Newspapers / Olin Profile (Brevard, N.C.) / Jan. 1, 1985, edition 1 / Page 1
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^lin POINT OF VIEW By Jim Lovin, Vice President - Manufacturing Our course is based on the convic tion that our people are the most im portant asset of our business and that every employee must have the broadest possible opportunitiy to con tribute to the success of our efforts. We are confident we are on the right road. Our Future Built On Caring We have learned that the “by-the- numbers” approach alone frequently doesn’t produce the best results. In stead, we must seek the judgement and expertise of everyone involved. We believe that the best results are achieved through cooperative efforts. The gauge of improved performance throughout the organization bears out the validity of this approach. Quality Circles are an excellent ex ample of how this approach works. In fact, Quality Circles have proven time after time that most of our manufac turing problems are best solved by the people who operate and maintain the equipment, working in coopera tion with supervision. “Evert; employee must have the broadest possible opportunity to contribute to the success of our efforts.” The major contribution of the Cir cles goes far beyond simply solving the immediate problems and achiev ing the associated cost savings. The Circles are creating an increased level of caring and involvement throughout the organization. This equates to a better quality of work life for all of us. This caring spreads beyond the Circle into all day-to-day activities and to other employees. Our entire level of performance is raised. Most employees who become involved gain a sense of increased accom plishment and recognition, and feel that their jobs are more meaningful. With more people sharing informa tion and having a common approach to problem solving and decision mak ing we are making fewer mistakes. We are finding that the team ap proach supplies greater information and a wider range of options. Every one on the team wants to do what’s right and will work together to reach the most satisfactory conclusion. Because the entire team is involved in developing an approach for tackling a problem, all can take ownership in the decision, and all are willing to work toward its success. In virtually all areas of manufactur ing and maintenance employee teams have solved persistent problems, de veloped truly innovative engineering concepts and implemented compre hensive programs that have improved “The cumulative effect of each individual act of car ing insures better job securi ty and a more successful future for our business.” safety, housekeeping and quality; simplified work procedures, reduced costs and improved work relations. The team approach is steadily spreading beyond the plant floor. Per sonnel have formed Quality Circles which have improved efficiency and cost effectiveness in other areas of the business. We are also applying the team approach in labor relations. A labor/ management group is attacking joint problems on non-bargaining issues. The group has been very effective in developing new approaches for improving safety, quality, Employee Assistance Programs and working relations. For instance the labor/man- agement team reviewed and certified certain rules and procedures which historically had been the cause for many work-related problems and grievances. Now a few words about quality in paper. I don’t think anyone doubts that quality must be our driving force. Putting it simply, there is no reason to make poor paper fast or to rush to finish a job and then have to do it over. The caring I addressed earlier is the key driving force that generates quality excellence. Ecusta has made tremendous progress toward the qual ity excellence we are seeking. Our customers are now telling us we’re clearly ahead in many areas. I’m con fident that we’ll achieve our objec tives in every area through the con tinued efforts and dedication of each and every one here. Caring means seeing what needs to be done and doing it—maybe without anyone else knowing about it or giv ing you a pat on the back. The cumu lative effect of each individual act of caring insures better job security and a successful future for our business. O A Pledge For A Harold Taylor gives true meaning to the word charity. Not because he made a substantial contribution to the 1985 United Way fund raising, but because he makes it sound so simple to do. “No one can say what it’s worth that someone will walk, breathe, smile and enjoy life more,” Harold ex plained. “I know it won’t hurt me or my family to give up part of my pay each week so that my neighbor might feel better, even if it’s for a few minutes. We have a roof over our heads, food and clothing and that Group Achieves Stunning Safety Performance In 1984 It’s like setting a world record every time you perform. You can’t believe you can do any better, but somehow you push a little bit harder and end up with the gold medal and you es tablish a new standard of excellence. In 1980 Ecusta Paper and Film Group led the paper and was near the top in the chemical industries in safe ty. And, every year since the Group has steadily improved on the 1980 performance. 1984 was another re cord shattering year with total injur- Our 5 Year Safety Record 461 396 364 337 259 First Aids 45 39 32 28 25 OSHA Recordables 131 125 99 91 78 Off-The-Job Injuries 1980 1981 1982 1983 1984 ies down 42 percent over 1980. “I wouldn’t believe our 1984 figures if I hadn’t been around to watch them develop,” commented Fletcher Rob erts, Director of Safety and Loss Pre vention. “I think we’re just like an Olympic Champion. Our people are Smile money would probably only buy some thing we don’t really need.” “No one can say what it's worth that someone will walk, breathe, smile and enjoy life more.” Harold, who works in R.C. Film Laminating, knows first hand the kind of help United Way can provide in a time of crisis. His daughter was born with Downs Syndrome, a severe birth defect. This was before Harold worked never satisfied when there’s still room for improvement.” “1984 marks the first year that all our plants equalled or bettered their demanding safety goals,” Roberts said. The film plants led the way with a .23 OSHA rate. The nearly 1000 em ployees at our film plants registered a 71 percent performance improvement in the OSHA injury measurement to goal and the prior year. At year end Covington employees worked 96 weeks without an OSHA recordable injury (See article on page 3.) In addi tion the Watertown plant completed its second consecutive year without an OSHA recordable injury. “The superlative performance of our employees is most obvious when we compare our results against the broad performance of the paper and chemical industries.” Roberts con cluded. “The OSHA rate for the paper industry in 1983 was 9.8. For chemi cal it was 5.2. Our results were .98 and .23 respectively. The overall Group rate was .81 compared to a general industry rate of 10.0 — the best in corporation.” O Harold Taylor is our distinguished sup porter to the 1985 United Way Campaign. at Olin and was under Olin’s medical insurance program. Six weeks of diag nostic work and treatment at a Cha pel Hill hospital created huge bills. Harold’s daughter received all the help she needed and Harold wasn’t crushed by the bills thanks to United Way funds. Harold’s daughter is now 12 years old. Doctors said she wouldn’t even walk, but today she walks and is in the fifth grade. Harold’s large contribution this year wasn’t his first. For many years he has given generously to United Way. Harold concludes, “Next year, if I still have a job and I am still healthy, I will pledge again.” O United Way Honor Role New records were set in Olin’s 1985 United Way Campaign. • 971 employees out of 2,410 made contributions. • $51,626 was pledged—the high est ever and over the $50,000 goal. • The average pledge was $53.16—the highest ever. • 489 employees received a red pin with a pledge of a minimum of $50.00—an increase of 56 people over the previous best. • 19 employees received a gold pin with a pledge of more than $200—an increase of four. Gold pin recipients are: R.N. Bailey G. Baldwin, Jr. R.A. Betts G.P. Bohan W.F. Boswell, III J.S. Candler J.R. Collins R.W. Day J.L. Duncan J.D. Link J.C. Lovin R.H. Masengill J.F. McMullen P.F. Mullins R.J. Nicholson W.T. Nowakowski H.L. Taylor J.W. Townsend T.L. Williamson Bruce McIntyre’s department with 32 employees is the largest department to achieve 100 per cent pledges for three years straight. O
Olin Profile (Brevard, N.C.)
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Jan. 1, 1985, edition 1
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