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By the end of 1955, Hurley's diversification drive had helped propel Curtiss-Wright's annual sales from $475 million a year to more than $500 million, with commercial sales generating about 40 percent of the company's income.
By 1957, about two-thirds of Curtiss-Wright's sales were from government contracts and about two-thirds of its profits stemmed from nonmilitary sales.
In 1959, Curtiss-Wright also began producing industrial x-ray inspection equipment, which was added to the firm's lines of quality control equipment, inspection equipment, and measurement systems using ultrasonic, radiographic, and nuclear energy technologies.
In 1962, the company received a Federal Aviation Agency (FAA) contract to study compressor, turbine, and computer technologies for supersonic transport jet engines and began competing for a major government contract to develop and produce a supersonic commercial airliner engine.
1967: CWC drops jet engine business in favor of flap actuation systems and metal treatment.
In 1969, Curtiss-Wright acquired a majority interest in Dorr-Oliver Inc., an engineering firm that made mechanized equipment for airline cargo terminals; Curtiss-Wright eventually acquired complete control of Dorr-Oliver.
In 1970, General Motors Corporation (GM) paid $50 million to acquire a five-year nonexclusive license to develop and manufacture the rotary combustion engine in North America.
During this time, Teledyne Inc., a diversified firm with interests in electronic and aviation control systems and insurance, began acquiring Curtiss-Wright stock, and, by mid-1976, it held a 12 percent stake.
In 1978, Berner launched a proxy challenge to gain control of Kennecott Corporation, the nation's largest copper company.
Lasky had been with the company 38 years; Benante had joined in 1978.
Curtiss-Wright's sale of Cenco--resulting in $9.8 million in earnings--along with a $52 million gain from the sale of Dorr-Oliver and Kennecott shares helped push Curtiss-Wright's 1981 earnings to $85 million.
In 1990, the company's revenues climbed to $214 million while earnings sank to $6.8 million, in large part due to a $13.8 million after-tax environmental charge related to soil and ground water contamination at the company's former Wood-Ridge facility.
Curtiss-Wright entered 1994 seeking expanded commercial markets in the area of pollution control, for which its electronic control valves were well suited.
A European subsidiary, Curtiss-Wright Flight Systems/Europe, opened in 1995.
1998: New acquisitions and long-term airliner contracts brighten CWC's outlook.
Annual sales, at $293 million, were up 18 percent in 1999.
David Lasky retired in April 2000 and was succeeded by Martin R. Benante as CEO and chairman.
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| Company name | Founded date | Revenue | Employee size | Job openings |
|---|---|---|---|---|
| Timet | 1950 | $1.3B | 2,530 | - |
| KOBE ALUMINUM AUTOMOTIVE PRODUCTS | - | $35.4M | 750 | 18 |
| ThermTech | 1982 | $23.5M | 50 | 15 |
| TC Industries | 1881 | $120.0M | 375 | 4 |
| The Timken Company | 1899 | $4.6B | 17,000 | 220 |
| Maverick Tube | 1977 | $1.4M | 6 | - |
| Metal Technologies | 1997 | $272.3M | 705 | 2 |
| National Plastics Color | 1989 | $63.3M | 7 | - |
| Specialty Coating Systems | 1991 | $145.0M | 35 | 5 |
| Smith & Wesson | 1852 | $535.8M | 2,240 | 33 |
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Metal Improvement may also be known as or be related to Bodycote Thermal Processing, Metal Improvement, Metal Improvement Company and Metal Improvement Company LLC.