Foundry industry's fate hinges on customer satisfaction.

"If your customer is in trouble, then you're in trouble too." This message, relayed by Richard Donnelly, GM Powertrain Div., tied in with the theme of this year's annual Foundry Educational Foundation (FEF) College-Industry Conference, "Engineering for Customer Satisfaction."

Held November 19-21 in Chicago, the conference drew 318 students, educators and business representatives concerned with America's response to evolving global competition.

Key to Survival

"Customer satisfaction is our whole reason for existence," said Peter Carney, Superior Graphite Co., one of 12 speakers at the conference. More than ever, customer satisfaction is the driver of business because there are more and better suppliers of castings worldwide, he said.

The contest will go to the metalcasters who offer the technical expertise to develop new, cost-effective products, Carney concluded.

Customer satisfaction, according to Gene Muratore, QIT America, is defined as: meeting specifications; guaranteeing on-time delivery; providing value, not just price; and making a commitment to the industry's future.

Deindustrialization's Impact

Keynote speaker Donnelly cited several articles that questioned whether the fate of GM, or any large manufacturer, was crucial to the U.S. He said he is shocked at how lightly the issue is being taken, and how economists are downplaying the effects deindustrialization will have on all Americans.

People seem to think if big manufacturers falter, "someone else will take over and the economy won't be negatively impacted," Donnelly said.

Pointing out the considerable impact of downsizing and closures already occurring, he said the Japanese will take over the engineering, manufacturing and marketing resources. And not only will Japan have control, but it will be in Japan.

Stressing the importance of big industry to American economy, Donnelly offered these facts:

* one of seven jobs depends on the American auto industry;

* for every job created by a foreign transplant, two American jobs are lost;

* for every $1 the Far East contributes to our economy, the U.S. loses $2 as American jobs are displaced.

He said industry must combine its individual R&D efforts and use the innovative results to grow technologically strong as a nation--together.

Asking if tomorrow's foundry leaders are prepared for the challenge ahead of them, Donnelly said, "The first step is to believe in the crisis. Then join in and tackle it head-on. Embrace change, be persistent and learn to operate in a system with a clear aim of adding value to the customer. You will be the ones who help improve the American system--and help improve industry as well."

Time to Be Aggressive

Speaking from the foundry point of view, Chris Schmid, LuK, Inc., described his firm's philosophy on dealing with customers. He said his firm, which casts clutches for the auto industry, got started in the U.S. 15 years ago by listening to customers, actively seeking change of the product and its application, and introducing new product lines.

"We didn't wait for our customers to make drawings," Schmid said. "We took their vehicles, evaluated and analyzed them, and developed the best possible clutch at the lowest cost."

He also noted that customers not only were pleased with the quality, but they appreciated not having to be involved in development anymore.

"After all is said and done, nothing else matters but our ability to satisfy our customers with our products and services," Schmid said.

Advice to Students

Several speakers commended FEF for providing young leaders skilled in engineering, material sciences and metallurgy--all areas needed in industry today. Students were left with some lasting tips as they enter the workplace.

Schmid advised students to prepare technically while listening and learning from the marketplace.

Tim Hitchcock, Hitchcock Industries, Inc., explained the importance of small foundries, revealing that they represent 80% of all job growth. He said they are less structured with fewer departmental boundaries--where it is easier to see individual contributions.

The keys to a successful foundry career are having a deep respect for age and experience, to never stop your education and be willing to work outside your field, Hitchcock said.

"Approach every job like it was a playoff game," he concluded.