Historical Newspapers of South Carolina

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2 The Clothmaker PUBLISHED MONTHLY BY CLINTON MILLS EDITED BY MACK PARSONS. EXT. ?4 PURPOSE The Clothmaker presents news, information and features about Clinton Mills employees, plants, products, policies, and market rnnriilinnc TVin riA4hmalrn? lends to strengthen the ties between employees and management. An Equal Opportunity Employer You Lose When An outstandingly successful busir success. He replied, "It was a game I pretended I owned the place . . . lock, : Isn't it strange? At home, we won all night, or if we waste food, or if soi a sloppy job. But in the office or at the plant, and material, time and workmanship a tin o r? ? ' * * wiiy: otriciuse wc minK oi ine DU "theirs." And we're inclined to say, "Ol On the other hand at home, we thii it's "my" loss. Really, it's the same thing on the eliminates profits and profits are what So we, too, can play a game with or the office, I am wasting "my" tirrn DECISION Decision making can be found at the core of every successful job operation ?whether it be on a management level or on a production or service job. There are some who say that the only people in the company who make the important decisions are the top officials. Those who feel this wav are nrettv easy to recognize. For "What's the use?" is the philosophy of the person who throws up the sponge when the battle has just started. He sits down alongside the road when he finds that the sign post deceived him. Instead of lengthening his stride he is satisfied with "good enough." He has no goals, no visions. He accepts no challanges. "What's the use?" and "Whv should I?" are the two most fatal phrases in the English language. They mark the dividing line between success and failure for thousands of human beings. Undoubtedly, management does have the responsibility for making many important decisions. But there arc a good many decisions vital to successful operations which management docs Ten Clinton Mills Employees Ten Clinton Mills employees received service awards for continuous service during December 1970. Three received awards for 20-Years continuous service. These included Doris B. Harvey, William H. Nabors, and Jennie Watkins, Plant No. 2 employees. Fifteen year service awards went to six employees. Included were Joseph A. Cothran, Ila Mae Reynolds, William B. Woodward, J. H. Whitniore, and Marvin Yarborough, all Plant No. i Company Loses less man was asked the secret of his played. No matter where I worked, I stock and barrel." ry if we leave one unnecessary light on neone we've hired to make repairs does we'll waste light and power, equipment ind never bat an eye. siness as "it," and any profit or loss as h well, the company can stand the loss." ak in terms of wasting "my" money, and i job. Loss for the company reduces or . mane our jobs possible. ourselves; "When I waste at the plant i, "my" job security, and "my" future." I MAKING not make. For example, the decision to avoid the costly waste of materials or time is one that must be made by each .^1,.....,. f : v.. i ij.> i wjr rv?_-vfjiiiK quauiy nign oy putting one's best skills and care into the product represents a decision by the employee. The Junior Achievement organization in Clinton recently observed Junior Achievement Week. L to r discussing Clintex J. A. activities are seated 1 to r Daria Cronic. Sales Vice President; Harvey Dickert, Sales Advisor; and Pete Belcher. Clintex President. Back 1 to r are Silas Campbell. Production Advisor and Willie Greene. Personnel Director. CLOTHMAKER ^ > Receive Service Awards 2 employees, and Hazel Mann, Lydia. Willie J. Smith received the company's only 10-Year award for December. \. v Mrs. Nora Lasier is a warper tender, 1st shift. Bailey Plant. Nora Laster Prime Example Employees Make Safely A Habit A habit is a tendency or disposition to act in a certain way. It is acquired by repetition of such acts. Our ability to acquire habits (good /\r bfjH /\nne\ io 1 f?/-l rlirr?n4l.. 1 . ...u unt.p, iO 1IV.U U1ICI.UJ' IU UU1 llt'UU for satisfaction. Habits enable us to perform tasks without the necessity of 4 planning it through each time. If, each day, you get up at the first stroke of the alarm, slip into slippers and robe, wash your face and brush your teeth, it's plain that these actions fulfill the need to start the day fresh and clean. If, each day, you snap on that safety belt and shoulder strap automatically before your car begins to roll out of the driveway and the daily run to work begins, you feel secure in the knowl* 4 edge that a collision won't send you flying through the windshield. Safe work habits can save a lot of pain and misery. The importance of developing these on the job is that we are protected even if we are i ot thinking even if we are not thinking about the hazard ~ * in particular. ? * * i nc main trouble with time-wasters ^ is that a good deal of the time they waste does not belong to them.