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Pumps, Inc., with plants in Los Angeles and Lubbock, Texas; Goyne Pump Co. of Ashland, Pennsylvania; and Morris Pump Co. of Baldwinsville, New York City. It likewise got in into a joint venture with Oil Characteristics, Inc., to make submersible pump units for oil wells. Although the 1970s began with a financial recession, pump sales reached record levels throughout the years and continued at record levels in the early 1980s.

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Expectations in the fluid technology industry were unreasonably high. Pump companies might not stay up to date with the need, as major projects were being integrated in the Middle East, oil shortages were projected, and a lot of cash was being spent on new tasks. Ultimately the bubble burst, and pump producers were caught with excess capacity and needed to combat for survival.

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In 1981, Goulds' sales were 8.7 million and falling. In late 1981 Goulds suffered through a bitter labor strike that was marked by vandalism and harassment of non-striking workers. 2 years later sales stood at 5.3 million. By 1985 the company required to be renewed after its bad monetary performance and labor difficulties.

He introduced a commitment to quality and participatory management. He was able to focus the company's culture on "searching for chances to improve how we're doing and what we're doing; much higher involvement of our individuals; and a higher openness to ideas and ways that other individuals do things," he informed the Rochester Business Journal.

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The 2 locations he focused on were participatory management and overall quality. Under his management, FELINES (Competitive Advantage ThroughSimplification) was introduced to update and cut through the company's 140-year accumulation of treatments. FELINES was designed to minimize the costs of entering, managing, and billing orders. Other systems were revamped and upgraded under the CATS program, with cost savings approximated at .5 million over four years.

Declining oil rates had actually slowed expedition and production, and the pump market was reliant on a growing petroleum organisation. Nevertheless, Goulds had already started negotiating its entry into the Chinese market. By early 1988, the business had actually finished talk with develop a joint venture with the Nanjing Deep Well Company of China.

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Production on units for 2 of the four plants had currently begun in March 1987 at Goulds' Seneca Falls center. Goulds began developing its export service around 1980. By 1988 it had workplaces in Singapore, South Korea, Hong Kong, and Jakarta, and a representative in Beijing. Goulds' Industrial Products group already had an established existence in China, where it made commercial pumps for sale in the United States.

In 1985 it acquired a company in Lowara, Italy, for .8 million, which grew from about million in sales to more than 0 million by 1991. By 1990 Goulds Pumps had more than 1,900 workers in New York and more than 3,000 in North America. Sales increased to 4.7 million, a 9 percent increase over the 1989 figure.

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Goulds Pumps continued to grow worldwide. It marketed its products in more than 90 countries and was broadening its production centers into other nations. International sales of 2 million represented 35 percent of the company's overall earnings. Overall, Click for more the Industrial Products group represented 62 percent of sales, with the remaining 38 percent coming from Water Technologies.

The business was named to the Covenant 200, an honor roll of the most accountable big corporations in the United States. "Our diversification comes through the many markets we serve," Ardia informed the Rochester Company Journal. "We're not dependent upon any single industry. We serve the water systems market, the chemical industry, the petroleum market, the pulp-and-paper industry, and we serve markets outside the United States." Other aspects adding to Goulds' rebound from its 1980s slump included improving service to its clients, increasing market share, introducing new products, and improving performance.

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The fluid businesses of ITT Industries and Goulds will accelerate their development in complementary business services. The business was arranged into 2 main groups, Water Technologies and Industrial Products. Water Technologies over the previous 10 years had increased its market share from 15 percent to 25 percent. About half of its company was produced in the United States and half outside the U.S.

Of 0 million in industrial service, million came from export sales. The business did not have a big manufacturing center overseas. Global market share for commercial items was estimated at 8 to 10 percent. Globalization was perceived as an opportunity for growth. International sales accounted for about 40 percent of Goulds Pumps' business in the early 1990s.

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International expansion happened in Venezuela, where the company got the remaining 80 percent of its financial investment in 1991 to end up being the largest pump company in that country. Another company in Mexico was completely owned. In 1992 the company opened a manufacturing center in Korea. Sales were flat from 1990 to 1993, hovering around 5 million.

There was an economic crisis, and the entire process market was down. Goulds lowered its U.S. workforce from 3,100 to 2,746 in January 1992, mostly through early retirement incentives and attrition. In October 1993 Goulds obtained Environamics, Inc., an independently owned business in New Hampshire. A start-up business, Environamics had established and patented hermetically sealed pump technology that Goulds could use in its pumps for the chemical processing market.

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Thomas McDermott, a previous president and chief