the designatronics

www.sdp-si.com/newsletter
THE DESIGNATRONICS
WINTER | 2012
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SDP/SI for Medical Applications
Submitted By: HERB ARUM
Marketing Manager
Excerpts taken:
From "Heartbeat" Winter 2011-2012,
St. Francis Hospital.
We all know that SDP/SI supplies many of the world's leading industries with components. These products play a crucial role in many
everyday applications: ATMs, aircrafts, printers, mailing machines – the list
goes on and on. However, did you know that SDP/SI also plays a major role in
Robotics? Our parts appear in many of the competition "Battle-bots", and even precision medical equipment.
St. Francis hospital on Long Island is known for its expertise with regards to heart procedures and surgeries. The hospital recently implemented a new surgical robot called the
da Vinci Si robotic surgical system. The da Vinci replicates the experience of open surgery
by preserving the surgeon's natural eye-hand-instrument alignment and control. These
advancements offer levels of precision and control that enable a minimally invasive
approach to many complex surgical procedures. The Si, a refined robot that provides high-definition 3-D vision with
up to 10 times magnification and Intuitive Motion Technology, is also beneficial in the treatment of cancer, giving
laparoscopic surgeons at St. Francis increased dexterity during minimally invasive surgical procedures in the treatment of pancreatic and gastrointestinal cancers. St Francis urologists will be able to expand usage of robots in the
treatment of kidney, adrenal, bladder, and prostate cancers as well.
SDP/SI supplies: Shaftloc® Sleeves, Precision Clamps, Precision Gears, Precision Racks, Fairloc® Shaft Collars, and Fairloc® Hubs to the manufacturer (Intuitive Surgical) of the da Vinci Robot. It is probable that
at least one machine that you use in your daily life contains
parts from SDP/SI.
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Submitted By: ERIC FELDMAN
Techno CNC, Design Engineer
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Make A Small Difference:
Recycling at Designatronics
With use of mail order companies like Amazon
increasing constantly, we all wind up with
piles of packing material going in the trash.
Next time you receive a package with
reusable packing material, bring it to your
Designatronics shipping department for
reuse. At Techno, we frequently bring
Mario Estrada the following:
• Packing peanuts • Styrofoam
• Bubble Wrap • Brown crumpled packing paper
• Unpopped airbag packing material
Please do not bring crumpled newspaper/dirty packing material.
You’ll be creating less trash and lowering Designatronics’ shipping bill!
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New Catalog Printings
Submitted By: JOHN CHIARAMONTE
Senior Graphic Artist • Graphic Communications
The last few months of 2011 into the first two
months of 2012 have been very productive for
the Graphic Communications Department. We
always have a full payload to contend with, but
we managed to also squeeze out four new catalogs:
The first was a year in the making: the new 1520-page
D810 Master Inch Catalog from SDP/SI, packed with new
products within each section. In fact, we had to add a whole
new section to include a new product line.
The second catalog to be released is the new 96page B700 from QBC. QBC has become the exclusive USA distributor of BEGA Special Tools. BEGA is
located in the Netherlands, and they manufacture
and distribute tools for maintenance of bearings
and other transmission components. Some of these
tools include heaters, bearing condition checkers
and thermometers, heavy-duty bearing hydraulic
pullers, shaft and pulley alignment computers
and more.
The third is a reissue of the B612 Thompson Catalog
for QBC. QBC is an authorized national stocking distributor of Thomson Industries linear motion products. This 40-page catalog features over 350 off-the-shelf linear motion
components, such as: ball bushings, pillow blocks, and shafting in both
inch and metric sizes. Also included is a technical section to help designers/specifiers plan, design and specify bearings.
The fourth catalog is the new 192-page V120 Foot Mounts
Catalog. AAC has introduced a whole new product line
to its already impressive array of antivibration
products.
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The new foot mounts can be used in
light, medium and heavy-duty industrial machinery applicable in the medical,
pharmaceutical, dairy, and food and
beverage industries.
The Graphics Department also supports these catalogs by creating new
Web pages, catalog downloads and
catalog request pages on the Web, as
well as ads for a variety of manufacturing and design magazines.
Bob Gaulrapp... The One Percenter
Submitted By: DAVID ELLE
SDP Shop, Assistant Foreman
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It’s not like I had bad bosses in the ten
years I was away from here. I had two great
bosses out of three. But Bob is the G.O.A.T.
of bosses. You know, greatest of all time. He
won’t micromanage you. That type of boss
is what led me here again. I can’t stand being
constantly watched. I’m a big boy, I know what to do. But I don’t fault Glenn for
how he was. He was doing his job the best way he could. As director of purchasing
at Win-Holt equipment he watched every penny as if it were his own money. I learned
something there from the owner Mr. Holtz that applies everywhere.
If you earn a dollar you have to pay material, labor and tax on that dollar. Maybe you are only
left with pennies after that. But, if you save a dollar, that is a whole dollar in your pocket.
Bob Gaulrapp’s macro saves this company tons. It enables you to set up the machine faster and with a lower
cost worker. You are back up and running in minutes making parts. For eight work cells, it saves you about
$560 a day in wages. (8 cells x $7.00 an hour less x 10 hours). If each day 10 setups are done in 1/3 of an hour
instead of an hour, you get an extra 2/3 of an hour running. I figure that’s about 80 bucks of product (25-30 parts
@$3.00) you get every time a set up is done. $80.00 x 10 setups is $800. If you combine these amounts and roll them
up, it comes out to $6,750 weekly, $337,000.00 yearly, and 1.68 million over the last five years. Wow, that pretty much
paid for the last nine machines we bought.
Bobby G. deserves way more credit for what he’s done, and he’s not exactly sitting back on his laurels basking in
the glory. Recently, he created a flawless subroutine for Fairloc® inserts. The resulting savings are crucial to this
vital and growing product line.
Homer once commented that “those macros are worth more than these machines”. He was right. You can’t
argue with the math. And I guess we also need to change that old saying. “A penny saved is better than
a penny earned.”
Fun and Weird Facts..
Submitted By: MELANIE HINDS
Graphic Communications
Compiled from: www.answers.com,
www.funfacts.com, and
www.wikipedia.org
Did You Know That:
1. The Boeing 747-400 has six million parts.
2. In 1873 the toothpaste company Colgate made toothpaste
that came in a jar.
3. Jenga means "To Build" in Swahili.
4. Sugar Bear from the Golden Crisp Cereal was born in 1963.
5. The reason why our hair turns gray is because the pigment
in the hair cells start to die, so there is no melanin to make
color.
6. Indonesia has 167 known active volcanoes of the approx.
1500 in the world. It is the world's most volcanic country.
7. The average life span of a red blood cell is 120 days.
8. Black Pepper is the most common spice in the world.
9. The left lung is smaller than the right because it needs to
make space for the heart.
10. A whip makes a cracking sound because it's moving faster than
the speed of sound.
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Your Benefits 401 (k)
By Brian Dengel, Safety Director
Do you know that Designatronics has a 401(k)
plan? Do you contribute?
All non-union permanent employees who work
30 or more hours every week and have been
employed for one continuous year are eligible to
join as long as they are at least 21 years old. The
traditional 401(k) plan allows you to contribute
from 1% up to 100% of your take home pay (with a
maximum of $17,000 for those employees who are
under 50 years old and $22,500 for those 50 and
older). This money is deposited into your account
on a pre-tax basis, meaning that you do not pay
any taxes on this money now. All of the earnings
on this money grow tax deferred until you take the
money out of the account at retirement which is
when you pay taxes on the withdrawal amount.
Designatronics also has a Roth 401(k) plan. You
contribute to this plan on an after-tax basis, meaning
that you do pay taxes on this money now. The major
benefit of the Roth plan is that the earnings and the
withdrawals are both tax free. This tax savings is
most beneficial for younger people as they will not
have to pay taxes on their compounded earnings
at retirement.
As of December 31, 2010 the Designatronics 401(k)
plan had 198 participants including retirees.
The sooner you join the plan, the longer your
money has an opportunity to grow.
Please visit www.dwsretire.com for complete
details of the Designatronics plans.
Perfect Attendance  2011
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SDP Shop
PATRICIA
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SDP Production
Cntrl. & Sched.
PAUL
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Perfect Gear
JOE RIZZO
SDP Stockroom
LUCY
HIGGINS THE BOSS
SDP Quality
Control
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Safety Update
By Brian Dengel, Safety Director
In December, 36 employees of Designatronics
were trained by an American Heart Association
qualified First Aid and CPR trainer. These
36 employees are now certified to perform
CPR and are also qualified to use Automatic
External Defibrillators (AEDs). Thirty-four of
these employees also participated in Basic First
Aid training in January. We now have certified
first responders in every building, working
on every shift, every day. The listing of these
employees will be posted shortly.
Safety Raffle. A prize of $100 is awarded
randomly to one employee who has brought
to the attention of the committee a safety
issue or who has been witnessed by a safety
committee member practicing safe behavior.
Please contact me to get your raffle ticket.
The quarterly winner for this issue is Eric Whitt
from the Stock Drive Products Shop. Eric was
observed wearing the proper PPE on 3 separate
random occasions.
The safety committee welcomes all suggestions
and ideas regarding safety improvements. We
are continuously looking for feedback on safety
improvements that can be made. We are also
looking for new members to join the Safety
Committee. Please forward any suggestions to
your supervisor and contact me directly if you
are interested in joining the committee.
We are currently working on purchasing and
installing AEDs in all four buildings. These units
will allow trained personnel to administer a life
saving shock to anyone who suffers from a
sudden cardiac event.
The Safety Committee wants to remind
everyone that Designatronics has a quarterly
 Perfect Attendance (1) day out • late • leave early:
1. Bruce Baker - SI Shop
2. Toolsie Jodha - SDP Stockroom
 Perfect Attendance (2) days out • late • leave early:
1. Alice D' Altrui - SDP Engineering
2. Pedro Cabral - SI Assembly
3. Evelyn Gosein - SDP Production Control & Scheduling
4. Josette Hypolite - SDP Shop
5. Guido Solarte - Perfect Gear
 Perfect Attendance (3) days out • late • leave early:
1. Florence Chung - Purchasing / Pricing
2. Ron Dillard - Maintenance
3. Jolanta Rusinowski - Data Base / IS
KEITH BRAUN
SI Stockroom
LILLYKUTTY
SAMUEL
SDP
Belt Shop
EDAYANTHU
SAMUEL
SDP
Quality
Control
SUSAN
CHRIS
WATSON HANNIGAN
Accounting
Sales
A/R
Sr. CSR
GINNY
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Accounting
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6
The Beast With A Billion Eyes
Submitted By: SZYMON SONDEJ • Graphic Communications
Taken from "TIME Magazine", Written by Lev Grossman
For every minute that passes in real time, 60 hours of video are
uploaded to YouTube.
You can turn that number over in your mind as much as you want; at no
point will it stop being incredible. Sixty hours every minute. That's five
months of video every hour. That's 10 years of video every day. More
video is uploaded to YouTube every month than has been broadcast
by the three big TV networks in the past 60 years. And the pace is
accelerating: last year the rate was only 48 hours per minute.
There's never been an object like YouTube in human history.
It gets 4,000,000,000 page views a day, which adds up to
1,000,000,000,000--that's a trillion--a year. It has 800,000,000 users
(about the same as Facebook) who watch 3,000,000,000 hours of video
a month (that's 340,000 years).
In October 2006, when Google bought YouTube for $1.65 billion, it
seemed possible that the company had screwed up on an epic scale-YouTube's rivals would split the market, or the Net would crash from
all that video traffic, or YouTube would be sued into nothingness over
copyright violations. But no: YouTube's rivals failed to thrive, the Net has
held, and YouTube hacked out elaborate technological solutions to its
copyright woes that even the plaintiffs had to admit were pretty cool.
YouTube has eaten everything in sight.
YouTube's morbid obesity is a mixed blessing. It's good for Google,
because check out all that traffic. But YouTube is becoming a difficult
proposition for Google. After all, YouTube isn't like television. When you
turn on a TV, you're presented with a limited number of options, which
you know something about and which you can count on to be fairly
professional looking. On YouTube, the search engine is sifting through
a billion options, literally, and you hardly know anything about any of
them. You can't just turn YouTube on and chill out the way you do with
TV.
This accounts for the one very small number among YouTube's many
giant ones: 15 minutes. That's how long the average user spends on the
site per day. Whereas the average American spends nearly three hours
a day watching TV. And make no mistake; TV is the competition here.
The other consequence of YouTube's runaway success is that it's
expensive: it costs Google a lot of money to keep the billion-eyed beast
alive. It has to keep a lot of servers humming to store all that video,
because YouTube never forgets, and it needs big, fat expensive pipes to
keep those videos streaming 24/7, 365.
But even Google has to make YouTube pay, by running ads next to or
before or on top of all those videos. Whatever else it might be or want
to be, YouTube must be a gigantic, billion-faced advertising billboard.
Obviously, YouTube has no problem getting attention; it's just not
necessarily the kind of attention advertisers like. All kinds of weird,
random stuff gets uploaded to YouTube, and then other weird, random
stuff gets appended to that stuff as comments, and advertisers don't
like that. They don't want to get weird, random stuff all over their nice,
clean brands. As a result, Google can't charge as much for its ads as, say,
Fox does.
But Google can't just clean up YouTube,
that would destroy YouTube's essential,
anarchic nature, and anarchy is the
beating heart of the billion-eyed beast.
In biology there's something called the square-cube law, which explains
why animals can't stand up when they get too big. An analogous fate
constantly stalks YouTube: its messy, ungovernable enormousness is
both its great strength and its fatal flaw. Which is why, while you and
I are blowing off work to watch a monkey ride backward on a pig, a
small army is fighting a ceaseless, Sisyphean war to keep YouTube from
collapsing under its own weight. If YouTube can actually win that war,
its victory will have consequences for the entire universe of broadcast
media.
The first line of defense against YouTube's runaway chaos, and the first
angle of attack for a hopeful viewer, is search. YouTube gets a billion
search queries a day; if they were tallied separately from Google's,
YouTube would be the second largest search engine on the Internet.
But searching for videos isn't like searching for Web pages. It's harder.
Computers can read Web pages because they are made out of words:
if you're looking for information on echidnas, a search engine can send
you to a website where the string of letters "echidna" occurs a lot. But a
computer can't watch a movie. It can't look at the huge string of 1's and
0's that make up a video file and know that that movie depicts a spiny,
insectivorous, egg-laying mammal native to Australia and New Guinea.
Computers are blind and deaf. To a computer, a movie is a black box.
This is one of YouTube's core organizational challenges. We help guide
the poor, blind, deaf computers by attaching verbal descriptions to our
videos, but unfortunately, we're not very reliable.
YouTube can't watch videos, and it can't trust what we say, so instead
it watches what we do. If you search for "echidna," YouTube will notice
which of the search results you click on and will infer that that video is
more echidna-y than the others; next time, it will be ranked a little higher.
It will also notice if you watch the whole video or give up in the middle,
and which video you watch right after it, and whether you post that
video on your blog, and if you leave the site after you watch it or hang
around for a while. It uses all that information to deduce things about
the contents of the videos and improve its search results accordingly.
But it's not a permanent solution. Even as YouTube builds up its hoard
of user-behavior data, the Youniverse keeps expanding. Users tend to
arrive at YouTube's front door the same way they sit down in front of
a TV: with what is known inside the aerodrome as "low intent." They
have no plan. They know they want to be entertained, but how or with
what, they have no clue. And you can't search if you don't know what
you're searching for; in fact, top search terms on YouTube include such
plaintively vague requests as "funny videos" and "lol."
Continued on the Back Cover
The Birth of the Roller Skate
7
Taken from: www.theengineer.co.uk/1007853.article?cmpid=TE01
Submitted By: LINDA SHUETT
Graphic Communications, Manager
With Britain facing a future of raised
petrol prices it’s more than likely that
the country and its drivers will turn
to alternative and cheaper modes of
transport. What better to meet their
needs than the both efficient and charmingly old school roller skate?
It’s been 135 years this month since The Engineer reported on developments in the design of the roller skate, or the “parlour velocipede” as it
was known. The invention was pioneered for German barmaids during
the mid 1800’s in an attempt to serve punters (customers) more efficiently, due to the nature of the skate; however women found they struggled
to turn in a smooth curve when wearing them.
First patented in 1819 by French inventor M. Petitbled, the early roller
skate was similar to the modern day inline skate. But, unlike the 20th
century design, Petitbled’s wheels were sized with an equal diameter and
made of metal, the weight making it virtually impossible for the skater to
lift their foot.
Though the skate’s biggest design fault was Petitbled’s primitive choice
of material, this was not the defect outlined by The Engineer in 1876. The
magazine wrote that the ‘grave defect’ of the product was its ‘clumsy’
appearance, going on to say that ‘very few of the fairer sex would deign
to encase their feet in such ugly replicates, lest it should be expected
that their ankles were really the size of which they were made to appear’.
However, despite The Engineer’s skepticism, American inventor James
Plimpton was already hard at work on a skate design that eventually took
the world by storm. Plimpton’s quad (four wheeled) skate design is still
being used today, even by the ‘fairer sex’.
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Sterling Instrument Announces
New ISO 7 / Class 10000 Clean Room Certification
Submitted By: LINDA SHUETT
Graphic Communications, Manager
Commitment to our customers spearheads decision to proceed with
certification of Class 10000 Clean Room.
Sterling Instrument, an ISO 9001:2008 and AS9100C Certified
manufacturer of precision electromechanical components and assemblies is proud to announce the certification of their new ISO 7/Class
10000 Clean Room. Located in New Hyde Park, New York, this new
production area will meet our customers’ most critical manufacturing
requirements.
This new area will be used for testing, assembly and packaging. The
environment of the Class 10000 Clean Room is maintained through
a HEPA filtration system, strict humidity and temperature controls.
Employees are required to wear lab coats and booties.
Our priority at Sterling Instrument is to provide our customers with
a quality component or assembly in compliance to their specifications. By adding this new Class 10000 Clean Room to our facility, we
are demonstrating our deep commitment to assisting our customers
in meeting their needs and providing a more complete manufacturing solution.
Sterling Instrument is a partner to Stock Drive Products; known as
SDP/SI they have been providing precision components and system
solutions for industrial, medical, defense, and aerospace applications
for fifty years. Through their product catalogs and Web site, they
offer over 130,000 power transmission components including: gears,
timing belt and chain drives, bearings, couplings, universal joints,
vibration mounts, gearheads and speed reducers, right angle drives
and much more.
If YouTube is going to survive, and make money, and circumvent the
square-cube law, new tactics will be required. With that in mind, the
people who run YouTube are completely rebuilding it. YouTube needs to
pull itself together and help users elevate their intent. If it can do that, it
can start to compete with TV--and maybe even, as the beast has been
known to do to its rivals, devour it.
You probably haven't thought much about YouTube's background color.
Fortunately, somebody is thinking about it for you: a smart, intense
woman named Margaret Gould Stewart, whose business card reads
director of user experience. Stewart oversaw the redesign of YouTube
that began to roll out in December and continues in the form of ongoing
changes. "We're never done," she says. "Literally, week to week, we're
always tweaking."
The challenge Stewart faces is to create a container--her word--that will
fit all of YouTube's vastly diverse content and make the task of navigating
that content easier. That's why YouTube's background color, which used to
be white, is now gray. "When you mat photographs," she says, "quite often
you use gray instead of white or black because it tends to bring out a lot
more of the nuances in a photograph."
Stewart's team also adjusted the height of YouTube's buttons and the
radii of their rounded corners, and changed the way links look (they used
to be blue and underlined; now they're just gray). "When you have it all
blue and underlined in the default resting state, it really distracts," Stewart
says. "This allows people to access that information when it's relevant, but
it doesn't shout at them the whole time." Her team also enlarged the
thumbnail images very slightly. "That change alone increased clicks to the
Watch page by 2%," she says. "We were pretty amazed. We knew it was
going to impact user behavior. We just didn't know how."
It's a minor change that has major repercussions, not just for you and Your
Tube but quite possibly for the entire broadcast industry. It helps solve
YouTube's chaos problem, by putting users to work organizing all those
videos themselves. But more to the point, there's something else that has
channels--oh, that's right, TV! This isn't just a design tweak; this is YouTube
attempting to take its place as the next and possibly final stage in what it
sees as the lengthy evolution of broadcast media everywhere.
Shishir Mehrotra, YouTube's vice president of product management (after
a while, you begin to suspect that everybody at YouTube has the same
job with slightly different names), has a good set piece on this subject.
It goes like this: in 1988 the No. 1 TV show in the country was The Cosby
Show, with an average weekly Nielsen rating of 27.1. (Mehrotra cites the
numbers from memory; he gets some of them wrong, it turns out, but his
point stands.) Ten years later, in 1998, Seinfeld was No. 1--but it drew only a
21.7 rating. In 2008 the No. 1 show was American Idol, but it averaged just
a 15.4 rating. Obviously, No. 1 isn't what it used to be. The audience for TV
has become increasingly fragmented.
But cable TV can fragment only so far. You can have a cable channel that's
dedicated solely to sports, but you can't have one that's dedicated just
to, say, sailing, because the economics don't work. You can't run a cable
channel if only 30 people watch it.
But you can run a YouTube channel. YouTube can fragment infinitely, and
Mehrotra thinks it will. YouTube is planning on playing the long game.
"If our journey is a baseball game, we're not even in the first inning," he
says. "We're, like, in warm-ups. You can't even watch YouTube on your
television yet. All the channel owners are still producing for antiquated,
gate-kept ecosystems. All that's going to change." If YouTube can't beat
TV, it's going to quietly, subtly join it--and then it's going to beat the
living crap out of it. "About 75% of our time is spent watching brands
that didn't exist in 1980," says Salar Kamangar, YouTube's CEO. "We think
of ourselves as the platform for the next generation of channels."
With that in mind, YouTube has started getting into the business of
producing its own content, just like a TV network. To do that, it poached
a man named Robert Kyncl from Netflix and made him its global head
of content. Kyncl--whose thick accent (he's Czech), large teeth and
furious energy inevitably remind one of Arnold Schwarzenegger--has
been forging partnerships with established old-media creators all over
Hollywood, offering them cash, low production costs and no hassles.
"All content creators, especially the more successful they become in
television, the less happy they are with the way their art is treated," Kyncl
says. "They're getting notes and creative direction from those who find
the audience for them, which is the TV networks. They view YouTube as
a place where they can find creative freedom." So far Kyncl has signed
deals with Jay-Z, Madonna, Disney, the Onion, Amy Poehler, Tony Hawk
and Anthony Zuiker (he created CSI), among others, to build channels on
YouTube, some of which have already launched.
Though, just because YouTube has channels now doesn't mean that
its rules have fundamentally changed. The nature of the beast is still
the same, and one wonders if the likes of Madonna and Jay-Z fully
understand that. For instance: that YouTube channel, the one with the
5.3 million subscribers, doesn't belong to a celebrity or a major broadcast
network. It's called Ray William Johnson, and it belongs, not surprisingly,
to one Ray William Johnson, a law student turned video blogger who
does rapid-fire commentary on other people's viral videos.
That's one of the funny wrinkles in YouTube's channel strategy: anybody
can run one easily and for free. That puts individual YouTube users on
the same footing with celebrities and major networks. YouTube can't
just step in and replace TV, because it's a fundamentally different
medium. If it does, the world is going to look very different. YouTube is
an inverted, looking-glass version of the media landscape: brands that
are dominant everywhere else, play like amateurs on it, and amateurs
play like multinational conglomerates.
The danger for YouTube is that by trying to beat TV, it will become TV,
and in so doing it will lose its weird, fluky, anarchic heart, which is what
makes it different from, and in some ways better than, TV. But more likely,
YouTube's new strategy will end up unleashing the billion-eyed beast,
rather than taming it. It will undoubtedly grow YouTube's audience, but
there's no reason to think it will make our tastes less weird and random.
When you put amateurs in charge of broadcast media, odd things
happen, and that's what YouTube does. When all we had was bland,
corporate network television, we assumed that we were bland and
corporate too. We're only beginning to find out how weird we really are.
Stay tuned, because YouTube is going to show us.