The Jennifer Claire Moore Foundation Logo
Director of The Jennifer Claire Moore Foundation, Allison Faircloth, excited about the arrival of their new sign provided by Vulcan Signs!
Playing an active role in supporting local community organizations is something that Vulcan has always made a top priority. By doing so, we are nurturing the development of countless programs that many of our employee-owners and their family members benefit from. The Jennifer Claire Moore Foundation is one type program we are proud to have supported over the years.
According to jennifermoorefoundation.com, “The foundation was named in honor and memory of Jennifer Claire Moore, a 16 year old high school student who lost her life to suicide in 1997. Jennifer’s family wanted to enable all young people to have access to assistance, understanding and positive reinforcement when they needed it. In the hope that something good could develop from the tragic circumstances of her passing, her family founded the Jennifer Claire Moore Foundation in 1998. Today, there are 47 schools partnered with the Jennifer Claire Moore Foundation to have Peer Helper programs serving a population of approximately 31,000 K-12 students in Baldwin County Public Schools, Bayside Academy, Christ the King Catholic School, Saint Benedict Catholic School and Alabama Gulf Coast Christian Academy. Suicide prevention is still a critical issue that is addressed by the program; however, many more emotional, societal, and educational issues are now additionally a focus of Peer Helpers in their respective schools.”
We feel honored to be able to partner with this incredible foundation that has impacted literally thousands of lives… and many more to come.
#alabamagulfcoast #community #lendahelpinghand
Has ordering marking products become too much of a chore for your corporation? Over the years, we have heard horror stories about how consistent ordering across multiple field locations is nearly an impossible task. One location orders flexible fiberglass markers from Company A, while another aluminum signs from Company B, while yet another orders from Company C. With no specifications to go by, it is easy for ordering to become a free-for-all and what you end up with is zero brand consistency among each location. You want your signage and pipeline markings easily identifiable whether you are in Texas or North Carolina, right? At Vulcan Utility Signs, we have developed a solution. Our Marking Standards Manual illustrates signs and markers specific to your corporation that are approved to order, along with item numbers and specifications. The manual is easily distributed in digital format, ensuring each field location will have easy access. It’s a no-brainer if you ask us. So go ahead, simplify! There is absolutely no reason why ordering marking products should be hard. Contact one of our knowledgeable customer service representatives at Vulcan Utility Signs to get started today! 1.800.426.1314 or email@example.com
Core competency is a term that has been used in manufacturing since the 1980’s. Although it isn’t a new concept, it is one concept that is definitely worth revisiting. It is defined basically as “a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace”1. However, core competencies are often confused with a company sticking to “what it’s good at.” Sticking to “what it’s good at” can often be a financially sound approach for a company to take, but at Vulcan we have found that utilizing core competency as it is truly defined is the key to success for us. Vulcan has a multitude of resources and skills across our integrated organization that requires continual “harmonization” in order to continue “distinguishing” ourselves in the industries we serve.
A word of caution… beware of developing a “silo mentality” defined as what can occur when a team or department shares common tasks but derives their power and status from their group. Those that develop this mentality are less likely to share resources or ideas with other groups or welcome suggestions as to how they might improve. Collaboration in a business culture with silos among teams or departments will be limited, unless collaboration benefits the members of the department. In addition, the members of a silo tend to think alike. They get their power from association with their function and shared technical knowledge.2
How are we making better use of our core competencies at Vulcan? There are several key projects already underway that have been engineered to highlight the processes in which “harmony” is at its highest among the plants. Consider some of the resources and skills that Vulcan has at our fingertips:
- We manufacture our own aluminum, which supplies all other plants with the raw material they use in their fabrication processes. How many aluminum manufacturers can say that?
- Chemical Conversion Coating (the best corrosion fighting coverage in the industry)
- High Volume-Low Mix Capability (Coil Fed stamping operations)
- Low Volume-High Mix Capability (Laser cutting and custom fabrication operations)
- Automated, Manual Screen Printing and Digital Printing Capability
- Metal Forming and Fabrication
As we continue to implement process improvements, our ultimate goal for everything we do is for it to benefit our customers. That is the mindset that we have taken on from the start and we are proud to say that it has allowed us to be successful almost 50 years. The key is to never stop and think you have it all figured out. Continuous improvements are what keep your business focused and that is the motto Vulcan plans to follow.
- Schilling, M. A. (2013). Strategic management of technological innovation, p.117 International Edition, McGraw-Hill Education
- Bianca, Audra (2015). http://yourbusiness.azcentral.com/silos-mean-business-culture-3448.html