GAFFNEY, SC — Born under the watchful eye of an attending physician, Hamrick
Mills, a highly respected producer of greige fabrics since its birth in 1900,
recently celebrated its 100th anniversary.
A family enterprise throughout its entire 100 years, Hamrick Mills today has
third- and fourth-generation family members among its management team.
They are descended from Dr. Wylie C. Hamrick, a medical doctor who had found
the rigors of practicing medicine too demanding. He turned to owning drug stores
and a dry goods store before, with others, forming Limestone Mills in Gaffney.
Hamrick was elected secretary-treasurer of the new enterprise, a job equivalent
to today’s chief operating officer. A year later he became president of the
mill.
The new textile operation was capitalized at $125,000 and included 10,000
spindles and 300 Draper looms. Total expenditures at start-up were $240,000. The
mill’s main product was shade cloth and it prospered quickly, earning $30,000
after the first year of operation.
During subsequent years, more spindles and looms were added, bringing the
totals to 25,000 spindles and 640 looms. Even though the paid-in capital
remained at $125,000, stock dividends raised it to $250,000 by 1914. By the end
of 15 years of operation, the large debt first incurred and the additional debt
for later machinery had not only been erased by earnings, but a substantial
surplus had been created.
In 1907, seven years after the start-up of Limestone Mills, Hamrick and many
citizens of Gaffney thought the time was right for another new mill. As Dr.
Hamrick wrote in his book, Life Values in the New South, "the success of
Limestone prompted many of my friends to invest in another mill that would be
placed under my charge."
The new plant, equipped with 10,000 spindles and 264 looms, was named The
Merrimac Mills and capitalized at $150,000. It was in operation by the fall of
1908. The name did not last long, as Merrimac Manufacturing Company of Lowell,
MA, threatened to sue Hamrick for using the name Merrimac.
"Rather than litigate the matter, we decided to change the name of the mill
and, as a courtesy to me, the stockholders voted to change the name to Hamrick
Mills," Dr. Hamrick wrote. By December 1910, the plant had been expanded to
25,000 spindles and 624 looms. The building was only 300 yards from the
Limestone Mills plant.
A third plant came under the Hamrick wing in 1912. A small yarn mill with
5,000 spindles in Blacksburg, SC, went into receivership. After it was sold at
auction, Hamrick and others bought the Whitaker mill property, which was
subsequently known as the Broad River Mill. By 1915, the capital stock was
increased from $50,000 to $182,000 and the mill enlarged to 15,000 ring spindles
and 324 looms.
Along came World War I and profits from cotton manufacturing were
substantial. Again, the citizens of Gaffney felt it was time to build a new
plant. The enthusiasm for establishing a new plant resulted in the stock being
oversubscribed by more than $100,000.
The new mill, capitalized at $600,000, was built in 1920 and was named
Musgrove Mill, with Dr. Hamrick as its president. The mill’s name came from the
Revolutionary War battle site near Clinton, SC.
One year later, the Cash Mill in Gaffney was declared insolvent and was sold
at auction to W.J. Fullerton and C.S. Child of New York City. Fullerton was the
selling agent for the mill. In 1922, a new corporation was formed, with Dr.
Hamrick as president and the mill was renamed Alma Mill for Dr. Hamrick’s
daughter.
At this point in his life, Dr. Hamrick ran five mills, all separate
corporations with their own set of stockholders, from a single office. Known as
the Hamrick chain of mills, the companies had an aggregate of 105,000 spindles.
These five plants had their own villages and produced primarily 100 percent
ring-spun cotton fabrics.
In his book, Dr. Hamrick wrote that, "all the years of my experience in
cotton manufacturing taught me nothing with respect to the price of the staple."
He reached the conclusion that one man’s guess is about as good as another’s as
to whether cotton will go up or down.
Dr. Hamrick’s book, published in 1931, offered some tips for successful
cotton mill manufacturing. "It is desirable to locate on a railroad and it is
not desirable to locate in an incorporated town where property will be subject
to the burden of municipal taxes.
"After selecting the most desirable location, by all means buy only the most
modern and up-to-date machinery — never buy any machinery or parts of equipment
second-hand. Depreciation charged against cotton mills should not be so much for
the wear by use of the machinery as for the machinery becoming antiquated due to
new inventions. Machinery always becomes obsolete before it wears out," Dr.
Hamrick wrote.
Dr. Hamrick died in 1935 and his two sons, Waite and Lyman, succeeded him in
managing the mills. They managed the Hamrick Group through the end of the Great
Depression and World War II. Following the war, two of the plants, Limestone and
Hamrick, were sold to M. Lowenstein in 1947. Lowenstein changed the names of
both plants. Limestone became Summit and the Hamrick plant became Limestone.
Another change occurred in 1948 when Waite and Lyman Hamrick, along with W.
B. Fullerton, started a small mill, named Paola, on the present site of the
corporate headquarters. Paola was equipped with used machinery, since new
machinery was impossible to get because the U.S. Government had contracted for
all new, American-made machinery for shipment to Europe as part of the post-WW
II Marshall Plan. Paola produced heavy sheeting and, due to imports, markets
soon collapsed and the mill was closed in 1952.
In the early 1950s, the Broad River Mill was sold to Dodgeville Finishing
Company, reducing the Hamrick Group to just two plants, Alma and Musgrove.
In 1960, the Alma Plant was renamed the Hamrick Plant. The two plants
continued to operate as separate companies until the early 1990s when they
merged and became Hamrick Mills. The company now employs more than 400 people
and today’s two plants produce more cloth than the former five plants.
At age 87, John Hamrick is chairman of the board and the senior family
member. His father was Waite Hamrick and John began working at the mill’s
company store while his grandfather, Dr. Hamrick, was still running the
companies. This gives the present-day Hamrick family continuity from its
founding a century ago to its present-day management.
John Hamrick graduated from Duke University in 1934 and has been a leader
within the textile industry during his long and distinguished career. He was
president of both the American Textile Manufacturers Institute (1975-76) and the
South Carolina Textile Manufacturers Association (1969-70), now known as the
South Carolina Manufacturers Alliance.
Among John Hamrick’s many outside activities is the Duke University Medical
Center in Durham, NC. He was a member of its Advisory Board for 14 years and
chairman for part of the time. At the time of his leaving the board in the late
1970s, the Medical Center had become a $1 billion dollar enterprise.
"During the era of building textile mills in the South, 1890 to 1920, a main
objective was to provide jobs for the growing population that included people
coming from the nearby mountains," John Hamrick said. "You must credit them for
our success and, in turn, we have always offered a very good benefit package for
our employees," he said. "We have changed from manufacturing-driven to customer-
driven in recent years and, as part of this new direction, we often have both
our sales and manufacturing people together to call on our customers."
A brother of John is Charles Hamrick, 85, who spent his entire career in New
York City selling Hamrick fabrics. He worked for 40 years with the Wilson &
Bradbury Company, Hamrick’s sales agents. In a unique industry move, Hamrick
Mills bought Wilson & Bradbury some 15 years ago.
Wylie L. Hamrick, son of Lyman Hamrick, is chairman of the company. He has
been active in SCTMA and the successor organization, SCMA. Wylie Hamrick was
SCTMA President in 1992-1993.
"We strongly believe in reinvesting in the company. Technology and the
computer chip have done more to advance machinery than anything else," Wylie
Hamrick said. "Speeds, package sizes are bigger, elimination of processes,
chute-fed cards, automatic can doffing, air-jet and open-end spinning,
projectile, air-jet and multi-shed weaving, along with great improvements in
material handling are examples of production advances.
"Hamrick Mills is a good example of lowering costs, going from labor
intensive to capital intensive," he added. "Dr. Hamrick’s $240,000 start-up
costs in 1900 might pay for only one modern weaving machine fully installed
today. We are always alert to investing money in order to add value for our
customers."
Carlisle Hamrick, son of John Hamrick, has been president since 1997. With
responsibility for sales, Carlisle, 48, was in New York for 12 years but
returned to Gaffney 3 1/2 years ago. Charles F. Hamrick II, Carlisle’s brother,
is secretary and treasurer of the company. He is currently president of SCMA.
Wylie Hamrick has three sons in the business. Lyman Hamrick is vice president
of manufacturing and product development, Wardlaw Hamrick is plant manager of
the Hamrick Plant and Bob Hamrick works in the cotton department and the quality
control laboratory. Lyman Hamrick recently completed a term as chairman of the
Southern Textile Association.
It is unclear at this time if any of the fifth-generation Hamricks will work
for the company. However, there is a strong possibility that the generation will
have a representative in the industry in some manner. Cameron Hamrick, son of
Wardlaw Hamrick, is a senior majoring in textile management at Clemson
University.
"We are constantly alert to ways to improve manufacturing productivity ...
less labor or reducing overhead costs," Lyman Hamrick said. "We try to buy on
the front end of technology. However, it is a challenge to fit in new technology
without disrupting current production because floor space is at a premium. But
in order to grow production, you must upgrade and add more modern machinery in
order to remain competitive on cost."
In November, Hamrick Mills held a two-day centennial celebration — one
evening for the community, one for the employees.
Speaking to more than 700 that included employees, spouses and some retirees,
Carlisle said, "over the last 100 years, there have been a lot of changes in our
industry — technological advances have been enormous. Today we have two plants
that are arguably two of the most modern, well-run greige goods operations in
the country.
"Even with all of the technological advances and changes in our industry,
there is one thing that has remained constant at Hamrick Mills throughout its
entire 100 years — that is, the dedication of everyone who has been associated
with the company during that time.
"There is one key element that keeps us head and shoulders above all of our
competition and that is you, the people here in this room tonight. You are the
key to any success that we have had or will continue to have and this event is
really a celebration of your commitment, your loyalty and the great job that you
do."
With a more solid family management foundation than ever before, the future
of Hamrick Mills is bright. Its stated mission is to serve customers by focusing
on quality, innovation and superior service by continually improving the
operations of the company through implementation of technology or processes that
increase customer satisfaction and add value to products produced.
Hamrick Mills also includes in its mission a commitment to a long-term
position in the textile industry and will continue as a custodian of shareholder
equity by focusing on growth and profitability through selected business
opportunities. The statement concludes with a commitment to conduct its business
with integrity and will treat shareholders, employees, customers, suppliers,
creditors and the community in a fair and equitable manner.
Today, Hamrick Mills is a greige weaver of polyester/cotton sheeting and
print cloth in widths from 48 inches to 135 inches and weights from 2 ounces per
square yard to 5 ounces per square yard.
Hamrick was one of the first mills to get into 100-inch-wide sheeting fabric
and that helped the company get started in the home furnishings area in the late
1970s.
Hamrick’s fabric mix goes into about 60 percent for home furnishings and 40
percent apparel. Known at one point as a producer of "run of the mill" or
mediocre quality fabrics, Hamrick now produces premium fabrics that meet the
highest requirements of every market served. The company’s main customers are
converters and other textile manufacturers.
"A distinct advantage for us is that we are family and this creates a
hands-on corporate culture that gives us the flexibility to maneuver quickly and
respond or anticipate customers’ needs," Charles Hamrick said. "Another key to
our longevity has been consistent leadership provided by family members.
"Our manufacturing people have done a great job adapting to a more flexible
operation to meet ever-changing customer demands and doing it while maintaining
high efficiencies and minimal off-quality. We encourage customers to visit our
plants and many do and they are impressed with the modern conditions in the
plants and how well they operate. In recent years, we have concentrated more on
product development to better serve specific customers’ needs," he added.
Asked about the impact of imports on the company, Carlisle Hamrick said that
imports have a more direct impact on customers and their products than the cloth
coming in has on Hamrick. "It is the finished products coming in from overseas,
both in apparel and home furnishings, that affect us indirectly," he said.
"I believe we are as well-positioned as we can be to face whatever is coming
in the months and years ahead. We will continue to maintain a philosophy of ‘pay
as you go’ by not borrowing money to buy machinery," Lyman Hamrick said. "This
policy is probably another reason for our longevity and vitality, since we are
not burdened with high debt."
Hamrick Mills’ membership in ATMI includes qualified participation in its
Encouraging Environmental Excellence Program (E3) and the Quest For the Best in
Safety and Health. These recognitions reflect the company’s dedication to
protecting the natural environment and to providing a safe and healthy workplace
for its employees.
Hamrick is also a member of the National Cotton Council.
The present corporate office is located at 515 W. Buford Street in Gaffney.
The company also has a sales office in New York City at 111 West 40th Street,
Suite 1702, which is managed by Dick Knight. Sales for the corporate office are
handled by Steve Emmerth.
The Musgrove Plant is also located in Gaffney and Ben Keller is plant
manager. Stan Clements is director of quality control and oversees the
laboratory.
The future is perhaps best summed up by John Hamrick, who said, "be prepared
for whatever comes around the corner because the industry has changed
dramatically in my lifetime and will probably change even more in the future."
Wylie Hamrick said there is a good future for companies that can excel in
production and management. "Companies that stay modern and innovate in
manufacturing and marketing will succeed," he said.
According to these five Hamrick family members, the company is as ready as it
can be for its second century of successful operation.
(Above) Among Hamrick family members who work at the 100-year-old family
business are (seated, L-R) John Hamrick, chairman of the board; and Wylie L.
Hamrick, chairman of the company; and (standing, L-R) Charles F. Hamrick II,
corporate secretary and treasurer; W. Carlisle Hamrick, president; Lyman W.
Hamrick, vice president of manufacturing; Wardlaw Hamrick, plant manager of the
Hamrick Plant; and Robert Hamrick, cotton classer and director of the quality control
laboratory. Ron Copsey photo
