Harris, Joyce (interviewee), Plasky, Joseph G. (interviewer)
In her interview, Joyce Harris describes her career at the DuPont Kinston plant. As a child, she lived in Rocky Mount, North Carolina, where her parents worked in the local cotton mill. Later they moved to the Virginia Beach area to help with the war effort. Her father was hired at DuPont on start up as a mechanic and the family moved to Grifton, which at the time was becoming the community for the DuPont workers. It was in this environment that Harris finished school and after year in nursing school applied for a job at the DuPont Kinston. During this time, she married Roger Harris (whose interview is also archived). She was offered a position at DuPont and her first assignment was bobbin prep, a standard entry level job at the plant which entailed cleaning yarn from spinning bobbins and inspecting them prior to reuse.
Harris then moved to the Draw wind area. At the time this was an all-women assignment. The spinning assignment was all men at the time. The assignments which Harris explains was to doff, restock, restring, and patrol the machines. She could not remember the number of machines but it was a lot. This was the end of the two step yarn production process where the yarn was drawn, twisted and wound on customer bobbins. Harris describes the different jobs within the draw winding area.
Harris then got a transfer to the PT lab by an ambiguous job selection process. Harris felt comfortable in the new role, and she explains the test machines prior to automation and after automation, concluding that manually testing was far less accurate than the automated testing. She describes all the yarn test machines and their purpose. As management changes allowed her to increase her responsibility she did so, becoming the scheduler for group.
Harris also describes the maternity leave policy for Kinston. The policy was clear and unchangeable but required the mother to leave at 5 months and return 2 months after birth. Service was lost during this period but the job was saved for the employee's return. Harris recalls the early policy (1961 to 1964) but is unclear as to later changes.
Harris, Roger (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Roger Harris describes the progression system at the DuPont Kinston, North Carolina, works and the machine operation in both the staple and yarn area in the late 1950's and early 1960's. Harris was in yarn and made several significant contributions to the operations which he describes in fair detail. Harris also details progressing from the plant entry level to the highest level of the nonexempt progression system. He describes utilizing his creativity to make improvements to the operations at Kinston and the support he received in his efforts by plant supervision. As things changed over the years the Technical Assistants (TA), as Harris was, were given more authority and responsibility and Harris relished this change. He describes being one of the first TA's given assistance to operations (ato) in the spinning area. an assignment with much responsibility. Harris was later assigned to the CP area as the ato TA, the position he held at retirement. He finally remarks on his role as secretary of the Retired From DuPont (RFD) club for the Kinston plant.
Estes, Cheryl (interviewee), Plasky, Joseph G. (interviewer)
In her interview, Cheryl Estes provides insight into the experience of female employees at the DuPont Martinsville, Virginia plant. Estes describes her first job as a wage role operator in the textile area organization and work crews, detailing that the textile area contained 350 drawtwisters with 144 "women's only" operating positions on each drawtwister. Estes describes the changing policies for female employees during her time at Martinsville, significantly that that plant jobs were opened up to all employees regardless of sex and the maternity leave policies were updated. Once the jobs were opened, Estes describes how she progressed to higher levels with the goal of entering a craft position. Testing was required for entry and Estes studied and passed the test. DuPont supported her during a three year period of study at a local community college to become a plant electrician. Estes describes her completion of the work and assignment as a relief shift electrician. Her next move was to a group called field maintenance which had construction responsibility for the plant projects. Estes advanced to maintenance planner, which was a promotion from wage roll to nonexempt.
Estes also speaks about the shutdown of the Martinsville and mentions that many employees believed the local union and its hostile attitude toward DuPont was at least partly responsible for the closing.
Crainshaw, Dwight (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Dwight Crainshaw discusses his career as an operator at the Cape Fear site, where he was the first operator to be hired. Crainshaw describes how he opted for the operations job after deciding he did not have the basic skills to be a mechanic. Since the highest skill level in operations was the continuous polymerization operator (CPO) this was the assignment for Crainshaw. DuPont gave him and others a six month training program aimed at understanding the polymerization process. This was book learning in the plant under construction. Since Crainshaw was hired first and went directly to CPO he completely bypassed the spinning assignments, which was very unusual. He discusses many events where he (and others) took the lead to address and correct a problem. He mentions the "minimum adequate" concept that was used to build this plant. This was a clear attempt to avoid the excesses that existed in previous plants. The concept "not to staff for emergencies" is also mentioned and was one of the key principles of the Cape Fear Plant. Crainshaw worked as CPO for a number of years and related his experiences in that assignment and then he moved to power. He discusses the power operator assignment and how two operators ran the area, and this was a good example of the "not to staff for emergencies" concept. He also mentions the Iranian trainees and offers his viewpoint of their brief training period.
Clark, Wayne (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Clark describes his career at the DuPont Co. Martinsville, Virginia, works. Clark describes knowing what he wanted to do and preparing himself to progress. He discusses the quirks available within the plant progression system such a "buying" a shift and being "frozen" in his job and going through spinning on paper. He describes progressing to a group 6 pipefitter, a prestigious position, by studying and applying himself. He was promoted to first line supervisor in operations at first. He supervised one half of the beaming area, which was all women and proved to be a unique experience for him. Later he move through a number of exempt jobs with one period as a shift supervisor in the Power House. The Power House was responsible for supplying services to the operations and Clark notes importance of this job. He indicates he was not comfortable with the assignment and moved out after a period of time, a move that was not unusual at the time.
Clark was recognized as a people person and assigned to Engineering as a resource person. Clark discusses from his viewpoint the impact the Martinsville local union had on the plant shut down decision, a viewpoint which is widely held by others familiar with the circumstances. Clark held a wide variety of assignments and mentions the people he worked for and with during his career; this description serves as a makeshift organization chart of the plant.
Clark, Hazel (interviewee), Plasky, Joseph G. (interviewer)
In her interview, Clark discusses the area jobs women had in the "textile area" of the DuPont Martinsville, Virginia, works. DuPont employed about 2500 women, most of them worked in the beaming and textile areas. Clark worked in these areas and describes the work assignments, providing insight into the way DuPont managed female employees in the 1950's through the 1970's. She discusses the draw twisting process in detail, which was the basis for the early nylon production process and the reason DuPont employed large numbers of women at the early textile yarn plants. She also comments on the enforcement of the disability program and smoking rules at the plant. Clark also describes her movement around the plant as a secretary after earning a business degree and various other areas she worked, providing additional insight into the plant organizational structure.
Hall, John (interviewee), Plasky, Joseph G. (interviewer)
John Hall describes his career as an operator at the DuPont Martinsville plant, and his interview provides insight into plant life from a wage roll viewpoint. It provides a clear understanding of the problems and lack of solutions DuPont developed while trying to modernize the spinning areas.
Hall's early years describe what it was to live in the rural mountainous area of southwest Virginia. After several attempts he was hired by DuPont in 1968. It is significant to note that Hall describes the hiring as 500/600 in 1965 and 300 in 1968. He was in the latter group and the large group ahead of his affected his seniority all through his career.
Hall describes the T28 and T29 spinning machines which were the light denier modernized spinning machines. They were installed at Martinsville and later moved to Chattanooga. The process was not at all liked by the operators and Hall describes how and why. He relates the life of an operator in the spinning area and also relates various concerns about management decisions.
Flynn, Jim (interviewee), Plasky, Joseph G. (interviewer)
Flynn spends a significant portion of the interview discussing his role in the construction of a DuPont Poly Acryl plant in Iran. He recalls the difficulties faced during the process in detail, commenting on the complicated politics involved with the project and providing insight into the Textile Fibers Department's efforts at global expansion. Flynn also relates some details about the major change in the DuPont Engineering Construction Division from union shop to nonunion. The incident at the Cape Fear River is discussed and is a significant turning point in the move to nonunion. He also provides insight on the Engineering Department's shift from a "functional organization" to one more supportive of the businesses as prescribed by DuPont Co. management.
Krol, John A. (interviewee), Plasky, Joseph G. (interviewer)
In his interview, John Krol details the following three phases of his career: nuclear submarine development in the Navy, development engineer to senior management at DuPont Co., and his post-DuPont career serving on various boards in industry, education, and charitable organizations. Krol describes his early life in Massachusetts, crediting his grandfather for developing his sense of discipline, expectations, and high standards. He then details his education at Tufts, which he attended on an ROTC scholarship, and his post-college naval service. He describes his experience in an elite naval group working on nuclear submarine development under the command of Admiral Hyman G. Rickover.
Krol then transitions to his career at DuPont, explaining his reasons for this career shift. He describes the opportunities for career advancement available to him as he held a variety of engineering and management positions. Krol also discusses his experience in manufacturing at Old Hickory and relates some of the events around a threatened strike there. He then discusses his promotion to a marketing sales position and his later impact in the Agriculture Products Department. He then details his experience as President of the Textile Fibers Department and later as Chairmen of the Board of Directors and President of DuPont Co.
Jackson, Vann (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Jackson first addresses his early childhood growing up on a farm near the Kinston, North Carolina plant. He describes his first position at DuPont as a supervisor and his return to the company after leaving to finish college. He then describes the various roles he subsequently held throughout his career, particularly detailing his work on managed health care soon after its introduction at the Mt. Clemmons, Michigan paint plant.
Faigle, Gerald (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Gerald Faigle describes his experience in personnel management and his impressions on plant management over the course of his career with DuPont Co. Addressing his time at the Seaford, Delaware plant early in his career, Faigle details the work environment, plant management, and employee attitudes. He also discusses the Industrial Engineering function at Seaford and its role in the plant operations in the early 1960s. Faigle then describes the personnel and various incidents in the spinning area at the Martinsville, Virginia plant. <br>Speaking of his time as Planning and Control Superintendent and later Staple Superintendent at the Wilmington, North Carolina plant, Faigle describes the pressure to increase production and improve quality as well as personnel attitudes toward and efforts made to achieve these goals. Concerning the Old Hickory plant, Faigle comments on an anticipated strike and the efforts the plant management undertook to prevent it. He also remarks on the challenges he faced as plant manager at the Richmond, Virginia plant. Faigle also describes his time with the Chemicals and Pigments Department, commenting on the internal discussion surrounding Freon as a product. He finally remarks on his work in the Safety Group and his post-retirement safety consulting.
Ferguson, Richard (interviewee), Plasky, Joseph G. (interviewer)
In addition to describing his career in his interview, Richard Ferguson addresses a number of critical periods in the Textile Fibers Department from the perspective of management. He details his role providing support from the Employee Relations department in Wilmington to the various fibers plants as they dealt with a period of increased national union activity and local union strike activity. He describes his efforts as plant manager at Kinston to modernize the work force to meet the needs of the new Y6/Y7 Dacron plant, emphasizing personnel work and training.
Focusing on his final position as plant manager of the Cape Fear, North Carolina, plant, Ferguson describes the period of uncertainty in the fibers business during the 1990s. He mentions various difficulties that he had to face as plant manager, including involuntary labor force reductions, other cost reductions, and a dearth of capital funding.
Crickenberger, Raymond (interviewee), Plasky, Joseph G. (interviewer)
Ray Crickenberger's interview provides perspective on a career in management within the Textile Fibers Department at DuPont Co. Of particular note are Crickenberger's comments on plant engineering, project management of the Y6 and Y7 lines at Kinston, the effect of transfers on personal life, and the management of personnel problems at various plants.
Addressing his time at Seaford, Crickenberger describes the old spinning machines, a serious screwmelter explosion, and an interaction with the labor union. About his time in Chattanooga, he discusses an incident involving a visit by a Santa Claus as part of a safety program which surprised the Plant Manager as well as an effort to reduce continuous polymerizer (CP) overhaul time. Crickenberger discusses the DuPont approach to an anticipated strike at the Old Hickory plant and also mentions the periodic power failures at the plant and the relationship between plant management and Wilmington management. He also describes in detail his project management of the Y6 and Y7 lines at Kinston during his time as Design Project Manager, noting the major changes occurring within the engineering business during the time period.
Dawson, Leland (interviewee), Plasky, Joseph G. (interviewer)
In his interview, Leland Dawson speaks on the role of Industrial Engineering (IE) groups at DuPont Co. during the 1960s. In additions to overseeing manufacturing budgets and cost work, these groups were a key factor in final output decisions. Dawson also explains the significant planning function of the IE groups. Addressing his time with the Transportation and Distribution Department (T&D), Dawson describes the role of Staff Departments at DuPont during the period. T&D provided transportation equipment needed by the manufacturing departments.
Dawson also relates the development of the computer systems at the Kinston plant during his time with the Information Systems group there. He describes his role installing and maintaining the hardware from computers to communication systems. He also explains the broader computer systems development which took place from 1980 to 1992.
Sebastionelli, Matthew (interviewee), Hargreaves, Gregory (interviewer)
This interview, conducted by Gregory Hargreaves, took place in the office of Matthew Sebastionelli at River City Cannery, located at 6660 Santa Barbara Road Elkridge, Maryland 21075. Sebastionelli discusses his background in a military family, and early career in firefighting. An injury on the job forced Sebastionelli to reconsider his career options, a process that led him into the craft brewing industry. Lacking sufficient capital and expertise to open a brewery, Sebastionelli decided to try an innovative business model providing mobile canning services for craft breweries. Sebastionelli discusses the challenges of getting his business off the ground, which involved skills development, industry networking, and extensive assistance from his wife and business partner Ashley Sebastionelli. Sebastionelli has enjoyed considerable success with his business, such that he has expanded its offerings to include packaging brokerage services and co-manufacturing, co-packaging services for alcoholic and non-alcoholic craft beverage industries.
Atticks, Kevin (interviewee), Hargreaves, Gregory (interviewer)
This interview, conducted by Gregory Hargreaves, took place in the office of Kevin Atticks at Grow + Fortify, LLC, located at 6247 Falls Road Baltimore, Maryland 21209, on the morning of March 10th, 2016. In the interview, Atticks briefly discusses his personal and professional background, education and early career, before moving on to an in-depth discussion of his career in organizing and advocating for the local, craft alcohol industries in Maryland. Atticks began his career writing a book on Maryland wineries, which lead to deepening engagement with that industry. Atticks enjoyed considerable success leading the Maryland Wineries Association, helping to organize the industry, and winning advantageous changes to the law. Observing opportunities to replicate this success, Atticks founded Grow + Fortify, LLC to serve the trade associations of Maryland craft brewers and distillers in addition to wineries. Atticks also discusses the wide array of factors influencing the development of the craft alcohol industries, including market conditions, consumer culture, the environment, and quality control.
Murray, Robert (interviewee), Hargreaves, Gregory (interviewer)
This interview took place surrounded by cases of beer stacked to the ceiling in a storage room at State Line Liquors in Elkton, Maryland. Murray offers perspective on the craft brewing industry from the point of view of the alcohol retailer, detailing the evolution of the beer retail space over several decades. The environment yeilded excellent recording conditions, with the exception of music and occasional announcements coming over the public address system.
Trumbo, Benjamin (interviewee), Hargreaves, Gregory (interviewer)
This interview, conducted by Gregory Hargreaves, took place in the brewery of Pale Fire Brewing Company in Harrisonburg, Virginia, during a specially-arranged tour of the facility located at 217 South Liberty Street #105 Harrisonburg, Virginia 22801. Lead Brewer Ben Trumbo walks through the brewing process, discussing the equipment, ingredients, and processes involved in running a successful craft brewery.
Farber, Matthew (interviewee), Hargreaves, Gregory (interviewer)
This interview took place in the office of Dr. Farber on the Philadelphia, Pennsylvania campus of the University of the Sciences. Farber offers perspective on the science of brewing, and how it relates to the business and technology of the craft brewing industry. An expert on yeast, Farber's interview illustrates the craft brewing industry from the point of view of the laboratory.
Clough, Lori (interviewee), Hargreaves, Gregory (interviewer)
This interview took place in the taproom of 3rd Wave Brewing Company in Delmar, Delaware. Clough offers perspective on the processes of opening and running a craft brewery in an increasingly crowded marketplace.
This interview took place in the conference room of Heavy Seas Beer in Halethorpe, Maryland. Sisson offers perspective on the emergence and evolution of the craft brewing industry in the Mid-Atlantic, with particular emphasis placed on the challenges of the industry over time.
Finn, Kevin (interviewee), Hargreaves, Gregory (interviewer)
This interview took place in the banquet room of the Iron Hill Brewery and Restaurant location in Wilmington, Delaware. Finn offers perspective on the intersection of craft brewing and running a restaurant, drawing on his twenty years' experience in the industry.
Edelson, Mark (interviewee), Hargreaves, Gregory (interviewer)
This interview took place in the banquet room of the Iron Hill Brewery and Restaurant location in Wilmington, Delaware. Edelson offers perspective on the business and technology of craft brewing, with particular emphasis on the brewing process itself.