Connections member newsletter

www.fmanet.org may/june 2009

Rockford Toolcraft in
Business to Win
Advantage Member Rockford Toolcraft was recently honored by the Rockford, Ill.,
May Chamber of Commerce as Manufacturer of the Year. Owner Jerry Busse accepted the award
12-13 Coil Processing Workshop & March 18 on behalf of his company at the Chamber’s annual Manufacturing Appreciation
Exhibition Expo and Dinner.
Tuscaloosa, Ala.
12-14 ALAW Laser Applications
Workshop
Plymouth, Mich.
15 FabCast–Circle Grid Analysis
10 a.m - 12:30 p.m. CDT
27 FabCast–Anatomy of a free to
members
Wind Turbine: pg. 5
Opportunities for Suppliers
10 a.m - 11:30 p.m. CDT

June
3 FabCast–Problem Solving
10 a.m. - 12:30 p.m. CDT
4 Nuclear Manufacturing Outreach
Workshop • Detroit, Mich.
12 FabCast–Metal Cutting Theory I
10 a.m. - 12:30 p.m. CDT
19 FabCast–Metal Cutting Theory II
10 a.m. - 12:30 p.m. CDT
24 FabCast–Preemptive Turnaround
10 a.m. - 12:30 p.m. CDT
Details at fmanet.org/training
improve employee performance........ 2
safety................................................ 4
education......................................... 6
foundation........................................8
newsmakers.....................................11
Tom McDunn, president, Rockford Area Ventrues; Bob Trojan, president, Rockford Linear Actuation;
Tom Busse, vice president, Rockford Toolcraft; Jerry Busse, president, Rockford Toolcraft; Teresa Beach-Shelow,
president, Superior Joining Technologies; and Mike Broski, president, ENTRE Computer Solutions; present
the Manufacturer of the Year Award.
About Rockford Toolcraft
In 1976, Rockford Toolcraft opened a 1,500-sq.-ft. job shop designing and
building tool and dies with only two employees. Today the company has 240 employees
and recently added a new robotic welding cell (its second), a complete parts washing
system, and a 6-kilowatt laser system. Jerry Busse, president, shares his insight on
manufacturing success.
Q Why is Rockford Toolcraft seeing success in a time when so many are struggling?
A That question comes up quite often and I don’t have all the answers. There’s no secret
ingredient. We just make the extra effort to find out what our customers want and try to
please them in every possible way.
To me, there are three big things in business: quality, delivery, and price. Customers
assume that quality and delivery are going to be there. That leaves price. An efficient
operation allows you to be cost effective. We make sure our operation is efficient so we
can come in with a great price.
Our customers have many choices. Not only do you have to do good work, they
have to like you. That’s personal. We always talk to people. We don’t have voicemail at
Rockford Toolcraft. You talk to a person, not a machine. Our people are instructed to
help customers and provide super service. I didn’t enter into this business and plan on
not winning. I’m like a driver in the Indianapolis 500. I’m here to win. That’s how I run
my business.

cont. on page 2
1
Rockford Toolcraft cont.
Q How do you find new business opportunities?
A We have always been alert to people who use products that I know
we could provide. Once we research and identify our potential cus-
tomers, we look for the opportunity to quote an order. Sometimes it
comes down to faith and timing. There are some potential customers
I’ve been waiting 20 years to get a chance to work with.
Once we get a potential customer to visit our plant, get them to take
a tour, and land a job, we build the relationship. It’s getting that first
chance that allows for growth.
We also advertise in trade magazines and belong to great
organizations, like FMA, and use their resources to get our name out.
Q Looking back, what are your proudest moments in the history
of the company?
A Take a look at our company history (rockfordtoolcraft.com) and
you’ll see the timeline of milestones in the past 30 years. For the most
part, it’s been steady—nothing really dramatic.
For me personally, I look back on purchases like the new building or
a new press line and remember those as proud moments. I purchased
the building in 1984. That was a huge step for me. I had been leasing
at multiple sites up until then. I took out a big loan and basically
gambled—hoping everything would pay off. I started with very little
money and now there’s more than $40 million invested in equipment
and the buildings.
Q Rockford Toolcraft Inc. was recently awarded Daimler trucks’
highest-level quality award, “Masters of Quality.”
A We have been supplying Daimler, the No. 1 heavy truck maker,
for 20 years. Very few companies get this award. There are not a lot
of awards in manufacturing. We aren’t in this business for the
recognition. When we win awards from the Chamber and Daimler,
we tell our customers. It makes us look good.
Want FMA to profile your company?
If your company is doing extraordinary things like Rockford
Toolcraft, FMA wants to know. Contact Kimberly Pollard at
kimp@fmanet.org or 815.543.8284 for more information.

Improve Employee Job Performance

In Just Five Steps
By Bob Cicerone
Contrary to conventional wisdom in the business community, the
actions that managers take – or fail to take – are primary reasons that
employees upset customers and fail to contribute to a company’s goals.
Employees who work within a dysfunctional or incomplete process for
managing job performance are unlikely to perform. When this
happens, managers typically complain to each other about the
employees. Yet these managers have inadvertently created the very
situation they complain about.
Successfully managing employee job performance, especially job
performance that impacts customer satisfaction and company goals,
is essential for the sustained growth of a company. However,
experience in many industries shows that management processes are
seldom subjected to process improvement, particularly in small- to
mid-size companies. Management processes established early in the life
of a company often continue with little change as the company grows 1. S elect a position in your company with significant impact on
in size and complexity. It is just as important to improve the process of customer satisfaction and on your company’s overall goals.
management as it is to improve the processes used to create products 2. Answer these questions as they apply to employees in the
and deliver products and services. position selected in Step 1.
The importance of effectively managing employee job performance Note: See sidebar for 13 factors that control customer satisfaction.
is shown by this general principle: - Do employees know the specific features of the company’s core
If a top performing person is placed into a dysfunctional or products and services must have in order for prospects and
incomplete process for managing job performance, then sooner or customers to buy from you instead of from a competitor?
later the management process will transform the top performer into - Do employees know the standards their work unit must achieve
an average or below-average performer (or the employee will resign). in order to consistently meet the expectations?
Imagine, then, what a dysfunctional or incomplete management - Do employees know in specific detail how prospects and
process does to the job performance of a typical employee. customers expect to be treated?
Follow these five steps to proactively determine if opportunities - Do employees have current information about how products
exist to strengthen what your company does to manage employee job and services meet customer expectations and how to meet the
performance that impacts customer satisfaction and company goals. expectations of internal customers?

2
 - When the work of these employees consistently meets the
expectations, are they given appreciation, praise, or thanks?
- When employees consistently annoy or upset external or internal
customers, do their managers deal effectively with this poor
performance?
- Do the current procedures for selecting people for this
position show whether candidates have all the skills and
knowledge needed to meet the expectations?
- Do employees always have the equipment, materials, supplies,
work space, procedures, and tools in the quantity and quality
needed to consistently meet the expectations?
- Are the work procedures regularly reviewed to determine if
processes would improve by eliminating unnecessary steps,
combining steps, changing the sequence of steps, simplifying
the steps, or eliminating boring repetition?
- Does the performance appraisal/review process clearly and
explicitly hold these employees accountable for how well their
individual job performance meets the expectations?
3. Answer the questions in Step 2 as they apply to the position that
manages the position selected in Step 1.
4. For each ‘No’ in Steps 2 and 3, identify how the current
situation could hurt your company’s efforts to attract first-time
buyers, convert first-time buyers into customers, retain existing
customers, increase the value of purchases by existing customers,
and to meet overall goals.
5. If the negative consequences identified in Step 4 are unacceptable,
revise as appropriate what your company does to manage the job
performance of the positions selected in Steps 1 and 3.
Using these five steps to evaluate your company’s process for
managing employee job performance at regular intervals (e.g., annually)
will continuously improve the impact on your company’s overall goals
and on customer satisfaction of the management practices used in your
company to control employee job performance.
Bob Cicerone is director of customer loyalty services for the ETC
Institute in Olathe, Kan. Bob can be reached at 913-829-1215 and by
e-mail at cicerone@etcinstitute.com. n
The purpose of this article is to provide information, rather than advice or
opinion. It is accurate to the best of the author’s knowledge as of the date of the
publication. Accordingly, this article should not be viewed as a substitute for the
guidance and recommendations of a retained professional.
13 Factors of Employee Job Performance
Employees
Expectations: The standards that customers expect a
product or service to meet, how customers expect to be
treated by employees, and what managers expect
employees to contribute to company goals.
Feedback: Data that tell employees how closely their job
performance meets the expectations.
Consequences: What happens to employees when their job
performance meets or exceeds expectations and when it
doesn’t.
Abilities: The skills and knowledge required for job
performance to meet expectations.
Resources: The tools, supplies, materials, equipment,
procedures, and physical space required for job
performance to meet expectations.
Capacity: The physical capabilities required for job
performance to meet expectations.
Preference: Whether an employee chooses to perform as
expected.
Work Process
Complexity: The number, sequence, and difficulty of the
steps in a work process; interference from competing
assignments.
Internal Supplier/Internal Customer Relations: How well
the work of internal suppliers (individuals and
departments) meets the expectations of their internal
customers (individuals and departments) who contribute
to the same work process.
Process outcome specifications: How closely specifications
for the output of a process match the expectations of the
internal and external users of that output.
Company Policy
Customer-Focused Mission: A mission statement clearly
dedicates a company to satisfying its customers, then
living up to the intent of the statement.
Compensation: Bonuses, salary/wage increases, and
promotions given to employees who regularly meet
expectations.
Performance Appraisal: Every employee is held
accountable in some specific way for meeting the
expectations of internal and external customers and
contributing to company goals.
3
OSHA Proposes Fines for Serious Violations
OSHA has cited a Massachusetts manufacturing plant with 29
alleged serious violations of safety standards. The metal forgings
manufacturer faces $109,500 in proposed fines following two OSHA
inspections conducted between September 2008 and March 2009.
The first inspection, conducted under OSHA’s Site-Specific
Targeting program, identified damaged support structures for
overhead cranes; damaged support frames for large metal dies; slipping
and tripping hazards; unguarded floors and platforms; missing access
stairs; a damaged access ladder; non-functioning emergency exit lights;
an overloaded fork truck; an overloaded lifting attachment; defective
wire rope slings; unguarded machinery; improper storage of
compressed gas cylinders and several electrical safety deficiencies.
OSHA began the second inspection in response to a December
23 accident in which two employees were injured when they were
struck by a 700-pound forging that shot up in the air while they were
attempting to free it from a malfunctioning die on a power press.
OSHA cited the company for not developing procedures to prevent
the build-up and release of hazardous energy generated by the press
during the servicing.
OSHA Q & A
When must an accident be reported to OSHA?
An accident must be reported to OSHA within eight hours by
phone or in person when there is a fatality or the inpatient
hospitalization of three or more workers.
If a facility is not covered under 1910.119 process safety management
of highly hazardous chemicals, is there any requirement under OSHA
or any other regulatory agency to investigate accidents?
Except for the Process Safety Management rule, there are no other
federal workplace safety standards that require accident investigations
for private sector workplaces.
There are accident investigation requirements for federal agencies
(Code of Federal Regulations Title 29, section 1960.29) if you are
interested in viewing the rule as a guideline.
The General Duty Clause of the Occupational Safety and Health
Act (29 United States Code (USC) 654) requires employers to
“furnish to each of his employees employment and a place of
employment which are free from recognized hazards that are causing
or are likely to cause death or serious physical harm to his employees.”
Though not required by law, an accident investigation is a common
tool for uncovering hazards that either were missed earlier or have
managed to slip out of the controls planned for them.
addition, the name of the employee listed on the 300 Log is important
in understanding and verifying recordable cases. In many cases it may
be necessary to speak with a specific employee to determine the
conditions that lead to the injury or illness, and this is impossible
without access to employee names. The removal of non-union
employees listed on the 300 Log would diminish an employee
representative’s ability to uncover and prevent safety and health
hazards in the workplace.
We note that certain injuries and illnesses addressed in 29 CFR
1904.29, the employer is required to protect personal privacy by
omitting the employee’s name from the OSHA 300 Log. Instead,
the employer enters “privacy case,” and keeps a separate, confidential
list containing the identifying information. An employee, former
employee, personal representative, or authorized employee
representative is not entitled to see, or obtain a copy of, the
confidential list of names and case numbers for privacy cases.
Regarding HIPAA, also see this excerpt from an OSHA Letter of
Interpretation:
We do not believe that HIPAA provides a basis for employers to
remove employees’ names from the Log before providing access. Even
if HIPAA is implicated by the employer’s disclosure of the OSHA Log,
the statue and implementing regulation expressly permit the disclosure
of protected health information to the extent required by law. See
45 CFR 164.512(a). This exception for disclosures required by law
applies here because the Recordkeeping rule requires that employees,
former employees, and employee representatives have access to the
complete Log, including employee names, except for privacy concern
cases. See 29 CFR 1904.35(b)(2)(iv).
The information above was provided by Safety.BLR.com.
Advantage-level members can log on to fmanet.org as a member to
access Safety.BLR.com. Basic members can view a webinar to find out if
the features of Safety.BLR.com can work for their company.

Are there any legal prohibitions in sharing an injured employee’s name

during a post-injury discussion, such as at a safety committee meeting?
Here is an excerpt from an OSHA Letter of Interpretation.
OSHA has determined that it is important for employees, former
employees, and their representatives to have complete access to the
entire 300 Log, including all names of employees listed on the form.
The Agency’s long standing practice of providing access to all of
the information on the 300 Log permits employees and their
representatives to be totally informed about the employer’s
recordkeeping practices, and the occupational injuries and illnesses
recorded in the workplace. The data included on the 300 Log
assists employees and their representatives in their voluntary efforts
to uncover and eliminate workplace safety and health hazards. In

4
Online Networking Communities Free Webinar on Green Energy
free to
FMA is now on LinkedIn. Join the group and be instantly connected FMA has dedicated eight FabCasts as freebies to members members
to fellow members. Once you have established a LinkedIn profile, you to help you weather the tough times. The first was Dr. Chris
can join the FMA group. Kuehl’s April 23 webinar on “How a Fabricator Can Survive
Here’s how to join: the Recession.” If you missed out, don’t hesitate to sign up for the next
one, “Anatomy of a Wind Turbine: Opportunities for Suppliers” on
1. Log on to www.linkedin.com. May 27. Visit fmanet.org to sign up. Attendance will be limited to the
2. C
 hoose “search groups” at the top of the Web page and type in first 20 members who sign up.
“Fabricators & Manufacturers Association”.
3. Once you find the FMA logo click “join this group”. Deadline Reminder: The Cost of Doing Business
Questionnaire
For Young Professionals and Student Members,
FMA is also now on Facebook. Remember that The Cost of Doing Business questionnaire is due
June 1. This new questionnaire replaces three FMA surveys: Wage &
To join: Benefits, Salary & Benefits, and Financial Ratios. Visit www.inverra.
Global Community

1. Search “Fabricators & Manufacturers com/FMA/Sample/dashboard.html to see what the new survey results
Association”. will look like. To fill out the questionnaire, visit fmanet.org/CODB,
and click on the box at the right.
2. Look for the FMA logo.
3. Click “Join Group” on the right of FMA’s listing.

Employers–Are You Caught in a Bind Trying

to Hire and Retain Top Quality Employees?
It doesn’t have to be this way. FMA can help you navigate the tricky waters of
fair and equitable pay and benefits if you participate in its new Cost of Doing
Business Survey featuring two new interactive tools. Once survey results are
compiled, you’ll be able to*:

• Compare your wage, salary and benefit statistics against the rest of the compiled data by a range of
demographic selects. No more need to create your own comparison studies - saving time and frustration.

• Compare your company’s financial profile against others using company size, region, and other
demographic selects. You’ll know how your operation compares to your average competitor and the industry stars.

ompanies-
Canadian c
ert your
Please conv s to
ure
financial fig you Visit fmanet.org/CODB to learn more and download the questionnaire for completion.
when
U.S. dollars urvey Complete this survey by June 1 1.
es
complete th *Only Advantage-level members who participate will receive the interactive tools.

5
Toll Processing ’09: The Power of “E”
Conference Notes
Attendees heard both the bad news and the good news at the
13th Annual Toll Processing Conference, March 4-6, at Disney’s
Contemporary Resort in Lake Buena Vista, Fla. Speakers enlightened
the audience with information about how the recession has impacted
the metals industry and suggested ways to survive and persevere in this
challenging economy.
Keynote speaker Richard Judy from Workforce Associates Inc.
shared a historical perspective of the trends that have shaped this
nation’s workforce. He explained how persisting trends will impact
future labor markets. Wayne Morris from the Association of Home
Appliance Manufacturers outlined the function of steel in today’s
energy efficient appliances.
Robert Weidner from the Metals Service Center Institute provided
an evaluation of the status of the North American metals industry. In
addition, Chris McCarthy, Severstal NA, presented an outlook for the
steel industry and shared thoughts on where the steel market is headed
in 2009.
A highlight of the conference was the Economic Forecast Panel
Discussion with Steel Industry Analyst Glenn Kidd, FMA’s Economist
Dr. Chris Kuehl, and Equity Research Analyst Michelle Applebaum.
Sorry you missed it?
The conference proceedings including all presentations, recording
of the panel discussion and final attendee list are available for $29.99.
Contact Cindy Day at 815-227-8208 or e-mail cindyd@fmanet.org
for more information or to order.

The Buzz at Metal Matters 2009!

More than 80 metal fabricating owners and managers gathered in
the desert (Carefree, Ariz.) on March 25 at Metal Matters 2009 (4th
Annual Leadership Summit) to improve their businesses by sharing,
networking, and strategizing. FMA Volunteer Councils planned 12
peer-to-peer led roundtables, with none generating more ‘buzz’ than
the Proven Web, Marketing, and Sales Tactics roundtable led by
Joe Mayer (former FMA Board Chairman/Mayer Business Group),
Rick Piacenza (NCell), Jon DeWys (DeWys Mfg.), and Amy Hudson
(The Fabricator magazine).
Consensus? Fabricators are overwhelmed by the number of choices
in electronic media (company website, Twitter, LinkedIn, blogs,
email). Answer? Get your website right! Jon DeWys invested
approximately $10,000 in his website (dewysmfg.com) and it paid
off exponentially with new business! Both Jon and Amy Hudson
shared that it’s what’s behind the website (keyword search engine
Gary Shickel of Shickel Corporation receives The FABRICATOR®’s 2009 Industry Award
optimization/SEO strategy) that fuels the results, and Jon encouraged from FMA Chairman of the Board, Michael Pellecchia
participants to hire or contract web experts to get that right. Joe Mayer
walked people thru how to setup a simple strategy to keep up with
web-based program once started. Rick Piacenza reinforced some
common sense that’s not so common: the 80/20 business
development rule – focus your efforts on the 20% of your customers
responsible for 80% of your profits.
Mark your calendars now for Metal
Matters 2010, March 3-5 at
Disney’s Boardwalk in Orlando, Fla.!

Keynote speaker Robert Haskins (left), Bob Zelinka and Lonnie Potts of Plymouth Tube Co. – Europa Plant accept the TPJ - The
president of Wilson Tool International, Tube & Pipe Journal®’s 2009 Industry Award from TPJ Editor Eric Lundin and
addresses the conference audience (below). Dan Davis, Editor in Chief of FMA Communications Inc.

6
Q: The company I work for is laying off some machine operators. I don’t know if I’m
going to be let go, but I thought I should start preparing. Are there any jobs out
there? How can I find them?
A: These are tough times, and hopefully your company
doesn’t have to lay off anyone. You have special skills and
experience that your company needs when its production needs
increase. In the meantime, you can start looking for other
openings. Check FMA’s Job Board at fmanet.org/jobboard.
Employers add new jobs as they become available. As a job
seeker you can post your résumé, view advertised jobs, and create
a job alert at no charge.
Fig. 1
To view available jobs, click on the View Jobs link. You will see
a list of positions available, the company name—if the company
chooses to identify itself—and the location of the position. Click
on the position or the company name to see the details of the job
and for information on how to apply for the position.
Fig. 2
Available jobs are listed from different sources. Advantage and
AdvantagePlus Members can post their positions at no cost. Basic
Members can post at a 50 percent discount. In addition to
member postings, metal forming and fabricating positions from
major Internet career sites are regularly added to the list.
The Job Board offers additional resources to help you with your
search. Notice the tabs in Fig. 2. Select the one labeled Resources.
Fig. 3
The Career Resources begins with a Content Library.
Browse through it to find links to career and occupational
guides, company information, job seeker tips, and other
important sources of information useful to anyone looking
for a new position. Good luck!
As a member, you have access to the largest and most extensive library devoted to
the metal forming and fabricating industry—a benefit reserved exclusively for
members. FMA’s Research Assistance Center is the most efficient source for the
information you need to optimize your operation. Advantage and AdvantagePlus
Members enjoy unlimited FREE research, while Basic Members receive 12 hours
of FREE research assistance per year. Get your research questions answered when
you call the Research Assistance Center at 1-815-399-8700 or
e-mail researchassistance@fmanet.org.
7
Teen race car driver promotes manufacturing careers
17-year-old Brennan Palmiter motivates youths to follow their passion
By Traci Tapani
When Brennan Palmiter started racing go-carts at age seven, no one
knew it was the beginning of an obsession. When he moved up to stock
cars at 13, he discovered his obsession was expensive: fender-benders
meant repairs. So he learned welding.
That skill won him the attention and eventual sponsorship of the
Fabricators & Manufacturers Association, Intl. (FMA), and its
award-winning magazine Practical Welding Today®.
Earlier this year in his role as FMA’s young spokesperson, Brennan
toured seven Minneapolis-area technical schools, giving motivational
presentations to interest youth in metal fabricating as a career. His stops
were Anoka Technical College, St. Paul College, Hennepin Technical
College, Dunwoody College of Technology, Minneapolis Community
and Technical College, St. Cloud Technical College, and Pine Technical
College.
While his audience at Hennepin and MCTC were current tech
school students, the other five stops hosted hundreds of high school
students bused in for the occasion. They were treated to a multimedia
presentation that included footage of high-speed races and the
occasional smash-up. The message was clear: Focus: Follow your
passion and don’t let anyone steal it from you. Passion: Practice to be
the best you can be. And Integrity: Don’t waste time in “the pits.”
Brennan’s school tour was coordinated by Garry Bultnick, V.P. sales
and marketing for Manufacturing Success Upper Midwest magazine, in
conjunction with its Minneapolis event, the Great Manufacturing Get
Together. Garry observed that many of the kids at Brennan’s presenta-
tions were wearing NASCAR® jackets and t-shirts and, at the follow-up
Q&A, revealed themselves to be real “motorheads.”
“They were testing him, asking some pretty tough questions.
Brennan blew them away,” Garry said. “Some of his answers were
quite technical and a little over their heads. They were impressed.”
In attendance at Pine Technical College were the dean of students
and the college president who, according to Garry, expressed
amazement at the large draw of excited students.
“We’ve been trying for years to get kids interested in the
manufacturing industry and it didn’t seem like anything was
working,” Garry said. “But then I saw Brennan at FABTECH (the
annual tradeshow FMA co-sponsors) in Las Vegas, and he gave me
hope about reaching young people. We can’t wait to get him back
again, and neither can the instructors at the colleges.”
Garry’s wife, Debra, works for the Minnesota Department of
Employment and Economic Development, focusing on work force
development for the manufacturing sector.
There are three sides, she has found, to work force development:
First, the schools knowing what skills employers are looking for.
Second, public awareness of the great job opportunities available in
manufacturing. And third, employers eager to get new people coming
into the work force.
“To have Brennan talking to high school kids there at the tech
colleges where they could tour the manufacturing labs was a huge
advantage. The students were exposed to opportunities they weren’t
seriously considering because they didn’t know much about them.”
Despite his advanced skills—he’s proficient in four types of
8
welding—Brennan is young enough that his audience easily identified
with him.
“They’d been hearing in the news about the demand for welders,
then they hear about this 17-year-old who is into it. So, many of them
came out of curiosity,” Debra explained. “But soon they were hanging
on every word. Brennan has a kind of rock star status,” she said,
adding, “especially with the girls.”
Dave Fitzgerald is lead welding instructor at St. Paul College, where
the welding lab is both the largest in the state—they go through $1,500
in steel each week—and the most high-tech, with new equipment and
a state-of-the-art ventilation system.
However, the technology isn’t necessarily Dave’s favorite part of the
job. He prefers teaching first- and second-semester students with whom
he can focus on attitude, retention, and placement.
“Brennan did a great job instilling ethics and good values. He talked
about how cheating sets you back in life—and he got the message
across without lecturing. He used racing terms and stressed the
importance of staying out of the pits, like drugs and other trouble, or
even just a lack of goals.”
Dave also sits on the college’s marketing committee and says it’s been
hard to interest the St. Paul school district in “the dirty word called
vocational education. Shop is one of the high-expenditure programs
they’ve cut from the curriculum. So it was great having a unique draw
in Brennan as a way to give students the exposure to the trades they’re
no longer getting in the schools.”
Brennan wrapped up all his presentations with his YouTube video
promoting “GO-Brennan” Scholarships. The FMA-sponsored
program features twice-yearly offerings of $500 scholarships for courses
in metal fabrication at a trade school or community college. Applicants
complete no forms; they simply film a video response and upload it to
Brennan’s YouTube page.
In attendance at Minneapolis Community and Technical College
was Matt Doughty, a welding major working toward his Associate in
Applied Science degree. Matt’s tuition has been offset this semester by
a “GO-Brennan” Scholarship he won last fall, and he was excited to be
meeting Brennan for the first time.
“Brennan was very helpful in leading us in different directions as far
as welding opportunities beyond the economy,” said Matt. “His
presentation gave us a real boost. We’re all college students, but we
range from high school up to age 40 or so, and Brennan just has a way
with getting his point across. He’s young and he’s very goal-oriented. So
it was helpful, it was very useful. And a great experience, too—it was
cool getting my picture taken with him!”
Traci Tapani is President of Wyoming Machine, Inc., of Stacy, Minn.,
and a member of the Board of Directors of Nuts, Bolts &
Thingamajigs, The Foundation of the Fabricators & Manufacturers
Association, Intl. (FMA).
Learn more about NBT programs and scholarships at www.NutsAndBoltsFoundation.org
Race footage in Brennan’s presentation drew attention
to messages on ethics and values.

Matt Doughty and Nate McRae, both

welding majors at MCTC and winners
of “GO-Brennan” Scholarships, hit it
off with their role model.

The line for Brennan’s autograph drew its share

of high school girls. “He has rock star quality,”
observed one of the organizers.
9
Safety Award Winners
Congratulations to the winners! There were 31
winners out of 40 entries in the 2009 contest,
which was based on 2008 safety results.

Safety Award of Honor

Aeroglide Corp. – Cary, NC
AK Tube LLC – Columbus, IN
B. Walter & Co., Inc. – Wabash, IN
Eskay Metal Fabricating – Buffalo, NY
Haven Manufacturing Corp. – Brunswick , GA
Kastalon Inc. – Alsip, IL
Main Steel Polishing Co. Inc. – Tinton Falls, NJ
Main Steel Polishing Co. Inc. – Baltimore, MD
Nisshin Automotive Tubing LLC – Versailles, KY
Plymouth Tube Co. – Eupora, MS
Roll Coater Inc. – Indianapolis, IN
Roll Coater Inc. – La Porte, IN
Roll Coater Inc. – Weirton, WV
Roll Coater Inc. – Hawesville, KY
Wichita Steel Fabricators – Wichita, KS

Safety Award of Merit

AddisonMckee Inc. – Lebanon, OH
AK Tube LLC – Walbridge, OH
Anderson & Dahlen Inc. – Ramsey, MN
Big J Enterprises LLC – Albuquerque, NM
Commercial Vehicle Group – Shadyside, OH
High Steel Service Center – Lancaster, PA
Independence Tube Corp. – Marseilles, IL
Main Steel Polishing Co. Inc. – Atlanta, GA
Main Steel Polishing Co. Inc. – Bartlett, IL
McAbee Construction Inc. – Tuscaloosa, AL
Roll Coater Inc. – Armorel, AR
Shickel Corp. – Bridgewater, VA

Safety Award Honorable Mention

Independence Tube Corp. – Chicago, IL
Main Steel Polishing Co. Inc. – Union, NJ
Main Steel Polishing Co. Inc. – Harmony, PA
Roll Coater Inc. – Greenfield, IN

Most Improved Safety Record

Main Steel Polishing Co. Inc. – Union, NJ

10
Member Anniversaries
30 Years Springs Fabrication Inc. Jaytec LLCH
Hofmann Industries Inc.H Colorado Springs, CO Britton, MI
Sinking Spring, PA
10 Years Johnston Machinery Corp.
Wapakoneta Machine Co. Aristo Machines Inc.H Des Plaines, IL
Wapakoneta, OH Indianapolis, IN
Kloppenberg & Co.H
20 Years Chidlow Englewood, CO
Aljon Tool Inc. Mt Osmond, Australia
Plymouth, MN MPP Technologies Pvt. Ltd.
Corporate Assets Inc. Bangalore, India
American Tank & Fabricating Co. Toronto, ON Canada
Cleveland, OH Ohio Metal Tech Inc.
Estun Industrial Automation Hebron, OH
Atlas Tube - A Div of the John Maneely Co.s Nanjin, Peoples Republic Of China
Harrow, ON Canada Perry Mfg. Co. Inc.
Eureka Fabrication Inc.H Indianapolis, IN
FabEx Inc. Stockton, CA
St Paul, MN Prima North America Inc.H
FN Smith Corp.H Chicopee, MA
Handler Mfg. Co. Inc. Oregon, IL
Westfield, NJ Promatek Research Centre
Keystone Display Inc. Brampton, ON Canada
JHP Fasteners Inc. Hebron, IL
Grand Rapids, MI Roll Coater Inc.s
Morin Fabricating Inc. Indianapolis, IN
JLK Industries Inc. Salem, MA
Houston, TX Stevens Machinery Sales Inc.
National Processing / Materials Co.H Etobicoke, ON Canada
Metform International Ltd.H East Chicago, IN
Mississauga, ON Canada Taycar Enterprises Inc.H
OPW Fueling Components Albuquerque, NM
National Recruiting Service Hamilton, OH
Dyer, IN VGAN Inc.
United Tube Corp.H Ancaster, ON Canada
15 Years Medina, OH
A & E Machine Shop Inc. Zumbach Electronics Corp.
Lone Star, TX Waste Gas Fabricating Co. Inc. Mount Kisco, NY
Fairless Hls, PA
Brenco Industries Ltd.
Delta, BC Canada 5 Years
ArcelorMittal Dofasco Hamiltons H
= Advantage Membership
CANLYTE Hamilton, ON Canada s
= AdvantagePlus Membership
Lachine, QC Canada
Bader Al Mulla & Bros. Co.
COMEQ Inc. WLL Safat Kuwait
White Marsh, MD
Bauer Compressors Inc.H
Eagle Bending Machines Inc. Norfolk, VA
Stapleton, AL
D C Ross Ltd.
Fox Machinery Associates Dunedin, New Zealand
Bridgeport, PA
Freedman Seating Co.
KCP Metal FabH Chicago, IL
Chicago, IL
Hegman Machine Tool Inc.H
Magnatech Ltd. Partnership H Maple Grove, MN
East Granby, CT
Huot Manufacturing Co.H
Middle Atlantic ProductsH St Paul, MN
Fairfield, NJ
International Geotechnical
RPS Engineering Inc. Astoria, NY
Elgin, IL

11
Connections
member newsletter
may/june 2009

Connections Staff
Editor
Kimberly Pollard
kimp@fmanet.org
Contributing Writers
D’Ann Hamilton, Dena Mattausch,
Eric Lundin, Jim Warren
Member Services & Research Director
Nancy Olson
Membership Operations &
Customer Service Manager
Jill Klug
Graphic Designer
Sarah Currie

Contact us
Customer service: 888-394-4362 or
815-399-8775
Fax: 815-381-1371
FMA e-mail: info@fmanet.org
FMA Website: www.fmanet.org
TPA e-mail: info@tpatube.org
TPA Website: www.tpatube.org
FMA Connections is
published bimonthly by:
Fabricators & Manufacturers
Association, International®
Tube & Pipe Association, International®
833 Featherstone Rd.
Rockford, IL 61107-6302 USA

2009
d
Safety Awar FREE
Winners Webinar on
pg. 10
Green Energ y
pg. 5