Waide, Ben (interviewee), Plasky, Joseph G. (interviewer)
Waide details his career in various positions within DuPont Co. He began his career in Industrial Engineering at Seaford but was quickly reassigned as a process development engineer on the BCF Nylon process working to increase throughput. This led to an assignment as a first line supervisor on shifts and then to a section supervisor on shifts. These assignments were required of management personnel at Seaford. He was later Area Supervisor in nylon staple. Waide discusses the equipment and processes in both BCF (bulked continuous filament) and staple at the Seaford, Delaware facilities.
Waide details his next assignment in Wilmington in the normal management progression serving BCF and Fiberfil. Then, he was assigned to a spunbonded special assignment to study the future of Sontara. Waide discusses the cost accounting problems that were misleading to the analysis of this product. As a result of this work, he moved to Spunbonded Superintendent at Old Hickory and then to Dacron Superintendent. In this position, he was part of the team that contended with a major unionization campaign. He then moved to Plant Manager at Seaford, where he was allowed to run the plant without much outside influence. His statements on functionality responsibilities getting in the way of business success are interspersed throughout the interview but become more focused as the discussion continues. Waide also gives insight into the management change in the Films Department to the SBU (strategic business unit) development, which left the old functional organization concept.
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.
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.