The Company is a market leader in manufacturing large, complex forged components. Company History: Ladish Co. The aerospace market accounts for about 90 percent of sales; jet engine forgings alone account for 70 percent. Origins According to the Ladish Co.

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The Company is a market leader in manufacturing large, complex forged components. Company History: Ladish Co. The aerospace market accounts for about 90 percent of sales; jet engine forgings alone account for 70 percent. Origins According to the Ladish Co. Ladish bought a steam hammer, setting himself on the track of becoming "Axle Forger to the Industry. New products included aircraft brake drums. During the war years, components for critical U.

The company also supplied engine crankcases. In addition, it developed advanced, high-strength alloys and installed new hammers for forging them. The company was employing about 7, people in four plants. A new plant was added in Kentucky in , as the company continued to supply the space program.

Ladish built a factory in Arkansas in to make industrial supplies. It continued to upgrade its Cudahy forging operation, making it larger and hotter. It produced steel-alloy forgings for use in nuclear equipment and oil wells.

Ladish was forced to contend with a strike in April While Ladish used alternate employees to keep its production lines moving, its clients such as General Electric searched for alternate sources. At the same time, two critical metals, titanium and cobalt, were in short supply. The strikes at Ladish and at Fafnir Bearing Co. ACF already had purchased a five percent interest in Ladish in June.

This bidding war came at a slow period for the U. Italy, West Germany, and Japan were beginning to develop considerable competition abroad. But it could not keep its prize acquisition for long. The new businesses gave Owens Corning an entry into the aerospace market, but also exposed it to the vagaries of defense spending. Within two years, Owens Corning sold Ladish as it came under threat of a hostile takeover. Crisis in the s The early s were catastrophic for the aviation industry.

The Persian Gulf War stifled world tourism and a global recession compounded difficulties. Privately owned Ladish experienced its worst losses ever and was losing market share rapidly. In Ladish closed its Los Angeles forging operation as a result, eliminating jobs. The closing left the company with three facilities, in Wisconsin, Kentucky, and Arkansas. It emerged from bankruptcy protection in April. Lagging a few years behind its larger competitors, the company embarked upon a massive competitiveness campaign.

After turning to outside consultants for guidance, it initiated many of the employee empowerment measures popular at the time. Ladish kept employees notified of financial and marketing information via e-mail memos and periodic staff meetings.

It also started an incentive payment plan. The company employed "synchronous manufacturing" techniques of controlling work flow throughout its plants. Process improvements included reducing batch sizes. Speaking to Aviation Week and Space Technology, a company executive characterized "the speed issue" as the key to improving costs as well as performance.

Ladish also attempted to coordinate such improvements across the whole supply chain, from vendors to customers. Ladish teamed with Paramount, California-based Weber to enter new markets. Although in this instance another company brought a unique piece of equipment to the deal, Ladish was already the sole source for several products, such as certain massive rocket engine parts.

Kerry L. Woody was named president in The company employed 1, at the time. The company bought Stowe Machine Co. That site employed 40, making jet engine components. Rival Wyman-Gordon bought Cameron Forged Products from Cooper Industries, reducing the number of competitors, but making Wyman, already the industry leader, an even larger player.

Lead times and on-time deliveries improved drastically, and the company handled its raw materials inventories more efficiently as well. In addition, the aircraft industry as a whole was facing a boom time.

In late , the company announced plans to sell some of its stock on the market to raise capital and to enhance shareholder liquidity. Some shares, given to creditors in its bankruptcy settlement, already had been trading over the counter.

By August it was planning a stock buyback and looking for other machining and forging companies to acquire to increase its product line and make its stock more attractive. At this time, the company was practically debt-free and aiming for 40 percent growth by , mostly through acquisitions.

Although the Asian financial crisis had begun to affect sales at Boeing and Airbus, sales of helicopters and business and regional jets were increasing. The company also had a steady business in replacement parts.

The booming commercial aviation market in the late s kept suppliers working at full capacity. This led many to focus on improving on-time performance rather than worry about market share, according to a Ladish market survey.

Manufacturers also chose to enter longer agreements with fewer vendors. Ladish announced that it was cooperating with the Chinese aviation industry in It arranged to buy 1, tons of titanium ingot from Sino-Titanium.

In July , Ladish teamed with Falk Corp. Concerned the company was being undervalued in the stock market, Ladish management announced that the company was buying back more shares in August , further increased by 50 percent the following May. The company also instituted a poison pill plan in September to ward off potential takeover attempts. On December 2, , Boeing announced that it was cutting production 25 percent and laying off 48, workers.

The worse-than-expected news worried suppliers on all levels of the still recovering aviation industry. The press was down for nearly three months, costing several million dollars in repairs and millions more in lost revenues. Afterward, Ladish was able to boast higher efficiency from the repaired equipment. By early , Ladish was reporting drastically reduced earnings, in part due to its press failure. Earnings continued to fall into the second quarter.

As business slowed, Ladish offered its aging workforce retirement incentives. It then brought back apprenticeship programs to deal with a generational shortage of skilled labor. Despite all this, Ladish continued to invest for the future, buying precision machiner Adco Manufacturing of South Windsor, Connecticut. Adco employed about 30 people and was to be folded into Stowe.

Principal Subsidiaries: Stowe Machine Co. Camia, Catalina, and Dale D. Rohan, Thomas M. Savage, Mark, "Cudahy, Wis. Schlesinger, Jacob M. Velocci, Anthony L. Wetmore, Warren C. James Press,



Ladish Valves Ladish Valves have been produced in the U. Ladish Valves is recognized as the premier manufacturer of stainless steel and high nickel alloy gate, globe, and check valves. Ladish Valves corporate headquarters in Houston, Texas is ideally positioned to serve its customer base. All engineering, manufacturing and sales of Ladish Valves parts and services function through this location. Ladish Valves principle business activities include the following: Manufacturing to strict specifications and industry standards Continual product improvement through research and development Maintain and control extensive inventory levels Technical and customer support Ladish Valves has developed and implemented our Quality System to ensure that its products and standards meet or exceed the rigorous manufacturing and safety requirements demanded by our customers. Our Quality System is considered by the management of Ladish Valves to be an integral and essential part of the company operations. The swing check valve is used to prevent back flow in the line.



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