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Page 2 January 199 i 4 *' i ‘ .1 A Fond Farewell While it is sometimes difficult to say goodbye to those people or things you love, there is always that time where it is necessary and ap propriate. You now know that I have chosen to retire and those of you who know me well know I have some strong personal reasons for this decision. I my last column to you, there area a few points I would like to make. In the mid ’70s we at Adams-Millis made a goal to become Number One in our industry. The decade of the late ’70s and ’80s were times of dynamic growth for Adams-Millis Corporation, both through internal growth and acquisitions of companies like Socksmith, Maro and Silver Knit. I believe all of us involved can truly look back with a certain amount of pride and say the goal was accomplished. As a result of the merger with Sara Lee in 1988, the goal became modified to the extent that the new goal was to be Number One in our industry in the branded sock business. During the period from around 1986 to 1990, the trend towards branded socks away from the domi nance of private label became apparent, and the merger with Sara Lee was timely from that standpoint. Adams-Millis, Division of Sara Lee, now has the number one sock brand in the mass market with its Hanes brand. I am confident that Silver Knit with its Jockey brand will soon be number one in the department store market with that brand. It is im portant for us to recognize these trends. It is also important to realize that in the decade of the ’90s, change is the order of the day, and change is occurring at an ever increasing rate. Companies and people who can adapt to this dynamic change will be those who succeed. I am confident Adams-Millis is on that course and will maintain it. I have one last request. Adams-Millis is made up of people of Adams-Millis Corporation, Maro and Silver Knit and some who have come from various divisions of other Sara Lee businesses. There are many and various talents here in the compnay. These talents come from different cultures. The most important thing is that these talents pull together toward common goals which have been clearly identified by our Sara Lee parent. I have sincerely enjoyed working with each and every one of you and I am sure our paths will cross again from time to time. Thanks and Good Luck! // 'Z - / > - • J ' » ' r V .»♦* I From The President Change is a natural progression of events in the business world. With the recent retirement of Bob Bundy, my role of responsibility assumed new dimensions. IVe accepted them with confidence and pride because I believe that Adams-Millis is the destined leader in the sock marketplace for the ’90s. I have been asked by may of you why I feel so confident when we seemingly are entering a period of business slowdown and economic malaise. Let me outline our strengths as WE aggressively move forward: WE are an integral part of Sara Lee Corporation, a powerful, diverse corporation with strong market positions on a worldwide basis. WE are investing millions of dollars into new systems, a new plant, new equipment and an improved and safer work place that is unmatched by our competition. WE have the branded names consumers want and trust in planning their hosiery purchases - Hanes, Disney, Jockey, Champion, Coach, Bill Blass, Field & Stream, Alexander Julian. WE have quality and value and consumer awareness across a wide flank. This is not to mean that our competition is not formidable or aggressive. They, too, are becoming leaner, tougher and committed to success, but none to my knowledge have the collective strengths we bring to the table. WE have dedicated and quality leadership at all levels backed by an enthusiastic and talented work force. All of these positive issues do not preclude further changes as Adams- Millis moves forward in the ’90s, but it does give us a base upon which to build and grow. Now the rest is up to us. To succeed, WE must all be committed to working together as a team. No individual, no managment team however talented, can succeed without the total dedication of every single one of us. It will take all of us as partners to achieve our goals; all of us dedicated to quality of performance and product. WE can do it together. ."1 ♦1 o Some Questions And Answers About MRP II Q. What is MRP II and why is Adams-Millis so interested in spending resources such as time and money to pursue this con cept? A. MRP II means “Manufac turing Resource Planning” which in simplified terms means a bet ter, more disciplined way of doing business. It will help us obtain information quickly and make decisions faster and more accu rately to satisfy our customers’ needs. It will ultimately allow us to become a world class competitor. As we have grown larger and merged several companies into Adams-Millis, it has become much more difficult to manage our complexity and communica tion has become a real problem. Information between the plants and home office is not always in sync. We experience problems scheduling labor, raw materials and machines. Our decision making is too slow and inaccurate which af fects employee performance as well as service to our custom ers. TTiis causes us to ineffi ciently use our resources and our customers become dissat isfied. We can’t tell the custom ers when they will receive their orders and often ship later than expected. Ja so of ini de mi sit lil Y( ar en or of er al: th Sr wi in er W( T1 af 1C P P« n( CK C€ tr C£ Q. Isn’t this just another com puter system? A. It is not a computer sys tem at all. It does use a com puter system as a tool to crunch numbers and to store the bil lions of characters of data. It does allow people to operate in quick response mode. The computer will combine data from all plants and home office into one integrated database so that we are all looking at the same infor mation. MRP II uses the computer to help us plan all our resources such as labor, materials and machines much faster, and link all the facilities together. We pres ently have different types of computers that don’t communi cate well with each other and, as many of you probably know by work stoppages, are not reliable. We have purchased faster, more powerful and reliable IBM equip ment that will allow us to make decisions faster. Presently, it takes serveral hours to gather the information and minutes to make a decision and longer than that if the computer breaks down. With MRP II organization, it will only take minutes to gather the in formation. It will free managers of the mundane and save them more time to manage so every one can do their job better. more accurately the goods customers really need. We will ship more and (Continued on Page 3) tl si 01)1, Q. What are some of the changes we can expect? A Our business will run more efficiently because we will know when we need raw materials, labor and inventory and how much we need to meet our cus tomer shipments on time. It will help reduce our inventory of goods we can’t use and make ouij. 1 AMCO NEWS January 1991 Vol. 47, No. 1 AMCO NEWS is ed ited and produced quar terly by Adams-Millis Corporation, 1823 Eastch- ester Drive, High Point, North Carolina, 27265. Editorial contribu tions, comments and suggestions are always welcomed by your staff. Linda Leach, Editor
Amco News (High Point, N.C.)
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