PAGE 8, THURSDt\Y, JUNE 28, 1973, WHITBY FREE PRESS A PEOPLE PLANT New Era For ITT Cannon Canada A new resident in the Whitby Industrial Park. ITT Cannon Electric Canada. 36,000 square feet of what General Manager Robert Enright describes as an "open working environment." A "4peuple plant." In design, a pleasant place for people to work. And, after ail, it is "people" who make it work. Relocation of ITT Cannon Electric Canada to Whitby bas lauinched 14 a new era ini the operation's long-term growth potential." Nestled neatly within a landscaped industrial setting, ITT Cannon Canada employs more than 135 persomis. It manufactures a varied line of electrical connectors (or sale in both domestic and foreign markets. While recognizing the business significance of the relocation project, Mr. Enright stressed, as well, its 4"bu- man dimension." WIDE -RANGING MARKETPLACE Current and potential customers for HTT Cannon Electric Canada embrace a wide range of industriesand utilities. They touch almostevery facet of modern life. For example: The aircraft. cable TV, military equipment, transport- ation, telecommunications, geophysical, public utility, audio-visual and atumic power industries, as well as the field of medical research. Products are manufactured at ITT Cannon Canada's new plant in the Whitby Industrial Park. flhey are sold by the local uperation in both domestic and foreign markets. General Manager Robert Enright notes that nearly hall of the plant's business involves exports. With respect to the diversity of ITT Cannon Canada's * cstumer interests, Mr. Enright underscores the significance of costumner relations, product quality and company service. "&The human elements of this operation are crucial," he says. Elements expressed througb the attention we give; and standards we apply to quality and pruduct detail ... expressed by the peuple who tend to costumer needs through meaningful, daily contact, and thruugh Iong-term service that refleet a concern for the way we do business. In this area-in the vital field of customer relations- Mr. Enright returns to the precept of "management" as a primary business tool. "4Management," he says, "in the sense of peuple communicating with each other-and with their customers. in the sense of decisions that are based upon proper, and clearly-understood priorities. In the sense that we se our business responsibilities as related not only tu our- selves, but to the community and peuple we are trying MANUFACTURING ACTIVITY --Carl Mayson helps prepare raw mnaterial (bar stock aluminum) for the .munsiao*ure of plectrical connectors. He noted amn "atmosphere" that encourages people to derive satisfaction from their various assignments anid jobs. H-e cited a plant lay-out and interior design that is conducive to the "kind of teamwork we pride ourselves in"--the kind of management co-ordination that ensures a full input from everyone concernied. And decisions that truly reflect that input. Last week, Mr. Enright and James von Harz, President of ITT Cannon Electric, Santa Ana, California, welcomed a range of community, municipal and business dignitaries to the plant's officiai opening. In theïr remarks to the assembly, both stressed the "human dimension" of the project. The "realization of personal dreams" inherent in the completion of the new facility. They noted the crucial element of co-operation tliat pervaded compa ny-municipal relations - throughout plan- ning and execution of the ITT Cannon Canada relocatiomi program. 4"We acknowledge , and we remain gra teful for the leadership, co-operation and goodwill«of a municipality that is keenly sensitive to the priorities of controlled and useful business development." During the officiai opening ceremonlies, Mr. Enright said the enlarged facility would encourage expanded company activitv in both domestic and foreign markets. iHe cited three primnary advantages of the new site: BOB ENRIGHT LES WISE "A People Plant." "Newral" MANAGEMENT A Management. A team. People. They put it ail together. At the new HTT Cannon Electric Canada plant in Whitby's Industrial Park, the emphasis is on co-ordination. People working together. In toucli with eacb other. And with the, priority needs of their customers. General Manager Robert Enright heads that team. But he makes the point--emphatically---that, in the end, he's only part of it. Part of a human decision-making apparatus comprising LES CALVERT - "Efficiencies" RESEARCH WORK ---- Myrtle Saunders completes a manual phase -of research at new lIT Cannon Canada Plant. Work is associated with prototype conn- ector for underwater investigative equipment. The actual design of the facility, its landscaped setting and loor space----significant factors in meeting continuing liigh standards of productivity, efficiency and "empioyee well-beiing." The co-operation of the municipality and its Develop- ment CIommissioner Wes Winters in making the relocation plan reasonable, and feasible. 1 'Me plant's location near major transportation routes, and within Whitby's "desirable community environment." GERRY GRAHAM JACK HUNTER "Encouraging" "More Scope" ND TEAMWORK products througli research and development. And in responding to the vital issues of employee relations, and employee need. Who are they? The management team (and a sampling of their views on the effeets of the new plant) include: Les Calvert, Manager of Purchasing -- improved efficien- cies will be realized on several fronts. Gerry Graham, Manager of Engineering --- a "working environment" that is encouraging to people. Jack, H-unter, Manager of Production --- "the fulfilîment of a dream." Room to grow. More scope. More com petitiveness. Fred Musiiika, Manager of Marketing and Sales-- potential for new market entries. Expanded export possibilities. Margaret Shaw, Manager of Industrial relations-- "&a new dimension or atmosphere that will encourage people to look ahead. Optimistically." Les Wise, Manager of Finance -- signalling a new era, a new phase of development for Cannon Electrie And a new community relationship tobuild on. MARGARET SHAW &&Optimism*,