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f ,'lx W I L L I A M i G KRUMMRI CH >PLAN T i `f. SUMMER 1988 l3fe2g0 OSW STLCOPCB4036256 A"Good"Neighbor Building a partnership with our community is a continuous commitment at the Krummrich plant... EDITORIAL ASSISTANT LEA ANN COATES ; CONTRIBUTING WRITER V KIM PLUMMER DESIGNER COIY DESIGN GROUP COVER PHOTOGRAPHS JIM VISSER LEA ANN COATES This past spring, Krummrich Environmental Specialist Gary Jones spoke to instructor Cheryl Varner's ecology class at Dupo High School about hazardous waste management and environmental protection. WGK is published annually by the William G. Krummrich plant of . Monsanto Chemical Company, . 500 Monsanto Avenue, Sauget, IL 62206-098; (618) 271-5835, ` (314)621-4075. ; Reproduction in whole or in part of this magazine, without permission from the William G. Krummrich plant Communications Depart ment, is prohibited. The William G. Krummrich plant is an Equal Opportunity Employer. front Cover Son Huynh demonstrates WGK's computer screen projector. For the sixth consecutive year, the Krummrich plant and the Monsanto Fund helped under privileged youths in East St. Louis swim for free by donating $2,000 to the East St. Louis Park District's summer swim program. The donation enables the parks department to distribute 4,000 free swim passes to area youths. Pictured (L-R): Board of Park Commissioners Presi dent Roy Mosley and East St. Louis Park District Director Leonard Johnson accept the donation from Krummrich Plant Manager Bill Boyle. DSW 136291 CONTENTS Safety '88................................................... .2 Technology and Teamwork....................... .6 Meeting Our Customers Needs............... Three Cheers for the Volunteers!............... In Case of Emergency................................ .10 .15 .22 Sale,??* When Plant Manager Bill Boyle first presented the W.G. Krummrich Safety Philosophy to the plant in November 1987, he emphasized that "every depart ment in the plant should work together to make the WGK Safety Philosophy a reality." He went on to say, "each of us has an important job to do. We must commit to what must be done and share the responsibility." Sharing that responsibility, and in volving all employees in discussing safe ty, working safely, and taking action on safety items, is the main focus of the plant safety philosophy and the 1988 safety program. Now, more than ever before, we are working together to make safety the number one priority at the Krummrich plant by emphasizing total safety awareness and employee partici pation. Examples of the plant safety philosophy coming to life can be found throughout the plant... In December 1987, Fabrication Mechanics Larry Closterman and Ray Tindall were welding on a high line when they noticed a nearby tank car be ing loaded with aniline. They immedi ately stopped welding, notified their supervisor, and delayed thejob until the car was loaded and out of the area. Their quick thinking and action prevented a situation that could have caused an explosion. Closterman and Tindall both insist they were just doing their job, but in reality they were practicing "total safety awareness." "Welding sparks can fly pretty far sometimes. With the combination of vapor in the air and the distance the sparks might travel, you've got to re main aware of the job's special precau tions," explains Closterman. "Thanks to the good safety program we've had throughout the years, we've learned to stay safety conscious and look for poten tial hazards before starting the job." Or as Tindall puts it, "The new plant safety philosophy made us look around a little more before we jumped into the job. We could see the potential danger without orientation." While total safety awareness is criti cal to Krummrich's safety program, participation is the key. Over 50% of the plant's employees are actively par ticipating in the plant safety program this year because of strong backing of the program by I.C.W.U. Local 12. "I think the safety program is great. I see more awareness of the problems. We're letting the employees become in volved, therefore they feel more respon sible for the program because it's `ours,' " says Barrett Bums, machinist and Local 12 financial secretary. Burns' sentiments are shared by Laborer Mark Bergman. "I like the way people are participating in safety. There's a certain enthusiasm -- every one is conscious of safety." John Straughn, equipment operator/ laborer and Local 12 committeeman, is equally enthusiastic about WGK's safe ty program. "Our actions speak louder than words," he says. "The company means what it says about safety. The plant manager has backed up his safe ty promise to this point. People are en couraged to voice their opinion. The Union is being taken in a serious con text, and our input is encouraged and acted upon." DSW 136292 Local 12 has not only been en couraged to participate, the Union Ex ecutive Committee worked side-by-side with plant management in developing the 1988 safety program and safety committee structure. Bill Boyle attri butes the largest part of the improve ment in our safety program and in the enthusiasm of our area safety commit tees to Local 12 leadership. In addition, Local 12 representatives now participate in the Central Plant Safety Committee, Plant Safety Committee, and depart ment safety committees. Currently, there are 16 area safety committees working in the plant which plan monthly safety meetings and pro mote safety awareness. Most depart ment committees consist of both manufacturing and maintenance per sonnel and one Local 12 safety commit teeman. Area safety committee members say the departmental groups are more efficient in resolving safety problems through open communi cation. "We're emphasizing the individual's personal safety and involving operators and mechanics in everyday safety items. We concentrate the meetings on direct ly related safety items," says Sharon Biddle-Ferrell, senior process engineer and PC13/POC13 area safety committee member. "We've also changed the safety walk through. Instead of generating a list, team members actually correct items themselves. In April, we were able to resolve 70% of the issues within 24 hours." Don Noe; control mechanic and member of his department safety com mittee for the past four years, agrees that safety issues are being resolved sooner. "Safety problems in the plant are being fixed in a shorter amount of time. Things that could have been put off are being done now, instead of waiting." In addition to quickly resolving safe ty problems, the area safety committees are bringing departmental groups together. Steve Starr, machinist and a Rubber Chemicals safety committee member, says maintenance and produc tion personnel benefit by belonging to the same safety committee. "We have better communication from being together. We hear more of their problems, and they hear more of ours." The new department safety commit tee structure also allows the committees to focus on issues specific to particular departments. "The main thing in the Laboratory is to remain conscious of our safety record. Work can be repetitive at times, and we tend to relax, not pay at tention, and forget the potential danger of the chemicals we're running. There fore, we must maintain a constant safety awareness that comes along with the responsibility of the job. That's some thing we address in our safety meet ings," says Ed Brown, Laboratory analytical assistant and safety commit tee secretary. Bob Murphy, health and safety super intendent, believes that area safety com mittees are doing an excellent job. "Our area safety committees are out in the plant involving a lot of people, doing a lot of good, and promoting safety awareness. People are being convinced that safety comes before quality and production.- (continued on page 5) Talking about safety, and listening to each other, helps spread the word about safety awareness. Pictured (L-R): Plant Manager Bill Boyle talks with Fabrication Mechanics Bob Spells and Sylvester Mozee on one ofhisfrequent visits to plant departments. . DSW 136293 FROM THE SAFETY COMMITTEE DINNER ON APRIL 29, 1 988 It all adds up to "Safety is the #1 priority -- all the time!" DSW 13629^ 4 | STLCOPCB4036260 The Plant Safety Committee evalu ates specific issues raised by individual area safety committees and makes recommendations to the Central Safe ty Committee based on its findings. The committee consists of three general superintendents, the safety department superintendent, the safety department supervisor, and the three Local 12 safe ty committeemen. Recently, the Plant Safety Committee reviewed the existing ladder inspection procedure. The old procedure required ladders to be inspected once every quarter and tagged upon passing in spection. The Plant Safety Committee recommended to the Central Safety Committee to simplify the procedure by putting inspection responsibility into the ladder user's hands. Now, stickers with inspection instructions are placed on each ladder for employees to review themselves before each use. The Central Safety Committee is the policy making committee and consists of the plant manager and his staff, Bob Antoff and John Straughn, the two Local 12 representatives, and the plant safety committee. "Any changes in the plant Safety Handbook or safety policies must be agreed upon by both parties," explains Bob Moser, control mechanic and Local 12 committeeman. "The changes in the plant safety committees were made so that we could get a better safety pro gram -- one that everyone will adhere to." Personal responsibility for working safely and improved communications are two of the most important changes in the plant this year. As Local 12 Presi dent Ed McCormick said in his address to safety committee members at a din ner on April 29, "You're the person who is going to get hurt. If you feel a prac tice is unsafe, stop the job. You have a commitment ftom me, Bill Boyle, and Vince Matteucci on that." It used to be that a job would only be stopped when a health and safety grievance was called. Between 1983 and May 1988, the average number of health and safety grievances filed per year at the plant steadily decreased. Labor Relations Superintendent Matt Foley attributes the decreased number of grievances to increased communica tion among employees. "Before em ployees begin jobs, they're doing more planning. They think about how to do the job safely, including what type of safety equipment is necessary for proper protection. Overall, the safety aware ness of all employees has increased and the `just go out there and do it' ap proach is becoming a thing of the past. "Everyone is getting caught up in the spirit of cooperation because they real ize that responsibility for safety includes not only themselves, but also their fel low workers," Foley adds. Pipefitter and Local 12 Safety Com mitteeman Charlie Brown agrees. "Conflicts are being resolved out in the field because people are listening to each other." With the emphasis in making safety the number one priority at the plant, our safety record will continue to im prove. "Every day, people are getting a better sense of where we're going with safety," says Bill Boyle. "We're going to get there together." And, Barrett Bums speaks for us all when he says, "I hope no one gets hurt again for everybody's sake." --Andrea Smith, Lea Ann Coates dsw 5 'i i i ! i i$ { i !r ii Pictured (L-R) are Engineers Joe Neyer, Glenn Mertz, Byron Nelson, Harlan Meyer, Shari Berger, and Son Huynh. l \i Technology and Teamwork A Key Combination for the Plant of the '90s by Kim Plummer arlan Meyer bums fewer calories on the job these days, and the WGK engineer isn't complaining. As the systems manager of general purpose computers, Meyer once spent anywhere from 30 minutes to three hours trekking throughout the plant to monitor the differ ent systems,. Today he can make those all-important checks without even taking a step because of the Local Area Network (LAN), the Broadband Cable that links all WGK computers into a plantwide network. - "Now I can monitor each one from the terminal at my desk," Meyer says. Instead of getting exercise, Meyer gets "more time to spend actually doing my job." Such efficiency is one example of how WGK employees use Computer Integrated Manufacturing (CIM) -- an innovative concept which integrates the plant's software and hardware systems into one overall system for improved productivity. CIM plays a key role in contributing to the Krummrich Plant of the '90s vision. Every Krummrich employee uses CIM in some form or fashion. Engineers use com puters to store and analyze data. Mechanics have easier access to information for troubleshooting. Purchasing tracks price histories on everything from electrical sup plies to coffeemakers via CIM. Like Harlan Meyer (a senior engineer in the plant's CIM group), many use LAN. This network enables employees to quickly obtain information that once was impos sible to access directly. -- But while computers lay the foundation for CIM, employee teamwork is crucial to its success. DSW 6 Monsanto Chairman and CEO Dick Mahoney (R) tried his hand at PRoVOX, with a little help from Powerhouse Lead Engineer Gene Taake, during his visit to the plant last February. "CIM is a tool for people to use. It gives employees access to good informa tion so they can make better and faster decisions," says Jeff McQueeny, Krummrich TSD general superinten dent and chairperson of the plant's CIM Technology Task Force. The fourmember task force is responsible for developing an overall CIM implemen tation plan. People working together, McQueeny says, make CIM work. Krummrich is recognized as a leader in CIM, both at Monsanto as well as industry-wide. Many business leaders from chemical companies and other industries have visited the plant to see the most advanced system of its kind in action. They are drawn by the technology. But those visitors also take note of WGK employees, says Arthur French, president of Fisher Controls Inter national, a Monsanto subsidiary. Fisher designed and installed the PRo VOX system at Krummrich. "Visitors to Krummrich are thoroughly impressed with not only the electronic technology, but also with the way plant employees have interfaced with the CIM technology," French says. CIM broadens employee knowledge about the total plant operation. Conse quently, French says, "the people feel more in control of the manufacturing and business processes at Krummrich." When Monsanto Chairman and CEO Dick Mahoney visited the plant in February specifically to see our CIM program, he was equally impressed, but observed that technology can not do it alone. "Unless you get all employees fully motivated and involved, you are not going to get the full benefits of CIM," he commented. But, as Earle H. Harbison, Monsanto president and COO, told employees when he toured the plant in June, "You're on the right track." WGK recognizes that CIM's success at the computer level depends on coor dination and commitment at the human level. "CIM is a concept to pull everyone together," says Son Huynh, systems en gineering specialist and member of the CIM Technology Task Force. "The people have to believe in CIM to make it a success," he adds. "Without the people using the system, working together, and believing in it, there's no way we can achieve the benefits." Since CIM began at WGK, employees have tackled a number of changes in theirjobs -- from the way safety checks are made in the Powerhouse to how stra tegic decisions are made in manage ment offices. Every day engineers like Son Huynh use two popular CIM components -- Computer Aided Design (CAD) and Computer Aided Engineering (CAE) -- to maximize the benefits of their projects. CAD and CAE give technical people easier access to more information. Working from desk terminals they can update designs, check and approve drawings, track project progress, analyze economic options, and gain access to corporate computers. Many once time-consuming tasks are now completed with the press of a button. That means better decisions, Huynh says. "With more data readily accessi ble, we can look at many different alter natives for the optimal solution." Employees also use the PRoVOX system to improve safety. Mike Mertens, manufacturing en gineer for the Chlorine Handling Project, explains how PRoVOX auto matically checks for leaks on rail cars loaded with chlorine. Before CIM, these important checks were handled administratively. Fewer checks and balances were possible. Today PRo VOX prevents the use of a car until it has been thoroughly checked for leaks. -`From a safety standpoint, PRo VOX gives us better control over highly hazardous materials," Mertens says. "We have better on-stream time. We are confident that a serious accident will not happen." Instead of taking the time to go out into the field, an operator can put a car on line working from his console. "Now we don't have to have people sitting out there in the field. Our ability to compete worldwide improves," Mertens says. "Overall, PRo VOX has allowed us to pull out more information. It has broadened our knowledge." SW 136297 STLCOPCB4036263 In the Pbwerhouse, operators use the pRo VOX system to help keep the tur bines running at optimum level. Over time, monitoring impurities in the steam makes these electric generators more efficient. "With PRo VOX, we can monitor the turbines to pick the optimum time to wash them," explains Russ Kuttenkuler, Powerhouse utilities superintendent. "In the past this required a lot of time consuming manual data collection. Now it's done automatically." Such improved efficiency has saved the plant approximately $150,000 in electricity costs, Kuttenkuler estimates. WGK even uses CIM to improve the efficiency of a little thing that can mean a lot -- a memo. Electronic mail -- a popular network linking more than 275 users throughout the plant -- enables employees to write and send memos and other information as fast as their fingers can punch the keys. - This customized communications network is only one feature of Manage ment Information Systems (MIS). In line with the CIM philosophy of team work, MIS integrates all the plant infor mation systems into one data base. MIS also includes the Laboratory In formation Management System (LEMS), which makes information from lab analyses for product quality easily available. Another MIS feature is the Main tenance Procurement Control System, (MPCS), a versatile system which in cludes parts requisitioning, job schedul ing, and payroll information recording. MPCS minimizes the paper shuffling of the past, eliminating reports and reduc ing costs. Krummrich piloted the successful MPCS program, tailoring it to plant needs. Today about six other Monsanto plants are preparing to install their own versions of the MPCS program deve loped at WGK. "All the information we used to have to put on paper is now in the computer," says Rick Archer, maintenance superin tendent and project manager of the MPCS development team. MPCS also speeds up jobs that once took days to complete. Like tracking cost information, Archer says. "Departments used to have to wait at least a week to get the information they needed to find out how much they were spending," he says. By using MPCS, he says, "we can find out how much we're spending as we spend it." Like Archer, MIS Manager Kevin King, also a member of the CIM Tech nology Task Force, speaks enthusiasti cally about the new scopes of knowledge available throughout the plant. "We had islands of automation be fore," King says. "Now we are charged with integrating all the information available and with coordinating the ef forts of all system users. We have the tools to improve the plant effectiveness and productivity if we all work together." The potential rewards are exciting. But just as CIM has presented WGK with a variety of changes and challenges, it also has meant ad justments. "Lbu get used to doing something one way. Any time you change, it seems different," says Jim Lowry, Powerhouse lead engineer. "But this is the computer age, and you can't be intimidated by a bunch of buttons." Today operators like Jim Lowry use PRo VOX to monitor the boilers. If a problem develops with the way the coal is burning, an operator can use a com puter to trace the trouble. In the past, he had to depend on his past trouble shooting experiences. 8 STLCOPCB4036264 Team an operator's knowledge with PRo VOX technology, and the result is lower cost utilities. "We've gained from four to six per cent in boiler efficiency," Lowry says. Since CIM affects every job different ly, training has been highly customized. Some employees attend formal training sessions. Others learn on the job. Most do both. An extensive training program has been developed for operators of the Monochlorobenzene (MCB) PRo VOX project, set for start-up this summer. Plans call for the operator's job to change in several ways, according to Bob Howard, manufacturing superin tendent of the Chlorobenzenes Department. "The operators will be doing more non-routine type tasks, while the com puters handle the lower-level decisions," Howard explains. "We are training the operators to get the greatest potential from their new tools -- the computers." The training focus has shifted from handling the normal to preventing the abnormal. "Typically, we trained operators how to perform their jobs when everything was normal," says Ray Reask, senior process engineer. "Now we train them to look for the abnormal and how to respond to make it normal." Along with Howard and Reask, Oper ator Mike Gould also is a member of the team that developed this challenging training program. "As an operator, Mike knows the process and brings a lot of hands-on ex perience to the program," Reask says. "Anytime there is operator involve ment, there is better understanding," Gould adds. "I was directly involved in writing the instruction manual. One of my main objectives was to make sure the instructions were understandable to both engineers and operators." Transitions already have taken place in other departments. Purchasing em ployees were trained to use MPCS for such tasks as tracking usage patterns and vendor performance. The Purchasing Department's adap tation to the new system was smooth -- there has been no downtime since start-up on September 1, 1987. Likewise, BUI Femstrom, E&I main tenance first line supervisor, is pleased with the way mechanics have max imized the use of computers on their jobs. "We're doing more preventive main tenance as opposed to corrective main tenance," says Femstrom, one of the maintenance course instructors for the control mechanics. When a problem develops, a mechan ic is now better equipped to diagnose the trouble and correct the situation. "We can use a few keystrokes to quickly define the problem and deter mine if it is in the PRo VOX system," Femstrom explains. Training periods and transition times aside, making the most ofCIM is an on going process at Krummrich. "We have a five-year plan for various systems to integrate and grow and be come more customized to meet plant needs," Jeff McQueeny says. "CIM is very much a continuous effort." And that effort already is generating big benefits. "All of the process control projects so far have beenjustified by a cost savings. In fact, more savings have been achieved than was originally anticipat ed," says Glenn Mertz, senior engineer ing specialist and member of the CIM Technology Task Force. Reduced costs and increased produc tivity improve WGK's--and Monsanto's -- abUity to compete on a global basis. Not to be overlooked are other payoffs -- job and skUl enhancement and a more meaningful employee involvement. The CIM concept of linking the plant into one efficient team ofusers can only help to make Krummrich the "Plant of the '90s" -- and winners of us all. "CIM puts a lot of information at the fingertips of a lot of people," stresses Rick Archer. "We have much more knowledge about what's going on, and we can put that knowledge to better use." The bottom line? "We all benefit," Archer says, "especially our cus tomers!" DSW lib*'** STLCOPCB4036265 One of the ACL Tableting Quality Improvement Team's goals is to im prove the tabletability ofACL in a cus tomer's process. QIT members pictured (L-R) seated are: Taniel Garabedian and Penny Chou; (stand ing): Rick Lauer and Tom Klopmeyer. QIT members not pictured are: Ron Perko, Bill Burrough, Bud Rakestraw, Marilyn Gilbert, Joel Schwartz and Wally Suchanek. Meeting Our Customers' Needs A by Lea Ann Coates t Krummrich, we are committed to understanding and meeting our cus tomers' needs. This commitment is the foundation of the Total Quality process and implies a much deeper customer/ supplier relationship than just meeting customer specifications. It means we communicate with our customers to un derstand their needs, to know which of our quality parameters are important to their product performance, and to have a working knowledge of their process needs in addition to meeting their specifications. "We want our customers to be more than just satisfied with our products, we want them to be delighted. It's only when our customer is delighted with our products and service, that we have the edge over our competitors," says Frank Helmer, superintendent, Total Quality. "Otherwise, we are just another sup plier from our customers' viewpoint." -Plant Manager Bill Boyle often reminds everyone that safety is our number one priority all of the time at Krummrich and that Total Quality comes next in importance. "When WGK becomes world class in safety and Total Quality, everything else will follow to make us the best chemical plant in the world, period!" In 1988, Monsanto and Krummrich are focusing on specific areas for Total Quality improvement, which include es tablishing and tracking Total Quality measures, integrating Total Quality into strategic business planning, improving supplier quality through Total Quality Partnerships, emphasizing and im plementing Statistical Process Control with process operators doing the chart ing, and obtaining extensive employee involvement through Quality Improve ment Teams. "Through the Total Quality process, the process itself encourages all of us to meet with our customers and agree upon requirements, whether it's an internal or external customer," says Fred Thompson, director, MCC Total Quality. "Once we meet with customers and know their requirements, we have to consistently meet those requirements with each and every shipment, every day." To ensure WGK's commitment to meeting customers' needs, Total Qual ity has become the way we do business. We have integrated Total Quality into our every day lives at work by emphasiz ing six elements of the Total Quality process. The six elements are: Customer Problem Reports, Quality Improvement DSW 136300 10 : STLCOPCB4036266 Teams, Customer Audits, Supplier Audits, Statistical Process Control, and Customer Service. While working to meet customers' needs, WGK has developed an effective method of responding to customer problems reports. "These reports are no longer regarded in a negative way," says Helmer. "Now, customer problem reports are looked upon as valuable feedback. Each report is investigated, corrective action is taken, and a detailed reply is made to the customer within about five working days. We're working to cut that response time to three days. Frequently, WGK production people contact their counterparts at the cus tomer's plant to really understand the details of the problem." Customer problems are solved when everyone works together to find solu tions. "Customer problems are shared with operators, mechanics, unit con trollers, material handlers, and super vision," says CliffO'Neal, ACL first line supervisor. "Everyone collaborates on getting a finished Total Quality product to the customer." ACL's outstanding response to a cus tomer problem report prevented a cus tomer from switching to a competitor because of an industry-wide problem. "Colgate complained that our ACL powder was lumpy and caked. They told us if we didn't solve the problem very quickly, they would begin to pur chase material from another supplier," explains Rick Lauer, TSD engineering superintendent, ACL. "We sent an MCC representative to Colgate to visually observe the problem. Since an immediate solution was necessary, we went to another customer and contract ed for the rescreening of our product after it was packaged for the next ship ment. Colgate was elated when we provided them with a lump-free powder." According to Lauer, a long term solution is in progress. "Currently, there is a research program at Monsanto to provide a cake-free product without rescreening." When solutions to customer problems require more extensive changes, aformal Quality Improvement Team (QIT) is created to develop an optimum solution or develop a closer working relationship with the customer. Team work is the QIT's driving force. "Teamwork means that everyone is part of the team, and as team members, we have one common goal -- to please the customer," says Bruce Williams, ACL manufacturing superintendent. A QIT is a group of employees work ing together using a ten-step process to solve a problem or to improve our oper ations. The team members can come from all phases of production, includ ing operators, mechanics, engineers, supervisors, and superintendents. In an increasing number of cases, customers and suppliers are also included as QIT members. Currently, there are 25 QITs working at WGK. A recently formed QIT in ACL is working closely with E-Z Clor, a St. Louis-based manufacturer of swim ming pool chlorine tablets. Rick Lauer heads up the team, including Produc tion Engineer Ron Perko, Process En gineer Penny Chou, Unit Controller Tom Klopmeyer, Designated Operator Bill Burrough, and MCC marketing and research personnel Bud Rakestraw, Marilyn Gilbert, Joel Schwartz, Wally Suchanek, and Taniel Garabedian. After spending two days visiting the customer's manufacturing facility, the QIT identified three goals: (1) Improve the tabletability of the customer's process, (2) Reduce the dust exposure in the customer's handling and process areas, and (3) Improve customer/ supplier relations between technical personnel at all organizational levels. Since the QIT began working with E-Z Clor, WGK has begun to develop a new process called the "Deduster," which removes dust from granular ACL. By initiating improvements in our product's performance, the team has been able to establish an exceptional working relationship with E-Z Clor. As Tom Klopmeyer puts it, "Since we took the time and showed an interest in E-Z Clor's problems, they saw we were sincere about the quality of our product in their process." Another recently formed QIT is working internally to improve the on stream time of the Nitrochlorobenzene (NCB) unit. Members of the team are: Senior Process Engineer Victor Murdock, Process Engineer Steve Naert, Swingman Guy Cron, First Line Supervisors Gene Richardson and Kerry Flaherty; and from the Main- DSW 13&301 STLCOPCB4036267 tenance Department are Senior Main tenance Engineer Mike Wilde, and First Line Supervisors Roger Glasper and Cindy Clifton. Due to the NCB unit's sold out position, the QIT will need to maximize on-stream time, improve problem solving, and decrease depart ment down-time. "In the past, we used to have some leeway with the amount of time it took to produce the required amount of NCB. Now, we have to maximize the number of pounds being safely produced," says Victor Murdock. "We can't create more time, so we have to use the time we have more efficiently." One area the QIT has focused on in maximizing on-stream time is off-shift departmental training. The QIT plans to develop a training program to in crease the operators' and night super intendents' departmental knowledge and help them work efficiently together to solve problems. "What we want to implement with the training is open communication between the night superintendents and the operators," explains Guy Cron. "There's always a potential that things can go wrong in the department. With better training, the operators and night superintendents can minimize problems by sharing information." Since many of Krummrich's larger customers have embarked on quality improvement efforts similar to our own, they often request a Customer Audit to evaluate our product quality and con sistency according to their specifica tions. The Customer Audit is a unique opportunity to interface with the cus tomer at the plant. "When you talk with the customer, you cut across all the layers of bureaucracy that all companies have. We want to pair up the producer and the supplier. Our customers come and visit the plant and bring their people who really have a hand in producing their product," says John Boehm, general superintendent, Total Quality. One customer audit was particularly successful. In March 1988, Copolymer Rubber & Chemical Corporation visit ed WGK to audit Santoflex-134. During the audit, Copolymer representatives received a Total Quality overview, a review of Rubber Chemicals, a quality assurance presentation, and depart mental and Laboratory tours. Copolymer then evaluated Santoflex-134 for use in their products. WGK verbally received Copolymer's highest quality rating. WGK also received an above average rating from Firestone in July 1987, when Firestone representatives evaluated Santoflex-13 for quality management, material control, Statistical Process Control, calibration and measurement, and shipping. "What customer audits do for cus tomer relations is to provide a direct relationship between the customer and the manufacturing organization of Monsanto," says John Zelle, manufac turing superintendent. Rubber Chemi cals. "It's helpful, because if they have problems with any of our products they can discuss them directly with the manufacturing employees who can do the most to rectify the problems." Increased emphasis on quality is in evidence everywhere, as U.S. industry gears up to compete on a global basis. One of the most important tools to im prove product quality and consistency is Statistical Process Control (SPC). SPC allows operators to detect trends in the production process and enables Members of the NCB Reliability Quality Improvement Team hope to maximize the department's on-stream time, improve problem solving, and decrease department downtime to sup port the unit's sold out position. QIT members pictured (L-R) are: Victor Murdock, Roger Glasper, Kerry Flaherty, Cindy Clifton, and Steve Naert. Not pictured: Guy Cron, Gene Richardson, and Mike Wilde. DSW 136302 12 them to determine what caused that trend at a certain point in time. By iden tifying those trends, operators can reduce "out-of-control" points and keep the process in control. SPC is also a prime tool for developing the Process Capability index (Cpk) for our cus tomers. The Cpk index measures the ability of our processes to produce a product within the customer's specifi cations. A noticeable improvement in Cpk has been made in WGK's Rubber Chemi cals production, since the start-up of Department 277 in 1987. By using SPC to monitor the production of Santoflex-13, in conjunction with the new process, operators have been able to increase the Cpk index from one to three. What does the Cpk index increase mean to the tire manufacturers who use Santoflex in their processes? According to TSD Engineering Superintendent Gary Johnson, "The larger the Cpk index, the greater confi dence our customers feel about receiv ing consistent performance from WGK's finished goods. Department 277 has been successful in using the SPC charts to minimize the variability of finished goods, for instance, by pin pointing quality changes in incoming raw materials." Using SPC not only boosts the relia bility of our products, it helps operators do their jobs. "When you start seeing points approach your control limits, you know you have problems coming up. The SPC charts let you know where to look for process problems," says Ron Byford, Department 277 Area I unit controller. "I think SPC has been one of the best programs implemented in the plant, as far as Total Quality is concerned." NCB Nitrations Operator John Lawanas echoes the same sentiments. "The SPC charts help us keep the NCB process within operational limits. If you see that you're having problems with your process, it allows you to make the necessary changes, instead of waiting for results from Laboratory samples." Control of raw material quality is another important component in meet ing customers' needs. Quality products can not be produced unless WGK receives quality raw materials from its suppliers. WGK conducts Supplier Audits under the Total Quality/Total Partner ship program. Supplier audits offer WGK the opportunity to discuss our ex pectations for quality raw materials and "When you start seeing points ap proach your control limits, you know you have problems coming up. The SPC charts letyou know where to look for process problems," says Ron Byford, Area I unit controller, Department 277. ~ 13fe33 o'sw , services from our suppliers. The objec tives of Total Quality/Total Partnership are important to WGK's overall goal of continuous improvement. In 1988, WGK will conduct 18 supplier audits to review chemical, hardware, and trans portation suppliers. "The bottom line of the Total Quality/ Total Partnership program is to make our suppliers part of the Monsanto team," says Dave Lemoine, purchasing supervisor. "Supplier Audits extend the Total Quality process into the supplier community." Customer Service is the crucial ele ment in meeting customers' needs and maintaining our credibility as a Total Quality supplier. WGK's Distribution Group assumes an important role in customer service by arranging transpor tation and delivery for WGK's finished goods. When shipments leave the plant, the product must be correctly packaged, properly labeled, and delivered on time. "The day before Thanksgiving we received an order to ship four contain ers of 4-NDPA to Florida by Saturday for shipment overseas," recalls Jim Cagle, distribution specialist. "Because it was a short week, all of the trucks were out and we had to scurry around finding containers and arranging for truck drivers. Although most of our em ployees had personal plans, they were willing to work Thanksgiving day and meet the commitment by getting the product to the customer on time." That type of situation is rare, but as Steve Kettler, warehouse inspector, says, "Regardless of whether it's a regular workday, overtime, or a holiday, we're committed to seeing that our customer gets the shipment on time. That's the feeling we all have in Distribution." While Customer Problems Reports, Quality Improvement Teams, Customer Audits, Supplier Audits, SPC, and Cus tomer Service are the tools needed to meet customers' needs, communication is the key to making these tools work as an integral part of Total Quality. "We all tend to assume what the cus tomer wants. The key to customer/ supplier interface is a clear understand ing of what's expected and that regular interchange between the two has to take place to maintain those expectations," emphasizes John Boehm. "As we move through time, our expectations grow and our customers' needs also grow. WGK wants to understand that clearly." WGK is rising to the challenge of worldwide competition by instituting cultural changes which emphasize qual ity, consistency, and customer service. By meeting our customers' needs and expectations through the Total Quality process, WGK will gain the competitive edge. WGK's Distribution Group assumes an important role in delivering finished products to our customers on time. Pictured with 4-NDPA containers similar to what the group shipped over last year's Thanksgiving holiday are (L-R) Leroy Shye, Steve Hubbard, Ben Lattina, Jack Hoffarth, Greg Doss, Steve Kettler, Brian Picket, Jim Cagle, and Dan Middleton. 14 During the last two years, eight Krummrich em ployees have been recog nized far their volunteer efforts. Pictured at the 1988 Monsanto Volunteer Excellence Award recep tion (L-R) are: Haig Ohanian, Monsanto Fund President John Mason, Charlie Brown, Bob Spells, Mrs. Robert Kronk, Rich Dreher, MCC President Robert Potter, Plant Manager Bill Boyle, and Earle H. Harbison, Monsanto President and COO. n% 15 At the Krummrich plant, we're proud of our many employees who are dedicat ed to making our community a better place in which to live and work. From teaching children.. .to keeping their neighborhood safe.. .to helping the injured.. .our volunteers make a mark in civic, social, government, health and welfare, and educational activities. And they make a difference. In recognition of their outstanding dedication, eight employees from the plant have won Monsanto Volunteer Excellence Awards in the past two years. Recently, WGK employees rallied to the by Lea Ann Coates cause of the Volunteer Connection Telethon, pledging over 30,275 hours of volunteer service. And, for the past ten years, our employee Charity Fund Drive has been the largest contributor to the United Way in the Illinois area. But, our employees don't volunteer to win awards or to be the best. They volunteer for one reason--to help others. So, let's hear three cheers for WGK volunteers! Here are just a few of our employees whose efforts make the com munity a better place for all of us. \ . DSW 136305 Lester Davis E&I Engineer Hayes House Helping kids with their homework means more than simply teaching math, science, English, and history. As a tutor at Hayes House, a division of Missouri's Epworth Children's Home, Lester Davis not only helps teenagers with their studies, he's a "big brother" to them as well. "I want to show the kids the benefits of getting an education and working for what you want," Lester ex plains. "What means the most to the kids is just letting them know you care." Lester believes it's important to help the kids suc ceed. "This one kid had problems doing three dimensional drawings. I showed him a few tricks with blocks and it helped him to understand the problem. When his teacher told him the problem was right, it was all he could talk about." Lester is a Monsanto Volunteer Excellence Award nominee. Lester Davis "hits the books" with Hayes House residents. Dan Middleton Distribution Superintendent Millstadt Library Board Dan Middleton has seen many changes in the Millstadt Public Library since he became a volunteer board mem ber. When Danjoined the board, the library was operated voluntarily by the local women's club. "Since then, we've become a tax-supported library," says Dan. "We've in creased our hours of operation, increased the number of books and periodicals, and purchased a computer." Now, Millstadt residents can come to the library and sit down with a good book...or in front of the computer screen. "Adding the computer has been the biggest change," Dan adds. "Typically, the computer is in con tinual use during normal library hours." Dan Middleton at the Millstadt Public Library. 1363Ob 16 STLCOPCB4036272 Daryl Moore Control Mechanic Block Watch Program, East St. Louis When five homes were burglarized in Daryl Moore's East St. Louis neighbor hood within ten days, he helped or ganize a neighborhood Block Watch program. Daryl found that by helping others, he had actually helped himself. "I was at work one day and my neigh bor across the street spotted five teenagers trying to break into my house through the back door. So, that neigh bor called the police and some of our other neighbors. They stopped the kids and held them until the police arrived. Without the neighbors spotting them, they probably would have cleaned me out," he recalls. "I helped organize the neighborhood Block Watch program because it was an absolute necessity to keep our homes safe," Daryl explains. "When we all pitch in, everyone benefits." Daryl is a Monsanto Volunteer Excel lence Award Winner. Percy McKinney Security Officer Boy Scouts Percy McKinney firmly believes that the Boy Scout credo -- "To Make a difference in the type of adults our youth will become" -- is the best reason to be involved with Scouting. To help make that difference, he volunteers his time performing administrative tasks, recruiting adult volunteers, and raising money for the Illini District, Okaw Valley Council. Percy also plans special events like the Adult Recognition Dinner to honor Boy Scout volunteers for their . contributions and achievements. "I volunteer to help children," em phasizes Percy. "I honestly believe that we need to invest our time and our money in kids. Most people spend so much time running kids down they don't recognize the good in them." Percy is a Monsanto Volunteer Excel lence Award winner. Ron Dill First Line Supervisor Foster Parent Program The children placed with Ron Dill's family under the foster care program have often been abandoned or abused. As foster parents for eight years, Ron and his wife have given 20 different children an opportunity to be a part of a real family -- something they have never known. "We encourage the kids to get in volved with sports and take lessons out side of their school work in things like music," Ron says. "We make it a point to take them to Disneyland and we always go overboard at Christmas. "It's a blast seeing the kids change as they learn what a family is all about." But Ron adds, "The hardest part of being a foster parent is knowing you have to give the kids up." David Miskelley Designated Operator Cub Scouts David Miskelley believes it's impor tant to teach kids about conservation and ecology. To help them leam the basics, he involved his Webelos Cub Scout troop in "Save Our American Resources" (SOAR), a national conser vation program. Through SOAR, the troop began to observe and clean up a neighboring park area. David hopes that the kids will leam to respect the environment. "I got the troop involved with SOAR because it is an ideal way to teach them about the world we live in," says David. "If you can make the kids aware, they will begin to question some of the world's current environmental prob lems. Ultimately, they are the ones who will have to deal with pollution." David is a Monsanto Volunteer Excel lence Award nominee. Bernie Gummersheimer Intermediate Operator Cub Scouts According to Bernie Gummersheimer, volunteering for the Cub Scouts is "for the birds!" Bernie recently organized a bird-feeder hobby project that will teach his Cahokia Cub Scout troop about birds and their habitats. As Assistant Den Leader, Bernie plans to teach the scouts how to build bird feeders by as sembling two demonstration models. "Caring for the feeders will give the boys a sense of responsibility and enable them to identify different birds in their own backyards," he says. Bernie is a Monsanto Volunteer Excellence Award nominee. Dennis Range Senior Engineering Technician Memorial Hospital Paramedics It's 2:00 a.m. There is a car accident victim laying in the ditch. An immedi ate decision must be made about treat ment. There's no second chance, it's got to be right the first time. Not many people would take on that responsibility on a volunteer basis, but it's a scene that Dennis Range witness es many times as a volunteer paramedic for Memorial Hospital in Belleville. Dennis likes the fast pace and the challenge of being a paramedic. "Every thing involved in the emergency treat ment is my decision. When you're with the paramedics, you can actually see that you're helping people. Sometimes it's very depressing and sometimes it's very rewarding," says Dennis. "My youngest patient was an 18-month-old child in full cardiac and respiratory arrest. Clinically, he was dead. We got him into the ambulance, put him on the monitor, then admini stered drugs and defibrillated him," recalls Dennis. "We got his heart and his breathing going again. It was pretty great. Just the look on the parent's face made it worth it." osu '3bi07 17 Beth Hoffman (L) discusses the Big Sisterprogram with the organization's director Sue White. Beth Hoffman Accounting Secretary Big Sisters Program The unusual aspect of the Big Sisters program in St. Louis is the waiting list... for little sisters. Many more women volunteer to be big sis ters than there are little sisters enrolled in the program. Beth Hoffman has been waiting for a little sister for several months. But to Beth, the wait is worth it. "I'm glad I made the commitment to give something back to the community," she says. "I remember how much I enjoyed my sisters when I was growing up. I want to share that kind of experience with a little sister of my own." Dave McCoy Senior Draftsman Fairview Heights Zoning Board ofAppeals Dave McCoy is a voluntary member of the Fairview Heights Zoning Board of Appeals. Once a month he meets with other board mem bers to review requests con cerning the city's zoning code. Dave's interest in community affairs prompted him to join the board. "I feel that I want to have some say about what's going on in our city," he says. "With my drafting back ground, I can spot some poten tial problems that others might not recognize." Fairview Heights Zoning Board ofAppeaTs member Dave McCoy discusses zoning issues with Tina Bolbach, the board's secretary. i3630Q 18 STLCOPCB4036274 In addition to his full time job at Krummrich, Rich McDonnell volunteers up to 30 hours a week as co captain of the Cahokia Volunteer Fire Department. Rich McDonnell Truck and Crane Operator Cahokia Volunteer Fire Department In addition to his full time job at the Krummrich plant, Rich McDonnell volunteers up to 30 hours a week as co-captain of the Cahokia Volunteer Fire Department. "You never know when something will happen," says Rich. "But we do seem to get calls in groups of threes. If you've had two calls in a week, you'd better be ready for that third one." Rich believes the time he puts in is worth it. "It's gratifying to do some thing that helps people. I get a lot out of my work with the fire depart ment," he says. "They're a great bunch of guys. Not many people would get up at 3 or 4 a.m. and go into a potentially dangerous situation to help someone they don't even know." In addition to his fire fighting duties, Rich also originated the annual Mayfest fund-raiser for the department, and was instrumental in organiz ing a fund raising campaign in 1985 for Amy Lynn Hardin, a Cahokia baby who needed a liver transplant. Rich is a Monsanto Volunteer Excellence Award winner. Rich Dreher has been a volun teer fireman for 27 years. Rich Dreher Pipefitter Columbia Volunteer Fire Department Rich Dreher became a volunteer fire fighter out of friendship 27 years ago. "A lot of my friends were volunteer fire fighters and they asked me if I wanted to join," says Rich. "Basically, it was something that I wanted to do since I was a kid." Rich was voted Fireman of the Year in 1985 and 1987. It's no wonder, since Rich not only helps people at times of emer gency, he has also raised money for doctor bills for those who have been hurt in acci dents, and has helped collect clothing and furniture for members of the community who have lost their homes to fire. Rich's philosophy behind his dedication is simple, "I like volunteering to protect my community." 19 Scout Master Tom Lehan helped his troop members build a campfire during a campout last winter. Tom Lehan _ Fabrication Mechanic Boy Scouts Woods and campouts are a way of life for Scout Master Tom Lehan. Tom became involved with the Webelos Scouting program when he went on his first father/son campout six years ago. "I've been hooked ever since," says Tom. Recently, Tom helped his troop set up a Search and Community Service Team to teach the scouts first aid, traffic control, and search methods. The training has already paid off. "I've got one kid we're putting up for a hero ism medal," says Tom. "There was a wreck on the highway while he was waiting for his brother to_pick him up from music lessons. He rescued some kids from the car and helped direct traffic. Some of the money that Monsanto gave us for equipment helped teach him what to do." Tom is a Monsanto Volunteer Excellence Award winner. DSW 136309 STLCOPCB4036275 i yra Gummersheimer Process Control Operator Red Cross Disaster Action Team Response Think of what you would need if you lost your home and its contents to a fire. What would you do? Who would you call for help? When a family dwelling burns in St. Clair County, the Illinois Red Cross Disaster Action Team Response (DATR) volunteers answer these ques tions. As a DATR trainee, Myra Gummersheimer helps supply emer gency food, shelter, and comfort to fire victims. She's also training to assess the home's fire damage and get replace r :nt items for the family. Myra likes working for the Red Cross because it enables her to provide a com munity service. "I've always liked the Red Cross. I used to volunteer even in high school. I feel better when I'm giv ing of myself to someone who needs my help," Myra says. Mike Frederick Laboratory Superintendent Heart-to-Heart Program, Jewish Hospital Once a week Mike Frederick visits the Coronary Care unit at Jewish Hospital to help boost the spirits of post-operative heart surgery patients. He listens to tt : concerns and discusses their fears. As a volunteer, Mike's role is not as a medical advisor or a counselor, but that of a friend. He helps patients get through post-operative depression, a common occurrence, and reassures them that recovery is possible. Mike is able to help heart surgery pati 's because he's been there himself, k 'eptember 1985, Mike suffered a mild heart attack. His post-operative experiences during recovery time led him to be a volunteer. "Following surgery, I experienced the blues and there was a gentleman who came and talked to me, and it cheered me up," says Mike. "At that time,_I m: - a promise to myself that when I Sot setter and recovered, I'd also be a volunteer." Mike is a Monsanto Volunteer Excel lence Award nominee. Jim Pace Safety Supervisor VP Fair Red Cross Have you ever wondered what hap pens behind the Red Cross tent flaps at the VP Fair? EMT Jim Pace has seen it all as a VP Fair First Aid Station Captain. During the three-day event, Jim is on Wharf Street from 8 a.m. until 1 a.m. treating everything from minor scrapes to gun shot wounds. Jim remembers the year the VP Fair parade was held during the day. The parade included members of several high school marching bands, who wore their winter uniforms in 90 degree heat. "My station was at the parade's end and it was like those kids saw the Red Cross sign and dropped," Jim recalls. "We had almost 200 kids suffering from heat exhaustion. We stripped off their uniforms and doused them with water. We had uniforms strung out all over Wharf Street! "Everything turned out okay," Jim adds. "None of those kids went from heat exhaustion into heat stroke." Paul Neuhoff Instrument Engineering Specialist Boy Scouts During the 12 years Paul Neuhoff was a Scout Master for the St. Louis scouts, he taught youngsters about camping by encouraging teamwork. "When you camp out in the woods you learn how to cook, set up camp, and work with others," Paul explains, "'ibu learn how to cooperate as a team member." Working with the scouts has also brought out the inventor in Paul. Some of the camping accessories he has made are cooking stoves from tin cans and a folding camp bulletin board from ply wood and cardboard. Paul also intro duced a method of preventing trail erosion in Missouri after seeing it on hiking paths in Colorado. Now, the method is included in the National Scouting Handbook. Paul plans to someday pass his inven tions on to other Scout troops. "I hope to write a book about gadgets for inex pensive outdoor camping equipment," he says. OSH l3*3l0 20 Charlie Brown Pipefitter H.I.S. K.I.D.S. Bob Kronk Mechanical Designer H.I.S. K.I.D.S. Charlie Brown and Bob Kronk volun teer for Happiness Is Serving Kids In Distressed Situations (H.I.S. K.I.D.S.) by helping provide food, shelter, trans portation, and emotional support for the families of seriously-ill children. Together, they estimate spending over 1000 hours a year at H.I.S. K.I.D.S. headquarters in Highland, Illinois. Both Charlie and Bob agree that the time they spend is nothing compared to what they receive. "When you're helping these families you know it doesn't mean their child will get well, but it gives the families an uplift to know somebody else cares," says Charlie. "I've learned what joy is by volunteering for H.I.S. K.I.D.S." Bob shares Charlie's feelings. "I get satisfaction from seeing the families smile and knowing that we're helping them get the basic necessities they need to survive." Bob and Charlie are Monsanto Volun teer Excellence Award winners. Bob Spells Fabrication Mechanic Junior Achievement, East St. Louis Bob Spells has 13 years of service as a Junior Achievement (JA) advisor at the East St. Louis center -- the most consecutive years of service of any ad visor in the Illinois program. As a former achiever himself when he at tended East St. Louis High School, Bob helps teenagers benefit from the oppor tunities the program offers by providing leadership, advice, and a sense of pride and responsibility. Bob's dedication to JA is evident. Many of his achievers have gone on to college or good jobs. He's particularly proud of one East St. Louis achiever who won a full four-year scholarship to Washington University. "I enjoy giving something back to the community by passing on what I learned from Junior Achievement as an achiever," says Bob. Bob is a Monsanto Volunteer Excel lence Award winner. Haig Ohanian Storeroom Lead Man Charity Fund Drive Jeannine Stapleton Truck and Crane Operator Charity Fund Drive When WGK employees think about the Charity Fund Drive, Krummrich's annual fund raising event, two people immediately come to mind -- Haig Ohanian and Jeannine Stapleton. For the last several years, Haig and Jeannine have helped organize the fund drive, coordinated canvasser training, and kept enthusiasm high. In 1987, the Charity Fund Drive raised over $58,414 in pledges. Haig says that he volunteers because, "There are so many people in the com munity that need assistance. Ijust want to do what I can to help others." Jeannine shares Haig's feelings. "The Charity Fund Drive is the most reward ing volunteer experience I've ever had. It's great to see the employees pitch in and contribute to something that helps so many people." Haig and Jeannine are Monsanto Volunteer Excellence Award nominees. In Case of Emergency... It's 2 a.m. on a starless, summer night. A chemical tanker passing through your neighborhood attempts a sharp turn and skids, swings against a lamppole, and springs a leak. The chemical identity is unknown to all but the driver who has passed out from the fumes. A misty cloud has formed over the truck and a mild breeze is wafting the cloud closer to the sleeping resi dents. How can a community prepare for such a disaster? Industry, government and communi ties are getting together across the United States to address that very issue--planning for chemical emergen cies. These cooperative efforts are man dated by a new law, the Emergency Planning and Community Right-toKnow Act of 1986, or Title III, which was passed by Congress last fall as part of the reauthorization of the Superfund Law. Title III also required Monsanto and thousands of other businesses to communicate an extensive amount of information to the public--information on the use and storage of hazardous and toxic chemicals as well as releases of those chemicals into the environment. State and local organizations have been formed to implement these pro grams. The governor ofeach state estab lished a state emergency response commission to help set up local emer gency response committees, which are responsible for developing local emer gency plans. The local committees will also establish procedures for answering public requests for information. The St. Clair County Local Emer gency Planning Committee (LEPC) is currently developing an emergency plan for the county, and will submit the plan to the state commission by October 17, 1988. The emergency plan will be dis tributed to all county police and fire departments, elected officials, Emer gency Service and Disaster Agencies (ESDA), industries, hospitals, and other emergency organizations. The LEPC also conducts training sessions on hazardous material awareness for emer gency responders and expects to hold an emergency drill in 1989. Representation on the St. Clair County LEPC is diverse, including members from all walks of life, representing various communities throughout the county. Committee members are: Chairman Don Mayer (Community Awareness and Emer gency Response Program), Bill Schreiber (St. Clair County ESDA), Bob Murphy (Monsanto), Greg Render (Signal Hill Fire Department and Gate way Hazardous Material Network), George Foster (East St. Louis ESDA), Ron Schubert (Farm Bureau), Jackie Willmann (Belleville Memorial Hospi tal Paramedics), Kevin Hutchinson (St. Clair County Health Department), Homer Stemler (People Against Land fills), Jeff McCalmon (Continental Cablevision), Mark Eckert (Red Cross), Rich Rutherford (Ethyl Corporation), Bill Gamblin (St. Clair County ESDA), Tom Holbrook (St. Clair County Board), Harry Foster (Dupo Fire Dis trict Trustees), Rick Arnold (Belleville News Democrat), Jeff Carlton (Pfizer Pigments), Terry Walther (Belleville Memorial Hospital), Walter Ford (Dupo Police Department), Debra Moore (St. Clair County Red Cross), and Mearl Justus (St. Clair County Sheriff). According to BUI Schreiber, who serves as the LEPC Information Officer, "the LEPC is very important to the community. I am pleased with the par ticipation, especially from the industry side. They have been very cooperative and their input is very important." The LEPC meets monthly at the Belleville Health Department. The meetings are open to the public. For more information, contact Bill Schreiber at the St. Clair County ESDA office, (618) 277-3012. The St. Clair County LEPC is working to protect the community in case of emer gency. Pictured (L-R) are some of the members at a monthly meeting: Bob Murphy, Harry Foster, Greg Render, Don Mayer, Ron Schubert, and Bill Schreiber. ~ os* 136312 22 Three cheers for Rich McDonnell, who volunteers for the Cahokia Fire Department. Return Requested Bulk Rate U.S. Postage PAID St. Louis, MO Permit No. 455 DSW 136313 STLCOPCB4036279