STRATEGIES FOR FUTURE SUCCESS The Tariff Game and the Economy ® What Changes to Expect with OSHA in the Trump Administration, if Any? ® How a Manager Can Solve Conflict Between Employees: 5 Steps to Use Now 2025 / Issue 2 The Official Publication of the Association for Rubber Products Manufacturers
Bridging the Knowledge Gap Investing in the Next Generation FROM THE DIRECTOR Kaitlyn Triplett, ARPM As the rubber manufacturing industry continues to evolve, one of the greatest challenges we face isn’t just supply chain disruptions or economic pressures — it’s ensuring that critical industry knowledge is preserved and passed down to the next generation. With an aging workforce and a growing skills gap, we must take intentional steps to invest in young professionals and ensure they have access to the experience and insights that have made our industry strong. For decades, much of what we rely on — process expertise, troubleshooting techniques, and hands-on skills — has been learned on the job and refined through years of experience. This tribal knowledge, often unwritten but invaluable, risks being lost if we don’t actively cultivate a culture of mentorship, training, and internal knowledge transfer. The question is: how do we take what industry veterans know and embed it into the next generation of leaders? That’s where ARPM comes in. As your industry partner, we are committed to providing resources that help members train from within, develop structured mentorship programs, and create intentional strategies for knowledge-sharing. Whether it’s through peer networking, best practice benchmarking, or leadership development, ARPM serves as a hub for manufacturers looking to strengthen their workforce for the long term. But success starts at the top. The companies that will thrive in the coming years are those whose leaders make mentorship, leadership development, and knowledge transfer a priority. SO, I CHALLENGE YOU TO ASK YOURSELF: • Who are you mentoring right now? • What intentional steps are you taking to transfer knowledge to the next generation? • What would your company look like in 10 years if no action is taken today? The responsibility falls on all of us, but especially on those in leadership positions. If we want to see this industry continue to thrive, we must take action — engaging young professionals, making training and upskilling a priority, and ensuring that the expertise of today remains accessible tomorrow. The future of rubber manufacturing depends on what we do right now — let’s commit to growing it from within. The responsibility falls on all of us, but especially on those in leadership positions. If we want to see this industry continue to thrive, we must take action — engaging young professionals, making training and upskilling a priority, and ensuring that the expertise of today remains accessible tomorrow. WWW.ARPMINC.COM / 01
06 Member Spotlight A Century of Supporting Innovation By Todd Hain 10 View from 30 Archer Advanced Rubber Components: Process Innovations Drive Growth By Vanessa Salvia 14 Technical Standards Beyond Hoses, Belts, and Seals By Letha Keslar 16 Benchmarking & Best Practices Conference 18 Outlook What Changes to Expect with OSHA in the Trump Administration, if Any? By Nelva Smith 20 Strategies How a Manager Can Solve Conflict Between Employees: 5 Steps to Use Now By Julie Gowthorpe 22 Economic Corner The Tariff Game and the Economy By Chris Kuehl 26 Marketing Managing Sales and Marketing Programs Using Fundamentals and Advanced Marketing Technology, Part 1 By Chad Root CONTENTS 2025 / Issue 2 features 02 / INSIDE RUBBER / 2025 Issue 2
01 From the Director 04 Member News 32 Calendar 32 Ad Index 06 departments 10 Association for Rubber Products Manufacturers 7321 Shadeland Station Way, Ste 285 Indianapolis, IN 46256 Phone: 317-863-4072 / Fax: 317-913-2445 info@arpminc.org / www.arpminc.com © Copyright 2025 Editor Vanessa Salvia Advertising Sales Kara Mortl Design & Layout Jon Cannon For advertising opportunities and deadlines, please contact Kara Mortl at 248-250-3655 or kara@bigredm.com. ARPM Team Executive Director / Letha Keslar / lkeslar@arpminc.org Managing Director / Kaitlyn Triplett / ktriplett@arpminc.org Marketing Director / Marcella Kates / mkates@arpminc.org Analytics Director / Tony Robinson / trobinson@arpminc.org Director of Publications / Susan Denzio / sdenzio@arpminc.org Analytics Lead / Andrew Carlsgaard / acarlsgaard@arpminc.org ARPM Officers President James Wideman / MBL (USA) Corp. Vice President Ryan Fleming / Freudenberg-Nok Sealing Technologies Treasurer Donovan Lonsway / BRP Secretary Joe Keglewitsch / Ice Miller LLP Past President Travis Turek / Bruckman Rubber Corp. ARPM Board of Directors Mathew Augustine / Continental ContiTech Rich Balka / Home Rubber Co. Bill Bernardo / Ebco Inc. Kirk Bowman / The Timken Co. Charlie Braun / Custom Rubber Corp. Russ Burget / Maplan Rubber Machinery Aaron Clark / Danfoss Power Solutions Joe Colletti / Marsh Bellowfram Randy Dobbs / Sperry & Rice LLC Carl Flieler / Zochem LLC Cedric Glasper / Mechanical Rubber Products Corp. Diya Garware Ibanez / Fulflex Inc. Jeff Leach / Passaic Rubber Co. Mike Rainey / HBD Industries Inc. Mike Recchio / Zeon Chemicals L.P. Brandon Robards / Ace Extrusion Caitlin Steele / Gates John Stone / The Rubber Group WWW.ARPMINC.COM / 03
2025 SEALS PRODUCT DESIGN AND MANUFACTURING TRAINING ARPM is pleased to announce the return of the Seals Product and Design and Manufacturing training. This course will take place July 14–18 in Noblesville, Indiana. This one-week intensive course provides comprehensive and consistent training in rubber science, product seal design (for static and dynamic sealings), and producibility. For more information and to register visit www.arpminc.com/events. ARPM HOSTED ITS FIRST IN-PERSON TRAINING ACADEMY EVENT OF 2025 In March, the ARPM Training Academy hosted the Advanced Rubber Product Manufacturing Technologies at Ice Miller in Chicago, Illinois. This training focused on the elimination of variation associated with the initial design of the rubber article and rubber compound, through the control of the compound’s consistency and manufacturing process. Each attendee learned about the advanced manufacturing technologies that extended from chemical weigh-up through compound production and followed into automated article manufacturing inspection. Congratulations to the following companies for having employees complete the training course: • Eutsler Technical Products • HBD Thermoid • Rahco Rubber • Rainbow Rubber Extrusions • Southern Michigan Rubber • Wabtec Components • Woodlawn Rubber Company ARPM YOUNG PROFESSIONALS GROUP ARPM’s Young Professionals Network is dedicated to bringing together the innovative, creative and dedicated young professionals from across all ARPM member companies. The YP networking hosts events year-round that are exclusively for these young professionals in the rubber industry. Member’s of ARPM’s YP Network: • Participate in networking, leadership, and development opportunities • Have the opportunity to sit on committees • Have a special pre-conference session at the annual Benchmarking and Best Practices Conference • Network with other like-minded young professionals Interested in learning more, or joining the YP network? Email Kaitlyn Triplett at ktriplett@arpminc.org! MEMBER PLANT TOUR HOSTING OPPORTUNITIES ARPM is scheduling plant tours for 2025 and 2026! One of ARPM’s key offerings are member plant tours, as it gives rubber manufacturers the opportunity to visit other best-in-class plants, see how other teams are approaching challenges, and discover innovative solutions to common challenges. The ARPM Team makes hosting easy by managing logistics and registrations, allowing your team to focus on what’s most important — showing others how you do business and what makes your company unique! Interested in hosting or learning more, reach out to Kaitlyn Triplett at ktriplett@arpminc.org! MEMBER NEWS 04 / INSIDE RUBBER / 2025 Issue 2
WELCOME NEW MEMBERS! Please join ARPM in welcoming the following new members: • SIMOLEX RUBBER CORP. • PRESS-SEAL CORP. • FINZER ROLLER • SPEARHEAD SALES & MARKETING • DODGE INDUSTRIAL ARPM ONLINE TRAINING ACADEMY Do you have employees who are brand new to the rubber industry, or who need a refresher on certain topics? The ARPM Online Training Academy is a perfect resource! There are several modules including Non-Molding Operations, Quality in Rubber Manufacturing, Job Setup and Production Flow, Material Mixing, and more. The Online Training Academy is a resource that is offered for free to all members. If you are interested in signing up please email Kaitlyn Triplett at ktriplett@arpminc.org! GRAINGER DISCOUNTS ARPM members get exclusive cost advantages with Grainger’s special discount pricing ranging from 15% to more than 25% on more than one million items. Additionally, along with the cost-saving program, Grainger also ensures ARPM members receive 5% off on all other items not covered. ARPM is excited to announce that these benefits now extend to our members in Canada! Don’t leave money on the table, and make sure you are in-the-know on how this Grainger program can help cut your planned purchasing costs. If you have any questions, or would like the full list of category discounts, please reach out to Shelby Lasley at slasley@arpminc.org! MEMBER NEWS WWW.ARPMINC.COM / 05
MEMBER SPOTLIGHT Smithers www.smithers.com A Century of Supporting Innovation April 7, 2025, marks 100 years in business for Smithers. While our history begins with one person, it grew and continues to evolve due to the efforts of talented scientists, engineers, and support teams who have embraced the values that have defined the company since 1925: accurate data, on-time delivery, with close customer relationships. HUMBLE BEGINNINGS Needs-driven growth is what inspired our founder, Vernon Smithers, to start the business. During the rubber boom in the early 20th century, he moved to Akron, Ohio, from his hometown of Beebe, Arkansas, with an idea: He wanted to develop a method to measure the electrical power required to run rubber factory machinery. In a moment of entrepreneurial savvy that would define the company for the next 100 years, he recognized a need for reliable research on passenger car tire quality. Thanks to a connection at the National Rubber Machine Company, he secured business space on Schweitzer Avenue in Akron and began testing tires as Smithers Laboratories. In 1925, he released the very first Smithers Tire Report. Over the course of the next 10 years, nearly every rubber company in the United States joined his client roster. Smithers Laboratories survived the Great Depression by adding new offerings to its service portfolio, including battery testing and preparing tires for promotion. Smithers Laboratories also began to play a larger role in the rubber industry as a whole. Vernon’s legacy wasn’t just innovation — it was also perseverance and resilience. World War I cast a harsh light on the limitations of natural rubber, in terms of both geography and supply, and so many companies were beginning to experiment with synthetic alternatives. Smithers Laboratories started By Todd Hain to develop new testing methodologies and invested in new equipment in order to support the changing needs of the industry. With the onset of World War II in 1941, the United States government informed Vernon Smithers that his testing services were no longer needed. He responded by going to Washington, D.C. to visit the Rationing Board in person, where he successfully lobbied for the government to continue to send him tires for testing. This continued relationship between Smithers Laboratories and the U.S. government led to some critical discoveries later on in the war. After a successful battle against General Erwin Rommel in northern Africa, the British Army took possession of some German equipment and noticed something unexpected: While the Bob Dunlop, Vernon Smithers, and Herman Hochschwender. Bob Dunlop took over ownership of the business in 1955. 06 / INSIDE RUBBER / 2025 Issue 2
vehicles themselves were all but broken down, their tires were largely in excellent shape. The British contacted the U.S. government and asked for Smithers Laboratories by name, hoping to learn the secret of the tires’ durability. Analysis revealed that the German tires used natural rubber in the carcass stock and synthetic rubber in the sidewall. In the years following WWII, an increase in driving led to the creation of the U.S. interstate highway system. With Americans driving farther and faster than before, tire wear became a significant challenge. In order to keep pace with this new development, Smithers Laboratories needed more space. In 1963, the company moved to 425 West Market Street in Akron, where the Smithers Tire Report is still produced. DECADES OF EXPANSION AND GROWTH In 1972, Smithers Laboratories experienced another significant transformation. The company merged with Hochschwender & Associates, a consulting business started by Herman Hochschwender in 1959. The two businesses shared a strong dedication to excellent service and close customer relationships. They merged their complementary expertise in rubber and business to become Smithers Scientific Services. In 1975, 50 years after Vernon Smithers started the company, Smithers Scientific Services underwent several key expansions. The company began offering microscopy testing and chemical analysis, which laid the foundation for future work in advanced materials development. Most significantly, Smithers Scientific Services acquired Compliance Testing Inc. (CTI), which includes today’s Smithers Tire & Wheel Test Center in Ravenna, Ohio, and the Smithers Winter Test Center in Brimley, Michigan. The acquisition of CTI marked the beginning of a period of rapid growth for Smithers Scientific Services. In the subsequent years, the company: • Added a quality assessments subsidiary • Acquired the environmental toxicology arm of Springborn Laboratories, expanding into environmental risk sciences • Expanded into pharmaceutical bioanalytical testing services and medical device testing The dawn of a new millennium brought another flurry of growth. The company underwent many changes, including: • The acquisition of RAPRA (Rubber and Plastics Research Association) in the U.K. provided well-respected rubber and plastic material expertise in Europe to support the traditional U.S. based polymer testing business • Expansion into packaging, distribution, and materials testing through the acquisition of the Printing Industries Research Association (PIRA) in the U.K. • Expansion into large molecule bioanalysis through the acquisition of Avanza Labs • The opening of a tire testing laboratory in Suzhou, China; its first facility in Asia • The establishment of a second environmental risk sciences site in Europe • New laboratories for medical device and extractables and leachables (E&L) testing in Europe and North America • Expansion of the company’s events, consulting, and market intelligence services After this period of acquisitions, the company underwent a massive rebranding effort in 2018, emerging under a single Smithers Scientific Services’ Market Street facility. MEMBER SPOTLIGHT ESTABLISHED 1925 WWW.ARPMINC.COM / 07
name: Smithers. At our core, we are a people-driven organization, where relationships and culture lead the way. This effort aimed to help bring the ever-expanding team together under the same culture of supporting one another, the science we’re applying to unique challenges, and our clients who depend on data and insight to make critical development decisions. Even since the COVID-19 pandemic, Smithers has experienced growth. Expansions included entering the markets for cannabis testing, raw material commodity testing and inspection, cybersecurity, warm weather proving ground testing, and more. Today, Smithers comprises eight distinct divisions with more than 900 employees, serving North America, Europe, and Asia. 100 YEARS OF SUPPORTING THE RUBBER INDUSTRY The evolution of Smithers since 1925 is the product of a steadfast dedication to the values that have defined the company since the very beginning. There are two groups of people who have made this century of service possible: our clients, who have placed their trust in us, and our team members, who have delivered on that trust time and time again. The Smithers team respects and advances science every day in an unwavering desire to assist our clients with their biggest challenges. In the end, it’s all about helping our clients succeed. Back when Vernon Smithers was producing the Smithers Tire Report out of a garage, he had a favorite saying: “If you are not certain it is right, don’t report it.” He understood that trust and integrity of data were the foundation of his work, a principle that still guides Smithers to this day. Rubber compounding and end-use applications have grown and evolved significantly over the past 100 years. From tires to belts to seals to medical devices, Smithers has supported our clients’ major innovations with critical testing data along the way. Ever since the first tire was analyzed in 1925, Smithers global team members have been behind the scenes of important development work, benefiting consumers with breakthrough products. As sustainability and new material development challenge our industry to evolve again, the Smithers team is eager to see what we can accomplish together in the coming century. The stories shared in this article and many others define Smithers history and share a common thread, the people. It’s not just the Smithers team members but its clients. Each has passion, creativity, innovation, a commitment to solutions, and trust — these aren’t attributes of buildings or equipment. They come from people. That’s the magic of Smithers: people working toward a common goal with mutual trust. This understanding is how Smithers achieved this centennial milestone. As the Director of Marketing for Smithers’ Materials Science and Engineering Division, TODD HAIN manages all strategic and tactical marketing activities for operations in North America. Covering a diverse selection of industry sectors and technical disciplines, Todd supports lab operations with new market evaluation, marketing to existing segments through a variety of tactics, as well as operational and strategic planning. He has been with Smithers for over 12 years with over 25 years of collective experience in marketing and product development roles with companies such as Avery Dennison and Nordson Corporation. MEMBER SPOTLIGHT Lori and Keegan running the gas chromatography mass spectrometry (GCMS) machine. Scott Sarah, a lead technician, performing rubber durometer testing at the Akron facility. » With the onset of World War II in 1941, the United States government informed Vernon Smithers that his testing services were no longer needed. He responded by going to Washington, D.C. to visit the Rationing Board in person, where he successfully lobbied for the government to continue to send him tires for testing. 08 / INSIDE RUBBER / 2025 Issue 2
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Archer Advanced Rubber Components: Process Innovations Drive Growth By Vanessa Salvia Business gurus often talk about the view from 30,000 feet — the big picture that provides a look at overall operations. Perhaps, however, the focus should be on the view from 30 feet — a close-up of specific processes and procedures that make an impact now. Archer Advanced Rubber Components, a Winston-Salem, North Carolina-based manufacturer of custom seals, gaskets, and molded rubber components, is celebrating its 25th anniversary this year. The company was co-founded by Alyssa White and George Halages, a mechanical engineering graduate from Virginia Military Institute, who started his career with one of the world’s largest rubber manufacturers before deciding to launch his own business. “We started in my garage, where everybody starts,” says Halages. “I’d been in the industry for 15-plus years and was ready to leave corporate America behind. It was all about putting money on the bottom line and much less about reinvestment and taking care of customer needs.” Halages has taken a different approach with Archer, focusing on what he calls the four cornerstones of manufacturing: safety, quality, productivity, and on-time delivery. This framework, combined with continual process improvements, has enabled Archer to grow from that garage startup to a company employing nearly 150 people, with ambitious plans to double revenue by 2030. REVOLUTIONARY VS. EVOLUTIONARY IMPROVEMENTS Halages explains that Archer’s approach to process improvement falls into two distinct categories. “There’s evolutionary continuous improvement and then there’s revolutionary improvement,” he says. “Evolutionary is traditional incremental improvement meaning let’s see if we can make a 10% gain here, reduce our material usage by 5% there. Revolutionary is investing in entirely new technology or an entirely new process.” Both approaches have been essential to Archer’s growth strategy, especially as the company has shifted its business model. “When we started, about 30% of our business was actually manufactured in North Carolina, and 70% we bought and resold, most coming VIEW FROM 30 from Asia,” Halages notes. “Now we are manufacturing about 80% of our total business in our facility in North Carolina.” REVOLUTIONARY PROCESS INNOVATIONS Over the past year, Archer has focused heavily on revolutionary improvements to its manufacturing processes, with automation leading the charge. “Our focus in the last year has been developing automation in our lathe cut lines — in our curing process, our grinding process, and our cutting process,” Halages explains. “We’ve also added four horizontal injection molding machines in the last 18 months.” The shift from compression molding to injection molding represents a significant advancement. “Injection molding is a more highly automated, faster cycle time process,” says Halages. “It requires fewer people and lends itself to automation.” One of the most dramatic examples of this revolutionary approach comes from Archer’s work with a high-volume component for the fueling industry. “We were using a compression molding process George Halages, Archer Advanced Rubber Components co-founder, on the production floor. 10 / INSIDE RUBBER / 2025 Issue 2
and doing a lot of visual inspection with people,” Halages recalls. “We had two molds running with six people per shift.” The solution was a highly automated injection molding machine paired with a vision inspection system. “Because it’s fuel, you cannot have a blemish or a defect — when fuel leaks, bad things happen,” Halages emphasizes. The new process reduced staffing requirements from six people per shift to just two, while improving quality and consistency. What happened to those workers? “The good news is, because we’re growing, we were able to take those people and move them into other areas of our facility that needed help,” Halages says. “We provided opportunities for growth, cross-training, and becoming qualified operators, where they make more money and gain more skills.” Another revolutionary improvement came in Archer’s secondary operations. For one customer, they needed to produce a fluoroelastomeric (FKM) sponge material with precise holes drilled at regular intervals. “We were doing that manually — cutting it to length and drilling the hole, literally sliding it over 10 inches, drill press coming down,” Halages explains. The solution was an inline robot that drills precise holes while the material runs at 80 feet per minute. “The bottleneck was not the person because it was a manual operation,” says Halages. “Now it’s fully in-line. We increase our extrusion rates, have an automated process for drilling, a higher quality hole, tighter tolerance, better location capabilities, and increased output.” MATERIALS INNOVATION AS A COMPETITIVE EDGE Beyond process automation, Archer has focused on materials technology as a core competency. “We focus on providing solutions to our customers, and the material is a very big part of our core competencies,” says Halages. This focus led to one of Archer’s most innovative solutions. A customer manufacturing 500- to 1,000-gallon holding tanks for liquids ranging from motor oil to maple syrup was experiencing field failures. The dense gasket in the lid was too hard, making it difficult for operators to tighten sufficiently, resulting in leaks during transport. “We developed an FKM extrusion-grade continuous-cure sponge material, which is very unique,” Halages explains. The innovation combined several challenging requirements: It used fluoroelastomer material, employed a continuous cure process rather than the standard autoclave curing, created a sponge structure rather than a solid material, and met food-grade requirements. “Because it’s a sponge, it significantly reduced the closure force required when you turn the lid down,” says Halages. “Now you can hand-tighten the lid. The seal actually compresses and creates a shield.” This solution completely solved the customer’s problem — combining the chemical resistance and food-grade compatibility of FKM and low-closure force and sealing benefits of closed-cell foam resulting in a long-term product offering for Archer. BUILDING QUALITY INTO THE PROCESS Archer’s approach to quality control is proactive rather than reactive. “We start when we’re launching a product by focusing on the manufacturing process first,” Halages explains. “We do everything we can to design for manufacturability. We also do a lot of our quality planning on the front end, so we know what we have to check, how often we have to check it, and what process we have to run.” VIEW FROM 30 There’s evolutionary continuous improvement and then there’s revolutionary improvement. Evolutionary is traditional incremental improvement meaning let’s see if we can make a 10% gain here, reduce our material usage by 5% there. Revolutionary is investing in entirely new technology or an entirely new process. ÎGEORGE HALAGES / Co-Founder, Archer Advanced Rubber Components Molded rubber. WWW.ARPMINC.COM / 11
This is particularly important for high-volume, tight-tolerance applications. “Even at Six Sigma capability, by definition, you’re going to have some defects — it may be .03%, but it’s in there,” Halages notes. Automated visual inspection helps ensure zero defects leave the facility. LEVERAGING PROCESS DIVERSITY One of Archer’s distinct advantages is having multiple manufacturing processes under one roof. “We have all the basic rubber manufacturing processes — lathe cutting, extrusion, molding, and die cutting,” Halages explains. “This gives us the ability to use the most cost-effective process to manufacture that part or any combination of those processes.” This flexibility proved vital when a customer in the appliance industry saw unexpected demand growth. “They said, ‘We’re going to go from 100,000 pieces a year to two million pieces a year, and we need to do this pretty quickly,’” Halages recalls. Rather than requiring the customer to invest in additional tooling for the traditional process, Archer combined extrusion continuous cure with lathe cutting. “We went from four steps in the lathe cutting process to extrusion continuous cure, which is all one operation, right over to cutting,” says Halages. “We saved our customer a significant amount of money because they didn’t have to buy the tooling to ramp up the traditional process, plus we were able to take costs out because we eliminated a couple of steps.” MEASURING SUCCESS Archer’s improvements in processes and materials have yielded measurable results across their four cornerstones of manufacturing. “Over the past 18 months, our first-pass yield has improved significantly, and our on-time delivery has as well,” says Halages. “Last year we were at 96% on-time. So far this year, we’re at 98%. The goal, obviously, is 100%.” This improvement reflects the company’s ability to identify roadblocks, understand bottlenecks, and systematically eliminate problems. As Halages puts it, “Find a way, or make one.” VIEW FROM 30 An Archer employee demonstrating material expertise. Vertical injection molding. 12 / INSIDE RUBBER / 2025 Issue 2
Lathe cutting. We do the right thing because it’s the right thing to do. That’s really what it comes down to. ÎGEORGE HALAGES / Co-Founder, Archer Advanced Rubber Components Looking ahead, Archer is planning its next revolutionary improvement for 2025. “Our next big area of investment is going to be in our splicing capability,” Halages says, referring to the process of joining extrusions to create larger parts. “We developed over the years from very manually focused to some semi-automation, and now we’ve developed more or less a fully automated line.” Underlying all these process improvements is Archer’s commitment to its “one team, one direction” philosophy. “We do the right thing because it’s the right thing to do,” Halages says. “That’s really what it comes down to.” This approach has supported 25 years of continuous growth, with Archer retaining customers for decades — including their very first client from the garage days, which is still with them. With their process innovations driving both efficiency and quality improvements, Archer’s goal of doubling revenue by 2030 while maintaining its family-oriented culture appears well within reach. VIEW FROM 30 Archer Advanced Rubber Components www.archerseal.com WWW.ARPMINC.COM / 13
Beyond Hoses, Belts, and Seals The Expansive Scope of ARPM Technical Publications By Letha Keslar, ARPM Executive Director TECHNICAL STANDARDS When people think of ARPM (Association for Rubber Products Manufacturers) technical publications, the first things that often come to mind are hoses, belts, and seals. While these are crucial areas covered by ARPM, the association’s technical standards extend far beyond these categories. Within ARPM’s broad range of guidelines, there are key documents that provide vital industry guidance on rubber compound consistency, emissions testing, and curing processes — each playing a crucial role in ensuring high-quality and reliable rubber products. ENSURING CONSISTENCY: THE CCG-1 COMPOUND CONSISTENCY GUIDELINE One of the lesser-known yet highly important ARPM publications is the CCG-1 COMPOUND CONSISTENCY GUIDELINE. This document is designed to assist rubber compound manufacturers in maintaining uniformity across different batches. Achieving batch-to-batch consistency is critical in the rubber industry, where variations can lead to significant performance discrepancies in end-use applications. The CCG-1 provides manufacturers with structured recommendations to control raw materials, manage inventory efficiently, and implement precise mixing processes. By following these guidelines, manufacturers can reduce variations, improve product reliability, and ensure that customers receive consistent, high-performing materials. EMISSIONS AND MATERIAL PERFORMANCE: SP-912 STANDARD REFERENCE RECIPE FOR EXHAUST GAS CONDENSATE The SP-912: DESCRIPTION OF STANDARD REFERENCE RECIPE FOR EXHAUST GAS CONDENSATE serves a specialized function in emissions testing and material performance analysis. This guideline establishes a standardized reference recipe that enables manufacturers to evaluate how rubber compounds react when exposed to exhaust gas condensate — a critical factor in automotive and industrial applications. By adhering to SP-912, manufacturers can ensure that rubber components exposed to exhaust gases maintain their integrity and performance over time. This standard supports the development of more durable, emissions-resistant rubber products, helping industries meet stringent environmental regulations and performance expectations. MEASURING CURE STATE: SP-913 TECHNICAL GUIDANCE DOCUMENT FOR STATE OF CURE Another essential yet often overlooked ARPM publication is SP-913: TECHNICAL GUIDANCE DOCUMENT FOR STATE OF CURE. This document provides a comprehensive overview of four laboratory test methods used to measure the state of cure in crosslinked rubber. Understanding the state of cure is crucial for manufacturers to confirm that rubber products have reached their intended physical properties, ensuring long-term durability and performance. The SP-913 guideline helps manufacturers implement best practices for assessing cure states, which is especially important for industries requiring high-precision rubber components, such as automotive, aerospace, and industrial applications. Through these standardized methods, manufacturers can optimize production processes and maintain product consistency. THE IMPORTANCE OF EXPANDING INDUSTRY AWARENESS Manufacturers and industry professionals who leverage documents like CCG-1, SP-912, and SP-913 guidelines can achieve higher levels of efficiency, reduce variability, and enhance the overall quality of their rubber products. As ARPM continues to expand its technical resources, it is essential for industry stakeholders to recognize and utilize the full breadth of available standards. By broadening the conversation around ARPM technical publications, manufacturers can stay ahead of industry challenges, innovate with confidence, and contribute to a more standardized and high-performing rubber industry. 14 / INSIDE RUBBER / 2025 Issue 2
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At the Benchmarking and Best Practices Conference, we bring together industry leaders, innovators, and experts nationwide to explore the forefront of manufacturing technology and its impact on rubber and plastics manufacturing businesses. This conference is designed to provide a comprehensive and immersive experience, showcasing the latest breakthroughs in manufacturing processes, automation, industry intelligence, robotics, supply chain management, leadership strategies, and more. Through engaging keynotes, interactive breakouts, and insightful panel discussions, we aim to empower attendees with practical strategies, real-world case studies, and actionable insights. Whether you’re an industry veteran, a young professional, or a business leader, the Benchmarking Conference offers valuable opportunities for networking, knowledge-sharing, and collaboration. Connect with likeminded professionals, forge partnerships with leading solution providers, and gain a competitive edge by staying at the forefront of manufacturing innovation. Join us at the Benchmarking and Best Practices Conference and be part of the conversation that shapes the future of manufacturing. Together, let’s explore new possibilities, unlock potential, and revolutionize the way we design, produce, and deliver products in the digital age. ARPMINC.COM/CONFERENCE The Benchmarking & Best Practices Conference will bring together hundreds of rubber and plastics professionals to Indianapolis, Indiana, on October 1–3, 2025, to educate and empower them with practical strategies, real-world case studies, and actionable insights. REGISTRATION NOW OPEN! ARPMINC.COM/CONFERENCE 16 / INSIDE RUBBER / 2025 Issue 2
BENCHMARKING & BEST PRACTICES CONFERENCE FEATURED SPEAKERS PREVIEW Michael Feuz Michael Feuz is a key member of ITR Economics’ team of expert economists and consultants. Backed by a decade of experience working for technology start-ups, he contributes to the production of client reports, forecast reviews, economic research, and regular client-facing communications. Michael majored in business administration and his accomplishments include building, implementing, and executing multiple go-to-market plans for technology start-ups, advancing as a national finalist in a public speaking competition, and publishing multiple op-eds in major media outlets while working in public relations. Chad Hymas Chad Hymas is an internationally acclaimed speaker, bestselling author, and passionate advocate for safety awareness and personal empowerment. Despite a lifealtering accident that left him paralyzed from the chest down, Chad’s indomitable spirit and unwavering determination have propelled him to inspire audiences worldwide with his powerful message of resilience, leadership, and purposeful living. Chad captivates audiences with his engaging storytelling, profound insights, and practical strategies for overcoming obstacles and achieving extraordinary success. Omar S. Nashashibi Omar S. Nashashibi is the Founder of Inside Beltway, a nonpartisan lobbying and strategic consulting firm in Washington, D.C. Having worked in the nation’s capital for more than 25 years, Omar provides strategic consulting services to companies while also lobbying the White House and Congress on behalf of manufacturing, associations, defense firms, nonprofits, and other sectors. He works with policymakers on trade, taxes, environmental and workplace regulations, supply chains, job training, and identifying grants and funding to support projects. Troy Nix Troy Nix serves as the Master of Ceremonies for the Benchmarking and Best Practices Conference. Known for his spirit, enthusiasm, and belief in American manufacturing, Nix will focus on lessons in leadership and the importance of becoming more in tune with one’s inner self. Professionals over the last decade who have heard Nix deliver his opening address know that the first 30 minutes of the conference will spark emotion in each attendee’s inner core. This year’s message will focus on tapping into that internal fuel source to inspire, motivate and overcome obstacles encountered every day. Nix’s tagline “America Is What America Makes” is an essential ideal that motivates those attending the conference to strive for excellence. October 1–3 Indianapolis, IN Your Roadmap to Innovation, Leadership, and Industry Excellence WEDNESDAY, OCTOBER 1 Kick off with powerful preconference workshops including the Rising Stars Leadership Seminar, Professional Development Sessions, and the debut of the Industry Connection Expo. Evening events feature networking receptions, Automation & AI Experience, and recognition of top contributors with the Champion Pin Pick-up. THURSDAY, OCTOBER 2 A full day of inspiration and insights: • Keynote from world-renowned speaker Chad Hymas • Hands-on learning with BC LABS tracks across all business functions • Lunch & Learn with keynote guests • Exclusive BC Master Class leadership sessions • Evening Members’ Choice Reception FRIDAY, OCTOBER 3 Cap off the conference with: • Peer-to-Peer Networking by role • Innovation Awards Ceremony • Economic insights from Michael Feuz, ITR Economics • Washington updates from Omar Nashashibi • Final takeaways session: “What’s Next?” THANK YOU SPONSORS! WWW.ARPMINC.COM / 17
What Changes to Expect with OSHA in the Trump Administration, if Any? By Nelva Smith Some may expect that the Trump Administration will be more employer-friendly; however, the lesson learned from the last Trump Administration is that this was not necessarily the case with regard to Occupational Safety and Health Administration (OSHA) regulation and enforcement. For example, President Donald Trump’s unconventional pick to lead the Department of Labor is Rep. Lori Chavez-DeRemer (R-Ore.). In her brief time with the government, Rep. Chavez-DeRemer has a limited history of supporting prominent union-friendly legislation. On other issues, Rep. Chavez-DeRemer has shown flexibility. She voted to block a rule that would have made it easier to classify businesses as joint employers, and on another occasion, she voted to prevent the Securities and Exchange Commission (SEC) from requiring nonmaterial disclosures, including consideration of environmental, social, and governance (ESG) impacts, in certain retirement investment decisions. Rep. Chavez-DeRemer was sworn in as the 30th U.S. Secretary of Labor on March 11, 2025. As for the head of OSHA or the Assistant Secretary of Labor for OSHA, President Trump has nominated David Keeling, a workplace safety veteran with prior experience with UPS and Amazon. Keeling started as a package handler at UPS in 1985 and worked his way up through the company in multiple safety leadership roles. He was with UPS for almost four decades. Keeling was with Amazon from 2021 to 2023 as the Director of Road and Transportation Safety. It is expected that the Trump Administration will roll back several Biden-era OSHA policies but also set new priorities for enforcement. Keeling’s nomination will still need to be confirmed by the Senate, and there has been no update on when that may occur at this time. In the meantime, Amanda Wood Laihow was appointed as the Deputy Assistant Secretary for OSHA. She had previously served as a commissioner to the Occupational Safety and Health Review Commission during the first Trump administration; therefore, she is very knowledgeable on OSHA standards. OSHA RULES AND PROPOSED STANDARDS TO WATCH The walkaround rule became effective on May 31, 2024, and remains a hotly contested topic. This rule permits third parties unrelated to the employer to participate in an OSHA inspection and was revised to permit more leeway in who may be permitted to participate. Litigation was filed in Texas to challenge the revisions to the rule. It has been fully briefed, and now we are just waiting on the decision from the District Judge and Magistrate. If the result is favorable to the federal government, there will likely be an appeal. However, if the businesses prevail, a further appeal by the government is likely dependent on the decisions of the President and the Secretary of Labor. OUTLOOK 18 / INSIDE RUBBER / 2025 Issue 2
HEAT INJURY AND ILLNESS PREVENTION PROPOSED STANDARD This proposed standard was published in the Federal Register on August 30, 2024, and the public comment period was extended to January 14, 2025. An informal public hearing has been scheduled for June 16, 2025. It is possible that OSHA will abandon this proposed standard or issue a new proposed standard that is more streamlined, since state plans in California, Minnesota, Washington, Oregon, and Colorado already have standards requiring a heat injury and illness prevention plan. There are multiple, detailed steps that employers are required to comply with under the currently proposed standard. OSHA has been citing employers under the General Duty Clause in cases of alleged employee heat-related injury or death. The proposed Heat Injury and Illness Prevention Standard should be reviewed by businesses that have employees working at 80 degrees or higher, according to the proposed standard, because OSHA may try to use it to prove knowledge of heat-related hazards and feasible means of abatement in a General Duty Clause case. EMERGENCY RESPONSE PROPOSED STANDARD Employers should take a look at the OSHA fact sheet on the proposed Emergency Response Standard; the post-hearing comment period was closed on January 17, 2025. For companies that depend on local fire departments for hazmat, confined space rescue, firefighting, and other services in emergencies, this proposed standard has caused an earthquake of concern in the fire and emergency medical services (EMS) community since it is likely to cause closure of some units and lengthened response times at minimum if it is adopted. It is recommended that employers visit with the fire and EMS units with which they work to gauge their ability to comply with the standard, which itself is lengthy, and then incorporates by reference hundreds of pages in 22 National Fire Protection Association (NFPA) private standards. What should employers do while waiting for everything to settle at OSHA? Here are some helpful action items to consider: 1. REVIEW SAFETY PROGRAMS: Ensure compliance with current federal and state safety requirements. 2. TRAIN MANAGERS AND SUPERVISORS: Compliance starts on the front lines of the workforce. 3. MONITOR ANY UPDATES FROM THE STATE LEVEL: If you are in a state plan, keep up to date, as states could decide to strengthen their own enforcement at this time. 4. AUDIT YOUR RECORDS: Review written programs for compliance and recordkeeping to ensure you are in compliance. As a member of Steptoe & Johnson PLLC’s Workplace Safety Team, NELVA SMITH has defended employers in front of the Industrial Commission on a variety of issues that arise out of Ohio workers’ compensation matters, and she also has extensive experience in safety and health issues, with an emphasis on OSHA. The Steptoe & Johnson PLLC Workplace Safety/OSHA Team is composed of nationally known Occupational Safety and Health Administration (OSHA) lawyers who combine extensive practical experience, deep subject matter experience, and effective relationships with the regulatory community. The team handles OSHA and other investigations from the moment an issue is raised until a successful resolution is achieved. We respond immediately on-site to fatalities and other catastrophic incidents, and provide a full range of safety-related services. If there are any questions regarding the information in this article or the upcoming changes, please contact Nelva Smith at nelva.smith@steptoe-johnson.com. OUTLOOK Some may expect that the Trump Administration will be more employerfriendly; however, the lesson learned from the last Trump Administration is that this was not necessarily the case with regard to Occupational Safety and Health Administration regulation and enforcement. WWW.ARPMINC.COM / 19
How a Manager Can Solve Conflict Between Employees: 5 Steps to Use Now By Julie Gowthorpe, PhD, RSW STRATEGIES “Sort it out on your own” is no longer an option for businesses when employees are in conflict. Management goals commonly include maintaining harmonious work environments that make employees happy and motivated, but how do you achieve this when people don’t get along? As teams grow and turnover happens, a variety of personalities and experiences become part of the landscape. In other words, conflict between people is inevitable. How do you, the manager, approach disputes between employees? The answer lies in realizing how people perceive conflict with others is influenced by many factors including personality, and associatively what they have experienced throughout their lifetime. When you look at your business, is there someone who struggles with others? Perhaps you’ve noticed that what they expect from others is different than what they deliver? Until you think about who you are managing and then, what they have coped with throughout their lives, you will be unprepared. This is because how people interpret interactions, and conflict, depends on what they experienced in the past — before they met their coworker. Your business is manufacturing, but no industry is exempt. Let’s meet Jennifer, who managed a large coffee chain store. Taught to pay attention to dynamics, she observed how employees interacted and communicated. When two employees, Ted and Arlene, who often travelled to work together, became embroiled in a dispute over tips, Jennifer quickly intervened, reminding them of their friendship. Jennifer saw the ineffectiveness of this approach, noticing how Ted ignored Arlene while Arlene made jokes about Ted to another barista. Jennifer worried customers felt the tension. When district manager, Lee, stopped into the café for a check-in, she immediately noted the friction. Lee met the employees independently and then jointly. Jennifer watched Ted and Arlene return to work, smiling and having light conversation. What did Lee do differently than Jennifer? 5 STEPS TO RESOLVE CONFLICT BETWEEN EMPLOYEES TRANSLATES INTO: IDENTIFY THE ANXIETY THAT BLOCKS RESOLUTION. Lee put this into action by talking with the employees about who they are, 20 / INSIDE RUBBER / 2025 Issue 2
work in complete silos, it is helpful to think of this relationship as a necessary elastic cord that must be flexible and intact for the relationship to work. Even if you can establish distance between the two, keep in mind that unresolved conflict can ripple across teams, like smoke from forest fires. Like Lee, shift from individual meetings to sitting together. As the manager, take the lead with a calm, assertive, and compassionate tone. Reiterate that you understand each of their experiences and the purpose now is to find ground for resolution. Start by highlighting the positives you have heard and that you are pleased with the effort they have made to engage professionally. SET A COLLABORATIVE DIRECTION. In your joint meeting, summarize what you heard from both employees and highlight the things that were the same. For example, “Jill, you mentioned that you have always worked well with Mark, and Mark, you complemented Jill about her creativity. While this disagreement has been serious, let’s not minimize the many hours and interactions that have been successful.” Even with resolution, reinforce the collaborative direction of the company. If Mark felt angered by having to take calls for Jill when she took lengthy lunches, and Jill felt Mark’s tone was condescending, demonstrate your commitment to maintaining collaboration. For example, “I understand you can be great workmates. To address this problem, we have created a schedule for phone coverage that does not always rely on Mark and will be sending out a reminder to the team that lunches are within designated times.” In other words, make sure you close the loop! JULIE GOWTHORPE, PHD, RSW, is a leading authority in the field of relationships. Renowned for her expertise in simplifying complex concepts, she shares this through a thriving private practice and a weekly radio broadcast. Dr. Gowthorpe speaks candidly with intimate and large groups. She transforms the lives of individuals and business teams, and in her forthcoming book, I Hate People, continues her mission to foster stronger, healthier connections. Visit www.gowthorpetherapists.com for more information. before she waded into the issue at hand. She learned that Ted had been exploited as an adolescent by people he trusted. Lee realized that relationships made Ted feel vulnerable, so she reassured him that Arlene and the company cared for him and there was no intent to harm him. Lee also learned that Arlene was a single parent to two children and feared being unable to provide financially. Lee reassured Arlene that the tip situation would be resolved so she would not experience financial distress. She reaffirmed that work is a safe place. THINK LIKE YOUR EMPLOYEE. This effort can be proactive, so when conflict arises, you already know your employees. Ask questions like: What do weekends look like for you? Are they busy with obligations or do you get downtime? Ask these questions with curiosity, not as though you are filling out a questionnaire! This genuine interest builds trust so that when you intervene in an employee dispute, they see that you care about their overall wellbeing. When conflict happens, effective intervention is directed by empathy. How does your employee think about things based upon what you know about them and their life? For example, Lee knew that Arlene worried about income so her intervention considered how Arlene needed to feel safe and secure that finances would not be jeopardized. COOL YOUR JETS BEFORE TAKING OFF INTO PROBLEM SOLVING. Let’s face it, most managers, owners, and leaders find dealing with conflict between employees uncomfortable. This prompts a reactive response, whereby we want the conflict resolved, and fast! Unfortunately, this approach leaves people feeling unheard, dissatisfied, and vulnerable to further conflict. Instead, slow down. When your reaction is to quell your own anxiety with a quick solution, like separating them, and solving what they are upset about rather than why it’s placing a tiny Band-Aid on a gaping wound. Like Lee, take time to meet with them individually. Consider whether the experience has made them feel unvalued or unsafe (physically, emotionally, or financially) and what would need to happen to lower this anxiety. KEEP THE RELATIONAL GOAL PARAMOUNT. When you are meeting individually with the employee, don’t lose sight of the goal is to heal the relationship between the employees. Unless they can STRATEGIES Management goals commonly include maintaining harmonious work environments that make employees happy and motivated, but how do you achieve this when people don’t get along? As teams grow and turnover happens, a variety of personalities and experiences become part of the landscape. In other words, conflict between people is inevitable. How do you, the manager, approach disputes between employees? WWW.ARPMINC.COM / 21
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