Historical Newspapers of South Carolina

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Left to right, Douglas Pitts, John Deadwyler, Jr., John Deadwyler, Sr. and Virginia Traynham look at photographs made in Plant No. 1 to illustrate the continuous improvements being made to quality. QUALITY FIRST ACTION TEAMS SHARE THEIR SUCCESS Clinton Plant No. 1 and Lydia Quality First Ac tion Teams made their projects’ final presentation October 4th and October 11th, respectively. The Plant No. 1 team was assigned the task of reducing the number of lost ends coming from the warping and slashing process. Jerry Littleton, team leader, introduced a slide presentation showing the team members working to achieve their project objectives. During the presentation, Littleton used graphics to identify the process improvements which had been achieved in Plant No. 1. Team members discussed operator practice im provements which the team had initiated through project findings. Among these were keeping pin trucks in optimum condition; operators alert as to possible defects in package shelves and rails on MJS machines; visual inspection of each package for defects; good grooming of hands and nails to prevent package damage; elimination of jewelry which could damage packages; and giving frame cleaners a clear passageway so yam will not come into contact with the blower parts. Numerous f m I other operator practices were studied and improv- Wm I ed to enhance continuous quality improvement. • 1 I Members of the Plant No. 1 team recognized for their success were Jerry Littleton, Bennie Brewer, Virginia Traynham, John Deadwyler, Sr., Barry McWatters, Ronnie Tumblin, Douglas Pitts, John Deadwyler, Jr., and Ricky Culbertson. The Lydia Quality First Team, comprised of Jerry Satterfield, Leader; Dollie Leamon, Dianne Long, Vickie Tucker, lone Wigley, Marcus Kinard, Jackie Bragg, and Tony Gaines studied ways to reduce the number of stops caused by fill ing breaks. Each team member gave a brief over view of a portion of the project. Among those items which the group identified and corrected were: changing shuttle springs on two week intervals, the removal of a number of quills which had been in production for a long period of time, and correcting procedures in piecing-up bobbins. The teams agreed that the team approach had enabled them to identify processes which will im prove quality, and recommend the expansion of quality team projects. QUALITY FIRST SAFETY TEAMS Quality First Safety Teams have been formed in Geneva. In addition to investigating accidents and performing inspections, these team have been trained in the Quality First concepts and are func tioning as Quality First Action Teams. The 1st shift QFAST (Quality First Action Safety Team) has chosen first aid training as its project. To this end, all safety team members and shift supervisors have been trained in basic first aid pro cedures. This occurred on October 16, 19, and 26. First aid box, upgrade maintenance, and resupply is the project chosen by our 2nd shift QFAST. Goals are: scheduled resupply, standardized contents, and accessibility. The 3rd shift QFAST has developed and implemented certified Hyster training to include all associates who use Hysters, towmotors, lawn tractors and mowers. Completed QF team projects to date are housekeeping and loom roll build. Members of the Lydia Plant Quality First Action Team presented graphic evidence of their success in improving the number of broken filling occurrences. Shown reviewing data gathered to assist them in their work are seated left to right: Dianne Long, Vickie Tucker, and Dollie Leamon. Standing left to right: Jerry Satterfield; Team Leader, Tony Gaines, Mar cus Kinard, lone Wigley, and Jackie Bragg. SAFETY TEAM MEMBERS 1st Shift 2nd Shift 3rd Shift Myra Thames (Leader) Andy Frederick (Leader) Vicky Smith (Leader) Bobby Hall Tim Hill Sandra Barton Brad Hendrix Sue McDonald Val Newsome Earl Mims Marie Stacey Chuck Brinley Carol Holloway James Goram John Dozier Joan Daum Jason Blakeney Donnie DeRouen Robert Henley Bobby Armstrong FINLEY COMPLETES TECHNICAL TRAINING Leonard Finley, center, a Bailey Plant winder technician, recently completed the Schlafhorst Technician Autocoro School. The specialized technical training program qualifies Finley to work on the open end spinning equipment which has been installed for evaluation purposes in the Bailey Plant. He was selected because of his experience on both winding and spinning equipment. Making the presentation were Spinning Superintendent Steve Floyd, left, and Plant Manager Joe Aiton. THE ROLE OF A QUALITY FIRST FACILITATOR (Excerpts taken from a memo written by Jerry Littleton to Gregg Link and George Grant after attending a Facilitator Workshop) After attending the Facilitator Workshop at the Chamber of Commerce in Spartanburg, S.C. in October, I am convinced that the role of the facilitator is essential to the successful completion and implementation of Quality First team goals. The facilitator functions as an organizer, monitor, teacher, administrator, human resource developer, evaluator, public relations person, sales representative, coach, quartermaster, counselor, promoter, mediator, public speaker, management consultant, organizational development specialist and change agent. Wow, sounds pretty impressive, but at one time or another the facilitator will find himself in one or several of these roles. What qualifications are desirable for a good facilitator? A facilitator should have an in-depth knowledge and understanding of improvement concepts and techniques; a belief in the value of employee involvement; a high degree of responsibility and dependability; decision mak ing skills; ability to motivate others; ability to gain confidence and respect of people at all organizational levels; data-gathering and analysis skills and willingness to share credit with others. A facilitator should also have the ability to work with a team and to teach others to do the same. During the Facilitators Workshop not only were we taught the facilitator’s responsibilities, but were given hands-on experience with different exercises such as pre-and post-meeting planning. This is a must for the facilitator and team leader. Pre-meeting: A well-planned meeting assures that all topics on the agenda are discussed and each member is given the opportunity to participate. The project should have a clearly defined plan of action for collecting data and solving problems. During the meeting the facilitator observes the process and provides feedback, he remains neutral in decisions and focuses team attention and energy on the project. He also encourages equal participation from each member and helps generate “Win/Win” solutions to disagreements. He’s there to keep the team energized. In the post-meeting session the facilitator and the team leader discuss the good and bad points of the meeting. Did all members participate? Were all topics discussed? What problems need the team leader’s attention? How can the facilitator help in preparation for the next meeting? To be the “Preferred Supplier” we must each do our very best, and that’s what Quality First is all about, doing our best. Utilizing our skills in quality, production and time management will make our Company more pro fitable and thus assure a brighter future for us all. We not only want to be a preferred supplier, but also a preferred customer at each process from start to finish. PROMOTIONS u Howard M. (Mike) Norris George M. Grant Mitchell Peay Howard M. (Mike) Norris has been named Superintendent of Air Jet Weaving, Plant No. 2, succeeding George M. Grant who has been promoted to the newly created position of Director of Quality First. Mitchell Pfeay has been promoted from Loom Technician to second shift Weaving Assistant Departmental Superintendent, Bailey Plant. In his new position, Grant will be responsible for developing and administering the Quality First process in the Woven manufacturing area. He will report directly to Vice President of Manufacturing Ted Davenport. Grant had been Superintendent of air jet weaving since July of 1990 and was Superintendent of shuttless weav ing at Bailey at the time Sulzer machines were installed. He also had extensive weaving experience with fly shut tle looms. A graduate of Presbyterian College, Grant joined Clinton Mills as a manufacturing trainee in 1972. He also served as Assistant Departmental Superintendent in the Bailey Carding and Spinning Departments. Norris joined Clinton Mills in October of 1986 and has served in several Assistant Departmental Superinten dent positions. He received extensive manufacturing training with Milliken and Company and Simpsonville Mills before coming to Clinton. Prior to his new assignment, Norris worked as a Quality First team leader. Peay has been with the Company 12 years and most recently was a loom technician and substitute supervisor. He is a native of Clinton and a graduate of Clinton High School. EFA RECEIVES SAFETY AWARD Elastic Fabrics of America has won a place on the U.S. Department of Transportation’s “70 PLUS Honor Roll” in recognition of a safety belt use rate of 83.5 %, received a plaque in an awards ceremony on Oc tober 10, 1991. Elastic Fabrics of America will be inscribed on the 70% PLUS Master Honor Roll in the Office of the Administrator of the National Highway Traffic Safety Administration in Washington, DC. According to NHTSA Administrator Jerry Ralph Curry, the award is given to any state, county, city or town that has reached and sustained 70 percent or higher safety belt use among its population. Com panies, organizations, schools and military bases numbering 100 or more persons are also eligible. Ap plicants must submit the results of two observational surveys conducted at least 30 days apart, verifying the level of safety belt use. “NHTSA started this honor roll in support of President Bush’s goal of achieving a national average of 70% safety belt use by the year 1992. A high level of safety belt use means fewer fatalities and less severe injuries. Our success depends on individual successes — each one stimulating another and in creasing safety belt use overall. We must all do everything we can — family, friends, co-workers and fellow citizens — to reduce the terrible human cost of motor vehicle crashes,” Curry said. Elastic Fabrics of America’s first survey on May 5, 1991 revealed that 79.9% of drivers wore safety belts. The follow-up survey on June 27, 1991 placed usage at 83.5%. This compares to a statewide use rate of 60% when last observed, and to a national safety belt use rate of just under 50%. Elastic Fabrics of America has taken the lead in industry, promoting safety education and awareness to reduce the number of traffic fatalities and injuries. NHTSA said that about 45,000 people die each year in motor vehicle crashes and hundreds of thousands are injured. From 1983 through 1989, the agency estimates that more than 20,000 lives were saved by safety belts. If all front-seat occupants had worn safety belts, NHTSA estimates that over 15,500 lives would have been saved in 1989 alone.