mcwane · as much as anything else we do as a team at mcwane. this is serious business. we must...
TRANSCRIPT
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McWANEP u t t i N g E N V i r o N M E N tA L H E A Lt H & s A F E t Y F i r s t • 2 0 1 5
lEADiNg thE WAy by bEiNg thE bESt
tEAM McWANE ENviroNMENtAl SAFEty AND
huMAN rESourcES MANAgErS
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McWANE 1
cross McWane, June was Environmental Health &
Safety-Human Resources (EHS-HR) Awareness Month.
While there was fun, and even games, EHS-HR matters Aas much as anything else we do as a team at McWane. This is
serious business. We must each take it seriously—around the clock,
at home and at work.
You should too. It’s your job, and your teammates, company and
community that are depending on you—and the little ones at home,
to boot. While June was EHS-HR Awareness Month, every day of
the year offers opportunities to put EHS-HR knowledge to
productive use.
Many of us participated in power-outage emergency drills to
familiarize ourselves with what might happen in a blackout. We
participated in active shooter training—we pray, of course, that we
never have to face such a situation. Managers and supervisors par-
ticipated in 30-hour U.S. Occupational Safety and Health Admin-
istration-sanctioned training. We learned how to eat healthier and
properly handle and recycle household hazardous waste—because
health and safety is important everywhere.
A few of us created “What I Live For” posters to drive home the
message that environmental health and safety can impact those
closest to us.
This is what motivated Austin Milster, a quality engineer at
Amerex, when he created his own “What I Live For” safety poster.
Milster drew the outline of his child’s hand next to his own and
wrote that he lives for the day when his child’s hands “are as big as
this one… and every day in between.”
Sometimes, lessons are learned in lighter ways too.
The Ductile Iron Waterworks Fittings Group organized high
impact training and forklift rodeos. There were even one-handed
events (making a peanut butter and jelly sandwich with one hand;
opening a bag of chips with one hand; playing Jenga one-handed)
to help everyone gain a bit more perspective on how easily simple
tasks can become diffi cult—and the other way around. The Tyler
Xianxian facility in China had their offi ce staff walk the stormwa-
ter drainage route bordering the property and remove trash and de-
bris; and Tyler Couplings’ “stream team” helped monitor/identify
critters at a local stream.
Team members were also provided daily briefs on recycling,
water conservation and the importance of stormwater/house-
keeping. Several facilities organized teams to participate in com-
munity events including walks to help fi nd a cure for cancer and
Futurecom team members volunteered to help clean the Boyd
Conservation Park.
EhS & hr AWArENESS MoNth
The point is that EHS-HR matters and whatever it takes to keep
it top of mind is what we’ll do. June may be EHS-HR Awareness
Month at McWane—but every day is EHS-HR day too. s
No matter how each facility
decided to participate in EHS-HR
Awareness month, every site included
a video message from Ruffner Page
on their activity agendas, so that
every McWane team member could
hear from the top how important
EHS is to our leadership—and how
important it is for each of us to
continue focusing on it every day.
bEiNg thE bEStby DoiNg our bEStg. ruFFNEr PAgE, Jr.
or the past 16 years I’ve had the honor to serve as President of
McWane, Inc. In that time we’ve seen amazing growth, incred-
ible innovations, and the creation of a global team of experts, Fengineers, and technologists. And we are truly one team, the Mc-
Wane Team, regardless of whether you’re paid a salary or by the
hour, whether you’re represented by a union or not, whether you
have a staff position, a management position, or work on a pro-
duction line. The only thing that matters is that we recognize and
accept the responsibility of working together as vital members of
the McWane Team. So at this special time of year when we pause
to look back on what we’ve accomplished and ahead to the op-
portunities before us, let’s recommit ourselves to being the best by
doing our best.
It’s a lesson my wife Penny and I have brought home to our
three daughters more than once. It’s simple, straight-forward, and
so commonsensical that sometimes we all need to be reminded
of it. It holds the power to motivate us to achieve our highest
potential. And it’s a basic reminder that if we don’t, we’re letting
down not only ourselves but those closest to us—our family, friends
and co-workers.
There’s an enormous amount of credit we all share in making
McWane a leader in its industries. And this credit, as our motto
suggests, spans generations. Our work today stands on the shoul-
ders of those who came before us and built this great company.
Today you and I, working together, are building an even greater
company for those who will come after us.
I want to share some thoughts with you on how we should
defi ne our success as we move forward.
INDIVIDUAL RESPONSIBILITY WHILE WORKING WITHIN TEAMS
As we work in our daily activities, let’s think about how
effective each of us are being with our time and with the quality
of our work product. It doesn’t matter whether this work product
is a piece of the product sold or information that improves our
performance. Every action requires the habit of excellence
in how we do our jobs.
GROWTH IS A CONTINUOUS EFFORT THAT
ACTUALLY HAPPENS IN SPURTS
I like to say we have a “sense of urgency in everything we do.” But
because we have a strategic vision for McWane and a well thought
out plan for growth, as long as we focus on executing well every
day, we can afford to be patient and take advantage of the right
growth opportunities when they occur.
CONTINUING TO LEARN NEW WAYS TO IMPROVE OUR BUSINESS
I believe the most successful organizations are the ones that
promote an interest in learning. This ranges from new skills in our
plants for remote monitoring and computerized equipment auto-
mation, to our executive team learning more about the competitive
opportunities and threats in our markets and around the world.
Our businesses are more secure if we invest and learn to remain
low cost producers. We are also more secure in the long run if we
have responses to competitive threats such as a strong US dollar
making imports less expensive over time.
LEADERSHIP THAT EMBRACES GRATITUDE AND HUMILITY
In my fi rst point I said every Team Member has an individual op-
portunity and responsibility as part of his or her team. Each of
us also have multiple opportunities to be a Leader. Every job at
McWane provides a chance for all of us to demonstrate interest in
our team members, ensure safe behavior, help others when they
need it, make suggestions on ways to improve our work, and ap-
preciate the work and chance for success. Our latest Wellness Pro-
gram, “Feel like a Million,” has a box I checked daily on feeling
gratitude. It was, for me, an exercise that reminded me to take a
moment to be thankful for family, work, and friends.
As you read the following articles about the great work our
colleagues across the McWane family of companies have done in
2015, let’s recommit ourselves to better serving our customers and
the communities in which we operate and to being our best by
doing our best. It’s the McWane Way. s
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McWANE 2 McWANE 3
After nearly a year of planning, the McWane Pipe Group
retired the brands of Pacific States Cast Iron Pipe,
Atlantic States Cast Iron Pipe, Clow Water Systems and
McWane Cast Iron Pipe in favor of our new name, McWane
Ductile—uniting all U.S. ductile iron pipe sales under one brand.
McWane Ductile combines the strengths and talents of many teams
into one seamless unit, and ensure a better and more consistent custom-
er experience. This is McWane Ductile, Iron Strong.
“We are bringing the best practices from each of our divisions
and are standardizing those to McWane Ductile,” said Mike
Dodge, VP of Sales and Marketing, McWane Ductile. “This
change makes sense given today’s marketplace with more of our
customers expanding to larger geographic markets.”
Building on the successful installation of the first high-efficiency
casting machine installed at McWane Ductile—Utah, our Utah
foundry added a second high efficiency machine this last June.
The two new units, which replaced four of the older waterbox
style machines, incorporate modern design principles along with
improved controls and automation.
“The capabilities of these new machines far exceed our older
machines,”said Kent Brown, VP/GM for McWane Ductile—Utah.
“Even as we are still climbing the learning curve, you can see the
potential of these machines.”
A third machine arrived at McWane Ductile—New Jersey in Sep-
tember and is scheduled for a fourth quarter installation.
Meanwhile, McWane Ductile—Ohio had a large capital
expansion of its own. And next door at McWane Poles, there’s
a new state of the art assembly line in the newly purchased
building. Once a collection of used equipment cobbled to-
gether to press and drill utility poles, the booming demand for
McWane’s ductile iron poles required real change. McWane
Poles now boasts a state-of-the-art line, the result of an inter-
continental McWane collaboration.
McWane Poles Director of Operations Keith Mallett and a team
from McWane Ductile—Ohio developed a conceptual layout for
the newly purchased building adjacent to the Ohio foundry. Loop-
ing in the McWane team from MSPL in Coimbatore, India, al-
lowed for detail design work, the procurement of components and
run-off inspections. MSPL’s Praveen Kumar and Senthil Natarajan
worked closely with Keith to produce the final drawings. From
there, Gopi Ramanathan and his team produced RFQs, and a final
machine shop was selected.
“The new line is undergoing testing and debugging right now,
but it is amazing,”said Mallett. “I have already started using some
portions of the new line for orders. It resolves many of the inef-
ficiencies of the original line. We are going to have so much more
capability. Everything will improve—lead times, quality, cost. They
are all going to be better.” s
McWANE DuctilE iroN StroNg
tand gaskets for storm and sanitary drain, waste, and vent (DWV)
plumbing systems. The MPG companies—Tyler Couplings; Tyler
Pipe; AB&I Foundry; Bibby-Ste-Croix; Fonderie Laperle; and
Anaco-Husky—have made considerable changes to stay ahead of
the curve, and the competition.
The investments the Plumbing Group are making today will
help us produce even better products more efficiently—as well as
to support clean air and water in all of our communities. Some
examples from across the MPG show just how much has already
been done to keep costs down without losing focus on quality:
n At Bibby-Ste-Croix in Quebec, Canada, improvements to the
cupola, a refractory-lined steel stack used in the metallurgical pro-
cess of melting iron, are increasing efficiencies in the iron melting
process—reducing the need for high amounts of coke and reducing
overall fuel consumption. Substantial improvements include the
installation of a 48” ID refractory lined cupola, a dehumidification
system and heat insulation of the hot air blast piping.
n We recently installed 10,000kW generators to manage trans-
mission costs and reduce expenses at Tyler Pipe in Tyler, Texas,
where the state is considering imposing a $9kW surcharge on elec-
tricity.
n At AB&I Foundry in Oakland, California, we recently part-
nered with Samjim and state utility Pacific Gas & Electric Com-
pany (PG&E) to replace and reduce light fixtures in both the
foundry and office spaces with efficient LED fixtures and lighting
controls. The new system will reduce energy consumption and in-
crease lighting efficiency—allowing the facility to stay just as bright
but at a lower cost. AB&I also received energy rebates for its new
induction furnace and new air compressor—added to the very large
rebate from PG&E for the lighting upgrades.
The McWane Plumbing Group is on a constant hunt for in-
novation and efficiency. The team at Tyler Pipe has been working
to shrink its footprint on the 871-acre property to achieve higher
efficiencies. At the Anaco facilities, the team invested in new and
refurbished manufacturing equipment, including a new DESMA
injection machine in their gasket department and new multi-press
units in their clamping department to bring down costs while im-
proving efficiency. These constant improvements help us control
costs while creating healthier and safer products for our customers.
Continuous improvement and sustainability matter.
Each year, MPG reclaims thousands of tons of post-consumer
scrap metal for use in the production of sustainable building prod-
ucts. Besides using scrap material in the production of its prod-
ucts, AB&I also recycled more than 800 tons of waste sand that
is reused in concrete plants. AB&I upgraded their Baghouse #4
to capture even more particulates—further reducing fugitive emis-
sions in their shakeout area.
The Plumbing Group doesn’t just focus on savings. We are also
committed to giving back. Every MPG member company main-
tains ongoing community outreach programs from supporting
food banks to building playgrounds at schools in under-privileged
areas; supplying books for their libraries; and participating in mul-
tiple fundraisers including Race for a Cure for Breast Cancer and
blood drives.
Our commitment isn’t new. It’s in our bones, going back more
than a century for some. Just this past May, for instance, Oakland
Mayor Libby Schaff recognized AB&I for its 109 years of giving
and investing in its community.
“One hundred and nine years in business doesn’t happen by
chance,” said Kurt Winter, Executive Vice President of the McWane
Plumbing Group said. “It takes all of us working together as a team.”s
he six companies that comprise the McWane Plumbing
Group (MPG) manufacture cast iron soil pipe and fit-
tings, multiple drainage products and an array of couplings
thE McWANE PluMbiNg grouP (MPg) iNvEStiNg iN our vAluES
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McWANE 4 McWANE 5
he McWane Technology group, uniting a raft of diverse
and dynamic companies under one banner, is busy at work
solving customer problems that didn’t exist 10 years ago. tUntil recently, these five promising tech firms were considered
startups. Today, they’re directly taking on the challenge of transi-
tioning from startups into reliably growing companies innovating
their way forward.
McWane Technology Group companies are developing and
delivering products in two primary spaces, the Internet of
Things (IoT) (or “Connected Devices”) and “Wireless Anywhere.”
Synapse (Huntsville, Alabama) and Nighthawk (Dallas, Texas)
build solutions that connect devices over wireless or WiFi “mesh”
networks, and add Internet-powered intelligence into more and
more applications—such as intelligent lighting for large parking
structures, and remote temperature and vibration monitoring for
Kennedy Valve.
For Zinwave (Cambridge, United Kingdom), Futurecom
(Toronto, Canada) and Comtech (Seoul, Korea), “Wireless Any-
where” is about making sure that you will never lose your wireless
connectivity—whether you work on a large enterprise campus, play
in a sports stadium or music venue, or work as a first-responder
using mission critical public safety communication gear.
For a view of tomorrow, one need only visit a company in the
McWane Technology group today. And this isn’t just about what
they’re making, but how they’re making it too. It is hard work, and
will continue to be—because nothing, and certainly not success, is
guaranteed in life. But the challenge of scaling up our technology
companies into vibrant market forces over the long-term is one we
are tackling head on.
At Zinwave, which works to provide in-building wireless solu-
tions that serve all major global carriers and wireless protocols, they
decided to pay better attention to “Voice of the Customer” (VOC)
feedback. This led to the creation of a customer-centric product
roadmap and a revitalized partnership between sales, product and
engineering teams. It is also providing another chance to recapture
missed sales opportunities.
Futurecom’s Digital Vehicle Repeater System (DVRS) provides
police and fire radio coverage in mission critical, first-responder
situations. The DVRS Black Box sits in a police car or fire truck
and provides reliable wireless coverage extension at a fraction of
the cost of a large infrastructure purchase (such as towing around
an extra cell-phone tower). In these days of outsourcing everything
to the lowest bidder, Futurecom has built an exclusive channel
relationship with Motorola Solutions (the #1 Public Safety com-
pany) through tight integration of their product with Motorola’s
solution. So tight and responsive is this product integration that
Motorola turns to Futurecom when they need to deliver running
changes for must-deliver customer deliveries—knowing that Future-
com will deliver again.
Synapse is on a mission to connect devices (sensors, lights, and
anything else you can think of) to the Internet, providing custom-
ers with one-stop shopping to monitor and run their businesses,
organizations and cities more efficiently. As a leading innovator
in the IoT space, Synapse builds products from hardware to soft-
ware, serving clients from industrial applications to City Bikes, to
automated pest control. When the market hype gets out of con-
trol, that’s when you know you need to have a disciplined business
strategy to compete—and that is exactly what the Synapse team has
taken on in 2015. Evaluating their business at the beginning of
this year, the Synapse team realized that the power of their product
solutions lay primarily in being an enabler to their customers for
connected device solutions. With this sharpened focus, the team
quickly established a Core IoT Business, creating products that
can be sold into many different industry verticals, but leaving the
customization to the industry experts, thereby creating a simple
number of product SKUs that can be sold over and over again. The
team also realized that there were a handful of industries where
their product or industry expertise did enable them to compete,
and is taking the time to build out these “engine of growth” solu-
tions; lighting solutions being the focus this year, with a view to
build sustainable innovation and growth within five years.
What do you do if your electric utility remote monitoring com-
pany gets acquired by McWane, a company with industrial plants
and foundries around the world? If you’re Nighthawk, you look
for opportunities to take your core wireless remote monitoring ca-
pability and partner with your industrial parent to develop new
and innovative solutions that can be used for internal efficiencies
and sold to external clients as well. And if you’re smart, you’ll do
it the way the Nighthawk team did: by pulling together a team of
subject matter experts to act as your voice of the customer, and le-
veraging other McWane assets like MSPL to develop your software.
Given all of this innovation, it isn’t hard to imagine some of the
great opportunities on the horizon:
n Synapse intelligent devices and Nighthawk monitoring
& control systems that sit at the edge of a wireless network
delivered by Zinwave;
n A Futurecom Public Safety system that acts as an
“incident hub” using Synapse WiFi modules;
n Combined wireless and public safety systems for new
building construction, leveraging product and expertise
from Zinwave and Futurecom;
n Reducing the product cost and improving the delivery time
by strengthening partnerships with Comtech (Hardware) and
MSPL (Software);
n Building a product innovation portfolio through disciplined
product execution and constant voice of the customer feedback.
For the McWane Technology group, 2015 was a year of change
and focus. For 2016, the sky is the limit. s
McWANE tEchNology grouP thE iNNovAtioN hAS AlrEADy StArtED
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McWANE 6 McWANE 7
McWANE uNivErSity EhS/hr lEArNiNg NEtWorKiNg AND ShAriNg bESt PrActicES
Sharpening skills and forging friendships was the focus of the
2015 McWane University EHS-HR forum September 22-25
at Birmingham’s Renaissance Ross Bridge.
The event brought together 125 McWane EHS and HR profes-
sionals from around the company and around the world to learn,
network and share best practices.
The meeting started with a general session where all three groups
(environmental, health & safety and human resources) met jointly
for a half day to learn about topics of common interest. Updates on
major activities and plans in each of the three functional areas were
followed by a riveting active shooter training session.
After the general session, each group met in separate breakout ses-
sions to learn and brainstorm about specific topics pertinent to each
group. Topics included crane & rigging safety, machine risk assess-
ments, air emission estimating and permitting, waste management,
paperless inspections, laws and regulations, electronic document
management, storm water management, labor negotiations, social
media, wellness initiatives, and computer based training.
To balance out the busy agenda, time was set aside for some fun
including mountain biking, zip lining, and golfing. There was also
plenty of time for networking, which many said was the one of the
most valuable parts of the meeting.
Of course no McWane University EHS-HR meeting would be
complete without the traditional talent show. Once again, contes-
tants demonstrated the wealth of talent that our team members pos-
sess: everything from a bagpipe performance, comedy routines, and
a rousing Tina Turner-style performance of Proud Mary, to surprise
appearances by Jake & Elwood, the Blues Brothers, and Manuel the
Tank Man.
The awards for farthest distance traveled went to Jacqui Mann
from Manchester Tank who came in from Echuca, Australia; Len-
ny Ding and Phil Zang from Tyler Xianxian in China; and Ajith
Raveendran from McWane Gulf in Abu Dhabi.
Since McWane’s companies are positioned around the globe this
meeting is a great opportunity for team members to meet one an-
other, develop friendships, and exchange ideas and best practices.
Now that they know one another they won’t hesitate to call or email
their new friend to ask a question or get advice.
McWane University was originally established as a forum for dis-
cussing the mission and direction of McWane, but it’s become much
more. Each McWane University meeting brings together collective
ideas and experiences from which team members can learn and gain
motivation. It’s also a vehicle for training that gives participants a bet-
ter understanding of our commitment to our shared values and goals.
Everyone left the meeting energized and ready to get back to their
respective facilities to put what they had learned into action. s
The McWane Team’s meeting in Birmingham this year was one of the best meetings yet!
McWane University
gives team members
across the globe
the opportunity to
meet and exchange
ideas and best
practices.
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McWANE 8 McWANE 9
cWane’s Environmental, Health and Safety (EHS)
Steering Committee is continuing its work to help
drive continuous improvement for our industry-lead-Ming EHS programs and systems. It consists of leaders from our
operating divisions and corporate and was inaugurated in the fall
of 2012. The primary purpose was to develop a strategic plan to
take EHS performance at McWane to a new level. Since then,
the EHS Steering Committee has worked tirelessly behind the
scenes to accomplish its mission. Steering Committee initiatives
and projects are aimed at streamlining our programs and systems
and looking for newer ways to improve our EHS performance
while reducing burdens on our operating divisions. Major issues
tackled to date include improvements to EHS training, audit and
electronic data systems and setting EHS standards for interna-
tional operations based on input from team members through-
out the company.
McWANE EhS StEEriNg coMMittEE iS AlivE AND KicKiNg
Greg Simmons
Assistant General Manager at Tyler Pipe
Company located in Tyler, Texas
“The time has come for all of our
facilities and team members to take
EHS to an even higher level. We have
a mission. The only way I know how
to get this done is show results.
Otherwise, it’s just talk.”
Larry WhiteheadCEO Manchester Tank
“The vision the EHS Steering Committee
has for McWane is straightforward:
To become a values-based company that
naturally results in compliance…
Dale SchmelzleVP General Manager at McWane Ductile
New Jersey
“Over the last decade McWane has
made major improvements in all facets
of EHS and has become a leader in our
industry as our injury numbers reflect.
But we risk falling behind if we spend
Tony OrlowskiGeneral Manager at M&H Valve
in Anniston, Alabama
“We’re by no measure perfect, but
our robust compliance efforts as a
company are giving us fewer and
fewer opportunities for gain while
at the same time we want to make
too much time patting ourselves on the back. Like many organi-
zations that are good at EHS, achieving a Zero Injuries culture
requires real effort. That’s work, and work we can be proud of
engaging in. Making this shift in values requires the full
commitment at every level in the organization.
I am excited to be part of it.”
quantum leaps. The steering committee is working on that
dilemma—looking for ways to maintain our progress
while streamlining and freeing up resources so we can
better act on our values and get to that next level
of performance.”
We’re conveying the ideas and vision that will help us
accomplish this. It’s not always easy, but that’s maybe part
of why it’s worth doing.”
vAlvE & hyDrANt grouP 25 YEArs & CouNtiNgi
t has been an active year for capital improvement projects for
the McWane Valve and Hydrant Group (V&H), as well as
at Tyler/Union. After 25 years, the V&H Group continues
finding synergies.
Clow Valve Company team members are anxiously awaiting
the arrival of a new 1800 MM horizontal machining center that
will allow them to machine up to a 72” resilient wedge gate valve—
as well as many other valves and fittings now outsourced by
McWane. M&H Valve continues to expand its rubber coating
operations and will soon have the ability to satisfy the majority of
internal demands for the entire Valve & Hydrant Group. Kennedy
Valve Company has acquired equipment that will allow it to pro-
duce nuts and bolts for the V&H Group, putting us in position
to better comply with the “Buy America” Act. Tyler/Union has
installed equipment allowing them to better provide the industry
with domestic restraints and companion flanges. As well, Tyler/
Union continues to make improvements to their recently installed
large diameter “fast trac” molding line which supports our position
as the number one domestic waterworks fittings company in the
U.S. All of this coordination and effort across the V&H Group
allows us to supply quality domestic products that support the
American worker and our country’s vital infrastructure.
McWane’s Valve & Hydrant Group came together as part of a
complex realignment of companies and divisions across the North
American continent in shared purpose and support. The prom-
ise of improved savings and better customer service is already be-
ginning to emerge from the newly assembled V&H Group. This
is a foundation, built on companies whose histories date back a
century and a half, that will help McWane’s V&H Group continue
to grow as one team.
In May, the stateside V&H Group held its national sales meet-
ing in Denver under the banner of “Three Companies, One
Team.” Sustaining teamwork and team culture requires more than
compelling mottos, however. It requires hard work. Fortunately,
the companies that make up the V&H Group in the U.S. have
built reputations on exactly that for generations. The first V&H
company, M&H (est. 1854) joined the McWane family in 1984;
Clow Valve (est. 1849) joined in 1995; Kennedy Valve (est. 1877)
in 1988; and Concorde and McAvity (est. 1854) in 1990, when
McWane acquired and merged them into Clow Canada.
It’s no small feat to merge a handful of proud companies that
have spent well over a century competing in the marketplace.
For 25 years, we’ve been doing more than saying “team,” we’ve
been acting like one.
Today, the V&H Group does more than $80 million annually
in intercompany business, producing enormous and measurable
efficiencies across McWane. Consider that Clow Valve manufac-
tures and provides nearly all the brass casting used in our valve &
hydrant products; M&H provides nearly all the rubber coated iron
wedges for the RW Valve line; Kennedy provides all of the indica-
tor posts and check valves; M&H provides all the butterfly valves.
Up close, and from afar, the increasingly seamless and synergistic
operations of the V&H Group produce benefits across McWane.
Vitally, Clow Canada provides critical access to the Canadian
market, allowing its three U.S. sister companies to boost volumes
while reducing costs. The savings and efficiencies the V&H Group
has produced are so much a part of the way we do business that
many of us likely don’t even notice. Other times, the teamwork
across operations can’t escape notice.
Recently Chris Prendergast, the Clow Valve Lean Coordinator,
was trying to resolve a problem and determined that the valve stems
Clow was providing Kennedy had a higher cost than the stem used
by Clow itself. The part number for the Kennedy stem was differ-
ent than Clow’s but the same as the part number for M&H, which
also carried the higher cost. Switching to the lower cost Clow stem
produced about $150,000 in annual savings to M&H.
And the V&H Group isn’t just about savings, it’s also about
Environmental Health and Safety—as it is across the McWane
family of companies. We continually look for ways to improve
our practices. This is exemplified by Clow Canada’s success in low-
ering their VOC (volatile organic compound) emissions as well as
Clow Valve’s efforts to reduce waste in its iron grinding room.
All team members of McWane’s V&H Group—just as Tyler/
Union’s and all the other members of the McWane family—are com-
mitted to supporting their communities and colleagues. The success
of our entire business is rooted in this collaborative spirit. s
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 10 McWANE 11
MANchEStEr tANK DrivES coNtiNuouS iMProvEMENt With “SQDc”
Mbusiness. Our operating priorities—SQDC (Safety, Quality,
Delivery and Cost)—are the driving factors for setting targets
and measuring progress for Manchester Tank that result in and
support a Continuous Improvement culture.
Manchester Tank is driving SQDC improvement across the or-
ganization with metrics for each category. Goals are set to measure
year over year performance, and these goals are cascaded out to
each level of the organization. Each department sets goals in sup-
port of the plant goals and they are communicated and reviewed
in an effort to find a better way to service our customers. This
is done to engage and align all members of the organization to
work toward common goals that support and drive a Continuous
Improvement culture.
“S” for SAFEty We all understand our company’s passion for protecting our
people and the environment. EHS must be the first priority of
every action we take. Manchester Tank’s focus on Safety, and more
broadly EHS, is supported by McWane’s values and focus in this
area, and this focus has led to significant progress. Of particular
note is that the Crossville, Tennessee, plant had no recordable
injuries in the first six months of 2015, remarkable considering
the plant produces 900 20-pound grill cylinders every hour. As an
organization, we work to reinforce with team members that
anchester Tank’s vision to “Find a Better Way,” captures
the company’s single-minded focus on Continuous
Improvement across all facets of Manchester Tank’s
they are the most valuable asset of the organization, and returning
home safe at the end of each shift is our first priority.
“Q” for QuAlity Producing quality work is important to every aspect of the orga-
nization. This means changing the way we think about the output
of our work and how it is received by our co-workers,
be it on the line or in the office. Quality of
product and service are “table stakes” in
today’s competitive business environ-
ment, and poor quality can cost
dollars and customers. For
example, the Manchester
Tank Elkhart, Indiana,
plant recognized that
the traditional way of
welding on the alu-
minum forklift line
was not yielding the
desired first pass
quality results. The
production team
reviewed their meth-
od, and through
some automation and
improved flow dramati-
cally improved first pass
yield on the line to deliver
a higher quality product. In
2016, Manchester Tank will
further refine its measure of Qual-
ity through a “Cost of Poor Quality”
measure that will be tracked and targeted
for improvement.
“D” for DElivEry The obvious first thought when thinking about delivery is mak-
ing sure products are delivered on-time and complete. Manchester’s
Quincy plant takes it one step further, making sure that every part
number includes a packaging specification to ensure product is de-
livered in good order. The plant tracks the results and changes speci-
fications where needed. Delivery also means much more than prod-
uct delivery. Turning around a quote, getting a drawing back
to a customer in a timely manner, and replying to a phone call
or email quickly and accurately are all ways Manchester Tank
measures its Delivery. Many of these things go unrecognized
but are key ways customers measure their suppliers. Manchester
Tank is known in the marketplace for its delivery and service.
It is an important differentiator that gives us an advantage over
the competition.
“c” for coSt Driving down Costs is
critical to ensuring we can of-
fer pricing that is competi-
tive in a market filled
with low-cost suppli-
ers from Asia. But
why would it be the
fourth priority? At
Manchester Tank,
Cost is never
placed in front
of the other three
operating priori-
ties. If the orga-
nization is work-
ing safely, making a
quality product and
servicing the custom-
er—then we feel we have
earned the right to work
on cost. Not before. If Cost is
moved up in priority it will dimin-
ish the company’s focus over time as
poor decisions will be made that compro-
mise the other areas of SQDC. The result could lead
to less competitive products, services and workplaces. This
would impact sales and ultimately diminish our ability to sup-
port our employees and their families who count on the com-
pany for their livelihood.
In the spirit of Manchester Tank’s focus on Continuous
Improvement, the work on SQDC is never over. Goals are set
and actions are taken to improve the organization around the
clock and around the calendar. Each year the goals are ad-
justed to focus the teams on achieving the next level of perfor-
mance. Continuous Improvement is a culture and a mindset
that builds a stronger and more competitive company. s
SQDc
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 12 McWANE 13
iMProvEMENt ProcESSiMProvEMENt ProcESS
in 2014, McWane Ductile—Utah Plant Manager Scott Jarvis
and General Manager Kent Brown decided that creating a
better work environment required a change in workplace
culture. No longer would workplace accountability be someone
else’s concern. Instead, everyone would work toward common
goals, and everyone would have a voice and role to play.
We are more effective when we all work with common purpose
toward shared goals.
Last year, managers at McWane Ductile—Utah convened for two
days of discussions and work to develop a set of “cultural beliefs”
that would help everyone fi nd effective ways to boost effi ciencies,
engage employees and grow our company wisely.
Earlier this year, we convened multiple Culture Workshops
chANgE thE culturE chANgE thE gAME
to share these principles anew. At McWane Ductile—Utah, day-
long classes led by internal facilitators Nathan Sweat (Engineering
Manager), Nathan Thayne (Melting General Supervisor), Jeremy
Stewart (Continuous Improvement Engineer) and Jessica Stones
(Human Resources) included workshops for new employees and
management team members.
No matter how simple the message, and how common sense it
may sound, focus and effort are required. Many workplaces fall
short. We cannot be one of them.
Changing workplace culture never happens overnight. It takes a
lot of effort, persistence, and patience. The work is far from done,
but we’re all on a journey that will improve our lives and bottom
lines for generations. s
n oWN it I achieve the Key Results through ownership of my actions and behaviors
n SPEAK uP I communicate frequently and openly without fear and listen with an open ear
n All iN I collaborate with all employees to achieve our Key Results
n EXcEED EXPEctAtioNS I provide quality products and exceptional customer service
n lEArN AND groW I learn from mistakes and seize the opportunity to improve
Jonathan Correa, (Cement Line) “It’s pretty good, shows
how what you do is valuable to the Company.”
Supervisor, Derek Webster recognizing Darien Carter, Mold Repair. Darien has received multiple focused recognitions and has also recognized a
co-worker who helped him watching the knurlers. Darien had put in a 12 hour shift, but needed to get some molds ready for production.
Having the help and support of his co-worker meant a lot to him.
Culture Workshops (above and below)
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 14 McWANE 15
McWANE ProDuct SightiNgS...
tiME-tEStED ProDuctS oN NotrE DAME cAMPuS
After a training session for the Fabrication 101 class hosted
by Manchester Tank in Elkhart, Indiana, Ryan Pogotis, MTE’s
Safety Tech spotted something old and something new: a 2013
Clow Valve hydrant and a Clow hydrant from 1986. Both are
standing the test of time alongside the original log cabin chapel at
the entrance of the Notre Dame Campus.
At McWane, we think our products are works of art, but it’s
nice to know that others think so as well. We received a picture of
a Clow Eddy hydrant that looks perfectly at home in a beautiful
garden. The water is flowing through the hydrant at a fraction of
the rate it would flow when fighting a fire—but it works and looks
beautiful all the same.
hAvE you EvEr SEEN AN AMErEX MiNioN? Solberg’s Jaclyn Barlament and Amanda Wilcox stumbled across
this Amerex Minion while shopping at the local Farmers Market
in Green Bay, Wisconsin. This particuar vendor takes what is
otherwise tossed into a landfill and upcycles it into unique
garden decorations. Too bad the little guy was sold; otherwise
he was going home with them!
McWANE ProDuctS ArE PErFEctly At hoME iN A bEAutiFul gArDENM
cWane’s 27th manufacturing facility now rises above the
sands of Abu Dhabi, on two dozen acres of land. This is
the company’s fifth valve manufacturing plant, and when
the complex in Musaffah, Abu Dhabi is at full production, some 70
skilled team members will be busy in the machine shop, the coating
facility, the grinding and shot blast operation, among other places.
There will also be warehousing for finished goods as well as shipping
and administrative offices.
The beneficiary of a $28 million McWane investment, the new
facility will produce water, plumbing and sewer products to inter-
national specifications – including ductile iron fittings, valve and
hydrants, drainage products, and soil pipe fittings and couplings.
McWane’s global footprint is making a positive impact around the
world, and its growing global operations are expanding its efforts to
bring water to the world. “We recognize a significant opportunity
to manufacture and supply water, sewer and plumbing products for
the Middle East and North Africa regions,” said G. Ruffner Page,
Jr., McWane President. “It is our next step toward bringing quality
McWane products to even more of the world with our new facility
in Abu Dhabi, and it’s just another milestone along McWane’s long-
term commitment to water distribution infrastructure development
across the region.”
The timing is opportune, given McWane’s vision for growth
across the world and the United Arab Emirates’ focus on economic
diversification. In October, the UAE’s Minister of Economy noted
during the World Economic Forum that his aim is to build up man-
ufacturing industry in the country to reduce the country’s reliance
on energy revenue from 30% to 20% in the next 10 to 15 years.
McWane established its new Gulf division to serve the growing
demand for McWane brands like Kennedy Valve, Tyler Pipe, and
Wade Drains in the Middle East, Africa and Asia. McWane Gulf
will produce water, plumbing and sewer products to international
specifications, including ductile iron fittings, valves and hydrants,
drainage products, and soil pipe fittings and couplings.
“The McWane team is working on innovative ways to deliver our
most valuable resource-water. For almost a century McWane has
built durable, sustainable and efficient water infrastructure products
that meet these needs,” says, Page. “McWane Gulf will use technol-
ogy and experience acquired by McWane over the years to produce
these products. That includes safeguarding the health and safety of
every team member and protecting the environment in the commu-
nities where we operate. Everyone at McWane understands and sup-
ports the three principles of our Environmental, Health and Safety
policy; compliance, protection and improvement.” s
McWANE oPENS NEW FAcility iN MuSAFFAh, Abu DhAbi
Front row: Barbara Leaf, U.S. Ambassador to UAE, Rufner Page, HE Sheikh Nahyan bin Mubarak Al Nahyan, Minister of Culture, Youth and Community of UAE and Phillip McWane
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 16 McWANE 17
ABI adopts local elementary school by helping with clean-up
Futurecom helps clean-up Boyd Conservation Park Clow Canada donates to local soup kitchen
tEAM McWANE rEAchES out to our coMMuNitiES iN A big WAy!
Tyler/Union Anniston Runs in 35th Annual Historic Woodstock 5K Run
ABI Breast Cancer Walk
McWane Ductile-Ohio EWaste Day
Tyler Pipe Texas 2nd Annual Fresh 15 Run
Kennedy Valve Frank Eschelman Bowling Event
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 18 McWANE 19
tfrom 15 different locations, which surpassed our previous years’ in-
volvement and number of projects. Last year’s McWane Ergo-Cup
winner, Manchester Tank Quincy, competed in the March 2015 Na-
tional Ergo-Cup Competition in Nashville, and brought home the
National Ergo-Cup title. This is the second year in a row we have
won national ergo-cup titles and the third time a team from Mc-
Wane has brought home the national trophy. Our previous national
winners were Manchester Tank Elkhart 2014 and Clow Valve Oska-
loosa 2010. McWane Ductile-Utah received a national special award
for risk reduction during the 2013 National Ergo-Cup in Dallas.
Can we keep our streak going? This year’s projects, as in past years,
were outstanding and our esteemed panel of judges had a tough task
in choosing our winning projects:
The judging criteria for the Ergo-Cup are rigorous.
Each project is judged on the following with an emphasis on innova-
tion and ergonomic risk reduction.
Innovation: The entry representing newly created devices or processes for the workplace,
or was created or signifi cantly improved through study and experimentation.
Simplicity: The solution is simple and straight forward
Cost Savings: The entry provides an attractive return on investment (ROI)
Ergonomic Risk: The solution or approach reduces or eliminates ergonomic risk
Presentation Quality: The problem, solution, and impact are clear and concise
he sixth annual McWane Ergo-Cup was held on October
21st and once again the McWane family of companies raised
the bar. This year 169 team members completed 24 projects
As for the streak, we’ll have to wait until next March when our
outstanding project winner, Clow Corona, will travel to Orlando to
compete in the National Ergo-Cup competition.
Winning the National Ergo-Cup competitions, is a great recogni-
tion but the real benefi t of this competition is all the great ergo-
nomic improvements we are making that directly affect the safety
and wellbeing of McWane Team Members. The past six years of
the McWane Ergo-Cup competition have involved more than 650
McWane Team Members who have completed 112 Ergo-Cup proj-
ects. Each one of the projects represents a signifi cant reduction in
the risk of McWane team members being injured, and most all the
ergo-cup projects have added benefi ts such as increased productivity,
improved quality, and cost savings. The Ergo-Cup also provides an
opportunity for any Team Member with an idea or an ergonomic
concern to bring it forward and become part of a team to fi nd solu-
tions that will directly impact their work environment.
Congratulations to all the facilities and team members who par-
ticipated in this year’s competition. Every year we are amazed at how
many great projects are submitted. Every project is a winner because
each project reduces the risk of injury to McWane team members.
Thank you to all that have supported, promoted and participated
in the Ergo-Cup over the years. Your teamwork, creativity, enthusi-
asm, and drive for continuous improvement makes this competition
special each year. Keep those ideas coming and who knows you may
have the next Ergo-Cup winner. s
2015 suBMittED Ergo CuP ProJECts (24)
toP sEMi-FiNALists Ego CuP ProJECts (11)
McWANE 6th ANNuAl Ergo cuP coMPEtitioN
Judges (pictured from L-R): Dale Schmelzle General Manager, McWane
Ductile-New Jersey Claudiu T. Lungu PhD, Associate Professor at the UAB School of Public Health and Director of the Deep South Center for Occupational Health and Safety Andrew D. Perkins M.S., CIH, CSP, Senior Industrial Hygienist, Corporate Safety & Health Department, Alabama Power CompanyPat Tyson OSHA attorney and partner in the Atlanta based law fi rm of Constangy, Brooks & Smith
AB&I Foundry .............................................................. PhilaPack Lifting Device
Amerex ....................................................................... Charge Station
Amerex ....................................................................... Chemical Mixing Project
Amerex ....................................................................... Iron Worker Ergo
Amerex ....................................................................... VSS Packout Work Table
Bibby Ste. Croix .......................................................... Shaking Pan Project
Bibby Ste. Croix .......................................................... Stuck Pipe
Clow Canada ............................................................... Bending of Cotter Pin
Clow Canada .............................................................. Service Box Rod Preparation
Clow Corona ............................................................... Break Off Assembly Table
Clow Corona ............................................................... Wet Barrel Hydrant
Clow Valve .................................................................. 180 Platform Connection
Clow Valve .................................................................. Large Valve Track Jack
Kennedy Valve ............................................................ Shakeout Hoist
M&H Valve .................................................................. Degate Improvements
McWane Ductile-Ohio ................................................ Manual Chill Iron Handling
McWane Ductile-Utah ................................................ Poles Saw
Manchester Tank-Elkhart .......................................... Auto Brushing
Manchester Tank-Quincy ........................................... Low Impact Weld Tab Removal
Tyler Couplings .......................................................... Screw Raking
Tyler Pipe .................................................................... Shuttle Hub/End Grinder
Tyler Union ................................................................. Tuff Grip
Kennedy Valve ........................................................... Shake Out Hoist
Bibby Ste. Croix .......................................................... Shaking Pan Project
Tyler Union .................................................................. Tuff Grip
Clow Corona ............................................................... Break-Off Assembly Table
Clow Corona ............................................................... Wet Barrel Hydrant
Tyler Pipe .................................................................... Aker II Automated Hub Core Setter
Clow Canada .............................................................. Bending of Cotter Pin
Manchester Tank-Elkhart .......................................... Auto Brushing
McWane Ductile-Ohio ................................................ Manual Chill Iron Handling
Amerex ....................................................................... Charge Station
Manchester Tank-Quincy ........................................... Low Impact Weld Tab Removal
thiS yEAr’S WiNNErS ArE:
McWane Outstanding Project – First Place
Clow Corona – Wet Barrel Hydrant
First Place Runner Up
Manchester Tank-Quincy – Low Impact Weld Tab Removal
Best Innovation (most innovative project)
Manchester Tank-Elkhart – Auto Brushing
Best Risk Reduction (highest overall risk reduction)
Amerex – Charge Station
• • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••
McWANE 20 McWANE 21
DAviD vAzQuEz: McWANE DuctilE-utAh’S rEAl liFE ActioN FigurE
David Vazquez is a familiar face at McWane Ductile-Utah,
where over the course of six years since joining the Mc-
Wane family he has risen to Safety Manager. Legendary for
his dollops of wisdom, Vazquez is also legendary for his grit.
Not many Marines, after all, are honored with a tribute on
the floor of the U.S. Congress. In 2001, after 23 years of service,
Vazquez was.
“Master Sergeant David Vazquez will not retire from the United
States Marines without having left his mark,” said Rep. Jose Ser-
rano of New York, in November 2001. “His sharp-shooting skills
won him a record of 247 bulls-eye shots out of 250 and allowed
him to shoot a perfect score in the Marine Security Course. Master
Sergeant Vazquez also holds the record for the highest number of
sit-ups done by any member of the Armed Forces. This Marine as-
tonished everyone when he completed 2,101 sit-ups in 58 minutes.”
It is no wonder Vazquez is fond of quotes like: “Whatever
the mind of man can conceive and bring himself to believe it
can achieve.”
And is it any surprise that a Marine with this kind of grit and
determination was cast to play the U.S. Serviceman who saves the
president in the action movie blockbuster “Sum of All Fears?”
At this point, we’d have to say no. Vazquez humbly calls this
cinematic bit part his “two minutes of fame.”
Born in Puerto Rico, Vazquez and his wife Viviana lived all
over the world during his military service. From Madagascar to
Japan and all manner of places in between, Vazquez protected U.S.
embassies in five different countries.
A father of two and a grandfather of one, Vazquez is driven to
succeed wherever he goes. He has a motto for that, too: “I prefer to
be a barracuda in the ocean than a great white at the aquarium.” s
thE McWANE WAy iS thE SuStAiNAblE WAy
For gENErAtioNSAt McWane, we believe in doing things the sustainable way.
While protecting the health and safety of our employees, we are
committed to the environment, striving to take every possible measure
to preserve our planet through caring corporate responsibility.
The McWane way is the sustainable way.
WAtEr.It’s a vital part of everything we do.
Whether you’re fi ghting fi res,
watering crops, or just taking
a morning shower... chances are,
that water is being brought
to you by the McWane family
of companies.
McWANE INC • P.O. BOX 43327 BIRMINGHAM, AL 35243 • www.McWANE.COM • © 2015 MCWANE, INC. • ALL RIGHTS RESERVED
DuctilE iroN PiPE DiviSioN
McWane Ductile-New Jersey
Canada Pipe Company, LTD
McWane Ductile-Ohio
McWane Cast Iron Pipe Company
McWane Ductile-Utah
iNtErNAtioNAl SAlES & trADiNg
McWane Global
McWane Poles
McWane International
McWane Coal Company
WAtErWorKS vAlvES
& FirE hyDrANtS
Clow Canada
Clow Corona
Clow Valve Company
Kennedy Valve
M&H Valve
WAtErWorKS FittiNgS
Tyler/Union Foundry Company
Tyler Xianxian
Soil PiPE, Soil FittiNgS & couPliNgS
AB&I Foundry
Anaco
Bibby-Ste-Croix
Fonderie Laperle
Tyler Pipe Company
Tyler Couplings
Wade
ProPANE & coMPrESSED
Air tANKS
Manchester Tank & Equipment Company
MTE Cemcogas, SA
FirE EXtiNguiShErS
& FirE SuPPrESSioN
Amerex
Getz Manufacturing
Janus
Solberg Scandinavian AS
tEchNology
ComTech Korea
Futurecom Systems Group
Synapse Wireless
Nighthawk
Zinwave
mcwane.com
briNgiNg thE WAtEr you NEED
to thE PlAcES you NEED it.