Volume 7 - Made in SC Magazine

A PUBLICATION OF THE SOUTH CAROLINA MANUFACTURERS ALLIANCE • MADEINSC.ORG • NOVEMBER 2011

Successful business expansion plans are all about connecting the dots. As the nation’s largest publicly owned generator of electricity, Santee Cooper can provide you access to all of the power and the resources of South Carolina’s Power Team. Composed of Santee Cooper and all 20 of the state’s electric cooperatives, the Power Team is dedicated to building strategic relationships with smart, forward-thinking businesses that are looking to expand within the state. We back this commitment by delivering quality service and reliable power at some of the lowest rates in the nation.

Get connected in South Carolina. Visit www.scprimesite.com/MA11.

South Carolina St yleBusiness Connections

santee_scecde_4862_7 dp_misc 8.5X12.indd 1 3/22/11 1:54 PM

From the PresidentLewis Gossett Refl ects on the Life of Mr. Roger Milliken

2

Irmo GreenSelect Comfort Goes Landfi ll-Free

20

An Icon of the IndustrySCMA Honors the Life of Mr. Roger Milliken

10

Dig DeepThe Port of Charleston Moves Forward with Capital Projects and Harbor Deepening

6

Member NewsThe Latest News AboutSCMA Members Acrossthe State.

4

Tomorrow’s TechnologySCRA Is Bringing Tomorrow's Technology to Today's Manufacturer

24

Work SafelyOr Not At AllNucor-Berkeley Earns VPP Star Status

30

SCMA CalendarUpcoming SCMA Events& Next Issue Preview.

32

Executive EditorLewis F. [email protected] Editor James A. [email protected] DirectorWill [email protected]/LayoutGenesis Creativewww.gencreative.comContributing Writers Bill MahoneyRon McCoyJim NewsomeAdvertising(803) 799-9695 James A. [email protected] O� ce1340 Bull StreetColumbia, SC 29201phone (803) 799-9695fax (803) 771-8738www.madeinsc.orgCopyright ©2011 SCMA. All rights reserved. Reproduction in whole or in part without the permission of the SCMA is prohibited.

Printed in South Carolina.

When you have finished with this magazine please recycle it.

© S

hutt

erst

ock

2 • Made in SC www.madeinsc.org

phot

ogra

phy

by R

enee

Ittn

er-M

cMan

us

Mr. Milliken’s impact was so profound that many people across the State spoke, and still speak, as if they knew him very well. He had that kind of effect on people. You would have a conversation with him, and his focus on you and your discussion would be so intense that you imagined a great relationship and a true connection. My impression of him was that when he was engaged in a conversation, or anything for that matter, he had no distractions. That was just one of the many qualities that made him the leader he was. People understood his energy and his ideas, and they ran with him to meet his goals – goals that became theirs as well.

I had the great privilege of meeting and talking with Mr. Milliken on a number of occasions, no more than a dozen or so, but each quite memorable. In fact, he called me on the phone a few times, and practically each time, I found myself sitting up straight in my chair and arranging my cluttered desk – as if he could see me through the phone lines and across the State. The subject matters were current and relevant – trade, manufacturing, tax policy, the health and safety of his associates. Always blown away at first that I was actually talking to Mr. Milliken, I quickly forgot the feeling of awe as he moved into the subject of the call or meeting.

We write about it in the article, but to truly understand his commitment to the health and safety of his associates, you had to hear Mr. Milliken talk about safety at Milliken & Company. He made his company one of the industry leaders in workplace safety and health, and he set

benchmarks that many, many companies have tried to reach. To his everlasting credit, many of those companies have reached those levels because he was willing to send his world class safety experts to mentor them in their efforts.

As I alluded to at the beginning of this letter, our place is not really to offer commentary. You don’t need us to tell you what Mr. Milliken meant to manufacturing and to South Carolina. Read his story – here and in other places. We are certain that story will be enough to inspire your own commentary, your own conclusions about his time on this Earth. Mr. Milliken’s story speaks for itself.

Lewis F. GossettPresident & CEO

South Carolina Manufacturers [email protected]

From the President

This issue contains an outstanding article telling, in a very small way, the impact of Mr. Milliken on manufacturing in South Carolina. We are certainly proud of the article, but we recognize that we can never adequately describe or pay tribute to this man’s contributions

to the world in which he lived. We, therefore, offer to you a brief part of his story – an effort to simply describe his activities, his interests, his passions, and his results.

© P

hoto

s co

urte

sy o

f Mill

iken

& C

ompa

ny


Premo and McSharry Named in Members of the Liberty Fellowship Class of 2013

Jason Premo, CEO and Co-owner of Adex Machining Technologies , and Brian McSharry, COO and Founder of Sage Automotive Interiors, Inc., have been named members of the Liberty Fellowship Class of 2013.

The Liberty Fellowship is a statewide leadership initiative that fosters value-based approaches among leaders between the ages of 30-45 to diverse perspectives, critical thinking, and intellectual and personal development through an intense two-year program.

JW Aluminum Collect School SuppliesThe Berkeley County School District’s inaugural “Stuff the Bus Berkeley” campaign collected more than 13,000 items of school supplies valued at more than $18,000. JW Aluminum employees collected over 2,000 items for area students and teachers.

PurePower Technologies Hosts European Parliament MembersParliament Members of the European People’s Party recently toured the PurePower Technologies facility in Blythewood. Joined by Commerce Secretary Bobby Hitt, the Parliament members and PurePower Technologies staff discussed trade and international policies in an effort to further economic opportunities between the South Carolina and European countries.

DeWitt Named One of Greenville’s Best & Brightest 35 and Under

Jennifer DeWitt, Director of Industrial & Regional Councils for the SCMA, has been named one Greenville’s Best & Brightest – 35 and Under by Greenville Business Magazine. This award honors local, young professionals who have been identified by the community through a nomination process as Greenville County's future leaders.

Johnson Appointed Chair of WIBGovernor Nikki Haley recently appointed Michael Johnson, chief executive officer of Cox Industries Inc., chair of the 31-member State Workforce Investment Board. The board oversees federally funded job training programs at more than 50 S.C. Works Centers.

Sonoco Develops Protection System for Shipping Bottles, Cans

Hartsville-based Sonoco has developed a new system to protect bottles and cans during shipment. The FirmaCap pallet cap fits tightly over loaded pallets and securely holds products in place during shipping and warehousing. Made from recycled materials, Firma brand pallets were developed to offer the packaging

marketplace an environmentally sustainable and sanitary alternative to conventional pallets.

Manufacturing Sector Growing in SCSouth Carolina's employment numbers show the manufacturing sector's resilience. Manufacturing grew by 800 jobs in August and 11,000 over the past year. In 2010, South Carolina's overall manufacturing employment grew for the first time in 13 years for a net gain of 3,300 jobs, according to the US Bureau of Labor Statistics.

Recent Expansion & Investment Announcements:• Bridgestone Americas - $1.2 billion, more than 850 jobs,

Aiken County

• Coastal Corrugated, Inc. - $1.5 million, 26 jobs, Berkeley County

• Tire International - $25 million, 150 jobs, Berkeley County

• Draexlmaier Automotive of America LLC - $22.5 million, 150 new jobs, Spartanburg County

• Elliott Sawmilling Company, Inc. - $800,000, 15 new jobs, Hampton County

Member NewsThe South Carolina Manufacturers Alliance

www.madeinsc.org 5 November 2011 •

What Does Certifi ed Business Ready®

Mean for Your Company?

Certifi ed Industrial Sites. Certifi ed Incentives.

Certifi ed Workforce. Certifi ed Assistance.

Certifi ed Business Ready® for your Project.

Learn more about our Certifi ed Business Ready® program at SouthernCarolina.org.

Certifi ed Industrial Sites. Certifi ed Incentives.

Certifi ed Workforce. Certifi ed Assistance.

South Carolina’s Certifi ed Business Ready RegionSouthernCarolina.org · 803.541.0023 · [email protected]


© P

hoto

cou

rtes

y Ch

arle

ston

Por

t Aut

horit

y


A DEEPER HARBOR IS ESSENTIAL to serve the needs of international shipping, which continues to trend toward bigger ships. Today Charleston handles these big ships with the help of the tides, with ships drawing up to 48 feet of water navigating through the harbor during high tide. Each week, four post-Panamax ships – three of which are capable of carrying in excess of 8,000 20-foot shipping containers (TEUs)– call at Charleston’s docks.

While ships of this scale already are finding their way to the U.S. East Coast, deep channels will become even more invaluable as the shipping industry zeroes in on August 15, 2014. On that date, the multi-billion-dollar expansion of the locks of the Panama Canal will open for business, which will allow for the first time ships larger than 4,800 TEUs to transit through the canal direct to the East Coast. In the meantime, we expect big ship traffic to accelerate as the

carriers decide where to position their assets to continue to serve their shipper clients.

The container lines’ order book reflects the big ship trend. Of the container ship capacity currently on order, more than 80% is on ships too large for today’s Panama Canal.

Recently Maersk, the largest global carrier, placed an order for 10 “Triple- E” class container ships, billed as the “largest, most effi-cient ships ever” according to a news report. One Triple-E ship has a capacity of 18,000 TEUs. Additional information on these vessels may be found at, appropriately enough, www.worldslargestship.com.

Why the trend for bigger ships? For the ocean carrier, it’s a matter of economics. Each extra foot of water equals the ability to hold ap-proximately 100 additional loaded containers on board. This ability

Progress toward a deeper Charleston Harbor recently made a major leap forward when the U.S. Army Corps of Engineers included $150,000 to initiate the next step in the port’s harbor deepening project in the remainder of its fiscal year 2011 work plan. This important milestone means that work on this vital infrastructure project is not delayed, but there are still many more steps ahead of us to see the project through.

Port of Charleston Readies to Dig Deep, Moves Forward with Major Capital Projects

By Jim Newsome

© S

hutt

erst

ock


© P

hoto

s co

urte

sy C

harle

ston

Por

t Aut

horit

y

to maximize loaded capacity translates into millions of dollars of potential profi t for the carrier. And exports, which are typically heavier, rely on having deep water.

For shippers – both here and abroad – bringing bigger ships through the Panama Canal in the near future also has major cost-saving benefi ts. All-water routes mean lower overall transportation costs by drastically reducing the most expensive part in the sup-ply chain: the inland transportation cost incurred by transporting goods from the West Coast by rail and truck.

To prepare for the next wave of trade, the Port of Charleston has commenced its next harbor deepening project.

Th e U.S. Army Corps of Engineers, the federal body in charge of these projects, completed its reconnaissance study of a post-45 foot harbor project last summer. Th eir fi ndings determined not only that there is a federal interest in a deeper Charleston Harbor, but also that it was most likely the cheapest harbor in the region to deepen to 50 feet.

When compared to other ports in the region, Charleston will require signifi cantly less widening, off shore channel extensions, and ongoing maintenance to achieve a deeper draft project. Sim-ply put, Charleston’s project off ers the best return on investment for our valuable federal dollars.

Th ese projects are cost-shared between the federal govern-ment and the local sponsor. With the funding designated by the Corps this year to initiate the feasibility study this year, the Ports Authority stands ready to contribute its share of half of the cost. Fea-sibility offi cially commenced this summer, following the signing of a cost-sharing agreement between the Ports Authority and the Corps. However, the project still needs funding for fi scal year 2012 and in subsequent budget cycles, which will require the long-term commitment of support from our allies. Th e manufactur-ing community’s endorsement of Charleston Harbor Deepening has been very encouraging.

Meanwhile, the Ports Authority is also moving forward with other major plans, including a 10-year, $1.3-billion capital plan for both new and existing facilities in the Port of Charleston, representing a major investment in our dockside infrastructure.

Th ank you for your continued support of our state’s publicport system – both as customers and as advocates – as we grow to serve your needs and drive economic opportunity to South Carolina.

+++

Jim Newsome is president and CEO of the South Carolina State Ports Authority, based in Charleston.

engineers scientists planners

717 Lady St. Suite E Columbia, SC 29201www.fando.com

Environmental Permitting

Assessment & Remediation

Solid Waste

Environmental Compliance

Phase I and Phase IIEnvironmental Assessments

Infrastructure Design

Storm Water Management

Total Productive Maintenance

Air Quality Consulting

Contact:Blake Burgess

[email protected] or 803.376.6034 x 6119

DUNS: 045109659CAGE/NCAGE: 06YB4

NAICS Codes: 541330, 541340, 541370, 541511, 541620, 541712, 561210, 562910

Simply put, Charleston's project off ers the best return on investment

for our valuable federal dollars.

795_SCAlliance_0830PR.indd 1 8/30/10 4:02 PM

© P

hoto

cou

rtes

y of

Mill

iken

& C

ompa

ny

ROGER MILLIKEN: An Icon of Industry

1915-2010


After graduAting from YAle in 1937, Milliken began work at the New York office of Mercantile Stores, where his family had an ownership stake. Although his grandfather, Seth Milliken, was a co-founder of Deering Milliken., Roger Milliken entered the business world as a “follow-up boy,” where his primary duty was visiting suppliers and making sure that suits and coats were delivered.

Ten years later, in 1947, Milliken had obtained the stewardship of three Maine woolen mills and became president of Deering Milliken when his father died. The next year, he married Justine (Nita) Van Rensselaer Hooper in 1948, who was working in the research department of the Metropolitan Museum of Art.

In 1954, Milliken made the decision to move his family to Spartanburg, South Carolina. During his years in the state, he expanded the size and influence of Milliken & Company, turning it into a model of innovation and dedication to quality. He also played a large role outside of business, making a great impact on a national and local level.

Better is the enemy of bestfounded in 1865 in PortlAnd, Maine, as Deering Milliken, the company was originally a general store and textile mill sales agent, the result of a partnership between Seth Milliken and

William Deering. When Roger Milliken became president in 1947, he began an era marked by increased expansion and innovation. Early on, he shifted the company away from commission selling and toward manufacturing, constructing eight new mills between 1940 and 1953. By 1956, Deering Milliken employed 19,000 people and was the third-largest textile company in the United States.

One of the keys to the company’s successful growth was Milliken’s emphasis on improvement. Motivated by the mantra, “Good is the enemy of better; better is the enemy of best,” Milliken introduced the Deering Milliken Research Trust in 1945. After thirteen years, it was renamed the Milliken Research Corporation and moved to Spartanburg. The research corporation became one of the most productive research organizations in the world, eventually originating 2,300 patents in the US alone and producing breakthrough products such as VISA® fabrics, a stain-resistant fabric finish used on clothing and tablecloths, and Millitron®, a carpet-dying technology. Milliken Research also developed innovations that affect the daily life of millions of Americans — from the colorants that make children's markers washable; additives for polypropylene plastics that provides revolutionary clarity for use in housewares, packaging, and bottles; technical fabrics with advanced performance characteristics; to the Tegris® material - a fully recyclable thermoplastic composite engineered for applications that require high impact, light weight, and high stiffness.

oger Milliken began his life far away from South Carolina, in New York, but it would be the Palmetto State where he would make contributions that would benefit generations of his fellow citizens. Born on October 24, 1915, Milliken was the son of Gerrish and Agnes

Gayley Milliken. He attended Groton School, a five-year preparatory academy in Massachusetts, before attending Yale University. His Bachelor of Arts degree in French history may have seemed somewhat incongruous for a future industrial giant, but it reflected an intense and lasting focus on patterns of change and influence, two key themes of his role as a leader in the business world.


“If a company cares about its people and their future,

then those people will do their work with enthusiasm.”

© P

hoto

cou

rtes

y of

Mill

iken

& C

ompa

ny


He not only recognized the importance of innovative products, but he also prioritized the practice of consistently reviewing business practices. Even as the company grew, Milliken meticulously looked for ways to increase efficiency and effectiveness, restructuring inventory and management in the 1960s. A study he commissioned on inventory size and profits found an inverse relationship between the two, and, in response, Milliken restructured his inventory practices in order to be able to more tightly control the rate of production. As a result, a process of manufacturing and delivery that used to take six weeks then took a mere five days.

In addition to altering the company’s methods of production, Milliken recognized the need for improvement on the management level. In 1976, the company officially became “Milliken & Company,” dropping the name of founder Seth Milliken’s initial business partner. Milliken continued to restructure management within the newly-named Milliken & Company into the early 1980s, when he adopted the Total Quality Management (TQM) system espoused by Philip Crosby. The program created teams of employees—called “associates” at Milliken & Company—that operated with relative autonomy. This independence allowed teams to be self-regulated and self-directed, giving associates direct input in setting and accomplishing goals. The new structure led to what was termed the “Milliken Quality Process,” and by 1984, the company had increased the quality of its services and simultaneously reduced its costs.

If quality is to be, it’s up to meWhile the 1980s ushered in A Period of difficulty for manufacturing throughout the United States as companies increasingly moved production overseas, Milliken remained dedicated to producing products in America. As part of his revisions within management, he placed greater emphasis on his workforce, refusing to sacrifice his employees’ wellbeing for the sake of a higher profit. Milliken saw workers as the key to company success: “We believe that what makes a company successful are all of its people, not just management.”

The beginning of 1995 gave Milliken the opportunity to display the true meaning of his words. On January 31, a fire destroyed the Live Oak Carpet plant in LaGrange, GA. Milliken immediately flew down to the facility to address its 680 associates on the day following the fire. The plant would not close permanently, he told them. Instead, the Live Oak plant would be rebuilt and in the meantime, “everything humanly possible” would be done to keep them employed. Milliken created 30 teams to handle issues ranging from reconstruction to human resources to customer service, and he ordered computers and supporting technology, reportedly valued in the millions, to plan the plant's reconstruction. Sticking to his word, he shuffled associates to various plants in the United States and England. For the associates overseas, he funded meals and used company television conferencing equipment to provide phone calls to family back home. With the exception of 30 people who chose other options, Milliken found jobs for all of the Live Oak associates. Milliken’s strategic planning and commitment

“We believe that what makes a company successful are all of its people, not just management.”

to his workers continues to be a case study in crisis management. Above all, it demonstrated Milliken’s belief in the connection between a company’s treatment of its workforce and the quality of its production: “If a company cares about its people and their future, then those people will do their work with enthusiasm.”

This affirmation of the contributions of workers within the company led Milliken to provide opportunities for further education for Milliken & Company associates. Milliken University, located on the company's corporate campus, has 15 dedicated classrooms devoted to maintaining the highest level of job skills and the goal of a well-educated workforce. Recognized around the world for the quality of its corporate education, Milliken University was ranked among the Top 20 Corporate Universities in the United States by London’s Financial Times.

Milliken’s business practices reflected his high regard for the input of each associate. At the company’s headquarters in Spartanburg, he eliminated expensive executive offices and arranged the workspace with open cubicles and desks, designed to encourage collaboration and open communication. Associates are greeted by quotes on the walls, including the reminder that, “If quality is to be, it’s up to me.” Milliken placed great emphasis on the safety of associates, and made it company policy that any individual could halt production for a quality or safety problem. His dedication to safety brought in multiple awards, and all Milliken & Company plants have been included in the Occupational Safety and Health Administration's Voluntary Protection Program (VPP), which recognizes employers who lead the fight against injury and illness.

In addition to his prioritization of associates, Milliken took the lead in promoting sustainable business practices long before “sustainability” or “green business” were even recognized buzz words. In November of 1990, he laid out a comprehensive environmental policy for the company that focused on responsible operations and decreased waste. Milliken stated his commitment to managing Milliken &

Company plants and facilities by, “operating in a manner that protects the quality of our environment and the health and safety of our associates and the public.” He set the goal of zero waste as a guide for manufacturing operations, development of new products, and interactions with suppliers and customers. Since 1991, the company has reduced its rate of water usage by over 50 percent. Currently, Mil-liken & Company recycles 99.98 percent of its waste, diverting it away from landfills to places where it can be reused or converted to energy.

Milliken’s environmental policies stemmed, in large part, from his love of trees. He transformed the company’s corporate headquarters


Powerful solutions for powerful businesses.

www.duke-energy.com

Businesses depend on Duke Energy for our reliable service and technical

support to help manage their energy use. Duke Energy’s rates in South Carolina

are competitive in the southeast and well below the national average.

Our award-winning site selection services are also available to help our

business customers gain a competitive edge – and have a positive impact on

our communities.


into a 600-acre arboretum with walkways, fountains, and over 6,000 trees. Milliken’s environmental stewardship was just one of the reasons why his company was chosen as one of the “World’s Most Ethical Companies” by Ethisphere magazine in 2007, 2008, 2009, 2010, and 2011.

Milliken’s dedication to quality, innovation, and ethical business practices marked him as an exceptional employer and visionary leader. In 2000, he was inducted into the National Business Hall of Fame, and in 2001, he was an inaugural inductee in the American Textile Hall of Fame, in recognition of his contributions to the textile industry. Milliken & Company remains a leader internationally in development and quality that includes advanced materials, chemical components, carpets, and performance textiles.

Crafted with Pride in the U.S.A.With the AbilitY to foresee chAnge and plan for the future, Milliken extended his activity to the political sphere. He spent many years speaking on behalf of American manufacturing, working in particular to support fair trade and lowering the U.S. trade deficit.

After nearly three decades in the manufacturing industry, Milliken watched as increasingly unfair trade policies led to the loss of American jobs to overseas production, creating difficulty for manufacturers who remained in the United States. Milliken refused to sit in silence. He began speaking out in favor of fair trade policies, recommending the U.S. limit the growth rate of imports to the growth rate of the U.S. market.

In 1983, he spearheaded in the development of the Crafted with Pride in the U.S.A. Council. The textile industry at that time employed 2.3 million and had seen 350,000 jobs lost in a matter of four years. The council was started after a federal law passed requiring that apparel and home furnishings manufacturers list the country of origin on an item’s label. Milliken and his fellow council members pledged a total of $40 million for a three-year campaign to capture the American consumer’s attention. “Crafted with Pride in the U.S.A.” became the slogan of advertisements for everything from sweaters to beer. The Crafted with Pride Council garnered the

support of names like Bob Hope, Diahann Carroll, Don Johnson, Sally Struthers, Carol Channing, Cathy Lee Crosby, O. J. Simpson, Linda Carter and Sammy Davis Jr., and in 1988, Miss America wore all American-made items.

Milliken went on to found the American Manufacturing Trade Action Coalition in 2001, continuing his efforts to protect American industry. The Coalition’s stated goals included defeating expanded presidential trade power, bolstering enforcement against illegal shipments, and cutting the trade deficit by opening foreign markets to more American goods.

The Da Vinci of SpartanburgWhile his investment in the manufacturing industry led Milliken to take an active role on the nation level, his generosity and foresight extended into his involvement closer to home in the Spartanburg area.

When Walter Brown and Alester Furman, Jr. approached Milliken to develop plans for a Greenville-Spartanburg area airport, they began a project that would span nearly half a century. Although he professed to know nothing about aviation and had a dislike of flying, Milliken threw himself into the project, bringing the same commitment to quality that had made him so successful in business. Under his leadership, the airport was completed in a record 15.5 months. He paid detailed attention to the airport’s placement and design: "In everything we did," he said, "we took a 50- to 100-year look at what would happen." This long-term planning paid off; the Greenville-Spartanburg International Airport is a key gateway to the region and led many companies, including BMW Manufacturing Co., to establish operations in the area. Milliken served as the only chairman of the airport commission for over 45 years, and in 2004, the airfield was renamed in his honor.

Milliken’s other contributions to the Spartanburg area were not so visible as the GSP Airport, but their impact was certainly felt. He founded two organizations—the Milliken Foundation and Romill. Charitable contributions totaling in the millions of dollars flowed to multiple organizations over the years. Many of the gifts come with a challenge attached, requiring that organizations bring in a certain level of small donations before the Milliken funds took effect. Spartanburg residents credit this aspect of Milliken’s charity work with encouraging generosity within the community at large. Rick Webel, a renowned landscape architect from Long Island, N.Y., highlighted Milliken’s ability to develop cooperation within a community: “That’s the magic of Milliken. He inspires others to reach further and higher to get to a higher level of excellence.”

Throughout his life, Milliken had a sincere focus on education. As a parent concerned about the quality of his children’s education, he helped to found Spartanburg Day School in 1957. He demanded high levels of excellence from the school for the benefit of its students, particularly by having fewer students in each classroom to guarantee individual attention for each pupil.

Milliken took a particular interest in supporting two colleges in the area, Wofford College and Converse College. He served on the board of Wofford College for nearly 50 years, and his wife, Nita, was vice chairman of the Converse College’s board of trustees. He encouraged both schools to develop in ways that would foster excellence among students. During the racial tensions of the 1960s, he vowed


HD Video Editing + 3D Animation for technical visualization of product features.

Studios ideal for creating video demos, commercials, and web content.

Genesis Media Specialists bring technical skill and experience to every project.

make your marketing as cutting-edgeas your manufacturing.

Web, HD, film, trade show or print - Genesis Studios has the

tools you need to influence businesses and consumers,

international and local, to purchase your Made in South

Carolina products. Work with the Genesis Studios media

specialists to raise your current communications to a

new level of professionalism or partner with the Genesis

Creative Team to develop goal-oriented marketing for

your company from concept to completion - all under

one big state-of-the-art roof. Visit our web site today

to schedule a tour of South Carolina’s premier media

production facility and discover how to make your

marketing as cutting-edge as your manufacturing.

genesisstudiossc.com

“That’s the magic of Milliken. He inspires others to reach further and higher to get to a higher level of excellence.”

© P

hoto

cou

rtes

y of

Mill

iken

& C

ompa

ny


The UltimateDriving Machine®

BMW Manufacturing Co.

bmwusfactory.com

BMW EfficientDynamicsLess emissions. More driving pleasure.

to support Wofford financially when it became the first private school in the state to accept an African-American student. Wofford president Bernie Dunlap likened Milliken to Leonardo da Vinci for his creative genius and commitment to principles that will continue to shape the college even without his continued input. Under his guidance and with his support, Wofford began a Faculty Development Seminars Abroad program, started a Summer Leadership Institute for high school students, and created the Wofford College Arboretum. The Millikens’ support for Converse College was marked by investments in their arts programs. In 1971, they donated $2 million to Converse for the purpose of constructing a building to house the school's arts program, and in 2001, the Millikens came to the college's aid and donated $4.5 million to build a 14,000-square-foot addition to the building. Over the years, the Millikens brought numerous arts shows to the college and established an arts scholarship program that benefits 40 students each year.

Some of the most visible results of Milliken’s presence in Spartanburg are the trees he helped to plant. For many years, Milliken retained a brain-trust of the nation’s leading experts on trees and landscaping. With their input, he started the Noble Tree Foundation to provide stimulus for tree planting and landscaping initiatives that positively impact Spartanburg and Upstate South Carolina. Dr. Mike Dirr, one of Milliken’s “tree experts” and a University of Georgia tree authority, once commented that a tree “is something you plant for the future and not for yourself.” He could have easily have been speaking of any of Roger Milliken’s numerous projects. The foresight and inspiration that drove Milliken to plant thousands of trees are the same qualities that enabled him to build a company distinguished by incredible innovation, the quality of its products, and the treatment of its employees.

From his involvement in Spartanburg to his influence on Capitol Hill, Roger Milliken left indelible marks of ingenuity and excellence. He wasn’t a once in a lifetime figure. Rather, he was a once in a century man. South Carolina is a better place, and generations of South Carolinians have more enriched lives because he walked this way.

+++


© P

hoto

grap

hy b

y Ja

mes

Ric

hter

Today, as The manuFacTurer oF sLeep number beds and mattresses that are distributed in more than 20 states, I’m proud to say that our facility no longer sends any waste to landfills.

In April 2008, I watched a History Channel program on environmen-tal stewardship and decided it was time for our facility to go green. The next day, I called a meeting of all Select Comfort Irmo Plant employees and told them two things: our plant was going to become a green business, and I needed their help to make it happen. What started out as an idea inspired simply by a television show, became a multi-year project that engaged all Select Comfort employees with the end goal to become better stewards to our community.

How We Accomplished “Zero”Our initiative became known as “Irmo Green.” We used the initial weeks to define the plant’s waste stream and brainstorm ideas on how to reduce waste. We found that the waste stream added up to 600 tons per year (approximately 4000-6000 lbs. per work day), with a staggering cost of $7,000 per month just to remove to a landfill. From that starting point, we reached a series of three breakthroughs on our road to Irmo Green.

Our first breakthrough came in June 2008, when we installed a bailer to recycle the sewing offal generated from our quilting and serging processes. The offal bailed during those shifts is now sold back to our foam and fiber supplier, the Carpenter Company, where it is processed into carpet filler. Recycling our offal reduced our waste stream by 883,000 pounds, 73 percent of our original levels.

July 2008, brought breakthrough number two. We partnered with Carolina Waste Solutions of Darlington, South Carolina, and installed a second bailer. We pay a grand total of $1 per year to rent the bailer and sell the bailed cardboard, plastic, and office paper back to Carolina Waste Solutions. By recycling all of our cardboard, plastic, and office paper, we reduced the waste stream by 254,000 pounds, an additional 20 percent off of our initial 600 tons. With 93 percent of our waste stream being recycled, the $7000 per month cost of waste stream

removal shrunk, giving us $3000 in our pocket each month, a $10,000 per month cash flow turnaround. The two compactors we used to rent for the purpose of sending daily loads of waste to a landfill had nearly nothing to fill them. In September 2008, we removed one compactor, finding that it now took 4 to 6 months to fill a single compactor.

We combined these changes in recycling our waste with initiatives to save energy consumption, making conservation a significant part of Irmo Green. We implemented energy conservation processes that reduced our energy consumption by 20 percent. To insure that all of our new recycling and energy conservation processes were followed, we maintained a score card on recycling and energy conservation, which I reviewed every month.

On October 6, 2008, I spoke again to the Select Comfort plant employees. I presented the project mascot, “The Frog of Prosperity,”

The Select Comfort manufacturing facility in Irmo, South Carolina was one of the local landfill’s best customer, hauling two truckloads “slam-packed full” of trash daily – at least it used to be.

By Ron McCoy

Focus on Environmental Stewardship

Select Comfort was sending 600 tons of waste to landfills per year - they now send zero.


April2008

600

159

326 0

June2008

July2008

April2010

April2011

Tons of Waste

to Landfill

to all of the employees in recognition of their hard work and dedication to become a green business and protecting the environment. Aft er describing how far we had come, I reminded them that Irmo Green is a on-going journey - we still had 7 percent of the waste stream going to the landfi ll.

We continued to streamline our new recycling and conservation processes in 2009, and in April 2010, breakthrough number three occurred. We partnered with Nancy Ogburn and her recycle company, Tomato Palms. She recycles small items like drink bott les, cans, batt eries, wire, and so on. Th at May, we converted all our cleaning supplies to green supplies. In addition, Carolina Waste Solutions found a way to recycle plastic banding and label paper. Our waste stream fell another 6 percent and our remaining trash compactor was replaced by an eight-yard dumpster that took us 2 weeks to fi ll. Our savings equaled an additional $7,500 per year.

Despite our tremendous advances over the past three years, we always remember that Irmo Green is a continuing journey. In December 2010, I att ended a Landfi ll Free Conference con-ducted by Freightliner in Gaff ney, South Carolina, which became a landfi ll-free manufacturing facility in 2009. Freightliner’s story about how they implemented programs and policies to lead to the end goal to reach a landfi ll-free status showcased the fact that eff orts like this cannot be achieved without complete buy-in from employees – it was a true team eff ort.

On April 1, 2011, we followed the lead Freightliner and now send zero waste to the landfi ll. Th anks to the eff orts and contributions of the people of the Select Comfort Irmo Plant, the Irmo Green project successfully reduced our waste and energy consumption.

+++

Ron McCoy is the General Manager of Select Comfort in Irmo, South Carolina

Irmo, SC

The hallmark of the South Carolina Manufacturers Alliance’s conferences is that they are informative and cost-eff ective. Manufacturers must make tough choices about where to spend limited dollars. As a result, the SCMA ensures that the programs and speakers at our conferences bring att endees information they can take back to their facilities that will lead to improved, more effi cient operations.

January 23-24 • Texti le Summit & Winter Membership Meeti ngTh e Hilton, Columbia

February 7-8 • Environmental Conference and Hazardous Waste Training Embassy Suites, Greenville

February 15-17 • South Carolina Automoti ve Summit Embassy Suites & CU-ICAR, Greenville

March 6-8 • Workforce Protecti on Conference & Plant Safety Awards CeremonyTh e Marriott , Spartanburg

March 22 • Defender of Manufacturing DinnerTh e Westin Poinsett , Greenville

May 1-3 • Manufacturing Managers Annual Meeti ng Th e Marriott , Hilton Head Island

May 2-4 • SCMA Annual Meeti ng Th e Marriott , Hilton Head Island

MARK YOUR CALENDARS2012 SCMA Events

For additi onal informati on, including sponsorship opportuniti es, please visit www.myscma.com


Delivers

for South Carolina ManufacturersSince 1974, O’Neal has focused on delivering planning, design, and construction for manufacturers in the state of South Carolina. With our headquarters in Greenville, South Carolina, we understand the needs of manufacturers in our state. O’Neal is an employee-owned company -- we are South Carolina residents serving South Carolina companies. Our success is directly tied to your success.

What can O’Neal deliver for you?

www.ONEALDELIVERS.com

O’Neal, Inc.10 Falcon Crest DriveGreenville, SC 29607

864.298.2000

Select SCProjects:

BASFBlacksburg, SC

NURRCSpartanburg, SC

SPF USAGreenwood, SC

LubrizolSpartanburg, SC

Considering a capital project? Contact us!


AT SCRA, WE HAVE SPENT OVER 27 YEARS fulfilling our mission to develop and subsequently implement new technologies in real-world settings; bringing both economic and societal benefits to South Carolina. These technologies have ranged from building better ships at lower costs, to identifying smarter materials with better performance to solving complex problems our military faces in getting weapons reset effectively.

In 1983, the state of South Carolina realized the economic advantage that technology development was bringing to the Research Triangle Park area of North Carolina. In an effort to develop some of these same outputs in our state, the State Legislature formed the South Carolina Research Authority.

Structured as a non-stock, tax-exempt organization, SCRA was given a one time grant of $500,000 and 1,400 acres of land to build an innovative, applied research, and development sector to further and contribute to South Carolina’s economy. The vision was for SCRA to serve as a catalyst for new technology development and implementation.

Today, this “Knowledge Economy” represents over 15,000 high paying, technology-related jobs, and more than $13 billion in economic output for the state of South Carolina. Leading over 100 national and international programs worth over $1.4B in contract value, many of the technologies developed by SCRA teams also represents significant advancements for manufacturing.

Bringing Tomorrow’s Technology to Today’s

Manufacturer

I always find it interesting how quickly we can adopt new things; like new inventory software, or the latest assembly processes. Sure, when the newest trend first hits the market there is always a mixture of excitement, critical review, and (let’s be honest) even some whining at times. Inevitably though, the best technologies come forward, and before long we are utilizing these new processes and products as the normal, everyday accepted way of life:

increasing efficiencies, improving production margins, and impressing ourselves with newly-found capabilities.

Rapid Application of New Technologies

By Bill Mahoney, CEO of SCRA

Focus on Innovation


ATISCRA supports technology development through a number of programs and collaborations. Advanced Technology International, or ATI (a subsidiary of SCRA), delivers technology-based solutions to complex challenges - primarily for Federal agencies and over two hundred corporations around the world. ATI uses a consortium model to ensure rapid technology development. A number of successful manufacturing outcomes have emerged through this program.

Of particular interest is the unique depth and breadth of the ATI program portfolio. ATI-led programs cover every aspect of the Advanced Manufacturing Enterprise- from preproduction supply chain risk assessment; to manufacturing, deployment and maintenance; to product phase-out and recycling. ATI is able to blend streams of public and private R&D funding to efficiently develop and deploy new technologies that offer remarkable returns.

An example of the returns that manufacturing technologies can offer is demonstrated through the ATI-led National Shipbuilding Research Program (NSRP). A remote climbing robot for automated welding resulted in cost savings of 50-70% per weld job with a substantial reduction in set-up and in-process time. Extended lean enterprise concepts have saved $450,000 for consumables alone at one shipyard and improved productivity by more than 20% in 36 months. Low pultruded composite materials and joining techniques reduced weight, improved fuel economy, and increased ships’ life spans. The use of pultruded panels reduced costs by 35-40% and labor by more than 40%.

ATI also leads a metals program that brings together a network of 230 forging organizations, 2,130 foundries, and 27 leading research institutions to deliver a shared learning curve and technical transfer of innovations across the entire industrial base. Recent technical developments from this program include:

• A 15% weight reduction and 50% cost savings by replacing extensively machined parts with cast parts which exceeded performance requirements.

• Forging assistance for over 90 clients that resulted in a total savings of $1.5M annually and a client-savings of $11 for every dollar invested.

• The Job Shop Lean Project that used forging process flow improvements for a 25% reduction in set up time, 16% reduction in set-up steps, and 30% reduction in operator travel.

• The use of cooper for its antimicrobial properties to enhance touch surfaces and heating, ventilation, and air conditioning applications.

By bringing together academia, federal clients, and industry partners, ATI-led programs are able to identify solutions to complex problems while applying novel technologies that produce higher efficiencies and cost savings.

SC LaunchSCRA is also uniquely positioned to enable development of small technology-based companies that offer dynamic technologies through the SC Launch program. The SC Launch program has made significant contributions to technology development throughout the state of South Carolina. Formed in 2006 to support start-up companies and assist in commercializing new and innovative products, SC Launch is moving ideas from the lab to the marketplace. SCRA has provided funding and support, through its SC Launch program, for 188 qualified South Carolina entities. The SC Launch program has attracted more than $104 million in add-on, private equity investment funding in

Focus on Innovation

© S

hutt

erst

ock

The Lawyers of Constangy, Brooks & Smith, LLP

Invite You to Visit

And, feel free to browse around awhile.www.constangy.com


these knowledge-based start-up companies. Th is network of emerging companies provides innovations that have real world applications.

One such company is Pendleton, SC-based Hoowaki. As an SC Launch Portfolio Company, Hoowaki manufactures custom metal tools to create microstructured products for improved energy effi ciency. Energy effi ciency is improved through reduction in friction, lubrication control, improved heat transfer coeffi cients, reduction in fl uid drag, and surface tension eff ects including icing mitigation. Hoowaki sells microstructured stainless steel, copper, and aluminum tools.

Located in Lake City, SC and also an SC Launch Portfolio Company is MIT-RCF, a carbon fi ber technology company that uses sustainable composite technology to manufacture fi nished parts. MIT-RCF was formed by and is a wholly owned subsidiary of Materials Innovation Technologies (MIT), an advanced materials company focused on developing innovative technical solutions for the manufacture of composite parts. Th e MIT-RCF manufacturing facility, which is located in Lake City, represents the commercialization of MIT’s proprietary 3-DEP™ technology, a revolutionary and disruptive process for molding that pre-forms and manufactures fi nished parts.

A fi nal example of an SC Launch Portfolio Company is an advanced materials company located in Greenville, SC called SensorTech. SensorTech off ers a new, patent-pending contact sensing technology that can accurately measure force, pressure, torque, or impact, and has the ability to be formed into any shape and size. Th e new platform technology is simpler in operation and allows sensors to be more durable and useable in more applications because of its ability to be shaped. Th e company is currently working in the prosthetics market, but has multiple applications in a number of industries.

Innovati on CentersTechnology development does not happen on its own. We must ensure that the best environment and facilities are available to advance technologies and move products into market. SCRA also provides state of the art laboratories, scale-up manufacturing facilities, and secure rooms where research discoveries are rapidly commercialized in our Research Parks and three Innovation Centers. Th ese Innovation Centers - designed, built, and fi nanced by SCRA - are specifi cally intended to enable companies to progress through market entry and growth stages. Th e Innovation Centers, located in Charleston, Columbia, and Anderson, off er facilities and resources to cultivate new product development across South Carolina.

I have the rare and wonderful opportunity to see new technologies develop and deploy into real world applications, all the while knowing that these new technologies are creating jobs and opportunity for South Carolina’s Knowledge Economy. It is truly an honor to work with and for innovative and inspired clients in our operating localities. At SCRA , we are working with the technologies that can serve current and future manufacturing needs. As manufacturers face complex challenges in this current economy, we look forward to being a part of the adopted technology that provides the best solution.

+++

Bill Mahoney is the CEO of the South Carolina Research Authority.

Focus on Innovation

SCMA ad 3-11_outl.indd 1 3/17/11 2:50 PM

Reach your goals with a partner who is actively committed to lending.

Access to capital is the lifeblood of any business — which is why you need a financial partner you can rely on to provide it. Whether you need to fund capital expenditures, support working capital or finance international trade, SunTrust offers a diverse array of traditional and alternative financing solutions to keep your business moving forward. To find out more, call 800.730.9911 or visit suntrust.com.

Debt and equity capital raising provided through SunTrust Robinson Humphrey, Inc., Member FINRA and SIPC. SunTrust Robinson Humphrey is a service mark of SunTrust Banks, Inc. SunTrust Bank, Member FDIC.©2010 SunTrust Banks, Inc. SunTrust and Live Solid. Bank Solid. are federally registered service marks of SunTrust Banks, Inc.

Traditional & SBA Financing Asset Based Lending Leasing Debt & Equity Capital


© P

hoto

grap

hy c

ourt

esy

of N

ucor

-Ber

kele

y

osha oFFIcIaLs reTurned to the Nucor-Berkeley facility on June 30 - this time to formally award the company its Star rating, the highest designation a company can receive. Fewer than 2,500 companies nationwide have earned this designation – 36 in South Carolina.

“Th e folks who work alongside one another in this mill care about each other and take care of each other. Th e Nucor-Berkeley team is made up of heroes who prevent injuries and save lives by preventing incidents from happening,” said Giff Daughtridge, Vice President and General Manager of Nucor-Berkeley. “I’m very proud of our team that our safety results and safety culture are being recognized by OSHA.”

Nucor-Berkeley didn’t set their sights on the VPP Star Award because they wanted another trophy. Rather, the facility applied for the award because they regard safety as a core value. Nucor’s Daughtridge said, “Among the best ways for a company to raise the bar on health and safety is to pursue OSHA’s Voluntary Protection Program Star status. VPP is more than just a safety program — it is a collaboration of safety experts dedicated to keeping people safe.”

Applying for the VPP Star Award requires businesses to go through a rigorous, exacting process. To be considered for OSHA’s Star VPP status, Nucor-Berkeley had to have a safety and health management system, one implemented by management and fully supported by the entire team. Th ey must provide OSHA detailed information involving several health and safety procedures in their workplaces, including training, hazard reporting, emergency pre-paredness, and disaster recovery. At the heart of Nucor’s corporate philosophy is the belief that the people working in the mill – not managers – drive Nucor’s success.

Th rough the VPP process, all employees learn that if they are the fi rst to see a wet fl oor or a tripping hazard, they are personally expected to take steps to rectify the situation as soon as possible to prevent others from gett ing hurt. Ignoring the circumstances

and expecting someone else to take care of it is not an option. Companies must show that all employees have a shared sense of individual responsibility for workplace safety.

Th e VPP process further requires applicants to identify the par-ticular risks associated with work areas and with every job in the company. Th is assessment allows companies to determine how to prevent accidents and minimize job-specifi c hazards.

"A lot of companies believe that safety is the most important thing in their company," Daughtridge said. "At Nucor, not just Nucor-Berkeley, the entire team works together to make sure it is the most

important thing. We talk about it every day. It's the fi rst thing we talk about at the beginning of every single meeting. It truly is the most important thing because our teammates are the most important assets that we have at Nucor. Without an eff ective, high quality safety management system, nothing else really matt ers. It starts with that because our teammates being able to go home at the end of their shift to their families and have the future they work so hard to create. It's not just about work, it's about the family -- the family here, the family at home."

+++

Nucor-Berkeley is the fi ft eenth Nucor facility to achieve this OSHA designation. Nucor Steel – South Carolina in Darlington, Nucor Cold Finish South Carolina, and Nucor Building Systems – South Carolina in Swansea are also recognized by OSHA for their commitment to safety.

Some companies fear the Occupational Safety and Health Administration (OSHA). Not at Nucor Steel-Berkeley, which employs more than 900 South Carolinians. Th ey sent the government agency an invitation. At Nucor's

request, OSHA thoroughly evaluated the steel-maker's safety program over a number of years as part of the Voluntary Protection Program (VPP).

Congressman Tim Scott presenti ng Giff Daughtridge, General Manager of Nucor-Berkeley, the Steel Manufacturers Associa-

ti on’s 2011 Recogniti on in Community Involvement Award.


NEXT ISSUEThe next issue of Made In S.C. Magazine

will introduce the ACE Basin Manufacturers Council and highlight innovative

technologies currently being used by South Carolina manufacturers.

Textile Summit & Winter Membership Meeting Date · January 23-24 Location · The Hilton Hotel, Columbia, SC

Environmental Conference and Hazardous Waste Training Date · February 7-8 Location · Embassy Suites, Greenville, SC

SC Automotive Summit Date · February 15-17 Location · CU-ICAR & Embassy Suites, Greenville, SC

Workforce Protection Conference & Plant Safety Awards Ceremony Date · March 6-8 Location · The Marriott, Spartanburg, SC

Defender of Manufacturing Dinner Date · March 22 Location · The Westin Poinsett, Greenville, SC

Manufacturing Managers Annual Meeting Date · May 1-3 Location · The Marriott, Hilton Head Island, SC

SCMA Annual Meeting Date · May 2-4 Location · The Marriott, Hilton Head Island, SC

Sponsorship & Exhibiting Opportunities Available· For more information, visit www.myscma.com

or contact Jessica Watts at (803)799-9695 or [email protected]

2012 SCMA Meetings / Events

At the intersection of business and governmentWith 15 lawyers selected for listing in The Best Lawyers in America® and more than185 years experience

in representing business and industry in Environmental and Regulatory matters.

David J. Tigges, Managing Shareholder/CEOMcNair Law Firm, P.A.

1221 Main Street / Columbia, SC 29201 / 803 799 9800 / www.mcnair.net

Anderson Bluffton Charleston Charlot te Columbia Greenv ille Hilton Head I s l and Myrtle Beach Pawleys I s l and

McNair-BLiA#2.indd 1 3/16/10 3:01 PM

Volume 7 - Made in SC Magazine

Documents

Transcript of Volume 7 - Made in SC Magazine