Our Steel Industry has been in a constant state of flux, especially during the last 10 years. Within the last two (2) years, bankruptcies, mergers and takeovers have created a new landscape. With the ongoing industry consolidation, it is not known which facilities will remain operational until managements are able to evaluate their newly acquired facilities and provide a plan for them to move forward efficiently. With these changes, mills and suppliers have to operate in an entirely new manner - I call it "survival mode". We need each other in ways we never did before: cooperation is the way to stay ahead. In order for the Steel Industry to be more cost effective, one of the most dramatic changes has been in the workforce, which is a shadow of its former self. Many companies used to have large groups in management, operations, maintenance and other departments. Many of these personnel are gone now, while those that remain work longer hours, sometimes without much experience, and look to outside sources for assistance. Technology helped us to modernize our facilities and operate them more efficiently, but we're now lacking much of the intellectual capital that understood operations and maintenance. At Woodings, we have a complete understanding of the transition from the old industry that moved at the pace of a "turtle" to the new dynamic industry that is changing on a daily basis. That is why it's so critical that suppliers like Woodings and our peers work together with mills - our customers. We must swim together if we expect to make it in this environment. Mill’s needs have changed dramatically and we need to change how we operate to accommodate our customers. We can no longer only sell products. We have to fully understand our customers' businesses and be able to help them operate more cost effectively. We must work as partners, not just as vendors. If we do not, I'm afraid that the steel industry’s total recovery will remain a long way off.

This is the time for cooperation. As a leading supplier, here are some of the things Woodings Industrial Corporation is doing to hold up our end of the bargain to help make this new reality happen. We believe these are steps that all suppliers need to embrace for our collective benefit.

Embrace change. Start now to deal with the changes in our customers' operations:
talk, research, learn, then adjust our business accordingly. Give our staff additional training; make them more flexible, and more knowledgeable. I know this works because we've proven it. Woodings is one of the oldest family owned companies providing service to the steel industry, so it would be easy for us to stick with the tried and proven ways. Some time ago, we realized that we would not be here long term if we did not adapt to the new requirements. We work constantly with customers to understand their needs. We do not have all the answers, but this close interaction helps us jointly find solutions to current and potential problems. As a result, we significantly broadened our product lines, retained excellent people, and developed new approaches to solving problems.

Increase our focus on service. We must be ready to react immediately to customer needs with experienced personnel. Whether it's for equipment maintenance, emergency service, a request for information or some other requirement, we need to be there when we are called. At Woodings, we've trained our technical staff and expanded our manufacturing facilities so that we can provide immediate service from providing parts for equipment repair, rebuilding and modernizing older equipment, troubleshooting on site, or helping with equipment installation and maintenance.

Get the most from our team. As an industry, we've hemorrhaged talent and stretched the remaining personnel to their limits. People have been transferred into new roles without sufficient training. Some customers now lack the people and experience to operate efficiently. Their suppliers need to be there to assist with support in technical areas, design, and maintenance. Woodings has stepped into this role by investing heavily in our personnel and technology, and forming technology teams consisting of very experienced professionals who come together to help our customers overcome operational obstacles.

Technology team members and manufacturing personnel work with customers on plant operating and maintenance practices before upgrading or providing new equipment. This gives us invaluable experience in learning how our products react in the "real world". What we discover is factored into our next generation product design.

Provide quality. Quality is of utmost importance in our products, people and operations. Customers must believe that our products will work the way they're supposed to every time and that they'll always get straight forward, professional advise from our team, and that we are always working to make things better. Quality is a Woodings trademark. Our quality program requires inspecting all components for conformity to drawings and specifications. Finished equipment is inspected according to a rigid checklist; an appropriate engineering representative and manufacturing supervisor must sign off on all tests. We hold our new product lines to the same rigorous standards as we do the guns and drills for which we are famous.

Keep control. This can be a big step for many companies because of the potential cost but we look at the components we purchase and determine if we may be able to develop some of these ourselves that will perform better in operation. What separates Woodings from other suppliers is that we are self sufficient - from design, manufacturing, delivery, installation supervision, startup, and troubleshooting. For example, we design and manufacture our own hydraulic cylinders and percussion hammers especially for hot dirty environments. We do not purchase these from vendors not familiar with these applications and fit them to our products. By maintaining this level of control, we are able to control our costs, provide a better product, and can respond immediately to customer needs.

Woodings has expanded product lines to have one of the most complete lines of equipment available for Blast Furnaces and Blast Furnace Stoves. In addition, we have a number of products available for Coke Ovens, Sinter Plants, Continuous Casters, and Mini Mills.

Let me end by stating that the tough times in our industry demand a new cooperative approach between suppliers and customers. We're all in this together ... mills and suppliers must work together to ensure our mutual survival. Customers must have suppliers they can trust and receive immediate assistance when required. Suppliers must be able to assist customers immediately with deliveries of supplies and experienced technology assistance. Products must be improved constantly to meet more demanding conditions. Suppliers must provide a good value for services received and be ready to supply this service when needed. Customers must have suppliers that are here for the long term, not here today and gone tomorrow or suppliers that have a "one of a kind product" that are looking to take advantage of the market.

Woodings is ready for the challenge!

Woodings is a world wide leader in the manufacture of metals industrial equipment such as taphole drills, clay guns, tuyere stocks, blast furnace and stove valves and engineered specialty products for continuous casters. We are one of the oldest family owned corporations in the world providing service to the metals industry. In spite of our age, we are "young at heart".

The company complements its high quality products with state of the art, customer centered engineering capabilities: exclusive licensing; and a focus on customer service.

Our company philosophy of customer focus was crystallized some years ago when ourr President Robert Wooding III had a conversation with one of our customers. The customer reminded him that, "We allow you to do business with us". Ever since, this philosophy has been inculcated in all our personnel.

Woodings has plants at its headquarters in Mars and Harmony, Pennsylvania along with offices in Detroit, Michigan and Gary, Indiana and Representatives in many parts of the world.