EDGE - ESCO Corporation · to be published even more frequently. Almost 77% like to read our...

EDGETHE

Solutions from ESCO

Machined aluminum parts at ESCO Integrated Manufacturing-Tempe

Article on page 6

AUG

UST

2005

IN THIS ISSUE

Focus on Speed at ESCO

To be the premier provider of highly engineered, technically rich metal components and solutions for industrial applications.

ESCO Corporation, founded in 1913 in Portland, Oregon, USA, is a global group ofcompanies that manufactures engineered metal parts and components for industrialapplications. ESCO is comprised of four operating groups:

Engineered Products GroupInnovation leader for metal wear parts, components and earthmoving products used in global mining, construction, dredging and other challenging industrial applications.

Engineered Metals GroupWestern United States supplier of processed stainless steel, and a provider of engineered metal parts and components.

Integrated Manufacturing GroupPremier provider and vertical integrator of technicallyrich components, assemblies and replacement parts foroutsourced manufacturing and machining.

Turbine Technologies GroupResponsive manufacturing partner for precisioninvestment cast components in aerospace andindustrial gas turbine applications.

ESCO MISSION

• Show the strengths and problem-solving capabilities of ESCO’s business groups

• Spotlight ESCO’s successes in the diverse markets it serves

• Communicate the values and traditions that make ESCO unique

• Help build lasting and mutually beneficial relationships with customers

EDGE MISSION

©2005 ESCO Corporation. All Rights Reserved.Printed in the USA.

ESCO, Helilok, Kwik-Lok, Posilok, Spherilok, Super V, Toplok, Vertalok and Zipper Lip are registered trademarks, and Hi-Vis, SV2 and Conical are trademarks of ESCO Corporation. Bucyrus Blades is a trademark of Bucyrus Blades, Inc. Vidaplate is a registered trademark ofBradken Resources.

The EDGE: Solutions from ESCOThe Magazine of ESCO Corporation

August 2005 Volume 2 Issue 2

EditorJohn Howard

DesignerNatalie Bonacorsa

Contributing Writer/PhotographerAlexis Clark

Director of Marketing CommunicationsJodi Walder-Biesanz

The EDGE staff would like to thank the followingindividuals for their help on this issue:

Mike Atalay, Mary Beymer, David Bolton,Chris Carpenter, Brian Hennessy, Steve Hughes, Elizabeth King, Theresa Mills, Al Mitchell,John O’Neill, David Rivard, John Russell,Paul Smith, Jim Snook, Art Stanley, Bill Stewart, Robert VanRiper, Jeff Weber, and Anne Yates.

The EDGE is publishedin April, August and December.

Readers’ comments and suggestionsare always welcome.EDGE MagazineESCO Corporation2141 NW 25th AvenuePortland, Oregon USA 97210email:

EDGE PHOTOS WIN APEX AWARD!

The photographs of China taken by John Howard which

appeared in the December 2004 issue of the ESCO EDGE

Magazine won a 2005 APEX Award of Excellence.

Over 5,000 entries were submitted for judging in the 2005 APEX

competition, which recognizes excellence in graphic design and

editorial content in the work of professional communicators.

5

CONTENTS

6

11

EVERY ISSUE

EDGE MAGAZINE SATISFIES MOST READERS

We want to thank all 432 of you who took the time to participate in the 2005 EDGE Reader Survey that was mailed with the last issue and available on-line. The staff and I have just gone through the results and identified where the magazine is succeeding and where we might make improvements.

The EDGE was launched in April 2004, and this is just the fifth issue published. Yet, the new magazine seems to have been well-received by our audience. Over 85% of those who returned surveys agree or strongly agree that the EDGE does a good job of informing them about the capabilities, products and markets served by ESCO’s business groups. Over half of the respondents read the magazine cover to cover, and an additional 43% read select articles. While 68% agree that three issues per year is just about right, 27% of them would like the magazine to be published even more frequently.

Almost 77% like to read our articles about products, capabilities or services. Notably, the second most popular articles are the employee service anniversary profiles that appear in the back. Articles about dealers and “ESCO locations/operations I don’t do business with” are the least popular.

In addition to the multiple choice questions, the survey gave readers the opportunity to tell us what they like most, what they would change, and what they would like more of in the magazine. While these responses were all over the map, there were some trends. Readers generally like the writing, photography and design of the EDGE, although a few feel it is “too slick”. A number asked for articles that provide specific comparisons between ESCO® products and the competition. Some employee readers feel that their plant and/or business group deserve more coverage. And there is a lot of demand for more human interest stories. People love to read about other people.

We will use this feedback to improve the magazine. While continuing to pursue the EDGE’s mission as outlined on page 2, we will strive to write more human interest stories and spotlight some of the plants that may have been neglected in our first five issues. It is our goal to be as inclusive as possible, and to run articles about every business group in each issue. But as ESCO grows and diversifies, it is a challenge for the EDGE to “get our arms around” this ever-expanding corporation and provide balanced reporting every time on its various businesses and markets.

Thanks again to those of you who participated in the survey. Overall, I think you gave the EDGE about an A-minus on our first four issues, and we are gratified that so many of you feel we are on the right track. In the spirit of continuous improvement, however, we have taken your suggestions to heart in order to make

future issues even more interesting, eye-appealing, and valuable to you. ESCO is a terrific company, committed to problem-solving and customer service, and we want the EDGE to continue to communicate those values to our readers.

In this issue, we examine ways that each of ESCO’s business groups has been working hard to add speed while reducing inefficiencies in their manufacturing processes. Accurate and speedy manufacturing is what today’s customers are demanding.

—John R. Howard, Editor

FROM THE EDITOR

TT-SYRACUSE AWARD

IM TEMPE CLEAN ROOM

1905 EXPOSITION

RAPID PROTOTYPING

19

Editor John Howard wearing a sanitary “bunny suit” during a visit to IM Tempe’s

clean room.

SPEED AT ESCO 4

PLANT 3 VALUE STREAM 8

WEST COAST WIRE ROPE & RIGGING 10

EM CUSTOMER: PACIFIC SCIENTIFIC 14

JOHN O’NEILL INTERVIEW 16

TT’S SPEED TO MARKET 17

TT TEAMS WITH TRITON INDUSTRIES 18

OREGON GOVERNOR VISITS PLANT 3 21

SERVICE ANNIVERSARIES 22

THE EDGE AUGUST 2005 5

ESCO TURBINE TECHNOLOGIES has launched a Speed to Market Initiative that is cutting the product development cycle from 65 weeks or greater to 20 weeks or less.

INCREASING SPEED AT ESCO

ESCO ENGINEERED PRODUCTS’ use of rapid prototyping technology (RP) has allowed it to reduce the leadtime on developmental casting prototypes from eight weeks to two.

ESCO ENGINEERED METALS has teamed with customer Pacific Scientific to assure that critical, value-added parts of hard-to-get materials are available to the customer when needed in order to meet their delivery commitments.

ESCO INTEGRATED MANUFACTURING reorganized its Tempe, Arizona Clean Room operation and reduced assembly time of a complex module for customer Applied Materials by 37%.

VALUE- ADDED

PARTS

SUPPLIED

JUST-IN-TIME

DEVELOPMENT

TIME CUT TO

20WEEKS

PROTOTYPEPRODUCTIONTIME CUT BY

6WEEKS

PRODUCTION

TIME CUT BY

37PERCENT

THE EDGE AUGUST 20054

peed is one of the three competitive differentiators that ESCO strives to offer

customers. ESCO’s value proposition is to be the customer’s choice for quality, value and speed.

In this issue, we show examples of how each of ESCO’s businesses has successfully—in some cases dramatically—increased process speed in order to meet customer demands for much faster response and satisfaction.

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Rapid Prototyping TechnologySpeeds Products to Market

by John Howard

or the last eight years, ESCO has used cutting-edge rapid prototyping (RP) technology to create models, validate designs, and help get new products to market with

unprecedented speed.

The ESCO Turbine Group acquired RP equipment in 1997 and ESCO Engineered Products added RP technology in 2000. It included a computer-driven, three-dimensional “printer” capable of building accurate 3-D models by laying down microscopic layers of plaster or corn starch. Coated with urethane for strength, RP models have proven very useful for product design validation.

“Without solid modeling, some features of our castings are difficult to visualize, define and interpret,” said Chris Carpenter, manager of Technology Development. “With RP, a new concept can be modeled on the computer and within a few hours the designer can hold the part in his or her hands. This is invaluable to study the part’s geometry and analyze it with team members and, in some cases, customers. We call this ‘design validation’, a critical step in new product development. Our decision-making quality has improved significantly because of the ability to physically interact with the model.”

ESCO uses RP also to create scale models of individual parts as well as complex fabricated products like dredge cutterheads and earthmoving buckets used in construction and mining. The models are useful in trade shows and in direct discussions with customers.

A third use for RP is to quickly create trial core boxes and patterns for use in the foundries. This is particularly beneficial when new products are under development. Rather than invest in expensive tooling for new parts—only to discover that the dimensions need to be tweaked for better fit or performance—ESCO Engineered Products and ESCO Turbine Technologies both use RP to make and remake temporary tooling until the dimensions are perfect. Only then is costly production tooling purchased.

“We have reduced the lead-time for investment cast development prototypes from eight weeks to two,” notes Chris Carpenter. “And RP enables us to create green sand prototypes in as little as one week.”

In 2003, ESCO added a new, larger RP printer, capable of creating single-piece models 24x20x16 inches. To accommodate the additional equipment, a climate-controlled RP room was dedicated on the main floor of the Metallurgical Lab in Portland, Oregon. The Lab’s special capabilities, like RP and scanning electron microscopy, are used by all of ESCO’s business groups.

“We can make models in plaster or corn starch,” says RP specialist Brian Hennessy. Plaster models are stronger and hold better dimensional tolerance but take about twice as long to create. Moist and fragile when first created, the models become strong and dimensionally stable after they are dried and coated with urethane.

Speed = Cutting Weeks Off Lead Time

“The big advantage is that we can cut weeks off the lead time to get a tool, model or investment casting,” says Brian. “Using RP, we can give an engineer a part in less than one working day, if necessary.”

Rapid prototyping is one of many ways that ESCO is building speed into manufacturing and customer response. «

Brian Hennessy, RP specialist, and Pha Lo, lab technician, examine a model of an ESCO® hoe bucket created overnight with RP technology.

Samples of scale models of ESCO® products created with RP.

PROTOTYPEPRODUCTIONTIME CUT BY

6WEEKS

THE EDGE AUGUST 20056 THE EDGE AUGUST 2005 7

In order to maintain “certified vendor” status with AMAT, ESCO has worked hard to achieve very high quality and on-time delivery. Sudden surges in orders, however, coupled with the customer’s demand for quicker deliveries prompted the IM Tempe team to rethink and redesign its Clean Room assembly process.

“We used to assemble the chemical vapor deposition (CVD) modules one at a time on a bay-build basis,” explained Al Mitchell, Tempe Clean Room assembly supervisor. “It took us way too long to assemble each module. We needed to speed-up the process.”

To do so, a cross-functional team conducted a kaizen event early in 2004. The team saw the need to transition from an inefficient bay-build approach to a speedier flow approach where assemblies moved smoothly through a number of stations where procedures were documented and standardized.

In order to optimize flow into the Clean Room, the team recognized immediately that there was too much unnecessary “stuff” in the Clean Room itself. The first order of business was to build a new Stores facility adjacent to the Clean Room to store parts away from manufacturing. While the construction was going on, the Materials group tackled the task of better planning and parts availability.

“We used to build and wait, build and wait because of parts availability issues,” recalled Bill Stewart, materials manager. By forecasting four weeks ahead, collaborating with suppliers,

managing and storing parts more visibly, and integrating engineering change orders (ECOs) more efficiently, the materials group was able to improve parts availability and help manufacturing run more efficiently.

While the new Stores facility was being completed and organized using kanban techniques, the Clean Room itself was reorganized for better flow. A team of eight Clean Room employees, led by Al Mitchell, used lean principles to redesign the assembly process around five work stations plus a testing station. The assembly stations were designed for level loading with cycle times of approximately four hours each.

“The whole team helped make the improvements.” Al recalls. “They were willing to do whatever it took to make our work flow better.” The employees were cross-trained in each of the five assembly stages, and a training matrix was created to assure that there are always skill sets available. Moreover, “Six S” principles were applied throughout the changeover. Valuable coaching was received from the ESCO QVS team as well as other ESCO operations experienced in lean manufacturing.

ESCO IM Tempe Speeds Clean Room Production

SCO Integrated Manufacturing

utilizes a 5,000 square foot, class

10,000 clean room in Tempe,

Arizona to assemble sophisticated wafer

fabrication modules for the semiconductor

industry. In this particle-free facility, ESCO

employees in sanitary “bunny suits” have

for about five years assembled modules for

semiconductor capital equipment market

leader, Applied Materials (AMAT).

“The whole team helped make the improvements. They were willing to do whatever it took to make our work flow better.”

Al Mitchell, Tempe Clean Room assembly supervisor.

PRODUCTION

TIME CUT BY

37PERCENT



Positive Results

As a result of the “make-over” in the Clean Room, production is faster and far more efficient. The team was successful in reducing the time it takes to assemble a typical CVD module by 37 percent. Quality is excellent, work-in-process is reduced, and because of increased manufacturing speed and efficiency, the Clean Room capacity has increased.

“Increased capacity enables us to better manage the fluctuation in demand,” notes John Russell, ESCO IM Tempe business unit manager for semiconductor capital equipment.

“And there’s less stress among employees,” adds Bill Stewart, “and less hurry up and wait. The whole team meshes so well now and everybody reacts in support of the process and the customer.”

In part because of these changes, ESCO Integrated Manufacturing has earned Quality Figure of Merit (QFoM) certification from Applied Materials two years in a row—a rare achievement for AMAT suppliers.

“I’m very impressed with what they have done in the Clean Room,” concludes Joe Weber, general manager for the IM Tempe and Mexico sites. “What that team achieved in terms of speed and efficiency in the Clean Room is now being driven down throughout the plant, resulting in a leaner, more flexible and responsive organization.” «

“Increased capacity enables us to better manage the fluctuation in demand.”

John Russell, IM Tempe business unit manager for semiconductor capital equipment.


he Plant 3 team has reduced work-in-process from about 15 days to less than two days on stainless sleeves,” says a proud Theresa Mills, value stream and production planning manager for ESCO Engineered Products’ Plant 3 in Portland, Oregon. Using value stream mapping, flow analysis, kaizens, and “many localized changes throughout the

process”, the plant now produces sleeves seven to eight times faster than two years ago. Moreover, quality is better, costs are down, inventory is managed far better and delivery time is much improved.

Cast ESCO® stainless steel sleeves, ferrules and sockets are swaged or attached to the ends of wire rope and used in logging, maritime and various other industrial applications. Plant 3 produces over 300,000 sleeves per year, mostly in 6-10 popular sizes. Operating near capacity, the plant also produces many tons of low alloy dredging, conveying and construction wear parts, including the Super V® tooth system.

The Problem

Two years ago, “stainless steel parts were backed-up everywhere in the plant, and we were doing a poor job of meeting customer expectations,” Theresa recalls. Huge quantities of stainless sleeves would be poured, only to arrive at a bottleneck of limited heat-treating, finishing and inspecting resources. Tubs of parts would accumulate and sit for days. And when customers cried-out for certain orders, it was a time-consuming task to track down the unfinished castings and expedite the order. Something had to be done!

Beginning in January 2004, Plant 3 began working in earnest to solve the stainless sleeve problem. First, a mapping process was conducted to identify the

VALUE STREAM IMPROVEMENTS

AT PLANT 3

Plant Three Value Stream Team, from left to right: Carlos Figueredo, Fanualei Talimao, Frank Talimao,Alex Beltran, Gerado Guzman, Sam Lowe, Pitone Nua, Sara Fishel, James Knoy, Derek Ickert and Jim Friese.

Not pictured: John Gribble, Robert Van Riper, Mark Lindquist, Justin Reynolds and Matt Wise.8

WORK-IN-

PROCESS

SLASHED TO

1DAY


bottlenecks and other factors contributing to the bloated work-in-process. The team recognized early on that there would be no single “magic fix” to solve the problem. And they knew that simply pouring more stainless and adding more manpower were not viable solutions. Numerous localized changes from scheduling and molding clear through to inspection and packaging would be necessary to correct the sleeve production problem and meet customer commitments.

Solutions at the front end of the process included installing a 650-pound capacity induction furnace dedicated to stainless. Using this small and versatile furnace, Plant 3 was able to schedule 3-4 stainless heats per day rather than the old practice of pouring two huge 8,000-pound heats per week. Smaller, more frequent batches of castings enabled them to even the flow and control work-in-process.

Other front-end changes included improvements in the pattern designs and gating configurations. Also, they decided to mold and pour a variety of part sizes together rather than entire batches of just one size.

At the same time these positive upstream steps were being made in scheduling, molding and pouring, the stainless parts finishing process was completely revamped. Using the kaizen process, employees implemented an efficient new work cell with improved flow, less movement and handling, documented rules, work-in-process caps, measured cycle times, etc.

Benefits Abound!

Compared to the 2003 benchmark, stainless sleeve production in Plant 3 is faster, more efficient, less costly and—most importantly—meeting customer expectations.

The quality of the castings has improved because of pattern and gating enhancements, and also because molds are used within hours and are less likely to pick-up foundry dust and sand. The scrap rate has dropped by two-thirds—and is being driven lower. Moreover, the improved patterns, molding and pouring yields cleaner castings requiring less broaching and finish grinding.

Another unanticipated benefit of the procedural changes is a significant decrease in electrical consumption. The smaller, more frequent stainless heats can be scheduled in between low alloy heats in a way that the plant now avoids costly “spiking” of electricity use.

The stainless parts finishing cell is now a model of efficiency where parts move directly from the ovens to the Wheelabrator, then to the saw. The cell takes up one-third of the former area, and castings travel a fraction of the distance. Small, pitch-sized work tubs have replaced dishearteningly large (and heavy) containers of castings. Parts move from one step to the next without accumulating; bottlenecks have been eliminated. An inspector picks up castings at the end of the pitch and separates sellable, rework and scrap castings. A clever counting machine (designed by the team) facilitates putting the correct number of the correct parts in the correct boxes, which are then weighed and labeled. From scheduling to packaging, the entire manufacturing process is being managed beautifully.

“It has been a phenomenal transformation,” notes Robert Van Riper, team leader for Finishing. “All the small changes added up to a big improvement in speed and quality. The process is balanced and visual. It is easy to walk out there now and see the work-in-process. There isn’t any stainless sitting around in boxes. And it has been a cultural change, as well. The team really cares about making its goals.”

“And there are no past-due orders on our schedule any more,” adds Theresa. By taking the waste out of the manufacturing process, cutting the lead-time in half, and slashing work-in-process from two weeks to a single day, Plant 3 is doing a much better job of serving the customer. «

“By taking the waste out of the process and driving the lead-time down from two weeks to a single day, Plant 3 is doing a much better job of serving the customer.”

–Theresa Mills, Value Stream & Production Planning Manager

9 9


est Coast Wire Rope & Rigging, Inc. has purchased ESCO® rigging parts for nearly half a century. ESCO’s responsiveness, quality products, and “rock solid” stability as a

company are cited as reasons for the long and positive business relationship between the two firms.

West Coast was founded in the mid-1950s in Oakland, California by the late Don Newton. To serve customers in the logging, fishing and other industries, full-service stores were added in the early 1960s in Portland, Oregon and Seattle, Washington. Today, Don’s daughter, Karen Newton, is president and largest shareholder of West Coast Wire Rope.

The firm sells to a wide variety of industries: logging, fishing, marine, construction, architectural, military, OEMs and many more specific applications. To serve such a broad range, West Coast stocks “one of the largest wire rope inventories of anybody in the western United States,” says Steve Hughes, WCWR’s purchasing manager. They stock multiple grades of wire rope in diameters from 1/32 inch to 4 1/2 inches, plus the rigging hardware needed for almost every conceivable assembly and application. They also offer chain and synthetic slings.

“Our strong points are our huge inventory, 24 hour emergency service, and our knowledgeable staff,” notes Steve Hughes. “The average tenure of our sales and management team is over 15 years.”

“And we offer training services and on-site rigging,” adds Art Stanley, WCWR’s sales manager. “Nearly everyone in our sales force is a certified rigging gear inspector, and a big part of what we do is recommend the best rigging solutions to our customers, based on our knowledge and experience.”

West Coast uses a total of 13 ESCO® swagers at its three locations. “We really like ESCO swagers,” says Steve, “especially with the new power unit and easy-open jaws.”

The firm buys tens of thousands of ESCO stainless steel and carbon steel sleeves, sockets and other rigging items each year. Corrosion-resistant stainless steel sleeves, manufactured at ESCO’s Plant 3 [see article on page 8], are often specified for fishing and marine applications and in applications where extra durability is desired. Many government contracts specify stainless steel hardware.

“ESCO has been very good to us as far as service goes,” says Steve. “And I like the idea that ESCO Corporation is standing behind that sleeve that we’re swaging on.” Reliability and safety are major concerns in the wire rope industry, and WCWR has an outstanding record.

West Coast Wire Rope & Rigging, Inc. has prospered for 50 years by virtue of its focus on customer service and its ability to diversify and adapt to changing market conditions. ESCO appreciates its long-term business relationship with West Coast, and we wish them continued growth and success. «

WEST COAST WIRE

ROPE & RIGGING, INC.

Customer Appreciates

ESCO’s Quality, Value & Speed

ESCO’s Mary Beymer with Steve Hughes, purchasing manager for West Coast Wire Rope & Rigging, Inc.



SCO Portland Facility Occupies The Site of 1905 World’s Fair


ne hundred years ago, lavish gardens, fountains, and ornate

buildings with exhibits from exotic lands stood where ESCO’s

steel foundry in Portland, Oregon stands today. The year was 1905,

and the event was Lewis & Clark Centennial Exposition—a world’s fair

celebrating the achievements of American explorers Meriwether Lewis

and William Clark who, in 1804-05, wintered in Oregon.

When city fathers decided to “put Portland on the world map” by sponsoring the exposition, they chose the undeveloped Guild’s Lake area northwest of downtown for the fairgrounds. All that existed there then were some isolated farms, the original Chapman School, the Vaughn Street baseball park, some sawmills, and the shallow, 220 acre Guild’s Lake.

Architects, engineers and contractors began in 1902 to transform the boggy Guild’s Lake site into a place of fantasy and splendor that would attract visitors from around the world. Nearly 100 buildings were erected, many in an ornate “Spanish Renaissance” style. The lake itself was dredged and an elegant esplanade built along its shore. One of the fair’s key attractions, the United States Government building, was erected on an island in the lake, connected to shore by the Bridge of

Nations. Twenty-one countries and 10 states sponsored exhibits. Halls were erected to exhibit agriculture, forestry, mining, manufacturing, and turn-of-the-century technology. One of the larger and more popular buildings showcased electricity, machinery and transportation, featuring those newfangled contraptions called automobiles.

The exposition opened on June 1, 1905, and it attracted an average of 12,000 visitors a day during its four-month run. An entertainment area, called The Trail, featured a haunted castle, mirror maze, Southern plantation, streets of Cairo, French cafe, Siberian railway, native American dances, singing Venetian gondoliers, and Arabian belly dancers! On the waterfront, trained elk dove from towers and Admiral Dewey’s battle of Manila Bay was reenacted. Overhead, blimps soared back

�


and forth over the fairgrounds—an aviation first for the West Coast. The exposition closed on October 15. Over 1,500,000 paid admissions plus other revenues helped the fair make a profit. The exposition pumped some $8 million into the Portland economy and succeeded in bringing much positive international attention to the Rose City.

Historically, it is a shame that so little of the sprawling and superficially elegant fairgrounds was preserved after the exposition closed. Virtually all of the buildings—cheaply constructed and never intended to endure—were torn down. The only exception was the Forestry Building, constructed of enormous logs. (Tragically, it burned to the ground in 1961.)

Endowed with an abundance of nice parks, Portland needed the exposition site for industrial expansion. The lake was drained and filled-in. Electric Steel Foundry (now ESCO) was one of the first industries to build on the former fairgrounds. Our original foundry buildings were erected in 1913 on the spot where the Electricity, Machinery and Transportation exhibit building had stood. In 1921, the Montgomery Ward building was erected where the fair’s sunken gardens once were located, just inside the main entrance to the exposition. Factories and warehouses spread northward over the site.

Today, a century later, nothing remains of the 1905 Lewis & Clark Exposition. As if a fantastic dream, there is no trace of the gardens, fountains, or fancy buildings that drew visitors from around the world. It is a shame that at least some of it was not preserved. �

Top: View of the exposition entrance area looking west. Forestry Building visibleto the right of the water tanks.

Left: The sunken gardens and the US

Government building in the distance.

Photos courtesy of the Oregon Historical Society.


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Pacific Scientific’s HTL/Kin-Tech Division Relies on ESCO Engineered Metals

is very likely that every jet aircraft you have flown on has been protected by

fail-safe fire extinguishers made by Pacific Scientific. Their HTL/Kin-Tech Division, located in Duarte, California, is a world leader in the design and manufacture of fire suppression equipment for commercial and military aircraft, as well as general aviation. Boeing, Airbus, Bombardier, Cessna, Embraer and Gulfstream all use HTL/Kin-Tech equipment.

The organization’s motto is Your Safety is Our Business, and they take extraordinary measures to assure product conformity and integrity in order to satisfy customers’ requirements.

Approximately 250 skilled employees work at the Duarte, California facility. They manufacture a wide variety of extinguishers to protect aircraft engines, lavatories, and cargo compartments. Most extinguishers feature high-strength bottles of 21-6-9 steel alloy filled with halon gas or other fire suppressants. The plant also manufactures pressure gauges, switches and valves; aircraft seat restraint systems; and mechanical and electro-mechanical subsystems.

Focus on Continuous Improvement

Pacific Scientific and its divisions are part of Danaher Corporation, a diverse $6.8 billion manufacturer of professional instrumentation, industrial technologies, tools and components. Danaher employs 37,000 worldwide. Throughout its many businesses, performance is driven by the Danaher Business System (DBS), a system of continuous improvement that utilizes concepts adopted from the

Toyota Production System, Jacobs Production System, lean manufacturing, and other successful programs.

Pacific Scientific has used DBS tools and processes to make impressive strides in productivity and continuous

improvement. Like ESCO, they have implemented value stream mapping, kaizens, visual management, work cells,

kanbans, 6S, and other tools to take waste out of their manufacturing and support processes. The plant is a model of organization, where tools are in their place and parts are tagged and managed for optimum flow. Work in

process (WIP) is minimal. Their successes in lean manufacturing hinge on the commitment and

involvement of key suppliers, including ESCO.

“We won’t succeed as a world class manufacturer unless we do this jointly with our suppliers,”

emphasized David Rivard, DBS manager for Pacific Scientific’s HTL/Kin-Tech Division. “Communication is critical, and ESCO has

been great at helping us do better by providing

the material we need, when we need it.”

The division purchases 21-6-9 steel alloy from ESCO Engineered Metals to make fire extinguisher bottles. This specialty alloy is not easy to obtain from the mills, and the ESCO EM team in Los Angeles has worked hard to assure Pacific Scientific that they will provide the hard-to-get material when they need it.


VALUE- ADDED

PARTS

SUPPLIED

JUST-IN-TIME


Value Added Processing

Moreover, ESCO performs value-added processing to the specialty steel alloy. ESCO precision-cuts the steel into circles and grinds the edges. Several sizes are provided. Delivered to the Duarte plant, the rounds are pressed into “hemispheres” and precision welded into round or oblong bottles. All products receive extensive testing.

ESCO also provides tiny-diameter Inconel tubing that HTL uses to make its gauges. In addition, ESCO supplies cast and machined pedals used in rudder pedal adjusters for mechanical and fly-by-wire systems.

For many years, Pacific Scientific was served by ESCO’s Jerry Hancock, now retired. Today, David Bolton handles the account, with support from the entire ESCO Engineered Metals team.

“ESCO has shown great flexibility and responsiveness to our changing needs,” noted Anne Yates, materials manager for the HTL/Kin-Tech Division. “Especially as the market changed after 9/11 and our business model changed, ESCO’s done a great job of getting the materials we need on time so that we can keep the process flowing. If it is not a pull chain all the way through—including our suppliers—we won’t be very successful at meeting our customers’ need-by dates.”

Through good communication, planning, and value-added processing, ESCO is able to provide key materials and components as needed, helping to assure that Pacific Scientific’s HTL/Kin-Tech Division achieves continuing world class goals in value, speed and customer service. «

“ESCO’s done a great job of getting the materials we need on time so that we can keep the process flowing.”

Anne Yates, materials manager for the HTL/Kin-Tech Division

15

Top: Anne Yates and ESCO’s David Bolton with “hemispheres”made of 21-6-9 steel alloy supplied by ESCO.


ohn O’Neill has served in three of ESCO’s four business groups. He joined ESCO in 1986, serving initially as administrative manager for ESCO Engineered Products’ Plant 3. He then became general manager of operations

for ESCO’s Steel Distribution Division, now called Engineered Metals. In 1998, he and his family moved to Belgium where John assumed responsibilities as the managing director of ESCO Europe for the Engineered Products business group. Then in August, 2003, he transferred to New York where he currently serves as president of TT-Syracuse.

In this interview with EDGE editor John Howard, John O’Neill comments on the joys and challenges of moving among business units, and he brings us up-to-date on ESCO Turbine Technologies - Syracuse.

John, there are few ESCO executives who have traveled as widely as you and held management-level positions in three different business groups. Did you find that it was difficult moving from one group to another?

My move from Plant 3 to Steel Distribution [Engineered Metals] wasn’t too difficult. It was within the Portland plant, among many of the same people, the same support services, and the culture was about the same. The move from Steel Distribution to ESCO Europe was more challenging. I had the foundry background and helpful contacts throughout Engineered Products. What I had to learn was the European market, customers and business practices. My family and I enjoyed the enrichment that came from living abroad and learning from other cultures, travel to various European countries, the foods and beverages, learning a foreign language, the many friends we made over there. Living in a foreign country is not without its challenges, but we will always have extremely fond memories of our five years in Europe.

When I came to TT-Syracuse two years ago, I discovered how different the turbine business is compared to Engineered Products and Engineered Metals. This business is very engineering-oriented, very technical. The investment casting industry is very small and everybody seems to know each other. The number of customers [OEMs] is small, and the number of suppliers that we compete with is small. To give you some perspective, Engineered Metals has about 1,500 active customers and Turbine Technologies has only about 50.

It was a challenge for me to get up to speed with the processes and customers. The conversations are always very technical.

How has the turbine business changed since you arrived here?

In 2003 and 2004, both of our major markets—aerospace and industrial gas turbines—were in a downturn. We were still feeling the effects of 9/11 and the Enron scandal. In mid-2003, we decided to enter the IGT maintenance and repair market and make IGT aftermarket parts. So in 2004 we were in product development mode, developing over 60 new tools that year.

Then, this year, business seemed to pickup overnight. Our mood in Turbine Technologies went from pessimistic to...overwhelmed. Today, the product development cycle is largely behind us and we’ve moved into a production cycle. Our IGT business is very strong.

Have you added personnel in order to respond to theupsurge in production?

Yes. At the end of 2003, we had 297 people here in Syracuse. Today, the number is up to 410. We’re busy out there...and constantly looking for good people.

When I visited here last, I think TT-Syracuse’s business was a 50/50 split between aerospace and industrial gas turbine. Has that ratio changed?

Yes it has a little. Before 9/11 and the drop in commercial jet manufacturing that followed, our business was about half aerospace and half industrial gas turbine OEMs. Then, in mid-2003, we entered the aftermarket for IGT parts, and that business has been good for us. So, currently, IGT represents more than half of our business.

John O’NeillPresident of ESCO Turbine

Technologies - SyracuseINTERVIEW


Speaking of aerospace, you attended the recent Paris Air Show. What was that like?

I’ve been to several industry trade shows for the construction and mining markets and they’re always impressive. This one was especially interesting because of all the hype and competition between Airbus and Boeing, along with the presence of key aerospace executives and government officials. Every morning they handed out a newspaper that reported which airlines had ordered how many planes from the two rivals. The new Airbus A380 was there, and it was impressive to witness its initial flights. The Paris Air Show is truly an international event with global impact.

When you meet with potential turbine customers at an air show, for example, what advantages do you tell them about that ESCO Turbine Technologies offers?

Above all, we offer a good partnership. We’re willing to listen and work and provide good customer service. I might mention our QVS culture and our Speed to Market initiative, where we are driving to cut product development time down to 20 weeks or less. And our breadth of capability is a selling point. We’re experienced at making both small blades & vanes as well as very large ones . We can make easy parts to very difficult ones. And we’re experienced on a wide variety of engine types. Essentially, we can supply parts for the full hot gas path of an IGT engine. I’ll explain that TT-Syracuse can call upon the resources of the entire Turbine Technologies Group, with our facilities in Europe, Ohio and Mexico, plus our sister companies in ESCO Integrated Manufacturing.

You must be pleased about the Platinum Supplier Award that TT-Syracuse received from Lockheed Martin.

I’m very proud of the team. The award is recognition of how we focus on quality and customer service, and our commitment to lean principles. It is an honor to be the first manufacturer to receive the award from Lockheed Martin’s Missile and Fire Control Division. It was a great day for ESCO TT-Syracuse, and we have since had a high level of interest from the news media about our company.

[Please see article on page19.]

So, what is the business outlook for the next year or so?

We see a 10 to 15 percent boost in the aircraft engine market. And right now there’s a surge in industrial gas turbine parts sales. There is a lot of gas turbine activity in Asia and the Middle East for electricity generation. And the IGT industry is ramping for 2006, when a large population of turbines worldwide will reach their six-year repair cycle. This promises to be a busy time for us. «

SCO Turbine Technologies launched the Speed to Market initiative in August of 2003. It was the result of input from

customers demanding that ESCO find ways to bring processes and new products to a production level much more quickly.

Turbine Technologies gathered representatives from all plants to assess the current state of process development, and to envision ways that it could be reduced from an average of 65 weeks to 20 weeks. The team used value stream mapping to gain an understanding of the current state. From there, a future state value stream was mapped and a step-by-step plan implemented to reach a development cycle of 20 weeks or less.

The future state value stream map broke the program down into three critical loops: 1) dimensions and tooling, 2) metallurgical process development using rapid prototyping and Design of Experiments (DOEs), and 3) finalizing the development set and submitting data to the customer.

In 2004, the group worked hard to complete all the unfinished kaizen bursts, with a goal of entering 2005 in a position to offer customers the opportunity to hit development cycles of 20 weeks or less on 90 percent of all strategic new products.

“The process has been very challenging,” noted Jim Snook, vice president of Operations & Engineering at TT-Syracuse. “Implementing the future state has required changes in our former engineering and business practices, and for many people it has moved them out of their comfort zone. But when done correctly, the process has proven that we can develop quality tooling and products in 20 weeks or less, which is what our customers are demanding.” «

CUSTOMERS DEMAND SPEED

TO MARKET

17THE EDGE AUGUST 2005

THE EDGE AUGUST 200518 THE EDGE AUGUST 2005 19Left: Tooling supplied by Triton Industries.

part of ESCO Turbine Technologies’ Speed-to-Market Initiative, a group at TT-Syracuse targeted the time it was taking

to make tooling for a specific type of industrial gas turbine part. These costly and complex aluminum dies, used to form wax patterns, were taking 12 to 15 weeks to be supplied by a respected die manufacturer, Triton Industries, Inc. of Newport News, Virginia.

“Within Turbine Technologies, we’d launched an initiative to reduce new product development to 20 weeks or less,” explained Jim Snook, vice president of Operations & Engineering at TT Syracuse. “It was important to show our customers—in this case, Wood Group—that we could cut product development time substantially.”

To begin, a current state value stream map was developed in the fourth quarter of 2004. It revealed that the process of getting pattern dies made was taking a long time—two-thirds of the targeted 20 weeks. So, in a spirit of cooperation and eagerness to serve the end user better, personnel from ESCO and Triton tackled the problem. A value stream analysis was done within

Triton, and opportunities were seized to make the process more efficient. Both parties—ESCO and the vendor —made

changes in order to eliminate wasted time and make parts and data available when needed. Kaizen-like activities were utilized to reorganize work centers to speed the manufacturing process.

“We got onboard and wanted to work with ESCO to speed-up the process,” said Mike Atalay, president of Triton Industries. The time saving changes included better schedule coordination, timely availability of shrink figures, concurrent engineering and design approvals,

more efficient fixturing, better flow and reduced “touch time” in the manufacturing process.

In addition, “a lot of our success had to do with adopting a new mind-set” where 12 weeks or more was unacceptable.

“We worked together with Triton as a unit, not independently, and we both made changes,” concluded Jim. “In the end we proved that for this product type we could get the tooling made in seven weeks or less, and the entire product development process down to 20 weeks. This year, we are beginning to reap the benefits of this process, and we are getting better and faster every day.” «

Turbine Technologies Teams With Supplier To Cut Tool Making Time In Half

“It was important to show our customers—

in this case, Wood Group—that we

could cut product development time

substantially.”

Jim Snook,Vice President, Operations &

Engineering at TT-Syracuse

DEVELOPMENT

TIME CUT TO

20WEEKS


SCO Turbine Technologies-Syracuse supplies fins and other cast components for missile systems designed and manufactured by Lockheed Martin for the Defense Department. These long range tactical surface-to-surface missiles have been

successfully deployed in Iraq and elsewhere in support of U.S. Armed Forces.

On June 21, representatives of Lockheed Martin honored the employees of TT - Syracuse with a Preferred Supplier Platinum Award for outstanding service, quality and delivery performance. Notably, it was the first and highest such award ever given to a manufacturing supplier by Lockheed Martin’s Missiles & Fire Control Division.

Representing Lockheed Martin were Mark Hatter, director and deputy vice president for Materials & Acquisitions; Scott Arnold, director of ATACMS programs; Christian Fletcher, Preferred Supplier Program coordinator; Janet Kendrick, director of supplier quality, and Galen Spitler, longtime contract administrator for TT-Syracuse.

Following a guided tour of the plant, ESCO’s Jerry Sjoblom provided an overview of the operation’s lean initiatives. The presentation and awards ceremony were attended by members of the Greater Syracuse Area Chamber of Commerce, a representative of U.S. Senator Hillary Clinton’s office, and other local business leaders. Over 150 TT-Syracuse employees sat in on the ceremony, where the Lockheed Martin speakers commented favorably on the plant tour and provided an overview of their missile programs.

The Lockheed Martin executives said they were impressed by the enthusiasm and commitment to Six Sigma and other process controls by TT-Syracuse plant personnel. VP Mark Hatter then presented the handsome glass award, certificate, and Preferred Supplier wall banner to ESCO’s John O’Neill, president of TT- Syracuse.

All 400 Syracuse employees contributed to the manufacturing process improvements that netted this recognition from Lockheed Martin. Under the leadership of Jim Snook and others, process improvements will continue at Turbine Technologies - Syracuse with the goal of earning even more kudos from our customers for quality, value and speed. «

TT-SYRACUSE WINS PLATINUM AWARD

TT Syracuse employees and Lockheed Martin executives pose following the award ceremony.

From left: Scott Arnold, Mark Hatter, John O’Neill,Christian Fletcher, Janet Kendrick, Galen Spitler


May 26, Larry Huget was named president and chief operating officer (COO) of ESCO

Corporation, reporting to Steve Pratt, ESCO’s chairman of the board and chief executive officer (CEO).

A 32-year veteran of ESCO, Larry has been president of ESCO Engineered Products since 1998. He has led EP employees to achieve record profits and productivity, and has been a driving force behind continuous improvement efforts throughout the organization.

In his new position, Larry assumes operating responsibility for all ESCO business groups, including Turbine Technologies, Engineered Metals and Integrated Manufacturing. Steve Pickering, Perry Harvey and Dan Devlin now report to Larry who, for the immediate future,

will remain president of ESCO Engineered Products.

“As ESCO continues to grow, it has become increasingly important for me to focus my energy on the strategic direction of the company, succession planning, building our marketing competency, public and shareholder relations, and capital allocation,” explained CEO Steve Pratt. “Larry brings a wealth of experience and a proven record to the task of leading our operations.”

May 24, 2005, ESCO Corporation acquired the assets of privately-owned Quality Steel Foundries Ltd. (QSF) and SRW Technologies (SRW).

The acquisition of QSF/SRW is a strategic move into the growing resource based market in western Canada, including oil sands and coal mining. The acquisition benefits both parties. QSF and SRW have technologies and foundry capacity that ESCO values, and ESCO has the financial resources to make investments that will strengthen QSF and SRW.

QSF has facilities in Nisku, Alberta and Saskatoon, Saskatchewan. SRW is located in Edmonton. All facilities are geographically well situated to serve the oils sands and coal customers of western Canada. QSF and SRW products will continue to be manu-factured and distributed, ensuring maximum choice for mining customers. All three acquired facilities will increase production volumes and add select ESCO® products to their manufacturing output. «

ESCO ACQUIRES CANADIAN FOUNDRIES

Huget Named President and Chief Operating Officer



ome months ago, ESCO’s CEO Steve Pratt, who is currently also chairman of Associated Oregon Industries, wrote an open letter to Oregon’s governor, urging the state government to adopt some of the successful methods of high performing manufacturing companies in the

state. Steve’s letter invited the governor and agency heads to visit ESCO and see lean principles in action.

Governor Kulongoski accepted Steve’s invitation. On June 7, the governor and a delegation of state officials came to ESCO’s Plant 3 as part of a day-long tour of three member companies of the Northwest High Performance Enterprise Consortium (NWHPEC).

After welcoming and introductory remarks, Larry Huget, ESCO’s president and chief operating officer, made a brief presentation on the company’s history and steps in becoming a lean enterprise. Using the example of Plant 3, he described how lean methods had enabled the plant to increase its capacity by nearly 70 percent while reducing process lead time by 80 percent. He referred to the cultural change that had enabled the plant to evolve into such a high performing enterprise, where value is determined from the customer’s point of view, and where process-paced flow is the path to consistent, highly efficient results. He emphasized that, “leadership and passion are required, and people are the most important asset in a lean enterprise.”

In small groups, the governor’s party received an hour-long guided tour of the plant. Process leveling (heijunka), visual information, and set-up reduction activities were described by designated employees in the molding, pouring and finishing areas. The governor, who seemed genuinely fascinated by foundry processes, paused to watch hot metal being poured and castings passing through shakeout and finishing.

After the tour, Plant 3 team leaders answered the delegation’s questions before the party left for Triad Speakers and Neilsen Manufacturing, two other NWHPEC member companies that have achieved great results through lean manufacturing.

“The governor was extremely complimentary of the team leaders at ESCO and the way they conducted themselves, particularly during the question and answer session after the tour,” noted Steve Pratt, who was at Kulongoski’s side throughout the plant tour. “He was impressed by how we were able within a few seconds of walking into a cell to determine how well things were going by looking at the visuals. He was also impressed

with the productivity gains we’d made and the reductions in inventory levels attained.”

By all accounts, ESCO and the enthusiastic employees of Plant 3 left a favorable impression on the visitors from Salem. Whether or not state government agencies adopt lean principles remains to be seen. But in the words of Elizabeth King, ESCO’s director of Organizational Development, “Business and government are already working in partnership, and ‘seeds’ of continuous improvement have been planted throughout the state. Our goal was to make sure that these seeds continue to be spread throughout the business community and government agencies so that we can all reap the future benefits.” «

GOVERNOR TOURS ESCOOregon Governor Ted Kulongoski Accepts Steve Pratt’sInvitation to Learn About Lean Methods Practised by ESCO and Other High Perfoming Companies

ESCO CEO Steve Pratt, right, explains the end use of a casting to Oregon’s governor.

21

Terry BriscoeEP Portland

Terry was born in Oregon City. He graduated from the University of Portland and headed straight to ESCO Engineered Products where he started his first job as a design engineer. Over the last 35 years Terry has held many positions including; Manager of Engineering, Marketing Manager, Sales Engineer and in new product development. Today Terry works in Technology Development as a Senior Engineer. Terry’s favorite thing about his job is that it allows him the freedom to think, create and do innovative things. In his free time Terry enjoys golf and inventing gadgets. He and his wife, Kathy, live in the Cedar Hills area of Portland, OR. They have one adult daughter (Carrie).

Ronald SmithTT-Syracuse

Ronald was born in Oneida, NY. He graduated from high school, spent four years in the U.S. Navy and started working for TT-Syracuse in June of 1965. Ronald started in investment casting and has worked as a shellpuller, sandblaster, in Wax Injection and as a supervisor. Today Ronald is the 2nd shift floor leader. Ronald’s favorite thing about his job is trying to solve problems. His son, Scott, also works in investment casting at TT-Syracuse. In his free time Ronald enjoys bowling. He was also in the Navy reserves for 20 years. Ronald and his wife, Bonnie, live in Oneida, NY. They have two children (Heather and Scott) and two grandchildren.

40 35

22 ESCO SERVICE ANNIVERSARIES

Joe FarrowNewton

Joe graduated from DeKalb High School, worked for a meat packing company, and served in the U.S. Army before joining EP Newton in August of 1970. He started as a welder and now works as an inspector. Joe’s favorite thing about his job is the feeling that he has made a contribution in providing customers with a quality product. In his free time Joe enjoys hunting and taking his grandchildren fishing. He retired from the Mississippi National Guard after 22 years. Joe and his wife, Lynda, live in Hickory, MS. They have two daughters (Rebecca and Melinda) and three grandchildren.

35 Jeff FrostBucyrus Blades

Jeff was born in Bucyrus, OH. He attended Ohio State University and the Spartan School of Aeronautics before joining Bucyrus Blades in June of 1975. Jeff started in Maintenance and has worked as Heat Treat manager and Maintenance manager. Today Jeff is special projects manager. Jeff’s favorite thing about his job is the constantly changing variety of challenges. Jeff and his wife, Lori, live in Bucyrus, OH. They have one daughter (Jillian).

30Kurt BallEP Portland

Kurt was born in Hillsboro, OR. Before coming to ESCO in June of 1975, Kurt worked for the Guy F. Atkinson contracting firm. Kurt used an ESCO scholarship to complete his mechanical engineering degree at OSU. For the last 24 years he has worked in Manufacturing Engineering where he is manager. In his free time, Kurt enjoys photography, computers, and travel (he takes annual trips to Palm Springs). Kurt and his wife, Bonnie, live in NW Portland.

30 Jim EwingEP Portland

Jim was born in Danville, IL. A graduate of the University of Illinois in Champaign/Urbana, Jim started at ESCO Danville in the summer of 1975 in Inside Sales. Over the last 30 years Jim has held many positions including, Administrative Manager in Danville, IL office; district manager in two different territories; site manager at ESCO Danville, IL facility. Today he is sales manager for the EP Mining Group covering Eastern North America. Jim’s favorite parts of his job are working with ESCO dealers and customers on a “face to face” basis. In his free time Jim enjoys golf, tennis, motorcycling, and spending time with his family. Jim and his wife Lou Ann live in Charlotte, N.C. They have two adult children (J.R. and Aimee).

30

Dave GartleyBucyrus Blades

David was born in Beloit, Wisconsin. He graduated from high school and worked for Shell, McDonalds and Whirlpool before joining Bucyrus Blades in June of 1975. David started in paint and has worked as a flame cut beveler. He currently works as a hotcup camograph burner. In his free time David enjoys fishing, golf and going out for breakfast. He also volunteers with the Marion Christian Center. David and his wife, Sharon, live in Caledonia, OH. They have two sons (Daniel and Rick).

30 Danny BowersTT-Syracuse

Danny was born in Chittenango, NY. He worked for Beacons Moving and Magnavox before joining TT-Syracuse in May of 1980. Danny started in Wax Injection and has worked as a straightener in brown wax and as a trainer for straightening. Today he works in part mark, as an FPI processor and in grain etch. When asked what his favorite thing about his job was, Danny replied, “You never have the same day twice in a row.” In his free time Danny enjoys working on computers. He lives in Lakeport, NY.

25Rita AllenTT-Syracuse

Rita was born in Canton, NY. She worked for Ceta before joining TT-Syracuse in June of 1980. Rita started in Wax Assembly and has worked in Wax Injection, as an FPI inspector and final inspector. Today she is an X-ray reader. Rita’s favorite thing about her job is that it is always challenging. In her free time Rita enjoys sewing with an embroidery machine, fishing, target practice, computers and playing with her radio controlled nitro truck. She has two sons (Dean and David) and lives in Oneida, NY with her boyfriend, Reuben.

25Scott HughesBucyrus Blades

Scott was born in Houston, TX. He graduated from Harding High School and joined Bucyrus Blades in August of 1975. Scott started as a punch press operator and now works in maintenance. He has two daughters and two grandchildren and lives in Bucyrus, OH.

30 Steve PickeringIM - (President)

Steve was born in Newton, Iowa. Steve came directly to ESCO after graduation from Linfield College. Over the last 30 years Steve has held multiple positions including district manager, general manager, regional general manager, and group president of SDD (EM). Steve is currently president of IM. In his free time Steve enjoys golf, lifting weights and reading a good book. He has also volunteered as a director of Children’s Ministry, Elder, Sunday school teacher and was past president of the La Habra Calif. Children’s Museum Board of Directors. Steve currently sits on the Portland State University School of Business Advisory Board. Steve and his wife, Ann, live in Portland, OR. They have two children (Megan and David) who have both worked at ESCO as summer interns.

30

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The Asarco Ray Mine near

Superior, Arizona has

used the ESCO® SV2® tooth system for

nearly a year to dig copper

ore. Mine managers like

the performance and safety of

the new tooth system.

ESCO CORPORATION2141 NW 25th AvenuePortland, Oregon 97210-2578United States of America

PRESORTED STANDARD

US POSTAGE

PAID

Portland, Oregon

Permit No. 382

Dramatic Chittenango Falls, 167 feet tall, is located just five miles from the Chittenango, New York plant of ESCO Turbine Technologies-Syracuse. Photo by John R. Howard

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