Next Generation Films, Inc., Lexington, Ohio, opened its doors in 1994 and started out with nothing. Within the last seven years it increased sales from zero to the low 20-million mark.

"We want to make the converting industry aware of Next Generation Films, and know that we're the new kids on the block in the industry," says David Frecka, president and CEO of Next Generation Films, Inc.

Today's converting industry growth is in higher quality films, and that's exactly what Next Generation says it can offer. "As our business has matured, converters have begun to appreciate and understand the yield advantages of the technology we have," says Dan Niss, general manager at Next Generation Films Inc.

Next Generation offers metallocene, high density, polypropylene, linear low density, low density, EAA, EVA, and nano-composite co-extrusion films. Before August, it was strictly running these films on six Alpine lines. But in order to keep up with technology, Next Generation added a new Windmoeller & Hoelscher 3-layer Varex® line with OPTIFIL-P®.

Besides blown film production, Next Generation is capable of printing two colors on its in-house flexopress. And, they produce film for the courier industry, modified atmosphere packaging, sealant webs for stand-up pouches, food packaging applications as well as standard film extrusion.

The new 3-layer blown film line runs like most lines, but with a few added values. The 3-layer die is constructed to produce asymmetric and simple symmetrical coextrusions for barrier films, as well as pure polyolefin structures.

The patented OPTIFIL-P automatic die for fully automated control of film thickness tolerances is part of this system. This technology is capable of improving the films quality, reducing resin consumption, shorter start-up and change-over times, reducing start-up scrap, and enhancing efficiency of downstream equipment 24 hours a day.

Because of this technology, Next Generation doesn't produce as much scrap as before. It used to be 7.5 to 7 percent scrap— now it's cut down to 4 to 3 percent. "So we cut it almost in half," says Frecka.

The film tolerances on the Varex line are measured by a capacitive thickness gauge, which is designed to rotate around the bubble in 2-minute intervals with a gauging accuracy of +/-0.1 micron. The measured values are then evaluated on an industrial PC. The die is segmented into the various control sections, and the melt temperature can be locally influenced.

When a thick spot in the film is detected, the die temperature is increased locally by a few degrees resulting in an increase in the local melt temperature and a reduction of the viscosity. Then the film is blown up after the melt exits from the gap, and the thick spot becomes thinner.

Top-notch web handling of film is what Next Generation likes the most about the Varex system is "I think the web handling systems on the line are probably the best in the industry. That was the primary consideration for purchasing that line," says Frecka.

Overall, Next Generation has been able to increase its production by 25 percent with the Varex line. "What they said it could do, it does," says Niss.

But is this new technology the heart and soul of Next Generation? "As much as we talk about technology, it still comes down to a people business," says Frecka.

In fact, Next Generation hasn't used the latest technology - the Internet, to reach customers. "We'd rather have someone call up and talk to us," says Frecka.

Why call rather than be accessible on the Internet? "Because that's the only way we can really help them. We want to help our customers re-engineer our products," says Niss.

"We understand the web, but it's still a people business. As long as we're running our business, we're going to keep it that way. We don't want to lose control of it. People are the key," says Frecka.

Without the three key elements of employees, suppliers and customers, Next Generation would not be able to meet its production of 36 million lbs. of material for next year.

When it comes to its employees, Next Generation wants to see them grow within the company Hands-on training is offered to every employee when they are hired. It's important to be familiar with the equipment and to give them the experience needed to carry out their day to day responsibility. "If you don't have good people, you don't have anything," says Frecka.

Each month three goals are presented to all employees - scrap, quality [amount of returns], and throughput. If all three goals are met, then a substantial bonus is given to every employee. "The only way we can improve their way of life is to grow and reduce our cost, and give them [employees] part of that profit," says Niss.

And, although its employees are important to them, Next Generation prides itself in servicing its customers to the fullest. "We're very serious about meeting our customer's expectations, but the big thing is we like to service our customers. They are our bread and butter. We treat all our customers as best as we can," says Frecka.

On the other hand, Next Generation depends on its suppliers to complete the job. Without its suppliers, there would be no blown film to speak of. "We look at our customers as king, but we also look at our suppliers as king too. And it's that attitude that's helped us become more successful, "says Niss.

For example, Chevron Phillips supplies the plastic pellets, which enables Next Generation to produce its film. "Phillips has been very, very accommodating to our company and our growth. It takes a total program to be successful, with suppliers that are willing to help," says Frecka.

As well as growth in revenue, Next Generation plans to add to its line of blown film systems. "Every year we're going to be buying a new line," says Frecka.

"The secret of our growth has not just been that we make a high-tech structure. Every one of our customers are unique in what they do, and we appeal to them on that level," says Frecka.

With so many small businesses being bought up by larger businesses, Frecka feels it is important for Next Generation not to share that fate. "Our big goal is we want to remain independent. I didn't get into the business just to turn around and get it up to a certain level and sell it," states Frecka.

"There are a lot of big companies that can't compete with us on a technology basis because they've purchased small companies with a lot of old technology," says Frecka. "We're not going to be the biggest company around, but our goal is to try to get to 50 million."

"We'd like to think of ourselves as the big, little guys. And I say that because we have all the resources of the biggest companies. The only difference is, we're small," says Frecka.