AstenJohnson’s Zero Accident Culture: Safety Rooted in Care

In January, AstenJohnson’s Clinton, SC facility hosted OpExChange members for an exclusive visit, providing a firsthand look at the company’s unique culture and operations.

The event spotlighted AstenJohnson’s core focus on safety, employee retention, and operational excellence, drawing attention to its longstanding dedication to continuous improvement and collaboration.

The visit was led by three seasoned leaders: Ron McKenna, President of AstenJohnson PMC North America; Mike Cuggy, Corporate Development Leader; and Scott Dudley, Site Leader of the Clinton facility. With an average tenure of 35 years, their deep experience and commitment exemplify the company’s emphasis on employee loyalty and long-term engagement.

Since joining the OpExChange in 2019, AstenJohnson has been an active and engaged member, achieving Bronze-level membership and earning recognition for its collaborative spirit. Notably, the company was honored with the prestigious “Collaborator of the Year” award in 2021, just two years after becoming a member. This recent plant visit served as a testament to AstenJohnson’s commitment to sharing best practices and fostering a culture of learning among its peers.

AstenJohnson Corporation

Ron McKenna warmly welcomed the group and provided an overview of AstenJohnson’s rich history and operations. AstenJohnson is a remarkable 235-year-old, privately-owned company that is family-owned. Its origins stem from the 1999 merger of two-family businesses: the Johnson family’s Manchester Wire Works in England and the Asten family’s manufacturing company in Belgium.

Headquartered in Charleston, SC, AstenJohnson operates ten facilities worldwide, including eight in North America, and employs 2,100 associates. The company specializes in creating high-performance products primarily for the pulp and paper industry while expanding its footprint in the nonwoven sector.

Ron, who serves as President of AstenJohnson’s Paper Machine Clothing (PMC) division, explained the critical role their products play in paper production. The fabrics they manufacture function as continuous mechanical conveyor belts that aid in the papermaking process by separating water from paper fibers. He described how pulp enters the paper machines as a slurry, consisting of 99% water and 1% fiber, and is transformed into paper within minutes. AstenJohnson’s products are essential in this process, transporting the material through various stages while efficiently removing water. With the wide variety of paper products manufactured, the fabrics are tailored to meet highly specific requirements, ensuring optimal performance and efficiency.

The Clinton Facility

Scott Dudley, the site leader for AstenJohnson’s Clinton facility, brings nearly 15 years of experience at the location. Before his tenure in Clinton, Scott spent 18 years at other AstenJohnson facilities, including playing a key role in starting up a plant in China. His deep expertise in operations and leadership has been instrumental in the success of the Clinton site.

During the visit, Scott provided an in-depth overview of the facility. The nearly 60-year-old plant spans 325,000 square feet and employs approximately 190 associates. Operating seven days a week, the Clinton facility specializes in manufacturing press fabrics for the papermaking industry. As previously mentioned by Ron, different paper products require highly specific fabrics, and Scott elaborated that the Clinton site produces over seven hundred unique part numbers to meet the diverse needs of their customers.

Scott also explained the fundamentals of the press fabric manufacturing process, focusing on the importance of two key components: the base and the batt.

• The Base: Serving as the foundational layer, the base provides the structural integrity, dimensional stability, and mechanical strength necessary to withstand the high pressures encountered during papermaking. It is woven from nylon monofilament to ensure durability, optimize water drainage, and maintain its shape under demanding conditions.
• The Batt: This surface layer delivers essential properties such as enhanced water removal and smooth contact with the material being processed, like paper webs. Made from fine synthetic fibers, the batt is densely felted and securely needled onto the base. This design protects the base from wear, aids in water absorption and removal, and ensures the fabric meets the specific performance requirements of each application.

Together, the base and the batt form a press fabric that is both durable and highly effective, tailored to the rigorous demands of industrial applications like papermaking. Scott’s detailed explanation underscored the precision and craftsmanship required to produce these critical products, further showcasing the Clinton team’s expertise and commitment to excellence.

The Clinton Culture

Scott highlighted that AstenJohnson places a strong emphasis on fostering a family-oriented culture. “We are more than just a company; we are family,” he explained. This sentiment is a cornerstone of their identity and has been instrumental in building a loyal and highly tenured workforce. However, with many experienced employees reaching retirement, the company is also navigating the transition to a newer, younger generation of workers.

To attract and retain this emerging workforce, AstenJohnson actively promotes its family culture as a recruitment tool, though Scott acknowledged that the concept of “family” can sometimes be intimidating to younger employees, as it may imply a significant level of commitment. Despite this, the company remains steadfast in preserving its culture and ensuring it resonates with all employees.

Engagement is a key focus at the Clinton facility, and the leadership team takes deliberate steps to nurture it. Employees are rewarded for positive contributions, with recognitions and prizes for achievements such as “Safety Action of the Year” and “Continuous Improvement of the Year.” Beyond these formal awards, the team also prioritizes small, meaningful gestures to foster a sense of appreciation, such as introducing handwritten thank-you cards to recognize individual efforts.

As part of the OpExChange visit, Scott encouraged attendees to engage with the Clinton team directly on the shop floor, offering an opportunity to see firsthand how AstenJohnson’s culture of family, recognition, and engagement is embedded in daily operations.

What is Zero Accident Culture (ZAC)?
Mike Cuggy, who has been with AstenJohnson for nearly 36 years, has played an instrumental role in shaping the company’s safety and operational excellence initiatives. For the past 18 years, Mike focused on global operational excellence, prioritizing safety and lean manufacturing across their sites. Now serving as Corporate Development Leader, he remains deeply involved in advancing AstenJohnson’s Zero Accident Culture (ZAC) program.

Mike framed ZAC with a simple yet powerful statement: “We are a caring company. How can we truly be a caring company if we’re not doing everything possible to prevent accidents?”

ZAC is more than a safety program; it is a cultural journey. Introduced in 2016, it defines an environment where every associate takes personal responsibility for their safety and the safety of others. The program is built on three core values – Accountability, Commitment, and Trust – which serve as its guiding pillars.

Mike shared that company’s reputation is making an impact. A recent hire joined AstenJohnson specifically because she had heard about the company’s commitment for caring for its employees and providing a safe workplace.

ZAC Safety360: Elevating Safety to New Heights

Scott Dudley elaborated on AstenJohnson’s newest advancement in their Zero Accident Culture (ZAC): the ZAC Safety360 program. This initiative represents the company’s commitment to continuous improvement by building on the foundational ZAC principles with a heightened focus on leadership engagement and advanced safety training. The goal is to create an even safer workplace and foster deeper connections among associates. The program is structured around four key quadrants, each playing an essential role in advancing safety:

1. My Values
   This quadrant emphasizes understanding the personal “why” behind safety. Associates are encouraged to reflect on why safety matters to them on a personal level, beyond simply following rules. A vital component of this is the Safety My Voice initiative, which invites employees to share their stories and perspectives on safety.

   Scott highlighted the impact of this approach, explaining that it builds a sense of family and connection within the team. “It’s not just about understanding why safety is important to me,” he said. “It’s about helping others see why it’s important to me.” This shared understanding fosters stronger bonds among coworkers. Scott illustrated this with a personal realization: “That’s not just my needle-loom operator on second shift. That’s Bill.”

2. My Behaviors
   This quadrant focuses on practicing and modeling safe behaviors. Associates are encouraged to take personal responsibility for their own safety and the safety of others by speaking up when they see unsafe actions. Accountability plays a key role, as does recognition – acknowledging and rewarding colleagues who consistently demonstrate safe behaviors and practices.
3. Our Systems
   Policies and procedures form the backbone of this quadrant. Effective communication and clear instruction of safe work processes ensure all associates understand and follow safety protocols. This quadrant also encompasses:
   • Goals and Metrics: Proactively establishing goals and actions that drive safety outcomes, tracked through performance metrics to measure progress and success.
   • Care Management: Prioritizing associate well-being and reducing risks during and after incident responses, ensuring a compassionate and thorough approach.
4. Our Culture
   The final quadrant focuses on fostering a safety-first culture through:
   • The ZAC Pledge: A personal commitment to safety by being accountable to oneself, committed to family, and trusting coworkers.
   • Trust: Building confidence that team members will honor their safety commitments and work together to protect one another.
   • Safety Teams: Collaborative groups that identify risks and implement improvements to maintain a safe and supportive workplace.

Scott emphasized that ZAC Safety360 is more than just a program; it is a cultural transformation. It embodies AstenJohnson’s dedication to creating a workplace where associates feel valued, protected, and empowered to thrive.

This ongoing initiative demonstrates AstenJohnson’s commitment to safety, ensuring that every associate not only works in a secure environment but also plays an active role in fostering that environment. It reflects the company’s belief that a culture of safety is integral to achieving both personal and organizational success.

The Plant Tour

The plant tour offered visitors a firsthand look at AstenJohnson’s expansive and well-maintained facility. The group was divided into four smaller teams, each guided through the plant. Many attendees remarked on the facility’s cleanliness and bright lighting, which enhanced the overall impression of an organized and welcoming workplace.

The plant’s culture of longevity and loyalty was clearly evident throughout the tour. Employee tenure runs deep – not just among leadership but across all levels of the organization. During the tour, several hourly associates proudly shared that they had been with the company for over 30 years.

One of the most striking aspects of the tour was observing how comfortable the hourly workforce was interacting with Ron McKenna, AstenJohnson’s president. Associates approached him to shake hands or even shouted warm greetings from across the facility. This natural, unforced camaraderie spoke volumes about the inclusive and supportive culture that has flourished within the organization.

Scott highlighted the company’s ongoing investments in its people and equipment. He showcased several major capital improvements, including two massive carding machines, commissioned in 2018 at a cost exceeding $20 million. These machines are critical for creating the fiber web used in the Batt layers, underscoring the company’s commitment to continuous improvement.

Despite the advanced technology, the process still relies heavily on craftsmanship and precision. Scott explained the critical nature of certain operations and their direct impact on customers. For example, creating a high-quality seam on the ends of the fabric sheet is essential. A poorly executed seam can significantly reduce the fabric’s lifespan and cause downtime for the customer’s machinery.

One of the most memorable moments of the tour was meeting Tammy Snead, a 37-year company veteran who has spent the last 20 years mastering the critical seam operation. Tammy’s enthusiasm and dedication were infectious as she explained her role and how she trains new associates. She described her responsibility as preparing new hires to be “manufacturing ready.” Tammy recounted training a new associate who had never worked in a manufacturing environment before, noting how she quickly recognized the new hire’s ability to follow instructions. When asked about the biggest challenge in training, Tammy responded, “Teaching them to see,” emphasizing the importance of attention to detail in her craft.

The needling process was another highlight of the tour, involving a massive machine that plays a crucial role in fabric production. Needling bonds the batt layers to the base fabric by mechanically interlocking fibers using barbed needles. It does this at a rate of about 1,200 strokes per minute. The process is carefully calibrated to achieve the precise density and structure required for press fabrics. With coarser fibers placed closer to the base and finer fibers layered near the paper-contact side, the resulting press fabric is robust and durable, capable of withstanding the intense pressures of paper machine operations.

Throughout the tour, the emphasis on safety was evident. A unique feature of the ZAC Safety360 program is the “Why I Work Safe” initiative. Employees post photos and personal stories on a board, sharing their motivations for prioritizing safety, such as family or hobbies. Scott explained how this approach “humanizes” coworkers, helping employees see each other beyond their roles. For example, someone might learn that their colleague has three kids and enjoys playing soccer, fostering a deeper sense of connection and care within the team.

The plant tour was a vivid demonstration of AstenJohnson’s commitment to safety, craftsmanship, and culture – qualities that not only drive operational success but also create a workplace where employees feel valued and proud to contribute.

The Heart of Authentic Culture

Creating a meaningful and lasting culture does not happen by chance, nor does it come from simply implementing programs or policies. At AstenJohnson, the transformative initiatives like ZAC and ZAC Safety360 work because they are deeply rooted in genuine care and having “a heart” for people. Leaders like Ron McKenna, Mike Cuggy, and Scott Dudley exemplify this dedication through their decades of service and focus on fostering an environment where associates feel valued, safe, and connected.

However, the success of these leaders is also a reflection of AstenJohnson as an organization. By empowering its leaders with the tools, resources, and trust to drive cultural transformation, AstenJohnson creates the foundation needed for programs like these to thrive. Their leadership ensures that safety, engagement, and excellence are not just goals – they are part of the company’s identity and reputation.

It is this authentic, people-centered approach, supported by an empowering organization, which allows AstenJohnson to not only sustain its family-oriented culture but also thrive as an industry leader, inspiring other manufacturers in the OpExChange to do the same.

About AstenJohnson

AstenJohnson is a global manufacturer specializing in paper machine clothing, with a rich history dating back to 1790 when the Johnson family first opened Manchester Wire Works in England. Today, the company supplies essential products like press fabrics, forming fabrics, and dryer fabrics to papermakers in 56 countries. Headquartered in Charleston, South Carolina, AstenJohnson has grown through strategic mergers and global expansions, particularly in Asia and Eastern Europe.

The company operates eight manufacturing plants across North America, two in Europe, and one in Asia. They have established a strong international presence, helping create various paper types including tissue, communications, and packaging materials. With a commitment to innovation and understanding papermaking operations from headbox to reel, AstenJohnson has become a trusted partner for paper manufacturers worldwide. Website: https://www.astenjohnson.com/

About OpExChange

The OpExChange, an SCMEP program, is a peer-to-peer network of manufacturers and distributors in South Carolina known for generating success for members through benchmarking and best practice sharing. Member companies host events and share practical examples of industrial automation, lean manufacturing improvements, and leadership development. It is an invaluable resource to South Carolina companies that provides access to others who are on similar improvement journeys. If your company is interested in participating in this collaborative effort to improve both the competitiveness of your operation and South Carolina, contact Mike Demos (mdemos@scmep.org). More information and upcoming plant visits are available on the OpExChange website www.OpExChange.com.