GENERATION CONSCIOUS CAPITALISM

Posted by Thursday, May 25th, 2017 @ 2:08 am

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We’ve all heard the familiar saying, “timing is everything.” And that expression rings true in the rise of the Conscious Capitalism movement over the past decade or so.

When evaluating today’s workforce, we can see a much greater emphasis being placed on the value of an organization’s people. Believing in people creates happiness and facilitates productivity. Since so many people now prioritize their own values in all aspects of life, it’s important for companies to understand their value systems and/or purposes. After all, the younger members of the workforce might not want to work in a place that is either blind to, or worse yet, out of alignment with their values.

Personal and individual values also have surfaced as a major disruptor to the economic equation over the last generation. The old way of selling revolved around making a product, or providing a service and the consumer’s subsequent decision to buy it. The decision to buy largely rested on whether it returned the most value based on dollars spent. Today, many consumers make completely different buying decisions. Take Whole Foods as a prime example. Whole Pay Check? We know all the jokes, right?

Nowadays, many people will pay more money for goods and services because they believe in the experience and the “why.” As in the case of Whole Foods, they believe in the superior quality food they’re getting, from producer/grower all the way to the aisles of the store. They believe in organic vegetables and humanely treated animals and fair wages – the reasons “why” Whole Foods exists. Consumers now seem willing to pay more money to be a part of something that’s aligned with their values.

The move towards Conscious Capitalism did not occur overnight – it evolved. After all, each generation of workers experiences the swing of the pendulum around what’s most important to that generation based on cause and effect.

With new variables in the workplace and economic equation comes a big question – how long will it last? How far will people go to financially support others who share their own values? And how far will companies/organizations go to identify their values and purposes to win in a new economic era? Only time will tell.

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Our Path To Conscious Capitalism

Posted by Monday, February 6th, 2017 @ 6:06 pm

Our Path to Conscious Capitalism

The four founders of Abrasive Technology met when they worked together at a large billion-dollar company. When they didn’t feel their talents were being utilized, and were frustrated by inefficient processes and bureaucracy, they left that organization. They simply wanted to be engineers who could create great things and trusted others would want to do the same. While the principles were not rooted in Conscious Capitalism back when Abrasive Technology started in 1971 – things have certainly evolved – today’s mindset really got its formal beginning in 1996-97. That’s when Abrasive Technology started its movement toward a flat organization. In our global organization (nine sites around the world), we have no  managers, no bosses – nothing – and haven’t for 16 years.

In 1996, we began working with the Center for Creative Leadership (CCL) in an effort to modify our organizational structure with the goal to empower people. Even within the great CCL leadership transformation think tank, we didn’t find a group of people in the organization at that time who said, “Oh yeah, we get this. We know what you want to do.” When we started on this more intentional journey that would include culture and people and alignment of incentives, we largely felt “out there” on our own.

We gave CCL our purpose (in its most simplistic form): to make people’s lives better. We now encapsulate that idea using the phrase “shaping the world around us.” This means that a person could use a product made by our diamond grinding wheels in almost every facet of life, every day. We’re literally shaping the products and the things around you. Additionally, with our values and our behaviors and the way that we engage with people and our culture, we shape our world, our individual world, our team world and our collective world by how we interact with each other. We do so intentionally. And so again, we believe we shape the world around us.
Conscious Capitalism works very well with a flat organization based on empowered associates and mutual trust. I find it’s a tribe of people who believe Conscious Capitalism is a language – a way to communicate how to put people and doing the right thing first, and seeing profit as a manifestation of those efforts. That’s the fundamental principle of Conscious Capitalism, and the major difference between it and strictly profit-seeking organizations.

Conscious Capitalism is a collective who are seeking to do business in a more pure and authentic way. But this isn’t a concept where you can say, “I’m a Conscious Capitalist and this is all I’m going to go follow.” A movement of the heart isn’t really like that. When you have people involved and emotions and dynamic atmospheres, applying a one-size-fits-all conscious capitalism concept doesn’t work. I don‘t feel that is what Conscious Capitalism ascribes to be. I find it’s a place where people can come and share ideas and do work in a different way than the majority of the businesses in the world.

Conscious Capitalism is a subset of this more human movement that we’re seeing in the world. Everything in the world is becoming more authentic. In some specific circumstances I see some automation actually going away – people want to talk to human beings and interact with each other. Technology enables us to act in ways with other humans, in ways that we haven’t been able to before. In the past, people were thought of as resources. They were just another piece of equipment which enabled the company to create profit. What we’ve learned with self-actualization and our ability to be more self-aware, intentional and conscious, is that we are all individuals. And that being individual is a critical thing. The business that ignores a person as a complete person is only going to get part of their story and engagement.

In some regards, in the most macro scale, self-awareness and self-actualization are luxuries that have been bestowed upon us by the success of the Baby Boomers. The boomers and previous generations didn’t have the luxury of asking: “What are my values and what do I really want?”
These notions around “Who am I as a human and what does a company want to be from a purpose based thing?” are new and largely possible due to the successes that have been created by previous generations. For that we are most grateful.

Daryl Peterman
CEO, Abrasive Technology

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Trust, Accountability & The Abrasive Technology Way

Posted by Friday, January 20th, 2017 @ 2:58 pm

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Abrasive Technology was founded in 1971 by my father and three partners, with a very simple belief: People are inherently good. He must’ve passed that down to me because I, too, strongly believe in the good in people.

Unfortunately, businesses, structures and corporations often can get in the way of people doing the right thing. This is why at Abrasive Technology, we strive to create an environment where people feel trusted and safe. From there, we believe they will do the right thing nine times out of 10. When companies don’t trust and believe in its associates, it becomes a place where people become disgruntled, and perhaps feel the inclination to lie, cheat and steal.

An example of how we build trust in our organization? If someone needs a material to finish a job that costs $1,000, he or she can go purchase it. Without asking. We have found that our people have a great deal of accountability for the company’s money, and spend it wisely (and frugally). Without the authority to go buy what’s really needed to complete a task, we saw people trying to “MacGyver” a solution, which oftentimes was less than ideal.

When you don’t trust people with company resources, they’re more willing to grab a dollar here or grab a meal there to “get even.” When we create the accountability and the trust, which says your “job is to make the entire work process better,” everyone wins. We don’t undervalue the process of that trust either; we don’t require multiple forms to fill out or signatures of approval to collect. By keeping it simple and trusting people to spend wisely, we believe it makes sense from a profit standpoint, an efficiency standpoint, and a trust standpoint. If not, how could you ever look that person in the eye and say “I trust you and you’re the cornerstone of our business.”?

Daryl Peterman
CEO, Abrasive Technology

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Committing to Conscious Capitalism at Abrasive Technology

Posted by Monday, January 9th, 2017 @ 5:51 pm

concapAfter attending the 2016 CEO Summit in Austin, Texas, I remain a committed believer in conscious capitalism, which exists to elevate humanity. As a conscious capitalist, we make intentional decisions to do the right thing for our associates and anyone who touches Abrasive Technology. That is the first priority. And profit is the manifestation of doing the right thing. Not the other way around: that’s really the founding principle of a conscious capitalistic business.

It’s a red pill/blue pill thing. If you eat the red pill, you really have to believe people are inherently good. If a business creates an environment that is safe and trusting, and is dedicated to the best of its people and those around it – while remaining authentic and transparent – then profit would be the manifestation of that.

The blue pill works the other way – looking at spreadsheets, dollars, numbers and profit first. When that’s the case, people do everything at all costs to make sure the bottom line looks strong, and perhaps be good to people along the way. The two approaches are fundamentally different beliefs.

How to proceed must come from the leaders of the organization. While there are a lot of people who say they believe in their people or stakeholders, or want to do the right thing, their actions and business methodology revolve around costs and expenses and the bottom line of profits margins. Anytime you hear leaders talk about “people first” and you see “profits first,” you know those folks are not completely aligned with a more conscious mindset that comes from the inside.

Believing in conscious capitalism involves trust: it’s one of those things where you wake up in the morning and make a decision about who we’re going to be today.

I believe people are inherently good. People are born good, babies are good, they’re smiling and curious, for example. There’s a lot of data that shows children are far more curious, inventive and creative than adults. One of the primary reasons for this is as adults gain experience, they create walls and put on armor to protect themselves. If I can create an organization with an environment where people can be their best selves because they feel safe and trusted, they’ll develop their work skills and their skills as a human being. It’s incredible what people can accomplish. If you need proof of that, look around us every day. There hasn’t been a major problem in the world that people haven’t been able to solve when they work together and they collaborate to do great things. The proof is in the wonder of the world around us.

Daryl Peterman
CEO, Abrasive Technology

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Recognizing & Awarding Achievement at Abrasive Technology

Posted by Wednesday, November 16th, 2016 @ 6:12 pm
Champions Program recognizes Abrasive Technology associates by sharing their stories and celebrating them for excellence, collaboration and dedication.
Champions Program recognizes Abrasive Technology associates by sharing their stories and celebrating them for excellence, collaboration and dedication.

Recognition is an acknowledgement of achievement. It’s rewarding effort and a form of validation. It’s saying, “thank you,” and it fosters a sense of belonging.

At Abrasive Technology, we believe in The Carrot Principle and utilize several effective forms of recognition:
• Day-to-Day – done frequently and specifically and timely
• Above-and-Beyond – reward achievements that support values
• Career Recognition – acknowledge associate loyalty
• Celebration Events – celebrate important moments that show “we’re in this together.”

We have developed our Champions Program to align with each of the aforementioned forms of recognition. We also have directly tied some Champions initiatives to our company’s values ingrained in our LEADERS program (Learn, Excellence, Appreciate, Dependable, intEgrity, Respect, Safety).

In the Champions Program, our Diamond Awards cards are the most frequently used method of day-to-day recognition, allowing associates to provide positive feedback to colleagues and reward them with small prizes. Nominations allow associates to recognize an individual’s contribution to their team, individual goal achievement, as well as contribution to the organization’s values and goals. Every Abrasive Tech associate can read the Diamond Awards cards on the company’s intranet system, though it’s far more fun to see someone walk up to a colleague, thank him or her for their work, and offer the card as a special token of their appreciation. We’ve yet to meet someone who doesn’t like to scratch the card and reveal their prize.

For Above and Beyond recognition, we have created the AT Individual Impact and Team Impact Awards. To be awarded an Impact Award, associates must demonstrate an achievement in alignment with Abrasive Technology values. Nominations for Impact Awards demonstrate how the associate/team positively influences the goals of the organization and/or impacts all components of our AT Values. The Impact Awards culminate with a cross-company committee review of all the submissions, then a vote for the winners. Prizes for Impact Award winners include cash bonuses, activities with the CEO, and recognition throughout our facilities.

We hold an annual appreciation dinner to recognize associates for milestones of service with Abrasive Technology at 5, 10, 15, 20, and 25+ years. Everyone gathers for dinner and a lighthearted “roast” of the year’s newest inductees. Talk around the “water cooler” following the appreciation dinner continues for days. The company also hosts celebration events around Memorial Day, a Summer Picnic, a Fall Tailgate and Winter Holidays, to name a few.

We believe recognizing, celebrating and rewarding our associates fosters a happier and more engaged workplace. And when people are happy, we see improvements in attendance, productivity, and overall morale.

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LEADERS Key to Manufacturing Success

Posted by Monday, August 22nd, 2016 @ 4:05 pm

LEADERS-Primary

I recently read the article “7 Habits of a Highly Effective Manufacturing Culture” by Jill Bellak, President of MBX Systems, and was thrilled to learn of another manufacturer recognizing the need for culture change in the manufacturing sector. I spend a great deal of time thinking about how to bring a “Silicon Valley mentality” to our facilities around the world that manufacture superabrasive grinding wheels and tools, as I always believe in the possibility of a new and/or better way.

Ms. Bellak discussed moving away from a traditional top-down organizational structure, dominated by primarily white men, towards nimble organizations inspired by startups and the mindsets of millennials.

At MBX Systems, the initiatives to achieve change included:
1. Run Fun Cross-Functional Team Exercises
2. Actively Engage Employees in Process Improvement
3. Get Creative with Your Change Campaign
4. Put Power Directly in Employees’ Hands
5. Go the Extra Training Mile
6. Communicate Loud, Clear & Often
7. Keep it Fresh

I applaud MBX for its concerted efforts to open its work culture and engage the employees of the company to drive improvements from within. At Abrasive Technology, we also utilize all seven of the initiatives mentioned above in our flat, Process Centered Organization.

Additionally, we created the LEADERS program to help leverage each other’s expertise and understand that as a team, we’re far more capable than we are on our own.

L = Learn. Be curious and ask “What if we did it this way instead?” We hope our associates suggest and support new and better ways to make diamond grinding wheels and tools, and not give up if ideas aren’t immediately accepted. We encourage asking questions, offering new solutions, taking risks, challenging assumptions, and accepting decisions.

E = Excellence. Be excellent, taking initiatives to improve skills and embrace continuous learning. At Abrasive Technology, people move to where the work is and when challenged, take a step back to evaluate the problem with a clear mind.

A = Appreciate. Have Fun and recognize that coming to work is a new experience each day to celebrate successes, try new things and explore new ideas. We blend work with learning and personal well-being, pursuing interests beyond job duties.

D = Dependable. Do what you say you will do, knowing that we are as good as our word. Our team works hard to set clear expectations at the forefront of every project to help avoid surprises and deliver what we promised.

E = intEgrity. Do the right thing when thinking about our colleagues, our customers and the environment. When armed with the proper knowledge and expertise, we encourage associates to trust their gut and go with their instincts.

R= Respect. Treat others with honesty and respect, checking personal agendas at the door and recognizing open and honest communication fosters a successful work environment. We believe it’s important to consider different viewpoints and appreciate everyone’s input, while also learning how people prefer to communicate.

S = Safety. The highest standards of safety allow us to do our best work. We put safety first with use of the proper personal protective equipment, safety training, and documented work procedures.

Abrasive Technology’s beginning, back in 1971, is rooted in believing in the goodness of people. The result? A place where associates are self-motivated and accountable. We are engineers, manufacturers, developers, researchers, salespeople, customer service professionals and more. We all believe we have a stake in the company because we ARE the company.

Daryl Peterman
CEO, Abrasive Technology

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CONTINUUM BELTS PERFECT FOR SUEDING TEXTILES

Posted by Tuesday, September 15th, 2015 @ 1:19 pm
  • ​In 1988, Diabrasive Int’l (now a part of Abrasive Technology) introduced diamond to the sueding industry at a large trade show in Germany. Torres, a Spanish textile machine manfacturer, devised a small machine that outperformed the much larger machines commonly used in the trade, simply because it was fitted with damonds instead of regular abrasives. The market took notice.Textiles are sueded, or abraded, or sanded to give the fabric a pleasing-to-the-touch peach skin finish. Most textiles are abraded in some manner, whether for bedding sheets, pants, shirts or underwear. Even upholstered material receives the treatment. And most recently, swimwear  and laced feminine lingerie have become the latest products for suediing. For the most part, fashion dictates the finish and  fall lines typically make more use of sueded techniques over lighter summer wear.

    Sueding machines are typically made with rollers on which abrasive sheets are fixed, and the textile is forced in contact against the rollers to produce an abraded finish, more gentle to the touch. There are many configurations of machines and Continuum readily adapts to a great majority. When rollers are equipped with sandpaper, sueding work needs continuous attention from the operator to ensure an even finish, as the abrasive wears. This is because textiles are extremely abrasive and as such place a big demand on the abrasive surfaces requiring very frequent adjustments, and replacements. A roller change, typically every 4 hours or less of operation, causes major downtime as production is halted during the changeover.

    When the abrasive on rollers is replaced with diamonds, they last much longer – typically millions of meters. At a speed of 10 meters per minute, a machine will work continuously for months, 24/7, without interruption. Downtime due to abrasive changes is eliminated, production increases and more importantly, the fabric has exactly the same finish characteristics, all with minimal operator intervention,from the beginning to the end of each run.

    An traditional sandpaper strip costs much less than Continuum strips. Fortunately, the return on investment is easy to calculate for shop managers who readily see the benefits on their productivity. And for managers and owners, we developped calculators to assist them in calculating their savings.

    To install our diamond strips onto machinery, we simply wind a long strip of Continuum helicoidally onto the entire surface on the drum and fasten it firmly at both ends. Previous products were produced by joining individual strips together, but in high humidity and heat (think monsoon) conditions prevalent in Asia, the joints could come apart. Hence, we eliminated the joints and created Continuum.

    We’re proud Continuum promotes AT as a company that provides the very best tools for a specialized and demanding industry.

ABRASIVE TECHNOLOGY APPLIES FOR PROVISIONAL PATENT FOR CMP PAD CONDITIONING METHOD

Posted by Monday, August 17th, 2015 @ 1:08 pm

Abrasive Technology is pleased to announce it has applied for a provisional patent for a CMP (chemical mechanical planarization) pad conditioning method designed to provide users with increased tool utilization and cost savings.

The provisional patent describes a method where a separate CMP pad conditioning disk is used specifically for the CMP pad break-in process.

Traditionally, a single CMP pad conditioning disk was used for both the break- in process and the “in process” conditioning, which has resulted in longer pad break-in times because the “in process” CMP conditioner was not optimally suited to match the needs or requirements to break in a new CMP pad.

Additionally, since the disks often have enough life to condition more than one pad, consistency on subsequent pads during the break in and manufacturing process varies because of the degradation of the conditioner throughout its lifetime.

By utilizing two separate disks (one for the break-in process and one for “in process” conditioning), users can expect one or more of the following benefits:
–        Increased CMP tool utilization (reducing CMP pad break-in times).
–        Increased current CMP pad and “in process” CMP conditioner lifetime.
–        Improved process stability.
–        Improved CMP module cost (improved pad life, improved conditioner life, reduced tool downtime, and reduced pad break-in failure rates result in increased tool utilization).
–        Capability to customize new CMP pad break-in conditioning disks to the pad type and material specified by the customer.

Contact Mark Diaz (mdiaz@abrasive-tech.com) if you’d like more information.171

INVENTORS MONTH SPOTLIGHT – JOSH DUDLEY

Posted by Thursday, April 30th, 2015 @ 3:04 pm

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On the final day of Inventor’s Month, we have one last associate to celebrate. After seeing the devastation caused by the 2010 earthquake in Haiti, Josh Dudley decided to develop the ultimate too for rescue workers. The result was Jack of All Blades, a unique, emergency circular-saw blade that cuts metal, wood and masonry.

Josh and his fellow engineers at Abrasive Technology have ingenuity in their DNA. Abrasive Technology focuses on producing the best superabrasive grinding wheels and tools available, with a culture built around findng creative ways to solve problems for customers.

JackABlades

INVENTORS MONTH SPOTLIGHT – BUTCH PETERMAN

Posted by Friday, April 10th, 2015 @ 9:04 am

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April is Inventors Month, so we’re celebrating one of our favorites, Butch Peterman, president and co-founder of Abrasive Technology. Under Butch’s leadership, AT invented and patented the process for brazing diamond to steel (P.B.S.® bond), used today in a broad spectrum of industries and markets. Personally, Butch has earned other patents and patent applications in the areas of gear grinding, electronics and superabrasive wheel manufacturing.

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