations,
and virus behavior varies by form, developing
a workable response to a pandemic is more a work
in progress than a cut-and-dried affair. Many commonly
considered steps, such as the wearing of face
masks, may or not may not help prevent the spread
of the disease.
Given the nature of this moving target, the best
you can do is monitor announcements about the
advance of the virus and respond responsibly to
recommendations. One excellent resource is the
federal government’s official Web site for information
at www.pandemicflu.gov. Click on the “business”
tab and then on the hyperlink for
Given the nature of this the “Business Pandemic Influenza
Planning Checklist,” which provides
steps you can take to limit
the damage of an outbreak.
Be sure to stay in touch with
your local health officials. One
company that has done so is MW
Industries Inc. Starting late last
year, representatives of the major
divisions of the company’s 12 plant facilities began
to engage in discussions with their state and county
health authorities concerning government policies
and planned reactions should a flu pandemic occur.
Topics covered included availability and distribution
of flu vaccines, the need for early diagnosis of
individuals who become sick, and the possibility of
the need to impose quarantines.
Efficient access to medicine is especially important
in containing the spread of the disease. “Our
first line of defense is working with local health officials
in coordinating the distribution of vaccine,”
says Daniel R. Sebastian, MW president and CEO.
“Hopefully, researchers will find a vaccine in a timely
fashion to mute the damage.”
While no one can specify with any accuracy the
social and financial impact of a flu pandemic, prudent
businesspeople will keep an eye on the news
and develop appropriate recovery procedures. Suggests
the CDC’s Rutz: “Keep yourself aware as to
what is happening with the strain so that if a pandemic
occurs you can maintain some order in your
workplace.” v
moving target, the best you
can do is monitor announcements
about the advance of
the virus and respond responsibly
to recommendations.

Spring Essentials (for the rest of us) Part VIII
Solid Height Calculation
and ‘max’ Solid Height
By Randy DeFord, Mid-West Spring & Stamping
When a spring is compressed to a point where
it can no longer move, it has reached what is
called “solid height” – it can move no farther. This
height is very easy to calculate. However, there are
usually two conditions to take into consideration:
Are the spring ends ground or unground?
First, we need to refresh our knowledge of spring
design symbols. The wire diameter (assuming round
wire) is a small case “d.” The number of total coils is
represented by the symbol “Nt ” with the “N” meaning
“number of turns” and the subscript “t” meaning
“total.”
If the spring ends are not ground,
you may think the calculation would
be as simple as (d × Nt), or the wire
size times the total coils, but that’s
not so. If you have a single, unground
coil of round material, it will look like
Figure 1, right. This shows that one
full coil actually has the total dimension
of two times the wire size.
If the ends are ground, approximately
half of the material is removed
from both ends of the spring. This
means approximately one whole
wire size will be gone. This is where
(d × Nt) is used to calculate the solid
height. Unlike the unground spring,
the ground spring ends are approximately
one wire size, not two, as
shown in Figure 2, right.
Example 1:
• A spring has a wire size of 0.125˝ and 13.5
total coils, unground.
Randy DeFord is the engineering manager
at Mid-West Spring & Stamping in
Mentone, IN.
He has 30-plus years in the spring
industry, and believes that educating both
customers and associates is the key to great
customer service.
Readers may contact him by e-mail at
rdeford@mwspring.com or by phone at
(574) 353-7611.
Figure 1: One full coil = two
wire sizes for unground. Therefore,
always one more coil.
Total coils = d × (Nt + 1).
Figure 2: Half wire size
removed on each side by grinding
= 1 full wire size removed.
Total coils = d × Nt. Spotlight
on the
Shop Floor
• The solid height = 0.125˝ × (13.5 +1) =
1.812˝.
Example 2:
• A spring has a wire size of 0.125˝ and 13.5
total coils, ground.
• The solid height = 0.125˝ x 13.5 = 1.687˝.
Although there are circumstances in which the
“half wire size ground from both ends” condition
is not totally accurate, it is the accepted conventional
wisdom and is the standard
approach used in most spring programs
for calculating solid height.
Many spring blueprints will show
a “max” solid height. This means a
½
½
fully compressed spring cannot be
more than that height. For example,
if a spring has a solid height maximum
requirement of 1.650˝, the solid
length (whether ground or unground)
cannot be greater than 1.650˝.
However, if the wire size is 0.250˝
and the total coils are 6.6, the “calculated”
solid height is also 0.250˝ ×
6.6 = 1.650.˝ This is an issue. This
means the calculated solid height and
the required maximum are the same,
and this should not be.
There are two main reasons
why the max. solid height needs to
be GREATER than the calculated
solid height. When wire is purchased, it must be
within a certain tolerance. If the wire size is 0.0015˝
greater than nominal size, the solid height will now
be greater, just because there is more material thickness
“stacked up.” The second reason is the Rate
requirement – be it due to two loads or a required
Rate. If a Rate must be decreased, the spring coiler
may be forced to add a bit more coil to lower that
Rate. This will increase the coil count and, as a
result, more material will be “stacked up.”
If the spring is ground, many times it is possible
to grind more of the wire from each end to achieve
a desired solid height. This, too, needs to be moni-
SPRINGS July 2006 47

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challenges require a
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Strengthen your company by
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Visit www.smihq.org for more information or call (630) 495-8588.
48 SPRINGS July 2006
tored closely since “extra” grinding can result in thin
tips, which can break off and cause their own set
of problems.
If the shop floor can find no creative way to
achieve the needed solid height with the required
coils and material size, it is the function of Engineering
to find a way – whether by changing the
material size or coil count, or amending the solid
height callout. All of these adjustments will require
permission from the customer, in most cases, before
any changes can be made.
Correction: In the last issue of Springs, I discussed
wire types (“The Quick and Easy Material
Review, April 2006, page 47). In the article’s last
section, titled “Material Selection,” I made mention
that it would be in everyone’s best interest to replace
a given material with another of equal or better quality,
both for engineering reasons and economic ones.
It was brought to my attention that I did not specify
that this be done ONLY with the customer’s approval.
All changes require customer approval. No material
should be altered from an existing print unless a
customer has been contacted and has provided a
revised print or deviation form, signed off by the
responsible engineer. v

Titanium Suspension Springs for
Production Motorcycles
The first production motorcycles equipped with
titanium shock springs are now in dealer showrooms.
The 2006 Yamaha YZ model motocross bikes
are the first motorcycles anywhere to be produced
with lightweight titanium springs as original equipment.
Four of the five machines in the YZ line carry
the new shock springs (rear suspension springs).
Chuo Spring Co. Ltd. (CHKK), Aichi, Japan, manufactures
the springs for Yamaha from Timetal LCB
titanium, a patented alloy supplied by Timet Automotive
in Morgantown, PA.
Light weight is critical to motorcycle performance,
especially for motocross bikes, which must
accelerate and decelerate as rapidly as possible to be
competitive. Motocross courses typically have many
turns, hills and jumps, and put strong emphasis on
the dynamic characteristics of a motorcycle. Agility
and strength are valued at a premium, as are
power and light weight. Titanium, with its exceptional
strength and very low mass, offers motorcycle
designers and engineers certain characteristics not
found in other materials, and its use is growing
strongly in motocross and other performance motorcycle
applications.
The five 2006 YZ model Yamaha motocross bikes
range from 146 lb. to 220 lb., and compete in one
amateur and two professional racing classes that
are extremely competitive. Because all of the bikes
from different manufacturers that compete in these
Less costly alloy brings titanium’s benefits to
motocross rear suspension springs
By Kurt Faller
Timet Automotive
classes are very light weight and closely matched
in performance, exceptional weight-management
engineering can yield significant results. A small
relocation of weight can improve handling; a small
reduction in weight can yield a critical performance
advantage.
The Titanium Pacesetter
Yamaha has been the pacesetter in taking
advantage of the benefits of titanium in production
motocross bike applications. To gain the performance
benefits of lower reciprocating weight in its
four-stroke engines, Yamaha in 2001 was the first
to use titanium engine valves. The intake valves
were made of the traditional Timet alloy, Timetal
6–4 (Ti-6Al-4V); and the exhaust valves were produced
from a patented Timet high-temperature
alloy, Timetal 1100 titanium. Reduced valve weight
means less reciprocating mass, faster revving and a
higher redline, producing more power for improved
performance.
For the 2004 model year, Yamaha introduced the
first titanium exhaust-system head pipe and heat
shield on production motorcycles, reducing weight
and lowering the center of gravity of the four-stroke
engine models. At the same time, titanium foot pegs
were installed to save a few ounces more.
For model year 2006, the Yamaha YZ125 and
YZ250 two-stroke models, and the YZ250F and
YZ450F four-stroke models all carry titanium shock
springs, marking the first time production motorcycles
from any manufacturer have been fitted with
titanium suspension springs as original equipment.
Yamaha claims the new springs offer “outstanding
strength and fatigue tolerance” and reduce unsprung
weight for improved suspension performance. The
Timetal LCB springs vary in size and specification
from model to model, but they are typically 30 percent
lighter than the steel springs on the comparable
2005 model and weigh 1.1 lb. (500 g) less than their
steel counterparts.
A Lower Cost Titanium Spring Alloy
Engineers have long understood that the
strength, density and modulus of titanium, among
SPRINGS July 2006 49

engineering alloys, make it the “ideal” spring material
for space- or weight-sensitive applications. For
many years, the aerospace industry, the original
prime mover in titanium development, has relied
upon the low modulus of elasticity, high strength
and low mass of Beta-C titanium (Ti-3Al-8V-6Cr-
4Mo-4Zr) for springs comparable in size to those
used by automobile and motorcycle producers.
However, Beta-C has an inherently expensive chemistry
and requires lengthy production steps. Its high
strength is achieved through long age treatments
(24-hour cycles for the finished parts are common)
or cold work steps, or both. This gives Beta-C a cost
structure that rules out consideration for volumeproduction
motor vehicle applications.
To meet the production cycle and cost requirements
of vehicle manufacturers, Timet developed
and patented Timetal LCB titanium (low-cost beta;
Ti-6.8Mo-4.5Fe-1.5 Al), which uses an altered alloy
formulation and a substantially less expensive Fe-
Mo (iron-molybdenum) master alloy than Beta-C. Its
high strength is attributable to alloy chemistry rather
than additional processing steps. Extended aging
and cold work steps are not required. Age times are
compatible with the thermal cycles available in the
existing infrastructure for steel spring processing.
In addition to being lower in cost than Beta-C, from
a structural efficiency perspective, meaning spring
response per unit of mass, the alloy’s low shear
modulus (45 percent less than CrSi spring steel)
combined with its high strength make Timetal LCB
an ideal spring material for vehicle applications.
Growing Spring Applications
The first automotive application of Timetal LCB
was as the rear suspension springs on the 2001
Volkswagen Lupo FSI, noted for being a small
automobile that achieved surprising performance
with very high fuel efficiency, due in part to its light
weight. More recently, again with the design objective
of reducing weight but for entirely different reasons,
the 2004 Ferrari Challenge Stradale became the first
production car to use Timetal LCB titanium suspension
springs throughout. Ferrari selected titanium
suspension springs to reduce vehicle weight, reduce
unsprung weight and improve performance.
Weight reduction on a motorcycle can have
as great an effect on performance as it can on an
automobile. However, to fully appreciate the meaning
of weight reduction on a motorcycle, the level
of difficulty in achieving it and its value to the
manufacturer, a comparison is useful: A one-pound
reduction on a 200 lb. high-performance motorcycle
would be equivalent to a 14.1 lb. reduction (a notable
accomplishment) on the already exceptionally light
Ferrari Challenge Stradale, which weighs 2,822
50 SPRINGS July 2006
lbs. By definition, however,
motorcycle engineers
have far fewer components
to even consider when
trying to reduce weight.
When viewed in this light,
it is easy to see why the
appreciation for titanium
by motorcycle and automobile
design engineers is
growing rapidly.
Increasing numbers of
manufacturers are recognizing
that titanium offers
proven and straightforward solutions to a variety
of weight-reduction and performance-improvement
challenges. Yamaha’s use of titanium in a range of
applications is visible, significant and has continued
to grow, and there is strong evidence that others are
learning from their positive experience.”
Kurt Faller is the president of Timet Automotive
in Morgan Town, PA, the automotive operation of
Titanium Metals Corp. (Timet). With headquarters in
Dallas, TX, Timet is a worldwide integrated producer
of titanium metal products. Information about Timet is
available on the Web site at www.timet.com. v

Spring Machine
TC-HP2 has
developed a small
spring maker using
a new concept for
synchronously
driving several
servo-driven axes,
especially when an
angular positioning probe for the hooks is used. The
PR 8CC allows users to increase the production rate
by 50% to 100%, compared with former versions.
The servos are controlled by a Windows-based PC
drive. For information, contact Nimsco, TC-HP2’s
North American representative, by phone at (563)
391-0400 or e-mail at info@nimsco.com.
Web Product Catalog
Witels Albert USA Ltd. has redesigned its online
Web Product catalog. It includes improved navigation,
added products, useful search capability, e-mail
forms at each page for expedited response, a share
product information function, and a PDF specification
page with updated dimensions and other details.
For information, contact Witels Albert USA Ltd. by
phone at (410) 228-8383, or Web site at www.witelsalbert-usa.com
and click the catalog link.
High Sensitivity Force Sensors
The Force/Torque Division of PCB Piezotronics
Inc. has developed high-sensitivity Miniature Series
209C Quartz Piezoelectric
Force Sensors
that measure dynamic
compression and tensile
forces. Sensors feature
ICP voltage output and
have a sensitivity of 2,200
mV/lb. (500 mV/N) at a
force range of 2.2 lb. (10
N) in compression and 1
lb. (4.5 N) in tension. Product testing applications
include spring force and hysteresis, electrical contact
and relay actuation forces, computer keyboard finger
force, and touch screen push force. For information,
contact PCB Piezotronics Inc. by phone at (888) 684-
0004 or Web site at www.pcb.com.
Gage Software
The Crosby Co. has developed GageMan (short
for Gage Management) software based on the old
manual card system. Information about each gage
is recorded on one “smart card.” The smart card
saves important data in the correct file and notifies
the user when the gage is due for calibration. A
password-controlled security system protects data
from misuse. For information, contact The Crosby
Co. by phone at (815) 431-9159 or Web site at
www.qualitynews.com.
Spring Coiling Machine
HTC Spring Machinery and Forming Systems
Inc. have jointly introduced the HTC 80CX, sevenaxis,
8.0 mm spring coiling machine. The machine
incorporates the
latest software from
HTC. The 80CX provides
a wire range
of 3 mm to 8 mm.
Additional features
include: seven fully
synchronized axes,
graphic display,
totally camless operation,
programmable
mandrel up/down
movement, and feed
roller pressure gauging. HTC also includes straight
and rotating cutoff as standard. For information,
contact Forming Systems by phone at (269) 679-
3557 or Web site at www.formingsystemsinc.com.
Operations and Manufacturing Software
Apriso Corp. has released the FlexNet Version
9.3 software upgrade, a strategic operations execution
platform that ties together the activities of a
manufacturer’s operations, as well as a modular
suite of applications that can be deployed as needed
for a coordinated manufacturing solution.
Version 9.3 introduces 160 pre-built “process
flows.” Modules that automate primary functions
include: Production, a manufacturing execution
system (MES) that offers real-time control over processes
and operations; Warehouse, an RFID-ready,
warehouse management system (WMS), integrating
inbound and outbound logistics with warehouse
operations; Quality, an automated quality management
system (QMS) that tracks SPC trends, finds
defects and pinpoints their root causes at specific
operational points; Maintenance, which integrates
management and maintenance execution (MMS) into
production, logistics, and field services; Reporting,
which collects real-time operations and execution
data; and Global Process Management, which automates
engineering change orders, genealogy and
traceability. For information, contact Apriso by phone
at (888) 400-7587 or Web site at www.apriso.com.
SPRINGS July 2006 51

Product Conformity Program
TUV Rheinland of North America has introduced
a service, designed in conjunction with TUV Rheinland
Arabia, to help companies have their products
comply with Saudi Arabia’s Conformity Program
operated under the authority of the Kingdom’s
Ministry of Commerce and Industry. The Conformity
Program covers all consumer goods and is
intended to protect the health and safety of Saudi
consumers, provide for national security, protect
the environment, prevent deceptive practices, and
protect religious and public morals. TUV Rheinland
of North America can work in partnership with all
involved parties, from importers to exporters, and
advise whether their goods fall into the scope of the
conformity program. For information, contact TUV
Rheinland by phone at (888) 743-4652 or Web site
at www.us.tuv.com.
Micro Spring Pitch and OD Measurement
SAS Inc. has developed a means for achieving
accurate and repeatable determination of the pitch
and OD of micro medical springs and coil bodies,
such as those
used in medical
catheters.
The testing
technology uses
interpolative
edge detection
combined with
differential nonlinear
spatially
filtered pitch
measurement
numerical schemes. The resulting in-production
quality assessments of micro-coil spring geometry
conformance can now be performed by non-skilled
operators. The technology provides an objective
means for product-quality assessment according
to industry standards. Previously, variations
among quality control personnel have made these
measurements unreliable, resulting in product
inconsistencies at the manufacturer and the end
user. The process for determining the pitch and
OD is now automated and can be performed at
the touch of a button after the initial setup of
the part in the machine. For information, contact
Forming Systems, SAS’s North American representative,
by phone at (269) 679-3557 or e-mail at
info@formsystemsinc.com.
Laser Alignment System
Pinpoint Laser Systems has introduced a
Microgage Laser Alignment System for use in manufacturing
plants and production facilities. The
52 SPRINGS July 2006
Microgage’s uses include
aligning CNC machine
tools, webs and rolls, and
shafts and drive assemblies.
It consists of a
compact laser transmitter
that forms a straight reference
line over 150 feet long. A small digital reader
picks up the laser beam, and a handheld display
shows the position of the reader within 0.0001 in.
(3 microns). It can be positioned to form a straight
reference line for checking machinery straightness,
runout and other parameters. A rotating laser base
swings the laser in a full circle, defining a precise
plane for checking. With different adapters, the
Microgage can attach to any machine. For information,
contact Pinpoint Laser Systems by phone at
(800) 757-5383 or Web site at www.pinlaser.com.
Inspection System
Dunkley International Inc. has introduced a
speeded-up version of its Cyprovision turnkey vision
inspection system for flat and dome washers, and
other fasteners. The system handles up to 3,000
units per minute (depending on size) in real time.
The fasteners are fed from a bowl to the Cyprovision
cameras for inspection. The bowl has adjustable
guides to accommodate various size units. Unacceptable
parts are sent down a separate chute, which
incorporates a sensor to verify that these parts have
been rejected. A tower light on the machine signals
a malfunction or that the system is out of parts to
inspect. For information, contact Ernest Kenneway,
Dunkley International Inc. by phone at (269) 343-
5583 or e-mail at ekenneway@dunkleyintl.com.
Microhardness Testing System
Newage Testing Instruments has introduced
a Multi-Specimen Microhardness Testing System
Model CAMS-MSO. The system handles up to six
mounted samples with a 1.25
in. diameter and up to 24 traverse
sequences in a single test
routine. A sample fixture, motorized
positioning tables, focusing
capabilities and software were
developed to provide the required
capabilities. The six-piece fixture is designed with a
quick-release mounting system and provides self-leveling
capability for the mounts. The optical encoders
enable a system that is not subject to error from
frictional wear on the screws. Another feature is the
focusing capability. Systems making measurements
over six samples need far more focusing range. For
information, contact Newage by phone at (800) 806-
3924 or Web site at www.hardnesstesters.com.

Cutting Fluids
ITW Rocol North America has developed Rustlik
Ultracut 370R and Ultracut 375R. These biostable
semi-synthetic cutting fluids enable manufacturing
plants to consolidate to one universal fluid. They are
available in a non-chlorinated version, Ultracut 370R
or a chlorinated version, Ultracut 375R. These cutting
fluids can be used for machining and grinding a
range of ferrous and non-ferrous metals. They offer
rust protection, corrosion protection, lubrication,
tolerance to contamination, biostability and longer
sump life than soluble-oil cutting fluids. For information,
contact ITW Rocol by phone at (800) 452-5823
or Web site at www.rocolnorthamerica.com.
Diecutting Rules
For the diemaking industry, Sandvik Materials
Technology has introduced a range of special
hard edge coated rules. Designated Sandvik Dieflex
Platinum and a slightly harder body version, Sandvik
DieHard Platinum, the rules have a hardness
of 4000-5000HV. Another key feature is a smooth
surface on the bevel, resulting in reduced friction
during the cutting process.
Sandvik Dieflex MircroCut has all the benefits of
Sandvik Dieflex rules but has a thinner edge bevel
and a double bevel profile, which is different from
standard cutting rules. This reduces cutting pressure
and increases rule life. For information, contact
Sandvik Materials Technology by phone at (800) 253-
2437 or Web site at www.smt.sandvik.com.
Tempered Steel
Blue Blade Steel has developed tempered steel
to provide consistency, bendability and pliability,
while preventing product failure due to deformation,
stress cracking and brittleness.
The hardening
and tempering
process enables
Blue Blade Steel to
selectively modify
the internal steel
structure to produce
material
with specialized
performance characteristics.
The pre-tempering process eliminates
heat treating, and the computer-controlled tempering
process provides material uniformity, consistency
and lot-to-lot repeatability.
The pre-tempered high-carbon and alloy strip
steel is offered in scaleless blue, polished blue,
polished bright and polished straw finishes. For information,
contact Blue Blade Steel by phone at (908)
272-2620 or Web site at www.bluebladesteel.com.
54 SPRINGS July 2006
CAD-to-Part Analysis
Faro Technologies
Inc. has introduced the
Faro PowerGage, a measurement
device with
CAD-to-part analysis
capability. This portable
measurement device
enables manufacturers
to verify that a part meets the CAD file’s specs to
within 0.0002 of an inch, right on the machine that’s
producing the part. It resembles a short, metallic
arm and runs on a version of Delcam’s PowerInspect.
For information, contact Faro by phone at (800) 736-
0234 or Web site at www.faro.com.
Dimensional Metrology Catalog
Mahr Federal Inc. has issued a catalog covering
the full range of the company’s dimensional metrology
products and systems. The free 490-page color
catalog provides complete specification and ordering
information on the company’s precision gages,
metrology systems, and repair, training and calibration
services. In addition, the catalog incorporates
information on surface, form, precision length and
multisensor CMM measurement. Products in this catalog
include: IP rated hand tools; CX2 family of height
gages; Micro-Dimensionair; bench and column gages;
form systems; surface systems; and precision length
systems. For information, contact Mahr by phone at
(800) 333-4243 or Web site at www.mahr.com.
Portable Spill Kit
New Pig Corp. has
introduced the Pig Portable
Spill Kit in a Tote Bag for
response to small, nonaggressive
spills of up to six
gallons. In addition to Pig
Mat and Pig Socks to absorb up to six gallons of most
spills, this kit includes personal protective equipment
to shield one spill responder, Pig Multi-Purpose
Repair Putty, and temporary disposal bags for used
absorbents. It also features internal and external
pockets for storing additional tools and supplies. For
information, contact New Pig Corp. by phone at (800)
468-4647 or Web site at www.newpig.com.
Saw Blade Catalog
DoAll Sawing Products has published a saw
blade catalog with illustrations and instructions to
help choose the right band saw for cutting almost
any material. Twenty-one types of blades in various
pitches, widths and materials are included. For
information, contact DoAll by phone at (847) 803-
7355 or Web site at www.doallsawing.com.

A
Admiral Steel
(800) 323-7055 / 50
Alloy Wire International
(866) 482-5569 / 18
C
Chicago Association of
Spring Manufacturers Inc.
(847) 433-1335 / 28, 29
E
Elgiloy Specialty Metals
(847) 695-1900 / 24
F
Forming Systems Inc.
(877) 727-3676
/ inside front cover
G
Gibbs Wire & Steel Co. Inc.
(800) 800-4422
/ inside back cover
Gibraltar
(847) 769-2099 / 15
H
Haldex Garphyttan
(888) 947-3778 / 40
I
Industrial Steel & Wire Co.
(800) 767-0408 / 5
Instron
(800) 726-8378 / 32
InterWire Products Inc.
(914) 273-6633 / 1
Sprung
J
JN Machinery Corporation
(630) 860-2646 / 39
Japan Society of Spring
Engineers
++81 3 3251 5235 / 31
K
Kiswire Trading Inc.
(201) 461-8895 / 53
L
Larson Systems
(877) 780-2131 / 25
M
Maguire Machinery
(609) 266-0200 / 36
The Mapes Piano String Co.
(423) 543-3195
/ outside back cover
Mount Joy Wire Corp.
(800) 321-1278 / 12
N
NIMSCO
(563) 391-0400 / 16, 34
Northeast Steel Corp.
(800) 822-1278 / 20
Norwalk Innovation
(800) 688-2645 / 14
P
Precision Steel Warehouse
(800) 323-0740 / 10
Proto Manufacturing Ltd.
(800) 965-8378 / 48
Pyromaître Inc.
(418) 831-2576 / 9
R
Radcliff Wire
(860) 583-1305 / 30
S
Shinko Machinery Co., Ltd.
++ 81 6 6794 6610 / 3
Simplex Rapid
(563) 391-0400 / 44
Spring Manufacturers
Institute
(630) 495-8588 / 43, 48
T
Tool King
(800) 338-1318 / 33
U
Ulbrich Stainless Steels &
Special Metals, Inc.
(800) 243-1676 / 23
V
Varland Metal Service
(513) 861-0555 / 17
Vulcan Spring &
Manufacturing Co.
(215) 721-1721 / 11
Y
The Yost Superior Co.
(937) 323-7591 / 6
SPRINGS July 2006 55

Thomas G. Armstrong
Duer / Carolina Coil Inc.
Nickname: Tom.
Occupation: CEO of Duer / Carolina Coil Inc. in Reidville, SC.
Birthplace: Ann Arbor, MI.
Current home: Spartanburg, SC.
Industry affiliations: Spring Manufacturers Institute
board of directors member and National Association of
Manufacturers president’s council member.
Family: Wife, Patty Armstrong; daughters, Lauren Garber
and Swell Armstrong; son-in-law, Phil Garber; and a grandson
on the way.
What I like most about being a springmaker:
I enjoy being able to tell people about the unique and
unusual places where some of the springs we manufacture
are actually used.
Favorite food: Anything grilled outdoors.
Favorite books: Historical fiction and spy novels.
Favorite songs: “Radar Love,” by Golden Earring; and
“Love Shack,” by the B52s.
Hobbies: Golf and sailing.
Favorite places: Any tropical island.
Best times of my life: Today and tomorrow.
A great evening to me is: Dinner and a movie.
The one thing I can’t stand is: Smoking.
My most outstanding qualities are: Truthfulness and
the ability to see the world from another’s perspective.
I knew I was an “adult” when: I overheard a teenager in a music store ask her friend, “Did you
know Paul McCartney was in a group before Wings?”
If I weren’t working at Duer / Carolina Coil Inc., I would like to: Be an 18th century sea captain.
The most difficult business decision I ever had to make was: To fire a friend.
I wonder what would have happened if: We had continued to travel into space beyond the moon.
Role models: Both of my grandfathers.
I would like to be remembered in the spring industry for: Making really big springs.
But people will probably remember me for: Pushing hard for unwanted but necessary change.
56 SPRINGS July 2006