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Member Manufacturers

New member spotlight: Alcon Mechanical

Alcon Mechanical in Niles believes that creating partnerships is the best way to serve the community. The company hopes to continue building on that mission now that it’s joined Mahoning Valley Manufacturers Coalition.

Bob Summers, director of development at Alcon, wants people to know the company is familiar with manufacturing and is glad to already be serving businesses that are also members.

“We are equally focused on promoting MVMC and what the organization does – just as it recognizes Alcon. Ultimately, this leads to benefits for both parties. There’s more to Alcon than just mechanical work,” Summers said.

A history rooted in partnership

The company has been around for nearly 30 years and serves mainly commercial and industrial clients in northeast Ohio and into Pennsylvania. It’s licensed and certified to perform process piping, HVAC and hydronics, plumbing and food equipment service. There are 125 employees – which include two engineers and 12 people in the front office.

Alcon isn’t hiring right now, but owner and president, John Deraway, sees the challenge ahead of not having enough veteran, skilled workers.
“We’re facing issues like other companies. The aging, skilled workforce is retiring. We’re training the new people as fast as we can, but there’s going to be a gap that isn’t going to be filled. It takes time to make these employees,” Deraway said.

He got his start as a pipefitter, then worked his way up at the company for more than 20 years. Deraway bought Alcon in 2019 from George Poschner Jr. whose family also worked at there.

In the early days, Alcon was called Commercial Piping and partnered with Diamond Steel and Compco Industries before all the companies went on their own. About a decade later is when Commercial Piping changed its name to Alcon Mechanical.

On-site service

When it comes to fabricating products for customers, a lot of work is done at the job sites.

“Before we make anything, we have conversations with everyone on the ground to make sure they can handle it. There’s a lot of coordination, and our engineers do all the logistics,” Summers said.

He says the advantage of working on site means they can roll with changes and eliminate the possibility of extra costs to a project. Summers added that Alcon does quite a bit of welding when it comes to parts. Those are typically then shipped or transported to customers.

Big name projects

One of the most significant projects for Alcon, which is still in the works, is the Ultium Cells battery plant in Lordstown. Summers says the mechanical contract went to a Michigan company, but for Alcon, it was a case of being at the right place at the right time.

“I ended up getting ahold of the main coordinator, and through that, he offered us work. Although we didn’t do all the mechanical work, we were the first area mechanicals to be working there, besides the Michigan company,” Summers said.

The work is still going on at Ultium. Summers says many of the plans from a few years ago in terms of EV batteries changed, so the companies recently worked together to make adjustments.

Alcon is also planning to work on Ohio’s new Intel plant in Columbus. The company will be supplying piping systems for chemicals and the gas lines. The hope is to make most of the products at Alcon and then ship them to the site. The company has also done  significant projects for Howmet Aerospace and NLMK Steel.

Implementing health and safety initiatives

There are two new initiatives for the company when it comes to health and safety. The first is advanced leak detection technology that Alcon hopes to offer customers. Management is working with the company Fluke to learn the system and how it can be implemented for local businesses.

“We can walk into plants with a handheld device to see where leaks might be,” Summers said. “The results will show how much is being lost, return on investment, as well as how much it would cost to fix the problem.”

He stresses the most important aspect of this technology is knowing how it can affect a business from a health standpoint. Summers says even small amounts of certain gases or chemicals can be dangerous to people and the environment. Right now, Alcon is going out with engineers to learn how to detect issues and finding out what customers need most.

The company is also looking into a new-to-market air quality system. It uses plasma-style technology which creates ions that attach to contaminants. This makes it easier for them to be caught in a filter.

“Common sense tells you that if your work environment is better, people will be healthier, feel better and overall be more productive,” Summers said.

Keeping the service department steady

Looking to the future, the owner says the money is in the service department when it comes to a career.

“It’s going to get expensive, and it already is,” Deraway said. “You try to retain workers as best you can, but it’s just one of those things.”

He is fortunate to have stayed busy over the last decade but notes the continuous battle with a tight supply chain. Deraway is also always willing to jump in and work with the crew on a job.

“Sometimes it’s a break from what’s going on in the office. No one can say I don’t know how hard something is because I’ve done it,” he said.

He has some honest advice, too, when it comes to job seekers.

“Money shouldn’t be the first thing on the list when it comes to a job. If you can have a conversation with someone, shake someone’s hand, look them in the eye and stay off your phone you will flourish compared to everyone else,” Deraway said.

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Member Manufacturers

New member spotlight – Integrity Jobs

Creative thinking isn’t a foreign concept to engineers. They understand what it takes to “manufacture” things we use every day. John O’Neil, senior vice president at Integrity Technical Services (Integrity Jobs) in Akron, Ohio, knows this all too well.

 

Why join MVMC?

 

Integrity Jobs echoes MVMC’s mentality when it comes to the “stronger together” motto. O’Neil says it’s great to be able to recruit in the manufacturing world. He says doing things with integrity is something he takes seriously.

 

“Everyone is looking for good talent. I believe in a good reputation. I want people to know we did the best we could. I take it very personally when things don’t work out for everyone,” O’Neil said.

 

He first heard of MVMC through the Youngstown-Warren Regional Chamber, and then was put in contact with senior project manager Alex Hertzer.

 

“Alex is the best person you could meet as the first impression of an organization. Very helpful in this process,” O’Neil said.

 

He was surprised to see the list of current members because he noticed he’s already done business with most of them. He’s looking forward to building those relationships and continuing to help fill open positions. Integrity Jobs deals with at least two thousand companies, and manufacturing is a big portion of the requests for skilled labor workers.

 

Back to the beginning

 

O’Neil started out as an engineer with Syntonic Technologies, which is no longer in business, as a field technician for the Ohio Turnpike Commission. He serviced all the electronic equipment, mainframes and even the Ohio State Highway Patrol communication systems.

 

Five years later, he ended up at Diebold solving problems with ATM machines. He closed that chapter in 1989, and then was contacted about working for a career staffing service.

 

O’Neil was a sales associate for a year before leaving to partner with two former bosses. Together, they formed a company called North Star Resources, which was outside Cleveland. He was vice president of sales.

 

“The owners were great people, and I worked closely with them. Unfortunately, they both passed away. One in 1995, and the other in 1996. They were always in the staff services field,” O’Neil said.

 

Rebuilding a business

Since most of the staff was from Akron, the company was relocated and changed names to Integrity Technical Services (Integrity Jobs). O’Neil’s wife, Judy, was named the CEO. She owns 100 percent of the company and takes care of all the financial business.

 

“In 1996, Integrity Jobs was born, and we’ve been growing from the bottom up ever since. Coming from engineering, it was easy to grow a network. The first few months of business brought in about $2 million, and then it was up to $6 million within a couple years,” O’Neil said.

 

During the Covid pandemic, the company took a hit like many small businesses. Several people were laid off, but it’s starting to pick up again.

 

“We are hiring in sales and recruiting to build things back up. We have a new sales rep for the Youngstown area now,” O’Neil said.

Putting people first

 

He stressed the staff is constantly reaching out to employers to see what jobs need filled. They’re also dedicated to helping job seekers. He says good candidates are scarce, and shortages are hard to overcome. It also takes some convincing to get employers to sometimes choose people who aren’t the perfect fit.

 

“We get new jobs coming in every day. Late in the year, the numbers increase. You never know what’s going to happen day-to-day. With turnover rates, there’s not enough time in the day to replace people,” O’Neil said.

 

Improving his clients’ lives is something he credits as making everything worthwhile.

 

“If I was in this for the money, I would’ve left a long time ago. It’s a rush when you put someone to work that hasn’t had an opportunity. People thank me for finding them a job they’ve been looking for a long time to find. I had the chance to help them, and that’s important,” O’Neil said.

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Member Manufacturers Uncategorized

New member spotlight: Liberty Steel Industries … It’s All in the Family

Liberty Steel Industries, of Warren, is now a member of MVMC. Company headquarters sit on Larchmont Avenue Northeast – with the plant across the street on Dietz Road. As many Mahoning Valley businesses can relate, Liberty Steel Industries is being passed down the family line.

 

It was founded in 1965 by Jim Weller Sr. There are about 100 employees right now, and the hope is to grow larger in the future, according to John Weller, who is third-generation management. He is the materials coordinator and in charge of purchasing at the plant.

 

Weller remembers starting out washing trucks as a kid, then working at the plant through high school, college and eventually becoming full time in 2012. His grandfather (Weller Sr.) is 92 and remains involved with the company.

 

“He still comes in here a couple days a week to see what’s going on,” Weller said.

 

A Warren Ohio Steel Service Business

Weller says the company is in the steel service business. Workers handle cold and hot rolled steel that is stamped, blanked, and molded into parts for the heavy trucking industry, as well as lawn and garden.

 

One high-volume product the company makes is shovel head blanks. Weller said they produced 6 million of them in 2021. The blanks end up being formed into different types of garden shovels branded with recognizable names like Craftsman and others.

 

“You could walk into just about any hardware store, and you’ll be able to tell it’s one of ours,” Weller said.

 

He chuckled when explaining the heavy parts made for the chassis in the trucking industry.

 

“We pretty much make the stuff you can’t see.”

 

Liberty Steel Industries or Liberty Steel Products?
There was a company split in 2015 with Liberty Steel Products in North Jackson. Family members also run that location.

 

“Despite it causing a little confusion, we kept the names mainly because of our good reputation in the community,” Weller said.

 

Liberty Steel Industries also has a Lordstown distribution center where about 80% of the products get finished, assembled, packaged, and then shipped right to customers. There is an additional stamping and welding plant in Saltillo, Mexico.

 

The Warren plant runs 24-hours with three shifts Monday through Thursday. There’s also an option to choose 12-hour shifts Friday through Sunday. Weller hopes to attract new employees with that schedule.

 

“We need to give the guys working now a break. They’re putting in long hours with a lot of overtime, too.”

 

Why join MVMC?
Liberty Steel Industries is focused on enhancing workforce development, so it made sense to join the Mahoning Valley Manufacturers Coalition. The company is looking for people to fill spots in just about every area.

 

“We need general laborers, press operators, forklift drivers, welders and more,” Weller said. “We’re trying to grow from the bottom up – from general labor to engineers. We hope being part of MVMC can help.”
The plant also needs people who are interested in robotics training. Weller says it’s something the company has been using more.

 

“We’re not replacing workers with robots. We’re just taking those workers and putting them in other places where they are needed more.”
He also says making new connections doesn’t hurt in hopes of growing in the future.

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Member Manufacturers

ClarkDietrich celebrates employee’s 50th year on the job

He’s already an institution, a mentor, a workhorse and all-around good guy, but if Melvin Bragg ever gets around to calling it a career at ClarkDietrich, his name will not soon be forgotten.

Bragg’s Vienna employer celebrated his 50th anniversary at the plant with a warm reception including his wife, current and former co-workers, and corporate executives who traveled in for the occasion.

 

Days earlier, the plant revealed the winning entry in a “Name the Robot” contest among employees to memorialize a new piece of automation equipment brought in to help load and stack pallets. The name plant employees decided on? “Melvin.”

 

“The timing could not have been more perfect. It’s definitely a sign of the amount of respect they have for him,” said Tina Parker, Senior HR Business Partner.

 

The accolades didn’t stop there.

 

Everyone’s got a kind word to say about Melvin

 

“He just loves to work,” said Melvin’s wife, Gertrude. “He ain’t quitting. I tried a few years ago and he said, ‘No, I’m working.’ He’ll retire when he’s ready.”

 

“He’s had a tremendous career here,” said Chris Plant, Plant Manager. “I think he’s done every job in the plant, and we appreciate everything he’s done.”

 

“He’s just a pleasure to be around,” said Safety Manager Ken Von Bergen. “To make it 50 years with one job I think it’s just incredible. He’s an asset you don’t want to lose.”

 

“He’s a great guy, always very helpful,” said Mill Operator Stephen Nyako.

 

“He doesn’t keep his institutional knowledge to himself, Melvin’s going to give you everything he’s got,” said Supervisor Mike Fountain.

“He puts in more hours than anybody, and everybody likes him,” said Supervisor Mike Long.

 

Secrets to Melvin’s longevity

 

It was September 1972 when Bragg’s brother-in-law told him about the opening at what is now ClarkDietrich. Bragg, then just 18, had been performing warranty work at Martin Chevrolet.

 

“I went in, applied for the job and started working the next day,” Bragg said.

 

His starting wage was $2.30 an hour as a guillotine operator, which Bragg said was among the highest paying jobs in the area at the time.

 

Bragg, a man of few works but countless smiles, attributes his staying power to two time-tested pieces of advice: “Keep a positive attitude and you’ve got to enjoy what you do,” he said.

 

Congratulations, Melvin! And keep up the great work.

 

ClarkDietrich is a member-manufacturer of Mahoning Valley Manufacturers Coalition.

 

 

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Member Manufacturers

Seated in Youngstown, Gasser Chair is global winner in game of thrones

How many times have you gone to a restaurant, hotel or casino and paid attention to the chair?

 

From now on, you probably will.

 

In Youngstown, MVMC member manufacturer Gasser Chair Company builds chairs that can be found around the world.

 

Founded in 1946 by the Gasser family, the company originally manufactured aluminum for helicopters.

 

In the 1960s, there was a transition into dining room sets and chairs, which in time evolved into the product Gasser is known for.

What’s in a chair?

 

Just about every piece of a Gasser chair is made in-house at the facilities on Logan Way.

 

“It’s amazing what all goes into making a chair,” said Tony Brown, human resources manager.

Gasser Chair employee makes foaml
Nearly every part of a Gasser chair is made on-site in Youngstown, including the foam.

 

There are hundreds of types of chairs, he said, and each creation depends on what the customer is looking for.

 

Gasser specializes in hospitality and gaming chairs.

 

Each is designed to a customer’s specifications.

 

“It’s a pretty intricate process,” Brown said.

 

At the corporate office, the sales team comes up with the name of each chair, oftentimes pulling inspiration from the Mahoning Valley.

Putting each other first

 

There are 100 employees at Gasser, between manufacturing employees who make the foam, sew fabrics, weld, hand-craft wood and sew final pieces together.

 

When a potential employee walks in for an interview, they usually always have the same thing to say.

Gasser employee installs rivets into a chair.
There are 100 employees at Gasser, who sew, weld and assemble chairs.

 

“I can’t tell you how many times interviewees will say ‘the culture feels different here,’” Brown said.

 

Oftentimes, employees from different departments check in with others just to see how everything’s working and flowing.

 

“It’s what we pride ourselves on. We’re family-owned and the culture is inclusion and family-oriented.”

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Member Manufacturers

Part 4: Training for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

Training is the key to ensuring that the proper processes are taking place on the plant floor.

 

Many companies, unfortunately, just do training through osmosis.

 

“Go stand next to Jim and watch what he does.”

 

It’s a very hands-off and frankly lazy way of training people.

 

Just like with boosting the morale in your company, you must be intentional about your training.

Mapping ideas for employees

 

The old adage says if you fail to plan, you plan to fail.

 

Well, if there is no training plan for employees, you are setting them up for failure. Employees must not only have a plan but know what the plan is for them.

 

This type of engagement puts accountability on the employee to really own their training plan. Most often when we are setting up new training or rethinking our old programs, we so often forget the human element of training as well.

 

We choose trainers who have the most knowledge or who have been doing the job the longest.

 

However, we forget to equip those trainers with the soft skills needed to give effective training.

 

Because of this obstacle, the MVMC has found a solution.

Upskilling internal trainers

 

We help offer a “train the trainer” course through the National Institute for Metalworking Skills (NIMS).

 

(Click here for more information)

 

While culture in a company is a very complex idea and takes a lot of effort to change and maintain, start with something small, and then be more intentional with incremental workplace culture changes from there.

 

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Member Manufacturers

Part 3: Leading for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

A mentor of mine once told me that you should always know at least one thing about a person outside of the workplace.

 

This is something that has always stuck with me. It is something so small it could easily be seen as insignificant.

 

But it is something that can be so powerful.

 

It’s real simple. People want to be treated like people. Not a number.

 

Bringing “home” to work

 

Culture is built on small everyday moments.

 

We have all heard for years that what happens at home should stay at home and you shouldn’t bring it into work.

 

Well, I think we all know that this is near impossible. People are going to struggle with things outside of work that will always affect them in the workplace.

 

When you know what is going on in your employees’ lives, you can do a better job of setting them up for success in the workplace.

 

While changing and maintaining culture is found in these emotional moments, it’s also found in our daily operations.

 

Changing tired thinking

 

I once heard a story of a woman who always cut the ends of her ham off before placing it in the roasting pan and then into the oven.

 

When asked why she did this, she responded, “That’s how my mother did it, and that’s how I was taught.”

 

Then her mother was asked why she cut off the ends of the ham. She also stated, “That’s how my mother did it, and that’s how I was taught.”

 

Finally, when they asked the grandmother why she cut the ends of the ham off, she said, “My pan was always too small to fit the whole ham. So, I cut the ends off.”

 

You can see easily how this story relates to the workplace. Maybe that’s why Joe always sweeps the end of the line first when he is cleaning up. Or why Jill always cranks down on that last pass to make a good part even though that’s not how the task instructions read. Or however this concept plays out in your workplace.

 

There are many tasks and habits spread throughout a facility that were not originally intended to be done that way. But, over time and through tribal knowledge these tasks and habits are picked up. The operational culture is just as crucial to the business as the morale of the employees.

 

And what’s at the heart of operational culture? Training.

 

Read Part 4: Training for Workplace Culture, here.

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Member Manufacturers

Part 2: Campaigning for Workplace Culture

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

We have heard the term “culture” used quite often last two decades.

 

It’s one of those things that we all know exists but can’t quite seem to define. Defining what culture is must come before we can change it.

 

Knowing what culture is and what it is not will lead us to know how it works. Trying to change the culture in your facility without understanding the mechanism would be like trying to change the direction of a cruise ship, without even knowing how it works.

 

Trust me, changing culture in a facility is much like steering a cruise ship. It doesn’t happen fast.

 

Explaining “culture”

 

Defining culture is extremely difficult because it is not something that you can touch, and it is different for each person and company.

 

Culture is how we perceive and feel about our workplace and the people we work with.

 

It is also the machine that keeps a business running. It is the answer to most of your operational questions, too. It is how each employee interacts with the world around them.

 

Like the DNA of your workforce.

 

The role of leaders

 

Whether it is a positive environment or a negative one, every workplace has a culture.

 

As a leader you don’t get to decide whether or not there is a culture in your facility, but you can choose to make it a good one.

 

The leaders of a company are who ultimately decide how the culture will display itself.

 

To have an equitable, encouraging, motivating, empowering workplace, you must first have an equitable, encouraging, motivating, and empowering leader or group of leaders.

 

The leaders within a company or a facility must take responsibility for this part of the business. Otherwise, a company culture left unattended will inevitably flounder. Someone must be in the driver’s seat.

 

Read Part 3: Leading for Workplace Culture, here.

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Member Manufacturers

Examining the Role Workplace Culture Plays in Workforce Development

For a printable version of this 4-part series by Alex Hertzer, assistant director of Mahoning Valley Manufacturers Coalition, click here.

Culture. It’s a common buzzword in the world of workforce development. What is it? Why does it matter? How does it happen? Who’s responsible?

 

These are some of the questions employers should be asking if they want to exist in a post-pandemic job market. Which begs the question …Why now?

 

Is this something new to workforce development? The short answer is, no. Culture is a part of how we interact with other people and the world around us. Culture, whether positive or negative, is always present.

 

It is our responsibility as leaders to build a culture of top performers who are empowered to elevate themselves, those around them, and the company. The longer answer is that culture is built on everyday moments. And over a period of time.

 

Culture is built over time the same way an election is won through a well-thought-out campaign. It’s a series of events of engaging the workforce in big, small, and medium ways from the top down.

 

It’s not shaking one hand that wins an election. It’s shaking a thousand. Same with culture. It’s built over time and incrementally.

 

Agree but not sure where to begin? Here are 4 questions to ask yourself to help shape a positive and encouraging work environment at your organization.

 

What is Culture?

 

Culture is the sociological features of the workforce within your facility. Culture could be as simple as saying hello in the morning and goodbye at the end of the day.

 

Culture is measured by the way people feel while interacting, including yourself. Do they feel confident in their abilities and encouraged by their circumstances?

Alex Hertzer, MVMC assistant director.
Alex Hertzer, MVMC assistant director.

Culture should be equitable, ethical, and moral. Culture is the DNA makeup of a group of people and cannot be built or broken by any one person, even if one person is the driving force.

 

Why does Culture matter?

 

Culture is what makes or breaks a workforce.

 

While in the past, workforces were able to be maintained through workarounds to culture. No longer can businesses rest on their laurels of wages, stability, and benefits. Job seekers have seemingly taken the driving wheel from employers. Job seekers want to be happy and fulfilled in their careers.

 

The way an employer can articulate how potential job seekers can find what they are looking for is through their cultures.

 

To be fulfilled, there must be something rewarding and fulfilling about the employee’s job. To be engaged there must be a sense of purpose to what they are doing.

 

None of this can be done if the stale cultures that once were manufacturing facilities remain.

 

While manufacturing may have some hurdles to the modern idea of work culture, it still begins with a first step in the right direction.

 

How does Culture happen?

 

Culture happens through a series of small changes in the way that we interact with the workforce in our facilities. It can only be completely invasive if started from the top down.

 

Culture happens similarly to the way an ice cube melts.

 

Imagine you have an ice cube sitting in a room at 26 degrees. Then you add one degree. 27 degrees. (Start changing the way you greet people) 28 degrees. (Free lunch on Fridays) 29,30,31. Still nothing has happened to the ice cube. Then you hit 32 and the ice cube begins to sweat. 33,34,35,36.

 

The ice cube is now a puddle. Sometimes even as we are taking small steps in the right direction it can look like nothing is changing and then all the sudden things can pick up speed. The key is to keep moving forward.

 

Who is responsible for the Culture?

 

Everyone!

 

While it should start from the top down, everyone plays a role in the culture within a facility.

 

Everyone is equally important in maintaining a sustainable way of treating each other and the facility.

 

Culture is what people do when no one is looking. Culture is doing things right and doing the right thing.

 

Everyone in the canoe has a different role, but everyone must be rowing in the same direction.

 

It’s simple. Culture may begin with a single action, but it is fully realized when the entire group is boldly singing the same song. Like a butterfly flapping its wings in India.

 

Read Part 2: Campaigning for Workplace Culture, here.

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Member Manufacturers

New owner focuses on future, company honor at Dunaway

Tucked off Leffingwell Road in Canfield near state Route 46 is a 40-year-old manufacturing company undergoing some changes.

 

One of those changes at Dunaway Inc. is the transition of ownership.

 

In March 2021, Jason Markijohn purchased the company from founder Mike Dunaway.

 

Hearing Dunaway was considering selling, Markijohn sprang into action.

Dunaway owner Jason Markijohn.
Jason Markijohn is the new owner of Dunaway Inc. in Canfield.

 

“I’d always wanted to own my own company, and the opportunity presented itself,” said Markijohn, who has an engineering background.

 

Dunaway Inc. is a newer member manufacturer of MVMC.

Everything to everyone

Founded in 1981, Dunaway Inc. has historically been associated with maintenance and field service, as well as being a machine shop for aluminum extrusion.

 

Over the years as services and demand grew, so did the building to its current 25,000 square feet.

 

Throughout everything, Dunaway himself “was the company. He was everything,” Markijohn said.

 

To continue the integrity Dunaway is known for, Markijohn recently hired an experienced engineer to ensure operations run smooth.

Building a support system

For 2022, “it’s a transition year,” Markijohn said. “Year one was me being here and trying to understand things, trying to learn as much as I could from Mike.”

 

Now, it’s letting Dunaway retire.

A CNC machine operator works on a project at Dunaway Inc. in Canfield.
Founded in 1981, Dunaway Inc. is a machine shop for aluminum extrusion.

“It’ll be a big gap to fill,” but Markijohn will be able to call Dunaway up with any major questions.

 

There’s also focusing on the field service part of the business, which Markijohn said was well-established.

 

In the meantime, Markijohn is also busy surrounding himself with “knowledgeable people,” which weighed into the company joining MVMC.

 

He wants to learn from other business leaders what they’ve done to build and maintain a lasting company.

 

“This is a big undertaking, and I want to have a supportive team around me.”