We would like to thank Cheryl Fritz Business Development Manager at Apricity for providing an outstanding tour and networking opportunity for the Green Bay Innovation Group. GBIG will continue to donate and support Apricity for their outstanding work for the community.
Apricity Contract Packaging Partners with companies to provide contract packaging and assembly services. When manufacturers need additional resources for handwork, collating, shrink wrapping or other labor-intensive work, Apricity is a great local resource.
Apricity, based in the Fox Valley, is a social enterprise providing for those impacted by substance abuse disorders, a full spectrum of care including treatment, employment and support services in a safe progressive recovery community.
For more information contact Cheryl Fritz Business Development 920-585-4765 cell 920-215-2933 office cfritz@apricityservices.com
By Susan Stansbury, Industry Consultant (contact/bio on LinkedIn)
This begins Part 1 of three articles about those fantastically creative nonwovens fabrics. I begin with airlaid nonwovens, somewhat associated with paper and its heavy use of pulp cellulose. Below: some history, some mechanics, and features of airlaid driving market success.
First, it helps to know what are nonwovens?
Nonwovens substrates are neither papers nor wovens (wovens are textiles such as cotton fabrics). They were developed from two different approaches…textile mills trying to create a lower cost textile and paper manufacturers trying to create a more “textile-like” paper.
According to ISO terminology, a nonwoven is a manufactured sheet, web, or batt of directionally or randomly orientated fibers, bonded by friction, and/or cohesion and/or adhesion, excluding paper and products which are woven, knitted, tufted, stitch-bonded incorporating binding yarns or filaments, or felted by wet-milling, whether or not additionally needled. The fibers may be of natural or man-made origin.
Nonwovens have a special ability to be “designed” whereas other textiles and papers are more limited. Papers generally are manufactured using one stream of pulp in the process. In contrast, nonwovens can include three or more streams of fibers, plus additives in the manufacturing process.
Airlaid Nonwovens Origins
It is generally asserted that the former James River mill in Green Bay, WI, was the first to commercially manufacture airlaid nonwovens. On the other side of town Fort Howard Paper Company was developing airlaid materials in the same era. These materials came out of the Danish Inventor Karl Kroyer’s efforts in the 1980s and manufacturing was referred to as “the Kroyer method.” Because of the use of pulp in the process, early materials were called air-formed paper or airlaid paper. Using special “fluff pulp,” the airlaid was made using about 80-85 percent pulp and a latex-like binding material.
James River and Fort Howard together became Fort James, and later Georgia Pacific became the owner of the Green Bay facilities with the primary aim to acquire the tissue branded products including toilet paper and napkins. Though the airlaid roll goods materials were a profitable unit, it was quite small compared to the tissue volume where the emphasis was on the consumer tissue brands including Brawny®, Angel Soft®, Vanity Fair®, Mardi Gras Napkins and Quilted Northern® items. When I worked there around year 2000, we were 23 salaried and airlaid management people in a small separate building across the way from the 2,000 across the street where our airlaid machines were lost among the giant tissue machines.
Some of the Fort Howard expertise went to another entrant in the airlaid industry, developing operations in Canada as Merfin, and later, Buckeye Technologies. Buckeye was acquired by Georgia Pacific in 2013 and later all airlaid operations were moved from Green Bay to Tennessee and North Carolina.
In 2021 Glatfelter purchased those airlaid operations. (Glatfelter had once had a paper mill in Neenah, WI, which had originally been a Bergstrom mill dating to 1904.) Now, Glatfelter is the airlaid leader in the Americas (also having other global operations). In 2021, Glatfelter’s overall sales exceeded $1 billion. As reported by Nonwovens Industry, Glatfelter was able to increase market demand despite the effects from pandemic-driven inflation and global supply-chain disruptions. The company became a leading engineered materials company by accelerating growth through acquisitions.
Back in the early 2000s, installation of new airlaid machines led to over-capacity. However, the airlaid nonwovens market is now set to grow 7.7 percent annually to 2027, according to a Smithers Report. Wisconsin companies are major of converters of airlaid-based products ranging from specialty napkins, to dry wipers and baby wet wipes.
Nonwovens Industry Associate Editor Tara Olivo states that last year airlaid markets were valued at about $21 billion. “Among the factors driving the market forward are global growth in the wipes sector, the increasing use of period care products in developing countries and the rapid rise in the aging population in developed countries—leading to more users of adult incontinence products. Additionally, airlaid producers are looking outside of these traditional markets for growth,” said Olivo.
In the U.S. and Europe, airlaid also plays a roll in napkins and rolled wraps around restaurant silverware. According to Murray Godwin of Northern Engraving and Machine, it participates in wipes, hygiene, medical, automotive, bagging, and packaging products where embossed patterns can be applied. Embossed-patterned baby wipes in tubs were the first sizeable product category.
Global consumption of airlaid is expected to rise from 574,750 tons in 2022 to 768,800 tons in 2027, according to The Future of Airlaid Nonwovens to 2027, the report from Smithers.
Properties of nonwovens which are tested or evaluated include:
Determination of thickness
Determination of tensile strength, tear resistance and elongation
Determination of absorbency rate, capacity, and retention of liquid
Determination of time for liquid strike-through and liquid run-off
Amount of drape and softness
Amount of linting
Ability to incorporate additives such as antibacterials and superabsorbents
Hand is the way the fabric feels when it is touched–like softness, crispness, dryness, silkiness.
Summary of Airlaid Properties
Can be embossed, printed and incorporate synthetic fibers
Strength varies, with mix of fibers & thickness; not as strong as many other nonwovens
Can be produced in thin or thick versions. For example, thickness is high for pads.
Drape, such as for table materials, is somewhat dependent on use of the adhesive-like binder.
Can be highly absorbent when designed for pads (panty liners etc.) and wipers.
Linting can be somewhat controlled.
Can have a “two-sided” appearance & properties with different forming head fiber feeds.
Currently, special interest in airlaid due to designing without plastics and synthetic fibers.
With the current growth in airlaid nonwovens output, there are still many options for new abilities, product line extensions, and categories.
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In the first quarter of 2023, we continue to focus a potential conclusion to the Federal Reserve tightening cycle, banking sector volatility, and uncertainty surrounding a recession. Financial markets responded with higher levels of volatility in both equity and fixed income markets but ended the quarter with solid gains in both markets.
Market Strategist Nancy Johnshoy, CFA, explores key factors impacting the economy and the financial markets including:
An established downward trend in the inflation rate
Surprising strength in global economies
Significant rebounds in last year’s equity market laggards
Thank you for reading First Business Bank’s Quarterly Market Review. We enjoy bringing you our analysis of the latest data and how that may impact your business and affect your personal financial decisions.
Join N-Tech Consulting to gain valuable insights on how current tech trends will shape the future of your business. Our experts can help you stay ahead by providing cutting-edge strategies to tackle challenges, including cybersecurity. Let’s work together to build a brighter future for your business.
When: THURSDAY, APRIL 27TH, 2023 5 TO 8 PM After: A SOCIAL CLUB 365 MAIN AVE, SUITE D DEPERE, WI 54115*
*food and drinks will be provided Limited Seating – RSVP: sales@ntech.io
The Green Bay Innovation Group would like to thank an outstanding group of speakers plus an excellent tour of Convergen Energy to better understand recycling plastics. We ALL recognize the impact of plastic waste on the planet. George W. Huber UW Chemical Engineering presentation on STRAP technology was exceptional using non-toxic solvents to produce food grade resins from previously unrecycled materials. UW Madison and Michigan Tech University have partnered to build a pilot system with expected completion at the end of 2023. After the final testing, the plans are to build a plant in Green Bay, WI.
The Green Bay Innovation Group will be assisting the Universities to raise $9 million dollars to build the first site. The Green Bay Innovation Group will be providing technical, marketing and business planning supporting the project!
Our Guest Speakers Included
George Huber: UW Madison Engineering: Director of the Center for Chemical Upcycling of Waste Plastics (www.cuwp.org) and presenting new INNOVATE STRAP TECHNOLOGY for hard to recycle films and plastics.
Ted Hansen: President of Convergen Energy producing renewable fuels and power for sustainable businesses by diverting by-products from landfills (www.convergenenergy.com)
Colin Stewart and John Elliot: PRI (Plastics Recycling Systems)
Evan Arnold – Vice President of Glenroy, Inc. leading the Product Development, Engineering and Quality Teams for the Flexible Packaging Industry. (www.glenroy.com)
Douglas J. Peckenpaugh Group Publisher at BNP and Manager of Converters Expo
Print industry veteran joins PCMC’s print business segment
GREEN BAY, Wis. — March 31, 2023 — Paper Converting Machine Company (PCMC)—which specializes in the design and manufacture of high-performance converting machinery for the tissue, nonwovens, package-printing and bag-converting industries worldwide—is pleased to announce that Windell McGill has joined the organization as the Product Launch Manager for its print business segment.
Bringing more than 25 years of print industry experience to PCMC, McGill will oversee product management, product launch and brand expansion for all PCMC print products and services.
“I was drawn to this opportunity because I’ve had a long relationship with PCMC and have always been impressed by the culture, team members and well-engineered assets,” stated McGill. “I look forward to helping craft new solutions that will enhance productivity for the flexible packaging market.”
Prior to joining PCMC, McGill was Managing Partner of ePac Atlanta, a provider of custom, high-quality flexible packaging solutions and digital printing services. Before that, he served as Business Segment Manager for flexible packaging at HP Indigo. McGill’s extensive experience also includes more than 15 years with Advanced Vision Technology, a provider of camera-based inspection equipment for the packaging market, where he held a variety of sales roles before being named President-Americas.
“I’m thrilled to have Windell join our team,” said Rodney Pennings, PCMC’s Director of Sales—Printing, Coating and Laminating. “His print industry knowledge and expertise will be tremendous assets to our sales and product development teams, as we collaborate to deliver value-added solutions that support our customers’ growth.”
The Green Bay Innovation Group has partnered with the University of Wisconsin Chemical Engineering Department, Michigan Technological University, and the Chemical Upcycling of Waste Plastics to install the First STRAP Commercial plant in Green Bay or Northeastern Wisconsin. The Green Bay Innovation Group will provide technical, industry and financial resources supporting the project. Michigan Technological University will be building a prototype. The Green Bay Innovation Group will be assisting the Universities to raise $9 million dollars to build the first site located in Wisconsin! We expect a substantial financial impact for Northeastern Wisconsin plus recognition as the leader in plastics recycling.
Wisconsin is a major hub for the flexible packaging and plastic manufacturing industries. The Wisconsin Plastics industry employs 43,000 people with an expected 9% CAGR growth over the next decade. The Flexible Packaging industry employs 25,000 plus the converting industry and supporting Manufactures servicing these industries with an expected 9-11% CAGR through 2030.
Once an organization implements the 15dots Selection Process, it is tempting to take shortcuts. If you think about efficiency and effectiveness, the notion of shortcuts stems from the desire for efficiency. Sure, an organization can take shortcuts, but at what cost in terms of effectiveness? Think about this: One would not even ponder taking shortcuts on a tried-and-true manufacturing process, so why would they take shortcuts on a tried-and-true employee selection process?
The 15dots® Selection Process
The 15dots Selection Process has eight basic parts, and each of these parts has been professionally developed to be technically sound:
Applicant Pool Formation (also known as recruitment)
Candidate Screening
Ability Testing
Candidate Briefing
A Realistic Job Preview
A Structured Board Interview
A Computation of the Data
A Final Hiring Decision
Let’s look at each of these components, followed by the dangers of typical shortcuts. We’ll look at topics 1–4 in this blog and 5-8 in the next one.
Applicant Pool Formation
The objective of an applicant pool formation strategy is to achieve a large and diverse pool of candidates. Moving applicant pool formation strategies from passive (e.g., relying on one’s reputation as a large local employer) to active (e.g., frequently marketing and advertising to prospective candidates in creative, impactful ways) requires work.
Organizations may perceive themselves as a premier employer, but that only leads to attracting more applicants, rather than better ones. Active recruitment efforts ensure a robust applicant pool with viable candidates. However, it’s still necessary to use rigorous selection techniques to identify those viable candidates. Shortcuts in applicant pool formation reduce the number of viable candidates available for selection. This also affects the fundamental principle of a desired normal distribution of applicants.
Lesson #1 — Fishing in the Wrong Pond
Situation & Behavior: We worked with a manufacturing facility on the West Coast that insisted on securing all their applicants from the state employment service to control applicant flow. The manufacturer was a premier employer, and the mill was a great place to work.
Shortcut Impact: It turns out that the applicants from the state scored, as a group, one standard deviation below the expected means on the ability test battery. This was analogous to “fishing in the wrong pond.” There were fewer “keepers” in the pool they were drawing from. We pointed out this finding, encouraged them to “fish” in more and varied areas, and the facility changed that bad habit. The mill then became more active in its applicant pool formation by using other sources.
Candidate Screening
The 15dots screening process considers a pre-determined selection ratio and a distribution of candidates. Traditionally, HR personnel screen applications and resumes and often use years of experience, education, and work history as decision criteria. However, research shows that it’s virtually impossible to control bias with this type of screening, and viable candidates are often missed with this approach.
Lesson #2 – Being too Zealous with Screening
Situation & Behavior: We were working with a client to re-staff their operation. The HR manager handed us a stack of resumes in three piles, those who were a definite yes to take to the next stage, those who were a definite no, and those who were a “maybe” because they did not fit the criteria for experience, education, or work history. We suggested that the manager should leave all the “maybe” candidates in the selection process even though some did not seem to be a good fit.
One of the “maybe” candidates was a former chef who was initially excluded because she lacked manufacturing experience.
Impact: Leaving that former chef in the selection process was a plus. She did well on the interview and the tests, was hired, and ultimately became one of the plant’s best operators. Had the client looked only at the candidates who looked good on paper, they would have missed a strong performer.
In our work, we see organizations use screening data that is extremely low in validity, such as years of experience, required industrial experience, years of formal education, grade point averages, and geographical areas. (Watch for a future blog on how to reduce bias in screening.) When in doubt, leave a candidate in the process and allow the power of ability tests and a board interview to do their work.
Ability & Aptitude Testing
Testing in the 15dots Selection Process involves a battery of five ability or special aptitude tests that have been identified with a bona-fide job analysis system. The test battery has a gender-balanced impact where two tests favor females as a group, two favor males, and one is neutral. All tests receive the same weight.
Lesson #3 – Using Selection Tests Without Supporting Science
Situation & Behavior: We have seen shortcuts where some tests have been eliminated, the pre-determined testing sequence is altered, homemade tests are used, etc. All these shortcuts may or may not reduce the time for testing, but all certainly affect the effectiveness of the test battery and may increase the risk of adverse impact claims.
Shortcut Impact: In the 80’s I became aware of a homemade test that was being used to screen applicants for a maintenance apprenticeship program in a mill in the South. The face validity of the test was evident, but the test created adverse, discriminatory impact and no other evidence of validity existed. The result of a government challenge was a cease-and-desist order that followed a fine of $1 million.
Candidate Briefing
Briefing the candidates is essential to give applicants an opportunity to learn about the organization, including the job site and working conditions in terms of pay, fringe benefits, schedules, overtime, etc. A standard candidate briefing also should include a question/answer forum.
The candidate briefing may appear to be a recruiting attempt, but it also impacts selection. At every stage in a selection process, candidates are gathering information and preparing to make decisions about whether or not they want to work for a particular company. Candidates who are not briefed about the work environment miss out on important information that may impact job satisfaction and a decision to join or leave a company. Cutting this briefing short or omitting it altogether is problematic.
Lesson #4 – Failing to Remember That Selection Goes Both Ways
Situation & Behavior: We have a client that uses a combination of hazardous chemicals (acids and gases) in its manufacturing process. They maintained that it would be unsafe to provide job candidates with a tour of the facility as part of the candidate briefing. We replied, “But then you want to tell them on the first day on the job that they will be working around hazardous chemicals?”
After reflection, they developed a tour route that used a bus, an operator, and supporting visuals to get candidates as close as possible to the work in a safe manner so that job information could be shared and questions answered.
Impact: This openness aided their selection efforts and ensured that candidates knew what to expect if offered a job at the plant. Since 1 of 3 new hires in the current era leave their jobs within a 3-month period, a pre-boarding briefing is an important recruitment and retention insurance policy.
Tried-and-True Employee Selection System
When organizations take shortcuts with the 15dots Selection Process, they are trying to minimize the time and financial resources it takes to hire employees. Yet we believe the 15dots Selection Process is worth the time and effort. What if 9 out of 10 of your hires met the standard of your industry’s best performers? Organizations that cut corners won’t achieve these results. Employers who use the 15dots Selection Process tell us they experience a noticeable uptick in employee performance and contributions. To be trained in a repeatable, scalable, and game-changing employee selection process, contact us today.
Green Bay Innovation Group
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