Uneven tension distribution across the weft is the main cause for distortion. There are many
causes for this defect, including tension variations, equipment lineup, improper roller adjustments
and direct contact of machinery with the material.

Mechanical forces are commonly employed to correct the geometry of a weft that has been
distorted during the finishing phase. Both mechanical weft straighteners and differential drive
tenters are commonly applied technologies.

By adjusting the speeds of differential tenter chains, or by applying linear tension and
passing material across rollers that can be pivoted around the center point of the fabric width,
the weft lines can be moved and realigned.

Mechanical weft correction devices have always been used to correct weft distortion,
primarily on materials where distortion is more visible and becomes an issue for the end-user.
However, as tolerances grow tighter, production speeds increase, and the fabrics become more
complex, automatic weft straightening is a must in today’s modern textile finishing operations.

 


Using photoelectronic detection in oscillation removes possible mechanical difficulties.

The history of automatic weft straightening goes back more than 40 years. Generally, there
are two common automatic weft-straightening principles used today: automatic straightening by means
of mechanics; and automatic straightening by means of electromechanics.

Automatic straightening by means of mechanical force is based on the parallelogram effect.
When the distortion of the fabric is along a diagonal axis, the warp and weft geometry, initially
orthogonal, assumes a parallelogram configuration. When the two selvages are pulled out to stretch
the cloth to its full width, the weft is tightened, generating complex forces in a parallelogram
configuration to establish a square structure. This straightening force can be exploited for
restoring proper weave geometry if the selvages, in spite of their lateral tensions, are
sufficiently free to move in the direction of the warp.

Automatic straightening by means of electromechanics is the most common method employed
today. Weft geometry is automatically detected using a mechanical or electrical sensor. That
information is then transformed into a signal that displaces rollers, making the correction as
necessary. The weft-straightening effect here is the result of the difference in distance traveled
by one selvage in relation to the other over the rollers in the weft-straightening system.

In the early 1960s, two major detection systems on the market were used for detecting weft
distortion in fabric. One system involved the use of mechanical principles, and the other utilized
photoelectronic sensors.

The mechanical principle is based on the use of two wheels mounted on a freely moving
mounting pin. Under normal conditions, both wheels are turned by the passing fabric, resulting in a
homogenous signal. When a distortion is sensed, the tension created by the skewed weft causes the
freely mounted wheels to turn left or right depending on the distortion. A non-proportional signal
is generated by a differential amplifier, sending correction signals to a correction device. As
long as the wheels in continuous contact with the material remain in the same good working
condition, the measurement results remain satisfactory. Any uneven fabric surface challenges the
mechanical principle and generates asymmetrical distortion. This system has not been further
developed in its design and has been discontinued because of limited detection abilities and
hardware reliability.

The photoelectronic sensor is based on a signal modulation created by the passing web
structure. One of the first photoelectronic sensors was based on several photo elements located on
one side of the web and a light source on the opposite side of the web. When the weft line was
parallel and straight in front of the sensor, a somewhat equally strong signal was generated in
both channels.

If the weft line was not parallel to the sensor, one pair of photo elements generated more
signal than the other, and this determined the distortion. That type of sensor could only
differentiate between left or right distortion and was not able to quantify the amount or angle of
distortion. Therefore, a proportional correction based on the physical distortion was not possible.

The next generations of optical sensors utilized only one photo element by letting it freely
oscillate between known limits. That improved the linearity, resolution and accuracy of each
sensor, enabling it to detect more complex fabric structures.

With microcomputers entering the industrial arena, it was not long until the first
microcontroller-based detection system was introduced. Stepper motor technology for linear movement
replaced the free-oscillation detection lens and improved lighting principles such as infrared
light-emitting diodes and reflex light sources, bringing the system more up-to-date.

The photoelectronic detection technology is utilized in various executions such as
oscillation, rotation or shifted dual-rotating mode. By rotating the lens 360º instead of always
oscillating on the same position, one could avoid possible mechanical difficulties. However, there
is some valuable time lost by scanning areas of the fabric that are unrelated to the weft line. The
shifted dual-rotating mode reduces such time delays in collecting valuable weft distortion
information with a two-lens system.

The latest CCD matrix camera from Erhardt + Leimer GmbH employs high-resolution auto-focus
and auto-zoom technologies.

The rapid reductions in the prices of computer systems and digital cameras combined with
advanced image-processing techniques have led to the introduction of several vision systems to the
textile manufacturer. There are two types of camera systems that can be used to create an image:
line scan camera technology; or charged-couple device (CCD) matrix camera technology.

The line scan camera in combination with an encoder creates an image while the web passes
by. After capturing the image, the evaluation software uses special algorithms to process the
digital information.

The line scan camera technology typically is used to detect the full width of the web,
detecting and evaluating patterns rather than the weft line. That can be realized with either one
or two cameras, depending on the area of interest. However, if there is no pattern in the web, the
line scan technology is not able to detect any distortion in a web.

A matrix camera takes images similar to any conventional digital camera on the market. The
web is imaged several times per second, whether running or not, on a 2-D area. The camera looks at
multiple weft lines simultaneously, providing a high data rate of the passing weft structure. With
sophisticated software tools and mathematic calculation, a 3-D image is processed, detecting not
only the weft, but also the warp of a web.

The matrix camera technology is used for a closer look at the individual weft and utilizes
the weft structure in its calculation of the residual web distortion. Whether with several cameras
evenly distributed over the full width of the web, or just one scanning camera taking images
across, a large cross-direction and machine-direction profile of the passing web is captured. A
reflecting circumference infrared illumination guarantees the best uniform imaging results.

The latest camera introduced from Germany-based Erhardt + Leimer GmbH employs
high-resolution auto-focus and auto-zoom technologies that allow the camera to view an optimum
evaluation area and the largest 2-D area possible. The camera is mounted 250 millimeters away from
the web, moving it away from sometimes harsh existing environmental conditions. The image is then
processed within a 3-D space and filtered through a fast Fourier transformation (FFT), resulting in
spectral data. Separating the noise from the actual high-level spectral data leaves the positioning
information of the weft and the warp.

A major breakthrough of the 2-D image detection system using CCD matrix camera technology
makes detection on many difficult webs such as carpet, jacquard and thicker wefts a problem of the
past. Whereas conventional photoelectronic systems detect one weft at a time, the CCD matrix camera
has the ability to evaluate a large number of weft lines simultaneously, even if the web is not
moving. And whereas conventional photoelectronic sensors are required to have a minimum speed for
detection, the speed of the process has no influence on the final result or the quality of the
evaluated detection area when using the CCD matrix camera.

In addition to increasing the number of weft lines being detected, the system with its wide
field of view also has increased drastically the evaluation area in the cross direction of the
weft. That makes it more accurate and reliable because it sees far more than conventional detection
systems see.

Many disadvantages associated with conventional detection systems can be overcome by using
image-processing techniques to monitor webs of all kinds. New camera measurement systems have
improved the range of use from unstructured, homogenous webs to complex, patterned fabrics.

Higher-quality products and more satisfied customers result from more accurate and reliable
technologies.

Editor’s Note: Udo Skarke is manager of Germany-based Erhardt + Leimer GmbH’s Textile Division
in Duncan, S.C.

A
shopper at a retail flooring store selects a Mohawk carpet thats a cut order from a
regional warehouse. The salesperson takes the order, and it is entered electronically into Mohaw’s
communications system, almost ensuring that it will be delivered within 72 hours. The next day, the
customer decides she wants to increase her order to include another room. Is it too late for a
change? It isn’t with Mohawk’s state-of-the-art communications network. In this case, the system
could signal the warehouse almost up until the time the order is actually cut and make the change,
keeping the customer happy and the order profitable.

Mohawk Industries is an avid user of technology, particularly as it provides new abilities to
enhance efficiency, improve customer service and adapt to changing customer demands. And one of the
shining stars is the intricate, redundant voice and data network that keeps Mohawk factories,
distribution and dealers in constant communication. This year, prompted by business growth, a
growing bandwidth demand of systems functionality and the need to create a cost-effective platform
to grow on, Mohawk has made a major upgrade to its data network. The upgrade has created a
multi-protocol label switching network that is recognized for its efficiency and effectiveness.
Taking advantage of lower cost/higher-bandwidth technology, Mohawk has worked with AT&T to
build a highly available data storage, retrieval and management system that updates almost
constantly, giving Mohawk employees critical information that lets them do their jobs as
effectively as possible.

That may mean on-time delivery of an order despite a last-minute change. Or it may mean making
an adjustment in production that saves thousands of dollars.

Mohawk’s website,
www.mohawk-flooring.com, provides consumers with
information about its products.

B2B Strategy

The system is not necessarily a pure business-to-business (B2B) network, but it flows from the
dealer all the way back to production and raw material supply. Tied in with custom applications and
systems developed around distribution including local fleet management, over-the-road fleet
management, warehouse management, plant automation, planning, scheduling and Web-based support
tools, Mohawk’s network is designed to provide accurate representation of delivery dates while
providing manufacturing with the information needed to optimize plant operation, allocation of
orders and production efficiency.

Leveraging The Internet

Through a dedicated website,
www.mohawknet.com, dealers can place orders electronically.
With Mohawk’s Real Time Visibility software, the dealer can know within minutes when an order will
reach his store, plus get e-mail and fax notifications of deliveries. The customer can view the
steps in the order process up to the point the truck makes the delivery.

New Technology Adoption

The key to improved customer service is responsiveness. Mohawk has been very aggressive in the
use of radio frequency technologies in its facilities, along with bar coding to optimize inventory.
As dealers get more access to the Internet and become more accustomed to using it, the system gains
efficiency. Internet tools provide dealers with easier and more personalized access to order and
account information, making it easier for them to manage their day-to-day needs.

For larger
customers, Mohawk also has implemented radio frequency identification (RFID) systems that mesh with
how major retailers manage their flow of goods. And while Mohawk constantly explores making plant
innovations to improve production efficiency and processes, many of which are proprietary the test
of new ideas is how they integrate into the overall system to enhance its effectiveness. Shop floor
systems, sales and operation planning processes, distribution and delivery are all interconnected,
saving Mohawk millions of dollars each year and making it possible for dealers to work small
miracles like a last-minute change in a customer order.

M
arketing is more than making the sale. It’s a continuous process of creating and
maintaining relationships, and measuring results.

Periodically — at least annually — review your marketing strategy to determine whether to
adopt a new one or perfect the one you have. Once you determine which strategy to implement, you
can better decide what tools you’ll use to reach your target audience and improve your
sales.

Market Share Strategy

The market share strategy is a straightforward plan to get a bigger piece of the pie than your
competitors. To grow market share, you have to change how you penetrate the market. For you to win
a sale, the customer has to perceive that your offering is of greater value than the competition’s.

To implement this strategy, first determine: What’s the target market? In what portion of
those target markets do you have a presence? How do these customers perceive the value of your
product versus your competition’s?

Armed with this information, you can develop new value propositions to meet customer needs,
develop access to customer segments you’re not reaching and improve communication with existing
customers.

Market Expansion

The market expansion strategy, as the name suggests, seeks to expand the size of your market.
For example, if you presently sell in a four-state area, you might consider expanding to five. To
implement this strategy, you need to make certain the new market includes your target audience and
that a new competitor won’t undercut your price or make entering the market difficult.

Market Segmentation

The market segmentation strategy concentrates on a subgroup of customers with a special product
or service need. Segmentation and specialization can be a good way to create more value for your
company. For example, if your competition has product strength but lacks in the areas of service or
repair, you may want to concentrate on the market segment that has an ongoing need for maintenance,
repair or spare parts.

Positioning Strategy

A positioning strategy is psychological. It’s designed to create and maintain a specific image
in the customer’s mind. This strategy is about how customers think and feel. It uses words and
images to create strong feelings and beliefs about the company and product or service, and it
requires a lot of brand building through advertising and marketing communications.

Developing a positioning strategy depends a great deal on how your competitors position
themselves. Do you want a “me too” strategy that positions you close to your competitors so
consumers can make a direct comparison when they purchase, or do you want to position yourself away
from the competition?

Product Life Cycle

The product life cycle strategy is driven by innovation and can apply to a brand or to a product
category. Its duration may be only a few months for a fad item, or a century or more for categories
like the gasoline-powered automobile.

Product life cycle stages include introduction, growth, maturity and decline. When the
product is introduced, advertising costs typically are high and sales are low until customers
become aware of the product and its benefits.

The growth stage is a period of rapid revenue growth. Sales increase as customers’ awareness
of the product and its benefits grows, and additional market segments are targeted.

The maturity stage is the most profitable. While sales continue to increase in this stage,
they do so at a slower rate. Because brand awareness is stronger, advertising expenditures are
reduced. But competition may result in decreased market share or prices, with similar products
limiting your ability to differentiate.

Eventually, sales begin to decline as the market becomes saturated, the product becomes
technologically obsolete, or customer tastes change. If the product has developed brand loyalty,
profitability may be maintained longer.

Critics of this strategy argue the product life cycle may become a self-fulfilling prophecy.
If sales peak and then decline, managers may conclude the product is in the decline phase and
therefore cut the advertising budget, thus precipitating a further decline.

Quality Strategy

To implement the quality strategy, you must be better than the competition in your customers’
eyes. You can deliver on the quality quotient in several ways — such as having a better design or a
more durable product, or offering more reliable service or faster delivery. Select one or two areas
where you know you are superior to the competition and implement a marketing strategy that
identifies these specific attributes.

Reminder Strategy

The reminder strategy is simple and communications-oriented. It targets regular, loyal customers
to remind them to make an additional or replacement purchase.

In light of the fact that the cost of selling to a new customer is five times greater than
for selling to an existing one, this strategy is fairly easy and inexpensive to implement. It can
be as simple as a letter or postcard reminder that it’s time for an upgrade or replacement. You
might also consider an incentive or reward for your best customers who refer business your
way. 

Simplicity Strategy

The simplicity strategy emphasizes customer convenience. Businesses and consumers these days
often are overwhelmed with the complexity and choices of goods and services available to them, with
products full of functions and features that only a small number of users will ever use.

July/August 2006

T
he Mohawk Industries Inc. story reads like a classic business case: a success story based
on leadership that supports growth both organic and through mergers and acquisitions as well as a
redefinition of product and services to fit the demands of consumers, and migration from
traditional manufacturing to becoming a fully vertical floor covering supply chain that includes
aggressive marketing and retail support.

The Calhoun, Ga.-based Mohawk Industries known today has its origins in a strategic merger that,
at the time, made the company the only US mill to produce the four available styles of woven
carpet. In 1878, four Shuttleworth brothers came from England and established a mill with 14
secondhand looms in Amsterdam, N.Y. In 1886, a mill known as McCleary, Walin and Crouse was
established in the same city. In 1920, the two companies merged to establish Mohawk Carpet Mills,
taking the name from the Mohawk River running through Amsterdam.

Growth came quickly to Mohawk, which reported $18 million in sales and earnings in excess of $1
million in 1937. By 1941, sales exceeded $30 million; and by 1948, sales reached almost $62
million.

In 1954, Mohawk merged with Alexander Smith and Sons to establish Mohasco Industries. Combined
sales reached $110.7 million.

Product and technology continued to be a significant part of Mohawk’s success. One example is a
1953 investment in tufting that payed off just 10 years later. By 1963, more than half the carpet
produced in the United States was made using tufting technology. That early investment positioned
Mohasco for rapid growth.

Established in 1878 as a carpet manufacturer, Mohawk Industries has focused on a strategy
of growth, which includes adding laminate flooring, ceramic tile, stone, hardwood flooring and
resilient to its products portfolio.

From $270 Million To $7 Billion

In 1980, Mohasco hired David Kolb as CEO. In 1984, John Swift joined the company as CFO. In
retrospect, Swift’s pairing with Kolb was a tipping point for Mohawk as this team led rapid change,
and rapid growth unfolded.

Jeffrey Lorberbaum, current chairman and CEO, summed it up best when Swift and Kolb retired in
late 2004: John has been an integral part of the Mohawk organization as we grew from a $270 million
carpet manufacturer to a leading floor covering manufacturer with 2003 sales in excess of $5
billion and an annual earnings per share growth rate of 26 percent since 1997. When John started
with Mohawk in 1984, Mohawk was an unprofitable division of Mohasco. Under his financial
leadership, Mohawk was spun off as an independent company in 1988 and became publicly traded in
1992. During his tenure, Mohawk completed 17 successful acquisitions, growing to number 349 on the
Fortune 500 list with a total enterprise value in excess of $6 billion.

With similar respectful remarks for Kolb, Lorberbaum said: Dave has truly changed the company
and the industry with his vision, strategy and hard work. Under Dave’s leadership, Mohawk was spun
off from its parent company in an LBO transaction and turned in a strong performance for three
years as a private company. In 1992, he took the company public in an [initial public offering] and
began to lead the consolidation of the floor covering industry with 12 acquisitions over the course
of eight years. After Dave retired as CEO to continue serving as chairman in December 2000, the
company continued its strong growth both through acquisitions and organically with strategic
emphasis.

Today, Mohawk continues in Kolb’s and Swift’s strategic footsteps and has gained key leaders
like Lorberbaum through mergers and acquisitions, blending talents and corporate cultures along the
way. By late 2006, sales are projected to close in on $7 billion, continuing the company’s growth
history.

Established in 1878 as a carpet manufacturer, Mohawk Industries has focused on a strategy of
growth, which includes adding laminate flooring, ceramic tile, stone, hardwood flooring and
resilient to its products portfolio.

1992 To Present

Acquisitions at Mohawk have not only increased sales, but also opened markets and added talent
to the company. From associates to executives, Mohawk has benefited from the knowledge and talent
brought to the company through aggressive merger and acquisition activities. To get a sense of the
companies that form the core of Mohawk’s transformation, a year-by-year list of some of the key
acquisition investments put in action by Kolb and Swift follows: 1992 Horizon Industries; 1993
American Rug Craftsmen and Karastan-Bigelow; 1994 Aladdin Mills; 1995 Galaxy Carpet Mills; 1997
Diamond Carpet Mills (certain assets); 1998 Newmark Rug Co., American Weavers and World
Carpets/WundaWeve; 1999 Durkan Patterned Carpets and Image Industries; 2000 Alliance Pad; 2002
Dal-Tile and American Olean; 2003 Lees Carpets; and 2005 Unilin.

At first glance, the list above looks like the act of a consolidator amassing industry
participants to maximize economies of scale and buy market share. A deeper look reveals that
strategically, each company has brought additional advantages in product, distribution or
ever-important supply chain control. In addition, Mohawk’s migration from carpet manufacturer to
floor covering resource is clear. In 2001, 5 percent of total company sales was in hard-surface
products. With the addition of Dal-Tile and Unilin known for Quick-Step® laminates the company
rebalanced its revenue mix to include a 35-percent share dedicated to hard surface. Dal-Tile, which
focuses on ceramic and stone, is estimated to be growing at 15 percent per year. Consumers hunger
for laminates continues to grow similarly.

In true Mohawk form, the migration from carpet manufacturer to full floor covering resource has
multiple repercussions. In terms of distribution, a complete floor covering line is available from
Mohawk. In terms of marketing and retail support, Mohawk can offer retailers full support and
increase penetration with Mohawk brands. The retailer, from one source, can benefit from a variety
of in-store marketing support across Mohawk design and product lines as well as direct consumer
marketing in the form of brand-building consumer and trade advertising.

A Focus On Growth

The strategies of Kolb and Swift, which continue today under Lorberbaum’s charge, appear as
savvy financial investments in a growing industry. That may be true, but the ability to actively
manage the strengths of Mohawk, adding to them when necessary to lead rather than accommodate
industry changes from fiber through retail and commercial to consumer is as big if not a bigger
part of Mohawk’s success.

It would have been easy for Mohawk to get stuck in its identity as a world-class carpet and rug
manufacturer. The risks were understood. But the active vision to change to deal with the change
presented by the retail and distribution environment, whether it be the advent of Home Depot and
Lowes supercenters, or the family-run floor covering store is the quantum leap. Mohawk didn’t
abandon its history to pursue its future. Rather, with significant vision and an understanding of
the consumer, it redefined floor covering and, in doing so, charted a path for growth.

Jeff Lorberbaum: Transition To The Future

In 1994, Mohawk merged with highly profitable and privately held Aladdin Mills Inc. through a
$430 million pooling of interests. Mohawk paid a premium price for Aladdin but felt justified by
Aladdin’s comparatively high profitability. Aladdin’s compound sales growth had averaged 20 percent
from 1988 to 1993, and after the merger Aladdin contributed 40 percent to Mohawk’s sales and 50
percent to its net income. In 1995, Jeffrey Lorberbaum, son of Aladdin founder Alan Lorberbaum, was
appointed Mohawk president and COO, while David Kolb continued on as chairman and CEO. Lorberbaum,
no newcomer to the industry, joined Aladdin in 1976 as vice president of operations and later
became its president and CEO.

Focusing on profitability, Lorberbaum structured the corporation’s manufacturing capacity along
product lines, adjusting capacity over the ensuing years and consolidating operations at the most
efficient plants. He also expected to expand Aladdin’s existing warehousing and distribution system
to service all of Mohawk’s operations. A more dynamic marketing program emphasized the strength of
the company’s core brands.

Under Lorberbaum’s guidance, Mohawk continued acquisitions through the rest of the 90s and into
the new century, including Image Carpet Mills, Galaxy Carpet Mills, Diamond Carpet and Rug, World
Carpets and Durkan Patterned Carpets. One of the biggest acquisitions came in 2002 with the
purchase of Dal-Tile, which made Mohawk Industries the largest supplier of ceramic tile in the
United States. The acquisition of Unilin in 2005 catapulted Mohawk into the same strategic position
in the fast-growing laminate market.

Kolb and CFO John Swift retired in 2004, but their legacy and strategic vision are still present
in Lorberbaum’s leadership. 

David Kolb And John Swift: Key Architects Of Mohawk’s Financial
Strategy

In 1980, Mohasco, then owners of Mohawk, hired David Kolb, an attorney who had served as
comptroller and director of the nylon carpet fibers division at Allied Fibers. As Mohawk’s CEO,
Kolb was charged with turning the then-unprofitable company around. The new CEO undertook a
five-year program that encompassed plant and system’s modernization, cost reductions and
development of new managers. He even moved the company’s headquarters from Amsterdam, N.Y., to
Atlanta.In 1984, John Swift joined the company as vice president of finance and CFO after 18 years
with General Electric Co.

David Kolb (left) and John Swift

Under the guidance of Kolb and Swift, Mohawk switched to higher-margin products and increased
direct distribution to retailers, streamlining the supply chain. Having achieved his profit goals,
Kolb took the carpet division private with a $120 million leveraged buyout (LBO) in 1988. Kolb
became chairman of the Board of Directors and CEO of the company, and Swift became secretary and
treasurer.

Mergers and acquisitions reduced the number of carpet producers from more than 300 in 1980 to
100 by the mid-1990s, with vertically integrated and, in Mohawk’s case, well-diversified mega-mills
emerging at the top of the heap.

Using the $38 million proceeds of Mohawk’s 1992 public stock offering to reduce the company’s
LBO debt, Kolb and Swift engineered a series of key acquisitions that catapulted Mohawk from 11th
in the industry to second, increased its sales from less than $300 million to nearly $1.5 billion,
and multiplied its market share from less than 4 percent to 17 percent. In addition, Mohawk’s
growth rate ranked it second among the Fortune 500s fastest-growing companies in 1993.

The first purchase, Horizon Industries, came in October 1992. Although larger than Mohawk,
Horizon was vulnerable because of back-to-back losses in the early 1990s. Less than eight months
later, Mohawk acquired American Rug Craftsmen (ARC), a 10-year-old manufacturer of area rugs. ARC
made Mohawk the nation’s leading producer of mass-market rugs and now is part of Mohawk Home.The
August 1993 purchase of Karastan-Bigelow from Fieldcrest Cannon added two of the industry’s
best-known and most valuable brands. In fact, Bigelow was named for Erastus B. Bigelow, the
19th-century Father of the Modern Carpet Industry, so-named for his invention of the power loom.
The addition of Karastan-Bigelow pushed Mohawk past competitor Beaulieu of America to become the
United States’ second-largest carpet company. The leadership and philosophies established by Kolb
and Swift transformed an unprofitable Mohasco division into a performance-oriented publicly traded
firm that has realized close to $7 billion in annual sales. Following the 2004 retirement of Kolb
and Swift, Mohawk Industries continues to focus on growth and meeting consumers demands.

July/August 2006